On the Record: San Jose District 3 Special Election candidate Gabby Chavez-Lopez

If elected, what actions and policies will you prioritize in your first 100 days in office?

In my first 100 days, I will focus on rebuilding trust between the city and our communities, strengthening partnerships with Santa Clara County, and delivering real results on public safety, housing, and economic vitality. Rebuilding trust starts with transparency, accountability, and meaningful community engagement. I will host listening sessions across District 3, ensuring residents, small businesses, and community leaders have a voice in shaping solutions. I will also work to increase collaboration with Santa Clara County to align resources and improve coordination on housing, mental health services, and public safety initiatives.

I will immediately work to increase collaboration with Santa Clara County by meeting with county leadership, aligning resources to improve coordination on housing, mental health services, and public safety initiatives. That includes launching a District 3 — piloted joint homelessness response team with county behavioral health professionals and outreach workers to provide real-time support for unhoused residents, reducing unnecessary law enforcement interventions.

I will move quickly to meet with San Jose Police Department leadership, law enforcement stakeholders, and the police auditor to review data and gather feedback on gaps in services while also increasing foot patrols in District 3’s merchant corridors to enhance community policing and build stronger relationships between law enforcement, businesses, and residents.

I will conduct a full review of our investment in youth and violence prevention programs to ensure tax dollars are funding effective, data-driven initiatives that make a real impact on prevention and intervention.

Small businesses are the backbone of our local economy. I will work with business owners to improve permitting processes and provide direct support to help them leverage city resources and funding. I will champion a Downtown Vibrancy Task Force made up of cross-sector leadership that propels and informs city efforts moving forward.

True progress in 100 days requires collaboration and partnership. My first 100 days will focus on strengthening our partnership with Santa Clara County, D3 residents, and downtown stakeholders to align funding and resources on shared priorities, from mental health services to housing solutions. I will also establish regular public updates to ensure accountability and transparency in the work we’re doing to rebuild trust and deliver real change for the people of District 3.

How should San Jose close its budget shortfall and generate new revenue for city services?

Fixing San José’s budget shortfall starts with a responsible, strategic approach. Before making cuts that impact residents, we need to take a hard look at how existing resources are being used. That means reviewing all fund balances—not just the general fund—to identify opportunities for smarter spending. It also means looking beyond the Economic Uncertainty Reserve. While that reserve has been drawn down, the city still holds other reserves that should be evaluated as part of a comprehensive budget strategy. Additionally, San José has three dedicated capital taxes, yet we continue to pull $60-70 million from the general fund for capital projects. We need to reassess whether some of those funds can be redirected to maintain essential city services.

Beyond tightening up the budget, we need to focus on generating new revenue in a way that strengthens our community. Strengthening our partnership with Santa Clara County is a key part of that. Unlike San José, the county doesn’t have dedicated capital taxes, so we should be working together to find a more balanced approach to funding critical services. At the same time, we need to prioritize economic growth by making it easier for small businesses to thrive. Cutting red tape, improving permitting processes, and streamlining development will help generate the tax revenue needed to fund city services without increasing financial burdens on residents.

Public-private partnerships are another tool we should be leveraging to bring investment into city projects. The goal isn’t just to close the budget gap for one year—it’s to create a long-term financial strategy that keeps San Jose strong. By making smarter budget decisions, fostering economic growth, and working collaboratively with the county, we can protect essential services while building a more financially stable future for our city.

Name three specific things you’ll do to address the lack of affordable housing in San Jose.

San Jose’s housing crisis won’t be solved with one policy or one project—it requires a comprehensive approach that focuses on long-term affordability, responsible funding, and ensuring people have real pathways out of homelessness. 

First, we need to increase the supply of permanently affordable housing. Shelters and transitional housing are critical but only part of the solution. Without permanent housing options, people will continue to cycle through the system without real stability. I will prioritize investments in deeply affordable housing and streamline the process for building more of it. 

Second, funding is the biggest barrier to addressing homelessness and housing affordability. The San Jose Housing Department recently reported that fully staffing our shelter capacity to end street homelessness would require about $234 million annually—money the city simply doesn’t have today. We need to secure sustainable, long-term funding by leveraging state and federal dollars, pursuing regional partnerships, and exploring new revenue sources that don’t place the burden solely on residents.

Third, I will push for policies that make it easier and faster to build housing that meets the needs of working families. That means cutting red tape, reforming zoning policies, providing incentives, and working closely with developers, nonprofits, and community stakeholders to create more housing opportunities in every part of the city. 

Affordable housing isn’t just about buildings—it’s about ensuring people have a stable foundation to build their lives. By focusing on permanent solutions, responsible funding, and reducing barriers to housing development, we can make real progress toward a more livable and affordable San Jose. 

What is your plan to make downtown San Jose more economically vibrant?

Downtown San José’s future depends on three key ingredients: a thriving arts and culture scene, a strong small business ecosystem, and smart public investment. Arts aren’t just about entertainment—they’re a proven economic driver. Every dollar spent on arts and culture generates additional spending at restaurants, hotels, and local businesses. A strong creative sector means more foot traffic, higher tourism revenue, and greater investment in our city. 

Yet, San José has been operating without a clear cultural and entertainment roadmap. Our Cultural Connection Plan hasn’t been updated since 2011 and expired during the pandemic. We need to fix that. My plan starts with updating and implementing a bold new vision for arts and culture as a pillar of economic development. Japantown, SoFA, and San Pedro Square already bring people into downtown, but they can become even stronger economic drivers with dedicated resources. That means supporting artists, investing in cultural programming, and ensuring these districts remain accessible and vibrant. 

Downtown San Jose has so much potential, but we need to make it a place where people want to live, work, and spend time—not just during events, but every day. That starts with bringing more residents downtown by ensuring we have the right mix of housing—including affordable and middle-income options—paired with essential amenities like a grocery store, retail, and public spaces. 

To attract these businesses, the city needs to cut red tape, incentivize storefront activation, and use creative financing to help bring in essential services. We also need to improve safety, cleanliness, and transit accessibility to make downtown feel welcoming for everyone. A vibrant downtown starts with making it a great place to live, not just visit. 

This vision can and should be integrated in any economic development strategy moving forward. Any big investment in downtown is going to thrive if downtown is culturally-rich, business-friendly and active with street life. A thriving downtown is about culture, entertainment, creativity, and community. By prioritizing arts and culture, we can make San José a place where artists want to create, businesses want to invest, and people want to be.

How would you tackle the homelessness and mental health crises the city faces?

San Jose’s homelessness and mental health crises are deeply interconnected, and addressing them requires a comprehensive, thoughtful approach. I believe penalizing people who are homeless—by arresting them for refusing shelter—only exacerbates the problem, pushing individuals further away from the support they need – not to mention exceedingly expensive in the long run. 

Instead, my focus will be on expanding shelter and housing options that include wraparound services. Homelessness is not just about providing a bed—it’s about addressing the underlying challenges people face, including mental health, addiction, and the lack of job stability. I will prioritize increasing shelter capacity, especially emergency shelters and transitional housing, that not only provide a safe place to stay but also offer access to mental health services, addiction treatment, and job training. We need to ensure that people not only have a roof over their heads but the support they need to stay housed and thrive. 

We can’t tackle this issue in isolation. The city of San Jose must work closely with Santa Clara County and state agencies to secure long-term, sustainable funding for homelessness services and mental health programs. We need to build stronger partnerships to create a coordinated and effective response, ensuring resources are directed where they are most needed. We can pilot this in D3 since this is where the problem is more acute. Supervisor Betty Duong is also committed to being active in this coordination alongside me as councilmember to deliver to our residents and those experiencing homelessness. 

The focus must be on providing services, not penalties. People experiencing homelessness need resources and the opportunity to rebuild their lives. By expanding services, strengthening partnerships, and putting people at the center of the solution, we can make real progress in addressing both homelessness and mental health challenges in our city.

What steps would you take to improve public safety in San Jose?

Improving public safety in San Jose requires a holistic approach that goes beyond just increasing police presence. While it’s important to hire more officers and ensure they’re trained in de-escalation and mental health crisis response, we also need to focus on prevention. This means investing in youth programs, violence prevention, and community policing that build trust between law enforcement, businesses, and residents. 

Public safety is about creating a supportive environment where people feel safe. I’ll work to expand resources for mental health services, addiction recovery, and shelter, ensuring that law enforcement is part of a broader support system. Strong partnerships between the city, county, and community organizations are essential to addressing root causes and keeping neighborhoods safe. 

By listening to residents and engaging in meaningful partnerships, we can create a public safety strategy that truly serves the needs of our community.