Getting your
Trinity Audioplayer ready...Ahead of the June primary election, the Bay Area News Group compiled a list of questions to pose to the candidates for San Jose City Council District 7. You can find the full questionnaire below. Questionnaires may have been edited for spelling, grammar, length and clarity.
To read our endorsements for other important Bay Area races click here.
Name: Bien Doan
Current job title: San José City Councilmember, District 7
Date of birth: November 23, 1964
Other political positions held: San José City Councilmember, District 7
District where you reside: South end, near Los Lagos Golf Course and Capitol Expressway
**If you’ve held elective office before, how has your work directly improved the quality of your constituents’ lives? **
I have focused on delivering results that residents can see in their neighborhoods, their safety, and their daily lives.
I led efforts to audit homelessness spending after nearly $300 million lacked clear accountability and pushed for faster, lower-cost interim housing solutions so we can get people off the streets more quickly. I have also supported enforcement tools and Neighborhood Quality of Life efforts to address encampments, illegal dumping, and blight that directly impact our communities.
On public safety, I have worked closely with our police and fire departments to improve response, accountability, and outcomes. That includes advancing tools like drone programs for enforcement, strengthening oversight through the Independent Police Auditor, restoring MED30 for EMS accountability, and supporting policies that have helped make San José the safest big city in the country again.
I have taken concrete steps to improve neighborhoods and community spaces. We restored the Japanese Friendship Garden, brought the koi back, replaced the Taiko Bridge, and made improvements at the Vietnamese Heritage Garden. We improved safety at the Tully Ballfields and Library, transforming an area that had been unsafe for years into a space families can use again.
I have also supported small businesses and local economic development by streamlining regulations, reducing fees, and helping establish business improvement districts like the Monterey Corridor BID, while supporting efforts along Story Road and in our Vietnamese business community.
For residents, that work shows up in real ways. We have hosted dozens of dumpster days to reduce blight, expanded free Wi-Fi access through SJ Access, improved communication through direct outreach and neighborhood engagement, and supported programs that protect renters and working families. I have also worked on broader policy issues, including fighting wage theft, improving oversight of city programs, expanding digital access, and raising awareness on issues like human trafficking through citywide initiatives.
At the end of the day, my approach is simple. Focus on accountability, deliver measurable results, and make sure government is working for the people it serves.
**What are the top three problems you’re seeking to solve if elected to represent this district? **
Public safety, neighborhood quality of life, and community trust Housing affordability and accountability in homelessness spending and outcomes
Cost of living and economic stability for working families and small businesses
**Why are you uniquely qualified to address the three problems you’ve identified above? **
I am the only candidate in this race who is currently serving on the City Council and has already been making decisions on these issues. I have a proven record of delivering results, not just talking about them.
I bring both frontline experience and governing experience. As a firefighter, I worked in high-pressure situations where accountability and results were critical. As a councilmember, I have applied that same discipline to budgets, public safety, and homelessness policy.
I have already made the tough decisions, whether it is improving public safety staffing, demanding accountability in homelessness spending, or addressing our city’s budget challenges. I understand how these systems actually work and where they fall short.
That combination of experience allows me to focus on execution. San José does not have a shortage of ideas. It has struggled with follow-through, and that is exactly where I have delivered.
**How do this district’s challenges differ, in degree or kind, from the rest of the city’s, if at all? **
District 7 faces many of the same challenges as the rest of San José, but at a greater scale and with deeper historical context. For many years, this district was overlooked, which led to gaps in infrastructure, services, and investment that we are still working to address today.
Our district is one of the most diverse in the city, with large Vietnamese and Hispanic communities that bring strength, culture, and resilience. At the same time, each community has unique needs that require thoughtful and responsive leadership.
For many in our Vietnamese community, their experience includes displacement, loss, and rebuilding after the fall of Saigon. That history shapes how trust in government is built and maintained. Our Hispanic community includes many hardworking families who are navigating rising costs, housing pressures, and the need for greater economic opportunity.
Public safety and community trust have also required focused attention. District 7 has made real progress in strengthening relationships between law enforcement and our diverse communities, and I have made that a priority alongside our police officers and neighborhood leaders.
District 7 also has strong economic potential, including opportunities connected to sports, recreation, and community assets such as the San Jose Giants, the Barracuda, San José State athletics, Los Lagos Golf Course, and more. These are real opportunities to create local jobs, support youth programs, and strengthen community pride.
We are also restoring important cultural assets like the Japanese Friendship Garden. When the project stalled, my office took direct action. We worked alongside the Japanese American community and stepped in to design the replacement bridge ourselves when the City could not move it forward. That effort helped reconnect the community and deliver a long-term solution that will serve San José for the next 100 years. District 7 has the potential to be one of the strongest districts in San José, rich in diversity, community, and economic opportunity. With continued leadership and focus, we can fully realize that potential.
**What differentiates you from your most serious competitors for this seat? **
I am proud to be the only candidate in recent San José history endorsed by both the business community and organized labor. I am also honored to have the sole endorsement of Mayor Matt Mahan in this race. That kind of broad support does not happen by accident. It reflects a track record of bringing together groups that often disagree and delivering results that serve the entire community.
I also bring experience and a proven record. I am the only candidate who has served on the City Council and made real decisions affecting budgets, public safety, and city services.
I have demonstrated that I will ask tough questions, demand accountability, and focus on results, not politics.
**What committee or board would you most like to lead, if given the opportunity? And how would that position serve your constituents? **
Public Safety and Finance, Neighborhood Services, Housing Commission Liaison, and Veterans Liaison. These are the areas where decisions most directly impact residents’ daily lives, whether they feel safe in their neighborhoods, can afford to stay in their homes, and trust that their tax dollars are being used responsibly. My experience as a firefighter and councilmember positions me to provide strong oversight, demand accountability, and ensure these core services deliver real results for our community.
**San Jose is now close to finalizing its third four-year review of its Envision 2040 General Plan, the details of which will shape the city’s future development path. What priorities would you like to see in this revised general plan? **
The updated General Plan should prioritize housing production, infrastructure readiness, economic competitiveness, and maintaining as much local control as possible.
We need faster and more predictable approvals, more housing near transit and job centers, and better alignment between where people live and where they work. At the same time, growth must be supported by infrastructure, including roads, utilities, parks, and public safety services.
It is also critical that San José maintains local control over planning decisions. State mandates continue to expand, and while we must comply with state law, we should preserve the ability to shape development in a way that reflects the needs and priorities of our communities.
The plan should also focus on revitalizing underutilized areas, including commercial corridors and downtown, while maintaining neighborhood stability. Environmental sustainability must remain a core principle, with an emphasis on reducing emissions, improving transit access, and building resilient communities.
Most importantly, the General Plan must be grounded in accountability. Setting goals is not enough. We need clear timelines, measurable outcomes, and a planning process that actually delivers results.
**What solutions do you support to reduce housing costs in San Jose? How are they any different than ones that have already been tried and have failed? **
We need to increase housing supply, streamline approvals, and reduce unnecessary delays and costs. What has not worked is slow, unpredictable permitting and policies that discourage building. My focus is fixing the system with clear timelines, accountability in planning, and a more efficient process that allows housing at all levels to move forward.
We should prioritize increasing supply while minimizing reliance on subsidies. Subsidizing housing with taxpayer dollars can shift costs elsewhere through higher fees and taxes, which is not sustainable long term. Housing must be affordable to build and maintain if we want lasting affordability. That means reducing barriers, improving predictability, and allowing the private market to deliver more housing, while still protecting workers and ensuring fair labor practices.
Long-term affordability comes from increasing supply, controlling costs, and creating a system that consistently produces housing, not one that depends on limited subsidies.
**San Jose has placed a 2% hotel tax increase on the June ballot. Do you support that tax? Why or why not? **
I supported the hotel tax increase because the city needs additional revenue, and I do not believe we can continue placing that burden on our residents through new taxes or fees.
At the same time, I approach any tax increase with caution. Residents are already facing a high cost of living, and the City must demonstrate that existing funds are being used effectively and delivering real results.
I do have concerns about the potential long-term impact on tourism and whether higher hotel taxes could reduce visitor activity. However, this increase brings San José more in line with neighboring cities, which helps minimize that risk and keeps us competitive.
Moving forward, my focus is on accountability and ensuring that every dollar collected is used efficiently and produces measurable outcomes for our community.
**Why should renters in your district vote for you? **
As a Councilmember, I have protected renters and will continue to do so. I have consistently fought to maintain existing rent and tenant protections, especially for our mobile home communities, where affordability is critical to keeping residents in their homes.
That advocacy has been recognized by community leaders. As Martha O’Connell of the Golden State Manufactured-Home Owners League said, “If we ever needed a strong advocate for mobilehome park residents, that time is now. Councilmember Doan demonstrated he has our back by successfully opposing and delaying anti-resident rent control changes.”
At the same time, I understand that renter protections alone are not enough. We must increase housing supply to stabilize costs over the long term. Renters need both protection today and more housing options tomorrow, and my approach delivers both.
Is PG&E serving San Jose residents well? If not, explain what actions you would take to lower energy costs for San Jose ratepayers.
No. Residents are facing high costs and ongoing reliability concerns.
We should continue expanding San José Clean Energy, advocate for stronger state oversight, and push for greater cost transparency and accountability from PG&E.
We should also explore creating our own municipal utility, similar to Silicon Valley Power in Santa Clara. San José has already begun exploring this concept through San José Power. A locally controlled utility would give us more control over rates, reliability, and long-term energy planning, which could lead to lower costs for residents over time.
**What actions do you support to tackle homelessness? How are your policy prescriptions different than what’s already been done? **
For multiple years, I have pushed for a fundamentally different approach focused on moving people off the streets quickly into structured interim housing with wraparound services, rather than relying solely on slow, expensive brick-and-mortar construction. Through my work advancing programs such as PEMS and SJLUV, I have consistently advocated for the use of pre-engineered, modular buildings that can be deployed faster and at a significantly lower cost while still providing stability, dignity, and access to services. It is critical to be clear about roles and accountability. Santa Clara County is responsible for providing social services, including behavioral health care, substance-use treatment, and ongoing case management. San José cannot solve homelessness alone, and the County must fully meet its obligations. The last County operated shelter built in San José was the Boccardo Reception Center in the late 1990s. Since then, the City has shouldered increasing responsibility without corresponding County investment. When we requested additional County support to address neighborhood impacts surrounding Boccardo, the County instead threatened to shut the facility down, underscoring the need for clearer accountability and partnership.
Accountability for spending is equally essential. I formally called for and initiated the City’s homelessness audit, which revealed that approximately $300 million in homelessness-related spending over a three-year period was unaccounted for. Taxpayers were rightfully appalled. It is no surprise that outcomes have lagged when funds are distributed without clear metrics, deliverables, or measures of success. Every dollar must be tracked, and providers must be held accountable for results.
The Mayor’s recent “Haven for Hope” framework reflects many of the principles I have advocated for over several years — coordinated services, enforcement paired with shelter, and a focus on outcomes. Where my approach is distinct is execution: pre-engineered interim housing allows the City to scale faster, reduce startup costs, and deliver results sooner, while ensuring access to services and restoring safety in neighborhoods.
Compassion must be paired with accountability. By rapidly deploying cost-effective interim housing, demanding County follow-through on social services, enforcing laws that keep streets and sidewalks clear, and ensuring transparency in homelessness spending, San José can restore public trust and make real progress.
**Why should your district’s commuters vote for you? **
I believe in improving both public and private transportation options so people have real choices in how they get around.
As Vice Chair of Vision Zero, I have been working to make our streets safer by reducing traffic injuries and fatalities and improving conditions for drivers, pedestrians, and cyclists.
We also need to be smart with our tax dollars by investing in solutions that actually improve daily commutes, whether that is better traffic flow, safer roads, or more reliable transit. At the same time, we should be looking ahead and embracing new technologies that can make our transportation systems more efficient.
Just as important, we need to create more jobs here in San José so residents are not forced to commute long distances in the first place. By making it easier for businesses to operate and grow, we can bring jobs closer to where people live and reduce the burden of long daily commutes.
Getting around San José should be safe, reliable, and not a daily frustration. I will continue working to make that a reality.
**San Jose is facing a $56 million budget shortfall. With property and sales tax revenue growth slowing and labor costs rising, how should the city balance its budget? What specific programs or services would you cut? What contracts, if any, would you renegotiate? **
We need better efficiency, accountability, and prioritization, not reflexive cuts or new taxes.
San José is already an expensive place to live, and many residents are feeling that pressure. While not every factor is within the City’s control, one responsibility is clear: we must ensure taxpayer dollars are used carefully, transparently, and tied to results.
I would protect core services like public safety, housing stability, and essential services for seniors and working families, while reviewing programs that are not delivering measurable outcomes. If we do not measure it, we cannot manage it.
We should adopt a zero-based budgeting approach, requiring every department to justify its spending from the ground up. We also need to take a hard look at programs that fall outside our core Charter responsibilities. When the City expands beyond what our tax structure was designed to support, we create long-term fiscal instability.
Today, San José is taking on responsibilities that go beyond its role. The City manages housing policy and implementation, while other jurisdictions, including Santa Clara County and the State, are responsible for healthcare, behavioral health, and key parts of the homelessness response. When City resources are used to cover those services without clear tracking or cost sharing, it places additional strain on our budget. That is why I have been a strong advocate for enforcing and advancing policies to identify when City resources are being used beyond our responsibilities, pursue cost recovery, and improve coordination across jurisdictions. This is not optional. It is consistent with the City Charter and essential to restoring fiscal balance.
If we recover even a portion of the costs that should be borne by other agencies, we can significantly reduce pressure on our budget without cutting services or raising taxes. We also need to improve efficiency across jurisdictions. Expanding the SJ311 system to neighboring jurisdictions would reduce wasted staff time and taxpayer dollars spent determining responsibility for issues. Residents do not care about jurisdictional boundaries. They want results, and we should deliver services in a way that reflects that.
Ultimately, accountability drives affordability. When we manage resources responsibly, we protect essential services and reduce the need to ask more from taxpayers. San José does not just have a revenue problem, it has an accountability and execution problem, and that is where my focus will remain.
**San Jose PD spent more than $71 million in overtime last year. This year, it is on track to surpass its personnel services budget once again. What financial cuts or reforms will you demand of SJPD, if any? **
I would not frame this in terms of demands. Our police officers are putting in long hours to keep our community safe, often at the expense of time with their families. The focus should be on solving the underlying issue, not penalizing the people doing the work.
Overtime at this level is primarily a symptom of understaffing and retention challenges, not just a budget problem. The most effective long-term solution is to recruit, retain, and support more officers so we are not relying so heavily on overtime to meet basic service needs.
At the same time, we should look for ways to improve operational efficiency. I am optimistic about new tools, including AI-assisted report writing, that can reduce the amount of time officers spend on administrative tasks. That means more time in the community, improved morale, and lower overtime costs, while maintaining or even improving service levels.
We should also continue evaluating deployment strategies and workload distribution to ensure resources are being used as efficiently as possible. The goal is not to reduce service, but to deliver it more effectively while being responsible with taxpayer dollars.
**San Jose PD has an exceptional record closing murder cases, and the city has a low violent crime rate relative to many other big U.S. cities. But in what ways could SJPD better serve your district? **
District 7 needs more consistent presence, faster response times, and continued investment in community trust. The most important step is increasing staffing so officers can be more proactive, not just reactive.
We should also expand programs like the Neighborhood Quality of Life team, which has been effective in addressing issues such as RV encampments, problematic sites, and ongoing quality of life concerns. These teams allow us to take a more coordinated and sustained approach to challenges that impact neighborhoods every day.
I have worked closely with our police department, including ride-alongs and direct collaboration on complex issues in the district. I have seen firsthand the professionalism and commitment of our officers, and the strong relationships they have built with the community. In areas like the Tully Ballfields, targeted efforts helped address serious issues and restore safety so families and children can safely use those spaces again.
At the same time, we need to be honest about the broader challenges. State laws have made it easier for repeat offenders to cycle through the system, and too often there are not enough consequences to deter future crime. Our officers can do their job, but without consistent prosecution and accountability, the system breaks down. We need stronger alignment across the entire system so enforcement leads to real outcomes.
We should also continue expanding alternative response programs for non-violent situations so officers can focus on serious crime, while ensuring residents still receive timely and appropriate service.
Our officers are on the front lines every day. Supporting them with the staffing, tools, and a system that backs them up will lead to better outcomes for our entire community.
Explain your position on San Jose’s policy to cite and arrest homeless residents who repeatedly refuse shelter.
I supported the Mayor’s policy because we need a balanced approach that combines compassion with accountability.
As a retired Fire Captain, I have seen this issue firsthand. I have responded to calls involving individuals living on the streets who are in crisis, suffering from severe health issues, or dying in unsafe conditions.
Allowing people to remain in those situations without intervention is not compassionate. It is unacceptable. When the City offers shelter and services, there must also be an expectation that those offers are accepted. It is not fair to residents, businesses, or surrounding neighborhoods when individuals repeatedly refuse available help and continue behaviors that impact public health and safety.
This policy creates that balance. We must continue to provide shelter, mental health support, and outreach, but when those options are consistently refused, enforcement becomes a necessary tool to protect both the individual and the broader community.
The goal is not punishment. The goal is to connect people to services, restore order in our neighborhoods, and ensure that public spaces are safe and accessible for everyone.
**Explain your position on San Jose’s use of Flock license plate cameras. **
I support the use of Flock license plate reader technology because it is a proven tool for improving public safety and solving crimes.
San José Police Department has taken important steps to implement this technology responsibly, including strong safeguards to protect data and limit access so it is not shared broadly with outside entities. That level of oversight matters.
These tools are already delivering results. They have been instrumental in identifying suspects in serious crimes, including organized retail theft cases where violent offenders targeted local businesses. Without this technology, many of these cases would be significantly harder to solve.
Flock cameras also improve efficiency by helping officers quickly identify vehicles connected to crimes, which can reduce investigative time and limit the need for additional overtime.
Used responsibly, with clear oversight and privacy protections, this technology helps us solve crimes, protect residents, and hold offenders accountable.
**Should San Jose have more data centers than what’s already been approved? Why or why not? **
Data centers should be evaluated carefully on a case-by-case basis. They can provide economic benefits, but they must align with our General Plan, zoning, and long-term land use priorities.
The role of government is not to pick winners and losers, but to set clear rules and ensure projects are consistent with community needs. The private market should determine where investment flows and whether projects succeed, within those established guidelines.
At the same time, we should be strategic in how we leverage data centers. They present opportunities to support environmentally beneficial infrastructure, such as capturing and reusing excess heat to warm homes, businesses, or water systems. That kind of innovation can reduce overall energy demand and lower costs.
If done thoughtfully, data centers can be part of a balanced approach that supports economic growth while advancing sustainability and protecting land for housing and other community priorities. **San Jose office vacancy rate remains stubbornly high post-pandemic. In downtown, offices sit empty and countless retail storefronts are boarded up. What policies would you support to revitalize the city’s downtown core? **
We need to activate downtown through more housing, stronger support for small businesses, regular events, and improved safety and cleanliness. People need reasons to come back, spend time, and invest in the area. A major barrier to revitalization is how difficult it is to open and operate a business. California already has a complex regulatory environment, and San José often adds additional layers that slow projects down and increase costs. We need to streamline permitting, reduce unnecessary requirements, and make it faster and more predictable to start and grow a business.
We should also encourage adaptive reuse of office space into housing or other uses, which can help address both vacancy and our housing shortage at the same time.
At the same time, we need to take a broader view of economic development. Downtown is important, but it cannot be the only focus. District 7 and other neighborhoods have strong potential for growth, small business activity, and community investment. Revitalization should happen across the entire city, not just in one area.
The role of government should be to set clear rules, support public safety and infrastructure, and then get out of the way so businesses and communities can thrive.
**San Jose is attracting a fraction of Bay Area venture capital. And the city, relative to San Francisco, is weak in attracting seed- and early-stage startups, per overwhelming VC data reports. What should San Jose be doing to attract tech firms, if anything at all? **
San José must become easier to do business in. That means faster permitting, predictable processes, and a regulatory environment that does not discourage innovation or investment.
Right now, startups and investors often choose other cities because it is simply easier to move quickly and navigate approvals. If we want to compete, we need to remove unnecessary barriers and create a more responsive system.
We should also invest in workforce development and strengthen partnerships with institutions like San José State and our local innovation ecosystem to support early-stage companies.
At the same time, we need to do a better job telling our story. San José is often overlooked within the Bay Area despite being the heart of Silicon Valley. We have the talent, the land, and the opportunity, but we need to market our city more effectively to investors, founders, and businesses so they understand what San José has to offer.
We also have to address the perception and reality of cleanliness and safety. Even though San José remains one of the safer large cities, the visible impacts of homelessness and encampments can make areas feel unsafe and unwelcoming. That matters to business owners, employees, and customers. People should not have to navigate unsafe or unsanitary conditions to get to work or open their doors.
Finally, we need to focus on fundamentals. Clean streets, safe neighborhoods, reliable infrastructure, and vibrant commercial corridors are essential to attracting and retaining talent and businesses. Government’s role is to set clear rules, provide stability, and then get out of the way. If we do that, San José is well positioned to attract more startups and investment.
**Have you been convicted of any felonies? If so, when and of what? **
No
**Are you a plaintiff or a defendant in any current civil litigation? Please explain, if yes. **
Yes, I am currently a defendant in two civil matters and have heard of a potential additional claim from Van Le, although no formal action has been filed as of this writing. While I cannot discuss specifics due to ongoing proceedings, I believe these matters are politically motivated. I will continue to respect the legal process and remain focused on serving the residents of District 7.
**How much has your campaign raised cumulatively as of today? **
Around $100K+
What do the biggest contributors to your campaign expect from you?
My supporters expect me to continue serving the residents of District 7 and San José with fairness, integrity, and accountability. They know I will make decisions based on what is right for the community, not based on who contributed.
I am accountable to the people of this district. My commitment to public service began long before I was elected, through my career as a firefighter, and that same commitment continues today. I will always act in the best interest of our community and hold myself to the highest standards of service as a leader for us all.
**What more should we know about you that might inform our board’s judgment of your capacity to serve this district’s constituents? **
I came to this country as an immigrant and built my life through hard work, service, and a deep commitment to community. I served nearly 30 years as a firefighter, retiring as a Fire Captain, and I carry those same values into my work on the City Council today.
Public service is not a title to me. It is a responsibility. It means showing up, making difficult decisions, and being accountable for results. I have a proven record of bringing people together, from labor and business to diverse communities across District 7, to deliver real outcomes. I understand the challenges our residents face because I have lived them, and I approach this role with a focus on execution, not politics.
For me, serving on the City Council is a continuation of a lifelong commitment to serve and protect the community I call home.