►
Description
City of San José, California
City Council 2023-2024 Budget Study Session, May 15, 2023
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.legistar.com/View.ashx?M=A&ID=1097157&GUID=B67C3DB5-1783-4022-B3E1-D7661B41F14B
A
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A
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A
A
A
A
A
A
A
A
B
C
B
F
You
are
sure,
mayor
and
good
morning,
mayor
and
city
city
council.
We
start
today
with
the
the
study
session
with
the
2324
proposed
fees
and
charges
report.
It's
a
document
that
accompanies
the
proposed
budget
process
and
it
is
the
revenue
estimates
there
are
incorporated
into
the
proposed
operating
budget,
which
we've
been
talking
about
for
the
past
few
days.
Last
week
we
don't
have
any
specific
presentation
for
the
fees
and
charges
document,
but
but
we
do
have
staff
here
to
answer
any
questions
you
might
have.
B
D
B
D
Just
a
few
questions,
I
was
looking
at
some
of
the
some
of
the
the
re,
the
rebalancing
efforts,
as
it
relates
to
the
cost
recovery
efforts
in
some
of
the
Departments
and
so
I.
Can
you
can
you
play
out?
I
was
just
trying
to
think
through
not
being
a
budget
person,
as
it
relates
to
how
it
would
play,
because
you're
rebalancing
a
lot
using
excess
fund
balances
and
all
these
different
pots.
It
seems
to
get
some
of
these
departments
at
100
cost
recovery,
and
what,
if
we
didn't,
do
that?
F
F
And
so
then
we,
the
the
fee,
that's
assessed,
is
to
recover
what
that
cost
is,
and
so
a
lot
of
the
fees
in
the
fees
and
charges
document
are
in
the
general
fund
and
by
and
large
we
try
to
be
cost
recovery
on
most
of
those
fees.
There
are
a
number
of
ones
like
in
Parks
or
Live
library,
or
animal
care
and
services,
where
we
are
below
cost
recovery
for
deliberate
reasons
in
the
development
fee
program
which
may
be.
F
What
you
are
speaking
of
here
is
a
those
are
not
budget
in
the
general
fund,
but
they're
special
special
funds.
We
call
them
the
development
fee,
funds
with
the
planning,
the
building
and
the
Citywide
and
the
fire
and
the
public
works,
and
so
those
ones
are
the
the
amount
of
what
the
fee
recovers
in
the
2324
proposed.
Isn't
quite
get
you
to
full
cost
recovery
levels,
but
there
is
a
both
an
available
fund
balance
from
prior
year.
Savings
as
well
as
is
always
intended
as
projects
move
through
the
development
process.
F
Some
of
the
fees
get
paid
up
front
and
they're
spent
down
over
a
multi-year
period
as
projects
move
through
the
development
pipeline,
and
so
we
we
say,
they're
fully
cost
recovery
when
you
factor
in
that
carryover
of
unspent
funds
and
the
spend
down
of
the
of
The
Works
in
progress
items,
that's
helpful.
Okay,
yeah.
D
It
is
the
other.
The
other
thing
I
was
trying
to
find
this
one.
Particular
there
was
mention
of
a
cost
recovery
fee
that
essentially
wasn't
cost
recovery,
but
I
think
that
was
mentioned
like
we're
going
to
look
at
the
the
essentially
the
structure
of
the
program
to
try
to
get
it
to
cost
recovery.
Does
that
sound
familiar
to
you,
I,
don't
know
if
I'm
trying.
F
I
mean
I
do
know.
We
have
several
different
fees
where
we
take
maybe
a
multi-year
approach
to
get
back
to
a
cost
recovery
level.
So
maybe
there
are
some
instances
where,
where
the
different
costs
that
go
into
a
fee
after
we
do
in
analysis,
the
cost
is
maybe
quite
a
bit
higher
than
what
it
otherwise
would
have
would
have
been,
but
we
we
take,
we
don't
want
to
increase
that
fee
all
at
all,
all
at
once.
We
might
phase
into
it
over
a
multi-year
period.
We
have
several
of
them.
D
D
You
know
of
what
I've
heard
is
I
know
that
during
the
transition
committee
for
permitting
planning
permitting
things
of
that
nature,
that
council,
member
Jeff,
Davis
and
I
led
along
with
Ted,
is
that
there
was
mention
in
there
about
really
restructuring
the
approach
by
which
we
attempt
to
recover
fees
within
the
planning
department,
for
example,
and
I'm
curious.
What
that
would
do
if
we
went
in
and
really
changed
the
way
we
do
it,
how
how
that
would
sort
of?
D
F
D
F
H
Council,
member
Chris
Bowden
director
of
planning
building
code
enforcement,
so
yeah
through
the
transition
committee
I
know
we
did
talk
about
this.
A
number
of
different
ways,
I
think
there's
the
sort
of
accounting
pieces
that
go
into
the
budget,
I
think
there's
some
bigger
questions
that
we're
working
through
internally
within
the
department
on
how
we
assess
time
spent
and
how
that
relates
to
the
cost
recovery
model.
Obviously
you
know
our
planners
our
plan.
H
Reviewers,
are
you
know
all
of
our
staff
aren't
working
on
reviewing
plans
all
the
time,
there's
a
lot
of
other
things
that
go
in
and
some
of
their
time
gets
spent
on
things
that
aren't
covered
by
that
model
right.
So,
for
example,
the
best
example
is
somebody
calls
up
with
a
question
and
they
want
to
know
you
know.
What's
my
zoning,
what
can
I
do
on
my
property?
D
H
So
it's
a
pretty
sort
of
complex
system
in
the
back
end,
you
know
and
as
Jim
said,
it's
a
multi-year
process
and
when
you
think
about
some
of
our
development
entitlements,
we're
working
over
two
three
years
with
SQL
documents
and
so
how
we
line
up
with
all
those
pieces
based
on
the
length
of
the
project
versus
the
sort
of
individual
accounting
within
a
single
budget
year.
That's
often
where
that
challenge
around
cost
recovery
comes
from.
D
All
right,
thank
you.
Thank
you.
So
thank
you,
the
other.
The
other
question
I
have
Jim.
Is
you
know,
looking
at
the
police
department,
some
of
the
some
of
the
items
that
they're
attempting
to
be
caught
fully
cost
recovery
and
what
I'm
curious
about
is,
although
where
there
is
there
a
distinction
to
be
made
as
it
relates
to
the
cost
recovery,
if
it's
a
sworn
officer
doing
some
of
those
duties
say:
Manning
the
desk
for
permits
related
to
or
or
fees
related
to,
like
getting
your
vehicle
out
of
storage.
F
Yeah,
so
if
there
was
a
what
we
we,
how
we
work
with
the
police
department,
the
police
department
does
this
this
work
at
a
very
detailed
level,
but
they
determine
if
it's
a
sworn
staff
performing
the
function.
If
it's
a
civilian
staff
and
they
use
the
costing
of
that
civilian
or
sworn
staff
function
to
assess
what
that
fee,
then
would
otherwise
be
so
how
much
time
that
that
that
classification
spends,
what
the
cost
of
that
classification
is
and
then
that
filters
into
what
the
ultimate
fee
is
I
know.
F
Police
had
spent
some
time
over
this
last
cycle.
You
know
diving
into
some
some
of
their
different
fees
and
so
I
think
some
of
them
that
were
done
by
sworn
staff
are
now
done
by
a
civilian.
They
also
had
done
some
technology
improvements
to
streamline
some
of
their
fee
processing.
So
you
saw
some
pretty
big
fee
reductions,
particularly
in
the
taxicab
area.
Where
was
those
costs.
D
Went
down
so
say,
for
example,
if
there
was
a
fee
that
was
that
the
community
was
paying
for
X
reason
right
and
it
was
that
was
processed
by
a
sworn
officer.
If
we
were
interested
in
reducing
that
fee,
would
we
just
essentially
request
or
talk
to
the
police
department,
about
switching
out
the
sworn
officer
to
a
non-swarm
and
that's,
and
thus
allowing
us
to
reduce
the
fee?
Is
that
is
that
how
it
could
be
done
if.
F
And
please
can
come
down
here
if
they
want
to
correct
me
here,
but
I
think
where
we
have
the
sworn
officers
where
we
want
a
sworn
officer
to
to
do
that.
Work
I,
think
in
their
instances
where
it
can
be
done
by
someone
besides
a
sworn
officer,
I
think
we
are
moving
in
that
direction
to
have
it
done
by
a
civilian
staff.
Okay,.
D
All
right,
thank
you
and
the
last
question
I
have
is
related
to
the
excuse
me.
The
animal
Karen
and
Services
I
know
Jennifer
the
city
manager
was
was
included
this
in
the
budget
and
very
got
a
tour
recently,
and
so
very
much
appreciate
it.
But
you
know
what
came
to
mind
as
I
was
looking
at
some
of
the
cost
recovery
fees,
as
it
relates
to
the
Animal
Care
and
services.
D
Obviously,
we
contract
with
other
cities
where
other
cities
contract
with
us
for
us,
so
I'm
curious
how
that
plays
into
that
right,
and
so
our
and
I
was
looking
through
some
of
the
I
think
category
two
and
category
one
fees
and
wondering
if
any
of
those
fees
we
can
attribute
some
of
those
fees
to
the
work
we're
doing
for
these
other
cities
and
curious
how
the
cost
recovery
model
works.
In
those
circumstances,
I
mean
I
assume
we
would
be
charging
say:
Milpitas
full
cost
recovery
for
X
fee
right
is
that.
D
K
That
is
a
good
good
morning:
councilmember
Matt
Lush
acting
Public
Works
director.
The
intention
is
that
it
is
cost
recovery,
regardless
of
the
location
of
the
service
provided,
and
we
have
contracts
with
those
agencies
as
well
that
pay
us
directly
for
services
too.
So
you
have
fees
that
are
for
the
animals
and
services
directly,
but
then
we
also
have
Contract
Services
for
those
cities
and
those
are
intended
to
over
the
long
run
capture,
all
of
them.
So
you
know,
year
by
year
you
might
have
a
little
bit
of
deviation,
but
the
intention
is
over.
D
Okay,
so
just
so
I
understand
so
the
contracts
that
we
have
with
other
cities
and
doing
some
of
the
animal
care
work
for
them
that
we
go
pick
up
a
dog
in
Milpitas.
You
know
it
costs
100
bucks
to
do
that,
I'm
making
this
up
right,
but
it
costs
100
bucks
to
do
that
that
we
are
charging
Milpitas
100
to
do.
K
That
so
we
have
a
so
we
just
approved
a
contract
extension
wheel
Milpitas
last
week,
and
those
things
are
intended
to
over
the
amount
of
animals
that
we
service
in
Milpitas
charge
them
for
those
services
that
we
rendered
to
milk
in
Milpitas
and
two
Milpitas
animals,
and
we
do
have
cost
escalators
that
are
built
into
that
contract
as
well,
that
go
up
over
time.
Okay,
all
right
and
then
in
theory.
We
would
then
negotiate.
K
D
F
A
revenue
that
flows
into
the
general
fund
offset
the
projected
cost
for
those
cities.
That's
correct,
now
reflected
here
in
the
season
charges
for
those
cities.
It's
that
separate
agreement
assesses
the
cost
for
those
cities,
and
then
those
cities
pay
us
on
an
annual
basis
that
amount
per
the
contract.
Yeah.
D
And
just
the
general
idea
that
I
I
guess
is
in
my
head
is
just
simply
that
we
want
to
make
sure
we're
getting
all
the
money
we
we
we
we
we
need
to
be
getting
from
these
cities
in
which
we're
doing
work
in
so
yeah.
That
was
it
but
okay,
thank
you,
you'll
appreciate
it
and
those
are
all
my
questions
appreciate.
It.
I
Yeah,
thank
you.
We
always
spend
very
little
time
on
this
topic
and
I
I
think
my
first
two
years,
I
kind
of
accepted
what
was
in
front
of
us,
but
you
know
I,
think
we
hear
a
lot
from
residents
about
things
that
are
impediments
to
think
to
to
maybe
priorities
that
we
have
as
a
council
that
we
also
want
to
do
with
them.
And
we
had
this
conversation
during
the
discussion
in
January
on
trees,
for
example,
and
I
know,
there's
Direction
already
to
go
back
and
reevaluate.
I
What
can
we
do
as
a
city
to
potentially
reduce
costs
so
that
we
actually
get
the
result?
We
want
to
get
because
if
the
fees
are
actually
preventing
us
from
achieving
objectives
that
we
have,
then
we
ought
to
reevaluate
them
and-
and
we
spend
a
little
bit
of
time
at
this
meeting
kind
of
just
as
a
matter
of
course,
just
saying:
here's
the
report,
here's
what
we
were
recommending
as
escalators
and
all
the
fees
and
we
all
kind
of
say,
Okay,
but
I'm,
not
sure
we're.
I
Looking
through
all
these
in
fine
detail
as
a
council
and
as
a
city
as
to
you
know
what
are
the
things
that
are.
How
can
we
meet
objectives
better?
Maybe
by
using
the
fee
structures
and
another
example
I
had
recently
was
somebody
who's
talking
about
putting
solar
on
what
isn't
necessarily
a
residence,
but
is
is
a
non-profit
facility
and
they
were
saying
well,
you
know
we're
already
paying
for
the
solar
and
the
two
thousand
dollars
in
fees
that
the
city
wants
to
charge
us
for.
I
The
permit
now
makes
it
Out
Of
Reach,
and
we
don't
want
to
do
the
solar
and
I'm.
You
know
if
we
have
an
objective
as
a
city
to
encourage
some
response.
Responsibility
from
our
from
people
who
are
doing
business
in
the
city,
sometimes
the
fee
structure
is
something
we
ought
to
consider
and
I'm,
not
sure
I
have
a
question
here.
I
mean
I'm
looking
at
you,
but
it's
not
necessarily
just
directed
at
you.
Jim
I
I
think
I'm
more
of
more
of
a
comment,
I
think
for
the
council.
I
We
ought
to
start
to
maybe
figure
out
or
for
the
city
manager's
office.
How
do
we
go
back
and
review
more
in
more
detail
each
of
these
category
areas
and
understand
where
we
want
to
charge
fees
where
we
don't,
which
one
should
be
free
recovery,
which
ones
should
be
things
that
we
as
a
city
want
to
encourage
and
therefore
will
are
willing
to
subsidize
what
kinds
of
fees
are?
I
I
You
know
when
they're
coming
up
against
these
fees,
so
I
I,
don't
know.
If
maybe
it's
a
question
for
Jennifer
to
sort
of
weigh
in-
or
maybe
it's
just
something
for
food
for
thought
at
this
point,
I
don't
have
any
specific
things.
I
want
to
pull
out
of
the
report
today,
but
I
I
feel
like
we
do
this
very
quickly
and
for
15
minutes
every
year
and
then
we'll
move
on
to
the
next
year,
and
we
haven't
thought
through.
What's
really
in
this
set
of
fees.
G
Yeah,
those
are
those
are
really
good
comments
because
we
haven't
actually,
in
fact,
Jim
and
I
were
talking
about
this
when
this
document
was
being
prepared.
We
probably
should
spend
some
time
in
it.
It's
probably
a
little
too
late
to
do
it
now
for
this
upcoming
year,
but
maybe
in
this
next
spring
before
we
before
we
get
policy
Direction
Through
the
mayor's
March
budget
message.
G
Perhaps
we
can
set
aside
some
time
to
go
through
the
category
one
and
category
two
fees
and
reconfirm
that
they
should
be
those
categories
or
reset
them
to
something
else,
and
then
that
would
drive
us
and
it'd
be
in
context
of
our
forecast,
because
we
could
do
it
after
the
forecast
or
around
that
same
time,
and
then
that
could
drive
us
to
prepare
the
fees
and
charges
document
in
a
in
a
perhaps
a
slightly
different
way
than
we're
preparing
it.
Today.
I
I
know,
but
we're
not.
That
is
what
this
is,
but
we're
not
we're
not
really
delving
into
in
depth
and
I.
Guess
the
the
the
the
other
thing,
I
would
just
say,
is
I
think
as
a
council,
we
often
many
of
us
throughout
the
year
bring
forward
policy
documents,
policy
proposals
that
may
have
dressed
this
like
we
did
with
trees,
but
clearly
it's
all
in
the
context
of
our
budget
right.
We,
we
can't
just
say,
let's
eliminate
this
fee,
because
it
makes
this
objective
better.
I
B
Also
think
councilmember
just
to
I
think
it's
a
great
point,
and-
and
while
this
is
a
study
session,
you
know
there's
a
difference
between
this
kind
of
study
session,
where
it's
kind
of
just
on
us
to
read
the
read
the
entire
packet
and
ask
the
questions
versus
one.
That's
set
up
by
staff
to
educate
us.
Give
us
more
context.
Give
us
some
analysis,
help
us
understand
things
like
what
does
an
average
household
pay
in
fees
every
year,
for
example,
what
how
do
fees
impact
different
city
services?
What
are
we
funding?
B
B
M
Provides
us
with
justification,
and
you
know
the
percentage
they
want
to
increase
and
the
reasons
why,
but
you
know
I'm
a
little
bit
curious
as
to
when
I
look
at
page
22
in
the
in
the
document
your
chart
A1.
Just
for
example,
you
know
I
I,
look
at
cost
recovery
of
what
it
was
the
current
fee
and
the
proposed
fee
and
there's
different
kinds
of
percentages.
M
There
I
know
that
you
try
to
achieve
100
cost
recovery,
but
you
know
you've
got
89.7,
you
have
95.8
and
you
know
you
have
different
percentages
there.
If
you
look
in
the
detail
up
above
when
they're
talking
about
the
different
departments,
you
have
percentages
in
different
areas,
so
I
I'm,
just
sort
of
curious
as
to
what
kind
of
tracking
is
done
because
I
understand
the
justification,
but
it
doesn't
really
inform
my
decision
making
as
to
I.
Don't
know
if
this
is
good
or
bad
I
don't
have
any
way
of
of
understanding.
Okay.
M
Well,
you
know
we
don't
have
to
go
to
100,
because
89.7
percent
is
good
enough.
So
I
kind
of
feel
a
little
bit
like
as
we're
moving
forward
in
this,
and
if
there's
a
desire
for
the
council
to
want
to,
you
know,
get
a
little
bit
more
information.
It'd
be
nice
to
understand.
You
know
at
what
point
do
you
have
diminishing
returns
right
at
what
point
do
people
stop
saying?
Oh
well,
it
costs
too
much
I'm,
just
gonna.
M
Do
it
or
whatever
right
so
I
I,
don't
understand,
I'm,
seeking
to
understand
and
I
think
that
it
would
be
helpful
to
have
tracking
year
over
year
to
see
you
know
what
what
what
does
this
mean?
You
know
and
and
are
the
fees
giving
us
the
outcome
that
we
want
them
to
give
or
are
they
not
I
mean?
Obviously
it's
the
cost
of
doing
business.
I
I
get
that
right,
but
beyond
that
some
of
them
have
different
percentages.
So
you
know
I,
just
you
know.
M
I'm
total
category
number
one
you're
going
from
75.9
percent
to
80.6
percent
I
I.
That
doesn't
say
anything
to
me.
Not
understanding
you
know
is
that
a
good
thing
is
that
a
bad
thing
so
I
just
think
that
it
would
be
helpful
to
have
some
sort
of
data
to
inform,
at
least
for
me,
my
decision
making,
because
right
now
it's
280
pages
of
lots
and
lots
and
lots
of
information
that
gives
justification.
Oh,
we
need
to
increase
because,
but
it
doesn't
tell
me
sort
of
the.
Why
is
80?
F
Those
are
really
good
questions
vice
vice
mayor
and
kind
of
getting
back
to.
You
know,
Jennifer's
thought
about
the
study
session
for
the
following
year.
It
is
a
little
bit
of
a
byproduct
of
having
an
extremely
diverse
organization
that
does
a
lot
of
Deliverance
service
and
Service
delivery
models,
and
so
trying
to
distill
that
down
into
a
couple
of
summary,
rows
obviously
leaves
a
lot
of
information
out
and
but
so
thinking
through
some
ways
and
again
it
kind
of
goes
back.
F
M
Great
I
I
just
think
that
as
we
let
the
community
and
the
public
think
that,
oh
yes,
this,
for
example,
building
and
code
enforcement,
it's
cost
recovery,
we're
looking
for
100
cost
recovery.
That
may
or
may
not
be
quite
right
because,
as
was
mentioned
today,
there
are
things
that
are
not
part
of
the
the
feet
that
get
paid
for
by
the
fees.
So
there
may
be
differences,
but
people
don't
know
that
so
I
just
I
just
think.
That's
important.
G
G
We
may
make
a
recommendation
in
this
document
to
phase
that
increase
in
over
a
three-year
period,
for
example.
So
then,
you
would
see
that
it's
less
than
100
cost
recovery
because
we're
doing
that
phase
in
but
that
detail
would
be
in
the
that
particular
Department's
Narrative
of
what
why
it
is
that
we're
not
there
and
like
I'm
planning
building
in
Code
Enforcement,
because
we
have
a
Works
in
progress
Reserve
from
fisa
that
have
been
there
for
future
Services.
G
G
For
many
many
many
years,
I
can't
even
it's
just
been
a
lot
of
years
and
so
I
think
that
going
through
this
and
maybe
there's
some
ways
we
can
Nuance
some
of
it
in
our
charts
that
make
it
simple.
But
this
yeah.
This
is
a
lot
to
put
together
and
it's
because
but
I
think
it's
time
that
we
probably
do
a
little
revisit
of
it
and
make
sure
it's
clear
for
the
council
you're,
making
the
decisions
and
for
our
public.
N
Thank
you
mayor
and
thank
you
staff
for
answering
questions,
so
my
office
has
received
quite
a
bit
of
emails
in
regards
to
one
fee,
increase
I,
think
it's
the
and
they
say
it's
120,
127
percent
increase
in
the
tenant
protections
ordinance
fee.
So
I
haven't
made
my
mind
up
about
this,
but
I
did
just
want
to
ask
the
the
question
what
services
are
going
to
be
essentially
available
due
to
the
increase
of
these
fees?
Do
we
have
any
anyone
who
can
answer
this
question.
O
Thank
you,
councilmember
Rachel,
vandereen
assistant,
director
of
the
housing
department,
so
there
are
for
the
the
fee
that
is
specifically
related
to
the
tenant
protection
ordinance
that
you're
asking
about
there
are
first
of
all,
I
want
to
just
say
that
it's
actually
year,
two
of
a
three-year
phase-in
for
for
increasing
that
fee.
So
just
as
Jennifer
just
mentioned,
this
actually
is
an
example
of
one
that's
going
to
be
increasing
over
a
three-year
period.
O
So
this
is
year
two
now
in
for
the
specific
fee,
there's
two
reasons
that
it's
gone
up
as
much
as
it
has,
and
so
the
first
reason
is
because
the
fee
is
actually
spread
across
the
total
number
of
units
covered
by
that
ordinance
and
our
staff
was
doing
reconciliation
with
that
total
number
of
units
and
and
realized
that
the
the
number
is
is
actually
a
smaller
number
than
what
they
assumed
to
begin
with
in
like
last
year.
So
what
happens
is
then?
The
fee
is
spread
over.
O
It
goes
up
because
it's
spread
over
a
smaller
number
of
units.
So
that's
one
reason.
The
second
reason
is
because
we
have
done
again
more
analysis
on
how
much
time
it's
taking
to
respond
to
eviction.
That's
the
real
issue
that
this
is
paying
for
it's
for
monitoring
evictions
across
the
city,
and
we
also
so
anyway.
So
that
is
there's
just
a
lot
of
activity,
so
the
activity
is
very
high,
and
so
that
is
what's
also
driving
the
cost.
N
N
The
second
would
be
I
see
the
the
vacant
building
fee
is
being
increased
for
cost
recovery,
so
I
just
had
questions
in
regards
to
how
this
fee
is
being
enforced,
how
we're
collecting
the
fee
and
then
can
because
I
have
quite
a
few
vacant
properties
of
mine.
So
I'm
like
are
these
people
being
charged
like
I
I,
don't
know
if
this
was
has
been
dorm
dormant
for
a
while
and
then
finally
can
Property
Owners
just
pay
the
fee
and
then
continue
to
have
it
vacant.
P
Council
member
race,
Roberts
deputy
director
of
Code
Enforcement,
so
let
me
back
up
to
make
sure
I
get
all
three
of
your
questions.
I
think
so
the
vacant
building
fee
there's
a
body
of
work
that
happens
before
the
fee
is
charged.
So
when
a
complaint
comes
in
to
code
enforcement
for
a
vacant
building
we
go
out
and
respond
to
that
complaint.
P
However,
the
building
has
to
be
in
violation
for
30
days
of
the
same
violation
before
it
has
to
be
registered
into
the
program.
So
there's
a
amount
of
work
that
happens
that
staff
is
putting
forth.
That
gets
basically
at
this
point
absorbed
by
the
general
fund.
Once
it
goes
into
the
monitoring
program,
then
we
do
charge
the
fee,
it's
a
quarterly
fee
and
that's
for
direct
costs
related
to
the
time
it
takes
for
the
inspector
to
monitor
that
building.
P
They
do
an
inspection
once
a
month
and
there's
subsequent
stuff
that
may
need
to
happen
as
a
result
of
that
inspection
such
as
board,
UPS
or
citations
being
issued
or
correspondence
with
the
property
owner
and
so
forth.
It's
a
city-wide
program.
However,
as
far
as
the
downtown
monitoring
fee,
that
fee
applies,
regardless
of
their
violation
status,
that's
for
buildings
that
are
vacant
or
storefronts
vacant
within
the
downtown
within
a
certain
boundary,
and
so
that's
also
charged
quarterly,
and
it's
also
fee
for
service
for
one
inspection
every
quarter
versus
every
month.
P
So
because
we
only
have
one
inspector
for
that
program,
it
has
made
it
difficult
to
keep
up
with
the
volume,
especially
through
covid,
and
therefore
there
is
probably
some
Revenue.
That's
that
we're
not
getting
to
because
we're
not
able
to
get
the
buildings
that
should
be
wrapped
into
that
monitoring
program
as
quickly
and
efficiently
as
we
would
like.
P
So
that's
the
main
reason
for
it
not
being
quite
cost
recovery
at
this
point
as
far
as
whether
they
pay
the
fee.
Once
it's
been
begins
being
charged,
they
have
to
pay
that
fee
until
they're
in
compliance
for
six
months.
That's
the
only
way
that
they
can
come
off
of
the
monitoring
or
if
they
obtain
a
building,
permit,
to
improve
their
building
or
do
some
sort
of
rehab
on
the
building
or
if
it
becomes
occupied.
N
Q
Thank
you,
I
I
appreciate
all
the
questions
and
thoughts
about
the
this.
This
set
of
the
budget.
It's
something
that
you
know.
We
we
hear
that
term
cost
recovery
and
my
thought
is
always.
How
is
that
recovery
determined?
Are
we
really
taking
all
of
the
income
versus
less
the
the
staff
time
and
factoring
it
in,
and
how
is
that
done,
especially
if
it's
interdepartmental
and
all
of
that
that's
just
kind
of
a
philosophical
question?
I
always
have
in
looking
at
the
fees.
Q
I
have
a
couple
of
questions
about
some
of
the
cost
recovery
items
and
in
particularly
the
first
set
refer
to
development
and
the
increase
in
the
inclusionary
housing
ordinance
fee
and
the
increase
in
the
commercial
linkage
fee
and
I'm.
Just
wondering
I'm
not
saying
that
that
that's
the
cost
recovery
isn't
the
goal
that
we
should
have.
Q
But
at
what
point
are
we
increasing
our
fees
that
it's
going
to
cause
development
not
to
occur
so
I'm
curious
if
Nancy
is,
or
someone
is
hearing
from
the
development
Community
about
these
fees
and
whether
that
is
going
to
have
a
negative
effect
on
getting
cranes
in
the
sky
in
downtown
San?
Jose
and
I
understand,
of
course,
there's
economic
reasons.
This
the
where
we
are
in
the
economic
cycle
right
now,
but
that's
not
I,
can't
control
that
can
we
can
control
the
fees
and
I'm
curious.
What
you're
hearing.
R
A
Q
S
S
S
Q
S
So
in
the
last
year's
budget
there
was
a
one-time,
5,
000
waiver
for
seniors,
and
so
in
order
to
implement
that
the
library
actually
created
a
senior
library
card.
So
now,
folks
of
a
certain
age
there
they
will
have
a
certain
Patron
type
and
then
that
allowed
us
then
to
waive
that
amount
in
late
fees
right.
But
that
was
in
the
current
fiscal
year
going
forward.
Anyone
over
the
teen
years
as
an
adult,
18
and
up
would
be
able
to
or
sorry
if
they
return
materials
late.
They
do
incorrelate
fees.
S
Q
We
need
to
make
sure
that
I
would
strongly
encourage.
We
take
a
look
at
that
Jim
if
we
could
we're
not
talking
a
lot
of
money
even
so
saying
that
we're
going
to
waive
fees
for
the
seniors,
it
enables
them
to
continue
to
use
our
libraries,
which
they
want
to
do
and
and
assist
them
with
isolation
and
there's
reasons
we
want
them
to
go
to
the
library,
pick
up
their
books
and
then
go
home
and
read
and
then
come
back.
Q
S
And
I
I
would
clarify
that
to
your
point.
It
is
we're
only
talking
about
the
waiver
of
late
materials
that
are
returned
if,
if
an
item
is
never
returned,
there
still
is
that
accountability
for
all
ages
and
as
the
council
knows,
they've
you've
approved
a
number
of
programs
that
people
are
able
to
volunteer
away
Their
fines,
they're
able
to
read
away
Their
fines
of
their
children
and
give
back
to
the
community
in
different
ways.
S
G
Q
B
A
B
E
Good
morning,
my
question
is
that
when
we
introduce
new
service
like
Adu
approvals,
can
we
just
do
this
by
the
best
estimate,
rather
than
the
tremendous
amount
of
work
which
goes
on
allocating
different
people
time
because
to
come
up
with
as
close
as
accurate
cost?
There's
a
lot
of
effort
going
into
it?
If
you
just
did
it
on
the
best
guesstimate
basis,
will
that
be
a
violation
of
any
kind
of
a
law,
so
you
may
undercover
or
over
recover
a
little
bit
now?
F
Maybe
I'll
I'll
start
if
Chris
wants
to
jump
out,
I
think
that
we
have
to
make
a
or
City
attorney.
We
have
to
make
a
pretty.
We
have
to
do
our
our
level
level
best
to
make
sure
that
the
fees
we're
assessing
recovers
the
the
the
the
the
cost
that
it
takes
to
provide
that
service.
We
can't
be
over
cost
recovery
and
if
we
are
too
far
under
caution,
recovery
not
subject
needs
to
come
from
another
place,
so
I
think
there
are
limits
to
what
we
can
practically
achieve.
F
U
E
F
Yes,
so
we
have
to
make
sure
that
wherever
service
is
being
provided
that
that
it's
not
another
fund,
that
already
has
some
other
obligation
on
it
or
some
requirement
on
it,
so
that
would
have
to
fall
to
a
fund
that
had
no
other
restrictions,
such
as
the
general
funds,
but
yeah
certainly
council
could
make
that
call,
and
that
could
be
part
of
a
policy
discussion
as
part
of
the
budget
development
process.
Okay,.
E
V
O
O
So
yes,
so,
basically
the
the
reason
that
it
was
that
far
off
was
because
we
were,
it
was
like
the
source
of
data
that
we
were
using
was
was
estimating,
and
so
we
were
able
to
find
a
better
source
and
then-
and
that
is
how
it's
actually
billed
so
we
had
to
make
it
reconcile
with
the
number,
with
the
number
of
Billings
that
are
going
out.
Okay,.
O
V
O
So
we
really
have.
This
is
like
one
of
our
fees
within
a
package,
so
we
have
our
apartment,
rent
ordinance.
We
have
the
tenant
protection
ordinance
and
we
have
the
mobile
home
ordinance
fees
and
they
all
come
together,
and
so,
as
a
package
we're
moving
towards
reinstating
all
of
them.
The
tenant
protection
ordinance
fee
itself
is
going
to
is,
is
basically
is
increasing
higher
than
the
other
two
are
as
we
move
through
our
three-year
phase-in,
and
why
is
that?
O
O
That's
a
good
question,
so
it's
any
apartment
building
that
was
built
after
1979
and
has
three
units
or
more,
and
so
it
is
that
number
can
actually
grow
over
time
as
market
rate
development
is
built,
then
those
buildings
are
the
ones
that
are
covered
by
the
tenant
protection
ordinance.
So
the
mural
across.
V
O
O
V
So
we
need
to
take
it
into
account,
not
just
what's
going
on
in
your
department
and
and
by
the
way,
I
I
understand,
not
not
estimating
correctly
in
the
early
years,
how
much
staff
time
it
was
going
to
take.
What
I
don't
understand
is
when
you're
cutting
the
number
of
units
that
you
think
you're
serving
by
a
third
not
having
a
commensurate
reduction
in
expectations
for
staff.
F
B
Q
And
the
timing
was
good
because
councilmember
Davis
asked
all
my
questions
about
TPO,
so
I
don't
need
to
go
over
that
again,
but
but
I
agree
with
the
concerns
about
that.
I
do
have
a
couple
of
questions
about
the
card
room
fees
being
decreased
and
the
Cannabis
fees
being
increased.
Can
you
give
me
some
background
on
that.
F
Yeah
I'll,
let
the
police
department
come
down
here,
I
think
see
who
wants
to
come
out
here,
but
it
is
again.
This
is
part
of
our
reassessment
of
the
cost
it
takes
to
provide
those
Services
which
classifications
are
are
providing
the
service
and
the
the
time
it
it
it
takes.
But
I'll
see
if
there's
any
other
Nuance,
that
the
police
department
wants
to
provide
on
both
the
Cannabis
fees
and
the
card
room
fees.
Q
So
specifically,
as
as
I
look
at
these
two
numbers
and
one
going
down
and
one
going
up,
they
should
be
commensurate
with
the
amount
of
staff,
time
or
oversight
needed
with
the
card
rooms
and
cannabis.
So
if
it's
going
down
or
are
you
suggesting
chief,
that
the
fun
fees
or
the
the
time
involved
is
going
down
with
card
rooms
and
going
up
with
cannabis?
So.
W
U
Q
The
annual
operating
fee
that
said
on
page
15
that
the
fee
was
going
up
for
cannabis
and
down
and
and
I
understand
that
we
have
more
more
licenses
than
issues,
but
that
hasn't
yet
equated.
Nor
is
it
likely
to
equate
to
actually
more
storefronts
yet
because
of
the
difficulties
in
in
the
land
use
questions.
Yes,.
U
Correct
so
next
year
we
did
still
maintain
the
activity
level
of
16
businesses,
so
we
didn't
anticipate
an
increase
and
we
didn't
change
our
staffing
levels,
but
we
did
evaluate.
There
are
staff
involved
in
in
the
fee,
from
the
police,
department,
finance
department,
City
attorney's
office
and
code
enforcement,
and
there
was
a
slight
increase
in
the
time
for
code
enforcement
time,
and
then
we
did
evaluate
for
the
police
department
Staffing
time.
U
Our
time
is
spread
amongst
all
of
the
fees
that
are
in
that
program,
so
we
did
re-evaluate
how
much
time
was
being
spent
on
regulating
the
businesses
versus
some
of
their
other
things.
Like
the
background
investigations,
that's
a
application
receipt
fee,
I
believe
that
one's
called
and
some
of
the
other
ones,
so
those
fees
might
have
changed
a
little
bit
because
more
of
our
time
is
in
the
regular
of
the
businesses
that
are
operating.
Okay,.
Q
Q
Okay,
so
some
more
efficiencies
are
benefiting
us
on
the
card
room,
size,
I'm
concerned
on
the
Cannabis
side
that
we're
over
taxing
and
over
regulating
and
over
not
over
regulating,
but
that
we're
over
taxing
in
relation
to
the
income
to
because
we
I
don't
want
us
to
be
at
the
point
that
we
think
okay,
cannabis
and
card
rooms
to
for
that
matter,
that
we
can
tax
more
because
we
can
get
away
with
it.
I
I
want
us
to
be
thoughtful
about
it.
Q
We
want
to
expand
the
businesses
and
are
we
imposing
fees
that
actually
make
sense
and
and
I'm
actually
looking
at
the
annual
operating
fee?
That
is
almost
140
000
for
the
cannabis,
but
it
may
be
I,
don't
know
if
that's
an
impediment
to
to
starting
a
new
business
or
not
I,
just
something
I'm
thinking
about
is
just
interesting,
that
one's
going
down
and
the
other's
going
up
and
I
accept
the
explanation.
So
thank
you
thanks.
Q
F
Q
B
B
B
F
I'm
mayor,
it's
my
pleasure
here
to
introduce
to
turn
over
the
rest
of
the
presentation
today
to
a
couple
of
different
folks.
So
we've
got
Claudia
Chang
our
Deputy
budget
director,
who
not
only
is
the
key
member
of
the
management
team
budget
office,
but
is
playing
a
utility
player
role
and
subbing
in
as
our
capital
budget
coordinator.
L
Yeah
good
morning,
mayor
council,
members
and
members
of
the
public,
thank
you
for
giving
us
this
opportunity
to
present
the
capital
budget
to
you
today,
I'd
like
to
quickly
note
that
this
budget
could
not
have
been
developed
without
the
assistance
of
staff
from
various
departments.
I
want
to
acknowledge
them
and
thank
them
for
their
hard
work
with
them.
Without
them,
there
would
be
no
capital
budget.
L
Slide
may
look
familiar
because
we
had
used
it
in
the
overview
for
the
budget
study
session,
but
I
just
want
to
reiterate
that
the
proposed
budget
reflects
a
5.2
billion
dollar
recommended
spending
plan
across
137
different
funds.
This
budget
is
below
the
2223
adopted
budget
of
6
billion
dollars,
which
includes
carryover
funds
from
the
2122
fiscal
year.
L
The
total
City
budget
will
grow
during
the
next
phase
of
this
budget
process
due
to
re-budgets
into
the
next
fiscal
year.
As
you
can
see
from
the
pie
chart,
we
have
three
major
components
to
our
budget.
In
order
of
size,
the
special
funds
comprise
of
54
of
the
budget,
with
the
largest
components
being
airport,
Environmental,
Services,
clean
energy
and
housing
funds,
and
then
there's
a
general
fund
which
totals
26
percent
and
capital
funds,
make
up
the
remaining
20
percent.
L
L
Here
is
a
historical
comparison
of
the
various
budgets
over
a
five-year
period
professional
for
fiscal
year
2428
the
budget
totals
3.2
billion
dollars
in
the
next
budget
phase.
We
determine
which
projects
and
initiatives
won't
be
completed
this
fiscal
year
and
will
rebudget
the
money
into
23-24
as
needed
after
you
account
for
this,
the
2428
CIP
will
be
more
than
the
2327
CIP.
L
You
may
notice
that
for
fiscal
year,
2024,
that
is
by
far
the
largest
CIP.
The
reason
being
is
that
in
November
of
2018
San
Jose
residents
passed
the
measure
T
disaster
preparedness,
Public,
Safety
and
infrastructure
bond.
This
measure
authorized
the
city
to
issue
up
to
650
million
dollars
in
general
obligation,
bonds
for
investments
in
City
infrastructure,
including
upgrades
to
emergency
and
Disaster
Response
facilities,
road
construction,
flood
protection,
water
quality
protection
and
improvements
to
other
critical
infrastructure.
L
The
largest
funding
source
is
a
category
called
contributions,
loans
and
transfers.
The
largest
transfers
of
funds
are
from
the
sewer
service
and
use
charge
fund
to
the
water
pollution
control
Capital
program,
which
equates
to
about
277
million
dollars
and
to
the
sanitary
sewer
system.
Capital
program,
which
is
about
175
million
dollars.
Fees
paid
by
users
of
the
sanitary
sewer
system
are
used
for
capital
projects
in
both
of
these
programs.
L
The
next
largest
transfer
is
a
transfer
from
the
airport
operating
funds
to
the
airport
Capital
funds,
which
is
about
150
million
dollars.
The
general
fund
contributes
or
transfers
a
total
of
66.2
million
dollars
to
the
capital
budget.
The
general
fund
pays
for
capital
projects
with
no
other
dedicated
funding
source.
L
The
next
slide
is
about
the
beginning
fund
balance,
which
is
about
658
million
dollars.
The
beginning
fund
balance
is
made
up
of
money
carried
over
from
the
prior
years.
There
are
plans
for
most
of
this
money
pending
the
determination
of
a
final
scope
for
projects,
final
project
locations
and
our
availability
of
future
funding.
L
On
the
next
slide,
we
discuss
financing
proceeds,
which
is
about
450
million
dollars.
Bonds
will
be
issued
for
the
measure
T
program
to
link
close
to
206
million
dollars.
This
is
the
third
and
final
issuance
money
will
go
to
traffic
about
159
million
dollars,
Public
Safety,
28
million
of
that
funding,
storm
sewer
about
15
million
and
Parks
6
million
to
complete
these
vital
measure.
T
projects
in
the
Water
Pollution
Control
Capital
program
about
190
million
dollars
of
Wastewater
Revenue
notes
will
be
issued
for
the
implementation
of
capital.
L
The
next
category
is
revenue
from
other
agencies,
and
that
totals
over
700
million
dollars.
It's
always
good
to
use
other
people's
money
to
do
our
work.
Pavement,
maintenance,
revenues
from
the
state
gas
tax
and
the
state
road
repair
and
accountability.
Act
of
2017
provides
over
140
million
dollars
in
the
traffic
Capital
program
and
in
the
storm
Capital
program.
There
are
three
grants
from
the
state
of
California
totaling
21
million
dollars
to
support
the
construction
of
green
storm
water
infrastructure
products.
L
We
have
another
category,
which
is
regional,
Wastewater
user
facilities,
which
contribute
over
208
million
dollars
for
capital
projects,
either
Water
Pollution
Control
plan.
Lastly,
there
is
revenue
from
local
agencies
about
145
million
dollars,
which
derives
most
of
its
funding
from
the
Santa
Clara
Valley
Transportation
Authority
to
fund
pavement
maintenance.
L
Taxes
fees
and
charges
make
up
close
to
543
million
dollars
of
funding
for
the
programs.
Construction
and
conveyance
taxes,
also
known
as
CNC,
is
primarily
generated
by
private
property
sales
based
on
the
city
council
approved
distribution
formula.
The
215
million
dollars
anticipated
to
be
received
in
this
CIP
will
be
distributed
to
Parks
libraries,
fire
service
yards
Park
yards
and
Communications
programs
due
to
a
Slowdown
in
the
local
real
estate
market.
L
L
L
The
third
largest
category
is
the
building
and
structure
construction
tax
at
95
million
dollars.
This
tax
is
imposed
upon
the
construction,
repair
or
Improvement
of
any
building
or
structure
where
building
permit
is
required.
The
proceeds
from
the
building
and
structure
construction
tax
are
strictly
are
restricted
by
ordinance
for
use
in
the
traffic
Capital
program.
L
The
last
category
I'd
like
to
discuss
here
is
the
construction
excise
tax
also
referred
to
as
the
commercial
residential
mobile
home
park
building
tax.
This
tax
projected
to
be
82
million
dollars
during
this
CIP
is
imposed
upon
the
construction,
alteration,
repair
or
Improvement
of
any
building
or
structure.
That
is
for
residential
or
commercial
purposes,
or
is
it
or
is
associated
with
a
mobile
home?
It
funds
projects
in
the
traffic
Capital
program.
L
We
just
finished
talking
about
the
various
funding
sources
for
the
capital
program.
The
second
half
of
the
presentation
will
focus
on
expenditures.
This
chart
shows
where
the
3.2
billion
dollars
investments
will
be
made.
The
traffic
Capital
program
makes
up
close
to
27
percent
of
the
budget,
followed
closely
by
the
Water
Pollution
Control
plan
at
24
and
then
airport
at
14
and
parks
and
Community
facilities
at
10
percent.
K
Yeah
this
platform-
that's
being
used
here
to
display
this
data
is
near
and
dear
to
my
heart.
It's
something
we
built
in
the
gis
Enterprise
team,
on
behalf
of
and
with
the
office
of
racial
Equity.
It
is
empowered
by
empowered
by
the
Equity
Atlas
that
is
published
on
our
website,
and
it
is
a
combination
of
two
tools,
our
neighborhood
map
that
was
developed
with
your
Council
offices
or
your
predecessor,
Council
offices,
that
has
demographic
information
to
the
neighborhood
level.
K
This
displays
just
one
aspect
of
one
of
the
programs
and
the
impact
of
where
these
Investments
are
and
staff
is
using
this.
These
tools
to
lean
into
the
discussions
of
equity
and
project
prioritization,
the
Department
of
Transportation,
has
done
Yeoman
effort
over
years
in
evaluating
where
their
work
is
done
and
how
this
work
is
impacting.
K
An
example
of
this
Paving
projects
are
very
hard
to
locate
because
they're
linear
projects,
as
opposed
to
and
cover
many
neighborhoods,
and
so
we're
studying
and
learning
how
to
do.
This
and
staff
is
learning
how
to
then
record
these
discussions
and
then
also
we'll
be
reporting
in
public
works
is
doing
this
on
several
of
our
projects
as
well,
and
you'll
see
these
in
forthcoming
Council
memos.
K
The
takeaway
from
this
current
screen
is
that
of
the
traffic
safety
program,
Investments,
70
percent
of
them,
or
over
two-thirds
of
them
are
in
areas
where
the
project
Equity
score
of
8
to
10,
which
are
the
two
highest
buckets
of
scores.
The
higher
the
score
means
the
higher
level
of
poverty
in
the
greater
racial
diversity
in
the
neighborhoods.
So
a
massive
investment
in
the
traffic
capital
in
these
underserved
areas
slide.
K
Please
I'm
going
to
do
my
very
best
to
slice
through
several
many
of
the
programs
here
and
give
highlights
and
then
also
highlight
some
of
the
programs
that
are
included
in
there.
Public
works
is
by
no
means
the
deliverer
of
all
these
projects
and
programs.
If
it
would
be,
everyone
in
the
audience
would
need
a
microphone
because
they're
leading
it
with
us.
We
are
partners
with
them
in
leading
some
of
this
large
construction,
but
they
lead
the
major
programs
and
funding
decisions
around
many
of
these
initiatives.
K
We
also
have
this
infrastructure
backlog,
which
has
been
referenced
several
times.
You
were
given
Direction
and
guidance
from
the
mayor's
budget
message
and
Council
discussions.
Now
we
also
have
public
hearings
and
Public
public
meetings
around
our
work.
You'll
see
these
all
of
these
programs,
the
CIP
alignments.
All
of
these
different
buckets
and
categories
align
with
our
general
plan
in
the
first
category
here
we'll
talk
about
is
on
the
measure
T
program-
it's
not
a
CSA
bucket,
but
it
is
obviously
a
very
large
investment.
K
The
police
training
center,
but
in
the
next
few
months
or
so,
you'll
see
bids
and
awards
it'll
be
coming
forward
for
fire
stations,
8
and
32
the
police
training
facility,
the
hangar
complex,
the
911
Center
and
several
community
centers
as
well
as
well
as
the
image
that's
displayed.
There
is
the
River
Oaks
Regional
storm
water
capture
facility,
really
a
groundbreaking,
very
interesting
project
that
we're
working
on
now
to
the
next.
Please
we
have
two
collection
systems
that
we'll
talk
about.
K
K
On
the
Storm
sewer
system,
that
collection
system
is
about
1100
miles
of
pipes
and
29
000
manholes
and
there's
about
35
000
catch
basins
at
our
intersections
1700
outfalls,
one
of
which
you
see
there
trustee
number
88f,
everybody's
favorite
and
31
pump
stations,
and
you
have
a
large
capture
trash
capture
device.
That's
included
there,
so
our
Focus
for
the
next
period
is
going
to
be
to
measure
T
funded
projects,
we're
going
to
alleviate
flooding
and
drainage
improvements
in
the
charcut
area
and
Regional
green
storm
water
projects
to
capture
filter
and
treat
our
storm
water.
K
The
regional
Wastewater
facility,
roughly
25
percent
of
the
CIP
included
here,
is
owned
and
operated
by
the
San
Jose
and
Santa
Clara
City
of
Santa
Clara,
and
it
serves
eight
cities
and
four
Special
Districts
has
a
CIP
of
about
780
million
dollars
in
five
years
and
178
in
just
this.
Next
fiscal
year
is
Guided
by
the
Platinum
plant
master
plan
over
two
billion
dollars
of
investment
of
30
years
and
100
capital
projects
in
this
next
period.
The
focus
will
be
on
these
upgrades.
These
rehab
and
seismic
projects
and
modernizations.
K
The
Municipal
Water
facility,
sorry
Municipal
Water
System,
serves
about
120
000
of
our
residences
in
about
five
distinct
areas.
They
have
about
345
miles
of
mains
and
17
reservoirs,
15
pump
stations
and
14
Wells
that
they
manage
and
maintain
in
this
next
period.
You
can
see
that
there's
some
new
facility
development,
where
there's
new
wells
and
Improvement
of
existing
services.
K
Our
library
system
has
25
branches,
25
facilities
that
they
manage,
but
the
CIP
funds,
not
just
the
acquisition
and
sorry,
not
just
the
facility
repair
and
improvements,
but
also
the
acquisition
of
physical
and
electronic
materials
and
installation
of
automation.
Equipment
in
this
next
period,
we'll
be
focused
a
bunch
on
the
projects
supporting
the
build
forward,
Library
infrastructure
grant
that
they
received
and
was
supporting
those
projects
as
well.
K
K
K
K
The
airport
has
many
make-ready
projects
that
are
getting
ready
for
the
new
terminal
expansion.
They
have
master
plan
projects
for
efficiency
and
safety
and
accessibility
in
their
investment,
and
you
can
see,
there's
a
very
large
investment
of
460
million
over
the
next
investment
period
for
the
parking
CIP.
They
have
2200
meters
and
six
lots
and
eight
garages
that
they
manage
and
maintain
through
this.
K
As
Claudia
noted,
the
traffic
CIP
is
humongous
20.
They
have
a
massive
remit
of
2500
miles
of
streets
and
500
miles
of
bikeways.
It
is
a
multimodal
transportation
system.
They
also
manage
the
Trees
of
350
000
trees
and
120
000
signs.
They
have
a
lot
of
big
number
things
in
these
groups.
They
have
58
000
lights
and
970
traffic
signals
and,
in
addition
to
240
Bridges,
a
key
area
of
focus.
This
investment
period
is
things
to
align
to
the
better
bike
plan,
Vision
zero
and
the
general
plan.
2040.
K
they
have
their
investment
programs
through
measure
T
and
through
the
massive
Paving
programs
that
you're
seeing
the
communication
system
that
is
managed
by
the
Department
of
Public.
Works
is
one
of
those
systems
that
you
hope
to
never
hear
about,
because
it
just
works
every
time
our
First
Responders
need
it.
We
have
27
sites
that
we
manage.
They
have
3300
radios,
that
the
receivers
that
the
officers
and
firefighters
use
that
are
connected
to
the
interoperability
interoperable
system.
K
K
Our
Municipal
improvements,
though
the
budget
is
small.
That
is
a
massive
infrastructure.
There
are
over
three
almost
three
million
square
feet
under
management
by
the
facilities
group
for
maintenance
and
repair,
and
several
of
these
large
projects
that
are
going
to
be
invested
in
over
this
next
period.
You'll
see
under
these
HVAC
or
under
our
heating
and
cooling
systems,
at
the
Performing
Arts
Center
at
the
Museum
of
Art,
and
also
at
the
tech
interactive.
K
F
K
K
And
finally,
last
but
not
least,
we
have
our
developer
developer,
assisted
projects
generally
and
mostly
invested
you'll.
See
here
is
these
Rule
20a
and
Rule
20b
projects
that
are
the
undergrounding
projects.
20A
are
the
ones
that
are
funded
by
utility
providers,
largely
PG
e
and
20b
are
the
ones
funded
by
the
developer
in
Luffy,
and
so
you'll
see
a
list
of
projects
there
that
we're
focusing
on
through
this
next
period.
K
B
B
Great,
thank
you,
so
I'm
really
glad
that
we're
doing
this
work,
in
fact,
I've
put
a
BD
in
a
couple
of
years
ago
to
get
an
equity
analyst.
I
know
you
were
working
on
this
even
before
then,
but
to
have
more
capacity
for
doing
this
kind
of
equity
analysis.
The
so
I'm
glad
they're
doing
the
work.
The
concern
I
have
is
that
well,
a
majority
of
the
projects
are
located
in
areas
with
a
high
Equity
score.
It
looks
to
me
like
most
of
the
dollars
are
going
elsewhere.
B
B
Those
are
those
are
deciles,
okay,
I'm,
so
sorry,
I
glanced
at
the
numbers
and
thought
we
had
10
their
deciles,
not
districts,
okay,
excellent,
I,
didn't
even
see
yep
one
is
okay,
then
misreading
the
chart.
Okay
just
wanted
to
make
sure
we
didn't
have
63
of
the
dollars
going
to
D9
d10,
though
I
do
live
in
d10,
okay,
yeah,
all
right.
Let's
see
if
folks
have
their
hands
up.
Okay
looks
like
we're
pretty
satisfied
with
the
capital
budget
council,
member
Jimenez.
D
D
That's
going
to
come
in
to
help
rebuild
that,
and
so
we're
actively
I
think
there
was
an
RFP
that
went
out
sometime
back
to
sort
of
join
forces
with
a
developer,
and
so
I
just
wanted
to
highlight
that
for
my
colleagues
that
whenever
that
comes
up
to
keep
that
in
mind,
I'm
trying
to
give
our
seniors
a
new
home
in
District
Two.
If
you
will
so
thank
you.
B
B
B
A
A
A
B
Now
we're
going
to
jump
into
our
final
study
session
and
an
area
that
is
near
and
dear
to
my
heart,
which
is
looking
at
how
we
can
continue
to
improve
How,
We,
Do
governance
and
manage
the
effectiveness
of
our
spending
and
our
program
and
our
policies
and
and
really
I,
think
the
goal
here
at
a
very
high
level,
if
I
turned
over
to
staff,
is
to
really
empower
the
council
to
be
well
informed
and
aligned
around
what
are
our
priorities?
How
do
we
measure
success?
B
What
are
the
big
bets
and
the
Hope
here
would
be
I,
think
it's
great,
that
this
is
kind
of
at
the
end
of
our
budget
study
sessions
that
we
learn
and
evolve
and
iterate
together
as
a
group
year
over
year,
because
we're
really
explicit
about
how
we
measure
success,
what
bets
we're
making
where
the
dollars
are
going
and
we
have
a
clear
feedback
loop.
We
have
this
regular
feedback
that
helps
us
understand.
Are
the
bets
paying
off?
Are
they
working?
Are
they
working
as
well
as
we
thought?
B
If
not,
what
are
the
Alternatives
and
to
just
really
give
us
a
a
tighter,
more
aligned
way
of
learning
as
a
council
and
being
really
explicit
and
intentional
about
how
we
spend
our
dollars
to
which
should
inform
next
year's
budget
process,
so
I'm
very
excited
about
what
this
can
mean
for
the
way
that
we
all
make
governance
decisions
together
and
how
our
city
can
operate
rate
as
effectively
as
possible.
So
with
that
I
will
turn
it
over
to
City
staff.
I.
Think
I'm,
going
to
assistant
city
manager,
Lee
Wilcox,
to
kick
this
off.
Y
Y
As
a
reminder
for
today's
study
session.
As
the
mayor
outlined,
we're
focusing
in
on
these
four
investment
areas,
reducing
unfiltered
homelessness,
increasing
Community
safety,
cleaning
up
our
neighborhoods
and
attracting
investment
through
jobs
and
in
housing
again,
this
is
above
what
we've
spent
the
last
several
days
together.
Doing
in
this
room
is
looking
at
the
2324.
Y
Y
Y
Y
In
addition,
the
the
four
investment
priorities
that
the
council
approved
in
March
with
the
March
budget
message
align
with
what
a
lot
of
people
throughout
the
state
right
now
feel.
Quite
frankly,
so
in
February,
the
public
policy
Institute
of
California
released
its
new
government
findings
report,
which
they
do
every
other
month.
Y
The
other
thing
that's
important
and
how
we
move
forward
in
this
process
and
I'll
talk
about
execution
as
learning
in
a
second,
but
for
the
first
time
the
administration
really
realizing
and
budgeting
that
we
need
to
spend
a
certain
amount
of
time
outside
of
our
own
City
Hall,
working
with
other
jurisdictions,
much
more
purposefully
and
focused
with
clear
asks
and
deliverables,
especially
around
the
crime
initiative
or
the
homeless
initiative
or
Focus
area.
Sorry,
we
deal
with
complex
ecosystems
of
public
policy
and
operations.
Y
Y
These
big
challenges
that
you've
asked
us
to
focus
on
deal
with
people's
lives
in
many
cases.
So
a
great
deal
of
planning
and
complexity
goes
into
that.
However,
we
need
to
move
rapidly
because
it
does
involve
people's
lives,
so
we
will
be
trying
to
succeed
quickly
but
also
fail.
I,
think
a
lot
of
people
say
fail
forward,
not
exactly
sure
what
that
means
other
than
it's
we
need.
Y
It
can
put
us
in
an
untenable
situation
with
the
11
of
you
trying
to
talk
about
those
things.
It
also
can
put
the
11
of
you
in
difficult
positions
with
your
community,
and
so
we
need
to
create
a
narrative
and
better
have
a
two-way
conversation
and
allow
our
teams
to
be
able
to
take
risks,
learn
iterate
and
move
forward.
Y
Y
It
gives
more
resource
resources
towards
an
issue
at
a
lot
of
times
than
it
needs
at
the
very
beginning
and
it
breaks
it
up
into
bite-sized
chunks,
so
that
something
complex
can
become
simple
and
then
it
gets
pieced
together
in
the
end
and
right
sized
that's
what
we
need
to
do
with
some
of
these
areas.
We
haven't
necessarily
resources
for
investment
areas
in
the
past,
as
we
would
have
liked,
where
several
of
you
would
have
liked.
J
Thank
you
Lee
for
those
of
you
following
the
presentation.
This
is
actually
the
what
but
it
somehow
as
well
so
moving
on
to
that
portion
on
the
next
slide
here
for
each
of
the
four
proposed
budget
investment
in
a
proposed
budget
investment
areas
Lee
mentioned
earlier,
there
will
be
a
focus,
Area,
Cabinet
and
execution
team
directly
aligning
with
each
of
these
four
investment
areas.
I
will
discuss
the
models
for
the
cabinets
and
execution
teams
and
then
provide
an
example
of
each
for
the
cleaning
up
our
neighborhoods
Focus
area.
J
Five
details
about
each
of
the
four
cabinets
are
one:
the
cabinet
is
accountable
for
driving
performance
to
achieve
outcomes.
Two
the
structure
allows
for
Rapid
escalation
and
solution
of
issues.
The
cabinet
enables
the
execution
team
success,
including
creation
of
a
safe
space
to
be
accountable,
which
means
taking
risks.
Experiment
failing
and
quickly
learning
this
is
where
policy
and
trade-off
decisions,
especially
across
departmental
decisions,
including
resources
and
budget,
can
be
made
and
executed
with
confidence,
and
the
cabinets
will
meet
at
least
monthly,
but
certainly
as
needed
when
necessary.
J
Next
I'll
discuss
the
execution
teams
which
are
empowered
by
the
cabinet,
so
they
are
able
to
execute
with
confidence
and
speed
on
their
goals.
The
execution
team
model
shown
here
includes
key
members
of
our
staff
reporting
to
the
assistant
city
manager
and
accountable
Deputy
city
manager,
who
will
carry
forward
the
context
of
the
goals
and
the
decisions
made
by
the
cabinet
into
the
execution
teams.
The
execution
teams
are
structured
to
enable
Collective
action
around
performance
and
outcomes
in
coordination
with
our
cross
jurisdictional
executional
partners
by
Design.
J
The
execution
teams
enable
knowledge
sharing
across
departments
and
external
partners.
So
while
execution
team
members
will
have
a
home
in
their
department
or
organization,
they'll
also
have
a
second
home
in
their
execution
team,
or
they
will
contribute
their
knowledge
and
expertise
to
the
greater
team.
J
The
execution
team
design
here
is
based
largely
on
proven
organizational
cross-organization,
teaming
techniques
successfully
employed
by
both
the
private
sector
and
the
public
sector,
and
the
execution
teams
will
continue
to
utilize,
San
Jose
proven
agile
Concepts,
including
objectives
as
measured
by
key
results
or
okrs,
which
will
continue
the
key
results
that
seek
to
close
racial
disparities.
These
teams
will
meet
frequently
and
each
Focus
area
will
likely
have
a
slightly
different
Cadence,
which
may
be
daily
or
weekly.
J
So
thank
you
for
suspending
your
disbelief.
I'm,
going
to
pull
it
all
together
here
with
an
example
of
a
fully
designed
cleaning
up
our
neighborhood's
Focus,
Area,
Cabinet
and
execution
team,
so
Angel
Rios,
who
is
not
able
to
be
here
today,
will
be
meeting
monthly
with
Jennifer
and
Lee
or
more
often,
along
with
the
responsible
directors.
You
see
here.
Angels
supported
by
Omar
passons
will
drive
the
execution
team
and
coordination
with
the
external
Partners,
just
some
of
which
for
cleaning
up
our
neighborhoods
are
listed
here.
J
We
have
worked
carefully
not
to
overload
any
one
particular
individual,
which
we
do
often
from
time
to
time.
The
appropriate
assistant
director,
deputy
director,
division
manager
or
similar
staff
will
show
up
in
the
execution
teams,
but
they
show
up
as
fully
empowered
team
members
in
the
interest
of
time,
I'm
not
going
to
read
all
the
names
in
detail.
J
So
now
we're
moving
on
to
our
report
reporting
approach,
which
is
rooted
in
two
deliverables,
scorecards
and
dashboards.
We
developed
these
recommendations
based
on
best
practices
and
building
on
past
City
experience,
including
direct
City
and
Council
input
on
the
quarterly
City
initiatives,
road
map
reporting
for
both
overall
volume
and
granularity
of
key
results.
We
had
a
promotional
study
by
Harvard
Business
School
to
review
and
provide
us
feedback.
J
We
researched
experience
and
we
did
research
and
experience
on
leading
practices
for
program
management
and
executive
reporting,
and
we
also
decided
it
was
important
to
decouple
a
very
focused
Council,
quarterly
scorecard
for
Council
to
liberations
from
a
broader
and
deeper
interactive.
Dashboard
and
I'll.
Explain
that
more
in
detail.
X
So
the
primary
tool
for
reporting
progress
to
council
is
a
scorecard.
The
concept
shown
here
which
we'll
have
one
for
each
of
the
four
Focus
areas.
These
scorecards
will
provide
a
snapshot
into
the
most
important
measures
of
outcomes
and
performance
alongside
key
contextual
information
related
to
scope,
budget
and
accomplishments.
X
The
scorecard
at
a
high
level,
has
one
outcome
measure
with
data
related
to
plans,
actuals
and
goals,
and
is
disaggregated
by
race,
race
or
ethnicity,
and
geography,
where
possible
and
appropriate
underpinning
the
outcome.
Measure
are
three
or
four
performance
measures
to
help
us
understand
how
well
the
city
is
delivering
on
its
programs.
X
X
Y
Y
This
is
a
proposal
that
has
been
recommended
from
the
administration,
but
also
came
forward
through
the
transition
committee,
and
our
source
of
information
is
going
to
be
the
community
opinion
survey.
So
that's
done
on
an
annual
basis,
but
we'll
be
looking
at
doing
that
on
a
quarterly
basis,
so
that
we
can
measure
that
driving
that
and
we'll
be
looking
at
the
measurement
of
percentage
of
Shame,
around
incidents
and
property
crime
types
as
well
as
violent
crime
rates
and
then
last
but
not
least,
injury
crash
reports.
A
Z
Good
good
morning,
mayor
and
Council
Omar
bassens
Deputy
city
manager,
this
title
of
this
Focus
area
reflects
the
Marion
council's
direction,
as
mentioned
earlier.
With
regard
to
placing
a
great
deal
of
focus
on
reducing
unsheltered
homelessness.
This
Focus
area
will
of
course
include
further
alignment
and
Urgent
action
around
homelessness
prevention,
permanent
housing
and
managing
impacts
of
the
homelessness
crisis.
Z
In
addition
to
the
city's
ongoing
work
in
developing
an
implementation
plan
for
the
community
plan
to
end
homelessness,
this
Focus
area
will
further
Drive
alignment
across
City
departments
to
ensure
a
one-team
response
internally
and
as
as
Lee
alluded
to
earlier,
enhanced
coordination
with
a
variety
of
external
Partners.
There
will
be
focus
on
efforts
that
will
get
people
into
shelter
or
housing,
as
this
slide
indicates
that
overarching
Top
Line
metric,
the
percent
change
in
number
of
people
experiencing
unshelf
homelessness.
There
are
a
few
sources
for
that
that
data
that
we
have
available
to
us.
Z
Then
you
can
see
the
the
four
sort
of
performance
measures
Associated
along
that
that
next
line
a
thousand
safe
shelter
opportunities,
the
percent
of
households
receiving
Prevention
Services
that
retain
that
housing.
After
a
year
percent,
San
Jose
households
remaining
housed
one
year
after
moving
into
permanent
housing
Etc,
and
so
that
just
gives
you
a
snapshot
again
that
just
helps
contextualize
a
little
bit
and
now
I
will
pass
it
on
to
to
Dolan.
J
Thanks
Omar
so
filling
in
for
Angel
for
cleaning
up
our
neighborhoods
Focus
area
school
card.
The
proposed
most
important
outcome
is
the
city
cleanup
rating
with
the
metric
being
the
percentage
of
residents
rating
cleanup
of
litter
and
trash
as
excellent
or
good.
This
metric
is
in
the
city
service
area
and
it
was
identified
in
the
mayoral
transition
committee.
J
J
Satisfaction
scores
by
service
type,
that
being
graffiti
illegal
dumping,
junk
pickup
and
abandoned
vehicles
when
I
follow
up
with
the
discussion
on
the
dashboard,
I'll
show
how
these
higher
level
measures
will
be
reported
in
their
disaggregated
form
in
the
dashboard,
so
that
all
that
information
is
available
to
council
and
community
and
next
for
the
fourth
dashboard
I'm.
Turning
it
over
to
Rosalind
and
Rob.
AA
Great,
thank
you
so
much
Dylan
Rosalind,
Huey,
Deputy,
City
Manager
for
this
Focus
area,
attracting
investment
in
jobs
and
housing.
I'm,
actually
sharing
this
work
overseeing
it
with
my
colleague,
Rob
Lloyd,
and
this
Focus
area
is
actually
a
combination
of
two
different
topics
that
were
explored
during
the
transition
committee
process.
So
the
first
one
was
planning
and
permitting.
So
that's
everything
regarding
our
development
services
and
then
the
second
one
is
downtown
vibrancy
and
our
focus
and
our
aspiration
for
creating
more
vibrancy
in
our
downtown.
AA
So
our
two
outcome
measures.
First,
obviously
we're
going
to
be
tracking
the
change
in
new
jobs
and
new
housing
units
each
year
throughout
the
city
and
then
for
a
downtown
vibrancy.
We're
going
to
be
looking
at
the
change
from
year
to
year
of
the
number
of
people
who
are
actually
visiting
our
downtown
in
terms
of
our
performance
measures.
We
have
three
noted
here
for
housing
production.
One
of
the
targets
we're
going
to
be
working
with
our
development
services.
Partners
is
the
percentage
of
housing
units
that
are
receiving
their
planning
permits
within
a
processing
time
Target.
AA
AA
So
there
are
some
housing
projects
that
can
take
advantage
of
SB,
35
and
other
state
laws
to
expedite
that
time
frame
we'll
also
be
tracking
the
percentage
of
building,
permit
conformance
reviews
that
are
completed
within
the
processing
time
targets
and
then,
lastly,
for
downtown
vibrancy,
we'll
be
looking
at
the
percentage
of
residents
who
are
actually
rating
their
experience
in
Downtown,
San,
Jose
and
rating
it
as
attractive,
and
also
that
the
downtown
is
economically
viable
and
so
with
that
I
believe
I'm.
Turning
it
back
over
to
Dolan.
J
Thanks
Rosalind,
so
next
we're
going
to
talk
about
the
second
deliverable,
which
is
the
focus
area
dashboard,
which
complements
the
focus
area
scorecard.
So,
in
addition
to
the
scorecards
outcome
and
performance
measures,
the
dashboard
includes
a
more
comprehensive
interactive
set
of
performance
of
data
with
additional
functionality.
J
So
our
strategy
here
was
to
decouple
the
scorecard,
which
will
allow
very
focused
quarterly
deliberations
coming
directly
to
council
from
the
dashboards
which
will
be
available
for
Council,
and
the
public
and
staff
and
they'll
include
a
much
broader
and
deeper
range
of
data,
including
to
including
what
is
presented
in
the
scorecard.
So,
for
example,
when
I
discuss
the
cleaning
up
our
neighborhoods
Focus
area,
the
cleanup
rating
being
disaggregated
by
wraith,
race
and
ethnicity
and
location
would
show
up
here.
J
The
the
backlog
of
cases,
for
example
subtyped
by
the
type
of
case,
and
the
priority
of
case
would
show
up
here
as
well,
so
that
have
a
much
more
Rich
interactive
format.
But
we
learn
from
our
City
initiatives,
roadmap
report
and
the
eight
Enterprise
priorities
and
the
objectives
and
the
key
results
that
we
needed
to
bring
a
very
limited
Focus
set
of
data,
which
is
what
we'll
be
bringing
to
the
scorecards
on
a
quarterly
basis.
And
additional
data
needs
will
be
shown
up
in
the
in
the
dashboards.
J
But
we
won't
be
bringing
all
those
objectives
and
key
results
to
the
Council
on
a
quarterly
basis
and
then
for
the
public,
we'll
be
also
quarterly
refreshing.
The
dashboards
on
the
website
for
all
the
four
Focus
areas
so
for
next
steps,
number
one
adoption
of
the
2324
budget.
So
we
can
begin
moving
forward.
J
Second,
we'll
have
the
city
manager's
office,
begin
coordinating
with
the
Departments
and
information
technology
on
the
Hefty
heavy
lift
to
build
those
Focus
area
scorecards
and
dashboards,
we'll
bring
the
first
quarterly
update
of
scorecards
to
council
mid-october
2023
census
Omar
mentioned.
We
do
have
some
calendar
year
goals
we
want
to
bring
to
council
before
the
end
of
the
calendar
year.
J
B
M
J
M
Yeah
I'm,
okay,
if
it
happens
simultaneously,
I,
don't
know
how
my
colleagues
feel,
but
you
know
I
was
just
curious.
Do
we
get
it
first
or
do
we
get
it
simultaneously?
That's
something!
Perhaps
we
can
see.
I
I,
like
the
dashboard
I,
like
the
scorecard
format
that
you
have
so
I'm
really
looking
forward
to
it.
I
also
wanted
to
know
a
little
bit.
You
mentioned
the
information
from
the
road
map,
but
I
was
wondering
because
this
is
sort
of
a
different
system.
What
is
going
to
your?
J
So
in
much
the
same
way
is
the
last
week
over
a
week,
you've
been
looking
at
the
csas
and
the
CSA
performance,
scorecards
performance
dashboards
that
we
would
be
going
back
to
that
data
and
using
that
so
there's
consistency
and
no
confusion
between
the
csas
reporting
and
what
we're
reporting
here
and
then
that's
actually,
what
we'll
be
doing
as
soon
as
we
we
get
approval.
The
budget
is
to
move
forward
and
establish
the
the
goals,
the
baselines
and
and
then
recovering
the
historical
data
for
the
reporting.
Okay,.
V
Thank
you,
I
appreciate
the
the
presentation
I
was
listening
in
the
back.
I
just
need
to
stay
moving,
the
only
question
I
have,
and
you
all
know,
especially
Dolan-
how
much
I
like
data,
but
my
concern
with
all
of
this
work
is
keeping
staff
focused
on
the
actual
work,
as
opposed
to
the
dashboard
and
the
data.
So
I'd
like
to
hear
more
about
that,
even
the
word
scorecard
sound
sounds
like
it
could
be
punitive
and
Lee
kind
of
touched
on
that
issue
of
having
staff
letting
Staff
feel
safe.
V
Y
I'll
start
and
then
ask
Dolan
to
jump
in
whenever
I
mess
up
I
think
you
know
on
the
data
and
the
scorecard.
A
lot
of
that
is
going
to
happen
with
the
people
sitting
in
in
row,
one
and
row
two
with
me
quite
frankly,
so
that
the
teams
can
be
more
focused
on
actual
outputs
and
the
operations
or
policy
changes
that
may
or
may
not
need
to
occur.
So
Dolan
and
Eric
will
be
supporting
all
the
deputy
city
managers
and
myself
through
that
I.
Y
Think,
as
you
know,
the
the
safety
that
I
talked
about.
You
know
it's
it's
our
responsibility,
those
of
us
that
are
in
the
box
and
as
Jennifer
has
directed
through
the
one
team
leadership
values
that
we
continue
to
provide
that
to
our
teams,
and
especially
as
some
of
these
people
start
to
spend
more
time
on
some
of
the
execution
teams
in
their
Department.
It's
going
to
be
up
to
us
to
have
that
team
environment
which
I
will
say
internally.
We
do
a
really
good
job
of
I.
Y
We
need
to
to
make
an
attempt
for,
for
those
organizations
to
know
hey
we're
we're
in
this
together,
we'll
succeed
or
fail
together,
so
that
it's
not
Us
Versus
Them,
which
sometimes
it
is,
and
then,
secondly,
when
we
don't
meet
an
expectation
or
an
outcome
or
performance
metric
on
the
scorecard.
We
just
need
to
be
very
upfront
and
tell
you
why
it
could
be
something
that
we've
tried
operationally,
where
we
swung
a
missed
or
we
fouled
it
off
and
that's
perfectly
okay.
Y
J
That's
a
leading
question,
I
I
think
what
I
would
just
add.
Is
we,
if
you
remember
in
the
Wayback
machine
when
we
were
talking
about
this
I,
think
it
was
at
the
the
budget
study
session
last
year
with
the
last
mayor
and
Council
I
threw
up
a
Venn
diagram
and
one
of
those
was
do
we
do
we
collect
it
today
as
one
of
the
one
of
the
criteria
by
which
we'd
get
started?
So
as
we
went
through
this,
we
were
very
consider
considerate
about.
J
Are
we
creating
completely
new
data
stores
that
we
have
to
go
out
and
acquire
and
buy
and
and
the
operational
workload
on
the
Departments
get
increased,
or
are
we
leveraging
existing
data
today
or
something
we
can?
We
already
have
a
through
line
to
to
get
so
the
objectives
and
the
performance
measures
were
very
carefully
looked
at
so
that
we
knew
we
could
get
it
today
or
it
was
operational
data
and
then
between
it
and
support
from
the
city
manager's
office,
who
we've
identified,
who
those
those
the
staff
would
be
already.
J
We
can
work
with
the
operational
and
the
AOS
of
the
Departments
and
get
that
data
frequency,
not
existence,
but
frequency
collected
more
often
and
and
I
do
think.
That
might
be
some
additional
workload
on
the
department.
So
we're
going
to
have
to
work
through
that,
but
we've
done
everything
we
can
not
to
create
a
completely
new
source
and
a
completely
new
data
story
that
we'd
have
to
spend
a
lot
of
time.
Doing.
I.
N
J
Collaboration
so
that
I
think
answers.
The
second
part
is,
as
we
are
definitely
trying
to
minimize
the
workload
on
staff,
so
they
can
go
out
and
do
this
one
example
you
might
be
surprised
at.
Is
these
the
cell
phone
ping
data
to
actually
determine
the
vibrancy
of
the
downtown?
How
many
people
are
working
around
there?
We
actually
have
a
good
through
line
on
very
accurate
data
now
and-
and
we're
really
excited
about
that.
B
Thanks,
council,
member
okay,
just
a
time
check,
we're
at
11,
50
I
believe
almost
we
want
to
try
to
get
out
of
here
by
noon
is
what
we
had
scheduled.
I
have
a
few
hands
up:
I,
don't
want
to
cut
off
the
conversation.
I
also
don't
want
to
shortchange
the
public
at
all.
So
how
many
hands
do
we
have
up
currently
one
okay?
If
you
are
listening
to
the
zoom
and
would
like
to
comment,
it
would
be
helpful
if
you
put
your
hand
up
just
so
we
have
accurate
accounting.
B
But
to
my
colleagues,
would
you
like
to
run
over
5
10
15
minutes?
Or
would
you
like
to
reconvene
in
the
afternoon-
or
this
is
our
last
item
I
feel
like
we
could
continue
through?
If
folks
are
okay
with
that,
okay,
the
heads
I'm
seeing
nod
are
all
yes,
so
we
will
continue
and
we'll
go
to
council
member
Jimenez.
D
Thank
you
just
a
very
sort
of
overarching
question,
so
the
outcome
measures
and
the
performance
measures
if
I
I'm
still
trying
to
digest
everything,
you've
put
in
front
of
us,
and
so,
if
we
as
a
council
office-
or
you
know,
as
Lee
said
as
leaders
of
the
community
thought
that
there
may
be
a
better
measure
or
a
different
thing,
we
need
to
look
at
or
maybe
a
different
outcome.
When
is
What's
the
timing
of
that
that
thought
that
recommendation
is
it?
Is
it
today
or
is
it
just
simply
before
the
budget.
Y
I
would
say
you
happy
to
hear
the
feedback
now
we
will
be
producing
a
manager's
budget
addendum
that
tries
to
share
up
all
of
this
as
we
move
forward.
I
also
think,
because
this
is
going
to
be
an
iterative
process,
not
just
on
our
side
but
your
side.
If
we
have
something
wrong
that
first
quarter
or
the
second
quarter,
we
need
to
hear
it
then,
and
we
can
make
changes
as
well,
but
I
I,
think
all
of
us
in
this
room
together
we'll
be
going
through
this
in
the
first
year.
D
But
even
when
it
comes
say
just
thinking
about
the
future,
it
comes
back
to
us
in
you
know
quarterly
sort
of
updates.
If
you
will,
let's
just
assume
the
first
time
it
comes
back
to
us
I'm,
just
making
this
up
right
but
I
say
hey
I.
Personally,
don't
think
this
is
the
best
performance
measure
or
best
outcome
measure.
This
is
what
I
recommend
and
it's
just
simply
a
vote
of
the
council
to
direct
you
to
I
mean
there's
going
to
be
a
discussion
and
everything
built
into
that.
G
The
hopper
so
I
guess
ideally
I'll
I'll.
Take
this
question.
Ideally
we'd
like
to
hear
that
feedback
as
part
of
this
budget
process.
So
we
can
kick
the
the
teams
off
in
the
right
way,
at
least
what
we
think
is
the
right
way,
beginning
in
July.
So
again
we're
going
to
put
out
a
manager's
budget
in
them
and
you're
welcome
to
put
out
BDS
to
related
to
this
and
you'll
be
voting
on
this
as
part
of
the
June
budget
message.
G
Yeah,
so
if
you
have
any
thoughts
in
between
there,
we
can
think
about
it
so
or
if
you
have
some
today,
we'd
more
than
happy
to
think
about
it,
but
but
two
staff's
point
and
what
Lee
was
saying
is
that
even
if
we
do
start
out
with
this,
what
we
think
ideal
we
are
going.
It's
going
to
be
that
iterate
to
improve
concept
as
we
go
forward.
So
we're
going
to
be
very
flexible
with
this.
G
J
A
yes,
and
so
so
you
understand
what
you're
reading,
because
this
didn't
come
with
a
50
page
report
so
on
the
scorecard,
or
it
says,
validation.
That
is
where
we
actually
took
the
the
council
discussion
to
incorporate
right.
So
if
it
was,
if
it
was,
if
it
says,
CSA,
it
means
it's
on
the
CSA
dashboard
and
in
looking
at
the
The
Marked
message
for
the
focus
area
and
looking
was
in
the
CSA
dashboard
we've.
J
Our
our
best
professional
judgment
was
that
that
was
what
made
sense
to
collect
and
then,
when
it
says,
transition
task
force,
which
should
have
said,
may
all
transition
committee.
That
would
that
that
particular
measure
was
mentioned
there.
So
just
to
give
you
some
kind
of
context
of
how
we
I
identified
those
and
then
also
I,
think
the
concept
with
the
dashboard
versus
the
scorecard.
There's
nothing
we're,
there's
a
lot
more
data,
we're
going
to
be
tracking
in
the
dashboard
right.
J
So
the
the
scorecard,
the
most
important
things
in
our
professional
recommendation
and
the
feedback
we've
gotten
from
Council
so
far
of
what
to
bring
forward
as
the
first
iteration.
Those
dashboards
are
going
to
have
a
lot
more
data,
and
so
we
can
also
have
that
discussion.
If
you
see
something,
that's
in
like
the
dashboard
that
you
think
is
something
to
deliberate
in
Council.
We
can
certainly
consider
you
know
bringing
that
forward
as
well.
J
What
we
were
concerned
about
is
council,
member
Davis
well
appreciate
the
word:
there's
there's
a
concept
and
data
called
Cartesian
explosions
when
a
multiplier
times
a
multiplier
times.
A
multiplier
gets
you
a
54,
page
report,
and
so
we
were
cognizant
of
there's
four
of
these,
and
so
every
time
we
add
an
additional
performance
measure
or
an
additional
outcome,
then
we're
multiple.
You
know
we're
potentially
multiplying
them
out.
J
D
Okay,
thank
you
and-
and
you
know
what
what
came
to
mind
is,
for
example,
I
was
looking
as
it
relates
to
my
question
right.
Just
thinking
about
the
the
the
outcome
measure,
for
example,
for
this
city
safety
perception,
the
the
outcome
measure
is
percentage
of
residents.
Rating
city
is
very
safer,
somewhat
safe.
Obviously,
that's
very
important
perception
is
important,
but
we're
saying
is
we're
gonna
we're
gonna,
try
to
draw
that
down
and
change.
D
That
perception
is
my
understanding
of
this
is
by
showing
a
change
in
incidence
of
property
crime
type,
so
I
assume
that's
a
downward
right
change
in
incidence
of
violent
crimes
and
the
injury
crash
rates.
That's
fine!
You
know.
I
I
would
like
to
think
that
a
change
in
those
a
reduction
in
those
would
bring
an
increase
of
residents.
That
say,
we
have
a
very
safe
or
somewhat
safe,
City,
but
I
also
know
that
the
perception
of
crime
and
safety
is
fed
into
the
public
in
many
different
ways.
D
Y
Sure
and
I'll
ask
Dylan
to
jump
in
after
I
answer
again
I.
You
know
the
the
the
transition
committee
we
actually
spent
quite
a
bit
of
time,
as
the
vice
mayor
will
remember
on
this
very
question.
I
think
the
the
survey
data
is
actually
pretty
readily
available,
which
is
super
helpful,
but
I
also
think
operationally.
Y
A
lot
of
the
transition
committee
spoke
about
this
that
those
two
things
don't
necessarily
perfectly
align,
and
it
allows
for
a
more
robust
conversation
if
we
do
want
to
change
those.
You
know
performance,
metrics,
I
know
a
lot
of
folks
have
had
ideas
around
just
the
call
time
around
nine
calling,
9-1-1
as
well
and
so
I
I.
Think
for
us.
We
wanted
to
start
with
that
to
really
see
if
the
perception
really
does
match
what
we're
seeing
out
on
the
street
I'd.
B
Also
just
started
interrupt,
but
I'd
also
just
add,
I.
Think
it's
a
great
point.
It's
a
learning.
We
need
to
have
and
be
able
to
reflect
on,
and
there
have
been
moments
where
we've,
even
based
on
those
kinds
of
understandings,
decided
to
invest
more
in
public
Outreach
public
education,
whether
it's
then
just
now
we're
doing
a
Slowdown
San
Jose
campaign
that
is
literally
just
focused
on
getting
a
message
delivered
to
the
community.
B
We've
invested
in
the
promotora
model,
not
that
we're
going
to
just
suddenly
put
tons
of
money
into
Communications,
but
it
is
an
important
part
of
our
job
and
actually
we
may
find
hey.
We
sped
up
9-1-1
responses
and
did
some
other
things
that
were
great
things
are
trending
really
well.
We
need
to
do
a
better
job
of
making
sure
our
residents
are
aware
of
this.
So
I
think
it
could
shift
over
time
a
variety
of
tactics
that
we
use,
just
as
an
example.
D
Okay,
thank
you
and
then
the
I
appreciated
you
sharing
lee
the
the
your
initial
comments
about
providing
safety
for
for
staff.
City
bureaucracy,
as
you
put
it
to
to
fail
quickly,
the
learnings
and
all
that
I
think
it's
important
to
have
that
up
here
as
well,
for
the
elected
officials
right
and
and
I
guess
what
I'm
not
interested
in
seeing
is
say,
for
example,
because
because
the
data
is
just
information
in
my
mind,
the
knowledge
comes
from
what
we
each
derive
from
that
data.
D
We
can
agree,
we
can
disagree,
we
can
view
the
data
in
different
ways
and
I
suspect.
That's
what
probably
will
happen
up
here.
We
may
see
different
things
based
on
looking
at
the
same
information
and
so
I,
just
I
just
think
it's
important
to
acknowledge
that
that
I
appreciate
you
saying
that
with
staff,
but
it's
acknowledging
that
up
here
that
I
don't
want
to
get
to
a
place
where
we
as
a
city,
say:
okay
out
of
this
Hopper
out
of
this
measure.
D
You
know
this
data,
this
information
we're
seeing
this,
so
we
hence
have
to
do
do
this
we
get.
We
do
we
get
X.
We
have
to
do
y
right.
In
that
case,
we
just
have
a
bunch
of
robots
up
here,
just
voting
based
on
algorithms,
on
what
we
see
out
in
the
community
and
so
I
think.
Just
the
decisions
that
we
make
up
here
are
much
more
nuanced,
much
more
information
that
are
informal.
D
What
we
see
live
in
our
respective
districts,
what
our
experiences
living
in
this
city
and
so
I
think
it's
just
important
to
just
say
out
loud
that
that
I
hope
and
expect
that
that's
going
to
be
part
of
the
process
as
well
and
not
sort
of
Corner
folks
into
into
saying
that
you
should
vote
this
way,
because
this
is
what
the
data,
which
is
purely
information,
tells
us
when
it
is
truly
much
more
nuanced
than
that,
and
so
that
wasn't
a
question.
But
you
can
I'm.
Y
Y
B
J
J
Then
we
added
the
lower
half,
which
is
programs
funding,
key
issues,
dependencies
Milestones
that
we'll
discuss
with
you
and
that's
where
that's
where
we
will
put
in
that
that
qualitative
discussion
and
and
have
those
discussions
as
well
so
again,
looking
at
balancing
the
the
the
the
the
the
data
so
to
speak,
the
data
and
stories
and
the
information
we
bring
to
you,
there's
kind
of
like
the
upper
half
and
the
lower
half,
which
is
exactly
why
we
did
that.
So
you
could.
B
Officials,
we
synthesize
many
more
data
points,
perspectives,
experiences
much
of
it
intuitive
and
qualitative
based
on
the
experience
of
going
out
and
knocking
on
thousands
of
doors,
for
example
and
I.
Think
that's
important
to
note
and
I
think
that
we
have
to
have
a
set
of
values
and
vision,
and
then
the
data
can
help
us
refine
and
look
at
okay.
This
program
isn't
doing
what
we
expected.
What
does
that
mean?
E
Thank
you
very
much
for
producing
this.
Governess
looks
like
it's
very
well
thought
out.
The
structure
is
definitely
suitable
for
what
we
are
trying
to
focus
on.
My
question
is
in
everything
we
normally
do.
We
have
the
commissions
and
the
public
involved
in
somewhere
along
the
line
as
an
oversight
or
as
an
input,
and
all
that
and
in
this
portion,
if
I've
seen
any
anything
if
I'm
reading
it
correctly,
the
only
role
of
the
public
is
to
see
the
dashboard
am
I
reading
it
correctly
or
there's
more
active
role
than
that.
I
Yeah,
thank
you.
I
appreciate
the
thought
put
into
this.
For
me,
this
raises
more
questions
than
it
answers
so
I'm
going
to
try
to
synthesize
some
of
those
thoughts,
but
I
very
much
appreciate
the
questions
from
Council
Members,
Davis
and
Jimenez,
because
I
had
some
of
the
similar
thoughts
and
my
first
thought
along
the
lines
of
what
councilmer
Davis
asked.
Was
you
know
in
this
in
this
time
of
tight
budget
as
I
see
a
an
item
which
talks
about
building
dashboards,
I
kind
of
Wonder?
Are
we?
What
are
we?
I
Are
we
utilizing
our
resources
correctly
and
I
want
to
make
sure
we're
not
going
to
be
putting
so
much
effort
into
that
and
not
into
the
actual
priorities
that
we've
been
focused
on
for
a
while,
so
I
think
that's
been
asked
I.
Don't
want
to
ask
that
again,
but
it's
kind
of
a
concern
of
mine
on
the
data
question
about,
for
example,
councilmember
Jimenez
asked
about
safety
and
perception
is
important.
I
We
obviously,
as
council
members
and
as
a
city,
need
to
respond
to
perception,
but
we
also
need
to
work
in
fact,
and
if
our
measure
is
percent
change,
but
we're
already
at
a
baseline,
that's
maybe
better
than
people
think
it
is
I
want
to
be
careful
about.
You
know
saying
it
has
to
decrease
if,
in
some
areas
we're
already
people's
perception
is
not
reality.
So
I
want
to
think
about
how
we
measure
this
in
a
way.
I
That's
not
just
we
have
a
baseline
from
today
and
it
has
to
go
down
in
all
these
areas
or
else
we're
failing.
How
do
we
message
it?
How
do
we
measure
our
Baseline?
What
are
the
right
measures
that
those
are
all
to
me?
Those
are
all
important
again.
I.
Don't
know
that
there's
a
question
in
there,
but
I
do
want
to
suggest
in
the
I
think
I
heard
some
I
heard
you
say,
I
think
Lee,
I,
think
police
response
time
is
a
measure
that
we're
all
concerned
about
and
I
think
having
priority
caught.
I
One
call
response
time
or
even
Priority,
One
and
Two
call
response
time,
as
measures
for
improvement
I
think
would
be
beneficial,
given
that
we
focused
on
that
and
we've
talked
about
that,
and
we
know
we
have
room
to
improve
there.
So
I
would
like
to
see
response
time
as
a
metric
in
that
chart
on
the
homelessness
Focus
area.
I
see
a
whole
lot
of
specific
goals
about
building
a
thousand
units
about
keeping
people
housed.
I
First
question
I
have
well
I,
guess
again
suggestion
I
have
talked
about
building
units,
but
I
know.
Councilmember,
Foley
and
I
for
a
couple
years
have
been
focused
on
safe
parking
for
RVs
in
the
city,
and
we
have
a
plan
I
think
to
do
some
of
that
going
forward.
I,
don't
see
it
in
here
at
all,
reflected
to
me.
That's
an
important
thing
that
many
of
people
in
different
parts
of
the
city
are
asking
for
that.
I
Is
this
debate
about
measure
e-funding
versus
what
we
do
to
address
this?
This
category
I
think
we're
all
in
this
difficult
position
where
we're
torn
we've
approved
over
the
years
these
goals
of
building
IH.
We
know
its
importance
of
getting
of
safe
parking.
We
know
it's
important.
We
also
all
I
think
believe
universally
in
the
value
of
affordable
housing.
There's
many
there's,
there's
multiple
sources
for
funding
for
affordable
housing
and
I
want
to
fully
understand
that
better.
I
I
The
the
statement
that's
being
made
is
you're,
never
going
to
be
successful
with
boxes
two
and
three.
If
you
put
the
money
into
box
one
and
you
don't
save
enough
money
for
affordable
housing
I'm,
not
convinced
that
that
the
argument
is
that
black
and
white
I
think
it's
much
more
nuanced
than
that.
I
think
it's.
It
can't
be
either
or
it
has
to
be.
I
Unless
we
are
clear
that
we,
we
know
what
that
looks
like
what
that
housing
is
where
the
housing
is
coming
from
and
where
we're
going
to
get
more
of
it,
because
we
can't
just
dismiss
the
need
for
more
affordable
housing
to
get
more
people
into
permanent,
secure
housing.
While
we
address
what's
on
this
particular
category
so
again,
another
just
another
point
there
on
the
cleaning
our
neighborhoods
box,
I'm
curious
about
exactly
where
on
this
list
here
we
think
we're
moving.
I
The
needle
I
mean
I,
think
sure
people
want
cleaner,
neighborhoods,
there's
a
mix
of
a
variety
of
things
that
are
causing
issues
and
it's
related
to
Economic
Development.
It's
related
to
homelessness.
It's
related
to
a
lot
of
things.
I
think
that
actually
one
of
our
most
successful
programs
in
the
city
now
is
the
response
to
graffiti
removal
is
beautify
sj's
reaction
within
48
hours
of
cleaning
up
dumping
when
it's
reported,
so
this
first
box
says:
let's
improve
that
and
I'm
just
curious
prove
it
from
what
I
mean
we
already
have.
I
I
That's
always
negative
and
then
blame
the
city
when
the
negatives
things
don't
always
get
better.
As
quickly
as
we
want
them
to
that,
to
me
has
been
a
big
frustration
of
the
last
few
years,
I
as
an
elected
official
have
to
go
and
answer
for
the
things
that
happen
in
my
district
I'm
happy
to
do
that,
but
it's
only
it
only
works
if
we're
unified
as
a
council
and
as
a
city
in
that
messaging.
I
If
the
messaging
is
look,
we
have
a,
we
have
a
scorecard
and
we
haven't
achieved
it
and
it's
because
something's
failing
somewhere
in
the
system
as
opposed
to
hey,
we
tried
several
things
and
it's
not
working,
but
we're
going
to
continue
to
try
that
I.
Don't
think
we're
going
to
to
to
make
to
get
the
public
response
that
we
want
to
get,
and
that
worries
me
as
we
move
into
the
next
year,
because
I
think
a
lot
of
these
measure
areas
have
become
so
political
with
people.
I
Hearing
like,
as
was
mentioned,
they're
hearing
councilman,
has
said
from
a
variety
of
sources
that
things
are
messed
up
and
that
nobody's
trying
and
that
nothing's
working
and
they've
gotten
used
to
years
of
deflecting
it's.
This
is
somebody
else's
property
and
not
City's
property,
and
therefore
we
can't
do
anything
about
it.
I,
don't
like
that
argument.
I
So
that's
what
concerns
me
about
this
entire
discussion
in
this
cat
in
this
part
of
the
the
budget
meetings
and
I
just
wanted
to
kind
of
Express
that
we
often
I-
and
one
last
thing
I
want
to
say-
is
we
do
need
to
move
some
of
our
own
internal
impediments
from
getting
to
these
endpoints
in
conversations
I
have
with
staff
a
lot
I
always
feel
like.
There
are
various
departments,
sometimes
at
odds
with
each
other.
There
are
various
goals
that
not
everyone
thinks
we
can
achieve.
I
often
feel
like.
I
I
We
have
to
get
out
of
the
way
we
have
to
move
faster
if
an
eih
project
takes
three
years,
because
every
time
we
get
to
a
point,
somebody
says
oh,
but
we
didn't
check
this
one
last
box
or
we
didn't
do
this
one
last
thing:
we're
not
making
any
progress
in
the
meantime,
so
I
I
hope
that
we
will
be
thoughtful
about
how
we
encourage
everybody
to
align
in
towards
the
goals
that
we're
trying
to
achieve
and
I
guess.
That's
the
end
of
my
lecture.
Thank
you.
B
B
A
C
AB
AC
Good
afternoon,
honorable
mayor
and
council
members,
this
comment
is
related
to
the
fee
discussion.
My
name
is
Marley
young
and
I
represent
the
San
Jose
Public
Library
Foundation,
I'm
speaking
to
you
today,
just
respectfully
request
that
you
consider
eliminating
the
late
fees
for
all
San
Jose,
Public,
Library
card
holders,
late
fees
and
the
fear
of
accruing
them
pose
a
significant
barrier
to
our
most
vulnerable
adults
and
inhibit
their
use
of
Library
resources.
AC
Libraries
across
the
country
have
begun
the
process
of
going
fine
free,
including
our
neighbors,
in
San,
Francisco,
San,
Mateo
and
Alameda
counties.
This
is
in
recognition
that
overdue
fines
create
barriers
to
access
for
the
very
populations
the
library
Works
to
serve
and
are
not
an
effective
tool
to
encourage
on-time
return
rates.
There
are
numerous
ways
to
ensure
materials
are
returned,
such
as
more
frequent
reminders
and
communication,
as
well
as
keeping
those
fees
for
items
that
are
truly
lost
or
damaged.
AC
The
San
Jose
Public
Library
was
among
the
first
in
the
nation
to
remove
late
fees
for
children.
Now
it
is
time
for
us
to
catch
up
with
our
neighbors
and
all
those
fine,
free
libraries.
Fines
free
for
all
will
support
the
recovery
of
our
highest
need
communities
and
make
the
library
a
welcoming
space
for
everyone.
Thank
you
for
your
time.