Building off of the audit authored by State Senator Dave Cortese, San Jose must ensure every city-funded homeless program has measurable outcomes. Programs falling far short of these metrics should be discontinued or heavily reworked so our taxpayer dollars go to the most cost-effective solutions.

So what does success look like, Alex?” – That’s what District 6 voter Jonathan asked me recently.

How We Know Our Homeless Efforts are Succeeding
City Staff Focused on Outcomes

 

Details

How We Know Our Homeless Efforts are Succeeding:

  1. The city cost per unhoused person drops by at least $10,000 by 2028.
  2. The ratio of households in housing compared to those becoming homeless drops below 1.0 during my four-year term (in 2022 in our county, for every 1 household we housed, 1.7 more became homeless, which means homelessness increased last year).
  3. By 2032, San Jose’s overall homeless count is cut in half from the most recent count.
  4. San Joseans no longer cite homelessness as their top quality of life concern.

Together, let’s implement policies that spend public money efficiently and ensure everyone has a roof over their head to fix the biggest issue on our hands right now.

 

City Staff Focused on Outcomes: Working smart and achieving outcomes means focusing on our highest priorities. In most jobs, that means a higher-priority task can leapfrog a lower-priority one, even if it comes later. That’s how planning should work too. 

  • City staff must take a more active role in ensuring San Jose meets our City’s annual housing goals by encouraging developers on projects to maximize the number of homes and maximizing the number of affordable homes.
  • We fell way short of our affordable housing goals in the last eight years. We can’t afford to do so again. City staff can’t control the economy; they can influence where and how much housing gets built. They need to take a more active role in ensuring we meet our state-mandated goals. Let’s hold each other accountable for this failure and do better in the future.
  • I believe the planning process is too slow. I’m going to ask a member of my team to shadow any significant development project in District 6 from inception to approval. This will help me better understand where there are roadblocks in the process and recommend changes.
  • The City’s planning department should maintain all the development projects in a tracking document. Regardless of when the permit was filed, projects that come closest to meeting city goals – such as emphasizing innovative transportation solutions or including lots of  affordable housing – are moved to the top of the list for staff to work on first.