►
Description
City of San José
Neighborhood Services and Education Committee
View agenda at https://sanjose.legistar.com/View.ashx?M=A&ID=711318&GUID=F935CA83-FB3B-4061-8D2D-281BE075A983
B
C
A
E
You
chair
arenas
and
come
from
members
Foley
and
Jimenez.
My
name
is
Matt
Kano
public
works
director
and
with
me
today,
J
tirado,
our
interim
deputy
director
over
animal
care
and
services
and
Lawrence
Gomez.
It
was
interim
shelter
manager,
but
just
yesterday
he
was
appointed
shelter
manager
who
took
off
the
interim
title.
So
I'm
headed
the
presentation,
so
the
animal
care.
This
is
an
annual
report.
We
provide
to
this
committee
to
review
how
we're
doing
statistically
and
also
our
impact
to
the
community
from
our
animal
care
and
services
program
located.
E
The
Animal
Center
is
located,
as
you
likely
know,
on
mon
Monterey
Road.
From
a
volume
standpoint.
Our
team
interacts
with
an
impacts.
The
lives
of
over
18,000
animals
per
year
saves
the
lives
of
over
93
percent
of
the
dogs
and
cats
that
come
into
our
shelter
and
focuses
not
just
on
the
physical
shelter,
but
also
on
providing
field
services
to
San,
Jose
and
neighboring
cities,
and
also
medical
services
for
those
animals
that
are
under
our
care
and
really
proud
of
the
work
our
team
does.
On
the
nanyo
basis.
E
We
did
receive
a
lot
of
media
attention
media
attention
this
summer.
Over
cage
cleanliness
is
a
as
everybody
knows.
In
the
city,
we
don't
have
a
lot
of
money
in
the
city
to
provide
services
and
every
service
every
department
provides
is
strapped
with
resources
and
an
area
at
the
Animal
Care
Center,
where
we
knew
we
needed
to
do
a
little
bit
better
was
on
keeping
every
cage
clean
at
least
once
a
day.
E
Every
animal
in
our
care
has
always
been
well
taken
care
of
from
a
medical
standpoint
and
a
quality
of
life
standpoint,
and
we
recognized
during
the
budget
process
that
if
we
could
have
a
little
bit
more
money
for
a
cage
cleaning,
it
would
make
everyone's
lives
a
little
better.
Thank
you
all
for
approving
that
money.
E
In
this
last
budget
process,
over
seven
hundred
thousand
dollars
went
to
supplement
our
services
at
the
center
on
July
1st,
we
implemented
those
additional
resources
and
have
you
know,
been
Keenan
cleaning
every
cage
every
day,
at
least
once
with
a
few
minor
exceptions
since
that
time,
and
just
really
appreciate
your
support
in
that
last
budget
process.
So
I
can't
thank
you
enough
for
that
with
that
I'll
turn
it
over
to
Jay
Toronto
for
the
rest
of
the
presentation,
good.
F
Services
gonna
discuss
our
field
services
unit
and
again
they
respond
to
or
they
complete
20
over
22,000
calls
for
service.
Our
dispatch
gets
a
lot
of
calls
coming
in
and
on.
The
screen
is
our
most
common
call
types
stray
dogs
and
cats,
deceased
animals,
humane
investigations,
barking
and
standards
of
care
and
also
dangerous
dogs.
Also,
our
unit
is
tasked
with
investigating
animal
cruelty,
and
so
our
team
works
with
the
District
Attorney's
Office
to
file
criminal
complaints
and
hopefully
for
prosecution.
Oh
and
the
sea
lion
there
was
from
last
year.
F
F
So
maybe
we
weren't
able
to
track
how
he
got
there,
but
that
was
the
only
logical
area,
but
it
was
unique
to
see
it
around
industrial
buildings,
and
so
it
took
a
while
for
the
Marine
Mammal
Center
to
arrive
because
they
were
coming
from
faraway
location
and
it
was
a
weekend.
It
was
busy.
So
there
were
three
of
us
on
scene
and
we
were
able
to
make
sure
it
doesn't
go
into
a
street.
F
And
and
I,
actually,
we
had
another
one
this
year,
so
hopefully
it's
not
a
common
thing.
So,
and
so
this
is
just
a
breakdown
of
our
calls
that
we
respond
to
and
priority.
One
calls
are
mostly
to
emergencies,
from
injured
animals,
to
sick
animals
and
to
aggressive
dogs,
and
so
and
then
it
just
breaks
them
to
other
calls
like
non-emergency
calls
and
prior
to.
We
consider
urgent
calls
and
then
priority
three
are
like
patrols:
just
a
picture
of
our
field
services
truck
the
picture
on
the
right
Ashley's
from
a
paradise
area.
G
G
H
Good
afternoon
and
Lawrence
Gomez
recently
appointed
to
shelter
manager,
so
we
are
presenting
their
shelter
services
we
take
in
about
a
little
over
18
thousand
animals
annually,
and
you
can
see
the
breakdown
we
take
in
more
cats.
Overall
of
all
the
animals
that
we
take
in
annually.
We
run
an
average
daily
population
in
our
peak
of
our
summer
months
of
about
600
animals
and
then,
in
our
winter
months,
we'll
drop
down
to
a
daily
average
of
about
200,
and
that's
you
know
largely
in
part
to
our
kids
seasons.
H
So
weather
really
impacts
our
intake
as
overall
with
the
kittens-
and
this
is
an
overview
of
our
our
intake
and
as
you
can
see
through
the
years,
it
stayed
fairly
steady
through
1617.
We
had
a
little
bit
of
an
increase
with
our
cats
and
kittens,
and
then
we
dropped
down
a
little
bit
in
1718
and
then
through
1819
were
were
somewhat
about
the
same,
we're
looking
at
ways
of
reducing
our
intake
by
providing
more
resources
to
our
residents
and
and
to
our
dogs
and
cats.
H
And
then
this
is
a
graph
that
shows
our
annual
live
release
rate
and
this
measures,
dogs
and
cats,
and
you
can
see
in
1415,
we
had
eighty
eighty
six
percent,
which
that
number
is
really
good
for
industry
standards
and
over
through
1617.
We
were
in
our
92%
this
year
we
achieved
93%
and
again.
That
is.
That
is
really
a
great
number
to
have,
and
this
is
all
in
part
to
all
of
our
life-saving
programs
that
we
have
in
place
and
a
really
interactive
community
with
our
shelter.
H
So
we're
grateful
for
that
and
for
our
medical
admin,
fundraising
marketing
and
volunteer
programs.
We
we
run
to
medical
clinics
and
our
shelter.
We
have
a
public
clinic
which
serves
the
needs
of
our
community
and
offers
low-cost
spay
and
neuter
at
a
lower
cost.
And
then
we
have
an
internal
medical
clinic
that
serves
the
needs
of
our
shelter
or
pets.
So
they
will
do
various
medical
procedures,
dentals
amputations,
as
well
as
spay
and
neuter
for
the
animals
going
up
for
adoption.
H
A
H
A
Mammal
Center
did
they
now
that
you
have
to
on
record
in
terms
of
sea
lions,
I,
don't
know
if
they
were
in
the
same
area,
but
if
they
were
in
the
same
area,
if
we
continue
to
see
that
trend,
maybe
it's
something
that
we
should
pull
them
into.
Is
there
a
concern?
If
we
continue
to
see
more
of
those
sealions?
Is
it
it.
F
Is
definitely
something
that
we
we
want
to
look
at
because
it's
not
something
that
we're
we're
expecting
every
single
year
and
that's
not
something
that
we
want
I
mean
because
the
first
one
that
I
encounter
was
I,
think
it
was
over
200
pounds,
maybe
more
than
that,
and
so
it's
definitely
not
something
that
we
can
just
you
know,
handle
and
load
in
our
truck
so
I.
Definitely
I
I
didn't
load
the
picture,
but
I
think
there
were
about
10
people
total
that
was
able
to
contained
the
animals.
I
A
A
F
When,
when
I
was
dealing
with
them,
they
they
said
that
it
could
be
a
medical
condition
that
kind
of
redirects
them
to
the
wrong
direction.
But
again
it
was
I
thought
it
was
just
a
one-off
thing
so
having
to
the
second
one
in
September
almost
a
year
to
the
day.
So
it's
definitely
something
that
we
don't
want
to
repeat
next
year.
Okay,.
A
A
A
A
H
A
H
E
J
Revenues
and
it
sees
which
is
something
I
hadn't
thought
about
until
I
read
this
a
little
closer
is
says
these
donations
are
used
primarily
in
there
and
there's
not
many
of
them.
It
seems
much
of
the
revenue
coming
from
donations,
revenues,
but
primarily
provide
extra
medical
care
for
homeless
animals
at
the
facility,
and
so,
for
example,
if
there's
obviously
Monterey
Road.
The
facility
is
not
right
on
Monterey
Road
actually
and
then
so.
We
certainly
have
some
challenges
with
people,
unfortunately
living
on
the
street
in
that
area.
J
E
J
The
reason
I
ask
is
is
just
if
it
is
in
fact
the
case
that
say,
for
example,
you
see
a
number
of
individuals
that
are
homeless
are
going
there,
I,
just
wonder
if
it's
it's
not
a
place
that
I
would
think
about,
but
now
that
we're
talking
about
this,
that,
if
it's
a
place
where
there
can
be
some
resources
for
folks
that
are
living
on
the
street,
whether
it
be
housing,
information
or
things
of
that
nature,
I,
don't
I
wonder
if
you
all
provide
any
of
that
giving
them
they
actually
go
there.
We.
F
Do
we
do
provide
them
with
information
and
literature
that
can
help
them
with
the
provides
information
connected
to
the
housing
department
and
also
whatever
other
resources
that
they
need?
So
we
do
have
that
we
do
work
with
the
housing
department
too,
and
we
get
literature
and
information
from
them,
and
so,
when
we
get
a.
J
Chance
we
do
hand
those
out
okay,
I,
think
that's
wonderful
and
the
reason
that
comes
to
mind
for
me
is
I.
Just
think
that
we
need
to
think
about
the
way
the
city
touches
each
of
these
individuals
that
we're
trying
to
help
and
figure
out
how
we
can
make
that
connection
sort
of
you
know
bears
some
fruit
and
some
respect.
So
thank
you
for
that.
I
appreciate
you.
K
A
Opposed
okay,
so
that
moves
on
so
we're
going
to
hear,
activate,
activate
San
Jose
the
Department
strategic
plan.
As
this
is
an
item
that's
going
to
be
cross
reference
for
council
and
I
believe
council
member
Jimenez,
you
need
to
leave
to
go
to
VTA
board
meeting
at
3:40.
So
we
will
hear
that
one
first,
that
one's.
C
C
I,
don't
reduce
myself,
I'm
John,
Susur
Lee,
director
of
Parks
Recreation,
Neighborhood
Services
with
me,
or
Nicole
Burnham,
our
deputy
director
for
capital
programs
and
Carlina
camreta,
our
public
information
manager-
and
we
are
here
I
believe
for
the
third
time
to
talk
to
you
about
activate
SJ
and
we're
hoping
the
last
time
we
do
want
to
move
this
forward
to
Council
I
will
make
one
request.
If
I
can
I
believe
in
the
report,
we
ask
for
December
3rd
and
if
it's
all
right
with
you,
we
would
prefer
December
the
10th.
C
We
were
looking
at
the
December
3rd
agenda
and
council
and
it's
a
little
bumpy.
So
the
next
week
looks
a
little
better.
So
if
that's
alright
with
the
committee,
we'd
prefer
the
10th.
So
let
me
begin
with
what
activate
SJ
is.
So,
as
many
of
you
know,
we
have
over
200
parks,
61
miles
of
trails,
50
community
centers.
We
have
a
variety
of
services
across
the
city
that
range
from
the
traditional
Parks
and
Recreation
right
grass
and
funds
to
do
recreational
programs
sports.
C
What
are
we
going
to
build
with
all
this
money
that
we
got
from
the
bond
and
in
2009
last
update
of
the
green
print?
It
remained
that
kind
of
a
document
it
was
driven
by.
What
are
we
going
to
build
with
this
money?
We
went
out
to
update
the
green
print
and
really
what
we
heard
from
the
community
wasn't
so
much
build
so
much
more
stuff.
C
It
was
take
care
of
what
you
have
and
to
put
it
in
context,
this
started
about
two
or
three
years
ago,
so
we're
still
coming
out
of
that
recessionary
period,
and
you
know
a
lot
of
things
got
cut,
for
example,
maintenance,
so
parts
didn't
look
as
good.
We
cut
a
lot
of
programs,
we
read
really
reduced
the
number
of
community
centers.
C
We
were
operating
as
an
as
a
city
and
as
a
department,
and
so
really
what
we
heard
from
the
community
was
invest
more
in
what
you
have,
and
so,
when
we
heard
that
voice,
what
we
really,
what
it
told
us
was,
you
know
we
have
to
have
an
operating
vision.
We
have
to
have
an
operating
strategic
plan
that
reflects
what
we're
hearing
and
so
Nicole
and
Carlene
are
gonna,
go
through
a
variety
of
things
with
you,
but
just
to
set
it
up.
C
And
we
feel
if
we
do
all
four
of
those
things
right.
What
it
really
culminates
in
at
the
top
of
the
pyramid.
Is
this
great
public
life
experience
for
our
residents
that
they
feel
well
served?
They
feel
the
investments
are
taken.
Care
of
I
mean
they
feel
that
they
have
access
to
that.
So
the
question,
then,
is
what
happens
to
the
green
print,
and
so
the
green
print
didn't
go
away.
C
We
just
took
a
turn,
and
so
the
green
print
still
exists
and
the
what
we
envision
the
green
print
now
through
the
lens
of
active
8sj,
which
is
a
this,
is
a
more.
This
is
a
document
about
how
we
do
business
as
a
city.
This
is
a
document
that
reflects
what
we
heard
from
our
community
about
how
they
want
us
to
do
business
as
a
city
and
so
the
green
print
as
we're
going
forward.
C
We
don't
have
a
big
bond
to
try
to
to
build
out
anything
right
now,
and
so
we
still
have
our
capital
improvement
program
every
year.
That
we'll
talk
to
you
about,
in
fact
we'll
talk
to
you
about
that
later
today
and
that's
an
annual
process
and
some
of
you
familiar.
We
go
through
that
with
each
of
you
using
a
bit
of
a
coal.
C
C
For
example,
North
San
Jose,
as
that
starts
to
develop
we'll
look
at
that
more
intentionally,
just
as
North
San
Jose
versus
trying
to
have
some
big
plan
that
we're
trying
to
force
it
into
and
activate
becomes
the
lens
through,
which
we
view
everything
else,
those
five
guiding
principles
and
so
to
get
a
sense
of
how
much
outreach
we
did.
Carlene
is
going
to
talk
to
you
about
all
the
various
things
and
people
and
ways
in
which
we
spoke
with
people
and
heard
from
our
community.
C
L
You
John
got
already
neck
on
mine
Republican
for
me
for
the
department,
so
the
process
in
our
community
outreach
for
developing
active
8sj
involved,
significant
public
and
staff
input
over
20
between
2016
and
2019,
and
that
included
things
like
community
events,
intercept
surveys,
surveys
trilingual
surveys,
an
interactive
mapping
tool,
so
the
current
slide
gives
you
an
overview.
It
also
provides
the
depth
of
the
community
outreach
that
helped
us
guide
that
helped
guide
the
development
of
activated
stay
and
the
feedback
from
the
community
really
provided
the
foundation.
L
L
We
did
a
lot
of
internal
outreach
as
well
spending
that
same
time
period,
so
we
gave
staff
gave
input
through
numerous
meetings
and
surveys.
We
also
involved
our
partner
city
departments
through
presentations
in
a
technical
advisory
group,
and
then
we
implemented
a
department-wide
survey
to
engage
both
our
full
and
part-time
staff.
It
was
important
to
us
that
we
engaged
all
of
our
staff
and
our
internal
outreach
really
helped
refine
and
confirm
the
feedback.
The
community
provided.
L
Lastly,
was
a
30-day
public
review
and
survey
results
so
this
summer
we
engaged
both
the
community
and
our
internal
staff
through
a
30-day
public
review
and
comment
period.
We
had
over
450
respondents
and
on
this
slide
you
can
see
that
by
far
most
of
the
public
is
an
agreement
with
the
five
guiding
principles.
M
Lady
director
of
capital
programs
for
the
department,
so
I'll
walk
you
through
some
of
the
details
of
the
plans,
give
you
the
overview
of
what
what
it
looks
like
what
the
document
in
front
of
you
looks
like
it
includes.
So
there
is
a
new
vision,
a
new
mission
for
the
department
that
we
are
going
to
talk
about
momentarily
and
then
for
each
of
the
guiding
principles
that
John
and
Karolina
mentioned
in
their
presentation.
M
So
what
guides
us
our
vision-
and
this
was
developed
as
a
result
both
of
the
the
public
outreach
and
communication,
but
also
through
a
deep
dive
into
staff
right
and
getting
the
pulse
of
where
they
are
and
how
they
see
us
performing
in
the
community
and
the
services
that
we
provide.
So
the
vision
of
the
department
will
be
healthy
communities
that
inspire
belonging
with
a
mission
of
connecting
people
through
parks,
recreation
and
neighborhood
services
for
an
active
San
Jose
within
the
context
of
that
I'm.
M
Just
going
to
walk
you
through
the
five
guiding
principles
and
talk
a
little
bit
about
what
each
of
them
means
to
us
and
what
the
outcome,
what
a
success
look
like
right
as
we
implement
this
plan.
How
are
we
gonna?
How
are
we
gonna
guide
ourselves
and
measure
what
we're
doing
so
stewardship
as
John
mentioned
and
Karolina
both?
M
This
was
a
very
fundamental
to
everything
we
heard
community
said
loudly
and
early
stop
building
stuff,
take
care
of
it
right
and
we
can't
stop
building
stuff,
that's
not
part
of
the
plan,
but
we
do
recognize
that
we
need
to.
We
need
to
dig
deep
and
really
focus
on
the
services
we
offer
and
provide
and
the
maintenance
that
we
do
of
our
facilities.
So
the
statements
that
are
up
on
the
screen
are
the
aspirations
around
which
we
built
benchmarking.
M
So
we'll
focus
efforts
on
maintaining
and
improving
existing
parks,
recreation
facilities
and
trails
will
innovate
continuously
to
improve
all
aspects
of
our
work.
We'll
welcome
and
engage
members
of
the
community
to
partner
with
us
and
caring
for
our
spaces.
Our
resources
and
our
programs
will
diversify
funding
for
sustainable
system
and
build
an
equip
and
rekik
build,
equip
and
recognize
a
workforce
of
experts
and
leaders
who
take
pride
in
their
service
to
the
community.
So
success
in
this
outcome
really
looks
like
you
know,
to
really
succinctly
clarify
it.
M
M
It
looks
like
shored
up
staffing
right
to
meet
the
needs
of
the
community
to
get
our
park,
condition
scores
up
to
have
a
good,
robust
trail,
maintenance
team
and
a
highly
engaged
staff.
That's
well
trained,
so
that's
sort
of
what
success
looks
like
for
us,
their
nature,
protect,
preserve
and
promote
outdoor
spaces
for
all
people.
So
I'm,
not
gonna,
read
you
all
the
details
on
the
slide.
These
are
all
in
the
document.
But
again
these
are
the
aspirations
that
we
have
around,
connecting
people
to
nature,
connecting
our
community
to
nature.
M
Success
for
us
here
really
looks
like
you
know,
having
good
solid
nature,
based
programming
and
open
spaces
that
foster
access
and
understanding
in
the
community
on
why
those
spaces
are
so
important.
Why
is
it
so
important
for
us
to
all
have
access
to
nature
and
supporting
the
city's
vision
for
a
robust
response
to
climate
change?
M
So
those
are
really
you
know.
Our
outcomes
are
really
focused
around
achieving
those
goals,
identity
and
you
saw
it
in
Carolinas
Carolinas.
She
talked
about
the
survey
results.
This
was
the
one
that
I
think
the
community
struggled
with
the
most
to
come
to
consensus
on
we
heard
some
people
say
you
know
we
want
to
maintain
the
identity
of
our
local
neighborhood.
That's
really
important
to
us
and
we
heard
another
other
people
say
we
want
the
city
to
have.
You
know
a
major
identity
and
iconic.
You
know
and
be
iconic
right,
and
what
does
that
mean?
M
M
Advancing
our
reputation
is
one
of
the
nation's
healthiest
industry
in
cities.
We,
you
know,
we
recognize,
we've
got
the
World
Health
Organization,
age-friendly
designation.
That's
really
you
know.
Pr
ness
is
the
driver
of
that
program
across
the
city,
and
we
want
to
preserve
that
and
protect
it
and
enhance
it
and
grow
it.
So
it's
not
just
about
age-friendly,
but
it's
about
everyone
in
the
community
and
public
life.
Really,
as
John
said,
is
the
pinnacle
right.
M
We
think,
if
we
do
all
of
these
other
things,
we
will
have
connected
in
diverse
neighborhoods
that
will
strengthen
pride
in
unity.
We
will
have
spaces
and
places
where
people
feel
welcome
and
inc
engaged
can
engage
with
each
other
and
members
of
the
community
who
look
talked
and
and
are
different
than
than
them
right.
Those
are
the
spaces
that
we
want.
We
want
that
ability
to
have
connection
among
people
in
our
Park
program
in
our
parks
and
recreation
facilities.
M
J
A
G
Complex
process
and
bodice
/,
it's
a
very
nice
report
and
I'm
supporting
it.
It's
not
perfect
when
I
have
a
few
comments
on
it.
One
of
the
things
is
how
it
deals
with
the
unhoused.
The
program
thing
says
it
acknowledges
it
I
mean
you
should
say
it's
a
temporary,
it's
a
problem
and
you
should
deal
with
it,
but
hopefully
say
it's
temporary
rather
than
accepting
it.
So
I
want
to
try
to
move
on
beyond
that.
G
I
mean
like
right
now:
we've
basically
lost
use
of
asking
community
center
because
it's
being
used
for
homeless
at
night,
and
so
the
daycare
center
in
the
program
in
the
morning
is
being
cancelled
because
they
can't
move
in
a
time.
So
it's
impacting
it
so
it
acknowledged
it
but
making
it
work
to
solve
it.
I
know
it's
more
beyond
your
problem,
but
it's
something
to
deal
with
climate
change,
I'm
glad
there
is
mentions,
though
trees
and
here
it's
very
important
for
the
public
to
have
trees,
to
cool
down
and
shade
the
playgrounds
and
so
forth.
G
I'm
also
worried
about
the
green
stormwater
initiative.
It's
to
treat
runoff
from
the
streets
and
some
of
the
city
parks
are
planned
to
be
used
for
treating
the
water
they're
planning.
To
tell
you,
the
Phase
one
plan
is
to
take
four
acres
out
of
Kelly
Park
for
the
day.
That's
half
the
disc
golf
area
just
to
become
settlement
ponds
for
these
things,
and
so
it's
fine
to
take
unused
land,
make
settlement
ponds,
foot
trails
around
and
give
it
to
the
city
parks
as
an
additional
park.
G
But
when
you
take
away
city
parks
or
that
it's
a
problem,
parks
are
important
so
for
everybody,
especially
for
the
people
living
in
a
affordable
housing
and
the
high-density
housing.
So
I
ask
you
not
to
give
away
Park
fees,
I!
Guess!
That's
another
item
on
the
agenda,
so
I'll
speak
again
on
that,
but
these
parks
are
the
backyards
for
other
people
who
live
here
as
predict
in
these
new
apartments.
So
please
make
sure
there
are
enough
of
them.
Thank
you.
Thank.
A
You
Larry,
okay,
so
I'm
gonna
continue
with
my
comment.
It
looks
like
nobody
else.
Has
questions
so
I.
Also.
Thank
you
later
for
bringing
up
the
unhoused
issue,
as
I
also
was
thinking
about
how
the
stewardship
principle
is
connected
to
some
of
the
work.
That's
being
done
now
with
the
five-year
community
plan
with
housing,
and
we
we
all
know
that
our
libraries
and
our
community
centers
and
our
parks
are
all
impacted
and
I
think
you,
you
all
had
done
some
level
of
assessment
and
recognizing
that
staff
time.
A
You
know
that
there
is
some
impact
to
staff
time
that
consumes
or
takes
away
from
other
activities,
and
so
I
was
wondering.
How
are
you
leveraging
I
know
that
you
want
to
diversify
your
funding,
to
make
sure
that
you
are.
You
have
longevity
here
and
I
think
there's
a
really
great
opportunity
with
a
five-year
community
plan.
What
have
you
first
of
all,
I
guess?
Have
you
considered
that,
as
as
another
source
to
address
the
unhoused
and
how
that
impacts,
our
parks
do.
C
A
K
A
Two
five
year
plans,
one
one
that
the
county
does
and
we
feed
into
it
and
guides
us
and
then
the
other
one
is
the
one
that
we
have
internally.
That's
we
I
think
are
kicking
off
the
outreach
at
this
this
month
or
next
month.
So
there's
potential
possibilities
to
connect
those
funding
sources
right,
because
that
is
a
need
and
we
recognize
that
as
a
need.
We.
C
It
up
move
it
out
of
there,
but
it
also
was
that
conversation
recognized
the
impact
of
the
surrounding
neighborhood,
and
so
the
direction
from
Council
was
look
if
we're
going
to
put
in
any
kind
of
homeless
services
in
a
neighborhood,
we're
gonna
look
at
the
neighborhood
holistically,
and
so
that's
what
we've
done
at
most
Bascom
and
Roosevelt
community
centers,
where
there
are
two
overnight
warming
locations
operating
right
now,
and
so
it's
an
example.
One
of
the
things
we
did
at
Roosevelt
is
we
set
aside
money
through
that
process.
C
That
was
that
was
part
of
the
funding
for
housing
individuals
at
the
community
center
to
improve
the
conditions
in
the
park
itself,
because
the
park
that
surrounds
me
so
Bassem
doesn't
have
a
park
around
it.
Bascom
just
sits
alone,
as
a
community
center
Roosevelt
has
a
quite
large
park
in
it
and
it
has
about
20
plus
individuals
living
in
the
park
and
so
part
of
the
plan
going
in.
C
There
was
okay,
we're
gonna
work
with
those
folks
move
them
out
of
the
park
and
then
we're
gonna
use
money
to
completely
refurbish
the
park
itself
so
that
we're
delivering
something
at
a
higher
standard
for
that
neighborhood,
because
they're
being
impacted
by
the
overnight
warming
location
being
there.
So
that's
something
that's
gonna
happen
over
the
next
week
or
two
and
so
it'll
be
trimming
out
a
lot
of
the
brush
in
the
areas
in
which
homeless
folks
might
try
to
hide
behind.
You
know:
mulching
up
doing
power
spraying.
C
A
C
Is
I
mean
one
of
the
ways
and
you're
gonna
you're
gonna
hear
a
lot
about
this
going
forward
over
the
next
few
months,
because
through
our
beautify
as
Jay
program,
where
we're
trying
to
consolidate
environmental
services,
Parks
and
Rec,
d-o-t
and
housing
all
together,
looking
at
primarily
the
issue
of
dumping
and
litter
around
the
city
and
so
bringing
all
that
together
and
having
extra
resources,
and
that
is
more
of
a
system-wide
look
at
how
we
clean
up
the
city.
It's
not
specifically
parks
or
communities
that
are
focused.
C
It's
the
broad
community,
but
that's
a
separate
effort
that
we
will
be
having
a
much
more
in-depth
conversation
with
you
about
in
the
coming
months,
leading
into
the
budget
process.
We
know
that's
going
to
be
a
subject
of
significant
interest
to
many
of
you,
so
we're
already
in
the
process
of
preparing
for
that
and
so
there'll
be
more
to
come
about
what
that
looks
like
or
what
we
think
it
should
look
like.
So.
D
A
And
those
are
those
are
efforts
that
we're
making
because
we're
bringing
something
to
the
community
like
we're,
opening
up
a
warming
Center
or
we
are
bringing
a
safe
parking
to
that
area.
But
what
I'm
talking
about
is
is
just
everyday,
wear
and
tear,
and
we
we
know
that
that
our
own
house
community
are
going
to
our
libraries
on
an
everyday
basis,
they're
going
to
our
parks
on
an
everyday
basis
and
and
some
of
our
community
centers
I
know
that
at
Welch
there's
some.
There
were
some
issues,
even
though
it's
just
you
know
newly
reopened.
A
C
We
we
are
looking
again
towards
this
next
budget
process
will
have
some
proposals
around
things,
like
trails
and
in
some
of
the
park
issues
in
the
situation
where
we
have
overnight
warming
locations.
We
have
set
aside
money
for
the
excess,
the
texture,
wear
and
tear
that
may
come
with
having
that
every
single
night
for
six
months
so
again,.
I
C
A
A
I
know
that
you
already
have
CDBG
money
coming
through
P
R
and
s
I
recognize
that
as
part
of
beautify,
San,
Jose
I,
just
don't
know
that
we've
explored
everything
and
I
think
this
is
the
time
to
do
it,
because
this
is
a
time
where
housing
in
that
five-year
plan
will
shape
what
the
needs
are
for
for
San
Jose,
and
this
could
be
part
of
one
of
those
needs.
So
I
just
recommend
for
you
to
take
a
look
at
that
as
another
option.
J
2016
I
think
some
of
these
discussions
I
think
we're
about
to
start
kick
it
off
and
stuff.
So
I
know
it's
been
a
long
time
coming
very
much
looking
forward
to
the
final
report
and
to
the
much
more
broad
what
I
assume
is
gonna
be
a
broader
discussion
at
the
full
City
Council,
but
thank
you
for
all
the
work.
Thank.
H
F
L
Agree
with
him
thank
you.
I
participated
in
a
very
long
process
that
is
now
ending
and
I
really
appreciate
the
hard
work
that
was
put
into
this
plan
and
strategic
plan.
It
had
a
lot
of
iterations
and
a
lot
of
community
input
and
even
almost
at
the
last
minute,
a
lot
of
the
comments
that
we
provided
were
incorporated
into
the
plan,
so
mostly
I
think
it
came
up
with
a
decent
satiric
plan,
given
the
lack
of
resources
that
the
department
is
experiencing
on
an
ongoing
basis.
L
So
one
of
the
things
I
think
would
be
good
is
to
increase
available.
I
only
have
one
comment,
and
that's
because
words
do
matter-
and
this
is
just
one
little
criticism,
but
under
nature
it
says
we
protect,
preserve
and
promote
outdoor
spaces
for
all
people
and
I.
Think
when
people
ask
for
nature-
and
this
was
the
highest
ranking
request
from
the
public
they're
looking
at
biological
things-
they
want
to
see
the
birds
they
want
to
hear
the
trees.
They
want
to
hear
the
water
running,
they
want
shade.
L
They
want
nature,
not
outdoor
spaces,
because
we
have
a
big
outdoor
space
right
here
in
City.
Hall
that
has
no
nature
in
it,
so
you
know
when
you
think
about
nature,
what
you
envision!
That's
what
I
want
to
see
here
and
I
know
the
intent
is
actually
nature,
but
the
words
do
matter
and
I
just
picked
this
beautiful
leaf.
Just
look
at
it.
The
wind
is
blowing
out
there.
It's
lovely!
Thank
you.
Thank.
A
J
J
A
J
A
And
I
know
it's
a
big
crowd
of
folks
who
are
presented.
I
love,
it
I'd,
love
to
see
the
folks
who
are
actually
doing
performing
some
of
the
work
that
that
we
that
we
get
to
benefit
from
I
would
just
ask
you
to
be
really
concise,
because
some
of
my
colleagues
are
least
councilmember
Perales
needs
to
leave
at
3:45.
We
know
minutes
my
goodness.
I've
got
everybody's
last
name.
It's
a
cough
syrup.
You
guys.
L
Good
afternoon,
council
members,
my
name
is
May
Malloy
and
I'm,
a
librarian
at
th
Q
and
a
part
of
the
team
supporting
the
SJ
engage
initiative.
This
year
we
expanded
our
approach
by
facilitating
SGA
engaged
learning
circles
at
each
library
branch
and
we
were
able
to
turn
learning
into
action
by
providing
resources
and
funding
for
our
teensreach
groups
to
create
community-based
social
action
projects
within
their
libraries.
L
Thus
far,
we
have
facilitated
SJ
engaged
learning
circles
at
nearly
half
of
our
branch
libraries
and
have
measured
a
seventy-five
percent
increase
in
knowledge
after
participation.
We
have
also
funded
16s
reached
social
action
projects
that
range
from
letter
writing
and
button
making
campaigns
to
a
documentary,
highlighting
community
diversity
and
look
forward
to
inspiring
more
teen
led
change
in
the
future.
E
Mcbride,
I'm
a
literacy
program
specialist
with
the
San
Jose
Public
Library
San
Jose
aspires
recently
concluded
its
first
pilot
cohort.
We
ended
up
with
59
registered
users
who,
in
turn,
earned
over
$18,000
in
financial
award
towards
post-secondary
education,
I
guess
the
next
site
Vidya
and
then
our
goal
for
2020
is.
We
want
to
reach
up
to
300
users
by
December
2020
through
leveraging
more
partnerships
with
high
schools
as
well.
It's
nonprofit
organizations,
and
then
this
is
hey.
K
The
program
offers
San
Jose
adults
the
opportunity
to
complete
their
high
school
education
and
gain
career
readiness
through
an
accredited
and
supportive
diploma
program
available
online
Oh
at
any
time,
any
any
place
that
suits
their
busy
lives.
A
lot
of
our
participants
have
two
jobs
and
families
and
being
able
to
get
their
diploma
online
has
really
worked
well.
K
K
E
Then
I'm
building
off
of
that
another
program,
I'm
responsible
for
is
working
scholars.
This
is
a
pilot
program,
that's
created
by
a
partnership
between
steady
calm
through
there
working
scholars,
nonprofit
arm
the
California
State
Library
and
the
San
Jose
Public
Library.
This
program
will
allow
up
to
seven
graduates
of
the
career
online
high
school
to
earn
their
college
degree
through
an
online
an
online
program.
Currently
for
the
program,
we
have
ten
applicants
that
may
be
11
and
of
those
11
applicants.
Seven
will
be
selected
to
begin
the
program
in
January
of
2020.
L
Works
program
where
again,
we've
successfully
placed
375
a
subsidized
opportunities
for
youth.
We've
done
this
in
industries
where
there's
career
pathways,
advanced,
manufacturing,
business,
construction,
health
care,
information,
communication
technology
and
some
construction,
141
of
the
youth
are
placed
within
the
city
and
nonprofits.
This
year,
93
percent
of
the
youth
successfully
completed
the
subsidized
internships
and
625
older
youth
placed
in
employer
paid
job
opportunities.
That
was
our
fourth
year.
We
already
started
our
fifth
year,
we're
completing
that
up
and
we're
gonna
be
starting
here
soon.
L
So
we're
really
excited
our
fifth
year
again,
a
thousand
employment
opportunities
for
youth.
We
do
have
a
video
that
I
would
love
to
share
with
you.
It's
only
three
minutes
long.
If
you
have
a
little
bit
of
time,
these
opportunities
for
the
kids
again
are
from
PR
ness
the
mayor's
gang
prevention
task
force
with
150
subsidized
and
work
to
future
225
subsidized
and
625
unsubsidized
for
a
total
of
a
thousand
again
this
year.
L
L
So
just
a
quick
update
on
Marissa,
she
did
complete
the
program
with
us
twice
and
she
just
signed
papers
for
San
Jose
State,
so
we're
really
excited
and
proud
of
her
and
couldn't
ask
any
more
of
her.
So
we're
just
really
thrilled
that
that
worked
out
that
way
and
we
have
other
students
that
have
the
same
success
stories,
but
we
wanted
to
really
show
you
Marissa
story.
Thank
you.
I
I
I
N
N
A
A
Once
they
and
they
or
any
of
these
programs,
that
is
especially
the
one
over
19
years
of
age
or
any
of
these
folks
connected
to
the
San
Jose
City
jobs,
because
I
know
one
is
for
there's
a
network
of
small
business
that
you
all
connect
them
with,
but
I'm
guessing
that
we
include
our
jobs
in
there
as
well.
Yes,.
K
N
K
A
A
We
got
a
chance
to
have
two
kiddos
kuramon
Adam
in
our
office,
and
so
thank
you
for
for
working
with
us
on
that
and
I
would
encourage
my
colleagues
and
all
of
the
council
offices
to
host
some
of
these
students.
Is
there
any
plans
to
do
this
yon
summer?
Or
is
it
because
you
don't
want
to
conflict
with
schoolwork.
L
A
Absolutely
be
interested
in
both
of
the
fall
and
the
winter
cohorts.
I
thought
it
was
exclusive
to
summer.
So
we
thought
that
was
just
the
end
of
it.
We
would
love
to
continue
to
participate
and
then
for
San
Jose
pl
works.
I
was
wondering
if
there
is
I
think
this
would
be
a
great
opportunity.
Workforce
Development
is
always
important
and
I
think
this
would
be
a
good
opportunity
for
us
to
connect
with
maybe
some
of
the
DV
shelters
and
those
service
providers
who
support
DV
survivors,
domestic
violence,
survivors.
A
I
think
this
is
just
all
of
these
programs
just
sound,
so
wonderful
and
I
think
they're
an
opportunity
for
all
of
us
to
on
council
to
be
involved
and
to
somehow
support
in
one
way
or
another.
I
know
for
for
San
Jose,
a
spot
aspires
over
felt
was
included.
I
didn't
realize
until
the
report
that
that
was
happening
over
and
over
felt
I
would
love
to
to
be
involved
and
to
learn
how
to
support
the
program.
A
I
think
that
you
are
all
coming
back
to
over
felt
once
again
and
Andrew
Hill
and
James
like
and
yerba
buena,
but
I
would
love
to
to
support
it.
We
have
Welch
Community
Center,
which
is
opening
in
that
has
already
been
open
in
that
area,
and
I
would
venture
to
say
that
it's
also
in
another
location
for
you
all
to
meet
and
to
host
workshops
and
events
to
the
benefit
of
our
community.
A
I
O
So
this
is
an
update.
In
April,
we
reported
to
NSC
with
a
work
plan
that
is
framed
by
several
priorities
of
stewardship
accountability,
equity
and
sustainability.
The
five
goals
that
are
listed
here,
one
maintain
safe
quality
facilities
for
neighborhood
services
to
ensure
ensure
timely,
transparent
processes
for
operator
selection,
three
established
consistent
enforcement,
accountability
standards
and
metrics
for
improved
community
access
and
knowledge
of
services,
and
five
increase
the
number
of
providers
and
services
in
disadvantaged
communities.
O
We
are
pleased
to
share
four
program.
Highlights
first,
is
a
the
new
name:
we
want
to
honor
our
partner
providers
who
have
operated
our
neighborhood
centers
throughout
the
city.
We
are
no
longer
the
reuse
program,
but
the
neighborhood
centers
partner
program
to
meet
our
aggressive
work
plan.
We
are
working
diligently
to
fill
the
four
positions
that
were
funded
in
fiscal
year
1920
right
now
we
have
a
building's
maintenance
administrator,
which
is
our
first
high-level
management
position
that
will
be
focused
on
Department
facilities
and
buildings.
O
That's
the
first
time
we've
have
funded
a
position
solely
focused
on
our
buildings.
The
interviews
for
that
position
are
actually
next
week,
so
we're
excited
to
hopefully
to
get
somebody
on
board
by
the
beginning
of
the
new
year.
We
also
had
a
one-time
analyst
funded
and
that
position
was
just
fill
last
week,
so
really
we're
really
starting
to
ramp
and
get
our
work
plan
moving.
The
remaining
positions
of
senior
maintenance
work
and
community
coordinator
are
next
parts
of
that
recruitment.
To
reiterate
again,
the
only
the
BMA,
the
building
maintenance
administrator
was
funded
on
going.
O
All
the
other
positions
were
one-time
with
the
new
analyst
position
and
recently
failed.
We
are
able
to
release
the
next
request
for
qualifications
in
March
of
2020.
This
RFQ
will
be
for
anyone
existing
and
new
partners
to
apply
and
to
provide
services
in
all
of
our
facilities
that
are
on
the
inventory
list.
O
P
So
those
are
the
reasons
and
before
you
today,
we
have
a
recommendation
to
move
seven
facilities
again
that
are,
will
move
off
of
the
formerly
known
reuse
list
and
six
of
those
are
being
moved
to
department
operations
and
you'll
see
those
first
six
listed
there
really.
What
this
does
is
it
formalizes
some
long-standing
operations
we
have,
as
you
might
be
familiar
with:
Hank
Lopez,
for
instance,
that's
long
been
the
youth
intervention
services
Hubb
as
well
as
office
space,
and
some
of
these
facilities
we've
actually
been
operating
like
after-school
programs
for
almost
10
years.
P
So
again,
these
are
really
formalizing
and
shifting
over
to
department
operations
and
then
the
seventh
building
McKinley.
We
recently
did
a
transfer
to
Franklin
McKinley
school
districts,
so
this
is
a
property
on
their
on
their
land
and
due
to
the
expiration
of
CDBG
restrictions.
We
have
done
that
transfer.
So
with
that,
what
that
does
to
our
total
inventory,
you'll
you'll
notice
that
for
some
time
we
said
we
have
50
total
community
centers.
So,
prior
to
any
action
by
council,
we've
had
50
total
community
centers
11
operated
by
us
39
were
in
our
partner
program.
P
We've
said
it's
transferred
one
to
a
school
district,
which
now
means
that
we
have
49
remaining
in
our
inventory
and
based
on
the
recommendation
today
that
would
move
17
to
department
operations
and
leave
us
with
32
that
would
be
operated
by
partners.
So
when
we
come
to
council
on
December
30th,
if
you
prove
that
action,
we
would
move
forward
with
32
partner
community
centers.
P
So
moving
forward
again,
we
as
Neil
mentioned
we're
moving
aggressively
on
our
work
plan,
which
includes
progress
on
our
audit
recommendations,
we're
looking
forward
to
all
of
building
assessments
and
thus
repair
plans.
We
will
continue
to
align
the
family-friendly
directions
that
we've
received
and
we
will.
P
B
B
P
Prong
approach,
we
know
there's
a
lot
of
existing
data
out
there
that
relates
to
everything
from
the
childcare
master
plan
that
the
County
Office
of
Ed
has
done
that
shows
sort
of
where
their
needs
for
childcare.
We
also
know
there's
other
health
assessments
that
are
done.
We
also
know
that
our
partner,
our
departments,
other
departments,
have
a
lot
of
data,
so
we're
gonna
pull
together
existing
data.
P
B
If
I
may,
we
would
love
to
assist
you
in
gathering
the
information
as
it
relates
to
all
of
our
districts.
I'm
sure
we'd
be
happy
to
help
with
that.
What
might
be
useful
is
if
you
could
create
an
easy
online
survey.
That
way
we
can
then
clue
include
in
our
newsletters
that
we
can
include,
as
a
link
for
people
to
participate,
makes
it
really
easy
for
them
to
do
that.
B
We've
been
using
that
that
tool
successfully
in
my
district
this
year
to
gauge
what's
of
interest,
what
are
concerns
and
how
we
can
resolve
issues
and
it
gets
quick
results
right
away.
You
may
only
get
five
or
ten
people,
but
at
least
you're
getting
pushing
it
out
a
little
bit
further
than
you
might
in
the
normal
process.
I'm.
Not.
O
Remaining
sticks
that
were
on
the
list
that
we're
asking
to
be
removed
here.
All
of
those
are
currently
run
by
partner
recreation
staff
and
they
have
been
from
last
two
to
eleven
years.
So
this
is
more
of
a
technical
change
and
we
want
we're
asking
to
remove
those
facilities,
since
it's
already
been
operated
by
city
staff
for
many
years.
So
there
are
no
partners
inside
or
no
major
agency
that
is
running
that
Center.
These
are
all
Park
and
Rec
facility.
O
C
B
C
J
L
O
J
Curious,
if
you
could
elaborate
a
little
Boris
to
why
the
change
and
the
reason
the
reason
I'm
asking
is
sometimes
we
we
get
a
lot
of
information
about
a
lot
of
different
programs
and
for
me,
changing
in
the
name,
makes
me
have
to
switch
gears
a
little
bit
and
rethink
I've,
always
just
reuse,
reuse,
reuse,
it
makes
sense
it's
intuitive,
and
this
is
a
little
different.
So
yeah.
O
O
Looking
for
the
ability
to
say
you
know,
what's
next
with
reuse,
I
mean
the
reuse
program
has
been
with
us
since
the
you
know
major
downturn
in
the
economy,
and
it
was
a
solution
and
a
very
well
received
solution
to
get
buildings
used.
You
know,
but
I
think
part
of
that
question
that
the
auditors
were
asking
us
is
then,
what's
next
right,
we're
in
a
different
economy
we're
looking
at
issues
of
different
needs
in
different
communities.
O
We
want
to
again
just
make
a
change
and
make
something
positive
alongside
our
efforts
as
a
department
with
Project
Hope,
you
know,
and
just
as
one
of
the
residents
came
here
earlier
said,
you
know
language
matters,
and
so
part
of
that
was
the
reason
that
we
want
to
make
a
call
the
program,
something
that
is
less
administrative
and
technical
and
honoring.
The
nonprofits
out
of
work
we're
working
with
okay.
J
You
know
the
I
guess
you
know
we're
talking
about
language
and
stuff,
so
so
the
the
thing
that
that
makes
me
think
about
is
I've
always
thought
about.
The
reuse
program
is
potentially
something
that
the
city
you
know
assuming
there
were
enough.
There
was
an
interests
at
the
council.
I've
only
want
to
dedicate
enough
funding
for
it
that
we
would
maybe
start
bringing
some
of
these
back
in
the
house
or
having
a
deeper
discussion
about
that
and
I
know.
J
I've
tried
to
convert
to
you
didn't
bail,
a
community
center
to
a
hybrid
and
trying
to
bring
more
and
there's
stuff
going
on
there.
It's
just
I
think
it
can
be
utilized
a
little
differently
and
so
I
feel
like
changing
the
name
in
the
language
it
sort
of
cements
it
a
little
bit
more
than
I
would
like.
It
makes
me
feel
like
it's
a
little
bit
more
permanent,
now
and
and
anyway.
J
Okay,
although
I
know
it's
not
in
fact
the
case,
if
we
so
choose
to
explore
that,
but
anyway,
that
that's
the
sense
that
I
get
as
we
go
through
the
name
change
it
just
it
just
feels
a
little
different.
Now
yeah
I
almost
feel
a
little
bad,
even
talking
about
maybe
changing
it
because
now
we're
talking
about
you
know
neighborhood.
J
O
Just
say
you
know
it
does
definitely
not
preclude
the
policy.
I
was,
as
was
shown
up
front
you
know,
does
allow
us
to
bring
back
centers.
You
know
a
lot
of
it.
I
think
for
us
right
now
is
about
ensuring
that
those
centers
have
sustainable
and
ongoing
funding,
so
that,
if
there
is
another
downturn
that
happens
quickly,
if
we
remove
a
Center,
that's
off
the
list,
we'd
have
to
go
through
another.
O
You
know
administrative
process
to
get
it
back
out
to
the
agencies,
but
I
think
one
of
the
things
that
we'll
be
looking
at
throughout
the
year.
Alongside
the
community
assessment
program,
it's
kind
of
real
looking
at
how
our
funding
is,
you
know,
put
out
across
all
centers.
The
conversation
on
equity,
you
know,
is
going
through
all
of
our
discussions
in
the
department
and
part
of
it
will
be
about
as
the
RFU
comes
out.
What
are
those
community
centers
that
are
in
the
communities
of
highest
need
and
what
is
the
best
service
model
for
them?
J
Okay,
thank
you
and
the
other
question
I
had
was
around
that
they
come
page
two
in
the
memo
and
I
think
council
member
fully
touched
on
this.
We're
talked
about
the
1.25
million
for
the
assessment
and
maintenance
of
facilities.
I,
don't
know
no
cancer
I've
ever
fully
asked
the
question
in
a
particular
way
that
maybe
got
me
to
question
my
thinking
around
it
because
I'm
wondering
if
I
understood
it
correctly.
J
The
assessment
and
maintenance
is
the
assessment
of
the
facilities
right,
not
necessarily
the
services
provided,
but
just
the
rendition
of
the
building
and
written
things
of
that.
Okay,
all
right
and
I
guess
the
question
I
had
is
so
1.25
million.
Is
that
only
to
the
parks
department,
that's
to
the
Parks
and
Rec
Department
and.
C
If
I
can
add,
it
does
include
at
least
temporarily,
the
staff
to
help
with
that
outreach
around
the
services.
So
the
bulk,
the
bulk
of
the
money
you're
talking
about,
is
identifying
maintenance
needs,
fixing
things
bringing
them
up
to
standard,
for
example,
a
preschool
standard,
or
something
like
that,
so
that
it
can
be
used
for
that
purpose.
If
it
can't
currently.
G
C
J
Understand
and
so
one
of
the
again
going
back
to
language
matters.
So
if
you
follow
that
sentence,
we're
evasions,
1.25
million
for
the
assessment
maintenance,
it
goes
on,
I
think
the
following
sentence.
Talks
about
you
know
senior
maintenance
worker
to
strengthen
its
ability
to
assess
and
care
of
our
city
own
assets.
That
seems
overly
broad,
and
so
what
I'm
concerned
about
is
just
with
that
language.
Is
that
that
money
is
gonna,
be
strictly
to
look
at
the
reuse
sites
right,
not
at
every
other
facility.
The
parks
department
has
Kelly
Park
and.
O
J
O
O
As
you
know,
majority
of
our
we're
gonna
keep
calling
them
reuse
for
a
while
buildings
are
our
oldest
buildings
right
in
the
inventory,
but
even
our
newest
hubs
are,
you
know,
going
on
10-15
years
old,
which
their
physical
life
expectancy
is
starting
to
go
downward
too.
So
you
know,
there's
a
very
large
infrastructure
maintenance
backlog
right
with
our
buildings.
This
investment
that
the
council
has
provided
for
us
and
Department
will
help
us
really
look
at
our
buildings.
Make
sure
that
we
can
take
care
of
them
for
the
next
few
years.
So.
J
That
I
should
assume,
then,
if
say,
for
example,
the
Southside
senior
Community
Center,
one
of
the
oldest
community
centers
in
the
city,
that
one
we
looked
at
to
evaluate
sort
of
the
condition
of
it
and,
as
part
of
all,
this
work,
correct:
okay,
cool,
okay!
Thank
you.
The
other
question
I
had
is
just
to
understand
what
was
said
about
the
some
of
the
six
neighborhood
center
facilities
that
are
recommended
for
a
department
11.
J
P
J
P
J
P
P
P
N
P
Long
time
and
he's
retired
and
there's
somebody
new
doing
the
stem
program
there,
but
given
the
fact
that
it
was
again
sort
of
the
life
of
that
building
and
the
restrictions
on
that
building
are
looking
that
they
have
expired.
We're
looking
to
engage
the
conversation
with
alum
rock
as
to
whether
it
should
really
be
a
man,
a
building
managed
by
them
versus
a
building
managed
by
us.
Okay,.
N
P
N
N
So
so
it
was
fair.
The
children
there's
a
lot
of
activity,
there's
been
a
lot
of
activity,
but,
as
you
know,
Andra
you,
you
were
a
part
of
that
in
angel.
You
were
a
part
of
the
creation
of
of
even
why
the
youth
center
is
there.
It
was
in
between
a
junior
high
and
a
high
school
in
a
gang
hotspot,
and
this
was
for
those
that
that
were
not
with
the
city
at
the
time.
It
was
a
grassroot
effort.
N
And
so
this
is
how
you
Center
was
birthed,
and
so
it
was
a
very
proud
moment
for
the
community
and
a
very
proud
place
for
our
families
that
are
used
to
go
to,
and
so
when,
when,
when
a
lot
of
the
community,
centers
had
to
be
I
want
to
say
shelved,
but
had
to
go
into
some
sort
of
an
alternate
universe.
You
know
all
in
Rock
was
one
of
them.
In
my
opinion,
I,
don't
think
that
they
should
have
been
cut
across
the
board.
N
I
think
there
should
have
been
an
equity
lens
and
all
arak
should
have
been
left
intact,
but
it
is
what
it
is
and
now
we're
here
where
we
are,
but
how
we
start
to
think
about
what
we're
going
to
do
with
all
unlock
in
the
future
of
it,
and
it's
still
very
active
and
I'm
glad
that
the
Boys
and
Girls
Club
is
there,
because,
because
we
know
the
Boys
and
Girls
Club
is
magic
wherever
they
are.
But
nonetheless,
I'm.
N
N
No
in
in
the
in
the
in
the
Youth
Center,
okay,
so
it's
it's
the
one
room
where
it's
City
status
right.
We
really
need
to
look
at
that
room
and
how
we're
really
gonna
maximize
it.
But
we
need
to
really
look
at
that:
okay,
yeah
I!
Need
you
all
to
go
in
there
and
really
look
at
that
room.
Please
and
so.
I.
N
If
it's
a
recession,
they
don't
care
if
we're
doing
really
well
in
the
city.
You
know
this
right,
and
so
we
must
figure
out
what
we're
going
to
do
that.
The
little
ones
are
very
well
taken
care
of
there's
very
vigilant
eyes
on
them,
but
I'm
very
concerned
about
some
things
that
I
saw
there
yeah.
We
will
follow
up.
P
A
A
So
I
know
that
every
ring
community
center
produces
a
lot
of
classes
and
produces
that
a
lot
of
revenue.
It
is
not
the
biggest
community
center
for
sure,
as
I
I
would
like
for
you
to
also
consider
a
square
footage
and
that,
because,
even
if
you
put
our
evergreen
community
center,
the
small
little
meadow,
fair,
I,
don't
even
know
you
can
call
it
community
center
as
a
community
room
and
the
weld
community
room,
because
it's
also
tiny.
We
couldn't
get
anywhere
near
what
like
maybe
seven
trees
has
or
what
is
it.
A
The
Camden
community
center
or
Baskin
community
center,
and
so
I
also
would
like
for
you
to
consider
some
of
those
factors
into
which
ones.
If
you
have
a
next
round
of
community
centers,
which
ones
are
going
to
be
included
in
which
ones
and
to
consider
a
bit
of
the
square
footage.
Because
I
think
there
are
some
inequities
there.
When
we
take
a
look
at
where
our
neediest
communities
are.
Those
are
the
smallest
communities
and
I
before
the
meeting
I
was
speaking
with
with
angel
about.
A
So
I
like
for
us
to
consider
some
kind
of
model
that
helps
some
of
those
districts
is
like
money
that
have
some
community
centers
within
the
the
Millbrook
community
center
is
really
not
a
Community
Center.
It's
under
really
a
reuse
facility
with
the
school
district
right.
It's
a
school
district
facility,
not
really
a
city
of
San
Jose
facility,
but
I,
understand
it's
so
consistent
that
you
would
take
this
off
and
I
completely
agree,
but
as
you're
moving
forward
and
towards
the
RFP
I'd
like
for
us
to
consider
something
a
little
different.
C
I
can
respond
for
a
second
councilmember
next
month
we
began
a
conversation
with
starting
with
this
committee
and
then,
ultimately,
the
larger
council
around
access
to
our
programs
and
cost
being
a
barrier,
but
certainly
looking
at
square
footage
and
how
that's
distributed
around
the
city
in
terms
of
access
for
people.
It's
part
of
the
larger
equity
conversation,
but
just
next
month
we're
going
to
get
deeper
into
this
very
conversation
that
you're
bringing
I'm.
A
Glad
you
are
because
the
one,
the
the
centers
that
are
open
right
now
for
our
teens
on
the
other
side
of
Capitol
Expressway,
where
I
think
there's
most
need,
is
the
East
Ridge
and
then
it's
at
Welch
and
they're
both
being
funded
by
my
own
budget
request.
So
if
I
discontinue
those
budget
requests
I
which
I
won't
but
yeah,
you
know
they're,
they're,
susceptible
right
and
and
they're
absolutely
needed
so
I'm
glad
you're
having
this
conversation,
I'd
love
to
find
out
or
give
me
an
update
of
what
that
ends
up.
A
Looking
like
my
last
question
was
and
I
think
you
touched
on
this
Andrea,
but
it
was
the
online
model,
the
the
scheduling
yeah.
That
was
because
I
had
submitted
a
memo
and
that
was
approved.
I
think
most
of
the
items
are
either
in
progress
or
completed,
and
that's
the
only
one
I
think
that's
I
don't
have
an
update
on
we're.
P
Going
to
start
with
a
pilot
with
Vietnamese
American
cultural
center
and
then
from
there
see
as
to
whether
we're
actually
really
waiting
for
IT
and
some
some
of
our
website
transitions
to
be
completed
to
see.
If
that's
something
we
can
do,
do
a
portal
within
our
own.
You
know
City
website
or
if
we
would
need
to
use
something
like
a
Google
Calendar,
so
we're
still
assessing.
But
we
really
do
think
this
is
a
high
priority.
So
we
want
to
pilot
something
with
the
ACC
to
kick
it
off
in
the
new
year.
So.
P
N
P
Is
it
just
better
to
use
something
like
Google
Calendar,
so
we're
assessing
again
whether
we're
gonna
do
a
in-house
kind
of
portal
or
something
that's
like
a
cloud
again
I'm
using
Google,
because
that's
what
we're
probably
gonna
pilot
test
and
then
see
how
we're
gonna
do
this
long
term
for
all
of
our
facilities?
So.
P
P
C
We
will
scale
it
after
we
work
out
the
bugs
at
the
HCC,
but
one
of
the
things
on
drea
was
alluding
to
that
I
think
you're,
aware
of
is
right.
Now
our
our
citywide
website
is
frozen.
Kind
of
so
working
on
it
in
this
month
is
just
not
possible.
So
there's
some
delay
in
testing
out
concepts
on
whatever
this
new
website
ultimately
is
gonna
be
and
what's
gonna
be
capable
of
doing
you.
E
O
C
A
It
and
I'm
guessing
that,
once
you
figure
this
piece
out
that
we
would
all
in
our
respective
council
web
pages
would
have
some
sort
of
access
or
ability
to
to
break
it
down
by
district
or
exclusive
to
our
district
I.
Don't
know
how
that
would
filter
out
but
I'm,
guessing
that
there
is
that
kind
of
capacity
to
do
that.
We'll
put.
P
A
A
P
A
M
Aha,
there
we
go
Ebisu,
deep
division
manager
in
our
capital
program
as
well.
So
this
is
an
annual
report
out
that
we
provide
each
year
on
the
status
of
our
capital
program,
our
revenues,
our
expenses
and
I'm.
Gonna
walk
you
through
that.
Just
a
friendly
reminder
that
this
is
a
look
back
at
fiscal
year,
18
19,
so
things
that
were
budgeted
for
this
current
fiscal
year
that
we're
in.
Maybe
you
may
not
see
a
lot
of
talk
of
them
in
here.
So
just
an
overview
of
the
program
itself.
M
We
have
a
fairly
large
program
and
an
extremely
complex
one
in
terms
of
the
number
of
projects
that
we're
running
and
evaluating
and
working
through
at
any
given
time.
There's
about
a
hundred
and
fifty
of
them
going
on
across
the
city
and
our
funding
sources
are
Park,
trust,
fund,
construction,
conveyance
tax
grant
programs,
and
we
still
have
some
measure
P
bond
funding
floating
around.
So
we're
going
to
talk
through
each
of
those
and
also
give
you
a
quick
update
on
on
flood
projects.
M
So
first
up
is
park,
trust
fund,
and
so
this
is
the
fund
that
is
whose
revenue
comes
from
residential
development
in
the
city.
The
often
discussed
residential
development
fees,
as
you
can
see,
they
fluctuate
quite
a
bit
from
year
to
year,
so
fee
collection
in
1617
was
13.5
million
in
1819.
It
was
sixteen
point
six.
We
had
a
nice
big
year
in
the
middle
there,
but
it
fluctuates
a
lot
based
on
development
cycle
and
what's
happening
in
the
city.
M
As
you
can
see
in
in
this
current
year,
we
encumbered
about
17
million
dollars
worth
of
funding.
So
there
is
a
back
up
report
regard
on
this.
In
attachment
a
of
your
report.
There
is
it
required
annual
reporting
on
this
topic
that
goes.
It
goes
up
on
the
city
website
and
that's
in
accordance
with
the
California
mitigation
fee,
Act
that
we
do
that
reporting.
M
So
just
a
quick
snapshot
of
some
of
the
types
of
things
we
fund
with
this
so
paint
Avenue
Park
is
a
brand
new
park
that
we
will
be
building
out
in
Council
District
one.
It
was
a
brand
new
acquisition
for
us.
So
this
these
funds
go
to
acquisition
of
new
property,
rehabilitation
of
existing
parks,
construction
of
new
parks.
So
there's
a
broad
portfolio
of
project
site.
It
goes
into
so
paint.
M
Avenue
is
one
of
them
on
the
right-hand
side
and
then
north
San
Pedro
and
the
Bassett
Avenue
parks
are
actually
downtown
north
of
the
North
San
Pedro
Market
area,
again
funded
by
those
residential
development
fees,
another
operating
source
that
we
have
construction
and
conveyance
tax.
This
tends
to
run
about
twenty
million
dollars
a
year
in
new
money.
22:25
is
about
where
it
where
it
usually
lands.
The
number
that
shows
up
here
at
sixty
eight
point
three
includes
carry
over
from
previous
fiscal
years
of
projects
that
are
continuing
to
be
worked
off.
M
So
we
have
a
lot
of
projects
that
you
know.
We
often
talk
to
you
about
projects
in
one
you
cycles,
but
in
truth
you
know
they
often
take
multiple
years
for
us
to
deliver.
So
we
end
up
with
carryover
each
year,
I'm
actually
going
to
skip
ahead
into
measure
P
for
a
moment
and
come
back
to
grant
applications.
So
measure
P,
as
you
know,
was
passed
in
2000
and
was
I
parks
bond
initiative.
We
have
generally
worked
most
of
that
off.
M
We
have
two
outstanding
projects:
Arcadia
softball
complex,
which
we
expect
to
have
beneficial
use
of
shortly.
It's
in
its
final
inspection
and
checklist
phases,
and
then
council
took
action
in
October
on
using
the
remaining
measure,
P
funding
to
do
soccer
at
Columbus
Park,
which
we
are
very
excited
about
so
attachment
B
of
your
report
is
the
audit
report
so
annually.
The
auditor
does
audit
that
program
and
Parks
and
Recreation
Commission
now
serves
as
the
bond
Oversight
Committee
for
that
bond
program.
So
we
will
report
to
them
in
December
with
that
annual
bond
report.
M
One
item
a
series
of
projects
discussed
in
your
memorandum
are
the
flood
projects.
You
might
recall
in
June
February
2018
for
those
of
you
who
were
on
council
at
that
time.
We
came
to
counsel
delighted
and
documented
all
of
the
flood
recovery
projects
that
we
had
from
February
2017
flood
and
highlighted
and
and
received
appropriations
for
all
of
those
projects
to
move
forward.
At
this
point,
they
continue
to
move
forward.
Attachment.
C
of
your
memorandum
is
a
list
of
those
projects
and
their
current
status.
M
Generally
speaking,
they
are
a
lot
of
them
are
done
or
very
close
to
completion.
We
continue
to
work
with
our
insurance
carrier
AIG
to
secure
insurance
payout,
where
we
can
on
the
facilities
that
were
eligible.
We
continue
to
work
with
FEMA
and
Cal
OES
to
secure
reimbursement
for
as
much
as
possible.
The
projects
that
remain
that
have
not
been
initiated
at
this
point
generally
are
the
big
hairy
ones:
great
Japanese,
Friendship
Garden.
The
tea
house
was
a
complex
project
for
a
variety
of
reasons,
mostly
because
the
heating
ventilation
air
conditioning
systems
were
impacted
by
floods.
M
So
we
had
to
bring
in
some
specialty
contractors
to
help
us
with
that
redesign
and
pumphouse
remains
again,
and
it
is
a
complex
water
treatment
system
and
life
support
system
for
our
koi.
So
it
takes
some
careful
thought
and
planning,
but
so
that's
another
project
related
element
that
it's
funded
partly
out
of
our
capital
program
and
partly
from
out
of
commercial
paper
right
that
we're
managing
and
working
through
as
part
of
our
program,
so
I'm
gonna
back
up
into
grant
applications.
M
So
each
year
we
do
seek
to
supplement
our
funding
and
the
funding
that
we
have
in
our
program
through
grant
applications.
Where,
with
where
we
can,
we
see
grant
applications
that
match
projects
that
need
to
be
done
rather
than
trying
to
create
projects
that
match
a
grant
program.
So
here's
a
just
a
documentation
in
fiscal
year,
18
19
of
the
grant
programs
that
we
applied
for
and
the
status
of
them
you
can
see.
We
got
two
really
nice
grants
from
the
county
for
all-inclusive
playgrounds,
we're
actively
working
on
those
projects,
they're
moving
forward
in
design.
M
D
Manager
with
Parks
Recreation
and
Neighborhood
Services
there's
a
number
of
grants
that
we
would
look
at
and
one
of
the
new
ones
that's
coming.
Our
way
is
called
measure
B.
It
was
voted
by
Santa,
Clara
Valley
voters
in
2016,
and
it
was
in
the
courts
for
for
a
while,
but
that
money
is
now
on
its
way
we're
waiting
for
some
final
documentation
from
the
VTA.
At
first
glance,
it's
a
30-year
grant
program
that
has
allocated
two
hundred
and
fifty
million
dollars
towards
pedestrian
and
bicycle
improvements.
D
So
it
sounds
like
a
large
number
and
it
is,
but
over
30
years
the
city
is
expecting
about
3.3
million
dollars
a
year,
which
would
be
shared
between
Parks
and
Rec
and
Department
of
Transportation.
We
collectively
are
building
a
bike
web
where
dota
is,
is
building
class
for
bike
ways.
So
the
project's
like
you
see
on
Santa,
Clara
Street,
where
there's
really
well-defined
routes
for
cyclists
would
be
something
they
build
across
the
city
and
those
are
quite
expensive
projects,
and
then
trails
would
also
look
at
a
share
of
that
money.
D
So
the
way
the
VTA
is
set
up
the
system
is
that
they're.
Looking
for
agencies
to
apply
to
get
onto
a
ten
year
list
and
what
happens
is
once
you're
on
that
list,
it
says:
that's
your
project,
that's
pre-cleared,
so
that
you
can
then
apply
for
the
funds
when
you're
ready
to
move
forward
with
the
project.
So
we
needed
to
do
some
some
early
prioritization
to
think
about
what
were
the
best
projects
to
put
forward
on
this
list,
a
big
issue
for
the
VTA
as
part
of
this
measure,
its
its
transportation
orientated.
D
So
we
had
to
look
at
our
trails
that
had
good
linkage
to
transit,
a
good
mix
of
residential
and
commercial
uses
and
and
could
really
help
build
out
a
transportation
system
as
well
as
a
recreational
trail
system.
So
there's
there's
five
projects
we're
putting
on
this
list
through
this
through
those
initial
applications.
The
first
is
los
gatos
Creek
Trail.
This
is
an
under
crossing
beneath
the
Caltrain
railroad
tracks
near
the
dirt
on
station,
and
we've
been
working
on
this
project
for
years,
we're
working
towards
90%
construction
documents
now.
D
So
this
puts
us
in
a
good
place
to
get
some
money
to
build
this
thing.
We
expect
that
project
to
be
about
five
million
dollars,
so
this
would
be
a
small
share
of
the
funding
we
need,
but
we'd
look
at
combining
that
with
other
resources.
This
project
really
aligns
well
because
it
leads
us
into
the
dirt
on
station
area.
The
Guadalupe
River
Trail
we're
looking
at
it
in
in
two
ways.
One
is
we
want
to
fill
that
big
five-mile
gap
from
downtown
to
south
San
Jose.
D
So
you
can
not
only
ride
on
that
trail
to
get
to
work,
but
you
can
find
convenient
ramps
to
get
down
to
Cisco
and
cadance
and
and
maximin
all
those
companies
as
well,
so
that
project
would
go
in
at
about
a
forty
seven
million
dollar
request,
and
this
far
exceeds
what
we
see
in
measure
B.
But
it
puts
us
in
a
position
where
we
can
look
at
other
resources
and
pull
measure
B
to
help
us
fill
those
those
gaps.
D
This
drought
connects
to
light
rail
stations
along
the
entire
alignment,
Cady
Creek
Trail
from
Tasman
Drive
to
Williams
Street.
We
fully
master
plan
that
trail
system
completed,
California
and
federal
environmental
documentation
and
we've
got
development
has
made
in
patches
along
that
trail
system.
That
project
would
be
thirty,
three
point:
eight
million
dollars
and
it
connects
us
to
Barton
Thompson
Creek
Trail
in
the
Evergreen
area
has
a
completed
master
plan
and
current
California
environmental
documents.
We've
opened
the
trail
from
Tully
road
to
Quimby.
D
We've
completed
our
plans
from
queen
bee
to
a
born,
and
we
want
to
build
out
to
the
county
line
so
about
five
more
miles
of
trails.
So
we
we'd
be
looking
at
a
project
that
connects
the
East,
Ridge,
Transit,
Center
and
and
residential
uses
throughout
the
area,
and
then
the
five
wounds
trail
is
is
not
yet
planned.
D
But
it's
it's
been
on
the
work
plan
for
a
long
time
and
it's
it's
a
fantastic
project
in
that
it
connects
potentially
to
two
BART
stations
and
connects
to
the
coyote
Creek
Trail
at
two
points,
and
and
so
we
want
to
put
some
some
time
and
effort
into
that
as
well
and
then
for
trails.
Gonna
run
through
some
numbers
quickly.
We're
at
sixty
one
point
six
one
miles.
D
As
of
the
end
of
that
fiscal
year
we
delivered
in
fiscal
year
1819
1.7
miles
of
trails,
which
included
the
three
creeks
trail
and
Willow
Glen,
the
Coleman
Road
under
crossing
along
the
Guadalupe
River
and
penitential
Creek
Trail
from
King
Road
to
Barton
and
you're,
probably
saying
well.
Why
haven't
we
hiked
that
one
yet
and
that's
because
we're
waiting
to
open
penitential
as
the
BART
station
opens
up
because
as
it
serves
right
now,
it's
really
a
dead
end
to
it
to
a
station,
and
so
we
want
to
avoid
problems
there.
D
We
want
an
award
from
the
international
trail
symposium
for
planning
and
design
work
on
the
three
creeks
trail
and
hope
to
do
the
same
on
on
trails
in
your
districts.
On
the
two
grants
that
we
have
pending,
we
had
a
very
good
conversation
with
coastal
coastal
Conservancy
staff.
Yesterday,
they
feel
very
certain
that
we'll
be
looking
at
an
eighty-three
thousand
dollar
grant
to
do.
D
Some
planning
and
study
work
on
the
five
wounds
trail
and
a
hundred
and
forty
thousand
dollar
grant
to
continue
design
work
on
the
coyote
creek
trail
singleton
crossing,
which
currently
goes
in
the
channel
and
blocks
passage
of
steelhead
trout.
So
we're
trying
to
get
a
bridge
built
out
their
trail
count.
2019
occurred
outside
of
this
fiscal
year,
but
the
data
is
good,
so
I'll
share
it.
We
had
seven
count
stations
if
we
analyze
the
usage
on
the
Guadalupe
River
Trail
we're
almost
at
a
million
people
a
year
we're
at
nine
hundred
and
thirty-five
thousand
people.
D
According
to
the
Rails
to
Trails
Conservancy
calculator.
We
we
saw
only
slight
changes
in
traffic
volume
at
four
of
the
count
station,
so
we're
staying
pretty
constant.
We
saw
a
12%
increase
at
the
Los
Gatos
Creek
Trail
near
Hamilton
Avenue.
We
saw
six
percent
more
people
in
Willow
Glen
on
the
three
creeks
trail
and
we
had
a
big
drop
of
36
percent
in
downtown
on
the
Guadalupe
River
trail.
But
that's
because
we
changed
the
approach
to
how
we
counted.
We
got
more
accuracy
this
year,
so
that's
affected
our
numbers,
but
we'll
be
better
in
futures.
D
Now
that
we
count
consistently
if
we
asked
trail
users,
what's
your
impression
of
San
Jose
trails,
25%,
say
great
and
44%
said
good.
I
won't
tell
you
what
the
rest
said,
but
we've
got
some
work
to
do
and
then
we
asked
people
about
what
did
the
impacts
that
prevent
them
from
using
trails.
Frequently,
there
was
a
large
number
of
people
who
picked
our
predetermined
questions,
which
were
around
landscaping,
maintenance
that
type
of
thing,
but
then
a
52%
decided
to
pick
other
and
they
they
mentioned
predominantly
social
issues.
D
The
concern
about
the
unhoused
along
the
trails,
lack
of
connectivity
in
building
out
the
entire
network,
the
the
general
operations,
which
was
in
terms
of
upkeep
just
keeping
lines
of
sight
clear
and
then
the
users
themselves.
So,
there's
always
a
conflict
between
a
slow
Walker
and
a
fast
biker,
so
that
was
always
a
concern.
We
asked
people
if
we
were
to
do
something
along
the
trail
network.
What
would
it
be?
Here's?
My
final
eight
points
for
you.
D
People
said
they
would
really
like
to
see
rapid
cleanup
of
storm
events
along
the
lower
Guadalupe,
where
it
floods
every
year
after
rains
they
like
to
see
regular
patrol,
so
they
see
Rangers
and
people
keeping
an
eye
out
for
them,
and
the
trails
they'd
like
to
see
programming
so
5k
10k
runs.
They
want
to
see
trails
as
a
social
venue,
regular
abatement
to
keep
encampments
for
popping
up
complete
the
trail
network.
They
want
to
see
rules
and
the
regular
enforcement
of
those
rules.
D
They
want
to
see
policing
in
terms
of
San
Jose,
Police,
Department
staff
out
there
on
the
trail
network
and
and
more
regular
maintenance,
and
that
comes
up
you
know,
usually
in
the
spring,
when
we
see
a
lot
of
flat
tires,
it's
a
majority
to
complain,
but
just
regular
up
keep
repairing
cracks
potholes
that
type
of
thing.
So
that's
the
update
on
trails
so.
A
A
G
Glad
for
that
I'm
here
to
comment
on
the
GTO
pio
funds.
It
does
make
sense
to
have
these
funds
to
have
the
new
developments
pay
for
the
infrastructure
that
they
need,
including
the
nearby
city
parks,
I'm,
wondering
if
you
could
get
funds
out
of
the
businesses
to
I
mean
they
use
people
use
them
at
lunchtime
and
for
volleyball
and
team
running
things.
G
So
maybe
they
could
help
contribute
to
the
parks,
a
couple
of
problems
with
the
PDO
pio,
the
waivers,
the
part
of
it,
is
you're
giving
waivers
for
in
high-rise
and
affordable
housing
and
that
results
and
not
enough
money
to
build
parks,
and
then
that
in
turn
involves
overcrowding
for
local
parks
which
make
people
become
not
in
my
backyard.
So
it's
important
to
fund
the
parks
at
appropriate
levels.
The
funding
is
not
geographically
evenly
distributed.
A
lot
of
developments
going
some
areas,
but
the
other
areas
are
very
stable
and
there's
no
development
there.
G
So
you
get
no
parks.
The
third
problem
is
the
economic
cycles.
I
think
you
noted
that
there
you
have
booms
and
busts
which
make
it
hard
for
you
guys
to
keep
the
park
planners,
because
how
do
you
keep
them
funded
during
the
lean
years,
so
I'm,
just
hoping
that
you
look
for
some
other
funding
to
to
supplement
that
and
get
some
stable
of
funding,
maybe
a
parcel
tax
or
something
like
that.
Don't
use
it
on
the
stormwater,
though,
make
sure
you're
using
for
the
parks
itself.
So
that
was
my
suggestion
here.
Thank
you.
Thank.
A
M
The
memo
does
address
that
first,
four
point:
seven
right,
cuz
that
happened
during
the
fiscal
year
and
the
only
reason
the
last
20,
which
we
got
thanks
to
your
efforts
and
the
efforts
of
your
fellow
councilmembers
is
because
it
came
in
this
fiscal
year.
So
we'll
report
room
learn
more
robustly
on
it
in
the
next.
But
meanwhile,
I
can
I
can
give
you
some
snippets
right.
So
a
couple
things
that
were
funded,
one
was
turf
replacement
at
Powell.
We
were
gonna,
convert
the
soccer
field
from
grass
to
artificial
turf.
M
M
There
was
a
series
of
playground,
renovations
spread
throughout
the
city,
so
the
work
plan
is
in
place
for
those
where
those
are
going
to
get
built
with
in-house
resources
so
that
work
plan
you're,
gonna,
see
roll
out
over
a
couple
year
period
as
it
takes
a
good
couple
of
months
for
them
to
replace
a
playground,
so
we're
designing
in
series
and
then
they
will
get
built
in
series.
So,
all
generally
speaking
and
they're,
all
moving
forward
with
Vietnamese
American
Cultural
Center,
the
vacc
playground
is,
is
high
on
the
list.
M
There
were
some
existing
projects
in
front
of
it.
For
example,
Groesbeck
was
already
funded,
it's
not
funded
out
of
this,
but
it
was
funded
out
of
that
previously,
that's
ahead
of
it
on
the
list
and
then
Mayfair
and
then
we'll
be
moving
into
Vietnamese
vacc
and
then
Solari,
which
was
part
of
the
first
four
point:
seven
million
dollar
funding.
You
talked
earlier
with
Neal
and
aundrea,
and
their
team
about
the
million
dollars
for
use
improvements.
M
So
those
are
in
process
and
we're
in
the
process
of
evaluating
those
funding
for
happy
hollow
exhibit
improvements
is
in
development.
Those
projects
are
in
design
as
we
speak,
there's
a
Foose
exhibit
in
design
and
improvements
to
the
Jaguar
exhibit
as
well.
There's
a
series
of
funding
for
signage
and
wayfinding
at
Guadalupe,
River
Trail,
which
we're
working
through
that
one's
lagging
a
little
bit.
M
I
would
say
we
haven't
been
as
aggressive
in
that
one,
and
then
there
was
a
bucket
of
funding
that
came
in
to
pal
master
planning
was
one
of
them
one
project
that
was
specifically
funded,
so
we've
started
kind
of
dabbling
in
that,
but
it
probably
won't
start
in
a
robust
way
until
the
spring,
and
there
was
other
impending
that
was
given
into
the
park.
Maintenance
teams
for
pest
management
strike
team.
So
all
of
that
funding
is
continuing
to
just
support
day
to
day
operations
of
the
park,
maintenance
team,
all.
A
Across
the
city,
all
across
the
city,
wonderful
and
so
regards
to
some
of
the
the
parks.
How
did
those
get
chosen?
I
know
there
was
a
rating
and
the
reason
I
asked
you
is
you
know
we
we
have
in
my
district,
some
of
I
know
in
other
districts
they
have
low
rated
parks,
but
I
know
I,
have
Welch
I
met
affair
and
go
Guinea,
I
think
it's!
Those
are
the
three
that
are
mostly
their
lowest
rated
in
my
district.
How?
How
did
you
choose
some
of
these
projects.
M
N
M
That
the
community
asked
for
and
Bo
Guinea
was
one
that
was
on
our
list
and
funded
that
actually
was
funded
as
part
of
the
regular
1920.
So
this
current
fiscal
year,
that
is
a
playground
that
was
funded
through
the
regular
capital,
improvement
process
and
third
one
I'm.
Sorry,
the
third
one
asked
about
was
meadow
fair
meadow.
Fair
also
was
funded
through
this
through
the
1920
fiscal
year,
so
it
wasn't
funded
out
of
Coleman.
M
M
We
looked
at
for
the
playground,
so
you
may
recall
last
year,
I
think
when
we
talked
about
capital
budget
we
had
we
had
and
we
talked
about
it
when
we
did
talked
about
deferred
maintenance,
infrastructure
backlog.
We
had
gone
through
an
exercise
of
mapping
and
evaluating
and
in
documenting
the
age
of
all
of
our
playgrounds
across
the
city.
So
when
we
went
into
capital
budget
programming,
we
looked
at
what
the
oldest
playgrounds
were
in
their
worst
condition,
so
it
wasn't
necessarily
tied
to
the
park.
It
was
very
specifically
tied
to
the
playground.