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From YouTube: MAY 11, 2022 | City Council Budget Study Session
Description
City of San José, California
City Council Budget Study Session of May 11, 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
A
B
B
B
B
B
B
C
Hi
for
those
of
you
on
zoom
we're
still
waiting
on
a
couple
of
people
so
just
wanted
to
let
you
know
that
we
haven't
forgotten
that
you're
there
and
if
one
of
you
could
comment
to,
let
me
know
that
you
hear
us,
so
we
can
do
an
audio
check.
D
E
Now
we're
good
hey
good
morning,
everyone,
I
understand
our
council
is
all
virtual
today.
E
B
A
E
Okay,
most
of
us
are
here
in
some
form
or
another
great.
I
I
just
wanted
to
thank
the
entire
budget
team,
jim
bonnie,
everyone
who's
worked
so
hard
and
will
continue
to
work
quite
hard
for
the
next
several
weeks.
We
know
there's
a
lot
of
weekends
and
long
nights,
putting
these
binders
together.
These
two
beautiful
binders,
which
will
never
be
made
into
a
motion
picture
but
nonetheless,
are
really
important
books
for
us
in
guiding
our
deliberations.
E
Budgets
are
an
articulation
of
our
priorities,
which
is
important
for
of
all
the
obvious,
pragmatic
reasons,
but
also
to
really
clearly
indicate
to
our
community
what
we're
focused
on,
and
so
I
appreciate
the
great
work,
the
city
managers,
team
and
everybody
who's
here.
All
the
department
heads
who've
worked
so
hard.
I
I
think
we
should,
amid
all
the
many
challenges
we're
facing
as
a
community
as
a
country,
we
should
at
least
recognize
the
extraordinary
progress
that's
been
made
in
recent
years.
This
is
the
first
time
I
think
in
a
couple
decades.
E
Obviously,
all
that
can
change
with
a
major
recession,
but
this
is
the
first
time
I've
seen
this
kind
of
budgetary
stability
in
my
career
here
and
that's
a
testament
of
a
lot
of
hard
work
of
a
lot
of
people,
including
you
know,
frankly,
is
some
pretty
challenging
and
contentious
times
in
years
past
and
we've
come
together
as
a
city
with
all
our
bargaining
units
and
unions
to
to
come
to
resolution
of
our
retirement
benefits,
challenges
and,
and
the
the
very
high
cost
of
billions
of
dollars
and
unfunded
liabilities
that
we
had
to
grapple
with
and
we're
now
seeing
those
costs
for
the
first
time
start
to
decline,
and
that
has
a
lot
to
do
with
why
we
now
have
the
breathing
room
to
start
talking
about
how
we
can
improve
services,
improve
salaries,
do
all
the
things
that,
frankly,
are
a
long
time
coming
so
anyway.
E
I
just
want
to
say
thank
you
to
everyone
for
the
hard
work
in
getting
to
this
point.
I
think
we
should
recognize
that
this
has
been
a
very
long
road,
but
we
have
gotten
to
something
that
I
think
a
lot
of
folks
believe
we'd
never
get
to
and
and
that's
and
that's
we're
celebrating
now
the
hard
work
begins
again.
Jennifer.
G
Yes,
thank
you
mayor,
and
I
agree.
I
think
you
know
I've
been
here
over
30
years.
I
think
I've
not
seen
a
budget
that
looks
like
this
in
my
entire
30
years
here.
So
we
are
very
proud
to
bring
forward
our
recommended
2223
proposed
budget
documents
for
city
council's
consideration
today
and
throughout
the
week
over
the
course
of
the
next
few
days,
we'll
review
the
proposed
operating
budget,
the
proposed
capital
budget
and
five-year
capital
improvement
program
and
proposed
fees
and
charges
report
and
the
city
roadmap.
G
On
monday
city
staff
has
spent
the
last
several
months,
putting
together
a
series
of
budget
recommendations
that
follows
the
directions
provided
by
the
mayor
and
city
council
with
their
adoption
of
the
mayor's
march
budget
message
for
fiscal
year.
2223
considers
other
city,
council
and
city
administration.
Priorities
continues
to
embed
equity
analysis
in
the
decision-making
process
and
addresses
key
areas
of
organizational
risk.
G
From
a
practical
perspective,
the
city
still
faces
a
service
level
or
structural
shortfall,
as
we
work
to
align
resources
with
the
priority
direction
provided
by
the
city
council.
We
also
worked
hard
to
make
substantial
progress
in
turning
these
one-time
funded
services
into
ongoing
services.
This
debt,
this
budget,
does
make
substantial
progress
in
that
direction.
As
jim
shannon
and
the
team
will
discuss
over
the
next
few
days,
we
still
have
a
long
way
to
go.
G
We
look
forward
to
these
budget
discussions
over
the
next
few
days,
as
city
council
decides
how
to
allocate
resources
to
best
meet
our
community
needs
before
I
turn
it
over
to
our
budget
director
jim
shannon
I
as
well
as
what
the
mayor
just
did.
I
do
want
to
sincerely
thank
jim
bonnie,
duong,
claudia
chang
and
all
of
the
budget
office
staff,
along
with
our
department
and
council
appointee
staff
for
their
tireless
efforts
to
produce
the
budget
documents
before
you.
H
Thank
you
very
much,
jennifer
and
mayor
for
those
introductory
comments
for
for
everybody.
My
name
is
jim,
shannon
the
city's
budget
director
very
very
pleased
and
proud
to
present
the
first
part
of
several
days
of
budget
study
sessions
on
the
2223
proposed
budget
documents.
H
We
start
today
with
an
overview
sort
of
of
the
operating
budget
and
and
have
a
little
bit
of
economic
context
setting,
and
then
we
get
into
the
csa
conversations
a
little
bit
later
today
and
then
over
the
next
couple
days
with
the
road
map
study
session
on
monday,
and
I
think
that
opening
remarks
by
the
mayor
and
jennifer
were
really
really
comprehensive,
and
so
I
don't
want
to
belabor
that
point
too
much
except
to
say
that
we
will
have
as
we
go
through
the
presentation
today.
H
A
lot
of
our
conversation
is
going
to
be
on
the
general
fund,
because
that
is
some
of
the
most
flexible
spending
that
we
have.
But,
of
course
our
proposed
budget
looks
at
over
140
different
different
funds
and
we
make
sure
that
we
brought
all
those
funds
into
alignment
and
alignment
with
the
various
investment
priorities
that
we
need
to
accomplish.
For
our
community,
so
the
agenda
we
have
for
today,
oops
is.
H
Is,
let's
see
how
the
lag
is
going
here
for
my
quick
clicker?
H
There
we
go
just
gotta
press
harder,
jim
okay,
so
we
want
to
start
off
with
a
little
bit
of
economic
context,
setting
by
blage
zalalich
in
the
office
of
economic
development
and
cultural
affairs
and
then
we'll
kind
of
take
that
in
information
and
understand
sort
of
our
our
budget
context
and
approach
we're
putting
together
the
proposed
budget
we'll
go
over
the
budget
as
a
a
whole.
Look
at
our
balancing
strategy
and
recommended
budget
actions
touch
it
on
those
very
briefly
and
then
we'll
get
into
the
next
step.
So
without.
G
A
Thank
you
jim
good
morning,
mayor
and
city
council
members,
blog
zlalich
with
the
office
of
economic
development
and
cultural
affairs,
and
I'm
pleased
to
be
here
this
morning
to
provide
you
with
some
overall
economic
context
ahead
of
the
budget
budget
study
sessions
that
you'll
have
over
the
next
four
days.
I've
had
the
privilege
of
leading
the
city's
business
development
team
for
the
past
10
months,
and
I
can
tell
you
we
have
been
busy
we're
very
proud
of
the
work
we've
been
doing
to
assist
our
city's
small
business.
A
Businesses
survive
the
impact
of
the
kovid
19
pandemic,
while
still
keeping
abreast
of
the
overall
economic
trends
and,
what's
going
on
throughout
our
city's
various
commercial
sectors.
To
this
end,
I
would
just
like
to
acknowledge
especially
a
few
team
members
that
assisted
in
putting
this
presentation
together
this
morning,
and
those
folks
are
jared
ferguson,
victor
farley,
b,
gay
gilmaz
and
nathan,
donato
weinstein.
A
A
So,
let's,
let's
first
start
with
a
few
insights
as
to
what's
happening
with
the
macro
economy.
We
here
in
silicon
valley,
our
global
region,
very
much
influenced
by
what
is
happening
on
a
national
and
international
scale.
Overall,
the
us
economy
recovered
rapidly
growing
about
5.6
percent
during
2021.
A
A
The
war
in
europe
is
causing
a
significant
amount
of
uncertainty
that
has
a
ripple
effect
around
the
world.
A
new
omicron
sub-variant
is
also
a
potential
worry,
as
new
breakouts
have
led
to
lockdown
in
parts
of
china
delaying
the
normalization
of
global
supply
chains,
unemployment
is
actually
below
a
level
that
the
fed
considers
healthy.
A
A
Companies
are
finding
it
harder
to
find
workers,
and,
in
that,
as
a
result,
productivity
is
also
declining
in
some
industries,
but
employment
is
not
back
to
pre-covered
levels,
and
the
reason
for
this
mismatch
is
the
shrinking
labor
force.
Lots
of
folks
have
had
to
step
out
of
the
labor
force,
either
retiring
because
of
health
concerns
because
of
burnout
or
because
they
have
either
young
ones
or
older
parents
that
they
need
to
tend
to
so.
A
The
general
policy
of
the
biden
administration
has
been
to
pursue
a
broad-based
and
inclusive
recovery
strategy,
a
prioritized
jobs
and
low
employment
above
everything
else.
They
did
not.
There's
a
now.
We
have
rising
inflation
because
their
feds
did
not
increase
interest
rates.
For
so
long
jobs
were
really
their
priority,
and
the
shrinking
job
base,
coupled
with
spike
in
wages
to
keep
people
motivated
to
work,
has
contributed
to
this
rising
inflation.
A
The
feds
are
expecting
to
increase
interest
rates
at
least
six
more
times
before
the
end
of
the
year,
and
this
is
has
caused
economists,
the
people
that
really
know
what
the
economy
is
doing
right
to
think
about
the
percentage
of
the
possible
possibility
of
a
recession
going
up
from
what
was
previously
25
and
now
to
potentially
50
percent.
A
So,
having
said
all
that
I'd
like
to
drill
down
a
little
more
into
some
trends
that
we're
seeing
in
our
msa
level,
the
msa
level
data
is
grouped
by
proximate
communities
that
are
linked
by
social
and
economic
factors.
So
the
san
jose
msa
consists
of
all
cities
in
santa
clara
and
san
benito
counties,
which
is
about
15..
A
There
are
some
mixed
signals
in
these
next
two
graphs.
First,
as
I
mentioned,
consumer
spending
is
a
huge
contributor
to
making
our
economy
grow
around
and
on
this
front
in
some
respects
it
looks
like
we've
recovered.
In
fact,
we've
been
fairly
recovered
for
a
better
part
of
the
year,
but
we
know
that
a
large
portion
of
our
residents
and
businesses
have
not
recovered,
such
as
those
in
the
restaurant
and
entertainment
industry,
and
unfortunately,
these
are
the
sectors
in
which
the
people
of
color
hold
the
largest
percentage
of
employment.
A
And
you
can
see
this
here's
the
stark
reminder
of
that
very
very
fact
in
key
card
company
castle's
back
to
work
tracker,
which
shows
some
increase
in
office
occupancy,
but
very
slow
with
the
san
jose
metro
being
at
the
bottom
of
the
pack.
A
One
of
the
other
things
that
has
provided
a
significant
boost
to
the
sga
economy
over
the
years
has
been
business
travel
and,
while
anecdotally,
we
know
that
business
travel
is
definitely
not
back
anywhere
near
pre-pandemic
levels.
It's
promising
to
see
the
latest
information
from
our
colleagues
at
the
airport
on
passengers
accounts,
so
2022
passenger
accounts
are
already
looking
better
than
volumes
in
2021.
A
However,
the
impacts
of
significantly
lower
passenger
accounts
in
2021
continue
to
weigh
heavily
on
our
local
hospitality
industry
and
our
small
business
sector.
The
airport
is
a
significant
source
of
sales
tax
to
the
city,
influencing
things
like
car
rental,
hotel
bookings
and
entertainment,
and
so
tracking.
The
airport's
recovery
over
the
year
ahead
goes
without
saying
is
very
important.
A
Kind
of
coupled
with
hotel
and
passenger
volumes
at
sjc
we've
got
hotel
occupancy,
and
so
we
see
that
hotel
occupancy
in
the
city
continues
to
languish
and
the
average
daily
rate
at
san
jose
hotels
for
kind
of
upper
mid
scale,
luxury
hotel
rooms,
which
are
the
types
of
hotels
that
we
find
downtown
in
north
san,
jose
and
and
throughout
our
city.
A
That
average
daily
room
rate
is
down
24
to
38
percent
from
pre-pandemic
levels.
So
both
of
these
points
are
another
indication
of
why
hospitality,
hotel,
entertainment
workers
are
still
struggling
in
our
local
economy,
and
also
another
point
to
bear
here
is
that
the
low
utilization,
low
hotel
utilization
means
that
we
have
low
transit,
occupancy
tax
generation
and,
as
a
result,
the
support
to
our
arts
community
is
down.
A
Okay,
so
now,
let's
take
a
quick
look
at
where
we
are
with
our
business
community,
two
plus
years
after
the
onset
of
the
pandemic.
A
These
are
kind
of
six
primary
buckets
that
we've
been
talking
to
folks
about,
as
we've
been
going
out
and
on
what
we
call
biz
walks
in
a
variety
of
commercial
areas
throughout
the
city.
So,
with
respect
to
real
estate,
I
think
probably
one
of
the
biggest
things
that
we
have
seen
and
heard
from
our
small
small
business
folks
is
that
rents
are
rising.
A
Retail
rents
are
up
about
five
percent.
Industrial
rents
are
up
about
13
and
for
them,
landlord
tenant
issues
are
really
top
of
mind.
A
In
grants
toward
their
outstanding
rent
with
respect
to
inflation,
as
you
can
imagine,
inflation
is
hitting
small
businesses
very
hard
with
sixty.
Seven
percent
of
businesses
are
raising
their
prices
to
cope
with
inflation,
that's
also
affecting
their
ability
to
hire
staff.
A
As
of
february
2022.
Consumer
prices
were
up
8.1
across
the
board,
with
energy
prices
up
over
25,
so
clearly
making
it
very
hard
for
businesses
to
keep
their
prices
down,
which
causes
kind
of
the
ripple
effect
with
respect
to
access
to
capital,
we're
seeing
revenue
below
pre-2020
levels
for
63
percent
of
our
businesses
surveyed.
A
However,
more
businesses
are
applying
for
and
receiving
small
business
assistance
loans
than
in
pre-pandemic
years.
Unfortunately,
all
of
the
major
federal
pandemic
relief
loan
relief
and
grant
programs
have
ended
and
also
very
unfortunate
that
the
pandemic
aid
seemed
to
especially
fail
to
reach
business
owners
of
color
and
small
business
owners.
A
The
cost
wrapped
up
into
the
cost
of
doing
business
are,
are
things
phenomenons
that
are
occurring
now,
like
the
ada,
frivolous
ada
lawsuits
that
many
small
business
owners
are
experiencing
also
with
the
economy
with
people
having
falling
on
hard
times,
there
seems
to
be
more
crime,
light
kind
of
quality
of
life
issues
that
businesses
are
having
to
contend
with
and
that
are
also
raising
their
cost
of
doing
business,
as
we've
mentioned
before,
the
labor
force
continues
to
be
a
challenge
for
businesses,
their
ability
to
find
workers
and
minimum
wage
has
increased,
but
the
inflation
is
really
eroding
consumer
buying
power
and
adding
to
the
increased
wealth
gap
in
our
community
and,
lastly,
I've
already
briefly
mentioned
kind
of
on
a
global
scale.
A
The
supply
chain
issues,
but
that
is
actually
the
top
concern
of
about
60
percent
of
the
businesses
that
we
talk
to
when
we
go
on
our
biz
walks.
The
shortages
supply
shortages
are
certainly
affecting
small
business
and
we're
hearing
that
oftentimes.
This
results
in
lost
customers
and
certainly
in
lost
opportunities.
A
A
So,
overall
it
was
consumer
spending
that
led
the
city's
sales
tax
recovery,
home
improvements
consistently
set
new
records
for
construction
sales
tax
and
large
commercial
projects
remain
stable,
new
car
sales.
Despite
the
fact,
the
gas
is
very,
very
expensive,
drove
the
recovery
also
setting
new
records
and
department
stores
and
high-end
retail
in
our
shopping
malls
and
valley.
Fair
in
santa
ana
had
a
very,
very
strong
holiday
season,
and
so
just
a
quick
note
about
kind
of
how
this
was
achieved.
A
Kind
of
two
main
reasons:
the
sec.
The
tech
sector
maintains
strong
employment
during
covid,
employing
the
highest
paid
workers
who
in
turn,
spend
the
most
and
two,
as
was
mentioned
previously.
The
federal
and
state
stimulus
programs,
the
size
of
the
loans
and
grants
secured
allied
to
small
businesses
aligned
to
small
business
rent
eviction.
Moratorium
did
not
lead
to
major
closures
and
enabled
faster
recovery
to
be
achieved.
A
However,
it
was
very
uneven.
The
recovery
is
very
uneven
in
the
fact
that
small
business
and
specific
sectors
of
the
small
business
industry-
you
can
see
food
sorry
in
food
products,
so
retail
and
entertainment
have
not
yet
recovered
to
previous
sales
tax
levels.
A
Here
you
have
sales
tax
across
the
board,
the
geography
of
our
city.
So
in
2019
to
2020
kind
of
the
depths
of
the
pandemic,
you
can
see
that
all
of
the
areas
are
are
negative
and
five
out
of
the
11
areas
are
well
below
the
city
average.
Of
about
20
down
downtown
san
jose
was
really
hit
the
hardest
in
the
depth
of
the
pandemic.
It
was
down
about
50
percent
in
sales
tax
and
even
coming
out,
but
you
know
towards
the
end
of
2021,
still
down
almost
40
percent.
A
Four
out
of
the
five
geographies
that
hadn't
recovered
were
are
are
our
highest
employment
areas
and
those
areas
that
have
recovered
are
generally
the
areas
of
the
city
with
higher
residential
populations,
as
people
continue
to
work
from
home,
and
also
the
fact
that
it's
kind
of
good
news,
bad
news,
also,
the
cost
of
goods
being
purchased,
has
increased
due
to
inflation,
but
therefore
generating
higher
sales
tax
numbers.
A
So,
first
with
the
commercial
market
the
chart
shows,
the
this
chart
shows
the
availability
rate
for
office
flex,
space,
retail
and
industrial,
and
so
the
ability,
availability
rate
versus
the
vacancy
rate
really
provides
a
more
realistic
view
of
the
market
by
taking
into
account
subway
space
and
also
new
projects
that
are
coming
online
and
occupied
spaces
where
leases
are
not
being
renewed.
A
A
However,
it
is
important
to
realize
that
office
is
our
smallest
segment
and
that
segment
is
primarily
found
downtown
at
the
airport
flex
and
industrial
space
is
really
what
dominates
our
building
base
places
like
north
san
jose
edenvale
along
the
monterey
road
corridor.
That
has
really
been
stronger
for
us.
This
market
can't
work
from
home,
and
many
of
these
companies
are
really
experiencing
growth.
A
As
far
as
development
goes,
this
show
this
slide
really
shows,
starts
and
completions
in
san
jose
for
office,
r
d
and
industrial,
so
the
orange
or
the
gold
bar
shows
investors
and
businesses
willing
to
make
an
investment
in
san
jose.
In
2019,
we
had
a
big
spike
in
that
with
the
adobe
tower
starting
santana,
west
pullman
highline,
and
a
few
more
big
projects.
A
This
next
slide
actually
shows
completions
as
compared
to
our
neighbors,
and
so
just
thought.
This
was
interesting.
You'll
notice,
that
kind
of
san
jose
was
very
slow
to
get
construction
going
in
the
early
years
of
recovery,
and
then
we
kind
of
we
get
a
little
bit
better,
but
not
so
much
relatively
speaking.
If
you
add
up
the
new
office
space
completed
in
sunnyvale,
which
has
a
population
of
156
000,
you
saw
about
11
million
square
feet
completed
in
santa
clara,
with
a
population
of
130
000.
A
A
The
next
slide
shows
just
shows
the
tron
or
a
a
snapshot
of
our
general
planned
land
designations,
and
so
you
can
just
really
see
how
where
the
employment
lands
fall
as
opposed
to
residential
or
open
space.
Oh
sorry
about
that,
where
employment
lands
fall
as
opposed
to
residential
or
open
space
in
serving
our
on
the
last
survey
of
our
neighboring
cities
seemed
that
their
employment
land
was
in
the
range
of
20
to
30
percent.
A
You
can
see
that
we're
at
only
about
14,
and
so
it
just
reiterates
the
point
of
of
the
importance
of
the
work
that
we're
doing
in
north
san
jose
and
our
other
industrial
corridors
to
produce
well-paying
middle
skilled
jobs.
A
Kind
of
one
good,
good
news,
bad
news
piece,
is
that
we
had
very
strong
commercial,
real
estate
property
sales
in
2021,
which
resulted
in
about
90
million
dollars
for
housing
and
transfer
tax
revenue.
Unfortunately,
based
on
what
we
are,
so
that's
the
good
news.
Fortunately,
based
on
what
we
are
hearing,
we
anticipate
a
decline
in
those
property
sales
in
2223
because
of
market
conditions,
so
rising
interest
rates.
A
There
is
some
potential
to
generate
very
significant
transfer
tax
revenue,
which,
which
is
very
positive,
so
we're
very
thankful
to
have
that
component
of
the
economy
very
quickly
on
housing.
Just
next
three
slides
have
a
snapshot
of
the
housing
market
as
far
as
apartment
rents
go.
They
really
did
bottom
out
at
the
end
of
2020..
A
San
jose
has
just
recently
surpassed
march
2020,
rent
levels
with
san
jose
and
and
san
francisco,
being
the
last
two
large
markets
in
the
nation
that
were
still
below
pre-pandemic
rent
levels,
and
so,
while
rent
growth
is
definitely
positive
from
a
development
perspective,
it's
a
little
tougher
on
the
rent
or
slash
consumer
side
of
the
equation,
because
renters
may
be
in
the
lower
wage
jobs
whose
earnings
are
taking
a
larger
hit
because
of
inflation
that
we're
experiencing
right
now
on
the
housing
residential
construction
side
of
things,
we
are
facing
some
headwinds.
A
The
next
two
slides
are
residential
building
permits
since
2018
for
both
market
rate
and
affordable.
In
2021
we
saw
limited
new
market
construction,
except
for
adus
that
was
kind
of
the
the
shining
star
there.
A
With
376
units
of
the
thousand
units
that
were
produced
being
adus,
we
expect
that
2022
will
exceed
likely
exceed
the
2021
levels
based
on
q1
performance.
The
key
factor
will
really
be
if
larger
multi-family
projects
are
able
to
move
forward
in
2022
and
secure
their
financing.
A
However,
the
increasing
cost
of
construction
adds
to
this
difficulty,
plus
increase,
increasing
interest
rates
caused
concern
for
the
market's
ability
to
finance
housing
on
the
affordable
side
over
the
pandemic
has
a
2021.
Oh
sorry,
on
the
affordable
side,
2021
has
exceeded
18
and
19
levels.
We
expect
that
trend
to
continue
in
2021,
based
on
entitlement
activity,
but
again
largely
dependent
on
available
funding
sources.
Securing
tax
credits
at
the
state
level
has
become
more
competitive,
more
competitive
than
ever.
A
A
A
Employment
gain
is
happening
in
the
high
wage
occupations
and
there
we've
seen
a
reduction
in
jobs
and
the
low
wage
earners,
the
industries
that
have
recovered,
as
we've
mentioned,
before
kind
of
manufacture,
manufacturing
and
industry.
A
A
We
have
a
representation
of
people
of
color
in
lower
median
hourly
earnings
jobs,
and
so
as
inflation
increases
as
inflation
increases,
higher
paid
workers
and
occupations
where
demand
outstrips
supply,
the
labor
can
negotiate
pay
increases
in
other
industries
where
employment
falls
or
wages
cannot
increase
and
wealth.
Equality
is
further,
is
further
increased
inequalities
further
increase
okay,
and
so
that
brings
us
to
the
end,
which
is
just
kind
of
wrapping
up
a
few
thoughts
about
the
continuing
recovery
ahead.
A
This
morning's
mercury
news
headline
says:
we've
got
a
lot
of
virus
circulating
now,
which
is
not
what
any
of
us
wanted
to
see,
but
I
think
we
all
know
that
proven
19
or
some
variant
of
it
is
very
much
here
to
stay
with
us
and
we'll
have
to
all
collectively
figure
out
how
how
to
navigate
this
new
reality
of
life.
So
as
we
progress
through
the
third
year
of
the
pandemic,
these
are
some
issues
and
trends,
we're
keeping
an
eye
on.
A
A
That
said
in
the
most
vulnerable
categories,
at
greatest
risk
moving
forward
trends
such
as
inflation
will
hit
the
lowest
income
earners
hardest
and
increase
to
increase
wealth
and
opportunity
for
all
residents.
The
city
really
needs
to
be
strategic
about
its
ability
to
invest
both
in
the
tech
and
non-tech
initiatives.
Attracting
investment
and
retaining
businesses
needs
to
remain
the
heart
of
our
mission,
and
so
with
that,
I
realize
that
I've
presented
a
lot
of
information
this
morning
and
I'm
sorry
for
for
going
a
little
bit
over.
A
H
Thanks
pleasure
appreciate
blog
for
the
economic
context,
really
kind
of
helpful
as
we
kind
of
understand
and
look
at
the
next,
I
think
we're
still
actually
on
our
slide
deck
there.
Sorry,
it
should
be
more
after
that.
H
H
I
think
that
you
know,
as
we
kind
of
said
at
the
beginning,
this
is
sort
of
an
objectively
good
news
forecast
and
a
good
news
sort
of
sort
of
budget
nice
to
be
in
the
position
that
we're
in,
although
there's
sort
of
a
lot
of
caveats
and
some
headwinds
that
we
need
to
sort
of
think
through
and
be
and
be
mindful
of
as
we
go
through
this
budget
process
and
the
ones
the
ones
following
so
this
slide
represents
the
five-year
forecast
that
was
presented
at
the
end
of
february.
H
With
the
with
the
modification
of
our
current
surplus,
that's
projected
in
2223
up
a
little
bit
27.7
to
30.1
million.
We
keep
on
looking
at
that
figure
as
we
go
throughout
the
budget
process
and
so
just
had
a
little
bit
of
movements
up
and
down,
and
some
revenue
and
adventure
categories
as
part
of
our
base
budget
to
get
us
to
that
point.
H
A
couple
things
about
this:
these
are
ongoing
in
incremental
surpluses
in
the
general
fund,
meaning
that,
if
we
fully
allocate
which
this
budget
does
the
30.1
million
on
an
ongoing
basis,
we
would
then
have
a
new
26
million
dollars
of
additional
funds
to
spend
in
23,
20,
24
and
so
on.
So
that's
sort
of
how
that
sort
of
worked,
which
is
why
you
see
the
five-year
surplus
total
of
131
million
over
over
there.
H
The
big
caveat,
though,
is
that,
of
course,
there's
a
lot
of
things
that
are
not
a
part
of
this
official
forecast
that
are
things
that
we
deal
with
on
a
day-to-day
basis,
especially
we
think
about
all
of
our
one-time
spending
that
we've
been
doing.
I
had
to
do
over
the
past
several
years,
both
in
the
general
fund
and
then
using
resources
like
in
the
american
rescue
plan
fund.
H
So,
as
jennifer
mentioned
at
the
onset,
when
we
really
try
to
wrestle
with
what
we
have
here,
it
really
is
sort
of
a
service
level
deficit
that
we're
trying
to
work
to
work
through
and
so,
and
that's
kind
of
how
we
kind
of
approach
this.
This
budget
process
here
is,
you
know,
knowing
we
do
have
some
headwinds
we're
looking
more
more
positive
and
we've
got
some
opportunities
to
sort
of
build
back
a
little
bit
from
where
we
have
been
over
the
past
number
of
years.
H
The
american
rescue
plan
fund
provides
us
some
pretty
substantial
resources
still,
but
only
about
60
million
dollars
of
that
is
remaining,
so
that's
running
out.
So
that
presents
a
challenge
because
those
have
been
funding
a
lot
of
of
key
community
and
economic
recovery
services,
and
so
our
challenge
has
been
as
the
administration
to
sort
of
take
the
direction
council
provided
with
their
approval
of
the
march
budget
message
and
also
addressing
what
that
message.
H
Also
told
us
to
do
is
to
look
at
the
broader
priorities
of
those
things
that
have
been
funded
on
a
one-time
basis
and
look
to
see
which
of
those
should
be
legitimized
and
brought
in
on
an
ongoing
basis.
To
the
extent
that
we
that
we
that
we
can
so
I
think
we
did
some
good
good
work
there,
but
we're
not
all
the
way
there
we
did.
This
budget
does
not
restore
all
the
services
reduced
during
the
the
pandemic.
H
We
have
a
lot
of
other
investment
priorities
that
we
had
to
consider
as
part
of
this
process.
So
we
know
we
have
more
work
to
do
in
future
budget
cycles.
H
These
are
the
main.
This
sort
of
graphic
represents
some
of
the
main
buckets
of
of
considerations
that
we
go
through
as
part
of
our
of
our
budget
development
process.
Of
course,
we're
primarily
guided
by
the
mayor's
budget
message
which
council
approves
along
with
that
approval,
our
budget
balancing
strategy
guidelines
that
are
our
broad
direction
about
how
the
budget
should
be
constructed.
H
The
city
council
has
been
is
well
well
known
in
the
fiscal
community
for
being
sort
of
very
strategic
and
sound
fiscally
managed
by
its
budget
policies
and
its
principles.
So
we
definitely
take
those
into
consideration,
especially
trying
to
maximize
the
matching
of
ongoing
revenues
with
ongoing
expenditures,
and
then,
of
course,
there
are
other
city,
council
and
organization
priorities
that
emerge
throughout
the
year
and
we
need
to
adjust
to,
as
can
conditions
shift,
but
then
centering.
H
All
of
that
is
our
consideration
of
equity
and
and
how
equity
informs
sort
of
all
of
our
budget
decision
making
processes
and
is
further
in
in
embedded
as
we
as
we
put
the
budget
together
and
as
we
do,
our
normal
day-to-day
service
delivery.
Considerations
of
equity
have
deeply
influenced
our
past
resource
allocations.
H
When
we
were
looking
at
the
cares
act
funding
our
american
rescue
plan
funding
our
fema
funding
and
as
we
kind
of
look
at
the
proposed
budget
and
and
beyond,
and
when
we
look
at
those
things
that
have
been
funded
in
22
on
a
one-time
basis,
those
many
of
those
things
were
had
equity
at
the
forefront
so
trying
to
have
those
continued
to
the
extent
that
we
can,
on
an
ongoing
basis,
has
been
a
a
key
consideration
throughout
this
process.
H
We'll
have
a
manager's
budget
addendum
that
will
release
a
little
bit
later
to
sort
of
talk
a
little
bit
more
about
the
equity
influence
in
the
in
the
budget
process
and
some
pilot
work
that
we've
been
looking
at
for
our
performance
measures
and
looking
at
community
out
outcomes,
which
will
be
one
of
our
items
that
we're
are
recommending
to
be
on
our
city
roadmap
going
forward
for
the
next
couple
of
years.
H
Okay,
looking
at
the
budget
as
a
whole,
we've
got
when
we
look
at
all
the
funds
together,
we've
our
proposed
budget
is
5.3
billion,
which
is
pretty
so
substantial.
But
it's
important
to
note
about
75
percent
of
that
are.
Are
pretty
much
for
funds
that
are
restricted
in
their
use
either
for
capital,
which
is
to
rehabilitate
some
of
our
our
built
assets,
our
public
assets
in
in
the
community
at
about
27,
and
then
a
number
of
special
funds
that
are
restricted
for
their
use,
paid
by
fees
of
users
or
other
funding
sources.
H
So
think
of
things
like
the
airport
operations.
The
wastewater
treatment
plan
stuff
like
that.
So
we
do
spend
a
lot
of
our
time
talking
about
the
general
fund,
because
it
is
the
the
least
restrictive
source
of
funding,
but
it
is
only
about
20,
25
or
so
of
our
overall
overall
budget.
Our
our
positions.
H
So
we
we
spent
some
time
and
we've
balanced
all
of
the
funds,
the
general
fund,
the
special
fund
and
our
capital
funds
that
general
fund
surplus
of
30.1
million
is
fully
allocated
as
part
of
this
budget
process
in
alignment
with
the
investment
priorities
that
were
outlined
in
the
mayor's
march
budget
message
and
our
positions
are
creeping
up
a
little
bit
so
up
about
three
three
percent
from
66
47
to
68
55..
H
We
do
want
to
stress,
though,
that
over
half
of
these
positions
were
were
positions
that
were
doing
some
sort
of
work
that
was
already
occurring
in
21
20
22..
So,
while
this
is
a
good
news
budget
and
we're
legitimizing
a
lot
of
things
on
an
ongoing
basis,
there's
not
necessarily
a
lot
of
new
work
in
this
budget
because
of
all
the
one-time
money
that
we've
had.
So
I
always
want
to
be
clear
to
the
community
council
is
there's
not
a
huge
new
infusion
of
resources
to
do
a
bunch
of
new
things.
It's
about.
H
Looking
at
all
of
the
funds
in
the
operating
budget,
we
can
break
them
out
by
city
service
areas,
and
so
we
see
how,
across
all
the
funds,
not
just
the
general
fund
where
all
the
in
investments
lie.
We've
got
about
27
percent
in
public
safety,
nine
percent
transportation,
aviation,
the
strategic
support
number
looks
pretty
high
because
it
also
includes
things
like
debt
service
payments
and
includes
things
like
the
benefit
funds.
H
But
but
those
are
all
important
aspects
of
what
a
city
has
to
has
to
do:
community
economic
development
at
11,
environmental
and
utility
services
csa
at
28
88
and
our
neighborhood
services
at
eight
percent,
and
this
excludes
all
of
our
fund
balance,
transfers
and
reserves
and
does
not
include
anything
in
the
capital
budget,
which
is
a
whole
new
book
on
itself
that
we'll
talk
about
on
friday.
H
Looking
just
at
the
general
fund,
we
can
see
what
blago
was
talking
about
on
the
prominence
and
importance
of
property
tax
and
sales
tax
as
our
key
revenue
drivers.
If
we
think
we've
been
fortunate
that
the
impact
to
sales
tax
was
relatively,
you
know
it
was,
it
was
impactful,
but
it
didn't
stay.
H
Impactful,
so
we
had
the
initial
onset
at
the
beginning
of
the
pandemic,
but
as
consumer
spending
shifted,
sales
tax
began
to
recover
and
we
did
not
see
the
the
real
estate
sort
of
the
real
estate
market
did
seize
up
initially
at
the
beginning
of
the
pandemic,
but
we
obviously
that
loosened
up
and
has
been
a
strong
section
of
the
economy.
So
our
two
biggest
revenue
categories
are
doing
relatively
well.
Our
franchise
and
utility
tax
line
item
there
is
generally
doesn't
really
go
up
or
down
based
on
recessions.
H
It
goes
up
or
down
based
on
the
weather
and
what
the
rates
are
doing.
Although
we
had
some
questions,
as
maybe
people
wouldn't
be
able
to
pay
their
bills
and
we
would
be
having
some
m
impacts
there,
but
those
ended
up
being
pretty
modest.
So
I
think
you
know,
as
as
we
look
at
all
the
slices
there,
we
still
are
benefiting
from
a
relatively
diverse
revenue
source,
and
so
you
can
see
that
we
have
a
new
slice
on
there
for
the
real
property
transfer
tax.
H
Those
are
the
measure
e
revenues
that
shows
up
in
the
general
fund.
But,
of
course,
we
all
know
for
our
discussion
that
those
are
our
by
council
policy
dedicated
for
affordable
housing
uses
and
for
homelessness
prevention
and
support.
H
Looking
at
the
expenditure
side,
a
couple
different
ways
to
look
at
that,
like
many
cities
in
california,
we
spend
a
lot
of
funding
on
public
safety
for
police
and
fire
services,
because
that's
what
cities
need
to
make
sure
that
we
do
so.
We
got
about
50,
50
or
so
is
for
public
public
safety
with
different
slices
for
capital
maintenance,
which
are
our
departments
like
the
public
works
department
and
transportation
department,
community
services
for
libraries
and
parks
and
rec
neighborhood
services.
H
General
government
will
be
things
like
finance
and
human
resources
and
other
aspects
of
public
public
works.
The
city
manager's
office,
the
non-departmental
slice,
is
several
components.
We
have
a
lot
of
multi-departmental
efforts
that
we
call
our
city-wide
expenditures,
which
is
is
represented
here.
As
about
8.1
percent
over
of
the
the
general
fund,
then
we
have
a
number
of
earmarked
reserves
and
our
contingency
reserve,
which
they
have
to
have
by
council
policy.
We
have
a
budget
stabilization
reserve.
H
It
also
includes
our
60
million
dollars
or
so
of
ongoing
reserves
for
measure
measure
e,
so
measure
e
shows
up
as
a
reserve
until
we
actually
budget
the
expenditures
for
it,
so
it
that
shows
up
in
that
relatively
large,
looking
reserve
slice
and
then,
when
we
see
the
type
of
uses
by
category,
it's
not
a
surprise
that
we
employ
people
to
do
things.
H
So
personal
services
is
the
largest
component
of
our
our
our
budget
to
make
sure
that
we
can
provide
services
that
our
community
is
looking
for
and
then
smaller
slices
for
our
non-personal
equipment,
which
would
be
things
like
supplies
and
materials
and
contractual
services.
Then
again
we
see
those
slices
for
city-wide
a
little
bit
of
capital
contributions
in
in
the
general
fund.
Most
of
our
capital
is
done
through
special
restricted
funding
sources.
H
So
this
is
generally
how
we
allocate
our
general
fund
surplus
and
it's
nice
to
say,
surplus
and
not
shortfall
for
sure.
So
we
start
with
30.1
million
to
the
good,
both
in
2223
and
on
an
ongoing
basis.
We
have
some
change
in
sources
that
go
up
that
we'll
talk
about
on
the
the
next
slide
of
the
most
of
them
are
one
time
in
nature,
and
then
we
have
all
of
our
change
in
uses
to
fully
allo
allocate
that
surplus.
So
you
add
the
30
and
the
73,
and
that
gets
you
to
the
103.
H
So
at
the
end
of
the
day,
we
have
a
completely
balanced
budget
in
in
the
general
fund,
both
on
2223
and
on
an
ongoing
basis
on
the
the
revenue
side.
I
want
to
point
out
just
maybe
a
couple
of
things
here,
as
this
can
be
a
little
bit
of
an
intimidating
slide,
but
our
beginning
fund
balance
is
where
we
get
most
of
our
resources
for
our
one-time
investments
in
the
general
fund
and
it
primarily
comes
from
two
places.
H
One
of
them
is
the
28.3
million
dollars
for
the
future
deficit
reserve
that
we
set
aside
sort
of
last
budget
cycle.
When
we
you
know
when,
before
we
knew
how
effective
the
vaccines
would
be
and
how
how
fast
the
economy
would
ramp
up
the
projections
at
that
time
would
it
would
have
had
us
at
a
general
fund
shortfall
about
28.3
million
dollars.
H
So,
according
with
city
council
policy,
we
set
that
aside
in
a
reserve,
at
least
on
a
one-time
basis,
to
be
able
to
help
us
bridge
through
if
everything
else
fell
fell
through
well.
The
good
news
is,
we
don't
have
a
shortfall,
we
have
a
surplus,
and
so
we
can
cash
in
that
28.3
million
dollar
reserve
to
spend
on
one
time
uses
in
22
2023.
H
Then
we've
got
this
item
here
called
excess
revenue
and
expenditure
savings
of
20
25
million.
What
that
is,
is
it
says?
Well,
first,
we
want
to
back
up
to
say
that,
as
part
of
our
five
year
forecast,
we
always
assume
that
we're
going
to
be
wrong
some
way
and
that
we
assume,
on
an
ongoing
basis,
we're
either
going
to
have
an
ongoing
ending
fund
balance
of
25
million
dollars,
either
extra
revenue
that
we
gonna
collect,
that
we
didn't
receive
or
expenditure
savings
that
we're
not
going
to
going
to
spend.
H
So
that's
always
part
of
our
forecast
is
that
we're
going
to
be
wrong
to
some
extent
and
we're
going
to
be
wrong
by
at
least
25
million
million
dollars.
What
this
says
is
because
the
economy
sort
of
is
doing
so
robust
in
21
20
22
we're
going
to
have
sort
of
excess
revenue
and
expenditure
savings
of
an
additional
25
million
million
dollars.
We
are
considering
that
one
time
in
nature,
because
we
don't
expect
this
level
of
growth
to
continue.
H
You
know
for
the
next
four
or
four
years
for
sure,
but
that
provides
a
good
source
of
revenue
for
a
one-time
basis.
Then
we've
got
a
couple
of
other
reserves
that
we
are
liquidating
as
part
of
this
process.
When
we
look
at
the
grants,
reimbursements
and
fees,
the
biggest
item,
there
is
the
californians
for
all
youth
workforce
development,
grant,
of
course,
that
funds,
the
continuation
of
our
resilience,
core
programs
for
our
climate
change
pathway
and
our
learning
learning
resilience
pathway
or
our
learning
learning
loss
pathway.
H
I
want
to
also
point
out
we
get
the
season
transfers
there
from
the
american
rescue
plan
fund
that
just
comes
in
to
fund
things
in
the
general
fund
that
we
specify
later
here
in
this
document,
and
then
we
have
a
line
for
overhead
from
other
funds.
So
when
we
do
have
special,
we
do
have
positions
that
are
added
in
special
or
capital
funds.
H
There's
an
overhead
rate
associated
with
those
positions
to
reimburse
the
general
fund
for
costs
like
payroll
and
all
the
other
central
services
and
hr
support
that
is,
is
provided
to
those
funds
so
a
little
bit
there.
So
you
can
see
that
most
of
those
revenue
changes
are
one
one
time
with
only
a
little
bit
on
an
ongoing
basis.
H
Then
we've
got
all
the
things
on
the
expenditure
side,
which
is
most
of
what
our
budget
talks
about
and
what
we're
going
to
be
talking
about
over
the
next
few
few
days,
and
I
have
a
couple
of
ways
to
think
about
them
in
this
slide
and
the
next
slide.
So
these
are
our
standard
categories
and
I
want
to
really
point
out
the
2122
previously
one-time
funded
services.
So
this
is,
we
always
have
this
this
bucket
about.
H
You
know
how
much
are
we
funding
next
year
for
what
we
had
funded
previously,
and
you
can
see
the
23.9
million
dollars
of
ongoing
investments?
That's
really!
H
You
know,
indicative
of
the
focus
we
took
during
this
budget
process
to
really
try
to
focus
in
to
both
align
the
march
budget
message
priorities
and
try
to
get
as
many
as
we
could
of
those
one-time
funded
services
in
an
ongoing
basis,
because
that
was
council's
priority
last
year
and
so
and
we
know
that
the
community
expects
a
lot
of
those
services
to
continue,
and
so
I
just
want
to
really
point
that
out
there
for
the
service
level
in
enhancements.
H
You
see
a
big
discrepancy
between
the
one
time
and
the
ongoing
that
is
primarily
related
to
the
investments
for
the
general
fund,
con
contribution
of
21.5
million,
so
about
half
of
that
is
for
sort
of
the
down
payment
to
kickstart,
the
construction
operations
of
our
emergency
interim
housing
sites
and
then
the
10
million
dollars
for
the
fees
again.
That
is
where
you
see
the
other
e-programs
grants
and
reimbursements.
H
That's
where
you
see
the
californians
for
all
all
grants
showing
up
on
the
expense
side,
primarily
another
way
to
look
at
this
and
is
is
and
kind
of
had
some
of
this
conversation
when
we
we
had
our
study
study
session
back
in
january,
to
try
to
see
how
the
investments
line
up
specifically
to
the
mayor's
march
budget
message
priorities,
and
so
this
table
was
also
in
jennifer's,
transmittal
message.
Kind
of
gives
an
idea
of
how
the
adjustments
line
up
by
the
specific
categories
that
were
identified
in
the
march
budget
message.
H
We
have
a
number
of
them
that
are
sort
of
maybe
a
little
bit
more
generic,
like
strategic
support
and
other
community
services
for
things
that
you
know
are
important,
as
sort
of
we
felt
that
we
had
to
bring
to
bring
forward
a
lot
of
those
were
things
that
were
funded
on
a
one-time
basis
that
we
need
to
try
to
get
in
on
an
ongoing
basis.
H
So
it
shows
a
nice
slice
about
how
these
investments
break
down
from
both
the
general
fund
perspective
and
then
also
from
what's
been
allocated
or
recommended
to
be
allocated
from
the
american
rescue
rescue
plan
fund.
So
we
sort
of
see
those
here
and
then
that
column
on
the
right-hand
side
are
the
ongoing
adjustments
in
the
general
fund.
Of
course,
there
are
no
ongoing
adjustments
in
the
american
rescue
plan
fund,
because
that's
a
one-time
source
that
will
be
running
out.
H
You
know
there
are
obviously
many
other
funds
that
we
budget
in
it
comes
becomes
pretty
problematic.
Try
to
show
that
on
a
slide,
but
we
wanted
to
kind
of
focus
in
on
what
we're
doing
here
for
the
general
fund
adjustments
and
the
american
rescue
plan
adjustments.
Jim,
yes,.
H
E
Just
go
on
that
slide
for
a
moment,
because
this
is
something
that
this
graph
I
saw
in
the
the
documents
I
I
poured
over
and
I
struggled
to
try
to
understand
so
I
just
want
to
clarify
that
column
on
the
left.
The
general
funded
adjustments
yeah.
Should
we
interpret
that
as
being
one-time
funding
that
was
allocated
or
is
proposed
to
be
allocated
for
next
year,
or
is
that
ongoing
funding
from
the
general
fund?
I.
H
And
it's
yeah
yeah,
okay
and
it's
it's.
You
generate
it
again
by
the
it's
those
beginning
fund
balance
items
there
that
help
drive,
that
ability
for
the
investments,
and
so
the
things
that
are
are
in
there.
Yeah
are,
you
know
the
twenty
one
and
a
half
million
dollars
for
the
eih
right.
It's
the
example
of
the
police.
Higher
ahead
program
of
7.5
million
is
a
one-time
in
in
investment.
H
So
there
are,
you
know
we
did
a
lot
on
ongoing
basis,
but
there
are
still
a
number
of
one-time
investments
in
this
in
this
budget.
Thank
you,
yeah,
that's
an
excellent
question
and
then
we
wanted
just
to
put
a
slide
in
here,
just
to
kind
of
just
to
show
where
the
american
rescue
plan
fund
has
been
so.
You
know
we
have
detail
in
attachment
d
and
the
message
that
sort
of
walks
through
what
the
different
in
investments
we
have
but
want
to
show
of
the
revenue
that
we
are.
H
The
san
jose
was
allocated
of
212
million
dollars,
we're
going
to
get
some
interest.
Earnings
from
the
cash
has
been
sitting
in
the
bank.
We
had
had
some
actual
expenditures
and
encumbrances
related
to
the
food
program
in
2020
21.
H
H
Our
modified
budget
for
the
commuting
economic
recovery
allocation
for
specific
programs
was.
Is
this
108
about
almost
109
million
dollar
figure?
We
estimating
a
little
bit
of
savings
from
that?
Currently,
I
I
assume
we're
going
to
have
more
as
we
get
toward
the
end
of
the
fiscal
year.
We
sort
of
try
to
true
up
what's
remaining
in
that
fund,
but
we
think
we
have
about
59.3
million
dollars
that
we're
recommending
to
allocate
out
as
part
of
this
budget
process
and
what
we're
recommending
is
that
we
allocate
it
all
now.
H
H
Try
to
figure
out
to
do
sort
of
a
mid-year,
big
adjustment,
so
we
we
would
like
to
try
to
deal
with
this
as
part
of
the
proposed
budget,
but
that
gets
us
walks
us
through
all
the
american
rescue
plan
funding
in
in
investments.
H
H
This
is
lots
of
good
information
in
the
department
section,
but
just
wanted
to
sort
of
highlight
a
few
things
of
the
investments
in
alignment
with
the
different
categories
in
the
march
message,
so
homelessness
and
affordable
housing.
Here,
you
know,
is
the
biggest
single
investment
that
that
is
in
the
proposed
budget
is
a
total
of
40
million
dollars,
21
and
a
half
in
the
general
fund
18
and
a
half
in
the
american
rescue
plan
fund,
and
that
is
sort
of
a
down
payment
to
kickstart.
H
A
significant
investment
to
to
have
our
interim
housing
communities
increase
that
number
in
accordance
with
mayor
and
council
direction.
We
have
an
mba
that
we
released
last
night
that
sort
of
talks
about
through
the
process
that
we
would
have
these
be
as
these
new
sites
be
considered
as
committed
additions
to
our
five-year
forecast.
H
So
we
can,
you
know,
reasonably
and
sustainably,
plan
plan
for
these,
both
in
the
general
fan
and
and
using
all
the
different
federal
and
state
sources
that
may
be
available
to
fund
those
those
efforts
so,
but
just
wanted
to
really.
You
know
point
out
that
that
we're
able
to
get
a
lot
done
in
in
this
budget
in
that
area,
but
then
there
are
a
number
of
other
investments
for
homeless
support.
H
We
have
the
san
jose
bridge
bridge
program,
the
automated
public
toilets,
but
obviously
also
investments
for
affordable
housing
and
just
housing
in
in
general
here
to
have
additional
resources
for
sql
review
staffing
to
make
to
make
make
progress
on
an
urban
urban
village
plan.
H
Our
accessory
dwelling
unit
ally
program
has
been
really
successful
and
in
high
demand,
so
we're
recommending
ongoing
continuation
and
expansion
of
that
of
that
program,
and
then
we've
got
some
additional
resources
in
the
housing
department
for
affordable
housing
projects
and
homeless,
support
the
yes
and
and
god's
back
yes
in
god's
backyard
program
on
the
housing,
catalyst
team,
staffing
for
the
equitable
economic
recovery,
again,
a
very
significant
investment
here,
a
lot
of
it
in
the
american
rescue
plan
fund.
We
have
right
now.
H
I
know
council
had
just
discussed
it
at
their
april,
26,
meaning
the
10.5
million
for
child
and
youth
services.
So
we
have
that
here
in
the
proposed
budget.
The
adopted
budget
will
have
that
a
little
bit
more
broken
out
based
on
the
council
action,
but
we
do
have
that
here.
H
As
a
in
the
proposed
budget
itself,
we've
got
about
five
million
dollars
for
our
continued
transition
of
the
food
services
and
our
food
distribution
resilience
corps
as
the
city
needs
to
transition
out
of
its
leadership
role
and
needs
the
accounting
to
step
into
their
leadership
role
there.
H
We
we
do
need
to
increase
some
contributions
and
support
for
the
convention
and
cultural
affairs
fund
for
team
san
jose
operations
to
make
sure
that
we
have
some
basic
marketing
and
operation
support
as
we
continue
to
recover
in
our
convention
and
hotel
travel
sector
place.
Making
our
viva
kai
viva
parks
has
been
wounded,
funded
on
a
one-time
basis
for
years,
and
we
were
able
to
get
that
in
on
an
ongoing
ongoing
basis.
Here,
two
million
dollars
for
the
kova
19
recovery
task
force
as
a
placeholder
for
one.
H
Those
recommendations
come
back
probably
later
in
the
fall.
Two
million
dollars
for
supplemental
arts
and
cultural
grant
grant
funding
with
another
one
1.2
million
to
support
arts
based
activations
for
festival
programming,
as
as
as
as
well.
H
We
also
have
a
number
of
positions
in
skewed
departments,
many
of
them
on
a
one-time
basis,
focused
on
kick-starting
the
embedding
of
racial
or
to
further
sort
of
the
embedding
of
racial
racial
equity.
In
all
that,
we
do
as
part
of
our
part
of
our
decision-making
process
as
part
of
our
budget
balancing
processes
to
make
sure
that
that's
embedded,
even
if
those
one-time
positions,
some
of
them,
are
one
time
and
go
away.
That
work
will
still
continue
on
an
ongoing
basis.
H
Public
safety
is
a
category
that
had
a
number
of
investments,
both
obviously
in
alignment
with
the
mayor's
march
budget
message,
but
were
also
funded
on
a
one-time
basis
previously
for
a
number
of
years.
One
of
the
ones
that
still
is
on
a
one-time
basis
is
the
police
higher
ahead
program
of
7.5
million.
That's
a
program
where
we
try
to
hire
a
head
in
advance
of
officers,
vacating
a
a
position
to
have
as
high
staff
department
as
we
as
we
can.
H
H
We
were
able
to
restore
the
community
services
officers
that
have
been
funded
only
on
a
one-time
basis
for
a
couple
of
years.
Some
investments
for
the
domestic
violence,
high
risk
response
team
and
some
investments
in
the
fire
department
for
their
employee
services,
workforce
enhancement,
staffing,
as
well
as
an
additional
arson
investigator.
H
Battling
blight
is
obviously
been
a
big
focus
of
council
on
the
city
over
the
last
number
of
years.
The
largest
actions
is
11.7
million
for
the
beautify
san
jose
consolidated
model.
H
Additionally,
the
vehicle
abatement
program
also
been
funded
on
a
one-time
basis
for
a
number
of
years
is
funded
ongoing
in
the
in
the
general
fund.
It
has
the
one-time
enhancement
over
two-year
period,
as
directed
in
the
march
budget
message,
an
additional
three
hundred
thousand
dollars
of
ongoing
support
that
we've
placed
into
reserve,
as
we
try
to
re-imagine
some
additional
enhancements
to
that
program.
What
we'll
want
to
bring
forward
early
next
fiscal
year.
H
Climate
resilience
is
a
few
investments
here.
The
the
the
only
new
program
that
was
really
recommended
in
this
budget
is
the
community
forest
program.
You
know
we're
excited
to
have
that
in
the
budget
for
3.6
million
dollars,
both
in
pr
s
and
in
transportation.
What
it
does
is.
H
As
directed
in
the
march
message
to
do
some
focus
work
in
some
key
priority
areas
to
try
to
be
able
to
lay
the
groundwork
to
access
some
of
the
significant
federal
funding
that
we
expect
to
come
forward
in
a
couple
of
years
for
the
that
was
primarily
funded
in
the
infrastructure
bill.
And
so
we
need
to
do
some
preliminary
work
for
that
to
be
able
to
access
those
funding,
particularly
in
areas
of
drought,
resilience
and
seismic
resilience
and
micro
grid
work
and
and
for
the
fiscal
stability.
H
We've
got
the
three
million
dollars
there
for
the
essential
services
reserve,
two
million
dollars
for
the
budget,
stabilization
reserve.
I
think
we
would
have
liked
to
have
that
been
a
little
bit
higher,
but
knowing
that
we
had
to
get
a
lot
of
done
in
this
budget
process,
and
so
2
million
makes
a
little
bit
of
progress
there,
but
but
still
leaves
room
for
some
of
the
other
investments
that
we
had
to
do
as
part
of
this
of
this
process.
H
And
then
we
had
a
number
of
of
items
that
fell
into
the
categories
of
other
community
services,
strategic
support,
deferred
infrastructure
and
use
of
reserves.
These
are
both
things
that
are
really
important
to
the
organization
and
to
the
community,
many
of
which
have
been
funded
on
a
one-time
basis
for
a
number
of
years,
the
largest
of
which
is
our
continued
investment
for
our
replacement
of
emergency
radios,
which
we'll
need
to
continue
on
that
over
the
next
number
of
years
and
we'll
probably
come
forward
next
budget
process
with
the
more
sustainable
funding
strategy.
H
We
do
have
the
restoration
for
library
branch
hours
for
those
lower
resource
communities
for
those
13
branches
in
on
an
ongoing
basis
that
was
funded
on
a
one-time
basis
in
21,
20
22,
but
we'll
still
have
work
to
do
to
do
the
full
restoration
of
library
hours
as
part
of
future
budget
budget
budget
work.
H
We
also
have
investments
in
our
animal
care,
services
and
facilities,
both
at
management
level
and
and
at
animal
care
level.
And
then
you
see
here
a
sort
of
number
of
items
that
have
been
funded
on
a
one-time
basis
that
are
are
continually,
including
the
the
parks
strike
strike
team.
H
H
And
and
finally,
just
a
few
other
investments
here
for
library
security,
some
work
at
the
airport,
the
airport
has
doing
some
investments
to
restore
some
of
the
staffing
that
was
previously
reduced
at
the
very
onset
of
the
of
the
pan
of
the
pandemic
and
some
our
restoration
or
yeah
echo
a
little
bit
of
addition
for
the
martin
luther
king
library
to
make
sure
that
we
have
right
size.
H
H
Nothing
for
the
storm
storm
sewer
service
fee,
our
our
sewer
service
and
use
charge
fee
about
a
nine
percent
aggregate
in
increase
our
recycle
plus
rates,
eight
percent
for
single
family,
four
percent
for
multi-family
dwellings
and
for
our
immunity,
water
system,
revenue
increase
of
12,
based
on
the
primarily
on
the
increased
cost
of
wholesale
water.
H
Those
rates
will
vary
by
users,
some
about
four
to
eight
percent
increase
for
our
development
fee
programs,
and
then
we
have
a
whole
nother
book
that
talks
about
the
various
fees
and
charges
in
our
other
departments
where
we
are
generally
aligned
to
maintain
cost
cost
recovery.
Although
we
took
a
pretty
light
touch
to
that
as
part
of
this
budget
process
and
as
an
example,
the
library
cost
recovery
rate
drops
from
33
to
20
and
prns
recovery
rate
remains
below
50
and
just
to
outline
the
few
next
steps.
H
We've
got
the
study
sessions
that
are
going
to
wrap
up
today
at
around
11
30
ish.
Then
we've
got
all
day
tomorrow
and
then
the
morning
of
friday
and
then
monday
we
have
reserved
for
the
city
roadmap.
I
know
the
account
the
schedule
may
shift
a
little
bit
depending
on
the
pace
of
the
council.
This
discussion,
but
that's
what
we
have
lined
up
the
mayor
is
hosting
a
number
of
community
budget
meetings
tonight
on
the
21st
and
the
23rd.
H
We've
got
public
hearings
on
the
may
17th
and
june
june
13th.
The
mayor's
june
budget
message
scheduled
for
release
on
the
6th,
with
the
council
review
and
approval
on
the
14th,
and
then
the
final
budget,
adopt-in
they're
scheduled
for
the
21st,
and
with
that
we
sort
of
bring
our
presentation
here
to
a
close,
and
I
just
want
to
extend
thanks
again
to
all
the
folks
who've
been
working
on
it
and
then
the
crew
that's
been
behind
the
camera
for
the
last
two
years,
but
it's
now
here
in
person.
H
I
really
want
to
thank
the
budget
office
staff
who
worked
just
so
hard
and
just
work
incredible
hours,
and
just
I
mean
you
hear
the
name
of
jim
bonnie
and
claudia
and
the
rest
here,
but
there's
just
a
huge
body
of
folks
behind
us
who
make
it
all
possible.
So
I
just
really
want
to
thank
thank
them
and
glad
that
they're
here
with
us
today,
with
that
we
are
ready
for
your
questions.
Mayor
council.
E
I
Thank
you
mayor.
I
wasn't
expecting
to
be
the
only
council
member
today,
but
I
thought
it
was
important
to
to
be
in
person
for
the
or
at
least
the
overview
I
know
jim.
You
know
the
kind
of
the
details
of
this
stuff,
but
I
I
do
have
a
there.
I
E
H
H
Yeah
so
we'll
just
tee
it
up
so
yeah.
I
believe
it
is
primarily
mailers.
I
know
one
of
the
important
things
is
to
try
to
get
through
to
customers
as
much
as
possible
to
reduce
the
contamination
levels,
because
that
drives
our
rates
so
much
and
we
have
a
a
study
a
little
bit
happening
next
fiscal
year
to
do
that
contamination
study.
So
I
think.
I
H
Well,
you
won't
know,
unfortunately
you
won't
know
from
that
item,
but
if
you
would
go
so
what
we
do
try
to
do
is
reference
the
specific
section
of
the
of
the
budget
and
in
the
in
the
blurb
that
we
do
to
talk
about
that
it'll,
say:
parentheses,
what
the
on
ongoing
costs
or
ongoing
savings
are,
and
so
you'll
be
able
to
to
tell
from
that
right
up
itself.
What
the
ongoing
component
of
that
is.
I
Okay-
and
I
know
that
when
you
said
attachment
d-
that's
all
one-time
money,
because
that's
all
american
rescue
plan
correct
fund.
Okay,
thank
you.
That's
just
kind
of
a
an
overview
and
I
just
want
to
say:
welcome
blog.
I
know
I
usually
give
chris
a
really
hard
time
in
the
economic
overview,
but
you
did
a
great
job.
I
really
appreciate
it
and
I
did
have
one
question
up
in
at
the
beginning,
but
I
can't
remember
what
it
is.
So
I
will
I'll
yield
and
I'll
ask
it
later.
E
We'll
come
back
okay,
other
colleagues.
For
now,
not
I'm
happy
to
jump
in.
E
Okay,
I'll
I'll,
just
jump
in
then
a
couple
questions,
first,
jim.
If
we
go
to
slide
38,
this
describes
the
breakdown
of
general
fund
expenditures
and,
as
you
know,
I
have
you
know
a
dog
and
pony
show
of
describing
our
budget
to
the
community,
and
usually
I
skip
over
the
slide
pretty
quickly.
Even
though
in
many
ways
this
could
be
the
most
important
thing
of
all,
which
is
of
our
discretionary
money,
which
we
put
in
the
general
fund
where
the
heck
is
it
going
right?
H
E
E
E
I'll
give
you
yeah,
not
question
asked
on
the
run
yeah,
so
we
can
come
back
on
that
and
then
the
4.8
million
dollar
commitment
we'd
be
making
in
the
next
fiscal
year
for
food.
I
know,
there's
that's
going
to
be
a
big
focus
for
for
discussion
and
debate.
E
Obviously,
we've
committed
a
lot
more
than
that
in
past
in
the
past
couple
years
to
the
pandemic,
with
the
benefit
of
the
federal
money
that
4.8
million
doesn't
include
the
500
000
that
we're
committing
to
help
food
distribution
organizations
get
up
and
running
correct
right.
Okay,
so
that's
that's
an
addition.
H
E
I
know
there's
been
negotiations,
I
don't
know
if
angel
or
others
in
the
secret
or
nolan
have
any
or
how
they're.
Judging
answer.
J
J
E
That's
disappointing:
okay,.
E
And
then,
finally,
just
to
clarify
a
bit
of
confusion
on
my
part,
we
we
discussed.
I
interrupted
your
presentation
jim,
to
talk
about
one
chart.
It's
the
same
chart
that's
chart
five
on
page
17,
which
you
know
as
is
described
there
roughly.
I
think
71
72
million
dollars
of
the
103
million
dollars
and
service
that
our
resources
are
dedicated.
H
E
So
so
I
appreciate
your
explanation
on
this,
so
we
know
roughly
two-thirds
is
one
time
an
earlier
time
in
the
presentation
you
described
a
41.1
million
dollar
total
of
which
23.9
million
of
those
services
are
being
funded.
One
time
you
know
what
I'm
referring
to
and
I'm
trying
to
determine
what
the
difference
is
between
that
chart,
that
universe
of
services
and
what
you
just
described
as
the
41.1
million
now
that's
it.
B
E
H
H
Yeah,
that's
sort
of
everything
all
the
budget,
all
the
general
fund
budget,
adjustments
that
we
do
in
addition,
so
we
have
our
base
budget,
which
is
you
know
when
you
compare
the
forecasted
general
fund
revenues
and
the
previously
approved
council-based
based
budget,
we
have
a
surplus
of
30
million
million
dollars
right.
So
we
take
that
30
million
surplus.
H
We
add
to
it
the
73
million
dollars
of
sort
of
one-time
amounts,
and
that
gets
us
to
103
million
dollars.
We
can
theoretically
that's
what
our
budget
is
for
22
20
23.
right
and
then
we
represent
it
also
as
sort
of
people.
What
is
that
from
an
ongoing
component?
How
much
of
that
funding
is
going
to
continue
jimmy
could?
Could
I.
H
E
Okay,
great
thank
you
and
then
I
agree
with
the
customer
davis
blogging
great
job
on
the
presentation
that
number
that
you
recited
about
where
we've
seen
office
development
over
the
last
decade
between
santa
clara
sunnyvale
san
jose.
I
know
it's
not
shocking
to
any
of
us,
but
it
is
disappointing
and-
and
I
think
it
reinforces-
as
you
described
in
this
in
the
subsequent
slide-
that
it
really
is
important
that
we
preserve
these
employment
lands.
E
I
know
we're
gonna
be
building
a
lot
of
housing
in
north
san
jose,
and
we
want
to
do
it
in
a
way
that
is
sensible
and
certainly
proactively,
boosting
our
affordable
housing
supply
in
all
kinds
of
ways.
E
We're
going
to
continue
to
struggle
to
pay
the
bills
and
we're
going
to
continue
to
see
the
existing
pattern
of
awful
traffic
every
morning
and
every
afternoon
for
all
of
our
our
residents.
Who
would
really
much
rather
work
here
in
san
jose
than
have
to
commute
to
far
away
places?
We
know
it's
better
for
the
planet
better
for
their
lives
too,
if
they
could
stay
here,
so
I
hope
that
we
don't
lose
track
of
that
really
important
issue.
E
As
I
know,
there's
a
lot
of
pressure
to
to
convert
a
lot
of
this
employment
land
for
other
uses,
particularly
for
housing.
Okay,
let's
go
to
other
members
of
the
council.
I
don't
see
any
hands
so.
H
Mayor
can
we
get
back
to
your
question?
Yeah
bonnie
and
the
team
have
already
got
the.
D
H
So
of
the
the
amount
in
the
strategic
support
slice
there
about,
41
million
of
that
is
for
debt
and
financing
costs,
and
then
benefits
is
103
million
of
that
of
that
slice.
E
Okay,
got
it
and
there's
is
there
a
reason
why,
let's
see,
I
think
that's
if
we
it's
good,
it's
back
a
couple
more
slides,
trying
to
understand
why
benefits
would
be
included
in
strategic
support,
as
opposed
to
being
allocated
to
the
individual
department,
since
obviously
benefits
support
employees
or
working
in
those
departments.
H
Why
do
we
do
it
that
way
it
does?
It
actually
shows
up
kind
of
as
both,
and
so
that's
when
we
have
sort
of
our
netting
out
of
our
of
our
budget.
So
we
have
the
the
cost
for
the
individual
employees
and
the
services
they
provide
are
budgeted
in
the
departments
yeah,
but
we
have
the
specific
expenditures
that
show
up
for
the
employee
benefits
as
in
our
various
benefit
funds.
So
when
we
go
through
and
put
together
the
total
like
city
city
budget,
we
sort
of
net
out
those
those
those
costs.
H
H
Yeah,
I
think
we've
we've
done
a
better
job
over
the
last
couple
years.
It's
always
going
to
be
tricky
for
us,
but
we,
but
we
do
have
you
know
we
used
to
budget
like
our
tier
one
and
our
tier
two
folks
separately,
and
so
that
would
cause
a
lot
of
distortion.
So
you'd
see
a
tier
one
employee,
which
is
an
enormous
cost,
and
a
tier
two
employee
is
super
super
cheap,
but
really
that
responsibility
of
unfunded
actuarial
liability
is
the
responsibility
of
the
city,
so
regardless
of
which
employee
is
hired.
H
Those
past
obligations
is
the
city's
responsibility.
So
what
we've
done
is
that
we
spread
from
a
budgetary
base,
so
you
can
see
the
allo
allocation.
We
spread
the
ual
across
all
employees
in
those
in
those
systems.
Okay,
so
if
they're
part
of
federator,
if
they're
part
of
police
and
fire,
we
spread
that
ual
throughout,
so
it's
sort
of
embedded
as
definitely
a
a
better
job.
It's
probably
not
the
there's,
no
perfect
strategies.
We
thought
a
lot
about
how
we
would
do
this.
H
We
talked
to
finance
and
hr
a
couple
years
back,
but
how
what's
the
best
way
to
do
it?
That
was
what
we
came
up
with.
It
still
has
a
little
bit
of
of
challenges,
but
but
that's
it's
definitely
a
more
equitable
way
to
spread
the
costs
as
part
of
the
budget
process.
E
E
Thank
you,
councilmember
cohen,.
F
F
I
have
a
couple
quick
questions
when
we
met
and
talked
about
the
budget
sort
of
the
draft
budget
a
few
weeks
ago,
I
think
the
def
the
surplus
was
in
the
29
upper
29
million
range
and
now
you're
saying
that
you
know
as
we
as
we
account
for
things
moving
forward
it's
about
31.,
so
as
we're
we're
moving,
as
that
happens,
is
money
getting
more
money
getting
allocated
to
sort
of
convert
things
from
one
time
to
ongoing
budget,
because
that
difference
has
now
been
allocated.
H
Correct
yeah,
so
as
we've
we
kind
of
go
through
and
and
figure
out
where
our
final
resting
place
is.
You
know
we
need
to
try
to
out
allocate
all
of
those
funds.
So
one
of
the
you
know
just
to
kind
of
pull
back
the
curtain
there.
So
we
had
the
the
pest
and
turf
management
team
was
funded
on
a
one-time
basis.
We
actually
had
funded
that
council
fund
of
that
for
an
18-month
period
as
part
of
our
annual
report
process,
and
so
we
actually
had
that
funded
in
22-20-23.
H
So
when
we
we
did
have
a
little
bit
more
of
ongoing
resources,
we
recommended
to
make
that
team
an
ongoing
sort
of
investment
to
continue
that
on
beyond
22
20
23.
So
that's
sort
of
an
example
of
how
we
would
deal
with
that
little
change
in
the
projected
surplus.
So
you.
H
Yeah
that
was
one
of
our
primary
spots,
and
that
was
you
know
we
had
we
had
that
list
that
was
distributed
when
jennifer
sent
her
a
direction
memo
to
departments
about
how
to
to
you
know,
get
started
on
the
budget
on
process.
Back
in
december,
we
had
attached
the
one-time
list
to
that
memo.
I
mean
that
was
one
of
our
our
our
guiding
tools
when
we
were
trying
to
put
together
sort
of
as
many
ongoing
things
as
we
could
that
also
aligned
to
the
march
message
priorities.
F
H
It's
probably
going
to
change
a
little
bit
after
all,
is
said
and
done
when
we
adopted
the
22
20
23
budget,
but
that's
always
been
sort
of
you
know
if,
if
that's
been
one
of
council's
highest
priorities
to
get
funded
on
a
one-time
basis,
you
know
we
need
to
think
about
that
also
for
an
on
ongoing
basis.
F
H
Right
well,
we
are
spending
the
entire
ser
surplus,
but
we
do
have
reserves
as
part
of
the
budget
process.
So
we
do
have
our
our
main
reserve
is
our
budget,
stabilization,
reserve
and
gosh?
I
think
that's
about
46
and
a
half
million
at
the
moment.
I
think
we
added
two
million
dollars
to
it,
so
that
would
be
so
if
something
like
really
bad
happened.
H
That
would
be
the
first
place
that
we
would
need
to
go
immediately
to
deal
with
that
issue,
but
we
always,
but
you
know
we-
we
don't
want
to
just
use
that
reserve
and
say
we're
done.
Something
has
happened,
that
is,
that
has
fundamentally
changed
how
our
forecast
looks
or
what
our
ongoing
obligations
are.
H
We
would
want
to
take
a
more
comprehensive
look
as
part
of
maybe
our
annual
report
process
or
a
mid-year
budget
review
process,
and
we've
done
that
in
the
past,
and
when
we
had
the
really
dark
dark
times
where
we
got
a
lot
of
bad
news
all
at
once.
We've
come
forward
and
rebalanced
the
budget
in
the
middle
of
the
year.
But
if
you
have
a
good
healthy
budget,
stabilization
reserve
you're
you're
buffered
from
needing
to
make
those
pay
painful
cuts,
and
you
can
wait
more
toward
the
post
process
to
do
your
rebalancing
work
right.
H
Based
on
what
we
know
today,
yeah,
I
think
I
think
I
mean
I
think,
there's
still
some
things
out
there
that
we're
a
little
bit
concerned
about
that.
We've
been
we've
been
talking
through,
but
but
you
know
definitely
you
know
it's
not.
We
haven't
had
a
budget
stabilization
reserve.
You
know
this
healthy
in
a
little
while
it's
still
below
really
where
we
have
count
the
policy
to
have
that
reserve.
H
F
F
So
in
the
ongoing
budget
there's
the
library
funding
to
restore
hours
at
a
at
13
branches,
we
we
talked
at
our
last
last
time
we
had
a
budget
discussion
like
when
we
approved
the
budget
message
about
restoring
the
hours
at
all
the
branches,
and
I
know
you
said:
there's
still
work
to
do.
Are
we
considering
then
using
one-time
funding
for
for
that
additional
restoration?
What's
the
what's
the
thought
going
forward.
H
So
the
proposed
budget,
as
we
currently
have
it
you
know
just
just-
has
the
the
ongoing
restoration
that
was
done
on
a
one-time
basis
last
year.
So
that's
what's
in
the
budget,
along
with
some
other
things,
you
need
to
right-size
the
resources
that
martin
luther
king
jr.
H
So
I
think
we
hope
to
release
that
as
soon
as
we
can,
but
definitely
this
week
I'm
trying
to
get
it
to
out,
maybe
today
or
tomorrow,
but
I
want
you
to
have
that
that
context
when
you're
talking
about
the
neighborhood
services
section
tomorrow
during
your
budget
study
study
sessions,
okay,.
F
Great
yeah
we'll
get
into
more
detail.
I
think,
as
we
get
into
that
in
the
future
hearings-
and
I
agree
with
the
mayor
and
his
comments
about
having
a
readily
available
table
or
pie
chart
that
shows
those
kind
of
neighborhood
services
and
where
they're
allocated,
so
that
we
can
easily
show
the
community
where
we're
spending
money
on
things
that
they
do
use
every
day.
B
Okay,
thank
you.
I
had
a
question
jim.
I
think
my
office
reached
out
to
you
because
I
I
suspect
my
office
isn't
the
only
one
that's
getting
outreach
by
nonprofits
that
you
know
have
seen
escalating
costs
and
such
and
just
the
cost
of
doing
business
is
going
up,
and
I
know
in
the
past
I
think
even
myself
has
submitted
budget
documents
mbas.
I
am
unclear
as
to
what
it
would
be
exactly,
but
in
the
past
what
we
did
was
request.
B
A
cost
limit
increase,
if
you
will
cola
for
some
of
the
the
nonprofit
community-based
non-profits,
are
doing
work
for
the
city
via
some
of
the
contracts
that
we
have
and-
and
one
of
the
comments
that
was
made
to
my
office-
is
the
possibility
of
establishing
some
sort
of
fund
in
which
things
you
know,
the
the
the
yearly
cost
of
living
increase
can
be
drawn
from.
B
So
that
way,
it's
a
consistent
sort
of
approach
to
this
instead
of
a
piecemeal
approach
year
by
year-
and
I
understand
obviously
just
with
the
the
abs
and
flows
of
of
the
budget-
and
you
know
but
but
it
seems
like
we
have
an
optimistic
outlook
in
the
next
five
years.
And
so
I'm
curious
if
you
can
touch
on
sort
of
the
possibilities
of
that
of
establishing
such
a
fund
and
maybe
even
putting
out
an
mba
as
to
the
really
related
costs.
To
doing
such
a
thing.
H
Yeah
thanks
for
the
question
councilmember
we
yeah,
so
when
we
when
we
go
through
and-
and
I
think
there
may
be
a
couple
elements
to
that
when
we
go
through
and
put
together
our
base
budget
analysis
in
the
fall
and
the
early
winter.
We
look
at
sort
of
all
of
the
part
of
what
we
do
is:
what
does
it
cost
to
deliver
the
same
level
of
service
in
2223
as
it
does
in
21
20
22.,
a
lot
of
those
a
lot
of
those
costs.
H
Some
of
those
services
are
delivered
by
cbo's
or
we
we
provide
funding
to
some
of
those
folks,
some
of
those
provided
roughly
by
city
city
folks,
and
so
we
have
part
of
that
process.
We
do
assume
an
increase
to
many
of
those
that
are
generally
in
line
with
what
the
agreed
labor
costs
are
for
our
employees
as
they
otherwise
provide
that
service.
So
that's
our
standard
approach
for
that
and
but
they're
also
a
number.
H
I
think
what
becomes
tricky
is
that
we
have
cbs
that
do
things
in
lots
of
different
areas
of
the
organization,
so
we
have
some
that
are
directly
funded
in
the
general
fund.
I
think
some
probably
have
a
year-to-year
agreement.
H
Some
have
agreements
with
the
city
for
a
period
of
time
with
specified
in
increases
or
no
increases,
whatever
the
contract
says,
and
then
we've
got
a
number
of
others
that
are
funded,
maybe
with
one-time
grant
funds,
maybe
there's
cultural
art
grant,
grant,
grant,
funding
or
or
some
other
sorts
that
becomes.
Maybe
you
know
obviously
doable
to
put
something
together,
but
pretty
problematic
in
a
compressed
time
frame
for
an
mba
to
see
what
those
costs
would
be.
I
I
think,
setting
aside
a
separate
fund,
you
know
something
that
certainly
council
could
direct.
H
I
think
you
know
having
just
maybe
a
better
understanding,
maybe
of
how
those
costs
get
incorporated
into
the
budget
process,
and
we
can
identify
you
know
which
ones
are
part
of
the
general
fund
forecast
and
and
have
some
analysis
for
you
for
you
there
and
then
maybe
give
a
flavor
of
what
some
of
the
other
types
of
programs
are
are
funded
in
other
areas
of
the
budget.
H
I
mean
I
think
I
think
we
can
probably
take
that
as
a
to
do
some,
you
know
sketching
out
some
work
for
sure
as
what
the
components
that
make
up
the
general
fund
for
forecast
and
maybe
give
some
other
context
to
how
the
funding
of
some
of
those
organizations
is
reflected
elsewhere
in
the
budget
or
some
of
the
constraints
or
requirements
around
that
and
yeah,
and
maybe
we
can
frame
that
up,
at
least
for
you
know
a
discussion,
if
not
for
this
budget
cycle
again,
that
could
be
considerations
that
we
could
think
about,
for
council
could
give
direction
on
for
future
budget
cycles.
B
I
suspect
that
some
of
these,
the
nonprofit
leadership
throughout
silicon
valley,
would
probably
say
that
you
know
the
ideal
way
to
approach
it
is
you
know
you
give
a
cost
of
living
increase
to
everyone,
that's
to
all
the
different
organizations
that
interact
with
the
city,
but
I
I'm
not.
I
don't
think
that's
very
feasible,
and
so
I
think
it'd
be
good
to
establish
a
baseline
of
who's
getting
what
and
from
what
fund
and
then
go
from
there.
B
G
Thank
you,
council,
member
jimenez.
We
can
do
something
that
will
be
important
to
know
because
for
years
we
have
been
giving
cost
of
living
adjustments
for
certain
cbo's
just
so
they
have
the
same
buying
pair
because
they
have
to
pay
staff
just
like
we
do
so
it'll
be.
G
We
can
maybe
kind
of
line
that
out
at
a
high
level,
maybe
and
then,
if
we
need
to
do
deeper
dive
in
a
future
way,
but
we
can
give
you
a
kind
of
a
kind
of
the
lay
of
the
land
on
it
through
a
brief
mba.
I
Thanks
going
back
to
some
of
the
questions
that
council
member
cohen,
had
I
want
to
talk
about
the
reserves
jim
and
I
know
you're,
going
to
know
the
answers
to
these
questions.
You
talked
about
the
budget
stabilization
reserve
being
about
40.
I
think
you
said
42
million.
Is
that
and
that's
before
the
two
extra
that
we're
putting
in
so.
I
Okay
thanks
and
then
you
you
had
said
you
had
made
a
comment
when,
when
you
were
presenting
that
slide,
that
you
would
have
liked
to
put
more
in
there
what?
What
is
our
target
for
that.
H
Actually,
I
should
I
should
know,
I
know
our
overall,
so
we
have
a
category
called
general
purpose
reserves
which
is,
which
is
our
contingency
reserve,
which
needs
to
be
three
percent
of
general
fund
operating
expenditures.
That's
about
41
million
dollars,
then
we've
got
our
workers,
compensation
and
catastrophic
liability
reserve
of
about
15
million
dollars,
and
then
we've
got
our
budget
stabilization
reserve,
which
is
about
48.5
million.
So
in
total
our
city
council
policy
says
those
general
purpose.
Reserves
should
be
about.
10
should
be
10
percent.
H
That
should
be
our
our
our
goal
and
the
the
higher
that
is
especially,
you
know.
I
think
we
would.
Probably
you
know
if
we
were
to
add
more.
I
think
we
would
add
it
to
the
budget.
Stabilization
reserve,
because
that's
sort
of
the
more
flexible
component,
like
the
contingency
reserve,
is
like
break
glass
in
case
of
emergency.
We've
never
touched
that
one,
but
it's
nice
to
have
it.
There.
H
That
one
is
about
41
million,
but
so
yeah,
as
you
know,
as
what
councilman
paul
was
saying,
I
mean
I
think,
the
more
we
have
cushion
in
the
budget
stabilization
reserve.
It
gives
us
more
the
flexibility
to
be.
You
know,
leaner,
on
our
expenditures
or
you
know
more
aggressive
and
our
expenditures
more
aggressive
on
our
revenue
estimates,
because
you
know
the
city
is
super
lean,
and
so,
if
we're
wrong
to
a
big
extent,
then
that
causes
problems
for
the
rest
of
the
organization.
H
So
the
extent
that
we
have
a
more
substantial
budget
stabilization
reserve
it
sort
of
provides
some
of
the
cushion
for
that
and
if
anything
else,
sort
of
sort
of
comes
up
that
we
don't
expect
even
unrelated
to
the
economy,
but
there's
a
big
expansion
that
we
have
to
make
for
whatever
reason
we
have
that
to
fall
back
on
without
having
to
reduce
services.
So.
G
So
jim,
I
think
we're
at
with
those
three
reserves
about
seven
and
a
half
percent
or
so
towards
our
ten
percent
goal,
if
I
recall
correctly
yeah
so
we're
that
we're
we're
working
towards
it
we're
we
were
just
a
couple
of
years
ago
at
the
in
the
five
and
a
half
six
percent
range.
We
have
an
inching
towards
that
10.
and.
H
F
I
H
H
From
sort
of
the
safety
net,
the
budget
stabilization
reserve
is
like
a
safety
net
and
the
central
services
reserve
is
planned
for
future
spending.
I
E
Thank
you
and
and
jim
just
a
quick
follow-up
about
the
community
forest
program.
You
have
listed
3.6
million
dollars
on
the
slide
for
community
forest.
I
know
there
was
also
earlier
mention
of
dollars
are
specifically
allocated
for
pruning,
is,
is
that
with
in
the
community
forest,
or
is
that
purely
3.6
million
for
planting.
H
It's
it's
for
both,
so
we've
got
the
for
for
both
pruning
and
for
for
planting
that
that
covers
both
of
those
yeah
and
we
can.
When
we
get
to
that
in
this
discussion,
we
can
tell
you
that
the
breakup
perfect
great.
Thank
you.
E
K
Roscoe
yeah,
I
I
had
a
question.
You
know
I
I've
mentioned
it
in
in
the
past,
and
you
know
I
like
some
consideration
of
this,
given
that
we've
been
talking
a
great
deal
about
how
we
allocate
our
budget
and
and
how
we're
looking
at
you
know
looking
at
it
now
through
really
a
lens
of
equity
and
given
the
last
two
years,
we've
seen
so
many
of
the
issues
that
we've
talked
about
in
the
past,
really,
you
know
really
surfaced
and
bubbled
to
the
top.
K
So
having
said
all
that
really
city
manager,
I
guess
I
think
this
question
is-
is
more
for
you,
the
thought
of
of
really
looking
at
those
districts
that
have
been
really
hard
hit
and
who
are
continuously
dealing
with
these
many
challenges
about
the
idea
of
increasing
those
budgets
so
that
we
can
deal
with
the
the
growing
you
know
gang
hot
spots.
K
You
know
the
the
displacement
issues,
the
the
business
issues,
the
many
many
issues
that
a
very
small
staff
is
just
unable
to
to
deal
with.
You
know
we
don't
seem
to
have
the
bandwidth
to
deal
with
just
the
countless
constituency
concerns
that
come
in
on
the
daily.
I
have.
I
have
a
my
my
own
staff
that
goes
out
and
does
what
I
consider
to
be
city
staff
work,
because
the
concerns
are
just
that
many
and
so
any
thought
to
how
we
could
alleviate
some.
K
You
know
I
won't
be
here
in
the
next
several
months.
You
know
I
only
have
a
few
months.
So
this
doesn't
this.
This
is
not
for
my
own
benefit.
This
is
really
for
the
benefit
of
whoever's
coming
in
in
order
to
provide
those
kind
of
services
to
the
residents.
I
know.
District
7
has
the
same
kind
of
challenges.
K
District
3
for
sure
has
those
kind
of
challenges
I
mean
they
have
downtown.
They
have
all
the
development
that's
going
on,
but
they
have
the
encampments
and
et
cetera,
et
cetera.
So
these
were
the
three
districts
also
that
were
hardest
hit
during
the
pandemic
and
that
we
had
the
highest
incidence
of
infections
and
mortality
rates.
So
we've
we've
spoken
about
this.
We've
we've
thrown
it
out
there
numerous
times.
I
know
that
council
member
perales
has
mentioned
it,
so
any
thoughts.
G
Yes,
thank
you
for
the
question.
So,
as
you
know,
the
council
district
budgets
themselves
have
been
we've
been
directed
on
how
to
set
those
up
within
with
the
clerk's
office
of
how
how
to
allocate
the
money
across,
and
it's
varied
over
my
career
and
a
little
but
just
pretty
much
been
tweaked
over
my
career.
We
would
just
you
know.
We
would
need
council
direction
that
you
that
the
council
wants
to
allocate
the
district
budgets
different.
We
differently
we
would
want.
We
could
propose
some.
G
You
know,
indicators
that
might
be
used
to
to
make
such
a
a
basis
to
allocate
differently.
It
could
be
you
say,
crime
areas,
density.
It
could
be
many
different
things
that
could
go
into
that.
We'd
have
to
think
that
through
and
then
we
could
propose
something
for
council
to
consider,
but
I
would
want
to
have
council
direction
to
do
that.
Work
because
it
would.
G
It
would
definitely
take
some
work
to
do
that,
but
I
I
understand
the
you
know
the
rationale
for
potentially
doing
something
like
that,
but
I
I
would
want
full
council
support
for
us
to.
You
know,
council
support
to
to
do
that.
G
Work
because
it
would
take
some
some
time
to
do
that
and
we
could
consider
that
and
that
maybe
next
year's
budget
process-
and
we
obviously
we
also
you
know
we
do
to
you-
know
we
are
looking
through
an
equity
lens,
as
as
we
continue
to
build
our
capacity
to
for
the
services
within
the
districts,
because
you
know
all
the
districts
you
know
have
different
needs
and
we've
been
trying
to
be
more
deliberate
and
more
thoughtful
of
how
we're
we're
delivering
our
services
and
being
more
attentional
about
it.
G
But
you
know,
if
that's
if
the
council
would
like
us
to
look
at
that,
we
certainly
could,
and
we
would.
We
could
propose
some
indicators
and
and
we'd
have
to
look
at
all
the
districts
and
all
the
the
nuances
in
the
districts
and
figure
out
a
a
way
to
do
that.
That
would
that
would
hopefully
make
sense
to
everybody
involved.
K
G
There
would
be
you
know
there
would
be.
You
know
some
gains
and
some
losses
potentially
and
depending
on
how
we
set
that
up.
If
there
was
if
it
was
to
be
a
net
zero
or
if
it
was
to
be
a
where
we
had
an
ad,
and
we
had
to
get
that
left
everybody
at
the
baseline
and
we
did
some
ads,
we
could
do
it
in
different
ways.
H
Mayor,
if
I
could
just
respond
to
councilmember
davis
question,
I
think
you
would
need
roughly
the
budget
stabilization
reserve
would
need
to
be
somewhere
around
85
million
dollars
to
get
to
the
total
general
purpose
reserves
of
10
10.
That's
a
moving
target,
though
right
as
the
general
fund
expenditures
go
up.
That
number
shifts
too,
but
that's
roughly
ish.
H
E
Okay,
so
we
got
a
long
way
to
go
all
right
and
we'll
just
keep
tightening
our
belt.
Okay,
let's
move
on
then
to
economic
and
community
development
csa.
L
That's
okay.
I
just
wanted
to
ask
a
a
general
question
about
equity
and
I
know
that
in
one
of
the
one
of
the
slides
you
have
equity
at
the
center
of
the
budget.
L
Yet
it's
it's
hard
to
put
into
even
with
what
the
mayor
asked
previously
in
slotting
things
into
what
services
our
public
can
appreciate,
or
can
recognize
and
appreciate
that
we're
spending
our
money
on.
L
How
are
we,
if
we're
really
centering
on
equity,
creating
a
pivot
to
to
changing
our
budget
or
at
least
getting
closer
to
equitable
services?
What
what
is?
How
is
that
plan
that
every
department
is
doing?
L
I
think
from
from
what
I
understand,
since
maybe
last
year,
the
year
before,
where
they
had
a
budget
equity,
balance
sheet
or
worksheet
some
level
of
exercise
that
they
completed,
that
we
will
all
that
we,
as
council
members
and
mayor,
need
to
also
understand
so
that
we
can
then
view
what
what
they've
done
and
appreciate
and
and
acknowledge
that
this
is
a
step
closer
to
an
equitable
budget.
H
So
councilmember
thank
you
for
the
question
so
yeah,
so
we
will
have
some
more
extended
discussion
on
the
budgeting
for
equity
worksheets,
the
as
part
of
a
mba.
That
mba
will
also
include
some
of
what
we've
learned.
So
we
went
through
a
sort
of
a
pilot
program
with
several
departments
looking
at
a
community
facing
courts,
core
service
thinking
about
some
of
those
performance
measures
from
a
more
equity
based
perspective,
the
ability
to
disaggregate
some
of
some
of
that
data.
H
Our
day-to-day
process,
as
well
as
considerations
of
equity,
as
as
as
part
of
that
I
know
we
also
our
each
department-
has
a
racial
equity
plan
to
implement
various
components
in
their
departments
and
a
lot
of
the
the
specific
budget
actions
that
we
did,
especially
those
that
have
been
funded
on
a
one-time
basis.
H
Many
of
those
were,
for
you
know,
investments
for
disproportionately
impacted
communities
by
the
pandemic
or
other
communities
of
higher
of
higher
needs,
especially
when
I
think
about
the
recommendations
as
part
of
the
pr
s
budget
as
part
of
the
things
that
we're
continuing
in
the
american
rescue
plan
and
some
of
the
items
for
the
even
for
the
police
budget
to
look
at
the
walking
the
walking
beats.
H
So
that
was
a
lot
of
our
focus
is
to
try
to
get
some
of
those
services
that
have
been
so
important
to
council
that
we've
been
funding
them
on
a
one-time
basis,
even
though
we
couldn't
afford
them
on
an
ongoing
basis
is
to
try
to
prioritize
those
for
ongoing
ongoing
funding.
So
I
I
I
sort
of
offer
offer
that,
as
as
a
partial
answer
there
and
knowing
that
there's,
you
know,
there's
still
you
know
more
work
to
do.
H
I
know
that
even
for
you
know
most
all
the
budget
process
that
we
go
through
have
a
deep
consideration
for
the
community.
I
think
our
conversation
on
equity
has
structured
a
lot
of
that
thinking.
Thinking
about
services
funded
in
a
geo,
geographic
way,
we'll
touch
on
that
during
the
capital
presentation
and
looking
at
some
of
the
traffic
capital
in
in
investments
in
equity,
priority
areas.
H
So
I
think
that's
sort
of
helped
our
thinking
and
sort
of
focus.
It
not
just
think
about
the
community
broadly,
but
thinking
it
also
in
terms
of
specific
geographic
areas.
L
I
think
it
would
be,
and
thank
you
for
that
response,
jim.
I
I
appreciate
it.
I
also
think
that
it
would
be
very
useful
for
all
of
us
to
have
a
copy
of
their
each
department's
plan
so
that
we
can
see
what
they're
moving
towards,
and
so
we
could
see
any
incremental
progress
that
that
or
the
shifts
that
they're
making.
I
know
you
just
touched
on
jim
the
geolocation
so
to
be
place
based
rather
than,
for
example,
in
prns.
L
Scholarships
are
a
first
come
first
serve
and
it
doesn't
always
equate
to
equity
it.
It
could
be.
You
know
the
the
people
who
are
most
resourceful
of
of
the
groups,
that
you
know
it's
hard
to
say
who
is
the
neediest,
but
because
this
is
a
really
high
cost
of
living
and
the
services
that
we
offer
sometimes
are
maybe
considered
luxury
to
most
households,
and
so
it
would
be
hard
to
determine
at
a
first
come
first
serve
basis
that
we're
serving
the
neediest.
L
L
Then
I
would
say,
a
service
is
being
rendered
in
in
a
more
equitable
fashion,
but
so
that
would
be
one
first
step,
for
example,
for
prns.
L
The
second
step
would
be
is
what
you
know:
what
what
kind
of
services
are
we
providing
and
supporting
our
communities
with
and
that
those
services
on
site
at
those
place
based
look
at
that
those
place
based
locations
would
offer
those
those
that
would
be
in
similar
to
what
the
locations
that
we
are
responding
to
the
with
arp
funding,
and
so
so.
For
for
me,
it
would
be
really
important
to
see
that
we're
taking
those
first
steps.
L
I
know
from
the
work
that
that
I'm
involved
with
as
chair
of
the
nsc
that
the
prns
library,
you
know,
there's
departments
that
are
that
are
taking
those
steps
towards
getting
closer
to
a
more
equity-based
service,
but
it
is
yet
far
from
being
what
I
would
render
as
done
or
complete.
L
It
is
certainly
a
lot
of
work
to
to
be
done
in
between,
and
I
I'm
not
familiar
with
the
rest
of
the
departments
and
where
they
are
in
how
they
and
how
each
of
those
departments
are
determining
how
to
pivot
or
shift
their
services,
and
so
I
think,
at
a
very
high
level
to
tell
us
what
there's
what
that
strategy
is
and
and
jennifer.
If
that
would
be
great,
I
think
whether
it's
in
an
mba
or
just
letting
us
know.
L
This
is
why
we
are
funding
these
departments
this
way,
because
it's
part
of
the
next
or
the
first
step
in
addressing
equity
or
where
we're
having
these
kinds
of
databases
in
you,
know,
purchasing
them
or
setting
them
up
in
place
so
that
we
can
capture
race
as
part
of
the
data
that
we
need
in
order
to
determine
where
how
we
need
to
serve,
because
I
know
from
I
think
it's
two
budget
seasons
ago
that
when
we
made
when
an
assessment
was
done
in
terms
of
determining
what
it
was
that
we
needed
to
do
to
get
to
have
a
more
equity-based
budget,
one
we
needed
to
have
training
two.
L
We
needed.
We
didn't
have
we
recognized
that
the
city
of
san
jose
programs
and
services,
we
don't
collect
data
race
in
our
databases
and
that
our
data
collection
is
differs
from
program
to
program
and
so
at
a
very
high
level.
I
wonder
what
we
are
doing
to
get
closer
to
addressing
those
issues.
G
And
we
can
we'll
take
that
offline
and
figure
out
the
best
way
to
transmit
that
information.
It
could
be
an
mba.
It
could
be
some
other
way,
maybe
even
starting
through
these
budget
study
sessions,
as
we
go
through
each
area
as
well.
So
we
can
start
touching
on
that
as
well,
but
yeah
we'll
contemplate
what
is
the
best
way
to
kind
of
comprehensively
give
you
that
picture.
L
Wonderful
and
and
and
last
thing
is
one
of
the
areas
that
we
have
been
struggling
with
throughout
this
pandemic
and
even
previous
to
our
pandemic
is
how
do
we
connect
with
the
people
that
need
our
services
the
most,
and
how
do
we
get
them
to
accept
services
and
I've
seen
time
and
time
again
over
at
welch
community
center,
that
you
know
that
I
reopened
back
in
2018?
L
I
think
it
was
that
the
first
class
rendered
at
that
community
center
is
always
cancelled
and
it's
always
cancelled,
not
because
there
isn't
a
need
for
the
class
and
not
because
there's
families
that
want
it,
but
because
there
isn't
an
on-site
registration
process
and
so
for
certain
communities
that
still
like
to
have
newsletters
in
paper
form
that
like
to
have
their
notices
still
in
paper,
form
that
still
like
to
do
in-person
shopping
registration
and
and
all
of
those
good
things.
L
This
is
what
we
need
to
recognize
that
our
our
community
sometimes
needs
outreach
in
a
different
format
than
the
rest
of
our
community.
That
is
a
bit
more
expensive
than
than
offering
an
online
survey
online
registration
online.
Whatever
it
is
that
we
put
out
there
and
and
part
of
part
of
my
answer
to
or
the
way
that
I
saw
that
we
could
address,
that
was
having
our
promotoras
program
be
part
of
the
answer.
L
I'd
like
to
see
how
we
are
integrating
our
brahmadoras
programs
into
addressing
this
need,
not
not
only
in
just
recovery
but
as
an
ongoing
basis
and
how
each
department
is
figuring
out
how
to
best
reach
our
our
populations
that
have
two
to
three
jobs
and
that
have
you
know
a
very
high
need,
but
not
a
lot
of
time
and
they're,
not
they're,
not
going
to
be
those
folks
who
are
going
to
register
or
report
a
broken
light
or
something
whatever.
L
It
is
online
in
the
in
the
fashion
that
we
expect
many
of
our
residents
to
do,
and
so
I
think
that
that
is
also
the
line
of
delivering
service
that
I
also
need
to
see
us
shift
towards.
And
this
you
know.
Hopefully
it
can
come
in
your
response
at
a
very
high
level,
because
I'd
like
to
see
I'd
love
to
see
that
progress.
L
And
thank
you,
and-
and
lastly,
I
just
want,
if
you
could
talk
a
little
bit
about
the
staff
retention
and
vacancy
strategies
jennifer.
I
know
that
there's
an
mba
response
specifically
to
some
departments,
but
so
I'm
I'm
just
hoping
that
you
can
give
me
a
bit
of
a
what
to
expect
there
yeah.
G
If,
if
we
can
hold
that
until
tomorrow,
since
we've
got
strategic
support
and
jennifer
shembrey
can
go
over
that,
but
we
do
have,
and
we
can
definitely
we're
we're
not
putting
out
the
mba
quite
yet,
because
we
were
waiting
for
some
data
to
give
you
the
the
best
picture.
G
But
we
do
have
a
a
team
of
people
that
are
working
on
recruitment
and
and
retention
work
and,
in
fact,
you'll
see
that
also
on
the
road
map
on
on
monday,
we're
going
to
put
on
an
mba
on
that.
Hopefully
today.
But
we
have
a
myriad
of
things
to
see
to
special
salary
adjustments
where
we
know
we're
under
market.
G
We
have
complete
recruitment
and
retention
issues
to
we've
gone
through
the
agile
process
to
and
we're
making
goals
for
a
department,
not
just
to
put
bodies
into
seats,
but
to
be
more
efficient
with
our
hiring
process
and
put
a
higher
focus
on
it,
because
it
is
something
that
you
know.
The
staff
struggles
with
when
I'm
trying
to
a
lot
of
the
hiring
managers
are
trying
to
do
their
regular
work
and
they're
also
trying
to
find
time
for
interviewing,
but
we're
so
re-looking.
G
At
that
whole
process,
we've
streamlined
many
things
and
and
empowered
departments
to
do
more
without
having
to
have
you
know,
intermittent
approvals
on
things.
So
that's
helping.
We
are
revisiting
minimum
qualifications
in
many
areas
to
ask
ourselves.
Do
we
really
need
that
minimum
qualification,
or
do
we
really
need
that
experience,
or
can
we
train
on
the
job.
K
G
We're
also
looking
at
pipeline
talent
to
come
into
the
city
and
making
stronger
partnerships
with
san
jose
state,
for
example,
and
looking
at
apprentice
programs.
We've
got
a
lot
of
things
in
the
hopper,
but
jennifer
shembree
can
probably
give
you
a
better
outline
and
more
comprehensive
of
what
what's
in
the
mba
that
you'll
be
seeing,
probably
in
another
week
or
so,
but
we
do,
we've
got
all
hands
on
deck
and
and
we're
working
towards
us
it
is.
We
are
obviously
in
a
challenging
environment.
G
You
know
we
hear
about
the
the
great
resignation
I
want
to
be
the
great
attraction,
and
I
you
know.
Obviously
I
feel
that
public
service
is
the
best
job
ever
and
I
want
people
to
be
excited
to
want
to
work
here
and
stay
here
and
make
it
makes
you
know
working
for
the
city
of
san
jose,
also
fun
and
empowering
and
making
your
mark.
So
those
are
the
things
we're
we're
concentrating
on,
but
more
to
come.
Maybe
on
tomorrow's
study
session.
L
Amen
jennifer,
so
I
love
it,
love
it
love
it.
The
the
last
question
is
on
food
distribution.
I
know
that
somebody
already
asked
this
question,
but
I
just
wanted
to
poke
at
this
just
a
little
bit
more
in
wondering
why,
first
of
all,
why
are
we
spending
5
million
on
this
on
this
food
distribution?
L
L
What
what
are
what
are
we
doing
exactly
and
and
why
aren't
we
coordinating
with
the
county
so
that
we
we
can
leverage
resources.
H
Thank
you,
counselor
I'll,
actually,
if
john's
still
on
the
line
I'll,
let
him
answer
most
of
that,
except
just
just
to
say
that
the
investment
sort
of
the
wind
down
for
the
city,
investment
in
food
services
was
part
of
the
direction
the
city
council
proved
as
part
of
the
march
budget
message
sort
of
as
that
transition
period.
So
this
five
million
dollars
would
continue
that
investment
sort
of
at
a
lower,
lower
lower
level
than
the
current.
H
The
current
quarter
were
taken
through
july
through
september,
but
that
was
the
direction
that
we
received
to
have
a
transition
step
down
as
part
of
the
march
budget
message.
But
john,
are
you
still
there?
I
am.
J
Jim
thanks
so
just
to
provide
a
little
more
context.
You
know
we
have
notified
the
county
in
writing
back
in
march
and
let
them
know
that
you
know.
As
of
june
30th,
we
believe
that
the
city's
obligation
to
do
this
service
has
been
met.
This
was
an
eoc
activity,
as
you'll
recall
in
the
county.
Eoc
asked
the
city
to
take
on
this
responsibility.
J
J
We
are
a
willing
partner
to
work
with
the
county,
but
as
of
now
we're
the
only
one
that
is
is
also
planning
to
have
any
money
dedicated
toward
this
after
june
30th.
The
reason
we
put
that
money
there.
It's
really
it's
really
meant
to
represent
one
quarter's
worth
of
funding,
so
that
would
be
july
august
and
september.
We
base
that
on
the
current
quarter,
we're
in
we're
in
the
fourth
quarter
right
of
this
current
fiscal
year
we
took
the
monthly
amount
or
the
I'm
sorry,
the
quarterly
amount
that
we
would
spend
during
that
period.
J
We
reduced
that
by
25
percent
again
trying
to
sort
of
push
the
issue
with
the
providers
that
there
needs
to
be
a
transition
that
the
city
is
running
out
of
this
funding
source
and
we
don't
have
another
funding
source
identified,
so
we'll
be
working
with
them
to
figure
out
that
plan
of
of
that
off-ramp.
During
that
first
quarter,
it's
possible
that
could
extend
beyond
the
first
quarter.
J
Some
of
our
partners
have
said:
well,
maybe
if
you
gave
us
less
per
month
it
we
could
drag
it
out
for
a
few
more
months
instead
of
just
the
three
months,
and
it
gives
us.
You
know
the
time
might
be
more
important
than
some
of
the
money,
so
that
all
remains
to
be
seen
how
that
will
be
worked
out.
But
that's
why
we
put
this
money
there
and,
as
I
mentioned
as
of
now,
the
proposed
budget
from
the
county
does
not
identify
a
funding
source
for
food
insecurity.
J
They
are
looking
at
increasing
funding
for
the
senior
nutrition
program.
I
think,
as
some
of
you
know,
the
senior
nutrition
program
which
we're
a
major
administer
of,
but
that
money
flows
to
us
through
the
county.
Primarily,
we
have
to
match
some
of
it,
but
food
insecurity
among
the
senior
nutrition
program
also
went
up
during
the
pandemic
and
it
also
has
not
come
down
to
previous
levels.
So
we
have
talked
with
the
county.
J
We
are
expecting
at
least
a
conversation
and
ideally
an
appropriation
that
would
increase
the
funding
in
the
senior
nutrition
program,
but
that
is
different
from
the
food
insecurity
program,
which
is
places
like
second
harvest
and
loaves
and
fishes,
and
groups
like
that
that
you've
heard
of
before
that
funding
has
all
come
from
the
city
and
it's
all
been
our
arpa
funding.
So
at
this
point
we
wanted
to
make
sure
there
was
an
off
ramp
and
there
was
some
easing,
but
we
are
also
being
very
clear
that
we
don't
have
any
other
funding
sources
beyond
that.
L
Got
it
and
what
is
it
that
the
community
organizations?
I
I
hear
that
I
hear
you
saying
that
that
they
prefer
a
length
of
time,
an
extension
because
they
may
not
be
that
may
serve
them
better
than
having
this
at
a
lump
sum
and
extending
this
to
to
maybe
to
the.
L
J
Yeah
that
varies,
that
varies
by
organization
and
we're
we're
willing
to
be
flexible
with
each
one
of
them
as
long
as
the
infrastructure
is
there
for
them
to
continue
to
operate.
If
they
want
to
stretch
out
the
same
funding
over
six
months
versus
three,
you
know
we're
willing
to
hammer
that
out
in
a
contract
with
them.
L
You
know
the
the
other
thing
that
I
don't
know.
If
it's
I
hear
you
that
you
know
this,
these
might
be
different
non-profits
that
are
targeting
different
populations,
and
so
it
would
be
great
to
see
what
populations
that
they're,
what
are
we
not
foreseen?
L
For
example,
I
know
that
you're
keeping
the
the
senior
nutrition
ad
very
closely
in
in
making
sure
that
we
don't
leave
those
folks
with
the
need,
and
so
very
cognizant
of
that.
I
want
you
to
make
sure
that
you
continue
to
do
that.
The
the
other
piece
is,
I
know
that
the
lunch
is
offered
free
to
all
students
this
year.
I
think
for
the
majority
of
the
districts
in
our
city.
L
What
is
and
do
you
know
what
is
going
to
happen
next
year
and
will
we
need
to
have?
Will
there
be
another
need
there
with
with
our
children
that
we
may
not
be
foreseeing.
L
The
summer
nutrition
program,
the
the
lunch
program
at
schools,
those
are
all
free
for
all
children.
You
don't
have
to
apply.
You
don't
have
to
everybody
gets.
Whoever
wants
a
free.
Lunch
gets
free
lunch
so
for
this
upcoming
school
year
I
don't
know
if
that's
going
to
continue
to
be
that
way,
and
if
it's
not,
that
might
mean
that
you
know
the
families
will
need
some
level
of
assistance
to
provide
that.
L
You
know
that
extra
snack
or
there
might
be
some
kiddos
who
are
not
going
to
be
fed
during
during
school
hours
or
you
know
there
just
might
be
some
some
additional
need
that
we're
not
forecasting
at
this
point.
So
I'd
love
to
see
how
we,
how
those
schools
are
going
to
be
dealing
with
that.
So
we
can
also
recognize
that
need
and
and
see
if
any
of
the
agencies
that
we
currently
have
contracts
with
will
be
able
to
respond
to.
J
Sure
the
so
so
there
is
a
current
bill
to
continue
those
those
free
lunches.
So
that's
our
expectation
we
are
one
of
our
close
partners
is
the
county
office
of
ed
and
so
far
there's
confidence
that
that's
going
to
continue,
but
in
the
event
that
it
isn't,
we
would
certainly
be
happy
to
raise
that
flag
to
the
city
council
and
let
them
know
something
isn't
working
the
way
it
should
or
the
way
we'd
hoped.
But
as
of
right
now
we
have
confidence
that
that
program
will
continue.
L
Yeah-
and
let
me
just
clarify
for
my
colleagues
and
that
that
the
county
office
of
ed
wildlife,
I
think,
is
absolutely
really
important.
My
son
benefited
from
the
early
start
program
when
he
was
a
toddler.
L
L
They
really
focus
on
that
particular
area
and,
of
course,
now
they
are
the
research
and
referrals,
the
recipients
of
resource
and
referral
for
child
care
in
the
county,
but
they
don't
provide
child
care,
so
I
just
want
to
be
well,
they
do
provide
childcare.
Excuse
me
they
provide
head
start
through
federal
funds,
but,
and
then
some
state
funded,
of
course,
through
the
resource
and
referral
program.
J
Fair
enough
and
we'll
follow
this
state
bill
closely.
You
know
separate
and
independent
of
the
county
office
of
ed
to
to
be
certain
that
it's
going
to
go
through,
like
I
said,
we
have
a
good
degree
of
confidence
that
it
will
but
obviously
nothing's
real
until
it's
finally
voted
on.
So
so
we
will
be
tracking
that
closely.
B
E
I've
just
been
informed
that
we're
scheduled
to
conclude
at
11
30,
so
we'll
have
the
presentation
and
then
move
forward
to
q
a
tomorrow.
E
D
Good
morning,
mayor
city,
council,
members
of
the
public,
I'm
rosalyn,
huey,
deputy
city
manager,
and
I
am
joined
this
morning
by
nancy
klein
of
the
office
of
economic
development
and
cultural
affairs.
Chris
burton
planning,
building
code
enforcement,
rachel
van
der
veen
housing
department,
robert
sapien,
our
fire
chief
and
jay
guerra
from
public
works.
D
D
We
are
deeply
committed
about
facilitating
development
in
the
city's
growth
areas,
producing
affordable
housing,
forward-thinking
planning
and
land
use
policy,
creating
great
public
spaces
and
cultural
offerings
all
while
engaging
our
residents,
our
businesses,
our
community
partners
and,
in
essence,
we
lead
with
people
in
the
economic
context,
presentation
provided
just
a
few
moments
ago.
We
heard
that
some
segments
of
the
local
economy
are
not
recovering
and
that
many
in
our
community,
particularly
people
of
color
in
the
areas
most
impacted
by
the
pandemic,
continue
to
struggle.
D
D
The
csa
budget
in
the
coming
year
continues
to
allocate
remaining
amount
of
american
rescue
plan
funds
to
support
our
residents,
our
workers
and
our
small
business
owners
with
the
resources
and
services
that
they
need.
The
proposed
budget
also
focuses
on
improving
services
to
our
development
services
customers.
C
Thank
you
very
much
rosalind.
Thank
you,
mayor
and
council
excited
to
be
here.
Indeed,
on
this
first
slide,
you
see
the
highlights
of
what
we're
striving
to
to
bring
to
fruition
our
outcomes.
Strong
economic
base,
healthy
and
attractive
community,
diverse
range
of
housing
options
and
quality
culture
and
arts
in
our
community.
C
C
C
The
first
one
relates
to
estimated
jobs
generated,
and
we
want
to
point
out
that
there
were
highlights,
even
though
the
pandemic
was
at
its
highest.
There
were
big
wins
that
came
to
us
in
the
commercial
category.
Things
like
topgolf,
the
new
costco
in
evergreen,
major
retail,
coming
to
valley,
fair
and
including
the
apple
store
and
al
fresco,
which
is
key
in
so
many
areas
of
our
city
also
want
to
show
that,
as
we
mentioned
the
importance
of
industrial
in
2122,
we
believe
we'll
see
additional
investments
from
industrial
manufacturing
and
tech.
C
We
have
recently
been
able
to
work
on
a
retraction
retention
or
expansion
basis
with
companies
like
netapp
quantum
scape,
vco
and
analog
devices,
and
for
our
22
to
23
year
goals
we're
looking
ahead
to
continue
to
concentrate
on
our
small
business
support
and
in
key
areas
most
affected
by
the
pandemic.
While
this
may
not
keep
the
same
number
of
employees
of
our
goals,
it's
we
feel
it's
very
important
work
on
the
next
affordable
housing
units
completed
slide.
C
You
see
that
affordable
housing
remains
steady
across
the
reporting
periods
and
that
the
team
of
csa
led
by
housing
on
this
effort,
really
want
to
try
to
move
ahead,
and
there
are
key
budget
investments
to
lead
us
to
get
more
housing,
affordable,
housing
going
and
then
in
terms
of
the
next
slide.
That
is
also
important.
This
coming
from
the
planning
building
code
enforcement,
it's
noting
that
business
building
inspection
has
generally
met
its
target
in
many
respects.
C
But
a
lot
of
those
building
projects
have
been
home,
improvements
that
are
smaller
in
nature
and
we're
trying
to
make
sure
that
we
are
prepared,
as
we
see
a
dramatic
increase
for
demand,
which
is
a
good
thing
for
larger
projects
coming
and
to
be
prepared
to
provide
great
customer
service
in
the
next
slide.
The
first
one
on
the
bottom
row
of
the
left.
C
We
see
that
development
and
construction
activity
is
returning
to
normal
in
the
coming
fiscal
year.
It's
critical
that
we
ensure
consistency,
transparency
and
communication
with
our
customers,
and
then
you
see
the
jobs
and
employed
residence
ratio
which
has
basically
been
holding
steady
and
we
are
working
toward
corporate
and
industrial
and
small
business
investments,
but
without
that,
if,
if
housing
continues
to
to
be
built
more
than
commercial,
then
that
ratio
will
be
further
out
of
balance.
C
In
that
way,
and-
and
I
did
want
to
mention
that
there
are
additional
metrics-
that
we're
working
on
particularly
want
to
note
optical
affairs,
which
is
working
on
for
this
coming
year-
a
metric
which
tracks
the
arts
and
cultural
grants
and
who
receives
them
so
that
we're
better
attuned
to
what
is
happening
on
that
important
measure.
C
We
are
collectively
working
towards
strategically
spending
the
remaining
state
and
federal
dollars
and
build
capacity
to
continue
service
delivery.
Much
as
as
jim
highlighted
in
his
presentation,
our
total
buzz
budget
positions
are
roughly
524,
which
is
a
3.1
increase,
which
staff
is
very
grateful
for
and
another
item
that
jim
spoke
to
is
very
important
that
in
this
investment,
we're
continuing
to
do
that,
which
we
have
been
doing,
and
it's
important
for
us
to
note
in
terms
of
resources
that
staff
at
council's
direction
is
taking
on
new
and
different
roles
and
so
resources
to
do.
C
I
did
the
wrong
thing.
I
am
so
sorry
on
the
affordable,
housing
and
development
facilitation
slide.
The
housing
catalyst
team
continues
to
partner
to
facilitate
both
market
rate
and
affordable
housing.
We
have
a
budget
ad
of
a
proposed
navigator,
which
will
build
capacity,
particularly
through
construction,
permitting
and
in
pbce,
and
housing
will
continue
to
work
on
the
housing
element
and
bring
forward
for
council,
and
it
includes
an
assessment
of
fair
housing,
which
also
includes
a
site
inventory
that
helps
dismantle
is
intended
to
dismantle
housing
segregation.
C
C
On
the
proposed
budget
actions,
we
wanted
to
highlight
a
few
of
these
and
lightly,
because
jim
also
touched
on
several
of
them.
We
are
proposing
budget
additions
and
actions.
Much
as
the
mayor
and
council
approve
the
march
budget
message
that
focus
on
addressing
priority
community
and
organizational
needs.
The
largest
of
our
ads
is
that
40
million
dollars
that
jim
referenced
and
it
is
intended
to
fund
a
thousand
beds
under
development,
have
them
under
development
by
the
end
of
the
calendar
year.
C
It's
important
to
note
that
the
staff
positions
will
allow
an
increase
in
the
normal
of
available
appointments
per
day
and
will
reduce
wait
times,
which
is
key
to
good
customer
service.
You
also
see
the
note
on
four
hundred
thousand
dollars
for
urban
village
planning
to
accomplish
one
more
urban
village
plan
have
mentioned
the
housing.
Catalyst,
staffing
and
work
to
future
is
also
with
more
state
and
federal
dollars
that
are
have
complex
reporting
sea
in
place
to
address
the
additional
work
next
slide.
Please.
C
We
have
many
many
meetings
on
a
daily
basis
on
topics
of
interest,
but
we
also
meet
weekly
to
come
together
on
higher
level
important
projects
to
ensure
that
we're
fully
coordinated,
because
that
is
so
important
and
our
csa
is
attuned
very
much
to
the
fact
that
many
in
our
community
are
not
experiencing
recovery
equitably
and
the
work
that
we're
committed
to
is
intended
to
be
excellent,
with
a
great
care
for
quality
customer
service
and
with
that
staff
is
available
for
questions.
If
you
choose
to
do
that
today,
instead
of
tomorrow,.