Item D2: City Council Focus Area Status
Report: Cleaning Up Our Neighborhoods
Neighborhood Services and Education Committee
December 11, 2025
City of San José
City Manager’s Office
Angel Rios, Deputy City Manager
Jon Cicirelli, Director, Parks, Recreation and Neighborhood Services Rachel Roberts, Deputy Director, Planning, Building and Code Enforcement Valerie Osmond, Deputy Director, Environmental Services Brandon Sanchez, Deputy Chief, Police Department
1 Cleaning Up Our
Neighborhoods Focus
Area
2 Execution as Learning
0%
10%
20%
30%
40%
50%
60%
70%
80%
Q1
FY24
Q2
FY24
Q3
FY24
Q4
FY24
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY25
Q1
FY26
Resident Cleanliness Perception
% of residents rating San José as "very clean" or
"somewhat clean"
City Cleanliness Perception
Neighborhood Cleanliness Perception
Downtown Safety Perception
What’s going well. As of September 2025, 73%
of San José residents reported that their
neighborhood was clean or very clean, 48% that
the City was clean or very clean, and 33% that
Downtown was clean or very clean, compared
with 67%, 33%, and 24% respectively in Q1
2024.
Main Challenges Moving Forward. Increasing
case volumes, expanding scope, and static
staffing for general funded positions stretches
Code Enforcement’s ability to resolve complaints
quickly. Volumes of graffiti eradicated and illegal
dumping collected have increased steadily over
time.
San Jose Residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal
Context Indicator
Cleaning Up Our Neighborhoods Focus Area
3 City: +14% YoY
Neighborhood: +7% YoY
Downtown: +6% YoY
Problem 1. Blight on Private Property.
Code Enforcement completed an
Operational Assessment in FY 2024-
2025 that made recommendations
for operational improvements.
Code Enforcement capacity has been
stretched with increasing case
volumes, expanding scope, and static
staffing.
Implementing recommendations
from that assessment is a major
focus in this fiscal year.
Context
San Jose Residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal
Cleaning Up Our Neighborhoods Focus Area
4 0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000 Active Caseload
Fiscal Year
Code Enforcement Active Caseload, 2015-
2016 to 2024-2025
Active Caseload
0 200
400
600
800
1000
1200
1400
1600
1800 Cases
General Code Cases by Stage,
Q1 2025-2026
Cleaning Up Our Neighborhoods Focus Area
5 # Goal Expected Result Status Update
The Code Enforcement Division of the Department of Planning, Building and Code Enforcement (PBCE) commenced the Chronic Offender Resolution and Enforcement Pilot in October 2025. The purpose of this pilot is to provide escalated enforcement for property owners with repeated code violations. Implementation of this pilot involves evaluating cases as they are received to identify cases that meet the pilot criteria and would benefit from enhanced enforcement.
The CORE Pilot Program will
expedite enforcement against
properties with a history of chronic or
significant repeated violations
ensuring properties come into
compliance more rapidly and are
maintained in compliance.
Implement Chronic Offender
Resolution and Enforcement Pilot
Program beginning in October
2025 and evaluate efficacy and
report to the NSE Committee in
April 2026.
1.1 In September of 2025 the Code Enforcement Division completed a revision of the Escalating Enforcement Policy in the PBCE Operating Policy and Procedure Manual. The purpose of the revision is to make clear the timeline expectations, at each enforcement step, for issuance of the enforcement action, the responsible party’s compliance, and follow-up actions from Code Enforcement staff. Code Enforcement staff has been trained on the revised policy and as a next step will evaluate the efficacy of this approach in improving case resolution timelines. Early results are showing that cases are progressing through the enforcement process when comparing current and previous year Q1 data.
Policy will standardize compliance
timelines and set clear expectations
for escalating enforcement resulting
in more consistency, efficiency, and
timely resolution of cases.
Implement Escalated Enforcement
Policy beginning in September
2025. Evaluate efficacy and report
on progress to the NSE Committee
in April 2026.
1.2 Due to the age of the current system, staff has encountered additional challenges in implementing a new system. Challenges include data problems in the current system and a more labor-intensive requirement gathering process than anticipated. Staff is working with the vendor to create an updated project scope and timeline. The CODE X project manager was added to Code Enforcement’s SCRUM team and the project is using RACI matrix to make decisions about the project.
CodeX System will make
management of code enforcement
cases more efficient and effective,
resulting in more effective
prioritization of cases and more
rapid case resolution, and
substantially increase Code
Enforcements ability to use data
analytics to improve service
delivery.
Implement Phase 1 of CodeX, the
updated Code Enforcement case
management system, by June
2026 and report out on progress at
the NSE Committee in June 2026.
1.3 Problem 1. Blight on Private Property.
Cleaning Up Our Neighborhoods Focus Area
6 # Goal Expected Result Status Update
Staff has initiated the fee study work with the consultant.
The target date for return to City Council has shifted from February to May 2025, due to the timeline for securing
funding for the contract and additional staff work that will be needed after the report is complete due to final contract scope.
Recommendations from the consultant study will
provide options for the City to more effectively
achieve compliance.
Raise the maximum administrative fine by
August 2025 and complete a Fine Study and
bring forward for City Council consideration
by February 2026.
1.4 Staff continues to lead the monthly interdepartmental working group on high-priority problem properties and
participates in the Mayor’s Monthly Downtown Safety &
Security Committee. Through this collaboration, the scope of work has expanded beyond vacant buildings and
storefronts to include late-night activity, unlicensed smoke shops, and other emerging downtown issues. These
partnerships have enabled faster enforcement actions,
stronger evidence gathering, quicker decision-making, and timely litigation when needed.
Enhanced inter-departmental coordination will
result in more effective enforcement against
problem properties in the Downtown.
Continue to implement monthly meetings of
the Downtown Enhanced Vacant Building
and Storefront Working Group to coordinate
enforcement against blighted properties in
the Downtown and report to the NSE
Committee in April 2026 on progress
bringing vacant buildings into compliance.
1.5 Problem 1. Blight on Private Property.
Problem 2. Graffiti.
BSJ removes graffiti quickly
and effectively.
Context
San Jose Residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal
Cleaning Up Our Neighborhoods Focus Area
7 Despite an effective removal
program, the volume of graffiti
has grown steadily over the
past ten years.
We need to deter taggers from
making graffiti in the first
place.
0 500000
1000000
1500000
2000000
2500000
3000000
3500000
Square Feet of Graffiti Removed
0 100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
24-25 Q1 24-25 Q2 24-25 Q3 24-25 Q4 25-26 Q1
Square footage of graffiti removed
Cleaning Up Our Neighborhoods Focus Area
8 # Goal Expected Result Status Update
The Police Department continues to allocate investigative resources toward cases involving prolific taggers. This work remains productive. Officers have arrested seven active taggers this fiscal year, including several individuals responsible for extensive damage across multiple neighborhoods. The Department has also expanded its prevention and diversion efforts. SJPD provided training to BeautifySJ Staff, SJYEA and PRNS Youth Intervention Services staff on the identification and documentation of gang-related graffiti.
This training strengthens early recognition, supports safer interventions, and improves information-sharing across City partners.
Enforcement against prolific taggers will
reduce graffiti from prolific taggers and
generally deter graffiti.
Implement a graffiti enforcement program.
Evaluate effectiveness and report to NSE
Committee in August 2026.
2.1 Problem 2. Graffiti.
Problem 3. Illegal Dumping. Context
San Jose Residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal
Cleaning Up Our Neighborhoods Focus Area
9 Though successful so far,
continuing to scale illegal
dumping collection is not
sustainable.
Investments in BSJ have
resulted in increase in illegal
dumping collection
We need to reduce the level
of illegal dumping and
optimize operations to
handle the high volume.
0 1000
2000
3000
4000
5000
6000
20-21 21-22 22-23 23-24 24-25
RAPID Tonnage Collected, FY 20-21 –
FY 24-25
Tonnage
0 200
400
600
800
1,000
1,200
1,400
1,600
24-25 Q1 24-25 Q2 24-25 Q3 24-25 Q4 25-26 Q1
Illegal Dumping Tonnage Collected
FY 24-25 Q1 – 25-26 Q1
Cleaning Up Our Neighborhoods Focus Area
10 # Goal Expected Result Status Update
Led by BeautifySJ in partnership with PBCE and the Police Department, staff continues to address chronic dumping activity through enhanced coordination on enforcement.
BeautifySJ and SJPD have initiated data sharing and collaboration on the deployment and use of Automated License Plate Readers (ALPR). In addition, BeautifySJ staff and SJPD camera and operations teams have begun holding regular coordination meetings to review illegal dumping cases and identify those with sufficient evidence for enforcement action.
BeautifySJ is working with the City’s Information Technology Department to assess staff access to Real Time Intelligence Center live camera feeds at select illegal dumping locations. Similar efforts are underway to increase access to ALPR data and BSJ’s illegal dumping and graffiti camera systems. During Quarter 1 of FY 2025–2026, BSJ identified 73 illegal dumping cases with sufficient evidence to refer to Code Enforcement for followup. These referrals resulted in 18 warning letters being issued and 17 citations. Twenty-six cases were unable to proceed due to insufficient evidence, and 12 cases remain pending.
Enforcing against illegal
dumpers will deter future illegal
dumping and reduce illegal
dumping tonnage collected over
time.
Implement a coordinated
illegal dumping enforcement
strategy, including (1) use of
BeautifySJ cameras, (2) use
of Police Department
cameras, and (3) vehicle
seizures. Evaluate
effectiveness and report to
the NSE Committee in
August 2026.
3.1 Problem 3. Illegal Dumping.
Cleaning Up Our Neighborhoods Focus Area
11 # Goal Expected Result Status Update
BeautifySJ has doubled the number of presentations to associations and leadership groups (24) and doubled the number of schools engaged in environmental stewardship education and action around litter and illegal dumping (6). Staff is now developing consistent outreach plans for neighborhoods with high rates of illegal dumping and high move-in/move out rates (i.e. the area around SJSU with many students moving in and out). This work will continue through Q3.
By educating the public
about the impact of illegal
dumping and options for
legal disposal of trash,
illegal dumping will be
reduced, and trash disposal
will be diverted to legal
means.
Implement an illegal dumping
education strategy aimed at deterring
illegal dumping, including (1)
engagement with neighborhood
associations, (2) school presentations
and (3) a marketing campaign.
Evaluate effectiveness and report to
the NSE Committee in August 2026.
3.2 Staff in the Environmental Services Department has worked with the City’s multifamily hauler to improve usage of the Junk Pickup Program for multifamily residences, focusing on areas with significant illegal dumping. Strategies include proactive outreach and collaboration with multifamily property managers to schedule cleanout events for the residents. This approach appears
to have yielded results, with
average monthly tons increasing
from 174.97 in FY 24-25 to 220.35
in the first quarter of FY 25-26,
a 26% increase.
Strategies will improve
utilization of Junk Pickup,
thus diverting illegal
dumping into a legal trash
disposal method.
Implement strategies to improve Junk
Pickup usage, including (1) 311
process improvements, (2) hauler
outreach and coordination with
multifamily complexes and (3)
identification of potential service
model improvements for the next solid
waste contract. Evaluate effectiveness
and report to NSE Committee in June
2026.
3.3 Problem 3. Illegal Dumping.
0 100
200
300
July August September
Tons Collected Through the Free Junk
Pickup Program from Multifamily
Residences
2024
2025
Cleaning Up Our Neighborhoods Focus Area
12 # Goal Expected Result Status Update
Initial assessments of the BeautifySJ Program indicate that there are potential efficiency improvements for trash hauling. BSJ staff is exploring ways to maintain current service levels, at reduced cost, by optimizing the allocation of resources (in-house, contractual and equipment) across BSJ sub-programs to better match the volume, complexity, and trends of the workload. Utilizing in-house staff, particularly where the cost per ton of trash off-haul can be done less expensively, is being explored By implementing process
improvements, the City will be able to
continue process high volumes of
illegal dumping, encampment trash,
and trash from neighborhood volunteer
events more efficiently with the goal of
reducing the overall cost of trash offhaul and program management.
Develop budget proposals for revised
trash disposal procedures and service
efficiency improvements that will
prevent the City’s service yards from
reaching capacity. Develop and submit
proposals by March 2026.
3.4 Code Enforcement conducted an Abandoned Shopping Cart Pilot Program from August 14 through November 14, 2025. The pilot collected 734 shopping carts within two pilot areas during the time period. Staff will return to Council with a proposed work plan on December 16. The Council item was delayed from November to December 2025 due to the timing of the Governor’s approval of State legislation on shopping carts, which is key to setting the City’s strategy on this matter.
The shopping cart collection pilot will
aid the City in developing a permanent
shopping cart collection model, which
will make the City more effective at
retrieving shopping carts.
Conduct a pilot program for a dedicated
service to collect shopping carts,
evaluate pilot and recommend a
permanent service model to the City
Council by November 2025.
3.5 Problem 3. Illegal Dumping.
What’s Next?
Focus Areas and the
FY 2026-2027 Budget
Process
13 What’s Next?
Focus Areas and the FY 2026-2027 Budget Process
January
Embedding Focus Area discussion into the Budget Process to ensure co-creation of strategies aimed to meet our Long-Term Goals Mayor’s March Message. Direction given through the Message will inform exploration/scoping of future focus area
work, that may include problem areas or
specific change initiatives for FY 2026-2027.
Any contemplated changes for the following
fiscal year should be explored in this context.
City Manager’s Proposed Budget. The Administration may propose change initiatives for FY 2026-2027, stemming from
learnings derived from current year’s
execution.
February March
April May June
June Budget Message. Through the adoption of the June Budget Message, the City Council will formally adopt
the Focus Area workplans for FY 2026-2027.
Priority Setting.
Staff will embed Focus Areas into the 2026-
2027 Preliminary General Fund Forecast and
Budget Priorities Study Session to cultivate a
discussion that supports the City Council
articulating its priorities (given budget
constraints and required reductions) in
advance of the Mayor’s March Message.
Budget Study Session. The Administration will embed Focus Area learnings into a Budget Study Session; this
will include recommended changes to the
following year’s Focus Area work.
Manager’s Budget Addendum (MBA). The Administration will publish an MBA that summarizes all feedback/ideas contemplated
through the budget process and establishes a
recommended path for FY 2026-2027.