►
Description
City of San José, California
Neighborhood Services & Education Committee of February 11, 2021.
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=818214&GUID=71D8A17D-58FC-48F7-82D1-93F7273A32D8
A
A
A
A
A
A
A
B
This
is
our
first
nsa
meeting
for
2021
we're
gonna,
really
focus
on
our
community
and
our
families
and
children
in
this
upcoming
year,
especially
related
to
pandemic.
We're
going
to
make
sure
we
learn
from
our
past
be
efficient
with
our
time
and
and
just
really
promote
a
lot
of
innovation,
and
so
I'm
glad
to
be
back
here.
As
your
chair
welcome
to
nsc
for
all
of
you,
folks
and
tony
or
somebody
from
her
office.
Could
you
please
take
roll
cohen.
B
A
B
F
F
B
F
E
B
Oh,
my
goodness,
tony.
Thank
you.
Sorry.
No
thank
you
so
much
for
for
making
sure
that
we
abide
by
public
comment.
I
didn't
see
anybody's
little
hand,
so
I
do
see
blair,
you
want
to
unmute
yourself
and
go
ahead
and
begin
public
comment
and
we
are
talking
about
the
review
of
work
plan
and
this
is
the
fair
housing
assessment
report,
as
well
as
the
annual
action
plan
funding
priorities
report
when
is
deferred,
the
latter
is
dropped.
G
Thank
you.
Thank
you
for
the
clarification
on
what
I
can
speak
to.
I
wanted
to
speak
about
the
fair
housing
report
and
just
offer
my
you
know
meager
attempts
at
what
can
be.
You
know
the
good
work
of
a
casa,
housing
advocacy
over
the
last
few
years.
I
think
they've
they've
set
up
kind
of
a
standard
of
of
good,
affordable
housing,
ideas
and
practices
that
you
know
I
I
hope
everyone's
real
familiar
with,
and
I
think
you
know
what
they've
developed
the
past
couple
years
can
really
set
up
good
examples.
G
What
we
can
continue
to
work
on
in
our
future
at
this
time
and
just
really
progressive
good
ideas
and
it's
good
work.
That
casa
does,
and
I
hope
we
can
really
consider
what
can
be
new
ideas
of
extremely
low,
very
low
and
mixed
income
housing
you
know
and
how
they
really
support
the
ideas
of
equity
and
and
reimagine.
Interestingly-
and
I
just
you
know
to
to
be
in
tune
with
that
and
and
to
figure
out
the
how
that
can
work,
just
good
luck
in
those
efforts
thanks
a
lot.
B
H
Thank
you
chair
and
members
of
the
committee,
I'm
avi
otom
and
I'm
the
interim
deputy
director
for
the
parks,
division
of
the
parks,
recreation
and
neighborhood
services
department
and
I'm
joined
today
by
tori
o'reilly
division
manager
for
park,
maintenance
and
infrastructure,
dan
greeley
interim
park
manager
and
ramon
carvajal,
a
gardener
who,
I
believe,
may
be
joining
us
as
we
as
we
pick
up,
as
I
think
he's
just
finishing
up
his
his
work
today
and,
of
course,
john
cecirelli.
Our
director.
H
H
Since
the
since
the
founding
of
its
first
municipal
park,
alum
rock
park
in
1872,
the
city
of
san
jose,
has
recognized
the
important
role
of
parks.
San
jose's
park
system
is
one
of
the
community's
greatest
assets
and
contributes
to
the
economic,
environmental,
social,
emotional
and
physical
well-being
of
residents.
H
We
found
that
parks
raised
the
value
of
neighboring
property
by
one
one
billion
dollars
across
the
city
and
increased
property
taxes
by
12
million
dollars
per
year.
They
provide
6
million
in
value
by
reducing
runoff
into
the
stormwater
system.
They
provide
1
million
in
value
by
reducing
air
pollutants.
H
They
yield
28
million
dollars
in
medical
savings
each
year
by
encouraging
active
lifestyles
and
physical
activity
and
to
provide
51
million
dollars
worth
of
free
or
very
low
cost.
Recreational
opportunities
across
our
community
parks
can
also
have
a
significant
impact
on
the
development
of
children
and
the
happiness
of
everyone
in
our
neighborhoods.
H
H
I
I
This
inventory
is
managed
with
a
30
million
dollar
operating
budget,
which
includes
186
fte,
who
work
365
days
a
year.
As
many
of
you
know,
parks
maintenance
includes
all
the
work
necessary
to
keep
a
park
safe,
clean
and
operating
efficiently
to
serve
the
needs
of
the
residents
of
san
jose
on
a
daily
basis.
Our
parks,
maintenance
staff
are
out
in
the
field
they
inspect
parks
for
safety.
They
manage
litter
and
illegal
dumping.
I
In
addition,
our
staff
maintain
a
large
amount
of
parks
infrastructure,
including
irrigation
systems,
benches
picnic
areas,
playground,
equipment,
barbecues,
much
of
which
is
aging
as
well
as
providing
maintenance
to
ensure
trail
trails
are
available
for
our
residents
for
both
commute
and
recreational
use
around
this
time.
Last
year,
san
jose
entered
a
shelter
in
place
and
we
all
observed
that
parks
became
even
more
critical
in
the
lives
of
our
citizens
than
ever
before.
I
D
You
think
we'd
be
up
to
speed
on
these
things.
I
guess
I
it's
almost
friday,
chair
chair
and
members
of
the
committee.
My
name
is
dan
greeley,
I'm
interim
park
manager
and
I
serve
evergreen
east
north
and
part
of
central
san
jose.
So
many
of
the
members
committee
parks,
my
teams
are
servicing
every
day,
we're
here
to
talk
a
little
bit
about
maintenance
standards,
and
how
did
we
get
to
this
point?
Well,
we
really
wanted
to
align
our
very
important
work
with
activate
sj
and
then
park
maintenance.
D
We
also
wanted
to
take
action
on
the
city
audit
of
park
maintenance,
which
documented
some
of
our
data
data
improvements
that
are
needed,
and
one
of
the
key
improvements
that
the
audit
audit
highlighted
was
that
we
wanted
to
separate
out
our
data
around
park,
maintenance
like
weeds
and
trash
and
how
we
score
them,
collect
data
on
them
and
separate
it
out
from
large
capital
items
such
as
playgrounds,
which
could
be
multi-million
dollar
investments
and
have
different
staffing
models
and
funding
strategies.
And
so
we
want
to
separate
out
these
two
key
elements
to
better
track
performance.
D
During
this
time
we
were
able
to
research,
best
practices.
We
looked
at
municipalities
and
what
our
professional
professional
affiliations,
such
as
nrpa
and
coprs,
what
they
recommend
and
what
are
the
trends.
So
we
were
able
to
really
look
at
what
other
agencies
are
doing
and
doing
well
and
start
to
pivot
an
example.
We're
really
looking
to
make
sure
that
we
collect
robust
data.
D
Our
new
standards
would
look
at
for
an
example:
landscape
beds.
These
two
pictures,
our
old
system,
looked
at
landscape
beds
for
only
two
criteria,
weeds
and
bare
spots,
and
then
combined.
Both
of
the
scores
into
one
score
and
we
couldn't
track
the
we
couldn't
track
them
separately
over
multiple
multiple
years.
D
The
different
standards
that
we
would
have
would
be
cleanliness,
plant,
health
pruning
holes
and
pests,
weeds
and
drainage,
and
an
example
of
this
would
be
if
many
of
our
parks
do
have
ground
squirrel
problems
and
if
the
score
is
going
up
because
maybe
we're
doing
a
better
job
of
baiting
ground
squirrels.
We
would
want
to
be
able
to
collect
data
that
it's
our
abatement
of
ground
squirrels
that
are
contributing
to
the
increase
in
scores
and
our
old
data
would
not
be
able
to
differentiate
the
improvement
and
score
to
one
of
the
components
of
the
score.
D
Next
slide
data
collection:
for
this
year
we
experienced
a
slight
increase
in
pca
scores
up
to
a
3.5
from
a
3.4
of
last
year
in
a
normal
year.
We
would
celebrate
this
as
a
humongous
achievement
and
we
want
to
pat
ourselves
on
the
back.
However,
we
really
do
think
that
this
might
be
an
outlier.
Due
to
the
pandemic.
We
really
expected
lower
scores.
D
We
saw
more
weeds
in
our
park
because
of
some
covid
restrictions.
We
weren't
able
to
be
as
robust
in
our
weed
abatement
services
and
putting
down
pre-emergent
chemicals
or
other
chemicals
to
keep
weeds
down.
There
was
also
a
large
increase
in
user
groups
in
our
parks
and
trash
levels,
really
surged
and
our
staff
were
often
deployed
to
close
down
amenities
or
put
up
signs
and
weren't
able
to
keep
up
with
trash
levels.
D
D
An
example
is
in
our
old
pca
process.
We
only
looked
at
litter
three
times
and
weeds
six
times
in
our
new
standards.
We
would
look
at
weeds
and
litter,
I'm
sorry
at
litter
we
look
at
litter
17
times
and
weeds
six
times
again,
collecting
more
data
points
on
where
litter
is
providing
us
more
data
on
on
how
we're
doing
on
those
measures.
D
Our
strategy
really
here
is
to
roll
out
these
standards
develop.
Our
data
points
monitor
our
progress
to
meeting
the
standards
and
then
track
our
performance
and
use
data
to
to
highlight
the
emerging
trends
and
then
look
on
the
areas
that
we're
doing
well
in
and
then
try
to
identify
gaps
and
are
the
gaps
resource
gaps.
Are
they
training
gaps?
D
I
I
I
Partnerships
are
also
key
and
allow
us
to
pay
special
care
in
areas
such
as
guadalupe
river
park
with
the
conservancy
municipal
rose,
garden
and
alum
rock
park.
In
addition
to
all
the
above
this
past
year,
we
have
made
a
concerted
effort
to
strategically
utilize
our
volunteer
management
unit
to
assist
staff
in
addressing
low-skilling
scoring
parks.
I
J
J
J
It's
providing
our
sports
fields
to
remain
playable,
keeping
our
youth
and
adults
safe
and
for
all
of
the
pro
social
activities,
soccer
baseball,
you
know,
or
even
just
regular
leisurely
walks
anything
picnicking
in
our
parks,
we're
focusing
on
abatement
of
pests,
some
of
the
best
we've
some
of
the
pests
that
we've
begun
to
obey
to
our
squirrels
and
gophers.
The
issues
with
these
pests
is
they're,
leaving
really
deep
holes,
especially
our
ground
squirrel
population
and
a
lot
of
our
parks
and
our
turfs.
J
Sometimes
they
can
be
over
12
inch
diameter.
They
go
several
feet
into
the
floor
into
the
ground.
We
could
literally
step
in
them
all
the
way
up
to
our
knees
at
times,
so
they're
they're,
definitely
something
that
we
need
that
we
are
focusing
on
we're
working
on
and
are
our
huge
issues
easily
to
spray.
It
spraying
that
spring
ankle
or
even
break
an
ankle
or
detrimental
to
our
sports
they're,
creating
mounds
all
over
the
place,
damaging
our
turf
and
some
protect
in
some
of
our
particular
parks.
J
J
They're
creating
tunnel
systems
inside
of
inside
our
grounds,
they're
affecting
our
our
concrete
slabs
our
play
structures,
their
weakening
our
sidewalks
a
lot
of
times.
They
can
cause
crumble,
just
a
lot
of
damage
to
our
infrastructure
in
general,
they're,
creating
weaker
foundations,
they're
they're,
failing
they're
cracking
and
we're
we're
finding
a
lot
of
these.
Where
they're
affecting
a
lot.
A
lot
of
the
areas
is
in
our
reservable
areas.
J
Another
reason
would
be
for
a
beautification
and
improvements
as
a
result
of
the
systematic
approach
that
we're
trying
to
use
within
our
ipm
teams
and
our
renovation
teams.
We
can
complete
improvements
or
renovations
of
our
sports
fields
and
parks
and
making
it
safer.
We've
completed
this
last
year
over
11
sports
fields,
they've
come
out
beautiful
one
of
the
pictures,
and
my
background
is
one
of
our
turf
renovations.
This
particular
park
had
no
grass
was
full
of
weeds,
so
something
we're
pretty
happy
about
next
one,
please!
J
So
thank
you
very
much
so
water
management.
Why
why?
Why
is
water
management
important?
We
have
limited
resources
with
our
water,
just
in
general
for
drought,
water
conservation
that
we're
trying
to
focus
on
which
everybody
should
be
focusing
on.
We
are
san
jose
silicon
valley,
we're
working
on
saving
funds.
J
As
of
now
our
budget,
our
spending
is
somewhere
around
six
million
dollars
a
year
and
we're
doing
our
best
to
reduce
our
spending
by
50
to
70
percent.
With
a
lot
of
the
actions
that
we're
taking
we're
taking
a
holistic
approach,
I
guess
you
could
say
to
environment
being
environmentally
focused
and
being
people
focused
from
spanning,
just
in
general,
we're
focusing
on
saving
time
working
on
our
our
clocks.
You
know,
with
staff
we're
trying
to
increase
long-term
sustainability
due
to
the
rising
cost
in
water.
The
climate
change
increasing.
J
You
know
any
increasing
changes
that
we
do
have
you
know
unforeseen
reasons
and
we're
investing
in
a
bit
and
a
bigger
picture
for
our
best
managing
practices,
our
bmps
and
trying
to
increase
longevity
and
health
within
our
turfs
in
general.
Speaking
of
of
you
know,
the
maintenance
practices
that
we
have
just
doing
our
best.
J
I
love
them,
I'm
really
savvy
at
them.
The
capabilities
with
these.
With
these
clocks,
they're
they're,
essentially
their
computers,
they're,
providing
less
time
to
finding
finding
issues.
They
actually
send
us
alert
when
something's
wrong,
but
they
all
have
to
be
dialed
in
beforehand
to
be
able
to
find
this
out,
and
you
can
walk
away
from
them.
They
do
have
remote
access.
You
don't
have
to
go
from
one
side
of
the
park
to
the
other.
Have
somebody
standing
around
just
do
irrigation
checks,
so
somebody
doesn't
get
wet
because
ask
any
gardener.
J
They've
wet
somebody
before
it's
not
on
purpose,
and
we
do
our
best
not
to
but
by
having
the
remote
access.
It
helps
we're
using
technology,
well
investing
in
the
initial
setup
and
the
programming
of,
and
it
does
take
some
length
amount
of
time,
but
once
that's
kind
of
dialed
in
it's
we're
good
to
go,
trying
to
keep
things
where
they
need
to
be.
Since
last
february
staff
has
installed
129
calsense
controllers
for
a
total
of
266
installations
to
date
and
28
more
are
scheduled
to
be
installed
by
june
of
this
year.
B
H
H
In
many
ways,
ramon,
spearheaded
opening
up
playgrounds
for
us
and
dan
has
actually
taken
on
successive
roles,
so
just
want
to
acknowledge
them.
Absolutely
challenges
do
persist,
count
a
chair
and,
as
I
mentioned
in
the
memo
with
that
said,
we
recommend
the
committee
accept
the
report
and
we're
available
for
any
questions.
B
Thank
you
thank
you,
avi,
and
thank
you
for
the
presentation.
Thank
you
ramon
and
dan
for
stepping
up.
I
know
that
parks
have
been
kind
of
a
solace
for
many
of
us
who
need
to
quarantine
but
be
among
people.
So
I'm
going
to
look
to
our
community
for
for
comments,
and
I
do
see
somebody
mr
beekman
go
ahead
and
unmute
yourself
and
begin
your
comments.
G
All
right,
hi,
blair,
beekman
here
thanks
for
the
presentation-
I
guess
my
you
know
with
this
sort
of
issues
and
I
guess
what
the
sprinklers
the
new
sprinkler
system
that's
being
developed.
You
know
it
just
reminded
me
that
parks
and
rec
they
have
kind
of
a
responsibility
around
the
new
lighting
issues
in
you
know,
libraries
and
you
know,
park,
centers
and
and
stuff
like
that
and
and
that
that's
the
street
light
technology.
G
It's
important
and
it
you
know
it
creates
such
center-ness
of
of
our
community
and
what
can
be
the
future
of
our
community
and
how
our
community
can
be
an
open,
accessible,
responsible
process.
It'd
be
interesting
to
learn.
You
know
the
sprinkler
systems,
scheduling
and
how
I
can
look
into
that
like
on
the
my
san
jose,
app
and
it'll
also
be
interesting
to
just
simply
know
what
exactly
light
poles.
You
know
what
exactly
what?
What
are
their
data
collection
possibilities,
what
what
data
collection
will
be
in
in
certain
light
poles?
G
B
F
Thank
you,
chair
just
wanted
to
first
say
thank
you
to
to
all
the
staff
to
ramon
to
john
I'm
sure
to
avi
to
everyone
to
dan.
You
know,
I
know
he's
done
a
lot
of
work
in
district.
Two
very
much
appreciate
everything
all
of
you
have
done,
and
obviously
the
frontline
staff
I
just.
I
just
have
a
few
questions.
F
H
Thank
you,
councilman
venice,
for
the
question.
So,
yes,
we
we
did
share
this
memo
and
as
prc,
the
parks
and
recreation
commission
is
our
advisory
committee
commission.
We
also
provided
them
a
draft
of
our
park
maintenance
standards
and
we
got
a
couple
good
questions
really
looking
at
how
we
disaggregate,
as
dan
mentioned
some
it's
kind
of
what's
in
the
past,
been
some
summary
evaluation
into
some
more
meaningful
nuggets,
and
we've
also
made
that
draft
available
to
the
commissioner
so
that
they
could
send
any
further
comments
to
us.
F
Help
me
understand,
and
remember
was
that
was
that,
driven
by
the
audit
that
was
done,
or
was
that
just
driven
by
a
recognition
that
maybe
I
think
it
was
san
francisco
that
they're
doing
things
this
this
particular
way,
and
that
seems
to
be
a
good
way
to
approach
things
is
where
did
that
come
from?
Where
did
that
emanate
from.
H
H
F
Yeah,
okay,
yeah.
I
was
looking
at
some
of
those
standards,
they
seemed
to
be
you
know
and
reading
them
thing.
The
first
thing
I
thought
to
be
very
honest
with
you
was
like,
of
course,
we
would
look
at
that.
Why
would
we
look
at
that,
and
so
so
anyway?
So
so
I'm
glad
you
guys
are
using
those
those
seem
like
good,
objective
standards.
F
You
know
my
sense
of
the
whole
thing
as
it
relates
to
the
park
condition
assessments
is.
Is
it
correct
to
assume
that
we
as
a
department
you
all
as
a
department,
are
striving
to
do
these
as
objectively
and
as
uniformly
as
possible?
Right?
We
don't
want
subjectivity
and
your
own
feelings
about
about
a
particular
park
to
sort
of
emerge
and
give
rise
in
some
of
the
some
of
the
numbers.
Correct.
Is
that.
A
Yes,
that
that's
the
objective
for
sure
councilmember
john
cecirelli,
director
pierre
ness,
I
would
also
add
we're
trying
to
figure
out
a
way
to
engage
the
community
in
this
process
right
because
we
know
we're
looking
at
it
with
our
eyes,
but
we're
in
the
parks
all
the
time.
You
know
it's
just
like
in
your
house.
I
think
about
you,
know,
I'm
a
kid
he'll
leave
stuff
on
the
ground
and
he'll
just
walk
by
like
it's
furniture.
He
doesn't
even
see
it
anymore
right.
A
He
doesn't
even
know
it's
there
and-
and
I
we're
all
human
like
that,
and
so
we're
trying
to
figure
out.
Is
there
a
way
we
can
engage,
for
example,
the
neighborhood
around
a
park
and
say
what
do
you
think
of
this
park?
What
do
you?
What
do
you?
What
is
your?
What
is
your
view
about
the
maintenance
of
this
park
or
the
condition
of
this
park
just
to
get
that
extra
layer
to
here
and
make
sure
we're
in
sync
with
that
community.
F
And
so,
and
so
I
think
there
was,
I
think
I
read
there-
was
a
a
total
of
12
or
sorry
10
teams
of
three
is
that
right
that
that
conducted
the
ascension
assessment
slice
last
time
around.
I
that
wasn't
all
park
staff
right
I
mean,
I
think
in
the
past
we've
used
volunteers.
I
think
I've
even
done
it
on
occasion,
but
but
it's
been
a
while,
where
that
was
in
park
staff
or
was
it
did?
It
include
the
community
in
those
pools.
I
F
Yeah,
okay,
you
know
and
the
reason
I'm
asking
this-
I
guess
what
I'm
wondering
is
if
the
goal
is
for
objectivity
and
to
have
just
a
very
crisp
honest
assessment
of
these
parks
without
having
your
own
personal
ideas
of
a
particular
part
come
in.
I
guess
what
I
think.
What
came
to
mind
for
me
and
a
question
that
emerged
for
me
is
in
those
teams
of
of
those
10
teams
of
three.
I
think
it
was.
You
know
maybe
wrong
on
that,
but
those
teams
that
were
formed.
F
I
I
know
that
not
all
city
employees
live
in
the
city
of
san
jose.
So
I'm
wondering
if
there
was
any
thought
to
you
know
if
I
work
for
the
parks
I'm
on
a
particular
team,
I
live
in
district
nine.
Am
I
evaluating
district
nine
parks
right
or
or
if
there's,
if
we're
purposefully,
trying
to
change
it
up
so
you're,
not
evaluating
parks
that
you're
very
familiar
with
that
are
in
your
district
that
maybe
you
may
have
some
feelings
and
sentiments
about
is:
was
there
was
a
little
bit
of
that
going
into
the.
I
F
G
I
Know
I
can't
speak
to
people
who
live
around
specific
parks,
but
you
know
we
want
to
take
away
that
bias
based
on
it's
something.
You
know
it's
an
asset
that
you're
managing,
and
so
you
know,
for
instance,
dan
manages
a
certain
area
of
the
city.
He
would
be
raiding
parks
on
the
opposite
side
of
the
city.
I
F
F
Maybe,
but
the
concerns
that
I
hear
about
sometimes
in
district
2
that
we're
at
the
southern
end
of
the
city,
it
becomes
a
little
bit
more
rural,
more
hillsides,
exist
and
such,
and
I
know
that
we
have
issues
with
pigs
and
they've
they've
gone
and
destroyed
a
lot
of
turf
in
some
of
these
parks,
I
mean
I
was
looking
at
shady
oaks
park.
For
example,
I
know
they've
gone
in
dumb
damage
and
I
think
that
pca
score,
I
think
it
might
have
gone
down.
F
I
got
to
go
back
and
look
at
it,
but
anyhow
I'm
curious
how
obviously
that
impacts
the
maintenance
of
the
parks
and
the
turf
and
such
how
what
type
of
strategies
are
we
thinking
through
to
sort
of
finally
deal
with
with
the
pigs
right?
I
know
obviously
the
the
use
of
crossbow
and
arrow
and
all
these
other
things
that
we
had
in
mind
that
obviously
didn't
move
forward.
I
One
of
the
items
we're
looking
at
for
the
pigs,
you
know
the
the
pigs
come
into
the
field
and
in
many
cases
birds
come
in.
You
know
to
the
turf
area
because
they're
looking
for
grubs-
and
so
you
know
as
part
of
our
integrated
pest
management
plan,
we're
trying
to
address
the
pest,
that's
there
and
hopefully
that
will
you
know,
stop
the
pigs
from
coming
in
yeah.
A
G
D
No
tori,
I
think
you
summed
it
up
nicely
and
looking
at
shady
yolks,
I
think
the
score
did
slightly
go
up.
Oh
there
you
go
this
year
and
I
think
because
I
think
there
was
some
fencing
placed
at
that
park,
but
I
don't
think
we've
made
it
pig
proof
by
any
means.
So
I
think
we
got.
That
is
a
challenge
for
us
still.
F
Yeah
I
apologize
I
I
was.
I
looked
at
many
scores
on
in
in
for
district
2,
specifically,
so
that
I
may
have
misstated
that.
So
I
guess
is
there
a
sense
that
if
we
address
the
grub
issue
that
it'll
that
it
may
prevent
or
dissuade
the
pigs
from
digging
things
up,
if
they
continue
to
do
so
and
don't
find
what
they're
looking
for?
Is
that
the
idea
behind
it.
I
I
F
I
yeah,
and
I
was
just
gonna
say
I
appreciate
the
idea
around
fencing
right,
but
I
I
I
gotta
imagine
that
we
wouldn't
want
to
fence
in
all
our
turf
areas
around
the
parks
right,
it's
just
not
feasible,
and
so
that's
why
you
know.
I
just
asked
the
question
about
the
grubs,
but
it
seems
like
it's
something
that
we're
continuously
trying
to
explore
to
try
to
figure
out
how
to.
I
know
it's
not
easy.
F
These
pigs
become
intelligent
and
how
do
we
prevent
them,
stop
doing
what
they're
doing,
but
anyhow,
I
wanted
to
express
that.
The
very
last
question
I
had
was,
I
think
it
was
you
tori
that
mentioned
the
the
use
of
the
healthy,
healthy
place
index,
as
it
relates
to
sort
of
bridging
that
together
marrying
that
with
some
of
the
pca
scores,
and
so
what
I'm
curious
about
is.
Is
there
anything
worth
sharing
that
you
found,
I
mean?
F
Is
there
a
strong
correlation
between
an
area
that-
and
I
don't
I'm
not
too
familiar
with
the
healthy
places
index,
but
assuming
it's
used
this
way
that
in
a
certain
area,
the
healthy
place
index
score
is
low,
that
it
also
matches
with
maybe
not
having
good.
I
don't
know
good
parks
or
maintenance
issues
or
anything
like
that.
Any
correlations
that
we
you
want
to
highlight
or
anything
we
should
know
as
it
relates
to
that
score.
I
I
don't
know
that
we've
necessarily
found
correlations,
yet
you
know
our
goal
is
to
make
sure
that
you
know
we're
distributing
our
resources
equitably
and
so
by
using
the
combination
of
the
two
I
mean
we
want
to.
We
want
to
put
our
resources
where
they're
most
needed
and
between
using
the
the
healthy
places
index,
which
you
know,
accounts
for.
I
F
Yeah,
I
guess
just
a
follow-up
question
that
may
help
clarify
so,
for
example,
if
there's
a
community
that,
in
looking
at
the
healthy
places
index
in
those
categories,
that
and
again
assuming
it's
used
this
way,
I'm
not
too
familiar
with
it,
but
assuming
x,
community
scores
really
low
on
that
right.
We
got
low
social,
economic
mobility,
low
education
levels.
D
I
Then
we
allocate
the
proper
resources
so
in
the
resource
slide
I
talked
about
you
know
we
utilize
vendors
partnerships,
volunteers,
special
teams,
so
we're
really
what
my
team
is
doing
this
year
is
we're
looking
at
the
pca
scores
and
we're
looking
at
where
the
most
need
is-
and
you
know
we're
figuring.
You
know
we're
saying:
okay,
why
did
that
park
score
low
in
that
area?
And
then
what
is
the
best
resource
we
have
to
put
towards
that
park
to
address
that.
C
F
H
I
just
wanted
to
also
add
on
to
what
tori's
saying
this
is
something
that
we're
doing
this
year
for
the
first
time
and
as
with
all
first
experiences,
you
know
there's
a
learning
process
that
goes
with
it.
Traditionally,
we've
been
a
pretty
strictly
pca,
driven
work
group
and
we're
trying
to
layer
on.
You
know
with
an
understanding
that
we
have
a
limited
amount
of
ability
to
to
outreach
and
try
to
foster
volunteerism
or
bring
corporate
volunteer
events.
H
So
when
we
are
able
to
do
that,
which
parks
will
look
at
low
scoring
parks,
but
then
we
probably
we
have
more
of
those
than
we
can
meet.
So
where
are
we
gonna
within
that
set
of
low
scoring
parks
where
we're
gonna
focus
our
work?
So
it's
definitely
a
learning
experience
for
us
and
one
that
we're
definitely
learning
from.
F
Yeah,
I
appreciate
that
I
I
didn't
want
to
say
that,
but
I
sense
that
we're
you
know
going
down
this
road,
which
I
think
is
a
good
road
to
go
down
and
I
think
better
understanding
fleshing
out
some
of
those
details
and
then
maybe
even
exploring
how,
because
I
think
the
the
healthy
places
index
I
went
on
the
website.
I
think
it
focuses
a
lot
in
southern
california.
So
if
there's
there
are
any
cities
down
there
that
are
doing
some
of
this
already.
F
B
B
Just
yesterday
I
was
seeing
out
next
door
that
there's
some
folks
up
in
the
silver
creek
country
club
that
have
had
some
bobcats
in
their
backyard,
and
so
you
know,
and
then
they
get
the
pigs
and
the
villagers
get
the
pigs.
The
meadowlands
gets
the
pigs,
but
these
are
all
very
affluent
neighborhoods
that
have
hoas
and
you
don't
necessarily
have
parks
in
those
areas.
B
E
Esparza,
I
was
gonna,
make
a
barbecue
or
caprica's
joke,
but
I
won't
I
won't.
I
know
that
this
is
serious
for
some
folks.
I
I
wanted
to
and
thank
you
dan
tory
ramon
and
avi
for
your
presentation.
It
was
really
great
and
I
wanted
to
build
on
one
of
the
points
that
sergio
was
bringing
up
about
being
able
to
simplify
the
messaging
on
this
because
not
to
harp.
But
you
know
I'm
all
about
the
bond
in
2022.
E
A
A
Okay,
yeah
we're
right
at
the
beginning
stage
of
that.
I
believe
we
have
a
report
that
comes
back
to
you
about
that
at
nsc,
so
we'll
have
more.
Then
we
met
with
osa
today
the
open
space
authority
for
the
audience
who
you
know
who
just
had
a
successful
ballot
measure
and
so
we're
we're
trying
to
line
up
what
they
found.
A
That
worked
and
didn't
work
and
we're
there's
a
few
others
we're
going
to
talk
to
same
thing,
then
we're
going
to
develop
that
plan
and
then
we'll
be
back
to
talk
to
you
about
that
specifically
sort
of
where
we
headed-
and
I
imagine
you
know
in
how
how
do
we
think
we
can
get
there?
And
then
I
imagine
at
some
point.
A
You
know
if
we
get
to
the
the
point
of
yeah
we're
going
to
do
this
as
a
city.
I
would
imagine
the
city
council
is
going
to
ask
for
us
to
lay
out
a
plan
of
what
we
would
do
with
that
money.
So
we're
thinking
along
those
lines
as
well,
but
we're
not
near
that
yet
that's
still
a
ways
away.
So
we're
in
the
beginning
phase.
I
guess
is
the
is
the
short
answer
there's
more
to
come.
You
know
we're
doing
our
research
in
in
lining
up
partners.
A
A
You
know,
vegolutions
and
in
in
partners
that
are
very
active
and
engaged
with
us
to
talk
about
how
they
can
work
with
us
to
do
to
help
with
this
as
well
and
there's
many
other
organizations
out
there
that
we
were
talking
with
osa
about
that
they
recommended
we
we
get
on
board.
So
you
know,
we've
got
some
coalition
building
to
do
around
that,
but
we
haven't
quite
rolled
out
the
complete
plan
because
we're
still
in
the
what
we'll
call
the
fact-finding
stage
to
put
the
plan
together.
E
E
It's
obviously
tied
to
the
work,
but
a
little
bit
different,
because
bringing
in
partners
for
a
campaign
is
different
from
exactly
how
we're
going
to
roll
some
of
this
out
and
do
it
with
an
equity
lens
right,
and
so
I
know
I
so.
Yes,
I
have
the
creek
and
I
have
happy
hollow
and
the
japanese
friendship
gardens,
which
are
all
very
near
and
dear
to
my
heart.
E
We
all
have
like
childhood
photos
with
some
of
these
iconic
places,
but
at
the
same
time
those
are
beautiful,
city-wide
resources,
but
we
really
need
to
focus
on
those
neighborhood
resources,
particularly
as
we
always
say
that
you
know
the
the
libraries
or
the
living
rooms
that
kids
don't
have
and
and
the
parks
or
the
backyards
that
a
lot
of
kids,
particularly
in
my
community,
but
really
everywhere
in
the
city.
They
don't
have
that
right.
E
They
don't
have
it
and
these
parks
are
really
all
that
they
have,
and
so
I
just
wanted
to
bring
that
up.
I
know
you're
looking
at
equity,
but
that
we
really
look
at
equity
regarding
the
maintenance
and
the
standards
that
we
enforce
throughout
the
city,
whether
that's
consistent
flooring,
consistent
benches
things
like
that
that
some
parts
of
the
city,
you
know
don't
get
automatically
get
all
of
that.
E
First
right,
that's
consistently
seen
through
in
every
part
of
the
city,
particularly
where
it's
used
the
most
and
then
there
are
other
sites
that
and
I
am
going
to
be
bring
one
up.
But
like
the
tully
ball
fields
right,
it's
it's
critical,
open
space,
it's
next
to
a
library
that
serves
a
very
large
casement
area,
I
always
say
kids
from
santee,
like
that's
their
library
right
and
it
serves
a
very
large
area.
E
It's
it's
very
vibrant
and
it's
unique
because
it's
the
library
next
to
the
ball
fields
and
it's
critical,
open
space
for
the
communities.
All
the
grandmas
are
out
there
early
in
the
morning
and-
and
we
want
to
see
those
fields
full
with
filled
with
kids
playing,
because
we
know
that
they
depend
on
it,
and
some
parts
of
of
the
city
like
tully
ball
fields
need
a
little
bit
more
maintenance
and
a
little
bit
more
eyes
on
it.
And
how
do
we?
I
So
what
our
plan
is
is
you
know
we
have
these
standards
and
then,
if
we're
not
meeting
these
standards
to
use
resources
like
the
healthy
places
index
to
help
us
figure
out
okay.
So
where
do
we
deploy
those
additional
resources?
Because
we're
very
aware
that
you
know
in
in
some
areas
of
the
city,
the
parks
are
the
backyards
and
they're
the
places
for
family,
picnics
and
socializing,
and
you
know-
and
we
really
want
to
bring
you
know,
places
up.
So
everybody
has
those
equal
amenities.
I
K
You
know
councilmember,
if
I
could
add
to
that,
you
know
what
it
may
require
in
order
to
get
to
that
place
where
every
park
is
treated
the
same
way
is
it
may
require
a
heavier
more
substantial
investment
in
some
parks
in
some
areas
of
the
city
to
get
into
that
baseline
right
and
because,
right
now,
I
think
it's
fair
to
say
that
that
things
aren't
all
crazy.
You
go
across
the
board
right,
so
there
has
to
be
kind
of
a
right
sizing
of
that
as
we
look
towards
a
potential
ballot.
K
K
The
ultimate
goal
is
to
make
sure
that
there
are
kids
throughout
the
city
have
access
to
positive
alternatives
right,
and
so
I
I
think
one
of
our
challenges
is
going
to
be.
How
do
we
weave
all
those
pieces
together
to
make
a
very
compelling
point
so
that
we
we,
we
rightly
invest
in
our
park
system?
You
know
city-wide,
so
that's
some
of
the
thinking.
We
still
got
a
lot
more
work
to
do,
but
that's
some
of
the
some
of
the
thinking
there.
E
I
internally
I've
been
talking
about
a
standard
of
service
everywhere
throughout
the
city
right
and-
and
it's
not
necessarily
that
we're
to
your
point-
we're
not
treating
everything
the
same,
we're
setting
that
standard
of
service-
and
I
think
some
parts
of
the
city
they're
going
to
be
like
yeah,
of
course
like
these,
because
they're
not
issues
and
you
know
their
issues
in
some
place
and
not
in
others
and-
and
I
know
that's
city
wide,
but
but
but
some
folks,
the
folks.
I
think
that
will
support
this
bond
will
say:
yeah.
E
B
J
I
just
wanted
to
jump
in
really
quick
here.
Speaking
of
totally
ball
fields,
the
the
field
behind
me
that
we
just
re
did
the
renovation,
and
that
is
totally
ball
fields.
We
just
renovated
all
five
of
those
ball
fields
myself
and
my
team.
Personally
there
I'm
a
huge
baseball
fan
baseball
coach.
So
this
is
one
that
I
wanted
to
take
on
myself.
J
I
mean
it's
a
gorgeous
field
now,
so
at
the
same
time,
I'm
doing
the
scheduling
of
our
parks,
myself,
of
where
we're
going,
whether
it's
sports
fields
or
parks
and
the
one
thing
that
you
know
well.
The
information
that
was
passed
down
to
me
is:
we
are
focusing
on
equity,
so
we're
not
just
going
from
park
district
to
park
district,
but
we're
also
looking
at
council
districts
as
well.
J
So
I'm
keeping
in
mind
that
although
two
parks
that
were
working
and
might
be
in
the
same
count
park
district,
we're
making
sure
that
we
are
spreading
the
wealth
within
council
districts
with
methodically,
I
guess
we
could
say-
and
you
know
we're
in
capitol
park
right
now-
we
just
started
but
we're
also
at
fontana.
So
I'm
doing
my
best
as
well
to
kind
of
follow
the
guidelines
that
we
have
set
as
well.
J
B
Thank
you
and
it
looks
like
councilmember.
Carlos
does
not
have
her
hand
up,
so
I'm
gonna
move
on.
Next.
To
to
my
questions,
I
appreciate
your
line
of
questioning
around
the
messaging
council
member
espanza.
That
is
absolutely
something
that
I've
been
thinking
about
myself
as
well,
and
I
think
that
we
need
to
definitely
figure
out
what
san
francisco
did
to
make
their
messaging
work
for
them.
B
B
That's,
unfortunately,
you
know
moving
in
if,
if
you
will,
because
just
this
darn
pandemic
and
times
are
hard
right
now,
so
I
hope
that
we
don't
lose
that
perspective
in
the
messaging,
because
I
think
that
that
could
really
speak
to
our
residents.
They
see
that
they
know
that.
There's
there's
a
need
for
resources
around
that
and
I
think
we
need
to
make
that
nexus
between
who
who
has
been
using
some
of
our
parks
or
why
our
parks
have
the
wear
and
tear
that
they
do.
B
Aside
from
you
know
getting
all
of
these
parts
to
a
certain
standard.
We
still
need
to
work
on
on
the
usage,
so
I
just
wanted
to
add
that
that
piece,
I'm
going
to
go
into
a
bit
a
little
different
in
terms
of
I
know
you
talked
about
the
what
the
audit
asked
you
versus
what
you
all
have
come
up
with
one
of
the
things
that
then,
and
I'm
not
gonna
harp
on
this
too
much.
D
109
component
scores
and
that's
up
from
the
current
26,
so
we're
collecting
just
a
lot
more
data
points,
and
then
we
want
information
on
where
the
trash
is
and
the
old
score
only
collected
trash
score
once
and
it
didn't
really.
Let
us
know
where
it
was:
was
it
in
the
restroom?
Was
it
in
the
ball
field?
Was
it
in
the
playground.
I
D
B
How
is
the
the
the
system
that
jim
and
sarah
sarate
and
and
some
of
the
folks
from
the
prns,
I
forgot,
what
the
actual
database
is
called,
but
this
is
the
basically
the
asset,
mapping
of
debris
and
encampments
around
the
city
of
san
jose?
How
do
you,
how
are
you
cross-referencing
that,
or
are
you
using
that
as
a
part
of
the
component,
to
define
some
of
these
these
these
scores.
H
Sure
what
I'll
jump
in
and
say
is
we?
We
definitely
look
at
the
map
that
the
beautify
sj
branch
of
the
eoc
has
pulled
together
using
the
survey123
tool
and
that
kind
of
on-the-spot
data
entry
process
is
something
that
we're
looking
to
pull
into
our
our
future
revised
pca
process.
Right
now,
I
wouldn't
say
that
it's
a
component
of
our
scoring,
but
if
you,
if
you
look
at
the
map
and
where
the
impacts
are,
they
definitely
lay
over
our
map
of
park
conditions.
B
Yes,
it's
again,
I
I
I
just
was
noting
that
it
might
duplicate
efforts
and
so
in
in
order
to
be
more
efficient.
With
your
time
you
may
want
to
you
know
you
could
take
from
them
some
of
the
information
that
they
provide
all
year
round,
because
this,
the
the
scoring
that
you
do
is
just
on
an
annual
basis,
correct.
B
B
B
You
know,
make
a
difference
to
me
in
terms
of
an
audit
update,
so
we
can
see
how
this
is
more
closely
aligning
with
the
the
current
proposed
plan
that
you
have
here,
which
is,
I
know
it's
not
set
in
stone
just
yet.
I
know
that
you
have
a
fellow
that's
gonna,
help
work
out,
continue
to
support
and
and
develop
this
further,
but
I
wonder
if
we
can
have
maybe
a
presentation
where
we
align
both
things
and
just
see
you
know:
can
we
check
these
things
off?
B
H
Absolutely
chair,
so
it's
a
great
point:
it's
it
high
vacancies
is
something
that
we've
reported
in
the
past.
As
you
recall
a
couple
years
ago,
we
we
put
in
a
significant
effort
between
prns
and
the
hr
department
to
really
focus
in
on
the
front
line,
maintenance
position
and
we
were
able
to
bring
down
at
that
point
in
time
our
maintenance
vacancy
rate
to
under
10
percent.
H
H
How
can
we
return
to
in-person
interviews,
so
we
can
really
gauge
the
skills
that
potential
employees
have
and
not
just
you
know
how
well
they
can
say
it
in
zoom,
because
zoom
is
not
reality,
but
that
is
something
that
that's
very
much
on
our
mind
and
we're
working
through
right
now.
The
question
that
exact
question
with
some
gardener
vacancies-
and
we
look
to
do
that
next
with
groundskeepers
and
our
hope
is
over
this
coming
year
to
bring
down
that
vacancy
rate
to
closer
to
10..
B
H
H
H
The
other
elements
that
that
we
responded
to
in
the
audit
were
moving
and
how
we
use
the
psa
scores
to
make
sure
that
they
really
do
drive
intentionally
improvements
in
our
parks
and
that's
one
area
and
tori
feel
free
to
jump
in
with
what
you've
been
doing
with
your
team.
But
that's
an
area
that
we've
really
focused
on
over
the
last
two
months
and
taurian
meeting
with
her
team
looking
park
by
park
at
pca
scores
and
making
sure
that
every
park
district
has
an
intentional
thought
process
around.
What
to
do
with
that
information
and
tori.
I
Sure
so
it's
kind
of
interesting.
I
had
a
meeting
with
all
the
park
facility
supervisors,
the
you
know,
level
of
staff
who
manage
each
park
district
and
in
their
report
out
yesterday,
every
single
one
of
them
mentioned
the
heart,
condition,
assessments
and
improvements.
They
were
making
and
that's
a
huge
change
from
three
years
ago.
Not
everybody
looked
at
those,
and
I
think
that's
something
because
all
of
our
teams,
the
park
managers,
are
reviewing
those
scores
with
the
staff,
and
you
know
based
on
that,
as
a
team
we're
looking
okay.
I
So
how
do
we
address
those?
You
know?
There's
certain
things
like
you
know
drinking
pounds
if
they
score
low.
You
know
we're
working,
you
know
as
one
unit
to
order
equipment
or
order
drinking,
fountains
or
benches,
or
you
know
whatever
and
get
those
out
into
the
parks
and
then
the
same
thing.
You
know
dan's
working
right
now
on
bleachers,
because
we
noticed
bleachers
scored
low
at
a
number
of
parks
and
it's
also
a
safety
concern,
and
so
you
know
we're
looking
across
the
board.
What
are
those
you
know?
Low-Hanging
fruit
for
lack
of
a
better?
I
You
know
that
we
can
systematically
address
and
then
work
with
each
district
on
those
smaller
things
that
they
need
to
improve
and
figuring
out
well,
do
they
need
additional
resources
from
volunteers?
Do
they
need
additional
resources
from
you
know,
specialized
teams,
and
you
know
that
type
of
thing.
B
Thank
you
tori.
I
appreciate
I'm
not
gonna.
Take
this
any
further.
We
can
talk
about
parks
all
day
because
that's
where
our
heart
is
because
that's
where
we
find
most
of
our
families.
I
know
you
could
speak
to
us
all
day,
long
about
parks
and
and
you've
heard
the
reasons
why
these
are
so
important,
where's,
where
the
areas
are
so
overcrowded,
they're,
one
and
one
family
on
top
of
the
other
end,
so
it
makes
a
world
of
difference
for
families.
Lastly,
you
know
I'm
just
gonna
apologize
to
ramon
carvajal
for
confusing
you.
B
F
F
B
B
C
B
B
C
C
A
A
C
Success
thanks
kelly,
yay,
all
right
so
good
afternoon,
reagan
henninger
here
with
the
housing
department,
I'm
here
with
kelly
hemphill,
who
is
our
department's
homeless
response
manager
and
today
we're
going
to
tell
you
about
our
homeless
annual
report,
which
is
a
backwards-facing
report
that
looks
back
at
fiscal
year.
1920.
C
L
C
C
C
We
have
made
significant
progress
over
the
last
five
years.
Our
community
plan
to
end
homelessness
has
deepened
our
coordination
with
partner
agencies
like
the
county
and
has
shown
results.
So,
for
example,
in
the
last
five
years,
our
system
has
housed
more
than
eight
thousand
households,
which
represents
just
over
fourteen
thousand
people
that
have
obtained
stable
housing.
C
Now
our
court,
which
we
call
our
coordinate
entry
system,
now
matches
people
experiencing
homelessness
to
existing
community
resources
that
are
the
best
fit
for
their
situation
and
as
a
result
of
this
focus
of
resources,
and
this
combined
collaboration,
you
know
it's.
It
really
goes
back
to
that.
You
know
over
fourteen
thousand
people
that
we've
been
able
to
permanently
house.
C
So
now
you
know
I'm
sure
you're,
all
asking
you
know.
Why
do
we
see
so
many
homeless
people
on
the
streets?
You
can
keep
scrolling
kelly
and
there's
several
systemic
factors
that
are
driving
more
and
more
of
our
neighbors
into
homelessness
for
every
one
person
that
we
permanently
housed.
We
know
from
our
hmis
data
that
three
more
enter
our
system
seeking
help
for
the
first
time
and
those
systemic
factors
that
are
driving.
This
are
things
like
the
gap
between
the
rich
and
the
poor
is
growing
housing.
C
That's
affordable
to
the
lowest
income
is
not
being
built
to
scale,
creating
a
massive
housing
shortage
for
those
most
in
need
and
long-standing.
Racial
inequities
continue
to
just
disproportionately
affect
who
becomes
homeless
in
our
community.
People
of
color
are
dramatically
more
likely
to
become
homeless
than
their
white
counterparts.
C
C
The
second
is
really
expanding
upon
our
existing
housing
programs
and
our
existing
homeless
prevention
program
and,
finally,
that
third
bucket
is
about
really
expanding
and
meeting
the
needs
of
services
meeting
the
needs
of
people
who
are
living
unsheltered,
so
expanding
things
like
hygiene
programs,
shelter
and
interim
housing
programs
next
slide,
so
as
an
important
part
of
our
collective
partnership
with
the
county
and
with
our
non-profit
partners
and
our
continuum
of
care.
We
have
system-wide
benchmarks
for
our
success
and
you
can
see
here.
C
These
are
our
primary
benchmark
goals,
and
what
this
means
is
that
the
city
city-funded
contracts
for
services
such
as
rapid
rehousing,
all
of
our
contracts,
measure
against
these.
This
benchmark
and
same
with
the
county,
funded
contracts.
All
measure
against
these
same
benchmarks,
and
what
that
really
does
is
allows
us
to
align.
C
I
L
You
reagan
good
afternoon,
council
members,
kelly,
hemphill
homelessness,
response
manager
with
the
housing
department.
Forgive
me
I'm
managing
two
screens
right
now,
so
I
hope
you
can
be
patient
with
me.
Okay,
so
the
city
of
san
jose
and
the
county
of
santa
clara
are
collectively
committed
to
ending
homelessness.
L
This
means
that
we
have
a
comprehensive
response
that
ensures
that
homelessness
is
prevented
when
possible
or
if
it
can't
be
prevented.
It
is
a
rare,
brief
and
non-recurring
experience
today.
I'm
reporting
on
the
collaboration,
effectiveness
and
efficiency
of
the
programs
funded
through
the
housing
department
in
fiscal
year,
2019
upon
the
covid19
emergency
order,
beginning
in
march
2020,
the
region
shifted
priorities
quite
a
bit.
For
example,
the
city
prioritized
bringing
basic
needs
resources
to
encampments,
like
we've
never
done
before.
L
We
also
had
an
opportunity
to
invest
millions
of
dollars
to
keep
thousands
of
families
impacted
by
the
pandemic
permanently
housed.
We've
learned
so
much.
We've
expanded
services
and
we
have
implemented
new
programs,
but
we
will
not
have
the
outcomes
of
the
impact
of
the
investments
made
due
to
covid19
until
our
next
annual
homeless
report.
L
L
L
Some
examples
include
flexible
financial
assistance
programs
that
prevent
homelessness,
supportive
housing
programs
that
couple
rental
subsidies
with
individualized
supportive
services,
access
to
permanent,
affordable
housing
developments
and
programs
for
the
first
example
homeless.
Prevention,
homelessness
prevention
is
a
housing-based
solution
because
it
keeps
people
housed
not.
L
L
L
L
L
L
L
L
L
L
all
right,
I'm
going
to
move
on
to
our
second
approach,
to
ending
homelessness
or
addressing
homelessness,
and
that
is
crisis
interventions,
because
84
of
the
homeless
population
in
san
jose
is
unsheltered.
It's
critical
that
services
are
brought
to
them
on
the
streets
in
encampments,
in
their
vehicles
and
other
places
not
meant
for
human
habitation.
L
L
L
Okay,
the
outreach
and
engagement
teams
through
home
first
and
path
served
as
the
first
responders
to
those
living
in
encampments
and
on
the
streets
to
get
them
assessed
for
housing,
outreach
provided
mobile
case
management
to
help
with
housing
placement
and
a
homeless
helpline.
We
had
2718
calls
last
fiscal
year
for
people
who
needed
assistance
combined.
The
outreach
teams
engaged
with
with
over
1
300
unduplicated
individuals
and
conducted
over
800
vi
spada
assessments
for
housing
on
average.
The
cost
per
outreach
client
was
around
850
dollars
during
covet
19.
L
They
also
played
a
pivotal
role
in
informing
the
housing
department
where
to
place
our
porta
pot,
our
porta
potties
and
hand
washing
stations
throughout
20
encampments
across
san
jose,
together
with
the
homeless
advocates
and
the
lived
experience,
advisory
board.
Valerie's
teams
also
provided
thousands
of
meals,
as
well
as
personal
protective
equipment
and
safety
information
to
people
living
in
encampments.
L
the
two
overnight:
warming
locations
at
bascom
and
roosevelt
community
centers
operated
during
the
cold
weather
season
and
served
330
unduplicated
people
in
response
to
the
coven
19
emergency,
the
overnight
warming
location
at
bascom,
community
center
transitioned
to
a
24
hour
operation
and
played
and
stayed
open
until
august
2020.
Instead
of
closing
at
the
end
of
the
cold
weather
season
in
april.
L
L
L
Safe
parking,
I
do
want
to
make
a
correction
on
this
slide
with
our
safe
parking
program,
safe
parking,
the
safe
parking
program
at
roosevelt
and
southside
community
centers
served
actually
a
combined
249
unduplicated
individuals,
not
188,
and
that
made
up
171
households
there.
There
were
quite
a
few
couples
and
a
handful
of
families
that
were
served
through
the
safe
parking
program.
L
L
B
G
He
went
through
a
couple
issues
of
housing
that
you
know
it's
going
to
be
fairly
important
about
laura's
law
and
just
other
housing
issues
to
to
contend
with
in
2021
homeless
issues.
Actually
you
know
I.
I
know
that
the
the
human
rights
commission,
human
services
commission-
I
guess
you
know
they
they've
been
advocating-
for
how
can
just
persons
of
disability
be
on
local
committees
and
commissions
more?
How
can
they
have
a
full
representation?
G
G
The
same
questions
need
to
be
asked
about
homelessness
issues,
and
you
know
robert
aguirre
comes
by
and
he
really
mentions
you
know
these
are
ideas.
We've
all
been
working
on
for
like
over
five
years
now.
How
can
there
be
just
more
representation
of
homelessness,
homelessness
issues,
and
is
it
is
it?
Is
it
the
human
services
route
of
the
disability
commission,
where,
like
maybe
one
representative
of
a
homeless
community,
can
sit
on
each
commission
or
is
it
a
process
that
we
just
set
up
a
commission
process
or
a
committee
process?
G
That
is
specifically,
you
know
geared
towards
housing
issues
and
our
homelessness
issues?
It's
I
I
with
a
new,
you
know,
council,
it's
time
to
really
reconsider
its
ideas.
It's
really
good.
We've
always
been
thinking
about
it
and
I
just
hope
we
can
learn
how
to
put
it
into
action.
Otherwise,
thank
you
for
this
item.
Thanks.
B
E
So
that
was
20
20..
I
just
wanted
to
point
that
out
so
because
it's
gone
very
well
and
we
have
a
lot
of
best
practices
that
have
gone
into
that,
but
I
think
a
lot
of
the
partners
work
very
hard
and
have
a
really
good
communication
to
ensure
the
success
of
renaissance
plays.
So
did
you
just
want
to
brag?
Please.
E
E
Renaissance
place
like
yeah
everything
but
yeah,
so
that's
been,
it's
been
a
really
a
good
process
but,
like
I
said,
a
lot
of
very
regular
good
communication
with
all
the
partners
in
my
office
that
I
think,
has
helped
contribute
to
the
success
so
and
I'm
gonna
knock
on
wood,
because
I
hope
that
that
success
continues
and
I'm
gonna
ask
a
question.
So
I
forgot
to
give
you
a
heads
up,
so
I'm
gonna
put
you
on
the
spot
in
terms
because
I
think
this
is
important.
E
E
What
that's
that's
really
that's
huge
and,
and-
and
I
wanted
to
point
that
out-
and
I
hope
you
have-
that
when
this
comes
to
council,
but
to
shelter
a
huge
number
of
folks
in
a
pandemic
and
then
to
ensure
that
pipeline
to
permanent
housing
is
really
amazing.
And
I
think
one
of
the
stories
that
is
going
to
emerge.
After
all.
This
is
over
and
we
can
all
take
vacations
and
all
that
good
stuff.
And
so
council.
A
E
E
E
E
And
I
think
I
think
that's
really
important.
We
need
to
call
that
out
a
lot
more
that
we
got
here.
We
got
to
the
numbers
that
we've
gotten
because
of
a
collective
experience
and
collective
decisions,
and
and
so
to
that
end
I
wanted
to
spend
some
time
on
strategy
number
one,
because
throughout
the
year,
homelessness
comes
up
on
different
issues
throughout
the
year,
but-
and
I've
said
a
number
of
times
that
there
are
a
number
of
policies
as
homelessness
continues
to
grow
right,
it
has
grown.
E
E
But
there
are
certain
things
within
our
control
and
I
think
that
we
need
to
include
more
of
that
on
strategy
number
one,
and
I
mean
I'll
I'll,
give
some
examples
that
I
think,
but
I'd
like
to
hear
from
you
about
what
policies
you
think
we
should
incorporate,
because
we're
not
spending
time
on
that
strategy
number
one.
So
things
that
come
to
my
mind
are
displacement.
E
Minimum
wage,
citing
policies
tenant
protections
right.
Those
are
examples
to
me
of
some
of
the
things
that
we
can
do.
One
of
the
other
things
that
I
think
is
really
important
is
renison
place
that
I
mentioned
earlier.
It's
it's
a
building.
It's
got,
you
know
walls
and
a
roof,
but
the
services
inside
and
it
is
a
county
development.
So
maybe
that's
probably
not
the
best
example,
but
there's
the
building,
but
there's
the
services
inside
of
it
and
and
the
city
actually
pays
very
little
towards
this
entire
system.
E
The
county
pays
the
bulk
of
the
development
costs,
as
well
as
the
service
costs,
and
so
one
of
the
things
I'd
like
to
be
able
to
delve
in
a
little
bit
more
as
it
relates
to
our
intergovernmental
relations
work
is
how
can
we
support
the
county
on
providing
the
services
and
resources
that
go
to
this
work,
and
some
of
those
examples
will
be
state
and
federal
funding
for
the
mental
health
act
services
which,
for
folks
listening
in
pay
for
a
lot
of
different
things,
there's
a
whole
lot
of
stuff.
That's
funded
through
that
act.
E
E
C
I
think
it's
a
definitely
a
huge
component
of
our
work
and
the
housing
department
is
already
working
on
some
of
what
you
talked
about
so
a
few
months
ago.
You
know,
council
approved
our
anti-displacement
strategy
and
that's
a
huge
body
of
work
that
addresses
things
like
community
land
trusts
and
community
opportunities
to
purchase
and
all
these
policies
and
strategies
on
how
we
can
keep
san
jose
a
city
where
people
of
all
incomes
can
can
live.
C
C
There's
not
one
policy
or
one
magic
thing
that
we
do
that
will
end
homelessness
or
address
displacement
or
address
the
the
income
inequality.
It's
a
series
of
policies
that
really
create
this
ecosystem
of,
as
I
call
it,
and
so
all
of
these
these
types
of
things,
council,
member,
you
mentioned
minimum
wage.
That's
definitely
something
you
know,
that's
in
our
strategic
plan
to
that
we
want
to
address
as
a
region
or
as
a
county,
because
it's
a
lot
more
effective,
if
not
just
san
jose,
but
our
surrounding
cities
are
also
discussing
that
policies.
C
So
these
are
all
things
that,
as
I
said,
kind
of
create
that
that
ecosystem
that
make
san
jose
a
place
where
people
of
all
incomes
can
can
live.
So
you
know,
I
don't
know
if
you
would
like,
when
this
comes
to
council,
like
an
update
on
the
policies
that
the
housing
department
is
working
on
related
to
strategy.
One.
E
So
yes,
I
would
like
how
definitely
the
housing
policies
and
I'd
be
interested
in
including
some
of
the
other
policies,
or
even
just
identifying
other
departments
that
that
would
fall
into
that,
that
bucket
and
all
and
I'll
like,
for
example,
the
community
land
trusts.
You
know
displacement
policies,
citing
policies
all
of
these
things,
wage
theft,
but,
for
example,
our
economic
development
work
right.
E
That
may
not
necessarily
be
a
policy
per
se,
but
if
we
tie
some
of
that
work
in
our
city
to
this
bucket
number
one,
because
ultimately
we
want
everyone
in
our
county
to
be
as
self-sustaining
as
possible.
We
don't
want
them
to
become
homeless.
In
the
first
place,
we
want
to
create
a
community
where
everyone
can
afford
to
live
here,
right
and
and-
and
I
think,
there's
no
there's
no
surprise
that
there's
been
a
correlation
between
how
hard
it
is
to
to
make
it
and
live
here
with
the
rise
in
homelessness.
E
I've
often
said
that
a
lot
of
folks
that
used
to
be
able
to
just
rent
a
room
can't
do
that
anymore,
because
a
room
is
fifteen
hundred
dollars
right
when
it
used
to
be
four
hundred
dollars.
Things
like
that,
and
so
it
just
that
bar
gets
higher
and
higher
for
folks
to
make
it
and
then
the
other
part
is
for
again.
I
I
would
so
on,
have
specific
policies
and
then
mention
the
departments
so,
for
example,
economic
development
work
also
the
intergovernmental
relations
team.
E
B
E
They
fund
they
not
only
fund
most
of
this
work,
but
they
fund
all
of
the
the
health
and
human
services
that
are
provided
right
and
and
that's
that's,
what's
gonna
make
the
difference
between
success
and
not
having
to
be
successful,
and
so
I'd
like
to
include
that
as
well,
and
I
realized
that
that's
not
in
the
housing
department's
expertise.
So
that's
why
I
said
maybe
just
identifying
that
we
can
look
at
economic,
develop
that
we
can
start
looking
at
and
tying
economic
development
work
into
government
relations
work
to
strategy
number
one.
E
B
And
so
member
can
I
interject
and
maybe
ask
angel
to
talk
a
little
bit
more
about,
and
this
is
something
that
I
think
angel's
been
working
on
in
in
making
sure
that
there's
this
cross-pollination
between
the
efforts
in
our
educational,
like
our
educational
strategies
within
the
library,
our
youth
programming,
our
our
career
retraining,
our
you
know,
efforts
with
maybe
a
legislative
legislatively
with
minimum
wage
and
other
issues
that
you
just
mentioned.
That
and
that's
a
little
more
legislative.
B
K
K
But
but
as
well
as
from
a
public
policy
standpoint
and
lobbying
standpoint,
and
you
know
so,
we
can
kind
of
find
those
intersectionality
opportunities
as
well
as
gaps
right
that
way
we
could
troubleshoot.
So
you
know
I'd
be
more
than
happy
to
add
that
to
this
approach
that
we're
using
as
we
go
forward.
E
A
B
Thanks,
okay,
so
I
don't
see
anyone
else
go
ahead
and
move
on
with
some
of
my
comments.
I'll
keep
them
short.
I
I
think
council
members
have
brought
up
just
an
excellent
point
about
just
strategically.
What
are
we
doing
to
address
the
root
cause
of
homelessness
and
by
far
there's
no
magic
bullet
right,
and
I
know
I
think
mr
beekman
talked
about
assisted
outpatient
strategy
that
is
commonly
known
as
laura's
law,
and
that
is
not
a
magic
bullet
either
right.
B
Even
if
I
think
at
this
point
we're
all
opted
in
because
of
a
a
state
law
and
counties
have
to
actually
opt
out
of
laura's
law.
If
they're
inclined
to
do
so,
and
so
I
think
our
county
has
actually
a
decision
to
make
very
soon
about
whether
they're
going
to
up
continue
to
stay
in
or
opt
out,
but
that's
just
one
tool
in
the
toolbox
and
we
get.
B
We
have
to
take
continue
to
take
a
look
at
all
the
tools
that
we
have
and
be
as
strategic
as
we
can,
because
we're
just
not
going
to
benefit
from
a
lot
of
one-time
funding
for
for
a
really
long
time.
We
we're
just
not
right,
and
so
I
think
we
have
to
make
the
best
use.
You
have
to
be
effective
and
efficient,
and
I
heard
you
a
lot
of
clear
reagan.
B
You
used
that
language,
I
think
kelly.
You
used
it
as
well,
and
so
I'm
really
happy
to
hear
that
one
of
the
things
that
I
was
just
going
to
point
out
and
I'll
skip
some
of
my
comments.
But
one
of
the
things
I
was
just
going
to
point
out
is:
let's
continue
to
look
at
some
of
those
strategies
to
make
sure
that
we're
getting
the
biggest
bang
for
our
buck.
If
you
will
that
they're
the
most
effective
of
the
strategies,
I
know
the
numbers
tend
to
be
smaller
they're.
B
B
But
it's
part
of
our
future
because
we
we're
not
going
to
have
a
consistent
one-time
funding,
a
source
of
funding
unless
we
we
have
some
magic
bond
that
covers
housing
and
parks,
and
you
know
we
just
don't
have
that
at
this
point,
and
so
that's
the
one
thing
that
I
would
just
ask
you
to
do
and
to
break
down
some
of
the
numbers
that
you
shared
kelly.
I
really
like
how
you
did
that
verbally
I'd
like
to
see
that
the
numbers
of
children
and
families
laced
into
the
report.
B
B
I
look
I
I
look
out
for
that
and
I
think
that
it's
meaningful,
because
that
means
that
we're
not
only
just
impacting
one
individual
we're
impacting
this
whole
unit,
and
it
just
translates
into
into
the
the
type
of
investment
that
I
think
that
that
makes
one
of
the
strategies.
For
me,
that
makes
the
most
sense,
because
preventing
family
homelessness
saves
us
also
dollars
on
mental
health
issues
later
on,
saves
us
on
just
a
you
know:
it's
just
a
great
investment
overall.
B
So
that's
all
I'm
going
to
say
about
that.
I
I
appreciate
all
of
the
work,
I'm
just
absolutely
really
impressed
with
with
you
know.
From
the
beginning
of
my
time
here,
this
housing
department
looks
completely
different
completely
different,
because
you
know
you
were
all
just
really
focused
on
on
development
and
you
were
just
beginning
to
really
take
a
look
at
because
I
think
you
you
found
that
responsibility
to
to
stand
up
a
lot
of
support
services
right
and,
as
I
was
coming
in.
B
B
I
think
you
know
these
are
part
of
growing
pains
and-
and
I
know
that
that
there's
a
lot
of
families,
if
it
weren't
for
you,
if
it
wasn't
for
our
county
partners,
we'd,
see
a
lot
more
of
those
folks
out
there
in
the
parks
and
unfortunately
in
the
cars
and
that
kind
of
trauma,
especially
for
our
children,
is
long-lasting.
It
can
change
brain
development,
it
can
change
the
trajectory
of
of
where
those
kiddos
and
how
they
develop
later
on
in
life,
and
so
I
think,
you're
doing
god's
work.
B
B
B
G
Right,
thank
you
to
try
once
again,
I
feel
at
this
time
a
u.s
senate
impeachment
process
of
the
former
president
is
meant
to
ask
how
to
create
boundaries
and
what
to
consider
as
unacceptable
in
the
negotiative
and
deliberative
powers
of
a
u.s
president.
An
important
lesson
I
hope
we
are
all
learning
at
this
time-
is
that
the
former
president
must
be
held
accountable
for
his
recent
actions
in
some
form.