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From YouTube: MAY 16, 2022 | City Council Budget Study Session Morning
Description
City of San José, California
City Council Budget Study Session morning session of May 16, 2022
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be held at San José City Hall and also accessible via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.granicus.com/AgendaViewer.php?view_id=51&event_id=4660
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G
C
Present,
thank
you
all
right.
Welcome
everybody.
I
know
we're
going
to
talk
about
the
city,
road
map
and
backlog,
prioritization
and
performance
measures
today,
and
we
have
an
entire
day
set
aside
for
all
this
discussion.
A
colleague
of
mine
asked
me:
is
this
really
going
to
take
the
entire
day
and,
as
a
famous
religious
teacher
stated,
we
control
the
keys
to
our
own
jail,
so
so
we
will
certainly
intentively
intently,
listen
and
hopefully
reach
rapid
resolution,
depending
on
on
how
we're
able
to
to
work
through
all
this.
C
I
know
this
is
a
lot
of
material
and
very
complicated,
so
thank
you
to
everybody
in
the
sea
managers
team
for
your
hard
work
and
getting
us
to
this
point.
I
should
note.
I
know
that
one
of
our
leads
on
this
currently
is
challenged
by
a
broken
down
car,
so
he's
going
to
try
to
get
here
as
quickly
as
possible,
but
meantime,
thank
you.
Everybody
for
jumping
in.
H
G
Talking
about
priorities
from
the
council
approved
mayor's
march
message
and
developing
our
roadmap
is
what
we're
here
to
talk
about
today.
Before
I
begin,
I
do
want
to
provide
some
context
and
history
based
off
of
questions
that
the
council
members
have
asked
in
the
past
year
in
2010,
as
we
were
grappling
with
over
a
hundred
million
dollars
of
cuts
to
the
organization,
then
the
city
attorney's
office
raised
their
hand
and
said
we
need
a
process
to
prioritize
the
development
of
ordinances
because
of
staffing
shortages.
G
It
was
in
2010
and
2011
that
the
city
put
together
a
process
for
the
council
to
prioritize
ordinances
that
were
passed
that
would
be
developed
by
the
attorney's
office
over
the
course
of
the
next
several
years.
This
process
shifted
to
also
include
some
policy
work
by
the
administration
around
certain
public
policy
goals
facing
the
city
and
in
the
community.
G
It's
because
of
the
struggles
in
2020,
as
the
organization
was
struggling
to
meet
core
services
that
our
community
expected
and
depend
on,
as
well
as
the
pandemic
services
that
we
have
highlighted
in
the
past
that
there
wasn't
a
need,
though,
that
sorry,
that
the
administration
finally
had
the
need
to
further
merge
council
priority
setting
into
something
new.
That
included
not
only
public
policy
but
also
projects
strategies
and
as
well
as
policy.
G
G
G
Sorry,
some
of
our
observations
that
we'll
go
into
today
for
the
mayor
and
council
to
take
into
consideration
is
we've
done
a
thorough
and
inclusive
process
to
better
understand
the
council's
needs
this
past
year,
as
well
as
the
community's
needs
from
a
variety
of
sources,
including
the
mayor's
march
message.
Community
survey
and
other
council
deliberation
this.
The
recommended
road
map
does
represent
our
maximum
capacity
in
our
current
resource
environment
and,
given
this,
our
recommendation
today
is
that
you
approve
the
administration's
draft
city
roadmap.
G
G
G
G
G
Another
lesson
learned
as
we
scope
that
around
our
capacity
was
significant
vacancy
rate
and
under
a
very
challenging
labor
market
that
not
only
challenged
us
in
our
own
capacity,
but
the
constraints
of
our
partner
networks
that
we've
come
on
to
rely
on
as
we
deliver
services
and
then
leadership
capacity
strengths
within
the
city.
The
recommended
drop
draft
roadmap
does
have
initiatives
that
are
in
response
to
some
of
these
challenges,
particularly
through
our
powered
by
people
enterprise
priority.
G
Continuing
on
what
the
road
map
is,
the
roadmap
is
distinct
from
the
day-to-day
service
delivery
and
is
about
what
we
are
changing
about.
How
we
work
priorities
on
the
roadmap
are
either
completely
new,
such
as
wide-scale
food
distribution
or
scaling
dramatically,
such
as
our
sheltering
program
during
the
pandemic
or
non-routine
complex,
multi-departmental
work.
That
requires
considerable
city-wide
effort
to
drive
things
forward,
such
as
the
google
development,
or
they
require
important
cross-agency
collaboration
with
other
partners
such
as
homelessness
or
child
and
youth
services.
Initiative.
G
This
work
is
not
completely
static,
however,
especially
in
a
time
where
we
know
where
new
safety
measures
have
to
be
built
into
every
service.
We
deliver
and
ongoing
continuous
improvement
work
and
a
host
of
departmental
initiatives
and
priorities
focused
on
service
improvements
continue,
but
these
do
not
rise
to
the
level
of
being
on
the
roadmap
due
to
their
either
relatively
low
level
of
collaboration
across
the
organization
or
where
a
typical
single
department
nature
can
change.
G
Core
services
are
doing
day-to-day
service
delivery
to
the
community,
whereas
the
roadmap
is
where
we
are
working
on,
changing
to
better
meet
community
needs
and
expectations
to
deliver.
Both
we
draw
upon
the
same
pool
of
capacity,
the
same
group
of
leaders
so
as
we
work
through
the
roadmap
together
today,
we
should
keep
in
mind
that
adding
to
the
initiatives
on
the
roadmap
could
impact
capacity
to
deliver
core
city
services
and
vice
versa.
G
Well
to
our
residents
before
we
engage
on
the
rest
of
the
road
map
over
the
next
few
years.
I
do
want
to
touch
upon
two
important
things
to
two
important
things:
one,
how
we
are
approaching
our
objectives,
outcomes
and
performance
measures,
while
embedding
equity
into
all
the
work
that
we
are
doing
and
the
evolution
of
the
roadmap
priorities.
G
Continuing
on
this
work
to
improve
ourselves
in
2019,
the
city
began
an
internal
process
of
looking
broader
and
to
modernize
our
approach
to
measuring
our
objectives,
our
performance
and
our
outcomes.
In
the
budget.
This
effort
was
put
on
hold
in
february
of
2020,
as
the
administration
shifted
focus
on
the
then
emerging
pandemic.
G
In
addition,
this
effort
will
include
the
integration
of
equitable
community
outcomes
and
indicators,
as
we
continue
to
operationalize
this
work
into
how
we
work
bottom
line.
As
we
move
forward,
san
jose
wants
to
improve
on
our
already
stellar
process
of
our
budget
work
and
continuing
to
improve
the
way
we
measure
and
hold
ourselves
accountable.
I
The
sources
we
analyzed
are
shown
here,
which
include
the
current
city
roadmap
for
initiatives
that
are
still
in
progress
council
direction
from
the
march
budget
message.
Last
year's
council
priority
backlog
council
direction
on
a
few
recommendations
to
be
part
of
the
roadmap
exercise
from
the
charter
review,
commission
and
the
reimagining
public
safety
community
advisory
committee,
including
ad
hoc
subcommittee,
specifically
the
youth
council
and
those
recommendations
focused
on
amending
the
city
charter.
It
also
include
yellow
lit
referrals
from
the
rules
and
open
government
committee
and
finally,
we
look
to
departments
in
the
city
for
recommended
priorities.
I
In
this
analysis,
we
refined
and
clarified
the
existing
enterprise
priorities
by
emphasizing
a
clear
alignment
within
the
community
opinion
survey,
the
six
priorities
of
council's
march
budget
message
and
the
existing
enterprise
priorities
to
highlight
this.
We
refine
the
enterprise
priorities
here
on
the
right
which
underpin
the
city
roadmap.
That
refinement
preserves
ending
homelessness
as
a
clear
priority
area.
I
I
I
I
I
With
that.
I'm
excited
to
share
the
first
view
of
the
city
roadmap
to
guide
the
organization
in
this
next
year,
describing
the
roadmap
structure
at
the
top.
The
title
is
administration
draft
2022,
2023
city
roadmap
recommended
for
approval
on
the
left.
It
shows
eight
gray
boxes,
which
are
our
enterprise
priorities.
I
The
top
six
are
community
driven
and
the
two
on
bottom
are
foundational
towards
the
right.
We
have
42
purple
boxes,
which
are
the
initiatives
driving
each
enterprise
priority
forward
from
left
to
right.
These
initiatives
are
divided
across
those
that
are
programs
and
projects,
those
that
are
strategies
and
those
that
are
policies
based
on
a
thorough
analysis
by
staff
and
in
alignment
with
community
and
council
priorities.
I
I
F
F
There
are
four
recommended
initiatives
for
this
enterprise
priority,
and
these
includes
housing,
stabilization,
re-employment
and
workforce
development,
small
business
recovery
and
resilience,
and
the
covet
19
recovery
task
force
for
housing.
Stabilization
staff
will
be
focusing
on
eviction
prevention
through
an
eviction,
diversion
strategy,
tenant
rights
and
legal
aid,
as
well
as
outreach
and
education
for
re-employment
and
workforce
development
staff
is
focusing
on
delivering
work
to
future
programming,
as
well
as
the
resilience
corps
and
for
small
business
recovery
and
resilience.
F
Staff
will
continue
to
focus
on
eviction.
Assistance
to
assist
small
businesses,
deliver
grant
programs
and
conduct
business
walks.
Also
we're
very
excited
that
the
cultural
gardens
mixed
use
development
project
will
open
this
summer
and
will
include
office
space
for
the
latino
business
foundation
and
excite
credit
union.
This
allows
for
technical
assistance,
free
technical
assistance
and
loans
and
financial
services
for
businesses
all
under
one
roof.
J
J
A
great
city
has
has
great
infrastructure
that
often
invisible
network
of
pipes,
roads,
wires
facilities
and
spaces
that
connect
us
and
enable
the
daily
utilities
that
make
modern
life
possible
every
day.
This
infrastructure
quietly
brings
us
water,
electricity
broadband
and
takes
away
our
sewage,
garbage
and
recycling.
Today,
our
city's
infrastructure
faces
four
simultaneous
challenges:
one.
J
We
must
rehabilitate
our
existing
aging
infrastructure
to
ensure
we
can
continue
to
provide
the
backbone
of
day-to-day
public
services.
Our
community
relies
on
two.
We
must
grow
our
infrastructure
to
accommodate
more
people.
As
we
welcome
an
additional
400
000
to
san
jose
over
the
coming
years.
Three
we
must
become
more
sustainable
as
the
already
variable
california.
Climate
is
being
made
more
erratic
by
climate
change,
bringing
with
it
deeper
droughts,
and
this
is
necessitating
a
shift
away
from
fossil
fuels
and
toward
renewables.
J
As
a
council,
you
have
made
significant
investments
in
developing
infrastructure
suited
for
our
future
from
our
massive
rebuild
of
the
regional
wastewater
facility
to
the
launching
of
our
innovative
community
energy
department.
But
you
have
asked
us
to
do
more
meeting.
These
challenges
requires
a
fundamental
shift
from
an
extractive
consumption
to
circular
reuse,
with
resilience
and
sustainability
built
in
and
even
going
beyond,
sustainability
to
actively
restoring
the
environment,
natural
resources
and
productive
capacity
on
which
we
depend.
J
Number
one
is
being
disaster
ready
and
climate
smart.
This
has
four
components:
we
continue
the
work
we've
been
on
the
journey
we've
been
on
since
2017
to
prepare
san
jose
for
the
next
disaster,
and
while
we
effectively
faced
the
challenge
of
the
pandemic,
we
must
revitalize
and
renew
our
capacity
in
the
emergency
operations
center
team,
refresh
our
plans
and
prepare
our
community
through
cert
and
other
programs
for
what
we
know
is
the
inevitable
next
disaster.
J
J
We
need
to
begin
to
understand
and
address
sea
level
rise,
seeking
to
understand
the
issues
and
the
impacts,
in
particular
for
el
viso
and
the
north
san
jose
area
and
I'll
pull
in
the
one
that's
sort
of
in
the
policy
realm.
We
need
to
complete
the
soft
story:
earthquake
retrofit
policy.
We
have
approximately
1
000
100
buildings,
many
of
which
are
home
to
some
of
our
most
vulnerable
residents,
which
are
unsafe
in
the
potential
of
a
large
earthquake,
and
we
need
to
get
those
red
for
fitted
and
those
people
say.
J
Our
second
objective
is
infrastructure
resilience
that
includes
completing
the
measure,
t
projects
that
we
have
underway,
the
build
out
of
the
emergency
operations
center,
our
fire
stations,
repaving
of
our
roads,
etc.
It
also
includes
figuring
out
ways
to
address
our
very
significant
infrastructure
backlog.
J
We
estimate
we
have
at
least
at
least
1.7
billion
dollars
of
deferred
maintenance
on
our
existing
buildings,
facilities
and
infrastructure.
That
needs
to
be
addressed
that
will
require
new
state
and
federal
funding
going
after
that
aggressively
and
comprehensively
and
influencing
policy
to
better
invest
here
in
san
jose.
J
J
Our
third
objective
is
around
clean
energy
resilience,
which
includes
continuing
our
work
with
community
energy,
but
specifically
expanding
our
work
with
microgrids
to
make
sure
that
key
public
facilities
have
a
energy
source
that
is
not
dependent
on
the
grid
in
time
of
failure.
Continue
our
work
with
downtown
large
project,
electrification.
J
Continuing
work
with
building
electrification
for
commercial
development,
shifting
to
a
more
electric
future
and
building
out
our
electric
vehicle
infrastructure,
both
for
our
own
city
fleet,
which
is
shifting
over
to
electric
and
for
the
community,
with
an
emphasis
on
equity,
making
sure
that
electric
vehicles
are
for
people
who
need
them
the
most,
not
just
those
who
can
afford
them.
Our
fourth
priority
is
around
water
resilience.
J
These
five
objectives
and
supporting
18
initiatives
and
policies
make
up
the
newly
reconstituted
and
merged
city
enterprise,
priority
of
resilient
and
sustainable
city
infrastructure
and
emergency
management.
Over
the
next
few
months,
we
will
be
hiring
a
small
team
setting
key
results
to
drive
implementation
and
measure
impact,
putting
together
a
work
plan
and
beginning
this
important
work.
At
this
point,
I
will
be
handing
it
off
and
I'm
not
sure
who
I'm
handing
it
off
to
eric.
If
you
can
help
me.
F
F
They
include
emergency
housing
system,
expansion,
encampment
services,
outreach
assistance
and
resources,
encampment
management
and
safe
relocation,
emergency
housing,
financial
sustainability
and
safety
net
services,
with
coordination
with
the
county
with
council
direction,
staff
is
currently
analyzing
sites
for
new
quick,
build
emergency
interim
housing
projects
and
will
be
bringing
a
recommendation
to
council
next
month.
We
are
also
looking
at
sites
for
safe
parking.
F
Staff
is
also
looking
to
expand
encampment
services,
outreach
assistance
and
resources
for
encampment
management
and
safe
relocation.
Staff
is
identifying
sites
and
including
which
includes
identifying
setbacks
for
sensitive
zones
and
providing
services
to
support
quality
of
life
for
the
emergency
housing
financial
sustainability
initiative.
The
housing
department,
with
the
support
from
the
mayor's
office,
has
been
awarded
a
grant
from
the
san
francisco
foundation
to
look
at
reducing
the
operation
and
maintenance
cost
to
support
emergency
interim
housing
projects.
F
This
will
be
important
for
the
sustainability
of
these
efforts
and,
finally,
the
safety
net
services.
County
coordination
initiative
is
a
strategy
to
better
understand
and
coordinate
with
the
county
on
a
variety
of
safety
net
services
from
behavioral
and
mental
health
services
to
the
foster
care
system,
so
that
we
can
better
integrate
and
align
our
efforts
with
the
county.
And
now
I'm
going
to
hand
over
the
presentation
to
lee
wilcox
to
walk
us
through
the
safer
san
jose
initiative.
G
There
are
currently
three
recommended
initiatives
as
part
of
safer
san
jose,
which
is
police
reforms,
division,
zero
traffic
safety,
as
well
as
the
development
of
a
new
continuity
of
operations
plan
for
our
city
services,
known
as
a
coupe
for
police
reforms.
This
includes
the
analysis,
prioritization
and
recommend
recommendations
of
over
454
recommendations
in
examining
what
we
think
we
have
the
capacity
to
implement
and
bring
this
analysis
to
the
public
safety
finance
strategic
support
committee
in
the
fall.
G
Second,
the
vision,
zero
traffic
safety.
This
includes
quick,
build
projects
and
priority
corridors,
education
and
outreach
activities
on
behavioral
change
and
traffic
safety,
as
well
as
messaging
and
signs
around
major
roadways
and
then.
Lastly,
the
continuity
of
operations
plan
is
our
own
internal
effort
of
the
city
to
ensure
our
capability
exists
to
continue
essential
city
services
in
response
to
a
comprehensive
array
of
potential
emergencies
or
disasters
like
an
earthquake
or
major
event.
G
K
Good
afternoon
city
council
rob
lloyd,
pulling
my
best
angel
impression.
There
are
five
recommended
initiatives
for
the
clean,
vibrant
and
inclusive
neighborhoods
and
public
life
enterprise
priority.
These
include
children
and
youth
services,
master
plan,
education,
digital
equity
and
digital
literacy,
beautify
sj
encampments
services
unify
sj
vehicle
blight
and
the
child
care
citing
policy
update.
These
are
coordinated
efforts
and
that
build
the
quality
of
life
in
san
jose
specifically
on
child
and
youth
services.
K
They
are
also
providing
increased
use,
services
and
equity
priority
communities,
continuing
supporting
working
families
by
providing
child
care
offerings
through
san
jose,
preschool
rock
and
after
school
and
summer
and
holiday
camps,
as
well
as
aquatics
programs
and
expanding
leisure
class
offerings
under
education,
digital
equity
and
digital
literacy.
There
are
a
large
number
of
efforts.
We
have
student
family
academic
support.
Sj
learns
special
funding.
Opportunities
will
be
made
available
to
partner
schools
in
the
summer
of
this
year.
K
Sj
learns.
Tutoring
programs
will
issue
a
request
for
proposals,
a
process
to
identify
tutoring
partners
in
anticipation
of
expansion
in
fall
of
this
year
and
the
california
for
all
youth
workforce
program,
learning,
loss
mitigation,
pathway,
resilience,
core
education,
expansion
increase
program
for
summer
2022
and
summer
2023,
with
129
associate
associates
hosting
sever
seven
partner
organizations.
K
Last
under
this
enterprise.
This
initiative
is
the
college
and
career
readiness
which
is
the
hiring
and
career
pathways
coordinator
and
initiating
city-wide
implementation
of
ccr
logic
model
under
beautify,
sj
encampment
trash
services,
the
project
we
have
launching
the
encampment
management
collaborative
implementing
the
new
encampment
intake
and
resolution
communication
system,
completing
the
guadalupe
gardens
spring
and
heading
encampment
projects
evaluating
the
use
of
physical
deterrence
as
a
tool
for
priority
locations
and
developing
a
bio
waste
service
proposal
for
live-in
vehicles.
K
There
are
nine
recommended
initiatives
for
the
enterprise
priority
for
building
the
san
jose
of
tomorrow
with
downtown
for
everyone,
and
this
is
a
shared
initiative
between
rosalind
and
I,
the
power
of
these
efforts
and
the
teams
and
partners
who
champion
them
is
the
vision
of
a
connected
economic,
economically,
vibrant
and
equitable
community.
The
one
we
aspire
to
create.
There
are
specific
initiatives
which
include
aligning
zoning
with
the
general
plan
and
that's
the
rezoning
of
11
000
parcels
through
the
city
throughout
the
city.
K
Staff
is
bringing
the
rezonings
to
council
in
batches
based
on
geography
or
topic
with
the
goal
of
completing
by
the
end
of
2022
development
services.
Transformation
is
winding
down
on
the
technology
part
of
development
services
transformation
over
this
year,
bringing
a
focus
on
continued
process,
improvement
and
outcomes
for
the
google
downtown
west
development
staff
will
be
bringing
the
ordinance
to
council,
which
will
establish
the
community
advisory
committee
for
the
community
stabilization
and
opportunity
pathways
fund
staff
will
be
undertaking
initial
conformance
reviews
with
horizontal
construction
or
for
horizontal
construction.
K
Next,
we
have
bart
silicon
valley
extension.
This
is
the
extension
from
berryessa
north
san
jose
bart
into
east
and
downtown
san
jose,
as
well
as
the
downtown
transportation
plan
for
upcoming
growth
and
investments
into
downtown,
including
initial
contract
awards
on
the
airport
connector
in
durodon
station.
The
city
is
working
with
eta
and
mtc
to
advance
city
funding
necessary
to
initiate
work
for
the
airport
connector
and
the
city's
acquisition
acquisition
of
property
relevant
to
the
durodon
station,
build
out
subject
to
procurement
and
future
council
approvals
on
north
san
jose.
K
K
G
This
work
consists
of
our
financial
recovery
efforts
related
to
the
pandemic,
including
all
of
the
emergency
operation
and
other
departmental
federal
and
state
funding,
uses
and
uses
and
reporting,
ensuring
that
we
have
no
claw
backs
on
the
funding
and
we
continue
to
maximize
reimbursements
where
possible,
for
our
outcomes,
equity
indicator
and
performance
management.
I
spoke
to
this
earlier.
G
Next,
the
disparity
study
will
identify
barriers
that
our
local
minority,
women
and
veteran
owned
businesses
faced
in
our
procurement
processes
within
the
city
of
san
jose
and
our
advancing
equity
through
culture
and
practice,
is
our
internal
process
and
consists
of
rolling
out
our
equity
strategy
through
departmental
trainings
on
racial
equity,
budgeting
for
equity
and
other
strategies
necessary
for
us
to
continue
continue
operationalizing.
This
work
across
the
organization
and,
lastly,
is
our
procurement
process,
which
consists
of
our
work
with
guide
house
to
create
a
multi-year
transformational
plan
on
our
procurement
processes
throughout
the
city.
G
And
last
but
not
least,
is
our
powered
by
people
initiative.
None
of
this
work
can
get
done
without
the
people
in
our
organization,
and
I
have
the
pleasure
of
sharing
this
enterprise
priority
with
jennifer
shimbury
and
this
year.
The
roadmap
includes
five
recommended
initiatives
for
the
power
by
people
enterprise
priority,
including
our
workforce,
diversity
and
talent,
pipeline,
our
citywide,
hiring
our
employee
retention
and
well-being
and
growth,
digital,
our
digital
workforce
and
lastly,
our
customer
service
vision
and
standards.
G
We're
going
to
continue
our
work
with
departments
on
our
trauma-informed
and
resilience-oriented
care
programs
redesigning
the
employee
assistance
program,
working
with
employee
health
services,
unifying
the
city's
safety
policies
and
programs
throughout
the
city
and
continuing
our
learning
and
development
opportunities
to
engage,
grow
and
retain
our
very
talented
workforce
on
digital
workforce.
We
continue
focusing
on
our
business
process.
G
L
Thanks
lee
dolan
beckhole,
director
of
the
office
of
civic
innovation
here,
to
conclude
the
first
section
of
our
presentation
once
again,
these
42
initiatives
that
you
see
here
in
front
of
you
are
really
the
heavy
lifts.
They
represent
the
maximum
amount
of
work
the
administration
can
accomplish.
Within
our
current
estimate
of
available
capacity
next
year,
we
believe,
we've
been
thorough
and
thoughtful
to
align
these
enterprise
priorities,
initiatives
with
the
community
survey
and
the
six
priorities
set
forth
by
the
council
in
the
march
budget
message.
L
L
The
backlog
is
the
pipeline
of
priority
change
initiatives
and
service
transformations
that
are
next
in
line
to
be
worked
if
the
administration
finds
the
capacity
to
take
on
additional
work
beyond
the
roadmap.
This
concludes
our
discussion
on
the
draft
roadmap
and
initiatives.
We
believe
this
is
an
appropriate
time
to
take
public
comment
and
then
staff.
In
fact,
it
looks
like
all
senior
staff
and
initiatives
are
in
the
audience
here
to
take
questions
and
feedback
from
council.
We
appreciate
everyone
being
here
for
hopefully
half
a
day
and
we'll
turn
it
back
to
council.
Thank
you.
M
Hi
blair,
wickman
here
boy-
that
was
quite
an
impressive
reading
this
morning.
Thank
you
from
everyone.
You
have
very
nicely
noted
the
need
of
natural
disaster
preparedness.
I
was
very
surprised.
Thank
you
that
you've
done
this.
I've
learned,
hopefully
the
language
that,
even
as
we're
offering
these
preparedness
practices
there
is,
they
are
what
every
city
should
offer
its
community
in
how
we
prepare
for
our
future.
M
I
don't
know
if
how
exact
these
things
may
be
happening
soon,
but
to
be
prepared
for
these
things,
to
make
the
steps
and
talk
about
it
openly.
That's
key!
That's!
Building
community!
That's
building
community
safety.
So
thank
you
very
much,
not
just
with
earthquake
issues
but
say
with
water
preparedness
issues
with
this
work.
An
important
reminder
that
a
majority
of
this
work
is
the
concepts
I
feel
of
health
and
human
services
ideas.
M
These
aren't
ideas
that
have
you
know,
there's
possibly
a
few
logistical
ideas
that
may
be
needed
by
the
police
department,
but
on
the
whole,
this
doesn't
have
to
be
a
large
law
enforcement
exercise.
This
is
an
exercise
of
health
and
human
services
of
community
healing
of
absurd
training.
You
know
emergency
preparedness,
not
law
enforcement
preparedness
and
that's
an
important
distinction
we
have
to
make
with
this
sort
of
work
overall.
M
Thank
you
just
an
important
reminder
of
open
and
accountable
practices
and
really
helps
organize
and
define
ourselves
and
and
can
help
define
the
questions
we
need
to
ask
at
this
time.
Overall,
thank
you
for
this
work
and
good
luck.
How
we
can
talk
about
these
sort
of
issues
openly
in
the
coming
year,
so
we
can
feel
safe
and
assured
ourselves
that
brings
better
practices.
Thank
you.
A
Hello
good
morning,
mayor
and
council
louis
sauerhon,
with
working
partnerships,
and
I
appreciate
this
report
and
want
to
thank
the
city
for
putting
the
responsible
construction
ordinance
and
wage
steps
policy
back
on
their
road
map
and
urge
you
to
move
forward
with
them
quickly.
As
you
know,
we
have
been
waiting
on
these
for
quite
a
long
time.
This
city
council
prioritized
them.
A
A
This
responsible
construction
ordinance
will
put
another
tool
in
the
city's
toolbox
and
will
further
empower
workers
to
be
able
to
collect
on
wages
that
are
owed
them.
It
gives
you
a
tool
to
hold
bad
actors
accountable
when
they've
broken
the
law
and
when
the
state
has
found
that
they
do
in
fact
owe
back
wages
to
their
workers.
A
So
I
want
to
thank
you
again
for
adding
this
item
back
in
long
overdue,
and
also
thanks
for
the
renewed
focus
on
supporting
the
city
workforce,
which
is
also
essential
to
support
all
of
those
people.
Who've
worked
so
hard
to
hold
our
city
together
through
this
time
and
who
will
be
essential
and
we
need
to
retain
and
recruit
and
fill
and
keep
those
vacancies
in
order
to
provide
all
those
services
that
our
city
needs.
L
And
mayor,
my
name
is
dr
forrest:
peterson
and
I've
been
doing
research
on
the
wage
theft,
including
san
jose
city,
public
works,
and
I
have
seen
that
everything
that
luis
arhan
has
said.
I
think
I
can't
repeat
any
more
eloquently
is
all
consistent
with
what
is
in
the
data
set.
It's
been
an
issue.
You
know
the
city
council
provided
stanford's
center
for
integrated
facility
engineering
at
stanford
university,
a
accommodation
for
the
work
that
they
did
in
support
of
putting
this
on
the
roadmap
back
in
2018.
L
A
Hi,
my
name
is
sungita
and
I'm
an
organizer
with
save
the
bay.
I
just
wanted
to
say
we're
very
grateful
to
the
city
for
prioritizing
green
storm
water
infrastructure
as
a
climate
resilience
measure
in
the
upcoming
budget
process,
as
san
jose
starts
to
see
the
impacts
of
climate
change.
Green
infrastructure
is
going
to
be
critical
to
building
resilience
to
flooding
urban
heat
and
other
climate
impacts.
A
We
also
want
the
city
to
prioritize
equity
when
implementing
green
stormwater
infrastructure.
We
know
that
historically,
marginalized
communities
are
disproportionately
impacted
by
climate
change
and
to
combat
environmental
racism.
Urban
greeting
needs
to
center
the
communities
of
color,
low-income
residents
and
other
marginalized
groups.
Again.
I
just
wanted
to
reiterate
our
gratitude
to
the
city
for
including
green
and
storm
water
infrastructure
as
a
priority
for
the
upcoming
fiscal
year.
E
H
H
Our
boards
and
commissions
right
now
have
a
high
vacancy
of
40
to
60
seats
that
are
empty
every
year,
and
these
are
seats
where
people
can
come
in.
It's
the
one
place
that
we
have
to
work
with
city
staff
and
our
legislative
people
that
we've
elected
to
co-create
policies
and
solutions
and
ideas
and
without
investment.
You
know
people
obviously
are
not
participating
in
it.
It's
not
very
accessible,
and
I
think
community
engagement
will
help
people
follow
along
and
show
up
at
the
right
place
in
the
right
time
with
the
right
information.
H
C
O
No,
no,
no
questions
actually
I'll
just
offer
some
appreciation
as
well.
I
think
this
has
been
quite
a
process
since
I
joined
the
council.
The
priority
setting
as
lee
described
has
iterated
and
obviously
it
started
back
in
2010,
and
I
think
the
most
important
thing
is
just
the
recognition
that
we
can't
do
everything
we
want
to
do,
and
we
would
love
to
we'd
love
to
have
the
money
we'd
love
to
have
the
personnel
and
we'd
love
to
be
able
to
tackle
all
these
very
important
things.
O
But
we
have
to
prioritize
it,
and
I
think,
initially,
that
confusion
as
we
were
starting
out,
at
least
when
I
took
office
on
what
what
goes
into
priority
setting.
Is
it
just
the
policy
work
right
as
lee
was
describing
that
iteration?
So
I
like,
where
we've
gotten,
because
it's
much
more
comprehensive,
it's
all
inclusive,
because
we
recognize
it's
not
just
work
in
the
city,
attorney's
office
or
policy
work
on
particular
departments.
O
Anything
and
everything
that
we
are
working
on
is
going
to
take
effort
and
energy
personnel
money
and
it's
going
to
be
cross-departmental
different
service
areas.
And
so
I
think
what
we
have
now
is
much
more
comprehensive
and
it's
a
better
understanding
and
it
helps
us
to
be
able
to
tackle
the
emergencies
that
come
forward
like
with
the
pandemic
and
that's
when
we've
really
gotten
down
to
this
level
of
specificity,
and
so
it
took
that
emergency
for
us
to,
I
think,
do
a
better
job
at
it.
O
N
Thanks
mayor
and
thank
you
to
staff
for
all
the
great
work
that's
gone
into
this,
I
appreciate
the
what
has
been
clearly
months
of
thought
and
deliberation,
and
you
know
I'm
excited
about
many
of
the
projects
on
the
roadmap
at
this
level
of
detail.
At
least
they
make
they
make
a
lot
of
sense,
and
I
appreciate
that
much
like
the
mayor's
budget
message.
They
reflect
what
I'm
hearing
out
in
the
community
his
top
priorities.
I
think
the
emphasis
on
homelessness
safety,
blight
affordability-
I
mean
these.
N
These
are
the
kinds
of
things
that
we
hear
our
residents
talking
about
asking
about
every
single
day,
and
so
I
do
really
appreciate
that
alignment
and
I'll
be
supporting
the
motion.
I
do
have
a
couple
of
reflections
or
pieces
of
feedback,
maybe
for
the
future,
just
as
as
I'm
digesting
this
and
thinking
about
it
and
curious.
If
you
know
lee
or
others
have
any
responses,
and
so
the
two
main
things
are,
this
number
one.
I
find
the
division
between
core
city
services
and
change
initiatives
a
little
bit
fraught.
N
I'm
not
arguing
this
should
be
our
top
priority,
but
we
could
just
say
the
response
time
to
priority.
One
calls
from
the
police
department
and
customer
satisfaction
with
those
calls
is
our
number
one
priority
that
lives
within
one
department.
It's
very
much
a
core
service.
Does
it
need
to
be
cross-functional?
Does
it
you
know?
Does
it
does
that?
Would
that
qualify
as
a
change
initiative?
N
I
worry
that
that
division
may
unintentionally
push
us
to
look
at
the
new,
exciting,
different
things
versus
doubling
down
on
refining
and
making
more
effective
the
the
core
services
that
touch
the
most
residents
every
day.
And
so
can
you
just
talk
about
how
lee
how
you
think
we've
talked
about
this
a
little
bit
in
the
past,
how
you
think
about
that
distinction,
and
am
I
wrong
to
be
worried
about
that,
potentially
taking
our
focus
off
of
the
importance
of
of
iterating
on
and
optimizing
existing
services
that
live
within
departments.
G
G
G
G
That's
something
that
the
city
manager's
office
plays
a
big
hand
in
helping
departments
with
as
well,
and
so
it
you
know
it
could
be
something
that's
in
core
services
like
I
said
there
is
a
lot
of
stuff
that
is
very,
very
important
to
the
organization
and
to
our
residents
in
that
core
services
bucket.
We
could
also,
you
know,
go
on
a
road
map
as
well.
If
we
did
want
to
bring
in
others,
were
focused
and
leadership
from
the
city
manager's
office.
G
So
I
think
that's
something
that
we'll
continue
to
refine
this
year,
but
again,
I
think
the
most
important
thing
in
slide.
Six
is
what
we're
trying
to
get
across.
Is
that
ability
for
us
to
say,
focus
and
add
capacity
on
the
roadmap.
Stuff
could
take
time
and
attention
away
from
core
services,
and
some
of
those
core
services
aren't
just
what
residents
expect,
but
they
also
depend
on,
and
so
those
two
things
aren't
mutually
exclusive
they're
very
much
linked
but
appreciate
the
question
and
what
we're
trying
to
get
through
this
year
is
better
understanding.
G
You
know
where
time
and
attention
is
needed
within
core
services,
how
we
carve
out
time
to
focus
on
those
things
as
well,
and
that
could
be
through
where
we're
looking
at
the
outcomes
and
measurements,
because
there's
a
lot
of
very
smart
people
in
capacity
within
the
departments
and
within
core
services.
Where
we're
continually
looking
at
that
process
improvements,
it
doesn't
necessarily
need
to
be
on
a
road
map
for
us
to
improve
on
something
that's
part
of
what
we
expect
departments
to
do
in
core
services
every
single
day
right.
H
And
if
I
could
just
add
so
I
appreciate
the
response
lee
so
just
a
little
finer
point
on
it.
You
know
I
we
expect
all
departments
and
all
their
core
services
and
programs
to
to
have
that
continuous
improvement
spirit,
and
that's
why
we
measure
down
at
the
core
service
level.
So
we
can
keep
ourselves
accountable
to
that.
Obviously,
factors
like
funding
affects
how
well
we
can
like
improve
response
times,
how
many
pops
we
have
and
how
other
things
that
go
into
that.
H
Obviously
that
is
a
core
function
in
every
department,
but
it's
it's
it's
a
bigger
organizational
issue
right
now,
that's
being
led
with
by
the
hr
department,
but
all
departments
are
involved.
It
takes
us
a
focus
city-wide
if
we're
going
to
make
a
dent
in
really
reducing
our
vacancy
factor
and
then
also
retaining
our
employees.
So
that's
why
that's
on
the
road
map
same
with
something
like
to
give
you
another
example
would
be
the
vehicle
abatement
program.
That's
on
the
roadmap.
N
N
N
If
we
put
the
core
services
in
the
big
gray
box
here,
that's
kind
of
the
iceberg
under
the
surface
of
the
water
versus
the
change
initiatives
that
we
focus
on
here
and-
and
so
much
of
what
I
hear
about
in
the
community
are
the
core
services
that
touch
people's
lives
every
day.
Why?
Why
can't
I
play
soccer
in
the
park
because
it's
so
full
of
gopher
holes?
Why
are
the
roads
not
better
maintained?
N
Why
is
9-1-1
response
time
slower
than
I
think
it
ought
to
be
or
whatever,
and
I
guess
my
my
worry
is
the
way
that
we've
structured.
This
is
is
a
reflection
of
sort
of
the
structure
of
the
system,
the
complex
system
we're
running
as
a
city,
but
the
reason
I
always
want
us
to
start
the
conversation
with
the
goals.
N
What's
the
outcome
we're
trying
to
drive
for
our
residents
is
that
we're
inherently
just
by
the
way
we've
structured
this
biasing
our
conversation
toward
a
bunch
of
new
cross-functional
initiatives
that
are
all
great
and
important,
but
by
default
we're
spending
less
time
talking
about
what
exactly
is
necessary
to
drive
that
optimization
of
core
services?
That
are
the
things
that
I
actually
hear
a
lot
more
about
from
residents.
I
just
think
that
we've
we've
structured
this,
because
we've
started
from
well
there's
the
departments
and
the
core
services.
N
Now
here
are
the
change
initiatives
that
we
see
as
cross-functional.
That
are
the
future.
It's
all
important,
but
I
just
I
would
I
would
prefer
if
we
started
from
a
stack
ranking
of
the
goals
that
our
community
has
and
we
actually
structured
the
whole
thing
around
the
outcomes
we're
trying
to
drive.
I
just
I
find
this
division
to
be
to
be
somewhat
unproductive.
G
Okay,
I
mean,
I
appreciate
the
feedback.
I
think
you
know
the
the
point
of
slide
six
and-
and
I
would
just
say
we
spent
an
awful
lot
of
time
on
that
and
there's
a
reason
that
this
laid
out
the
way
that
it's
laid
out
with
the
change
initiatives
not
being
on
the
top.
It's
not
the
peak
and
I
wouldn't
say
necessarily
as
a
workflow,
sometimes
the
ross
departmental
work.
G
A
lot
of
the
things
on
the
roadmap
are
actually
not
this
contingent
on
our
own
efforts
and
our
own
performance,
but
our
partners
as
well
so
that
cross
agency
work.
It
takes
on
a
different
form,
and
so
things
are
in
startup
mode.
So
we
may
work
around
them
differently.
So
definitely
get
your
point
on
this
might
be,
or
you
know,
organized
in
a
way
that
captures
the
way
we
work
versus
what
we're
trying
to
prioritize
right
with.
G
The
police
reforms
bucket
you're
absolutely
right
to
use
that
as
an
example,
there's
going
to
be
trade-offs
there
and
that's
our
job
as
staff
in
the
next
iteration.
When
we
come
forward
into
bispass
is
say
of
these
450
recommendations
and
everything
else.
That's
followed
through
here's
what
we
would
prioritize,
but
here's
also
the
core
services
that
we
may
need
to
do
as
well,
and
for
you
guys
to
give
us
direction
there.
G
Because
that's
a
conversation,
I
think
that
you
want
to
have
and
those
are
the
trade-offs
and
so
part
of
the
alignment
of
the
the
performance
management
and
the
outcomes
that
we
want
to
do
that
do
this
year
is
for
us
to
be
able
to
have
those
trade-off
conversations,
and
I
think
through
that.
Maybe
this
can
be
organized
better,
but
that
is
part
of
where
we're
trying
to
go.
N
Got
it
it
may
be
structurally
impossible,
but
I
would
personally
prefer
to
see
a
road
map
for
the
city
holistically.
That
includes
what
we're
doing
to
improve
core
services.
I
I
worry
that
a
roadmap
focused
on
the
new
cross-functional
change
initiatives
for
the
future
draws
our
attention
there,
when
I
think
we
need
to
be
spending
more
time
as
a
council
talking
about
how
we're
working
with
you
all
to
improve
those
core
services.
I
think
I'm
out
of
time
so
I'll
pause
there
mayor,
I
did
have
one
other
thought,
but
go
ahead.
C
D
Thank
you.
When
you
went
through
the
road
map,
I
was
trying
to
take
notes
and
there
were
some
items
I
have
to
say
I
just
missed
because
it
went
by
quickly
and
I
like
a
little
bit
more
detail
so
on
slide,
10,
the
re-employment
and
workforce
development.
Can
you
talk
about
the
the
details
of
that
one?
D
D
P
Thank
you,
council
member
jeff
ruster
with
the
office
of
economic
development
assistant
director
the
work
to
future
program.
We
are
leading
on
that,
but
we
work
with
with
many
partners,
so
we
are
working
with
over
60
agencies
that
serve
low,
low-income,
lower-skilled
individuals.
We
refer
clients
back
and
forth
and
then
our
main
mission
is
really
to
train
those
individuals
and
prepare
them
for
careers
and
jobs
that
lead
to
living
wage
that
have
career
pathways
associated
with
them.
P
So
we
will
serve
probably
about
2
000
clients
this
year
through
a
variety
of
programs
that
include
those
that
are
funded
by
work
to
future
that
are
funded
by
american
rescue
plan
resources
and
general
plan
general
fund
resources
as
well.
So
again
it's
a
collaborative
effort
and
then
we
serve
many
different
kinds
of
clients
to
youth
and
adults
and
prepare
them
for
careers
again
in
driving
sectors.
D
P
Good
question:
quite
a
few
things.
Actually
one
of
the
things
that
we've
done
in
light
of
covet
is:
we
have
moved
much
closer
to
those
clients
that
were
most
impacted
by
covets.
We
are
now
present
on
the
east
side
in
las
pluma
center,
which
brings
again
closer
to
those
areas
that
were
hit
hardest
by
covet.
So
hopefully
that
will
increase
awareness,
ease
of
access
for
these
kind
of
services.
We're
going
to
have
a
lot
of
our
partners
join
us
there.
P
That
will
be
providing
a
wide
variety
of
services
working
with
the
trades
on
a
trade
orientation
program,
we'll
be
offering
entrepreneurship
workshops
to
individuals
that
historically
have
not
accessed
work
to
future
clients.
So
that's
one
big
thing:
the
other
thing
is
through
kovid.
There
was
a
collaborative
effort
called
bridge
to
recovery,
which
was
initially
led
by
catholic
charities,
which
again
is
the
agent.
P
That
is
the
initiative
where
60
different
agencies
have
come
together
to
really
kind
of
bring
the
system
more
cohesively
together
to
provide
wrap-around
services
for
housing
and
health
and
food
and
other
kind
of
support
that
they
need.
In
addition
to
workforce-
and
I
would
just
add
as
well
that
many
of
those
that
were
hit
hardest
by
covid
have
historically
been
our
main
clients
with
work,
the
future
that
is
historically,
who
we
observe
lower
skilled,
lower
income,
people
of
color
have
been
historically
our
clients.
D
D
Can
you
talk
a
little
bit
about
why
that
is,
if
you're
changing
the
way
you're
doing
things,
and
we
have
this-
need
for
our
most
impacted
communities
to
get
back
into
the
workforce
and
for
some
retraining,
some
jobs
didn't
come
back,
we
know,
and
and
so
there's
the
need
for
retraining.
Why
are
we
not
having
a
large
spike
in
the
number
of
projected
clients
for
this
year
and
you
do
have
additional
staff
in
the
budget?
I
believe.
P
Yeah
one
or
two
extra
staff
to
support
some
of
our
american
rescue
plan,
including
the
resiliency
corps
program.
I
think
why
you're,
why
you
don't
see
that
spike
immediately
is
that
our
offices
were
closed
for
18
months
and
just
reopened
in
october
of
2021,
and
during
that
interim
process
from
october
really
to
january
is
when
we
made
the
move
over
to
the
las
plumasite.
So
january
of
2022
is
when
we
opened
up.
We
were
still
facing
some
restrictions
in
terms
of
the
number
of
clients
we
could
serve.
P
There
was
a
50
limit
at
that
time,
but
now
that
that's
behind
us,
I
do
think
going
forward.
You
will
see
a
significant
number
in
the
increase
of
clients,
also
the
numbers
that
are
in
that
budget
book,
and
it
is
something
that
we're
looking
to
change
as
well,
only
are
kind
of
the
workforce,
innovation
opportunities
that
the
wioa
federal
funding
that
we
get
it
doesn't
include
other
types
of
programs
that
we
have
for
san
jose
works,
which
is
general
fund.
Our
arp
related
resources.
D
P
Absolutely
the
only
other
thing
I
would
add
council
member-
and
I
appreciate
all
your
comments-
is
that
we
served
about
five
to
six
thousand
additional
clients
that
were
never
enrolled
in
our
programs
during
that
kind
of
core
covenant
period.
Those
numbers
were
not
counted
as
well,
so
those
are
people
that
went
to
our
virtual
job
fairs
that
accessed
our
online
trainings
that
we
had
or
our
virtual
workshops.
There
were
a
lot
of
clients
that
we
did
serve
that
are
not
are
that
are
not
being
counted
in
that
particular.
D
Thank
you
jeff
and
then
the
the
next
item
on
this
same
slide
that
I
had
questions
about,
was
the
small
business
recovery
and
resilience.
I
I
heard
business
walks
and
latino
business
foundation
and
excite
credit
union
in
one
location
and
they
heard
eviction.
Assistance
for
small
businesses
is
there?
Is
there
anything
else?
D
I
just
I
I
got
to
say
the
business
walks
in
terms
of
business
economic
resilience
doesn't
really
seem
huge
and
I'd
like
to
know
more
about
why
we
think
that
that's
that
was
worthy
of
discussing
honestly,
because
it
seems
like
a
small
thing
to
me
sure
thank
you,
council
member
davis,
for
your
question.
Blog
is
launched
with
the
office
of
economic
development.
I
think
rosalind
was
probably
just
trying
to
keep
her
comments
very
tight,
because
there's
actually
a
lot
that
we've
been
doing
for
supporting
small
business
recovery
and
resiliency
there's.
D
D
G
G
You
know
whatever
is
on
the
roadmap
and
as
part
of
that
final
mba
is,
we
will
be
as
soon
as
the
budget
is
passed.
Working
with
all
the
initiative
leads
to
build
out
the
vision
outcomes
in
all
these
boxes
and
a
more
formalized
work
plan
that
the
mayor
and
council
will
be
able
to
engage
in
more
fully
around
some
of
those
details.
D
Thanks,
I
appreciate
that.
I
just
know
that
we're
we
may
get
into
some
horse
trading
here
about
what
goes
you
know
which
boxes
belong
in
here
and
what
gets
swapped
out,
and
so
I
wanted
to
make
sure
honestly
that
when
we're
talking
about
pandemic
community
and
economic
recovery,
that
I
knew
a
little
bit
more
about
these
boxes,
because
I
think
these
are
the
these
four
are
the
the
most
critical
ones
in
the
upcoming
fiscal
year.
D
O
My
my
understanding
number
one
with
the
core
city
services,
is
that
our
budget
document
sort
of
is
that
document
of
right
of
our
road
map
for
all
of
our
core
city
services
and
and
then
looking
at
it,
for
instance,
in
the
example
that
was
brought
up
on
reducing
you
know
the
the
response
time
or
something
like
that.
Under
the
public
safety
city
service
area,
we
do
break
out
percentages
and,
and
we're
looking
at,
you
know,
what's
happening
there,
what
our
goals
are.
I'm
I'm
curious.
O
O
I
know
maybe
I'll
ask
cancer
mayhem
first,
but
I'm
kind
of
curious
is
that
is
that
your
thought
like
similar
to
a
document
that
we're
looking
at
here
with
this
roadmap
but
taking
those
260
or
that
we
have
within
our
our
budget
document
and
just
putting
it
into
a
similar
kind
of
presentation.
What
we're
looking
at
today.
N
I'd
yeah,
I
appreciate
the
question.
I'd
recommend
that
we
focus
in
as
a
council
on
a
much
smaller
set.
The
departments
for
their
own
internal
performance
management
will
need
probably
much
more
complex
systems
than
we're
going
to
be
able
to
grapple
with
at
the
council
level.
But
my
observation
is
that
the
performance
measures
in
the
budget
kind
of
sit
there.
We
dutifully
collect
the
data.
They
often
don't
change
much.
N
It's
hard
to
know
are
we
really
being
strategic
about
where
we're,
putting
our
emphasis
and
our
resources
and
putting
the
right
focus
on
what
we
want
to
change
for
our
residents,
because
the
the
questions
I
so
often
hear
are
about
core
city
services,
but
we're
having
a
whole
meeting
here.
Talking
about
these
futuristic
change
initiatives
that
we
also
know
are
important
and
I'm
not
arguing
that
we
should
only
do
one
or
the
other.
N
I
just
I
want
to
see
more
of
a
synthesis
so
that,
as
a
as
basically
an
oversight
body,
we
are
consistently
thinking
and
asking
questions
and
and
putting
the
right
emphasis
on
what
matters
for
our
residents
and
to
me.
The
only
way
to
do
that
is
to
start
from
goals
and
to
have
a
small
number
of
goals
and
to
stack
rank
them
to
baseline
against
past
performance,
to
benchmark
against
other
cities
and
do
the
trade-offs
at
that
top
level
of
goals
not
have
two
different
governing
documents
for
core
services
and
change
initiatives.
N
O
Yeah
no
thank
you.
It's
helpful
to
kind
of
get
a
better
understanding.
The
only
thing
I'll
disagree
with
is
kind
of
what
you
said.
Second
to
last
on,
I
think
the
set
of
goals
or
comparing
to
other
cities
and
whatnot.
I
I
don't
necessarily
agree
with
that,
but
I
don't
think
we
need
to
get
into
that
conversation
today,
but
I
actually
do
agree
with
the
discussion
on
what
may
appear,
as
as
sort
of
the
focus
of
the
priority
for
the
council,
which
is
the
day
that
we
spend
today.
O
Talking
about
you
know,
change,
initiatives
and
and
whatnot,
and
that
there
may
be
some
assumption
that
hey
that's
the
priority.
I
know
that's
not
for
me,
but
and
I'm
assuming
staff
knows
that's
not
for
them,
but
that
could
be
the
indication
because
people
are
hearing.
Oh,
this
is
the
new
ads
that
council
has
talked
about,
and
this
is
the
priority
and
I
would
agree
that
we
don't
actually
spend
you
know
the
same
sort
of
amount
of
of
time
or
energy
as
a
council
to
deliberate.
O
You
know
the
the
rest
of
the
the
budget.
The
rest
of
our
core
city
service
area
is
264
right
that
we
were
we've
now
talked
about
because,
quite
frankly
and
me
included,
we
stayed
pretty
quiet
last
week
right,
and
so
there
wasn't
much
of
an
input
on
all
of
those,
and
I
think
that
was
our
opportunity
to
do
so
if
we
wanted
to
dive
into
to
each
of
those
individual
core
service
areas.
So
I
don't
know
if
it's
that
we
don't
allow
ourselves
the
time.
O
Maybe
it's
just
that
we're
not
engaging
in
the
way
that
you
know
we
could
be
in
the
opportunity
that
you
know
that
we
have
here
through
the
budget
cycle,
because
I
kind
of
see
that,
as
this
is
the
chance
that
we
get
to,
you
know
to
nitpick
some
of
of
what
we
may
want
to
want
to
see
some
change
on,
but
I
do
agree
with
the
the
other
sentiment
that
it
doesn't
have
to
be
either
or
we
should
be
doing
both.
We
should
be
having
this
conversation
today
around.
O
What
are
some
of
the
change
initiatives?
What
are
the
new
things
we
may
want
to
add?
Or
what
is
it
we
want
to
put
on
a
backlog
because
there's
always
going
to
be
something
new
or
iterative.
You
know
we
can't
necessarily
just
assume
that
the
the
core
city
service
that
we've
been
providing
for
decades
is
the
same
thing
that
we
should
be
providing
moving
forward.
O
O
Maybe
we
rethink
how
we
engage
in
our
discussion
on
the
budget
process
and
we
have
a
whole
year
now
to
do
that,
since
we
just
finished
it
and
and
be
able
to
say
all
right,
how
do
we
then
create
some
better
discussion
and
dialogue
through
our
budget
process?
We
have
the
time
we
set
that
aside
already,
we
have
all
the
documents,
we
know
the
info,
but
I
don't
think
there
is.
You
know
robust
engagement
on
those
core
city
service
areas.
O
I
would
agree
with
councilmember
may
have
just
said,
or
out
of
a
lot
of
these
numbers
and
the
goals
they
kind
of
stay
the
same.
We
don't
engage
you
too
much
and
so
and
it
is
you
know,
I
think,
maybe
it's
because
it's
a
lot.
So
maybe
you
know,
I
know
we
we
break
it
down,
as
we
did
last
week
right
in
the
different
city
service
areas
anyways.
O
O
You
know
this
past
week
and
and
that
we've
gotten
historically
as
well
so
but
not
to
take
away
from
the
presentation
and
discussion
day
because
again,
as
I
started
off
with
I,
it
isn't
in
either
or
this
is
important
as
well.
We
need
to
have
this
discussion
and-
and
I
know
we'll
we'll
debate-
maybe
what
should
be
added
or
not
added
to
the
list
too
again,
but
thanks
for
just
kind
of
again
thinking
out
loud
sharing
some
thoughts.
L
So
so
this
is
dolan,
so
I
think
I
have
three
things.
One
is
probably
most
importantly
later
on
the
presentation,
we're
going
to
specifically
talk
about
the
new
initiative
that
we
added
called
outcomes,
equity
indicators
and
performance
management
which
addresses,
I
think,
almost
everything
we've
been
talking
about
here.
L
The
second
is-
and
kit
may
want
to
jump
in
here,
but
from
my
perspective,
city
services
are
represented
here,
as
expressed
by
the
community
and
the
council
in
a
priority.
So
traffic
safety
is
a
core
city
service,
but
we've
had
so
many
fatalities,
we've
elevated
it
to
the
enterprise
priority
level
to
focus
on
it.
I
think
trash
blights
beautify
san
jose
encampment
trash
services
are
things
that
we've
done
for
a
very
very
long
time,
but
it
got
to
the
point
we
have
to
escalate
it.
L
If
there
are
other
things
that
the
council
wants
to
escalate,
we
can
put
them
into
the
backlog.
We
can
prioritize
and
we
can
add
them
there
right.
So
if,
if
that
is
something
we
can
absolutely
do
moving
forward
in
terms
of
like
focusing
and
being
look
at
what
are
the
most
important
measures?
That's
what
we're
proposing
we're
going
to
be
doing
in
that
city
road
map
initiative.
L
L
We
ran
into
the
same
challenge
that
the
mayor
talked
about
with
public
safety,
which
is,
is
the
response
time
really
the
outcome.
We
want
to
measure,
or
is
it
something
else
that
more
indicative
and
that
that
we're
finding
is
going
to
take
them
a
little
amount
of
time?
We
have
looked
at
other
cities?
Other
cities
like
san,
diego
and
san
francisco
are
actually
looking
to
us
to
adopt
the
framework
we
have
in
place.
Santa
san
san,
diego
has
18
objectives
and
43
high-level
performance
measures
that
they
publish
as
their
top
line.
L
So
so
we
are
doing
all
the
things
that
are
looking
about
what
other
cities
are
doing
and
looking
at
what
we're
doing
and
we're
finding
cities
are
looking
to
us
to
lead
the
way
and
we
recognize
we
have
some
improvement
to
make,
which
is
why
that's
a
huge
heavy
lift
that
second
box
on
the
lower
left
outcomes,
equity
indicators
and
performance
management,
and
we
are
going
to
talk
about
that
more.
If
we,
if
we
find
we
can
adopt
the
road
map
and
prioritize
the
backlog.
C
C
It's
also
the
case
that
many
of
these
initiatives
do
incorporate
basic
services
of
the
city
that
are
according
to
what
our
residents
are
concerned
about
homelessness
like
and
traffic
safety
is
just
mentioned.
So
in
some
ways
it's
it's
on
us
as
a
council
here
to
say.
Look
if
it's
really
about
continuous
change
in
our
organization
that
we
should
be
primarily
focused
on
and
not
the
shiny
new
object.
C
We
have
the
ability
to
bump
the
shiny
new
object
and
put
the
continuous
change
initiatives
around
public
safety,
for
example,
into
this
road
map.
But
I
I
think
governor
mayhem
is
really
struck
on
something
which
is
important,
which
is
you
know,
we're
really
starting
with
the
end
in
mind,
and
you
know,
I
think,
that's
a
really
important
issue.
We've
got
to
grapple
with
because
bluntly,
I'd
have
to
admit,
I'm
not
sure
we
have.
C
We
clearly
have
started
with
six
priorities
that
we
all
agreed
and
unanimously
voted.
These
are
the
six
important
categories
of
things
that
we're
going
to
wrestle
with
through
the
the
budget
message
and
that's
a
good
reflection
of
our
priorities,
saying
the
goals,
as
we
know,
is
much
much
harder
and
a
heavier
left
so
anyway,
I
know
that
work
is
underway
and
we're
going
to
hear
more
about
it
shortly,
but
I
guess
I
I
just
wanted
to
say.
C
Q
Thank
you.
I
want
to
thank
our
folks
who
have
been
working
really
hard
all
year
through
not
only
on
the
city
road
map.
That
includes
some
of
our
strategies
that
we
need
to
shift
to
as
our
the
needs
of
our
residents
change
and
the
way
that
we
do
things
needs
to
change
and
also
as
a
result
of
the
pandemic,
and
so
it
takes
a
great
deal
of
effort
and
focus
and
coordination
to
actually
shift
a
bureaucracy.
Q
This
huge,
you
know
this
bureaucracy
is
meant
to
do,
is
focus
on
very
specific
city
services,
so
that
we
can
then
be
efficient.
But
in
that
process
we
we
do
create
what
we
call
it,
and
people
may
not
appreciate
as
a
bureaucracy
right,
but
I
don't
see
it
as
inefficient.
I
see
it
as
a
whole
system
that
has
been
set
up
to
do
its
job
and
mainly
encore
services.
I'm
not
sure
why
we
continue
to
be
talking
about
core
services.
We
had
an
opportunity
to
do
that
last
week.
Q
Respond
to
our
residents
needs
in
the
moment.
This
is
what
the
road
map
is
about.
It's
not
about
core
services.
We
had
an
opportunity
to
talk
about
that
last
week
and,
to
be
honest
with
you
that
that
conversation
has
could
could
have
been
more
fruitful
if
all
of
us
had
raised
our
hands,
but
in
in
the
moment,
I
think
that
we
probably
all
feel
that
we're
on
the
right
track
with
our
core
services.
Q
Q
And
so
I'm
glad
that
I'm
really
actually
happy
about
the
process
that
we've
been
going
through.
I
I
don't
know
that
we
all
felt
very
confident
when
I
came
in
for
our
priority
setting
process,
but
this
this
the
way
that
it's
been
set
up
now,
I'm
absolutely
sure
that
we
are
making
progress,
and
I
may
not
agree
with
every
item
on
our
roadmap,
but
that's
okay.
Q
L
Thanks
councilmember
arenas,
I'm
I'm
going
to
give
you
a
a
general
process
approach
to
the
document.
That's
going
to
have
that
and
then,
if
we
or
jim,
want
to
jump
in,
they
can
so
further
to
council
member
davis
question
each
one
of
those
42
initiatives
is
going
to
have
like
an
initiative
charter.
That's
going
to
make
it
clear!
What's
the
scope,
what's
the
impact,
what's
the
equity
lens?
L
What's
the
performance
measure
or
outcome
measure
we're
trying
to
achieve
and
we'll
be
assuming
assuming
the
roadmap
gets
approved
and
the
budget
gets
approved,
we'll
be
working
on
that
first
thing
in
july
and
publishing
that
as
part
of
kind
of
a
separate
mba,
so
we'll
be
taking
all
of
the
work.
The
good
work
that
the
office
of
racial
equity
and
budget
office
has
been
doing
and
integrating
that
into
a
definition
for
each
one
of
these
42
initiatives,
so
that
that's
where
you
will
see
that.
L
Yeah
and
council
member
arenas-
this
is
dolan
again,
as
you
see
there
and
I
think
what
will
become
the
infamous
initiative
for
2223
the
outcomes.
The
equity
equity
indicators
and
the
performance
management
is
all
bundled
into
that.
To
make
sure
that
we
are
doing
exactly
what
you
said.
So
it's
it's
part
of
the
process,
but
there
will
be
specific
deliverables
where
you'll
actually
be
able
to
see.
This
initiative
is
going
to
intended
to
create
this
impact
in
our
community
and
the
impact,
of
course,
being
having
an
equity
lends
to
it.
Q
Q
How
and-
and
this
is
one
of
the
reasons
why
I
had
proposed
a
promotoras
model
last
year,
and
I'm
I'm
really
glad
to
hear
a
bit
of
the
update.
I'm
gonna
ask
some
questions
about
it,
and,
and
maybe
that's
what
I'll
do
now
is:
how
are
we
going
one
one
of
the
issues
that
I
found,
especially
that
I
already
knew.
Q
G
G
How,
for
these
initiatives
is
yet
to
be
developed,
they're
buckets
of
work
that
we
need
to
fill
out,
but
the
expectation
is
that
they
start
and
end
with
the
community
as
a
part
of
our
work
to
advance
racial
equity
through
the
organization,
and
so
some
of
these
initiatives
are
at
different
stages
and
they're
all
fairly
unique.
So
I
would
imagine
that
they'll
be
informed
from
a
variety
of
different
variables.
G
But
start
with
who
we're
trying
to
serve
and
who
we're
trying
to
make
a
difference
for
which
are
the
fundamental
questions
that
we
should
be
asking
ourselves.
As
we
start,
some
of
these
so
that'll
be
work
that
we
build
out
the
engagement
process
as
a
part
of
these
work
plans
when
we
come
forward,
but
would
ask
rosalind
to
jump
in
on
the
promotoros
pilot.
F
F
F
F
Q
Q
This,
if,
if
not
done
correctly,
will
will
may
lead
to
a
recession
and
we're
going
to
find
ourselves
in
a
place
where
we
found
ourselves
back
in
2008.,
and
so
I
hope
that
we
learn
from
what
we've
done
in
the
past,
where
it's
in
the
past.
What
we
had
to
do
is
we
had
to
cut
back
programs
where
folks
can
pay
for
those
services
and
where,
if
we
don't
know
our
communities
well,
that
we
might
leave
them
without
the
support
that
they
need.
Q
Q
Q
If,
if,
if
you
know
they
didn't
have
a
squeaky
wheel
like
myself,
eventually,
there
would
be
no
classes
there
once
again,
because
staff
would
just
say
well,
people
aren't
interested,
even
though,
once
we
do
some
active
engagement,
those
classes
get
filled
within
a
week,
maybe
even
less
than
a
week
and
and
then
the
subsequent
classes
also
get
filled.
Of
course,
all
scholarshipped
out
so.
Q
Yes,
I'm
gonna,
I'm
gonna
bring
this
to
to
a
point,
which
is
one
of
the
reasons
why
we
need
to
make
sure
that
we
have
new
strategies
and
why
we
have
a
road
map
is
so
that
we
can
continue
to
be
flexible
and
responsive
as
a
system,
and
so
this
this
to
me
is
is
the
right
process
that
we're
taking
and
second
the
I'm
going
to
wrap
up.
My
my
other
thought
about
the
promotoras.
Q
This
is
why
we
also
need
to
expand
the
promotoras
program.
Five
is
just
you
know:
it's
a
tease
right,
we're
just
getting
ourselves
started,
and
so
I
I'd
like
to
encourage
my
colleagues
mayor
to
continue
to
support
this.
This
is
going
to
be
part
of
the
answer
to
communities
like
mine
and
mine
are
not
the
most
challenged
as
you'll
hear
my
other
council
colleagues
that
they
speak,
they
will
tell
you
their
their
communities,
are
a
lot
more
challenged
than
mine,
and
so
with
that
I'll
just
wrap
up.
Q
A
A
I
don't
necessarily
see
the
choices
as
conflicting
and
and
I'll
I'll.
Tell
you
why,
when
five
of
us
started
working
in
2019
to
really
address
equity
issues
in
our
city,
it
started
with
the
list.
It
started
with
a
whole
list
of
stuff
in
in
our
respective
districts
and
by
the
way
our
districts
were
also
the
hardest.
A
We
represented
communities
that
were
hardest
hit
by
covid
in
the
county,
and
we
we
started
coming
up
with
a
list
and
the
list
kept
growing
and
it
kept
growing,
and
then
it
grew
some
more
and
and
we
looked
around
and
realized
this
isn't
a
list.
This
is
just
not
a
list.
It's
not
going
to
work.
All
five
of
us
grew
up
in
san
jose.
A
We
had
seen
structural
inequities,
we'd
experience,
structure,
structural
inequities,
and
so
we
landed
upon
equity
because
it
is
built
into
the
core
services
that
the
city
does.
So.
I
think
both
are
true
that
initiatives
such
as
our
equity
work
and
looking
at
those
equity
indicators
and
performance
management
that
those
those
are
actually
part
and
should
be
part
and
parcel
of
our
core
services
and
what
might
be
a
critical
issue
in
one
part
of
the
city.
It
might
be
gopher
holes
in
another
part
of
the
city.
It
might
be.
A
You
know
some
more
life
and
death
issues,
and
and
so
in
in
the
things
that
we,
those
core
things,
that
we
do
as
a
city,
there
should
be
some
standards
of
service
city-wide
and
then
we
should
also
be
looking
at
those
equity
initiatives
and
and
to
my
mind,
I
think
we
need
to
be
able
to
walk
and
chew
gum.
At
the
same
time,
I
think
our
community
rightly
expects
us
to
do
that,
and-
and
so
I
look
forward
to
more
discussions
on
that,
but
I
just
wanted
to
to
bring
that
up.
B
Yeah,
thank
you.
I
want
to
first
thank
staff.
I
appreciate
that
this
year's
roadmap
was
based
on
some
continuity
from
last
year's
roadmap,
rather
than
kind
of
a
process
that
starts
from
scratch
each
year.
That
can
can
cause
us
to
have
to
shift
gears
too
often.
So
I'm
really
I'm
glad
that
you
kind
of
came
forward
with
what
you
recommend
be
on
the
roadmap.
Rather
than
sort
of
have
this
proj.
B
That
exercise
you
went
through
last
year,
which
I
felt
doesn't
allow
us
to
really
make
progress
and
continue
to
make
sustained
progress
towards
our
goals.
So
I
I
thank
you
for,
for
that.
I
want
to.
I
want
to
agree
with
some
of
the
things
that
have
been
said
from
a
whole
variety
of
people,
but
I
I
do.
I
do
want
to
distinguish
between
what
are
on
this
roadmap
and
everything
else
that
we
talk
about
and
we
talk
about
all
year.
B
I
mean
we
do
talk
at
our
meetings
during
the
year
about
most
of
the
the
primary
core
services,
and
we've
been
talking
about
what's
going
to
go
into
the
budget
since
march,
and
how
we,
the
the
budget
process
itself
was,
is
the
sense
of
values
of
how
we
want
to
address
those
core
services.
We
added
we
added
resources
into
various
areas,
we're
still
talking
about
some,
like
libraries
and
others
that
our
core
services
are
people
are
asking
about.
B
What's
bothered
me
and
I've
raised
this
before
with
with
staff,
at
least
some
of
you
is,
I
think
it's
a
terminology
issue
when
I
hear
city
road
map,
I
think
what
are
we
going
to
do
to?
What
is
the
city
working
on?
What
is
the
city's
focus
and
if
I'm
a,
if
I'm
a
resident-
and
I
look
at
the
city's
roadmap,
I
would
expect
to
see
the
core
services
on
it,
because
the
city's
roadmap
should
be
achieving
objectives
around
the
core
services.
B
B
I
do
I
mean
I
agree
that
there's
so
many
of
those
other
things
it's
hard
to
put
that
on
one
table,
but
maybe
I
assume-
and
I
know
actually,
that
each
department
has
a
table
like
this
of
what
your
priorities
are
and
these
fit
into
some
of
those
tables.
And
so
perhaps
at
some
point
we
present
that
roadmap
by
saying
here's.
The
entire
roadmap,
which
is
the
priorities
of
each
of
the
departments
and
from
that
here,
is
the
set
of
change
initiatives
that
we're
focused
on
in
order
to
improve
all
of
that.
B
So
at
some
point
there
could
be
a
booklet
that
says
here's
all
of
the
roadmap
items
that
we're
working
on
as
a
city
and
then
on
the
last
day
of
the
budget
process,
we're
confirming.
As
a
council,
we
agree
with
the
change
initiatives
or
enterprise
priorities
that
are
supporting
all
of
the
rest
of
that.
L
I
guess
hi,
this
is
dolan
beckel
I'll
channel
the
vote,
the
voice,
the
ghost
of
kip
harkness,
who
can
chime
in
as
well
since
he's
going
to
turn,
but
I
think
we're
definitely
open
to
that.
I
I
think
that
we
have
also
struggled
with
community
feedback
about
the
roadmap
and
what
it
represents,
and
so
I
think
we'll
definitely
take
that
into
consideration
and
definitely
not
against.
In
fact,
I
think
it
solves
a
lot
of
ways
of
describing
this
work
to
our
community.
L
I
also
think
that,
as
we
look
at
what
we're
doing
this
year
in
that
outcomes
and
performance
management
initiative,
I
think
we'll
also
be
finding
ways
to
make
the
actual
end
result
at
impact
easier
to
understand
by
creating
different
types
of
dashboards
for
different
users,
so
that
it
does
become
more
clear
what
we're
focusing
on
and
how.
What
we're
performing.
B
Yeah,
thank
you,
but
I
kind
of
see
this
as
from
an
opposite
view.
As
councilmember
man
it's.
I
don't
think
that
that
this
particular
exercise
and
document
distracts
us
from
the
core
work.
I
think
the
core
work
is
being
done,
and
I
know
that
through
the
interactions
that
my
staff
and
I
have
with
all
of
the
other
staffs
of
the
departments
that
we
talk
about
it
all
year
and
we
work
on
getting
those
things
done.
I
know
those
things
are
happening.
B
N
Y'all
just
thank
you
mayor.
I
actually
exactly
agree
with
the
direction
you're
going.
That's
that's
the
whole
point
I'm
trying
to
make
is
that
I
just
want
to
see
greater
integration.
I
think
when
we
call
it
a
city
roadmap,
the
assumption
is
that
this
is
the
priority.
These
are
the
most
important
things
we're
working
on
and
I'm
not
in
any
way.
I
think
some
of
my
colleagues
may
have
misunderstood
what
I
said,
which
is
which
is
on
me,
but
I'm
not
arguing
that
we
should
prioritize
turf
conditions
in
parks
over
pedestrian
deaths.
N
N
I
mean
so
all
of
our
questions
last
week,
and
I
did
ask
some
questions
last
week
were
about
change
and
my
only
point
is:
let's
make
sure
we
are
integrating
and
not
siloing
and
that
we're
properly
prioritizing
and
aligning
the
change
initiatives
back
to
the
csas
and
that
there's
there's
some
better
connective
tissue
there
and
to
me,
though,
the
starting
place
for
that
is
really
the
kpis.
It's
how
we
measure
success,
I
think
of
our
conversation
through
this
process.
N
My
biggest
concern
has
been
that
we
have
not
had
a
lot
of
robust
conversation
at
the
council
level
about
how
we
measure
success
and
the
and
the
prioritization
or
stack
ranking
of
those
measures,
and-
and
I
think
that
that's
why
last
week's
conversation
feels
siloed
to
me
from
what
we're
seeing
on
this
roadmap
today
and
absolutely
equity
should
be
at
the
very
core
of
that
conversation.
That
should
actually
be
what
we
should
be
prioritizing
most
of
all
across
some
of
these
service
across
all
of
these
core
services.
N
My
concern
is
just
that
last
week's
conversation
feels
silent
from
this
week's
conversation,
and
I
heard
one
of
my
colleagues
say
something
I
very
much
disagree
with,
which
is
that
core
services
are
something
we
talked
about
last
week
and
we
can't
really
improve
them
unless
we
have
more
staffing
and
that's
it
well.
Actually,
I
think
the
whole
point
of
change
initiatives
is
that
we
should
be
finding
all
the
ways-
staffing,
including
technology
and
process
improvements
and
prioritization,
and
dropping
things
that
are
not
essential.
N
The
whole
conversation
should
be
about
how
do
we
change
and
evolve
to
better
deliver
the
outcomes
our
community
needs,
and
the
vast
majority
of
that
is
about
core
service
delivery.
So
I
just
I
find
it
still
a
little
confusing
to
have
last
week's
conversation
be
focused
on
core
services
and
and
then
that's
sort
of
like
well,
the
only
way
to
solve
that
is
more
staffing,
and
then
this
week
we'll
talk
about
the
change
initiatives
and-
and
I
think
all
I'm
asking
for
is
a
more
holistic
or
integrated
approach.
N
I
I
think
that
you
know
our
change
initiatives
if
we
want
to
call
this
our
change
initiative
roadmap
should
integrate
both
the
the
way
that
we're
going
to
improve
delivering
the
most
basic
services
that
we've
delivered
for
a
hundred
years,
as
well
as
the
projects
that
are
looking
around
the
corner
at
where
we
need
to
innovate
and
develop
new
capabilities,
and
those
to
me
should
be
on
the
same
roadmap
because
they're
all
about
change,
to
deliver
better
outcomes
for
the
community.
That's
really
the
only
point
I'm
trying
to
make.
H
I,
if
I
could
just
weigh
in
on
that
too,
I
agree
as
we
were,
trying
to
work
on.
You
know
the
priority:
the
priorities
for
the
march
budget
message
translating
them
into
how
do
they
fit
into
our
enterprise
parties,
so
we're
still
focused
and
we're
not
doing
different
things
and
we're
still
staying
focused
and
then,
as
I
was
discussing
with
staff,
you
know
it
has
to
be
integrated
from
the
you
know:
the
operational
to
the
core
service
to
the
department
to
the
city
service
area,
to
the
roadmap.
H
All
of
the
performance
measures
need
to
be
integrated,
so
we
can
understand
at
the
most
basic
level,
to
the
staff.
That's
doing
the
work,
how
how?
What
is
how
is
their
work,
contributing
and
being
meaningful
and
being
measured
towards,
for
example,
safer
san
jose?
What
do
we
want
to
say
for
san
jose
mean,
and
how
does
it
align
all
the
way
down
to
the
to
the
programmatic
level?
And
so
that's
what
we
need
to
work
on?
Not
just
put
another
layer
of
performance
measures
on
here,
because.
N
H
H
Intentional
word
is
used
there
and
you
know
we
do
have
a
very
robust
measurement
system
that
needs
to
be
updated,
but
it
doesn't
get
us
to
where
we
want
to
be
with
management,
and
so
that's,
I
think,
the
key
thing
that
will
tie
this
together.
So
then
we
can
understand
that
effort
and
the
tie
to
when
you're
reviewing
the
regular
budget.
How
does
that
those
efforts
ultimately
contribute
to
a
safer
san
jose
and
the
indicators
in
here?
How
are
we
pushing
the
needle
on
that?
So
I
think.
N
N
If
we're
short
of
that
goal,
I
would
hope
that
the
number
one
change
initiative
that
we're
talking
about
today
is
aligned
with
how
we're
going
to
hit
that
goal.
I
mean
there
just
needs
to
be
more
of
an
alignment
about
around.
What
do
we
say
is
most
important
to
deliver
to
the
community
and
then
which
are
the
change,
and
I
think
the
mayor's
right.
We
don't
have
to
throw
this
out
at
all.
N
I
just
want
either
either
the
city
road
map,
if
we're
going
to
call
it
that
needs
to
be
more
comprehensive
holistic
and
include
all
the
change
initiatives
that
we've
prioritized
to
move
the
needle
on
our
most
important
deliverables
or
we.
We
need
to
call
these
innovation
or
change
initiatives
and
they
actually
are
different
somehow.
But
I
just
we
started
last
week
with
kpis
and
saw
that
we
were
short
on
some
of
them
and
then
we're
sort
of
somehow
disconnecting
this
conversation,
and
I
want
to
make
sure
that
they're
integrated.
H
H
Initiatives
to
support
the
core
services
as
these
all
our
core
services
as
we've,
if
they're
an
enterprise
priority,
then
they're,
of
course,
they're
part
of
our
core
service
system.
So
all
good
feedback
which
again
we're
we're
using
this
process
to
improve
we've,
come
a
long
way
from
where
we
were
just
taking
a
list
of
ordinances
and
little
change,
things
that
were
coming
through
and
and
trying
to
make
a
bigger
picture
for
the
for
the
council
in
the
community.
So
thank
you
very
much
for
the
feedback.
N
E
E
E
It
is
always
a
an
interesting
sort
of
a
game,
I
suppose
and
if
anything
has
surfaced
or
has
has
if
there's
any
good,
that
came
out
of
the
pandemic,
and
I
say
that
really
you
know
very
carefully.
I
I
I
choose
my
words
very
carefully.
Is
that
that
what
came
to
light
were
many
of
the
issues
that
many
of
us
have
been
fighting
for
over
the
years?
E
In
my
case,
because
I'm
you
know,
I
I
consider
myself
one
of
the
elders
in
this
in
this
group.
I'm
I've
been
around
for
a
while
now
fighting
the
good
fight,
I
think
you
know
it
was.
It
was
like
banging
my
head
on
the
wall
many
many
times
trying
to
convince
people
that
truly
people
of
color
did
have
it
a
little
bit
rougher
than
other
folks.
E
E
Now,
we've
got
a
whole
new
class
of
poverty
that
we're
going
to
be
dealing
with
for
generations,
and
so
I
bring
that
up
because
may
and
june
is,
is
again
it's
interesting,
because
we
always
as
council
members
struggle
with.
Where
do
we
shift
monies?
Where
do
we
invest?
What
do
we
do
with
our
our
city
budget,
county
budget
vta?
What
have
you
and
and
we're?
Finally,
at
a
place
where
we're?
E
These
communities
get
hit
extremely
hard
and
it
makes
it
very
difficult
not
just
for
that
community
to
climb
out
of
a
disaster.
But
it
makes
it
really
difficult
for
the
entire
city
to
provide
services
for
all
the
residents,
because
now
we
have
to
throw
lifelines
to
these
individuals.
And
so
when
I
look
at
the
roadmap,
I
look
at
the
roadmap
as
a
guiding
document
and
action
plans
that
guide
staff.
E
In
an
effort
to
to
start
shifting
that
that
investment
and
council
member
arenas
mentioned
some
of
the
extra
efforts
that
she
has
to
take
in
order
to
make
sure
that
her
lowest
income
communities
are
served,
I
have
to
do
that
on
a
daily,
because
my
entire
community,
except
for
one
little
community
up
in
the
hills
that
does
very
very
well.
I
have
my
entire
staff
and
myself
have
to
do
that
on
a
daily
in
order
for
to
make
sure
that
this
community
is
is
is
heard.
E
But
but
I
I'd
like
to
remind
you,
or
at
least
put
this
out-
you
know
this
is
one
city
divided
into
10
different
districts.
I
know
that
this
sounds
very
basic
and
maybe
it
should
go
without
saying
and
if
we
could
envision
a
city
united
versus
10,
different
council
districts
and
really
envision
that
if
those
three
districts
that
are
the
hardest
hit
and
contain
the
residents
who
are
at
least
resourced,
in
other
words,
have
the
lowest
poverty
rates,
have
the
greatest
unemployment,
etc,
etc.
E
E
E
But
if
we
could
really
be
very
clear
when
we're
speaking,
I
think
that
we
owe
it
also
to
our
our
folks
so
that
they
understand
what
we're
saying
every
step
of
the
way
and
we
don't
speak
in
mysterious
code,
words
and
so
kpi
for
folks
who
are
listening
to
us,
could
really,
you
know,
throw
people
for
a
loop
and
we
may
completely
lose
people
as
they're
trying
to
really
keep
up
with
us.
So
so
I'm
just
requesting
that
as
we're
speaking
about
really
important
matters
such
as
the
budget.
C
C
These
are
the
concerns
we
know
that
are
perhaps
not
voiced
most
often
in
our
communities
that
have
been
marginalized
historically
but
are
most
acutely
felt
in
those
communities
and-
and
certainly
I
think
this
conversation
is
very
much
consistent
with
a
concern
around
equity,
because
I
think
it's
these
core
services
that
many
of
our
residents
who
are
struggling
the
most
depend
on
the
most.
So
I
I
think,
there's
a
I
think,
there's
convergence
here.
I'd
like
to
think
that
we're
all
pushing,
I
think,
in
the
same
direction.
C
C
These
are
as
good
as
any
other
41,
and
so
I'm
happy
to
support
the
motion
to
approve
these,
although
I
would
concede,
as
councilman
mahan
mentioned,
you
know
if
we
were
to
start
with
our
goals
and
metrics,
and
we
had
done
all
that
work
already,
because
I
know
that
work
is
still
in
progress.
We
might
have
some
different
initiatives
than
these
41
and
I
think
we
should
probably
be
open
to
that
reality.
C
C
C
C
The
airport
connector,
endured
on
station
is
defined
as
a
strategy,
not
self-evident
to
me
that
one's
a
project
and
the
other
is
a
strategy,
and
they
same
couldn't
be
said
at
both
and
in
fact,
if
anything
airport
connector
is
actually
a
project.
We're
leading
and
bart
is
a
project
that
somebody
else
is
leading
a
partner
at
the
vta,
and
I
I
guess
I
could
go
down
the
line.
As
I
look
at
this
and
in
some
ways
these
divisions
may
in
fact
undermine
our
goals.
C
If
we're,
if
we're
being
too
wedded
to
these
divisions,
for
example,
the
soft
story
building
earthquake
retrofits
defined
as
a
policy
it's
put
in
that
category,
and
it's
not
obvious
to
me
that
we
know
it's
a
policy,
that's
going
to
fix
it.
It
may,
in
fact
not
be
a
policy
that
fixes
it.
It
may
be
a
strategy
which
involves
getting
lots
of
partners
together
and
figuring
out
how
we're
going
to
finance
something
that
doesn't
maybe
require
any
particular
change
of
policy
but
may
or
may
not.
Similarly,
wage
theft,
I
think
we've
all
agreed.
C
C
We
might
ultimately
discover
that
we'll
do
more
to
battle
wage
stuff
by
enabling
more
victims
of
wage
staff
to
have
easier
ways
to
report
and
to
be
able
to
do
so
more
comfortably
without
fear
of
retribution
from
their
employers
and
that's
less
about
policy
and
more
about
strategy
and
lots
of
other
things.
So
I
wanted
to
raise
the
question:
are
we
really
helping
ourselves
by
dividing
this
and
making
it
more
complex,
as
opposed
to
just
sort
of
mushing?
All
these
into
the
general
category
of
projects
or
initiatives.
L
I
I
personally
have
no
no
concerns
about
the
mushing,
we're
beginning
to
see
how,
as
you
kind
of
evolve
from
completing
something
that
begins
to
define
goals
and
outcomes
and
a
scope
of
work
into
the
actual
work
that
that
is
creating
some.
Some
probably
some
explanation
challenges.
So
I
think
in
the
interest
of
all
the
conversation
we've
had
about
being
clear
and
not
over
making
it
overly
complicated
to
the
point
the
community
doesn't
understand.
I
think
those
could
all
just
be
initiatives.
C
G
Dolan
answered
it,
I
was
just
going
to
say
I
I
I
think
to
it.
You
know,
maybe
the
buckets
look
nicer
or
the
squares
by
us
having
them,
but
I
will
say
the
instructions
that
dolan
and
I
have
started
to
give
to
all
the
initiative
leads
and
the
way,
especially
for
the
new
ones,
because
a
certain
amount
of
what's
on
this
roadmap
is
work.
G
C
If
it
helps
for
simplification,
I
certainly
support
it.
If
there's
the
reason
why
we're
doing
it
this
way
to
really
help
our
ability
to
execute
I'm
open
to
hearing
more
really
minor
issue,
run
a
child
care
siting
update,
as
included
as
a
strategy.
I
know
we've
talked
a
little
bit
about
this
and
you
know
my
own
biases.
I
happen
to
believe
this
is
super
essential
around
the
economic
recovery
and
re-employment
piece,
probably
more
than
it
would
be
in
say
the
the
neighborhoods
in
public
life
priority.
But
you
know
that's.
C
Certainly
that's
reasonable
minds
can
disagree
without
that.
I
just
wonder
if
we're
being
too
confining
when
we
talk
about
child
care,
siding
because
we
know
there's
a
lot
of
things,
we're
trying
to
do
right
now
in
child
care.
I
happen
to
think
this
is
the
really
important
barrier
we've
got
to
eliminate
for
for
thousands
of
our
families
that
are
struggling
right
now,
and
we
know
siding
is
just
a
piece
of
this.
R
Yeah
yeah
mayor
andrew
ries,
w
city
manager,
one
of
the
reasons
why
we
called
it
out
separately
is
because
one
of
the
things
that
we
witnessed
over
the
course
of
the
pandemic
is
the
number
of
closures
in
very
heidi
neighborhoods.
So
this
really
became
an
issue
of
how
do
we
ramp
that
back
up
and
how
do
we
tap
into
economies
of
scale?
Most
of
the
state
money
is
coming
through
county
house
of
education,
many
other
pass-throughs.
R
So
for
us
it's
about
how
do
we
create
more
facilities
that
are
that
are
licensable
right
and
along
with
that,
ensuring
that,
along
with
access
to
licensed
facilities,
that
we
work
with
our
partners,
namely
the
county
house
of
education
and
other
pass-through
entities,
to
make
sure
that
we
got
fully
subsidized
slots
for
low-income
families
right?
So
we
wanted
to
call
that
out.
We
wanted
to
make
sure
that
didn't
get
lost
in
the
in
the
in
the
broader
child
care
effort.
C
I
guess
I
didn't
really
ask
the
question
very
well
in
angel.
I
agree
with
everything
you
just
said.
All
those
things
are
important,
but
a
lot
of
those
things
don't
have
to
do
with
citing
they
just
have
to
do
with
access
subsidies,
licensing
more
providers
getting
more
child
care
supply
out
there
right.
So
there's
lots
of
things
we're
trying
to
do
there
there's
a
reason
why
we
call
it
citing
specifically.
R
Well,
we
think
it
does
have
something
to
do
with
citing
because
location
becomes
key
right.
So
we
want
to
make
sure
that
the
child
care
availability
is
located
closest
to
those
that
need
it
right.
Yeah.
If
they're
gonna
have
to
drive,
you
know
halfway
across
town,
then
we
know
that's.
You
know
kind
of
a
dead-on
arrival
issue.
Okay,
so
yeah
it's
really
about
locating
it
where
the
need
is
greatest.
Okay,.
C
Well,
I
think
what
I
hear
you
saying
is
it's
really
about
equitable
access,
which
I
completely
support.
The
word
citing
me
just
reflects
sort
of
a
focus
on
buildings
and
parcels
which
I'm
guessing
is
probably
too
confining,
but
anyway
I
appreciate
the
point.
Okay,
any
other
questions
from
my
colleagues
councilman.
She
had
your
hand
up
is
that
from
before,
I
believe
it
was.
C
Q
Yeah,
yes,
it
was,
but
you
know
I
do
have
one
additional
question.
I
thank
you
for
bringing
this
this
issue
up
about
child
care.
I
think
in
general,
the
the
child
care
item
is
under
our
children
and
youth
services
master
plan,
which
is
in
already
as
a
program
and
project,
and
we
are
making
sure
to
coordinate
with
the
county
in
terms
of
of
efforts
so
that
we
don't
duplicate
or
supplant
anything.
Q
So
I
just
wanted
to
give
you
that
reassurance
that
we're
working
towards
making
sure
that
there
is
more
child
care
slots
in
this
city
and
in
this
county.
As
you
know,
this
is
one
of
the
issue
areas
that
I've
been
fighting
for
even
before
the
pandemic,
but
but
I
know
that
councilmember
carrasco
talked
about
some
of
the
benefits
of
of
a
crisis
in
that
we
have
to
respond
quickly.
So
I'm
glad
we're
doing
that.
I'm
glad
that
this
is
on
on
our
roadmap.
Thank
you.
Q
Q
Is
there
a
next
step
to
this
conversation,
because
I
do
think
that
the
the
work
for
core
services
trickles
through
the
committees
and
I'd
love
to
see
our
city
service
areas
and
our
budget
dollars
performance
goals
come
to
committee
before
they're
presented
to
all
of
us
at
council,
so
that
we
can
also
contribute
at
a
committee
level?
I
think
there's
a
lot
of
really
great
work
that
gets
done
at
committee
level.
Q
L
Yeah,
council
members,
so
so
thanks,
so
there
are,
there
are
several
next
steps.
One
is
this
afternoon
we'll
talk
more
about.
What's
in
that
initiative
of
which
the
discussion
we've
been
having
has
kind
of
been
centered
around
and
then
the
second
is
is
that
all
initiatives
are
assigned
to
a
committee
and
they
get
updates
at
the
committee.
So
this
is
one
that
would
be
assigned
to
a
committee
and
as
we
evolve
the
plan
and
the
outcome
and
the
impact
and
then
start
doing
the
work
that
this
would.
Q
Q
Okay,
yeah,
and
do
you
have
an
idea
of
what
that
will
be,
what
that
kind
of
standardization
will
be,
and
the
reason
I
ask
this
is
because
I
don't
want
us
to
move
forward
with
a
master
plan,
that's
based
on
a
logic
model
and
theory
of
change.
If,
if
you
are
all
going
to
do
something
slightly
different.
L
Q
C
F
K
A
A
C
C
F
H
L
C
L
Very
good,
okay,
all
right
so
once
again,
dolan
beckham,
director
of
the
office
of
civic
innovation,
to
introduce
the
concept
of
the
backlog
and
facilitate
creation
of
a
new
backlog
for
the
22-23
fiscal
year.
Please
do
not
ruin
your
eyesight
by
trying
to
read
the
figure
on
the
right,
we're
just
introducing
the
look
and
feel
of
the
backlog.
L
Prioritization
form
that
each
council
member
will
be
using
either
here
in
chambers
will
be
a
piece
of
paper
that
looks
just
like
that
or
if
your
remote
will
be
emailing,
an
electronic
voting
form
for
you
to
use
as
well.
So
the
backlog
is
the
pipeline
of
priority
change
initiatives
and
service
transformations
that
are
next
in
line
to
be
worked.
If
the
administration
sees
the
capacity
to
take
on
additional
work
above
and
beyond
the
roadmap
that
was
just
approved.
L
So
the
goal
of
this
exercise
is
to
refine
the
initial
backlog
that
we've
published
through
ads
and
changes
to
the
list
and
then
prioritize
it.
The
initial
backlog
presented
here
and
presented
in
the
city
roadmap,
manager's
budget
addendum
or
mba
includes
last
year's
council
priority
backlog
initiatives,
referrals
from
the
rules
and
open
government
committee
and
the
select
few
charter
review
commission
and
reimagining
public
safety
community
advisory
committee
recommendations.
The
council
directed
be
added
to
the
backlog
for
consideration
today.
L
What
we
did
not
include
was
initiatives
that
received
zero
votes
during
the
council
priority
process
last
year
and
any
backlog
initiatives
that
were
completed
during
the
year
as
capacity
was
found.
Those
were
moved
and
completed
so
we're
going
to
now
welcome
council
feedback
on
any
ads
or
changes
to
the
initial
backlog.
We
asked
council
to
consider
some
of
the
community
survey
priorities
and
the
march
budget
message
priorities
when
considering
those
ads
or
changes
and
the
following
slide
here.
L
Better
shows
from
an
eyesight
perspective,
the
initial
backlog
for
discussions
of
ads
and
changes
as
we're
having
this
discussion
council
excuse
me,
staff
will
keep
track
of
the
ads
and
changes
and
then
I
think
at
this
point
either
during
the
lunch
break,
or
probably
more
after,
as
we
continue
forward
with
a
different
presentation.
Section.
L
C
First,
I
think
maybe
we'll
we'll
put
on
the
basic
council
discussion
for
after
lunch.
Just
maybe
for
clarification
in
case
people
have
questions
about
the
process.
We
can
get
those
hammered
out,
but
I
just
want
to
make
sure
everyone's
clear,
particularly
in
the
public
you'll
notice,
that
the
numbers
do
not
go
sequentially
from
one
they
go
from
one
to
three
to
four
to
six.
Obviously,
there
are
numbers
being
skipped
and
dolan.
Perhaps
you
can
explain
this
is
not
the
result
of
bad
math.
L
These
were
the
and
these
are
the
remaining
initiatives
from
last
year's
backlog
and
the
number
represents
the
voting
rank
as
council
voted
one
vote
per
initiative
up
to
10
votes,
and
then
they
were
stack
ranked
so,
for
example,
wage
theft,
which
was
on
there
was
number
two
made
it
to
the
roadmap.
The
council
just
approved
boost
san
jose's
retail
sector
was
voted
the
highest
last
year
of
the
remaining
work.
Anti-Discrimination
that
excuse
me,
anti-displacement
preference
ordinance
was
second
and
so
on.
L
So
that's
a
stack
rank
order
from
1
to
29
of
the
way
council
voted
total
votes.
Last
year,
the
most
number
of
boats
being
boost
san
jose's
retail
sector
and
the
least
number
of
votes
being
update,
ellis
act,
ordinance
on
the
right
hand,
side,
they're,
just
simply
categorized
by
an
acronym
for
the
source
or
the
channel.
L
They
came
from,
for
example,
referrals
from
rules
or
rr
just
rr
one
and
two
are
just
just
just
identifiers
to
make
it
easier
than
having
to
say
it
each
time
they
have
nothing
to
do
with
prioritization
they're,
just
identifying
the
items
the
council
directed
us
to
bring
to
this
meeting
today
to
this
study
session
for
prioritization,
so
the
crcs
and
the
rips
and
the
yc.
Similarly,
those
numbers
and
those
crc
12
does
not
represent
anything
about
priority.
L
L
C
B
Just
have
a
couple
just
a
question
on
this:
there's
things
on
this
list
that
some
of
them
seem
to
fit
already
into
some
things
that
are
happening
in
departments,
for
example.
That
may
be
part
of
the
you
know
the
ways
that
they
come
forward
with,
addressing
it,
and-
and
so
they
may
not
necessarily
need
to
be
put
onto
this
change
initiative
roadmap.
They
may
already
be
addressed,
or
from
your
perspective,
have
you
screened
out
things
that,
yes.
L
Wouldn't
we
done
yeah,
councilmember
cohen.
I
think
I
think
that's
a
great
question
to
clarify.
We
screened
out
going
through
each
enterprise
parity
with
the
executive,
sponsor
the
deputy
city
managers
and
the
initiative
leaks.
We
screened
out
anything
that
was
in
any
way
shape
or
form
substantially
started
or
underway.
L
So,
for
example,
in
police
reforms
there
was
ad
police
staffing
was
one
of
the
backlog
initiatives
that
was
part
of
the
march
budget
message
and
so
chief
mata
and
lee
agreed
that
would
be
taken
off.
So
if
you
have
questions
about
why
these
aren't
work
in
progress,
then
we
would
ask
the
initiative
leads
to
come
down
and
answer
that
question.
B
L
L
C
L
And
mayor,
I
think
one
other
thing
that
we
we
did
and
I
realized
you
don't
have
it,
which
is
probably
why
the
question
is
being
asked.
Is
we
have
descriptions?
We
have
the
council
descriptions
of
each
one
of
those
that
we
can
hand
out
now
and
email
to
the
remote
council
members
that
describe
as
best
as
the
council
was
able
to
describe
during
the
sourcing
of
that
describe
the
initiative
in
more
detail.