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From YouTube: JAN 14, 2022 | City Council Study Session - 2022-2023 Preliminary General Fund Forecast and Budget
Description
City of San José, California
City Council Study Session - 2022-2023 Preliminary General Fund Forecast and Budget, January 14, 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.legistar.com/View.ashx?M=A&ID=921795&GUID=740F1E0C-8A47-4B31-8EE6-63186C09E22B
A
A
A
A
A
B
C
B
D
A
B
B
We
are
happy
to
come
before
you
today
to
talk
about
the
upcoming
22-23
budget
development
process,
specifically
focusing
on
the
general
fund
with
city
council's
approval
of
the
mayor's
june
budget
message
for
fiscal
year.
2021-22,
a
recommendation
from
councilmember
mahan
was
approved
that
directed
the
administration
to
engage
with
the
city
council
on
potential
improvements
of
the
alignment
of
the
budget
planning
process
to
measurable
performance
targets,
including
the
level
quality
and
the
quality
and
equitability
of
city
core
services.
B
We
very
much
appreciate
the
opportunity
to
talk
about
the
link
between
the
budget
and
city
services,
especially
since
our
budget
documents
contain
a
significant
amount
of
information
on
those
topics
which
can
be
overwhelming,
given
the
size
of
our
documents
to
make
sure
there's
a
common
understanding
of
the
various
roles
and
responsibilities
in
developing
the
budget.
We
will
start
with
an
overview
of
the
various
city
charter
requirements
and
city
council
approved
budget
policies,
principles
and
practices.
B
By
doing
so,
this
will
help
us
understand
the
service
levels
we
have
today
and
the
difficulty
of
making
large-scale
budgetary
changes
as
those
are
directly
related
to
the
budgetary
challenges
we
have
overcome
in
the
past.
We
will
then
take
an
early
look
at
the
preliminary
forecast
for
2022-23
to
see
what
challenges
and
opportunities
lie
ahead.
B
One
of
the
key
areas
we
want
to
highlight
is
the
imbalance
between
our
ongoing
revenues
and
the
large
number
of
programs
and
services
that
have
either
been
funded
on
a
one-time
basis
in
the
general
fund
for
a
number
of
years.
Are
those
community
and
economic
recovery
work
streams
funded
by
the
american
rescue
plans?
B
Well,
not
officially
part
of
our
ongoing
general
fund-based
budget.
Many
of
these
programs
are
extremely
important
to
the
city
council
community,
as
well
as
the
administration,
and
if
we
did
not
continue
these
items
into
next
year's
budget,
we
suspect
it
would
be
very
much
feel
like
an
ongoing
service
reduction
to
the
community.
B
Finally,
we
will
outline
the
steps
the
administration
has
taken
so
far
for
the
2022-23
budget
development
process
in
advance
of
the
policy
direction
that
will
be
provided
by
the
city
council's
approval
of
the
mayor's
march
budget
message
for
next
year.
These
two
steps
include
my
preliminary
december
direction
to
the
departments
on
their
budget
submittals.
B
I
really
want
to
thank
jim,
shannon
our
director
of
our
city,
manager's
budget
office
and
the
budget
office
team,
who
spent
many
hours
putting
together
this
very
comprehensive
presentation
for
your
review,
consideration
and
discussion
today.
I'll
now
turn
it
over
to
jim,
shannon
to
start
the
presentation.
E
E
The
city
council
then
holds
a
public
hearing
to
consider
the
mayor's
budget
message
and
make
any
revision
or
changes
they
deem
advisable,
and
the
city
council
will
also
once
the
city
manager
releases
it
reviews
and
approves
the
proposed
budget
and
from
the
city
manager
side.
We
submit
a
budget
request
to
the
mayor
and
council.
That's
actually
part
of
our
five-year
forecast
document
that
we
released
at
the
end
of
february.
E
This
is
another
policy
that
has
a
lot
of
things
in
it
relating
sort
of
our
fiscal
management
and
budgetary
management,
but
picking
out
a
few
key
elements
here,
it
does
require
the
use
of
a
performance-based
budget
specifying
budgets
at
the
core
service
level
that
correspond
with
specific
performance
targets
and
wanting
to
maintain
fiscal
integrity
of
our
operating
debt,
service
and
capital
improvement
budgets.
A
few
highlights
here
again
this
alignment
that
we've
talked
about
a
lot
about
ongoing,
aligning
ongoing
costs
with
ongoing
revenues
to
pay
for
those
costs.
E
Interfund
loans
should
not
be
used
as
a
funding
mechanism
to
address
ongoing
shortfalls
and
if
a
new
program
is
added
on
an
ongoing
basis,
we
should
be
adding
ongoing
revenue
source
to
or
identify
an
ongoing
resource
to
pay
for
those
for
those
costs.
And
then
any
carryover
of
money
left
over
from
the
following
physical
from
the
previous
fiscal
year
should
only
be
usually
for
one-time
purposes
in
the
next
year.
E
Then,
moving
on
to
some
budget
principles
that
were
approved
by
city
council
in
2008,
and
that
is
continues
to
to
guide
us
and
provide
some
good
practice.
This
has
also
been
included
in
all
of
our
forecast
documents
that
we
release
as
exhibits
again.
A
few
highlights
identifies
the
mission
of
the
city
to
provide
some
quality
services
facilities
and
opportunities
that
create
and
sustain
and
enhance
a
safe,
livable
and
vibrant
community
for
its
diverse
residents,
businesses
and
visitors.
E
These
were
approved
during
probably
some
of
our
most
difficult
budgetary
times
and
was
really
focused
on
achieving
and
maintaining
a
structurally
balanced
general
fund
budget,
a
partial
listing
of
below
wanting
to
consider
that
annual
budget
as
part
of
the
five-year
projections
and
to
align
again
ongoing
costs
with
ongoing
revenues.
If
a
structural
imbalance
does
occur,
we
need
to
put
together
a
plan
to
bring
it
back
into
structural
balance.
E
We
should
only
be
using
one-time
resources
for
one-time
things
not
for
on
new
ongoing
operating
expenses.
Negotiations
for
employee
compensation
considers
the
budgetary
position,
revenue,
growth
and
changes
in
cost
of
living
and
that
fees
and
charges
should
be
fully
cost
recovery
where
possible,
with
the
city
manager.
As
I
talked
earlier,
the
the
charter
requires
the
city
manager
to
issue
a
budget
request,
and
we
we
have
that
request
as
part
of
the
five-year
forecast
document
that's
released
at
the
end
of
february.
That
document
you
know
obviously
talks
about.
E
Does
the
general
fund
have
a
surplus
or
a
shortfall
when
we
look
at
our
ongoing
revenues
and
ongoing
expenditures,
but
it
does
include
that
budget
request
and,
and
importantly,
the
budget
balancing
strategy
guidelines,
which
is
a
page
of
principles
that
allow
us
to
provide
some
recommend.
Some
good
approaches,
general
approaches
to
achieving
a
balanced
budget.
E
Use
a
combination
of
ongoing
and
one-time
solutions
to
achieve
a
structurally
balanced
budget
over
a
two
to
three
year
period
to
try
to
get
us
back
into
structural
alignment,
really
looking
at
those
items
that
are
funded
on
a
one-time
basis
in
2122
and
some
of
those
community
and
economic
recovery.
Work
streams
currently
budgeted
in
the
american
rescue
plan
fund
evaluating
program
budgets
to
identify
some
opportunities
and
shift
resources
where
appropriate
to
meet
city
council
approved
road
map.
E
Then
we
have
our
roadmap,
which
is
a
relatively
newer
feature.
This
is
first
formally
implemented
in
2021
and
it's
a
tool
as,
as
you
all
know,
that
lists
the
city's
most
important
program,
strategies
and
policies
to
enact
significant
organizational
change
a
lot
of
times.
These
have
a
shorter
horizon
and
focus
they're
approved
by
the
council
to
help
focus
our
work
and
also
informs
the
budget
development
process
to
try
to
ensure
as
much
as
we
can
that
sufficient
resources
are
in
place
to
achieve
those
road
map
direct
objectives.
E
We
have
our
community
wide
surveys,
meetings,
march
budget
message,
public
hearings,
there's
also
the
mayor's
budget
town
town
hall
to
assess
community
interest
and
and
input
when
we
get
to
the
mayor
and
council
flow
stream.
You
know
start
off
in
october
by
reviewing
the
prior
year's
annual
report
and
then,
after
that
we
sort
of
start.
E
You
know
looking
on
to
the
rest
of
the
the
the
current
budget
year
and
the
next
budget
year
in
january,
through
march,
we
have
the
mayor's
budget
town
hall,
some
priority,
setting
and
roadmap
approval
and,
of
course,
very
importantly,
review
and
approval
of
the
march
budget
message
on
the
administration
side.
After
we
present
that
annual
report,
we
get
to
work
on
trying
to
figure
out
what
our
preliminary
general
fund
forecast
is.
E
We
have
our
official
one
that
comes
out
in
february,
but
we
want
to
have
a
good
idea
by
december,
so
we
can
provide
at
least
some
preliminary
direction
to
departments
to
get
ready
for
the
upcoming
process
in
advance
of
the
march
budget
message
at
the
end
of
february.
We
will
then
release
that
official
forecast
and
our
budget
request
and
when
we
get
finally
to
april
and
june
april,
we're
in
production
month
on
putting
the
budget
out,
may
the
budgets
get
released
and
we
have
a
number
of
community
budget
meetings
on
it.
E
Some
public
hearings
there
are
budget
study
study
sessions.
There
are
some
budge,
you
know.
Obviously
we
have
some
city
council
budget
documents.
We
release
a
manager's
budget
agenda
so
that
proposed
budget
gets
modified
and
tweaked
and
ultimately,
eventually
approved
with
the
approval
of
the
mayor's
june
budget
message.
E
So
that's
kind
of
setting
the
context
of
how
our
process
works,
what
the
roles
and
responsibilities
are,
and
now
we
wanted
to
take
a
little
bit
of
a
look
back
because
it's
really
important
to
see
where
we've
been
because
to
understand
where
we
are,
I'm
just
going
to
catch
up.
My
notes
here
before
I
get
too
far
ahead
of
myself.
Where
are
we
on
page
13.
all
right
when
we
look
back
over
sort
of
a
20-year
horizon?
E
It's
a
shockingly
long
look,
but
it
really
informs
us
about
what
has
gone
on
so
we've
definitely
weathered
some
recession,
so
in
looking
at
our
two
biggest
economically
sensitive
revenues,
our
sales
tax
and
our
property
tax
as
those
go
so
does
the
general
fund,
we
had
the
dot-com
bust
and
we
had
the
great
recession
most
significantly.
The
great
recession
also
impacted
property
tax,
in
fact
that
private
attack
went
down
which
property
tax
had
not
gone
down
really
in
the
post
world
war.
E
Two
era:
you
know
it
grows
less,
but
it
going
down
was
a
was
a
sort
of
shocking
change,
which
was
a
really
difficult
challenge
for
us
to
overcome.
The
good
news
is
that
the
revenue
has
certainly
gone
back
up
right,
so
we
have
definitely
seen
an
increase
in
in
the
revenues
from
what
we
experienced
in
our
past
recessions.
E
We
see
san
jose
here
at
about
151
dollars
per
resident
for
sales
tax
that
also
carries
over
into
our
property
tax
per
capita.
We
see
we're
at
272
compared
to
some
of
our
peers
here.
So
definitely
one
of
the
challenges
that
we've
been
struggling
with
and
working
on
it
and
at
the
front
of
our
minds
when
we're
we
are
looking
at
the
future
development
of
the
city
and
trying
to
strike
that
balance
between
jobs
and
housing
on
the
cost
side.
You
know
we.
E
This
is
a
chart
that
we've
we've
talked
about
before,
but
you
know
during
the
great
recession,
we
also
had
some
significant
challenges
with
our
pension
systems.
Over
a
20-year
span,
we
went
from
46
million
in
the
general
fund
contributing
to
the
retirement
system
to
350
million
in
2021
and
just
as
importantly,
we
went
from
about
six
and
a
half
percent
of
the
general
fund
to
22
of
the
general
funds.
E
So
that's
a
lot
of
capacity
that
is
not
available
for
services,
and
this
you
know
this
spike
here
that
we
see
you
know
occurred
when
we
were
having
the
great
recession.
So
we
had
decreasing
revenues
and
increasing
costs,
and
that
was
a
you
know
really
challenging
time
for
the
city.
That's
why
we
had
several
ballot
measures
related
to
changing
of
our
retirement
system.
We
had
compensation
reduction.
We
had
a
lot
of
a
lot
of
things
that
we
had
to
do
here,
sort
of
to
right
the
ship.
E
The
good
news
is
that
we
did
a
lot
of
that
hard
work
and
we
were
able
to
stabilize
the
the
cost
structure.
The
bad
news
is,
it
has
been
remained
at
a
relatively
high
high
level.
So
that's
been
part
of
our
challenge.
Even
though
we've
stabilized,
we
haven't
really
been
able
to
get
any
capacity
back,
although
that
may
be
changing
as
we'll
talk
about
later.
E
E
We
also
had,
in
in
the
early
part
of
the
2000s,
had
a
number
of
bond
measures
which
were
really
important
to
renew
and
construct
some
new
city
facilities
for
parks,
fire
stations,
police
facilities
live
libraries,
which
was
great,
absolutely
needed,
but
then
those
new
facilities
required
cost
to
operate
and
maintain.
So
that
was
a
cost
pressure,
particularly
on
the
the
general
fund,
and
when
we,
you
know
see
all
that
together
sort
of
the
revenue
issues
and
the
the
cost
pressures.
E
We
can
see
the
challenges
that
we've
had
to
overcome.
So
even
when
you
throw
in
the
impacts
from
the
pandemic,
we've
had
to
resolve
general
fund
ongoing
shortfalls
exceeding
800
million
dollars,
and
it
was
it's
been
a
challenge,
and
it's
been
that's
why
we
have
all
these
policies
in
place
to
try
to
make
sure
that
we
maintain
a
structurally
balanced
budget,
because
we
got
to
hear-
and
you
know
this
was
a
lot
of
hard-won
effort
to
get
to
sort
of
a
more
stabilized
budgetary
place.
E
F
Thank
you
thanks
jim,
so
this
chart
here
shows
the
number
of
budgeted
positions
that
we've
had
from
2001
2002
through
2021-22.
So
it's
a
20-year
span
that
shows
all
of
our
positions
that
have
been
budgeted.
I
want
to
note
that
this
reflects
all
funded
positions,
meaning
that
it
includes
general,
funded
positions,
special
funded
positions
and
also
capital
funded
positions
to
mitigate
impacts.
Some
of
the
staffing
to
mitigate
some
of
the
impacts
of
the
staffing
reductions.
F
F
You
can
see
that
in
2001
2002,
that's
when
we
had
our
peak
staffing
levels
at
over
seven
thousand
budgeted
positions,
and
at
that
time
we
had
a
population.
The
city
had
a
population
of
about
895
thousand
residents,
while
in
2001
22
2021-22
most
recent
fiscal
year,
we
had
budgeted
positions
at
6
647,
with
a
population
of
over
a
million,
so
at
our
lowest.
F
F
F
However,
as
discretionary
expenditures
are
reduced,
it
has
made
budget
reductions
even
more
difficult
to
achieve.
In
years
past,
we
can
only
cut
discretionary
expenditures
of
which
for
2020
2021,
which
was
the
last
time
we
did.
This
analysis
is
approximately
50
percent.
57
percent
of
our
base
budget,
so
we'll
go
through
the
non-discretionary
expenditures
here.
So
the
great
part
of
this
chart,
so
20
of
our
20
of
our
costs,
are
related
to
ual
and
opec
retirement
contributions.
F
So
the
ual
is
our
unfunded
actual
liability.
So
that's
that's
the
projection
of
our
total
current
and
expected
future
retirement
benefits
of
the
city
and
then
and
then
opeb,
which
is
other
post-employment
benefits,
which
is
also
known
as
a
retiree
health
care
plan.
That's
all
those
are
obligations
that
the
city
must
fund
the
other
gray
part
of
this
pie.
F
Our
maintenance
of
efforts,
so
we
have
to
the
city,
has
to
prove
that
we
have
enough
expenditures
for
the
maintenance
of
efforts
to
meet
our
maintenance
of
efforts
as
a
requirement
for
the
city
to
receive
the
state,
gas
tax
revenues
or
items
that
are
offset
by
revenues
such
as
our
code
enforcement
fee
programs.
That's
the
solid
waste
enforcement
program,
multiple
housing
inspections
and
some,
and
then
our
parks
wrecks
and
neighborhood
services.
Fee
activities
next
slide.
F
So
to
resolve
the
shortfalls.
The
city
has
implemented
numerous
cost
saving
strategies
approved
several
revenue
measures
and
then
still
had
to
enact
some
painful
service
reductions
to
bring
the
general
fund
into
structural
balance.
The
city
council
did
approve
a
general
fund,
structural
deficit
elimination
plan
back
in
2008
and
then
a
fiscal
reform
plan
in
2011.,
some
of
the
cost,
reductions
included
or
wage
freezes
and
reductions,
pension
reform,
outsourcing
and
public
private
partnerships,
new
technology
deployment
and
civilization
of
scoring
functions
to
lower
costs.
F
F
F
So
here
it
lists
some
of
the
service
reductions
that
that
the
city
had
implemented.
I'm
not
going
to
go
through
the
entire
thing,
but
I
just
want
to
highlight
some
of
the
the
some
of
the
big
ones
and
it's
a
wide
range
of
reductions
that
we've
done
that
across
all
service
areas.
One
big
one
to
note
is,
though,
we
did
reduce
police
field
patrol
in
special
operations
and
investigative
services.
F
We
did
reduce
parks,
maintenance,
staffing.
There
were
some
reductions
to
general
code
enforcement
staffing.
We
did
reduce
traffic
maintenance
and
then
we
did
shift
the
responsibility
of
sidewalk
repairs
and
street
tree
services
to
property
owners
next
slide,
jim
okay.
So
during
the
relatively
stable
period
between
2012
2013
and
2019
2020,
the
city
was
able
to
solidify
its
fiscal
resiliency,
but
service
restoration
was
very
limited.
F
When
so
so
the
need,
when
we
started
restoring
services,
we
did
need
to
take
a
balanced
approach.
Some
of
the
examples
of
the
limited
restorations
that
we
did
implement
were
library
branch
hours.
Returning
to
six
days
per
week,
the
elimination
of
fire
station
brownouts,
small
edition
of
budgeted
police
warned
staff
did
modest
increases
to
recreation
and
community
services
and
then
increases
to
parks,
maintenance,
staffing.
E
All
right,
thank
you,
bonnie
appreciate
that.
I
know
that
bonnie
and
claudia
both
lived
that
back
when
jennifer
was
the
budget
director,
so
I
know
those
were
difficult
challenges
you
guys
all
went
through
there.
So
thank
you
for
reliving
that
with
us.
Looking
now
we
look
back
now.
We
can
look
ahead
a
little
bit
and
and
see
what
were
some
preliminary
look
at
the
general
fund
for
22
23.
again,
this
is
a
pretty
preliminary
look.
We
do.
E
We
expect
it
will
also
be
strong
in
october
through
december.
We
don't
have
that
data.
Yet
we
get
that
data
in
february,
but
we
expect
that
to
be
pretty
pretty
good.
We
expect
the
year-over-year
growth
in
the
second
half
of
this
fiscal
year
to
moderate,
mostly
because
we
had
already
started
our
recovery
in
the
second
half
of
last
fiscal
year,
so
we
don't
expect
the
same
level
of
growth.
E
E
Those
were
you
know
mostly
well,
they
were
heavily
impacted
last
year
and
our
utility
related
revenues
remain
solid.
So
a
lot
of
good
news
for
21
22.
We
do
have
a
few
headwinds,
though,
that
we
need
to
keep
keep
an
eye
on
the
pandemic
is
not
over
still
with
us.
It's
it's
it's.
You
know
it's.
It's
been
a
real
challenge.
It's
been
a
struggle
for
our
community,
so
we
do
expect
omicron
during
to
have
some
dampening
effect,
but
we're
not
trying
to
quantify
what
that
is.
It's
you
know.
E
There
are
a
few
revenue
categories
that
are
going
to
take
longer
to
recover.
One
of
them
is
the
transient
occupancy
tax,
our
tot
collections,
those
you
know,
they're
getting
a
little
better,
they're,
still
a
little
bit
below,
where
we
projected
them
to
be
and
we'll
probably
be
a
little
bit
more
negative
about
their
recovery
over
the
five-year
forecast.
E
So
those
are
well
well
below
where
the
pre-pandemic
times
were,
which
it's
not
a
huge
item
in
the
general
fund
in
terms
of
a
percentage,
but
that
is
going
to
impact
the
resources
we
have
available
to
support
our
convention
and
cultural
operations
and
our
cultural
arts
community.
So
when
you
think
about
that
as
part
of
the
budget
development
process-
and
we
also
have
a
pretty
significantly
lower
levels
of
our
prns
fee
activity
levels,
it's
not
necessarily
a
one-for-one
service
reduction.
E
So,
just
because
we're
not
affecting
fees
doesn't
mean
we
don't
have
costs
for
some
of
those
items,
so
that
is,
you
know
one
of
the
places
that
will
probably
take
longer
to
recovery,
because
the
pandemic
really
more
specifically
impacts
some
of
those
operations,
and
I
do
want
to
note
here
that
you
know
we
were
recently
informed
by
the
state
that
a
portion
of
the
city's
previous
and
current
tax
revenues
could
could
be
significantly
lower.
We
dispute
that
and
we'll
appeal
the
state's
initial
de
determination.
E
You
know
the
consequence
of
that
will
be.
The
general
fund
outlook
is
negatively
impacted,
so
we
do
need
to
take
measures
to
sort
of
protect
ourselves,
so
we're
not
going
to
change
our
revenue
forecast
and
the
revenue
we're
still
going
to
be
receiving
that
revenue
as
the
appeals
process
proceeds.
But
we
do
need
to
set
aside
the
ongoing
amount
and
we'll
do
that
as
part
of
our
2122
budget.
E
Mid-Year
budget
review
that
will
release
at
the
end
of
this
month
and
we
will
set
aside
that
an
ongoing
reserve
as
part
of
our
22-23
budget
loan
process,
but
the
general
sort
of
forecast
that
we're
talking
about
is
inclusive
of
those
set
aside.
So
that's
that's
part
of
our
of
our
thinking
as
we
as
we
go.
Go
forward,
we're
22
23.
We
do
expect
revenue
growth
to
moderate.
E
We
do,
though,
want
to
keep
an
eye.
There's
a
segment
of
property
tax,
called
the
educational
revenue
augmentation
fund
that
calculation
I've
been
talking
about
this
for
a
couple
years.
Now
the
calculation
was
revised
it
we
thought
it
was
going
to
be
a
little
bit
worse.
It
ended
up
being,
which
is
good
news.
E
The
bad
news
is
that
the
new
calculation
is
being
challenged
by
some
of
the
school
districts,
so
we're
still
receiving
all
of
the
revenue,
but
we
need
to
sort
of
keep
an
eye
on
that,
because
that
allocation
could
change
in
future
years.
We
are
you
know.
Pandemic
is
probably
going
to
linger
with
us
and
there'll
probably
be
some
associated
impacts.
E
They'll,
probably
be
limited
really
to
a
few
areas
of
the
city's
revenue
categories
like
hotel,
related
taxes
and
fee
revenue
preliminarily,
although
we
don't
have
any
official
projections,
yet
we
do
expect
economic
growth
to
continue
into
the
out
years.
So
those
are
all
good
news
items
what's
really
also
so
new-
and
I
know
we
talked
about
this
at
the
retirement
study
session,
but
just
want
to
get
into
it
just
a
little
bit
more
here
because
it
does
have
a
pretty
big
impact
on
the
forecast.
E
E
What
is
new
is
that,
instead
of
year-over-year
increases
to
retirement
contributions,
the
forecast
is
flipped
and
we're
now
looking
at
projections
to
start
decreasing
year
over
year
and
wanted
to
show
that
using
an
example
of
the
police
and
fire
system,
since
that's
primarily
in
the
general
fund.
It's
not
quite
this
dramatic
and
federated,
because
federated
was
a
less
well-funded
plan
and
federated
is
about
40
in
the
general
fund,
so
maybe
not
as
useful,
but
so
this
is
a
nice
illustration
for
our
purposes
here
today
and
looking
at
this
chart
here.
E
You
know
we
have
extra
capacity
than
we
otherwise
were
projecting
or
that
the
actuary
was
projecting
in
1920.
So
that's
you
know
really
good
good
news.
You
know.
I
think
these
plans
are
still.
You
know,
they're,
not
though
they're
on
the
way
to
being
better
funded.
There's
there's
still
some
concerns
out
there.
E
We
haven't
really
experienced
both
revenue,
growth
and
decreasing
retirement
costs
in
a
really
long
time.
So,
objectively,
that's
good
news.
Unfortunately,
we
still
have
a
structural
shortfall
and
that's
because
of
all
these
one-time
items
in
the
american
rescue
plan.
So
if
we
were
just
to
look
at
what
is
officially
funded
in
the
general
fund
on
an
ongoing
basis
and
compare
that
to
our
ongoing
revenues,
we're
probably
about
balanced
again,
that's
good
news,
because
we
use
some
one-time
funding
to
balance
the
21
22
budget.
E
E
We
really
face
a
structural
shortfall
and
wanted
to
just
highlight
that
here,
because
bringing
us
back
into
structural
balance
is
going
to
require
some
pretty.
You
know
careful
analysis
and
tough
decision
making,
but
those
items
that
have
been
found
in
the
general
fund
on
a
one-time
basis.
They
exceed
20
million
dollars,
and
I
give
some
examples
here
in
alphabetical
order,
like
the
portions
of
the
beautify
landscape,
a
maintenance
program,
our
climate,
smart
implementation,
our
foot
patrol
programs,
our
park,
capital
infrastructure
team,
we
have
a
sworn
higher
head
program.
E
That's
helped
us
limit
the
impact
of
vacancies
in
the
police
department.
Our
project
hope
portion
of
it
is
ongoing.
Partial
of
it
is
one
one
time
the
restoration
of
library
branch
hours
that
we
did
last
year
was
on
a
one-time
basis.
So
all
these
you
know
we
you
know-
are
pretty
much
ongoing
services
that
are
fun
on
a
one-time
basis,
so
we
need
to
to
deal
with
that.
Similarly,
on
the
american
rescue
plan
fund
side,
the
total
budget
allocated
in
2122
for
service
is
105
million.
E
Our
soar
program
resilience
corps,
abierto,
slash,
viva,
caye,
san
jose
bridge
are
some
support
of
small
business
grants
and
our
the
need
to
continue
to
supplement
arts
and
cultural
grant
funding,
especially
given
what
tot
is
doing.
Those
are
all
going
to
be
pressures
that
we
need
to
think
about
as
part
of
our
22
23
budget
process.
E
And
so
then
you
know
we
kind
of
got
that
history,
and
so
the
forecast
wanted
to
just
take
a
second
and
have
claudia,
walk
us
through
a
little
bit
about
our
our
our
budget.
How
the
budget
structure
and
how
we're
structured
from
on
performance
measures
and
a
dollar
basis
for
csas
core
services
and
programs.
G
Good
morning,
as
directed
in
city
council
policy
1-18,
the
city
maintains
a
performance-based
budget
that
contains
a
wide
range
of
financial
and
service
level
data.
The
city's
operating
budget
is
organized
by
city
service
area,
which
we
finally
recall,
csas,
which
are
made
up
of
multiple
departments
and
or
portions
of
departments,
core
services
which
are
unique
to
departments
and
programs
which
are
also
unique
to
departments
csa
and
core
service
data,
include
performance,
performance
outcomes,
activity
and
workload,
highlights
expenses
and
position
allocations.
G
G
Each
gsa
is
accompanied
by
key
dashboard
measures,
as
well
as
other
outcome
and
budget
data.
Let's
take
a
look
at
our
largest
csa,
which
is
public
safety
on
the
right
hand,
side,
there's
a
snapshot
of
the
csa's
budget
summary,
which
shows
the
total
csa
budget
and
it's
breakdown
by
department
and
core
services.
G
So
for
public
safety
it
has
a
budget
of
824
million
dollars
across
all
funds,
of
which
818
million
is
in
the
general
fund
or
52
of
the
general
fund
budget.
On
the
left
hand,
side.
This
is
an
example
of
performance
measures
on
the
csa
dashboard.
Here
we
highlight
our
priority
one
and
priority
two
response
times
for
police
and
fire.
G
G
We
have
core
service
performance
measures
on
the
left,
hand,
side
and
activity
and
workload
highlights
on
the
right
hand,
side.
The
performance
measures
provide
us
data
for
what
the
course
service
does
and
how
well
it
does
so.
For
example,
on
the
left
hand
side,
the
first
performance
measure
is
percent
of
9-1-1
calls
that
are
answered
within
15
seconds.
G
G
G
This
csa
has
a
budget
of
241
million
dollars
across
all
funds,
of
which
172
million
is
in
the
general
fund,
and
this
csa
is
11
of
the
general
fund
budget.
We
can
also
zoom
in
on
performance
measures
such
as
a
measure
for
the
parks,
maintenance
and
operations
core
service
and
see
the
parks
conditioning
assessment
for
the
last
six
years.
It's
that
diagram,
that's
right
in
the
middle,
with
the
columns
on
the
next
slide.
G
If
you
want
to
know
more
about
the
parks,
maintenance
and
operations
core
service,
you
can
find
the
budget
and
performance
data
for
this
course
service
in
the
budget
document.
In
this
example,
you
can
see
that
parks,
maintenance
and
operations
has
a
50
million
budget
for
this
year
and
it's
38
of
the
neighborhood
services
csa
budget.
G
Within
this
core
service,
there
are
various
programs
that
are
listed
on
the
right
hand,
side,
the
neighborhood
parks
and
regional
parks
program
is
the
largest
one
in
this
course
service.
It
has
a
budget
of
30
million
dollars
for
this
year.
It's
60
percent
of
this
core
services
budget
and
overall,
it's
12
of
the
neighborhood
services
csa
budget
on
the
left
hand
side
of
this
slide.
G
As
you
can
see,
this
core
service
has
a
25
million
budget
for
2122
and
it's
10
percent
of
the
neighborhood,
her
neighborhood
services
csa
budget.
Within
this
course
service.
I
wanted
to
highlight
the
youth
gang
prevention
intervention
program.
It
has
a
budget
of
10
million
dollars,
it's
44
of
the
community
service,
core
service
budget
and
it's
five
percent
of
the
neighborhood
services
csa
budget.
E
I
knew
I
was
going
to
do
that.
I'm
like
take
yourself
off
mute,
didn't
do
it
so
now
that
we've
got
a
little
bit
of
grounding
there
for
our
our
budget
and
sort
of
the
the
the
performance
and
budget
level
sort
of
linked
linked
together.
There
wanted
to
to
talk
through
a
little
bit
of
the
usefulness
of
that.
So
I
first
wanted
to
say,
though,
that
we,
the
continued
evaluation
of
service
delivery
effectiveness.
E
That's
you
know
integral
part
of
our
budget
process,
but
because
of
where
we've
been,
it
makes
it
really
difficult
to
drive
significant
change
without
significant
trade-offs.
Unless
we're
adding
a
lot
of
new
resources.
You
know
we
talked
about.
We
had
the
high
cost
burden,
the
relatively
low
revenue
per
capita
we
assume,
and
because
of
that
we
had
to
eliminate
or
scale
back
a
lot
of
services
in
the
aftermath
of
the
dot
com
bus
in
favor
recession.
We
can
see
that
in
some
of
our
performance
measures
you
know
we.
E
You
know
we
were
all
together
focused
on
stabilizing
our
service
delivery,
only
able
to
make
some
very
limited
restorations,
with
the
guidance
and
direction
of
the
city
council,
approved
march
and
june
budget
messages,
mostly
to
correct
gaps
or
corrected
problems.
The
lack
of
ongoing
funding
you
know
makes
large-scale
service
restoration
to
get
back
to
where
we
were
really
difficult,
especially
when
we
consider
some
of
these
potential
trade-offs
and
again
just
to
use
a
a
a
straight.
E
I
mean
a
straightforward
example,
as
we
can,
which
is
always
tricky
when
we
span
a
long
period
of
time,
but
I
think
the
police
department
data
provides.
You
know
a
nice
example
of
of
you
know
some
of
the
trade-offs
to
get
back
to
what
might
be
an
obvious
service
service
level,
and
so
we
start
here
in
2007
2008
and
we
look
at
emergency
response,
calls
average
response
time
for
priority.
One
calls
and
some
budgeted
staffing
and
we
start
in
2007
2008,
because
that's
the
earliest.
E
I
could
go
back
reasonably
and
with
the
police
department
to
get
budgeted
sworn
field
patrol
staffing.
I
wanted
to
go
back
to
2000
2001
because
we
have
response
time
data
for
that,
but
we
don't
have
good,
budgeted,
fte
positions
at
that
program
level
going
that
far
back,
so
we
start
in
2007
2008,
which
is
and
then
the
the
years
subs
right
after
0.708,
like
oh
nine,
10
and
11.
They
look
pretty
similar
in
terms
of
response
times
before
they
start
to
creep
up.
So
I
think
it's
a
good
illustration.
E
We
also
you
know
note
that
the
methodology
for
determining
our
average
response
time
changed
a
little
bit
between
a
change
in
1819.
So
it's
not
exactly
an
apple's
apples
comparison,
but
if,
if
we
were
using
the
old
methodology
for
2021,
it's
like
this
response
time
is
probably
a
little
bit
higher.
So
the
discrepancy
between
old
and
then
and
now
would
probably
be
a
little
bit
greater.
So
I
think
it's
still
a
good
example
and
what
you
can
see
here
is
you
know
this.
E
Isn't
new
information
and
we're
not
just
kind
of
it's
interesting
to
see
it
all
in
one
place
because
it
is
pretty
dramatic,
but
the
calls
that
we
had
received
in
2007,
2008
and
coming
to
2021
are
a
lot
more.
Our
response
time
is
higher
and
our
budgeted
staffing
is
down
both
at
a
field
patrols.
The
sworn
field
patrol
levels
as
well
as
our
overall
budgeted
sworn
ffte.
E
So
it's
not
like
we
would,
even
if
you
get
back
to
that
level,
we've
our
service
demand
has
grown
over
time,
even
though
our
overall
resource
availability
has
shrunk.
So
even
if
we
got
back
to
the
same
level
resources,
it's
probably
not
going
to
match
proportionately
the
increase
in
demand
and-
and
you
know,
to
see
what
those
trade-offs
and
examples
of
the
again
not
a
recommendations.
E
There
are
hard
ways,
and
so
the
the
coursers
budget
here
is
just
to
show
that
you
know
the
the
entire
general
fund
core
service
budget
for
prns's
parts,
mains
and
operations
is
47
million.
Our
biggest
core
service
in
my
library
is
30
million
recreation
services
is
29
million
traffic
maintenance
is
14
million
right.
So
a
lot
of
you
know
really
important.
Core
services
are
less
than
that
cost.
To
restore
that
sworn
staffing
to
that
level.
It
was
instead
in
seven
eight,
so
you
know
getting
it
doing.
E
So
for
an
organization
that
has
managed
to
all
these
difficult
budget
years,
there's
just
no
room
for
significant
cost,
cutting
without
service
impacts,
and-
and
that's
really
why,
when
we
put
for
our
recommendation
for
and
wasn't
directed
by,
the
mayor's
budget
message
was
hey.
We
need
to
bridge
ourselves
through
because
we
keep
cutting
services
too
much
we're
going
to
cut
services
too
deeply
in
times
of
a
pandemic
when
folks
need
it.
So
we
came
forward
with
a
balanced
mix,
or
you
know
this
21.2
was
actually
a
little
bit
unbalanced.
E
It's
also
interesting
to
think
when
we
think
about
priorities,
and
you
know
and
levels
of
investment.
This
is
a
little
bit
of
a
sneak
peek
for
the
auditor's
annual
services
report.
That
council
will
hear,
I
think,
on
january
25th,
but
this
is
from
our
most
recent
community
survey
and
it's
interesting
that
our
top
four
resident
priorities
for
improvements
aligned
pretty
closely
with
our
most
recent
significant
investments
so
addressing
homelessness
issues,
affordable
housing,
improving
public
safety
and
reducing
crime
and
beautifying
the
city
and
land
landscaping.
E
A
lot
of
our
measures
do
not
contain
disaggregated
data,
which
limits
our
ability
to
see
how
the
services
impact
different
communities
differently,
especially
by
race,
which
is
really
important
to
understand
trade-offs.
So
we
are
currently
piloting
an
effort
with
a
few
departments
to
more
closely
link
community
level
indicators
with
service
delivery
outcomes
and
activity
levels
within
a
selected
community
facing
core
service
trying
to
better
stand
those
community
indicators
at
a
disaggregated
level.
E
And
this
slide
here
you
know
so
we
talked
you
know
about
the
roles
and
responsibilities
and
the
historical
inputs
and
a
lot
of
things
that
we've
done
and
just
wanted
to
kind
of
put
at
a
high
level
trying
to
pull
together.
How
all
that
information
flows
into
the
budget
development
process-
and
you
know
in
in
practice.
It's
always
a
lot
messier
than
this
right
budget
is
always
a
messy
messy
process,
but
but
can
conceptually
and
by
design
and
by
policy
we've
got.
E
You
know,
information
that
flows
from
the
community
and
gets
considered
by
council
as
direction
in
the
march
budget
budget
message,
which
sets
our
goals
and
priorities
for
changes
in
community
outcomes
and
service
levels,
which
directly
impacts
some
csa.
Coursers
outcomes
and
performance
targets
directly
impacts.
Some
day-to-day
service
needs
and
also
informs
the
city
road
roadmap.
All
of
these
are
then
inputs
and
priorities
for
the
budget
development
which
then
you
know,
help
actually
allocate
dollars
to
all
of
these
items.
E
So
we
need
to
consider
those
to
get
ourselves
back
into
a
structurally
balanced
budget,
even
though
that
might
take
two
or
three
years
we
there.
There
will
be
probably
a
need
to
address
a
very
small
number
of
new
initiatives
to
resolve
some
limited
gaps
for
maybe
some
city
road
map
items
and
a
focus
on
a
small
handful
of
key
policy
areas,
including
public
safety.
E
We
are
always,
although
I
just
talked
about
how
you
know
it's
really
difficult-
to
have
large-scale
shifts
between
different
areas
of
the
city's
budget.
We
are
always
looking
and
asking
departments
and
working
with
departments
to
look
at
the
restructuring
and
shifting
of
existing
resources
to
better
meet
the
city's
ongoing
service
level
of
objectives.
Normally
that's
a
little
bit
smaller
small
scale.
E
It's
the
city
manager
direction
is,
is
you
know,
consistent
with
the
city
council
direction
in
really
two
important
ways
again
prioritizing
returning
the
city
to
a
structurally
balanced
general
fund
budget?
I
know
we
keep
harping
on
that,
but
I
think
these
things
that
we
found
on
a
one-time
basis
are
really
ongoing
and
we
need
to
really
think
about
that,
as
we
have
a
bridging
strategy
to
achieve
our
balanced
budget
over
two
to
three
year
period.
E
We
also
want
to
you
know,
continue
the
focus
and
implementation
of
strategies
to
reduce
our
vacancies,
so
we
have
a
more
accurate
picture
of
our
workload
capacity
before
we
start
adding
other
new
programs.
So
we
have
a
lot
of
programs.
We
need
to
get
on
ongoing,
but
even
if
we,
you
know
some
of
those
are
we
are
it's
a
challenge
implement
because
we
have
a
lot
of
vacancies,
so
we
have
to
really
want
to
to
get
at
that
vacancy
level.
So
we
understand
where
we
are
from
a
a
real
baseline
capacity
to
do
work.
E
We
are
in
year
two
for
our
budgeting
for
equity
worksheets,
which
is
a
a
tool
that
we
that
we
developed
and
to
help
us
sort
of
think
critically
about
our
equity
analysis
as
we,
both
departments
prepare
their
budget
middles
and
we
in
the
city
manager's
office
think
about
the
proposed
budget
package.
So
in
this
year,
departments
are
evaluating
how
specific
process
and
resource
allocations
impedes
our
advances:
equity
of
a
community
serving
core
service
to
allow
for
a
little
bit
more
focused
approach
to
get
develop.
E
Our
equity
analysis
skills
at
a
deeper
level,
and
then
we
have
our
pilot
program,
which
I
talked
about
earlier.
Revising
a
department's
core
service
performance
measures
for
community
facing
service,
where
our
pilot
departments
are
dot:
environmental
services,
human
resources,
library,
housing,
police
parks,
recreational
services
and
office
of
economic
development
and
cultural
affairs.
E
We
want
to
revise
these
metrics
to
understand
community
outcomes
at
a
disaggregated
level
and
we'll
be
talking
about
that
in
an
mba.
We
will
release
later
in
the
budget
process
and
those
equity
considerations,
not
just
what
the
department
submits,
but
how
we
think
about
it
in
the
city.
Manager's
office
will
also
be
really
critical,
as
we
are
also
guided
by
the
mayor's
march
budget
message
direction
we'll
be
explicitly
considered
who
benefits
and
who's
burdened
by
a
recommended
proposal
package.
E
Definitely
on
a
smaller
scale.
We
we
will
do
that,
and
we
have
always
done
that
on
a
limited
basis,
but
because
we
have
service
shortfalls
and
gaps
throughout
the
organization.
Because
of
our
history
of
dealing
with
the
general
fund
shortfalls,
we
would
need
city
council
direction
to
consider
those
more
substantial
service
impacts.
So
right
now
we
are
focusing
on
the
integration
of
those
one-time
funded
american
rescue
plan
funded
items
which
is
consistent
with
the
city's
focus
on
our
most
vulnerable
communities
and
finally,
just
some
immediate
next
steps.
E
I
don't
have
on
here,
but
in
two
weeks
we're
going
to
release
the
mid-year
review
for
2122.
So
that'll
be
interesting
information,
but
in
terms
of
the
2223
process,
we're
going
to
release
our
city,
manager's
budget
request
and
five-year
forecast
and
revenue
projections
at
the
end
of
february
city
council
will
review
and
approve
the
mayor's
march
budget
message:
4
23
on
the
15th
of
march,
and
then
we
get
into
high
production
mode
of
putting
the
budget
together.
So
by
early
may
we're
releasing
the
capital
budget,
the
operating
budget
and
our
fees
and
charges
report.
E
A
A
A
Hi
yeah
a
great
presentation.
Thank
you
for
all
that
useful
information.
I
just
wanted
to
point
out
that
the
budget
director's
graphic
showed
a
priority.
One
response,
time
of
5.9
minutes
in
2007
and
2008
for
the
police
department
and
the
the
two
years
prior.
The
response
times
were
7.1
minutes
and
7.0
minutes
when
sworn
staffing
was
still
at
that
higher
level
of
1300
officers.
A
This
presentation
had
a
strong
emphasis
on
response
times
and
I
think
it's
important
to
remember
that
there
are
other
factors
that
affect
these
times
beyond:
just
throwing
49
million
at
moore's
sworn
staff.
So
in
summary,
we
had
seven
minute
response
times
with
200,
more
sworn
staff
from
2005
to
2007
the
years
prior.
To
the
you
know,
the
data
point
in
the
graphic,
and
today
we
still
have
a
seven
minute
priority,
one
response
time.
So
I
I
thought
it
was
something
to
highlight.
Otherwise,
thank
you
again
for
the
information.
A
Yes,
I'll
pause
sort
of
from
the
horseshoe
I
would
like
hello,
hello.
Are
you
here,
go
ahead,
okay,
wait!
My
time
is:
okay,
got
my
timer,
okay,
first
of
all,
tony's
perjuring
documents
so
to
have
her
legitimize
these
documents
that
she
needs
to
go.
She
is
no
longer
responsible.
She
changed
documents,
there's
going
to
be
criminal
charges
that
are
going
to
be
filed
against
her,
so
she
needs
to
be
removed.
Now
to
the
equity,
the
on
page,
eight,
you
have
equity
lowercase.
A
I
want
to
know
if
that
was
a
typo.
Is
it
an
adjective
or
a
noun?
That's
what
I
want
to
know.
That's
number
one
page,
8
equity
lowercase
I
want
to
know,
is
it
a
noun
or
is
it
an
adjective?
The
other
thing
is
that
let
me
see,
oh
when
you
started
putting
the
numbers
when
you
started
putting
the
numbers
on
page
28,
okay,
we're
talking
about
the
gang,
the
mayor's
gang
task
force.
A
You
put
those
numbers
in
the
millions
of
dollars,
but
on
the
other
items
when
it
had
to
do
with
parks
and
recreation
and
and
and
maintenance,
and
all
this
stuff,
you
put
those
in
thousands
of
dollars,
but
yet
it's
actually
more
that
one
I
spotted
I
want.
I
want
to
know
why
you
did
that.
Why
are
you
using
certain
numbers
in
certain
areas,
but
not
in
others,
and
as
just
you
challenge
yourself,
mr
shannon,
shannon,
because
you
talk
about
a
good
one
about
racial
equity.
A
This
mayor
went
in
front
of
this
city
and
admitted
culpability
and
accountability.
Do
you
know
that
all
that
is
required
for
an
involuntary
manslaughter
in
charge?
Is
that
somebody
act
recklessly
without
intention,
but
it
resulted
in
a
death
the
minute
that
mayor
cardo
stood
up
there
and
admitted
that
he
was
responsible
for
everything
that
has
fallen
our
citizens,
that
must
include
death
because
those
death
certificates
can
be
directly
tied
to
his
recklessness
it
does
you
don't
have
to
have
intent?
A
A
A
I
didn't
mention
yesterday
there
was
a
really
good
report
on
the
future
of
you
know:
equity
issues
and
the
equity
roundtable
from
the
neighborhood
services
and
education
committee.
Yesterday,
good
luck
in
those
continued
good
efforts.
I
didn't
mention
green
sustainability
that
I
think
in
low-income
communities
to
talk
about
that
issue
is
interesting
and
important
and
should
be
an
important
part
of
the
future
of
the
equity
roundtable
topic
matter.
Good
luck
on
how
to
talk
about
that
issue.
I've
been
describing
the
issues
of
you
know.
A
The
reason
why
zoom
meetings
and
their
their
language
interpretation
is
so
expensive
and
we
can
barely
do
it
is
because
they're
upholding
values
of
english-only
laws
from
the
1980s
that
we
are
really
seriously
practicing
to
this
day,
and
I
think
we
need
to
acknowledge
that,
and
I
think
we
have
to
really
have
to
start
having
better
open
conversations
about
it
that
I
think
the
equity
roundtable
can
be
a
good
place.
Just
to
have
those
conversations.
A
A
A
A
A
Jill
borders
hi,
thank
you.
I
just
want
to
first,
I
believe,
someone
in
the
very
beginning
mentioned
council
member
mayhem's
memo
about
how
he
was
very
you
know
the
memo
wanting
to
link
our
budget
to
city
services-
and
I
just
want
to
personally
thank
him
because
having
this
information
is
going
to
really
be
key.
I'm
so
excited
about
this,
because
when
I
watch
these
meetings,
I'm
I'm
just
I'm
so
clueless
a
lot
of
the
time.
I
want
to
become
educated
and
I
feel
like
this
will
actually
give
me
the
information
I
need.
A
So
I
want
to
personally
thank
him
for
that.
What
I
want
to
ask
is
if-
and
this
is
just
or
throw
this
out
here
as
a
thought-
if
california
goes
to
a
universal
healthcare
plan-
or
let's
say
the
united
states
does-
I
know
we
have
obamacare.
But
let's
say
we
had
this
idea
of
universal
universal
health
care.
Will
that
help
san
jose
to
not
have
to
pay
those
health
care
costs?
You
know
for
our
workers,
so,
for
example,
it
saves
an
employer,
a
bundle
of
money
if
they
don't
have
to
pay
into.
A
You
know
insur
health
insurance
for
their
employees
and
that's
one
reason
I'm
for
it,
so
that
employees
can
be
can
really
branch
out
and
not
have
that
as
being
like
the
dangling,
you
know,
carrot
come
work
for
us.
I
just
want
to
kind
of
divorce
those
two,
but
I'm
wondering
if
that
would
help
us
free
money
up
and
how
much
of
our
expenses
are
devoted
to
that
anyway.
A
So
it's
something
to
think
about
if
we
do
go
to
universal
health
care,
if
that's
something
as
residents,
we
can
push
for
at
the
state
level,
and
that
would
help
san
jose
because
we
are
so
under
funded
all
over
the
place.
I'm
trying
to
look
for
big
ways
to
make
change,
so
I
am
curious
about
that
and
if
we
know
any
more
about
that,
okay,
thank
you
so
much
for
all
of
this
information.
It
was
fabulous.
A
C
Vice
mayor-
and
I
just
want
to
thank
all
the
staff
for
putting
this
putting
this
presentation
together-
I
know
it
was
a
ton
of
slides,
but
it's
great
information
and
very
pertinent.
I
can
tell
that
things
change
every
year,
so
I
would.
I
would
like
to
build
on
the
the
request
for
this
study
session
for
this
year
and
actually
request
that
this
become
the
first
first
study
session
that
we
have
every
year
before
before
the
february
forecast
comes
out.
C
This
is
very
helpful
for
us
to
ground
both
our
expectations
of
what
the
forecast
is
going
to
be
where
we
have,
where
we're
ending
up
with
the
la
the
final
part
of
the
current
fiscal
year
and
and
and
as
we
think
about
our
own
budget
documents.
So
this
is
this
is
extremely
helpful
and
I'm
very
very
grateful
to
have
this
study
session
today.
C
C
To
add
211
sworn
positions
in
the
police
department
and
that's
a
mix
of
positions,
because
if
you
added
211
positions,
you
would
need
sergeants
and
lieutenants
in
addition
to,
in
addition
to
sworn
sworn
officers,
so
I
I
wanted
to
ask
about
that
because
it
comes
out
to.
I
think
it's
something
like
232
000.
I
just
did
a
quick
back
of
the
envelope
232
000
kind
of
per
position,
and
I'm
wondering
I
know
that's
not
exactly
true
when
you,
I
think
it's
somewhere
closer
to
100
or
125
000
for
a
new
officer.
C
So
I'm
just
kind
of
wondering
what
the
what
the
mix
is
in
that
211.
So
how
many
officers
before
you
need
another
sergeant,
how
many
officers
and
sergeants
before
you
need
another
lieutenant?
How
does
that?
How
does
that
shake
out
yeah?
And
that
may
not
be
a
question
for
you,
jim
and
I
totally
understand
if,
if
that's
a
question
that
needs
to
go
to
pd.
E
Well,
it
was,
I
asked
that
same
question,
because
I
wanted
to
be
able
to
do
the
calc,
so
I
can
I
can
if
we
want
to
get
into
the
weeds,
we'll
see
if
someone
for
pd's
here,
but
I
think
I
can
say
that
the
standard
rule
it
does
vary
across
programs.
So
it
is
a
broad
brush
approach
in
in
two
ways,
so
one
so
that
mix
is
about
five
officers
to
a
sergeant
and
four
sergeants
to
a
lieutenant
okay.
E
So
you
know-
and
also
you
know,
if
you
know,
because
of
the
we
talked
about
this
a
little
bit-
I
think,
with
an
mba
last
year,
but
part
of
the
cost
for
police
officers
is
is
high
because
of
the
unfunded
actuarial
liability.
So
if
we
were
going
to
add
you
know,
let's
say
a
massive
number
of
police
officers
would
probably
do
our
costing
a
little
bit
differently
to
try
to
parse
out
the
ual,
because
the
ual
doesn't
necessarily
go
up
that
much,
but
it
becomes
really
difficult
to
cost.
E
Just
for
the
illustrative
example
it
was,
it
was.
You
know
too
much
work
trying
to
figure
out
what
that
would
be.
But
you
know
a
an
officer
is
currently
costed
at
about
two
hundred
thousand
dollars,
and
so
you
know
the
sergeant's
about
300
and
a
lieutenant
about
380.,
so
it
does
their
so
the
fully
burdened
cost.
We
might
take
a
different
approach
if
we
were
doing
a
mass
update
of
them,
but
but
those
are
the
the
rules
of
thumb
that
we
use
for
our
purposes
here.
C
C
E
C
Okay.
Okay,
thank
you.
That's
helpful,
that's
I.
I
link
those
two
because
if
we're
saving
on
pension
costs
for
police
officers,
then
maybe
we
want
some
more
police
officers,
especially
given
that
this
is
that's
public
safety
is
a
very
high
priority
for
our
residents.
So
I
appreciate
that
the
the
other
question
I
have
it.
Can
you
talk
a
little
bit
more
about
what?
What
does
a
budgeting
for
equity?
Worksheet?
Look
like,
I
don't!
You
know,
participate
in
in
the
individual
department,
level,
budget
processes
and
exercises.
So
I'm
just
curious.
E
Yeah,
it's
thank
you
for
the
question,
so
it's
it's
really
a
and
you
know
we
were
kind
of
really
talking
about.
This
is,
like
you
know,
what's
what's
the
tool
give
me
a
tool,
a
tool
kit,
so
I
can
plug
in
data
and
it
gives
me
a
number
and
obviously,
as
you
all
know,
that's
not
that's
not
it,
but
it's
really
a
worksheet.
You
know
that
provides
asks,
ask
questions
to
get
at
the
deeper
level
of
analysis.
E
So
it's
really
a
a
way
sort
of
to
probe
to
understand
how
the
budget
is
structured
or
the
different
programs
and
and
how
to
get
to
quickly
think
about
what
those
programs
meet
from
a
disaggregated
level.
Do
we
have
disaggregated
level?
So,
if
we're
looking
at
this
court
core
service
and
this
budget
proposal,
what
do
these
proposals
tell
us
at
an
individual
at
a
more
granular
level?
If
we
have
that
that
data
for
different
types
of
communities,
what
has
been
the
preliminary
feedback
from
the
community
of
of
these
of
these
proposals?
E
If
that
in,
if
that
information
is,
is
known,
one
of
the
things
that
we've
been
learning
is
that
we
don't
have
a
lot
of
good
disaggregated
data,
and
so
that's
part
of
the
challenges
we
have
created
a
few
new
tools.
Public
works
has
created
this
equity
atlas
in
in
partnership
with
the
office
of
racial
racial
equity,
which
is
kind
of
a
nice
little
tool
to
see
geographically,
where
some
of
the
disparities
are.
But
when
you
get
down
to
some
of
the
program
level
data,
you
know
some
of
that
doesn't
exist.
E
So
it's
about
thinking
critically
about
what
data
that
we
do
have
how
that
data
has
informed
the
process
so
that,
when
there's
a
looking
at
in
this
particular
instance,
looking
at
a
core
service.
So
how
does
this
core
service
in
particular,
if
we
just
do
a
deeper
dive
on
the
individual
elements
of
how
you
know
x
dollars
can
improve
why
service
output?
How
does
that
in
an
aggregate
level
impact
the
objectives
of
that
core
service
and
it's
a
learning
process?
E
So
you
know,
there's
different
levels
of
expertise
across
the
departments
and
we're
happy
that
office
of
racial
equity
is
providing
some
trainings
and
some
office
hours,
and
I
know
that
andrea
from
the
observation
equities.
Here
I
don't
know
if
andre,
if
he
wanted
to
sort
of
add
any
more
color
to
what
I
was
saying
about.
I
know
that
we
developed
those
sheets
in
partnership
with
with
you,
you
folks.
B
So
councilmember
davis,
when
I
forwarded
you
the
direction
that
we
sent
to
the
departments
on
the
opera
operating
budget
development
planning
that
was
in
towards
the
latter
part
of
december.
There's
an
attachment
d
that
talks
really
in
depth,
and
it's
good
for
all
the
council
members
to
know
about
the
budgeting
for
equity
worksheet
and
actually
has
the
worksheet
there
and
kind
of
the
instructions
and
the
questions
for
the
departments
to
think
about.
B
So
if
you
want
to
actually
look
at
something
more
physical,
please
reference
that,
and
I
can
certainly
refer
you
to
you
if
you
can't
find
it
in
your
inbox,
but
I,
but
it
is
in
that
document.
Thank
you.
Okay,
go
ahead,
probably
didn't
get
through
all
the
attachments.
I
know.
I
appreciate
that
it
was
a
pretty
thick
thick
packet,
but
I
just
wanted
to
bring
it
to
your
attention.
Thank
you,
andrea,
for
any
of
your
comments
that
you'd
like
to
say.
A
Thank
you,
jim,
and
thank
you
jennifer
for
that
additional
information
and
good
morning,
mayor
and
council.
My
name
is
andrew
trung,
I'm
the
racial
equity
manager
in
the
office
of
racial
equity
and
I'm
referring
to
your
question,
councilmember,
davis
and
kind
of
adding
on
to
what
jim
mentioned
as
he
as
I
mentioned.
It
is
a
series
of
questions,
and
so
this
tool
or
is
a
worksheet.
A
And
so
these
several
questions
that
we're
asking
them
is
you
know
what
kind
of
data
they
have
or
they're
collecting,
and
especially
looking
at
it
from
a
disaggregated
data
level
and
and
in
the
future?
What
are
the
kinds
of
data
that
they
may
be
using
and
as
what
jim
referred
to,
we
do
have
several
resources,
such
as
the
equity
atlas
and
other
census
level,
data
that
some
of
our
departments
can
use.
A
And
then
we
also
ask
you
know
what
are
the
some
of
the
root
causes
that
you
may
think
that
are
certain
disparities
and
such
as
and
as
joe
mentioned.
We've
worked
really
closely
with
the
budget
office
in
tandem
to
kind
of
work
on
these
series
of
questions
together,
so
that
we
feel
like
there's
an
added
benefit
to
both
the
budget
process
and
with
our
departments
as
well.
C
B
C
So
I
think
that
would
be
helpful
in
terms
of
one
of
the
things
that
that
we've
been
doing
under
american
rescue
plan.
That
is
not
an
ongoing
service,
wasn't
a
service
before
the
pandemic
and-
and
I
think,
was
something
that
we
kind
of
took
on,
because
the
county
asked
us
to
was
the
feeding
programs.
The
food
programs,
and
I
wanted
to
find
out-
is
that
something
that
we're
looking
at.
C
E
So
what
we
came
in
so
the
short
answer
is
we
are
looking
to
to
not
do
that
on
onward
basis
and
to
transition
that
responsibility
back
out
to
the
county,
and
I
know
we
talked
about
that
as
part
of
our
goals
when
we
came
forward
on
november
30th
to
extend
some
of
that
service
through
june,
but
but
tried
to
unwind
that,
but
I
know
lee
wilcox
is
available.
Maybe
we
can
provide
any
more
context
there.
H
Yeah,
thank
you.
Jim
lee,
wilcox
assistant
city
manager
and
jim
is
absolutely
right
in
the
in
the
short
term.
We
definitely
are
working
with
the
nonprofit
community
and
the
county
to
transition
that
program
back
to
the
county.
At
the
same
time,
the
county
is
in
the
process
of,
I
believe,
finishing
kind
of
a
collective
impact
model
research
project
around
food
insecurity
throughout
the
county
and
we'll
be
presenting
that
at
some
point
to
the
non-profits
and
the
rest
of
the
cities
in
the
location.
H
C
Thank
you.
That's
really
helpful,
just
making
a
note
here,
so
I
don't
forget.
Collective
impact
model
is
a
term
I
hadn't
heard
before
and
then
on
the
my
final
question
on
slide:
45,
the
the
bottom
part
of
it
I'll
just
read
it
off
it's.
It's
currently
piloting
an
effort
with
several
departments
to
more
closely
link
community
level
indicators
with
service
delivery
outcomes
and
activity
levels
within
a
selected
core
service.
C
I
and
then
you
list
it
off
a
couple
of
slides.
Later
you
listed
off
a
couple
of
the
departments
that
are
kind
of
going
through
that
can
we
get
a
and
it
doesn't
have
to
be
now,
I'm
just
I'm
just
asking
in
the
in
the
presentations
for
the
budget,
the
the
departments
that
are
piloting
that
can
we
get
a
really
concrete
example
of
what
that
looks
like
and
how
they're
doing
that
and
whether
they're
doing
that
with
the
tools
that
we
have
or
whether
we
need
additional
tools.
C
I
know
adobe
has
our
very
own
right.
Headquartered
company
here
has
tools
like
that
dashboard
tools
and
can
can
track
information
in
real
time
and
that
they
are
being
being
very
close
to
us.
I
think
they're
probably
very
amenable
to
to
helping
us
with
that,
and
maybe
that's
something
we
can
pilot
as
part
of
this
pilot.
So
I
just
wanted
to
throw
that
out
there
and
have
that
request
about
the
departments
that
are
doing
the
pilot
if
they
could
be
if
they
could
give
us
examples
of
that.
C
When
we
get
to
the
study
sessions
and
the
the
the
core
service
area
presentations,
it
would
be
really
helpful
to
get
more
detail
on
that.
I
think
this
is
really
exciting,
and
I
know
this
is
kind
of
a
maybe
a
phase
two
to
the
the
budget.
It
was
always
meant
to
be
part
of
the
the
budget
process
as
we
as
we
changed
over
and
it's
good
to
hear
that
we're
we're
piloting
that
and
to
more
closely
link
that.
C
But
I
want
to
know
what
that
looks
like
and
what
tools
we
have
and
maybe,
if
they're
identifying
gaps
in
the
tools
that
we
have
to
do
that
in
an
in
an
easy
way,
because
I
think
I
I
want
to
have
the
links
it.
But
I
don't
want
everyone
to
spend
way
too
much
time
doing
that
as
opposed
to
actually
delivering
the
services.
And
that's
my
concern
with
that.
Yeah.
E
D
Thanks
vice
mayor
good
morning,
everyone
thank
you,
jim
bonnie
jennifer,
everybody
else.
I
know
a
lot
of
work
went
into
putting
together
the
presentation
in
today's
study
session,
and
I
I
really
appreciate
it.
This
is
definitely
the
the
kind
of
conversation
about
priorities,
performance
measurement,
trade-offs
and
all
the
budget
implications
that
I'd
envisioned
in
that
memo
that
council
adopted.
So
I
appreciate
that
we're
taking
the
time
to
have
this
conversation,
and
I
I
found
the
presentation
to
be
really
helpful
as
well.
D
I
want
to
just
make
a
few
comments
and
then
I
may
have
a
couple
of
questions
as
well,
but
just
kind
of
reflecting
this
morning
on
the
presentation,
I'd
gone
through
the
slides
earlier
and
then
just
kind
of
listened,
and
you
know
I
think
there
to
me.
There
are
a
couple
of
sort
of
inescapable
here
and
I'd
be
curious
to
hear
if
my
colleagues
agree
or
not,
but
what
one
is
it.
D
It
is
also
dense
housing
where
we
want
it.
So
if
we
are
building
housing
at
a
density
of
45
units
to
the
acre
or
greater
in
places
like
downtown
and
along
transit,
major
transit
corridors
and
in
our
urban
villages,
that
is
also
a
net
fiscal
positive,
and
I
just
I
just
mentioned
it,
because
I
don't
want
us
to
use
a
shorthand
that
may
lead
us
to
make
assumptions
and
to
narrow
the
the
scope
of
the
policy
solutions
that
we
embrace
as
a
council
to
me,
based
on
the
data
I've.
D
Seen
and
again,
I
hope
someone
will
correct
me
if
I'm
wrong
residential
density
in
urban
villages,
or
else
we
want
it
at
this
density
of
45
units
to
the
acre
up
and
jobs,
and
I
think
those
two
things
can
be
complementary
and
actually
one
can
facilitate
the
other.
Dense
walkable,
vibrant
neighborhoods,
with
a
lot
of
residents
eventually
become
places
where
employers
want
to
be.
I
think
we've
seen
that
in
san
francisco
we've
seen
that
in
other
places-
and
so
I
just
want
to
reinforce
that
point
further
on
that
first
point.
D
It
also
says
to
me-
and
again
I
don't
know
if
my
colleagues
agree
with
this
or
not,
but
it
it
draws
attention
to
the
importance
of
making
strategic
investments
in
services
like
planning,
building
and
code
enforcement,
where
appropriate,
staffing
levels,
reducing
turnover
and
then
investing
in
technology.
Streamlining
processes,
simplifying
rules.
All
of
that
will
lead
to
that
investment
in
the
jobs
and
housing
that
we
want
to
be
faster
and
there
to
be
more
of
it
and
that's
going
to
grow.
D
The
economic
pie
allow
us
to
have
greater
revenues
per
capita
without
having
to
raise
taxes
on
people
or
businesses
and
start
to
get
more
in
line
with
some
of
our
peer
cities
in
terms
of
delivering
the
level
and
quality
of
services
that
people
want,
so
just
laying
that
out,
because
at
least
as
I
think
about
our
budget
and
where
we
want
to
invest
and
strategically
where
we
want
to
go.
That
to
me
feels
like
a
key
conclusion
here.
D
Flashed
up
still
feels
to
me-
and
this
is
part
of
what
motivated
my
memo
that
I
think
you
know
in
part
led
to
the
study
session
today.
It
feels
to
me
that
there
is
still
a
bit
of
a
missing
step
here
at
the
level
of
the
council
around
priority
setting
in
a
way
that
would
start
from
a
discussion
of
the
measurable
community
outcomes
that
we
most
care
about
just
to
check
in
on
our
priorities.
What
are
those?
How
would
we
rank
them
as
a
council?
D
So
I'm
thinking
you
know,
measurable
community
outcomes
are
things
like
the
crime
rate,
the
condition
of
our
parks,
the
number
of
people
living
in
the
streets.
These
are
tangible,
measurable,
concrete
things
in
the
community
that
we
can
all
look
at
and
say
we
want
to
reduce
that,
and
we
probably
all
agree
on
the
ones
that
we
want
to
move.
The
question
is
sort
of:
what's
the
stack
ranking
of
them,
which
one's
most
important
at
this
moment,
is
it
reducing
the
number
of
human
beings
living
on
our
streets?
Is
it
bringing
down
the
violent
crime
rate?
D
Is
it
improving
the
road
pavement
conditions
and,
what's
kind
of
the
ordering
of
those,
I
think,
would
be
a
healthy
exercise
and
then
from
there
we
can
back
in
another
step
before
we
even
get
to
the
road
map.
I
would
argue
that
we
then
want
to
back
up
one
more
step
from
that
to
talk
about.
Well,
what
are
the
city
services
that
might
impact
that
outcome?
What
are
the
programs
services
initiatives?
D
Well,
what
are
the
measures
of
performance
that
we
think
are
the
best
proxies
for
us
moving
the
needle
on
those
outcomes
and
then
what
are
the
the
the
investments
we
might
make?
And
I
totally
appreciate,
I
think,
it's
very
clear
in
the
data
and
we're
totally
right
here
that
we're
not
going
to
make
big
sweeping
changes.
The
trade-offs
are
just
too
painful:
we're
not
going
to
shut
down
our
libraries
in
order
to
have
more
police
officers.
D
I
mean
it's
just
the
trade-offs
are
too
hard,
but
we
can
take
a
multi-year
look
at
as
more
revenue
if
we,
if
we
you
know,
based
on
that
sort
of
first
conclusion,
I
offered
assuming
revenue
does
increase
over
time.
What
are
the
the
outcomes
we're
most
interested
in
moving
and
what
are
the
performance
measures
of
the
investments
and
services
that
were
that
we
control
at
city
hall
that
could
move
us
move
the
needle
on
those
outcomes,
and
so
I
just
I
think,
structuring
this
conversation
around.
D
You
know
we're
proposing
various
initiatives
and
and
the
communities
offering
their
input
and
interest
groups
are
weighing
in
and
everybody's
just
throwing
projects
out
and
then
we're
kind
of
voting
on
which
ones
sound.
The
best
I'd
like
to
see
personally
at
least
a
connective
line,
a
connective
tissue
between
what
are
the
projects
we're
discussing
and
prioritizing
on
the
roadmap.
D
What
do
we
think?
How
are
we
going
to
measure
the
performance
of
those
whether
or
not
they're
they're
having
their
intended
that
they're,
actually
working
and
and
can
we
tie
a
line
to
the
community
outcomes
that
we
have
prioritized
and
said
that
we
care
about?
There
needs
to
be
sort
of
a
theory
of
change.
D
If
we
can
start
from
the
community
outcomes
we
want
and
the
strategies
and
the
performance
measures
that
are
going
to
help
us
get
to
those
I
want
in
our.
I
hope
that
in
our
mix
of
things,
we're
talking
about
isn't
just
staffing
levels.
It's
also
one
of
the
technolo.
What
are
the
the
investments
in
technology
or
process
improvement
or
regulatory,
streamlining
or
partnerships
that
could
also
help
us,
move
the
needle
and
improve
those
measures?
That's
going
to
ultimately
improve
those
outcomes.
D
So
I
just
I'd
like
to
see
more
of
a
through
line
on
all
of
that.
I
apologize
for
the
diatribe
here,
but
I
just
you
know:
I've
been
thinking
a
lot
about
this
over
the
last
year
and
you
know
wrote
the
memo
that
you
know
kind
of
led
us
to
this
conversation
and
just
wanted
to
offer
that.
So
I
guess
my
question.
D
If
I
could
frame
this
up-
and
I
don't
know
if
this
is
for
jennifer
or
lee
or
jim
or
you
you
all
tell
me-
but
does
any
of
that
resonate
and
as
we
get
to
this
road
mapping
process,
are
there
things
we
can
do
to
empower
both?
The
council
and
the
staff
to
have
greater
clarity
and
alignment
around
how
road
map
projects
get
measured
and
tied
to
community
outcomes
and
just
have
more
consistency
there,
because
last
year
felt
like
a
bit
of
a
grab
bag
to
me,
and
I
think
we
can
do
better.
B
B
So,
yes
totally
resonates,
and
you
know
we
have
attempted
to
do
what
you've
talked
about
and
many
times
you
know
over
my
career,
especially
as
budget
director.
I
think
we
can
take
a
renewed
focus
of
attempting
to
do
that.
Again.
I
think
that's
good
again,
you
know
the
mayor's
role
in
driving
our
fiscal
priorities
and
presenting
them
for
the
council
as
part
of
the
approval
of
the
march
budget
message
is
really
our
guiding
document
as
we
develop
this,
where
we
are
putting
the
road
map
a
little
ahead
of
that.
B
So
it's
a
little
out
of
order.
So
again,
as
jim
says,
it's
a
little
messy
that
it
doesn't
look
as
beautiful
as
that
one
little
chart
of
the
different,
the
little
boxes
of
how
it
all
flows
together.
But
we
are,
you
know,
going
to
be
attempting
to
start
doing
some
stack,
ranking
even
of
the
enterprise
priorities
and
and
and
how
those
can
flow
to
some
and
and
then
above
that,
the
outcome.
B
So
I'm
going
to
let
lee
describe
what
staff's
been
talking
about
at
a
high
level,
we're
still
figuring
it
out
and
what
how
we're
going
to
bring
that
forward.
So
that
can
be
another
consideration
as
the
council,
as
the
mayor
puts
together
his
budget
message
and
the
council
contemplates
that
budget
message
in
mid-march.
H
Lee
yeah
thank
you,
jennifer
and
thank
you
for
the
question.
Councilmember
and
obviously
you
and
I
have
had
some
chance
to
talk
about
this.
So
you
know
appreciate
your
comments
and
you
know
I
guess
I
would
start
with
you
know
continuing
to
thank
the
council
and
thank
staff
for
for
working
on
the
road
map.
As
we
said,
you
know
it
was
pretty
ambitious
to
try
and
pull
off
that
exercise
last
year.
H
Given
the
situation
we
were
in,
and
you
know
it
was
an
attempt
to
bring
something
that
would
provide
us
more
focus
and
guidance
over
the
next
year,
and
I
think
even
then,
to
your
point
where
I
think
we
all
thought
that
it
was
ambitious.
What
was
in
there
and
little
did
we
know
over
the
summer
that
you
know
delta
variant
and
now
omicron
would
come
back.
H
So
you
know,
I
think
this
year,
you're
going
to
see
staff
coming
forward
again,
like
jennifer,
said
in
the
february
time
frame
with
two
things
us
trying
to
say
within
those
enterprise
priorities
within
that
roadmap.
Here's
what
staff
thinks
should
be
more
focused
and
more
measured
and
more
resourced
if
needed,
but
that
will
really
be.
You
know
done
in
a
stack
rank
or
just
here's
the
two
priorities
this
year
and
you
know
jim's
point.
H
I
think
the
things
that
we've
talked
about
the
most
oddly
enough
is
what
the
residents
care
about
this
past
year.
But
how
are
we
more
deliberate
as
a
as
a
team,
council
and
staff
about
what
that
is,
and-
and
I
I
doubt
you
know-
that
focus
wouldn't
lend
to
better
results.
You
know
and
then
the
second
part
being
you
know
priority
setting,
which
is
what
it
was
referred
to
back
in
the
day
it
started
in
a
very
different
place.
H
H
D
Thank
you
yeah.
It
does
feel
that
the
timing
of
the
roadmap
might
be
a
little
bit
out
of
sequence,
just
in
in
terms
of
us,
proposing
and
debating
discrete
projects
and
change
initiatives
prior
to
having
a
robust
discussion
of
the
community
outcomes
that
we
think
are
most
important,
but
I
appreciate
that
we're
continuing
to
iterate
and
improve
on
that,
and
I
appreciate
that
the
your
point
there
that
the
mayor's
budget
message
that
we
ultimately
all
need
to
adopt
is
the
is
the
north
star
for
our
priorities.
I
think
that's
that's
right,
so,
okay!
D
Well,
this
has
been
really
helpful.
I
just
want
to
thank
everyone
again
great
great
presentation,
a
lot
of
valuable
context,
I'm
actually
looking
forward
to
taking
some
of
these
slides
and
sharing
them
with
the
community,
and
maybe
you
know
doing
some
community
engagement
around
this,
because
we
do
get
a
lot
of
questions
about
what
we're
focused
on
where
tax
dollars
are
going,
how
to
improve
service
delivery,
and
so
this
this
is
really
helpful.
I
appreciate
all
the
time
and
effort
that
went
into
it.
Thank
thank
you
all
very
much
and
sorry.
D
H
So
we're
thinking
through
that
now
our
first
thought
was
doing
in
february
prior
to
the
budget
message
to
at
least
have
the
council
understand
staff's
preliminary
thoughts
about
prioritization
and
focus
but
open
to
the
timing
of
that
and
certainly
understand
your
point
on
the
larger
strategy
conversation.
But
right
now
tend
to
be
scheduled
for
end
of
february.
I
I
A
So
how
do
we
make
the
decision
on
on
how
those
trade-offs
are
are
made
and-
and
I'll
be
honest
with
you-
that's
something
that
I've
been
struggling
with
over
the
last
seven
years.
You
know,
particularly
when
you
know
it's
the
11th
hour,
and
we
we
have
these
high
dollar
proposals
and
we're
asked
to
make
a
decision
on
whether
we
fund
those
proposals,
not
truly
understanding
the
consequences
or
trade-offs,
and
so
that
was
a
great
example
that
you
had
with
police
staffing.
E
Love
this
yeah
just
to
say,
I
think
that
is
those
are
good
good
comments.
We'll
definitely
take
those
and,
as
we
mentioned
at
the
very
tail
on
there,
you
know
we
do
want
to
provide
some
different,
all
alternatives
about
how
to
look
at
that,
how
to
look
at
the
trade-offs
as
we
go
through
the
budget
in
both
the
the
document,
as
well
as
in
the
the
study
sessions.
I
think
that'll
also
be
informed
by
your
conversations,
the
road
map
and
what's
gets
approved
in
the
march
budget
message.
I
You
know
the
conversations
we
had
about
arpa
money,
for
example,
were
taken
out
of
the
standard
budgetary
process,
and
so
we
really
didn't
have
a
discussion
and
trade-offs,
and-
and
I
think
that,
if
we
had
injected
that,
you
know,
as
I
think
about
how
we
could
have
structured
it,
that
may
have
helped
us
to
to
be
able
to
make
more
optimal
decisions
as
we're
thinking
about
funding.
We
need
to
keep
things
going
today
and
in
the
march
and
june
decisions.
I
So
so
I
really
appreciate
those
those
thoughts
I
I
just
want
to
throw
out
one
suggestion
along
those
lines,
and
this
may
take
more
work
than
it's
worth,
but
imagine
at
some
point,
as
a
council
we'd
probably
want
to
say,
if
we're
going,
to
engage
in
trade-off
discussions.
The
first
thing
we
probably
need
to
do
is
decide
what's
off
limits
and
trade-offs.
You
know
we're
not
going
to,
for
example,
not
pay
debt
obligations.
We
know
that
we
know
we're
we're
not
going
to
cut
emergency
medical
response
in
the
fire
department.
I
You
know
there's
some
some
pretty
critical
areas
and
then
it
would
force
the
discussion
in
a
narrower
arena
where
we
really
do
have
to
make
those
tough
decisions
about.
Do
we
value
this
service
more
than
that
and
those
are
hard
decisions,
but
those
are
what
we're
really
required
to
make,
and
I
think
too
often
we're
making
them
unintentionally,
perhaps
not
fully,
not
the
full
intention
that
we
could,
if
we
were
more
explicitly
considering
those
tradeoffs
so
anyway.
I
appreciate
very
much
vice
mayor's
perspective.
I
On
that
I
want
to
go
back
to
a
couple
earlier
comments,
one
a
question
that
councilmember
davis
raised
and
jim.
This
may
be
a
an
academic
point
given
where
we
are
in
the
in
our
budgetary
challenges,
but
in
terms
of
adding
police
officers.
I
just
assumed
that
the
marginal
cost
of
adding
each
officer
would
not
include
any
aar
on
ual.
I
E
E
The
way
you
know
that
we
have
the
all
of
our
budget
integrated
throughout
you
know,
having
that
done,
for
every
one-off
ad
is
is
probably
more
than
we
could
really
accommodate.
But
if
we
were
going
to
do
a
bulk
ad,
I
think
we
would
want
to
you
know
strip
out
the
ual
component
so
like
we
talked
about,
I
think
we
had
an
mba
last
year
that
talked
about.
E
If
we
were
going
to
trade
up
over
time
for
positions
that
incremental
cost
margin
shouldn't
include
the
retirement,
and
so
that
would
we
do
something
kind
of
similar
here.
If
we
were
doing
something
something
something
large
and
that's
because
we've
been
really
dialing
in
I
mean,
as
we've
sharpened
our
pencils,
we've
really
sharpened
our
pencils
too
about
how
we
cost
out
the
ual,
how
it's
integrated
so
everywhere.
We
can
we're
trying
to
sort
of
shave
it
off,
but
we
also
have
to
be
careful.
E
I
I
Be
a
moot
point
depending
on
where
we
find
our
numbers
are-
and
I
guess
we'll
know
more
in
the
next
few
weeks-
a
more
general
question.
I
guess
about
about
our
approach
here
and
forgive
me.
I
have
misplaced
the
question
in
my
head
here
cause
I.
I
know
it
was
an
important
one.
I
know
what
it
was
as
as
you
and
I
really
appreciate
all
the
information
in
the
presentation,
as
we
think
about
not
what
our
ongoing
deficit
is.
I
But
what
I
might
call
our
service
level
deficit
is,
is
we
think
about
all
those
dollars
that
we
are
relying
on
that
are
one-time
dollars
that
are
really
funding
ongoing
services
services
that
I
think
we'd
all
want
to
be
ongoing,
whether
it's
for
for
childcare
for
for
cleaning
up
the
city,
whatever
it
might
be?
Can
you
just
give
us
the
aggregate
number
of
how
many,
how
much
money
are
we
spending
in
one
time,
money
that
we've
got
to
now
cram
into
the
general
fund?
E
E
That's
in
one
that's
in
one
year,
some
of
it
is
multi-year
funding.
So
I
I
yeah
what
I
was
going
to
be
carefully
about
is
picking
and
choosing,
because
we're
not
making
any
recommendations
as
part
of
this
presentation,
but
I
think
it's
safe
to
say
that
not
all
the
105
million
is
on
would
fall
under
the
the
category
of
one-time
programs
that
we
consider
on
ongoing
basis
right.
So
food
is
a
good
example
that
the
catholic
davis
gave.
E
We
also
have
a
couple
of
projects
in
there
that
are
funded
for
multiple
year
year
periods,
but
things
that
would
be
like
the
beautify
san
jose
consolidated
model,
which
is
about
12
million
dollars
on
an
ongoing
basis.
Our
san
jose
shoot
the
viva
kaia
program.
That's
right!
So
that's
about
a
4.8
million
dollar
program.
We've
got
yeah,
so
so
those
are
some
of
the
big
ones.
So
I
mean
I
expect
that
number
to
be.
E
You
know
well
over
30
million
dollars
easily
and
on
the
general
fund
side,
it's
20
million
dollars
of
some
of
those
things
that
we
find
on
a
one-time
basis.
So
it's
pretty
easy
to
get
to
a
dollar
amount,
that's
over
50
million
dollars
without
having
to
try
too
hard
about
those
items
that
we
funded
in
the
last
couple
of
years.
Okay,.
I
Yeah,
okay,
so
if
we
were
to
so
that
hundred
plus
million
dollar
number,
we
would
whittle
down
a
bit
yeah
based
on
things
that
we
think
were
episodic
because
of
the
pandemic
and
maybe
cutting
out
some
of
the
things
that
maybe
multi-year
funding
just
to
a
single
year.
Yep.
And
you
think
the
number
is
somewhere
on
the
order
of
50
million.
I
Could
I
just
ask
that
that
would
be
a
number
that
you
guys
would
think
about
presenting
to
us.
You
know
through
the
budget
process
just
so
we
can
really
fully
digest.
Look.
We
made
a
lot
of
funding
spending
decisions,
necessarily
in
many
cases
in
other
cases.
Just
because
look,
we
had
federal
money,
that
was
one-time
money
and
we've
got
a
lot
of
great
needs.
Tremendous
needs
in
our
city
that
need
to
be
addressed
and
we
did
fund.
I
E
B
I
think
jim,
what
we
can
do
is
in
our
five-year
forecast.
Yeah
there
we
go.
We
can
present
the
the
general
model
and
then
do
another
model
that
layers
that
in
so
you
can
see
really
what
that's
so
it's
one's,
just
the
you
know
the
base
deficit
and
then
what's
the
service
level,
deficit,
yeah
and
layer
that
in
and
so
you
can
really
have
a
better
clearer
picture
of
that
as
you're
as
you're
contemplating
what
the
direction
you
want
to
give
to
us
is.
I
E
Yeah
mayor,
I
think
you
know
I'm
not
definitely
not
the
expert,
but
I
know
that
you
know
nancy
klein
who's.
The
director
of
economic
development.
Cultural
affairs
have
been
talking
about
updating,
so
we
have
done
sort
of
that.
Some
some
work
about
the
the
cost.
You
know
contributors
and
the
revenue
you
know
per
type
of
development.
I
think
we're
talking
about
updating
that
that
study
to
provide
some
of
that
information,
so
yeah.
I
I
The
reality
is:
is
that
all
those
residents
that
we
serve
deserve
and
expect
a
high
level
of
basic
services,
particularly
around
public
safety,
the
basic
amenities
of
a
city-
and
we
simply
haven't
been
able
to
provide
that
over
the
last
couple
decades
because
of
our
serious
fiscal
situation,
and
so
this
balance
is
really
important
for
us
to
to
constantly
keep
in
mind.
Councilmember
foley.
J
Thank
you
mayor
and
thank
you,
jim
for
the
presentation
and
thank
you
councilmember
mahan,
for
suggesting
we
have
this
study
session
and
focus
on
the
budget
process
early
and
trade-offs
that
we
may
have
to
make.
I
really
appreciate
your
comments
about
the
that
discussion
in
particular,
where
what
trade-offs
do
we
have
to
make
in
order
to
provide
core
services
that
our
residents
want,
demand
and
need,
and
and
then
those
include,
as
you
mentioned,
public
safety
trash,
pickup,
filling
potholes
street
pavement
repairs
things
like
that.
J
Those
are
all
really
critical,
but
there
are
trade-offs
in
in
the
budget.
So
I
look
forward
to
a
really
in-depth
analysis
of
if
we
cut
here,
what
does
that
mean
over
here
in
as
far
as
services?
If
we
cut,
we
can't
just
simply
say:
okay
cross
the
board,
we're
going
to
cut
15
percent
in
order
to
balance
our
budget,
because
that
could
have
effect
on
our
core
services
and
our
our
outcomes
that
we're
looking
positive
outcomes
that
we're
trying
to
achieve
by
budget
decisions
that
we're
making.
J
J
We
have
a
huge
employment
crisis
in
the
city
in
the
county
and
in
the
country
where
people
aren't
coming
back
to
work
and
they're
choosing
not
to
work
right
now.
So
sometimes
we
have
to
look
at.
How
are
we
going
to
compensate
our
staff
more
in
order
to
attract
them
into
the
important
work
that
we
want
them
to
do?
So
I
really
appreciate
this
whole
discussion
around
performance
measures
about
budget
and
core
services.
J
J
2022
is
a
little
more
questionable,
so
I'm
concerned
about
that.
I'm
also
concerned
about
the
effects
on
the
real
estate
market
that
the
number
of
listings
in
the
residential
market
are
way
down
and
while
that
we
live
in
the
tech
world,
we
live
in
an
area
where
people
have
stock
options
and
can
use
that
money
to
purchase
residential
real
estate
and
bid
up
prices
over
the
long
haul.
That's
really
not
sustainable
and
we
may
see
prices
drop
significantly,
but
not
for
a
while.
We
just
don't
know
so,
jim
I'm.
J
E
E
Roughly
now
we
have
measure
e,
which
is
you
know,
doing
gang
busters,
which
is
a
real
property
transfer
tax
that
we
don't
really
consider
that
part
of
our
ongoing
general
fund
resources,
because
council
has
directed
that
for
specific
purposes,
so
that
would
be
the
most
heavily
influenced
by
the
transactions
on
the
general
fund
side.
As
you
know,
council
member,
but
just
to
say
it,
you
know
property
taxes.
The
growth
is
is
from
two
areas,
one,
it
is.
E
The
growth
is
capped
by
the
assessed
value
at
the
two
to
two
percent
level,
but
then
the
number
of
transactions
that
occur
where
that,
where
we
true
up
the
where
the
valuation
gets
screwed
up
upon
the
transfer
of
title,
those
are
the
two
factors.
So
as
we
we
did
experience
a
little
bit,
so
we
did
have
a
little
bit
of
a
slowdown
before
the
pandemic.
E
I
J
So
that's
an
important
number
for
us
to
be
aware
of,
and
that
is
based
on
the
two
percent
increase
that's
allowed
on
on
property
values,
and
I'm
I
I'm
glad
you
raised
measure
e,
but
I
wanted
to
remind
us
all
that
we
have
not
committed
those
funds
to
the
general
fund
that
we've
committed
those
funds
to
affordable
housing,
and
that
was
the
purpose
of
those
funds.
And
while
we
can
change
that
on
any
given
tuesday,
this
council,
when
we
approved
measure
e,
was
adamant
about
protecting
those
funds
for
the
transfer
tax.
J
So
I
I
just
want
to
wrap
up
my
comments
and
say
I.
I
really
appreciate
the
thoughtfulness
and
the
direction
of
this
budget
process.
I
actually
echo
the
concerns
about
having
the
roadmap
discussion
before
the
budget
process
it.
It
seems
to
me
that
we
should
be
discussing
the
budget
first
and
then
see
what
services
we
can
add
on
or
need
to
be
modified
in
the
roadmap
discussion,
but
we
will
move
forward
and
be
thoughtful
about
our
budget
and
and
our
priority
priority
session,
which
I'm
calling
it
sorry.
J
It
is
the
road
map
and
I
I
glad
we're
going
to
stick
with
that
process
for
a
little
bit
longer,
but
I
I
truly
appreciate
the
opportunity
to
have
this
discussion
early
around
our
budget
and
some
of
the
concerns
that
we
may
have
and
some
of
the
the
positives
that
are
coming
out
of
our
economic
situation
at
the
moment.
So,
thank
you
very
much.
I
appreciate
it.
D
Thanks
mayor,
I
appreciated
your
comments,
points
very
well
taken.
I
wanted
to
just
offer
us
a
quick
point
of
clarification.
I
just
want
to
be
really
clear
that
none
of
my
comments
were
in
favor
of
or
arguing
for
land
use
conversions.
I
just
want
to
make
that
clear.
I
was
more
thinking
about
the
kinds
of
strategic
investments
we
might
make
in
departments
like
pbce
and
staff
technology
process,
improvements,
regulatory
improvements
that
might
accelerate
the
kinds
of
investment.
I
think
we
want
and
might
actually
pay
for
themselves
or
have
a
multiplier
on
them.
D
To
your
point
about
the
high
density
residential,
I
I
completely
appreciate
that
it's
not
going
to
give
us
the
net
revenues
that
we
would
get
for
most
or
any
of
the
job
generating
uses.
I
would
be
interested,
though,
to
see
if
we
do
if
we
are
able
to
put
this
into
future
analysis,
two
you
know
impacts
there.
I'm
sure
one
is
pretty
commonly
assessed.
D
One
is,
you
know
for
a
higher
density
residential
development,
I'm
thinking
of
our
miro
towers
across
the
street
from
city
hall,
the
impact
on
retail
and
parking,
I'm
sure
that's
modeled,
but
kind
of
those,
those
secondary
impacts
on
the
kind
of
health
and
revenues
from
retail.
Over
time,
I
would
imagine,
could
be
significant.
D
The
the
other
is
over
the
long
haul.
I
think
a
hypothesis
I've
heard
but
haven't
seen
a
lot
of
data
to
validate
is
that
dense,
walkable
neighborhoods
that
have
a
vibrancy
and
culture
to
them
could
could
be
appealing
to
certain
types
of
employers,
maybe
tech,
startups
and
other
employers
that
can
grow
over
time
in
the
city
and
may
may
draw
some.
D
Some
job
uses
that
we
are
unlikely
to
see
attracted
by
low,
suburban
neighborhoods
for
obvious
reasons,
so
I'd
be
interested
in
kind
of
both
of
those
angles
of
analysis
and
then
just
on
councilmember
floyd's
point
there
on
the
budget
process
and
road
mapping.
I
guess
what
I
was
trying
to
suggest
is:
if
we
could
have-
and
maybe
we
can't
do
it
this
year,
but
just
food
for
thought
for
the
future.
I
I
know
we've
got
huge
staffing
shortfalls
in
pbce,
but
if
there
was
ever
a
moment
when
just
an
extra
push
from
the
city
could
result
in
a
lot
of
long-term
benefit,
you
know,
as
we
think,
about
how
we
can
transform
an
empty
parking
lot
into
a
tower
with
250
residents
that
will
be
producing
well,
you
know
we'll
add
400
million
dollars
to
the
assessed
value
of
our
of
our
rent
rolls
or
our
tax
rolls.
I
think
that
is
an
extraordinary
opportunity
for
us
economically,
if
we
can
take
advantage
of
that.
I
F
I
Or
comments?
Okay,
I
really
appreciate
the
very
thorough
presentation,
thanks
to
jim
and
team,
for
all
that
you're
doing
and
all
that
you
will
be
doing
over
the
next
several
weeks,
because
we
know
it's
gonna
be
like
every
spring.
It's
always
a
challenging
one
in
the
budget
office.
So
I
hope
you
guys
get
some
sleep.
B
Also
extend
my
thanks
again
to
the
mayor
and
city
council
and
the
budget
office
team
and
the
rest
of
the
workforce
that
helps
deliver
these
services
on
a
day-to-day
basis
basis
and
are
so
involved
in
the
budget
process.
We
will
absolutely
take
this
feedback
into
consideration
and,
as
we
continue
to
improve
the
budget
process
we've
our
minds
are
already
thinking
about.
You
know
changes
meaningful
changes
that
potentially
get
made.
We
will
certainly
discuss
those
behind
the
scenes
and
hopefully
you'll
see
some
marked
improvements
during
this
budget
process.
So
thank
you
very
much.