►
Description
City of San José, California
Community & Economic Development Committee of August 22, 2022
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=987868&GUID=BBB05D32-1452-4477-90B4-A354B99E514A
A
A
A
B
B
Read
the
code
of
conduct,
which
is
to
remind
everybody
that
which
includes
the
committee
members
of
the
public,
to
follow
our
code
of
conduct
at
these
meetings.
This
includes
commenting
on
the
specific
agenda
item
only
and
addressing
the
full
body.
Public
speakers
will
not
engage
in
a
conversation
with
the
chair
or
council
members
or
staff.
B
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
clerk.
Will
you
please
call
the
roll.
B
Okay,
so
bear
with
me
a
little
bit
as
we
we're
going
to
go
through
the
agenda,
but
I
have
council
members
who
are
online
so
when
it's
time
they
will
raise
their
virtual
hand
and
I'll
try
to
recognize
when
they
have
raised
their
hands.
If
not,
I
have
staff
here
to
help
me
with
that
and
same
thing
with
public
comments.
B
The
first
item
we
have
is
to
we
don't
have
any
we're,
not
nothing
to
review
on
the
work
plan,
so
we're
going
to
move
on
to
the
consent.
Calendar
is
there,
and
since
this
is
just
consent,
we
will
take
public
comment
and
then
approve
it
unless
the
council
committee
would
like
to
discuss
it.
So
are
there
any
members
of
the
public
who
would
like
to
comment
on
the
housing
community
development
work
plan.
D
D
A
B
C
Thank
you,
chair
foley
and
members
of
the
committee,
I'm
elizabeth
handler,
the
public
information
manager
for
the
office
of
economic
development
and
cultural
affairs,
and
I'm
pleased
to
present
you
with
the
report
of
activities.
It
includes
blog
posts
that
includes
events,
news
releases
over
the
past,
I'm
quarter
to
start
off
with
a
recap
of
something
that
you're
very
familiar
with,
because
we
presented
it
to
you
and
it's
not
advancing
here.
C
C
The
real
construction
that's
happening
now
in
downtown
the
small
business
grants
program
was
deadline,
application
for
deadlines
was
to
deadline
for
applications
was
extended
to
the
end
of
june,
and
we
are
at
this
point
sorting
through
all
the
applications
that
were
received
and
because
it
was
based
on
a
lottery
system
going
through
every
application
in
terms
of
its
eligibility
and
working
out.
If
there
will
be
another
round,
if
there's
funds
left
over.
C
The
cornerstone
of
the
arts
awardees
for
this
year
were
announced,
there'll
be
a
wonderful
event
in
october
to
honor
them,
but
they
were
announced
and
chique
nuefoya
who's.
A
very
well-known
advocate
and
practitioner
of
the
arts
received
the
the
major
cornerstone
award
along
with
san
jose
rotary
and
mosaic
america.
C
C
The
innovation
award
was
given
to
the
city
of
san
jose
this
year
by
the
san
jose
chamber
of
commerce,
and
it
was
specifically
for
the
al
fresco
program
and
blagey
zalalich
accepted
on
behalf
of
the
city,
but
made
a
very
strong
point
of
noting
that
all
in
all
ten
departments
of
the
city
were
involved
in
making
alfresco
possible,
including
the
city
attorney's
office.
I
have
to
acknowledge
here,
but
there
were,
there
were
many
many
hands
across
many
departments
who
made
that
possible.
C
We're
pleased
to
see
that
san
jose
is
getting
its
share
of
national
media
attention.
There
was
a
story
in
the
wall
street
journal
that
traced
the
the
recovery
in
san
jose
as
a
city
which
has
been
significant,
and
it
compared
it
to
the
review
that
they
had
done
a
couple
of
years
ago,
showing
that
actually
san
francisco's
downtown
had
taken
a
terrible
hit
and
was
still
not
recovering
fully.
C
The
wired
piece
was
a
kind
of
a
deep
dive
into
the
some
of
the
legal
challenges
of
assembling
as
large
a
piece
of
property
as
being
used
for
downtown
west
and
dealing
with
the
fact
that
property
barriers
and
boundaries
were
very
different
back
in
the
in
the
1800s.
So
that
was
kind
of
an
interesting
look
at
that
side
of
the
story.
C
This
is
a
story
that
there
may
be
differing
opinions
about
how
seriously
to
take
a
survey
that
is
put
out
by
a
commercial
real
estate
group,
but
it
does
show
that
the
media
who
pay
attention
to
these
kinds
of
surveys
are
getting
messages
about
san
jose
being
highly
attractive
for
millennials
and
having
actually
improved
its
its
attractivity
rating
for
millennials
over
the
past
few
years.
So
we
we
don't
take
it
all
that
seriously.
But
this
is
the
kind
of
thing
that
does
get
covered
in
the
media.
So
it's
nice
to
take
note
of.
C
Excuse
me,
our
international
programs
manager,
joe
hedges
and
then
finally,
we
had
a
guest
blog
post
from
clean
energy
advice
on
how
to
manage
any
past
due
electricity
bills
that
you
might
have,
if
you're
a
business
and
what
pge
is
doing
to
help
those
folks
get
caught
up
and
and
get
fully
paid
up,
and
that
was
a
good,
a
good
blog
post
that
was
done
in
in
four
languages
too.
So
we
provided
links
to
all
four
of
those
so
be
happy
to
take
any
questions.
Thank
you
very
much.
B
B
Okay,
then,
I
just
have
a
couple
of
comments
or
one
comment
really
and
that's
about
the
office
of
cultural
affairs
awards
to
the
that
the
arts
commission
hands
out
and
specifically
regarding
the
rotary
award.
What,
as
a
member
of
the
rotary
club,
I'm
very
proud
of
this?
This
is
for
the
lee
weimer's
emerging
artist
program,
where
the
rotary
club
has
been
awarding
a
stipend
to
emerging
artists,
three
to
five
people
each
year.
B
They
give
them
a
showcase
for
them
to
come
into
the
rotary
meetings
and
then
they
present
them
with
a
check
to
help
them
with
their
expenses
and
to
sometimes
rent.
So
it's
been
a
very
effective
program
for
those
of
you
who
know
lee
weimers.
He
was
very
much
a
supporter
of
the
arts,
and
so
rotary
has
funded
this
program
in
his
name
many
years
ago.
B
So
I
just
wanted
to
shout
that
out
a
little
bit
and
the
millennials
I
have
a
millennial
daughter,
I'm
not
sure
she
would
agree
with
you
on
that
or
some
of
the
millennial
friends
I
have.
They
may
not
say
we're
there
yet,
but
we're
getting
there.
So
that's
good!
Thank
you
very
much
and
with
that
is
there
a
motion
to
accept
the
report.
B
B
Hi.
Thank
you.
Okay.
Next
item
is
the
city
initiatives,
roadmap,
development,
service
process,
improvements
and
dashboard
status
report,
and
I
believe
we
have
chris
burton
and
lisa
joyner
joining
us
welcome
it's
so
funny.
I
have
to
just
say
this:
it's
funny
to
sit
on
this
side
and
be
running
this
meeting.
I
feel
like.
B
F
F
So,
as
we've
talked
about
previously,
we
have
a
number
of
measures
that
we're
tracking
and
if
you
just
give
me
a
moment,
we'll
have
them
on
the
screen
for
you,
and
this
is
likely
the
last
time
in
our
sort
of
bi-annual
review,
that
you'll
see
the
measures
in
this
form,
so
we're
currently
underway
on
revising
all
of
our
performance
measures.
We've
actually
been
using
this
process
to
refine
our
approach
and
our
sort
of
look
into
how
we
measure
our
customer
service
performance.
F
F
Just
so,
you
can
kind
of
see
the
trend
lines
and,
what's
going
on,
I'm
going
to
identify
a
couple
of
these
that
we
just
want
to
point
out
and
highlight
some
successes
in
recently
and
then
we're
actually
going
to
talk
a
little
bit
more
specifically
around
a
couple
of
processes
within
the
building
department
and
we're
going
to
do
that
to
sort
of
illustrate
how
we're
thinking
about
this
work
and
how
we're
approaching
it
so
in
a
very,
very
practical
way.
So
you
can
understand
what
that
means.
F
Ultimately,
for
the
customer
before
we
move
off
of
this
slide,
the
two
things
I
really
want
to
identify.
One
just
you'll
see
a
decline
on
chart
number
five
under
issuance
and
inspections.
That's
total
applications
completed
within
our
planning
group
and
it's
always
worrying
to
see
a
drop-off
like
that.
It's
it's
not
sort
of
a
coming
apocalypse
in
the
economy.
It's
actually
to
do
more
with
seasonal
changes.
So
we
often
see
obviously
projects
aren't
coming
to
council
during
july
and
we're
dealing
with
vacations
both
on
the
staff
side,
both
on
the
applicant
side.
F
So
we
typically
see
seasonally
a
slowdown
in
this
time.
So
that's
why
you're
seeing
that
sort
of
sharp
decline
there?
The
other
sharp
decline,
which
is
actually
a
really
good
success
story,
is
in
chart
number
two
related
to
email
inquiries.
So
we
know
through
the
pandemic,
the
shift
in
our
in
our
customer
service
delivery
model
has
been
challenging.
We've
had
to
use
tools
like
email
to
respond
to
questions
that
would
typically
come
in
through
the
first
floor
counter,
especially
in
our
planning
group
and
as
a
result.
F
Currently,
who's
overseeing
the
project
review
component
and
that's
allowed
us
to
free
up
sylvia
doe,
who
we've
moved
down
as
a
division
manager
over
our
public
sec
over
a
public
information
counter
and
our
planning
services
on
the
first
floor
and
as
you
can
see
from
that
sharp
decline
in
chart
number
two:
we've
gone
down
from
over
a
thousand
emails
backlog
to
being
able
to
respond
to
those
customer
inquiries
within
two
to
three
days.
So
it's
been
a
massive
improvement.
F
We're
continuing
to
do
that,
work
to
look
at
how
we
can
provide
better
delivery,
and
so
that
team
also
provides
support
to
the
building
division.
As
far
as
conformance
review
between
planning
and
building.
They
also
do
certain
application
intakes,
so
we're
continuing
to
refine
those
processes,
but
but
just
wanted
to
highlight
that
as
an
early
win
as
well.
C
E
E
So
adus
are
a
major
construction
project
that
many
homeowners
try
to
attempt
on
their
own.
It
seems
simple
on
its
face
is
just
a
little
ado
in
my
backyard,
but
in
reality
it's
a
second
house
on
a
lot
that
already
has
a
house.
This
requires
a
bit
of
forethought
and
planning
that
the
average
homeowner
or
designer
is
not
always
aware
of.
So
what
are
the
challenges
and
how
do
we
mitigate
them?
E
So
some
challenges
are
inexperienced
applicants.
Adu
applicants
vary
and
include
homeowners,
where
this
may
be
their
one,
and
only
ever
construction
project
and
inexperienced
builders,
and
these
inexperienced
customers
don't
find
the
right
information
and
start
designing
without
knowing
potential
pitfalls
of
their
designs.
E
This
makes
early
stage
almost
pre-designed
support
necessary
to
ensure
the
project
can
proceed
smoothly,
which
in
turn
increases
email
and
phone
inquiries
to
our
staff.
So
what
have
we
done?
We
have
an
entire
section
of
the
website
dedicated
to
adus
and
resourceful
customers
are
able
to
find
answers
and
guidance
to
starting
their
adu
projects.
E
E
E
If
plans
submitted
or
missing
key
information
or
entire
elements
of
the
package
are
missing,
additional
submittal
appointments
are
required,
so
the
big
challenge
is
getting
quality
plans.
The
high
cost
for
building
adus
leads
customers
to
often
opt
for
low
bid
professionals
or
to
take
a
diy
approach
to
develop
plans
which
often
result
in
incomplete
submittals.
If
the
plans
or
packages
are
not
complete
again,
additional
submittal
appointments
are
required.
E
E
E
E
So
much
like
the
last
slide,
the
pre-approved
or
master
file
program
makes
a
big
difference
in
reducing
plan
review
workload.
This
program
increases
the
plan
review
on
time
metric
and
reduces
plan
review
backlog,
so
challenges
with
plan
review
again
are
the
technical
resources
on
our
website
that
guide
customers
how
to
create
their
plans
and
if
the
customers
don't
reference
these,
they
start
off
on
the
wrong
foot.
E
Missing
critical
information
more
rounds
of
review
contribute
to
the
overall
backlog
in
the
plan
review
process,
while
submittals
are
generally
easier
to
review
resubmittals,
it
takes
time
that
could
be
used
to
start
reviewing
another
adu
project
and,
as
we
said
on
the
last
slide,
last
slide.
Excuse
me:
we
do
have
dedicated
intake
staff
to
help
the
customers
get
in,
but
what
that
has
the
result
of
is
it
increases
the
number
of
plans
that
move
into
the
plan
review
process,
thus
creating
the
backlog.
E
And
our
final
step,
construction
and
inspection,
so
after
the
permit
issuance
construction
can
begin
and
inspections
take
place
along
the
process
so
improvements.
Our
team
has
created
and
published
an
inspection
checklist
specifically
for
adus,
with
a
new
house
you're
creating
all
of
your
plumbing
and
electrical
connections,
pretty
much
from
scratch
on
the
site,
with
an
adu
you're
tying
into
an
existing
system.
E
Sometimes
the
contractor
has
underestimated
the
time
needed
to
be
ready
for
the
inspection,
which
often
requires
the
inspection
to
be
rescheduled,
adding
to
the
total
number
of
inspections
required,
and,
lastly,
not
planning
ahead.
Contractors
that
are
able
to
schedule
an
inspection
days
or
even
weeks
ahead
of
time
are
able
to
find
an
inspection
that
fits
their
construction
schedule.
F
You
know
they
don't
want
to
hold
their
project
up.
So
obviously,
you
know
what
does
inspection
look
like
so
just
looking
at
the
the
flow
on
the
right,
and
so
our
customers
have
access
to
either
on
phone
or
online
scheduling
and
inspections
when
that
comes
through.
Our
managers
are
working
with
the
supervisors
and
the
teams
to
assign
those
inspections
throughout
the
day
so
that
the
inspector
sort
of
has
that
schedule.
Now
it's
a
balance
between
what
they
get.
It
could
be
a
series
of
small
projects,
so
in
inspection.
F
One
count
is
one
inspection.
So
if
you're
calling
for
your
water
heater,
that's
what
we
call
a
single
count.
If
they're
going
to
a
large
site,
so
a
multi-family
site,
a
commercial
site,
there
may
be
several
counts,
so
they
may
be
inspecting
multiple
different
things.
As
they're
there.
There
could
be
four
to
six
counts
on
a
single
project.
There
could
be
nine
within
any
sort
of
block.
F
So
typically,
what
we
see
for
our
inspectors
during
a
day
is
each
one's
doing
roughly
13
inspections
a
day
there
or
they're
about
or
13
counts
a
day
now.
Obviously,
if
they're
moving
around
the
city
a
considerable
amount,
there's
an
inefficiency
there.
So
we
try
and
schedule
things
together.
We
try
and
look
geographically
and
put
those
things
close
together
to
look
at
to
make
up
the
time.
F
So
our
inspector
goes
out,
they
call
their
on-site
contact
and
they
make
the
the
field
inspection.
They
walk
through
with
the
customer.
They
complete
the
inspection
notice
and
then
that's
uploaded
into
sjpermit.
So
it's
a
seamless
process
that
should
sort
of
work
and
should
be
accessible
to
our
customers
at
all
times.
F
The
challenge
we
found,
obviously
in
the
last
12
months
and
and
going
back
even
even
more,
is
that
our
schedule,
our
number
of
counts,
is
down
on
our
year
over
year
average
and
while
there's
sort
of
certainly
less
construction
activity
occurring
as
a
result
of
covid,
it's
actually
more
to
do
with
the
impact
that
we're
seeing
from
vacancies
within
our
inspection
division.
And
you
know
the
challenge
within
with
our
inspectors
with
hiring
inspectors-
is
that
you
know
we
hire
you
know.
F
Truly,
you
know
advanced
professionals
who
really
understand
the
construction
process
can
go
out,
there
can
make
determinations,
can
work
with
applicants
and
talk
them
through
and
what
their
challenges
are,
and
it's
really
hard
to
find
those
people
right
now.
So,
as
you
can
see
at
the
bottom
of
that
slide,
we
have
a
number
of
vacancies,
both
at
the
inspector
and
the
supervisor
level,
so
we're
totally
budgeted
positions
for
inspectors,
there's
63
positions,
so
they're
managing
construction
projects
throughout
the
city
or
sorry
working
with
construction
projects
throughout
the
city
we
have
13
vacancies.
F
We
have
a
number
that
that
are
working
in
city
hall,
with
applicants
without
plan
review
process,
and
then,
similarly,
you
can
see
that
we've
got
a
26
vacancy
rate
in
our
supervisors
positions
and
we
are
looking
at
opportunities
to
obviously
move
people
up
and
advance
them
into
supervisor
roles
and
the
challenge
there,
obviously,
is
that
it
creates
a
whole
when
we
do
that
and
that's
additional
positions
that
we'll
have
to
fill
the
other
thing.
I
just
want
to
highlight
on
inspections.
F
When
we
talk
about
that
balance
between
large
projects
and
the
small
individual
homeowners
is
we
actually
work
with
our
major
projects
in
advance?
We
allow
them
to
sort
of
give
us
their
construction
schedule,
so
we
can
get
them
on
the
books
and
understand
sort
of
where
they're
going
to
be
and
almost
sort
of
pre-book
their
inspections,
and
what
that
means
is
it's
about.
F
A
40
of
our
capacity
is
dedicated
to
major
projects
at
any
given
time,
so
we're
already
starting
with
sort
of
diminished
capacity
for
those
people
that
call
and
want
that
expect,
inspection
within
48
hours.
So,
as
you
saw
on
the
previous
slide,
our
goal
is
to
be
out
there
in
48
hours,
roughly
we're
again
we're
working
to
refine
that
metric.
It
doesn't
account
for
that
40
as
well
as
it
should,
but
actually
the
team
have
done
an
amazing
job
and
kind
of
bringing
that
forward.
F
So
I'm
gonna
end
just
looking
at
the
department
as
a
whole.
Well,
the
development
review
portions
of
the
department
as
a
whole.
This
doesn't
include
code
enforcement.
So,
as
you
can
see,
you
know,
vacancy
remains
a
challenge
and
when
you're
in
the
service
delivery
business,
that's
that's
always
going
to
be
the
hardest
part.
F
We
have
seen
an
uptick
across
the
board
since
the
last
time
we
presented,
however,
there's
a
caveat
in
there,
which
is
that,
obviously,
all
those
positions
that
were
budgeted
in
the
budget
that
was
approved
at
the
end
of
july
have
now
hit
the
books
so
we're
out
there
looking
to
fill
those
positions,
which
is
why
you
see
those
numbers
increasing.
Certainly
when
we
look
at
that
permit
center
number
that's
alarming,
but
there's
five
new
positions
in
there
that
we're
looking
to
hire.
F
But
you
know
we're
out
there
hiring
as
a
sort
of
number
one
priority
within
the
department
we're
meeting
on
a
weekly
basis
to
understand
what
our
next
steps
are.
I
think
we
currently
have
16
active
recruitments
for
68
positions
throughout
the
department
right
now
that
we're
currently
working
on,
and
so
so
that's
the
sort
of
update
on
where
we're
at
from
a
hiring
perspective-
and
I
believe
that's
everything
yep
so
lisa
and
I
will
be
available
for
questions.
B
D
And
chris
and
lisa
thanks
for
the
the
detailed
presentation
really
great
to
see
just
a
couple
of
reflections
and
maybe
a
question
or
two
on
just
going
back
to
the
metrics.
I
think
it's
it's
it's
great
to
have
the
dashboards
and
to
see
that
you
all
are
tracking
and
reporting
regularly
on
performance.
I
think
that's
a
really
good
practice.
D
What
you
did
say
what
your
top
goal
was
there
at
the
end,
which
I
totally
agree
with,
and
I
think
is
important,
but
helping
us
understand:
hey
we're
tracking
all
of
these
different
metrics
that
they're
probably
all
important
to
different
people
within
your
org,
but
as
a
department,
what's
kind
of
priority
one,
two:
three:
what
what
are
we?
You
know?
What
are
our
change
initiatives?
Where
are
we
really
focusing
in
to
hit
a
growth
goal
or
an
improvement
goal
or,
however,
you
want
to
think
about
that?
I
think
would
be
helpful
to
call
that
out.
D
I
was
going
to
note
that
of
the
pretty
comprehensive
dashboards
you
have,
the
it
seems
like
the
most
important
goal
we
have
right
now
within
the
department
is
staffing,
and
that
was
not
one
of
the
the
performance
metrics.
So
I
just
want
to
call
out
you
know
it's
great
to
track
our
performance
and
have
dashboards
and
all,
but
I
think
it's
more
important
to
manage
around
goals
and
then
and
then
track
how
we're
what
we're
doing
to
get
to
the
goal.
D
So
yeah
of
of
those,
I
think,
was
18
metrics
in
addition
to
staffing.
What
right
now
is
in
the
critical
path.
I
mean
what
what
is,
if
you
were
going
to
elevate
a
couple
of
things
for
improving
the
the
overall
impact
of
the
department
for
our
community.
What
would
you
obviously
filling
vacancies?
I
think
you
said
is
number
one
which
makes
a
ton
of
sense,
given
the
high
vacancy
rate.
D
F
Council,
member
mayhem,
I
think
it
is
an
important
point.
It's
one
that
we're
focused
on,
so
I
think,
if
I
remember
rightly
we're
at
about
sort
of
six
or
seven
months
into
this
process.
This
is
the
second
or
third
time
I
think.
We've
we've
been
to
committee
on
on
this
topic
and
what
we
did
initially
was
to
pull
the
dashboard
of
all
the
data
that
we
had
available,
that
we
could
track
over
a
period
of
time,
which
is
how
we
ended
up
with
these
18.
they're,
not
necessarily
the
18.
F
We
would
have
started
out
to
design
it
it's
sort
of
what's
the
best
data
we
have
available
right
now,
and
how
do
we
sort
of
relate
that
to
our
work
and
we
have
been
undergoing
a
fairly
significant
customer
service
focus
process
inside
the
department
and
it's
really
addressing
the
issue
from
a
customer-centric
perspective.
So
what
are
the
things
that
matter
most
to
our
customers?
F
So
you
can
submit
your
application,
whether
it's
the
ability
to
get
a
response
via
email
through
one
of
our
inquiry
portals,
or
you
know
the
the
time
it
takes
within
that
process
that
that's,
where
you'll
see
the
focus,
that's
what
we're
sort
of
driving
towards.
How
do
we
ensure
that
our
process
is
working
with
our
applicants
to
make
it
less
burdensome
to
be
really
focused
on
their
outcomes,
and
the
number
one
resource
we
need
to
do
that
is:
is
the
staff
within
the
department.
D
Because
that
is
what
I'm
asking
is,
is
you
know
it's
it's
great
to
track
a
bunch
of
things
and
I
think
that's
really
important
internally
for
knowing
how
we're
doing
and
and
identifying
leverage
we
can
pull
to
get
better.
But
I
I
what
I'm
more
interested
in
is
what
are
the?
What
are
the
strategic
goals?
What
are
the
goals
we
have,
and
I
think
they
should
absolutely
reflect
what
the
ultimately
the
outcomes
that
the
customer
care
you
know
our
residents
care
about.
D
Obviously,
do
we
along
those
lines-
and
I
think
you
started
to
highlight
what
some
of
those
are
when
I,
when
I
hear
feedback
from
constituents
about
their
experience
with
the
department,
it
tends
to
be
around
the
length
of
time
to
get
an
intake
meeting
or
the
the
just
the
general
kind
of
the
responsiveness
and
length
of
time,
and
I
appreciate
that
you've
pointed
out
some
places
where
we've
been
improving
there.
I've
also,
you
know,
obviously
we
hear
from
the
folks
who
are
dissatisfied,
so
I
don't.
D
I
don't
mean
to
be
just
focusing
on
the
negative
here,
but
I
do
as
a
trend
here
a
bit
about
consistency
of
the
feedback
people
get
from
inspectors
and
I'm
just
curious.
Do
we
have
a
standard
way
for
every
person
who
touches
one
of
our
permitting
processes,
a
standard
way
for
them
to
give
us
a
customer
satisfaction,
kind
of
a
rating
plus
more
free
form
feedback
on
on
what
they
did
and
didn't
like
about
the
process.
E
F
F
D
I
certainly
found
that
when
running
customer
service
teams,
I
think
sending
someone
you
know
probably
digitally
the
feedback
form
immediately
as
they
are
wrapping
up
their
experience,
you're
going
to
get
a
higher
response
rate
and
probably
more
more
details
more
specifics
than
if
we
wait
to
kind
of
do
it
on
our
schedule.
You
know
our
own
time
frame,
so
I
think
some
kind
of
almost
automated
hey
you're
at
the
last
step
in
the
process.
Let's
also
ask
you
how
it
went.
D
You
know,
there's
there's
a
lot
of
scoring
systems
out
there
like
net
promoter,
score
and
other
methods
of
kind
of
standardizing
that
but
yeah.
I
just
think
it's
important
that
we're
really
moving
in
a
very
customer-centric
direction
and
elevating
of
all
of
these,
all
these
great
metrics
that
I'm
sure
all
very
relevant
internally,
like
which
ones
which
ones
really
matter
the
most
and
then,
where
are
we
gonna,
hold
ourselves
accountable
from
for
demonstrating
that
we
can
improve.
D
So
that
was
that
is
my
my
primary
point
of
feedback,
but
really
appreciate
the
granularity
of
the
data
and
the
deeper
dive
on
on
adus
and
some
of
the
other
stuff
and
the
emphasis
on
hiring,
which
is
obviously
priority,
number
one
and
wish
you
all
great
luck
as
you
fill
those
roles,
hopefully
quickly.
Thank
you,
oh
and
I
will
sorry
chair
I'll,
move
I'll,
go
move
acceptance
of
the
report.
B
A
Just
going
to
pick
up
on
that
topic
of
staffing
and
kind
of
wanted
to
hear
you
know
what
what
does
that
plan
of
action
looked
like
you
know.
What
are
the
hurdles
there?
Are
we
talking
about?
You
know
salary?
Are
we
seeing
people?
Is
it
you
know
difficult
to
to
recruit
because
of
cost
of
living
like
what
I'm
just
kind
of
curious?
F
Yeah
thanks
for
the
question
councilmember.
Obviously
it's
something
that
we're
taking
a
much
deeper
dive
on
on
a
pretty
regular
basis.
It
varies
across
the
board.
I
think
you
know
when
we
look
at
the
experience
that
we're
having
in
one
part
of
the
department
it
may
differ
to
to
another
part,
just
given
the
different
nature
of
the
work
that
we
see.
So
you
know,
for
example,
we
generally
get
a
really
good
response
rate
on
planning
applications
right,
so
planner
one,
two
three,
we
see
a
lot
of
interest
in
those
positions.
F
Now
we
have
had
some
success
on
the
inspection
front
and
so
it'd
be
interesting
to
see.
I
think
we
have
13
applicants
that
are
moving
through
the
process
right
now
for
inspection,
so
we're
really
positive
they're.
Moving
to
the
practical
test.
I
think
this
coming
weekend
is
that
right,
yep
and
then
we've
you
know
seen
a
number
of
other
successes
it
it's
something
that
we're
sort
of.
Mindful
of
so
there's
the
near-term
issue.
We
have
vacancies,
we
have
to
fill
them.
F
There's
a
longer-term
question
of
how
we
will
continue
to
fill
these
vacancies
in
the
future.
Just
given
the
change
in
the
nature
of
work,
the
high
cost
of
living,
the
sort
of
shift
in
demographics
so
across
the
board
throughout
the
department,
we're
sort
of
taking
an
approach
of
really
trying
to
be
thoughtful
really
looking
to
the
future,
while
still
kind
of
you
know
fighting
to
to
fill
those
holes,
I'm
going
to
hand
it
to
lisa
for
a
sec.
E
All
of
the
feedback
that
I've
heard
through
our
local
international
code,
council
chapters
and
through
calbo
and
icc
conferences
is
everybody
is
having
the
same
challenge
finding
and
retaining
staff.
So
it's
not
anything
that's
specific
to
san
jose,
but
across
the
board
in
this
profession,
I'm
just
having
a
very
difficult
time.
B
A
A
No
yeah,
thank
you
for,
for
you
know
the
answer
there.
I
think
it's
unfortunate
right
disheartening
because
it
doesn't
look
like
there
is
a
immediate
solution
to
this
I
mean
you
know.
I
think
it's
going
to
take
a
level
of
investment
and
creativity
along
the
lines
of
you
know.
Do
we
do
we
have
something
better
to
offer
city
employees
here
when
it
comes
to
housing,
needs
right
or
assistance
right.
Do
we?
How
competitive
can
we
be
right
in
certain
areas
if
I
need
right
to
retain
or
attract
the
right
employees?
A
A
F
Yeah
councilmember
I'd
say
it's
probably
across
the
board.
I
actually
think
our
inspection
team
are
doing
a
phenomenal
job.
We've
seen
a
sort
of
an
increase
in
the
delay
to
inspection
over
the
last
few
months,
because
and
generally
chu
and
lisa
will
often
tell
me
that
it's
father's
day
as
soon
as
you
hit
father's
day
inspections
increase.
I
can't
tell
you
what
that
correlation
is,
but
there's
definitely
one
there
diy.
F
This
yeah
so
anyway,
so
we
see
that
increase,
and
so
we
did
see
sort
of
a
backlog
increase
within
inspection,
but
it's
still
within
a
reasonably
good
time
frame
and,
as
I
said,
we've
been
making
some
gains
there
and
and
our
two
division
managers
in
in
the
inspection
team
do
a
phenomenal
job
of
making
sure
that
they're
utilizing
the
resources
they
have
on
a
regular
basis.
What
I
would
say
is
is
where
we
see
probably
that
the
biggest
challenges
right
now
have
been
in
that
sort
of
that
delay.
F
So
you
know
I
want
to
submit
my
permit
when
what's
the
earliest,
you
can
get
me
in
and
again
because
of
the
way
that
we
had
to
restructure
around
service
delivery
through
covid.
It
really
created
this
opportunity
for
backlog
that
we've
been
fighting
ever
since
and
then
through
through
plan
check.
Really,
the
challenge
has
been
a
that
more
volume
has
come
through
plan
check
as
a
result
of
that
so
rather
than
us
dealing
with
things
at
the
counter
on
the
the
first
floor.
F
Counter
is
an
incredibly
efficient
way
of
delivering
service
for
building
permits
and
when
we
lost
that
through
covid,
you
know
all
these
inefficiencies
were
created
now
we're
working
pretty
diligently
to
bring
as
much
of
that
back
as
we
can
as
quickly
as
we
can,
because
it's
a
balance
versus
with
all
the
existing
work
that
we're
doing,
but
that
should
hopefully
relieve
some
of
that
stress.
I
think
I
think
those
are
sort
of
really
the
the
two
issues
that
we
have
is.
B
F
So
there
is
and
it's
something
that
we're
working
towards,
and
it
varies
by
process
right,
so
certain
applications.
There
are
different
time
periods
involved
in
sort
of
how
long
it
will
take
us
to
respond
to
an
initial
inquiry.
What
I
can
say
is
again
because
of
some
of
these
challenges
on
the
sort
of
just
straightforward
customer
service
response
to
email.
We
have
been
incredibly
challenged.
F
You
know,
certainly
through
this
last
two
year
period.
It's
something
that
we're
working
towards.
I
think
what
we
hope
to
do,
and
certainly
as
we
look
at
these
metrics,
is
to
just
provide
as
much
clarity
and
transparency
and
as
much
compassion
as
we
can
for
our
applicants
to
say
we
hear
you
we're
working
to
get
you
a
response
as
quickly
as
we
can.
We
think
we
will
be
able
to
get
you
one
in
this
amount
of
time
and
then
ensuring
that
we're.
F
B
Yeah-
and
I'm
not
looking
for
that-
and
I
appreciate
appreciate
that
what
I'm
thinking
of
is
this
is
one
of
the
areas
that
we
hear
complaints
about.
We
rarely
hear.
Compliments,
which
is
councilmember
mann,
mentioned
that
a
little
bit
that
we
do
hear
when
people
are
frustrated
on
the
process.
So
I'm
wondering
how
we
convey
the
process
to
the
residents
who
are
calling
in
because
we
have
a
variety
of
people
calling
in
as
lisa
you
mentioned
with
the
adus.
We've
got
people
who
are
doing
this
for
the
very
first
time.
B
Maybe
they've
never
even
installed
a
new
water
heater,
and
so
they
don't
know
the
whole
process,
and
so
how
we
deal
with
them
is
very
different
than
how
we're
dealing
with
your
major
developer.
Who
knows
it?
They
go
through
it
every
day,
every
week
they
know
all
the
process.
They
know
the
questions
you're
going
to
ask.
So
is
there
in
the
initial
email
or
the
when,
when
someone
sends
an
initial
email,
is
there
an
automatic
response,
or
maybe
we
could
create
one?
That
says
this
is
what
you
can
expect
from
us
in
the
next
stages.
B
F
We've
made
some
efficiencies
within
our
phone
tree,
so
people
calling
in
get
to
sort
of
resources
quicker
and
then
what
else
we'll
say
is
again
another
sort
of
fairly
significant
project
that
we
have
underway
right
now
is
an
overhaul
of
of
many
of
the
400
plus
website
web
pages
that
we
have
on
the
site,
which
is
incredibly
difficult
to
navigate
and
there's
there's
so
much
information
in
there.
Sometimes
it's
hard
to
find
so
our
public
information
officer,
cheryl
wesling,
is
doing
a
tremendous
job
of
really
thinking
through
from
a
customer-centric
perspective.
F
B
Right,
thank
you.
I
really
appreciate
that.
We're
thinking
about
that
and
that
you're
considering
my
recommendation
and
reviewing
it
and
the
last
thing
I
want
to
ask-
I
mean
this-
is
a
huge
area
and
one
that
I
I
know
your
staff
is
working
really
hard
to
remove
the
backlog
and
get
things
done,
and
that
requires
staffing.
B
So,
and
you
answered
what
the
questions
I
had
around
staffing
too,
that's
a
huge
issue
in
a
lot
of
businesses,
everyone's
sort
of
suffering,
with
a
lack
of
staffing,
shoots
starbucks
across
the
street
closed
when
I
was
heading
over
to
get
a
cup
of
coffee
today,
because
they
didn't
have
enough
staffing.
So
it's
it's
happening
all
over.
So
anything
we
can
do
to
improve
our
staffing
levels,
but
I
had
a
one
more
question
and
this
kind
of
adds
to
your
workload.
So
I
don't
want
to
add
to
a
workload,
I'm
just
throwing
it
out
there.
B
When
I
look
at
the
issue
and
the
permits
the
item
number
six,
I
or
actually
any
of
these
items,
I
wonder
this
is
any
permit.
That's
issued
for
that's
going
through
planning
right.
So
it's
I'm
getting
a
water
heater
and
it's
also
a
remodel
and
it's
an
adu
and
it's
a
major
project.
Is
that
right
how
hard
and
I'm
not
asking
you
to
do
any
more
work,
but
how
hard
is
it
when
you
come
to
our
meetings
that
you
can
separate
that
into
maybe
the
major
projects
or
say
these
are
the
remodel?
B
B
I
thank
you
and-
and
I
don't
I'm
not
suggesting
that
I
need
to
see
that
actually
who
needs
to
see.
That
is
the
individuals
that
you
said,
because
if
they're
seeing
it,
then
they
can
analyze
it
and
say
look
at.
They
may
have
a
creative
solution
on
how
to
speed
up
the
process
or
how
to
move
things
along
in
a
different
way.
B
We
can
come
up
with
solutions,
the
better
it
is
for
everyone,
because
then
we
can
cross
it
off
our
things
to
think
about
and
worry
about
and
call
it
a
success.
So
thank
you
so
much.
I
really
appreciate
the
presentation
from
both
of
you.
Thank
you.
I
look
forward
to
your
next
presentation
in
six
months
and
with
that
grace,
will
you
pull
the
committee?
D
Earlier,
I
think
he
focused
on
the
key
point
about
retention,
but
I
I
did
want
to
just
ask
on
filling
current
roles,
given
that
this
is
the
crit
is
our
profit
center.
This
is
the
critical
path
to
bringing
the
housing
and
jobs
that
we
need
and
given
how
high
the
vacancy
rate
is,
have
we
looked
at
contracting
with
outside
firms
that
are,
you
know,
having
expertise
in
proactive,
recruiting
and
trying
to
pull
people
in
from
other
cities?
Other
regions,
I
mean
really
stepping
up
our
proactive
recruitment
just
given
how
mission
critical
this
is
yeah.
F
Yeah
things
come
coming,
you
went
in
a
slightly
different.
I
was
getting
ready
to
answer
one
way,
but
let
me
pivot
back
for
a
sec,
so
so
we're
working
really
closely
with
with
the
hr
department
on
sort
of
how
we
ensure
that
we're
doing
really
sort
of
focused
proactive
recruitments.
They
are
bringing
in
outside
resources.
To
that.
I,
to
the
extent
that
they're
actually
specialized
within
our
fields,
I'd
have
to
to
look
at
that
a
little
bit
more.
F
D
We're
looking
at
those
outside
that
additional
outside
capacity,
I
guess
I
would
just
say
I
think
that
all
sounds
good.
This
is
one
of
the
few
places
in
government
where
I
think
it's
very
clearly
and
directly
the
case
that
spending
some
extra
money
to
get
to
the
result
will
actually
yield
more
money
for
all
of
our
other
services.
So
it
feels
to
me
like
it's
a
place
where
we
should
be
really
aggressive
and
investing
in
every
possible
strategy
that
gets
us
to
the
outcome.
B
B
G
Good
afternoon
chair,
my
name
is
john
cisrelli.
I'm
the
director
of
parks,
recreation,
neighborhood
services
with
me
is
rebecca
ross,
our
planner
for
she's,
going
to
introduce
our
consultant
and
she's
also
going
to
go
through
a
quick
presentation
to
talk
about
an
update
of
where
we
are
on
this
study.
We
have
no
specific
recommendations
for
you
today
for
those
in
the
audience
listening.
G
H
We're
joined
here
today
online
by
our
consulting
group
that
we've
hired
dta
finance.
The
president,
david
taussig
and
senior
associate
valley.
Merklin
are
available
online.
If
you
have
specific
questions
about
some
of
the
more
technical
aspects
also
online.
In
the
background,
if
we
have
some
questions
about
some
later
points
of
the
presentation
we
have
zacharias
mendez.
H
So
the
work
that
we've
done
is
fairly
complex,
so
I'm
going
to
try
and
walk
you
through
many
of
the
components
of
the
fee
study
that
we're
putting
together.
First,
I
will
talk
about
the
city's
existing.
The
fee
study
itself.
Then
I'll
talk
about
the
city's
existing
level
of
service
for
providing
parks,
trails
and
community
centers.
H
H
This
is
related
to
the
what's
informally
called
our
parks
fee
program
and
that's
based
around
a
residential
project's
obligation
to
provide
three
acres
of
land
for
every
thousand
residents
added
to
the
city
as
a
result
of
the
new
development
and
when
a
developer
does
not
provide
land
or
build
a
park
as
part
of
their
project.
The
developer
can
pay
impact
fees
to
meet
this
obligation.
H
H
H
H
H
H
So
the
cost
to
buy
land
is
expensive,
so
for
parks,
whether
it's
for
parks,
housing
or
anybody,
it's
just
as
expensive
for
parks
as
it
is
anybody
else,
and
the
the
cost
to
buy
land
is
all
based
on
location,
location,
location,
location,
and
so
we've
done
an
initial
analysis.
Our
consultant
has
done
an
initial
analysis
based
on
data
staff
has
provided
and
we've
determined
that
one
acre
of
land
costs
from
the
low
end
in
edenvale
about
1.5
million
dollars
and
then
in
the
downtown
central
area.
H
H
It
also
costs
money
to
design
and
construct
a
park,
and
our
program
currently
only
uses
the
fees
that
are
supposed
to
support
the
land
acquisition
to
also
buy
the
land
or
give
credit
for
the
land
and
also
build
improvements
on
the
land.
So
this
usually
means
we
have
smaller
parks
with
fewer
features
and
fewer
improvements.
H
For
both
approaches,
there
are
three
primary
components
of
the
formula
to
create
the
fee:
how
much
does
it
cost
to
buy
land?
How
much
does
it
cost
to
design
and
how
much
does
it
cost
to
build
and
how
these
costs
provide
the
same
and
then
how,
at
the
end
of
the
day,
when
we
add
up
all
these
costs,
are
we
going
to
be
able
to
provide
the
same
level
of
service
today
for
existing
residents
as
well
as
future
residents.
H
H
So
private
recreation
amenities
are
privately
owned
and
maintained
on-site
features
that
are
intended
to
have
park-like
or
community
center-like
benefits.
In
other
words,
credit
is
provided
for
these
amenities
because
they
generally
provide
an
experience
like
that
of
being
in
a
park
or
a
community
center.
H
So
what
are
the
next
steps?
So,
after
today
we're
going
to
be
continuing
to
do
a
series
of
public
outreach
and
public
engagement?
We
have
a
15-member
task
force.
10
members
were
recommended
to
join
the
task
force
by
a
council.
Member
and
five
members
were
volunteers
to
represent
market
rate
residential
development
as
well
as
commercial
development,
as
well
as
affordable,
housing,
construction
and
advocacy,
and
we've
been
meeting
for
almost
a
year
and
they're,
a
very
smart
task
force
and
they'll
be
making
recommendations
going
forward.
H
We've
already
held
two
community
meetings,
we've
done
report
outs
to
the
parks
and
recreation
commission,
the
youth
commission,
the
senior
commission
and
the
neighborhoods
commission
and
we'll
continue
to
be
reporting
to
all
of
them.
In
addition
to
reporting
back
to
this
committee
in
november
and
with
that,
that
concludes
staff
report.
Thank
you.
B
D
Thanks
chair
just
quickly,
I
appreciate
the
overview
really
helpful
to
get
all
this
context
and
has
the
task
force
considered
actually.
First
before
I
say
that,
let
me
just
say:
I
fully
support
the
idea
of
eliminating
the
credit
if
it's
not
publicly
accessible.
I
think
it's
important
that
we
are
incentivizing
the
right
things,
which
would
include
space
that
is
actually
useful
to
the
public,
so
I
think
that
makes
sense.
On
the
other
hand,
has
the
task
force
considered
modifying
the
key
metric
there?
D
That's
that's
very
acreage
focused
toward
looking
at
some
other
components
of
this
that
are
really,
I
think,
critical,
like
the
quality
of
the
the
park
and
the
amenities,
and
you
know
the
play
equipment
and
the
trails
and
the
trees
and
all
the
rest
and
the
intensity
of
use.
I
mean,
I
think
it
is.
Obviously
this
is
an
extreme
example,
but
you
go
to
new
york
and
there
are
a
lot
of
people
and
part
of
what
you
notice
is
just
how
intensively
used
the
parks
are,
and
I'm
all
for
having
more
acreage.
D
Don't
get
me
wrong.
I
think
more
park
space
is
better.
That
is,
but,
as
we
have
infill
development
and
densify
in
urban
villages,
it
seems
to
me
that
the
quality
of
the
park
and
how
utilized
it
is
and
what
it
take
whatever
we
need
to
do
to
make
sure
they're
really
well
utilized,
is
maybe
more
important
than
just
a
sheer
ratio
of
acres
to
people.
So
I
just
was
wondering
if
how
much
discussion
there's
been
of
that
that
concept.
G
We
also
have
some
discretion
right
when
we're
collecting
these
fees,
we're
not
bound
to
only
have
land
or
bound
to
only
take
a
fee.
So
these
are
often
just
negotiations
back
and
forth,
and
so,
when
we
look
at
a
site,
for
example,
downtown
we're
less
likely
to
get
a
lot
of
land
we're
more
likely
to
get
them
to
help
build
a
park
on
a
smaller
piece
of
land,
because
land
is
so
valuable.
G
They
really
don't.
Their
development
doesn't
have
much
land
to
give
once
the
development
is
done.
So
you
have
to
find
these
ways
to
to
deal
with
more
intense
areas
like
a
downtown
area.
We
are
beginning,
finally
to
shift
our
thinking
that
really
we
have
two
park
systems
in
san
jose.
One
is
a
downtown
urban
park
system
that
has
more
intense
heavy
use
and
they're
going
to
be
smaller,
more
intensely
used
areas
and
others
are
larger,
more
wide,
open,
grassy
spaces
in
the
suburbs
of
our
city.
G
So
there's
really
two
different
ways:
you
approach
managing
and
caring
for
and
building
that
park
system.
So
in
that
negotiation,
I
think
you
saw
we
can
give
up
to
50
credits
for
other
amenities
they
might
provide,
but
in
the
end,
we're
able
to
try
to
figure
out
what
best
fits
the
situation
that
we're
working
with
with
the
developer.
D
I
think
what
you
were
describing
is
exactly
what
I'm
getting
at,
which
is
that,
as
we
densify
acreage,
may
be
less
fees,
less
feasible
and
and
maybe
even
less
important
than
quality
of
amenities
and
intensity
of
use.
And
so
what
concerns
me
is
that
it
felt
like
the
the
formula
and
the
discussion
and
the
presentation
really
still
revolved
around
this
core
metric
of
acres
of
park
per
capita
and
I'm
just
questioning
as
we
densify
as
we
have
infill
as
we
prioritize
density
within
urban
villages
across
the
city.
G
So,
just
real
quick
on
that,
so
so
that's
the
basis
of
which
we
determine
sort
of
the
value
of
what
the
developer
owes
and
we're
using
the
land
value
as
that,
so
the
acreage
per
thousand
is
sort
of
that
starting
point,
but
that
that
would
ultimately
be
a
policy
change
by
the
city
council.
I
believe
it
is
in
the
general
plan
as
that,
and
so
that
creates
the
basis
for
this
formula.
G
D
D
H
H
So
it's
a
very
complex
body
of
work,
and
so,
when
we
looked
at
that
in
the
past-
and
I
have
members
of
the
audience
up
here-
who
might
be
able
to
jared
ferguson
from
the
office
of
economic
development-
may
be
able
to
speak
on
the
history
of
that
a
little
bit.
But
my
understanding
is:
we've
worked
towards
the
development
fee
framework
in
lieu
of
a
universal
fee.
A
Hi
councilmember
jared
ferguson,
the
office
of
economic
development,
so
we're
currently
working
on
the
development
fee
framework,
as
rebecca
mentioned.
So
the
framework
itself
is,
is
really
a
set
of
parameters
that
as
we're
updating
each
fee,
they
should
be
aligned
around.
So
there's
not
necessarily
one
fee
for
each
thing,
but
a
kind
of
a
set
of
elements
that
they're
all
aligned
around.
So
we've
been
working
closely
with
prns
to
make
sure
that
these
changes
align
with
those
elements
that
we're
talking
about
in
the
in
the
framework
and
then
in
the
future.
A
D
B
Thank
you.
Is
there
a
second
okay,
great
any
other
questions
from
my
colleagues?
If
not,
then
I
I
have
a
couple
of
questions.
I
know
you're
not
bringing
a
request
for
raising
fees
right
now
and
that
you
mentioned
that
we
last
time
we
raised
it
was
in
2017
and-
and
I
would
just
caution
us
that
now
may
not
be
the
time
to
raise
fees
either.
B
We
are
in
an
economic
downturn
that
may
affect
development,
interest
rates,
going
up
cost
of
housing
and
development,
and
we
we
certainly
don't
want
to
raise
rates
and
cause
development
not
to
occur
because
of
the
fees
that
the
rate,
the
rates
that
we're
raising.
So
I
know
that's
part
of
the
study,
and
I
would
I
would
hope
that
there's
feasibility,
that
is
part
of
that
study
too,
to
determine
how
it
would
affect
development
and
the
cost
of
development
I
have
so.