Memorandum — San Jose City Council, November 4, 2025

COUNCIL AGENDA : 11/4/2025
FILE : 25-1186
ITEM : 2.14
TO: HONORABLE MAYOR AND FROM: Toni J. Taber, MMC
CITY COUNCIL City Clerk
SUBJECT: SEE BELOW DATE: October 31, 2025
SUBJECT: Annual City Council Referral Status Report
Recommendation
As recommended by the Rules and Open Government Committee on October 29, 2025:
(a) Accept the Annual City Council Referral Status Report. (b) Defer the City Council Referral listed in the staff memorandum. (c) Defer automatically any City Council Referral related to a land use item for which staff action is over 12 months into the next fiscal year.

CEQA: Not a Project, File No. PP17-009, Staff Reports, Assessments, Annual Reports, and Informational Memos that involve no approvals of any City action. (City Manager) [Rules Committee referral 10/29/2025 - Item C.1]

RULES COMMITTEE: 10/29/25
ITEM:

TO: RULES AND OPEN

GOVERNMENT COMMITTEE
FROM: Emily Lam
SUBJECT: Annual City Council Referral
Status Report
DATE: October 24, 2025
Approved Date:
10/24/25
RE

COMMENDATION
(a
) Accept the Annual City Council Referral Status Report. (b) Defer the City Council Referral listed in the staff memorandum.

UMMARY AND OUTCOME
A
ccepting the Annual City Council Referral Status Report will fulfill City Council Policy 0- 12's requirement for the City Administration to issue an annual report on the status of City Council Referrals to the Rules and Open Government Committee (Rules Committee).

D
eferring the selected City Council Referral will direct staff to temporarily pause related actions until a later, specified date.

BACKG
ROUND
Cit
y Council Policy 0-12 establishes uniform procedures for processing and tracking requests for policy analysis. City Council Policy 0-12 defines City Council Referrals (in relevant part) as major studies of “an item of a legislative, service delivery, policy, and/or investment nature” that may require over 40 hours of staff work, fiscal resources, complex policy analyses, City Council action, and/or changes to the San José Municipal Code.
1 On May 7, 2024, City Council adopted an updated Council Policy 0-12, which requires the City Manager (or her designee) to issue an annual City Council Referral Status Report to the Rules Committee. This report complies with that requirement. The 1 https://www.sanjoseca.gov/home/showpublisheddocument/112018/638518933024700000 C.1

RULES AND OPEN GOVERNMENT COMMITTEE
October 24, 2025
Subject: Annual City Council Referral Status Report

Page 2 ends

first Annual City Council Referral Status Report was delivered to the Rules Committee on October 23, 2024.2

Most recently, the Administration issued Manager’s Budget Addendum #3 (MBA #3) during the Fiscal Year 2025-2026 budget process, which was adopted by the City Council through its approval the Mayor’s June Budget Message. This MBA made several recommendations, including accepting completion of 184 City Council Referrals; combining, continuing, or moving into the Capital Improvement Program 131 City Council Referrals; deferring or dropping 29 City Council Referrals; and sending 49 City Council Referrals to the City Council Focus Areas to be prioritized.

ANALYSIS

City Council Referrals are issued through two main sources: (1) the annual budget process; and (2) actions during City Council and Council Committee meetings. This report provides both aggregate and itemized status updates of outstanding City Council Referrals. It recommends deferring one City Council Referral.

City Council Referral Status Updates

With the approval of MBA #3, which itemized City Council Referrals through March 1, 2025, City Council approved 110 City Council Referrals continuing into Fiscal Year 2025-2026. In addition, another 27 City Council Referrals were issued through June 30, 2025, including through City Council meetings and the approval of the Mayor’s June Budget Message, for a total of 137 City Council Referrals. These City Council Referrals vary greatly in complexity: some require as little as approximately 40 hours of staff time, while others are multi-year efforts by teams of staff from multiple departments. Table 1 below shows the source of all 137 existing City Council Referrals issued since July 1, 2021, through June 30, 2025.

TABLE 1: City Council Referrals through June 30, 2025
Source 2021 2022 2023 2024 2025
City Council Meeting 1 1 4 17 16
Committee Meeting 0 0 1 2 1
Mayor’s March Budget Message 1 0 0 11 38
Mayor’s June Budget Message 3 0 2 26 11
Rules Committee 0 0 0 0 2
Total 5 1 7 56 68

2 October 23, 2024, Rules and Open Government Committee, Item C.1. Annual City Council Referral Status Report (https://sanjose.legistar.com/View.ashx?M=F&ID=13388653&GUID=AE0ED937- 1D81- 471E-92AC-D93385F32C2A)

RULES AND OPEN GOVERNMENT COMMITTEE
October 24, 2025
Subject: Annual City Council Referral Status Report

Page 3 ends

The majority of City Council Referrals are assigned to a relatively small number of departments and/or offices.3 Approximately 46% of City Council Referrals are assigned to one of three departments: (1) the City Manager’s Office of Economic Development and Cultural Affairs; (2) the Housing Department; and (3) the Parks, Recreation, and Neighborhood Services Department. Table 2 below shows how City Council Referrals are distributed by department and the disposition of those referrals as of September 30, 2025.

TABLE 2: Distribution of Referrals by Dept./Office and Progress Lead
In
Progress Complete
Not
Started Defer Totals
City Manager’s Office of Administration, Policy,
and Intergovernmental Relations 4 2 1 0 7
City Manager’s Budget Office 1 1 2 0 4
City Manager’s Office 1 5 0 0 6
City Manager’s Office of Economic Development
and Cultural Affairs 13 9 0 1 23
City Manager’s Office of Emergency Management 0 2 0 0 2 Energy 2 2 0 0 4
Environmental Services 1 0 0 0 1
Finance 1 0 0 0 1
Fire 0 4 0 0 4
Housing 12 8 3 1 24
Human Resources 1 0 0 0 1
Information Technology 1 2 0 0 3
Library 2 1 0 0 3
Planning, Building, and Code Enforcement 7 2 0 1 10
Police Department 5 4 0 0 9
Parks, Recreation, and Neighborhood Services 5 10 1 0 16 Public Works 3 5 0 0 8
Transportation 2 7 1 0 10
Total 61 64 8 3 136

As summarized in Table 2, of the 136 open City Council Referrals through June 30, 2025, since the last report on the status of City Council Referrals issued through MBA #3, an additional 64 referrals were completed, 61 remain in progress, eight are not yet started, and three remain deferred. Additionally, staff recommend one existing "not started” City Council Referral, led by the Department of Transportation, to be deferred.

3 Note: Many City Council Referrals require staff time and resources from multiple departments. Table 2 organizes City Council Referrals by the department assigned the primary responsibility for completing the City Council Referral.

RULES AND OPEN GOVERNMENT COMMITTEE
October 24, 2025
Subject: Annual City Council Referral Status Report

Page 4 ends

The Attachment – City Council Referral Status Update provides the status of all City Council Referrals issued as of June 30, 2025. Please note this update does not include new policy direction as of August 12, 2025; any new City Council Referrals issued in Fiscal Year 2025-2026 through City Council or Council Committees will be included in the next status update on City Council Referrals.

City Council Referrals – Proposed Drops and Deferrals

“Dropping” a City Council Referral instructs City staff to stop all related action. “Deferring” a City Council Referral directs City staff to temporarily pause related action until a specified future date.

Over the last several weeks, departments reviewed existing City Council Referrals to identify items suitable to recommend dropping and/or deferring. Through this process, staff identified one City Council Referral led by the Department of Transportation to recommend deferring.

Title: PDC21-035, PT22-003, PD22-002 & ER21-284 – Planned Development Rezoning, a Vesting Tentative Map, and a Planned Development Permit on Certain Real Property Located at 0 Seely Avenue.

This referral is categorized as Not Started in Table 2 above. The original direction states "submit a focused traffic study of Seely and River Oaks Pkwy to be completed 12 months after the issuance of building occupancy or reaching 95% of total occupancy for the entire development, whichever is first," meaning that staff have up to 12 months after these milestones are reached to complete this work, which is still likely years out.

Considering the dependencies, staff recommend deferring this item until the issuance of building occupancy or reaching 95% of total occupancy for the entire development, at which point staff will initiate the focused traffic study and deliver it within 12 months.

EVALUATION AND FOLLOW-UP

The City Manager will provide an updated summary of outstanding City Council Referrals to the City Council through direct correspondence in spring of 2026.

The Administration will bring forward an annual report on City Council Referral statuses to the Rules and Open Government Committee in the fall of 2026.

COORDINATION

This memorandum was coordinated with the City Attorney’s Office and the City Manager’s Budget Office.

RULES AND OPEN GOVERNMENT COMMITTEE
October 24, 2025
Subject: Annual City Council Referral Status Report

Page 5 ends

PUBLIC OUTREACH

This memorandum will be posted on the City’s website for the October 29, 2025 Rules and Open Government Committee meeting.

COMMISSION RECOMMENDATION AND INPUT

No commission recommendation or input is associated with this action.

CEQA

Not a Project, File No. PP17-008, General Procedure and Policy Making resulting in no changes to the physical environment.

PUBLIC SUBSIDY REPORTING

This item does not include a public subsidy as defined in section 53083 or 53083.1 of the California Government Code or the City’s Open Government Resolution.

Emily Lam
Director, City Manager’s Office of
Administration, Policy, and
Intergovernmental Relations

For questions, please contact Sarah Zárate, Deputy Director, City Manager’s Office of Administration, Policy, and Intergovernmental Relations, at [email protected].

ATTACHMENT: City Council Referral Status Update as of September 30, 2025

Page 1 of 39 ends

ATTACHMENT: City Council Referral Status Update as of September 30, 2025

# Source Year Lead Title Referral Description Definition of Done New Updates as of 8-15-25 Target
Date to
Complete Progress
1 MBM 2025 CMO-
API
CMO prioritization
of Council
direction/referrals.

Bring forward a Manager’s Budget Addendum (MBA)
that identifies current work efforts or previous City
Council direction and referrals that will be dropped or deferred to enable the timely completion of the
direction detailed throughout the remainder of this
document.

Assess existing referrals,
including new direction
from the Mayor's Budget
Message, and submit an
MBA to City Council.

MBA #3 Published 5-9-25.
https://www.sanjoseca.gov/home/showpublisheddocument/1
21480/638824038268770000
6/1/2025 Complete
2 JBM 2024 CMO-
API
Revenue
Identification
In order to advance the long-term overall health of
the General Fund the City Manager is directed to
pursue the potential paths forward to generate
additional revenue as identified in MBA #10,
including the identification of new cost recovery fees, revenues to sustain and enhance our parks,
modernizing the City’s Business Tax, and a potential
sales tax measure.

Bring back options to City Council for consideration
for ballot measures in 2026

1. Receive comparative
report on cost recovery
fees

2. Provide City Council
with periodic updates to
potential revenue options
and ballot measures.

Staff is monitoring revenue measures at the state, regional, and local level that may impact City efforts. Staff is working with the polling consultant to further explore community sentiment around promising revenue measures, and expect to conduct a survey in late fall.
6/30/2026 In
Progress
3 City
Council
Meeting
2025 CMO-
API
Abandoned
Shopping Cart
Policy Options.

Memorandum from Mayor and CMs Cohen,
Mulcahy, Doan, Casey: Direct the City Manager to
report back to City Council before May 2025 with:
a. An executed agreement to provide an abandoned
shopping cart retrieval service that includes SJ311
integration for reporting abandoned carts, sets clear
expectations for cart removal from creeks and trails,
and outlines the process for disposing of carts filled
with personal items, similar to the City of Milpitas.
b. Progress on establishing a voluntary cost-recovery
cart retrieval program similar to the City of Milpitas. c. Recommendations to amend San José Municipal
Code Chapter 9.60 to: (i) Prescribe stronger loss
prevention strategies in the mandatory abandoned
cart prevention plan, such as by mandating wheel
locking mechanisms,
(ii.) Add a provision to San José Municipal Code
Chapter 9.60.320 to assign penalties for unlawfully
removing a cart from the premises of a business
establishment without permission.

Return to City Council in
May 2025 responding to
City Council direction
Muni Code amendments and ordinance brought to City
Council 5-6-25.
https://sanjose.legistar.com/View.ashx?M=F&ID=14117942& GUID=DEA43C32-18FA-4668-AD28-9BA5A98A8786
6/1/2025 Complete
4 JBM 2025 CMO-
API
MBA #8 –
Expanding
Alternative
Response and Co-
Response to 911
Calls for Service
Direct the City Manager to return to the City Council
in fall 2025 with considerations for extending the
Trusted Response Urgent Support Team (TRUST)
pilot expansion through June 30, 2026, using opioid
settlement funds.

Summary of
considerations for
extending TRUST
program using opioid
settlement funds,
alternatives, TRUST call
volume data, and status of
County clinician request
for 911 are provided to the
City Council for
consideration
The City has established a process for collecting data
regarding the TRUST program to monitor impact. Staff are evaluating various opioid settlement fund alternatives which will be shared in fall 2025 through an information
memorandum and brought to the City Council for
consideration during the FY 2026-2027 budget process.
6/30/2026 In
Progress

Page 2 of 39 ends

5 JBM 2025 CMO-
API
MBA #27 –
Amendments to
the Procurement
Process and
Authority, Contract
Authority, and
Claims Settlement
Authority
Provisions of the
Municipal Code
(item #4)

4. Direct the City Manager to explore the following
improvements to the procurement process and
authority, in the context of any complementary or
related recommendations that may be put forward by
the City Auditor as part of the forthcoming
procurement audit: a. Explore increasing the
competitive procurement threshold above $15,000
for types of procurements that may benefit from a
higher threshold. b. Establish best practices
guidelines for procurement of services through the
informal process for types of services where such
guidance currently is not provided. c. Bring forward
an amendment to section 3.3.2(B)(3) of the
Consolidated Open Government and Ethics
Provisions Resolution to increase the threshold,
currently set at $50,000, above which settlement
agreements by the City Attorney must be brought
before the City Council in open session.

Staff will propose
additional improvements
to the procurement
process.

Staff will explore additional improvements to the procurement process in coordination with the Finance Department.

However, this item has not been started as staff prioritized Focus Area re-engineering for the first part of the fiscal year.

Staff anticipate turning back to this project in Q3 of this fiscal year.
6/30/2026 Not
started
6 JBM 2025 CMO-
API
Trusted Response
Urgent Response
Team
The City Manager is directed to return in fall 2025
with considerations for extending the San José
TRUST team pilot using opioid settlement funds.

Considerations should include updated call volume,
potential tradeoffs with other potential uses for opioid settlement funds, including services for at-risk youth, and the status of our request for the County to
embed a trained behavioral health professional in
911 call centers to increase appropriate call transfers to 988.

Summary of
considerations for
extending TRUST
program using opioid
settlement funds,
alternatives, TRUST call
volume data, and status of
County clinician request
for 911 are provided to the
City Council for
consideration
The City has exchanged letters with the County regarding the behavioral health professional request. The County has
expressed concerns for capacity and best utilization of behavioral health staffing resources. City and County
leadership met in late August 2025 to further discuss options and negotiate opportunities. The County denied the request, but agreed to work with the City to develop a curriculum for 911 Communications training, which was conducted during September 2025. City staff views this training as an interim step. The City has established a process for collecting data regarding the TRUST program to monitor impact. Staff are evaluating various opioid settlement fund alternatives which will be published in an information memo in fall 2025, and brought to City Council for consideration during the FY 2026- 2027 budget process.
12/31/2025 In
Progress
7 City
Council
Meeting
2025 CMO-
API
Community-Led
Solutions to
Domestic Violence
Report
The Community-Led Solutions to Domestic Violence
Report was accepted. and, Accept the Community-
Led Solutions to Domestic Violence Report and
direct the City Attorney to explore the legality of
requiring the placement of safety placards in private
businesses—either through existing authority or
under State law—and return to the City Council with
options. and, 1. Accept the Community-Led
Solutions to Domestic Violence Report. 2. Direct the
City Manager to continue working with community
partners and the County to identify high-impact,
community-supported opportunities to invest
previously allocated funding to support intimate
partner violence prevention and response. 3. Return
to the City Council with an implementation plan and
recommendations for high impact use of these funds
Informational
memorandum posted
between January and
June 2026 on Opioid
Settlement Grant, BEST
program funding, and
County consultant
report on domestic
violence prevalence.

PRNS released Opioid Overdose Prevention Grant 8/14/25
and proposals are due 9/25/25. This information was shared with the County Office of Gender-Based Violence. Monthly meetings scheduled with County to get updates on their
forthcoming domestic violence report. County should release report by mid-August 2025
1/31/2026 In
Progress
8 JBM 2024 CMO-
Budget
Air Support Unit
Funding
As discussed in MBA #31, prioritize the identification
of funding strategies to support the San José Police
Air Support Unit as part of the 2025-2026 Proposed
Budget development process.

Consider the prioritization
of funding for the Police
Air Support Unit as part of
the 2025-2026 Proposed
Budget development
In September 2025, City Council approved the purchase of a new fixed wing aircraft for the Police Department. Multiple funding sources were identified in the funding strategy. 6/30/2025 Complete

Page 3 of 39 ends

process, within the context
of the City's budgetary
position and other
important City Council
priorities.
9 MBM 2025 CMO-
Budget
City of San José
Budget Principles
and the Budget
Balancing Strategy
Guidelines
Direct the City Manager to review the City of San
José Budget Principles and the Budget Balancing
Strategy Guidelines and return to the City Council
prior the beginning of the FY2026-2027 budget cycle
with any recommended updates.

City Council approval City
of San José Budget
Principles and Budget
Balancing Strategy
Guidelines as part of the
Mayor's March Budget
Message for Fiscal Year
2026-2027.

Discussion of the draft Budget Principles and Budget
Balancing Strategy Guidelines will be included in the
materials for the 2026-2027 Preliminary General Fund
Forecast and Budget Priorities City Council Study Session on January 23, 2026. Based on feedback, the 2026-2027 City Manager's Budget Request and 2027-2031 Five-Year
Forecast will include a final draft the revised San José Budget Principles and the Budget Balancing Strategy
Guidelines. Any desired revisions will be reviewed and approved as part of the Mayor's March Budget Message on March 17, 2026.
3/17/2026 In
Progress
10 JBM 2025 CMO-
Budget
Citywide Planning The City Manager is directed to develop a long-term funding strategy that begins to sustainably support
citywide planning work on an ongoing basis from the
General Fund so that the City Council can consider
potential service level trade-offs as part of the 2026- 2027 budget development process.

Provide cost estimate
scenarios for increased
General Fund support for
citywide planning as part
of the 2026-2027
Preliminary General Fund
Forecast and Budget
Priorities City Council
Study Session on January
23, 2026.

N/A 1/23/2026 Not
Started
11 City
Council
Meeting
2025 CMO-
Budget
Fire Department
Emergency
Medical Services
First Responder
Fee Program
Accept staff recommendation and direct the
Administration to consider the revenue use of the
First Responder Fee as part of future budget
development processes once the program
matures and revenue stabilizes, to restore the
functions of the San Jose Fire Department Med
30 unit that have since largely been delegated
throughout the Fire Department.

Monitor First Responder
Fee revenue beginning in
January 2026, assess the
likelihood of revenues
exceeding budgetary
projections, and consider
options for inclusion in the
2026-2027 Proposed
Operating Budget and
2026-2027 Proposed
Fees and Charges Report.

N/A 5/1/2026 Not
Started
12 MBM 2025 CMO-
CM
Update
performance
measures and
outcomes as
frequently as
practicable.

Update the performance measures and outcomes
within the Scorecards as frequently as is practicable
and provide a quarterly opportunity for City Council
to learn from updates, ask questions, and provide
feedback on performance. To ensure constructive
updates and discussion, the City Manager should
present individual Focus Area reports to the relevant
Council Committees quarterly, cross-reference
reports and associated Scorecards and Dashboards
to the full City Council at least twice per year.

Executive Sponsors will
continue iterating
performance measures
and outcomes in the
Focus Area scorecards.

New performance measures (Near-term goals) for the Focus Areas were approved by the City Council on September 30 as part of the Focus Area Semi-Annual Status Report to City Council.
10/1/2025 Complete

Page 4 of 39 ends

13 MBM 2025 CMO-
CM
Pay for
performance
changes for
Council
Appointees and
their Senior Staff.

Work together and return to the City Council by June
2025 with recommend language for a 2026 Charter
amendment that, if passed by the voters, would:

1. Amend the salary setting process for the Mayor
and Council by directing the Salary Setting
Commission to align any pay raises beyond cost-of-
living increases with actual performance relative to
the City Council’s adopted Pay for Performance
goals within the Council’s Focus Areas, which should
be reported to the Commission on an annual basis.

Goals and performance each fiscal year will be
summarized and reported to the Commission via an
annual report prepared by the City Manager and
adopted by the City Council in an open session.

2. Make clear that any pay raises for City Council
Appointees and their Senior Staff in excess of cost-
of-living increases will be tied to measurable goals
that reflect community impact. The City Council’s
adopted Pay for Performance goals within the Focus
Areas that impact Council Appointees’ and Senior
Staff’s areas of responsibility should take priority and account for at least a majority of their performance-
based raise.

Return to City Council on
June 10 with proposed
language.

Item discussed at City Council on June 10, 2025.
https://sanjose.legistar.com/View.ashx?M=F&ID=14264976& GUID=81CE01B3-AE0F-4389-A8BE-C2ED85402680
6/30/2025 Complete
14 MBM 2025 CMO-
CM
Joint Meeting with
the Board of
Supervisors
Direct the City Manager to engage the Santa Clara
County Executive to convene a joint meeting of the
City Council and the Board of Supervisors on
homelessness and the coordination with other
initiatives including behavioral health and transition
plans into permanent supportive housing no later
than June 2025.

Send letter to the County
Executive offering a Joint
Meeting with the Board of
Supervisors. Hold meeting
if County agrees.

City Manager sent a letter to the County Executive on April 11th. The County did not agree to a joint meeting.
6/30/2025 Complete

Page 5 of 39 ends

15 City
Council
Meeting
2024 CMO-
CM
Mobile Interim
Housing Project
Located at the Via
Del Oro Site
Memorandum from Mahan, Jimenez, Cohen, Foley,
Batra; and Memorandum from Cohen part 2.a and

2.b was approved with the following direction to staff:

For implementation with existing resources as
capacity allows, or with new resources, included in
the 2024-2025 Proposed Budget that align with City
Council’s approval of the Mayor’s March Budget
Message for Fiscal Year 2024-2025:

1. In line with previous City Council direction,
prioritize outreach to unhoused residents currently
living in tent and vehicle encampments within 1.5
miles of the Via del Oro EIH, including along Great
Oaks Boulevard and Las Colinas Lane.

2. After residents receive extensive outreach and
prioritization for housing at the Via Del Oro EIH
community, or other temporary or permanent
housing options as available, compassionately
resolve encampments within the 1.5 miles of the site
by:
a. Utilize tools Enforcing 72-hour parking restrictions, expired registration or inoperable vehicle tow
authority provided by the California Vehicle Code,
where applicable, after due notification;
b. Facilitating enhanced street sweeping through
temporary tow-away zones, or enforce no overnight
or no large vehicle parking where currently
prohibited;
c. Conducting a one-time abatement of all remaining
tent encampments that received priority for outreach
and placement; and
d. Offer unhoused living in RVs within 1.5 miles of
the site available placement at Santa Teresa and
Berryessa safe parking sites (from memorandum
from Cohen dated 4/15/2024).

3. Preserve our progress within two walkable blocks
of the Via Del Oro EIH: a. Use existing resources or
new resources, such as deploying Community
Activity Specialists to the area to prevent re-
encampment, and/or installing physical deterrents or
permanent signage.

4. Prevent tent and vehicle re-encampment along
Great Oaks Parkway between Endicott Boulevard
and the Blossom Hill Caltrain Station and at the
northwest corner of Monterey Road and Bernal Road
due to traffic safety and critical infrastructure
concerns: a. Use existing resources or new
resources, such as deploying Community Activity
Specialists to the area to prevent re-encampment,
and/or installing physical deterrents or permanent
signage.

1. Complete Outreach and
offer of available
alternative housing/safe
parking to encampments
and lived-in vehicles
within 1.5 miles of Via Del
Oro EIH site, including
along Las Colinas Lane.

2. Conduct a one-time
abatement of all
encampments (vehicular
and non-vehicular) and
removal of lived-in
vehicles within 1.5 miles
of the Via Del Oro EIH
site.

3. Establish a “No
Return/Encampment
Zone” within a two-block
radius of the Via Del Oro
EIH.

4. Establish “No
Return/Encampment
Zones” in these specified
areas after abatements
have been completed:

Great Oaks Blvd between
Endicott and Blossom Hill
Caltrain Station Northwest
Corner of Monterrey Rd
and Bernal Rd

1. Completed outreach and offer of housing within radius as described.
2-4. In progress, request to push target date to 12/30/2025 6/30/2025

Request to
push target
date to
12/30/2025
In
Progress

Page 6 of 39 ends

16 MBM 2025 CMO-
CM
Return to Council
by June 2025 with:

DIRECTION TO CAO THAT MUST BE

COORDINATED
2) New or amended ordinances to address gaps
within our existing Municipal Code by adding other
behaviors frequently witnessed on our streets, such
as harassment, trespassing, management of
biowaste, damage to any city-owned property
(including electrical infrastructure and vegetation),
and accumulating materials outside of a 12’ x 12’
footprint.

TBD Item brought to City Council June 10, 2025.
https://sanjose.legistar.com/View.ashx?M=F&ID=14264935& GUID=14D06039-939C-4B68-8FA7-B0DC6120C6FE

https://sanjose.legistar.com/View.ashx?M=F&ID=14269537& GUID=81FF8BE5-3D94-4F91-8055-93D19152F809
6/30/2025 Complete
17 City
Council
Meeting
2025 CMO-
CM
Cooperation
Agreement
Between Pacific
Gas and Electric
Company and the
City of San José
for Electric
Infrastructure
Development
Staff was directed to...

Proceed with negotiating and executing a non-
binding Cooperation Agreement with PG&E to
support electric infrastructure development in North
and Downtown San José.

Include the following in a binding Implementation
Agreement with PG&E:

Formation of a PG&E-funded City Energy
Development Team;
Clear Objectives and Key Results (OKRs) for large
load interconnections;
Flexibility in infrastructure design and delivery;
Expansion of PG&E’s annual permit with
performance metrics;
Commitments for 250MW capacity at the Regional
Wastewater Facility lands;
Deepened investment in San José-based workforce
programs; and
Immediate surge resources to support project
acceleration.

Provide information at the March 21, 2025 Study
Session on:

Power needs and availability risks for the 159-acre
development site;
The role of San José Municipal Power as a retained
option if PG&E outcomes fall short;
The LS Power timeline and its implications for City
flexibility.
a. Execution of the
Cooperation Agreement;
(DONE)
b. Execution of the
Implementation
Agreement with the
specified provisions; (IN
PROCESS) and
c. Inclusion of the
requested information in
the March 21 Study
Session on San José
Municipal Power. (DONE)
Completed July 2025 7/31/2025 Complete
18 JBM 2023 CMO-
OEM
CERT Supplies for
D8 Community
Emergency
Preparedness
The City Manager is directed to allocate $15,000 in
one-time funding from the ESR for a grant to the
District 8 Community Round Table (D8CRT) to be
used for CERT supplies and training. (BD
#36 Candelas)
D8CRT receives $15,000
for the purchase of
approved supplies and
equipment
The equipment purchasing list has been approved; the $15k has been released to UNSCC; and purchasing of equipment has started.

https://records.sanjoseca.gov/Contracts/OC-011117-
000.PDF
6/30/2025 Complete
19 JBM 2024 CMO-
OEM
San Jose
Neighborhood
CERT Grant
The City Manager is directed to provide one-time
grants from the ESR to the following organization:
$6,400 to San Jose Neighborhood CERT
(SJNCERT) to support their emergency
preparedness training services. (BD #57 Batra)
Training is identified,
contractor secured, and
training delivered.

All trainings were identified; contractor secured; and trainings delivered.
6/30/2025 Complete
20 MBM 2025 HR Explore deploying
City employees
across the city to
clean up and
beautify the City.

Explore deploying City employees across the city to
engage with, clean up, beautify, and otherwise
support our neighborhoods on a periodic basis, as
their work schedules permit – this work would be
intended first and foremost to bring our entire
Staff will explore a Service
Day for City employees
Staff are in the process of planning this inaugural event with an expected launch date by April 1, 2026.
6/30/2026 In
Progress

Page 7 of 39 ends

workforce closer to the “customer,” our residents,
and should include use of the SJ311 app.
21 JBM 2024 DOT Oversized
Vehicles
The City Manager is directed to leverage this funding
as prescribed in MBA #16 to conduct inventory
counts of oversized vehicles, institute temporary tow-
away zones and conduct enhanced street sweeping
at 30 locations, perform permanent parking
restriction reviews at up to 10 locations, and remove
10-20 vehicles from circulation through a vehicle
buyback program or lien sale purchases.

Complete in FY 24-25:
- Hire, onboard and train
new program staff
- Conduct initial citywide
oversized vehicle
inventory
- Develop site prioritization
process
- Delivery temporary tow-
away zones and
enhanced cleaning at 30
sites
- Review potential
permanent restrictions at
up to 10 sites
- Identify feasibility and
mechanisms available to
establish and pilot vehicle
buyback/lien sale
purchase program
- Report out to T&E
Potential sites being evaluated for permanent signage - In Progress/Ongoing Feasibility of buyback program: Funding allocated to Columbus Park abatement, to be scaled if
successful.
6/30/2025 Complete
22 JBM 2024 DOT Speed Signs on
Camden Avenue
Design and install two electronic smart radar speed
signs on Camden Avenue, between State Route 85
and Blossom Hill Road, for both northbound and
southbound directions. (BD #33 Foley)
Radar speed signs
installed
Radar signs installed in April 2025. 4/30/2025 Complete 23 MBM 2025 DOT Prepare an MBA
on resourcing and
coordination for
enforcement of
inoperable vehicle
regulations.

Prepare an MBA that provides options for shifting
resources towards enhanced coordination between
DOT and SJPD for more frequent enforcement of
regulations related to inoperable vehicles, vehicles
parked longer than 72 hours, and vehicles with an
expired registration beyond 6 months. The MBA
should also assess the cost of installing permanent
tow-away signs to facilitate regular street sweeping
and delegating authority to the Director of DOT to
install permanent signs prohibiting oversized vehicle
parking without the need for formal engineering
studies.

Produce an MBA that
addresses enforcement of
inoperable vehicles
regulations, enforcing
parking restrictions within
No Return Zones, and an
evaluation of a vehicle buy
back program.

MBA issued 5-9-25
https://www.sanjoseca.gov/home/showpublisheddocument/1
21484/638824039396130000
6/30/2025 Complete
24 MBM 2025 DOT Prioritize enforcing
parking restrictions
within No Return
Zones.

Prioritize enforcing parking restrictions within No
Return Zones.

Produce an MBA that
addresses enforcement of
inoperable vehicles
regulations, enforcing
parking restrictions within
No Return Zones, and an
evaluation of a vehicle buy
back program.

MBA issued 5-9-25
https://www.sanjoseca.gov/home/showpublisheddocument/1
21484/638824039396130000
6/30/2025 Complete

Page 8 of 39 ends

25 MBM 2025 DOT Evaluate a vehicle
buy back program.

Evaluate options for a vehicle buy back program and
a lien purchase program with the goal of removing
towed vehicles from circulation. Considering past
vehicle buy-back programs capped the total amount
the City could pay for a vehicle at $500, the City
Manager should explore increasing the payout
amount.

Produce an MBA that
addresses enforcement of
inoperable vehicles
regulations, enforcing
parking restrictions within
No Return Zones, and an
evaluation of a vehicle buy
back program.

MBA issued 5-9-25
https://www.sanjoseca.gov/home/showpublisheddocument/1
21484/638824039396130000
6/30/2025 Complete
26 JBM 2024 DOT Luna Park
Pedestrian Safety
on 13th St.

Install traffic safety improvements at four 13th Street intersections at Hedding Street, Mission Street,
Taylor Street, and Jackson Avenue. Improvements
may include crosswalk stripping, yellow signal
backplates, and curb bulb-outs. These funds may
also be used to relocate an existing radar speed sign
to the 10th and 11th Street school zone near Grant
Elementary. (BD #75 Torres)
Quick-build safety
improvements installed
13th/Jackson and 13th/Taylor: COMPLETE
13th/Hedding and 13th/Mission: In Progress
11/30/2025 In
Progress
27 JBM 2024 DOT Buena Vista
Parking
Challenges
CM Davis is proposing funding to supplement
existing parking compliance units to allow for four
evening patrols by two officer teams and one
additional PCU/SJPD Special Operation on an
overtime basis to better enforce stolen and illegally
parked vehicles. The City Manager is directed to
allocate $6,800 in one-time funding from the ESR to
bolster these efforts. (BD #16 Davis)
Parking Compliance Unit
to conduct one evening
patrol of Buena Vista
Neighborhood quarterly
and coordinate with SJPD
to conduct one Special Op
Conducted eight evening patrols; SpecialOps with SJPD. All efforts resulted in the issuance of 311 citations and towing of 7 vehicles.
6/30/2025 Complete
28 City
Council
Meeting
2024 DOT PDC21-035, PT22-
003, PD22-002 &
ER21-284 –
Planned
Development
Rezoning, a
Vesting Tentative
Map, and a
Planned
Development
Permit on Certain
Real Property
Located at 0 Seely
Avenue.

Memorandum from Mahan, Candelas, Cohen, Ortiz
Accept the staff recommendation with the following
amendments and additions:
2b. Conduct traffic impact studies on the River Oaks
area and provide up to $450,000 in funding for traffic
mitigation.

Completed traffic study at
least 6 months after full
occupancy of the project;
project will be conditioned
to mitigate issues
identified, up to $450,000.

The original direction states "submit a focused traffic study of Seely and River Oaks pkwy to be completed 12 months after the issuance of building occupancy or reaching 95% of total occupancy for the entire development whichever is first," meaning that staff have up to 12 months after these
milestones are reached to complete this work, which is still likely years out. Considering the dependencies, staff
recommend deferring this item until the issuance of building occupancy or reaching 95% of total occupancy for the entire development, at which point staff will initiative the focused traffic study and deliver it within 12 months.

TBD Not
Started

Page 9 of 39 ends

29 City
Council
Meeting
2025 DOT San José Diridon
Station to Airport
Connector
Feasibility
Validation Report
and Phase 2a
Recommendation
(a) Negotiate and execute an amendment to the pre-
development agreement, task orders, and change
orders with San José Connection Partners to refine
ridership and revenue forecasting, develop a funding
strategy, and develop a preferred alignment for the
Base Project and the Optional Intra airport Extension
Project in an amount not to exceed $14.7 million;
was approved -- 1. Accept staff recommendation (a)
with the following modifications and additions:
a. Negotiate and execute an amendment to the pre-
development agreement, task orders, and change
orders with San José Connection Partners to
advance Phase 2a, which shall include an
investment grade study to refine ridership and
revenue forecasting, developing a funding strategy,
and developing a preferred alignment for the Base
Project and the Optional Intra-airport Extension
Project, subject to San Jose Connection Partners
securing the balance of funding required to complete
Phase 2a.
b. Until Connection Partners secures the new
funding, no additional city funds, staff time, or
resources shall be allocated for the completion of
Phase 2a beyond that which is covered by previously
allocated funding.
c. To ensure the future success of San Jose Mineta
Airport (SJC), Phase 2a shall include analysis and
recommendations that create the necessary flexibility
for future airport growth.
d. In parallel with or as part of Phase 2a, work with
Valley Transportation Authority (VTA) as the lead
agency to evaluate the various emerging technology
options that could offer alternatives to this
Connector. No General Fund dollars shall be used
for this evaluation.

2. Reject staff recommendation (b). Given San
Jose’s priority of completing BART Silicon Valley
Phase II (BSVII) and preserving bus service for all
residents, the City should not seek additional VTA
funds for the Connector project until these two
priorities are ensured, and surplus VTA funds for the
Connector are identified.
a) negotiate amendment
to pre-development
agreement
b) execute amendment to
pre-development
agreement
a) Complete
b) This item was originally targeted for completion by
10/1/25, but staff is waiting for signatures. Target date of completion updated to 11/30/25.
11/30/2025 In
Progress
30 JBM 2025 DOT Oversized and
Lived in Vehicle
Enforcement
(OLIVE) program
Before launching the new enforcement programs,
the City Manager is directed to engage in an
education and communications effort to ensure the
community is well-informed and appropriately aware
of the programs ahead of implementation. The City
Manager is further directed to provide written
warnings instead of issuing citations or initiating tows for the first month of enforcement, and start
implementation within no-return zones.

Blog post, outreach flyers,
and written warnings
produced
b) Out for signature (execution expected by 11/15/25) 7/1/2025 Complete

Page 10 of 39 ends

31 City
Council
Meeting
2023 ENG Amendment to
Title 2, 4, 26, and
28 of the Municipal
Code Related to
Municipal Utility for
Electric Service
Memorandum from Cohen and Davis (dated August
11):
(a) Direct staff to actively work collaboratively with
the International Brotherhood of Electrical Workers
Local Union 1245 (IBEW 1245), International
Brotherhood of Electrical Workers Local Union 332
(IBEW 332), and Pacific Gas and Electric Company
(PG&E) regarding the potential creation of the
municipal electric company, San José Power, and
proceeding with the interconnection application.
(b) Direct staff to return to City Council for any future decision points related to the proceeding of San José
Power and provide regular updates, at minimum
annually, to the Transportation and Environment
Committee regarding all progress.

Annual progress reports to
T&E through 2028 which
is the earliest that we can
provide service from San
Jose Power
City and PG&E entered into partnership agreement in July 2025, under which City will pause work on municipal utility.

Staff proposes that these annual progress reports also pause while the partnership agreement is in effect.
12/31/2028 Complete
32 City
Council
Meeting
2024 ENG Long Term Power
Date Purchase
Agreement with
Zeta Solar LLC
• Direct staff to approach Zeta Solar, LCC to explore
incorporating four labor-related points as requested
by IBEW Local 332 into this specific project
agreement, including: (1) The Project shall comply
with California prevailing wage provisions applicable
to public works projects, including but not limited to
the Labor Code sections pertaining to employment of
apprentices on public works projects, (2) All
construction work that falls within an apprenticeable
occupation in the building and construction trades
shall be performed by a skilled and trained workforce
in accordance with Chapter 2.9 (commencing with
Section 2600) of Part 1 of Division 2 of the Public
Contract Code, (3) Work done under a multi-craft
project labor agreement shall be deemed to meet the
requirements of payment of prevailing wages and
use of apprentices, and shall supersede the skilled
and trained workforce requirement, and (4) For
projects that do not implement a multi-craft project
labor agreement, developer shall submit monthly
reports to the agency showing compliance with
payment of prevailing wages, compliance with skilled
and trained workforce requirements and to document
employment of apprentices.

• Direct staff to conduct an analysis of incorporating
four labor-related points into future clean energy
projects agreements and bring back that analysis to
City Council.

Present Proposed Project
Selection Criteria
incorporating labor
considerations that
department will use in
evaluating long term
projects to purchase
energy from
City Council adopted staff recommendation for Project
Selection criteria on 5/13/25.
6/1/2025 Complete
33 JBM 2024 ENG San Jose 2030
Electrification
Goals
The City Manager is directed to explore how we can
reach San José's 2030 electrification goals by
partnering with private sector entities with knowledge
and expertise to electrify San José buildings and
reduce their energy demand.

Return to T&E with
research and outreach
findings
Will convene labor stakeholders in fall 2025 to explore new types of private sector partnerships and program designs that SJCE can pursue over the next 5 years.
4/1/2026 In
Progress

Page 11 of 39 ends

34 City
Council
Meeting
2025 ENG San José Clean
Energy Programs
Roadmap Status
Report
(b) Resolution No. RES2025-94 was adopted, the
San
Jose Clean Energy Programs Roadmap status report
was accepted
And,

1. Accept the staff recommendations.

2. Include in the June agenda item related to
workforce development plans for an
"Ecohome High Road Contractor" badge to
recognize and promote contractors who
integrate highroad business practices into their
operations. This badge will support
workforce standards, promote values-aligned
contractor selection, and align with
Ecohome program values.

3. Continue development of the electric leaf blower
rebate program and return to Council
for approval when it is ready to be deployed

#2 staff will bring proposed badge criteria to City Council on September 9.

#3 staff will return to City Council in fall 2025 with
recommended electric leaf blower program
12/1/2025 In
Progress
35 JBM 2024 ESD Citywide
Expansion of the
Adopt-a-Storm
Drain Program
Directed to allocate one-time funding of $30,000
from the ESR to expand the program citywide as a
one-year pilot and assess the need for ongoing
funding for FY 25-26 once the impact of the program
can be fully scoped. (BD #86 VM Kamei)
Expand CD 1 Adopt a
Storm Drain program to
minimum 5 locations
based on Stormwater
Permit data in targeted
areas that produce high
levels of trash and
conduct outreach to
solicit volunteer
participation and/or
enforcement
Announced launch of citywide program on 4/22; shared
progress of program at City Council on 9/23 during
Stormwater Permit Annual report; will be conducting targeted outreach with neighborhood associations; working with CD1 - proclamation on 11/18 - National Stormwater Day
proclamation and launch of Adopt a Storm drain events in each Council Districts. A total of 29 have been adopted to date.
6/30/2026 In
Progress
36 City
Council
Meeting
2024 FINAN
CE
Preliminary
Actions Required
for the Creation of
the Tully Road
Eastridge
Business
Improvement
District and Levy
Assessments for
Fiscal Year 2024-
2025.

Memorandum from Mayor, Candelas, and Doan

2. Direct staff to develop an amnesty program for
businesses in the Tully Road Eastridge Business
Improvement District that are not current with their
business license. 3. Direct staff to add a sunset
provision to the amnesty program.

Develop an amnesty
program
As part of the approved FY 2025-26 budget, Finance will roll out a citywide business tax amnesty program beginning in January 2026.
6/30/2026 In
Progress
37 City
Council
Meeting
2024 Fire PP23-007 - An
Ordinance
Amending Various
Sections of Title 20
of the San José
Municipal Code
(Zoning Ordinance
or Zoning Code)
The City Council referred the consideration of
requiring fire sprinkler systems in qualifying
Accessory Dwelling Units to be sold as
condominiums to the Community and Economic
Development Committee. No specific date or
timeframe was given; staff will provide a Committee
meeting date.

Provide update to CED
Committee
This item was heard at the November 18, 2024 CED
Committee meeting. Staff is exploring an opportunity to present an update to CED in Spring 2026.
11/18/2024 Complete

Page 12 of 39 ends

38 MBM 2025 Fire Devise a
comprehensive
assessment of
vegetation
management
activities in high-
risk WUI lands.

Solicit information from these partners to devise a
comprehensive assessment of vegetation
management activities within high-risk WUI lands,
quantifying high-risk acreage, monitoring capacity,
and annual fuel reduction actions by responsible
jurisdiction (e.g. city, county, state, private property owner).

Staff will engage partners
and report back to City
Council.

Staff presented the 2025 San José Wildfire Planning and Preparedness Study Session to City Council on 5/20/25.

On 6/10/25, City Council adopted the Fire Hazard Severity Zone Map Ordinance and accepted the Community Wildfire
Protection Plan.
6/30/2025 Complete
39 MBM 2025 Fire Engage SJSU or
similar partners to
improve prevention
and response.

Engage SJSU and other public and private technical
partners to explore partnerships to improve the City’s
prevention and response efforts.

Staff will engage partners
and report back to City
Council.

Staff presented the 2025 San José Wildfire Planning and Preparedness Study Session to City Council on 4/2/25 that was inclusive of public and private technical partners
coordination: CAL FIRE, Santa Clara County Fire
Department, Santa Clara County Fire Safe Council, and San Jose State University.
6/30/2026 Complete
40 Commit
tee
Meeting
2025 Fire Fireworks
Ordinance Work
Plan Status Report
Return to PSFSS Committee in fall 2025 for the
overall firework ordinance work plan status report,
including an evaluation of the Unmanned Aerial
Vehicle enforcement pilot and a status report on the
schedule of fines analysis for violations.

Provide a status update to
the PSFSS Committee.

The PSFSS Committee accepted the report on the
implementation of the Fireworks Ordinance Work Plan on
8/19/25. The update to the schedule of fines will be
agendized for November 2025.
12/31/2025 Complete
41 City
Council
Meeting
2024 Housing Mobile Interim
Housing Project
Located at the Via
Del Oro Site
Memorandum from Mahan, Jimenez, Cohen, Foley,
Batra; and memorandum from Cohen part 2.a and

2.b was approved with the following direction to staff:

1. In line with previous Council direction, prioritize
outreach to unhoused residents currently living in
tent and vehicle encampments within 1.5 miles of the
Via del Oro EIH, including along Great Oaks
Boulevard and Las Colinas Lane.

2. After residents receive extensive outreach and
prioritization for housing at the Via Del Oro EIH
community, or other temporary or permanent
housing options as available, compassionately
resolve encampments within the 1.5 miles of the site
by:
a. Utilize tools enforcing 72-hour parking restrictions, expired registration or inoperable vehicle tow
authority provided by the California Vehicle Code,
where applicable, after due notification;
b. Facilitating enhanced street sweeping through
temporary tow-away zones, or enforce no overnight
or no large vehicle parking where currently
prohibited;
c. Conducting a one-time abatement of all remaining
tent encampments that received priority for outreach
and placement; and
d. Offer unhoused living in RVs within 1.5 miles of
the site available placement at Santa Teresa and
Berryessa safe parking sites (from memorandum
from Cohen dated 4/15/2024).

3. Preserve our progress within two walkable blocks

1. Complete Outreach and
offer of available
alternative housing/safe
parking to encampments
and lived-in vehicles
within 1.5 miles of Via Del
Oro EIH site, including
along Las Colinas Lane.

2. Conduct a one-time
abatement of all
encampments (vehicular
and non-vehicular) and
removal of lived-in
vehicles within 1.5 miles
of the Via Del Oro EIH
site.

3. Establish a “No
Return/Encampment
Zone” within a two-block
radius of the Via Del Oro
EIH.

4. Establish “No
Return/Encampment
Zones” in these specified
areas after abatements
have been completed:

Great Oaks Blvd between
Endicott and Blossom Hill
Caltrain Station Northwest
Corner of Monterrey Rd
and Bernal Rd

1. Completed outreach and offer of housing within radius as described.
2-4. In progress, request to push target date to 12/30/2025 from 6-30-25.
12/30/2025 In
Progress

Page 13 of 39 ends

of the Via Del Oro EIH: a. Use existing resources or
new resources, such as deploying Community
Activity Specialists to the area to prevent re-
encampment, and/or installing physical deterrents or
permanent signage.

Page 14 of 39 ends

42 City
Council
Meeting
2023 Housing Emergency Interim
Housing Programs
(Mayor Mahan,
CM Jimenez,
Cohen, Foley)
Mahan, Jimenez, Cohen, Foley:

Direct staff to:

1. In collaboration with service providers, develop
and include key performance indicators when
returning to Council with an update within one year
of the start of implementation, such as: a. Number of
residents served and exits to temporary or
permanent housing; b. Average length of stay and
daily utilization rates; and c. Cost per participant
served at each site.

2. Produce an information memo by February 2024
with an analysis of the SJ Bridge program at
Guadalupe EIH, including any potential
recommendations to scale the model to other
communities and key performance indicators: a.

Number of residents from Guadalupe enrolled in the
program; b. Number of participants connected to
permanent or living wage jobs; and c. Number of
participants transitioned to permanent housing.

3. Return to Council within one year with further
analysis of opportunities to restructure program
design to fund operations, including but not limited
to: a. Leveraging the State’s CalAIM initiative; b.

Charging nominal rent on a case-by-case basis; and
c. Expanding partnership opportunities with the
Housing Authority to leverage federal dollars at
additional sites.

4. Renegotiate the City’s lease agreement with
Caltrans to remove the requirement to limit a
participant’s stay to six months at the Felipe Bridge
Housing Community.

5. Ensure the level of security agreed upon by the
VTA Board, staff and union representation is
provided at the Cerone EIH.

6. Evaluate the need for 24/7 security at each future
site with the option to reduce security on a case-by-
case basis if deemed appropriate by onsite EIH staff
and residents.

7. Provide flexibility to ensure serving specific
subpopulations does not conflict with local
preference or lead to underutilization of beds across
sites. 8. Prioritize the staff recommendation to
develop standardized CAC roles and responsibilities
for each interim housing site, with a composition that
includes a seat for a person with lived experience.

New service providers at
EIH locations (July 2024).

Provide Council an update
1 year later (July 2025).

3. City has applied through PATH CITED for technical
assistance to create a billing platform for Cal-Aim. Negotiated and executed agreement with SCCHA for voucher layering at Pacific Motor Inn- further leveraging federal dollars. 4. In progress. 5. Security Plan (final draft) in review process.

SAC/CAC pending first meeting & coordination with the
assigned council members office. 6. Adjusted staffing model across EIH portfolio- currently crafting system wide EIH RFP for security.
12/1/2025 In
Progress
43 JBM 2024 Housing West Valley
Community
Services Grant
The City Manager is directed to allocate $75,000 in
one-time funding from the Multi-Source Housing
Fund to the West Valley Community Services to
support families in West San José and the Cadillac-
Winchester neighborhood. (BD #83 VM Kamei)
The Contract/Agreement
is executed with the
service provider(s) and
services have
commenced.

Retroactive memorandum was submitted and staff is starting contract negotiation.
6/30/2025 In
Progress

Page 15 of 39 ends

44 MBM 2025 Housing Explore real estate
acquisitions for
below market
leasing for interim
housing sites.

Further explore opportunities for private partners to
purchase land and property that the City can lease at
below-market rate values for interim housing, with a
commitment to redevelop the site for permanent
affordable housing in the future.

TBD The Housing Department in partnership with public works and the real estate team within the office of economic
development continue to engage with interested private
partners on potential acquisition and redevelopment
opportunities. Two opportunities were explored, and neither (a parking a lot, and a potential motel acquisition) meets the community, financing or development needs of the city. The team will continue to explore additional options.
6/30/2026 In
Progress
45 MBM 2025 Housing Research methods
for reducing per
unit development
costs for interim
solutions.

Research methods for reducing the average per unit
development costs by at least 20% for new interim
solutions. The report back should outline how other
cities are developing new sites, exploring the use of
low-cost mobile units permitted under state law, and
reassessing whether there is additional city-owned
land that can be used for interim solutions.

TBD Not Started 6/30/2026 Not
started
46 MBM 2025 Housing Advance additional
interim shelter
sites.

Consistent with City Council direction from June
2024, the City Manager should advance additional
sites for interim shelter, as funding is available, to
meet the requirements of our Stormwater Permit.

Interim sites open. Five hotels and Navigation HUB acquired, developed and opened to shelter individuals redirected from associated direct discharge areas and Columbus Park.
6/30/2026 In
Progress
47 MBM 2025 Housing Reduce sheltering
operating costs.

Continue work already underway in the Housing
Department to separately bid out and award
competitive contracts for security, food, and property
management services and implement standardized
staffing models, with the goal of reducing net
operating costs by 20%.

Executed agreements for
System wide security,
food and property
management providers.

The RFP was released and scored. Working on contract
memo (security). Crafting Food and Asset management
RFP.
6/30/2026 In
Progress
48 MBM 2025 Housing Plan for applying
housing-choice
vouchers to interim
housing.

Work with the Housing Authority on a plan for
applying housing-choice vouchers to interim housing
units that meet housing quality standards as part of
the next iteration of the Moving to Work Plan.

Ability to subsidy layer. Housing Authority approved non-traditional use in MTW plan.

Subsidy approved for Pacific Motor Inn.
6/30/2026 Complete
49 MBM 2025 Housing Ensure safe
placements
portfolio follows
local preference.

Unless cost-sharing agreements dictate otherwise,
ensure that our portfolio of safe placements will
continue following local preference during the 90
days before and 30 days after a site opens, and
prioritizing direct referrals from the city’s proactive outreach team, including work along the waterways.

Tenant selection criteria
follows outlined 120 day
preference.

Executed as tenant selection methodology for Berryessa, Branham and Monterey, Via Del Oro, and upcoming
openings for Cerone and Cherry EIH's.
6/30/2026 Complete
50 MBM 2025 Housing Strategically align
and deploy
proactive outreach
workers.

Strategically align and deploy proactive outreach
workers as new sites open, with the goal of
maximizing the Housing Department’s outreach
capacity by transitioning to a primarily in-house
staffing model and compressing contracted services
to realize cost-savings.

Deployment Aligning with a strategic shift- internal staff capacity allows for a proactivity through the Targeted Outreach Engagement
Program (TOEP) and a reduction in our contracted Outreach partners.
6/30/2026 Complete
51 MBM 2025 Housing Report to Council
on outreach
outcomes.

Consistent with City Council direction in March 2024,
the City Manager is directed to provide weekly
updates on outreach outcomes as new sites open,
including: a count of all individuals residing in the
targeted outreach area, acceptance of Homeward
Bound or other shelter and housing placement,
CARE Court and conservatorship referrals, reasons
for why people did not successfully transition into
shelter or housing, and waitlists for city-operated
sites.

TBD Staff is tracking these metrics, but capturing the data on a weekly basis has been a challenge. Only four sites remain to be opened, so this referral is being considered complete. The CARE Court component is not being tracked.
6/30/2026 Complete

Page 16 of 39 ends

52 MBM 2025 Housing Explore long-term
solutions for safe
parking programs.

Explore long-term solutions for our safe parking
program, such as understanding how other cities are
achieving successful transitions to housing or
charging appropriate fees for utilities to help offset
operating costs.

TBD N/A 6/30/2026 Not
Started
53 MBM 2025 Housing Identify low-cost,
quick turn lots.

Identify quick-turn lots with low upfront capital costs within or outside of San Jose; explore partnerships
with churches, schools, or other nontraditional
partners; and engage our County partners about
using the old RV park located at the fairgrounds or
other County land for short and long-term RV parks.

TBD N/A 6/30/2026 Not
started
54 MBM 2025 Housing Return to Council
by June 2025 with:
3) A City Council “Responsibility to Shelter” policy to be reflected in departmental procedures that
imposes misdemeanor charges for trespassing or
other relevant code violations after three
documented refusals to accept shelter or housing
within an 18-month period.

Develop a "Responsibility
to Shelter" policy and
bring to City Council in
June 2025 for their
consideration.

Item discussed at City Council on June 10, 2025.
https://sanjose.legistar.com/View.ashx?M=F&ID=14264936& GUID=14C3CCBF-E3F9-4A5A-9193-CBD315FCDDB3
6/30/2025 Complete
55 MBM 2025 Housing Prepare a MBA to
use one-time
CDBG funding for
RLEI.

Develop an MBA that explores the use of Community
Development Block Grant (CDBG) dollars to provide
one-time funding for RLEI and proposes success
metrics to measure the program’s impact.

Publish an MBA MBA issued 5-23-25

https://www.sanjoseca.gov/home/showpublisheddocument/1
22430/638837801394700000
6/1/2025 Complete
56 JBM 2024 Housing Deer Run II
Homeowner’s
Association Grant
The City Manager is directed to provide one-time
grants from the ESR to the following organization:
$24,850 grant to the Deer Run II Homeowner’s
Association to extend a sound wall and refurbish
landscaping that was removed for the construction of
the Branham Lane/Monterey Road Emergency
Interim Housing site. (BD #67 Jimenez)
Grant awarded. This was assigned to DOT and not Housing, The full grant was awarded to the Deer Run II Owners’ Association on
09/27/2024 (check# 5297767).
6/30/2025 Complete
57 City
Council
Meeting
2024 Housing Multifamily
Housing Incentive
Program and North
San José Parks
Fee Realignment
Memorandum from Mahan, Davis, Candelas dated
12/6

3. Direct staff to issue an informational memorandum
by August 2025 on the progress of the projects
under this incentive program.

Publish an information
memorandum.

Information is
incorporated into
individual memos as they
come to Council
We have incorporated this project update into the individual incentive memorandums as they come to the City Council
9/1/2025 Complete
58 MBM 2024 Housing County-wide
Coordinated Entry
System for
Homeless Shelter
Work with the County and regional partners to
explore bringing the homeless shelter capacity we’ve
added into the countywide coordinated entry system
and maximize support from these key partners.

Provide Information
Memorandum to Council
regarding status of
coordinated integration of
regional shelter intake
system for the City of San
José including how many
San José units have been
incorporated and what
resource sharing if any
has been identified
between County and City.

Crafting county aligned 'through put' model for coordinated entry. Continuing the 'editing' phase of the program and will bring back to City Council.
1/30/2026 In
Progress
59 City
Council
Meeting
2024 Housing Soft Story Seismic
Retrofit Ordinance
Memorandum from Mahan
-Create a financing program that allows all soft story
units to access favorable loan terms should future
funding become available.

Memorandum from Ortiz, Torres, and Jimenez with a
friendly amendment from Foley.
-Direct the City Manager to identify funding sources
To be determined N/A TBD Defer

Page 17 of 39 ends

for a low-interest loan fund outside of Measure E
dollars and conduct further research on the impact
that the Soft Story Seismic Retrofit Ordinance would
have on tenants in soft story buildings who are not
receiving a regular annual rent increase of 5%. In
addition, cross-reference this analysis with data
regarding tenants that are currently rent-burdened
and extremely rent-burdened in order to get a
genuine capture of how already vulnerable
households could be further impacted by increased
living costs via rent increases as a result of this
program. Return to the Community and Economic
Development Committee with this analysis by the
end of 2025.

Memorandum from Foley, Davis, and Candelas
(adopted in entirety)
(1) Direct staff to return to the Community and
Economic Development Committee nine months
after the ordinance's effective date with an evaluation of the screening timeline.
(2) Adjust the construction compliance timeline for
each group as follows:
• Group 1: Five years after ordinance effective date
• Group 2: Six years after ordinance effective date
• Group 3: Seven years after ordinance effective date
(3) Direct staff to develop multilingual template
notification documents to be used by building owners
to fulfill requirements established by the Tenant
Coordination Plans.
(4) All building owners subject to the Apartment Rent
Ordinance (ARO) with buildings between three to
twenty units may qualify for a rebate up to 50% of
the total cost of the required retrofit regardless of if they participate in the Retrofit Financing Program;
and prohibit all rebate recipients subject to the ARO
from any capital pass through, similar to building
owners participating in the Retrofit Financing
Program.
(5) Direct staff to investigate alternate sources of
funding for the Retrofit Financing Program.
60 MBM 2025 Housing Align City policy
with HUD
guidelines.

Return to the City Council with recommendations to
align city policy with HUD guidelines that allow
property owners to charge proportionally for tenants'
use of utilities on master metered properties.

City Council consideration
of possible utility
adjustments for Apartment
Rent Ordinance units
Memorandum regarding consideration of a one-time revision to the pass-through tenant utility charge within the Apartment Rent Ordinance Municipal Code expected December 2025.
6/30/2026 In
Progress
61 MBM 2025 Housing Information
Memorandum on
Affordable Housing
Direct the City Manager to return with an
informational memo to include how we might pursue
alternative funding options for promoting affordable
housing development by working with our regional
partners and stakeholders by summer 2025.

Issue an Information
Memorandum
This item was originally targeted for completion by 8/30/25; it is currently scheduled for October 28 release.
11/1/2025 In
progress

Page 18 of 39 ends

62 JBM 2025 Housing Mexican American
Community
Services Agency
(MACSA) Youth
Center
As stated in MBA #17, the Housing Department has
identified $500,000 in Community Development
Block Grants (CDBG) to support facility
improvements at the MACSA Youth Center. While
the future of CDBG funding remains uncertain in this
political environment, the City Manager is directed to
allocate CDBG funds to MACSA as available and
work with community partners to define the scope
and timeline for the rehabilitation project.

Executed agreement Currently in contractual talks, which were temporarily paused due to the grantee's need to deal with ramifications of a fire to the property in early September 2025.
12/30/2025 In
progress
63 City
Council
Meeting
2025 Housing Support for the
Federal Fiscal
Year 2026 Moving
to Work Annual
Plan
Resolution No. RES2025-79 was adopted, the
Support for Federal Fiscal Year 2026 Moving to
Work Annual Plan was accepted, including the
following language added to the MTW plan in the
Relevance & Innovation section: the Housing
Authority will expand its partnership with the City of
San Jose to apply flexible funding to support
operations to consider at least one additional interim
housing site. Also including Housing Authority staff
direction to report back to the Council within six
months with updates on the progress of exploring the
use of tenant-based vouchers, and opportunities to
expand funding for additional interim housing sites.

Report out. Subsidy layering agreement for "non traditional" work associated with the Housing Authorities MTW abilities is being executed at Pacific Motor Inn. Currently exploring additional opportunities including motel supply or alternative Homekey-funded projects.
12/1/2025 In
Progress
64 City
Council
Meeting
2025 Housing Public Hearing for
Amendments to
the Multifamily
Housing Incentive
Program
(a) Resolution No. RES2025-130 was adopted, (b)
Ordinance No. 31201 was passed for publication,
and the Public Hearing for amendments to the
Multifamily Housing Incentive Program were
approved.

And,

1. Accept the staff recommendation.

2. Return to City Council by September 2025 with a
recommendation for expanding Phase 1 of the
Multifamily Housing Incentive Program to include
additional projects.
a. Analyze all pipeline projects that have applications deemed complete by June 2025.
b. Increase the number of eligible units for Phase 1
to accommodate recommended projects from that
broader pipeline.
c. Eligible projects shall have a density exceeding 50
dwelling units per acre, equivalent to the minimum
density in the Envision San José 2040 General Plan
Transit Residential land use designation.
d. Extend Explore extending the cutoff date for
added projects to obtain a building permit to
December 31, 2026.

Council Memorandum is
presented at City Council
We plan to return on November 18 with the extension and expansion of the MHIP. Additional time was needed to
evaluate program data.
12/1/2025 In
Progress

Page 19 of 39 ends

65 MBM 2025 IT Add public-facing
performance
dashboard to
SJ311.

Produce an associated public-facing performance
dashboard that tracks: 1) Number of service
requests, categorized by open, in progress, and
closed; 2) Average response time and response time
per service request; and 3) Overall customer
satisfaction score ranked against a target.

The SJ311 platform
includes a publicly
accessible performance
dashboard displaying real-
time metrics. The
dashboard tracks the
number of service
requests by status (open,
in progress, closed),
average response time
with breakdowns by
request type, and overall
customer satisfaction
scores compared to target
benchmarks. The
dashboard is fully tested
for accuracy, mobile-
responsive, and linked
from the SJ311 homepage
for public visibility.

Referral work completed. N/A Complete

Page 20 of 39 ends

66 MBM 2025 IT Allocate funding
for SJ311 service
enhancements.

Allocate sufficient funding to implement service
enhancements:
1) Fully transfer ownership of the technology stack to
our IT Department and reduce our
reliance on external vendors to provide service
upgrades; 2) Ensure full integration of the SJ311
program in the City Manager’s customer service
improvement initiative; 3) Deliver a first-in-class user interface and experience that allows for seamless
reporting,
promotes public engagement, and facilitates frequent
feedback loops; and
4) Integrate new high-value features, including: a)
Enhanced geotagging by address, approximate
location, and adding a pin on a
map b) Expanding size limits on photos c) Integrating
push notifications or SMS updates on the status of
tickets
d) Information about community events and city
proceedings) Photo confirmation of services
rendered where appropriate and other loop-closing
mechanisms f) Investigate opportunities to use
advanced technologies, including AI, to
proactively detect and address SJ311 related
services) Investigate collaboration opportunities with
the Groundwerx clean and safe
program to leverage additional resources to support
City staff.

Funding is allocated and
approved to implement
SJ311 service
enhancements as outlined
below: i. Technology
Ownership: Fully transfer
ownership of the SJ311
technology stack to the
City’s IT Department,
reducing reliance on
external vendors for
service upgrades. ii.

Program Integration:

Ensure full integration of
the SJ311 program into
the City Manager’s
customer service
improvement initiative.
iii. User Experience:

Deliver a first-in-class user
interface and experience
that supports seamless
reporting, encourages
public engagement, and
enables frequent feedback
loops. iv. High-Value
Feature Enhancements:

The definition is met when
all listed objectives are
funded, prioritized, and
included in the
implementation roadmap
for SJ311 enhancements.

RFP for CRM was released; vendor selection and contract award is expected by 10/14/2025.

Funding is allocated and approved to implement new
features in the new SJ311 system.

The following enhancement was implemented using the
current SJ311 application.
iv. High-Value Feature Enhancements:

1. Enhanced geotagging by address, approximate
location, and pin drop on maps

This referral was originally anticipated to be complete by 6/30/26, but is now targeted for completion by 12/30/26. 12/30/2026 In
progress

Page 21 of 39 ends

67 Commit
tee
Meeting
2023 IT Creation of a City
Council Policy for
Uniform
Transitions during
Changes in
Elected Officials
Direct the City Manager and City Attorney to study
and evaluate the feasibility of a City Council policy
for Council consideration which addresses the need
for a uniform transition during changes in elected
officials. We ask that this work will be completed in
90 days and will include, but not be limited to the
following:

1. Mayor and City Council Offices to use City-based
accounts for ownership and access credentials for
social media, website domain registrations,
constituent databases, and software subscriptions,
as well as require administrative accounts for the
Information Technology Department and/or the City
Clerk to administer costs, contracts, and transitions
when there is a change in elected officials. Data is
not to be shared with any other department or office
and must be safeguarded.

2. Consistent with Assembly Bill 1637, provide a
general plan for the City to adopt “.gov”, coordinate
City ownership of registrations by the City’s
Information Technology Department and/or the City
Clerk and applying security and privacy standards
set per City Council policy.
a. Any non-.gov may only continue operation as a
pointer to a .gov resource.
b. All domains are to be City property and not
registered as individual property.
c. Administrative privileges and credentials must
be administered by the City’s Information
Technology Department and/or the City Clerk.

3. City-based social media accounts are to be set
as business accounts for the use of the office and
should be used as the primary account for
constituent communications.

4. Optimize a smooth transition experience for
outgoing and incoming elected officials to ensure the
residents of San José are always served.

5. Ensure the Clerk’s Office maintains a checklist of
all City owned and purchased assets, both digital
and physical.

6. Anything else related to the transition of elected
officials that staff identifies as applicable.

7. Address and evaluate any potential legal issues.

8. Exemptions should apply for the continued use of
previously created and in-use social media accounts,
as well as for domains/websites of the current Mayor
and Councilmembers until a change in elected
official occurs, however login credentials and
account ownership should be provided to the
appropriate city department.

Recommend policy and
process changes for City
Council consideration to
addresses the need for a
uniform transition and
overall social media
account management to
ensure smooth transition
for new elected officials.

Assess Assembly Bill
1637 and provide a
general plan for the City to
adopt “.gov”.

1. City Policy 1.7.9, Website and Digital Services
Governance, was revised 6/3/2025.

https://www.sanjoseca.gov/home/showpublisheddocument/1
8023/638865317799830000

2. Council Policy 0-47, Transition of Elected Officials, was adopted 5/20/25.

https://www.sanjoseca.gov/home/showpublisheddocument/1
23303/638871565216330000
6/30/2025 Complete
68 MBM 2021 LIB Digital Inclusion
and Equity -
Community WiFi
Direct the City Manager to continue to explore ways
to enable long-term financial and operational
sustainability for our community Wi-Fi infrastructure
investments, so that the City and ESUHSD can
Finalized network
enhancement plan
After experiencing delays in testing and adding additional cybersecurity enhancements to the network, the project has advanced to the final stage of network design and grant reporting. Expected to be fully complete by 3/30/26.
3/30/2026 In
Progress

Page 22 of 39 ends

sustain the provision of free broadband connectivity
to 300,000 residents by 2022, and beyond.
69 MBM 2024 LIB Digital Equity and
Empowerment
Program
Assessment
Continue to prioritize and remove barriers to
advancing the Digital Empowerment priority. This
must include looking inward at process
improvements to support our public-private
partnerships with telecommunications companies,
providing strong advocacy at the State and federal
level on the multitude of legislative items related to
broadband infrastructure and funding, reevaluating
the existing programs and services available through
our Library and community partners to ensure they
meet community needs, and bringing the full
program assessment back to the City Council as
soon as possible.

Develop Digital Equity
Strategy 2024-2030 and
present to City Council.
https://www.sanjoseca.gov/home/showpublisheddocument/1
8023/638865317799830000

Scheduled for 12/2/25 Council Meeting
12/30/2025 In
Progress
70 JBM 2024 LIB Latino Education
Advancement
Foundation -
Supporting
Underserved
Students
Directed to allocate $10,000 in one-time funding from
the ESR to LEAF to continue their important work
uplifting underserved students and their families.

Contract/Agreement
executed.

Contract/Agreement is executed.
https://records.sanjoseca.gov/Contracts/OC-011351-000.pdf 6/30/2025 Complete
71 MBM 2025 OEDCA Allocate funding
and return to
Council with
conceptual plan for
a designated
sports and
entertainment
district in
downtown.

Allocate one-time funding as necessary and return to
City Council by December 2025 with a conceptual
plan and next steps for the creation of a designated
sports and entertainment district in the downtown
area. Initial research should be coordinated with the
San Jose Chamber of Commerce and other relevant
stakeholders who can help define the initial scope of
this work plan and potentially take on and fund
elements of the research and planning process with
outside partners.

Prepare info memo to
update City Council on a
conceptual plan and next
steps for the creation of a
designated sports and
entertainment district in
the downtown area.

2. Council Policy 0-47, Transition of Elected Officials, was adopted 5/20/25.

Deloitte has been engaged as consultant to prepare a work plan by December 2025. Staff are engaging key stakeholders to inform the work plan and next steps to form a sports and entertainment district.
12/31/2025 In
Progress

Page 23 of 39 ends

72 City
Council
Meeting
2023 OEDCA Update on the
Future of San
Pedro Street

1. Direct the City Manager’s Office to explore
phasing the construction elements of the permanent
closure of San Pedro Street.

2. Direct the Intergovernmental Relations Team to
explore securing public sector grant funding.

3. Direct the City Manager’s Office to explore
securing philanthropic grants for closing and
artistically enhancing San Pedro Street in
coordination with the San Jose Downtown
Association, the businesses on San Pedro Street,
and other partner organizations.

4. Direct the City Manager to investigate the
utilization of funds for enhancing the visual appeal
and safety of the pedestrian walkway and
emergency vehicle access lane between San Pedro
Street and St. John Street. This may include
considering options such as installing additional light fixtures above the street or implementing a mural or
creative lighting project on the pedestrian walkway/
emergency vehicle access lane.

5. Direct city staff to develop interim standards that
would allow businesses fronting San Pedro Street to
use 20 feet worth of outdoor activation fronting their
business.

1. City staff shall create standards to allow the use of the 2 feet fronting the sidewalk as an aesthetic edge
to the emergency vehicle access lane or for other
business usage as long as water can freely move
along the gutter and utilities can be freely accessed.

2. City staff shall ensure that businesses add as a
condition of their permit not to obstruct the 20-foot
emergency vehicle access lane.

3. This direction shall be allowed during the interim
phase of San Pedro Street and in the permanent
phase of San Pedro Street.

6. Direct city staff to create a construction plan for
San Pedro Street that takes place during off-peak
months and is coordinated with the San Pedro Street
businesses.

7. Direct the Department of Transportation to study
creating two exits out of the Market Street Garage
and not into San Pedro Street itself.

8. Direct the Office of Economic Development and
Cultural Affairs to explore using parklet grants and
other funding sources for San Pedro Street
upgrades, especially for ADA access to the
businesses.
*Sidewalk seating permits
for all participating
businesses on the street.
*Implementation of
enhanced street
beautification elements
including a street mural
and removeable bollards.
*Implementation of the
Pedestrian Mall Act on N.

San Pedro Street,
between Santa Clara and
St. John streets.

Bollard installation anticipated by Public Works in October 2025 (delays occurred due to procurement). RCC grant
funding pivoting to improvements along Shark's Way as part of the Stitching Districts initiative. Outreach to promote sidewalk seating to area businesses has been completed.

Sidewalk seating grants will be funded and finalized upon Annual Report approval. Staff is reviewing the project
timeline in the context of lessons learned to date and final design improvements that may be required.
11/30/2025 In
Progress
73 JBM 2021 OEDCA Small Business
and Business
District Support -
Property-Based
Improvement
District
The City Manager is further directed to allocate
existing small business support staff in the Office of
Economic Development to prioritize the work needed
to establish a property-based improvement district
(PBID) along Alum Rock, and to engage small
businesses in efforts that develop community
consensus for siting and developing markers,
Business Association
established and Business
Improvement District
approved.

Memo to City Council to approve BID formation forecast for January 2026 .

https://www.sanjoseca.gov/home/showpublisheddocument/1
23303/638871565216330000
6/30/2026 In
Progress

Page 24 of 39 ends

wayfinding and placemaking assets in East San José
to support their business districts.
74 JBM 2021 OEDCA Small Business
and Business
District Support -
Monterey Road
Corridor Working
Group Website
The City Manager is directed to allocate $20,000 in
one-time funds from the Essential Services Reserve
to the Silicon Valley Leadership Group, a founding
member of the Working Group, to develop and
maintain a website that houses the efforts of the
Working Group—providing a centralized, user-
friendly platform to learn about opportunities and
developments.

A website is developed
and maintained that
houses the efforts of the
Monterey Road Corridor
Working Group—providing
a centralized, user-friendly
platform.

Monterey Road BID has recently launched and is in the
process of developing capacity to take over and relaunch the website. Relaunch is scheduled for January 2026.
6/30/2026 In
Progress
75 JBM 2021 OEDCA Virtual Small
Business Center
We should aspire to create a virtual business center
that better serves as a resource for small
businesses, providing a “one-stop shop” to support
small businesses as they work to find customers,
access capital, re-evaluate their business models,
and thrive in this changing economy. The business
center should include a publicly-accessible database
of business associations, chambers of commerce,
and organizations providing services for small
businesses. The City Manager is directed to
coordinate this work described in MBA #16 with
efforts to create a virtual accelerator program for
small businesses
Complete revamp of BOS
network - service delivery
model and website
Second round consultant interviews have been completed
and a final selection planned for September 2025.

Subsequent to that, consultants will secure new network participants and revamp the BOS website for more effective service delivery.
6/30/2026 In
Progress
76 MBM 2024 OEDCA Event Permitting
Streamlining
Explore municipal code changes that can make it
easier to host special events on private property and
explore reducing red tape and fees for event
permitting. The City Manager is further directed to
explore expanding the ability for the Office of
Economic Development and Cultural Affairs to permit
outdoor special events on private property.

Updated muni code to
reflect an equitable
process that removes
limitations on frequency
and fees to promote more
activations on private
property.

Airport Land Use Commission approved the amendments.

Planning Commission reviewed the item on September 24,
2025, and the item is planned to be presented to City Council in Fall 2025. On Event Space Permitting on private property, a memo was advanced to the Planning Commission
https://www.sanjoseca.gov/home/showpublisheddocument/1
24657/638937092652430000, and PBCE has an agenda
item headed to City Council for October 21st, currently 10.1 Land Use Consent Calendar.
11/30/2025 In
Progress
77 MBM 2024 OEDCA San José Sports
Authority
Extend the San José Sports Authority multi-year
funding agreement and include provisions for
optional future extensions if mutually agreed upon
performance metrics are achieved.

Complete contract
amendment.

FY 25-26 agreement with option for five additional 1-year amendments was approved by City Council on August 26,
2025.
9/30/2025 Complete
78 MBM 2024 OEDCA San Pedro Street
Pedestrian Mall
Upgrades
Continue working with private, philanthropic, and
government entities to secure funding for San Pedro
Street Pedestrian Mall upgrades, and explore
providing tactical gap funding for upgrades, if
needed. Furthermore, the City Manager is directed to
value engineer and phase the San Pedro Street
Pedestrian Mall upgrades in a manner that is fiscally
prudent and sensitive to business concerns.

Discussions with partners
occur, improvements are
planned.

Reimagining the Civic Commons (RCC) grant funding has
pivoted to the Stitching Districts initiative, connecting San Pedro Street to Little Italy to SAP Center. Conversations on how to both identify and fund future improvements to the San Pedro Pedestrian Mall will be ongoing and staff will capitalize on opportunities as they arise.
6/30/2025 Complete
79 JBM 2024 OEDCA Fourth of July
Fireworks
The City Manager is directed to allocate funding to
support these three sanctioned community
celebrations and fireworks shows (Almaden Lake
Park, Lake Cunningham, and SJ Giants), which can
be flexibly used for direct event support and any
related City costs, with a one-time investment from
Agreement executed and
funds transferred
Resolution still being sought for who will be the agency for the grant to support SJ Giants Fireworks. SJ Rotary does not have capacity to carry high level of insurance required by Risk Management. Staff will work with SJ Rotary to continue to resolve situation.
12/31/2025 In
Progress

Page 25 of 39 ends

the ESR of $100,000 each. (BD #50 Candelas, BD
#55 Batra)
80 JBM 2024 OEDCA East Village and
Alum Rock Santa
Clara Business
Associations
The City Manager is directed to allocate $30,000 in
one-time funding from the ESR— $15,000 to East
Village Business Association and $15,000 to Alum
Rock Santa Clara Business Association – for
marketing, social media, banners, mural painting,
and activation events in the area. (BD #76 Torres)
Contract/Agreement is
executed.

Contract/Agreement is executed. 6/30/2025 Complete
81 JBM 2024 OEDCA Cultivating San
José’s AI Start-Up
Ecosystem
In order to foster this community of innovators, the
City Manager is directed to allocate $3,000 to the
Office of Economic Development to collaborate with
the Information Technology Department and the
Mayor’s Office of Technology and Innovation (MOTI)
to create a pilot monthly meetup series to convene
startups, entrepreneurs, academics, and community
organizations working in the AI and machine learning
space.

Implementation of a
monthly AI meet-ups
The final three convenings of the year were completed in March, April and May. Staff will continue to engage with and convene companies in the AI ecosystem - encouraging them to establish themselves or grow in San Jose - building off the convenings of the past year as well as the 170 companies we have connected with through the AI Incentive Grant
Program.
6/30/2025 Complete
82 JBM 2024 OEDCA Vietnamese
American Cultural
Center’s Mid-
Autumn and Tet
Festivals Grant
The City Manager is directed to provide one-time
grants from the ESR to the following organization:
$5,000 for the Vietnamese American Cultural
Center’s Mid-Autumn and Tet Festivals. (BD #9
Doan)
Agreement executed and
funds transferred
Staff originally targeted 6/30/25 for completion, but a Nonprofit organization is still being identified to be recipient of this grant.
12/31/2025 In
Progress
83 Commit
tee
Meeting
2024 OEDC
A
Digital Billboard
Status Report
Direct the City Manager to explore proceeding with
Large Format Digital Signage on five (5) City-Owned
Select Sites: i. Market/San Pedro Street Garage, ii.

Second and San Carlos Street Parking Garage, iii.

Center for Performing Arts, iv. McEnery Convention
Center, and v. The Tech Interactive. And explore
allocating 20% of the annual revenue produced by
the five (5) Building- Mounted Signage and by the
Free-Standing Signage in District 3 to be reinvested
back into Downtown San José through a community
advisory group overseen by the District 3 Council
office. The Community Advisory Group shall provide
grants to non-profit organizations and community
groups that seek to: i. Enhance
commercial/residential vibrancy, ii. Activation and
revitalization efforts in Downtown San José, and iii.

Promote arts, culture, and placemaking opportunities
in District 3.

Cross reference to City Council meeting date before
December 2024, as recommended by staff at the
February 26, 2024, Community and Economic
Development Committee meeting.*

*Councilmember Torres submitted a memo to Rules
on 4-3-24 requesting that the CED vote to cross
reference the Digital Billboards status report to
Council in mid-April be changed to a “date before
December 2024, as recommended by staff at the
February 26, 2024, Community and Economic
Package of
recommendations for all
eight city-owned sites
brought forward to Council
for approval.

City Council approved leases for all eight City-owned sites in FY 2024-2025.
6/30/2025 Complete

Page 26 of 39 ends

Development Committee meeting.” Rules approved
the memo, so we are keeping to our original
schedule (not going to Council in April).
84 City
Council
Meeting
2024 OEDCA Janet Gray Hayes
Rotunda Naming
Direct staff to coordinate with District 6 on
architectural, memorial plaque and other decisions
on the Rotunda naming. District 6 will then
coordinate with the family of Janet Gray Hayes.

Direct staff to coordinate with the Office of Cultural
Affairs and District 1 on the photographic exhibition
in the neighborhoods and a plaque commemorating
the 50th anniversary of the creation of district
elections inside the Rotunda.

Signage and memorial
plaque complete.

Photographic exhibition of
Council districts complete.

This item was removed per the City Council-approved
Economic Strategy work plan implementation as part of MBA

21. TBD Defer
85 City
Council
Meeting
2024 OEDCA Downtown San
José Office
Incentives
Memorandum from Mahan, Torres, Davis, and
Jimenez with modification from Foley and additional
direction:

Accept staff recommendation with the following
modification:
(1) Direct staff to return to the Community and
Economic Development Committee at least six
months before the program expires with a report on
the program’s effectiveness. Based on the health of
the downtown office market, the report should
analyze extending the program.

Updates are provided to
Committee or as part of
an information
memorandum six months
before the program
expires.

Program evaluation continues as more companies express
interest in the program, including discussions around
opportunities for program enhancement. A Committee
update or an info memo will be provided six months prior to program expiring on December 2026.
6/30/2026 In
Progress
86 City
Council
Meeting
2024 OEDCA Downtown San
José Office
Incentives
Memorandum from Mahan, Torres, Davis, and
Jimenez with modification from Foley and additional
direction:

Accept staff recommendation with the following
modification:
(2) In addition, when the update on the program is
brought back to the Community and Economic
Development Committee as part of the annual
Downtown Progress Report in June 2025, it should
include an analysis of incentives for retention of
current downtown tenants, a review of fees for tenant
improvement permits, and ways of streamlining the
process.

Updates are provided to
Committee on the
program and additional
incentive options, fees,
and streamlining
opportunities.

Program evaluation is underway, including discussions
around opportunities for program enhancement. Staff will return to CEDC with a report on the program at the
committee meeting closest to June 2026.
6/30/2026 In
Progress
87 JBM 2024 OEDCA Fast Food Worker
Rights
Per Vice Mayor Kamei’s Budget Document #88,
Santa Clara County may be considering a new policy
that would provide fast food workers with “know your
rights” training over and above what they receive
today. The City Manager is directed to monitor both
the new state council and any county efforts
regarding such training and report back to the
Community and Economic Development Committee
in the next calendar year.

Issue an information
memorandum that
summarizes existing
efforts at the State and
County level to address
workers rights.

Staff will issue an information memorandum to coincide with program/service updates provided by Santa Clara County.

The County has been delayed in issuing their policy and training guidance. Staff will prepare the information
memorandum within 30 days of such guidance being issued; the target date of completion has been changed to
accomodate this wait.
3/31/2026 In
Progress

Page 27 of 39 ends

88 City
Council
Meeting
2025 OEDCA Large Format
Digital Signage on
City-Owned
Property
Memorandum from Mahan, Foley, Salas, Cohen,
Mulcahy
Require all large-format digital signage to use 100%
renewable energy from San José Clean Energy,
where determined feasible by city staff.

Memorandum from Salas
a. Expand the scope of allowed usage of the City’s
share of advertising time on all signs under this
contract to include “promotion of City-funded cultural
events occurring in the Downtown commercial zone.”
This is in addition to “events and performances at
Team San Jose-managed facilities,” as stated in the
staff memo dated Feb. 3, 2025.
b. Include the sign curvature and structural support
designs, as shown in renderings in the staff
presentation dated Feb. 25, 2025, for the two signs
placed on site of the Center for Performing Arts, into
the definition of Artistic Sign Enhancements as
stated in the staff memo.

Present to CED
Committee
Lease terms were approved by City Council in FY 2024-
2025, inclusive of the recommended language.
3/31/2026 Complete
89 City
Council
Meeting
2025 OEDCA Cooperation
Agreement
Between Pacific
Gas and Electric
Company and the
City of San José
for Electric
Infrastructure
Development
See Memorandum Mayor Mahan, Vice Mayor Foley,
Councilmembers Cohen, Candelas, and Kamei:
https://sanjose.legistar.com/View.ashx?M=F&ID=139
04897&GUID=85F26C1F-B66C-412B-B332-
0D93CB5B1235

https://sanjose.legistar.com/View.ashx?M=F&ID=138
48851&GUID=730384F6-F5E6-4991-B230-
969B9BCC5DB6

Integrate implementation
agreement with PG&E
The implementation agreement was executed in July 2025. 6/30/2025 Complete 90 MBM 2025 OEDCA Opportunities for
revenue
generation or
operating expense
offsets from City
owned property.

Direct the City Manager to prepare a Manager's
Budget Addenda (MBAs) evaluating: Opportunities
for revenue generation or operating expense offsets
from City owned property.

Issue a Manager's Budget
Addenda
The MBA was released as part of the 2025-2026 budget
process.
6/1/2025 Complete

Page 28 of 39 ends

91 City
Council
Meeting
2025 OEDCA Proposed
Economic Strategy
Work Plan for
Fiscal Year 2025-
2026 and Fiscal
Year 2026-2027
See memorandums from:

Councilmember Campos:
https://sanjose.legistar.com/View.ashx?M=F&ID=139
35806&GUID=12610EA2-5DD3-4A6F-ACC6-
F4F6341BA7C8

Mayor, Vice Mayor Foley, Councilmembers Salas,
Mulcahy, and Casey:
https://sanjose.legistar.com/View.ashx?M=F&ID=139
34373&GUID=173190D8-2569-4B0F-9102-
B71E9DAF0B17

Mayor:
https://sanjose.legistar.com/View.ashx?M=F&ID=139
36983&GUID=CF5C3200-15BD-4749-8AE0-
D1C4742ABF0E

Work plan was approved by City Council on March 18, 2025.

The MBA was released and approved as part of the 2025-
2026 budget process.
6/30/2025 Complete

Page 29 of 39 ends

92 City
Council
Meeting
2025 OEDCA Berryessa Flea
Market Status
Report
The Berryessa Flea Market Status report was
accepted. 1. Request that staff complete an
assessment and report back to the council on the
potential timeline to release an RFP for affordable
housing on the Singleton site in accordance with the
Surplus Land Act.

And,1. Accept the report. 2. Report back through an
informational memorandum in Quarter 1 2026 on
findings and a more precise timeline of relocation.
a. Deliverables to include, but not be limited to:
i. Ongoing work through the Surplus Land Act.
ii. Developer Engagement.
iii. Further explore the viability of the recommended
sites.
iv. Updates on other potential partner agencies’
involvement

1. Including but not limited to continuing to engage
with VTA and BART on potential locations along their
right of way at the Berryessa BART station.
v. Identifying necessary interdepartmental
collaboration from other city
departments.

Informational memo to
City Council in Q1 2026.

Staff is having conversations with HCD to assess the
different pathways available to proceed in developing the Singleton property with affordable housing and an open air market that could relocate the Berryessa Flea Market
vendors.
3/30/2026 In
Progress
93 City
Council
Meeting
2025 OEDCA Amendment to
Chapter 13.16 of
Title 13 of the San
José Municipal
Code for
Entertainment
Zone Ordinance
Related to 2026
Sports Events
The amendment to Chapter 13.16. of Title 13 of the
San José Municipal Code was directed to return to
Council for approval on a later date.

And,

1. Create a new Entertainment Zone along the future
“Sharks Way” that connects the San Pedro, Little
Italy, and SAP Center Districts (Exhibit A).

2. Grant staff the ability to make administrative
amendments to the Entertainment Zone ordinance
when proposed changes enhance San Jose’s arts,
culture, and entertainment experience.

3. Return to the Community and Economic
Development Committee in March of 2026 with a
one-year report on the implementation and impact of
the Entertainment Zones.

And,

1. Approve staff’s memorandum with the following
modifications:
a. Create the following new Entertainment Zones - i.

Along Alum Rock Avenue, stretching from North 31st
Street to Silcreek Drive, and along North King Road,
between 18 North King Road and East San
Fernando Street. This zone will be located around
the future “La Avenida”Cultural District in East San
José (Exhibit A).

Ordinance updated,
outreach and training
conducted, administrative
documents (application,
webpage, guidelines,
toolkit) completed.

Entertainment Zone process and procedures under
development. First EZ event is being piloted in late August on Post Street. Upon testing of pilot events, procedures will be finalized and published in the Special Event Guidelines.

Due to the new CED schedule, this item will be presented on April 27, 2026 per the CED work plan.
4/27/2026 In
Progress

Page 30 of 39 ends

94 City
Council
Meeting
2021 PBCE Code Enforcement
Management
Controls Audit
Report (Massage
Program).

Direction:

1. Consult with an external human services agency
and other County and/or City agencies nearby that
perform similar functions to develop a training work
plan, for both Planning, Building, and Code
Enforcement and Police Departments, as part of the
Massage Program Procedures that are currently
being developed and referenced in the
Administration response for Recommendation #7 to
include:
a. Human trafficking shifting trends and patterns
b. Trauma informed approach
c. Red flags and protocol for referrals and reporting
suspected abuse

2. Reflect any procedural changes produced through
Massage Program Procedures to amend the Police
Department Duty Manual and align the open
recommendations of the Code Enforcement
Management Controls Audit Report with the action
items in the Gender Based Violence Response and
Strategy work plan, where appropriate.

3. Strengthen the City’s existing partnerships with
community advocate agencies, such as, Asian
Americans for Community Involvement’s Asian
Women’s Home, Community Solutions, Next Door
Solutions to Domestic Violence, and YWCA by
developing or expanding MOUs for referral and joint
response services to improve the response and
strategy to protect survivors of human/sex trafficking.

4. Decline to hire a consultant to revise the Code
Enforcement Officers ethics training.

5. Return to Council, either through an Information
Memo or report to a Council Committee with:
a. A report out on any cross-training that can be
introduced among inspectors and supervisors to help
close the backlog of inspections as noted on Page
50 of the audit.
b. A report out on performance targets introduced
into the cannabis and massage programs to help
supervisors monitor inspector workload and program
effectiveness as suggested on Page 42 of the audit.

6. Return to the Public Safety, Finance and Strategic
Services (PSFSS) committee by November with a
work plan to complete audit recommendation #3 per
the administration response and any incomplete
items from the 2017-2019 Personal Care Business
Compliance Initiative.

5. a. Issue info memo on
inspector cross-training.

Code Enforcement has implemented 18 of the 20
recommendations from the 21-04 audit item including
components of this referral item. Future refinement of these implementation will be assisted with the addition of a
Transformation Manager in Fall 2025. Code Enforcement
expects to provide an update on this item to NSE in April 2026.
6/30/2026 In
Progress

Page 31 of 39 ends

95 MBM 2024 PBCE Investments
Needed to Obtain
Timeframe for
Permit Approval
Provide an analysis of what investments are needed
in development services so that when an applicant
applies for a permit and their application is deemed
complete, they can get a reasonable timeframe of
when they will receive approvals.

When an application is
deemed complete, in a
Planning comment letter,
a reasonable timeline is
provided, caveated that
the applicant must
provided the necessary
revisions and documents
on time to meet the
timelines
Staff needs additional coordination between all partners on the expected timelines. This effort will tag along with the new report identified in the Focus Area project that will be reported to CED in December 2025. Full implementation of this items should be completed in early 2026.
6/30/2026 In
Progress
96 City
Council
Meeting
2024 PBCE Pleasant Hills Golf
Course Guiding
Principles
Memorandum from Mahan, Candelas, Ortiz, Foley,
and Jimenez:

Upon submittal of a completed application, the
Administration should consider:
a. Fiscal analysis of the impacts of various land uses
and densities on the site, specifically comparing
projected new General Fund revenue with the cost of
providing services to the site.
b. Analysis from the City Manager in coordination
with the City Attorney that outlines options for the
creation of a special assessment district, such as a
MelloRoos Community Facilities District or other
fiscal options, for this site and allowable uses of
related revenues, including ongoing city services and
maintenance of infrastructure.

Complete fiscal analysis
and analysis of special
assessment district.

The formal application was submitted by the applicant in May 2025. A consultant fiscal analysis has started and is targeted for completion by the end of 2025.
12/31/2025 In
Progress
97 City
Council
Meeting
2024 PBCE San José
Innovative Project
Pathway Program.

Memorandum from Mayor, Davis and Foley

https://sanjose.legistar.com/View.ashx?M=F&ID=133
95841&GUID=7968F9B4-055D-445D-9683-
32E259AEEA02

[Rules Committee referral 10/30/2024 - Item C.1]
Develop and publish
guidance on the
application process and
objective criteria for the
consideration of projects
utilizing the Pathways
Program, including an
early consideration of the
proposed project by the
City Council.

The department started the Innovative Project Pathway
Program bringing two projects to Council in 2025 for early consideration input.
6/30/2025 Complete
98 MBM 2024 PBCE Development
Services Fee
Calculator
Create a fee calculator that estimates an applicant's
cost of doing business with the city, starting with
high-impact permit types that facilitate job and
housing growth.

Published Public
calculator that any
member of the public can
use to get an estimate of
their fees for new
residential and
commercial
improvements.

Status is same from April, the target completion is end of December 2025 for the final phase of multifamily new
construction.
12/31/2025 In
Progress

Page 32 of 39 ends

99 City
Council
Meeting
2024 PBCE Cannabis
Regulation of
Tobacco Retailers
Status Report -
Vape and Smoke
Shops
a. Direct the Administration to amend Title 20 of the
SJMC to define and establish vape and smoke
shops as an enumerated use within the land use
tables for zoning districts and require a Conditional
Use Permit or other permit as appropriate to operate.

While completing this, analyze the feasibility of
placing a cap on Conditional Use Permits or other
permit for this use while staff works to develop either proposed new cost recovery fees and resources or
general funding streams and resources to build out a
program in either Code Enforcement or the Police
Department Division of Cannabis Regulation to
include regulating vape and smoke shops.
b. Return to the Public Safety, Finance, and
Strategic Support Committee by end of 2024 (or after
new year) with an update on these efforts.

Present amended SJMC
Title 20 land use
ordinance to City Council
for approval
N/A 12/31/2025 Defer
100 MBM 2024 PBCE Digital Wayfinding
Ordinance
Prioritize one-time resources to implement the digital
wayfinding ordinance update by the end of fiscal
year 2024-2025, and redirect resulting revenues into
event activation and destination marketing programs.

Ordinance update is
integrated into Wayfinding
Plan and presented to
CED.

Staff is exploring a model to update the code and install signs used in the City of San Diego that would involve
issuing a Request for Proposals (RFP) in partnership with the San José Downtown Association (or other similar entity), which may result in streamlining the process. If this model can be applied to San José, then staff will issue a new RFP and complete the process to select a firm to complete the environmental review and sign code work. This requires staff resources from the Office of Economic Development and
Cultural Affairs in addition to PBCE. The departments are currently collaborating to determine if this is a feasible path forward and to identify a project schedule.
6/30/2026 In
Progress
101 Rules 2025 PBCE Permit Fee
Payment Plan
Program for Small
Businesses
4/16 Rules Memo -- Direct the City Manager to
explore the creation of a permit fee payment plan
program for small businesses and return to the City
Council with recommendations.

TBD Initial discussions on program design have outline the large scope of the effort. The department will be adding a
Development Tracker to help implement this item. The
position will be starting in Fall 2025.
6/30/2026 In
Progress
102 Rules 2025 PBCE Temporary
Moratorium on
Smoke Shops
Direct the City Attorney and Planning, Building, and
Code Enforcement staff to draft an ordinance
enacting a temporary moratorium on approving and
establishing new smoke shops citywide, focusing on
addressing the overconcentration of such
businesses in neighborhoods such as East San
José.

Bring a proposed
moratorium ordinance to
City Council for
consideration no later than
October 2025
Expired Reg enforcement ride-alongs were provided to
media stations: ABC7 (7/16/25) and Univision (7/22/25) and Telemundo (scheduled 8/25/25) resulting in news stories.

Staff anticipate bringing a tobacco retail moratorium item to City Council 11/4/25.
12/1/2025 In
progress
103 City
Council
Meeting
2025 PBCE Proposed Scope of
Work for the Four-
Year Review of the
Envision San José
2024 General Plan

1. Approve the staff recommendations.

2. Direct the City Manager to prepare a
comprehensive public outreach program, led by the
Office of Racial and Social Equity and the Planning,
Building, and Code Enforcement Department, to
provide meaningful opportunities for residents and
community stakeholders to share input throughout
the Four-Year Review process.

The General Plan Four-Year review outreach plan has been posted on the City's website and initiatied with outreach to stakeholder groups.
9/30/2025 Complete

Page 33 of 39 ends

104 MBM 2025 PD Explore optimizing
the cadet spend.

Work with the department to explore optimizing the
cadet stipend, perhaps by allocating a portion of the
stipend towards college tuition assistance on the
condition of application to the Academy.

TBD The department has hired five part-time cadets and is in the process of uploading all five with the requisite that each be enrolled in college in pursuit of a career in law enforcement.

The cadets will work 19 hours a week for $19/hour. The department is in the process of writing a budget proposal to hire more cadets at the same rate.
6/30/2025 Complete
105 MBM 2025 PD Consider
eliminating
overtime units and
exploring new or
expanded
classifications.

Consider eliminating less impactful units to allow the
redeployment of officers toward more urgent needs,
explore new or expanded classifications, and other
actions to help us optimize service delivery, such as:
•Detention Service Officers: SJPD officers frequently
support the County Sheriff’s
Department by transporting arrested individuals to
jail or supervising them during a hospital stay. While
necessary, this process significantly burdens our
officers who spend upwards of three hours away
from patrol duties, often working overtime to
complete their duties and reports. Our Chief of Police
and City Manager have identified a potential fix that
can alleviate this strain and keep more officers on
patrol. The City Manager is directed to establish a
new classification for detention service officers who
will respond to the scene of arrest and transport
individuals to jail or supervise them in the hospital.
● Reserve Unit: Reserve officers have the same
talent and training as sworn officers, and can
exercise the same duties under law, making them
ideal to further expand patrol capacity by working
their own beat or post. When there is limited sworn
officer capacity to cover a full district, reserve officers should have the ability to fill this role. The City
Manager is directed to evaluate allowing reserve
officers to patrol their own beat.
● Rehired Retirees: Many of our retirees bring
valuable institutional knowledge,
mentorship, and connections within the law
enforcement community. The City Manager is
directed to evaluate how rehired retirees are
currently utilized within the department and identify
areas where their contributions can be expanded to
enhance operational effectiveness, cost savings, and
overall efficiency. Specifically, the City Manager
should explore leveraging rehired retirees to provide
visible police presence and respond to lower priority
calls in designated neighborhoods, looking to the
San Francisco Police Department’s Community
Ambassador Program as an example.

Complete a review of a
subset of classifications
and make
recommendations for new
or expanded
classifications.

Human Resources identified and vetted two new employee
classifications: Custody Transport Officer I (CTO I) and CTO II. HR and the department have developed job descriptions and requirements. The department is currently working on preliminary unit guidelines.
12/30/2025 In
Progress
106 MBM 2025 PD Evaluate pilot AI-
assisted
transcription for
body-worn
camera.

Evaluate the pilot's outcomes and determine whether
to continue to pursue AI-assisted transcription.

Evaluate existing pilot
program and make
recommendation for future
use.

Issues with the product were identified and SJPD is moving on from the pilot vendor. Although the pilot with that particular product was not successful, the department is committed to pursuing AI-assisted transcription. PD Systems Development is in process of identifying another
vendor/product with which to start a new pilot program. 6/30/2025 Complete

Page 34 of 39 ends

107 MBM 2025 PD Collaborate to
establish a data-
sharing agreement
for tracking and
reporting Prop 36
outcomes.

Collaborate with SJPD and the District Attorney’s
Office to establish a data sharing agreement for
tracking and publicly reporting Prop 36 sentencing
outcomes, net new treatment beds added through
Prop 1, CARE Court utilization, and repeat offender
releases.

Staff will engage County
partners in discussions to
develop tracking
strategies for Prop 36
implementation/outcomes.

PD and CMO staff have had discussions with the DA's office about a data sharing agreement for Prop 36 outcomes and are working on an MOU. Addtionally, the PD has sent a
proposal to County Counsel to expand the Letter of Intent between the department and Mission Street Recovery
Station to include most non-violent misdemeanors. The
department is waiting to hear back.
6/30/2026 In
Progress
108 JBM 2024 PD Hemp Regulation Direct the Department of Cannabis Regulations (DCR) bring the following items to a future PSFSS
Committee:
a. Banning the sale of chemically synthesized
hemp in the city of San José.
b. Requiring registration of industrial hemp
retailers.

Present a draft of a local
hemp ordinance banning
the sale of chemically
synthesized hemp.

Require industrial hemp
retails to register similarly
to Tobacco Retail
Licenses.

Presented a hemp regulation status report at the April
PSFSS Committee meeting. The report was accepted by the Committee and Code Enforcement provided an update on
the implementation of the Flavored Tobacco Ban and other program-related improvements at the Neighborhood Services and Education Committee in June 2025 and will include
hemp in their discussions around vape shops and smoke
shops at the next planning priority setting opportunity. 6/30/2025 Complete
109 JBM 2024 PD Cannabis
Business
Regulatory Fee
Program
The Division of Cannabis Regulation (DCR) is
directed to bring forward the following changes back
to Council in Fall 2024:
a. Revisions to Chapter 6.88 to remove all
regulations which are addressed by the State of
California, without changing:
i. The City Manager’s authority to issue
registrations and regulations;
ii. The limitation on sales to persons under the age of 21;
iii. The number of cannabis businesses permitted
in the city of San José.
b. Revisions to Chapter 6.88 to allow transfers of
Notice of Completed Registration.
c. Revisions to Chapter 6.88 to remove
requirement for fire alarms in retail only businesses.

Code revisions will be
proposed and alternatives
will be presented for City
Council Consideration
a - completed in June/August 2024
b - completed November 2024
c - completed August 2024
6/30/2025 Complete
110 MBM 2025 PD Explore and
allocate funding for
911 Call Center
dispatcher office
equipment.

Accelerate previously allocated funding as
appropriate to replace the 9-1-1 Call Center carpets,
office chairs, and other equipment as necessary.

Install the facility
improvements for carpets,
office chairs, and
equipment
New Computers and monitors are scoped and ready to
install. Carpet and new workstations are in design phase.

Improvements will begin in November 2025, with expected completion in early 2026.
6/30/2026 In
Progress
111 JBM 2025 PD MBA #11 –
Vanlording
Enforcement
Direct the City Manager to implement a one-year
pilot program leveraging existing resources to
provide reactive enforcement on the prohibition of
advertising vehicle rentals for habitation, as
described in Option 1 within this memorandum.

The department has written a training bulletin that describes the methods of reactive enforcement it will employ against vanlording and advertising rentals for habitation. The bulletin is awaiting approval at the CAO. The Neighborhood Quality of Life Unit is engaging in reactive enforcement of the new vanlording ordinance.
12/30/2025 In
Progress
112 City
Council
Meeting
2025 PD Code of Conduct
for Encampments
The City Manager is directed to track the
performance and implementation of the
Neighborhood Quality of Life Unit (PD)and the
Enhance Engagement Program (Housing), and staff
is to give an update to PSFSS before the March
2026 Budget Message.

Provide a report on
progress to PSFSS before
the March 2026 Budget
Message is released.

The PD and Housing will report on these programs at the February 2026 PSFSS Committee meeting.
3/1/2026 In
Progress
113 City
Council
Meeting
2023 PRNS BeautifySJ
Neighborhood
Blight Reduction
Direct staff to negotiate a memorandum of
understanding (MOU) between Valley Transportation
Authority (VTA) and the City to allow for City entry
upon VTA property and reimbursement for blight
Report back to Council
Committee and City
Council with findings.

The agreement between VTA and PRNS-BeautifySJ
Program was executed in April 2025.
6/30/2025 Complete

Page 35 of 39 ends

Status Report -
MOU with VTA
response and abatement and return to
Neighborhood Services and Education Committee
(NSE) in early spring 2024 and to Council by June
2024 with an update on negotiations.
114 JBM 2023 PRNS Commingled
Waste in Publicly
Maintained Waste
Receptacles
The City Manager is directed to allocate $64,000 in
one-time funding to PRNS from the ESR to produce
and attach signs to 1,000 waste bins within public
spaces. To reduce costs, PRNS staff will deploy the
new signs over the next several years, as waste bins
are replaced on the normal replacement schedule.

This investment will help raise awareness about the
City’s processing of trash and recycling in order to
reduce blight. (BD #3 Cohen)
Signs installed at 1,000
waste bins
Initial run of trash can stickers and signs in printing process.

PRNS began applications upon receipt.
9/30/2025 Complete
115 MBM 2024 PRNS Interagency
Agreements
(BeautifySJ) for
Escalated
Cleanups or
Abatements
Work directly with partner agencies, including
Caltrans, Valley Water and Valley Transportation
Authority, to amend existing or establish new
interagency agreements that allow the City to
conduct escalated clean-ups or abatements in a
timely manner on their properties. The City Manager
should prioritize securing a reasonable cost-sharing
framework between agencies and evaluate whether
additional BeautifySJ resources are needed to
implement our shared vision of a consistently clean
and safe city irrespective of who owns a given
parcel.

The continuation of
existing agreements with
the County, Caltrans, and
UPRR; updated the MOA
with Valley Water;
established agreement
with VTA
BeautifySJ Interjurisdictional Contracts
Caltrans Delegated Maintenance Agreement, expected to be executed in October 2025
Union Pacific Railroad Memorandum of Understanding
executed in 2020, ending in 2030

Santa Clara County Agreement For Homeless Encampment
Clean Up-Services, Executed in 2022, ending in 2027.

Santa Clara Valley Transportation Authority for Blight
Abatement and Reduction executed in 2025 and will
automatically renew nine times, each time for one additional year unless terminated by either party.
12/30/2025 In
Progress
116 MBM 2024 PRNS Children and
Youth Master Plan
Pilots in Poco
Way/Mayfair and
Seven
Trees/Santee
Communities
Explore the development of a budget and
implementation plan to pilot this work in Poco
Way/Mayfair and Seven Trees/Santee communities.

Develop a budget for FY
24-25, and implement
plan to launch
demonstration/pilot sites
in the Poco Way/Mayfair
and Seven Trees/Santee
communities.

Contracts with Catholic Charities (Seven Trees/Santee) and Somos Mayfair (Poco Way/Mayfair) are executed for the
implementation of the demonstration sites.
6/30/2025 Complete
117 JBM 2024 PRNS District 8 Open
Gym
As proposed by Councilmember Candelas, the City
Manager is directed to provide $22,460 in one-time
funding from the ESR to activate open gyms in at
least three high schools (Evergreen Valley High
School, Overfelt High School, and Silver Creek High
School) in District 8. (BD #48 Candelas)
PRNS secures rentals for
gym space through the
School District and
operates an open gym
program for students in
District 8 during the 24-25
school year.

Over a ten week span in the spring, the Saturday Night
Lights program served 220 middle and high school youth and was hailed a tremendous success.
https://abc7news.com/post/san-joses-saturday-night-lights- soccer-program-teens-hailed-success/16832468/
6/30/2025 Complete
118 JBM 2024 PRNS Restoring Viva
Parks and Viva
Calle
With the allocation of $336,599 to restore a bundle of
25 Viva Parks activations and 1 Viva Calle as
cornerstone events across our city, the City Manager
is directed to ensure 5 of the Viva Parks events are
held in District 8 and 5 of the events are held in
District 3, with the remaining 15 events equitably
distributed across the other 8 City Council Districts.
(BD #52 Candelas and BD #81 Torres)
25 events completed and
1 Viva CalleSJ. With 5 of
Viva Parks held in District
8 and 5 held in District 3,
while the remaining 15
events equitably
distributed across the
other 8 City Council
Districts
The restored Viva CalleSJ and Viva Parks events were held. 6/30/2025 Complete 119 JBM 2024 PRNS Concerts in La
Colina Park
Councilmember Batra has proposed hosting a new,
two-concert series in Blossom Valley at La Colina
Park. The City Manager is directed to allocate
Agreement executed and
funds transferred
CD10 directed PRNS staff to not move forward with concerts at La Colina Park and did not direct staff to utilize the allocated funds for BD #58.
9/30/2025 Complete

Page 36 of 39 ends

$14,640 in one-time funding from the ESR to
facilitate these live-music experiences. (BD #58
Batra)
120 JBM 2024 PRNS Clean Gateways
Program: Phase II
Allocation of $150,000 in one-time funding to
complete Phase 2 of the City’s Clean Gateways
program to significantly enhance 11 gateways in four
districts ringing our Downtown through murals,
boulders, mature tree and shrub plantings, and floral
art to inspire San José pride at the entry points of our city.

Implementation of the
approved blight reduction
and beautification plan for
the eleven (11) gateway
locations
BeautifySJ has completed all work related to the initial phase of implementation which includes plantings, cleanup,
encampment removal and installation of boulders at
designated sites prior to June 30, 2025. Phase II is ongoing maintenance for the Clean Gateway sites. BeautifySJ staff will continue to maintain the designated Gateway locations.

PRNS has secured a vendor for ongoing maintenance.
6/30/2025 Complete
121 JBM 2024 PRNS Gardner
Community Center
Defer activation of the Gardner Community Center
as included in the 2024-2025 Proposed Operating
Budget within the Parks, Recreation and
Neighborhood Services Department section of the
budget document and instead incorporate activation
of the Gardner Community Center into the
Neighborhood Center Partner Program. MBA #12
Through an Request for
Proposal (RFQ), PRNS
identifies a service
provider to facilitate public
recreation and community
services out of the
Gardner Community
Center.

The RFP closed on August 5, 2025 and we are currently in the evaluation phase. PRNS is on track to execute a contract in Winter 2025 with a goal of center activation and
programming to begin in January 2026. Because of ongoing contract negotiations, the target date of completion has been moved to 1/31/26.
1/31/2026 In
Progress
122 JBM 2024 PRNS Rental Fee Waiver
for Local Little
League
Organizations
The City Manager is directed to provide one-time
grants from the ESR to the following organization:
$10,000 to waive field rental fees for the East Hills
Little League, Evergreen Little League and East
Valley Softball. (BD #53 Candelas)
All funds are processed as
field reservations are
requested
PRNS rebudgeted the remaining $1,877 in funding, which is available for the leagues to use to offset field reservation fees in 2025-2026.
6/30/2025 In
Progress
123 MBM 2025 PRNS Negotiate
Delegated
Maintenance
Agreement with
Caltrans,
contingent on SB
569 passage.

If SB 569 passes, immediately negotiate a Delegated
Maintenance Agreement in which Caltrans
reimburses the City for abatement costs along State
right-of-way. Pursue pilot should SB 569 fail to pass
this year.

Execute a DMA with
Caltrans
See Interagency Agreements (BeautifySJ) for Escalated
Cleanups or Abatements.
10/31/2025 Complete
124 City
Council
Meeting
2025 PRNS Access to and Use
of Neighborhood
Blight Programs by
Traditionally
Marginalized
Communities Audit
Report.

Direct the City Manager to prepare a Manager’s
Budget Addendum outlining additional funding
needed for a potential geographically-focused
education, outreach, and enforcement pilot to
address systemic blight in heavily-impacted,
historically disadvantaged neighborhoods in the City.

Responsive MBA
published as part of the
2025-2026 Budget
process
Responsive MBA published as part of the 2025-2026 Budget process
5/1/2025 Complete
125 City
Council
Meeting
2024 PRNS PDC21-035, PT22-
003, PD22-002 &
ER21-284 –
Planned
Development
Rezoning, a
Vesting Tentative
Map, and a
Planned
Development
Permit on Certain
Real Property
Located at 0 Seely
Avenue.

Memorandum from Cohen

3. Encourage continued robust discussion regarding
design of the park and how to make sure the park is
designed in such a way as to pay tribute to the
history of the Eiichi Sakauye family farm, his
internment during WWII and his leadership in the
San Jose community.

Approval of Parkland
Agreement at City
Council.

Parkland agreement approved on 4/29/2025 6/30/2025 Complete

Page 37 of 39 ends

126 MBM 2024 PRNS Clean Gateways
Sponsorship
Explore additional partnership opportunities with
private companies and community groups interested
in sponsoring a Clean Gateway with financial and/or
volunteer support with a goal of sustainably keeping
each of our 11 initial gateways well-maintained.

Meetings with key
partners to seek funding
or design support for
gateway locations
PRNS-BeautifySJ is working with the City Managers Office and Mayor's Office on next steps for developing sponsorship opportunities for external partners, private businesses and community groups.
6/30/2026 In
Progress
127 JBM 2025 PRNS Illegal Dumping
and Graffiti
Hotspots
The City Manager is directed to work with Council
Offices to identify dumping and graffiti hotspot
locations for ALPR deployment.

Deployment of ALPRs in
priority locations identified
with Council Offices
The City Manager's Office has established a multi-
department and external agency Blight Enforcement Working Group that will be developing a process to assess how many ALPRs can be deployed to graffiti and illegal dumping hot spot areas for graffiti and illegal dumping enforcement. BSJ has deployed 6 sets of cameras (12 cameras total) in 6 high priority areas that will be rotated every six months based on work order requests and Council Office input
12/31/2025 In
Progress
128 JBM 2025 PRNS Plaza de Cesar
Chavez (Establish
Future
Conservancy)
While the infrastructure improvements in Plaza de
Cesar Chavez progress, the City Manager is directed
to issue an RFP to establish a future conservancy.

PRNS staff issue RFP and
determine if there is an
appropriate business
model proposed.

PRNS is in the process of executing two other major RFPs; this RFP will be issued next in the work plan. Staff anticipate a completion by June 2026.
6/30/2026 Not
Started
129 City
Council
Meeting
2022 PW McKee Road
Vision Zero Safety
Improvement
Project
Direction to:

Follow-up and provide information on the
Disadvantaged Business Enterprises process
requirements
This will be complete
when staff has provided
the Mayor and City
Council with a more
detailed description of the
evaluation process for
determining good faith
efforts for inclusion of
DBEs on Caltrans
projects. This more
detailed description will be
provided as part of an
information memorandum.

Informational memorandum is in progress and expected to be completed by end of October 2025
10/31/2025 In
Progress
130 JBM 2024 PW Safety Placards to
Reduce Human
Trafficking and
Gender Violence
In an effort to provide more support to victims of sex
trafficking and domestic violence, Councilmember
Doan proposed installing signage across bathrooms
in City Hall, sports and park facilities, City-owned
public transit hubs, and public libraries with
resources for assistance in English, Spanish, and
Vietnamese. The City Manager is directed to allocate
one-time funding in the amount of $25,000 for this
initiative from the ESR. (BD #5 Doan)
Due to limited budget
allocation, completion will
be gauged by the
installation of new non-
permanent translated
signage regarding
resources associated with
sex trafficking and
domestic violence within
all restrooms at City Hall,
sports and park facilities,
and libraries, and
coordination with VTA for
signage at public transit
hubs. Signage will be
replaced as needed and
permanent signage will be
installed as more budget
becomes available.

Funding was expended by June 2025. PW printed, framed
and installed over 100 signs in coordination with the
SBCEHT for the content.

Not every City-owned facility was able to be covered with this limited funding by as work orders are brought forward for any repair/maintenance work PW will incorporate the new signs for installation in the quote shared with partner departments. 6/30/2025 Complete

Page 38 of 39 ends

131 Commit
-tee
Meeting
2024 PW Janet Gray Hayes
Rotunda Naming

1. In celebration of the 50th anniversary of the
November 1974 election of Janet Gray Hayes as the
first female mayor of San Jose and the first female
mayor of a major American city, and in honor of her
accomplishments and contributions to San Jose,
name the City Hall Rotunda the
Janet Gray Hayes Rotunda.
a. Add the name to the wayfinding signs in the Civic
Center Plaza and Facilities.
b. Affix the name "Janet Gray Hayes Rotunda" and
one of her Alexander Calder logos, if approved by
the artist's foundation, inside the rotunda and the
outside the rotunda in the areas noted in the
attached photos.
c. Permit the installation of a memorial plaque in
honor of Janet Gray Hayes inside the Rotunda.
d. Direct staff to report back in 30 days with the cost of installing the lettering and logo, signage, and
plaque with a budget recommendation on source of
funding.

2. In celebration of the approaching 50th anniversary
of the 1978 voter approval of district elections in San Jose, approve the use of wall space inside the
rotunda for a rotating photographic exhibition of
neighborhoods from each of the council districts in
San Jose and the installation of a plaque regarding
the creation of district elections.

Full procurement and
installation of interior
signage, exterior signage,
dedication plaque inside
the Rotunda, revised
wayfinding signage
throughout the City Hall
plaza, and annual rotation
of neighborhood
photographs for all City
Council Districts.

Procurement and installation of interior signage, exterior signage and dedication plaque inside the Rotund have all been completed.

Revised wayfinding signage throughout the City Hall plaza is in progress, and will be incorporated into a larger wayfinding signage update project that is underway.

Annual rotation of neighborhood photographs for all Council Districts is being led by OEDCA.
10/31/2025 In
progress
132 MBM 2025 PW Prepare an MBA to
scale up TNR and
restore community
spay and neuter
services.

Prepare an MBA that evaluates options to redeploy
existing resources to significantly scale up the
weekly volume of TNRs and restore community spay
and neuter services.

MBA will be published
during FY 2025-2026
budget process.

MBA was submitted for consideration in June for the FY
2025-2026 Budget process.
6/1/2025 Complete
133 City
Council
Meeting
2024 PW San José Animal
Care and Services
Audit Report.

Memorandum from Mahan, Kamei, Ortiz, and Doan

1. If additional resources are needed to complete the
audit recommendations that staff yellow-lit by
December 31, 2025, bring forward a respective
budget proposal or Manager’s Budget Addendum
during the Fiscal Year 2025-2026 Budget process for
Council’s consideration.

2. Report to the Neighborhood Services and
Education Committee (NSE) by May 2025 on: a.

Progress towards implementing the audit
recommendations; b. An updated timeline and
associated work plan for completing any outstanding
audit recommendations; c. Progress towards
increasing trap-neuter-return (TNR) services to
operate five days per week, as directed in the
Mayor’s March Budget Message for Fiscal Year
2024-2025; and d. A work plan for providing publicly
available, low-cost spay/neuter services for owned
pets with a focus on prioritizing services for lower-
income zip codes.

Return to NSE by May 8,
2025
Both the MBA for additional resources and the report out to NSE were completed in May as directed.
6/1/2025 Complete

Page 39 of 39 ends

134 City
Council
Meeting
2024 PW San José Animal
Care and Services
Audit Report.

Memorandum from Mahan, Kamei, Ortiz, and Doan

3. Convene rescue groups to identify a partner or
partners who can commit to diverting a certain
number of animals per year from the shelter at an
agreed upon cost.

4. Direct the Finance Department and City Attorney’s
Office to prioritize supporting SJACS in issuing an
RFP to contract with private providers for spay and
neuter services.

5. Solicit input on implementing Recommendation #4
from rescue partners who specialize in neonatal care
for kittens.

6. Remove the $50 fee currently charged by SJACS
to rescue partners for submitting their registration
forms. – Motion included to set the fee to $0
A report will be provided
at December 2025 NSE in
the ACS Annual Report.

An informational memorandum (because we are going to
NSE in October) will be submitted to the CMO in December 2025 to report out on items 3 through 6.
12/31/2025 In
Progress
135 JBM 2025 PW San José Animal
Care and Services
MBA #24 identifies a shortage of Registered
Veterinary Technicians (RVTs) and part-time
veterinarians as the primary barrier to restoring TNR
services to five days per week. Therefore, the City
Manager is directed to work with SJACS
management and the Human Resources Department
to prioritize filling RVT and part-time veterinarian
roles.

Fill all AHA/AHT and
veterinarian positions.

Social media posts were used and language provided to City Council offices for inclusion in their newsletters.

As of 10/07/25 all part time veterinarian positions have been filled and all full time AHA/AHT positions have been filled. Of the qualified AHA, all but 2 have achieved their RVT
certification and those two are taking their exam in October.

N/A Complete
136 JBM 2025 PW San José Animal
Care and Services
Additionally, to improve accountability for restoring
these key services, the City Manager is directed to
update the SJACS “Operations Dashboard” to
include monthly metrics for: 1) TNR surgeries
performed by SJACS staff, 2) spay/neuter surgeries
for both dogs and cats performed by contracted
vendors, 3) in-house spay/neuter surgeries for both
dogs and cats performed by SJACS staff, and 4)
spay/neuter surgeries for owned pets performed by
SJACS staff.

Posting monthly surgery
numbers on the ACS
website until a dashboard
has been developed to
automatically and posted
adjacent to the other
population dashboards. -
Mayor's office indicated
this meets their direction
The needed reports have been published as of 10/06/25.
https://www.sanjoseca.gov/your-government/departments-
offices/animal-care-services/acs-public-reporting#!/
N/A Complete

San Jose City CouncilNovember 4, 2025

San Jose City Council
November 4, 2025