►
Description
City of San José, California
Community & Economic Development Committee of February 27, 2023
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted 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=1074283&GUID=1F709277-416C-46D5-BA5A-CE0163661C5C
A
A
A
A
A
A
A
B
C
C
C
We
are
also
working
with
new
technology,
and
this
is
my
first
time
in
the
at
the
helm.
So
if
I
don't
know
what
I'm
doing
bear
with
me,
I'll
just
try
and
figure
it
out
so
with
that
I
do
have
a
little
introduction
that
I
need
to
give
before
we
begin.
I
want
to
remind
the
committee,
members
and
members
of
the
public
to
follow
our
code
of
conduct
at
meetings.
This
includes
commenting
on
the
specific
agenda
item
only
and
addressing
the
full
body.
C
Public
speakers
will
not
engage
in
conversation
with
the
council,
members,
Stat
or
staff.
All
members
of
the
committee
staff
and
the
public
are
expected
to
refrain
from
abusive
language,
repeated
failure
to
comply
with
the
code
of
conduct
which
will
disturb,
disrupt
or
impede
the
orderly
conduct
of
this
meeting.
May
result
in
removal
from
the
meeting
this
meeting
of
the
CED
will
now
come
to
order
and
will
the
clerk
please
take
role.
D
B
C
F
C
We
do
not
have.
We
are
not
reviewing
the
work
plan,
nor
or
do
we
have
a
consent
calendar
so
we're
going
to
move
right
into
the
reports
from
the
committee
and
I
understand.
This
is
the
economic
development
activities
report.
This
is
a
quarter
quarterly
report
that
we
receive
and
Elizabeth
Handler
has
since
retired.
So
we
have
blog
a
filling
in
temporarily
I
understand.
Welcome.
G
We
also
send
to
council
offices
the
the
information
that
we
share
to
try
to
work
with
the
council
offices
to
make
sure
you
are
getting
a
chance
to
work
with
your
own
constituencies
on
Grant
funds
or
policies
or
legislation
that
may
be
coming
up.
I
also
wanted
to
just
touch
on
the
unusual
news
of
Brokers.
Being
optimistic
in
that
I
know,
puzzling
right,
most
Brokers
are
not
optimistic
people,
the
Colliers
last
Thursday
did
their
annual
forecast
and
just
wanted
to
share.
They
were
unusually
optimistic
about
what
is
coming
in
the
next
year.
G
G
They
also
believe
that
more
housing
starts
will
will
again
initiate
in
the
next
couple
of
quarters,
or
certainly
in
the
beginning
of
24,
mainly
because
the
amount
of
money
that
is
sitting
on
the
sidelines
and
some
reduction
in
cost
of
construction
is
what
they
were
reporting
so
just
wanted
to
share
that,
and
with
that
interesting
comments
from
Collier,
I
wanted
to
introduce
blauges,
who
leads
the
business,
development,
team
and
economic
development
for
our
department,
and
she
will
share
the
report
this
week
as
and
also
introduce
our
new
public
information
manager.
Thank
you.
H
Thanks
Nancy
so
good
afternoon,
chair
Foley
and
committee
members
blog
is
a
lot
deputy
director
of
business
and
economic
development
with
oedca
and
before
I
launch
into
the
report.
I
do
want
to
introduce
you
to
our
new
public
information
manager,
Carlos
Velasquez
who's
sitting
here
in
the
in
the
hot
seat
with
me
today
and
is
going
to
be
doing
these
reports
and
all
of
our
oedca
Communications
and
public
information
moving
forward
just
a
short
bit
of
background
on
Carlos.
He
is
a
native
San.
Joseon
who's
been
with
the
city
since
2017..
H
Previously,
Carlos
worked
in
Communications
with
the
Silicon
Valley
Bicycle
Coalition,
the
Illinois
Humanity
Council
and
Teatro
vision
and
a
couple
fun
facts
about
Carlos.
His
hobbies
include
playing
roller
hockey
and
adding
to
his
record
collection
and
along
those
lines.
You
can
catch
him
spending
records
each
month
at
an
all
ages,
drink
and
draw
event
which
is
really
really
fun
at
Art
Boutique,
just
just
off
the
Alameda.
H
One
of
the
things
that
was
very
cool
to
end
the
year
was
the
fact
that
one
of
our
newest
San
Jose
businesses
was
named
Number
One
Brewery
of
the
year.
We
really
love
highlighting
new
businesses,
as
well
as
the
recognitions
that
they
receive,
and
we
were
very
happy
to
share
that
our
very
own
Fox
fermentation
project
was
named
Number
One
Brewery
of
the
Year
by
hop
Culture
magazine
and
foxtail
is
actually
just
down
the
street
at
30
East
Santa,
Clara
Street.
They
serve
lunch
and
obviously
they
serve
drinks.
H
H
In
January,
we
started
off
the
year
sharing
some
of
our
our
updates
from
our
partners
in
the
the
local
sustainability
realm.
So
two
programs
that
we
wanted
both
commercial
property
owners
and
businesses
to
know
about
where
PG
E's,
Market
Access
program
that
offered
up
to
six
or
offers
up
to
60
million
dollars
in
incentives
for
building
energy
upgrades
and
retrofits,
and
then
also
funding
that
was
available
to
business
owners
to
add
electrical
vehicle
Chargers
to
their
place
of
business
or
employment.
H
One
of
the
other
blogs
that
we
posted
late
or
early
in
2023
was
a
wrap-up
of
the
year's
manufacturing
for
the
city
of
San.
Jose
manufacturing
represents
San,
Jose's,
largest
employment
sector
about
50,
000
people
or
roughly
12
percent
of
all
the
jobs
in
the
city,
and
these
range
everywhere
from
very
large
manufacturers
to
smaller
family,
owned
suppliers
and
Artisan
makers.
H
The
other
thing
that
has
been
keeping
OCA
busy
is
actually
the
dedication
of
the
XO
public
art,
the
sculpture,
that
used
to
be
downtown,
which
is
now
relocated
outside
of
terminal
B
at
San,
Jose,
mineta
International.
The
sculpture
is
basically
a
very
cool
love
letter
to
the
community
and
the
dedication
of
that
sculpture
will
be
held
on
March
9th
from
11
30
to
1
30
p.m.
So,
looking
forward
to
having
that
event
and
having
you
all
participate,
as
you
are
able
to.
H
Also
in
well
in
February,
and
also
upcoming
in
March,
we
are
actually
also
going
to
be
launching
our
next
round
of
small
business,
rent
relief
grants
and
that's
actually
going
to
kick
off
on
Wednesday.
So
we
are
continuing
our
support
of
small
business
owners
who
have
been
impacted
by
covid-19
and
need
some
rent
support.
We've
provided
over
15
million
dollars
in
support
to
more
than
1
000
businesses,
thanks
to
the
arpa
funding
that
was
allocated
to
the
city
of
San
Jose.
H
So
the
latest
round
of
rent
relief
grants,
as
I
mentioned,
will
launch
this
Wednesday.
There
will
be
up
to
1.5
million
dollars
available
and
we
anticipate
supporting
up
to
250
businesses
and
we
will
be
sending
out
more
there'll,
be
a
press
fully
press
release
around
this
third
wave
of
the
launch
will
sending
be
sending
out
that
information
to
all
of
you
again
so
that
you
can
help
us
get
it
out
to
your
constituents.
H
And
last,
but
certainly
not
least,
we
did
have
a
guest
blog
by
our
partners
at
the
San
Jose
downtown
Association,
basically
publicizing.
Despite
some
of
the
the
gloom
and
doom
stories
that
we've
heard
about
downtown.
There
have
been
a
lot
of
actually
interesting
new
businesses
that
have
opened
in
the
core,
so
we
love
highlighting
our
new
businesses
and
we're
going
to
continue
to
do
so.
Everything
from
you
know
Bond
me
to
egg
sandwiches
to
dumplings
to
fragrant
candles,
and
you
can
see
we
have
a
really
diverse
ownership
portfolio
there
by
the
photos.
H
It's
really
great
to
have
a
variety
of
different
business
owners
coming
in
and
entering
into
our
corn
starting
their
entrepreneurial
Adventures,
and
so
with
that,
we'll
continue
to
do
our
highlights
on
a
quarterly
basis,
we're
going
to
change
up
the
format
a
little
bit
as
you
can
see.
This
is
a
little
bit
different
than
what
Elizabeth
used
to
do.
I.
Think
Nancy
has
some
ideas
on
some
trends
that
we
want
to
insert
here
into
the
presentation
and
so
hoping
that
this
is
very
informative
and
interesting,
both
for
you
and
for
the
community.
Thank
you.
C
C
The
I'm
going
to
ask
a
quick
question
or
just
a
special
request,
and
that
is
that
I
love
the
idea
of
seeing
all
the
new
businesses
that
are
downtown,
but
it
would
be
really
helpful
to
know
where
they
are
so
if
we
could
have
their
addresses
that
would
then
we
could
go
because
I'm
looking
at
the
list.
Thinking
oh
I
want
to
go
there
I
want
to
go
there.
I
want
to
go
there.
I
want
to
try
them
all
out.
C
I
C
B
B
First
and
foremost,
congratulations
to
foxtel
fermentation
what
a
great
business
that
opened
up
in
our
Downtown
San
Jose,
someone
who
stays
away
personal
choice,
of
course,
from
alcohol.
They
have
plenty
of
amazing
non-alcoholic
beverages
for
folks
who
who
are
not
into
the
alcoholic
beverage.
They
have
just
a
variety
of
good
food,
good
people
and
it's
a
it's
a
great
business
in
our
downtown
and
congratulations
to
them.
So
one
I'm
very,
very
optimistic
about
this
about
this
report.
B
As
a
downtown
council
member
I
lose
sleep
when
I
do
hear
about
our
small,
some
small
businesses
going
out
of
business
or
moving
or
being
displaced,
and
so
just
hearing
all
the
amazing
new
businesses
that
have
opened
up
which,
by
the
way,
I've
patronized
most
of
them
on
the
on
the
list
already.
But
we
want
to
make
Downtown
San
Jose
for
everyone,
and
we
are
proving
that
you
know
you.
You
see
that
it
is.
It
is
our
residents
who
are
of
Asian
descent.
B
E
Thank
you,
chair
and
I
also
want
to
thank
staff
for
their
very
exciting
presentation,
really
feeling
pumped
and
energized
after
seeing
the
businesses
that
are
opening
up,
as
well
as
the
positive
narrative
that's
coming
around
in
regards
to
the
economy
and
our
small
businesses,
I
do
have
a
few
questions.
The
first
one
was
a
I
thought.
The
report
this
status
report
was
great.
I
just
had
a
question
in
regards
to
outrage.
So
what
does
outreach
look
like
in
in
regards
to
small
businesses,
especially
our
diverse
businesses?
H
So
councilmember,
this
report
is
actually
kind
of
just
a
snapshot
of
the
work
that
we're
doing
there.
There
are
many
other
things
that
we've
been
doing
over
the
past
quarter,
and
so
we
try
to
basically
rotate
so
rotate
based
on
geography,
rotate
based
on
type
of
program,
rotate
based
on
kind
of
subject
matter,
depending
on
what
we
put
on
into
this
kind
of
quarterly
report.
H
But
all
of
the
the
content
from
this
report
is
really
from
blogs
that
we've
posted
or
will
be
posting,
and
then
what
happens
is
it
will
also
go
out
in
our
newsletter
SJ
economy
right
after
this
later
on
this
week,
as
kind
of
a
running
list
of
blogs,
so
you
can
always
find
there's
much
more
information
like,
for
instance,
council
member
Foley.
You
asked
for
the
the
addresses
of
the
businesses
in
the
full
blog
there's
the
address
of
the
business,
so
we're
trying
to
just
balance.
A
H
The
presentation
but
giving
you
kind
of
a
taste
of
the
types
of
activities
that
the
business
development
team
is
doing
so
it
rotates
in
in
November.
We
had
something
about
quetzal
Garden,
the
last
one.
We
had
something
about
quetzal,
Gardens,
opening
and
Latin
the
work
that
the
Latino
business
Foundation
is
doing
there
for
instance,
so
it
just
it
rotates.
E
Wonderful.
Thank
you.
Another
question
in
regards
to
the
Energy
Efficiency
retrofit
incentives
for
our
small
business
owners.
Do
we
have
a
communication
campaign
going
out
for
them
to
be
informed
in
regards
to
this
opportunity
as
well,
as
does
the
funding
opportunity
cover
the
entire
cost
for
the
charges.
H
So
we're
working
for
our
colleagues
in
ESD
and
they
have
they.
They
really
have
the
bulk
of
kind
of
the
communications
power.
Like
I
said
behind
this,
these
programs
we're
working
in
conjunction
with
them
and
they
have
put
on
a
couple
of
seminars.
We
have
sent
out
a
couple
of
communications
and
then
we'll
continue
to
do
this
with
the
more
specific
details
of
the
programs.
So
again
in
the
in
the
blog,
there
are
more
links
to
where
people
can
get
additional
information,
do
their
applications
so
on
and
so
forth.
H
E
Wonderful,
thank
you.
I
was
really
excited
to
see
the
information
in
regards
to
manufacturing
I
know
we're
trying
to
make
sure
that
we're
creating
more
opportunity
for
manufacturing
here
in
the
city
of
San
Jose
I
wanted
to
ask
if
there's
any
plans
for
our
city
to
take
advantage
of
the
chips
Act
and
the
inflation
reduction
act,
incentives
to
to
boost
more
domestic
manufacturing
here
in
San,
Jose.
H
So
there
are
a
variety
of
things
that
we
were
talking
about
right
now.
We
are
talking
with
companies.
We
were
talking
with
our
partners
at
San,
Jose
State,
with
the
Silicon
Valley
leadership
group
and
we're
looking
to
put
as
the
regulations
come
out
as
we're
learning
more
and
more
about
the
specifics.
Our
intention
is
to
put
together
a
good
package
of
support
for
both
businesses
and
for
for
potentially
a
Technology
Center
to
to
maybe
come.
E
To
the
city
yeah,
that's
great,
that's
really
exciting!
Thank
you
for
sharing
that
and
then
finally,
I
know
that
the
round
three
of
the
rent
relief
grants
is
going
to
be
launching
March,
1st,
but
I
also
know
that's
funded
by
arpa
funds.
Are
we
going
to
see
that
program
Sunset
after
this
last
round,
or
is
there
going
to
be
any
sort
of
movement
to
try
to
continue
some
form
of
it?.
H
At
this
point
we
are,
we
have
about
one
and
a
half
million
dollars
left,
and
so
we
are
going
to
be
looking
to
get
all
of
that
money
out
of
the
out
the
door
we
subsequent
to
that,
we
don't
have
additional
Grant
funds
in
OED
specifically,
so
the
idea
would
be
until
we
are
able
to
identify
new
funds,
the
the
grant
would
the
grant
program
would
would
Sunset.
Okay.
E
H
Just
Carlos
one
additional
comment:
Carlos
reminded
me:
there
were
some
funding
that
the
gra,
the
covid-19
recovery
task
force
did
chip
in
for
Grants.
There
was
three
hundred
thousand
dollars,
and
so
we're
we're
definitely
going
to
make
sure
that
that
money
is
incorporated
into
the
the
remaining
arpa
funding
that
we
have
any.
E
J
Foreign,
thank
you
so
much
and
thank
you
for
all
the
work
that
you've
done
and
continue
to
do.
It
sounds
terrific
I
I
was
just
wondering.
Is
it
through
your
office
that
any
potential
vendors
would
be
able
to
apply
for
vendor
status?
That's
something
that
I
came
across
as
I
was
looking
for
a
vendor
for
the
Black
History
Month
of
flag,
raising
and
and
I
saw
a
very
limited
number
of
local
vendors
that
are
able
to
do
catering
for
us
and
I
know.
J
There's
a
lot
of
interest,
especially
those
in
the
downtown
area.
They're.
Looking
for
different
opportunities
to
be
able
to
you
know,
sort
of
expand
their
business
or
be
able
to
do
more
business
and,
and
to
me
it
makes
sense,
especially
if
they're
in
the
vicinity,
where
it
makes
it
also
very
convenient
for
them
to
do
deliveries
or
be
a
part
of,
or
something
like
that.
G
J
A
G
B
B
H
So,
as
far
as
the
folks
that
receive
funding
from
our
rent
relief
program,
as
long
as
we
didn't
have,
we
didn't
have
more
applicants
than
kind
of
funding
available.
So
as
long
as
folks
were
eligible
and
met
the
eligibility
criteria-
and
that
was
you
know
less
than
10
employees-
they
had
to
be
open
before
kind
of
covet
hit.
There
were
different
tiers
of
Revenue,
so,
depending
on
what
tier
your
Revenue
fell
into,
you
had
a
grant
that
you
were
able
or
up
to
Grant
amount
that
you
were
eligible
for.
A
B
Great
then,
no,
that's
that's
that's
good
to
know
and
I
and
I
hope,
maybe
in
future
either
ceds
or
I.
Don't
know
if
it
falls
under
PS
Fizz.
If
we
can
definitely
see
the
amazing
impact
and
who
our
businesses
were
and
maybe
what
area
or
council
districts
most
of
the
business
small
businesses
were
in
so
a
more
in-depth
report.
Yeah.
H
So
we'll
be
coming
back
in
April,
with
kind
of
an
overall
Business
Development
report,
and
you
know
kind
of
what
we're
doing
both
on
small
business,
Outreach
and
large
business,
Outreach
and
kind
of
all
of
our
all
of
our
stuff.
That
keeps
us
daily
working
pretty
hard
and
we
will
definitely
be
including
a
rundown
of
the
grant
rent
relief
program.
Great.
F
H
There's
definitely
a
lot
of
interest
in
vacancy
rates
downtown
a
lot
lots
of
folks
asking
about
that.
So
so.
At
this
point,
the
office
vacancy
kind
of
just
general
vacancy
is
about
20
percent
downtown
and
that
is
high
and
is
a
an
all-time
high
for
for
a
while
as
far
as
storefronts
and
I
think,
maybe
that's
probably
more
specifically
what
you
were
asking
about
ground
floor
storefronts.
We
do
not
have
a
mechanism
by
which
we
are
are
receiving
that
information.
H
We
do
work
closely
with
the
Downtown
Association
and
because
they
manage
the
property-based
improvement
district
and
have
ambassadors
on
the
street.
They
have
been
able
to
do
some
counts
of
vacant
storefronts,
literally
by
walking
up
and
down
the
street
and
so
working
together
with
them.
Currently,
the
number
we
have
is
about
64
vacant
storefronts
and
the
core.
Now
probably
your
next
question
is
well
out
of
how
many
right.
H
And
so
at
this
at
this
time
we
don't
have
the
capability
or
that
information,
but
through
a
lot
of
the
discussion,
that's
been
happening
with
the
transition
committee,
specifically
the
downtown
transition
committee.
We've
been
talking
about
what
data
and
how
we
might
access
some
of
those
numbers.
So
we
hope
that
in
the
future
we
will
be
able
to
find
a
way
to
to
get
that
information.
F
In
your
next
report,
you
might
be
able
to
tell
us
that
it's
dropped
down
to
50
storefronts
and
even
though
we
may
not
know
how
to
how
many,
we
would
know
that
you
made
progress
in
revitalizing.
The
things
so
even
just
having
this
piece
of
information
on
a
regular
basis
would
be
very
helpful
because
we'll
be
able
to
see
the
trend.
Okay,.
H
Yes,
so
we
have
through
a
group
of
stakeholders
that
started
meeting
at
the
end
of
July.
We
have
developed
some
quality
of
life
metrics
around
down
the
downtown
core
and
just
started
in
Q4
with
a
baseline
kind
of
group
of
metrics,
and
so
Our
intention
is
to
report
on
those
metrics
quarterly.
Just
in
you'll
actually
they'll
be
part
of
the
report.
That's
coming
to
the
phys
committee
in
March,
the
downtown
quality
of
life
report
and
then
on
a
quarterly
basis,
we'll
be
updating
those
and
we'll
have
those
available.
Okay,.
F
H
H
So
the
the
60
million
dollars
in
incentives
is
for
commercial
building,
energy
retrofits.
So
that's
sorry!
That's
there
were
two
kind
of
separate
programs.
One
is
for
the
the
EV
Chargers
and
one
is
for
the
the
building,
retrofits
and
I
believe
that
that
is
the
the
full
budget
for
the
program.
I.
Don't
think
that
that
is
just
for
San
Jose,
okay,
yeah.
I
A
F
C
C
It's
not
necessarily
indicative
of
how
many
employees
have
come
back
downtown
right
and
that's
that's
the
issue
right
the.
If
we're
going
to
create
a
vibrant,
Downtown,
San
Jose
core,
we
need
to
get
people
to
come
back
to
visit
back
to
working
down
here
and
20
vacancy.
While
it
sounds
High,
the
number
of
bodies
in
those
offices
is
much
higher
than
that.
I
would
venture
to
say
so.
Is
that
kind
of
a
lease
number
than
properties
that
are
leased?
Yes,.
C
Okay,
so
that's
the
number
that
I'm
really
watching
the
the
how
we
can
boost
vibrancy
and
boost
profitability
for
our
small
businesses
downtown
is
by
bringing
us
all
that
downtown
and
I
know
Flex
Flex
hours
or
Flex.
Work
is
really
really
important
to
our
employees
and
all
of
our
employees,
since
we
found
out
how
easy
it
was
in
the
past
during
the
pandemic,
but
getting
people
downtown
will
help
Revitalize
downtown
and
so
I
look
forward
to
that
with
that.
If
there's
no
I
see
no
other
hands
raised,
so
let's
vote
batra.
F
A
C
That
motion
passes
five
to
zero.
Sorry,
like
I
sound,
like
I,
don't
know
what
I'm
doing,
because,
frankly,
I
just
don't
know
what
I'm
doing
and
I'm
I'm
not
too
proud
to
admit
that.
Okay,
moving
on
to
thank
you
so
much
for
that
presentation,
we
had
a
a
longer
discussion
than
we
normally
have,
but
it
was
really
a
good,
vibrant,
important
discussion
for
us
to
have
moving
on
to
the
next
topic,
which
is
City
initiatives,
roadmap,
development,
service
process,
improvements
and
dashboard
status
report,
Chris,
Burton,
I,
assume,
you're,
kicking
us
off.
K
K
To
present
this
to
you
so
joining
me
at
the
Diaz
Rachel
Roberts,
director
of
let
me
start
again,
deputy
director
of
Code
Enforcement
Robert
Manford,
deputy
director
for
Planning
Development,
Services,
Lisa,
Joyner,
deputy
director
for
building
an
Alex
Powell
who's,
my
chief
of
staff
and
also
is
been
working
very
hard
on
this
initiative.
In
the
background,
I
also
just
want
to
note
that
both
to
Chang
and
Michael
Brio
are
also
in
the
audience,
so
you
literally
have
the
full
Suite
of
the
our
exec
team
here.
K
So
just
to
give
a
little
context
on
this
conversation.
Back
in
January
of
last
year,
the
former
mayor
submitted
a
memo
to
the
rules
and
open
government
committee
directing
pbce
to
come
through
the
community
and
economic
development
committee,
with
updates
on
our
our
current
backlogs
and
challenges
with
our
process.
K
K
Last
year
we
also
transitioned
what
was
a
former
roadmap
item
around
technology
transition
into
process
improvements.
So
that's
why
you
see
this
appearing
currently
on
the
city
roadmap,
where
we
have
a
focus
on
process
Improvement
throughout
pdce,
so
we
started
reporting
to
the
committee
on
a
bi-annual
basis
in
February
of
2022.
We
came
back
in
August.
K
This
is
the
third
update
we'll
be
presenting
and
what
that
did
was
allowed
us
to
really
look
at
our
process
in
a
more
critical
way,
and
so
what
we'll
actually
be
discussing
today
is
a
change
in
the
way
that
we're
thinking
about
metrics
and
measures
within
the
department
and
managing
the
information
and
flow
of
work.
That's
occurring
around
our
process
in
the
in
the
permitting
world,
but
all
the
way
through
the
department.
So
it
also
includes
code
enforcement.
K
So
what
are
we
talking
about
so
when
we
think
about
kind
of
the
work
that
we
do
as
pbce
across
all
of
our
work?
You
know
we
we
work
in.
You
know
a
number
of
different
service
lines,
but
it's
often
a
sort
of
a
Continuum
of
work
with
either
an
applicant
or
a
customer
that
we're
working
in
different
ways.
K
K
K
The
intent
is
to
give
a
a
very
sort
of
specific
written
commitment
to
the
public
on
how
we
provide
customer
service
that
provides
details
on
the
services
metrics,
the
resources
that
are
available.
So
we
can
continue
to
focus
on
this
work
and
to
continue
to
improve
at
that
interaction
on
an
ongoing
basis
through
that
we're
sort
of
making
a
very
obvious
commitment
to
those
customers
and
it
sort
of
really
represents
in
in
four
different
ways.
It's
a
you
know
your
traditional
customer
service
metric
of
response
time
right.
K
How
do
we
ensure
that
we're
staying
timely
in
in
the
work
that
we
do?
It's
a
commitment
to
really
Benchmark
this
work
and
understand
metrics
on
our
ongoing
basis,
but
not
just
to
sort
of
have
the
dashboard
and
understand
where
those
numbers
are
but
to
really
critically
think
about
how
we
improve
those
numbers
and
again
improve
that
customer
interaction.
K
So
so
what
does
that
mean?
So
it's
a
lot
of
work
so
for
a
department
of
310
people.
We
cover
a
lot
of
of
work
and
a
lot
of
space.
There
are
about
10,
distinct
work
groups
throughout
the
department
in
the
three
divisions,
within
that
there
are
literally
dozens
of
work
lines,
and
so,
when
you
start
to
analyze
numbers,
we
we
have
a
lot
of
data
out
there.
There's
a
lot
of
information,
a
lot
of
different
processes.
K
So
to
really
think
about
this.
In
a
meaningful
way,
you
know
when
you
look
at
the
the
presentations
that
we
did
to
CED
last
year,
both
presentations.
They
were
generally
based
on
numbers
that
we
already
tracked
and
that
are
often
associated
with
our
budget
numbers
in
the
budget
book,
other
things
that
we've
published,
but
they
weren't
really
providing
a
meaningful
Insight
on
process,
especially
as
it
relates
to
customers.
K
So
in
designing
this
initiative,
what
we
did
is
we
started
within
the
department
and
we
really
tasked
our
middle
managers
and
our
staff
to
think
about
customer
outcomes
to
think
about
the
information
that
is
available
and
kind
of
redesign
our
metrics
in
a
way
that
could
really
relate
to
that,
so
that
we
could
sort
of
look
for
those
opportunities
to
improve.
In
doing
so,
we
laid
out
sorry
we've
gone
animation
in
this
one,
a
couple
of
different
ways
of
thinking
about
those
measures
right,
so,
firstly,
activity.
What's
the
level
of
output
right?
K
What's
the
actual
number
of
things
we're
doing
the
widgets
we're
producing
the
permits,
we're
processing?
How
do
we
think
about
productivity?
So
the
the
way
we're
performing
how
we're
performing
you
know
how
the
resources
align
to
the
work
we're
doing
and
then,
lastly,
really
that
focus
on
outcomes.
So
what's
the
the
service
level
measurable
impact
to
the
customer,
specifically
the
customer
and
in
limited
cases,
other
departments
within
the
city
and
so
you'll
see
you
know
this
is
an
example
of
a
measure
that
we
were
already
tracking
and
was
suitable
for
the
cause.
K
So
this
is
related
to
building
inspection.
You
can
see
it's
number
of
counts,
so
they're,
just
the
volume,
it's
the
productivity,
so
how
we're
using
our
staff
and
then
it's
the
outcome.
So
how
quickly
can
you
call
for
a
building
inspection?
So
we
really
started
to
structure
those
numbers
on
that
basis
and
think
in
a
really
meaningful
way
around
the
work
and
and
as
we
sort
of
take
that
data.
So
again
it's
a
lot.
Initially,
we
started
out
with
over
50
different
data
points
that
we
were
managing
everybody.
D
K
Lot
right:
we
cover
a
lot
of
area
when
you
think
about
all
of
the
work
that's
done
throughout
the
department.
It's
there's
a
lot
of
space,
so
we
have
to
cover
a
lot
of
a
lot
of
metrics.
We
have
to
understand
those
numbers
so
as
we
organize
this
information
and
make
it
public
and
we're
going
to
organize
it
in
a
number
of
different
ways.
K
You
know
over
40
charts
at
the
same
time,
which
is
why
I
will
do
that
now
and
give
you
all
40
charts
at
once.
So
this
is
the
current
view.
So
this
is
all
the
new
information
so
yeah,
it's
a
lot
of
numbers,
we're
tracking
a
lot
of
information,
but
it's
a
lot
of
work
that
goes
that's
behind
this
and
so
you'll
see
you
know
this
is
intended.
K
K
This
is
this:
is
my
gut
check
when
I
look
at
it
and
I
can
see
where
performance
overall
is,
but
as
you
dive
through
that
structure
and
start
to
really
understand,
you
can
kind
of
see
the
more
granularity
of
the
data
that
occurs
there
and
the
key
is,
as
we
built
the
initiative
with
our
staff
in
mind.
It
wasn't
just
about
hey,
go,
get
me
this
number
and
tell
me
where
it's
at.
K
K
It
tells
you
about
historical
impacts
over
time,
so
things
that
you
should
think
about
when
you're
planning
out
projects
or
you're
thinking
about
how
you're
interacting
with
this
process
and
so
to
give
you
a
sense
of
kind
of
what
that
looks
like
and
to
dive
into
some
of
the
individual
measures
we're
going
to
work
through
three,
which
is
why
I
handily
have
three
of
our
deputies
here.
Who
can
walk
you
through
their
individual
measures
and
I'm
going
to
start
by
handing
it
over
to
Robert.
I
I
Deputy
director
for
plan,
so
the
planning
team
has
four
distinct
teams.
It's
the
planning,
permit,
Center
development,
review
environmental
review
and
see
the
white
planning.
The
dashboard
provides
information
on
all
this
stuff
that
you
see
there
with
regards
to
Planet
permit
Center,
we
look
at
the
number
of
public
increase
received
and
then
the
number
of
public
increase
answered
when
it
comes
to
application
submitted.
We
look
at
the
number
and
then
the
number
of
applications
that
have
been
completed.
I
On
the
other
side,
we
look
at
conformance,
review,
referrals
and
then
the
conformance
review
numbers
process.
We
also
look
at
the
conformance
review
completed
and
then
compare
that
with
the
numbers
reviewed
on
time
when
it
comes
to
development
review,
we
look
at
the
parameter,
appointment,
availability
and
then
comment
letter
issued
within
30
days
and
I'll
get
to
that
in
the
next
slide.
We
also
look
at
the
comment
letter
issued
within
45
days.
Then,
when
it
comes
to
implementary
review,
which
has
been
under
the
microscope
for
a
lot.
I
We
look
at
a
number
of
admin,
Administration
drafts
reviews
completed
and
then
the
percentage
of
administration
that
I've
completed
on
time,
because
we
said
timelines
for
ourselves.
We
also
look
at
the
major
environmental
documents
approved
and
then
the
average
review
time
for
all
these
major
environmental
documents
see
the
weight
planning
actually
will
be
presented
in
a
different
upcoming
presentation.
I
I
Now
we
have
81
we're
at
81
percent
of
that,
which
is
good,
that
if
we
were
to
staff
the
vacancies
or
fill
the
vacancies
will
do
better
than
eight
to
one
percent,
but
so
whether
the
general
impact
is
that
we
need
sufficient
plan
is
to
process
review,
complete
tasks
on
time
and
then
the
tracking
system
or
projects
lost
during
routing
process
I
send
their
staff
in
past
to
meet
these
deadlines.
There
are
some
historic
disruptions.
I
If
you
look
at
the
left
side
left
bottom
left
side
of
the
graph
over
there
at
the
end,
which
is
February
2023.
It
shows
the
81
percent,
but
from
November
it
drops
to
51
and
that
shouldn't
scare
you.
But
it's
because
we
diverted
a
lot
of
resources
to
complete
the
major
projects
that
have
been
identified
on
the
city's
roadmap
before
the
end
of
the
calendar
year
as
a
result
of
the
mayoral
transition.
And
then
we
had
new
members
coming
into
the
city
council.
So
that
is
why
it
was
a
dropped.
I
L
Foreign
good
afternoon,
Lisa
Joyner,
deputy
director
of
The
Building
Division,
so
similar
to
planning
we
have
a
bunch
of
Parts
within
the
building
division.
We've
got
our
Support
Services
call
center
and
imaging
team.
We
have
our
permit
Center,
our
planner
of
your
team
and
our
Inspection
Team,
and
so
all
of
these
measures
are
looking
at
obviously
different
ways
that
we
support
our
customers
with
the
call
center.
L
The
total
calls
answered
how
long
they're,
on
the
call,
how
long
they
have
to
wait
for
the
call
for
the
permit
Center
how
long
to
the
next
appointment,
how
many
permits
have
staff
actually
issued
versus
how
many
permits
have
been
pulled
online
for
plan
review?
It's
we
measure
our
overdue
projects
to
see
what
our
backlog
is.
The
number
of
projects
in
queue
waiting
to
be
reviewed.
How
long
it
takes
for
comments
to
be
sent,
how
many
projects
are
overdue
and
for
inspection,
it's
our
the
number
of
counts.
L
We
do
per
day
how
well
the
team
is
utilized
and
the
time
to
the
next
available
inspection
have
the
next
available
inspection
is
the
one
that
we'll
dive
into
a
little
bit.
I
think
this
slide
is
not
updated,
so
I
apologize
for
that,
but
it
is.
We
are
measuring
the
time
to
the
next
available
inspection.
L
L
We
implemented
mandatory
overtime
for
the
months
of
October
and
November
for
the
entire
team
and
that
combined
with
the
weather,
because
in
the
winter
the
weather
affects
construction,
I
actually
looked
it
up
this
morning.
Our
next
available
inspection
is
March
6th,
which
is
five
days.
So
we
have
gone
from
six
weeks
to
five
days
in
the
past
couple
months
through
staff,
perseverance,
hard
work
and
I
give
a
tiny
bit
of
credit
to
the
weather,
so
historic
disruptions
have
been
obviously
Staffing.
L
We
have
been
recruiting
for
the
past
year,
almost
continuously
for
our
Inspection
Team,
and
we
actually
have
a
recruitment
that
should
be
finishing
up
at
the
end
of
this
week.
So
we
hope
to
get
some
more
people
on
our
team
holidays
affect
our
inspections,
because
it's
a
you
know,
400
counts,
lost
right
there
in
a
week
that
people
need.
M
Okay,
so
for
our
dashboard
for
code
enforcement,
we're
featuring
our
two
core
Services,
we
have
our
general
code
program,
which
is
our
Citywide
General
funded
program,
as
well
as
our
multiple
housing
program,
also
known
as
a
residential
occupancy
permit
program
and
so
for
General
code.
On
the
left
hand
side
there,
we
have
emergency
inspections,
priority
inspections
and
routine
inspections,
and
this
is
capturing
how
well
we
are
delivering
that
initial
inspection
once
the
complaint
is
received
so
for
emergency,
the
customer
calls
in
the
complaint.
We
need
to
be
out
there
within
24
hours
for
priority.
M
It's
a
considered,
a
hazardous
situation,
but
a
not
imminent,
and
so
we
require
a
inspection
within
72
hours
or
five
business
days
and
then
routine.
That's
more
of
your
quality
of
life,
blight
type
issues
and
for
those
inspections
we
require
a
15-day
response
time.
On
the
right
hand,
side
we
have
a
number
of
new
code
cases
as
well
as
number
of
closed
cases.
So
it's
really
important.
We
track
these
numbers
because
we
always
want
to
see
that
closed
case
number
being
higher
than
the
cases
coming
in
with
our
new
code
case
number.
M
That
means
that
we're
closing
cases
we're
staying
on
top
of
our
work
and
we're
not
adding
to
our
backlog,
which
leads
me
to
the
last
under
the
general
code
program,
are
total
Active
cases,
so
these
this
tracks,
the
number
of
cases
that
we
have
ongoing,
open
and
being
investigated
at
any
given
time
and
currently
we're
tracking
just
a
little
over
3
800
cases.
So
every
time
we
see
that
closed
case
number
being
higher
than
our
our
new
case
number
for
the
month.
M
We
know
that
we're
adding
to
that
backlog
for
the
multiple
housing
residential
occupancy
program,
we're
tracking
number
of
buildings
inspected,
and
that
brings
with
it
the
number
of
units
inspected.
So
because
our
program
is
proactive,
tier
model
program,
we
need
to
inspect
these
buildings,
at
least
once
during
the
cycle
of
the
tier
they're
assigned,
and
so
we
set
a
Target
each
year
on
the
number
of
buildings
we
need
to
inspect
in
each
tier
in
order
to
hit
that
Target
by
the
end
of
the
cycle,
and
so
each
you
know,
every
building
is
different.
M
Some
have
four
units.
Some
have
400
units
so,
depending
on
the
tier,
we're
inspecting
a
percentage,
and
that
will
inform
us
of
how
many
units
we
were
able
to
inspect
for
that
month
and
all
this
feeds
into
our
annual
numbers
that
you
will
see
during
the
budget
cycle
and
then
violations
close
per
month
for
a
multiple
housing
program.
M
M
You
know
what
what
the
measure
is
about
a
summary
of
The
Measure
to
get
even
further
into
its
meaning
and
then
the
owner,
who
you
can
contact.
If
you
have
questions
about
the
the
the
dashboard
measure
and
then,
of
course,
how
we're
performing
over
time,
as
shown
through
our
chart
historic
disruptions,
you
know,
code
does
fluctuate
in
in
terms
of
performance,
definitely
based
on
Staffing
and
vacancies,
but
sometimes
it
could
be
other
factors
such
as
with
the
the
pandemic,
which
really
affected
our
numbers
quite
a
bit.
M
During
that
time,
we
were
averaging
about
60
percent
going
into
the
pandemic,
largely
due
to
Staffing,
but
then
during
the
pandemic,
because
we
were
redeployed
for
emergency
response.
We
were
averaging
38
response
time
for
the
priority
inspections.
However,
we
are
up
to
81
percent
for
the
month
of
December
and
we're
at
79
for
the
month
of
January,
and
that
is
meeting
and
exceeding
our
Target,
and
so
a
lot
of
Kudos
go
to
our
team
and
especially
the
ongoing
recruitment.
We've
been
doing
to
restaff
our
team,
so
very
excited
about
seeing
that
performance
grow
so
well,.
K
Thanks
Sir
John,
so
just
to
sort
of
sum
that
up
a
little
bit,
obviously
and
well,
let
me
just
say
obviously
for
preserve
it
for
the
ease
of
presentation.
We
took
snapshots
of
those
dashboards,
but
if
you
were
to
click
on
the
links
available
in
the
the
memo
today
and
they
will
be
published
online
through
our
main
webpage
website
as
of
tomorrow,
if
you
clicked
on
Lisa's
inspection
one,
it
says
five
right
now:
I
just
checked
it,
so
it's
in
sort
of
real
time.
K
It's
updating
that
information
on
an
ongoing
basis
and
again
the
intent
is
that
either
Council
or
the
public
or
a
developer.
Any
kind
of
customer
can
go
in
and
get
an
understanding
of
where
those
numbers
are
in
real
time
and
not
have
to
wait
for
us
to
show
up
every
six
months
at
CED
and
not
that
we're
doing
love
to
come
and
talk
about
these
things.
K
So
in
aggregate
right
now
we're
publishing
about
43
individual
dashboard
measures
across
the
city.
We
have
that
same
page
with
all
of
those
details
for
each
one
of
those
and
again,
we've
tasked
up
tasked
our
middle
managers
within
the
department
of
really
owning
that
information
and
driving
it,
and
there's
a
reason
that
it's
not
just
about
how
we
present
this
information
to
the
public.
It's
about
how
we
use
it
internally,
you
can
hear
just
as
the
deputies
are
talking
about
out
their
individual
dashboards
within
this
space.
K
Obviously
you
know
there
are
recurring
themes
and
Staffing
is
one
of
them,
and
we've
said
that
a
lot
we've
probably
said
that
a
lot
over
the
last
18
months.
Certainly
since
I've
been
director,
it's
a
challenge
that
we
that
we
are
working
against.
But
you
know
what
this
really
represents
is
an
opportunity
to
put
that
in
context.
What
does
it
actually
mean
as
it
relates
to
Performance,
as
it
relates
to
process
and
measures
within
the
department?
K
And
so
that's
the
intent
of
really
publishing
this
information,
and
that's
why
we
have
the
sort
of
43
measures
within
there,
in
addition
to
the
individual,
Division
and
and
team
dashboards,
the
other
critical
piece
which,
when
we
get
back
to
that
slide,
you'll
see
right
at
the
bottom,
is
the
15
plus
Improvement
initiatives.
So
it's
not
enough
just
to
measure
these
things.
It's
great.
You
can
already
see
and
hear
how
those
improvements
are
already
occurring
and
the
sort
of
acknowledgment
of
where
our
challenges
are,
as
we
look
forward
towards
our
work.
K
But
it's
also
about
how
do
we
develop
a
work
plan
within
the
department
to
create
that
Improvement?
So
we
have
a
dashboard
that
in
itself
will
be
available
online
you'll
see
this.
You
can
click
through
to
it
that
actually
lists
those
initiatives
that
we
have
out
underway
within
the
department
at
any
given
time
to
improve
those
numbers
and
make
that
situation
better,
and
so
what
that
means
is
when
we
come
back
to
these
timelines
when
we
think
about
the
overall
process,
we're
being
very
targeted
and
specific
about
that
work.
K
What
this
slide
is,
is
it's
representing
each
one
of
those
43
measures
on
each
one
of
those
boxes
where
we're
impacting
customer
timelines,
so
it's
really
kind
of
taking
that
customer-centric
outcome
sort
of
driven
approach
to
our
work,
as
we
think
about
process
improvements
and
really
sort
of
Drive.
These
changes
within
the
department.
K
So
what's
next,
so
this
is
definitely
an
initiative
in
its
infancy.
This
is
you
know
it's
five
six
months
in
process
already.
I
will
assure
you
that
this
is
something
that
we
use
on
a
weekly
basis
with
all
of
our
teams
inside
the
department.
It's
not
a
static
report
that
we
sort
of
update
once
every
six
months.
K
It's
a
working
tool
that
we're
utilizing
internally,
but
we
know
we
have
work
to
do
right
so
we'll
continue
to
level
up
that
analysis
and
do
more
work,
we'll
deepen
those
measures,
get
a
better
understanding
of
where
the
impacts
are
and
how
we
can
change
that.
There's
some
background
work
on
how
we
pull
information
out
of
our
system.
K
So
we
can
get
the
right
reports
to
support
this
work
and
then,
as
we
continue
to
move
down
the
line,
the
sort
of
vision
is
to
think
about
this
from
a
sort
of
an
inter
team
or
interdivisional
way.
So
how
does
one
timeline
impact
sort
of
you
know
in
one
line
impact
others
elsewhere?
So
we
can
help
forecast
and
and
think
about
those
impacts
and
help
customers
adjust
for
them
as
they
go,
and
then
obviously
the
initiatives
right.
So
those
those
Improvement
initiatives.
How
do
we
continue
to
implement
them
but
also
measure
them?
K
So
my
hope
is
that,
when
we're
back
here
in
six
months,
it
went
just
be
here's
the
latest
iteration
of
this
dashboard.
It's
it'll
be
here's
the
latest
iteration
of
this
dashboard,
here's
what
we
did
and
here's
how
it
changed,
because
that's
the
key
is
that
we're
improving
out
the
way
in
which
we
look
at
all
this
data.
So
we
can
provide
meaningful
changes
to
our
customers
and
with
that
we're
available
for
questions.
C
K
It's
not
the
process,
I
would
love
for
us
to
be.
At
that
point
and
as
I
said,
it's
an
initiative
in
its
infancy.
You
know
it's
really
right
now
it's
about
how
we're
looking
at
our
process
on
aggregate
within
the
department.
You
know.
In
the
past,
we've
used
tools
like
the
chess
clock
to
show
individual
projects,
and
some
of
those
tools
do
still
exist
in
SJ
permits.
K
C
D
N
N
Chair
and
board
members
I
do
want
to
apologize.
I
think
this
comment
should
have
probably
been
before
you
guys
so
I
apologize
about
that.
My
name
is
Andrew.
Rubing
I
am
from
the
California
Public
Utilities
Commission
and
I
am
here
to
discuss
really
two
things.
Well,
one
thing
came:
some
member
batra
talked
about
it,
but.
N
N
You
know:
Energy
Efficiency
I
think
councilmember
Ortiz
talked
about
it
that
we
are
having
a
webinar
where
we're
going
to
discuss
about
building
decarbonization
coming
up,
and
we
I
just
wanted
to
invite
the
city
of
San
Jose
each
of
one
of
your
offices.
We
will
be
discussing
about
where
we're
headed
and
hopefully
you
guys
can
attend.
Thank
you
for
that.
E
Having
heard
that,
one
of
the
main
barriers
to
improving
customer
satisfaction
is
the
vacancies.
How
was
your
department,
whether
you're,
working
with
HR
or
other
strategies?
What
strategies
are
you
taking
into
consideration
when
trying
to
fill
the
vacancies
and
what
are
the
barriers
that
you
may
be
experiencing?.
K
Yeah,
thank
you
councilmember,
and
you
know
we're
definitely
hit
hard
by
vacancies
as
a
department.
I
think
it's
not
something.
That's
unique
to
us.
However,
when
we
sort
of
hit
vacancies
because
of
our
structure,
certainly
it
the
the
the
customers
and
certainly
the
public
experience
those
delays
as
a
result
of
our
staffing
challenges.
It's
something
that
we're
seeing
across
the
board
in
other
cities,
our
peer
cities
and
other
departments
within
the
city
and
also
in
other
agencies
or
other
organizations.
K
So
one
of
those
strategies
that
we're
helping
use
utilizing
to
help
offset
some
of
our
backlogs
resulting
from
vacancies
is
Peak
Staffing.
So,
back
in
December
of
last
year,
the
city
council
approved
new
Peak
Staffing
contracts
that
the
department
utilizes
to
bring
in
outside
help
to
help
offset
that
deficit,
and
what
we're
hearing
from
those
Peak
staffing
agencies
is
there's
just
demand
across
the
board
to
Tang
was
actually
talking
to
one
of
those
companies.
K
Recently
they
were
lamenting
the
amount
of
capacity
that
was
being
diverted
to
San
Diego
right
now,
who
are
experiencing
very
similar
issues
and
the
hope
that
they
would
be
able
to
preserve
capacity
for
us.
So
it's
certainly
not
unique
to
us,
but
we
do
see
those
impacts
in
very
specific
ways,
as
it
relates
to
our
customers
and
to
the
public.
So
there's
a
number
of
different
things,
we're
doing,
I,
think
sort
of
important
to
understand
the
sort
of
volume
of
and
the
sort
of
numbers
associated
with
that
challenge.
K
So
right
now
we
have
about
75
vacancies
throughout
the
department.
That's
putting
us
at
a
vacancy
rate
of
around
25,
so
hiring
is
literally
a
constant
business.
We,
we
are
constantly
running
recruitments,
I.
Think.
Currently
we
have
about
12
recruitments
that
are
active
right
now,
as
Lisa
said,
we're
about
to
bring
on
new
inspectors
we're
just
completing
a
new
recruitment
for
planners.
K
One
of
the
the
significant
challenges
that
we're
seeing
is
we're
just
not
seeing
the
same
quantity
of
applicants
as
we
have
in
the
past
sort
of
it's
really.
The
the
pools
are
a
lot
more
limited
and
so
we're
not
seeing
as
many
people
and
that,
as
you
sort
of
filter
that
down
through
the
process,
it
means
less
people
for
the
position.
K
I
K
Tremendous
support
in
kind
of
figuring
out
these
issues
and
then
what
I
will
say
is
is
you
know
one
of
the
challenges
is
timeline,
so
it's
a
very
sort
of
a
very
difficult
market
for
employers
right
now
in
certain
sectors
to
actually
find
employees.
So
we
know
we're
compete
meeting
with
other
cities
on
a
regular
basis,
and
if
we
don't
move
quickly,
we
often
lose
out
so
we're
looking
at
ways
that
we
can
reduce
our
process.
Steps
internally
to
make
hiring
faster.
K
E
You
one
one
thing
that
I've
seen
a
be
successful
when
it
comes
to
recruitment
is
potential
internship
agreements
with
local
colleges.
Do
we
have
any
agreements
with
San
Jose
State
Santa,
Clara
University?
It
may
be
for
some
roles,
I'm
sure,
there's
a
diverse
level
of
experience
needed.
Maybe
even
community
colleges,
yeah.
K
Certainly,
we
just
had
the
conversation
about
our
planning
recruitment
right,
knowing
that
we
won't
fill
all
of
those
vacancies
in
this
round.
Thinking
about
the
timeline
to
when
San
Jose
State,
you
know,
literally
across
the
street
they're
about
to
sort
of
graduate
in
a
couple
of
months
from
now
making
sure
that
we're
sort
of
in
touch
with
those
programs
and
have
those
connections
but
you're,
absolutely
right.
The
ability
to
deepen
that
process
through
internships
is
a
critical
one.
K
I
think
part
of
the
challenge
that
we've
had
as
a
department
is
really
figuring
out
the
resources
to
be
able
to
program
that
it's
you
know,
there's
work
involved
with
creating
meaningful
friendships
that
lead
to
good.
You
know,
opportunities
for
employment
and
right
now,
sort
of
all
of
our
resources
are
diverted
to
sort
of
getting
the
work
done.
We
need
to
create
the
space,
so
we
can
actually
give
our
staff
the
time
to
figure
out
the
programmatic
steps
as
well.
Thank.
E
J
K
So
we
were
heavily
involved
in
the
process,
so
both
Rosalind
and
I
were
a
part
of
those
discussions,
each
of
those
three
meetings
and
we
had
the
opportunity
to
talk
about
some
of
the
process,
Improvement
steps
that
we
have
in
place
and
and
some
of
the
things
that
align
with
that.
That
could
be
good
opportunities
for
us
as
a
department
to
consider.
K
Obviously
we're
also
at
the
same
time,
going
through
the
regular
budget
process,
where
we
have
kind
of
you
know,
ideas
about
where
we
can
add
and
supplement
within
the
department
to
help
support
these
so
I
think,
there's
you
know
a
lot
of
good
work,
that's
gone
through
that
process,
and
so
we've
provided
responses
through
the
city
manager's
office
to
those
next
steps
and
will
be
available
tomorrow.
Again.
K
F
K
You
just
continue
to
push
back
the
work
and
create
an
additional
backlog,
and
so
so
that's
where
we've
seen
the
challenges
and
really
this
work
was
aimed
at
sort
of
understanding
that
so
we
can
deploy
and
divert
resources
appropriately
and
hopefully
impact
that
in
a
meaningful
way.
We
are
using
Peak
Staffing,
especially
within
the
building
group
right
now,
so
our
highest
vacancy
is
within
building
and
within
building
plan
review.
K
So
the
engineers
that
are
reviewing
plans,
and
so
after
we
got
those
contracts
approved
at
Council
in
December,
there's
a
process
by
which
the
contracts
get
signed.
We
go
back
and
forth
with
the
contractors
there's
a
little
bit
of
time
in
there,
but
before
the
end
of
the
year,
we
had
signif
significant
number
of
projects
out
to
those
contractors
to
help,
try
and
reduce
that
number.
K
Obviously,
our
preference
is
often
to
to
keep
as
much
of
that
work
as
possible
in-house
just
because
we
believe
that
our
staff,
you
know,
are
uniquely
qualified
to
really
sort
of
do
a
lot
of
that
work.
But
we
know
that
we
need
to
supplement
in
certain
ways
what
I
will
say,
and
over
time
is,
we
are
using
overtime
as
appropriate.
K
As
Lisa
noted
with
the
inspections,
we
saw
a
real
issue
around
inspections
in
the
second
half
of
last
year,
just
given
the
delay,
and
that
was
significantly
impacted
by
by
vacancies,
and
so
we
put
in
place
the
overtime
program
that
was
very
successful.
It
was
incredibly
hard
on
our
staff
and
they
worked
really
hard
to
sort
of
get
through
that
and
continue
to
sort
of
work
really
diligently
to
maintain
a
lower
level
on
that
number.
K
We're
going
to
have
to
sort
of
really
watch
that
one,
because,
as
we
move
into
the
new
year,
we
know
it
will
creep
up
as
we
head
back
towards
the
summer.
So
that's
why
we're
really
focused
on
filling
those
vacancies,
and
it's
not
just
about
filling
the
vacancies.
I
could
fill
every
vacancy
in
the
department
tomorrow
and
those
numbers
wouldn't
necessarily
improve
it's
about,
especially
with
certain
positions
within
the
the
department.
K
It's
about
how
we
onboard
those
people
and
sort
of
teach
them
the
specifics
about
the
job
so
again,
the
sort
of
structure
internally
to
support
the
work
that
needs
to
go.
This
is
why
you
know
we're
really
focused
on
how
we're
managing
resources
internally,
it's
not
just
about
kind
of
the
output
and
how
we
do
the
technical
work.
We
have
to
have
really
solid
managers
that
can
lead
the
teams
internally.
K
It
does
yeah
and
it
doesn't
in
some
different
ways.
I
mean
I'm,
trying
to
think
of
good
examples.
If
you
sort
of
take
Visa,
Planning
Group
as
an
example,
so
historically,
we've
used
consultant
support
and
Peak
staff
there's
often
to
do
targeted
projects
so,
for
example,
Urban
Village
plans,
or
you
know
specific
plan
work.
K
K
What
you'll
often
find
so
in
building
we're
using
third-party
resources,
where
we
literally
send
the
plans
out
and
we
get
them
back
in
planning
we'll
bring
those
resources.
In-House
and
part
of
the
reason
is,
is
we
need
that
contact,
there's
so
much
sort
of
nuance
and
so
much
that's
unique
about
our
own
planning
process,
our
own
policies
and
documents
about
the
sort
of
work
that
has
to
occur
between
departments
that
that
you
know
you
have
to
sort
of
really
manage
that
closely.
F
So
with
that
motive
or
that
presentation,
they
may
be
sold
on
the
idea
of
working
another
two
three
years
after
their
retirement
to
give
back
to
the
city
where
they
have
lived.
So
now,
it's
a
really
good
idea
to
look
into
the
these
large
corporations,
who
have
these
people
retiring
and
now,
maybe
because
of
the
slowness
and
business.
F
K
One
of
the
attractors
to
certainly
our
department
and
many
others
in
the
city
is
the
ability
to
to
work
on
things
with
purpose.
We
have
purpose
in
abundance,
so
you
know
a
lot
of
a
lot
of
people
are
really
interested
in
making
that
impact
and
sort
of
making
that
difference
within
the
city.
So
we're
always
looking
for
those
opportunities
to.
B
Great,
thank
you
Chris,
and
everyone
who
who
presented
it
was
a
it's
a
very,
very
good
presentation,
and
what
this
presentation
obviously
tells
us
is
that
our
our
staff
at
pbce
is
doing
more
with
limited
resources,
but
we
all
know
how
important
PBC
is
for
the
quality
of
life
and
the
revitalization
of
of
all
of
our
city
right,
not
just
downtown,
but
for
the
whole
city
of
San,
Jose
and
I
am
also
just
like.
The
rest
of
my
colleagues
on
on
here
are
I'm
particularly
concerned
about
our
vacancy
rate.
B
M
Once
we've
hired
that
person-
yes,
okay,
well
for
code
enforcement,
we
they
go
through
a
training
academy
which
lasts
anywhere,
usually
around
four
to
six
weeks.
Then
they're
paired
with
a
mentor
so
a
peer
that
takes
them
out
and
they
kind
of
learn
the
ropes
or
get
to
put
what
they've
learned
into
practice
and
then
they
get
assign
their
caseload
somewhere
in
that
timeline
and
and
then
eventually,
they're
they're
off
on
their
own.
So
their
most
code
inspectors
come
in
as
a
one
and
that's
a
one-year
probation.
M
B
I
L
Can
I
just
say:
ditto
it's
it's
about
this
statement
building
as
well
for
the
permit
Center.
You
know
it's
two
to
six
months
for
them
really
to
be
running
on
their
own
plan
reviews
much
more
technical,
so
the
engineers
come
in
knowing
about
half
their
job
really
well,
and
we've
got
to
train
the
other
half
and
then
inspection
they've
got
a
really
great
onboarding
training
program
and
again
it's
about
a
six-month
stint
before
they're
really
cut
loose.
B
K
Yeah,
so
retention
is,
is
one
of
those
hardest
pieces,
firstly
to
measure
and
then
to
really
sort
of
get
into.
You
know
meaningful
differences,
sorry
meaningful
impacts
across
the
entire
department.
One
of
the
areas
that
we're
really
focusing
on
right
now
is
ensuring
that
again,
within
the
context
of
our
what
we
call
our
management
framework,
which
is
sort
of
you
know,
the
customer
service
Charter
is
a
key
initiative
within
a
larger
framework
that
we've
built
on
how
to
manage.
K
The
department
is
to
really
think
about
how,
in
addition
to
onboarding
and
training
staff
that
are
doing,
the
work
is
how
we're
continually
developing
and
training
our
managers,
it's
only
at
the
supervisor
level
and
then
at
the
middle
management
level,
because
so
much
of
of
what
needs
to
occur.
You
know
people
are
making
decisions
on
where
to
work
on
a
number
of
different
factors,
whether
it's
pay,
whether
it's
location,
whether
it's
family
circumstances
but
once
you're
at
work.
K
It
can't
be
this
sort
of
static
view
of
the
world
where
you
know
we
hire
somebody
and
assume
they're
going
to
stay
with
us
for
30
years,
which
was
the
norm
even
sort
of
10
years
ago.
Now
the
reality
is,
if
I
look
at
ever
report.
That
tells
me
time
and
position
across
the
department.
The
average
time
in
position
across
our
department
is
less
than
four
years.
A
K
Probably
you
know,
as
I
look
at
sort
of
some
of
the
entry
level
positions.
The
turnover
rate
is
is
less
than
that
right,
we're
seeing
sort
of
two-year
turnover.
We
have
to
a
use
our
managers
to
make
sure
we're
getting
the
most
out
of
those
people,
as
we
absolutely
can
within
that
period,
but
then
B.
How
do
we
create
an
environment
where
they
feel
appreciated
and
they
feel
connected
to
that
work
to
sort
of
at
least
make
them?
K
B
K
B
K
So
there's
a
there's
a
lot
of
nuance
to
that
statement.
I
think
the
sort
of
very
entry
level
step,
one
planner
one
possibly
I'd-
have
to
look
at
the
numbers,
but
then
we
actually
keep
Pace
sort
of
you
know
higher
of
the
ladder.
So
it's
really
about
where
we
bring
people
in
and
kind
of
understanding.
F
K
E
K
B
Main
page
great
and
we're
making
a
big
splash
about
this,
because
I
know
this
is
super
important.
A
lot
of
our
constituent
concerns
are
about
pbce
or
lack
of
pbces
involvement,
so
I
hope
that
we're
making
a
big
splash,
because
we
want
to
let
all
of
our
residents
in
the
city
of
San
Jose
of
all
walks
of
life,
know
that
PBC
is
really
doing
their
work
and
having
it
in
this
amazing
dashboard
that
I'm
excited
to
be
playing
with
here.
Yeah.
K
So
absolutely
we're
thinking
about
how
best
to
sort
of
talk
to
that.
We've
already
been
out
talking
to
a
number
of
our
customers
in
the
development
Community
about
all
this
work,
because
we
wanted
to
get
that
feedback
and
input
before
we
went.
Fully
live
so
we've
had
some
of
those
conversations
and
as
I
said,
as
we
continue
to
roll
this
out,
we'll
we'll
continue
to
keep
people
informed
thanks.
J
Thank
you
so
much
first
and
foremost,
I
want
to
say
thank
you
to
you
and
your
team.
The
work
that
you
do
is
so
critical
and
so
hard
and-
and
you
know,
has
multiple
challenges.
So
you
know
I
really
appreciate
everyone
who's
doing
their
best
there
and
and
really
you
know,
having
a
hand
in
this
very
meaningful
work.
J
Whatever
it
is
and
and
that
there
are
opportunities,
but
you
know
if
they
don't
have
any
exposure,
sometimes
you
know
they
look
at
the
city
and
say:
oh
well,
that's
boring
over
there
or
whatever,
and
so
I
do
know
that
that
there
are
potential
like
Partners
who
who
do
Workforce
Development
for
young
people
and
and
I
thought.
You
know
if
there
was
a
you
know,
potential
Academy
that
can
train
young
people
to
say
you
know.
This
is
a
step
in
that
direction.
J
J
So
if
I
could
be
of
help
and
I
know,
if
my
colleagues
would
be
very
interested
in
in
those
kinds
of
possibilities,
I
know
that
council,
member
Ortiz
has
worked
very
very
much
in
this
Workforce
Development
space
and
and
there
might
be
pilot
that
we
can
try,
because
this
this
issue
is
not
going
to
go
away
and
I
do
know
that
you
know
once
you
get
someone
on
board
and
they
start
liking.
You
know
the
the
work
then
they
get
promoted
into
another.
K
Yeah
thanks
for
that,
council
member
and
it's
absolutely
the
right
point
and
we've
spent
sort
of
a
considerable
amount
of
time,
thinking
about
how
we
hire
and
who
we
hire
right
and
and
I.
Think
one
of
those
areas
that
we've
specifically
looked
at
and
we're
going
to
continue
to
explore
is
what
are
the
pathways
that
we
create
within
the
department.
So
quite
often
we
post
a
position,
and
you
know
there
are
minimum
requirements.
K
You
know
whether
it's
education
or
experience
and
that's
the
entry
level
and
we
don't
create
an
efficient
pathway
into
that
position
by
creating
that
sort
of
half
step
for
people
that
maybe
don't
have
college
or
maybe
you
know,
have
different
experience
or
you
know
a
different
type
of
degree.
Even
we've
had
issues
where
you
know
some
of
our
our
listings
for
positions
have
certain
requirements
right
and
on
the
specific
to
the
degree,
and
if
you
don't
quite
meet
that
requirement,
then
then
you're
not
eligible
for
the
position.
K
So
you
know
we
need
to
think
about
that
a
lot
more
creatively,
because
you're
right
this
problem
is
not
going
away
and
certainly
in
in
key
parts
of
the
department
within
certain
sort
of
the
verticals,
especially
you
know
you
think
about
things
like
inspection
where
we've
traditionally
hired.
You
know
from
the
field
from
contractors,
and
you
know
we're
seeing
shortages
in
the
private
sector
on
that
side,
and
so
thinking
about
how
we
create
those
Pathways
internally
is
going
to
be
critical
to
a
long-term
success.
F
I
guess
you
mentioned
about
the
retention
and
the
time
and
job
a
couple
of
years
now
versus
30
years
in
the
past,
and
one
of
the
things
to
keep
in
mind
is
that
the
newer
generation
of
people
they
may
be
wanting
a
variety
in
their
job,
so
they
may
not
necessarily
want
to
leave
city
of
San
Jose
if
you
can
convince
them
to
or
show
them
that
they're
all
going
to
be
somewhat
related
jobs
there.
So,
even
if
you
lose
them,
hopefully
city
of
San
Jose
doesn't
lose
them
and
whatever
experience
can
transfer
there.
F
Similarly,
other
departments
could
give
you
some
of
their
people.
If
you
can
identify
the
close
enough
of
people
then
and
make
sure
that
they
understand
There's
an
opportunity
to
work
in
variety
of
things,
you're
doing
and
anything
closely
related
to
your
things
so
that
we
get
the
full
benefit
for
the
city
of
San.
Jose
may
not
necessarily
be
in
one
particular
Department.
Okay,.
K
Yeah
I
think
he
counts.
My
back
I
couldn't
agree.
More
I
was
one
of
those
people,
I
started
with
the
Department
in
2006
and
then
transitioned
out
to
another
department
for
a
while
and
then
came
back
and
but
and
what
I'll
tell
you
is
that
starting
your
career
in
the
planning
department
sets
you
up
for
working
in
any
job
in
city
hall,
because
you
learn
how
to
give
presentations,
how
to
talk
to
the
public,
how
to
write
memos,
how
to
do
sort
of
thoughtful
analysis
so
so
completely
agree.
K
I
think
you
know
one
of
those
things
that
we're
focused
on
and
so
the
the
internal
training
that
we're
doing
around
supervisors
and
managers.
We
call
it
a
leadership
syllabus,
it's
a
programmatic
approach
to
ongoing
development
in
that
kind
of
middle
management
level,
and
we
take
a
really
thoughtful
approach
on
just
the
basics
and
fundamentals
around
how
we
do,
and
one
of
those
that
we
have
done
recently
was
on
succession
planning
and
not
succession
planning
from
the
perspective
of
who
fills
the
spot
next.
K
But
how
do
you
continue
to
develop
staff
understanding
that
you
know
what's
best
for
them
may
not
be
staying
with
the
department,
but
ultimately,
having
you
know,
engaged
in
happy
staff
is
going
to
benefit
us
for
the
period
that
we
have
them
with
us,
and
so
so
absolutely
that's.
Philosophically
our
approach
to
working
with
our
staff
and
developing
them
and
and
those
are
the
types
of
things
that
we're
trying
to
build
on
internally
and.
F
Know
we've
done
some
work
in
the
past,
like
some
of
your
skill
requirement
may
be
better
Filled
from
places
like
Metro
act
than
from
the
colleges
and
so
I
think
you're.
The
city
of
San
Jose
has
certainly
developed
some
partnership
with
them.
Your
department
particularly
may
or
may
not,
but
that
would
be
certainly
a
place
to
look
for
some
of
your
employees.
F
C
You
I
just
have
sort
of
a
knee-jerk
response,
though,
when
we
hear
okay,
we
can
look
at
another
department
and
say:
oh
there's
someone
over
there
that
we
can
then
poach
I'll
call
it
poaching
because
the
first
place
they
go
to
council
member
batra.
Is
your
city,
council
office
and
they're
going
to
look
for
someone
at
your
office
and
they're
going
to
say
that
person
would
be
great
in
code
enforcement
and
before
you
know
it,
that
person
has
left
you
and
then
you
have
a
vacancy,
so
I
I.
C
We
we
all,
have
vacancies
and
and
it's
a
huge
problem
within
the
city,
so
the
and
we
do
a
really
good
job
of
training
and
then
they
leave
and
it
makes
me
nervous
to
hear
there
may
be
other
people
within
the
city
who
can
go
and
move
around,
but
I
have
a
I'm
just
thinking
out
of
the
box
and
I
know.
This
is
a
long
discussion.
C
We
have
two
more
items
and
and
I
would
ask
my
colleagues
for
Indulgence,
but
then
let's
move
quickly
for
the
next
two
items,
so
we
can
not
be
here
till
midnight
because
we're
going
to
have
a
long
council
meeting
tomorrow,
I
have
a
feeling,
but
the
ques.
What
I'm
thinking
about
and
and
obviously
the
vacancies
is
a
big
deal
in
all
of
the
different
departments.
That's
really
really
important,
but
I'm
thinking.
This
is
somewhat
real
estate
related
and
you
know
all
know.
My
background
is
in
real
estate
and
I'm
thinking.
C
Isn't
there
a
group
of
people
who
might
be
good
inspectors,
for
example
like
the
home
inspection
world,
who
may
not
be
as
busy
as
they
have
in
the
past,
because
there
aren't
as
many
real
estate
sales,
but
they
know
housing,
they
know
Electric
electrical,
they
know
Plumbing,
they
know
all
those
things.
So
how
hard
would
it
be
to
recruit
and
train
them?
So
what
I'd
love
to
do
is
maybe
take
this
conversation
offline
and
figure
out
how
we
might
be
able
to
dig
into
the
real
estate
Community
who
may
not.
C
We
may
not
be
thinking
of
them.
Certainly,
maybe
not
the
sales
people,
but
there's
a
lot
of
support
people
who
might
be
helpful
in
this
area
who
have
some
expertise
so
I
mean
obviously
that's
a
big
deal
is,
is
Recruitment
and
then
I
I'm
happy
to
hear
that
you're
trying
to
reduce
the
processing
time,
because,
frankly,
that's
a
frustration.
If
it
takes
a
month
to
recruit
to
bring
someone
in
to
go
through
the
process,
they
could
have
been
hired
three
or
four
times
and
they're.
C
C
I
really
love
the
dashboard
I'd
love
to
figure
out
a
way
to
distribute
it
to
our
community
as
well,
so
maybe
whoever's
the
best
writer
over
there
can
help
us
come
up
with
some
bullet
points
on
that
we
could
maybe
put
in
our
newsletters
and
interest
people
on
on
how
to
sort
of
navigate
the
system
and
what
it
all
means.
Now.
C
P
Oh
that's
kind
of
small
anyway.
So
what
we're
going
to
talk
to
you
about
today
is
its
overall
activity
report
on
what
Citywide
planning
has
been
up
to
both
our
work
items
that
we're
progressing
on
and
our
accomplishments,
but
we're
also
going
to
quickly
touch
upon
our
the
Citywide
dashboard
component
of
our
customer
service,
Charter
and
basically,
what
we
have
the
way
we've
developed.
Our
customer
service.
Dashboard
component
is
really
looking
at
the
our
work
items.
P
The
total
totality
of
our
work
items
versus
the
Staffing
Resources
that
we
currently
have,
as
well
as
identifying
the
amount
of
staff.
We
would
need
to
actually
complete
all
the
work
items
in
our
work
program
and
so
I'll
dig
into
the
the
bar
chart
in
just
a
second,
but
essentially
on
the
right
is
our
project
workload
and
on
the
left
is
our
staffing
level.
P
So
the
purpose
of
this
is
really
for
us
to
understand
what
we're
realistically
able
to
take
on
and
complete
in
our
work
program
to
help
us
identify
where,
if
possible,
we
can
could
potentially
get
more
resources
to
complete
the
work
and
also
as
priorities,
change
or
new
things
come
up.
Whether
it's
from
Council
or
the
state
of
California
has
mandates
that
we
have
to
fulfill.
P
That
conversation
about
that
on
the
right
is
a
list
of
all
of
our
work,
not
all
of
our
work,
all
of
our
sort
of
significant
work
items
that
we
currently
have
with
a
status
of
them,
so
you'll
be
able
to
see
like
well.
Where
is
yigbee,
for
example?
Well,
let's
see
it's
that
one's
on
hold.
It
doesn't
necessarily
say
why
it's
a
hold.
You
could
follow
up
with
a
phone
call
or
an
email,
but
where
it
is
active,
it
has
estimated
completion
dates
as
well.
So
you
get
a
sense
of
when
that
item.
P
That
work
item
would
be
completed
and
then
at
the
bottom
of
course
it
it
says
the
FTE
of
all
of
this
work
if
we
were
able
to
do
all
those
work,
how
many
staff
persons
we
need
and
FTE,
of
course,
is
a
full-time
equivalent.
So
it's
an
assumption
on
on
or
it's
an
analysis
of
how
many
full-time
staff
would
you
need
in
this
in
a
year
to
do
this
to
do
this
work?
P
Those
numbers
that
you
see,
of
course,
are
not
one
staff
person,
there's
multiple
staff
people
working
on
any
given
item,
so
it
kind
of
factors
in,
for
example,
on
let's
see
Citywide
well,
let
me
see
Capital
Caltrain
stationary
plan
is
0.5,
FTE,
that's
actually
more
than
one
person,
so
there's
two
people
that
are
really
heavy
involved
in
that
so
of
all
of
their
time,
which
would
FTE
of
two.
It
would
occupy
one
quarter
of
each
staff
person's
time.
Roughly
speaking,.
P
So
I
think
this
is
kind
of
the
big
takeaway
is
to
understand.
Just
you
know
our
team's
workload
relative
to
our
staffing
level.
Currently
we
have
14.1
active
projects
which
were
listed
on
the
previous
slide.
We
have
a
backlog
of
6.8
items.
These
are
items
that
were
not
with
that
I'm.
Sorry,
six
I'm,
sorry,
we
have
FD,
we
have
active,
14.1,
FTE
working.
We
have
our
of
our
active
projects,
we
need
14.1
FTE
and
we
need
an
of
our
backlog.
P
We
have
the
need
for
6.8
F
at
full-time
equivalent
staff
people
to
complete
the
backlog,
backlogger
items
that
are
we're
not
working
right
now,
they're
items
that
we
don't
have
a
defined
project
schedule.
It's
still
TBD.
We
may
need
more
resources
to
complete
the
work.
We
would
sort
of
move
on
to
those
things.
As
the
active
things
are
completed,
and
then
we
have
items
that
are
on
hold.
We
have
the
equivalent
of
3.1
full-time,
equivalent
employees,
work
items
that
are
on
hold.
These
are
items
that
could
be
in
hold
for
a
number
of
reasons.
P
The
items
that
we
currently
are
having
a
whole
are
on
hold
because
of
Staff
departures.
Where
we
have
vacancies
and
there's
no
one
to
do
the
work
frankly,
but
there
once
we
fill
those
positions
or
are
able
to
shift
some
work
around.
We
would
re-initiate
those
projects
and
then
we
have
an
ft
equivalent
of
1.7
on
committed
items.
P
P
So
of
those
22
position,
we
have
positions,
we
have
10
that
are
filled,
we
have
nine
that
are
vacant
and
we
have
three
Peak
staffers
and
Peak
staffers
essentially
function
like
staff
they're,
not
City
staff
people,
but
they
sit
at
a
desk
and
they
operate
just
like
staff.
People
there's
a
lot
of
advantages,
of
course,
for
Peak
stat
using
Peak
Staffing,
and
it's
particularly
in
a
situation
we're
having
with
the
Staffing
challenges
that
we
do
have.
P
I
will
say
that
we
are
just
completing
a
recruitment
for
the
planner
one,
two
three
series
and
out
of
that
recruitment
we
are
three
new
planners
will
be
starting
on
Monday,
so
that
vacant
status
of
nine
is
going
to
go
down
to
three.
So
that's
really
good
news.
We
were
not
able
to
fill
all
of
our
vacancies
in
the
current
planner
recruitment
that
we
just
that
that
has
ended,
but
we
are
quickly
flipping
it
around
and
running
another
recruitment.
P
P
So
I'm
just
kind
of
going
over
the
whole
team
there's
a
deputy
director
and
22
full-time
staff,
both
consultant
staff
and
City
staff.
There
actually
are
eight
teams
in
Citywide
planning,
but
one
of
them
is
on
hold,
so
there's
only
seven
active
teams
currently-
and
that
includes
the
housing
team,
climate,
smart,
ordinance
and
policy,
which
is
primarily
the
zoning
code,
sign
ordinance
and
Council
policy
work.
O
Thank
you
Michael,
so
I'm
going
to
start
with
the
housing
team,
they
have
probably
the
largest
body
of
work
on
our
Citywide
planning
entire
in
total,
which
is
our
housing
element
update.
This
is
a
state
mandate
that
every
eight
years
we
update
the
housing
element
of
our
general
plan.
It
is
our
turn,
along
with
the
rest
of
the
Bay
Area
cities.
O
So
this
is
something
we've
been
working
on
well
over
a
year
after
some
extensive
Outreach,
we
hit
a
milestone
in
September
of
submitting
our
draft
document
to
the
State
Department
of
Housing
and
Community
Development
for
a
mandated
90-day
review.
Purpose
of
that
is
for
them
to
provide
comments
to
us.
Let
us
know,
are
we
on
the
right
track?
Does
this
look
like
something
that's
going
to
get
certified?
Do
we
need
to
make
Corrections?
Ultimately,
they
will
need
to
certify
the
document,
so
we
received
our
comments
back
from
them
in
December.
O
The
good
news
is
that
they
didn't
ask
us
to
make
any
major
course
Corrections.
The
comments
really
are
more
around
providing
additional
data,
analysis
and
justification
for
our
proposals.
So
we
are
working
right
now
to
address
those
we've
pulled
staff
actually
from
other
Citywide
planning
teams
to
help
get
this
across
the
Finish
Line.
We
are
also
starting
the
environmental
impact
report
process
and
we'll
have
this
all
back
to
Council
in
June.
O
I
want
to
highlight
something
that
I
think
is
a
great
highlight
of
our
housing
team.
We
have
the
destination
home
planner.
This
is
a
position-
that's
funded
by
the
non-profit
destination
home,
to
provide
essentially
special
service
to
affordable
housing
developments
that
provide
significant
components
of
Supportive,
Housing
or
extremely
low
income
housing.
In
the
past
year,
we've
approved
200
or
excuse
me
327
units
that
planner
and
we
currently
have
2406
much
needed.
Affordable
units
under
review.
O
I'll
also
highlight
that
image
is
an
award
that
we
were
given
by
the
development
developer,
affirmed
housing
for
our
work
on
the
city's
first
SB
35,
streamline
project
which
is
just
recently
been
occupied
at
the
corner
of
Alum,
Rock
and
floss.
So
that
was
something
that
was
done
by
that
destination
home
planner.
We
figured
out
that
SB
35
process
and
really
streamlined
that
development.
O
Next
team
I'll
touch
on
is
climate
smart.
This
is
a
team
of
one,
and
this
planner
has
been
working
in
conjunction
with
the
Department
of
Transportation
to
get
the
parking
and
transportation
demand
ordinance
to
council,
and
that
was
approved
by
Council
in
December
we
are
the
largest
city
in
the
United
States
to
largely
remove
mandatory
minimum
parking
requirements.
We
also
updated
our
transportation
demand
Management
program
to
streamline
it,
to
provide
more
predictability
there
and
to
align
it
with
our
SQL
review.
O
Transportation
demand
management
is
that
is
items
that
a
development
May
propose
to
help
provide
more
options
to
people
for
transportation
other
than
just
drive
alone,
car
trips.
So,
for
example,
a
transportation
demand
management
plan
for
a
development
might
include
them
doing.
Bus
passes,
for
example,
for
developer.
Excuse
me
for
their
residence
bike
lanes
that
kind
of
stuff
we've
required
those
in
the
past,
but
our
process
was
kind
of
all
over
the
place.
To
be
honest,
so
as
part
of
this
ordinance,
we
really
streamlined
and
modernized
that
this
is
a
major
accomplishment.
O
O
The
ordinance
and
policy
team
we
have
about
a
year
ago,
actually
brought
to
council
the
update
to
our
cannabis
business
ordinance
to
allow
the
Cannabis
businesses
to
open
a
second
location
in
commercial
zoning
districts,
as
well
as
to
allow
Equity
applicants
to
do
such
that's
been
mixed.
Success
I
am
happy
to
tell
you
that
we
do
have
one
business
who
has
secured
a
location.
O
We've
issued
a
zoning
verification
certificate,
so
we
do
have
one
success,
but
we
are
hearing
that
we
they're
having
a
hard
time
both
due
to
factors
that
are
in
our
control
and
outside
of
our
control.
So
we
were
directed
by
Council
last
fall
to
go
ahead
and
update
the
things
that
we
can
control,
which
is
our
setbacks
to
sensitive
uses.
O
Specifically,
we
found
that
to
be
a
constraint
or
requirement
to
maintain
a
thousand
feet
to
certain
uses,
has
made
it
very
difficult,
if
almost
impossible,
for
many
of
these
businesses
to
find
a
location,
I
think
in
the
memo
we
had
said
fall,
but
we
are.
We
know
that
this
is
a
priority.
We
know
the
industry
is
very
much
waiting.
We
are
working
on
Staffing
plan
to
get
this
back
to
council
by
Summer.
O
Another
major
body
of
work
on
the
ordinance
team
is
our
Coyote
Valley
Corridor
study
we
embarked
on
that
last
year.
That
was
some
Council
Direction.
What
that
is
is
studying
the
properties
on
the
east
side
of
Monterey
Road
throughout
Coyote
Valley,
so
pretty
much
from
the
city
limits
to
the
power
plant
looking
at
can
we
allow
more
commercial
uses
that
are
still
compatible
with
and
supportive
of
the
Agricultural
and
open
space
character
of
the
area,
so
we're
going
to
harvest
consultant.
O
Do
a
study
there's
also
going
to
be
some
pretty
significant
environmental
review
associated
with
that,
and
we
expect
to
have
that
back
to
Council
in
2024
likely
summer
or
fall
two
items
that
will
be
coming
to
council.
Much
sooner
are
the
Evergreen
Evergreen
East
Hills
development
policy
and
the
5-1
policy
update
for
the
Evergreen
Hills
policy.
This
is
a
transportation
development
policy.
That's
based
on
essentially
the
old
way
of
doing
Transportation
analysis.
O
We
have
received
direction
from
Council
to
go
ahead
and
essentially
Sunset
it,
and
so
new
projects
moving
forward
would
be
able
to
come
in
under
our
more
modern
vehicle
miles.
Traveled
policy
for
their
transportation
analysis,
so
we
need
to
you
know,
essentially
bring
the
resolution
to
modify
that
policy
to
make
it
no
longer
apply
to
new
development,
we're
projecting
bringing
that
to
Council
in
Spring.
We
are
also
going
to
return
in
spring
with
Outreach
recommendations
around
projects
that
trigger
an
environmental
impact
report
under
the
vehicle
miles
traveled
policy
that
require
an
overriding
considerations.
O
The
policy
was
updated
by
Council
in
December.
We
did
get
some
additional
direction
to
do.
Come
back
with
some
more
recommendations
around
Outreach
for
certain
those
categories
of
projects-
foreign-
there
are
a
number
of
upcoming
work
items
on
the
ordinance
and
policy
team,
and
it's
really
about
getting
the
Staffing
to
get
working
on
these.
Some
of
them
are
Council
priorities.
Some
of
them
are
kind
of
placed
on
us
outside
of
our
control,
like
the
amendments
to
address
State
Law
changes,
so
some
of
these
you
know
we're
looking
at
getting
started,
bringing
back
in
the
fall.
O
Some
are
a
little
bit
more
open-ended
depending
on
when
we
can
get
that
Staffing
to
have
those
worked
on
our
general
plan
team.
As
of
about
a
year
ago,
I
think
was
totally
vacant.
We
had
lost
all
three
staff
members,
so
we
had
a
new
team
come
on
last
spring
and
they
really
hit
the
ground
running
by
the
end
of
the
year.
We
brought
to
council
to
city-initiated
General
plan
amendments.
One
would
require
private
development
applicants
to
submit
an
actual
project
application
in
conjunction
with
their
General
plan
Amendment.
O
So
when
Council
looks
at
changing
the
general
plan
counsel,
the
public
and
staff
can
have
kind
of
a
more
holistic
view
of
what's
being
proposed,
so
we're
looking
at
the
project,
not
just
the
color
on
the
map.
We
also
Council
also
adopted
a
policy
to
remove
all
commercial
requirements
for
affordable
housing
developments,
so
in
zoning
districts,
for
example,
where
housing
can
happen,
but
only
in
a
mixed-use
form
the
project
is
100
affordable.
They
would
not
need
to
provide
it
as
mixed
use.
We
found
the
mixed
use
has
been
a
constraint
for
affordable
housing
developments.
O
There
is
I
need
to
verbally
make
a
correction
on
this
Slide.
The
upcoming
is
actually
April
2023,
not
2024
I
mean
we
might
be
back
in
2024
with
this
too,
but
I
can
tell
you
definitely
in
2023.
Coming
up.
We
have
some
privately
initiated
General
plan
amendments
and
our
general
plan
annual
performance
review
report
for
Council.
O
Next
team
or
teams,
because
they're
related
we
have
on
one
slide,
is
our
Urban
Village
and
station
area
planning
so
for
station
area
planning.
The
main
body
of
work
is
the
Five
Wounds
Urban
Village
Plan
update.
This
is
actually
a
combined
update
of
five
Urban
Village
plans
and
proximity
of
our
future
28th
Street
and
little
Portugal
BART
station.
It
is
a
joint
effort
between
the
city
and
VTA.
O
It's
using
the
vta's
trans
Transit
oriented
development
Playbook
to
kind
of
re-look
at
the
development
capacities
in
land
uses
within
those
Urban
Villages
big
change
is
we
had
been
planning
for
a
lot
of
jobs
and
not
as
much
housing.
Kind
of
our
Market
studies
are
showing
that
really
the
market
would
support
the
opposite.
So
we
are
reducing
the
capacity
for
new
employment
in
that
area
and
increasing
residential
capacity
and
changing
land
use
and
policies
around
that
we
had
started
work
on
the
station
area
plans.
O
Excuse
me,
Capital
station
area
plan,
that's
about
16
Acres
right
around
the
Monterey
row
near
the
capitol
Caltrain
Station
anyone's
familiar
with
Tony
DiMaggio
Stromboli
right
around
there.
We
had
started
work
on
that,
but
due
to
staff
vacancies,
that's
currently
on
hold
our
Urban
Village
planning
team
has
been
vacant
for
about
over
a
year
now
happy
to
say
that
we
do
have
new
staff
starting
Monday.
O
So
we
will
have
that
team
fully
filled
as
of
Monday,
and
once
those
staff
are
onboarded,
we
are
going
to
start
working
on
two
Urban
Village
plans.
One
of
them
is
Alum
Rock
east
of
680
and
the
other
one
is
looking
at
a
market-ready
Urban
Village
in
West
San
Jose.
So
we
want
to
see
kind
of
where
the
market
is
hottest
for
development
and
focus
on
develop.
That
plan
there
and
we
do
have
funding
for
both
of
those
plans.
O
As
of
Monday,
we'll
have
the
staff
so
very
exciting.
So
then
I
will
I
believe
ends
with
our
city
of
wide
planning
team,
which
is
our
team
that
currently
is
focusing
on
aligning
the
zoning
with
the
general
plan.
This
is
a
requirement
of
state
law.
San
Jose
is
in
a
somewhat
unique
position
that
we
had
not
kept
those
aligned
as
we
updated.
Our
general
plan
looked
for
future
development.
What
we
want
to
see
in
2040,
we
did
not
go
back
and
update
our
zoning
ordinance
so
and
we
haven't
done
that
in
several
General
plans.
O
So
we
end
up
with
the
situation
where
we've
got
approximately
or
had
approximately
12
000
properties,
where
the
general
plan
said
build
one
thing:
the
zoning
said
build
something
else,
often
entirely
in
conflict,
and
you
know
that's
that's
a
problem.
It's
a
problem
for
development.
It's
a
problem
for
using
your
property.
You
run
into
tricky,
permitting
situations.
We
had
identified
this
ourselves
actually
as
an
issue
we
needed
to
tackle
and
at
the
same
time,
the
state
legislator
adopted
a
law
that
said,
cities
need
to
tackle
this
issue.
O
We
are
anticipating
on
being
complete
with
that
by
December
of
this
year
and
that
team
is
going
to
start
transitioning
to
another
Council
directed
Body
of
work,
which
is
our
mobile
home
park.
Land
use
designation
changes,
so
this
is
changing
the
land
use
in
our
general
plan
and
changing
the
zoning
along
with
it
to
make
them
actually
mobile
home
park.
Designation
designated
most
of
our
mobile
home
parks
are
not
designated
for
a
mobile
home
they're
designated
as
something
else,
maybe
commercial,
it
could
be
industrial.
O
It
could
be
higher
density
housing,
for
example,
so
we
will
be
going
and
making
General
plan
amendments
on
all
of
them.
As
of
now,
we
have
a
mid-year
budget
request
in
fourth
to
start
13
Parks.
As
soon
as
that.
If
and
when
that
gets
approved
in
the
spring,
we
will
start
that
work,
and
then
we
have
submitted
a
budget
request
for
the
remaining
44
for
next
year's
budget
to
go
ahead
and
do
those
amendments
in
the
associated
environmental
review
that
would
be
required.
O
C
Q
Q
I
really
am
in
strong
disagreement
about
the
future
of
the
electronic
billboard
as
some
sort
of
Savior
or
digital
Innovation
for
our
future
you're,
basically
exploiting
everyday
people
and
allowing
you
know
their
data
and
their
privacy
to
be
sucked
up
by
commercial
companies
to
do
whatever
they
want
with
it,
and
that
means
selling
the
data
to
law
enforcement
and
Commercial
entities
at
the
national
level.
No
matter
how
good
your
local
policies
are,
you
guys
have
to
learn
to
be
really
open
about
that.
Q
Q
The
way
you
used
to
this
is
incredibly
exploitive,
fearful
work
that,
and
it's
not
it's
not
only
going
to
do
commercial
exploitation,
it's
going
to
have
surveillance
as
well,
and
so
I
I'm,
just
not
happy
with
this
sort
of
Arrangement
that
you've
been
you're
somehow
removing
blight.
You
can
you're
creating
a
new
sort
of
light
that
you
really
have
to
learn
to
openly
talk
about
and
I'm,
not
gonna,
I.
Think
many
of
us
don't
want
this
sort
of
project
to
go
through.
Thank
you
for
your
time.
C
I
just
want
to
clarify
something
regarding
mobile
homes.
Before
I
move
on
to
council
member
Ortiz
Martina,
you
had
mentioned
that
if
it's
approved
that
you
would
go,
we
would
go
forward
with
the
rezoning,
but
I
thought
our
last
council
meeting
on
the
14th.
We
had
an
a
review
of
the
budget
and
we
did
approve
the
funding.
Did
we
not
or
am
I
so.
P
My
I
haven't
heard
otherwise,
so
I
understand
the
money
has
gone
forward,
so
we
would
get
the
money
soon
and
we
would
initiate
the
work.
Yeah
I
think
so,
but
it
would
still
be
spring
spring
is
only
what
three
weeks
away
and
we
still
have
to
go
through
a
process
we
have
to.
We
have
to
hire.
We
have
to
hire
a
piece.
P
A
C
C
E
Thank
you
so
much
chairwoman
and
thank
you
for
the
report
great
overview.
So
many
real
hot
topics
that
we're
all
I'm
sure
interested
in
discussing
I
have
originally
five
questions.
I'm
going
to
chop
some
of
them
to
make
it
a
little
bit
quicker,
but
my
first
is
in
regards
to
the
Cannabis
ordinances
that
we're
currently
working
on.
Has
our
planning
staff
interface
with
our
intergovernmental
team
to
look
at
ab374,
the
Cannabis
local
control
and
cannabis.
Consumption
is
being
authored
by
assembly
member
Matt
Haney
in
regards
to
cannabis,
lounges.
O
E
Okay,
great
appreciate
that
my
next
questions
are
in
regards
to
the
Urban
Village
planning
I
heard
that
you
just
hired
the
new
team
and
they're
going
to
be
coming
in
soon,
but
I
had
first
a
clarifying
question.
Are
we
halting
new
Urban
Village
plans,
or
are
there
still
going
to
be
conversations
about
creating
new
Urban
Villages
because
it
seems
like
I
get
mixed
answers
depending
on
who
I
talk
to
well.
P
So
I
mean
the
so
the
urban
work
of
Urban
Village
planning
has
been
on
hold
for
a
while
because
we
haven't
had
a
team
and
now
that
we
have
a
team
we're
going
to
initiate
two
projects
that
have
been
on
our
work
program.
One
of
them
has
been
on
the
work
program
for
three
year
years,
at
least,
which
is
alum
Rocky,
so
we
have
money
from
a
caltrains
grant,
Caltrain
Caltrans
Grant
and
that
so
we're
going
to
initiate
that
project.
P
There's
some
work
that
was
done
background
work
on
it,
but
we're
going
to
really
get
it
going.
So
that's
that's
been
on
our
work
program
for
a
long
and
we
plan
to
move
forward
with
that
one,
the
other
one
is.
The
council
gave
us
four
hundred
thousand
dollars
to
initiate
a
a
real
estate
market,
ready,
Urban
Village
in
West,
San,
Jose,
and
so
one
of
the
things
the
team
is
going
to
do
is
dig
into
that
and
come
up
with
a
recommendation
on
which
Village
we
would
recommend
moving
forward
with.
P
So
we
do
plan
to
initiate
a
village
somewhere
in
one
of
the
villages
in
West,
San,
Jose,
and
so
but
beyond
that.
The
question
is
money
right.
So
typically,
with
the
exception
of
the
market
ready
Village
plan,
the
city
of
San
Jose
does
not
give
us
money
to
do
these
plans.
We
get
money
through
grants
and
grants
have
proven
to
be
a
bit
problematic
at
times.
We
don't
always
get
them,
they
have.
They
require
often
a
very
bloated
process
that
takes
means.
P
The
village
plan
takes
a
very
long
time
to
complete,
so
so
I
think
that
we
can
have
definitely
have
a
conversation
about
doing
more
of
them.
What
we're
looking
at
doing
is
kind
of
coming
up
with
a
more
a
more
streamlined
process,
while
at
the
same
time
doing
the
engagement
that
we
should
be
doing.
We
don't
want
to
shortchange
that
and
yeah.
E
P
So
there's
three
Alum
rocks
for
the
Alum
Rock
you're
speaking
of
between
King
and
Jackson,
is
an
Urban
Village.
It
is
designated
such
in
a
general
plan,
and
the
zoning
that
was
approved
by
Council
in
2013
per
the
general
plan
is
considered
the
village
plan
for
that
that
Urban
Village
now
I
understand
it's.
P
Why
the
community
does
not
think
that
that
is
not
Urban
Village
plan,
because
if
you
look
at
other
areas-
and
you
look
at
the
document,
it
has
lots
of
nice
pictures
and
policies
and
all
that
that
they
don't
have
that
document,
so
I
mean
I,
think
well,
I,
don't
want
to
put
words
in
your
mouth
I'll.
Stop
there
yeah.
E
E
What
were
the
thoughts
of
leaving
the
alamoc
Urban
Village
out
of
that
equation,
because
it
seems
like
the
Urban
Village
plan,
definitely
expands
into
District
three,
which
it
definitely
should,
but
I
just
don't
feel
like
little
Portugal,
which
is
extremely
important,
but
it
doesn't
go
deep
enough
into
my
district
I
feel
like
the
Alum
Rock
entire
element.
Corridor
is
going
to
be
impacted,
so
I
just
wanted
to
here
what
thoughts
were
made
when
deciding
to
leave
them
out.
P
P
There
are
four
Urban
Village
plans
that
we
collectively
call
Five,
Wounds
yeah
they're
all
prepared
together
by
the
community,
and
there
are
five
wounds:
a
little
Portugal
24th
and
William
and
Roosevelt
Park,
so
they
collectively
are
known
as
five
the
Five
Wounds
planned.
So
this
process
and
the
money
that
we
were
able
to
get
was
only
funding
was
only
enough
to
fund
the
update
of
the
five.
Will
the
five
winds
Village
plans
and
not
the
other
plans
out
that
are
adjacent
to
it.
There's
more
than
just
Alum
Rock
there's
also
East
Santa
Clara.
P
P
It
actually
extends
in
the
Alum
Rock,
as
well
as
into
onto
East
Santa
Clara
Urban
Village.
So
it's
a
much
larger
radius,
because
the
impact
of
of
potential
displacement,
because
of
Bart
and
investment
in
the
area
is
not
just
going
to
be
limited
to
the
Five
Wounds
Villages
it'll
have
a
spillover
effect,
but.
E
Okay,
yeah
all
right,
well,
I'm
glad
to
hear
that
there's
going
to
be
anti-displacement
resources
for
the
Alum
Rock
Corridor
I
definitely
feel
that's
important.
As
we
look
at
you
know,
the
I
was
going
to
say
through
the
Urban
Village
plan,
but
through
other
forms
of
planning.
Is
there
a
way
to
put
in
some
sort
of
zoning
I
know?
Other
cities
are
doing
it
right
of
first
refusal
for
these
buildings
that
may
be
going
through
development
so
that
these
commercial
spaces,
the
tenants
that
are
currently
there.
P
I
mean
that's
something:
we've
talked
about
it's
something
that
definitely
could
be
considered.
We
could
explore
that
there
are
real
challenges
related
to
once
a
building
is
knocked
down
and
the
people,
the
businesses
that
were
there
and
trying
to
get
them
back.
So
that's
something
we
could
explore,
but
I'm
saying
there's
much
larger
challenges
to
that
issue
than
that.
Unfortunately,
and.
E
Then
that
goes
into
my
next
question,
something
that's
I've
seen
done
in
other
cities
some
sometimes
it
could
be
done
through
like
a
historical
designation,
but
when
there
is
development
they
build
around
the
look
and
feel
and
cultural
significance
of
the
area.
Obviously,
this
area
is
known
as
little
Portugal.
Five
bones:
it's
a
very
heavy
Portuguese
Community
I
want
to
make
sure
it
won.
The
Portuguese
Community
is
aging,
so
I
want
to
make
sure
we're
retaining
the
architecture
and
style
and
look.
Is
there
any
policies
we
could
Implement
through
ordinances?
P
So,
generally,
yes,
so
that's
one
of
the
things
that
the
Urban
Village
plans
can
address,
and
that's
something
that
could
be
addressed
in
the
update.
I
should
just
make
it
clear
that
as
you're
aware
that
there's
many
state
laws
that
are
coming
out
of
Sacramento,
they
don't
stop
we're
always
getting
more
and
more
and
one
of
the
state
laws
that
came
through
was
signed
by
the
governor
fairly
recently.
P
In
the
past
we
might
have
design
stamp
guidelines,
for
example,
about
the
architecture
and
how
it
should
be
even
reflective
of
the
Portuguese,
or
maybe
the
Mediterranean
Heritage,
and
that
sort
of
thing.
So
we
have
to
be
very
mindful
how
we
do
that,
because
state
laws
now
have
to
you
can't
you
can't
enforce
those
kind
of
guidelines
you
actually
have
to
say
the
buildings
have
to
have
tile
roofs,
they
have
to
have
stucco,
they
have
to
be
white
or
whatever.
P
That
is
so
I
think
we
can
do
that,
and
the
question
is
like
how
far,
how
do
we?
How
is
that
actually
carried
out
in
the
plan?
It
can
be
more
aspirated,
additional
and
sort
of
like
encourage
or
but
if
you
know,
if
you
want
it
more
than
that,
it
gets
a
little
more
complicated
but
not
impossible.
Well,.
E
C
Thank
you,
then,
moving
on
to
council,
member
Torres
and
I
would,
before
you
begin.
I
would
just
remind
everybody
that
we
have
one
more
report
item
after
this.
So
if
you
could
be
brief
on
your
question,
that
would
be
great,
and
maybe
if
you
have
something
specific
to
an
area
that
isn't
overall
city-wide
that
maybe
have
a
conversation
offline,
great.
B
Two
two
things:
thank
you
so
much
for
for
that
presentation,
I,
wanna,
Echo.
What
some
of
my
colleagues
up
here
have
been
have
been
talking
about.
We
we
really
have
to
do
this
right
when
it
comes
to
Urban,
Villages
and
when
I
say
do
it
right
is
that
we
make
sure
that
we're
not
displacing
our
neighbors
and
our
small
businesses
as
these
Urban
Villages
come
up.
B
So
that's
very
important
and
I'm
glad
that
we're
going
to
continue
to
have
these
very
important
conversations,
especially
that
we're
watching
the
market
when
it
comes
to
you
know.
Originally
there
was
going
to
be
more
office
workers
than
residents,
but
now
it's
vice
versa.
So
that's
very
important
to
know
the
other
one
is
mobile.
Homes
I've
been
dealing
with
with
a
lot
of
constituent
concerns
when
it
comes
to
mobile
homes,
very
important
that
we
preserve
our
mobile
homes.
B
I,
just
I
want
to
make
sure
that,
as
we
preserve
these
mobile
home
parks
that
we're
also
making
sure
that
our
city
is
is
dealing
with
a
lot
of
the
issues
that
come
with
mobile
homes
as
of
right
now
in
our
office.
We're
dealing
with
with
infrastructure
needs
of
these
mobile
homes.
We're
dealing
with
with
code
enforcement
issues
and
I
know
that
our
city
can
officially
go
in
there
and
fix
them,
because
it's
it's
their
overseen
by
by
this
by
state
agency.
B
A
state
law
is
the
state,
and
so
it's
it's
making
harder
for
us
to
to
to
go
in
there
and
and
deal
with
these
consistent
concerns,
but
also
very
important
to
make
sure
that
we're
preserving
our
mobile
home
parks
and
before
I
shoot
over
to
the
to
back
to
the
chairs.
I
want
a
motion
to
accept
this
report.
J
Thank
you.
I
will
look
forward
to
speaking
to
you
about
the
what's
going
to
happen
in
the
west,
Urban
Village
plan.
I
think
that's
very
exciting.
So
thank
you.
Thank
you.
So
much
for
that.
But
I'll
do
that
offline
I
had
a
question
regarding
the
legislative
legislation
supporting
yes
in
God's
Backyard
at
the
state
level.
The
sv4
and
you
know,
since
it
would
supersede
the
city's
proposals.
I'm
just
wondering
is
that
something
that
we
should
discontinue,
because
it's
going
to
change
things
or
you
know,
save
us.
Some
resources.
P
Yeah,
so,
regarding
so
Council
gave
us
Direction
well
yeah,
so
we're
related
to
yigbee.
We
put
that
work
on
pause.
However.
Council
gave
us
Direction
to
change
the
definition
in
pqp
that
would
facilitate
housing
in
on
assemble
use,
land,
churches,
Moss
temples
and
that
sort
of
thing
that
work
is
on
hold
right
now,
because
the
staff
person
working
on
that
has
been
working
on
the
housing
element
and
I.
Think
where
we're
at
right
now,
we
could,
you
know
I,
think
we
plan
to
take
it
up
again,
but
you
bring
up
a
very
good
point.
P
Council
member
and
our
sense
is
because
of
Scott
Weiner's
sb4
that
it's
better,
that
we
kind
of
track
that
bill
and
see
how
it's
doing,
and
that
may
take
care
of
the
issue
and
more
for
us
and
and
and
negate
the
need
for
us
to
go
separately
to
council
with
our
own
General
plan
amendments.
So
we're
going
to
be
tracking
that
bill
and-
and
we
may
decide
to
just
hold
off
and
see
what
happens
in
Sacramento
before
we
move
forward
great.
C
R
Good
afternoon,
chair
and
committee
members
welcome
to
all
of
you.
This
is
my
first
time
in
CED
in
2023,
so
glad
to
be
here
So
today
we're
going
to
be
proprieting
an
update
to
you
on
the
eviction
prevention
whole
program
that
we
have
implemented
over
the
past
couple
of
years.
This
is
an
update,
there's
no
official
action
for
you,
but
we
just
really
wanted
to
share
information
and
have
a
dialogue
with
you
today.
R
R
R
R
S
Thank
you,
Rachel
Emily
has
slept
division
manager
in
the
housing
department
good
afternoon,
chair
Foley
and
committee
members,
so
I'm
going
to
talk
about
the
three
main
efforts
that
in
eviction
prevention,
that
we've
engaged
in
over
the
last
couple
of
years.
These
new
programs
include
the
eviction,
help
centers
the
eviction,
diversion
and
settlement
program
and
the
eviction
prevention,
Court
Clinic.
All
three
of
these
programs
were
created
due
to
the
increasing
need
of
support
due
to
the
pandemic
and
pandemic
recovery.
S
S
The
eviction
help
center
is
staffed
by
housing,
department,
personnel
and
primarily
has
assisted
tenants
and
property
owners
in
applying
for
and
tracking
oops
I
forgot
to
advance
the
slide.
Sorry
about
that
federal
emergency
rental
assistance
and
it
has
operated
at
multiple
locations
and
currently
at
the
Tully
Road
Lion
Plaza
location
law.
Foundation
staff
is
on
hand
three
times
a
week
for
legal
Consultation
Services,
which
was
available
to
tenants
who
are
at
imminent
risk
of
eviction.
S
S
Tenants
are
also
connected
to
other
resources
that
might
be
available
to
them.
Our
second
effort
program
has
been
the
eviction
diversion
and
settlement
program,
and
this
program
was
created
and
implemented
in
collaboration
with
Community
Partners
and
helps
tenants
pay
past
due
rent
to
stop
pending
unlawful
detainer,
which
is
eviction
lawsuits
cases.
Our
partners
include
Sacred
Heart
destination
home
and
the
project
Sentinel
Court
mediation
program,
but
we
also
have
established
good
Partnerships
with
the
landlord
and
tenant
attorneys.
S
We
launched
this
program
in
response
to
the
state
rent
relief
program
really
abruptly
ending
in
March
31st
2022,
when
we
knew
many
tenants
were
still
struggling
and
still
becoming
being
economically
impacted
by
covet
19.,
we
were
able
to
utilize
some
remaining
federal
emergency
rental
assistance
round
one
money
and
an
existing
contract
with
Sacred
Heart.
These
were
left
over
from
the
local
rent
relief
program,
so
we
were
able
to
use
these
to
create
and
implement
the
program
that
Federal
money
had
to
be
expended
by
September
30th
of
2022
and
in
the
fall.
S
The
third
program
we
have
okay,
the
third
program
and
I
just
want
to
distinguish
this
from
the
other
efforts.
Is
this
weekly
eviction
prevention,
UD
Clinic?
The
objective
of
this
is
to
bring
parties
together
who
are
involved
in
active
eviction
lawsuits
to
resolve
their
disputes
and
get
connected
with
other
available
resources
in
order
to
avoid
court
order.
Evictions
it
is
staffed
by
our
housing
department,
eviction,
help
center
Personnel
Court
self-help
employees,
as
well
as
non-profit
Community,
Service
Partners
and
is
located
in
the
superior
court
building
once
a
week.
S
S
We
soft
launched
on
June
1st
of
2022
and
so
far
269
people
involved
in
an
eviction.
Lawsuit
have
been
assisted
at
the
clinic
187
tenants
and
82
landlords
just
want
to
quickly
note
that,
since
October
2021
help
center
staff
have
been
on
hand
during
the
eviction
Court
calendars
two
to
three
times
a
week
to
assist
parties
with
their
State
Rep
relief
applications
earlier
on
when
that
was
still
going
and
now
more
recently
to
seek
out
cases
for
the
eviction
diversion
and
settlement
program.
S
So
what
are
the
results
of
these
efforts?
So
far
with
the
Federal
Emergency
rental
assistance
covered
money
in
San,
Jose
10801
households
received
a
total
of
almost
130
million
of
that
federal
emergency
rental
assistance,
both
through
the
locally
run,
rent
relief
program
that
ran
between
May
and
September
of
2021,
and
the
state-run
California
covid-19
rent
relief
program
which
closed
to
new
applications
in
March
of
last
year.
S
The
average
payment
to
households
was
about
twelve
thousand
dollars,
and
the
eviction
help
center
is
primarily
primary
focus,
was
on
helping
residents,
both
landlords
and
tenants,
and
apply
for
this
assistance,
a
process
which
could
be
complicated
and
required.
Some
digital
literacy,
since
the
application
was
web-based
about
1600
households
were
assisted
with
the
application
process
and
many
others
had
their
questions.
Answered
information
through
phone
calls,
emails
and
Outreach
efforts
for
the
eviction
diversion
and
settlement
program.
S
So
far,
the
program
has
served
109
households
paying
about
1.9
million
dollars
in
back
rent
to
Property
Owners,
to
settle
unlawful
detainer
cases
and
keep
tenants.
Stably
housed
property
owners
in
exchange
agreed
to
drop
their
cases
when
payment
of
the
background
was
arranged.
The
program
has
about
59
more
cases
in
progress
and
right
now
we
expect
to
hopefully
serve
just
about
30,
more
households
with
the
remaining
funds
that
we
have.
S
I'm
proud
to
show
this
slide.
These
are
the
four
zip
codes
where
we
served
the
most
that
they
were
the
top
zip
codes
of
residents
that
we
have
served,
though
this
is
not
a
map
of
everyone
served.
It's
a
snapshot
of
these
top
four
zip
codes
where
residents
we
serve
live,
and
this
represents
about
43
percent
of
the
household
The
Help
Help
Center
has
assisted
in
the
last
couple
years.
S
These
were
also
the
zip
codes
that
experienced
the
highest
rate
of
covid-19
in
the
city
and
the
zip
codes
we
were
directed
to
focus
on.
So
the
different
color
dots
just
are
about
what
point
in
the
process.
We
served
people,
but
this
is
people
that
we
helped
keep
get
access
to
rental
assistance,
money
and
stay
stably
housed.
S
Most
important
of
part
of
this
presentation,
the
challenges
we
are
facing,
though,
to
qualify
for
covid-19
rental
relief
funds.
You
just
had
to
be
low
income
for
San,
Jose
recipients,
most
of
them
or
62
percent,
were
extremely
low
income,
households
and
23,
very
low
income,
households
and
the
just,
for
example,
a
family
of
four
earning
less
than
forty
nine
thousand
seven
hundred
dollars
annually
is
considered
extremely
low
income.
S
Legal
aid
organizations
like
many
nonprofits
have
struggled
with
Staffing
in
recent
years
and
also
struggled
to
meet
demand
for
assistance
in
responding
to
and
defending
eviction
lawsuits.
An
additional
challenge,
as
I
alluded
to.
As
we
expected,
the
funds
for
our
eviction.
Diversion
program
have
dwindled
and
with
some
adjustments
we
can
only
assist
about
20
to
30
more
families
with
the
funds
we
currently
have.
There
is
no
other
funding
sources
identified
that
would
allow
us
to
continue
this
program.
S
So
what
are
our
next
steps
right
now?
Our
eviction
help
centers
the
Staffing,
where
we
help
connect
people
to
Legal
resources
have
walk-in
hours
help
people
understand
the
eviction
process
is
only
funded
that
until
June
30th
of
this
year
and
the
eviction
diversion
and
settlement
program,
the
contract
with
Sacred
Heart
Is
funded
through
the
end
of
the
fiscal
year,
but
as
I
just
mentioned,
the
funds
will
likely
be
depleted
much
sooner.
S
S
C
S
Thank
you
for
your
your
question:
councilman
batra,
the
10
800.
That's
actually,
all
the
San
Jose
residents
that
applied
for
that
covid-19,
emergency
rental
assistance,
what
the
eviction
diversion
program
and
the
people
we're
helping.
Now
you
know
we're
trying
to
ascertain
that
I
did
pull
some
figures
so
attachment
C
of
your
of
the
memo
shows.
So
the
housing
department
receives
unlawful,
detainer,
copies
of
unlawful
detainers
for
covered
properties.
So
we're
able
to
kind
of
see
some
Trends.
S
Just
judging
from
what
we
see
we're
about
a
third
of
that
that
we
receive
so
on
attachment,
see
you'll
see
in
November,
we
peaked,
we
got
295
unlawful,
detainer
filings,
but
since
then
it's
gone
down
and
we
pulled
the
numbers
for
February.
So
from
February
1st,
through
23rd
we've
received
75
unlawful
detainer
lawsuits,
that's
considerably
less,
it's
still
not
great,
and
70
of
them
are
for
non-payment,
so
it
well.
That
means
that
there's
75
people
at
risk.
It's
it's
much
less
than
295..
S
S
People
don't
earn
enough
money.
We
have
a
lot
of
people,
I
mean
there's
plenty
of
studies
that
have
come
out.
Sure
we
have
a
ton
of
people
making
way
below
the
measure
we
have
for
income
is
kind
of
skewed
the
area
median
income
and
rent
is,
you
know
it
goes
up,
it's
not
low.
People
were
struggling
in
any
little,
hiccup
can
disrupt
their
whole
world
and
people
are
continuing
to
have
that.
So
we're
trying
to
look
hard
at
the
data
to
see
what
is
pandemic
and
what
is
exist.
What
what
this
was?
F
Yes,
so
yeah,
it
would
be
very
helpful
to
get
that
data,
because
I
think
pandemic
is
one
time,
hopefully
one-time
event,
and
we
took
care
of
it
as
well
as
it
could
be
with
a
lot
of
money
given
by
the
federal
government
and
others.
But
our
affordability
of
homes
in
this
region
is
a
constant
problem
developing
over
the
years
and
continuing
to
become
bigger.
I
C
B
To
the
other,
sorry
about
that,
that's
all
right!
Thank
you
to
the
both
of
you
and
thank
you
to
our
housing
department
and
thank
you
to
our
employees
of
the
housing
department,
because
without
this
we
would
have
much
much
more
folks
on
house
in
our
city
is
San
Jose,
especially
specially
families
right
because,
as
you
know,
most
of
the
most
of
the
the
folks
that
we
that
we
probably
saw
were
already
were
multi-family
and
had
large
families
and
and
so
forth.
So
obviously
we
feared
this
right.
B
R
Yes,
I
think
there
is
especially
the
work
that
we're
doing
in
the
courts
where
we're
actually
there
at
the
moment
of
eviction.
Eviction
is
like
the
most
clear
force
of
displacement
in
our
community.
We
have
lots
of
versions
of
displacement,
but
at
the
moment
of
eviction
there
really
is
no
other
choice
but
to
move,
and
so
we
believe
that
it's
very
important
to
be
there
at
that
moment
and
do
whatever
level
of
intervention
we
can
and
so
we're
very
proud
of,
like
where
we've
come.
R
Because,
honestly,
that
is
one
difference
of
one
you
know
bright
spot
in
the
pandemic,
is
that
it
was
so
severe.
It
brought
us
together
and
we're
now
able
to
work
with
the
court
to
have
a
presence
just
to
have
a
whole
system.
That's
set
up
that
never
existed
before
here
in
Santa,
Clara
County,
and
so
we
want
to
continue
to
leverage
that
and
be
there
in
that
moment,.
S
And
I
just
want
to
add
that
we
did
make
reference
to
the
White
House
Bill
of
Rights
that
was
published
and
on
that
list
is
eviction.
Diversion
and
I
sat
through
some
a
White
House
Summit
on
eviction.
Diversion
heard
about
programs
from
all
across
the
country
and
the
most
effective
are
the
ones
that
have
a
number
of
pieces
and
one
of
those
pieces
is
one-time
financial
assistance
to
pay
off
the
back
rent
to
the
landlord
when
the
when
the
tenant
is
at
court
facing
eviction.
S
B
B
R
Mean
I
think
that
what
we
do
is
we
rely
back
on
to
on
the
existing
policies
that
we
have
in
place
right.
So
we
have
our
our
apartment,
rent
ordinance.
We
have
our
our
tenant
protection
ordinance.
We
have
our
Ellis
act
ordinance.
So
we
have
these
tools
and
policies
that
are
in
place
that
generally
provide
protections,
but
there,
but
again
they're
all
kind
of
limited
in
some
way
and
in
the
end,
if
someone
can't
pay
their
rent,
that
is
a
just
cause
for
eviction.
R
So
the
what's
what's
complex
about
the
problem
is
that
it
really
kind
of
comes
down
to
affordability
and
a
lack
of
of
a
lack
of
affordability
and
a
lack
of
like
the
income
to
meet
that
right,
and
so
so
that's
a
real
challenge,
because
the
Productions
we
have
in
place
can't
prevent
against
eviction
because
someone
didn't
pay
their
rent.
So
we
can
do
what
we
can,
but
it
will
not
necessarily
it
will
not
necessarily
help
those
who
are
in
that
moment
of
crisis.
E
Thank
you
so
much
Madam
chair
first
off.
Thank
you
so
much
for
the
presentation.
Definitely
a
topic
that
keeps
me
up
at
night:
the
families
in
my
district
who
are
vulnerable
to
displacement
really
across
the
city
of
San
Jose.
We
all
have
areas
within
our
district
with
vulnerability,
kind
of
piggybacking
off
of
council
member
torres's
comments
in
regards
to
when
this
program
to
us
and
what
are
some
things
that
our
city
can
do
to
divert
evictions,
and
one
thing
I
know-
is
that
the
city's
getting
ready
to
explore
I
believe
right
to
council.
E
S
S
We've
learned,
we've
met
with
San,
Francisco
and
others
to
you
know
that
theirs
is
a
program
20
years
in
the
making
and
they
still
have
their
challenges,
but
we
we
want
to
have
that
studied.
So
we
can
see.
Is
this
worth
enough
an
Avenue
worth
going
down
or
are
there
other
Alternatives
like
the
housing
collaborative
court
that
we
we
had
talked
about
before
and
how
that
might
be
achieved
to
to
help
save
off
some
of
these
evictions?
But
it
is
our
intent
to
get
that
RFP
issued
sooner
rather
than
later.
E
No
thank
you
I
think
I
mean
we
should
be
looking
at
all
avenues
in
which
we
can
Implement
policy
to
divert
displacement.
I.
Think
that,
for
me,
that's
my
number
one
issue
in
regards
to
how
it
it
impacts
the
residents
of
my
district.
While
we're
waiting
for
these
conversations,
especially
for
council,
do
we
have
any
metrics
on
how
our
rate
of
evictions
compare
to
other
large
larger
cities
as
well?
As
is
there
specific,
zip
codes
that
these
evictions
are
concentrated
in
throughout
our
city?.
S
I
first
just
want
to
upfront
say
how
challenging
it
is
to
get
that
data
in
California
evictions
are
masked.
The
court
is
the
master
of
that
information,
we're
very
lucky
to
just
get
raw
numbers,
but
there
is
there's
a
painstaking
way
to
go
through
and
try
to
get
do
a
pra
and
pull
all
the
zip
codes
we're
trying
to
collect
as
much
data
as
we
can,
because
we
have
the
TPO
the
tenant
protection
ordinance
where
that
requires.
Plus
we've
gathered
all
this
data
in
the
last
two
years
from
running
the
eviction
help
center.
A
S
We
there
was
a
recent
report
in
Contra
Costa
County,
so
there
are
some
comparisons
in
county
by
county
and
Contra.
Costa
was
up
there
with
us
because
it
has
sort
of
the
least
amount
of
tenant
protections
as
compared
to
Alameda
and
San
Francisco,
but
it
would
be
interesting
to
to
see
what
the
rates
of
eviction
are
and
other
cities,
and
we
can't
look
at
that.
So.
S
J
S
So
I
threw
a
bunch
of
information
at
you,
so
forget
it's
we
partner
with
the
the
court,
so
the
court
self-help
center
is
able
to
put
a
staff
member
in
this
room,
the
space
that
we
have
and
Sacred
Heart
Community
Services.
Is
there
we're
starting
next
week,
someone
from
the
county
will
actually
be
there
because
they
have
a
similar
program,
now
eviction
diversion
and
then
our
staff
is
there
to
kind
of.
We
we
get
to
collect
the
data.
We
connect
people
to
informational
resource.
S
If
it's
a
landlord,
we
give
them
other
community
service
organizations
that
serve
landlords
and
dispute
resolution.
But
it's
intended
to
be
sort
of
a
One-Stop
shop
like
you're
involved
in
an
unlawful
detainer.
What
are
all
the
resources
available
to
you?
So
the
court
doesn't
want
to
host
like
we
have.
You
know
we
have
a
law,
Foundation
flyer
and
we
have
you
know
landlord
attorney
information,
but
it's
staffed
by
the
self-help
center
attorneys,
which
are.
S
S
J
C
Q
Q
What
are
those
guidelines
offering
and
it's
those
forms
that
really
makes
for
a
really
important
dialogue
for
a
whole
community
and
for
our
future
and
I?
Invite
yourselves
to
look
into
these
practices
by
the
ACLU
by
by
studying
and
working
on
these
things.
These
are
the
ways
that
we
develop
the
future
of
our
community
practices
and
our
what
is
exactly
the
concepts
of
innovation.
How
are
you
going
to
talk
to
the
community
about
all
the
5D
you're
putting
in
local
neighborhoods?
It's
been
driving,
you
crazy,
I'm
sure
it's.
Q
The
openness
and
accountability
of
the
process
is
how
you
talk
about
it.
If
you're
going
to
avoid
talking
about
the
the
depth
of
what
digital
Tech
does
and
what
digital
Billboards
do.
That's
avoiding
you
know
all
the
data
involved
and
how
we're
really
developing
good
civil
protection
practices
for
those
things
to
be
able
to
Simply
offer
those
Concepts
to
the
public
as
part
of
the
process.
You
know
to
talk
about
things
openly
that
is
so
key
to
our
future.
Good
luck!
How
you
can
really
do
in
this
upcoming
Administration.