All right, it's 1 30 so we will call today's meeting of the transportation environment committee to order

Let's start with roll call please

Councilmember Tordillos

Here Campos

Present

Ortiz

Present

Foley

And Chair Cohen

here thank you all right we are going to start our agenda with item 1 D 1 which

is a parking enforcement status report so I'll turn this over to John thank you

chair Cohen and committee members I'm John Risto director department of

transportation and with me today are my colleagues Heather Hoshi a deputy

director and arian Collin division manager today is actually the first time

We were actually before the committee to present a comprehensive status update on all of DOT's parking enforcement programs

Our update today will provide an overview of the parking can I just interrupt. I'm sorry to interrupt you one second our

Our screens are not projecting what's up there. Do we have?

Okay, they'll work on that. I just want to make sure they go ahead and continue

Let me jump right into it. What we're going to be doing today

we're going to provide some data on all of our parking compliance activities

with staffing levels in our deployment strategy as well as the outcomes from

fiscal year 24-25 and then also talk about what the new programs in 25-26

fiscal year will look like I'll hand it over to transportation safety operations

and parking deputy director Heather Hoshi to kick off the presentation Heather

Sure. Before I start, are you guys good? Can you see now? Okay. Great. Thank you, John.

The Department of Transportation's Parking Compliance Unit, or PCU, operates 24-7, 365,

providing a broad range of parking enforcement and service functions. The unit uses a combination

of proactive and reactive patrols to ensure safe access to public right-of-way for pedestrians,

cyclists and drivers. To accomplish this, the PCU relies on 11 specialized teams to enforce

provisions of the California Vehicle Code and the San Jose Municipal Code. The parking compliance

unit staffing model is built upon a layered service delivery approach designed to maximize

efficiency and coverage across our large and complex city. Work is organized and assigned

across multi-specialized teams, each with its own focus, technology, and schedule.

This approach allows the unit to provide more frequent patrols and increases the number of enforcement touches on every street.

When multiple teams cycle through the same area, we improve the likelihood of identifying violations and reinforcing compliance.

By coordinating these layered patrols, we make better use of staff time, reduce gaps in coverage, and strengthen the accountability and reliability of our programs.

Ultimately, this model helps ensure that every San Jose neighborhood receives consistent enforcement.

This slide highlights the six service delivery teams active during fiscal year 24-25 that were responsible for enforcing general safety and illegal parking violations, primarily through the issuance of parking citations.

Proactive citywide parking patrols conduct rotational patrols of every city street approximately

every 14 days.

These teams enforce a range of parking violations including red curbs, street sweeping restrictions,

blocked crosswalks, bike lanes, and sidewalks, and they patrol school zones during drop-off

and pick-up times.

Evening and overnight patrols provide citywide enforcement of overnight parking restrictions

including no parking between 10 p.m. and 6 a.m.,

along with broader illegal parking enforcement

during evening and overnight hours.

Downtown and parking meter enforcement

focuses on proactive patrols

throughout the greater downtown and meter district areas.

These officers enforce parking meters,

freight and passenger loading zones,

and a wide array of other general safety-related violations.

Residential permit parking, or RPP enforcement,

is responsible for enforcement within the city's 22 designated RPP zones.

Permit holders are issued virtual permits tied to their license plates,

and enforcement is carried out using vehicle-mounted automated license plate reader technology.

Time-limited parking enforcement was designed to encourage vehicle turnover

in areas outside of downtown meter districts.

Enforcing time-limited parking like one- and two-hour zones has traditionally been labor-intensive

and produce minimal outcomes. Only about 6,500 citations annually. For these reasons, the

enforcement of time-limited parking areas outside of designated meter districts was identified to

be phased out as part of fiscal year 25-26 budget process. As outlined in MBA 4, staffing resources

have been reassigned to support new enforcement priorities resulting in more impactful outcomes.

The final team, supporting safety and illegal parking enforcement, responds to special event

and construction tow-away permits and block driveways.

This team verifies temporary tow permit signage and responds to enforcement requests from

permit holders.

They also respond to block driveway reports submitted through SJPD's non-emergency line.

This next slide highlights the five service delivery teams, also active during fiscal

24-25 that were responsible for providing vehicle abatement and tow enforcement service deliveries.

The proactive vehicle abatement team conducts citywide patrols to identify vehicles for

investigation that exhibit specific criteria such as missing wheels or flat tires, broken or missing

windows, fire damage, deployed airbags, or other indicators that the vehicle is inoperable or

potentially abandoned. The team's goal is to proactively patrol each city street approximately

every 14 days. Complementing this effort, the Hotspot Vehicle Abatement Team conducts vehicle

investigations in locations identified through data trends that may benefit from additional

enforcement efforts. Focus is placed on locations falling within Equity Atlas Areas 7, 8, 9, and 10

where vehicles routinely impact right-of-way safety, such as around auto-related businesses

and schools. The reactive vehicle abatement team investigates San Jose 311 service requests

related to vehicles displaying specific characteristics that may suggest the

vehicles inoperable or abandoned. To support caseload management, two full-time contract

staff supplement the in-house PCU team by conducting initial field visits. The PCU's

goal is to resolve these cases within a 14-day closeout window.

The DOT pavement maintenance tow support team enforces temporary towway zones established

to facilitate DOT's citywide pavement maintenance projects.

When possible, these officers also conduct direct engagement with vehicle owners to help

reduce and minimize enforcement impacts.

The Oversized and Lived-In Vehicle Enforcement, or OLIVE, program launched in January 2025

and works to help address impacts associated with congregations of oversized and lived-in vehicles

parked on city streets by encouraging vehicle circulation and facilitating cleanup, including street sweeping.

The Extended Parking Stay EPS program was a reactive service delivery designed to investigate

San Jose 311 reports of vehicles remaining parked for extended periods of time, commonly

referred to as nuisance complaints.

Due to minimal enforcement outcomes and low overall impact, the EPS program was identified

to be phased out as part of the fiscal year 25-26 budget process.

In July, DOT coordinated with the Information Technology Department to update the San Jose

311 intake processes and system communications.

are notified that the extended parking stay enforcement program was ended and

officers were reassigned to efforts that have been more successful at citing and

removing inoperable and abandoned vehicles from city streets. In fiscal

year 24-25 the parking compliance unit was budgeted for 48.5 parking and

traffic control full-time equivalents with new programs launching in fiscal

year 2526, that staffing level will increase to 55.5 FTE. This represents more than a 14%

increase in personnel, but even with this growth, the PCU continues to operate at a very lean level.

Given the geographical size of San Jose, this limited staffing significantly affects the unit's

ability to provide on-demand, frequent, and extensive enforcement citywide. At the fiscal

2526 staffing level of 55.5 officers, we are operating at roughly 0.31 officers per square

mile. To put that into perspective, Oakland operates at about 1.25 officers per square mile,

Berkeley at 2, and San Francisco at 7.32. Even though our team is small, it is incredibly

effective. Through strategic deployment and refined layered service delivery approach,

we're able to maximize coverage and focus on the outcomes that matter most.

With that, I'd like to hand the presentation over to DOT Division Manager Erin Collin,

who will walk us through those outcomes.

Thank you.

The parking compliance unit is a data-driven operation,

and this slide highlights six key program metrics and outcomes from fiscal year 2024-25,

including over 217,000 parking citations were issued,

consisting of more than 60,000 street sweeping violations nearly 50,000

parking meter violations roughly 50,000 no parking no stopping and red curb

violations and approximately 40,000 miscellaneous safety and illegal parking

violations over 3,200 vehicles were towed across proactive and reactive

vehicle abatement operations pavement maintenance enforcement and the olive

program nearly 300 school zones were visited across all 10 council districts where staff

engaged with school personnel and enforced parking regulations during peak morning drop-off and

afternoon pickup periods 7400 proactive vehicle abatement investigations were identified through

systematic citywide patrols approximately 32 000 san jose 311 vehicle concerns investigations were

received from the public investigated and closed out by the unit 34 olive temporary tow-away zones

were established enforced and cleaned spanning nine council districts as part of the oversized

and lived-in vehicle enforcement program moving into fiscal year 2025-26 the parking compliance

unit saw budgeted staffing increased from 48.5 to 55.5 full-time equivalent parking and traffic

control officers. This expanded capacity will support the unit's two new programs, the expired

registration enforcement program and the olive supportive enforcement or OSEP program and

continue the unit's core service deliveries most of which carry forward from prior years

with the exception of the time-limited parking enforcement and EPS programs which have been

phased out. The olive program operates through a process that includes six distinct

components with limited staffing resource the team prioritizes addressing the most impacted areas to

encourage vehicle circulation which allows sites to be cleaned and provides temporary relief the

olive program follows a life cycle that includes a city-wide inventory where staff drive every city

street to identify the locations of oversized and lived-in vehicles parked on public streets

documenting each vehicle's condition and any associated blight data analysis and site

prioritization where inventory data is mapped and analyzed to identify the most impacted areas

with emphasis on proximity to waterways schools parks eih locations and safe parking sites

additional factors include impacts to safety corridors bike lanes as well as looking at area

crime and fire data using this analysis the team identifies approximately 50 annual sites for

for targeted enforcement.

Site establishment engagement.

Once sites are selected, a schedule is created to address approximately one to two sites

per week.

Temporary towway signage is posted, vehicles are again inventoried, warnings and informational

flyers are distributed, and Beautify San Jose staff engage with vehicle inhabitants.

Enforcement.

Following site establishment, warning, and outreach, the temporary towway zone is enforced

and vehicles remaining within the zone are towed.

Cleanup and maintenance period.

After all vehicles have been cleared,

the towway zone remains active for approximately 30 days,

allowing DOT and Beautify San Jose teams

to remove debris, conduct cleanups, and sweep the street.

And post enforcement monitoring.

At the end of the 30-day restriction,

the curb is returned to its previous parking makeup,

and the Olive team conducts follow-up inventories

at 30, 60, and 90-day intervals.

In the first quarter of fiscal year 25-26, the olive team completed enforcement at 12

sites, resulting in the towing of 22 vehicles.

A third citywide inventory is now underway and will guide the selection of approximately

25 additional olive sites to be addressed in the third and fourth quarters of this fiscal

year.

DOT engineers are also reviewing post enforcement data and evaluating a limited number of sites

for potential permanent parking restrictions, which, if recommended, will be reviewed with

the relevant council offices to support community engagement and next steps and

if required bring municipal code update recommendations back to City Council

to address the growing number of vehicles with expired registration

parked on city streets DOT proposed and it was approved within the 2526 budget

the creation of a dedicated team focused on systematically patrolling every city

Street to identify, verify, and enforce expired registration violations.

DOT launched this focused expired registration enforcement program in July, beginning with

initial citywide patrols throughout July and early August to issue warnings and educate

drivers on upcoming enforcement efforts and how to avoid citations or towing.

During this warning phase, the team issued more than 3,000 warning notices.

DOT also led a comprehensive communications campaign that included news releases, multilingual

flyers, and coverage from local media outlets such as San Jose Spotlight, ABC7 News, Telemundo,

and Univision.

Citation and towing enforcement began on August 18th.

During the first 12 weeks, the three officer team patrolled approximately 30% of the city

as shown on the accompanying map.

initial enforcement efforts were concentrated in patrol zones near former olive sites, emergency

interim housing sites, and supportive parking locations.

Patrol coverage and frequency are expected to increase with the addition of three budgeted

PTCO positions effective January 2026.

Although the California Vehicle Code authorizes agencies to site or initiate a tow for vehicles

with registration expired longer than six months, DOT recommended a tiered enforcement

model to effectively manage the anticipated high volume of violations.

Under this approach, DOT has prioritized the towing of vehicles with registration expired

for more than one year and siting vehicles with registration expired for six months up

to one year.

Hard enforcement began on August 18th.

This slide summarizes enforcement outcomes from the first 12 weeks, during which the

team towed 527 vehicles and issued 552 citations. On the towing side, nearly 94% of vehicles

towed were personal vehicles such as cars, trucks, SUVs, and minivans. Approximately

4% of tows involved RVs and trailers, including some potentially inhabited vehicles. When

an inhabited vehicle is tow eligible, it is logged and scheduled for enforcement at

later date when the police department is able to provide support.

Citation activity closely mirrors the towing distribution across vehicle types.

Of the citations issued, 93% were issued to personal vehicles, 4% to commercial semi-trucks

or box trucks, 2% to RVs or trailers, and less than 1% to utility trailers or buses.

This slide provides an overview of several key program objectives for the remainder of

this fiscal year.

These include the completion of the third citywide olive inventory which is currently

underway, the previously noted expansion of the expired registration enforcement team

by three additional staff in January, and continued site analysis and engineering review

of olive locations for potential permanent parking restrictions.

Additionally, it's important to highlight the olive supplemental enforcement program

or OSEP will expand the city's approach to circulate lived-in vehicles parked on city

streets and is scheduled to launch in January 2026. This new initiative will address additional

sites that fall outside the 50 Olive Program locations identified during the biannual vehicle

inventory. The OSEP team will investigate lived-in vehicles at lower priority Olive

Inventoried locations and may respond to hotspot areas identified through data analysis in

San Jose 311 community reports. It is estimated that these teams will have the capacity to

investigate 1500 to 2000 vehicles annually. They will use 72-hour parking restrictions

as the enforcement mechanism, placing warning notices on vehicles rather than directly engaging

with vehicle owners. Finally, as outlined in the fiscal year 25-26 Manager's Budget Addendum

Number 4, DOT will pilot a temporary tow-away program in the third or fourth quarter of this

fiscal year at two street sweeping locations within posted restricted

restrictions that currently experience low compliance under citation only

enforcement and this concludes the presentation and staff is available for

questions all right thank you for the very thorough update it's been a while

since I've seen a lot of this so it's great to just to get that report let's

start with public comment please Jordan please make your way down to the podium

Hi, Jordan Moldau, District 3, speaking on my own behalf today.

A couple points.

One, about a year ago, council voted to increase fines on parking and bike lanes and some other

offenses.

and I'm wondering if there's any data from staff about whether that has been impactful at all.

I'd also ask that we focus on repeat business offenders if possible.

I know there's businesses, for example, on Monterey Road that sell cars

and sometimes park some of their stock in the bike lane or on the sidewalk.

And I think I've seen other businesses before, for example, on 13th Street,

that, at least in the past, have routinely parked on the sidewalk.

And so I wonder if we've identified places where we could send officers every day or every week

until we start to see some compliance.

Similarly, schools are definitely a hot spot for illegal parking, especially in bike lanes.

And 273 site visits is less than two a day.

So I wonder if we can spare some officers during those peak periods to go to schools every day, multiple schools.

I just want to remind council that the parking, the vehicle concerns app in 311 is very hard to use.

It has multiple screens with multiple required questions.

And especially for reporting parking in bike lanes where parking enforcement doesn't respond to those in real time.

So if it's not easy to fill out, no one's going to bother filling it out, and then we don't have that data being collected.

Finally, I just want to repeat what I think I've said in the past,

that I don't think that the Olive Program is a good use of our funds just to chase people around the city

and reduce the trust that we have between the city and our residents.

If we could do some sort of cleaning while the vehicles are there, I think that would be better.

Back to the committee.

All right, thank you. We'll start with Councilmember Ortiz

Thank you

Director Ristow and staff for the presentation

You know parking enforcement is an area of concern that I continue to hear

Raised by my constituents. I'm sure my colleagues hear this as well

But I do want to just appreciate the work that the department is doing every day regarding

enforcement I know that this is tough work especially a major city like San

Jose and you know just our funding our funding gaps in regards to being able to

address this major concern head-on and so I just want to acknowledge that there

has been progress in my district to address the abandoned vehicles the

lived-in vehicles and of course our unregistered vehicles that being said I

I still believe and I will always push for us to do more and to provide greater relief to our neighborhoods that are impacted by the overconcentration of these blighted vehicles.

I say this number not as an exaggeration, but in my district, it's safe to say on any given week, we have around 10 of these blighted cars per neighborhood.

right not not district but per neighborhood whether it's Capitol Park

Mount Pleasant Mayfair you drive you drive the streets and that's actually a

conservative take there's probably a lot more than that and I know this because I

have my staff drive around my district and document document the the vehicles

and we see that in in real real time and so my constituents are raising these

frustrations and especially in regards to the process for reporting these

abandoned vehicles and I know we're not doing that right now but I just want to

mention in the past my residents have felt that they feel the city does more

to come up with reasons not to tow vehicles then instead of being more

user focused or solutions oriented in order to get these vehicles towed right

which I think at the end of the day we want to make sure that we're serving our

residents entirely and if a vehicle is blighted if it is causing a hardship to

the neighborhood you know especially areas like district 5 where you know if

it's one neighborhood and you have one of these vehicles or two of these

vehicles that may be not not a big issue but when almost every single street has

them and then they begin to get concentrated together like in old

Oakland Road on my not old Oakland Road Oakland Avenue in my district old Oakland

in District 4, then we just feel like residents are just living amongst blight and trash,

and our families aren't trash, and so they shouldn't have to live amongst trash.

And in many situations, I've been forced to reach out to my police captain

because I just don't want to deal with, unfortunately, excuses to why these cars cannot get towed.

And for some reason, in many cases, our police captain is able to, you know, get these vehicles towed, right?

And, you know, that unfortunately takes him away from doing his major focus, which is making sure the city of San Jose is safe.

And so I do, you know, I don't want to just be doom and gloom, but I do, you know, it's my job to advocate.

And whenever I'm on the record, I'm going to elevate, you know, the concerns of my residents.

But I do want to just say that I am optimistic about our new approach to these unregistered vehicles.

I am encouraged by the new strategies the new hiring that is going to be

starting in the in the new year to improve this function but you know I

just want to make it a point that in the you know short amount of time that you

know I'm gonna be here I want to make sure that areas like district 5 district

3 district 7 and and their residents see relief of this over concentration

because it's not it's not sustainable and at the end of the day when the

public's mad you know I can't go to them and say like oh well your car doesn't

fit into this rubric they just say you're my councilmember get it done and

I don't care why staff is is not doing it and so you guys don't feel that

pressure we do and so I just wanted to put that in words and and put it on the

record thank you all right thank you councilmember next councilmember Campos

Thank You chair and thank you to Ariane and Heather for the presentation I also

want to echo councilmember Ortiz's thanks to the parking compliance unit

for their work out in the community being proactive and patrolling and

responding to vehicle concerns definitely opportunities to do more and

do better. I know that this is a topic that each council office hears from their neighbors about,

and it's a tough issue. So I hope that we can learn more about how, you know, our council office,

especially in the District 2 council office, what we can be doing to support your team

and provide quality service for our constituents. So related to customer service, and it was brought

up that the 311 app can be a bit difficult to navigate at times.

More recently though, our neighbors have begun receiving auto responses to requests for abatement

of vehicles.

It informs them that the department has shifted resources towards expired registration violations

and in some cases our neighbors are reporting vehicles with expired registrations or no

registration at all and are still receiving this auto response message so

the staff memo alludes to changes on the back end system that reflect the ship

towards the extended registrations can you please share how the department is

thinking about its customer service best practices to ensure that concerns are

addressed accurately and in a timely manner

Thank you, Council Member. John Risto again. I think we can answer the questions on the

enforcement and the field side, but if there's some questions as regard to how

San Jose 3.1 app is actually configured and working, Khaled with ITD is here if

you happen to have a question about that, but we can talk about what the

operations on the field side is related to. It's more on the field side.

Okay. So you're asking a question about when in one instance you were talking to about that someone was reporting that expired registration was seen by people in neighborhoods and stuff.

So we're actually doing that on a proactive basis right now, and that was reported by Arian.

We don't actually go and have a reactive program for expired registration because we have put together the proactive one,

and he reported that we're about 30% complete through the city.

So ultimately, I believe we're going to capture those vehicles and then be able to investigate them.

quite often just because a card doesn't have a tag that's the right date doesn't necessarily

mean that the registration is expired when we visit those sites where we're going through the

city we actually have to query the DMV database to ensure that there's actually an expired

registration so we can't necessarily go by it's a good indicator to start but we're actually out

they're actually querying database from DMV with that information.

So I think the reporting part of it does need to be corrected on San Jose 311 with regard to,

I believe it did or does still have a place you can actually apparently report

that there's an expired registration vehicle.

The problem is we're actually not on the enforcement side doing that

because we actually have started the proactive patrols.

So that in itself is probably a confusion part, and that's to be corrected within San Jose 311 app.

Again, if there's any questions, I'm sure College could provide some information.

Just one quick question.

I guess it has been removed now, so that's been corrected.

Okay.

Thank you.

And so how can our offices be helpful in facilitating these types of cases or sharing this information?

because I know when I attend neighborhood association meetings,

this is one of those questions that gets brought up each and every time.

So let me try, and then I'll hand over.

If you have community meetings that you'd like one of our staff to actually attend,

either one of our parking compliance office seniors,

we do this quite often at many neighborhood areas,

so we'll explain the service levels.

But in addition to that, what we just presented is on our website

and the database and a, what do you call the dashboards?

Yes, the dashboard both on San Jose 311 and on our site.

So it's available.

Again, it's probably not as easily accessible or understandable

unless you can have someone explain the different service levels,

what we are doing currently, what we did discontinue,

which has been a confusion,

and then the new programs that we're going to start

that hopefully fills in those areas that may be some of the problem.

thank you for that I always welcome city staff coming into district 2 and so when

there's an opportunity I'll definitely let you all know I just have a couple

more quick questions about the vehicle buyback information in the staff memo

your team shared that the Columbus Park abatement led to the purchase of 69

vehicles through the buyback program leveraging funds from various sources

can you please help us break down the funding that we've already distributed

to the buyback program we'll try to dig that information up to you do we have it

handy oh so we're we actually didn't do that that was police department that

actually did that during in housing during the abatement of Columbus Park

that was an area that they took on because it was a special service of that

we can get that information where the funding came from but I think that

number was accurate about 69 vehicles were received through that buyback

incentive program so that was it was a good thing very we would think very

successful but we don't have that data down to the degree that you need it

we'll get that for you the reason that I ask is to better understand because as I

read it it looks like we've allocated a significant portion of the funding that

we had over the last two years for Olive towards this Columbus Park abatement.

And so my question is, do we anticipate a shortfall prior to the end of the fiscal year?

I think Heather can answer that.

No.

So as part of the Olive program, we identified in our MBA and asked for a specific line item

of funding to buy back RVs or to explore a program to buy back RVs.

That program met research-prosed challenges,

and so when Beautify and Housing abated Columbus Park

and there was an opportunity, we did say,

well, we have funding that we've allocated for this purpose,

and we shared that funding so those vehicles could be purchased back.

There is ongoing funding in Olive Program to continue that effort each year.

So don't anticipate that there will be a shortfall of funding for this fiscal year.

There are still some in there, and each year we will get additional allocation of funding

that we feel will probably cover.

In addition, as part of the new recent amendments to the tow agreements or to the tow management agreement,

we will be reimbursing tow companies for the disposal of vehicles so RVs do not return in circulation,

which is also a second portion of the buyback program that we've organized.

I saw that. That's the dismantling of the RVs?

Okay. Well, thank you. Those were all my questions.

Thank you, and I want to thank you again for the report.

This is a far more thorough set of information than we've seen before,

but also I think it's because there's a lot more work happening,

and so I'm glad to see that.

I do have some questions I want to ask.

I want to start on the citation side.

I saw the number 270,000 citations or something like that per year.

That means there's some fee income associated with it,

Do we have data about how many fees we collected?

Presumably not everybody pays their citations, but there's, you know,

you can do kind of some math and figure out the order of magnitude

of what fees we expect to collect.

If not, maybe we can get that.

Roughly 12 million, and yes, you're right, not everyone is paying.

So that's 12 million is what's.

What goes into the general fund.

And that goes into the general fund, but presumably there's,

that money in theory can be used to enhance this program, right?

I mean, so it's not necessarily a cost recovery program, right?

It goes into the general fund.

Go ahead.

Yes, and we, of course, the parking compliance unit receives money

to actually operate from that, those funds.

From the general fund is paying for the program.

Right, right.

Yeah, okay.

Do we have, maybe you don't have it now, but can we,

given the enhanced patrols and everything that we're doing do we can we see an

increase in fee collection over time we're going to provide that we don't have

it yet but that is something they're definitely gonna as a result of that

particularly the expired registration program is pretty dramatic in terms of

of the citations and toes but I we hope that it's actually going to be on the

other side which is when people find out that we're actually enforcing that more

regularly and rigorously that people people that are not registered have

their cars unregistered now are going to register their vehicles which is that's

the whole point right I'm so so presumably so I think we're gonna we're

gonna try to get all over by a decrease in time but maybe an annual some data of

annual fees over time would be useful for us that would be something in a

budget season I think we'd probably like to see but we're just too new with

that particular program right now I have much of that put together yet but I'm

going to tend to do that okay thank you the the proactive citywide patrols are

interesting to me saying that every street is is every 14 days in theory

every street is driven driven by somebody in the department looking to

see if there's violations I also saw that olive does the plan is that olive

does periodic inventory.

Is there a way to sort of take advantage of the people who are doing the 14-day patrol

to help keep more current our oversized vehicle data also?

Yeah, I guess it's not wholly out of the question.

We utilize the semi-annual Olive inventory as a base set of data to analyze for the selection

of the sites. So we try to get it as close to the period in time in which we're going to analyze

as opposed to some aggregate data that likely is out of alignment in terms of timing with

doing that analysis to identify the specific sites. And I'm kind of wondering about the

technical, the technology behind this. As people are driving and they're, are they collecting data

and putting into some database? I mean, is it, so is it possible that if we had a database,

we'd have more real-time information about where vehicles are.

And these days, vehicles are moving,

especially oversized vehicles and RVs are moving more frequently.

It might give us a more real-time idea about that migration of vehicles

if we have a database and the proactive patrols are utilizing it.

Yeah, we're currently doing it manually.

It isn't using AI or anything like that.

I mean, it really does take a sense of an officer identifying the vehicle

and then doing the data points around the condition of the vehicle,

the level of blight that we have kind of a metric around what it looks like

so that we can put some scores into that system.

So that's a, when you say manually, I mean, is it going into a central database?

Yep.

Okay, so it's manual entry into a device that collects the data.

Okay.

It takes about six weeks for officers to complete that entire inventory.

we should be done for this next one in maybe two weeks.

The olive inventory.

The idea that maybe since we have the,

I think what your point is, is the proactive patrols,

could they not also do that to cover it?

It's certainly something that we can think about

if olive continues many quarters in the future

to see if that's a more efficient way to do it.

But right now, dedicated team just going

and hitting all of the streets, so maybe.

Yeah, I'm just wondering if there's some efficiencies

to be gained and also some more real-time information to be gained because as I was

pointing out, I think vehicles are moving around a lot more and we don't necessarily,

you know, we get in a snapshot in time and it's possible that the street that was identified

is cleared naturally by the time even the enforcement action comes.

And we know that that happens in every district that we're doing that and I think what might

be something that when we start the supplemental program with Olive after the first of the

when they're going to be directed out into those areas to actually, as Erin reported,

that new team is going to be looking for those vehicles that are coming back into Olive's sites

that have just been abated as well as proactively and maybe reactively going around looking at that

for those vehicles, which I think is getting to where you're really getting to.

So that's a program resource that's going to get started up to the first of the year.

so it might pick up again that area that's that needs some attention okay

thank you on the evening and overnight patrol piece does so is it done in a way

that we have a list of every location that has a posted no parking overnight

and that we're trying to get around all those sites over time across the city

yes we do have that information on where those sites exist and the the

challenges getting to those in some kind of a cadence that is impactful and the

reality is with such a small team doing that overnight enforcement is that we're

just not in these areas more frequently than probably once a month maybe but

it's still encouraging that there are some attention to every one of those

sites which we hear from people say there's a sign that says no parking and

yet there's vehicles there that it feels like there's more being done for that now

than there used to be so I'm yeah I think it's just more coordinated and

organized and the teams are specifically directed into where they're there to be

working and then we use that information to redirect the officers into hot as

they were reporting there's hot spots and we know when we get some of these

reports we're redirecting or highlighting for officers to be on the

look up for certain activities that might be recurring so that we we have

that as well we're putting that into our work work scopes all right and and to

Jordan's question about types of infractions do I assume we have the data

about types of infractions and it's not just about for me bike lanes but it

could be about you know all the different types of things that we're

ticketing for blocked driveways when you mentioned block driveways I was curious

how often does that happen and do we have data about that?

I'm just, maybe in the future,

it would be interesting for us to see that information.

We did look it up while Jordan was speaking.

So we did look up the bike lane citations

and I think Ariane can talk to both those things

that you requested.

Yeah, we issued a little over 2,000 violations

for blocked bike lanes last fiscal year

and in the first quarter we issued a little over 500.

So we're on pace for that same.

We did increase the fine amount.

So I think the question was,

have we seen a noticeable difference based on that fine amount and based on

the numbers so far no we're still on target to hit a little over 2,000 okay

thank you and then the last thing I was asked about is SJ 311 versus the

non-emergency line for SJPD and you mentioned for block driveways people

should be calling the non-emergency line for SJPD because that's almost an

emergency our driveways blocked we have a car in front of it I didn't I mean

it's something I hadn't really thought about is how to get information out to

the public about what the right avenue is to report certain types of things

happening is is a fire hydrant violation an SJPD call is that of SJ311

report the block fire hydrant is what we consider illegal parking it can be

reported on SJ311 as such it doesn't result in an on-demand service delivery

so we're not running the only one on demand right now is block driveway block

driveways and then the vehicle abatement service delivery so any of the reported vehicles with the

conditions that meet the criteria and have the supporting photos and everything and how quickly

when somebody reports something through sj311 how quickly is the is somebody deployed to that

specific site on average uh we attempt to close them out within 14 days so the initial site visit

is within a week or less even sometimes um and then the secondary visit and then follow-up

enforcement okay and i'm just i while while we while that conversation was happening while you

were presenting and i thought saw three one oh sorry did you want to oh and i i don't know if

you were talking specifically about the block driveway piece well i was kind of asking about

that is that's like in quasi emergency so it goes through the pd uh non-emergency line and then it's

farmed out to police officers community service officers or parking compliance

officers kind of whoever's available to address that as quickly as possible so

okay thank you as this as the presentation was happening and I saw the

mention of a way to report I actually opened SJ311 app and went into the

vehicle concern and I think this is a comment for Khaled's team as well it's

not obvious upfront what kinds of things to be reported in there you have to

click through, you have to first submit the photo of the vehicle and then you click through

and you see what the different categories are. It might be helpful to be able to up front

have a person who's a user say, here's the types of violations that we should report

here and by the way if you have this type of violation you should report it elsewhere

so that it's right up front for people to see when they first open the app because I

think it is difficult. It's like eight pages of clicking through to see all the different

steps of reporting a vehicle and it might be helpful to have some more up front information.

All right, I'll turn to Vice Mayor Foley now.

Thank you.

Thank you for the presentation and I just clicked

through San Jose 3-1-1-2 just to confirm what Jordan said,

which I knew was accurate, but I had to do it myself

and it took a long time to get where I wanted to go

and I'm not sure I ever really got where I wanted to go.

So for someone who's not all that comfortable

with that kind of technology or apps, it makes it difficult

and I get frustrated really easily.

I have a question about the fines, though.

You mentioned that we fined people who had parked in bike lanes 2,000 times in the last fiscal year,

or there were 2,000 fines.

How do we collect those fines?

Folks are encouraged to pay their citation online or in person at our Office of Parking Violations.

If they don't, they can go through collections, go through the DMV franchise tax board, kind of the final steps.

Okay, so it starts off as a bill that we just send them a bill and say you owe us this amount of money.

Is there a late charge or anything like penalty applied?

Yeah.

And at what point, what is the fine?

How much do we charge?

For a bike lane, I believe it's $60.

I was pulling that up.

sorry I don't have it right in front of me so I'd be curious if we're actually

collecting hundred and fifteen dollars hundred and fifteen okay and so we're

not really attaching it to their license we we just send them a bill and hope

that they pay yeah it's not a moving violation okay so I don't know if you

have this number now but you can can you tell me how many fines we've actually collected in the last

fiscal year specific to bike lanes or just in total bike lanes oh I don't have that in front

of me okay in total then however you have it well that would be the roughly 12 million dollars in

citation revenue we got but not necessarily the specific number of okay then I need to know bike

lanes because that's what that's what I'm concerned with I'm concerned that there's repeat offenders

who continually park in the bike lanes.

They get a bill for $115.

They take it, throw it in the trash or recycling,

and don't care and continue to park in the bike lanes.

So at what point do we step up the collection process?

Let me just walk you really quick through the collection.

Please, thank you.

You receive a citation.

if you do not pay it you will receive a secondary courtesy notice if you do not respond to that

there is a late fee and i believe it's a 35 late fee if you do not respond and pay then

you can and will be sent to dmv hold for your registration so you will not be able to register

your car if you have an outstanding violation that we have sent to the DMV.

DMV will collect that fee for us and send it to us if somebody on site wants to clear

that up.

If for some reason you do not register your car or there's a loophole and you are able

to register and not pay that ticket, that happens occasionally, we do send scoff laws

to the franchise tax board.

So if you have any lottery winnings that are owed to you and or a tax refund, we will garnish that and receive payment from Franchise Tax Board for the fines that you owe.

Okay.

Thank you for walking us through that process.

I wasn't aware of that.

And, you know, it's nice to know there's a little hook to collect.

And it is because it does go against their license.

Right.

Not a license to your car because it's not a moving violation.

I understand.

Yeah, I understand.

Thank you.

That's very helpful.

That's the only question I had, and I moved to accept the report.

All right.

All right.

We have a motion and a second.

I think we're done with comments, so let's vote.

Okay.

That motion carries 5-0.

Thank you so much for the report.

And now we're going to hear from the airport.

Great to have a report about what's happening there.

We have a status report on our potential, on our asset preservation and potential future expansion plans.

So, Mookie.

Good afternoon, committee chair, members of the committee.

My name is Mookie Patel.

I'm the director of aviation at San Jose Mineta International Airport.

We're here today to, I'm accompanied by Fai Ali, our Deputy Director of Planning and Development

for the airport, and today we're going to present to you a presentation on the airport's

asset preservation and expansion status report.

I'll lead the first few slides and then turn it over to my colleague.

So the master plan update here is just a kind of a reflection, whoops, let me go back.

There we go. A reflection of what came out of the master plan in a visual depiction.

The master plan called, obviously, for the eventual build-out of Concourse C, or some call it B expansion.

It's basically the filling out of the gate facilities to the south of the current Terminal B.

What you see on this map included building a new Lot 4, moving our waste disposal, belly freight,

PD's hangars, fuel stations, fire station, and then an ultimate new hangar.

All of that obviously was predicated on a sustainable growth cycle for the airport.

And as you can see, this is a 20-year chart of our passengers at San Jose Moneda.

We've gone through the dot-com bust, boom, post-911, SARS, the Great Recession.

We saw about a six-year cycle where the passenger trends stayed at about 10.5 million total

passengers, at which time we did start on Terminal B, and we obviously for seismic reasons

and for end of useful life of the original Terminal C had to build a new terminal.

Unfortunately that started in 2006 and was completed right around the Great Recession

timeframe.

But if it wasn't for that, we wouldn't have been able to accommodate the expansive growth

that was there for seven years.

One could argue it was the largest expansion phase in the U.S. economy from about 2012,

you know, what we saw all the way through 2019.

We also built, and if I can talk a little bit about the interim facility and how we

started that and completed that project.

So I'll turn the floor over to Fai to talk about that.

All right.

Thank you.

Good afternoon, Chair and Committee members.

I'm Fai Ali Deputy Director of Planning and Development at the airport.

So just a quick update on the master plan.

So the first out of the gate in the execution of a master plan program was the interim six-gate facility.

This was around 2018 when we were experiencing a huge amount of passenger growth and demand.

And the expansion of the terminal C and terminal B was kind of in the horizon,

but at the same time we needed kind of a stopgap measure to accommodate the growing demand.

And at that point, the airport had kind of made the decision to construct some interim gates,

six temporary gates to bridge the gap while we start planning and developing the expansion

of the major terminal.

This project was completed in June of 2019 at a cost of $58 million.

We could say this was one of the first enabling projects in our master plan at the cost of

about $58 million and accommodate the southwest expansion of about six gates.

It was really full at the time of completion, but at this point currently right now, this

terminal when it was constructed it was envisioned to be there for temporarily about a few years

maybe three four years while we're going to build the expansion but at this point it's going to be

there for a little bit longer while we are navigating and kind of recalculating our passenger

growth and projections and kind of focusing on when the new next terminal expansion is going to be

another of the enabling projects that we had and these these all these projects we call them

enabling because these were kind of within the footprint of the terminal expansion.

So our goal was to greenfield the footprint so we're ready to expand the terminal when

the time is right.

Another one of this was the construction of a new ARF facility for the airport.

And this was unique state-of-the-art because it also includes a land site apparatus for

community services out there, too.

So we had ARF capability, but also capability for the community.

This was partly also federally funded and also funded using Measure T funds.

And this was a pretty massive upgrade from the existing fire facility that we had that was built in the 1950s.

The next project that we kind of took on as part of the enabling project was the relocation

and the construction of new facilities and engineering campus.

So the scope for this project included the construction of a new facilities division site,

the whole entire campus, which had an administration building,

a two-story administration building, and also a fleet maintenance building

where we would maintain our equipment or the buses, the city fleet.

So that was also a project that we completed last year,

and we're doing some final touches,

but our facilities and engineering team have already moved into this building and occupied it.

Another project that we executed as part of the master plan

was the new Police Department Air Support Unit Hangar.

This project is fully funded using Measure T funds by the city.

This is also construction of a single-story 7,500 plus or minus square foot hangar for a helicopter

and a fixed wing unit aircraft for PD.

This is anticipated to be completed.

The construction is a picture up there of partial completion somewhere around early 2026,

so a long time, spring of 2026, which should be completed with that project.

So those are the list of the projects that we've been executed so far as part of the

master plan.

The next project I want to talk about is the Billy Cargo Facility, which was also envisioned

to be construction to be started a year ago.

We did went through the procurement cycle.

We did have bids in hand, but we had to make the strategic decision to postpone this project

after evaluating the current market and passenger growth

that we're experiencing post-COVID.

And at that point, I think we had to strategically,

after consultation with the airlines,

to pause this project until at some point

we were able to validate, project our passenger growth

to a point where we're able to complete this project.

So this is still within our master plan.

And it is still a project that we will continue

to look out for and complete at an appropriate time.

Another project that's still contemplated in our master plan that we're kind of working

towards is also an on-site hotel, a developer-led project.

This is also something that we have been doing some market research on the viability of this

project.

Again, on the same note, we're still evaluating passenger growth in our traffic.

to the airport where we can steadily accommodate the passenger traffic, we will start looking

into the development of a hotel on the airport.

Another major project in our master plan is our future terminal parking.

This is kind of across from terminal B south of the Conway garage, if you may.

And this is kind of expanding capacity of our short-term parking.

The whole logic behind this was once we developed the terminal expansion, we would lose a lot

of parking spaces.

This would provide us with an accommodating and give us about 3,000 to 5,000 spaces of

a new terminal parking structure that we kind of offset the parking that we lose as part

of the expansion.

So this is also in our master plan.

And again, this is still on the horizon for us and we're evaluating all the outcomes for

time that we could execute this project.

And finally we're talking about the big project here which is the Terminal C, the feature

Terminal C expansion which is in the master plan and all of the enabling projects that

we've been doing and executing so far is all in support of the construction of a new terminal

and this would kind of take our gate count to 42,

an estimate of 1.8 billion in 2023.

So again, and I know Mookie will probably talk about it a little bit later,

but we're still evaluating passengers or growth

and find a time where we have a sustained passenger

of probably about 14 million a year

is that when we'll start looking into contemplating and planning.

We have approved the federal NEPA approval for this project,

and it's just a matter of now us navigating through the projection of our growth

and finding a suitable time to execute this project.

It's still very valid within our master plan.

One other project I wanted to highlight is the new air traffic control tower.

This is a fully federally funded project.

The FAA is replacing our existing control tower and the new base building.

And this project has completed the design, and this is fully managed by the FAA.

And we're anticipating that they will start construction on it in 2026, pending allocation of federal funds towards this project.

So in the near future, we would be able to see a new control tower, which would be double the size and height of the existing tower.

So all in all, we have kind of a snapshot of what the actual master plan projects, you

know, look like and how it changes from what it was initially.

The reds are the future projects contemplated within our master plan that we are kind of

focused as well on working towards.

The blues are the ones that we've completed so far, and we move forward to getting all

the other projects completed based on the evaluation of our current passenger growth

and transport.

I'll hand it over to Mookie.

So I started here about 20 months ago.

And during that time, you can go to the next slide if you like, we had in our budget for

FY24 an estimated plan of somewhere around 12 million passengers, 12.1, 11.9 million

somewhere in that number. We didn't hit that target. Obviously, we've seen travel demand

sort of recover from COVID, but now stabilize. And then this year, we've seen actually a

deterioration of that basis. We know that tech travel has all but dried up. We don't see tech

traveling as much. Disposable income is really one of the key drivers of travel and propensity

to travel in our community for the origination and destination customer, the people who live

here in our community. And that is being challenged with housing and inflation and

all sorts of other exterior issues. So for our budget year, while we anticipated to hit 11.9

million will probably hit about 10 and a half million and then going into FY 26 27 I'm projecting

about 9.9 as a more recession proof number. It's a little bit of crystal balling the future but I

don't see some strong economic tailwinds at this point that will drive those numbers higher. So

So as we transition to more just managing and maintaining, you know, I see the small box on the far right side of your screen to kind of mimic what we saw from 2002 to 2010, sort of just floating somewhere between 9.9 and somewhere between 11 million passengers for quite some time.

And so as we do that, we are looking more so at asset preservation rather than building new.

So I will let FI go before FI starts.

Mostly, if I haven't gone through and explained how the airport is funded, it is an enterprise fund of the city.

And so most of our revenue, about 30% of it comes from parking revenues and ground transportation fees from Uber, Lyft, Waymo, Turo,

and then all the shuttle bus providers that bring shuttles in from around the community.

The remaining revenues that are non-airline are land leases, tenant leases that we have on the airport, concession leases, and concession revenue.

And then that is loaded with landing fees, fees generated by the airfield from fixed-based operators and those commercial operators,

along with the rents that the airlines pay and combine together, that's what funds the airport budget.

So I'm really proud to not be a burden for the general fund,

but that also puts a lot of pressure on the airport to manage its revenue streams

and manage its expenses as tightly as possible.

So as we move to more of an asset preservation plan,

even that plan may be extended or prioritized differently as infrastructure starts to age.

So terminal A is now over three and a half decades old.

It's more than 35 years old.

It is showing its signs of life support and hospice care.

And then terminal B is mid-cycle, so it's about 15 years old.

Most airport restrooms are renovated every seven years,

and they're the most expensive per square foot improvement that you ever make,

but it's also your top priority in terms of customer experience.

Our bathrooms have gone 15 years without a renovation.

So these are the types of things we need to do to elevate our experience and maintain

some customer scores.

So I'll let Fi go into the asset preservation plan.

Thanks, Mookie.

So here we go.

So like Mookie mentioned, I was kind of alluding earlier, while we await for the opportune time

for the expansion of the new terminal when we build them, we also have to kind of focus

on the existing infrastructure and utilities that we have.

And some of our terminals are pretty old, 35 year plus.

Terminal A plus if you've gone through them in Terminal A.

There's all this.

The new Terminal B is 15 years old also.

And there's kind of, in our industry,

it's a little bit long to go without doing any major renovation

to it.

But in the meantime, as we strategize

to see what, how we get to the expansion of the new terminal,

Our focus is to kind of preserve our terminal infrastructure so that we, you know, make it more sustained and resilient.

And it's kind of performance is up to par with our utilities.

So while we're waiting for the next seven, eight years to contemplate building the expansion of the terminal,

we're also taking care of the immediate core infrastructure needs that we have.

And with that focus, we kind of started an asset preservation approach.

We had a consultant come on and assist us with evaluating the existing infrastructure and systems.

This was more of a visual analysis based on what they saw in the field,

based on life cycle of our equipment and systems, including our staff as well.

And what we did was basically kind of develop a comprehensive plan

that we could use for the next five years as part of a CIP

to invest into the critical infrastructure and utilities to make it more sustainable

and bring it kind of up to speed, if you may call it a like-for-like replacement on the immediate need.

The approach we talked about is we broke it down into two phases, phase one and phase two,

and phase A was kind of what we call it phase one.

This is more of just asset preservation and focusing on the resilience of co-infrastructure.

So we went through our terminal infrastructure and looked at what are the areas and utilities

that we need to bring up to speed to make sure that it is kind of working resiliently

and have a plan for sustained performance.

Phase two is something that we'll get into a little bit later after we've addressed all

the immediate concerns from phase one.

Phase two, we'll be looking at what Mookie was talking about, cosmetic enhancements,

some efficiency upgrades.

We're looking at systems that we're replacing because of end of life cycle.

We want to replace them with the newer, more efficient systems for a little bit longer

sustained performance.

And also includes things such as elevation of guest experiences.

So every system or infrastructure that we implement and execute, we want to make sure

that it comes in with an elevated get experience and it also kind of brings in more engagement

with our passengers.

In terms of the level of effort that we took, we have about a million square foot of terminal

facilities between terminal A plus and all the way to a central utility plant.

So we assessed all the facilities and all the square footage.

We also looked at all the systems including conveyances, electrical systems, fire life

safety, mechanical and plumbing.

We're about almost 1600 asset types that were assessed as part of this evaluation.

There were certain exclusions that we didn't include in this because these were all kind

of handed separately as part of specialized systems.

In terms of schedule, just a quick note of where we are and where we plan to go.

So we've completed the phase one assessment reporting and now we're kind of getting into

the capital project execution and a feature of slides I'll share what that looks like

in terms of the next three years spent in capital of what the need is to basically address

or a core infrastructure need.

And then once that is taken care of, we move into a phase two.

We've started the development of a phase two RFP

to get some specialized consultant on board to help us

with customer engagement and efficient enhancement

of our systems.

And we plan to have that completed

with the assessment and reporting sometime in FY27.

And at that point, we will have a complete picture

of how much do we need to spend and how much

that we need to invest into the airport to bring it up to a great level.

A quick outcomes on what the assessment looked like, just some infographics here,

and basically between Terminal A-plus and the different terminals,

we have the interim facility and the central utility plant.

The majority of them, if you look through the graphic, you can see they're in a fair condition.

There is a percentage of the failed components.

You see them mostly in Terminal A plus and Terminal A

because these are the most older terminals.

And then also marginal efforts that we need in terms of a condition of our facility.

So our focus within the next three years will be mostly to address the reds and the orange.

These are the current co-infrastructure needs that we have.

And then when we get into the fair and kind of the good,

This is the plan for the phase two where we're trying to replace end-of-life systems with some enhanced and guest experience systems within the terminal.

In terms of what the needs would be, current and forecasted needs between the terminals and the current need,

if you look at the first bar, the current need, a majority of them is needed in Terminal A, about 49%, followed by Terminal A, which is 22%.

And then the FIS and terminal B are falling by the 17% and 10%.

So that's how we will prioritize the capital spend between the terminals.

The majority of our capital spend is going to go towards the rehabilitation of infrastructure

and systems and terminal A+.

And we go forward and we've done some more forecast needs for the three years and the five-year needs.

And this is kind of based on as we spend more money, the dynamic's shifting a little bit.

but we've provided some kind of infographics

to kind of forecast that.

In terms of development need and cost

and how much do we need to spend,

we're kind of looking at a cumulative total

of about $30 million over the next five years

in terms of spending to address, like I mentioned,

all the red and the orange needs.

These are the failed and also the marginal needs.

And we've also prioritized the system.

We've kind of collectively worked with the different departments and the different, sorry,

different divisions within the airport in terms of what priorities we need to address.

Sanitary and drainage piping has been a big concern for us, especially in all the terminals.

Some leaking pipes, so we're prioritizing replacement of those.

Passenger boarding bridges, too, is also something that we've tried to prioritize.

And then electrical and conveyances, because these are something that's really close to

the customer experiences in terms of conveyances.

First year we're looking at about a 1.8 to 2.4 million spend, including all the delivery

cost.

But yeah, like a cumulative five years, 28 million, this is only for the phase A, which

would be kind of addressing the immediate core infrastructure needs.

We've also developed a whole elaborate infrastructure for the next 10 years.

what we need and that's somewhere around almost 200 million but right now the focus is this

and as part of phase two we validate everything else that we need to take care of.

A quick slide about the next steps and the future effort of the phase two.

We've started developing the RFP for phase two which will basically look into investment opportunities

in the enhancement of operational performance of the utility and infrastructure.

A lot of it would be efficiency upgrades, cosmetic upgrades,

but the key focus will always be in elevating the guest experience at the airport.

But once we get to that point, we hope to complete all the assessment and reporting by the end of 2027,

and at that point we plan to come back to the committee to provide an update.

And that's all I have, and I'll hand it over to you.

With that, we'll take some questions.

Okay.

Thank you so much.

Do we have any public comment?

Yes.

Jordan, please make your way down to the podium.

Hello.

Hello.

There we go.

Jordan Muldow, District 3, speaking on behalf of myself.

I appreciate that the airport is able to maintain operations without taking money from the general

fund.

I really appreciate that.

At the same time, I am concerned about the potential reliance on revenue from the short

and long-term parking facilities in order to maintain the airport's budget.

I'm not sure to what degree that might be true, but something anecdotally I feel might be the case.

And we know for our various climate and transportation goals,

we really need to encourage folks to take mass transit in order to get to the airport.

and it's difficult right now because the light rail doesn't go there and it is served by the 61

bus but it's not a terribly frequent bus so we need to do more to make sure that we are getting

people in through the light rail and the other modes of transit there I know there's plans for

the airport connector which wasn't in this presentation and I'd prefer that to be more

of a mass transit option but that's a that's a topic for another day but even

without the airport connector I feel like we need to do a better job of

getting people in via transit and one of the other assets that the airport has

that I don't think was covered in the presentation was the buses that we have

to shuttle people between the parking lots and the terminals and that's

actually the best transportation that I'm aware of in the county it runs 24 7

and it's free and I feel like we should experiment

with using those assets to get more people

in and out of the airport.

For example, we've got the Super Bowl coming up

and the World Cup and maybe we could trial using those buses

to get people between the terminals

and the light rail to supplement 61 service.

Thank you.

Back to the committee.

Okay, thank you.

We'll start with Vice Mayor Foley.

Thank you for the presentation and for actually the explanation of the various income streams

related to the airport and that it's not dependent on the general fund.

That's really important.

I also want to thank you.

There was a letter to the editor a week or so ago complaining about the bathrooms.

And I appreciate your response that was in the paper yesterday, taking ownership of the

issue and working to resolve it. So I just wanted to recognize your response and thank you for that,

Mookie. Regarding the asset funds that are needed to do the phase one, does that come from a reserve

capital improvement pot that you have within the enterprise fund? That's correct. So we

appropriate funds from our capital reserves each year.

So the profit that is generated at the end of the year

is split between the airlines and the airport.

And so there's always, there's a use and lease agreement

between the airports and the airlines

that dictate how revenue is shared

to offset rents that the airlines pay.

At the end of the day, the airlines are always responsible

for our debt if we can't make our debt mortgage payment,

which is about $70 million a year.

And so we have reserve funds,

reserve language in the agreement that says the airlines will cover that

if we don't generate enough revenue.

To create the benefit,

we also share our net remaining revenues with them.

And so the net remaining revenues that the airport keeps

goes into a capital fund, which is used to fund these kinds of improvements.

So not all improvements on the airport are paid for by the airlines.

They're split.

It's a complex matrix of square footage that is rentable, non-rentable, and then concession-related.

So to answer your question, yes, there's reserve funds.

Every year we have funds that we allocate from our capital reserve to pay for these kinds of things.

Everything that FI talked about, which is elevators, escalators, the sanitary drains, and the jet bridges are all covered by the funds that we collect from the airlines and the revenue that we generate on the airport.

Okay, so what you're saying is there's a revenue sharing agreement with the carriers.

Yes.

And it's mutually beneficial to them to have these improvements done because it's going to bring theoretically more passengers in.

and it's beneficial to us because it's going to keep the carrier here yes is so council member

or vice mayor the what we also do uh every year we come to council with a capital program right

for approval but we also take the same budget and the capital projects to the airlines we meet with

them quarterly to go through trends that we're seeing and expenses what we're doing to manage

our expenses and then all the revenues that are coming in so we brief them very frequently

on the transactions that are happening at the airport.

We also take to them a capital program that we would like to invest in and if it's not

in our five-year CIP or something that council has approved that we need to do fairly quickly,

we do seek guidance from the carriers and they do approve projects.

So we've taken some of this asset preservation plan, and we've already presented it to Southwest Airlines.

They're 60% of our market share.

And so to get their blessing on carpet replacement, hold room seating replacement,

once we get good estimates on the baggage system, we'll take that back to them,

and we periodically get their approvals to do that.

So there's no resistance in the relationship.

We're just very careful with how we program that out.

Okay. Thank you.

Your passenger projections for the next couple of years shows a decrease in number of passengers,

but 2026 is coming, so are you not projecting an increase in passengers?

And if not, why not?

and how do we ensure that we get a bigger piece of the airline traffic coming in to the Bay Area

for the World Cup, NCAA, Super Bowl?

It's a great question.

I think in years past when the NFL team locally was doing pretty well in going to the Super Bowl,

you saw spikes for the NFC championship game.

You saw different events that would spike.

Taylor Swift concert would spike but they're very short-lived and when we

average out over a full 365 days the total number of seats that we're going

to see in the market it doesn't factor in just normal cycles of retraction of

carriers seek capacity in the market so for summer seasonal activity they may

drawback. What we saw after the inauguration was a fear in consumer demand for travel because

people thought tariffs were going to be very impactful. And so that has played out for San

Jose. We've seen anywhere from 10 to 14 percent the number of seats that fly in here. So forget

about the number of airlines, but just the total seats has gone down quite a bit. We've been able

to fill all the remaining seats that we have, and we're doing well at what we call load

factor, which is the number of seats per aircraft.

But there still has been a draw out of the market.

What airlines do with their metal, they move it to different markets.

They're very flexible.

And so that's been a challenge for us.

So we will see an influx of seat capacity and metal for the games, but people, it doesn't

account for just normal consumption of seats and travel as airfares continue to climb,

which we'll see throughout next year.

Okay. That makes sense to me. I love flying in and out of San Jose, but sadly, San Jose,

I can't fly direct to many of the places I like to go.

That's correct.

So is there, do we, I think this is a chicken over the egg kind of question,

is there a risk that we might lose airlines because they're not filling to capacity at this moment?

And if we are, I'm sure you can't share who those might be.

And on the flip side of that, are we in negotiations or discussions with areas, international travel areas that are high destinations right now, for example, Japan?

So are we looking at a contraction of airlines in our airport, and is there any potential of increase in international flights or opportunities there?

Yeah, very good questions.

Happy to either bring my air service development manager in for a deeper dive with you

or bring him to this body for a presentation on airline economics,

a little bit of how seat capacity and growth happens.

What we've seen more recently is as airlines have shifted away from what they used to look at

as business travel versus leisure travel, now they look at it as premium economy,

premium travelers versus economy premium customers. So it's all about the revenue,

it's all about the ancillary revenues and the upcharging that they do for seat assignments

and for premium boarding positions. All of that creates a lot of challenges for us as a community.

The ultra-low cost carriers, when I first started, we were able to bolster, we brought in Frontier

Airlines. We added, we doubled the capacity of Spirit Airlines. My goal my first six months was

to make sure travel was affordable for all in our community and that just appropriate,

appropriations of seats here was mostly focused on business travel and I wanted to make sure that

travelers in all of our community could travel. So we did that. However, with basic economy seats

now on the major carriers they've put out spirit into uh probably they've left our market

air canada never came back in after covid and then we've seen some shiftings between hawaiian

and alaska too in terms of consolidating of seats and hawaiian not flying as much and maybe alaska

filling in the gap to answer your question about international growth it really depends on big

brother up the road in about 2035 or 2037 2037 fi is leading an update to our passenger forecasting

numbers for our master plan and in that it shows about 2037 if all things continue to rise

san francisco will won't have the capacity to support some of the trans trans-pacific flights

that come in. So we meet twice a year with international carriers at roundtables. We

do speed dating with them. And so we were, we had a representative in Hong Kong earlier

this year. We'll have somebody representing us in Rio de Janeiro later in the springtime

here. And so these constant communications take five to seven years. So for this one

carrier it's not until Boeing and Airbus can deliver the fleet of aircraft that they need

which is another supply chain constraint so they're talking 2032, 2035, they're talking about

runway capacity in Southeast Asia, when it'll come online and then how many gates can they get

for simultaneous activity into San Francisco so all of those dynamics are really broad and they

change every year so we're constantly in their faces explaining the benefits that we have.

We have the sixth most on-time performance airport in the country. I flew home last night

through Denver. All the flights into the other airport were delayed. My flight was on time.

And I'm really proud to admit that we don't have Carl the Fogg. So with all of that said,

It still requires a strong Chamber of Commerce, it requires a strong destination marketing

organization and some level of economic foundation that can generate grants that the council

and the city cannot provide to support the start-up of some of these new airlines.

So Aer Lingus went into Indianapolis with a $7 million stipend from the state and the

community.

British Airways went into St. Louis recently with a multi-million dollar guarantee.

Those funds have to come from the corporate partnerships, which are a challenge here in our community.

Thank you for that explanation and the detail, and I appreciate all of the background.

I would love to fly direct from San Jose to Japan, for instance,

but I know that's not going to happen, and I know that you're looking into that,

and hopefully the Big Brother north of us reaches capacity really quickly

so that we can attract more airlines here.

We do have...

So I wish them success.

Thank you.

Just for the record, we do have Zip Air that flies 7.8.

But Japan Airlines is the parent company for them,

so we're working with them.

Yes, wonderful.

Thank you very much.

That's all my questions, but I will move for acceptance of the report.

Second.

All right.

Well, thank you for the thorough discussion of airline economics.

Actually, it's really an interesting topic,

and we don't hear from the airport very often in this committee,

so it was helpful.

I wish I were flying tomorrow night to Palm Springs from San Jose,

but I can't so I have to fly to go to San Francisco but people should

understand security lines are shorter here in and out is faster parking is

closer I mean every element of travel is so much more convenient in San Jose I

just it's hard to understand why we don't have more traffic here I assume the

airlines in their marketing studies are trying to figure out where passengers

are from right so you know they must figure out how many of the passengers

flying out of San Francisco are from, are actually San Jose or greater South Bay, so

they can sort of figure out where they might be able to offer some convenience for those

passengers. Is that right?

That's right. And some of that data is held very tightly by the carriers. Mostly, if you've

watched in the last three years or so we've moved from credit card companies

giving buying points from the airlines in exchange for loyalty and so those

passengers that fly on credit card loyalty will bypass San Jose if they're

a United Explorer credit card holder they'll go to San Francisco they'll pay

the uber charge because their clients are paying for it or they can get that

amenity there we are working you'll hear me come to council sometime next year

with a plan for an RFP for lounge redevelopment program we need to expand

our lounges we need to have either credit card sponsored lounges here that

will attract those users of those credit cards if not an airline specific lounge

all right okay yeah that's a good point and and and you know I do want to thank

you for you know the for the work that you're doing to try to grow San Jose

Airport and I was going to mention the letter yesterday in the paper as well

I'm glad that you are you know responsive to some of the needs it's

definitely true that that's an important part of the airport experience and you

know San Jose is not unique in the fact that restrooms are not a great place in

many airports but certainly appreciate the focus on that. Just a couple quick

questions on a couple of the items. On the hotel analysis the question about

whether a hotel should be on site or not. Obviously you know hotels is

particularly that our hub hotels have them because people might spend a night

on in-between flights. San Jose is not a hub hotel. When we're doing this analysis

are we looking at potential cannibalization of our other hotel

properties in the city because you know our hotels are somewhat struggling and

And I would, so I just want to understand how that analysis is being done.

Yes, that's a great question.

It would have been a land lease, or it will still be a land lease.

So the land is still FA obligated property, so we can't sell the land.

So the cost of the hotel, it's about a 255-room property, 40,000 to 50,000 square feet of meeting room space,

infinity pool, fire pits up on the top floor.

it's the cost per key to construct is about six hundred thousand dollars but we were looking at a

category where we wouldn't be cannibalizing any of the hotels in and around the airport so more

of your transient properties are brand named like courtyards Hampton Inns Hilton properties that

that are more business focused this is a four and a half star type market so

think of autograph collection tribute collections or your Kempton hotels in

your IHG group that's where we would be in the more 400 to 450 a night range we

don't have that type of property here in town and so that's the target market

okay I know we're still a while off from something like that but we would need

some strong tax abatements or some kind of incentive for a developer to actually we've

gotten interest but at the cost is where it scared some investors off and the current

climate is really expensive so if interest rates drop if there is some county property

tax abatements that could come through then something might look more appealing but that's

up to developers.

Okay and since you're here at the risk of bringing up a source subject for some people

You were talking about revenue sources at the airport.

What is the status of the parking garage billboards?

That's perfect.

That is coming January 5th, I believe, to council.

Coming back because there had to be some amendments.

We've done the selection.

Oh, the RFP.

The RFP is completed.

We've made a selection, and the memo is being written this week.

I can't wait.

All right.

Well, thank you.

We have a motion in a second.

I don't see any other hands so let's vote to accept the report motion carries 5-0

thank you all right well thank you and now John I think you're back in the box

for the next couple items yes thank you chair we have regional transportation

activities annual report as the team's coming down let me just introduce them

We have some guests here from VTA to do a presentation that's Ben Prasad,

project manager for VTA for the light rail project up to Eastridge. Gretchen

Baisa is also here from VTA in case there's questions on business outreach

and then Florin Lapoustie is our division manager for regional projects

along with Neil Ong, senior engineer and I think I'm turning it right over to

And here's your control.

VEN PRASAR, EAST REACH TO BART REGIONAL CONNECTOR PROJECT, ALSO CALLED EBRC IN SHORT.

I also have Gretchen here, Gretchen Baisa, Community Relations Manager.

So we both are from VTA.

So today I would like to present the status on where we are on the project.

Just for people who are not familiar with the project,

this is a 2.4 mile long extension of light rail from existing Alum Rock Station to Eastridge.

This is an aerial guideway in the median of Capital Expressway.

We have some minor roadway widening that we did already for the project.

So the next thing is, you know, we are building the bridge, which is 2.4 mile long.

We have two stations, one at Story Road and one at Eastridge.

The Story Road station is an aerial station.

And the other one is at the street level at Eastridge Transit Center.

We also have a pedestrian overcrossing up to a storage station that connects the mezzanine

level to the platform level.

And we have two traction power substations that power the light rail system.

We have already completed major utilities along the corridor.

The big one was the PGE transmission line.

Next slide, please.

The construction itself, if you have driven by capital express, you will see a lot of

progress there in the last one year, little over one year now.

So we have completed over one mile of bridge structure.

The foundation pile driving is complete.

So we have the bridge construction at Ocala, Cunningham and Storys intersections are underway.

So we have about 50% of the project is complete currently.

The project obviously is in a very dense urban area there with a lot of challenges.

As like any mega projects, we have challenges here.

The project is going to be complete by end of 2027, and we expect the revenue operations

in the beginning of 2028.

One of the things we did for this project procurement was to have the contractors bid

competitively on the cost and the schedule element of the project.

The incentive there for us was to get this project as quickly as possible.

So the contractor had to bid even the number of days this project can be built.

So the benefit there for us was to minimize the construction impacts to the public.

So I want to focus on work within the city of San Jose right of way.

This is along Capitol Avenue.

The remaining work is along the expressway within the county right of way.

So in the Capitol Avenue area itself, all the roadway widening is complete.

You know, we had a tail tracks.

This is to the south of Alum Rock Station.

That has been removed right now.

And, you know, we'll be, as soon as the bridge is built, you know, we'll connect the tracks, tail tracks, the tracks from the Alum Rock Station to the new tracks.

The bridge foundation work is complete along Capitol Avenue.

We also, one of the things we did was since the, because of narrow street there, you know,

we changed the type of foundation that we can have there so that we have minimized, to

minimize the noise and vibration in that area so that the foundation work is complete now.

You know, we continuously inform the businesses and the residents about the construction activities

there.

And next slide, please.

So this is the aerial view of Capital Expressway between Ocala Avenue and Story Road.

So you will see in the median or the middle of Capital Expressway the bridge structure

that's been complete.

And the next slide here shows the aerial view of Capital Expressway between Cunningham Avenue

and Tully Road.

So you will see on the left slide the bridge alignment itself transitions from middle of

the Capital Expressway to the west of Capital Expressway, which is in front of the airport,

and then it transitions down to the street level at Eastridge Transit Center.

On the right bottom photo is the intersection at Cunningham Avenue.

We already have started building the bridge over the Cunningham Avenue there.

So this is the bridge at Tully Road.

So this is a precast girders that was installed overnight over Tully Road.

To the left of this photo on the left side would be where it is transitions from the

to the street level and connecting to the transit center,

Eastridge Transit Center.

So the other one is that construction at Story Road,

which is you will see on the left side is the bridge fault

work that's been getting ready for construction for bridge

over the intersection.

So that's one of the things we're focusing right now at Story Road.

I want to mention this is one of the important intersection

construction, with a lot of construction that's going to be happening because of the

storage station there.

You will see a lot of activities in that area.

So there will be, at the storage station itself, we have three elevator towers, and then we

have the stairs and the pedestrian overcrossing, which is a double arched bridge overcrossing

at storage station.

So there's going to be a lot of activities in the next year, year and a half, in this

intersection at Story Road.

So the activities for the next six months, you know, going from segment to segment, starting

from the north, from Wilbur Avenue to Story Road, we continue to, you know, build the

foundation and the bridge construction.

Traffic lane closures are needed as needed.

You know, we have during off-peak covers.

We make sure that we minimize the traffic interruptions there, traffic impacts.

Story, between Story, Ocala and Cunningham intersections, now that we have built the bridge

between the intersections, now we are focusing on building the bridge over the intersection.

So that's happening at Story, Ocala and Cunningham intersections.

And then between Story to Ocala, we have the bridge complete and we have the track work

we have started to build the tracks on the bridge itself.

You'll see one of the photos on the bottom right

are related to the traffic, I'm sorry,

the track work that's happening right now.

So at Ocala Avenue to East Ridge,

we are completing the bridge section,

and then once the bridge is complete,

we're building the track work there.

So one of the things, you know, on, I mean, for a project of this size is traffic mitigation.

This is one of the mitigations, you know.

So we have recruited many off-duty police officers here, whether it's working at the

intersections during the day or at night.

We have extensive planning, including real-time monitoring of the traffic.

We have regular traffic advisories related to the project.

You know, it could be through media or through other sources from outreach group.

So we're working closely with City of San Jose on traffic calming on the side streets.

We have about four streets we have identified, and we're working closely on that to get that

done soon.

So we have reduced the speed limit in the construction zone, the 35-months per hour,

And we have crossing guards at Ocala.

Ocala is one of the intersections where we have schools there, and so we have coordinated

the schools along with other nearby agencies there for coordination.

And like I said, we have extensive planning for traffic mitigation in this area.

Some of the samples of traffic calming features are located here.

You know, you will see some of the ones done in District 1, District 9, and District 8.

For us, we are focusing at Story and Hopkins, Story and Adrian, and Story and Leeward are

one of the locations that we are looking at.

So the total of four intersections we're focusing on traffic calming in this area and seven,

a total of seven corners.

So we're working closely with the DOT and get this work done as soon as possible.

So one of the focus of the next slide, please, is regarding environmental mitigation.

So this is, like I said, there are many of the, this is one of the many mitigations on

this project of this size.

So in this case, you know, we are working closely with partnering with our city forest.

So we have committed to planting 249 trees within the two-mile radius of the project,

free trees for residents who are interested.

So we have, you can see from the map, we have, so far we have about 70 trees already planted.

have adopted these plants, and so we are working closely with them. It's going to be a three-year

coordination with the homeowners, I think, to establish these plants. And we are ahead of the

plan to meet our commitment to plant the 249 trees. The project is financing the planting

on this one. All our California native trees are drought tolerant, and like I mentioned,

You have a three-year stewardship on that for maintenance and assessments of the plant

health and reporting and databasing.

So those are the things we do as part of this program.

So I'm going to hand over to Gretchen for our community outreach.

Thank you very much for having us today.

For the East Ridge-Shabart Regional Connector Project, we have a very robust investment

into community outreach for this project.

We have four staff dedicated to the project, four VTA staff dedicated to the project, bilingual

staff.

Some of my staff actually live in that neighborhood.

In addition, we have assistance from the contractor's community relations staff, so they are in

the corridor daily.

We also have a commitment from VTA for back office marketing and outreach staff to help

on things like graphics and social media.

And so what we do with that outreach staff is we have a very regular cadence of communication.

We have weekly emails that go out.

We have monthly construction updates that are very detailed that are mailed out.

We have quarterly newsletters that are mailed out.

We reach over 14,000 residents along the corridor.

We have made over 500 home visits so far since the start of construction.

We focus many of our home visits on residents that are adjacent to the corridor.

We have participated or held over 80 events since January of 2024, and we are committed

to talking with and informing our residents.

You'll note there's bullet points for marketing.

In order to assist our businesses, we understand that this is, you know, construction is challenging.

There are multiple construction projects in the area, not just VTA construction projects.

PG&E also has projects on the crossing roadways.

In general, it's a difficult time for businesses.

So we launched a shop capital campaign in December of last year for the holiday season.

We are re-upping it for this holiday season.

That campaign had web and social posts, bus shelter posters, media buys, and we did create

a dedicated website as a repository hosted by VTA.

In addition to that business and community outreach, we did receive a referral from our

board to focus on additional home and business support.

Our staff is diligently working on this plan.

We anticipate bringing it to our full board in early 2024, and our team is grateful for

any tools that we may get to do additional community outreach from that board referral

once and if approved.

So moving on to the Eastridge Station artwork.

One of the highlights of the project

is the artwork at Eastridge and Storage Station.

So the art of the Eastridge Station

will be a sculpture installation on the Transit Plaza.

The art is centrally located at the nexus of train station,

bus terminal, and park and ride.

The Lower Arbor is 16 two-inch diameter

curving stainless steel pipes that

rise out of the ground to form a welcoming portal, shaped such as a soft heart and or moon.

The upper matrix is the crowning the arbor is an organic composition of shining branch-like

rods, refractive prisms, and luminous color disks such as flowers and fruit, creating

a halo of color and light over the arbor. And there is a connective paving. The paving

element at the base of this sculpture connects its two sides and forms a welcome mat. The

pattern created with stainless steel inlay are set flush with the plaza paving. So at

Story Station, the concept is interwoven. It portrays San Jose's diverse patchwork

is San Jose's diverse patchwork of people, cultures, and landscape.

The concept transforms the three elevator towers and the pedestrian overcrossing into a feature

gateway over a capital expressway.

Collaborating with the architects, the original metal panel design was reimagined in a custom

purple color palette to create contrast between light boxes and the elevator towers.

We have 16 glass light boxes of various sizes.

The light box elements include pictures and patterning

from cultures making up the tapestry of San Jose,

including indigenous, Mexican, Vietnamese, Chinese,

Indian, and Persian.

On the light boxes are the lines of poetry

from four San Jose poets.

That'll be a central component of the art.

The poets were prompted to respond to themes

travel, journey, voyage, and wandering.

So the next slide is the budget and schedule.

So this is a 652 point...

I'm so sorry, Ben.

I missed your story.

I'm sorry.

Oh, okay, sorry.

So on the budget and schedule, so it's 652.9 million.

So the project is on schedule for completion, and the project is trending to complete on

budget at this time.

We expect the construction to be complete by end of 2027 and revenue service in early

2028.

So with that, I'll be happy to take any questions.

Okay.

Thank you.

Do we have any members of the public on this item?

No public comment.

Okay.

to council member ortiz how's it going you guys good to see you i want to thank uh vta uh for

their report really appreciate that update but um you know i'm very aware of ebrc and what's going

on in my my district um uh good to hear about some of the progress in regards to um the traffic safety

I'll touch on that.

But I just want to provide my colleagues just with some background information in regards

to what some of my residents have been experiencing due to the EBRC project, which is something

I'm supportive of.

It's a project that is going to bring transportation infrastructure to East San Jose, which has

the largest ridership of VTA and public transportation in the county.

So I want to note that and say that at the end of this process, this will be a great addition to our residents, especially those in District 5.

That being said, there has been a great impact to both my residents and my entrepreneurs in District 5, especially those in the Capital and Capital Crossroads Shopping Center.

And, you know, I know it was touched on that there was a referral that was introduced to the VTA board,

but I had been working, I've been trying to talk to VTA staff, honestly, for about a year.

I'll say a couple months before then, trying to get some help for these small businesses,

because a lot of those businesses are immigrant-owned, and once they're gone, you know,

we're going to get more corporate-styled businesses to enter,

and we'll lose the taquerias, we'll lose the nail salons, we'll lose the pho places,

and we'll get Subways and Jumbo juices, which for some individuals that may be fine, but

me as a small business advocate, especially an advocate for immigrants, I want to make

sure that we remain a place where immigrants can obtain the American dream.

So many businesses have reported to me of losing up to 40% to 50% of their overall clientele.

And I know that VTA mentioned that there has been outreach, and there has been outreach,

but sending people to stop by your business with flyers when what you really need is financial

compensation or construction disruption support is another thing.

you know we've come to the point where you know residents in the morning they

don't or even during lunchtime they don't want to go to capitol expressway

for their restaurants or to do their you know dry cleaning because they'd

rather go somewhere else which is which provides a major hardship for my for my

for my district and so I'm glad the referral went through the initial

portion of the referral looking forward to early next year I hope honestly because

every month we go is another major hit to these businesses.

You know, I would have liked for this to be mitigated before the holidays because this

is also going to be a major time where small businesses in the Eastside San Jose are going

to make a large amount of their funds, yet they're going to continue to be impacted.

So I know that you're mentioning the beginning of next year.

Do we have an idea of what month in the beginning of next year?

We do not have anything solidified right now, but we are hoping to meet the February board meeting.

Okay. February board meeting.

All right. That seems, honestly, I'll be honest with you, that seems like a lot of time, you know, taken.

I understand you guys have to do your work, but, you know, a lot of this stuff is a day-by-day case,

especially the holiday season.

I would have liked for this to be done earlier, especially because I've been raising this

during VTA board meetings or meetings with Aaron Quigley or Manolo for months.

And actually going to VTA to speak to the communications team and to Manolo for months now.

Okay. I just want to just a few more comments.

$500,000, you know, which is initially tentatively approved.

I appreciate that.

However, these funds are both for homes and for small businesses who are impacted by the construction.

and there are several homeowners who are coming to me saying that there are cracks in their

infrastructure, whether it's their driveways, the sides of their homes, and we know that in reality

those impacts can easily rise to, gosh, who knows, $50,000 per home. And I understand that this is

not meant to be a 1v1 match, right? We're not matching the entire impact. But to me, $500,000

dollars is not enough I appreciate you know the the board referral but I I've

been working with those VTA board members who introduced it and there's

still multiple years left in this project and so I do in no way do I feel

five hundred thousand dollars is going to meet the needs of my residents and I

will be coming back in brutal honesty for for more of those funds because

they're going to need it. They're going to need it. Finally, in regards to the

traffic, recruitment for, I think you mentioned in one of your slides,

recruitment of city police officers for support with traffic support. How is

that looking? What are the conversations looking? Do we have a head count? Do we

have a timeline for any of this to be done? So we do have a regular

communications with off-duty police officers I mean we have a liaison with

the San Jose police so we work with so whenever we need you know resources I

know we we talk to the captain of the police department how often are you

obtaining those resources regularly let's say if there is a construction

happening at an intersection you know as recently at Ocala you know we had

issues with accidents there and you know people not obeying the rules there so

So we had police there every day.

Police presence was there at the intersection.

But the good thing is we have opened the lanes.

You probably have noticed we have opened the lane

at the left turn at Ocala.

So we don't need a police presence at the intersection

at this time.

But for any intersection work,

whether it's daytime or nighttime,

we ask for San Jose police to help us.

And it's not easy.

many a times, they're not available.

What about crossing guards?

You mentioned crossing guards.

We have crossing guards at Ocala,

especially because of the school that's there.

So at Story, what we have done right now

is we have a protected crosswalk at Story Station.

It's fully encased, enclosed, I should say,

enclosed pathway for protection for pedestrians.

And so that was, sorry, the structure was installed about two to three weeks ago.

Oh, really?

So this was post that town hall that we had in partnership together at the Hillview Community Center.

Hank Lopez Community Center.

Okay, that was going to be my next question is, after our meeting that we had in partnership with my constituents,

what updates have you made in regards to traffic impact?

impact. So, okay, so that was one addition that you made. All right, I continue to hear that Story Road is just an area that has increased transportation hazard for those who are walking, crossing the street, and so I just ask that you maintain channels with the community, and if we do need crosswalks, crossing guards in that area, that we explore that as well.

And then finally, in regards to our community outreach and our small business support, how are we quantifying those efforts?

We are still developing the program for the board referral itself, but for the programs that we...

Until now, yeah, previously.

The previous.

How have we been quantifying those?

So we did go business by business to see if they wanted to participate by offering a discount, et cetera.

None of the businesses at Crossroad wanted to participate with us on that,

So it was difficult for us to quantify from like a sales perspective because we didn't have that business participation.

So we looked at social media impressions, website visits, et cetera, et cetera.

Currently, we do have large banners at print.

We're trying to work with the property owner at Crossroads to hang that banner to say open for business.

And we're also identifying areas that we control along the corridor, construction fencing, et cetera, et cetera,

to have a very visible reminder for motorists along the corridor.

For the upcoming board referral,

what I would like to do is hire an external firm

that may be more familiar with marketing

kind of smaller immigrant businesses.

That way they can, we've got kind of a discrete amount

of money that we're spending.

They can measure the metrics on it,

and they're specialized very specifically

in marketing those types of businesses.

Not to mention that our marketing team

is going to be busy with the Super Bowl.

Okay.

I appreciate it.

My mic is blinking,

but just to comment really quickly on that,

I think it's very important that we're quantifying this

because, you know, like you said,

VTA made a website to highlight the small businesses

on Capital & Capital,

but it's like who, before they go out to eat,

is thinking, oh, let's look on the VTA website

on where for where we should have dinner right and so it's like are we doing busy work or are we

doing work that will actually help business owners and district 5 residents right that's that's what

i hope um you know bta staff is taking into consideration um during these these discussions

and then same thing with like these these large banners right okay you're you're gonna get a

billboard well that's you know a couple thousand dollars well you could have easily you know

purchased food at one of the restaurants and did an event to bring people to Capital on Capital by

directly investing those funds into a restaurant or into the pizza place or into one of those

businesses instead of putting together a billboard in which we don't even know if the money is if

there's even going to be a return on investment. So that's just two examples that I'd like to

point at and then you know I appreciate you know that VTA has been in places you know

one of the been places to raise awareness about this project you know one experience I had was

I was invited to the Taylor Oaks apartments for a ice cream social and then VTA asked my staff

to pay for the ice cream for the ice cream social to connect with my residents and so it just comes

Sometimes it just makes me feel like, okay, how much skin is VTA willing to put in the

game in order to reach my constituents, and then how much is just focused on this busy

work?

We do see in other large infrastructure projects, partnerships between cities, council offices,

supervisors, et cetera.

So we do know that there are resources that we can leverage.

I just met with OED the other day.

Thank you for referring them over to Jessica Munoz.

We know that the city has a very robust technical assistance program that they run through OAD,

which we're going to try to help amplify, as well as part of the business assistance program,

because these resources are in place and folks don't know about it.

So wherever we can partner, because we are trying to build this project on time and on budget,

we would like that.

If folks would prefer to have VTA handle it, that's fine.

we we just but we're happy to partner and and you know we're happy for these suggestions too

um you know we're we're trying to be responsive uh to um your requests well i mean i have a history

with bta especially on the brt project and the same people who made a big mess of the brt project

are the same ones working on this project and so it makes me feel like there's no accountability

within the organization so i hear what you're saying about partnering um but even when i started

having these issues in my district going to Ken his response to me was oh VTA has

no obligation to provide funds to the public for construction disruption which

may be true I'm sure it is true but that's not the attitude that VTA should

have to communities of color and immigrant and working-class

neighborhoods when they cause impacts thank you all right thank you council

member I will entertain a motion to accept the transportation activities

report move to accept the report all right we have a motion in a second I

don't see any other comment requests so let's vote on this one okay motion carries

five zero and thank you very much for being here and giving us the the report

on this very important project okay finally our city street sweeping

performance status report thank you again chair John Risto director of

transportation and while the team's coming down I'm going to introduce them

and ask them to speed it up.

We know we're a little bit late.

With me here in the box is Jennifer Sagan,

Deputy Director of our Infrastructure Maintenance Division,

Bin Tron, Division Manager,

and Ariane Collin, Division Manager for Parking.

Jennifer.

Thank you, John.

Jennifer Sagan, Deputy Director for Infrastructure Maintenance.

So just as we begin, I want to start by again saying kind of what the purpose of street

swooping is.

A lot of people think, oh, it's cleaning the roads, but really what it is is to, it's

a best practice under the stormwater permit for removing pollutants that could get into

the storm drains and ultimately in the waterways.

Some examples of that are sediment and nutrients from fertilizers and animal waste, toxic metals

such as copper and mercury and organic material.

So the street sweepers go along the curb line to try and remove the small collections of

litter and debris that build up and where the sediment with these pollutants can collect.

And again, a friendly reminder, our street sweeping program is delivered as a hybrid model.

The in-house program is operated by DOT staff, driving city-owned vehicles, and they sweep

the arterial roads, connectors, bikeways, and business districts.

And approximately 46% of the curb miles swept per year are swept by the in-house program.

And the other side of the house, the residential streets are swept once a month by a contractor,

and their contractor green waste is managed jointly by DOT and ESD as part of the green waste waste management contract.

The hybrid model allows DOT the flexibility to send out a sweeper whenever needed 24-7,

and it gives us a resource deployed as needed.

So this is a slide that we haven't included in the past, and there is a lot of information on the slide, so I'm going to just summarize a little bit.

What we did was we broke down, I'm going to direct you to the yellow part of the presentation on the slide.

ACB is our arterials, connectors, and bikeways.

So you're going to see in each council district how many miles of arterial connector and bikeway curb miles are in the district.

NBD is our neighborhood business districts.

CBD is the central business district or basically the downtown area.

And RSS is residential street sweeping.

And so I pulled some numbers together.

If you total everything down the bottom, you'll see the total number of curb miles swept per district and the total number of signed miles per district.

And then going across, you'll see the total number of miles for each of the different programs.

Hopefully everybody knows, but an arterial is a high-capacity urban road that sits below a highway on the road hierarchy,

and a connector is a smaller road designated to connect between different areas from major roads to highways.

So these are some of the bigger streets as opposed to the residential areas.

And the number of curb miles per council district varies from about 6% of the city's total mile swept to,

and that's in District 7 to about 13% in District 10,

and I think that's mostly just based on geography and how much of the city area is in each of the districts.

But then the percent of curb miles per signed curb miles per council district is not as equitably distributed.

So we've got about 1.4% of the signed curb miles, which prevent people from parking during sweeping hours.

1.4 percent is district 9 and that goes up to about 52 percent in district 3 so that means in

district 3 52 percent of all the curb miles are signed for prohibiting parking and so you'll see

in the areas that are denser we have more signs prohibiting parking during sweeping hours

moving over to route completion we've got a chart here showing the consolidated view of

route completion for both sweeping programs together over the past 10 years city sweepers

use a geotab system which tracks the sweeper location and the speed the tool is useful in

verifying completion of the sweeper route so we often get requests in or concerns in that hey my

street didn't get swept and we can go back and look at the geotab to see yes the sweeper did pass

by and then the next step is what did the parking situation look like because it's often

unable to get to the curb because of parking or large piles of debris and then um

our in the last two years our two fiscal years so fiscal year 23 24 we were approximately 91

percent complete on routes and the same thing in 24-25 we're looking to get closer to 100 this

fiscal year and then on residential streets dot has inspectors that follow the sweepers to assess

the effectiveness of the street sweeping green waste the contractor also has some route verification

system in their sweepers that is similar to geotab so again if we ask them we can they'll be able to

respond to verify that the sweeper had gone by at what time and at what speed

sometimes the speed indicates how effective they were too if they're going

too fast we know that they may needed to slow down to get a little bit better

sweep the residential street sweeping program also relies on city inspection

staff who in real time assess the sweeping performance and can identify

other issues such as obstructions or parked vehicles. Green Waste also has two

supervisors out monitoring their team and they often handle customer service

issues directly so they're very responsive if we call and ask them to do

a resweep or check something out. So moving on to some of our core service

measurements for the street sweeping effectiveness you're gonna see two

different bars there and the chart on this the blue chart depicts the

sweeping effectiveness as observed by the DOT inspection staff so we are

evaluating our own effectiveness and they use a five-point scale to measure

the effectiveness and a copy of the chart that they use was included in the

memo as attachment a five points equals there was no debris left behind and one

point rating indicating there was an issue that resulted in some significant

debris left behind. Switching to the orange bar that represents resident

feedback through the city's customer focus survey it's question 14F which is

conducted quarterly the most recent survey was completed in quarter one of

the fiscal year and DOT intends to work the city with the city manager's office

to update the performance measure to see if we can get a little bit better alignment

between what we're seeing out there and what residents are experiencing as well.

Some of the barriers and challenges to sweeping are probably nothing new to any of you,

but this slide shows the most common barriers that we have.

The picture on the left is showing debris at the curb line.

Large debris piles are often avoided by sweeper operators

because inside the pile might be hidden something that could fly out

or damage the vehicle as they go through it,

although I have seen sweepers operators slowly go through a large pile and pick it up.

So it's kind of at their discretion whether they think that they can successfully

and safely pick up the pile.

when there are large debris piles out there first of all a lot of residents don't realize that it's

the property owner's responsibility to make sure that the curb line is clear and leafy debris and

we're in the middle of leafy leaf drop season now should be put in piles at the curb about a foot

away from the curb to allow stormwater to flow past it but it shouldn't be set out until the day

before the collection but we often see early set outs or late set outs but if

there are large piles out there just any type of debris they can contact our

dispatch office to have us evaluate whether it needs to get removed and we

can either have staff follow up or call on one of our programs to take care of

that another common sweeping issue are trees with branches that hang below 14

feet over the street so the picture at the top right you can see the sweeper or garbage

truck actually trying to get to the curb and if branches are low we've had some of our vehicles

hit the branch and damage the vehicle slightly or they have to swerve away from the curb

to avoid the branch and we do proactively look for these obstacles.

The middle picture shows the impact of parked vehicles, and as a reminder, if there's one

car at the curb, the sweeper, to avoid it, misses about three car lengths of curb to

avoid that.

Parked cars are probably the greatest impediment to street sweeping.

Street sweeping signage is one way to address it, although it's very expensive and we are

We're only able to install it when funding is available.

Another way to address issues is our enhanced sweeps, and we have done a number of sweeps

this year, many more than we thought we could, so we're getting better at being able to deliver

that surface.

Moving on, I'm going to pass to Ben.

Thank you, Jennifer.

As Jennifer mentioned earlier, the hybrid program really helped us ensure the efficiency

of our sweeping program.

In the next few slides I'll be going over the differences between the city in-house

sweeping program and the contractual program as well as pointing out some of the approach

that we came up with in order to resolve some of the challenges that Jennifer also mentioned

in the previous slides.

For the city in-house crew, the city employed the sweeper operators and we also owned the

equipment to sweep the bike routes and the downtown areas.

On a typical day, we would have about four sweepers and one operator to deploy and recollect

all the ways been that we put out in the street to ensure the safety and the cleanliness of

the street.

Friday we would typically use that day for catching up with any missed route or any special

project that being assigned by the city, the council.

And on top of that, our team also helped with some of the requests from San Jose Police

Department and Fire Department.

crews operate during nighttime typically doing great shift from 12 to 830 in the

morning and hours can extend longer than that if we have any special request just

just for the sake of time I know that first for example vice mayor has to go

and wants to ask a couple questions so we're gonna put a pause on this for a

second let her ask answer ask her questions and then try to move through

the rest of it very quickly thank you I I appreciate that I didn't think this

This meeting was going to go so long, and I have a meeting I have to get back to my office for.

Turns out that today is the day that I had street sweeping in my neighborhood.

And I also noticed that it didn't get swept very well because there are not a lot of cars, but a lot of piles of leaves.

So how do we encourage yard waste?

And my trash pickup was Saturday, by the way.

how do we encourage or discourage yard waste from being put out too early

thank you for the question that's a great question we're working in coordination with

the environmental services department to communicate that out to the residents and

that is one of the biggest challenges you know especially if you're you know my sweep day is on

friday and then a lot of people in my neighborhood have their gardening done on saturday and they

want to set it out on the curb on Monday and have it wait till the next Friday.

So that's some messaging that's going to be going out in partnership with the Environmental

Services Department.

But that's one of the biggest challenges that we face.

We can do better.

I really, I've said this before, every time this report comes up, and I'm going to say

it again I would love us to investigate the cost of providing yard waste bins

for everyone so that this situation is avoided that's what I have in my house

because I don't like it out on on the street and my gardener comes on Friday

and puts it in the yard way so a yard bin I know everyone can't afford that so

I'd like to see us figure out how we might be able to do it make sure we have

that at low cost and it also would eliminate what Jordan's going to come and talk about

is yard waste in bike lanes because people are putting out their yard waste in bike lanes.

The other thing I wanted to mention is that I noticed a sweeper, not the one in my neighborhood

today but a few weeks ago really speeding through a neighborhood going beyond the speed limit and

actually running a stop sign as a vision zero person i'm very sensitive to speed in in the

residential neighborhoods and i'm glad to hear that we have geo tabs but how often are we checking

with Greenways to confirm the speed of their vehicles?

That is a really great question.

First of all, let me say, if you do notice that, please call us.

You can call the dispatch line, the 408-794-1900 number,

and just say you noticed that, and we'll definitely investigate it.

And I will say, I know we are looking at our in-house program.

We get alerts regularly if somebody speeds or if they're not wearing a seat belt, any safety issues.

But I'm not sure about the contractor, so I will look into that.

Okay.

Really, they're going through residential areas with children who are walking, people who are walking.

It's extremely dangerous.

I was shocked at the speed that they were driving, and I'll be happy to give you the neighborhood.

It wasn't my neighborhood.

It was the one right next to my neighborhood who has a different sweet street sweeping day than I yeah, I do but please do I will thank you

And thank you chair for letting me go first. I will move acceptance of the report

All right, well just let's let's quickly see if there's some stuff we want to see on these last few slides

But go through them fast and then we'll move on

Thank you

Thank you.

So I'm going to move next to the residential sweeping program being run by our contractors, Green Waste.

So Green Waste actually have their own employees, provide their own equipments,

but our inspectors, we do oversee their operations.

and our inspector, like Jennifer mentioned earlier,

we're going after them, making sure that they're sweeping all the way to the curb,

up against the curb, and they're not going too fast

and not leaving any debris behind.

And on top of that, our inspector would be in communications with the residents,

you know, just to make sure that the residents understand

that street needs to be clear, tree needs to be pruned,

and we do communicate proactively with the residents,

especially in those areas that we see the problem keep coming back.

And in order to fight some of the common troubles,

our inspectors actually keep track of a list of common trouble spots.

Two of the major issues that we've been having with street sweeping

are parked cars and street clearance.

For these cases, our inspector would be leaving door hangers and notice on the vehicles

just to make sure that the residents understand the importance of leaving the street clear.

On top of that, we also inspect the street and make sure that the streets are free of obstructions.

And if there's any obstruction in the street, you know, cars that are not moving,

we'll be in coordination with our parking compliance team to make sure we can do advanced notice

so that we can move the car out of the way for the upcoming sweeping.

and this slide showcase a response to a very common question we've been getting over the

last few years what would be the cost to install signs and enforce you know streets around the

city to make sure that we can sweep effectively so this is the cost to add about 100 miles of

street sweeping with signage. From the top table that is one-time cost would be including

the fabrications and installations of the signs. It also includes three vehicles for parking

compliance officer and some equipments for the operations. And the table below highlight the

ongoing annual cost to operate this program. So one-time cost is about a million dollars.

and annually it will cost us about another million dollars

to add about 100 miles of Science Street for street sweeping.

With that, I'll hand to Aaron.

Thank you.

DOT parking compliance officers are responsible for the enforcement

of posted parking restrictions in street sweeping zones

and do so through the issuance of parking citations.

Citywide parking compliance officers are called upon to enforce over 500 miles of

street sweeping restrictions or roughly 13% of curb miles in fiscal year 2425

over 66,000 citations were issued to 45,000 vehicles approximately 90% of

vehicles cited during the year received one or two citations indicating that

these vehicles may have simply forgotten to move their car on the street

sweeping day. A low volume of habitual offenders noted at 1.3% of vehicles cited

suggests that citations are an effective enforcement tool in most cases. When

looking at where the street sweeping citations were issued approximately 72

percent were issued in areas with equity atlas scores 8, 9, and 10 which

represent neighborhoods with a high concentration of low income and

communities of color to assist our communities with understanding more

about specific street sweeping activities in their area the city has an

online street sweeping lookup tool the interactive map can be assessed via

multiple paths on the city's website including DOT and ESD pages

additionally in January 2024 ITD introduced a street sweeping lookup

feature within SJ311 which also offers an option to subscribe to email

notifications about upcoming sweep schedules for your address the day before a sweep.

Next.

Okay, and to conclude our action items for the fiscal year this year, we were able to

complete 19 enhanced sweeps last year, and we're hoping to do the same thing this year.

We're going to be drafting a budget proposal to add signed mileage to our inventory.

We've got a backlog of about 14 different locations that people have been requesting signs for,

and we're going to just put forward something that says, okay, if we're going to do all of that,

here's how much it costs, and we'll see if the funding is made available or not.

We're also going to consider use of new technology to improve the effectiveness and efficiency.

You know, I'm hoping that we could come up with something like a Roomba

or something that we could set out in the bike lanes,

and we're looking at companies that have some unique solutions to see what we can employ.

And then we also want to develop a condition rating tool that can be used by the public

to help identify trouble spots and let that data be used to help enhance our maintenance plan.

And then as Council Member Foley mentioned, we will look into working with ESD to price out

how much it would cost to provide the sweep waste bins to prevent sweep waste from being an obstacle

that prevents us from getting a clean sweep.

And with that, that concludes our presentation.

All right, let's go with public comment.

we'll have we'll cut it down to one minute since we're running so late

Jordan make way down to the podium please

Okay, yeah, so certainly yard waste in bike lanes is still an issue.

I wasn't really going to talk about that.

I've heard complaints of like glass and other small debris

that doesn't get swept often enough,

Bird Ave being an example that is cited to me very frequently.

But, you know, things where there's truck routes

and other things that scatter a lot of glass.

In the slide where you talked about the citation giving,

I think it would be useful to break it down.

Like how many cars get exactly one citation,

and how many cars get exactly two citations.

I think breaking it down more would make it more effective to understand what's the potential benefits of deploying more signs.

I am, in general, supportive of deploying more signs equitably.

And just making sure people know, because maybe, you know, if we could do a comparison and contract between violations on streets with signs versus without,

to understand, like, maybe, like, 50% of violations won't happen if people just know about it.

I think last year we talked about maybe email notification

Back to the committee. Thank you. Okay, councilmember compost is next

Thank you chair

And I want to start off by thanking staff for this presentation

You called out attachment a which is especially helpful in visualizing and understanding the effectiveness of

street sweeping and the concerns that we hear from neighbors when

the street sweeping is falling short of the standard and the possible corrective actions

that we can take in my district I've heard directly from neighbors about street sweeping

that lands in the unacceptable and the not good category and this could be for a variety of

reasons some that we heard during the presentation today so to that end I do have just a few questions

I want to go through first on data inquiry.

Do we have data on customer satisfaction,

both for in-house and contracted services?

Thank you for the question.

I believe the performance measures that we're tracking

are the effectiveness that I mentioned,

but I don't think we have satisfaction.

So the question that's in the community-focused survey

focuses on how clean do you feel the streets are.

So that quasi-satisfaction.

Okay.

And so that is helping us to assess the quality of the sweeping

that's performed by both entities?

Correct.

Okay.

And so what is it that we're learning from the information?

We need to do better.

Thank you for those responses.

I also wanted to get some more information on the expansion of parking prohibition signs throughout the neighborhoods.

And I appreciate the work that your team has done to provide us with the cost estimate at a million dollars in upfront costs and a million dollars in ongoing costs.

I think it's incredibly important that we identify sustainable funding for this work, especially as we approach what will likely be a difficult budget season for our city.

So has staff identified a funding source, and will there be more details about program

design and implementation through an MBA in the future?

Thank you for the question.

The street sweeping program is currently funded through the stormwater fund, and you're probably

aware the stormwater fund is facing some challenges with sustainability.

So we're bringing the budget proposal forward to kind of start to evaluate where funding

might come from, and it might have to point to the general fund.

Okay.

And so to the best of your knowledge, we'll adding 100 miles of street-sweeping parking

prohibitions to play a dual purpose.

So for example, we have a large district, I think the largest in terms of land mass,

with many residential areas.

and I'm thinking about neighbors who have a desire for more vehicle turnover as

other council districts have in their neighborhoods with chronic parking

compliance issues so can these street sweepings and the postings help us

tackle other forms of parking compliance issues it can if that street is signed

then those residents that are on those signs do have to move their cars once

per month that's not a lot but it's that does have some turnover we are also good

and I think this was reported in the parking item that was first we're we had

a MBA for item that was added to that direction for us to actually investigate

pilot project to use tow way this is going to be a pilot in one or two zones

where we would use actually a tow way signs for street sweeping days we haven't

completed that work we haven't we're still trying to identify what areas we

want to do that in that pilot project may inform a lot in terms of if that

enhanced enforcement creates more turnover of the vehicles around the street sweeping,

which gets to the parking issue of compliance, too.

So maybe both of these put together might do some of that, but it really would,

we think it would be helpful on a number of reasons to get more signed curb lines,

curb areas, just because the effectiveness of street sweeping goes way up,

and obviously the vehicles would then move

at least that one time period in the month.

Thank you for that response.

I know that this work is incredibly important,

not just to my residents, but throughout the city.

We have a high need for cleaner streets,

especially in high-density living areas.

My last question, given the funding is coming

from the Stormwater Adoption Program,

and our last council meeting we heard

from councilmember Kamei about the opportunity that we have by promoting

that program so how can this work overlap with ESD for example with the

stormwater adoption program with the school cities collaborative because I

think that those are very important opportunities for information sharing

and there has been, I know, probably less funding for information campaigns as there used to be previously.

So in addition to the work that you're doing to explore putting up signs,

what opportunities are there that we can leverage?

The fact that so many of our families, especially our immigrant families,

see schools as a place for information and resources and strengthening that partnership

and that opportunity to excite young learners about keeping their streets clean,

which will then inform their parents about the work that they also have to do to keep the streets clean.

Thank you for that question.

I love to think big picture about how different things connect to each other.

And so we've got the adopt-a-storm-drain program that you've mentioned.

And the Department of Transportation does a lot of the walk-and-roll outreach to schools.

And we have coordinated with the walk-and-roll program to have them also give information out about stormwater pollution while they're out there.

And so that's an opportunity for them also to promote the adopt-a-storm-drain program.

and the communications that we sent out with the ESD, our ESD partners,

we can pull all of that messaging together to make sure that we're capitalizing on every opportunity

to encourage people to adopt their street, their storm drain,

and through that program make them aware of what they could be doing in front of their own home.

And I'll just end my questions with this last comment because big picture, right?

2026 a lot of people a lot of eyes on the city we talk about that as an opportunity for civic pride

engagement and what better way to promote civic pride than you know that personal responsibility

of caring for your neighborhood keeping a clean neighborhood a safe neighborhood for all and so

I think that there is a lot of opportunity with 2026 around the corner to even think about you

know some of the sports and entertainment work that we're doing how can that come into our

neighborhoods directly promote that sense of civic pride through programs

like this that encourage neighbors to adopt storm drains neighbors to clean up

and follow the rules and make sure that we're creating a safe clean San Jose for

all so thank you again for all the work that you do you bet thanks for the ideas

all right we'll move on to councilmember Ortiz thank you I'll try to keep my

comments short you know the street sweeping is also a essential city

service that district 5 and my residents feel we just haven't been seen the

proper or have had their expectations met by by the city of San Jose I think

it's a lot of its connected due to the large amount of whether it's abandoned

vehicles or lived in vehicles that are in the district because then that and as

well as individuals living multiple families in one home and so then that

makes it a lot harder for people to move out of the area when it's street

sweeping day which in turn reduces the quality of the street sweeping job even

even though you know despite a lot of these violations occurring in my

district and I know my district has a lot of the signs I think by work done by

previous council members to advocate to have those signs put in district 5

unfortunately just doesn't see the quality of street sweeping that we'd

like to see and so I would just like to ask in regards to the the contract that

we have with the the street sweeping provider how often is that reevaluated

So the environmental services department manages the contract.

I believe that it's a 15 year contract.

15 year contract.

Yeah, so it's a long term contract.

And the street sweeping, the contract is with the yard waste contractor.

And then as we've talked about, yard waste gets set out on collection day.

And then the street sweeping comes in the next day to try and capture the residual that's

left on the street from that.

So they're put together in the same contract.

And there's an advantage to the city to have long-term contracts with the haulers so that

they can invest in infrastructure for their own operations.

And it guarantees them, you know, work for a number of years.

So I believe it's about every 15 years.

How long have we been in this contract with this service provider?

If I remember correctly, we're 2035 is the next time this contract's up.

Exactly, 2035 is the next contract.

But is this our first time in this contract, or was it the same one that we just carried over into a new contract, the same service provider?

When did we start with this service provider, this street sweeper?

2020.

2020, okay.

All right.

I just, to be brutally honest, I'm just not seeing the quality.

I don't know what my other colleagues you know what their type of concerns are

my district almost every single neighborhood I'm having residents reach

out I understand that there's there's sometimes the expectation is that

they're cleaning gonna clean up all the trash on the street which as you

mentioned earlier in this conversation that's not the point but I get photos

from neighborhood leaders just showing me streets and in district 5

neighborhoods that just in my opinion aren't aren't swept and you know I've

I've personally heard stories of the street sweeper just avoiding streets

altogether and it may be because of the over concentration of vehicles and so

they feel like you know they're unable to sweep those streets but you know I'm

glad that we have long contracts with these service providers but as you said

it should be for the benefit of the city but you know I for one as the council

member from district 5 have not seen the benefit for my residents thank you

council member and for anyone if you do receive complaints of the quality or you

see it yourself or your staff the best thing to do is actually report it I

think that many of those are not related to street sweeping but perhaps just the

debris that's been placed in the street and then as we reported street sweepers

can't take that that sort of thing but if you were if we get those reports we

can certainly work with ESD on those and and us so the best thing is to report it

and if there's a belief that a street sweepers not hitting a certain street

let us know that too because again we track all those and we we would be able

to provide record of when and where those streets we press are hitting all

those locations so it's really helpful working with your office to get that

information and then we can actually act on it so for anyone and I have in the

past we went to Arbuckle the Arbuckle neighborhood with Aron Rezende so that

one right me personally with DOT staff I've looked at the the issues but when

it just comes down I mean I can't do that every single month in every single

neighborhood of my district and so I just wanted to elevate that I have

concerns about it and you know I'm not sure what my colleagues think thank you

Well thank you and I want to say this is one of those topics that's frustrating

but also really hard to solve. We've annually have this almost

exact same conversation this meeting so I just want to ask a few questions based

on some new things I've thought of since during your presentation. I'm a little

I'm still a little confused about the what I understand to be that there's a

monitor who follows the street sweeper. That's true for our contractor right?

Is it one of their employees or one of our employees?

Thank you for the question.

So it's a combination of both.

So we have in DOT inspection staff that follow the residential street sweepers,

and Green Waste also has a couple supervisors that do the same thing.

So that 91% street completion number, does that just mean they've driven down the street?

It doesn't mean that they've gotten 91% of curb length.

Is that correct?

That's correct.

And our monitors are the ones who are tracking that for those residential street sweeping?

Correct.

And they are, again, directing you to attachment A in the memo, using that as an effectiveness

score.

So as they're following, they're scoring what they see as they go.

It just feels like there's a better way to do this.

to what I mentioned before about utilizing our proactive abandoned vehicle patrols, that

this person, there's a lot more we can get out of this individual who's following the

vehicles. But I mean, I'm not sure we're going to solve that now. I'm just kind of throwing

that out there that if there is a person following them and yet we're getting reports of things

that aren't complete, I wonder, you know, if we have a better way of collecting data

to understand what's happening on all of our streets with a person who's monitoring what's

going on. If they bypass a cul-de-sac because there's too many cars in the

cul-de-sac, I assume we we know that because the person's following and we

should be able to quickly say yes we didn't get to that street because of

this reason. Also I'm thinking of you know some kind of visual monitoring

that record or something that shows a before and after pictures now and then

because being able to show our residents well yeah it's not perfect but here are

pictures of what the street looked like before the street sweeper came down and

And here's one after, yes it doesn't always happen

because there's sometimes a car in the way,

but it does actually make a difference.

If we can't show visually that there's an improvement

when the street sweeper goes by,

I wonder if the street sweeping service itself

is the right service to be providing to the city.

And I haven't been convinced of that.

Although, I mean, I certainly have seen them come my street

and there's a little, you know, you can see the water

on where the things gone by and maybe some,

there's a little bit less debris there.

but I wanna understand is this really having an impact?

And then if in fact there's a question of

putting up signage and the ongoing cost

of a million dollars a year to cover that signage,

I mean to patrol and ticket based on that signage,

that person who's, I mean,

aren't there other ways to do this?

In fact, we have that individual,

the monitor who's following the street sweeper

who could be deputized in another way

to actually do that work at streets that are signed.

It seems to me that there's an in-between solution,

which is putting up the signs,

but not necessarily patrolling,

sending out parking enforcement,

but the presence of the sign themselves is a key thing.

And what I think is the biggest gap in the success here

is whether our residents know

what day their street sweeping is.

If I go outside every week and I see that thing,

oh yeah, yeah, it's tomorrow.

Honestly, I don't ever remember the day

that my street sweeping is supposed to be.

I know it's a Monday, I forget.

Is it the second Monday or the third Monday?

I don't remember.

If there were a sign there, I would know,

and I would make sure that the cars were moved.

I do think that there's a huge benefit to that,

and that investing in the signs is key

and not necessarily the enforcement.

So we might want to separate those things.

Yeah, we agree.

We'd like to see more signs.

Okay, and then I was just going to ask,

I know that there's a question about budget

for the 100 miles of signs,

but maybe if we could break it down into units of per block,

how much does signs cost?

individual council offices could submit individual budget documents for small

stretches of street that are important to us in our council districts as well,

break it down into smaller elements. And then the last thing I was going to

mention on that the picture on page seven that showed the leaves, I don't

necessarily need to put it up, it showed leaves but that picture maybe it was just

meant to be somewhat illustrative, that didn't look to me like a pile put out by

a resident who was doing yard waste, that looked like that there's trees on the

street and the leaves build up in the in the area along the curb that's not

necessarily a case where I don't know whether our yard waste folks are

supposed to be trying to clear those when they're up against the curb or I

always thought that was the kind of case that we have street sweeping for so I'm

trying to understand was that picture that picture is actually maybe not doing

it well enough but that's supposed to illustrate that the overhang trees are

are not allowing the street sweeper to get an exception.

No, no, the one on the left side, I thought,

was about leaves in the gutter.

It's the trees that the street sweeper can't get to the street

to pick those up.

Otherwise, they could.

This was an acceptable level.

So if there's leaves that are built up in the gutter that

are just kind of, or along the curb,

that are a couple inches high, is that something

that a street sweeper should be collecting, or is that?

If it's too much, then they'll avoid it.

But that picture was supposed to illustrate that the trees were impeding the street sweeper.

Okay.

We can provide.

Slide seven.

Just quickly, I want to understand what we can expect from the street sweeper.

Probably some more examples would be helpful as well.

Yeah.

So just on this picture on the left, is that about tree overhang or about leaves in the gutter?

It's the overhang.

So that is an example of tree overhang.

But at the same time, the green waste contractors should be trying to scrape those up at the curb if they could with the...

Okay.

But that's not the responsibility of any individual because that wasn't put out by someone.

That was probably leaves that fell off trees and built up in the gutter.

And it looks like it's not a residential area, but the local, the property owner that's adjacent should be responsible for making sure the curb line is clear.

But we know a lot of people don't realize that.

All right.

Thank you.

I think we've gone past time, but I just wanted to kind of raise a few questions of things

that I thought about during this.

I think we had a motion in a second already, so let's vote on this item.

Can I confirm the seconder on the motion?

Oh, it was compost.

Thank you.

All right.

That motion carries 4-0 with one absent, and we are on the public, I mean, to open forum.

Jordan, please make your way down to the podium.

I won't be able to make it to council tomorrow, so I wanted to express my support for the

group memo on item 6.2, the clean energy pilot from Chair Cohen and council member Tordios

and some others.

A few weeks ago, we also talked about the zero waste element, and I gave the example of textile

waste. So went to the turkey trot on Thursday, got my mandatory t-shirt. There's no option to opt

out of getting a t-shirt. I already have like three or four of these. So that's just an example

of something that we could, you know, at least start out with voluntarily encouraging our partners,

hey, maybe think about allowing people to opt out of these textiles, you know, maybe eventually go

further with city or statewide legislation to say, hey, you know, you need to unbundle

t-shirts so that you have to opt into getting a t-shirt rather than it being forced upon

you. So thanks a lot.

Although that's the only wicked color, wicked theme color shirt that you have.

All right, we are adjourned at 423.

Thank you.

Thank you.

Thank you.