(d)3: City Council Focus Area Status
Report: Cleaning Up Our
Neighborhoods
Neighborhood Services and Education Committee
June 11, 2026
City of San José
City Manager’s Office
Angel Rios, Deputy City Manager, City Manager’s Office
Rachel Roberts, Deputy Director, Planning, Building, and Code Enforcement Anthony Kilmer, Lieutenant, Police Department
Olympia Williams, Deputy Director, Parks, Recreation and Neighborhood Services Dan North, Senior Program Manager, Environmental Services Department Focus Area Background
Agenda
1 2
3 Execution as Learning – Focus Area Portfolio Update
Next Steps
2 3
Focus
Areas (5)
Core Services (74)
Budget Programs (259)
Complex long-term
initiatives requiring
significant staff
capacity and crossdepartment
coordination
Services that the
City routinely
delivers and
Departments largely
manage
independently
Focus Areas
An Opportunity to Evolve
We are cultivating an organizational mindset
of learning and continuous improvement that
will drive results for our community
While data support storytelling, numbers alone do not show progress and require context setting
Learning in public builds trust and accountability
Retrospection contributes to learning and understanding Progress requires humility, iteration, and commitment 4 Focus Areas
Philosophy and Principles
Cleaning Up Our
Neighborhoods
5 Q3 Portfolio Retrospective
0%
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Q1
FY24
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FY25
Q2
FY25
Q3
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Q4
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Q1
FY26
Q2
FY26
Q3
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 Q3 2026, 77% of San
José residents reported that their neighborhood
was clean or very clean, 54% that the City was
clean or very clean, and 36% 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
6 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
7 0
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5000 15-16 16-17 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 Active Caseload Fiscal Year
Code Enforcement Active
Caseload, 2015-2016 to 2024-
2025
Active…
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FY26
Chart Title
Pre-Investigation Investigation
Enforcement Appeals Hearing Board
Compliance
Cleaning Up Our Neighborhoods Focus Area
8 # Goal Expected Result Status Update
The pilot program was launched in March 2026 and is currently being implemented. Through Manager’s Budget Addendum (MBA) #8, which recommends focus areas goals for the 2026-2027 fiscal year, staff has proposed that this goal be continued into the next fiscal year, with completion of the pilot by September 2026 and evaluation by December 2026.
The CORE Pilot Program will Yellow
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 Policy revisions were completed in September 2025 and are currently being implemented. Since implementation, FY 2025–26 data shows more cases advancing to the next enforcement milestone compared to FY 2024–25, including increases of 30% at the Citation stage, 11% at the Compliance Order stage, and 30% at the Appeals Hearing Board stage.
Policy will standardize compliance Complete
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 unanticipated delays in the CodeX project staff is currently reevaluating the project plan and developing a revised project approach and timeline.
CodeX System will make Yellow
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
9 # Goal Expected Result Status Update
Consultant study has been completed, but additional staff work is needed to develop recommendations for specific fine amounts, which would then be brought forward to the City Council. MBA #8 recommends setting fine revisions as a goal in the next fiscal year, with recommendations to City Council targeted for Fall 2026.
Recommendations from the Yellow
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 The Working Group strengthened interdepartmental coordination and communication to address the Downtown's most blighted, chronically vacant, and nuisance properties. Code Enforcement expanded its use of administrative and legal enforcement tools in coordination with CAO including receiverships and nuisance litigation. Actively monitored 58 Downtown properties.
Enhanced inter-departmental Green
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
10 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
0 200,000
400,000
600,000
800,000
1,000,000
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY25
Q1
FY26
Q2
FY26
Q3
FY26
Square Footage of Graffiti Removed
by Quarter
5.1 Suqare Footage of Graffiti Removed by Quarter
Cleaning Up Our Neighborhoods Focus Area
11 # Goal Expected Result Status Update
During Q3, the SJPD Graffiti unit consisted of two
temporarily assigned detectives who investigation graffiti related crimes. The majority of leads originated by proactively monitoring the 311 APP. Effective May of 2026 the detectives were reassigned to the patrol division. The detectives were removed from caseload approximately one month prior to their rotation to allow for administrative catch up. The detectives investigated fourteen (14) cases resulting in approximately 60 search warrants for records and data. Two search and apprehension warrant
operations were initiated resulting in two arrests. One subject arrested was a repeat offender (arrested in January) for an approximately thirty new crimes.
Effective May 9th, there are no longer be detectives assigned to graffiti detail.
Enforcement against prolific taggers Green
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
12 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
Illegal Dumping Tonage Collected,
FY 20-21 – FY 24-25
Tonnage
0 200
400
600
800
1,000
1,200
1,400
1,600
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY25
Q1
FY26
Q2
FY26
Q3
FY26
Illegal Dumping Tonnage Collected
by Quarter
6.1 Illegal Dumping Tonnage Collected by
Quarter
Cleaning Up Our Neighborhoods Focus Area
13 # Goal Expected Result Status Update
• Strengthened partnership between BSJ and SJPD RTIC; 112 illegal dumping cases referred for enforcement action this fiscal year.
• For this fiscal year, issued 18 warning letters and 16 citations; additional cases remain under investigation.
• Advancing citywide camera technology strategy and pursuing vehicle seizure authority to increase deterrence and accountability for illegal dumping offenders.
Enforcing against illegal Green
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
14 # Goal Expected Result Status Update
• Conducted targeted outreach in illegal dumping hot spots through neighborhood associations, door hangers, resident education, and Junk Pickup promotion. • Expanded Environmental Stewardship education to 6 schools in 5 Council Districts, teaching youth about litter prevention and neighborhood stewardship. • Coordinated outreach efforts across departments to improve effectiveness and reduce duplication; broader advertising campaign deferred due to cost-control measures.
By educating the public Green
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 • Worked with the City's contracted multifamily junk pickup hauler in to increase proactive outreach to property managers. Email and phone outreach are being used to promote the junk pickup program and increase participation. • Tonnages collected by the multifamily junk pickup program are up 31% over the same time period last year.
• IWM has a Community Activity Specialist position that has recently begun supporting multifamily junk pickup outreach. The Community Activity Specialist meets with property managers to assess solid waste program needs, and promote use of the junk pickup program. Site visits commenced in May 2026. • Learning outcomes from the Community Activity Specialist's site visits will help inform potential service model improvements in the next solid waste contract cycle. • IWM is working with the City's customer experience team to implement further program enhancements. These include updated and streamlined email templates sent to residents, updated setout instructions, and a new dashboard to track performance. Further program enhancements with the 311 team will commence in Fy26-27.
Strategies will improve Green
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.
Cleaning Up Our Neighborhoods Focus Area
15 # Goal Expected Result Status Update
The BeautifySJ Optimization Plan is included in the FY 2026–2027 Proposed Operating Budget. The plan is designed to address the growing volume and complexity of blight-related challenges while positioning BeautifySJ for long-term sustainability. Through operational efficiencies and strategic resource alignment, the Optimization Plan will expand the program’s focus beyond high-volume trash removal to include comprehensive blight reduction, neighborhood and public space beautification, neighborhood engagement, and encampment management. This approach will enable BeautifySJ to preserve recent progress, enhance neighborhood livability, and deliver a more balanced and proactive service model citywide.
By implementing process Complete
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 Conducted a three-month pilot program (August–November 2025) in two hotspot areas, addressing 734 abandoned shopping carts.
Improved operational processes, enhanced data collection and tracking, and identified key insights regarding proactive enforcement, operational challenges, and cart hotspot locations to inform program management and enforcement. Provided a recommendation on a permanent service model to the City Council in December 2025.
The shopping cart collection pilot will Complete
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
16 What’s Next?
Focus Areas and the FY 2026-2027 Budget Process
Embedding Focus Area discussion into the Budget Process to ensure co-creation of strategies aimed to meet our Long-Term Goals 17 Now
• Manager’s Budget Addendum. The Administration published an MBA that establishes a recommendeded path for FY 2026-2027 Focus Area work plans based on City Council direction in the Mayor’s March Budget Message. • June Budget Message. Through adoption of the June Budget Message, the City Council will formally adopt the Focus Area work plans for FY 2026-2027.
Next • Fall 2026. The Administration will bring a FY 2025-2026 Focus Area Annual Report to City Council providing final progress and lessons learned from the past fiscal year work plan.
Later
• December 2026. Each respective Committee will receive a status update on progress and lessons learned through execution of the current fiscal year work plan. (d)3: City Council Focus Area Status
Report: Cleaning Up Our
Neighborhoods
Neighborhood Services and Education Committee
June 11, 2026
City of San José
City Manager’s Office
Angel Rios, Deputy City Manager, City Manager’s Office
Rachel Roberts, Deputy Director, Planning, Building, and Code Enforcement Anthony Kilmer, Lieutenant, Police Department
Olympia Williams, Deputy Director, Parks, Recreation and Neighborhood Services Dan North, Senior Program Manager, Environmental Services Department