Presentation - est. 45 minutes — San Jose City Council, September 30, 2025

Item 3.4: City Council Focus Area Semi-
Annual Status Report
San José City Council September 30, 2025
City of San José
City Manager’s Office of Administration, Policy and Intergovernmental Relations Lee Wilcox, Assistant City Manager, Reducing Unsheltered Homelessness Jennifer Schembri, Deputy City Manager, Increasing Community Safety Angel Rios, Deputy City Manager, Cleaning Up Our Neighborhoods Rosalynn Hughey, Deputy City Manager, Building More Housing & Growing Our Economy Sarah Zárate, Deputy Director, City Manager’s Office of Administration, Policy, and Intergovernmental Relations
Dr. Shannon Arvizu, U.C. Berkeley, Goldman School of Public Policy, GovOps Labs 1 Focus Areas 1.0 – An Opportunity to Evolve
Agenda
1 2
3 U.C. Berkeley Partnership – Project Goals and Opportunities Focus Areas 2.0 – The Evolution
4 Logic Model Process – 2.0 Dashboards
2 3
Focus
Areas
Core Services (74)
Budget Programs (259)
Complex long-term
initiatives requiring
significant staff
capacity and cross-
department
coordination
Services that the
City routinely
delivers and
Departments largely
manage
independently
Focus Areas 1.0
An Opportunity to Evolve
City Council Focus Areas for FY 2024-2025
Increasing Community
Safety
Reducing Unsheltered
Homelessness
Attracting Investment in
Jobs and Housing
Cleaning Up Our
Neighborhoods
Focus Areas 1.0
An Opportunity to Evolve
City Council Focus Areas for FY 2025-2026*
Increasing
Community
Safety
Reducing
Unsheltered
Homelessness
Cleaning Up Our
Neighborhoods
Building More
Housing
Growing Our
Economy
4 *As approved by the City Council through the FY 2025-2026 budget process.  Organizational alignment behind big-
picture challenges that matter to
residents
 Value in measurement of both outcomes
and performance, especially with
disaggregated data for equity analysis
 Increased cross-department
collaboration
 Strengthened performance management
skillset and data reporting frequency
5 Organizational Impact from 1.0 Improvement Opportunities for 2.0  Increased focus and staff capacity to
deliver measurable impact through
approval of MBA #3.
 Opportunity to foster strategic curiosity
and create space for innovation
Focus Areas 1.0
An Opportunity to Evolve

Past Model
Missing: Strategy
story.

What are the key
challenges we need
to solve for? How will
we meet those
challenges?
Missing: Long-term goal. What is our vision?
Missing: Improvement projects.

What are we doing to accomplish our strategy? How will we know if we are successful?
Missing:

Context
for the
data.

What does
this tell us?
Why does
this
matter?
Focus Areas 2.0 – The Evolution
17 Success Indicators Change Initiatives SMART (Near- Term) Goals Problem AreasLong-Term Goal
Long-Term Goal
Focus Area Model 1.0
Focus Area Model 2.0
A Focus on Driving Change with New Capacity
Focus Areas 2.0 – The Evolution
Success Indicators
18 Each near-term goal has
success measures that
help tell the story of
whether the change
initiatives within the goal
are making an impact;
they serve as feedback
loops. In addition to a
goal’s success
measure(s), individual
change initiatives have
operational measures to
track progress.

Indicators measure progress
towards long-term goals.Indicators
Near-
Term
Goals
Near-term goals are things the City aims to get done over the next fiscal year to help reach bigger, long-term goals. They are clear, measurable, and realistic, and help guide the day-to-day work of City departments.

These goals include early signs of progress that show what’s working, what’s not, and where changes might be needed.

Change initiatives are chosen for each near-term goal based on a hypothesis for how they can help the City achieve the goal. Some may involve work the team has done successfully before but needs to be assessed, while others may be new ideas worth testing.

Metrics
Long-term goals focus on big-picture results that matter to residents (outcomes). These goals look at past outcomes to show how the city is doing over time. The progress is measured with clear indicators.

Long-Term
Goal
Focus Areas 2.0 – Logic Model Structure
Problem
These are common, well-understood challenges that help explain what’s needed to reach long-term goals. Each problem connects clearly to a near-term goal and a project that you think can help fix it. 19 Structure of a Logic Model
Problem
Areas
Near-Term
Goals (FY26)
Indicators
Long-Term
Goal
Change
Initiatives
Long-Term Goals with leading or lagging indicators:
• Long-term goals focus on big-picture results that matter to residents (outcomes). These goals look at past outcomes to show how the city is doing over time. The progress is measured with clear indicators.

Problem Statements:
• These are common, well-understood challenges that help explain what’s needed to reach long-term goals. Each problem connects clearly to a near-term goal and a project that you think can help fix it.

Near-Term Goals:
• Near-term goals are things the City aims to get done over the next fiscal year to help reach bigger, long- term goals. They are clear, measurable, and realistic, and help guide the day-to-day work of City departments. These goals include early signs of progress that show what’s working, what’s not, and where changes might be needed.

Change Initiatives:
• Projects are chosen because there is a hypothesis that they can help move the City toward its near- term goals. Some may involve work the team has done successfully before but needs to be assessed, while others may be new ideas worth testing.

Indicators of Success + Other relevant metrics:
• Each near-term goal has success measures that help tell the story of whether the change initiatives within the goal are making an impact; they serve as feedback loops. In addition to a goal’s success measure(s), individual change initiatives have operational measures to track progress.

Indicators of
Success
20 Focus Areas 2.0 – The Evolution
 Not just reporting  Learning
- Facilitated monthly retrospectives with execution teams to review relevant measures and adjust as needed
o Were our hypothesis true or are they changing? What are our insights? - Quarterly touch points between City Council (September/March) and Committees (December/June) contribute to shared learning
 Tie to Budget & Resource Allocation
- Mid-year insights inform Budget process for FY 2026-2027 - Prioritize big bets; if something isn’t working, shift resources to more promising initiatives  Dynamic Storytelling Dashboards
- Designing dashboards that are transparent and public-friendly (storytelling that connects the dots)
What would implementation look like?
21 Increasing Community
Safety Focus Area
22 What is
preventing us
from reaching this
goal?

1. Emergency Response. Lean staffing and high call volumes strain the capacity of police and fire response.Problem Goals Metrics What achievable,
near-term goals
can help address
these problems?
What metrics help
us learn whether
our approach is
working?
San José residents live in a community with responsive emergency services and safe streets and roads.

Long-Term
Goal Indicators
How do we know
whether we’re
achieving our
long-term goal?

2. Crisis Response. Missed opportunities to connect crisis calls with a more appropriate response that does not drain emergency response capacity.

Problem Goals Metrics

3. Crime Reduction. Though crime rates are trending downward, a few crime categories remain stagnant across California.Problem Goals Metrics Increasing Community Safety Focus Area

4. Traffic Safety. Traffic engineering practices initially prioritized speed and volume, often at the expense of safety. Speeding is the primary cause of fatalities and serious injuries in San José.

Problem Goals Metrics
23 What’s going well. San José is proud to be recognized as the nation’s safest major city, thanks to low crime rates, strong public safety services, and connected neighborhoods. As of June 2025, more than 80% of residents said they feel safe in their neighborhood—an increase of 10% since September
2023.

Main Challenges Moving Forward. While overall crime rates continue to decline and remain lower than in peer cities, ongoing efforts are needed to keep this progress moving forward. Lean staffing and high 911 call volumes continue to put pressure on police and fire response times. On our streets, speeding is the primary cause of fatalities and serious injuries.

The City is advancing a safety-first approach to transportation to make our streets safer for everyone.

San José residents live in a community with responsive emergency services and safe streets and roads..

Long-Term
Goal
Context Indicators
Increasing Community Safety Focus Area
0%
20%
40%
60%
80%
100%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
City Overall
Your Neighborhood
Downtown
Resident Safety Perception
Police
Response
Times
Fire
Response
Times
Crime
Rates
Traffic
Fatalities
FY 2023-2024 FY 2024-2025
24 1. Emergency Response. Problem
Goal 1.1 Police Marketing and Recruitment: 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.

Goal 1.2 Police Report Transcription Pilot: Implement a report transcription technology pilot and assess the impact on police officer report-writing time by December 2025.

Goal 1.3 Police Patrol Deployment Projects: Evaluate the impact of improving police response times by completing three patrol deployment projects by June 2026.

Goal 1.4 Fire Station 32: Open Fire Station 32 with a single company by June 2026.

Goal 1.5 Fire Closest Unit Dispatch: 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.

The policing profession faces a
workforce crisis nationwide, making it
harder than ever to recruit and retain
qualified officers. Fire station demands
challenge existing capacity, especially
near the City’s central core.

The San José Police and Fire Departments
are among the most respected public
safety agencies in the industry. The City is
also a leader in developing innovative
emergency response solutions.

The City is increasing academy
recruitment efforts and implementing
new opportunities to improve emergency
response deployment capacity.

Context
San José residents live in a community with responsive emergency services and safe streets and roads.

Long-Term
Goal
Increasing Community Safety Focus Area
25 What is the City doing next? The Police Department is investing in attracting new talent through marketing,
recruitment, and backgrounding efforts as well as
implementing lateral hiring bonuses and cadet stipends.

What do we think might happen as a result? If successful, the City expects to see increased enrollment in police
academy classes and additional lateral hires.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• # of recruits enrolled in police academy per class
• # of police laterals hired
• # of street ready officers
• Operational Measures
• # of academy applications
• % academy graduation
• % enrollee demographics (by gender, by ethnicity)
How might
we increase
police
academy
enrollment
over the next
year?

1. Emergency Response.

Increasing Community Safety Focus Area
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.
0 10
20 30
40 50
60 Police Academy Recruits
26 What is the City doing next? The City is testing an artificial intelligence-based police report transcription technology to help officers spend less time on paperwork.

What do we think might happen as a result? Less time on writing police reports will mean that officers can spend more time in the beat structure responding to calls for service.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• # of hours spent per report
• Officer experience and feedback on report quality
• Operational Measures
• # of officers in pilot program
• # of districts in pilot program
Increasing Community Safety Focus Area
Goal 1.2 Implement a report transcription technology pilot and assess the impact on police officer report-writing time by December 2025.

How might
we decrease
police report
writing time
over the next
year?

1. Emergency Response.
27 What is the City doing next? The Police Department is implementing three patrol capacity deployment projects to understand opportunities to improve response times: 1) Custody Officer Unit (new program), 2) District-Based Deployment (pilot), and 3) Two-Officer Patrol Car Deployment (pilot).

What do we think might happen as a result?
1) Implementing a Custody Officer Unit will free upofficers in patrol from having to spend time booking offenders at the 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.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• # of transports provided by Custody Officer Unit
• % response times in pilot districts
• % of cars deployed as two-person units
• Operational Measures
• # of officers in pilot program
• # of districts in pilot program
Increasing Community Safety Focus Area
Goal 1.3 Evaluate the impact of improving police response times by completing three patrol deployment projects by June 2026.

1. Emergency Response.

How might
we increase
police
response
capacity over
the next
year?
28 What is the City doing next? Through Measure T funds, the City is expanding the number of fire stations in the community, especially in the areas of most critical need based on call demand.

What do we think might happen as a result? Opening a
new fire station will increase capacity to meet service demands and reduce response times in the surrounding area.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % Fire response times in immediate area
• Operational Measures
• # of calls for service support by FS 32
• % call volume change from surrounding stations
Increasing Community Safety Focus Area
Goal 1.4 Open Fire Station 32 with a single company by June 2026.

How might
we increase
number of fire
responses
hitting time
targets over
the next
year?

1. Emergency Response.
29 What is the City doing next? The Fire Department is testing whether proximity-based dispatch leads to faster response times for medical only calls for service.

What do we think might happen as a result? Allowing
dispatch of the closest apparatus, versus a given fire station territory, will improve fire response times.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % Fire response times
• Operational Measures
• # of apparatus equipped with network router
Increasing Community Safety Focus Area
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.

How might
we increase
number of fire
responses
hitting time
targets over
the next
year?

1. Emergency Response.
30 2. Crisis Response.Problem
Goal 2.1 911-988 Call Transfer Program: 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).

Goal 2.2 988 Community Education: Increase community awareness of 988 from 25% to 30% by June 2026
Goal 2.3 First Responder Fee Program: Implement the First Responder Fee program by January 2026 to help recover costs related to emergency medical care Behavioral health calls are hard to
triage effectively and not enough
people call 988 directly.

The City has early processes
established to integrate with the
County’s robust mobile crisis
response network available through
988.

The City is pursuing strategies to
improve integration with the crisis
response system.

Context
San José residents live in a community with responsive emergency services and safe streets and roads.

Long-Term
Goal
Increasing Community Safety Focus Area
31 What is the City doing next? The Police Department is implementing 911-988 transfer protocols to more clearly identify to 911 call takers the types of calls that should be triaged as crisis calls to 988. The City is also partnering with the County to create a curriculum to improve staffing training and continue conversations around embedding a behavioral health professional in 911 Communications.

What do we think might happen as a result? If successful, 911 Communications will increase call transfer volume to 988, freeing up officers to respond to other calls for service and improving response times.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• # of calls transferred from 911 to 988 per month
• Operational Measures
• % of transferred calls that are returned to 911
Increasing Community Safety Focus Area
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).

How might
we increase
number of
911 calls
transferred to
988 over the
next year?
911-988 Call Transfer Volume
Placeholder for future data

2. Crisis Response.
32 What is the City doing next? The City is supporting County efforts to increase community awareness of 988, so that residents better understand available services and are more likely to self-identify when to call 988 instead of 911.

What do we think might happen as a result? Greater
community awareness of behavioral health services offered through 988 will lead to a better resource match and a
decrease in the number of behavioral health calls that go to 911.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % of residents who are aware of 988 services per
quarter
• Operational Measures
• # of calls to County 988 Call Center
Increasing Community Safety Focus Area
Goal 2.2 Increase community awareness of 988 from 25% to 30% by June 2026.

How might
we increase
community
awareness of
988 over the
next year?
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25
988 Community Awareness by
Services Available
(n = 800 per quarter)
Mental Health Crisis
Suicidal Thoughts
Substance Abuse

2. Crisis Response.
33 What is the City doing next? The Fire Department is implementing a First Responder Fee program starting January 2026. The fee is applied to medical 911 calls and is primarily billed to a patient’s insurance rather than directly to the resident. Compassionate billing and forgiveness policies may cover uninsured individuals and those with hardships.

What do we think might happen as a result? Shifting funding models can help the City recover a portion of the rising costs associated with providing emergency medical services.
How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % of collection rate per payer segment
• Operational Measures
• # of calls for service where the first responder fee is applied • $ of fees qualified for forgiveness
Increasing Community Safety Focus Area
Goal 2.3 Implement the First Responder Fee program by January 2026 to help recover costs related to emergency medical care.

How might
we increase
First
Responder
Fee collection
rates over the
next year?

2. Crisis Response.
34 3. Crime Reduction. Problem
Goal 3.1 Real-Time Intelligence Center: 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 Goal 3.2 Organized Retail Theft Detail: 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 Goal 3.3 Mission Street Recovery Station: Expand the types of referrals made to the Mission Street Recovery Station by June 2026 and evaluate effectiveness Some crime types across California
remain stagnant.

Compared to other large cities, the
City stands out for having lower rates
of both violent crime and property
crime.

The City is pursuing targeted crime
reduction strategies.

Context
San José residents live in a community with responsive emergency services and safe streets and roads.

Long-Term
Goal
Increasing Community Safety Focus Area
Goal 3.4 Proposition 36: Monitor implementation of Proposition 36 during the fiscal year and identify areas of advocacy
Goal 3.5 SJ Youth Empowerment Alliance: 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 35 What is the City doing next? The Police Department is expanding its Real Time Intelligence Center network to better support patrol and investigations with insights and evidence.

What do we think might happen as a result? Centralizing the collection of live data can help achieve better on-scene situational awareness and reduce the amount of time it takes to conduct investigations that lead to successful outcomes.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % of public safety cameras integrated and online
through FUSUS
• % of private cameras registered through SJ Connect
• % of ALPRs integrated and online
• Operational Measures
• # of ALPR hits that lead to arrest or property
recovery
• $ of stolen vehicles recovered
Increasing Community Safety Focus Area
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.

How might
we increase
the Real Time
Intelligence
Center
network over
the next
year?

3. Crime Reduction.
% of Goal for 1,020 Public
Safety Cameras
Placeholder for future data
% of Goal for 1,000 Private
Cameras Registered
Placeholder for future data
% of Goal for 490 ALPRs
Placeholder for future data
36 What is the City doing next? The Police Department has implemented an Organized Retail Theft Detail to combat a significant rise in retail theft seen across cities in California.

The initiative is supported by an $8.5 million state grant and involves specialized overtime patrols, dedicated investigator capacity, and technology.

What do we think might happen as a result? Adding
investigation and proactive capacity will deter and decrease retail theft crimes over time.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• # of overall retail theft cases submitted to the DA’s Office
• Operational Measures
• # of ALPR hits that lead to arrest or property recovery • # of overall organized retail theft reports
• # of online reports submitted
Increasing Community Safety Focus Area
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.

How might
we increase
retail theft
case
investigations
over the next
year?
# of overall retail theft reports that have cases filed to the DA’s Office
Placeholder for future data

3. Crime Reduction.
37 What is the City doing next? The Police Department is expanding the types of referrals made to the County’s Mission Street Recovery Station to include all non-violent misdemeanors. Currently, officers have the discretion, with some specific exclusions, to divert individuals to sobering and other services. The Department is updating its agreements with the County to expand the types of referrals that officers can make for recovery services.

What do we think might happen as a result? 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 more calls.
How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• # of referrals to the MSRS
• Operational Measures
• % of clients that stay for six hours or longer
• % of clients that are referred to services upon discharge • # of total distinct clients, # of total visits
Increasing Community Safety Focus Area
Goal 3.3 Expand the types of referrals made to the Mission Street Recovery Station by June 2026 and evaluate effectiveness.

How might
we increase
alternative
destinations
over the next
year?
0 10
20 30
40 50
60 70
Oct-23
Nov-23
Dec-23
Jan-24
Feb-24
Mar-24
Apr-24
May-24
Jun-24
Jul-24
Aug-24
Sep-24
Oct-24
Nov-24
Dec-24
Jan-25
Feb-25
SJPD Referrals to Mission Street
Recovery Station
DUI Cite and Release Public Intoxication
Mental Health / Drug Triage Narcotics

3. Crime Reduction.
38 What is the City doing next? In November 2024, California voters passed Proposition 36, allowing felony charges and increased sentences for certain drug and theft crimes. While the Police Department has implemented the new law, it is necessary to monitor across partners to increase coordination, understand impact, and overcome early hurdles.

What do we think might happen as a result? Monitoring the implementation of Proposition 36 at the City, County, and State levels will increase coordination between partners and help address challenges.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % of Prop 36 drug cases that are referred by the
County to treatment-mandated felony process
• Operational Measures
• # of theft arrests made with a Prop 36 charge
• # of drug arrests made with a Prop 36 charge
Increasing Community Safety Focus Area
Goal 3.4 Monitor implementation of Proposition 36 during the fiscal year andidentify areas of advocacy.

How might
we increase
treatment
pathways
over the next
year?
Placeholder for future data
% of County drug cases referred for treatment

3. Crime Reduction.
39 What is the City doing next? The Parks, Recreation, and Neighborhood Services Department is launching one new
school site to better understand program impact on chronic absenteeism among justice-involved youth. They have also launched two system of care demonstration sites in Poco Way/Mayfair and Seven Trees/Santee communities. The
programs will allow the City to support increased access for youth and families to prevention and intervention services.

What do we think might happen as a result? System of care strategies will increase referrals for youth and families to prevention and intervention services, thereby reducing youth involvement in the justice system.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % chronic absenteeism rates in partner schools
• Operational Measures
• # of youth participating in system of care programs
• # of referrals made through system of care programs
Increasing Community Safety Focus Area
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.

How might
we decrease
chronic
absenteeism
and youth
violence over
the next
year?
SJ Youth Empowerment Alliance Strategic Objectives

3. Crime Reduction.
40 4. Traffic Safety. Problem
Goal 4.1 Traffic Safety Projects: 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
Goal 4.2 Automated Traffic Enforcement: 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 Changing driving behavior and
building safer streets in a large City
takes time.

The City has made important strides
towards Vision Zero over the past
decade.

The City is investing in
infrastructure improvements and
new roadway technologies to
increase safety.

Context
San José residents live in a community with responsive emergency services and safe streets and roads.

Long-Term
Goal
Increasing Community Safety Focus Area
41 What is the City doing next? Under the Vision Zero Action Plan, the Department of Transportation is furthering its commitment to eliminating traffic collisions that result in roadway users being killed or severely injured through data-driven strategies. Part of this plan involves engineering for safety through infrastructure improvements.

These engineering improvements are essential to creating safer, more accessible streets for all users.

What do we think might happen as a result? Quick
implementation, continuous evaluation, and strategic investments in engineering solutions will help protect all road users, from pedestrians to drivers.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % of planned traffic safety projects constructed per quarter • Operational Measures
• # of planned traffic safety projects constructed by type Increasing Community Safety Focus Area
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.

How might
we increase
safe
transportation
infrastructure
over the next
year?

4. Traffic Safety.
% completion of planned traffic safety projects by type Placeholder for future data
42 What is the City doing next? The Department of
Transportation is targeting the most dangerous driving
behaviors—like speeding and running red lights—that are linked to serious and fatal crashes. Thanks to Assembly Bill 645, San José will launch a Speed Safety System Pilot that includes cameras at four high-risk intersections and 33 automated speed enforcement cameras along priority corridors.

What do we think might happen as a result? By using
technology to deter unsafe driving, the City aims to reduce the severity of crashes and improve compliance with traffic laws.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• % of red light running cameras operational
• % of automated speed enforcement
cameras operational
• Operational Measures
• # of citations issued
Increasing Community Safety Focus Area
Goal 4.2 Improve safe driving behaviors through technology by operationalizing 4red light running camera intersections and 33* automated speed enforcement cameras along key corridors by June 2026.

How might
we increase
safe driving
behaviors
over the next
year?Red Light Running
Cameras Operational
% progress towards goal
Automated Speed
Enforcement Cameras
Operational
* Progress is dependent on the federal government providing previously committed grant funding

4. Traffic Safety.
43 Increasing Community Safety Focus Area
Logic Model Structure
San José residents live in a community with responsive emergency services and safe streets and roads Safety Perception, Police and Fire Emergency Response Times, Crime Rates, Traffic Fatalities Problem
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
Long-Term
Goal
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
44 Increasing Community Safety Focus Area
Community Dashboard
45 Reducing Unsheltered
Homelessness Focus Area
46 1. Shelter System Capacity & Operations. The City continues to face a shortfall in units and spaces despite recent expansion.Problem Goals Metrics Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.

Long-Term
Goal Indicators

2. Unsustainable Funding. The City’s shelter system lacks stable, long-term revenue sources.Problem Goals Metrics

3. Environmental Compliance & Public Spaces. Sustaining clean waterways and establishing No-Encampment Zones around Emergency Interim Housing sites remains difficult with limited shelter capacity.

Problem Goals Metrics
Reducing Unsheltered Homelessness Focus Area

4. Data & Forecasting Infrastructure. The City lacks consistent and reliable inflow-outflow data to forecast homelessness.Problem Goals Metrics 47 What’s going well. San José has made unprecedented investments to reduce unsheltered homelessness and its environmental impacts. The City has expanded shelter and safe parking capacity at record speed and sustained compliance on 26 miles of priority waterways, preventing re-encampments and reducing environmental discharge.

Main Challenges Moving Forward.

1. Shelter supply shortfall. Even with new shelter and safe parking sites coming online, overall demand far exceeds current capacity. Progress toward functional zero will depend less on building thousands of additional shelter beds and more on accelerating throughput from shelter into permanent housing.  This work is closely tied to the City’s Building More Housing focus area.

2. Unsustainable funding. Operations remain heavily dependent on General Fund resources, with limited secured long-term revenue. Without more stable, ongoing funding, the shelter system cannot be sustained or reliably operated to support functional zero.

3. Displacement pressures. Enforcement along waterways has relocated individuals into new parts of the city, creating additional outreach and shelter needs. These pressures divert resources and disrupt progress toward system stability.

4. Data limitations. Gaps in real-time tracking of how many people are entering homelessness versus exiting into programs (inflow-outflow) slow efforts to forecast demand and manage the system proactively.

Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.

Long-Term
Goal
Context Indicators
# of New Units
Online
(705 by Calendar
Year 2025)
No-Encampment
Zones Maintained
≤ 65 re-
encampments/
quarter in waterway
NEZs;
Cost
Reduction
(up to 20% across
24 sites)
Forecasting Tool Updates
(quarterly, multi-department data)
48 Reducing Unsheltered Homelessness Focus Area
No-Encampment
Zones Maintained
≥ 80% of re-
encampments
resolved within NEZs
in 2 business days)

1. Shelter System Capacity & Operations Problem
Goal 1.1 Bring all planned 705 shelter units online by the end of Calendar Year 2025.

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.

Goal 1.3 Improve outreach & engagement tracking to increase placements into shelter, housing, and services.

Current expansion will not close the
3,064+ unit shortfall, limiting progress
toward functional zero.

Significant investments are bringing new
shelter and safe parking sites online at
record speed.

Optimizing existing operations is
necessary, but additional capital and
innovative lower-cost models are
required to meet demand and to
maximize the impact of outreach and
engagement efforts.

Context
Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.

Long-Term
Goal
49 Reducing Unsheltered Homelessness Focus Area

2. Unsustainable FundingProblem
Goal 2.1 Sustain and stabilize diversified funding sources to reduce reliance on one-time or annual allocations.

Goal 2.2 Implement CalAIM billing for eligible services to sustain operations & reduce reliance on General Fund.

Reliance on one-time or unstable funds
threatens the sustainability of these
investments.

Significant City investments have rapidly
expanded shelter and safe parking options.

Long-term funding diversification is
essential to maintain and grow shelter
capacity needed for functional zero.

Long-Term
Goal
50 Reducing Unsheltered Homelessness Focus Area

3. Environmental Compliance &
Public SpacesProblem
Goal 3.1 Maintain environmental compliance in 26 miles of priority waterways & corridors by maintaining No-Encampment Zones (NEZs), limiting re-encampment and displacement impacts.

Goal 3.2 Maintain NEZs in public spaces around Emergency Interim Housing sites to limit re-encampment & ensure site accessibility.

Limited shelter capacity means
displacement often pushes unsheltered
residents into new areas, creating new
challenges.

City has maintained 26 miles of waterways
& priority corridors, protecting public health
& the environment.

Sustaining compliance requires both No-
Encampment Zones around waterways
and EIH sites, coupled with expanded
shelter/housing options and stronger
partnerships with the County.

Long-Term
Goal
51 Reducing Unsheltered Homelessness Focus Area

4. Data & Forecasting Infrastructure. Problem
Goal 4.1 Improve homelessness forecasting and reporting tools.

Goal 4.2 Strengthen HMIS data exchange with County and
deploy new reporting tools.

Current reliance on PIT counts and
siloed datasets leaves major blind spots
in timely decision-making.

The City is developing new tools to
provide more frequent updates than
the biennial PIT count and improve
reporting capacity.

Better forecasting is essential to
project demand and guide
investments in shelter & system
capacity that enable continuous
throughput into permanent housing.

Long-Term
Goal
52 Reducing Unsheltered Homelessness Focus Area

Reducing Unsheltered Homelessness Focus Area
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
& Operations

2. Sustainable Funding 3. Environmental Compliance
& 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 & 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 & reduce reliance on
General Fund.

3.1. Maintain environmental compliance
in 26 miles of priority waterways &
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 & ensure site
accessibility.
• Expand County Partnership on
Service Delivery & System
Alignment.
• Expand County Partnership on
Service Delivery & System
Alignment.
• Expand County Partnership on Service
Delivery & System Alignment.

4. Data & Forecasting
Infrastructure

4.1. Improve homelessness
forecasting and reporting tools.

4.2. Strengthen HMIS data
exchange with County and
deploy new reporting tools.
• Homelessness Data
Consolidation Project.
• Homelessness Forecasting
Tool.

1. Blight on Private Property. Increasing case volumes, expanding scope, and static staffing for general funded positions stretches Code Enforcement’s ability to resolve complaints quickly.

Problem

2. Graffiti. The amount of graffiti the City removes has increased over the past 10 years.Problem

3. Illegal Dumping. The volume of illegal dumping collected by the City continues to increase.Problem
Goals Metrics
San José residents can enjoy a city with clean public spaces and well- maintained private property.

Long-Term
Goal Indicators
Goals Metrics
Goals Metrics
55 What’s going well. As of June 2025, 76% of San José
residents reported that their neighborhood was clean, 47% that the City was clean, and 35% that Downtown was clean, compared with 68%, 33%, and 25% respectively in Q1
2024.

Main Challenges Moving Forward. Increasing case
volumes, expanding scope, and static staffing for general funded positions stretches Code Enforcement’s ability to resolve complaints quickly. Volumes of graffiti eradicated and illegal dumping collected have increased steadily over time.

Cleaning Up Our Neighborhoods Focus Area
33%
47%
68%
76%
25%
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 City Cleanliness Perception
City Your Neighborhood Downtown
San José residents can enjoy a city with clean public spaces and well- maintained private property.

Long-Term
Goal
Context Indicator
56 Cleaning Up Our Neighborhoods Focus Area

1. Blight on Private Property. Problem
San José residents can enjoy a city with clean public spaces and well- maintained private property.

Long-Term
Goal
Goal 1.1 Chronic Offender Resolution and Enforcement Pilot: Implement Chronic Offender Resolution and Enforcement Pilot Program beginning in October 2025, and evaluate efficacy and report to the NSE Committee in April 2026.

Goal 1.2 Escalated Enforcement Policy: Implement Escalated Enforcement Policy beginning in September 2025. Evaluate efficacy and report on progress to the NSE Committee in April 2026.

Goal 1.3 Phase 1 of CodeX: 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.

Goal 1.4 Fine Study: Raise the maximum administrative fine by August 2025 and complete a Fine Study and bring forward for City Council consideration by February 2026.

Goal 1.5 Downtown Enhanced Vacant Building and Storefront Working Group: 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.

Code Enforcement completed an
Operational Assessment in FY
2024-2025 that made
recommendations for operational
improvements.

Code Enforcement capacity has been
stretched with increasing case
volumes, expanding scope, and static
staffing.

Implementing recommendations
from that assessment will be a
major focus in the is fiscal year.

Context
57 Cleaning Up Our Neighborhoods Focus Area

2. Graffiti.Problem
San José residents can enjoy a city with clean public spaces and well- maintained private property.

Long-Term
Goal
Goal 2.1 Graffiti Enforcement and Diversion: Implement a graffiti enforcement program. Evaluate effectiveness and report to NSE Committee in August 2026.

Context
BSJ removes graffiti quickly and
effectively.

Despite an effective removal program, the volume of graffiti it removes has grown steadily over the past ten years.

We need to deter taggers from making graffiti in the first place. 58 Cleaning Up Our Neighborhoods Focus Area

3. Illegal Dumping. Problem
San José residents can enjoy a city with clean public spaces and well- maintained private property.

Long-Term
Goal
Goal 3.1 Illegal Dumping Enforcement: 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.

Goal 3.2 Illegal Dumping Education: 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.

Goal 3.3 Free Junk Pickup: 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.

Goal 3.5 Abandoned Shopping Carts: 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.

Goal 3.4 Trash and Debris Disposal: 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.

Context
Investments in BSJ
have resulted in
increase in illegal
dumping collection.

Though successful so
far, continuing to
scale illegal dumping
collection is not
sustainable.

We need to reduce
the volume of illegal
dumping and optimize
operations to handle
the high volume.
59 Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
City Cleanliness Perception
Problem
Areas
Near-Term
Goals (FY26)
Indicators
Long-Term Goal. San José residents can enjoy a city with clean public spaces and well-maintained private property.

Improvement
Projects

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 Abandoned Shopping Cart Pilot Program

2.1 Implement a graffiti enforcement
program

1.1 Implement Escalated Intervention
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• Escalated Intervention Pilot Program • Escalated Enforcement Policy
• Code X Implementation
• Fine Revisions
• Enhanced Vacant Building and Storefront
Enforcement
60 Growing Our Economy
Focus Area
61 1. Business Development and Workforce Preparedness.To remain competitive, San José must strengthen engagementwith key growth industries and prepare local talent for the jobs of the future.

Problem Goals Metrics
Cultivate an ecosystem for thriving businesses and resident prosperity.Long-Term
Goal Indicators

2. Infrastructure Readiness. Companies need infrastructure that enables them to succeed.Problem Goals Metrics

3. Downtown and Neighborhood Business Districts
Investment. When Downtown thrives, San José thrives.

Neighborhood business districts drive shared prosperity and placemaking citywide.

Problem Goals Metrics
Growing Our Economy Focus Area

4. Sports and Entertainment District Development. There is an opportunity to activate San José as the South Bay's hub for sports and entertainment.

Problem Goals Metrics
62 As a major innovation hub, San José operates within
a region marked by high demand and
competitiveness. External conditions—including housing
and construction costs, regulatory mandates, and broader economic trends—affect investment decisions, yet the
City remains focused on advancing growth and
opportunity.

This is how we're meeting the moment.

The City will emphasize our comparative advantages to
inform business engagements, prepare our workforce,
and drive infrastructure readiness opportunities to grow employment and jobs. Downtown and neighborhood
business district investments will advance community
placemaking activities and sports and entertainment
district formation planning.

Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and resident prosperity.

Long-Term
Goal
Context
Indicators
Downtown
Vibrancy
+8%
Income
Diversity
Ratio*
Jobs
City Tax
Revenue

3.35 Small
Businesses
63 *The difference in income between the 60th percentile earners and the 20th percentile earners.

1. Business Development and Workforce
Preparedness.Problem
Long-Term
Goal
Goal 1.1 Job Attraction and Retention: Engage employers and connect them to resources that will attract and retain 5,000 jobs by June 2026.

Goal 1.2 Employer Engagement: 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.

Goal 1.3 Jobs Data Analysis: Analyze job attraction, retention, and expansion performance measure methodology and data sources and report to December CED Committee.

Goal 1.5 AI Training: By March 2026, work2future will launch a full pilot menu of classroom, workshops, and paid work experience trainings related to AI, with 80 clients enrolling in such trainings by June 2026.

As a technology destination, San
José is subject to intense regional
competition, variable market
demands, and high cost of living
and doing business.

San José is a hub for innovation with
a diverse industry base, available
land, and strong talent that attract
development opportunities.

We need strong engagement with
key industries and to prepare local
talent for the jobs of the future.

Context
Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and
resident prosperity.

Goal 1.6 AI Tool: Implement AI training program and AI tool for skills assessment and job matching and bring results and recommendations
to CED Committee meeting in June 2026. 64
Goal 1.4 Unstably Housed Workforce Development: Implement two program improvements from FY 2024-2025 workforce pilot for 125 unstably housed residents.

2. Infrastructure Readiness. Problem
Long-Term
Goal
Goal 2.1 Energy Access: Three data centers/large energy projects receive permanent power from PG&E by June 2026.

Goal 2.2 Projects in Development Pipeline: Two new data center/large energy projects in the Building Plan Review phase by June 2026.

Goal 2.3 Projects in Development Pipeline: Five new data center/large energy projects in the Planning Entitlement phase by June 2026.

Goal 2.4 Regional Wastewater Economic Development Lands: Define and execute an Exclusive Negotiating Agreement for development of the Economic Development Lands near the Regional Wastewater Facility by March 2026.

Goal 2.5 LS Power Permit: Issue first LS Power utility construction permit by June 2026.

There is strong regional and
national competition for premium
revenue generating development
opportunities.

The City is building the energy
infrastructure to support
premium development opportunities.

Through strategic marketing and
permit streamlining, San José can
attract large-scale growth, create
jobs, and strengthen our brand as
an economic hub.

Context
Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and
resident prosperity.
65 3. Downtown and Neighborhood Business
District Investment. Problem
Long-Term
Goal
Goal 3.1 Downtown Commercial Lease Renewal: Generate five commercial lease renewal commitments in Downtown of 5,000 square feet or more by June 2026.

Goal 3.2 Downtown Commercial Attraction: Facilitate five new ground- floor business attractions to Downtown by June 2026.

Goal 3.3 Downtown Placemaking: Implementation of four Downtown placemaking initiatives by June 2026.

Goal 3.4 Business Improvement District Formation: Formation of one new business improvement district by June 2026.

Goal 3.5 Small Business Grants: Implement two new small business grant programs and assess need and interest by business and project type.

The formation of new
business improvement districts revived a
key strategy for investment.

Placemaking efforts and the upward trend in
Convention Center bookings and hotel
demand further strengthen the city’s
economic trajectory.

We’re supporting business districts
though increased business attraction
and retention efforts and placemaking
investments.

Context
Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and
resident prosperity.

Goal 3.6 Small Business Streamlining: Accelerate small businesses by streamlining one City process.

Downtown still faces negative perception and
quality of life concerns. There is a citywide
challenge around commercial and office
vacancy, and increased costs
of doing business.
66 4. Sports and Entertainment District
Development.Problem
Long-Term
Goal
Goal 4.1 Sports and Entertainment District: Develop conceptional plan for a Sports and Entertainment District and present to City Council by December 2025.

Goal 4.2 Convention Center Expansion: Facilitate an updated study of a Convention Center Expansion/HQ Hotel and present to City Council by December 2025.

Goal 4.3 Entertainment Zones: Develop administrative guidelines for Entertainment Zone implementation by December 2025.

Goal 4.4 2026 Special Events: Produce or facilitate at least eight cultural outdoor special events specific to 2026 activities and deliver six public artworks.

Goal 4.5 City-wide Special Events: Facilitate at least 485 city-wide outdoor special event days that cumulatively drive over two million attendees.

There is an opportunity to invest
in new state-of-the art sports
facilities to sustain growth and
momentum through a sports and
entertainment district.

There is momentum around sports
and entertainment in San José
including the renewed agreement with
the Sharks and 2026 major events.

There is an opportunity to analyze
catalytic economic drivers through
long-term investment in sports and
entertainment infrastructure.

Context
Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and
resident prosperity.

Goal 4.6 Economic Impact Measurement: 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. 67
Growing Our Economy Focus Area
Performance Dashboard
Jobs, Revenue, Downtown Vibrancy, Small Businesses, Income Diversity Ratio Problem
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. • 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
68 Building More Housing
Focus Area
69 1. Land Use, Policy, and Regulation. Land use and housing policies are complex with many stakeholders and quality of life goals.

Problem Goals Metrics
Meet resident’s housing needs across income levels by making San José a great place to build housing.Long-Term
Goal Indicators

2. Development Services Process. There is an opportunity to improve analysis and communication of development services process.

Problem Goals Metrics

3. Linking Land and Capital. There is an opportunity to align land use and housing policies with market feasibility.Problem Goals Metrics Building More Housing Focus Area
70 Housing Development Pipeline During the 6th
Cycle Housing Element
Housing Entitlements.
14,280 affordable and market rate residential
units entitled
Building Permits Issued.
5,890 affordable and market rate building permits
issued
Certificates of Occupancy.
3,586 affordable and market rate units completed
final inspection
Building enough housing to meet demand in San
José is complex.

There are numerous state and local regulations related
to housing development and projects are
reviewed across several different departments. It's also expensive to build housing here. We are thinking
strategically about how to pull all levers possible to get housing built.

This is how we're meeting the moment.

The City will foster a system where policy and financing are aligned, developments are processed efficiently,
and building housing is financially sustainable.

Building More Housing Focus Area
Meet resident’s housing needs across income levels by making San José a great place to build housing.

Long-Term
Goal
Context Indicators
71 Building More Housing Focus Area

1. Land Use, Policy, and Regulation.Problem
Meet resident’s housing needs across income levels by making San José a great place to build housing.

Long-Term
Goal
Goal 1.1 General Plan 4-Year Review: Complete task force process for General Plan 4-Year Review by June 2026.

Goal 1.2 Downtown Ministerial: Develop Downtown Ministerial permit process and include analysis in October CED Citywide Planning Activities Status Report There is still not enough housing
being built to meet demand across
income levels.

The City has been a regional leader
in adopting pro-housing policies and
this is reflected in land uses.

We need to get creative in how
we facilitate more housing
production.

Context
72 2. Development Services Process. Problem
Long-Term
Goal
Goal 2.1 Performance Management: Analyze options to report on development services timeliness across the pipeline and report findings to the CED Committee in December 2025.

Goal 2.2 CEQA Standard Conditions: Bring standard conditions of approval and CEQA process guidelines to City Council by Q3 FY 2025-2026.

Goal 2.3 CEQA Streamlining: Conduct initial analysis of projects affected by state CEQA streamlining statutes by June 2026.

Goal 2.4 Development Fee Estimator: Complete development fee estimator work by adding multifamily new construction by December 2025.

Although the City works across teams
and departments to coordinate project
reviews, building housing in San José is
still seen as overly complex. Most
projects are delivered successfully, but
many developers are unaware of tools to
track project status, leading to growing
concerns.

We exceeded our timeliness goal for
multifamily residential building permit
reviews the last two quarters of FY 2024-
2025
Context
Building More Housing Focus Area
Meet resident’s housing needs across income levels by
making San José a great place to build housing.

We need to better communicate our
progress in delivering timely and
efficient services to customers.
73 3. Linking Land and Capital.Problem
Long-Term
Goal
Goal 3.1 Cost of Development Study Session: Cost of Development City Council Study Session on affordable and market rate development data analysis in December 2025.

Goal 3.2 Financial Feasibility: 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.

Goal 3.3 Financing Programs: 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.

Goal 3.4 Alternative Financing Programs: Provide alternative financing programs to preserve housing at all income levels.

San José remains a very expensive
place to build housing, and developers
struggle to design projects that pencil.

Last fiscal year, the City passed
incentive programs to help move projects
out of the entitlement phase
Context
Building More Housing Focus Area
Meet resident’s housing needs across income levels by
making San José a great place to build housing.

We need to continue to evaluate
strategies to make projects feasible
that are sustainable long-term and
make building housing here more
cost-effective.
74 Building More Housing Focus Area
Performance Dashboard
Entitlements, Building Permits Issued, and Certificates of Occupancy against RegionalHousing Needs Assessment goal by income category.

Problem
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.

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
75 Logic Model Process - Focus Areas 2.0 Dashboards
Focus Area Reporting Structure
December 2025
Semi-Annual
Committee Item
March 2026
Semi-Annual
City Council Item
September 30, 2025
Semi-Annual
City Council Item
June 2026
Semi-Annual
Committee Item
Focus Area
City Council Committees
Public Safety and Strategic Support Neighborhood Services and Education Community and Economic Development • Increasing Community Safety • Reducing Unsheltered Homelessness • Cleaning Up Our Neighborhoods
• Growing Our Economy
• Building More Housing
76 Appendix
77 Reducing Unsheltered
Homelessness Focus Area
78 Reducing Unsheltered Homelessness Focus Area
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
& Operations

2. Sustainable Funding 3. Environmental Compliance
& 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 & 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 & reduce reliance on
General Fund.

3.1. Maintain environmental compliance
in 26 miles of priority waterways &
corridors by maintaining No-Encampment
Zones (NEZs), limiting re-encampment
and displacement impacts.

4. Data & Forecasting
Infrastructure

4.1. Improve homelessness
forecasting and reporting tools.

4.2. Strengthen HMIS data
exchange with County and
deploy new reporting tools.
• Homelessness Data
Consolidation 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)
Introduction
and
Challenges
Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
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.

What’s going well
San José has made unprecedented investments to reduce unsheltered homelessness and its environmental impacts. The City has expanded shelter and safe parking capacity at record speed and sustained compliance on 26 miles of priority waterways, preventing re-encampments and reducing environmental discharge.

Survey data shows encouraging results:
• Perceptions of Downtown improved: agreement with statements about downtown San José trended positive from FY2024 to FY2025, with statistically significant gains in “good place for dining” (+4%), “good place for entertainment” (+3%), and “enjoy visiting” (+3%). • Neighborhood Cleanliness improved by 4 percentage points between FY2024 and FY2025, including stronger ratings for streets/sidewalks (+6%), downtown (+4%), freeway corridors (+4%), and public parks (+4%).

The main challenges moving forward
Despite these gains, key challenges continue to threaten progress toward functional zero:
• Shelter supply shortfall. Even with new shelter and safe parking sites coming online, overall demand far exceeds current capacity.

Progress toward functional zero will depend less on building thousands of additional shelter beds and more on accelerating throughput from shelter into permanent housing.  This work is closely tied to the City’s broader Building More Housing focus area. • Unsustainable funding. Operations remain heavily dependent on General Fund resources, with limited secured long-term revenue.

Without more stable, ongoing funding, the shelter system cannot be sustained or reliably operated to support functional zero. • Displacement pressures. Enforcement along waterways has relocated individuals into new parts of the city, creating additional outreach and shelter needs. These pressures divert resources and disrupt progress toward system stability. • Data limitations. Gaps in real-time tracking of how many people are entering homelessness versus exiting into programs (inflow-outflow) slow efforts to forecast demand and manage the system proactively.

Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Long-Term Goal. Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.

1. Shelter System Capacity & Operations. The City continues to face a shortfall in units and spaces despite recent expansion.

While the City has rapidly expanded shelter and safe parking capacity, a February 2025 Budget Priority Study Session identified a gap of over 3,064+ units beyond what is currently funded. The Housing Department also estimated that there were 5,477 unsheltered individuals citywide. Eight new or expanded interim housing and safe parking sites are expected to bring total capacity to 1,840 units and spaces online by Calendar Year 2025. At the same time, standardizing outreach and engagement will be critical to ensuring that available capacity is fully utilized and that more residents are successfully connected to shelter, services, and housing.

Significant investments are bringing new shelter and
safe parking sites online at record speed.

Current expansion will not close the 3,064+ unit
shortfall, limiting progress toward functional zero.

Optimizing existing operations is necessary, but
additional capital and innovative lower-cost models
are required to meet demand and to maximize the
impact of outreach and engagement efforts.
* The February 2025 Budget Priority Study Session referenced 1,871 units as available supply + production. The updated figure (~1,840) reflects recent adjustments and changes in available shelter capacity.

Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Goal 1.1: Bring all planned 705 shelter units online by the end of Calendar Year 2025.

What is the City doing next? The City is working to bring all planned shelter and safe parking sites online by the end of Calendar Year 2025, expanding capacity to meet current demand and provide more pathways out of unsheltered homelessness.

What do we think might happen as a result?
• Increased supply of shelter and safe parking will reduce the number of residents experiencing unsheltered homelessness.
• Greater availability of shelter options will ease pressure on public spaces and waterways.
• Expanded system capacity strengthens progress toward achieving functional zero.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• # of new shelter and safe parking spaces opened by end of Calendar Year 2025 (target: 705).
• Ensure that at least 70% of Council Districts have shelter options operational.

Shelter and Safe Parking Sites
Opened / Planned by Year
0 200
400
600
800
1000
1200
1400
1600
1800
2000
2018 2019 2020 2021 2022 2023 2024 2025
Prior New Units Opened / Planned
Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
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.

What is the City doing next? The City is working to standardize shelter system operations, budgets, and performance metrics across all shelter and safe parking sites, creating a consistent framework that improves efficiency, transparency, and service delivery. With all sites expected to be operational, annual operating costs are projected to reach roughly $80M. Because no new capital projects are being planned, the focus is on opening the planned sites, stabilizing the current portfolio, ensuring resources are used effectively, and driving efficiencies that reduce ongoing costs.

What do we think might happen as a result?
• Standardized operations and reporting will reduce costs, improve accountability, and strengthen long- term sustainability.
• Stabilizing the existing portfolio and improving inventory and caseload tracking will support service delivery and throughput into permanent housing.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• Achieve an average occupancy/utilization rate of 95% across all shelter and safe parking sites. • Implement per-unit operating cost reductions of up to 20% across 1,840 units at 24 sites. • Operational Measures
• Ensure 100% of shelter and safe parking sites implement a standardized 1:25 caseload management ratio.
• Implement a digital inventory tracking system across 24 sites and 1,840 units to ensure high utilization and support long-term facility management.

How might we
maintain
consistent shelter
operations while
reducing costs
across all sites?
Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Goal 1.3: Improve outreach & engagement tracking to increase placements into programs, services, shelter, and housing.

What is the City doing next? The City has expanded its in-house outreach team to 10 staff in FY2024–25, with plans for further expansion in FY2025–26. By bringing outreach staff in- house, San José can more quickly adjust priorities, improve accountability, and strengthen data collection. Standardized tracking of engagements and referrals will make it easier to measure results and improve outcomes.

What do we think might happen as a result?
• Consistent engagement and referral tracking will improve accountability and highlight service gaps.
• Improved engagement will increase successful placements into programs, services, shelter, and housing.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• ≥ 75% of total engagements conducted by outreach teams result in placement into programs, services, shelter, and/or housing.
• ≥ 50% of cross-departmental or jurisdictional referrals for unsheltered response are resolved.

How might we
increase
placements into
housing and
services through
improved outreach
tracking?
Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Long-Term Goal. Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.

2. Unsustainable Funding. The City’s shelter system lacks stable, long-term revenue sources.

While the City has expanded shelter and safe parking capacity to meet urgent needs, the current operations rely on limited one-time funding and/or General Fund allocations. Without more stable, ongoing funding, the system risks service reductions and an inability to sustain current capacity. This directly conflicts with the long-term goal of sustaining and stabilizing funding for shelter system operations.

Significant City investments have rapidly
expanded shelter and safe parking options.

Reliance on one-time or unstable funds
threatens the sustainability of these
investments.

Long-term funding diversification is essential
to maintain and grow shelter capacity needed
for functional zero.

Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Goals 2.1 & 2.2: Sustain and stabilize funding sources for shelter & interim housing operations.

What is the City doing next? The City is prioritizing the identification and stabilization of sustainable funding sources to support sheltering and interim housing operations (Goal 2.1). This includes pursuing subsidy layering opportunities with other housing partners and exploring state and federal grant programs to strengthen financial stability.

In addition, the City will implement CalAIM billing for eligible services (Goal 2.2) as one pathway to sustain operations and reduce reliance on the General Fund.

What do we think might happen as a result?
• A broader mix of sustainable funding sources will stabilize operations and reduce risk associated with heavy reliance on the General Fund.
• Implementation of CalAIM pilot and pursuit of subsidy layering and grant opportunities will expand capacity for service delivery and long-term growth.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• Achieve a 20% throughput rate from shelter and safe parking into permanent housing.
• Register 75% of eligible CalAIM participants by the end of FY25/26.

How can we
reduce reliance
on General Fund
next year?
Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Long-Term Goal. Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.

3. Environmental Compliance & Public Spaces. Sustaining clean waterways and establishing No-Encampment Zones (NEZs) around Emergency Interim Housing (EIH) sites remains difficult with limited shelter capacity.

While the City has established NEZs covering 26 miles of priority creeks and waterways, over 130 miles remain outside of these protections.

Limited shelter and safe parking availability means that residents moved from waterways often relocate to other neighborhoods, straining outreach and service systems. To strengthen compliance and reduce displacement pressures, the City also established NEZs around EIH sites to limit re-encampment and ensure accessibility. Without sustained funding, expanded capacity, and stronger partnerships, progress in maintaining clean waterways and accessible public spaces will be difficult to sustain.

City has maintained 26 miles of waterways & priority
corridors, protecting public health & the environment.

Limited shelter capacity means displacement often
pushes unsheltered residents into new areas, creating
new challenges.

Sustaining compliance requires both No-
Encampment Zones around waterways and EIH sites,
coupled with expanded shelter/housing options and
stronger partnerships with the County.

Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Goals 3.1 & 3.2: Maintain compliance & public space cleanliness in 26 miles of priority waterways & establish NEZs citywide around EIH sites, limiting re-encampment & displacement impacts.

What is the City doing next? The City will sustain public space cleanliness in 26 miles of priority waterways and corridors through established No-Encampment Zones (NEZs). In addition, the City will maintain NEZs around Emergency Interim Housing (EIH) sites to limit re-encampments, reduce displacement impacts into other neighborhoods, and ensure site accessibility. These efforts will help align shelter, outreach, and environmental standards.

What do we think might happen as a result?
• Sustained compliance will keep priority waterways and EIH sites safe, clean, and accessible.
• Limiting re-encampments will reduce displacement pressures into other neighborhoods. • Strengthened partnerships will support long-term alignment of shelter, outreach, and environmental goals.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• Maintain ≤ 65 re-encampments per quarter within NEZs along waterways. • Resolve ≥ 80% of re-encampments across all NEZs within two business days. • Operational Measures
• # of creek miles assessed as Low
• # of creek miles assessed as Moderate/High/Very High
Public
Space
Cleanliness
Limit
Re-Encampments
Partnerships for
Long-Term
Impact
Environmental
Compliance
How might we
maintain
compliance &
public space
cleanliness
while reducing
displacement
into other
neighborhoods?
Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Long-Term Goal. Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.

4. Data & Forecasting Infrastructure. The City lacks consistent and reliable inflow-outflow data to forecast homelessness.

Current data relies heavily on the biennial PIT count and fragmented departmental tracking. This creates gaps in real-time understanding of how many people are entering or exiting homelessness, limits the City’s ability to forecast service demand, and risks misalignment of funding and resources. Without better data and forecasting, the City cannot fully anticipate population shifts or strategically invest in shelter, prevention, and housing programs.

The City is developing new tools to provide
more frequent updates than the biennial PIT
count and improve reporting capacity.

Current reliance on PIT counts and siloed
datasets leaves major blind spots in timely
decision-making.

Better forecasting is essential to project
demand and guide investments in shelter &
system capacity that enable continuous
throughput into permanent housing.

Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
What is the City doing next? The City plans to deploy an operational version of a dynamic homelessness forecasting model (Goal 4.1) and strengthen HMIS data exchange with the County (Goal 4.2). These steps will improve reporting and forecasting, moving beyond reliance on biennial PIT counts and fragmented departmental data.

What do we think might happen as a result?
• More accurate forecasting will allow the City to anticipate inflow and outflow trends.
• Improved HMIS data sharing will support better coordination with the County. • Leaders will have stronger insights to guide investments in shelter, housing, and prevention.

How will we know if this is working? We will report quarterly on the insights gathered by following measures:
• Success Measures
• Maintain and update the forecasting model quarterly using integrated departmental datasets.
• Operational Measures
• Integrate 5–10 departmental datasets into the shared data lakehouse environment to support the forecasting model.

How might
we improve
forecasting &
data sharing
to better
guide
investments?
Goals 4.1 & 4.2: Improve homelessness forecasting and strengthen HMIS data exchange with the County.

Reducing Unsheltered Homelessness Focus Area
Performance Dashboard
Change
Initiative
SMART Goal Hypothesis Relevant Metrics

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

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

1.3 Improve outreach & 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

2.1 &

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

3.1 &

3.2 Maintain compliance & 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

4.1 &

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 Cleaning Up Our
Neighborhoods Focus Area
92 Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
City Cleanliness Perception
Problem Areas
Near-Term
Goals (FY26)
Indicators
Long-Term Goal. San Jos residents can enjoy a city with clean public spaces and well-maintained private property.

Improvement
Projects

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 Abandoned Shopping Cart Pilot Program

2.1 Implement a graffiti enforcement
program

1.1 Implement Escalated Intervention
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• Escalated Intervention Pilot Program • Escalated Enforcement Policy
• Code X Implementation
• Fine Revisions
• Enhanced Vacant Building and Storefront
Enforcement
Draft Logic Model
Long-Term Goal. San Jose Residents can enjoy a city with clean public spaces and well-maintained private property.

What’s going well. As of June 2025, 76% of San José residents reported that their neighborhood was clean, 47% that the City was clean, and 35% that Downtown was clean, compared with 68%, 33%, and 25% respectively in Q1 2024.

Main Challenges Moving Forward. Increasing case volumes, expanding scope, and static staffing for general funded positions stretches Code Enforcement’s ability to resolve complaints quickly. Volumes of graffiti eradicated and illegal dumping collected have increased steadily over time.

Introduction
and
Indicators
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
Long-Term Goal. San Jose Residents can enjoy a city with clean public spaces and well-maintained private property. 33%
47%
68%
76%
25%
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 City Cleanliness Perception
City Your Neighborhood Downtown
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
Long-Term Goal. San José residents can enjoy a city with clean public spaces and well-maintained private property.

1. Blight on Private Property. Increasing case volumes, expanding scope, and static staffing for general funded positions stretches Code Enforcement’s ability to resolve complaints quickly.

Code Enforcement completed an
Operational Assessment in FY 2024-
2025 that made recommendations for
operational improvements.

Code Enforcement capacity has been
stretched with increasing case volumes,
expanding scope, and static staffing.

Implementing recommendations from
that assessment will be a major focus in
the is fiscal year.
0 500
1000
1500
2000
2500
3000
3500
4000
4500
5000
15-16 16-17 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 Active Caseload
Fiscal Year
Code Enforcement Active Caseload
Active Caseload
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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.

Chronic Offender Resolution and Enforcement (CORE) Pilot Program
What is the City doing next? Implement a Chronic Offender Resolution and Enforcement (CORE) Pilot Program that escalates enforcement on properties with frequent code violations, requiring them to register and undergo more frequent inspections. Implementation complete by October 2025 and results will be reported to NSE committee in April 2026.

What do we think might happen as a result? 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.

How can we reduce the
time it takes to enforce
against frequent
violators?

Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
Goal 1.2 Implement Escalated Enforcement Policy beginning in September 2025. Evaluate efficacy and report on progress to the NSE Committee in April 2026.

Escalated Enforcement Policy
What is the City doing next? Implement an escalated enforcement policy that will provide clear guidance to inspectors on enforcement procedures. Policy implemented by September 2025 and results reported to NSE Committee in April 2026.

What do we think might happen as a result? Policy will standardize compliance timelines and set clear expectations for escalating enforcement resulting in more consistency, efficiency, and timely resolution of cases.

How will we know if this is working?
• Success Measures
• 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.
• Code Enforcement Customer Service Survey (Annual)
• Did you receive timely and courteous service?
• Was the reported issue corrected?
• How would you rate the quality of your neighborhood compared to last year?
0 200
400
600
800
1000
1200
1400
1600
1800Cases
General Code Cases by Stage
How can we move cases
through the enforcement
process more quickly?
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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 Implementation
What is the City doing next? The City will implement a new code enforcement case management system. Phase 1 implementation, which encompasses the system’s core case management functionality, will be implemented by June 2026. Status will be reported to the NSE Committee in June 2026.

What do we think might happen as a result? 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.

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%
Code Enforcement Customer Survey
Question 7: Code Enforcement Staff
Provided Courteous and Timely
Service
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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.

Fine Revisions
What is the City doing next? The City Council increased the administrative fine in August 2025. As a next step, the City is working with a consultant to conduct an evaluation of the City’s Code Enforcement fine structure, identify impediments to compliance and identify strategies to more effectively achieve compliance, which may include revised fines or other methods as identified. Fine study will go to the City Council by February 2026.

What do we think might happen as a result? Recommendations from the consultant study will provide options for the City to more effectively achieve compliance.

How can we incent faster
compliance?

Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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 Vacant Building and Storefront Enforcement
What is the City doing next? The City has convened a working group to coordinate between departments on enforcement of blighted properties in the Downtown. Will report on progress to the NSE Committee in April 2026
What do we think might happen as a result? Enhanced inter-departmental coordination will result in more effective enforcement against problem properties in the Downtown.

How will we know if this is working?
• Success Measures
• Community survey cleanliness perception measure for Downtown. • Operational Measures
• 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
0%
5%
10%
15%
20%
25%
30%
35%
40%
Q1
2024
Q2
2024
Q3
2024
Q4
2024
Q1
2025
Q2
2025
Q3
2025
Q4
2025
Downtown Cleanliness Perception
How can we improve
downtown cleanliness
perception?
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
Long-Term Goal. San José residents can enjoy a city with clean public spaces and well-maintained private property.

2. Graffiti. The amount of graffiti the City removes has increased over the past 10 years.

BSJ removes graffiti quickly and
effectively.

Despite an effective removal program,
the volume of graffiti has grown steadily
over the past ten years.

We need to deter taggers from making
graffiti in the first place.
0 500000
1000000
1500000
2000000
2500000
3000000
3500000
14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25Square Feet of Graffiti Removed Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
Goal 2.1 Implement a graffiti enforcement program. Evaluate effectiveness and report to NSE Committee in August 2026.

Graffiti Enforcement and Diversion
What is the City doing next?
The City is devoting resources to developing cases against prolific taggers and referring them to the District Attorney’s Office. Offenders will be offered a diversion program where appropriate.

What do we think might happen as a result?
Enforcement against prolific taggers will reduce graffiti from prolific taggers and generally deter graffiti.

How will we know if this is working?
• Success Measures
• Square footage of graffiti removed.
• Code Enforcement citations for graffiti on private property. • Operational Measures
• Number of graffiti cases referred to the District Attorney’s Office. • Outcomes for referred cases.

How can we reduce the
incidence of graffiti?

Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
Long-Term Goal. San José residents can enjoy a city with clean public spaces and well-maintained private property.

3. Illegal Dumping. The volume of illegal dumping collected by the City continues to increase While the City is doing well in collecting illegal dumping and has invested more over time in its programs, the volume of illegal dumping in neighborhoods continues to increase. This is not fixing the problem. 0 1000
2000
3000
4000
5000
6000
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
RAPID Tonnage Collected, FY 2020 – FY 2024
Tonnage
Investments in BSJ have resulted in
increase in illegal dumping collection.

Though successful so far, continuing to
scale illegal dumping collection is not
sustainable.

We need to reduce the level of illegal
dumping and optimize operations to
handle the high volume.

Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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.

Illegal Dumping Enforcement
What is the City doing next? Implement a coordinated enforcement strategy that includes (1) use of BSJ mobile cameras (2) use of Police Department cameras and (3) vehicle seizures. Assess effectiveness of this strategy in deterring illegal dumping and report to NSE Committee on outcomes in August 2026.

What do we think might happen as a result? Enforcing against illegal dumpers will deter future illegal dumping and reduce illegal dumping tonnage collected over time
How will we know if this is working?
• Success Measures
• Number of illegal dumping work orders
• Tonnage of illegal dumping collected
• Operational Measures
• 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 0 1000
2000
3000
4000
5000
6000
0 5,000
10,000
15,000
20,000
25,000
30,000
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Tons
Work Orders
RAPID Illegal Dumping Work Orders
Completed and Tonnage Collected, FY 2020
– FY 2024
Proactive Work Orders
311 Complaint Response Work Orders
Tonnage
How can we
decrease
illegal
dumping over
the next
year?
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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.

Illegal Dumping Education
What is the City doing next? Implement an 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.

What do we think might happen as a result? 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.

How will we know if this is working?
• Success Measures
• Number of illegal dumping work orders
• Number of complaint responses of illegal dumping
• Tonnage of illegal dumping collected
• Operational Measures
• 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.

How can we decrease
illegal dumping over the
next year?

Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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.

Free Junk Pickup Improvement Project
What is the City doing next? Staff is pursuing a number of strategies to increase utilization of the Free Junk Pickup program, including process improvements to 311, improved Free Junk Pickup utilization for multifamily residences and potential service model improvements in the next solid waste contract. Will evaluate effectiveness and report to NSE Committee in June 2026.

What do we think might happen as a result?
Strategies will improve utilization of Free Junk Pickup, thus diverting illegal dumping into a legal trash disposal method.

How will we know if this is working?
• Success Measures
• Number of illegal dumping work orders
• Tonnage of illegal dumping collected
• Operational Measures
• 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 0
2000
4000
6000
8000
10000
12000
13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25Free Junk Pickup Tonnage Collected by Single-Family and Multifamily
Single-Family Tons Multifamily Tons
How can we
increase
tonnage
collected?
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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.

Trash and Debris Disposal Process
Improvement Project
What is the City doing next? Due to the increased volume of illegal dumping and homeless encampment trash collected, the City’s service yards are nearing capacity for trash disposal.

This project will develop revised trash disposal procedures and service efficiency improvements that will prevent the City’s service yards from reaching capacity.

What do we think might happen as a result?
By implementing process improvements, the City will be able to process high volumes of illegal dumping, encampment trash, and trash from neighborhood volunteer events more efficiently within existing facility constraints.

How will we know if this is working?
• Success Measures
• Distribution of disposal tonnage by disposal
destination.

How can we reduce the
amount of trash going to
the service yard?
Cleaning Up Our Neighborhoods Focus Area
Performance Dashboard
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.

Abandoned Shopping Cart Pilot Program
What is the City doing next? The City has begun implementing an abandoned shopping cart pilot program, which will be complete by October 2025. Staff will evaluate the pilot and develop a recommendation for a permanent service model, taking into account the outcome of pending State legislation and drafting any ordinance revisions necessary to implement the model, prioritizing a cost-recovery program as allowed by law. Staff will bring forward the results of the pilot and the recommended service model in November 2025.

What do we think might happen as a result? 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.

How will we know if this is working?
• Number of carts collected per month from pilot areas.

How can we increase our
capacity to retrieve abandoned
shopping carts?
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
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
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 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 Growing Our Economy
Focus Area
113
Growing Our Economy Focus Area
Performance Dashboard
Jobs, Revenue, Downtown Vibrancy, Small Businesses, Income Diversity Ratio Priority Areas
Near-Term
Goals
(FY 2025-
2026)