2026-2027 Budget Study Sessions

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The document outlines the schedule for the City of San Jose's Budget Study Sessions for the 2026-2027 fiscal year. It includes specific dates and times for various city service areas, with additional sessions held if needed.

Key points

• Budget Study Sessions are scheduled for May 6 and May 7, 2026, and May 11, 2026.
• Sessions cover topics such as Community & Economic Development, Transportation & Aviation Services, Environmental & Utility Services, Neighborhood Services, and Public Safety.
• Additional discussion sessions are reserved for May 13 and May 14, 2026.
• Items may be discussed out of order if prior discussions are completed.

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• Specific details for some items are not filled in, indicated by checkboxes.

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The Manager’s Budget Addendum #1 outlines the schedule and agendas for the 2026-2027 Budget Study Sessions, which are set to take place from May 6 to May 14, 2026. The sessions will cover the Operating and Capital Budgets, as well as the Fees and Charges document. The sessions are organized by City Service Area (CSA) and will include discussions on various departments and their core services. Detailed agendas and a master schedule are attached to the document.

Key points

• Budget Study Sessions scheduled from May 6 to May 14, 2026.
• Sessions start at 9:00 am on May 6 and 9:30 am on subsequent days.
• Focus on Operating and Capital Budgets and Fees and Charges.
• Sessions organized by City Service Area (CSA) to integrate departmental services.
• Detailed agendas reference sections in the Proposed Operating Budget.
• Additional discussion days reserved for May 13 and 14, 2026.

Limitations

• The document contains placeholders and unfilled sections that affect the completeness of the summary.
• Specific dates and times for agenda items are mentioned but not detailed in the summary.

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The document presents the 2026-2027 Proposed Mid-Biennial Capital Budget Update and the 2027-2031 Capital Improvement Program (CIP) for the City of San José. It outlines the budget's purpose, which is to rehabilitate and expand city infrastructure, including roads, sewer systems, community centers, and public safety facilities. The proposed budget reflects a significant increase compared to the previously adopted budget, primarily due to rebudgeting of funds. The document also discusses funding sources, anticipated revenue changes, and the need for additional resources to address infrastructure maintenance and improvements.

Key points

• The Proposed Mid-Biennial Capital Budget Update includes adjustments to the 2026-2027 budget and extends the CIP to 2030-2031.
• The proposed budget for 2026-2027 is $1.2 billion, a 75.7% increase from the previous budget of $670.1 million.
• The 2027-2031 Proposed CIP totals $3.3 billion, an 8.5% decrease from the previous CIP of $3.7 billion.
• The budget addresses changes in revenue assumptions, project costs, and unexpected needs.
• The document highlights the need for additional funding sources to maintain and improve city infrastructure, which currently faces a backlog of approximately $2.6 billion.

Limitations

• The text appears to be truncated, missing sections that may contain additional details.
• Specific dates, votes, dollar amounts, and parties are not provided in the text.

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The source text indicates this attachment appears to be a draft document.

The document presents the 2026-2027 Proposed Mid-Biennial Capital Budget and the 2027-2031 Capital Improvement Program (CIP) for the City of San José. It outlines the budget's purpose to rehabilitate and expand critical city infrastructure, including streets, sewer systems, community centers, and public safety facilities. The proposed budget reflects a significant increase compared to the previous budget, primarily due to the rebudgeting of funds. It also discusses the anticipated funding sources and the challenges faced in meeting infrastructure needs.

Key points

• The 2026-2027 Proposed Mid-Biennial Capital Budget is $1.2 billion, a 75.7% increase from the previous budget.
• The 2027-2031 Proposed CIP totals $3.3 billion, an 8.5% decrease from the prior CIP.
• The budget includes adjustments for revenue assumptions, project costs, and emergent needs.
• The document highlights the need for additional funding sources to address an infrastructure backlog of approximately $2.6 billion.
• Key funding sources include Construction and Conveyance Tax revenues, which are projected to increase but remain below peak levels.

Limitations

• The text appears to be truncated, missing details on specific capital programs and expenditure changes.
• Unresolved placeholders and blank fields affect the completeness of the summary.

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The 2026-2027 Proposed Fees and Charges Report outlines the fees and charges for the City’s General Fund and selected other funds. It includes a summary of proposed fee changes and departmental fees, projecting a total revenue of approximately $148.6 million, with $53.0 million for the General Fund. The report indicates a cost recovery rate of 88.9% for Category I fees, an increase from the previous year. It discusses various departmental fee programs, including those for Planning, Building and Code Enforcement, Fire, and Public Works, detailing projected revenues and cost recovery rates. The report also highlights the transition of Animal Care and Services to the Parks, Recreation and Neighborhood Services Department and notes anticipated declines in development activity due to various economic factors.

Key points

• The report documents fees and charges for the City's General Fund and selected other funds.
• Total projected revenue is approximately $148.6 million, with $53.0 million for the General Fund.
• The overall cost recovery rate for Category I fees is 88.9%, up from 82.8% the previous year.
• Major revenue sources include Planning, Building and Code Enforcement, Parks, Recreation and Neighborhood Services, Fire, and Public Works departments.
• Development-related fee activity is projected to decline due to high construction costs and interest rates.
• Animal Care and Services has transitioned to the Parks, Recreation and Neighborhood Services Department.

Limitations

• The document appears to be a draft as indicated by the formatting and incomplete sections.
• Some sections of the report are truncated, leading to missing information on specific fee programs and changes.

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The document outlines the proposed operating budget for 2026-2027, detailing a total budget of $5.5 billion across 152 funds and a decrease in budgeted positions from 7,009 to 6,924. It aims to resolve a projected General Fund shortfall of $50.3 million while making targeted investments in areas such as homelessness, community safety, and economic growth. The budget includes various strategies for balancing the General Fund, including cost reductions and new revenue sources.

Key points

• Total proposed budget for 2026-2027 is $5.5 billion.
• General Fund shortfall of $50.3 million is fully resolved.
• Budgeted positions decrease from 7,009 to 6,924.
• Investment priorities include reducing homelessness, improving community safety, and economic growth.
• The budget includes a variety of balancing strategies, including cost reductions and new revenue sources.

Limitations

• The document appears to be a draft as it includes incomplete sections and placeholders.
• Specific dates, votes, and dollar amounts are not provided for all budget items.
• Some sections are truncated, limiting the completeness of the information.

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The document outlines the proposed operating budget for the Community & Economic Development City Service Area for 2026-2027. It includes goals for thriving communities, a strong economy, and diverse housing opportunities. Key presenters and panelists are identified, along with various focus areas such as housing production and economic growth. The budget summary provides figures for different departments and highlights priorities and proposed budget actions.

Key points

• Proposed operating budget for Community & Economic Development City Service Area for 2026-2027.
• Goals include thriving communities, a strong economy, and diverse housing opportunities.
• Key presenters include Jen Baker and several department directors.
• Focus areas include building more housing and growing the economy.
• Budget summary includes figures for various departments and positions.
• Proposed budget actions include funding for general plan consultant services and business outreach.

Limitations

• The document does not specify dates, votes, or dollar amounts for some proposals.
• Some sections contain unresolved placeholders that affect the summary.

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The document outlines the proposed operating budget for Transportation and Aviation Services for the years 2026-2027. It includes outcomes aimed at promoting effective transportation, ensuring user satisfaction, and enhancing community safety. Key personnel involved in the presentation include John Ristow, Mukesh Patel, and Manuel Pineda. The budget summary indicates changes in funding for the Airport and Transportation departments, with a focus on maintaining and improving services and infrastructure.

Key points

• Proposed operating budget for Transportation and Aviation Services for 2026-2027.
• Outcomes include effective transportation, user satisfaction, and community safety.
• Key presenters are John Ristow, Mukesh Patel, and Manuel Pineda.
• Budget summary shows changes in funding for Airport and Transportation departments.
• Focus on maintaining and improving services and infrastructure.

Limitations

• The text contains unresolved placeholders and lacks specific details on certain budget figures.
• Some sections appear to be incomplete or fragmented.

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The document outlines the proposed outcomes and budget for the Environmental and Utility Services City Service Area for the years 2026-2027. It emphasizes utility services that protect public health and the environment, affordability, sustainability, and environmental maintenance. The presentation includes core services, performance measures, budget summaries, priorities for service delivery, proposed budget actions, and future compliance with regulations.

Key points

• Proposed outcomes include utility services that protect public health, affordable utilities with excellent customer care, sustainable utility systems, and a maintained environment.
• Core services listed are potable water delivery, recycled water management, recycling and garbage services, stormwater management, and wastewater management.
• Performance measures include wastewater discharge limits, utility asset functionality, recycled water delivery, waste diversion rates, and carbon-free energy metrics.
• The budget summary indicates proposed amounts for Environmental Services, Energy, and Transportation, with slight percentage changes from forecasts.
• Priorities for service delivery focus on maintaining utility infrastructure, promoting environmental health, maximizing waste diversion, and providing renewable energy options.
• Proposed budget actions include studies and staffing for various environmental and utility services.

Limitations

• The document contains unresolved placeholders such as specific funding amounts and details for proposed budget actions.
• Some sections appear to be incomplete or repetitive, indicating potential extraction issues.

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The document outlines the proposed operating budget for the Neighborhood Services Community Service Area (CSA) for 2026-2027, focusing on outcomes such as safe neighborhoods, equitable access to community opportunities, vibrant public life, and housing security. It details core services provided by various departments including Parks, Recreation, Neighborhood Services, Library, Housing, and Planning, Building, and Code Enforcement. The budget includes performance measures, program samples, and proposed budget actions aimed at improving community services and addressing issues like homelessness and neighborhood cleanliness.

Key points

• Proposed outcomes include safe neighborhoods, equitable access to opportunities, vibrant public life, and housing security.
• Core services are provided by departments such as Parks, Recreation, Library, Housing, and Code Enforcement.
• Performance measures include park condition assessments, animal live release rates, and library service quality ratings.
• Proposed budget actions include expansions in animal care services, vegetation management, and homelessness response staffing.

Limitations

• The document does not specify exact dates, votes, or dollar amounts for the proposed budget actions.
• Some sections contain unresolved placeholders that affect the completeness of the summary.

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The document outlines the proposed operating budget for public safety in San José for the years 2026-2027, emphasizing outcomes such as a safer community with effective emergency response services and resilient communities prepared for emergencies. It includes presentations from key officials, core services provided by the Fire Department, Police Department, Office of Emergency Management, and Independent Police Auditor, as well as performance measures and budget summaries for each department. The document also highlights priorities for service delivery and proposed budget actions.

Key points

• The proposed budget aims for a safer San José with effective emergency response services.
• Core services include fire and emergency medical services, police response, and emergency management.
• Performance measures include response times for fire and police services and resident satisfaction ratings.
• Budget summaries show proposed funding changes for the Fire Department, Police Department, Office of Emergency Management, and Independent Police Auditor.
• Identified problem areas include emergency response capacity, crime reduction, youth violence prevention, and traffic safety.
• Proposed budget actions include funding for an artificial intelligence report writing tool and staffing adjustments.

Limitations

• The document contains unresolved placeholders and lacks specific details in some sections.
• Some budget figures and performance metrics are presented without complete context or clarity.

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The document outlines the proposed operating budget for the Strategic Support City Service Area (CSA) for 2026-2027. It emphasizes outcomes such as excellent city service delivery, strategic investments in resources, and a sustainable work environment. Key presenters include Khaled Tawfik and panelists from various departments. The budget summary includes financial forecasts for departments like Finance, Information Technology, Human Resources, and Public Works, along with proposed budget actions and priorities for service delivery.

Key points

• Proposed operating budget for Strategic Support CSA for 2026-2027.
• Outcomes include excellent city service delivery and strategic investments.
• Key presenters are Khaled Tawfik and department directors.
• Budget summary includes financial forecasts for various departments.
• Proposed budget actions listed for Information Technology, Finance, Human Resources, and Public Works.

Limitations

• The document does not provide specific dates or outcomes related to the budget.
• Some sections contain placeholders or are incomplete, affecting the summary.

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The document outlines the proposed mid-biennial capital budget for 2026-2027 and the capital improvement program for 2027-2031 for the City of San José. It includes details on capital funds, sources of funding, and major expenditure changes across various city service areas, including public safety, transportation, and community development.

Key points

• Proposed mid-biennial capital budget for 2026-2027.
• Capital improvement program for 2027-2031.
• Total capital funds amount to $1.2 billion.
• Funding sources include revenue from other agencies, contributions, loans, taxes, and financing proceeds.
• Major expenditure changes in various city service areas such as public safety, environmental services, and transportation.

Limitations

• The document does not provide specific dates for the proposed budget.
• There are unresolved placeholders and blank fields that affect the completeness of the summary.

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The document appears to be a draft of a letter from the REAL Coalition, signed by 65 organizations and community leaders, urging the San José City Council to protect affordability, equity, and community stability in the FY 2026-27 budget. The letter outlines key priorities for funding, including eviction representation, youth empowerment services, immigrant protection services, and support for older adults. It emphasizes the need for the city to make budget choices that reflect values of equity and community support, particularly for vulnerable populations.

Key points

• The letter is addressed to Mayor Mahan, Vice Mayor Foley, and the San José City Council.
• It calls for the protection and strengthening of programs that help residents remain housed and economically stable.
• The coalition urges the City Council to prioritize investments in eviction representation, youth services, immigrant protection, and older adult services.
• The letter highlights the importance of maintaining community supports to prevent crises and preserve stability.
• It opposes proposals that would charge fees to unhoused residents living in interim shelters.

Limitations

• The document contains placeholders and unfilled sections, which may affect the completeness of the summary.
• Some sections of the text are truncated, limiting the full context of the proposals.

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The attachment contains letters from various residents of San Jose expressing their concerns about the potential closure of the California Room, a public resource within the library that houses historical materials and archives. The letters emphasize the importance of the California Room for research, education, and community engagement, arguing that its closure would negatively impact access to local history and cultural heritage. Several writers highlight the unique resources available in the California Room that are not found elsewhere, and they urge the city council to reconsider any plans to cut funding for this facility.

Key points

• Residents express concern over the potential closure of the California Room.
• The California Room is described as an invaluable resource for researching local history.
• Closure would limit access to unique materials and institutional knowledge held by staff.
• The letters advocate for the preservation of the California Room as a public institution.
• Several writers mention the role of the California Room in fostering community engagement and pride.

Limitations

• The text appears to be a draft as it contains multiple incomplete sections and formatting issues.
• Some letters are truncated, limiting the completeness of the information provided.

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The document contains public comments regarding the importance of funding for community events and facilities in San Jose, specifically the Viva CalleSJ and Viva Parks programs, which serve to enhance community engagement and provide free wellness programming. Several residents express concerns about proposed budget cuts that would affect these programs and the operation of Arcadia Ballpark, emphasizing the economic impact, community benefits, and the need for accessible recreational opportunities in a high-cost living area.

Key points

• Viva CalleSJ attracted over 150,000 attendees in September 2025, generating an economic impact of $4.7 million.
• 93% of participants in Viva CalleSJ reported an increased sense of belonging in San Jose.
• Viva Parks targets neighborhoods with the fewest resources, providing essential free wellness programming.
• Cuts to these programs disproportionately affect low-income residents who lack alternatives for family activities.
• The proposed budget cuts would save $301,984, which is a small fraction of the overall General Fund.
• Concerns were raised about changes to Arcadia Ballpark's operations, including potential delays in maintenance and increased costs for recreational leagues.

Limitations

• The text contains multiple instances of repeated information, which may affect the clarity of the summary.
• Some sections are truncated, leading to incomplete information regarding specific proposals and community responses.
• Unresolved placeholders and formatting issues were present, indicating potential extraction quality issues.

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The text discusses proposed changes to the operations of Arcadia, a sports facility in San Jose, which could significantly impact various community sports programs. The proposed model would replace dedicated on-site staff with a shared park maintenance district, potentially leading to slower response times for maintenance issues. City-managed leagues would be eliminated, forcing teams to seek more expensive private alternatives. The centralized reservation system may result in scheduling conflicts and less equitable field time allocation. The future of concession services is uncertain. The text advocates for preserving the current operational model, emphasizing its importance to the community.

Key points

• Arcadia serves a diverse community, including youth baseball and adult recreational leagues.
• Proposed changes would replace dedicated staff with a shared maintenance model, potentially slowing response times.
• Elimination of city-managed leagues could lead to higher costs and less reliable alternatives for teams.
• Centralized scheduling may increase conflicts and reduce responsiveness.
• Field time allocation may shift based on demand rather than community needs.
• Uncertainty exists regarding the continuation of concession services.
• The text urges the Mayor and City Council to reject the proposal and maintain the current operational model.

Limitations

• The text does not provide specific dates or details about the proposed changes.
• Unresolved placeholders and incomplete sections affect the clarity of the summary.

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