The council approved resolutions of intention to begin the formation process for two commercial improvement districts (Alameda and East Santa Clara/Alum Rock), each supported by local business associations and presenting projected first-year revenues and timelines for hearings and ordinance readings.

A three-month pilot recovered 734 shopping carts across two test areas; staff estimated scaling costs and warned that recent state law (48-hour notice and limits on recoverable carts, $100 maximum fee) will reduce recoveries and affect cost recovery assumptions.

Council approved resolutions of intent to form the Alameda BID and the Alum Rock'Santa Clara BID, moving both districts toward possible assessments starting April 2026; staff will continue outreach, budgeting and board formation work.

San Jose Department of Transportation and consultants presented two design packages — 'Spark' (flexible bright moments) and 'Mosaic' (a managed linear park) — to remake Santa Clara Street. Residents asked about bus routing, parking, maintenance and bike access; staff said data, funding and coordination will guide a preferred option returned early next year.

An audit of the Fire Department's inventory of DEA-controlled drugs found controls at fire apparatus and central supply largely effective but recommended policy clarifications, separation of central-supply duties and periodic inventories; the department said it has begun corrective action, including biometric safes.

Trustees approved the final 2025 pension valuation showing a plan value of roughly $3.6 billion and an overall funded ratio near the mid‑60s; actuaries warned that one‑year market shocks or discount‑rate changes would materially raise city and member contribution rates.

The council unanimously approved staff recommendations and a group memo to extend interim-housing grant agreements through June 30, 2026, while directing staff to accelerate cost-saving measures and create a public dashboard showing utilization and exit outcomes.

The council unanimously adopted a renewed digital empowerment and broadband strategy emphasizing partnerships, digital skills, affordability and a citywide aspirational target of 1-gigabit availability by 2030; staff will return with a status update in 2027.

The City Council approved a group memorandum to extend multiple homeless-services grant agreements to June 30, 2026, asked staff to accelerate cost-saving measures and to publish a public dashboard tracking bed utilization and outcomes, and directed a report back in the third quarter of fiscal year 2526.

Council accepted the library-led digital empowerment and broadband strategy that seeks to close the digital divide through partnership models, sets an FCC-equivalent baseline standard and establishes an aspirational goal of a gigabit for all residents by 2030; the strategy was approved unanimously after broad public and industry support.

City transportation officials recommended reinstalling a third northbound lane on Saratoga Avenue at Westgate Mall, replacing some intersection bollards with 100‑foot merge areas, and running a year‑2 evaluation and speed‑camera program after mixed year‑one safety results and community feedback.

Presenters told trustees that private‑markets realizations drove above‑average returns in Q2 and Q3: private equity distributions spiked (post‑Q2 realization returns returned nearly $8M), and the total retirement plan returned 4.1% in Q3, adding roughly $230M in market gains.

Developers, small builders and union representatives urged the city to study smaller infill parcels, consider fee scales by parcel size or unit area, defer impact fees to occupancy, and pair incentives with labor standards; councilmembers requested follow‑up analysis before January policy decisions.

PRNS presented a two‑year parks master plan to address inequitable distribution of park impact fees and outlined polling on funding options: a 2¢/ounce sugar‑sweetened beverage tax could raise ~ $27M/year while a 1¢ per‑square‑foot parcel tax could raise roughly $37M/year; staff will engage neighborhoods and return with recommendations.

The Santa Clara County Latino Health Assessment and a cost‑of‑gun‑violence study show concentrated disparities in East San Jose and South County, high behavioral‑health indicators among Latino youth, and disproportionate per‑capita costs to San Jose; county staff urged place‑based interventions and shared data approaches.

Council approved a joint memorandum and funding agreement to support the county-run homelessness prevention system; staff and council discussed intake, waitlists, case-management cost averages and outcomes from a Notre Dame cohort study showing over 90% of households avoided further assistance within two years.

City finance leaders and external auditors presented the Comprehensive Annual Financial Report and an unmodified (clean) external audit opinion; council accepted the reports unanimously, noting a one-time accounting adjustment tied to recognition of compensated absences and sustained strong credit ratings.

City and county officials presented joint implementation of San Jose’s Children and Youth Master Plan, outlined two demonstration sites and shared funding, and approved a referral to expand pilot locations, strengthen data sharing and report bimonthly to oversight committees.

CSG Advisors and city staff told the council that San José’s affordable‑housing development costs per unit are broadly comparable with the Bay Area, but smaller average unit size and reliance on state and federal subsidies shape per‑square‑foot and per‑unit figures; timing misalignment with state credit cycles can add costs.

City staff and consultants told the City Council that market‑rate townhomes and stacked‑flat products are largely feasible today while podiums, wraps and high‑rise towers often return negative land residuals under current rents and costs; targeted fee waivers or rent growth of 5–15% could shift feasibility for some mid‑rise projects.

City staff outlined the 'Growing Our Economy' focus area: sector outreach that reported 1,300 jobs YTD, targets and pipeline for data centers/large energy projects (19 in the pipeline as of Sept 2025), downtown leasing incentives and business improvement district petitions, and initial entertainment district/convention center studies tied to 2026 activations. Council accepted the report after questions about community benefits, workforce pipelines and neighborhood activations.

City staff told the Neighborhood Services & Education Committee the shelter system will reach just over 2,150 beds across 22 sites when the final site opens next year, described steps to standardize operations and pursue CalAIM funding, and said county data and HMIS integration remain critical gaps to speed placements and measure demand.

ACS reported progress—adoptions ~4,600, fosters ~3,000, overall live‑release rate 89% and a reduced shelter census—while advocates pressed for faster audit implementation, a return of large‑scale low‑cost spay/neuter programs and independent financial oversight.

Finance staff presented the comprehensive annual debt report showing $3.4 billion in outstanding debt (excluding $834 million in conduit debt), detailed recent issuances and said San Jose's credit ratings are among the highest of large U.S. cities. Council accepted the report unanimously.

The San Jose Police & Fire Retirement Board accepted a final valuation showing the pension funded ratio rose to 88% on a market‑value basis and an unfunded accrued liability of $988 million; presenters warned the plan’s maturity makes it sensitive to investment shocks and urged discussion of risk targets.