Item 3.4: City Council Focus Area Annual
Report for Fiscal Year 2025-2026
September 15, 2026
City of San José
City Manager’s Office
Lee Wilcox, Assistant City Manager, Reducing Unsheltered Homelessness Jennifer Schembri, Deputy City Manager, Increasing Community Safety Angel Rios, Deputy City Manager, Cleaning Up Our Neighborhoods Rosalynn Hughey, Deputy City Manager, Growing Our Economy & Building More Housing Ashwini Kantak, Deputy City Manager, Building More Housing Erik Jensen, Deputy Director, City Manager’s Office
1 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 (258)
Complex long-term
initiatives requiring
significant staff
capacity and cross-
department
coordination
Services that the
City routinely
delivers and
Departments largely
manage
independently
Focus Areas
A Focus Area is a high-priority challenge or opportunity where the City believes it can produce a significant improvement by concentrating leadership attention, coordinating across organizational boundaries, testing strategic approaches, and aligning resources over a defined period.Definition 4 Focus Areas
Evaluation approach for a culture of performance learning Evaluation Approach
• Change Initiative
• Hypothesis
• Completion Status
• Results and Lessons Learned
• Next Steps for Change
Initiative
How much did we do?
Operational Measures
How well did we do it?
Success Measures
What was the impact?
Contributions to Indicators
Evaluation Questions
Principles
Evaluate hypotheses, not just metrics
Connect action to outcomes
Measure progress at multiple levels
Use evaluation to drive adaptation
Goal-Level
Increasing Community
Safety Focus Area
5 6
Increasing Community Safety Focus Area
Indicators
1. Emergency Response. Lean staffing and high call volumes strain the capacity of police and fire response. Problem
Goals +
Hypotheses Metrics
2. Crisis Response. Missed opportunities to connect crisis calls with a more appropriate response that does not drain emergency response capacity.Problem Goals +
Hypotheses Metrics
3. Crime Reduction. Though crime rates are trending downward, a few crime categories remain stagnant across California.Problem
Goals +
Hypotheses Metrics
4. Traffic Safety. Traffic engineering practices initially prioritized speed and volume, often at the expense of safety. Speeding is the primary cause of fatalities and serious injuries in San José.
Problem Goals +
Hypotheses Metrics
San José residents live in a community with responsive emergency services and safe streets and roads.
Long-Term
Goal
San José residents live in a community with responsive emergency services and safe streets and roads.
Long-Term
Goal
Increasing Community Safety Focus Area
7 Performance trends and insights
Safety perceptions improved and crime declined. Emergency response remained stable. +5 pts
Residents feel safer
Citywide, neighborhood, and
Downtown perceptions each
improved.
Stable
Emergency response
Police Priority 1 response times
improved 2%; Fire Priority 1
response times held steady.
−7% / −6% / −5%
Crime rates declined
Crimes against Persons,
Property and Society all fell
year-over-year.
49 Traffic fatalities
Compared with 40 last year and
50 two years ago.
San José residents live in a community with responsive emergency services and safe streets and roads.
Long-Term
Goal
Increasing Community Safety Focus Area
8 Wins and lessons
WINS LESSONS
│
Added 116 sworn recruits
Three academies, a custody transport academy, and 11 lateral hires expanded the pipeline.
911-to-988 transfers grew 10x
Emergency and crisis response systems became more
integrated.
New tools launched
Custody transport model, two-officer units, district-wide dispatching, RTIC expansion, first responder fee program, red light running, and children and youth demonstration sites.
Hiring remains competitive, yet constrained
National recruiting conditions continue to constrain local academy class sizes.
Diversion and behavioral health initiatives depend on partners County funding, eligibility, and coordination shape local results.
Funding gaps require alternatives
Fire Station 32 and automated speed enforcement needed new funding strategies.
San José residents live in a community with responsive emergency services and safe streets and roads.
Long-Term
Goal
Increasing Community Safety Focus Area
9 Goal 1.1 Police Marketing and Recruitment.
Goal 1.2 Police Report Transcription Pilot.
Goal 1.3 Police Patrol Deployment Projects.
Goal 1.4 Fire Station 32.
Goal 1.5 Fire Closest Unit Dispatch.
Goal 2.1 911-988 Call Transfer Program.
Goal 2.2 988 Community Education.
Goal 2.3 First Responder Fee Program.
1. Emergency Response.Problem
2. Crisis Response.Problem
3. Crime Reduction.Problem
4. Traffic Safety.Problem
Goal 3.1 Real Time Intelligence Center.
Goal 3.2 Organized Retail Theft Detail.
Goal 3.3 Mission Street Recovery Station.
Goal 3.4 Proposition 36.
Goal 3.5 SJ Youth Empowerment Alliance.
Goal 4.1 Traffic Safety Projects.
Goal 4.2 Automated Traffic Enforcement.
Complete
Partially Complete
Not Complete
On Hold
/
One School Site /
Two Demonstration Sites
/
Red Light Running /
Automated Speed Enforcement
FY 2025-2026 Work Plan Goals
San José residents live in a community with responsive emergency services and safe streets and roads.
Long-Term
Goal
Increasing Community Safety Focus Area
10 1. Emergency and Crisis Response.Problem
2. Crime Reduction.Problem
3. Youth Violence Prevention and
Intervention.Problem
4. Traffic Safety.Problem
FY 2026-2027 Work Plan Goals
Goal 1.1 Police Recruitment.
Goal 1.2 Police Report Transcription.
Goal 1.3 Police Redistricting.
Goal 1.4 Community Paramedicine Pilot.
Goal 1.5 Fire Closest Unit Dispatch.
Goal 2.1 Real Time Intelligence Center.
Goal 2.2 Treatment Diversion Study Mission.
Goal 2.3 Reentry Resource Center.
Goal 3.1 School-based Violence Programs.
Goal 3.2 Community Crisis Intervention Team.
Goal 4.1 Traffic Safety Projects.
Goal 4.2 Automated Speed Enforcement.
Reducing Unsheltered
Homelessness Focus Area
11 1. Shelter System Capacity & Operations. The City continues to face a shortfall in units and spaces despite recent expansion.Problem Goals + Hypotheses Metrics
Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.
Long-Term
Goal Indicators
2. Unsustainable Funding. The City’s shelter system lacks stable, long-term revenue sources.Problem
Goals +
Hypotheses Metrics
3. Environmental Compliance & Public Spaces. Sustaining clean waterways and establishing No-Encampment Zones around Emergency Interim Housing sites remains difficult with limited shelter capacity.
Problem Goals +
Hypotheses Metrics
4. Data & Forecasting Infrastructure. The City lacks consistent and reliable inflow-outflow data to forecast homelessness.Problem Goals +
Hypotheses Metrics
12 Reducing Unsheltered Homelessness Focus Area
13 Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.
Long-Term
Goal
Reducing Unsheltered Homelessness Focus Area
Performance trends and insights
The City built substantial shelter capacity. The next phase centers on system flow. 68% → 53%
Fewer weekly
encounters
Resident-reported weekly
encounters declined over two
years.
41% → 30%
Fewer daily
encounters
Daily encounters declined year
over year.
707
Units delivered
The active portfolio now has
about 1,820 units, 2,202 beds
and 22 sites.
FY27
Shift to system flow
Focus turns to throughput,
operations and City-County
coordination.
14 Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.
Long-Term
Goal
Reducing Unsheltered Homelessness Focus Area
Wins and lessons
WINS LESSONS
│
Planned expansion completed
707 units delivered. Active portfolio: about 1,820 units, 2,202 beds and 22 sites.
Operating infrastructure built
Quadrant outreach model, engagement protocols, field counts and integrated reporting.
Sustainability work advanced
Service standards, provider negotiations, procurements and CalAIM readiness.
Capacity alone cannot reach the goal
Progress depends on service fit, throughput and shared
accountability.
Public-space work requires sustained coverage
Bottlenecks can move people and re-encampments elsewhere.
Operations must scale with beds
Providers, staffing and maintenance must mature with the system. 15 Goal 1.1 Bring all planned 705 shelter units online by the end of Calendar Year 2025.
Goal 1.2 Standardize shelter system operations, budgets, and performance metrics across all 24 sites to decrease costs by up to 20% by June 2026.
Goal 1.3 Improve outreach & engagement tracking to increase placements into shelter, housing, and services.
Goal 2.1 Sustain and diversify funding sources to reduce reliance on one-time or annual allocations.
Goal 2.2 Implement CalAIM billing for eligible services to sustain operations & reduce reliance on General Fund.
1. Shelter System Capacity and
Operations.Problem
2. Unsustainable Funding.Problem
3. Environmental Compliance and Public
Spaces.
Problem
4. Data and Forecasting Infrastructure.Problem
Goal 3.1 Maintain environmental compliance in 26 miles of priority waterways & corridors by maintaining No-Encampment Zones (NEZs), limiting re-encampment and displacement impacts.
Goal 3.2 Maintain NEZs in public spaces around Emergency Interim Housing sites to limit re-encampment & ensure site accessibility.
Goal 4.1 Improve homelessness forecasting and reporting tools.
Goal 4.2 Strengthen HMIS data exchange with County and
deploy new reporting tools.
Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.
Long-Term
Goal
Complete
Partially Complete
Not Complete
On Hold
FY 2025-2026 Work Plan Goals
Reducing Unsheltered Homelessness Focus Area
16 1. System Gaps.Problem
2. Limited Shelter-to-Housing Throughput.Problem
3. Sustainable Funding Sources.Problem
4. Public Space Movement and Cycling.Problem
Move toward functional zero in unsheltered homelessness by proactively and effectively managing the shelter system, increasing throughput into permanent housing, and improving data systems to guide investment.
Long-Term
Goal
Reducing Unsheltered Homelessness Focus Area
FY 2026-2027 Work Plan Goals
Goal 1.1 Coordinated Entry System Site Integration.
Goal 1.2 City-County Referral Pathways.
Goal 1.3 On-Site Behavioral Health Services
Coordination.
Goal 2.1 Admissions and Continuing Occupancy
Plan.
Goal 2.2 Coordinated Entry System Referral
Workflows.
Goal 2.3 HMIS Inventory Module.
Goal 3.1 CalAIM Billing Implementation.
Goal 3.2 Shelter Site Operations Grant Pilot.
Goal 3.3 Shelter Site Operating Cost Reduction.
Goal 4.1 No Encampment Zone Maintenance.
Goal 4.2 Large Encampment Reduction.
Goal 4.3 Lived-in Vehicle Service Response Times.
Note: Per City Council direction, staff are in the process of amending these goals.
Cleaning Up Our
Neighborhoods Focus Area
17 1. Blight on Private Property. Increasing case volumes, expanding scope, and static staffing for general funded positions stretches Code Enforcement’s ability to resolve complaints quickly.
Problem
2. Graffiti. The amount of graffiti the City removes has increased over the past 10 years.Problem
3. Illegal Dumping. The volume of illegal dumping collected by the City continues to increase.Problem
Goals +
Hypotheses Metrics
San José residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal Indicators
Goals +
Hypotheses Metrics
Goals +
Hypotheses Metrics
18 Cleaning Up Our Neighborhoods Focus Area
19 Cleaning Up Our Neighborhoods Focus Area
San José residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal
Performance trends and insights
Residents reported a cleaner San José as enforcement and service activity increased. 50%
City rated clean
Up from 39.7% last year.
Neighborhood and Downtown
ratings also rose.
+1% Citation Stage
+5% Compliance Order Stage
Cases moved forward
The proportion of cases in the
investigation and notice stages
decreased and the proportion in
the formal enforcement stages
(citations and compliance
orders) increased.
14M lbs
Trash and litter removed
BeautifySJ volume remained
near last year, down 1.8%.
−2.9%
Harmful graffiti declined
Gang-related, hate and
offensive graffiti fell, even as
total eradication rose 11%.
20 Cleaning Up Our Neighborhoods Focus Area
San José residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal
Wins and lessons
WINS LESSONS
│
Graffiti arrests increased
Two detectives investigated 153 cases and made about 15 arrests, up from 3.
568 dumping cases referred
Referrals produced 104 citations and 148 warnings, a 580% annual increase.
Junk pickup tonnage grew 14%
Multifamily use rose 30%; single-family use rose 10%.
Escalated enforcement needs consistency
Early movement is visible, but case management must improve further.
Targeted enforcement shows promise
The decline in harmful graffiti may reflect more focused enforcement.
21 Goal 1.1 Chronic Offender Resolution and
Enforcement Pilot.
Goal 1.2 Escalated Enforcement Policy.
Goal 1.3 Phase 1 of CodeX.
Goal 1.4 Fine Study.
Goal 1.5 Downtown Enhanced Vacant
Building and Storefront Working Group.
Goal 2.1 Graffiti Enforcement and Diversion.
1. Blight on Private Property.Problem
2. Graffiti.Problem
3. Illegal Dumping.Problem
Goal 3.1 Illegal Dumping Enforcement.
Goal 3.2 Illegal Dumping Education.
Goal 3.3 Free Junk Pickup.
Goal 3.4 Trash and Debris Disposal.
Goal 3.5 Abandoned Shopping Carts.
Cleaning Up Our Neighborhoods Focus Area
San José residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal
Complete
Partially Complete
Not Complete
On Hold
FY 2025-2026 Work Plan Goals
22 1. Blight on Private Property.Problem
2. Graffiti.Problem
3. Illegal Dumping.Problem
Cleaning Up Our Neighborhoods Focus Area
San José residents can enjoy a city with clean public spaces and well-maintained private property.
Long-Term
Goal
FY 2026-2027 Work Plan Goals
Goal 1.1 Chronic Offender Resolution and
Enforcement Pilot.
Goal 1.2 Code Enforcement Closure Target.
Goal 1.3 Fine Study.
Goal 2.1 Blight Object Detection Pilot.
Goal 3.1 Illegal Dumping Warning Letters.
Goal 3.2 Illegal Dumping Evidence Review.
Goal 3.3 Fixed Dumpster Location Pilot.
Goal 3.4 Junk Pickup Process Improvements.
Goal 3.5 Illegal Dumping Multifamily Property
Owner Education.
Goal 2.2 Graffiti Removal on Private Property.
Growing Our Economy
Focus Area
23 1. Business Development and Workforce Preparedness.To remain competitive, San José must strengthen engagementwith key growth industries and prepare local talent for the jobs of the future.
Problem Goals +
Hypotheses Metrics
Cultivate an ecosystem for thriving businesses and resident prosperity.
Long-Term
Goal Indicators
2. Infrastructure Readiness. Companies need infrastructure that enables them to succeed.Problem
Goals +
Hypotheses Metrics
3. Downtown and Neighborhood Business Districts
Investment. When Downtown thrives, San José thrives.
Neighborhood business districts drive shared prosperity and placemaking citywide.
Problem Goals +
Hypotheses Metrics
Growing Our Economy Focus Area
4. Sports and Entertainment District Development. There is an opportunity to activate San José as the South Bay's hub for sports and entertainment.
Problem
Goals +
Hypotheses Metrics
24 25
Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and resident prosperity.
Long-Term
Goal
Performance trends and insights
Jobs, infrastructure and Downtown activity all advanced during the year. 6,559
Jobs supported
Jobs retained, expanded or
attracted through business
development.
2 of 3
Power projects
energized
Permanent power added
capacity for innovative
businesses.
49.7% → 53.1%
Downtown resident
sentiment improved
Dining sentiment reached 63%,
up 5 points over the last two
years.
2.34M
Major events
attendance
210 events and 52
Entertainment Zone days
activated Downtown.
26 Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and resident prosperity.
Long-Term
Goal
Wins and lessons
WINS LESSONS
│
Major events boosted tourism and hotel performance
Super Bowl, March Madness, FIFA World Cup and NVIDIA GTC increased visitation and hotel revenues.
Small business ecosystem expanded
Small Business Start-Up Grant launched with 800+ grant
applicants and 21 initial awards; 13 new ground-floor downtown businesses; 4 new BIDs.
95 young adults completed AI training pilot
Work2future participants gained paid work experience in growing fields.
Clearer business development methodology will yield stronger economic impact data.
Formalized uniform metrics across business retention, expansion and attraction will guide economic development activities.
Demand for small business support remains high
Grant demand and BIDs require continued investment.
Large energy projects require proactive and adaptable
approaches
Address emerging community concerns through ongoing policy development and better engage residents during development process.
27 Goal 1.1 Job Attraction and Retention.
Goal 1.2 Employer Engagement.
Goal 1.3 Jobs Data Analysis.
Goal 1.4 Unstably Housed Workforce Development.
Goal 1.5 AI Training.
Goal 1.6 AI Tool.
1. Business Development and Workforce
Preparedness.Problem
2. Infrastructure Readiness. Problem
3. Downtown and Neighborhood
Business District Investment.
Problem
Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and resident prosperity.
Long-Term
Goal
Goal 2.1 Energy Access.
Goal 2.2 Projects in Development Pipeline.
Goal 2.3 Projects in Development Pipeline.
Goal 2.4 Wastewater Economic Development Lands.
Goal 2.5 LS Power Permit.
Goal 3.1 Downtown Commercial Lease Renewal.
Goal 3.2 Downtown Commercial Attraction.
Goal 3.3 Downtown Placemaking.
Goal 3.4 Business Improvement District Formation.
Goal 3.5 Small Business Grants.
Goal 3.6 Small Business Streamlining.
4. Sports and Entertainment District
Development.
Problem
Goal 4.1 Sports and Entertainment District.
Goal 4.2 Convention Center Expansion.
Goal 4.3 Entertainment Zones.
Goal 4.4 2026 Special Events.
Goal 4.5 City-wide Special Events.
Goal 4.6 Economic Impact Measurement.
Complete
Partially Complete
Not Complete
On Hold
FY 2025-2026 Work Plan Goals
28 1. Business Development Ecosystem.Problem
2. Infrastructure and Site Readiness. Problem
3. Small Business and Neighborhood
Business District Investments. Problem
Growing Our Economy Focus Area
Cultivate an ecosystem for thriving businesses and resident prosperity.
Long-Term
Goal
4. Experience Economy.Problem
Complete
Partially Complete
Not Complete
On Hold
FY 2026-2027 Work Plan Goals
Goal 1.1 Business Development Strategy.
Goal 1.2 Job Attraction and Retention.
Goal 1.3 Economic Development Marketing.
Goal 2.1 Employment Lands Site Readiness.
Goal 2.2 Electric Grid Modernization.
Goal 2.3 Large Energy Project Permitting.
Goal 2.4 Electrical Infrastructure Support.
Goal 3.1 Downtown Placemaking and Foot Traffic.
Goal 3.2 Business Improvement District
Management.
Goal 3.3 Downtown Office Leasing Incentive
Program Redesign.
Goal 3.4 Commercial Space Readiness and
Occupancy Partnership Strategy.
Goal 4.1 Experience Economy Feasibility Analysis.
Goal 4.2 Convention Center Facility Upgrades.
Goal 4.3 Centralized Special Event Permitting and
Billing System.
Goal 4.4 Next Generation Workforce Attraction.
Building More Housing
Focus Area
29 1. Land Use, Policy, and Regulation. Land use and housing policies are complex with many stakeholders and quality of life goals.
Problem
Goals +
Hypotheses Metrics
Meet resident’s housing needs across income levels by making San José a great place to build housing.Long-Term
Goal Indicators
2. Development Services Process. There is an opportunity to improve analysis and communication of development services process.
Problem
Goals +
Hypotheses Metrics
3. Linking Land and Capital. There is an opportunity to align land use and housing policies with market feasibility.
Problem Goals +
Hypotheses Metrics
Building More Housing Focus Area
30 31
Meet resident’s housing needs across income levels by making San José a great place to build housing.
Long-Term
Goal
Building More Housing Focus Area
Performance trends and insights
Incentives programs are moving projects into construction, while the development pipeline remains constrained. 3,053
Units through
incentive programs
2,724 through MHIP and 329
through the Downtown
incentive.
4,467
Building permits
More than triple last year’s
1,087 permits.
3,232
Entitlements
Annual entitlements remain far
below the pace needed for
RHNA goal (7,775
entitlements/year).
5 + 6
State CEQA streamlining
Five projects approved under
AB 130 or SB 131; six more AB
130 projects in pipeline for
hearings.
32 Meet resident’s housing needs across income levels by making San José a great place to build housing.
Long-Term
Goal
Building More Housing Focus Area
Wins and lessons
WINS LESSONS
│
General Plan Four-Year Review completed
Four City Council-approved scope items. Eight Task Force meetings, over 30 community and stakeholder meetings, and three community focus groups centered on lived experiences.
Environmental tools adopted
City Council adopted the Environmental Review Handbook and Environmental Standard Permit Conditions.
Incentive projects advanced
2,724 MHIP units plus two Downtown Incentive projects totaling 329 units.
LIVE San José program approved
Master lease of 197 units with preference for public employees.
Planning Commission model proved effective for General Plan Four-Year Review
A focused, interactive review structure improved efficiency.
State mandates have delayed local priorities
Ongoing state requirements limit staff capacity to advance proactive, locally-driven housing policy work.
33 Goal 1.1 General Plan 4-Year Review.
Goal 1.2 Downtown Ministerial.
1. Land Use, Policy, and Regulation.Problem
2. Development Services Process.Problem
3. Linking Land and Capital.Problem
Goal 3.1 Cost of Development Study Session.
Goal 3.2 Financial Feasibility.
Goal 3.3 Financing Programs.
Goal 3.4 Alternative Financing Programs.
Meet resident’s housing needs across income levels by making San José a great place to build housing.
Long-Term
Goal
Goal 2.1 Performance Management.
Goal 2.2 CEQA Standard Conditions.
Goal 2.3 CEQA Streamlining.
Goal 2.4 Development Fee Estimator.
Building More Housing Focus Area
Complete
Partially Complete
Not Complete
On Hold
34 1. Land Use, Policy, and Regulation.Problem
2. Development Services Process.Problem
3. Linking Land and Capital.Problem
Meet resident’s housing needs across income levels by making San José a great place to build housing.
Long-Term
Goal
Building More Housing Focus Area
FY 2026-2027 Work Plan Goals
Goal 1.1 Ministerial Planning Permit for Downtown
Residential and Eligible Citywide Multifamily.
Goal 1.2 Local Code Amendment Evaluation.
Goal 1.3 Transportation Analysis Policy 5-1.
Goal 1.4 Stormwater Pilot In-Lieu Fee Program.
Goal 2.1 Development Fee Framework Policy.
Goal 2.2 Development Services Partners’ Initiatives.
Goal 2.3 Citywide Planning Staffing Capacity.
Goal 3.1 Mixed-Income Development Financing
Tools.
Goal 3.2 ADU Homeownership Pilot.
Goal 3.3 Demonstration Workforce Housing.
Goal 3.4 Interim Housing Conversion to Single
Room Occupancy Housing.
What’s Next?
35 What’s Next?
Building a culture of performance learning
36 • Regular Focus Area portfolio retrospectives to sustain learning and adaptation • Quarterly status reports alternating between City Council and Committees • Next Up: December 2026 Committee meetings
• Public transparency and accountability via quarterly refreshes of public dashboards
• FY 2027-2028 budget process, with a Priority-Setting Study Session in early 2027 and culminating in a FY 2027-2028 Focus Area work plan
Item 3.4: City Council Focus Area Annual
Report for Fiscal Year 2025-2026
September 15, 2026
City of San José
City Manager’s Office
Lee Wilcox, Assistant City Manager, Reducing Unsheltered Homelessness Jennifer Schembri, Deputy City Manager, Increasing Community Safety Angel Rios, Deputy City Manager, Cleaning Up Our Neighborhoods Rosalynn Hughey, Deputy City Manager, Growing Our Economy & Building More Housing Ashwini Kantak, Deputy City Manager, Building More Housing Erik Jensen, Deputy Director, City Manager’s Office
37