UP F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F FF F F F F F F F F F F F F F F F F F F F F F F F F F FF F F F F F F F F F F F F F F F F F F F F F F F F F F FF F F F F F F F F F F F F
CONCRETE WALKWAY F F F
HOT TUB DN
DN
SHALLOW
DEEP
POOL
DEEP
UP
Building Limit
Allowed Set
back limit
LEGEND:
PA (Planted Area)
Concrete Walkway
Grass
Asphalt
Brick Pavers
F F Fence Line
Asphalt Shingles
M- Multi- Trunk Tree
Tree
= ELECTRIC METER
= AIR CONDITIONER
= GAS METER
= FLOOR DRAIN
Pavers
= DOWNSPOUT
Proposed Set
back limit
(N) POOL & SPA WILL BE
ADDED
(N) DECK & STAIRS
ADDITION
(N) CONCRETE PLATFORM
(N) BRICK PATIO &
PATHWAY
(N) STAIRS & DECK
ADDITION
(N) CONCRETE DRIVEWAY
ADDITION
(N) CONCRETE PLATFORM N
EXISTING HOUSE/ DECK AREA
NEW BUILT-UP AREA
NEW DECK/ PATIO AREA
(E) 4 FEET WIRE FENCE
(E) 5.5 FEET WOOD & WIRE FENCE
(E) 5 FEET WIRE FENCE
(E) 5.7 FEET WOOD FENCE 12:12 12:12 3:12 12:12 12:12
(N) STAIRS & DECK
ADDITION
(N) CONCRETE DRIVEWAY
ADDITION
(N) CONCRETE PLATFORM
(N) CONCRETE WALKWAY
HOT TUB DN
SHALLOW
DEEP
POOL
DEEP
WH
ROOF PROJECTION
ROOF PROJECTION ROOF PROJECTION
132" UP
BATH #4
MASTER
BEDROOM #4
DN 8"
BATH #5
BENCH WITH STORAGE UNDER WINDOW
ENTRY & HALLWAY
KING BED
LIVING ROOM
KITCHEN & DINING TV+ MEDIA CENTER
2 CAR GARAGE EV CHARGER DW
LAUNDRY/ MUD ROOM
BEDROOM #5
WIC BENCH WITH SHOE STORAGE
COAT HOOKS
REF DW
NANA FOLDING
DOOR/WINDOW MICROWAVE DRAWER
6"x6" POST BEAM
VAULTED
CEILING
PANTRY
FURNACE
UP 11"
7" STEP
EXTERIOR UTILITY ROOM
10'-0" CLG.
10'-0" CLG.
10'-0" CLG.
10'-0" CLG.
11'-6" CLG.
2'-6" BELOW MAIN FLOOR
LEVEL
10'-0" CLG.
DECK
WATER
SOFTENER
DN 2" STORAGE
STORAGE
TV CLOSET
UNDER COUNTER WINE FRIDGE CABINETS
COATS CLOSET
SHOWER BENCH
2'-8" 2'-6" 2'-0" CABINETS DRAWER 4'-0"
(SYNTHETIC WOOD)
UP
UP
10'-0" CLG. DN 12"
10'-0" CLG.
10'-0" CLG.
10'-0" CLG.
TOP OF PLATE 10'-0"
TOP OF PLATE 12'-9"
24 INCHES CUT
TOTAL VOLUME CUT=738 CUBIC
FOOT
SLAB ON GRADE
TOTAL CUT VOLUME =40 CUBIC FOOT
SLAB ON GRADE
TOTAL CUT VOLUME =226 CUBIC FOOT SLAB ON GRADE
TOTAL CUT VOLUME =32.4 CUBIC FOOT
TOTAL CUT VOLUME
=12 CUBIC FOOT
SLAB ON GRADE
FILL 33 INCHES
TOTAL VOLUME
FILL=58.2 CUBIC
FOOT
SLAB ON GRADE
TOTAL CUT VOLUME =44 CUBIC FOOT
6'-7 1/2" 38'-4" 6'-11 1/2" 34'-3 1/2" 27'-3"
37'-6 1/2" 28'-4" 8'-11 1/4" 28'-7"20'-1 1/4" 29'-3 3/4" 35'-3" 25'-8 3/4" LEGEND:
CUT
FILL
- TOTAL LANDSCAPE CUT VOLUME= 1,108.4 CUBIC FEET
- TOTAL LANDSCAPE FILL VOLUME= 58.2 CUBIC FEET
- TOTAL RESIDENCE CUT VOLUME= 29.4 CUBIC FEET
- TOTAL GRADING VOLUME= 1,196 CUBIC FEET=44.2 CUBIC
YARDS
NOTES:
DIFFERENCE IN
LAND LEVEL ABOUT 18 INCHES
TOTAL VOLUME CUT=288 CUBIC
FOOT
SLAB ON GRADE
TOTAL CUT VOLUME =26.4 CUBIC FOOT
Dima Azar
Phone:
415-230-0663
DRAWN BY
CLIENT
SIGNED
PROJECT NAME
18571 Withey Rd,
Monte Sereno, CA 95030
SHEET NUMBER
PROJECT ADDRESS
SCALE
Issue date:
Revision number:
02-03-26
Salys Residence
Scott Salys &
Christina Salys
05 Variance Request
A20
Grading Plan
Dima Azar
Phone:
415-230-0663
DRAWN BY
CLIENT
SIGNED
PROJECT NAME
18571 Withey Rd,
Monte Sereno, CA 95030
SHEET NUMBER
PROJECT ADDRESS
SCALE
Issue date:
Revision number:
02-03-26
Salys Residence
Scott Salys &
Christina Salys
05 Variance Request
T-1
Arborist Report
RESOLUTION NO. 25-###
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTE SERENO APPROVING APPLICATION 2024-3066 FOR A SITE DEVELOPMENT PERMIT FOR THE CONSTRUCTION OF A NEW APPROXIMATELY 4,915 SQUARE FOOT TWOSTORY HOUSE, A TREE REMOVAL PERMIT TO REMOVE ONE TREE, AND A
VARIANCE FROM FRONT, SIDE, AND REAR YARD SETBACKS FOR PROPERTY LOCATED AT 18571 WITHEY ROAD
WHEREAS, Scott and Christina Salys (“Applicant”) applied for a Site Development Permit for the construction of a new approximately 4,915 square foot twostory house, a Tree Removal Permit to remove one tree, and a Variance from front, side, and rear yard setbacks for the property located at 18571 Withey Road.
WHEREAS, a public hearing was held by the Site and Architectural Commission on March 25, 2026 to take evidence on the Application and at the hearing evidence was given both orally and in writing; and
WHEREAS, the Site and Architectural Commission recommended that the City Council approve the Site Development Permit, Tree Removal Permit, and Variance with the conditions attached to this resolution and with an additional condition that the legal non-conforming setbacks of the main house be maintained and not further reduced; and WHEREAS, a public hearing was set and held on May 5, 2026 by the City Council to take evidence on the Application and at that hearing evidence was given both orally and in writing; and
WHEREAS, the City Council has considered all the evidence presented regarding the Application.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF MONTE SERENO AS FOLLOWS:
Section 1. The City Council hereby finds as follows with respect to the Site Development Permit.
A. The Monte Sereno Municipal Code (“Code”) requires the following:
1. Pursuant to Code section 10.08.040(A) requires a Site Development Permit for any new house.
2. In accordance with Code section 10.08.050(B), no Site Development Permit may be issued unless certain specific findings can be made.
3. The City Council hereby makes the following findings:
a. The proposed improvement retains the existing character of the neighborhood in which it is located in that the proposed two-story house of a scale that matches the adjacent houses and
neighborhood.
b. The proposed new construction is a contemporary-style two-story house, and is in character with the existing neighborhood which includes a mix of architectural styles and one- and two-story houses and is at a scale that does not dominate the streetscape thus minimizing any visual impact on the neighborhood.
c. The proposed improvement is consistent with the City’s Guidelines in that the design of the proposed house minimizes the massing of the second story thus minimizing any visual impact to the neighborhood and adjacent properties.
d. The proposed addition is located on a flat portion of the lot, thus minimizing grading.
Section 2. The City Council hereby finds as follows with respect to the Tree Removal Permit.
A. The Monte Sereno Municipal Code (“Code”) requires pursuant to Section 10.15.050 a Tree Removal Permit is required prior to removal of any significant tree or trees from any parcel of property in the City.
B. In accordance with Code section 10.15.080, no Tree Removal Permit may be issued unless certain specific findings can be made.
C. Regarding the Tree Removal Permit the Commission finds as follows:
a. The tree proposed to be removed is located in an area proposed for construction. Removal of the tree is necessary in order to allow reasonable economic enjoyment of the property. b. The tree proposed to be removed will not impact erosion, soil retention and diversion or increased flow of surface waters. The proposed landscaping of the overall site will improve the erosion control, soil retention and diversion or increased flow of surface waters.
c. The removal of the tree will not affect the established standard of the area nor affect surrounding property values in that the
property includes an extensive landscape plan with additional trees to be planted on the property.
d. Removal will not affect the number of trees the property can support according to good forestry practices in that the site will be planted with replacement trees as part of a comprehensive landscape plan.
Section 3. In accordance with Government Code section 65906, the City Council hereby finds as follows with respect to the request for a front yard setback variance:
A. Variances from the terms of the zoning ordinances shall be granted only when, because of special circumstances applicable to the property, including size, shape, topography, location or surroundings, the strict application of the zoning ordinance deprives such property of privileges enjoyed by other property in the vicinity and under identical zoning classification.
Special circumstances exist on this property to justify the approval of a variance. The lot is an irregularly shaped lot with a large portion of the lot having a steep slope which renders that area unbuildable. The buildable area of the lot is less than 9,000 square feet. Apply the required setbacks which are based on the overall lot area to the buildable portion of the lot would result in an unusually small and narrow house.
Strict application of the setbacks for this lot would result in depriving the property of a privilege enjoyed by other properties in the vicinity subject to the same zoning standards. Other properties in the area with similar sized lots are able to have houses similar in size to the proposed house and as allowed by the zoning code. The shape of this lot in combination with the steep slope constitute special circumstances sufficient to grant a variance in this instance.
B. Any variance granted shall be subject to such conditions as will assure that the adjustment thereby authorized shall not constitute a grant of special privileges inconsistent with the limitations upon other properties in the vicinity and zone in which such property is situated.
The granting of this variance will not result in a special privilege for the property not enjoyed by other properties because it will enable this property owner to have a house with a floor area as allowed by the zoning code and which is typical within the vicinity, that absent a variance would not otherwise be possible due to the above special circumstances.
C. A variance shall not be granted for a parcel of property which authorizes a use or activity which is not otherwise expressly authorized by the zone regulation governing the parcel of property. The provisions of this section shall not apply to conditional use permits.
The variance does not affect the existing use of the property as a singlefamily house within a single-family zoning district.
Section 4. Based upon the findings set out above, the City Council hereby determines, concludes and orders that the Site Development Permit, Grading Use Permit, and Tree Removal Permit are approved subject to the conditions of approval set forth in Exhibit A.
Section 5. The City Clerk is hereby directed to give notice of this decision to the Applicant by serving Applicant by first class mail, postage prepaid, with a copy of this resolution.
REGULARLY APPROVED this 5th day of May 2026 by the following roll call vote:
Ayes:
Noes:
Abstain:
Absent:
______________________________
BY: Lionel M. Allan, Mayor
ATTEST:
______________________________
Gloisy Gonzalez-Langarica, City Clerk
Resolution ###
Exhibit A
CONDITIONS OF APPROVAL – 18571 Withey Road – 2024-3066
1. Acceptance of Permit. Should the applicant fail to file a timely and valid appeal of this Permit within the applicable appeal period, such inaction by the permittee shall be deemed to constitute all the following on behalf of the permittee:
a. Acceptance of the Permit by the permittee; and
b. Agreement by the permittee to be bound by, to comply with, and to do all things required of or by the permittee pursuant to all of the terms, provisions, and conditions of this permit or other approval and the provisions of Title 9 applicable to such Permit.
2. Permit Expiration. This Permit shall automatically expire two years from and after the date of issuance hereof by the Commission, if within such time period, a Building Permit has not been obtained, pursuant to and in accordance with the provision of this Permit. The date of issuance is the date this Permit is approved by the Site & Architectural Commission. However, the City Planner may approve a Permit Adjustment to extend the validity of this Permit up to one year. The Permit Adjustment must be approved prior to the expiration of this Permit.
3. Defense of Legal Challenges. If there is any third party administrative, legal, or equitable action challenging the project approvals, including without limitation claims under CEQA, the Permittee shall defend, hold harmless, and indemnify the City against any such claims, including all liability, fees and costs arising out of the defense such as costs of City's own counsel. If such an action is filed, the Permittee and City shall then enter into an agreement regarding selection of counsel and other provisions related to the defense. For this purpose, "City" includes the City and its elected and appointed officials, agents, officers and employees.
4. Building Permit/Certificate of Occupancy. Procurement of a Building Permit and/or Certificate of Occupancy from the Building Official for the structures described or contemplated under this permit shall be deemed acceptance of all conditions specified in this permit and the permittee's agreement to fully comply with all of said conditions.
5. Compliance with Local and State Laws. The subject site/use shall be conducted in full compliance with all local and state laws. No part of this approval shall be construed to permit a violation of any part of the Monte Sereno Municipal Code. The permit shall be subject to revocation if the subject site/use is conducted in such a manner as to cause a nuisance.
6. Conformance with Plans. The development of the site shall substantially conform to the approved plans titled, Salys Residence Variance Request, dated February 3, 2026, on file with the Planning Department.
7. Building Clearance for Issuing Permits. Prior to the issuance of a Building Permit, the following requirements must be met to the satisfaction of the Building Official:
a. Construction Plans. This permit file number, 2024-3066 shall be
printed on all construction plans submitted to the Building Official. b. Construction Plan Conformance. A project construction plan conformance review by the Planning Department is required. Planning Department review for project conformance will begin with the initial plan check submittal to the Building Official. Prior to any building permit issuance, building permit plans shall conform to the approved Planning development permits and applicable conditions.
8. Hours of Construction. Outside construction shall be limited to the hours of 8:00 a.m. to 8:00 p.m. Monday through Friday and 9:00 a.m. to 5:00 p.m. Saturday.
No outdoor construction work is allowed on Sunday or Holidays, as observed by the City, unless specifically permitted in response to an emergency.
9. Building Materials. All building materials are to be those specified on the approved Plans.
10. Street Addressing. Street addressing shall be placed as is typical in the neighborhood and in compliance with minimum requirements of the Santa Clara County Fire Department.
11. Revocation for Failure to Comply with Permit. In any case where the conditions and limitations to the site development permit have been violated as imposed by the Commission and/or the City Council, per Section 10.08.070 of the Monte Sereno Municipal Code, the City shall give notice to the permittee that the site development permit may be revoked, and shall revoke said site development permit if the stated requirements are not met within sixty (60) days of the date of the notice.
12. Encroachment Permit. Before the issuance of a building permit, the permittee shall apply for an encroachment permit to allow for the construction within the public right-of-way or public easement, including curb, gutter, and street improvements as required by the City Engineer. Encroachment permits for the Daves Avenue frontage shall be submitted to and issued by Santa Clara County. Encroachment permits for the Constitution Avenue frontage shall be submitted to and issued by the City of Monte Sereno.
13. Stormwater Design. The California Regional Water Quality Control Board requires all projects, or a combination of related projects, that create and/or replace 2,500 square feet or more of impervious surface to comply with Provision C.3.i of the Municipal Regional Stormwater NPDES Permit. As required by the Chief Building Official, the permittee shall verify the total area of impervious surface to be created and/or replaced within the scope of this project, or this project combined with other related projects and/or permits, and incorporate the site design measure(s) required under Provision C.3.i into the plans submitted for a building permit.
14. Geotechnical Report and Review. At the option of the Building Official, the permittee may be required to submit a report prepared by a geotechnical engineer of the permittee’s choice that fully assesses the existing site conditions, and addresses all issues regarding excavation and grading, foundations and their construction, drainage, retaining wall systems, periodic on-site observations, and other related items involving the Project.
a. Peer Review. The City, at the permittee’s sole expense, may retain an independent geotechnical consultant to perform a peer-review of the permittee’s
geotechnical report and advise the City in connection with the permittee’s proposals. The City Engineer shall select this independent geotechnical consultant, whose services shall be provided for the sole benefit of the City and whose reports and recommendations can be relied upon only by the City. The independent geotechnical consultant shall also review the building plans during the permit approval process, and may provide periodic on-site observations during excavation and construction of the foundations as deemed necessary by the City Engineer. The permittee shall provide payment for this at the time of the Building Permit submittal.
15. Construction Management Plan. The permittee shall develop a comprehensive Construction Management Plan. The Construction Management Plan shall address noise, vibrations, traffic control, parking, debris removal, dust control, sanitary facilities, site safety security, emergency egress, and other potential construction impacts, as well as other details involving the means and methods of completing the Project, including the construction route. The Building Official has the authority to require modifications and amendments to the Construction Management Plan as deemed necessary throughout the course of the Project and until the Final Inspection.
a. Construction Site Control of Stormwater. The California Regional Water Quality Control Board requires all projects that disturb the site to comply with Provision C.6 of the San Francisco Bay Regional Stormwater NPDES Permit in order to prevent construction site discharges of pollutants and other regulated materials during construction. As required by the Chief Building Official and prior to the issuance of a building permit, the permittee shall develop and submit a construction stormwater management plan as part of the Construction Management Plan to achieve timely and effective compliance with Provision C.6.
Permit Provision C.6.c.ii provides sources for site specific, and seasonally- and phase-appropriate, effective Best Management Practices (BMPs) that may be incorporated into the stormwater management plan.
16. California’s Model Water Efficient Landscape Ordinance: Prior to issuance of a Building Permit, permittee shall comply with the requirements of California’s Model Water Efficient Landscape Ordinance, by submitting the required information to the Building Official.
3/25/26, 5:50 PM Schiefelbein GDR Mail — SITE AND ARCHITECTURAL COMMISSION-Public Hearing, March 25, 2026 M G[T]aiI Lester Schiefelbein <[email protected]> SITE AND ARCHITECTURAL COMMISSION-Public Hearing, March 25, 2026 1 message
Lester Schiefelbein <[email protected]> Wed, Mar 25, 2026 at 5:50 PM To: Lester Schiefelbein <|es@schiefe|beingdr.com>
SITE ANDAPPLICATION COMMISSION MEMBERS:
The applicant has not presented in issue to the Site and Application Commission evidence, information or analysis to address that the environmental impacts of the project willnot have any negative effects on adjacent property or properties.
Monte Sereno Municipal Code Section 10.08.050, Permit process, at Section B, Hearings Before the Commission, states that any approval, conditional approval or denial shall become ?nal unless appealed to the City Council.
Monte Sereno Municipal Code Section 10.08.060. Appeal to City Council, at Section C. states that the City Council shall hear and consider only those issues which were presented to the Commission.
In the event the Commission's decision is appealed, the applicant cannot address the City Council regarding the issue that the environmental impacts of the project willnot have any negative effects on adjacent property or properties.
We contend that the project willhave material and non-mitigable environmental impacts on our adjacent property during the 16~to 24~month demolitionand construction period. These impacts include noise, vibration, dust, drainage, erosion and storm runoff.
Respectfully submitted,
Linda and Les Schiefelbein
March25, 2026
From: Inken Sparkman
To: City Clerk
Cc: Diana Perkins
Subject: Support letter for Christina and Scott Salys project Date: Tuesday, April 28, 2026 4:48:08 PM
Attachments: Salys Project support.docx
Dear City council,
Please find our support letter for the project on 18571 Withey Road enclosed.
Best regards and thanks for all you do
Tom and Inken Sparkman
April 20, 2026
Dear Members of the City Council,
We are Inken and Tom Sparkman and our home is across from Christina and Scott’s Salys home. We are writing to express our support for their proposed project at 18571 Withey Road.
We have had the opportunity to speak directly with Christina and Scott about their plans, and found them to be open, thoughtful, and genuinely interested in engaging with neighbors. They took the time to walk through their design, answer questions, and listen to feedback.
From what we’ve seen, the proposed home has been carefully considered and does not appear to be out of character with the surrounding neighborhood. The design reflects the scale and feel of other homes in the area, and it is clear that effort has been made to create something that fits within the existing environment rather than stands apart from it.
For these reasons, we respectfully support approval of their project and appreciate the Council’s consideration.
Best Regards
Inken and Tom Sparkman
From: Lindsey Schramm
To: City Clerk; Diana Perkins
Subject: Support for 18571 Withey Road – Application 2024‑3066 Date: Tuesday, April 28, 2026 12:18:23 PM
Dear City Council Members,
My name is Lindsey Schramm, and I live at 18480 Withey Road, close to the Salys family’s property at 18571 Withey Road. I’m writing to offer my support for their proposed project under Application 2024‑3066.
As a neighbor, I know Christina and Scott well. Our families are connected through our neighborhood and our children attend Daves and Fisher together. They are thoughtful, engaged members of the Monte Sereno community and clearly care deeply about remaining here long term and raising their children in this area.
I do not have concerns about their project impacting privacy, neighborhood character, or nearby properties. The project appears well considered and in keeping with the surrounding area, and I believe it will be a positive addition to the neighborhood.
For these reasons, I respectfully encourage the Planning Commission to support and recommend approval of Application 2024‑3066.
Thank you for your time and for your consideration of this matter.
Sincerely,
Lindsey Schramm
18480 Withey Road
From: [email protected]
To: City Clerk
Cc: Diana Perkins
Subject: Letter of Support for Project at 18571 Withey Road, Monte Sereno, CA (Application 2024 3066) Date: Monday, April 27, 2026 10:45:14 PM
Dear City of Monte Sereno Council Members,
My name is Marlene Coe. My husband Jeff and I live at 16379 Ridgecrest Ave, near the property at 18571 Withey Road. We have lived at our house for 32 years. We raised our four children here. I’m writing to share our support for the project proposed by Christina and Scott Salys under Application 2024‑3066.
We know the family personally as neighbors. We walk by their house daily as it is our route to walk our dog. We appreciate their commitment to Monte Sereno and their desire to continue raising their children here. From our perspective as neighbors who live nearby, we believe their project is reasonable, thoughtful, and a positive improvement for the neighborhood.
We do not anticipate any negative impacts to privacy, neighborhood character, or the surrounding properties. We support their effort to build a safe, functional home that allows them to remain part of our community.
For these reasons, we respectfully ask the City Council to support and recommend approval of Application 2024‑3066.
Thank you for your time and consideration.
Sincerely,
Marlene and Jeffrey Coe
16379 Ridgecrest Ave
408-398-9104
Dear Planning Commissioners,
My name is Brandon Gummow, and I live near the Salys family on Withey Road.
I’m writing to express my support for their proposal under Application 2024‑3066.
From what I understand of their plans, the project is intended to create a functional and well‑designed home where their children can grow up, and it appears thoughtfully planned and appropriate for the neighborhood.
Based on my proximity to the property, I don’t anticipate negative impacts to privacy or neighborhood character. I believe the project will be a positive addition to the area and allow the family to remain an active part of the Monte Sereno community.
For these reasons, I recommend approval of Application 2024‑3066.
Thank you for your time and consideration.
Sincerely,
Brandon Gummow
18711 Withey Rd
Monte Sereno, CA 95030
3/24/2026
Scott and Christina Salys
18571 Withey Road
Monte Sereno, CA 95030
May 1, 2026
Monte Sereno City Council
City Hall
18041 Saratoga-Los Gatos Road
Monte Sereno, CA 95030
Dear City Council Members:
We are Scott and Christina Salys. We live at 18571 Withey Road and we are the applicants in regards to Application 2024-3066 for a Site Development Permit, Tree Removal Permit, and Variance. The purpose of this letter is to introduce ourselves and provide context on our project.
We are both engineers working in the medical device field. We are also proudly raising our two children here in Monte Sereno; our son is in 3rd grade at Daves Avenue Elementary, and our daughter is in 6th grade at Fisher Middle School.
When we purchased our home in 2022, it was not with the intent to significantly redevelop it. Like many families, we were drawn to the neighborhood, the schools, and the character of Monte Sereno. Over time, as we have lived in the home and our children have grown, it became clear that the current layout no longer meets our family’s needs. Our home has three small bedrooms and
2.5 bathrooms, with our children sharing a bathroom, which has become increasingly challenging as they get older. We also lack space to comfortably accommodate visiting family. For instance, when grandparents visit, they sleep in our son’s bunk bed. The decision to pursue a remodel evolved naturally from these constraints.
Over the past two and a half years, however, we worked closely with the City through a lengthy and iterative process to understand the applicable zoning, setbacks, and the footprint available for expansion. Through that process, and in consultation with our contractor, it ultimately became clear that new construction would be a more practical and efficient path forward.
We approached this project thoughtfully and deliberately. Throughout the design process, our team collaborated closely with City staff to develop a plan that supports our family while remaining mindful of the surrounding neighborhood. One of our guiding principles was to minimize impacts to our neighbors and preserve the natural tree environment that contributes so much to Monte Sereno’s character. We intentionally maintained the rear portion of our new home in its current configuration to avoid constructing our home any closer to the Schiefelbeins’ residence located directly adjacent to our home. We also preserved all large trees on the site and focused the expansion within the existing paved driveway area.
We have continuously made good-faith efforts to engage directly with our neighbors and incorporate their feedback. We have received five letters of support from adjacent and nearby neighbors. Prior to submitting our application, we met with our closest neighbors, including the
Burtons and Schiefelbeins, to walk through our plans and listen to their input. At all times during these conversations, we were completely transparent about the nature of the project plans. Based on those discussions, we worked with the Burtons to adjust bedroom and bathroom locations and discussed landscaping strategies to address privacy considerations. Meanwhile, the primary concern raised by the Schiefelbeins during this early project planning process related to structural support on the hillside. As with the Burtons, we ensured the Schiefelbeins’ concerns were incorporated into our project plans.
With respect to the Schiefelbeins, given our dialogue with their family during the project preparation process, we were surprised when we read the letters submitted by them to the Site and Architectural Commission prior to that body’s hearing on our application on March 25, 2026. We were further surprised by the oral opposition by Les Schiefelbein at that hearing. At no time during the project preparation process did the Schiefelbeins raise any of these concerns. More recently, in preparation for the City Council hearing, we reached out again via email and text message inviting Les to engage in further discussion. As of this writing, we have received no response. We even attempted to flag Les down while he was in his backyard one recent afternoon. We received no response. Notwithstanding the Schiefelbeins’ apparent lack of interest in communicating with us at present, we remain committed to being responsive to their needs and to maintain a positive neighbor relationship.
We would also like to respectfully address the recommendation made by the Site and Architectural Commission concerning that body’s suggestion that we maintain the pre-existing setbacks. This suggestion, if adopted by the City Council, would effectively limit the home to its existing building setbacks. In our view, such a condition would not allow us to address the underlying constraints that necessitate this project or make reasonable use of the flat, already paved portions of the property where expansion is otherwise feasible. This would significantly limit the viability of the project and function as a de facto denial.
We believe our proposal represents a balanced and thoughtful approach, one that responds to the constraints of an older home while respecting the character of the neighborhood and the interests of surrounding residents. Our goal is simply to create a functional, long-term home for our family within the community we value deeply.
We appreciate your time and consideration.
Sincerely,
Scott and Christina Salys
18571 Withey Road
4905-2801-8340v1
GBERGTHOLD\35481001
c
TEN ALMADEN BOULEVARD
ELEVENTH FLOOR
SAN JOSE, CALIFORNIA 95113-2233
TELEPHONE: (408) 286-5800
FACSIMILE: (408) 998-5388
www.berliner.com
Branch Offices
Merced, CA • Modesto, CA
____________ ____________
FOUNDERS
SANFORD A. BERLINER (d. 2020)
SAMUEL J. COHEN
OF COUNSEL
STEVEN L. HALLGRIMSON
PEGGY L. SPRINGGAY
FRANK R. UBHAUS
NANCY J. JOHNSON
JEROLD A. REITON
MICHAEL B. IJAMS
NANCY L. BRANDT
BRADLEY HEBERT
FRED A. SILVA
May 1, 2026
VIA E-MAIL
Monte Sereno City Council
City Hall
18041 Saratoga-Los Gatos Road
Monte Sereno, CA 95030
Re: Letter in Support of Agenda Item #6, May 5, 2026, City Council Meeting (Application 2024-3066 for a Site Development Permit, Tree Removal Permit, and Variance at 18571 Withey Road)
Dear Mayor Allan and Members of the City Council:
This firm represents Scott and Christina Salys (“Applicants”), owners of 18571 Withey Road (“Property”). The Applicants propose to demolish their two-story home and construct a new, larger two-story home to accommodate their growing family (“Project”). Due to the unique shape and rugged topography of the Property, the Applicants are requesting a variance from certain setback requirements so that they can construct a home that is similar to the homes that their neighbors enjoy; they also seek certain permits (collectively, the “Application”). Staff recommends approval of the Application as proposed.
Notwithstanding staff’s continued support for the Application, the Site and Architectural Commission (“Commission”) has recommended that the City Council approve the requested variance subject to the condition that the new home retain the same building setbacks as their current home. If imposed, such a condition would ultimately constitute a de facto denial for the ANDREW L. FABER
JAMES P. CASHMAN
JONATHAN D. WOLF
KEVIN F. KELLEY
MARK MAKIEWICZ
JOLIE HOUSTON
BRIAN L. SHETLER
HARRY A. LOPEZ
CHARLES W. VOLPE
CHRISTINE H. LONG
AARON M. VALENTI
CHRISTIAN E. PICONE
SUSAN E. BISHOP
SANDRA G. SEPÚLVEDA
KIMBERLY G. FLORES
DAWN C. SWEATT
TYLER A. SHEWEY
JAMES F. LANDRUM, JR.
MICHAEL J. CHENG
EILEEN P. KENNEDY
JOSHUA BORGER
BENJAMIN M. JOHNSON
STEPHEN C. SCORDELIS
C. DAVID SPENCE
BRANDON L. REBBOAH
TIMOTHY K. BOONE
STUART B. SPENCER
WENDY C. KROG
BLAINE R. COX
DAVID A. BELLUMORI
ERIC D. CAPRON
CRAIG A. TANABE
ALEXANDRIA N. NGUYEN
MONICA S. HAMMER
LEILA N. SOCKOLOV
ALAN LAW
ANGELA SHAW
SADIYA S. AHMED
NATHAN C. BRADY
GIULIANA R. FERRANTE
LINDSAY I. WALCZAK
MAKAYLA A. WHITNEY
JACE D. LYNCH
MARISA J. MARTINSON
MARIA I. PALOMARES
KEVIN S. LANDIS
OMEED RAJAEE
TIFFANY A. SCOGGIN
CHRISTIAN D. WICK
VEENA A. BANSAL
YAO VANG
JOSEPH H. FELDMAN
MATTHEW C. TOSCANO
JEANETTE MARTINEZ
ISAAC D. NIEBLAS
ROBERT AVERSA-GOODMAN
SHANY KLEIN
MILAN NEDA
KIM G. DESCAMPS
MORGAN H. WAHLER
JUSTIN D. GAZZANIGA
JOSEPH C. FORGATCH
GARRETT D. BERGTHOLD
TONY INFANTE
IAN M. DURUPT
RAMSIN YOUKANA
ADAM M. CARDOSO
EDUARDO FLORES-COVARRUBIAS
RACHEL M. HICKINGBOTTOM
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reasons detailed in the Applicants’ letter, submitted herewith. The Applicants respectfully request that the City Council adopt staff’s reasonable and defensible findings and approve the Application.
I. SITE DEVELOPMENT PERMIT
The Monte Sereno Municipal Code (“Code”) sets forth findings that the City Council must make to approve a site development permit. (See Code § 10.08.050(B).) Staff has determined these findings can be made. Lester Schiefelbein—the Applicants’ neighbor at 18544 Beck Avenue— raised arguments related to two of these findings in advance of and during the Commission meeting held on March 25, 2026.1 Since Mr. Schiefelbein’s opposition formed the sole basis for the Commission’s recommendation, we will analyze his concerns related to those two findings below. a. The Project Will Result in Minimal Impacts to Mr. Schiefelbein’s View To approve a site development permit, the City Council must find that the project applicant has “take[n] into consideration” the visual impacts of their project. (Code § 10.08.050(B)(2).) Staff correctly determined this finding can be made, concluding that the scale of the Project matches the scale of the existing neighborhood and that the Project avoids massing of the second story in a manner that minimizes the visual impact on neighbors. Mr. Schiefelbein argues the Project will block his view of “blue sky, hillsides and open space.” (Email by Mr. Schiefelbein to the Commission, March 23, 2026.) Mr. Schiefelbein’s contention lacks merit for the following reasons.
i. Mr. Schiefelbein’s View is Presently Obscured by Tree Coverage Mr. Schiefelbein’s southward-facing view is presently obscured by several tall trees, meaning the Project will do little to block what scenery is already blocked by existing landscaping.
To demonstrate this point, the Applicants’ designer created a rendering that compares Mr.
Schiefelbein’s southward-facing view as it currently exists to how his view will change if the Project is approved, inserting trees that exist at the Property to provide context. (See Exhibit A.)2 ii. The ADU in the Applicants’ Backyard Will Shield Much of the Eastward Expansion of the Proposed Home
An ADU is presently situated in the Applicants’ backyard. Under a separate building permit application, an entryway will be added to the ADU. This structure presently flanks Mr.
Schiefelbein’s southern property boundary. He can see the ADU from his backyard. A sizeable portion of the habitable square footage to be added to the Property via the Project is actually proposed to be located south of this ADU, meaning this additional square footage will actually be shielded from Mr. Schiefelbein’s view by the ADU. The Applicants’ designer created a series of 1 Both the Commission and Mr. Schiefelbein possibly conflated the findings relevant to a site development permit with those necessary for a variance. In fact, the Commission appears to have relied on Mr. Schiefelbein’s arguments related to visual impacts to his property (a finding related to a site development permit) in making its recommendation concerning the requested variance.
2 This rendering does not depict additional tree coverage that exists on Mr. Schiefelbein’s property. This tree coverage further obscures Mr. Schiefelbein’s southward-facing view.
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renderings to demonstrate this point. Exhibit A, introduced above, shows the relevance of the ADU placement from the perspective of Mr. Schiefelbein’s property. Exhibit B provides a birdseye view of the Property that further shows the effect of the ADU on the eastward expansion of the footprint of the current home.
iii. The Westward Expansion of the Property Footprint is Only One Story, Minimizing Impacts to Mr. Schiefelbein’s View
The westward expansion of the Applicants’ living space includes only one story. This onestory expansion does little to impede Mr. Schiefelbein’s southward-facing view. Exhibit A and Exhibit B provide a visual representation of this aspect of the Project. iv. The Location of the Proposed Home Is No Closer to Mr. Schiefelbein’s House Than the Current Home
There appeared to have been confusion at the Commission meeting regarding the Applicants’ requested rear setback variance in that some of the Commission members appeared to believe the Applicants’ new home was to be constructed closer to Mr. Schiefelbein’s home. This is not the case. The Applicants do not propose to expand the footprint of their current house closer to Mr. Schiefelbein’s home. Exhibit B clarifies this component of the Project proposal. By retaining the present footprint of the northern side of their current home, the Project plans minimize any further disruption to Mr. Schiefelbein’s southward-facing view. This was a central goal that the Applicants had during the Project preparation process, as they detail in their letter submitted herewith.
v. The New Home Cannot Be Moved Any Closer to Withey Road One of the Commission members suggested that the Applicants might be able to move the new home closer to Withey Road, away from Mr. Schiefelbein’s home, in order to address Mr.
Schiefelbein’s concerns. This suggestion appears to have been relevant to concerns related to the purported visual impacts of the Project on Mr. Schiefelbein, thought it is not exactly clear. This was the first time any representative of the City or any neighbor, especially Mr. Schiefelbein, presented this suggestion to the Applicants. The Applicants were therefore caught by surprise. To address this concern, the Applicants’ designer has drafted a letter detailing her concerns with the Commission member’s suggestion. That letter has been separately submitted to the City Council.
Included in that letter is an additional rendering created by the Applicants’ designer that depicts a crucial component of the project design—leaving enough room on the southern portion of the lot to accommodate vehicles. That visual is also attached hereto as Exhibit C. b. The Project is Compatible with the Neighborhood Character To qualify for a site development permit, a project must be “compatible with the character of the surrounding neighborhood.” (Code § 10.08.050(B)(1).) Staff correctly determined this finding can be made due to the scale of the proposed house matching the scale of the houses in the neighborhood and the architectural style of the proposed house aligning with other houses in the neighborhood. Mr. Schiefelbein argues the Project is not compatible with the character of the
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surrounding neighborhood due to the size and height of the proposed house and the nature of the Property itself. (Email by Mr. Schiefelbein to the Commission, March 23, 2026.) However, as described below, the proposed home will be of a comparable size and massing to other homes in the neighborhood.
i. The Proposed Home is of a Comparable Size and Height to Neighboring Homes
The Applicants propose to replace a small two-story home with a larger two-story home. (See Project Plans, A0 [Site and Existing Building Data].) Concerning the size of the proposed home, both the Applicants’ designer and city staff have determined the proposed home is of a comparable size to other homes in the neighborhood. (See Project Plans, A01 [Comparison With Adjacent Neighbors].) Though Mr. Schiefelbein refers to the size of the proposed home, he also appears to concede: “To be accurate, our neighborhood has large homes.” (Email by Mr.
Schiefelbein to the Commission, March 23, 2026.) It is also notable that the proposed house is approximately 345 square feet smaller than what the Property should be able to accommodate. (Compare Project Plans, A0 [the proposed home will measure approximately 4,915 square feet], with Project Plans, A01 [the Property should be able to accommodate a home measuring approximately 5,300 square feet].) With all this in mind, the size of the proposed home cannot be reasonably argued to be incompatible with the current neighborhood.
Concerning the height of the proposed home, the Applicants acknowledge that their proposed home will measure a few feet taller than their current home. This does not mean, however, that the proposed home is incompatible with the existing neighborhood. The proposed height conforms to what is permitted by right for this type of residence in the zoning code. City staff has further determined that the neighborhood already includes a mix of one- and two-story houses, meaning a two-story house at the Property is compatible with the existing neighborhood.
It is also worth pointing out that the Application does not seek a variance for building height, as the heights of both the current and proposed home are in line with the zoning code. ii. The Property is of a Comparable Size to Neighboring Lots Mr. Schiefelbein told the Commission members during the recent meeting that the Applicants’ lot is “postage-sized” in an apparent attempt to distinguish the Property from others in the neighborhood. Mr. Schiefelbein contends size of the new home is incompatible with the neighborhood character due to the size of the Property. He provides no further analysis and no evidence to support his argument. To the contrary, the Project plans submitted to the City show that the size of the Property is of comparable size to neighboring parcels. (See Project Plans, A01.) The Applicants’ designer created a rendering that further illustrates this point. (See Exhibit D.) II. VARIANCE
Variances have been described as “constitutional safety valves to permit administrative adjustments when application of a general regulation would be confiscatory or produce unique hardship.” (1 Longtin, Cal. Land Use (2d ed. 1987) Variances: Nature and Purpose, § 3.70[1], p. 350.) As a general law city, Monte Sereno must adhere to state law on variances. (See Gov. Code
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§ 65906.) The Code codifies state law and provides for other requirements and sets forth the findings the City Council must make to approve a variance. (Code § 10.10.020.) Our review of variance applications presented to the City Council over the past several years show that when a variance application is received by the City, staff rarely has been able to determine the necessary findings to support it. Thus, it is notable that staff has made the necessary findings in regards to the Project. We ask the City Council to recognize the gravity of staff’s support in that regard. The City Council should adopt staff’s reasonable and defensible findings and approve the Applicants’ requested variance for the following reasons.3 a. There are Two Special Circumstances Unique to the Property That Hinder Development
Variances are reserved for situations where there are special circumstances unique to a particular property that produce certain hardships should a variance not be granted. Here, City staff identified two special circumstances unique to the Property, either of which could justify approval of the requested variance. The Applicant’s designer has determined, and staff agrees, that most of the Property is unbuildable due to the topography and that the unique shape of the Property further limits the remaining buildable area. Furthermore, the location of the steep slopes, on the western portion of the Property, has caused the remaining buildable area to be located next to adjacent properties, necessitating the Applicants’ variance request. These types of physical constraints to development are classic grounds for a variance, and in fact are listed specifically as examples of special circumstances in both state law and the Code. (See Gov. Code § 65906; Code § 10.10.020.) b. The Special Circumstances Unique to the Property Deprive the Applicants of the Ability to Enjoy the Same Privileges as Their Neighbors To qualify for a variance, a project applicant must be deprived of the “privileges enjoyed by other property [owners] in the vicinity and under identical zoning classification.” (Gov. Code § 65906; Code § 10.10.020.) Here, City staff determined that “[o]ther properties in the area with similar sized lots are able to have houses similar in size to the proposed house and as allowed by the zoning code.” As discussed in a preceding subsection, the Property is of a similar size as adjacent parcels. (See Project Plans, A01, A02; Exhibit D.) According to staff, absent a variance from the applicable setback requirements, the Applicants will only be able to build a “small and narrow house.” (See Project Plans, A03.) A variance is necessary to ensure the Applicants are not deprived of the ability to construct a similar size house as their neighbors who have similar sized properties in the same zoning district. Staff’s conclusion is more than reasonable given the circumstances.
c. The Requested Variance, if Granted, Will Not Constitute a Grant of Special Privilege to the Applicants
3 Because the Commission and Mr. Schiefelbein appear to have conflated the findings necessary for a variance with those for a site development permit, there are few if any arguments in the record thus far that a variance would not be appropriate in this case. This section thus proceeds by providing further support of staff’s findings.
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Staff has determined that lots in the vicinity of the Property enjoy the ability to construct a house of the size similar to the Applicants’ proposed house. (See Project Plans, A01; Exhibit D.) In other words, by permitting the Applicants to build a house similar to that of other property owners in their neighborhood, the City would not be conferring a special privilege on the Applicants.
III. CONSTRUCTION IMPACTS
Mr. Schiefelbein argued during the Commission meeting that the demolition and construction proposed as part of the Project will cause undue impacts to his property. To be clear, staff has recommended that the resolution approving the Application be approved subject to 16 conditions of approval. (See Draft Resolution [Exhibit A].) These conditions of approval include, among other things, that the Applicants develop a comprehensive Construction Management Plan to mitigate a variety of potential construction impacts. These conditions of approval also authorize the City Building Official to, at that person’s own discretion, require additional mitigation measures. The Applicants will implement a variety of best practices to ensure the quality of life of all their neighbors are preserved during the periods of demolition and construction.
For all these reasons, the Applicants respectfully request that the City Council adopt staff’s reasonable and defensible findings and approve the Application as proposed.
BERLINER COHEN, LLP
GARRETT D. BERGTHOLD
E-Mail: [email protected]
GDB
Attachments
EXHIBIT A
EXE
EXHIBIT B
N
19'-0" 10'-0"
2'-7" 1'-8" 8'-012" 1'-8" 2'-612" 6'-012" 2'-212"
12'-6" 4'-1112"
14'-4" 34'-312"
37'-612" 20'-1" 8'-11"
19'-6" 5'-612" 17'-0"
19'-6" 13'-2" 12'-112" 15'-0"
15'-212" 17'-012"
12'-812" 2'-012"12'-1012" 11'-512" 2'-0" 18'-912"
Existing House Limit
LEGEND:
New House Limit ADU
Setback Limit
Dima Azar
Phone:
415-230-0663
DRAWN BY
CLIENT
SIGNED
PROJECT NAME
18571 Withey Rd,
Monte Sereno, CA 95030
SHEET NUMBER
PROJECT ADDRESS
SCALE
Issue date:
Revision number:
04-23-26
Salys Residence
Scott Salys &
Christina Salys
05 Variance Request
First Floor Wall
Limit
N
52'-3" 10'-912" 29'-11"
18'-9" 4'-312"
44'-312" 4'-012" 30'-2"
15'-212" 15'-3" 2'-0"
11'-51212'-10 " 1212'-8 " 12" 2'-012" 15'-0"
Existing House Limit
LEGEND:
New House Limit
Setback Limit
ADU
Dima Azar
Phone:
415-230-0663
DRAWN BY
CLIENT
SIGNED
PROJECT NAME
18571 Withey Rd,
Monte Sereno, CA 95030
SHEET NUMBER
PROJECT ADDRESS
SCALE
Issue date:
Revision number:
04-23-26
Salys Residence
Scott Salys &
Christina Salys
05 Variance Request
Second Floor
Wall Limit
EXHIBIT C
EXHIBIT D
EDR Design Build
16185 Los Gatos Blvd, Suite 205
Los Gatos, CA 95032
650-888-2107
[email protected]
www.edremodel.com
Dear City Council,
My name is Dima Azar. I am a civil/structural engineer by education and have been working as a project and design manager for over ten years. I previously worked with top-tier firms in the industry such as AECOM and Jones Lang LaSalle as a Senior Design/Project Manager before moving to focus on residential and commercial construction projects in the Bay area more recently. I am the Design Manager on this project and have been leading the team who has been developing the plans for 18571 Withey Road for the past two years, in coordination with the owners and the City’s planning department.
I am writing in support of Application 2024-3066 for a Site Development Permit, Tree Removal Permit, and Variance at 18571 Withey Road. This letter responds to comments made at the March 25, 2026, meeting of the Site and Architectural Commission, where it was stated that the Salys’ proposed dwelling could be shifted south-west closer to Withey Road away from 18544 Beck Avenue. This letter clarifies why the proposed location of the residence is the most feasible and responsible option on the site, and why relocating the structure is not practicable.
Due to the site’s topography and environmental constraints, relocating the home elsewhere on the property would be significantly challenging, cost-prohibitive, and environmentally detrimental. The north-west portion of the lot is characterized by steep slopes and densely wooded areas, which severely limit buildable space without extensive grading and tree removal. These conditions make development outside the current building’s envelope and adjacent areas both impractical and inconsistent with the goal of minimizing site disturbance.
In addition, an existing accessory dwelling unit (ADU) is located in the rear yard (towards the north-east) of the primary residence and will remain in place.
Relocating the residence toward the front setback presents several substantial constraints, further restricting alternative siting options and reinforcing the necessity of maintaining the proposed location. Please refer to the following:
First, the current site plan provides the minimum functional space necessary for safe vehicular maneuvering. As designed, vehicles are able to enter, turn, and exit the property without reversing onto Withey Road. Shifting the house forward would significantly reduce this maneuvering area, forcing vehicles to back directly into the roadway. This would create a safety hazard for both residents and passing traffic,
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particularly given the curvature of Withey Road at this location, which limits visibility.
Kindly refer to figure 1 below.
Figure 1 - Vehicle Turning Radii
Furthermore, moving the driveway and garage to the west end of the house/lot would also not be feasible due the steep topography on that side and the presence of a 40” oak protected tree.
Second, the front yard contains multiple protected trees. Relocating the residence forward would likely require the removal of a 26-inch live oak tree and construction in close proximity to others, including a 40-inch oak and an 80-inch redwood. Such impacts would be inconsistent with local tree protection ordinances.
Kindly see figure 2 that shows a collection of the trees in the front yard.
Figure 2 - Front Yard Protected Trees
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Third, the front portion of the lot sits at a higher grade than the current building location. Moving the structure forward would necessitate substantial grading—primarily cut—resulting in increased site disturbance, higher construction impacts, and potential drainage, erosion and stability concerns.
Finally, the proposed design strategically aligns with the footprint of the existing residence, with only modest extensions into adjacent areas. This approach allows for partial reuse of the existing foundation and significantly reduces the need for new grading. In contrast, relocating the residence would require extensive new excavation and site alteration, resulting in greater environmental impact and disruption to the natural landscape.
For these reasons, the proposed location represents the least impactful and most practical solution for the site. It balances the need for functional access, environmental preservation, and adherence to existing site conditions, while avoiding unnecessary grading and tree removal.
Thank you for your time and attention to this matter.
Sincerely,
Dima Azar
Design Manager
T.H.I.S. DESIGN & DEVELOPMENT P.O.Box 1518, Los Gatos, CA 95031 Tel: 408.354.1863 Fax: 408.350.1823
City of Monte Sereno
18041 Saratoga Los Gatos Rd
Monte Sereno CA 95030
Attn: City Council
May 3rd, 2026
Proposed New Residence
18571 Withey Rd, Monte Sereno
in Support of a Variance Request
Councilmembers:
I am submitting this request - that you Approve Scott and Christina’s Application for a Variance for Building Setbacks – both as a local Residential Designer and also as a (next-door but one) neighbor at 18670 Withey Road. It is entirely justifiable and the correct thing to do.
I did not follow the S&A discussion for this project, but from the correspondence, I can see that there is substantial neighborhood support and only one neighbor (to the rear) who has some concerns about losing a portion of their views of the hills. Whereas I personally believe that the heavily wooded vista already diminishes that view, in my analysis of the Plans presented for this hearing, I do believe that their views can be improved by one of the suggestions that I am offering. If you agree, then you might consider asking the owner and the Designer whether they would consider making one minor adjustment to their plans to incorporate it.
The granting of a Variance is up to the Council and the S&A Committee does not have the latitude to recommend reductions in setbacks or other such Zoning Code deviations.
So it is for you to consider the features of this property that make it so totally different from neighboring properties that a Variance is necessary for the owners to build a home that is reasonable and consistent with other neighboring homes. I suggest 3 of many. 1) The Buildable Area of this Parcel is only 25% of the Lot Size.
This area is so crammed into one corner that zoning setbacks do not work. 2) The slope of the Property reduces its R1:40 zoning to R1:8 With standard R1:8 zoning setbacks (without modification) there is a chance. 3) The Front Property Line (at the Curve in Withey Rd) gives a false Front Setback as Withey Road is 60ft from the true Right-of-Way
I attach 2 drawings from the Plan Set, which I would like you to review and I will discuss them at the hearing on Tuesday.
Thank you for your consideration
Tony Jeans
11ft
7ft
21ft
30ft
Building
Envelope
PL
(Modified)
(Modified)
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- A Hipped Roof will also ensure
design fits Building Envelope
PROPOSED MODIFICATION
- Use a Hipped Roof (not a Gable)
to Reduce Mass at Rear Elevation
Area Removed
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SETBACKS
R1:8 PLANS
Front 1st 25 27 (n/c)
Front 2nd 30 30 (n/c)
Side 1st 6 10
Side 2nd 10 11
Rear 1st 30 24 (n/c)
Rear 2nd 30 35 (n/c)
SETBACK CONSIDERATIONS
- The Unusual Topography pushes
the Building Envelope to a small
corner of the Parcel.
- The Curvelinear nature of Withey
Rd Right-of-Way at this Parcel is
Unique & adds to 'Front Setback'
UNUSEABLE
AREA
OF THE
PARCEL
VARIANCE REQUEST
IT SEEMS REASONABLE
TO PERMIT SETBACKS
FOR THE STANDARD R1:8
ZONING SISTRICT TO BE
FOLLOWED (SEE ABOVE)
WITH NO REDUCTION TO
EXISTING REAR SETBACKS
PER S&A SUGGESTION.
STAFF REPORT
Meeting: City Council - May 05 2026
Agenda Heading: NEW BUSINESS
Staff Contact: Diana Perkins, City Manager
Department: City Manager
Title: Receive the Report and Provide Feedback on the West Valley Homeless Services Feasibility Study and Adopt a Resolution of Intent to Support Participation in a West Valley Homeless Services Implementation Task Force.
Recommendation(s):
Staff recommends that the City Council receive the report and provide feedback on the West Valley Homeless Services Feasibility Study and adopt a Resolution of Intent to support participation in a West Valley Homeless Services Implementation Task Force.
Report in Brief:
In April 2025, the City Council approved Resolution 25-3925 entering into a Memorandum of Understanding (MOU) with the four other West Valley cities to formalize collaborative efforts to conduct a feasibility study related to potential temporary and emergency housing facilities.
A Needs Analysis was completed in July 2025 as the first phase of the homeless services assessment. This report identified the scale and complexity of homelessness in the West Valley area. The analysis also highlighted that individuals experiencing homelessness are often less visible in the region, including families, unaccompanied youth, and those living in cars.
The West Valley Homeless Services Feasibility Study was completed in January 2026 and analyzes potential policy and program responses to address homelessness in the West Valley area. The study notes that while homelessness is a complex problem, investing in proven strategies can have considerable positive impact on people experiencing homelessness and the community at large.
Staff recommends that the City Council adopt the Resolution of Intent supporting participation in the West Valley Homeless Services Implementation Task Force. The Resolution of Intent is intended to gauge the initial interest among all five West Valley jurisdictions to participate in the Task force.
Background Information:
Monte Sereno’s adopted Housing Element includes Program R which reads, in part:
Participate In Regional Homelessness Program
As shown in the Santa Clara County 2022 Point in Time Survey, the unhoused population in the West Valley region (Saratoga, Cupertino, Campbell, Los Gatos, and Monte Sereno) has increased even as Monte Sereno’s unhoused homeless population remained at zero.
The city will participate in regional efforts, which may include pursuing a Homekey Permanent Supportive Housing project, supporting safe parking programs, cold weather shelter, and hiring an unhoused specialist.
As similar programs are included in the Housing Elements of the other West Valley cities, staff from the five cities have been working together on this program as well as other overlapping programs.
In December 2024, the City of Campbell has entered into a contract with Good City, Co. in the amount of $99,000 to complete a West Valley Homeless Services Feasibility Study and took the lead role for the preparation of the study which serves the five West Valley cities, encompassing the cities of Campbell, Cupertino, Monte Sereno, Saratoga, and the Town of Los Gatos. In April 2025, the City Council adopted Resolution 25-3925 (Attachment 1) entering into an MOU with the four other West Valley cities to formalize collaborative efforts to conduct the feasibility study related to potential temporary and emergency housing facilities.
Analysis:
The Feasibility Study evaluates opportunities for shared services, enhanced coordination, and strengthened regional partnerships to better align resources and respond to the specific needs of unhoused residents in the West Valley. In addition, the Feasibility Study evaluates potential programmatic responses informed by the Needs Analysis report.
Needs Analysis Report Summary
The Needs Analysis was completed in July 2025 (Attachment 2) and was the first phase of the project. This report identified the scale and complexity of homelessness in the West Valley area. In 2024, there were at least 524 individuals experiencing homelessness. The analysis also highlighted that individuals experiencing homelessness are often less visible in the region, including families, unaccompanied youth, and those living in cars.
Key contributing factors include:
High cost of living
Limited affordable housing supply
Wage disparities
Structural inequities, including poverty and wealth inequality The Needs Analysis noted that homelessness affects every member of the community, not just those who are unhoused. Finally, the report underscored that services and permanent housing are effective and save funds in the long run.
Following publication of the Needs Analysis, new Point in Time Count data from 2025 revealed that the number of people experiencing homelessness in the West Valley area increased by 13%, compared to an 8% increase countywide between 2023 and 2025. Across much of the Bay Area and Santa Clara County, more people continue to enter homelessness each year than exit. However, other areas in California saw significant decreases in homelessness including in the Counties of Santa Cruz, Sonoma, Los Angeles, San Diego, and Ventura.
West Valley Unhoused Population Characteristics
The Needs Analysis also identified some key findings about the demographic characteristics of the West Valley unhoused population as summarized below. 51% of individuals in the West Valley have been homeless for two years or more, roughly double the national average, but lower than the rest of Santa Clara County. A higher rate of individuals in the West Valley are more recently homeless relative to the remainder of the County.
19% of homeless in the West Valley are youth and another 19% are families with children.
Hispanic/Latino, Black, and American Indian/Alaska Native/Indigenous individuals are substantially overrepresented relative to their share of the population in the West Valley. The West Valley area saw a higher domestic violence survivor rate and lower mental, physical, and alcohol/substance use rate than the remainder of the County. West Valley individuals were more likely to sleep in their car or couch surf and less likely to utilize a shelter bed than the remainder of the County.
Existing Services and Identified Gaps
A brief overview of existing gaps and services are provided below.
Housing & Shelter
Lack of affordable permanent housing, especially ELI (Extremely Low Income) housing units.
Lack of sufficient shelters. There are no standing temporary or interim shelters in the West Valley of the congregate or non-congregate model.
The existing safe parking programs located in Saratoga, Cupertino, and Campbell can serve up to approximately one third of the known households living in cars.
Service Delivery
Lack of geographically centralized services
Inadequate access to healthcare, mental health, and substance use treatment Insufficient outreach and case management capacity
Limited transportation options for accessing services Systemic Gaps
Lack of shared knowledge and coordination across service providers, jurisdictions, and city departments
Difficulty in scaling community-based services
Feasibility Study
The West Valley Homeless Services Feasibility Study analyzes potential policy and program responses to address homelessness in the West Valley area. The study notes that while homelessness is a complex problem, investing in proven strategies can have considerable positive impact on people experiencing homelessness and the community at large.
The Feasibility Study provides an analysis of several homelessness response programs and includes a series of specific recommendations.
Feasibility Analysis
The Feasibility Study provides a detailed analysis of several programs categorized into six categories:
Homelessness Prevention
Outreach and Case Management
Immediate Needs
Shelter and Parking
Interim and Transitional Housing
Permanent Housing
Each potential program is ranked with a feasibility score and an impact score as indicated in Table 2 below. The full Study provides additional detailed information on the methodology and potential program approaches for each program as well as additional ways to visualize the program landscape.
Table 2: Homeless Response Programs and Scores by Program Type Programs by Type Impact Score Feasibility Score
Prevention (Feasibility Study
p. 14)
Homelessness Prevention &
Rental Assistance
Highest Highest
Opportunity Fund &
Reunification
High Highest
Hotlines & Information Moderate Highest
Tenant Protections Moderate High
Outreach & Case
Management (p. 17)
Case Management Highest High
Health, Mental Health &
Substance Care
Highest High
Programs by Type Impact Score Feasibility Score
Navigation Center Highest Moderate
Job Training Moderate Highest
Outreach Moderate High
Mobile Navigation Center Moderate High
Law Enforcement
Coordination
Moderate Moderate
Immediate Needs (p. 22)
Food, Showers & Laundry High Highest
Phone, Internet, & Mail Moderate Highest
Safe Storage Moderate High
Transportation Moderate High
Neighborhood Health &
Cleanliness
Moderate Moderate
Safe Sleeping & Sanitation Moderate Moderate
Shelter & Parking (p. 26)
Temporary Shelters Highest Moderate
Safe Parking High Moderate
Hotel Vouchers/Rentals Moderate Highest
Interim & Transitional (p.
30)
Rapid Rehousing Highest High
Transitional Housing Highest Moderate
Interim Sites High Moderate
Permanent Housing (p. 32)
Permanent Affordable
Housing
Highest High
Key Recommendations
The Feasibility Study outlines a comprehensive set of recommendations. An overview of key recommendations is provided below.
1. Adopt a formal implementation plan: Develop and adopt a West Valley Area homelessness response implementation plan that includes an aspirational vision, clear goals and objectives, programs tailored to population segments, plans for near- and long-term outcomes, and leverages existing programs. The study provides an example set of goals and objectives that could be used as a reference by a West Valley homelessness response task force.
2. Sustain and strengthen what works: Use the tools available to local governments to ensure the continuation of existing services with a proven track record, including homelessness prevention and expanding affordable housing.
3. Prioritize additional investments in programs with high feasibility and impact:
These include homelessness prevention and rental assistance; case management; rapid rehousing; permanent affordable housing; health and mental health care; food, showers, and laundry; opportunity funds; and reunification programs.
4. Cultivate partnerships at all levels: Deploy a “whole of society approach” to engage governments, the private sector, civil society, individuals, and communities. Establish a formal West Valley homelessness response task force to set goals and monitor progress.
5. Engage with people who have experienced homelessness: Identify ways for individuals who have experienced homelessness to meaningfully participate in program design, implementation, and evaluation.
6. Align with the Community Plan to End Homelessness: Demonstrate alignment with the plan’s goals to address the root causes of homelessness, improve the quality of life for unsheltered individuals, create healthy neighborhoods for all, and expand homelessness prevention and housing programs.
7. Identify funding: Explore creative funding approaches to support homelessness response programs.
8. Support neighborhood health, safety, and cleanliness: Address quality-of-life issues for the entire community.
The Feasibility Study discusses actions at the local and sub-regional scale that have a high likelihood of making meaningful and measurable positive impact for community members experiencing homelessness and the community overall. These actions are likely to be particularly important in an environment where federal funding is less available.
An update to the Santa Clara County Community Plan to End Homelessness which serves as a roadmap for ending homelessness in Santa Clara County is also underway.
Recommendations from West Valley Feasibility Study will be shared with the County to promote alignment between the plans.
West Valley Homeless Services Implementation Task Force The Feasibility Study identifies the formation of a regional implementation body as a critical next step.
The proposed Task Force to meet this need would include:
Representatives from the five West Valley jurisdictions County representatives
Key institutional stakeholders (e.g., community college district representatives) Select service providers
The Task Force would be responsible for developing a formal implementation plan for the West Valley Homeless Services Feasibility Study, establishing measurable goals, defining governance structure, a financing strategy, and monitoring progress.
Staff recommends that the City Council adopt the Resolution of Intent supporting participation in the West Valley Homeless Services Implementation Task Force. The Resolution of Intent is intended to gauge the initial interest among all five West Valley jurisdictions to participate in the Task Force. Following adoption of the Resolution of Intent, staff will obtain a scope of services with a consultant to provide technical support to the Task Force and prepare an MOU outlining the role of the Task Force and funding needs. Staff would then return to the five jurisdictions with the MOU for adoption, and subsequently initiate work on the Task Force.
Adoption of the Resolution of Intent by itself does not commit each city to adopting the subsequent MOU.
California Environmental Quality Act:
Adopting a resolution supporting this policy matter is not a “project” under the California Environmental Quality Act (“CEQA”) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment (CEQA Guidelines section 15378(b)(5)).
Fiscal Impact:
There are no direct fiscal impacts associated with this item. Future implementation of recommended programs may require financial commitments from participating jurisdictions.
Any funding proposals will return to the City Council for review and approval. Cost-sharing structures would be developed collaboratively among the West Valley jurisdictions.
Public Noticing:
The City of Monte Sereno's Council meeting agenda was posted on the bulletin board outside of Monte Sereno's City Hall and the agenda with this staff report can be accessed on the City of Monte Sereno's website located at www.montesereno.org.
Attachments:
1. Resolution No 25-3925
2. West Valley Homelessness Needs Analysis Report - July 24 2025
3. West Valley Homelessness Feasibility Study - Jan 26 2026
4. Draft Resolution West Valley Shelter Feasibility Study MOU
RESOLUTION NO. 25.3925
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTE SERENO
AUTHORIZING THE INTERIM CITY MANAGER TO EXECUTE THE MEMORANDUM
OF UNDERSTANDING WITH THE CITIES OF CUPERTINO, MONTE SERENO,
SARATOGA AND THE TOWN OF LOS GATOS TO FORMALIZE COLLABORATIVE
EFFORTS TO CONDUCT A FEASIBILITY STUDY RELATED TO POTENTIAL
TEMPORARY AND EMERGENCY HOUSING FACILITIES IN THE WEST VALLEY AREA
WHEREAS, on May 7, 2024, the City Council adopted the 2023-2031 Housing Element which included Program R which calls for coordination with adjacent West Valley Cities to develop a regional homeless shelter program; and WHEREAS, on December 15, 2024 the City of Campbell entered into an agreement with Good City, Co. to prepare a shelter feasibility study on behalf of the West Valley Cities; and
WHEREAS, the City of Campbell will serve as the lead organization and the additional West Valley Cities will serve as partner organizations for the completion of the feasibility study; and
WHEREAS, the City and the additional West Valley Cities wish to collaborate and align their objectives for the benefit of the community by preparing a feasibility study for potential temporary and emergency housing facilities and programs in the West Valley Area by entering into a Memorandum of Understanding.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Monte Sereno hereby approves and authorizes the Interim City Manager to execute, a Memorandum of Understanding with the Cities Campbell, Cupertino, Saratoga and the Town of Los Gatos to formalize collaborative efforts to conduct a feasibility study related to potential temporary and emergency housing facilities.
REGULARLY ADOPTED AND PASSED this 1
st day of April 2025, by the
following roll call vote:
AYES: SHANNON, WOLSHEIMER, MEKECHUK, ELLAHIE, CRAIG
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
APPROVED:
Burton Craig, Mayor
ATTESTED:
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__________________________
Gloisy Gonzalez-Langarica, City Clerk
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MEMORANDUM OF UNDERSTANDING
BETWEEN
City of Campbell
70 N. First Street
Campbell, CA 95008
AND
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014
City of Monte Sereno
18041 Saratoga-Los Gatos Road
Monte Sereno, CA 95030
City of Saratoga
13777 Fruitdale Avenue
Saratoga, CA 95070
Town of Los Gatos
110 E. Main Street
Los Gatos, CA 95030
1. Purpose
The purpose of this Memorandum of Understanding (MOU), effective as of the date of the last signer hereto, is to formalize the collaborative efforts between five parties, the Cities of Campbell, Cupertino, Saratoga, Monte Sereno, and the Town of Los Gatos (individually “party” and together “parties”) to conduct a feasibility study (“feasibility study”) for the possible development of temporary and emergency housing facilities and programs to service the unhoused population within the five jurisdictions. Collectively the five jurisdictions encompass the West Valley area (“West Valley Area”) of the County of Santa Clara. The City of Campbell has funded and executed an agreement with a consultant, Good City Co., to evaluate the feasibility of establishing temporary and emergency shelter services in the West Valley Area to serve the five parties. This MOU outlines the roles, responsibilities, and expectations of each party in relation to the feasibility study and next steps. Accordingly, the parties agree as follows:
2. Scope of the Feasibility Study
The feasibility study will include the following components:
• Needs Assessment: Evaluating the existing unhoused population within the West Valley area as a whole to understand any unique demographic and service needs. • Stakeholder Engagement: Gathering input from community members, local government, and other key stakeholders concerning unhoused service needs.
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• Feasibility Study: Analysis and recommendations concerning feasible temporary or emergency housing facilities and services that can be provided in the West Valley area to serve the needs of the unhoused population. This will include an evaluation of the initial and ongoing costs and capacity to support different housing facilities but not provide any site specific analysis for a new facility.
3. Roles and Responsibilities
City of Campbell (Lead Organization):
• Lead the overall management on preparing the feasibility study. • Manage the Consultant contract with Good City, Co.
• Provide project oversight, including the scheduling of meetings and deadlines. • Collect data regarding the needs for shelter services in the community as requested by the Consultant.
• Provide funding or resources, as applicable, to support the study. • Receive and review the final feasibility report and recommendations before the City Council.
City of Cupertino, Monte Sereno, Saratoga and Town of Los Gatos (Partner Organizations):
• Assist in data collection and needs assessment, particularly with regard to the target population as requested by the Consultant.
• Participate in stakeholder engagement and community outreach efforts as needed. • Help identify potential funding sources and grant opportunities, if needed, to support the feasibility study and any further implementation actions. • Review and provide input on the Needs Analysis and the Feasibility study reports. • Receive and review the final feasibility report and recommendations before the respective City or Town Council.
4. Timeline
The feasibility study by Good City, Co. will begin in November 2024 and is expected to be completed by August 2025.
5. Funding and Resource Allocation
The City of Campbell will be responsible for funding the $99,000 associated with the estimated cost of the feasibility study. In the case that additional funding is required to complete the feasibility study, all parties will negotiate in good faith with shared responsibility to secure the necessary financial resources.
6. Confidentiality
All parties agree to maintain confidentiality regarding any sensitive or proprietary information exchanged during the course of this collaboration. Information gathered during the feasibility study will only be shared with relevant stakeholders, and only as required to complete the study. All parties also acknowledge that they are subject to the California Public Records Act (CPRA). Should a request come in that might call for confidential information related to this MOU, the party Docusign Envelope ID: F62F8A1B-79A8-49AD-9995-A8EAC0553372
receiving the request will give prompt notice to the other parties if any documents are to be released.
7. Ownership of Study Results
The final report and any associated findings, data, or documents generated from the feasibility study will be jointly owned by the City of Campbell and the Cities of Cupertino, Monte Sereno, Saratoga and Town of Los Gatos. All parties agree to work together to determine how the results will be distributed and used, including any publication, presentations, or applications for funding.
9. Modification of the MOU
This MOU may be amended or modified only by mutual written consent of the parties. Any modifications will be documented and signed by authorized representatives of the organizations.
10. Termination
Any party may terminate this MOU with thirty (30) days written notice to the other parties. In the event of termination, the parties will agree on the disposition of any materials, data, or funding associated with the feasibility study.
11. Indemnification and Insurance
The parties agree that all losses or liabilities incurred by a party shall not be shared pro rata pursuant to Government Code Section 895.6 but, instead, the parties agree that, pursuant to Government Code Section 895.4, to the fullest extent permitted by law, each of the parties hereto shall fully indemnify and hold each of the other parties, their officers, board members, employees, and agents, harmless from any claim, expense or cost, damage or liability imposed for injury (as defined in Government Code Section 810.8) occurring by reason of the negligent acts or omissions or willful misconduct of the indemnifying party, its officers, employees or agents, under or in connection with or arising out of any work, authority or jurisdiction delegated to such party under this MOU. No party, nor any officer, board member or agent thereof shall be responsible for any damage or liability occurring by reason of the negligent acts or omissions or willful misconduct of the other parties hereto, their officers, board members, employees, or agents, under or in connection with or arising out of any work authority or jurisdiction delegated to such other Parties under this MOU. These indemnity obligations shall survive the termination of this MOU.
In addition, each party will maintain insurance with the following minimum limits or a self-insured retention of the same:
• COMMERCIAL GENERAL LIABILITY (CGL): $1,000,000 PER OCCURRENCE; $2,000,000 AGGREGATE. • AUTOMOBILE LIABILITY: $1,000,000.
• WORKERS’ COMPENSATION AS REQUIRED BY THE STATE OF CALIFORNIA, WITH STATUTORY LIMITS, AND EMPLOYER’S LIABILITY INSURANCE: $1,000,000 per accident for bodily injury or disease.
12. Additional Terms
Notices under this MOU shall be by US Mail, and concurrently via email, to the head of the department of Planning, or equivalent, for each of the parties and are considered delivered when Docusign Envelope ID: F62F8A1B-79A8-49AD-9995-A8EAC0553372
the email is sent (unless returned undeliverable). This MOU expresses the intent of the parties to collaborate on the issues contained herein and represents the entire understanding of the parties on such matters. Except as the other party may specify in writing, a party shall have no authority, express or implied, to act on behalf of the other party in any capacity whatsoever as an agent. This MOU shall not be assigned without first obtaining the express written consent of the other parties. All activities of the Parties with respect to this MOU will be carried out in compliance with all applicable federal, state, and local laws and regulations. The unenforceability, invalidity or illegality of any provisions of this MOU shall not render the other provisions unenforceable, invalid or illegal.
13. Signatures
By signing below, the undersigned and authorized representatives of the five parties acknowledge their agreement to the terms of this MOU.
City of Campbell:
Name: ___________________________
Title: ____________________________
Signature: ________________________
Date: ____________________________
City of Cupertino:
Name: ___________________________
Title: ____________________________
Signature: ________________________
Date: ____________________________
City of Saratoga
Name: ___________________________
Title: ____________________________
Signature: ________________________
Date: ____________________________
[Continued on the following page.]
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City of Monte Sereno:
Name: ___________________________
Title: ____________________________
Signature: ________________________
Date: ____________________________
Town of Los Gatos:
Name: ___________________________
Title: ____________________________
Signature: ________________________
Date: ____________________________
Appendices
• Appendix A: City of Campbell Consultant Services Agreement with Good City Company Docusign Envelope ID: F62F8A1B-79A8-49AD-9995-A8EAC0553372
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CITY OF CAMPBELL
CONSULTANT SERVICES AGREEMENT
This Agreement is entered into at Campbell, California on the 15th day of December, 2024, by and between the CITY OF CAMPBELL (hereinafter referred to as "City") and Good City Company (hereinafter referred to as "Consultant").
WHEREAS, City desires to obtain consulting services for the purpose of providing feasibility study services to analyze the feasibility of constructing shelter, temporary or emergency housing, or similar facility to support the unhoused population of the West Valley Area (Campbell, Cupertino, Los Gatos, Monte Sereno and Saratoga) ; and
WHEREAS, Consultant represents that it has the expertise, means, and ability to perform said feasibility study services ;
NOW, THEREFORE, in consideration of each other's mutual promises, Consultant and City agree as follows:
1. DUTIES OF CONSULTANT
1.1 Consultant agrees to perform services as set forth in Exhibit A - Scope of Services, attached hereto and incorporated herein by reference, and which shall be interpreted together and in harmony with this Agreement. In the event of any conflict between Exhibit A and this Agreement, this Agreement shall govern, control, and take precedence.
1.2 Consultant’s project manager will meet with the City’s project coordinator prior to commencement of the project to establish a clear understanding of the working relationships, authorities, and management philosophy of City as it relates to this Agreement.
1.3 Consultant, working with the City, will gather available existing information concerning the project, and shall review documents as necessary for compliance with the project’s objectives.
1.4 In performance of this Agreement by Consultant, time will be of the essence.
1.5 Notwithstanding Section 1.4, Consultant shall not be responsible for delay caused by activities or factors beyond Consultant’s reasonable control, including delays or by reason of strikes, work slow-downs or stoppages, or acts of God.
1.6 Consultant agrees to perform this Agreement in accordance with the highest degree of skill and expertise exercised by members of Consultant’s profession working on similar projects under similar circumstances.
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1.7 Consultant shall cooperate in good faith with City in all aspects of the performance of this Agreement.
1.8 In the course of the performance of this Agreement, Consultant shall act in the City’s best interest as it relates to the project.
1.9 All activities of Consultant, its employees, subcontractors and/or agents will be carried out in compliance with all applicable federal, state, and local laws and regulations.
1.10 The designated project manager for Consultant shall be Nicholas Hamilton. The designated principal in charge for this project shall be Aaron Aknin. The Consultant’s project manager shall have all the necessary authority to direct technical and professional work within the scope of the Agreement and shall serve as the principal point of contact with the City and the City’s project coordinator. The authorized principal of Consultant executing this Agreement for the Consultant shall have authority to make decisions regarding changes in services, termination and other matters related to the performance of this agreement on behalf of Consultant.
1.11 The Consultant (and its employees, agents, representatives, and subconsultants), in the performance of this Agreement, shall act in an independent capacity and not as officers or officials or employees or agents of the City. The City shall not direct the work and means for accomplishment of the services and work to be performed hereunder. The City, however, retains the right to require that work performed by Consultant meet specific standards consistent with the requirements of this Agreement without regard to the manner and means of accomplishment thereof. Subcontractors shall assume all of the rights, obligations and liabilities, applicable to it as an independent contractor hereunder. Consultant represents and warrants that it (i) is fully experienced and properly qualified to perform the class of work and services provided for herein, (ii) has the financial capability and shall finance its own operations required for the performance of the work and services and (iii) is properly equipped and organized to perform the work and services in a competent, timely and proper manner in accordance with the requirements of this Agreement. Consultant agrees to comply with AB5, codified at Labor Code section 2750.3, and shall indemnify, defend and hold harmless the City, its officers, officials, directors, agents representatives, volunteers, and employees against any claim or liability, including attorneys’ fees and costs, arising in any manner related to this Agreement that an employee, agent or others under Consultant’s supervision or control was misclassified.
1.12 This Agreement contains provisions that permit mutually acceptable changes in the scope, character or complexity of the work if such changes become desirable or necessary as the work progresses. Adjustments to the basis of payment and to the time for performance of the work, if any, shall be established by a written contract amendment (approved and executed by the City) to accommodate the changes in work.
2. DUTIES OF CITY
2.1 City shall furnish to Consultant all available and pertinent data and information requested by Consultant to facilitate the preparation of the documents called for in this Agreement.
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Consultant shall be entitled to reasonably rely on accuracy and completeness of such information, provided that Consultant shall make any additional investigation reasonably necessary to confirm such information and provide City prompt written notice of any known or discovered defects in such data and information.
2.2 City shall provide contract administration services. City shall notify Consultant of required administrative procedures and shall name representatives, if any, authorized to act in its behalf.
2.3 City shall review documents submitted by Consultant and shall render decisions pertaining thereto as promptly as reasonably possible.
3. COMPENSATION
3.1 For the full performance of the services described herein by Consultant, City agrees to compensate Consultant for all services and direct costs associated with the performance of the project in an amount not to exceed $99,000, as follows:
a. Once each month, Consultant shall submit for payment by City, an itemized invoice for services performed during the previous billing period. The invoice shall describe the services rendered and the title of the item of work, and shall list labor hours by personnel classification.
Said invoice shall be based on all labor and direct expense charges made for work performed on the project. Labor charges shall be in accordance with the fee schedule found in Exhibit A of this Agreement. City shall pay Consultant for services rendered and approved by the City within 30 days from the date the itemized invoice is received by the City, subject to the maximum not to exceed amount specified above and the City’s right to object. b. Direct costs are those outside costs incurred on or directly for the project, and substantiated with invoices for the charges. Direct expenses include printing, reproduction, and delivery charges.
3.2 If Consultant incurs other costs which are not specifically covered by the terms of this Agreement, but which are necessary for performance of Consultant’s duties, City may approve payment for said costs if authorized in writing by the City in advance.
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3.3 City may order changes in the scope or character of services in writing, including decreasing the amount of Consultant’s services. In the event that the work is decreased, Consultant is entitled to full compensation for all services performed and expenses incurred prior to receipt of notice of change. Under no conditions shall Consultant make any changes to the work, either as additions or deductions, without the prior written order of the City. In the event, that the City determines that a change to the work or services from that specified in this Agreement is required, the contract time and/or actual costs reimbursable by the City for the project may be adjusted by contract amendment or change order to accommodate the changed work. The maximum not to exceed total amount specified in this Article 3 (Compensation) shall not be exceeded, unless authorized by written contract amendment or change order, approved and executed by the City.
Consultant shall obtain prior written approval for a revised fee schedule from the City before exceeding such fee schedule. Only City’s authorized representative(s) is authorized to approve changes to this Agreement on behalf of City.
3.4 In no event, will the Consultant be reimbursed for any costs or expenses at any rates that exceed the rates for set forth in the fee schedule found in Exhibit A.
3.5 Consultant agrees that the payments to Consultant specified in this Article 3 (Compensation) will constitute full and complete compensation for all obligations assumed by Consultant under this Agreement. Where conflicts regarding compensation may occur, the provisions of this section apply.
4. SUBCONSULTANTS
4.1 Consultant may not subcontract any services required under this Agreement without the prior written consent of the City.
4.2 Consultant shall be responsible to City for the performance of any and all subconsultants who perform work under this contract, and any acts of negligence or misconduct on their part. Consultant is solely responsible for all payments due to subconsultants.
4.3 Consultant shall require and verify that all subcontractors maintain insurance meeting all of the requirements stated herein, including naming the City of Campbell, its officers, officials, directors, agents representatives, volunteers, and employees as additional insureds. Any modification to the insurance requirements for subcontractors must be agreed to by the City in writing.
4.4 If at any time, the City determines any subcontractor is incompetent or unqualified, Consultant will be notified and will be expected to immediately cancel the subcontract.
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5. OWNERSHIP OF DOCUMENTS AND MATERIALS
All original drawings, documents, papers, data, materials, photographs, negatives and other work products prepared by the Consultant and/or its subconsultants in the performance of the services encompassed in this Agreement (whether in printed or electronic format) (“project-related documents and materials”) shall be the property of the City and may be used on this project without the consent of the Consultant or its subcontractors. City acknowledges that such drawings, documents, and other items are instruments of professional services intended for use only on the subject project. Consultant agrees that all copyrights which arise from creation of the Project-related documents and materials pursuant to this Agreement shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. Any project-related documents and materials related to this Agreement shall be confidential, not to be used by the Consultant on other projects or disclosed to any third party, except by agreement in writing by the City, or except as otherwise provided herein. Upon the completion or termination of this Agreement for any reason, the City shall be entitled to receive, and Consultant shall promptly provide to the City upon request, all finished and unfinished project-related documents and materials, produced or gathered by or on behalf of Consultant that are in Consultant’s possession, custody or control. Consultant may retain copies of said documents and materials for its files. In the event of termination, any dispute regarding compensation or damages shall not hinder, prevent, or otherwise impact the City’s right to promptly receive and use such documents and materials which are the sole and exclusive property of the City.
6. TERMINATION
6.1 Notwithstanding any other provision of this Agreement, City may terminate this Agreement at any time, with or without cause, in its sole discretion, by giving notice in writing to Consultant not less than thirty calendar days prior to an effective termination date. In the event of such termination, Consultant shall have the right and obligation to immediately assemble the work then in progress for the purpose of completing the work and turning over all materials and documents to City.
6.2 In the event of such termination, Consultant shall be compensated for all work and services performed to the point of termination in accordance with the payment provisions set forth in Section 3.1, unless the termination is for cause, in which event Consultant need be compensated only to the extent required by law.
6.3 Upon notice of termination by City, the Consultant will immediately act to not incur any additional obligations, costs or expenses, except as may be reasonably necessary to terminate its activities. All finished or unfinished work or documents procured or produced under the Agreement will become property of the City upon the termination date. In the event of Consultant’s failure to perform pursuant to the Agreement, the City reserves the right to obtain services elsewhere and Consultant will be liable for the difference between the prices set forth in the terminated Agreement and the actual cost to the City. Termination of the Agreement pursuant to this paragraph shall not relieve the Consultant of any liability to City for additional costs, expenses, Docusign Envelope ID: F62F8A1B-79A8-49AD-9995-A8EAC0553372
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or damages sustained by City due to failure of the Consultant to perform pursuant to the Agreement. City may withhold any payments to Consultant for the purpose of set off until such time as the exact amount of damages due City from Consultant is determined. After the effective date of termination, Consultant will have no further claims against the City under the Agreement.
No other compensation will be payable for anticipated profit on unperformed services.
7. AUDIT AND INSPECTION
Consultant shall permit authorized representatives of City to inspect and audit all data and records relating to its performance under this Agreement for a period of three years following acceptance of the final study.
8. EQUAL EMPLOYMENT OPPORTUNITY
Consultant agrees to refrain from discriminatory employment practices on the basis of race, religious creed, color, sex, national origin, handicap, sexual orientation, marital status, medical condition, disability, ancestry, organizational affiliation, military or veteran status, or any other consideration made unlawful by local, State or Federal law, of any employee of, or applicant for employment with, such Consultant or subcontractor. City requires Consultant to comply with all applicable Federal and State and local equal employment opportunity laws and regulations.
9. INSURANCE AND INDEMNIFICATION
9.1 With respect to any design professional services provided by Consultant, the Consultant agrees to indemnify, and hold harmless the City, its officers, and employees to the fullest extent allowed by law from any and all claims, actions, causes of action, damages, liabilities and losses, that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, except for any claims, actions, causes of action, losses, damages or liabilities proximately caused by the sole negligence or willful misconduct of City. City shall not be liable for acts of Consultant in performing services described herein. Notwithstanding anything in this paragraph to the contrary, any defense costs charged to the design professional under this paragraph shall not exceed the design professional’s proportionate percentage of fault, except:
a. That in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, the design professional shall meet and confer with the other parties regarding unpaid defense costs in good faith effort to agree on the allocation of those costs amongst the parties; and
b. Where a project-specific general liability policy insures all project participants for general liability exposures on a primary basis and also covers all design professionals for their legal liability arising out of their professional services on a primary basis, then there shall be no limitation on the design professional's duty to provide a defense and cover the City's cost of defense.
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With respect to all matters other than those covered by the foregoing paragraph, Consultant agrees to indemnify, defend (with counsel reasonably satisfactory to the City) and hold harmless the City, its officers, officials, directors, agents representatives, volunteers, and employees to the fullest extent allowed by law from and against any and all claims, actions, causes of action, losses, damages, liabilities and costs of every nature, including attorneys’ fees and costs (collectively, “Losses”) including but not limited to all claims, actions, causes of action, losses, damages, liabilities for property damage, bodily injury, or death, and all costs of defending any claim, caused by or arising out of, or alleged to have been caused by or arise out of, in whole or in part, Consultant’s performance under this Agreement, except for any claims, actions, causes of action, losses, damages, costs or liabilities proximately caused by the sole negligence or willful misconduct of City. City shall not be liable for acts of Consultant in performing services described herein.
In no event shall this section be construed to require indemnification by the Consultant to a greater extent than permitted under the public policy of the State of California; and in the event that this contract is subject to California Civil Code section 2782(b), the foregoing indemnity provisions shall not apply to any liability for the active negligence of the City.
The defense and indemnity provisions obligations of this Agreement are undertaken in addition to, and shall not in any way be limited by the insurance obligations contained in this Agreement. The foregoing indemnity provisions are intended to fully allocate the parties’ risk of liability to thirdparties; and there shall be no rights to indemnity or contribution, in law or equity or otherwise between the parties that are not set forth in this section. Consultant waives all rights to subrogation for any matters covered by the provisions of this section. Consultant’s responsibility for such defense and indemnity obligations as set forth in this section shall survive the termination or completion of this Agreement for the full period of time allowed by law.
9.2 Consultant shall maintain insurance conforming to the following specifications to the fullest amount allowed by law for a minimum of three (3) years following the termination or completion of this Agreement:
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A. Types of Coverage
The policies shall afford the following types of coverage:
1. Commercial General Liability;
2. Automotive;
3. Workers’ Compensation and Employer Liability; and
4. Professional Liability and/or Errors and Omissions
B. Minimum Scope of Insurance
Coverage shall be at least as broad as:
1. For Commercial General Liability: Insurance Services Office (ISO) CGL Form 00 01 11 85; and
2. For Automotive Liability: ISO CA 00 01 06 92 including symbol 1(any auto); and
3. For Workers’ Compensation: insurance as required by the Labor Code of the State of California and Employer's Liability insurance; and
4. For Professional Liability and/or Errors and Omissions: insurance covering negligence committed by or on behalf of Consultant in rendering services to City.
C. Minimum Limits of Insurance
Consultant shall maintain limits no less than:
1. General Liability: $1,000,000 combined single limit per occurrence for bodily, personal injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.
2. Automobile Liability: $1,000,000 combined single limit per accident for bodily injury and property damage.
3. Workers’ Compensation and Employer's Liability: Workers’ Compensation limits as required by the Labor Code of the State of California and Employer's Liability limits of $1,000,000 per accident. The Worker’s Compensation policy must be endorsed with a waiver of subrogation in favor of the City for all work performed by the Consultant Docusign Envelope ID: F62F8A1B-79A8-49AD-9995-A8EAC0553372
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and its employees.
4. Professional Liability and/or Errors and Omissions: $1,000,000 per claim and $2,000,000 in the annual aggregate.
The limits of insurance required in this Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City (as agreed to in this Agreement) before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured.
D. Deductible and Self-Insured Retention
Any deductibles or self-insured retention must be declared to and approved by the City, and shall not reduce the limits of liability. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City, its agents, officers, attorneys, employees, officials and volunteers; or the Consultant shall procure a bond guaranteeing payment of losses related to investigations, claim administration, and defense expenses. Policies containing any self-insured retention provision shall provide or be endorsed to provide that the self-insured retention may be satisfied by either the named insured or the City.
E. Other Insurance Provisions
The policies are to contain, or be endorsed to contain, the following provisions:
1. General Liability and Automobile Liability Coverage:
a. The City, its agents, officers, attorneys, employees, officials and volunteers are to be covered as additional insureds as respects: liability arising out of this Agreement performed by or on behalf of the Consultant, products and completed operations of the Consultant, premises owned, occupied or used by the Consultant, or automobiles owned, leased, hired or borrowed by the Consultant. It is a requirement of this Agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits set forth in this Agreement shall be available to the City as an additional insured. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage limits specified in this Agreement, or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured, whichever is affords greater coverage. b. The Consultant's insurance coverage shall be primary insurance as respects the City, its agents, officers, attorneys, employees, officials and volunteers.
Any insurance or self-insurance maintained by the City, its agents, officers, attorneys, employees, officials and volunteers shall be excess of the Consultant's insurance and shall not contribute with it.
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c. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its agents, officers, attorneys, employees, officials, and volunteers.
d. The Consultant's insurance shall apply separately to each insured against whom claim is made or suit is brought except with respect to the limits of the insurer's liability.
2. Workers’ Compensation and Employer’s Liability Coverage: The insurer shall agree to waive all rights of subrogation against the City, its agents, officers, attorneys, employees, officials, and volunteers for losses arising from work performed by the Consultant for the City.
3. All Coverages: Any unintentional failure to comply with reporting provisions of the policies shall not affect coverage provided to the City; and unless otherwise approved by the City, each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled by either party, except after thirty (30) days prior written notice by regular mail has been given to the City, or ten (10) days for cancellation for non-payment of premium.
F. Suspension or Cancellation
If any of the coverages required by this Agreement should be suspended, voided, cancelled or reduced in coverage during the term of this Agreement, Consultant shall immediately notify City and replace such coverage with another policy meeting the requirements of this Agreement.
G. Subcontractors
Consultant agrees that any and all contracts with subcontractors for performance of any matter under this Agreement shall require the subcontractors to comply with the same indemnity and insurance requirements set forth in this Agreement to the extent that they apply to the scope of the subcontractors’ work. Subcontractors are to be bound to contractor and to City in the same manner and to the same extent as the Consultant is bound to City under this Agreement.
Subcontractors shall further agree to include these same provisions with any sub-subcontractor. A copy of this Agreement will be furnished to the subcontractor on request. The Consultant shall require all subcontractors to provide a valid certificate of insurance and the required endorsements included in the Agreement prior to commencing any work, and will provide proof of compliance to the City.
H. Acceptability of Insurers
Without limiting Consultant's indemnification provided hereunder, the policies of insurance listed in Article 9.2 of this Agreement are to be issued by an issuer with a current A.M. Best Rating of A:V and who is authorized to transact business in the State of Docusign Envelope ID: F62F8A1B-79A8-49AD-9995-A8EAC0553372
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California, unless otherwise approved by the City.
I. Verification of Coverage
Consultant shall furnish the City with endorsements and certificates of insurance evidencing coverage required by this clause. The certificates for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The certificates are to be on forms acceptable to the City. Where required by statue, forms approved by the Insurance Commissioner are to be submitted. All certificates are to be received and approved by the City before work commences.
J. Special Risks/Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances and provide notice to Consultant.
10. MISCELLANEOUS
10.1 This Agreement shall be binding on the heirs, executors, assigns and successors of Consultant.
10.2 Neither party may assign this Agreement, or any portion hereof, without the prior written consent of the other.
10.3 This Agreement shall not be construed to alter, affect, or waive any lien or stop notice rights, which Consultant may have for the performance of services pursuant to this Agreement.
10.4 Neither party’s waiver of any term, condition or covenant, or breach of any term, condition or covenant shall be construed as the waiver of any other term, condition or covenant or waiver of the breach of any other term, condition or covenant.
10.5 This Agreement contains the entire Agreement between City and Consultant relating to the project and the provision of services to the project. Any prior agreements, promises, negotiations, or representations not expressly set forth in this Agreement are of no force or effect.
Subsequent modifications to this Agreement shall be in writing and signed by both City and Consultant.
10.6 If any term, condition or covenant of this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions of this Agreement shall be valid and binding on City and Consultant.
10.7 This Agreement shall be governed and construed in accordance with the laws of the State of California.
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10.8 All changes or amendments to this Agreement must be in writing and approved by all parties.
10.9 The initial contract term shall commence upon execution of the contract by the City and shall terminate December 31, 2025, unless terminated sooner in accordance with the contract.
10.10 Consultant owes the City a duty of undivided loyalty in performing the work and services under this Agreement, including, but not limited to, the obligation to refrain from having economic interests and/or participating in activities that conflict with the City’s interests in respect to the work and/or services and project. The Consultant shall list current clients who may have a financial interest in the outcome of this Agreement. The Consultant hereby certifies that it does not now have, nor shall it acquire any financial or business interest that would conflict with the performance of services under this agreement. Consultant shall not make or participate in making or in any way attempt to use Consultant’s position to influence a governmental decision in which Consultant knows or has reason to know Consultant has a direct or indirect financial interest other than the compensation promised by this Agreement. Consultant will immediately advise the City if Consultant learns of a financial interest of Consultant's during the term of this Agreement.
10.11 City is a public agency subject to the disclosure requirements of the California Public Records Act (“CPRA”). If Consultant’s proprietary information is contained in documents or information submitted to City, and Consultant claims that such information falls within one or more CPRA exemptions, Consultant must clearly mark such information “Confidential and Proprietary,” and identify the specific lines containing the information. In the event of a request for such information, City will make best efforts to provide notice to Consultant prior to such disclosure. If Consultant contends that any documents are exempt from the CPRA and wishes to prevent disclosure, it is required to obtain a protective order, injunctive relief or other appropriate remedy from a court of law in Santa Clara County before the City is required to respond to the CPRA request. If Consultant fails to obtain such remedy within the time the City is required to respond to the CPRA request, City may disclose the requested information without any liability to Consultant. Consultant further agrees that it shall defend, indemnify and hold City harmless against any claim, action or litigation (including but not limited to all judgments, costs, and attorney’s fees) that may result from denial by City of a CPRA request for information arising from any representation, or any action (or inaction), by the Consultant.
10.12 Neither party hereto shall be considered in default in the performance of its obligation hereunder to the extent that the performance of any such obligation is prevented or delayed by an act of God, natural disaster, pandemic, acts of terrorism, war, or other peril, which is beyond the reasonable control of the affected party and without the negligence of the respective Parties. Each party hereto shall give notice promptly to the other of the nature and extent of any Force Majeure claimed to delay, hinder or prevent performance of the services under this Agreement. Each Party will, however, make all reasonable efforts to remove or eliminate such a cause of delay or default and will, upon the cessation of the cause, diligently pursue performance of its obligations in this Agreement. In the event either party is prevented or delayed in the performance of its respective obligation by reason of such Force Majeure, there may be an equitable adjustment of the schedule and Consultant compensation based on City’s sole discretion.
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10.13 Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.
10.14 Consultant warrants that Consultant, its subcontractors and/or agents (if any) has/have complied with any and all federal, state, and local licensing requirements
10.15 Each party acknowledges that it has reviewed this Agreement and that the normal rule of construction to the effect that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this Agreement.
10.16 The signatories to this Agreement warrant and represent that each is authorized to execute this Agreement and that their respective signatures serve to legally obligate their respective representatives, agents, successors and assigns to comply with the provisions of this Agreement.
10.17 This Agreement is entered into, and to be performed in Santa Clara County, California, and any action arising out of or related to this Agreement shall be maintained in a court of appropriate jurisdiction in Santa Clara County, California.
10.18 This Agreement may be executed in counterparts which shall, in the aggregate, be deemed an original but all of which, together, shall constitute one and the same instrument. A scanned, electronic, facsimile or other copy of a party’s signature shall be accepted and valid as an original.
11. NOTICES
Notices required under this Agreement may be delivered by first class mail addressed to the appropriate party at one of the following addresses:
CITY: City of Campbell
Attention: Rob Eastwood
70 North First Street
Campbell, CA 95008
CONSULTANT: Good City Co,
Attention: Aaron Aknin
601 Allerton Street, Ste. 110
Redwood City, CA 94063
[SIGNATURES ON FOLLOWING PAGE]
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Having read and understood the foregoing Agreement, the undersigned parties agree to be bound hereby:
CONSULTANT
By: ________________________
Aaron Aknin
Title: Principal
CITY OF CAMPBELL
By: ______________________________
Brian Loventhal,
Title: City Manager
Aaron Aknin (Dec 5, 2024 10:19 PST)
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Exhibit A
Scope of Services
Good City Company will provide consulting services to develop a study to analyze the feasibility of constructing shelter, temporary or emergency housing, or similar facility to support the unhoused population of the West Valley Area (Campbell, Cupertino, Los Gatos, Monte Sereno and Saratoga).
Good City Company will perform the following tasks:
1. Project Management: Nicholas Hamilton, Public Policy Lead, will be the project manager. As the project manager, Nick will serve as the primary point of contact and will facilitate the development of a workplan, meeting agendas and facilitation, and coordinating all aspects of the development of the feasibility study. Vera Gil, Housing Specialist, will serve as an associate project manager.
Nick and Vera will work closely together to plan and execute all analysis and recommendations throughout the development of the feasibility study. Aaron Aknin, Principal, will be the principal in charge for this engagement. Micaela Hellman- Tincher, Housing Specialist, will provide targeted support at key junctures of the project. Noa Kornbluh, Economic Development Associate, may provide additional support as needed.
Good City will develop a detailed project timeline with key milestones for the overall process and incorporate the Consultant schedule and tasks into the overall timeline. Nick will also work with staff to identify competing priorities (other policy initiatives, large development projects, etc.) occurring during the same period to determine a realistic completion timeline.
Good City will also create and maintain a shared project management dashboard to organize key dates, tasks, and information in an easy to access online format.
Deliverables: Written timeline, project dashboard.
2. Needs Analysis: Evaluating the existing unhoused population within the West Valley area as a whole to understand any unique demographic and service needs of the population. Specific actions will include:
a. Conducting a focus group among service providers with expertise in unhoused population of the West Valley (one).
b. Structured interviews to explore specific topics (two to three).
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c. As part of its data gathering, Good City will request that the CoC data team provide Supportive Housing System Data Request Reports for the five West Valley cities. If, after reviewing these Reports, Campbell and Good City Company determine that they need additional data, they will request a meeting, and meet, with the COC data team to review their request.
d. Review relevant Housing Element program Implementation Actions.
Deliverables: Needs Analysis report. An initial draft for staff review, and final (public review) drafts will be prepared.
3. Feasibility Study: Good City will analyze and prepare recommendations concerning developing feasible temporary or emergency housing facilities and services to best serve the needs of the unhoused population. This work will include:
a. Evaluation of different types of facilities or services that could be established in the West Valley to service the unhoused, such as a new shelter or the use of an existing building as a shelter, using a network of hotel rooms to provide temporary housing, safe RV / Car park or sanctioned camping locations, or “tiny home” locations. Outreach to jurisdictions with recent experience will be conducted. b. Identification of service providers who could support the management of these facilities.
c. Identification of expected initial development and ongoing (annual) management costs.
d. Good City welcomes the opportunity to engage with LeSar Development Consultants to incorporate their insights and feedback at key junctures in the project.
Deliverables: Feasibility Study. An initial draft for staff review, Screen check, and final (public review) drafts will be prepared. The needs analysis will be included as an appendix to the feasibility study.
4. Project Meetings: Organize and facilitate bi-weekly check-in meetings to ensure clear communication among the City and Good City, share progress, seek input at key junctures of the project, and address issues promptly. Meet at key points in the project with County OSH staff. If desired, the project team can also meet with other jurisdictions of the West Valley group at key junctures throughout the project.
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Deliverables: Meeting agendas and summaries of action items.
5. Public Meetings and Associated Materials: Good City will also support the City in stakeholder, community meetings, public hearings, and other events as necessary (in person or virtually). The proposal assumes up to two public meetings.
Deliverables: Written staff reports, related attachments, and presentations for Boards, Planning Commission, and City Council. This proposal assumes materials associated with two public meetings.
Responsibilities for City Staff and Good City Team:
1. Good City Responsibilities:
a. Lead project management, including planning, execution, and reporting. b. Conduct research, analysis, and key stakeholder engagement efforts. c. Prepare and present deliverables such as reports, and presentations; this includes presenting analysis and recommendations at Planning Commission and City Council meetings.
d. Coordinate with City staff to ensure alignment with the City's goals.
2. City Staff Responsibilities
a. Participate in biweekly virtual meetings to provide input and feedback on project progress.
b. Assist in acquiring relevant data and reports from stakeholder groups. c. Facilitate community engagement efforts by coordinating with local stakeholders, leading the development and implementation of any community workshops and announcements.
d. Review and approve deliverables including draft reports and public meeting materials in a timely manner.
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Fee Schedule
The total estimate is $99,000, inclusive of a 10% contingency. The estimate is based on 2024 billing rates, which are subject to change on January 1st of each year. Rates for 2025 have not been set. This estimate assumes a 5% increase in rates for 2025 when calculating the hours and fees beginning January 1, 2025. However, specific rates will be circulated before January 1, 2025. A contingency is also included in case unexpected tasks are necessary. An approximate breakdown by team member, role, rate, hours, and estimated feed is provided in the table below. If a particular team member's time is not required for this project, another Good City team member may use the allocated hours instead.
Timeline
Team Member Role Hourly
Rate
Total
Hours Estimated Fees
Aaron Aknin Principal in Charge $260 30 $8,500
Nicholas Hamilton Project Manager $170 210 $38,000
Vera Gil Associate Project Manager $170 205 $36,500
Micaela HellmanTincher Housing Specialist $170 25 $ 4,500 Noa Kornbluh Economic Development Associate $140 15 $ 2,500 Subtotal $ 90,000
Contingency (~10%) $ 9,000
Total $ 99,000
Task Nov 2024 Dec Jan 2025 Feb Mar Apr
May Jun Jul
Aug
1 Project
Management
Kickoff
2 Needs Analysis Draft Final
3 Feasibility Study Draft Screen
Check Final
4 Project Meetings
5 Public Meetings Study
Session
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Good City CSA - Shelter Feasibility Study
Final Audit Report 2024-12-11
Created: 2024-12-05
By: Ken Ramirez ([email protected])
Status: Signed
Transaction ID: CBJCHBCAABAAEGCv_1yfBREg0JZiAoaDXVCKOgj1CaEi "Good City CSA - Shelter Feasibility Study" History
Document created by Ken Ramirez ([email protected])
2024-12-05 - 6:05:08 PM GMT
Document emailed to Aaron Aknin ([email protected]) for signature 2024-12-05 - 6:05:15 PM GMT
Email viewed by Aaron Aknin ([email protected])
2024-12-05 - 6:18:49 PM GMT
Document e-signed by Aaron Aknin ([email protected]) Signature Date: 2024-12-05 - 6:19:17 PM GMT - Time Source: server Document emailed to Brian Loventhal ([email protected]) for signature 2024-12-05 - 6:19:18 PM GMT
Email viewed by Brian Loventhal ([email protected]) 2024-12-10 - 4:26:06 PM GMT
Email viewed by Brian Loventhal ([email protected]) 2024-12-11 - 10:55:45 PM GMT
Document e-signed by Brian Loventhal ([email protected]) Signature Date: 2024-12-11 - 10:56:26 PM GMT - Time Source: server Agreement completed.
2024-12-11 - 10:56:26 PM GMT
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West Valley Homeless Services
Needs Analysis Report
Cities of Campbell, Cupertino, Monte Sereno,
and Saratoga, and Town of Los Gatos
July 24, 2025
Prepared by:
Acknowledgements
West Valley Jurisdictions
City of Campbell: Rob Eastwood, Eloiza Murillo-Garcia, Chris Miranda City of Cupertino: Nicky Vu
Town of Los Gatos: Joel Paulson, Katy Nomura
City of Monte Sereno: Diana Perkins
City of Saratoga: Bryan Swanson, Cindy McCormick
With Special Thanks to
County of Santa Clara, Office of Supportive Housing: Hilary Armstrong, Diana Castillo, Michelle Covert, Laura Urteaga Fuentes, Kathryn (KJ) Kaminski, Tina La Perle, Leila Qureishi Destination: Home: Ray Bramson
Good City Company
Nicholas Hamilton, AICP, Public Policy Lead
Aaron Aknin, AICP, Principal
Vera Gil, Housing Specialist
Contents
Executive Summary...................................................................................................................... 1 KEY FINDINGS....................................................................................................................................................................1 Introduction.................................................................................................................................. 2 Background................................................................................................................................... 4 UNDERSTANDING HOMELESSNESS TODAY....................................................................................................................4 POLICY CONTEXT..............................................................................................................................................................7 KEY POLICY IMPLICATIONS ..............................................................................................................................................9 METHODOLOGY..............................................................................................................................................................13 Quantitative Needs Analysis ..................................................................................................... 15 Existing Programs, Services, and Systems............................................................................... 20 PROGRAMS IDENTIFIED ..................................................................................................................................................21 SYSTEMS AND SUPPORTS ..............................................................................................................................................26 Interviews and Insights of Homeless Individuals ................................................................... 29 Gap Analysis................................................................................................................................ 30 GAPS IN SERVICES FOR CURRENTLY HOMELESS PEOPLE............................................................................................31 SYSTEMS GAPS................................................................................................................................................................34 Conclusion & Next Steps........................................................................................................... 35 FEASIBILITY ANALYSIS.....................................................................................................................................................35 List of Materials Consulted and Supporting Documents ...................................................... 40
NEEDS ANALYSIS REPORT 1
West Valley Homeless Services
Needs Analysis Report
Cities of Campbell, Cupertino, Monte Sereno
Saratoga, and Town of Los Gatos
July 24, 2025
Executive Summary
The West Valley Homeless Services Needs Analysis Report analyzes the state of homelessness and homeless services in 2025 in the five West Valley cities of Santa Clara County: Campbell, Cupertino, Los Gatos, Monte Sereno, and Saratoga and identifies gaps in the services provided.
Key findings
• Homelessness is a Serious Problem: At least 524 individuals across 322 households were counted as homeless in the West Valley area in 2024. About 214 new homeless households sought shelter or services for the first time in 2024 and 51 percent have been homeless for two or more years.
• Homelessness is Not One-Size-Fits-All: While there are many homeless individuals who visibly live on the street, there is also a large population who are more hidden. Matching appropriate services to specific individuals is critical. • Impacts on Children: Nineteen percent of homeless households are unaccompanied youth and 19 percent are families with children. In addition, homelessness is associated with significant negative health and child development outcomes.
• Homelessness Affects Us All: Homelessness impacts all members of the community, not just those who are homeless. The effects on housed residents, the economy, and local government services are substantial. • Services and Housing Work: Permanent housing is critical, even if it is expensive and time-consuming. Immediate services are sometimes as important as housing.
2 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Introduction
The West Valley cities are located in the heart of Silicon Valley, known for innovation and myriad globally recognized companies. While some of the highest median income zip codes in the state and country are in the area, it is also home to many people facing significant economic challenges. In 2023, Santa Clara County ranked sixth in the US for the prevalence of unsheltered individuals among major population centers, with 412 unsheltered people per 100,000 residents. This data is based on a point-in-time count conducted in January 2023. The County saw a 5 percent increase in homelessness in 2023 compared to 20191 and another 8.2 percent increase between 2023 and 20252.
In July 2024, the City of Campbell allocated
$100,000 in American Rescue Plan Act (ARPA)
funds to conduct a homeless needs analysis and
feasibility study. In December 2024, the City
contracted with Good City Company to conduct a
needs assessment and feasibility study. Good City
Company is a local government consulting firm
based in Redwood City. The firm offers support
to local government agencies in the fields of
planning, economic development, housing, and
city manager’s office services.
The first phase of analysis is reflected in this
needs analysis report, which includes an analysis
of available quantitative data, existing
background material and research, and the
results of interviews with key stakeholders,
including service providers and currently homeless individuals in the area. The needs 1 Love, Hanna, and Tracy Hadden Loh. “Homelessness in US Cities and Downtowns: The Perception, the Reality, and How to Address Both.” Brookings Institution. Accessed May 10, 2025. https://www.brookings.edu/articles/homelessness-in-us-citiesand-downtowns/. 2 County of Santa Clara, California. “County of Santa Clara Releases Preliminary Results of 2025 Point‑in‑Time Homeless Count.” County News Center, June 20, 2025. Accessed July 17, 2025. https://news.santaclaracounty.gov/county-santa-clara-releasespreliminary-results-2025-point-time-homeless-count “I care about the homeless
here, but I have young kids
and the quality-of-life
impact on families also
matters. The status quo
doesn’t work, and I know
we can do better than
this.”
Local Community Member
NEEDS ANALYSIS REPORT 3
assessment describes existing services and identifies gaps in services impacting homelessness in the West Valley area. This analysis is intended to establish a baseline of existing conditions regarding homelessness in the West Valley and provide a foundation of information for a subsequent feasibility study for improved services.
Following the completion of this needs analysis, the project team will also conduct a feasibility analysis. A list of items likely to be analyzed in the feasibility study are included in the conclusions section of this needs analysis document.
Figure 1. The five West Valley Jurisdictions (Image credit: Santa Clara County LAFCO, Good City Company)
4 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Background
Understanding Homelessness Today
Homelessness is a complex problem, impacting different segments of the community in different ways. Individuals and families at risk of homelessness face constant pressure from forces that ultimately push many into homelessness. These forces are magnified by the housing crisis and felt most acutely where the cost of housing is highest, such as the West Valley.
Addressing homelessness has been an increasing priority in the region, and there are social, public health, economic, and quality of life reasons that motivate this. However, there is also a broadly held moral belief that human beings should live with a level of dignity that is not possible to achieve while being homeless. While the problem can feel nearly impossible to solve, immediate services and long-term housing can substantially reduce homelessness and its negative impacts.
The first image of a homeless person that comes to mind for many is a single male with significant substance abuse and mental health issues. While this characterization represents a visible phenomenon, the data paints a more complex picture. There is also a large hidden population of homeless individuals and families. Across the West Valley cities, 37 percent of homeless households are unaccompanied youth or families with children, and 50 percent are male. Many homeless women and families with children are less visible. A recent study of homeless adults in California showed that a significant portion of homeless people reported not having used drugs regularly in the prior six months 3. Homeless people come from a wide range of backgrounds, and while some come from outside the community, many were raised or were previously housed in the local community.
California’s housing challenges are well-documented and acutely felt across the entire West Valley of Santa Clara County. Statewide, nearly one-third of California renters pay more than 50 3 Baggett, Travis P., James J. O’Connell, Jesse M. Yedinak, and Thomas J. Stopka. “Illicit Substance Use and Treatment Access Among Adults Experiencing Homelessness.” JAMA 331, no. 12 (2024): 987–997. https://doi.org/10.1001/jama.2024.27922.
NEEDS ANALYSIS REPORT 5
percent of their income toward rent 4. California
is also home to a disproportionate number of
homeless residents. While the state is home to
12 percent of the nation’s population, the
homeless population makes up 22 percent of
the nation’s homeless population5. In 2023,
Santa Clara County had approximately 10,028
people experiencing homelessness 6. This
translates to roughly 2.3 people per 1,000
residents. The West Valley ratio of homeless
people translates to 1.28 people per 1,000.
The high cost of housing is a central cause of
homelessness and is driven not only by demand
but also by the policy decisions and other
factors that have resulted in so few homes being
built relative to jobs. Job growth in the Bay Area
has far exceeded the production of housing for
decades 7.
Homelessness is also a health issue. Health and medical issues are both an effect and cause of homelessness. Living on the street, in a car, RV, shelter, or couch surfing can be extraordinarily difficult and result in tremendous adverse social, medical, economic, and safety consequences8. 4 California Department of Housing & Community Development. Addressing a Variety of Housing Challenges. Accessed May 10, 2025. https://www.hcd.ca.gov/policy-and-research/addressing-variety-housing-challenges. California Department of Housing & Community Development. Addressing a Variety of Housing Challenges. Accessed May 10, 2025. https://www.hcd.ca.gov/policy-and-research/addressing-variety-housing-challenges. 5 Ibid
6 County of Santa Clara and City of San José, "County of Santa Clara and City of San José Release Preliminary Results of 2023 Point-in-Time Homeless Census," County News Center, May 30, 2023, https://news.santaclaracounty.gov/newsrelease/county-santa-clara-and-city-san-jose-release-preliminary-results-2023-point-time. 7 Kober, Eric. “The Bay Area: The Land of Many Jobs and Too Few Homes.” Manhattan Institute. Accessed May 10, 2025. https://manhattan.institute/article/the-bay-area-the-land-of-many-jobs-and-too-few-homes. 8 Community Solutions. “The Costs and Harms of Homelessness: A Learning Brief Examining the Costs Borne by Individuals, Communities, Systems, and Society.” Accessed May 10, 2025. https://community.solutions/research-posts/the-costs-andharms-of-homelessness/. “We want to end
homelessness forever. Even
for people who have a nice
house here now, what
about their kids? What if
life throws their kids a
curveball? Not addressing
homelessness in a serious
way now may come back
to haunt them later.”
Local Homeless Resident
6 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Some studies have shown the average age of death for homeless individuals to be 44 years of age 9. The stigma associated with homelessness can impact all aspects of life for those without a home, and research has shown a correlation between stigma and poorer mental and physical health outcomes 10.
Medical debt and loss of work due to illness are major contributing factors to the economic causes of homelessness. Two-thirds of people who have filed for bankruptcy cite these two factors as the primary reason for their bankruptcy 11. While most people with medical debt do not become homeless, research indicates that medical debt can significantly prolong periods of homelessness. Studies suggest that medical debt, even for relatively small amounts, can extend the length of time a person experiences homelessness by an additional two years on average. For those whose medical debt goes to collections, the impact on overall homelessness duration can be even more significant 12.
While single, homeless men are often the most visible in communities, homeless women, families with children, and youth are also prevalent. Women who are homeless or experiencing housing instability are at significantly higher risk for sexual and physical violence 13.
The impacts of homelessness on children and child development cannot be understated.
Homelessness and housing instability expose children to prolonged activation of stress responses, also known as “toxic stress,” which is in turn associated with greater instances of a 9 National Health Care for the Homeless Council. “Premature Mortality in Homeless Populations.” Accessed May 10, 2025. https://sbdww.org/wp-content/uploads/2011/04/PrematureMortalityFinal.pdf. 10 Reilly, Johanna, Angela Greenfield, Rebecca Gillam, and Peter L. H. Barrett. “A Systematic Review of the Effect of Stigma on the Health of People Experiencing Homelessness.” Health & Social Care in the Community 30, no. 6 (2022): 2128–2141. https://doi.org/10.1111/hsc.13884.
11 Himmelstein, David U., Robert M. Lawless, Deborah Thorne, Pamela Foohey, and Steffie Woolhandler. “Medical Bankruptcy:
Still Common Despite the Affordable Care Act.” American Journal of Public Health 109, no. 3 (2019): 431–433. https://doi.org/10.2105/AJPH.2018.304901
12 Bielenberg, Joseph E., Maren Futrell, Benjamin Stover, and Annette Hagopian. “Presence of Any Medical Debt Associated With Two Additional Years of Homelessness in a Seattle Sample.” INQUIRY: The Journal of Health Care Organization, Provision, and Financing 57 (2020). https://doi.org/10.1177/0046958020923535. 13 Riley, Elise D., Jennifer Cohen, Kelly Knight, et al. “Violence and Emergency Department Use among Community-Recruited Women Who Experience Homelessness and Housing Instability.” Journal of Urban Health. https://pmc.ncbi.nlm.nih.gov/articles/PMC7010900/#CR5.
NEEDS ANALYSIS REPORT 7
variety of health, social, and developmental problems 14. Homeless children are two to four times more likely to have a mental health issue requiring clinical evaluation than low-income children15. Homeless infants are known to have poor birth outcomes, and homeless children are more likely to be diagnosed with respiratory infections, fevers, injuries, and nutritional problems than housed children16.
Homelessness impacts the entire community, not just those who are homeless. The impact on public services, particularly emergency room visits, is significant, with studies indicating homeless people use the emergency room significantly more than the general population,17, which are generally much more expensive than preventative care.
Other community and public health concerns include increased spread of communicable diseases due to lack of access to hygiene, healthcare, and shelter, and unsanitary conditions in campsites and improper waste disposal with impacts both to public health and the environment. Economic issues include potential reduction in property values or commercial activity in areas with visible homeless people or campsites. While harder to quantify, impacts on public safety and economic investment are widely perceived by communities at large. In addressing these concerns there is often a conflict between different policy objectives, as discussed below.
Policy Context
Local, State, and Federal housing policies, programs, and funding play a pivotal role in assisting local jurisdictions and service providers in preventing homelessness and addressing the homelessness crisis. Below, we will discuss how the West Valley municipalities, the State of California, and the Federal government all play vital roles in addressing homelessness. 14 Shonkoff, Jack P., Andrew S. Garner, et al. “The Lifelong Effects of Early Childhood Adversity and Toxic Stress.” Pediatrics 129, no. 1 (2012): e232–e246; https://publications.aap.org/pediatrics/article/129/1/e232/31628/The-Lifelong-Effects-of-EarlyChildhood-Adversity 15 Bassuk, Ellen L., M. Beardslee, and J. Bassuk. “The Prevalence of Mental Illness in Homeless Children: A Systematic Review and Meta-Analysis.” Journal of the American Academy of Child & Adolescent Psychiatry. https://www.researchgate.net/publication/271536943.
16 Clark, Robin E., Marguerite E. Tracy, William B. Whitmore, et al. “Infants Exposed to Homelessness: Health, Health Care Use, and Health Spending from Birth to Age Six.” Health Affairs 38, no. 5 (2019): 721–728. https://doi.org/10.1377/hlthaff.2019.00090.
17 Vohra, Neha, et al. “Homelessness and the use of Emergency Department as a source of healthcare” International Journal of Emergency Medicine. https://intjem.biomedcentral.com/articles/10.1186/s12245-022-00435-3
8 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Each of the West Valley municipalities is mandated by State law to draft a Housing Element and submit the element to the California Department of Housing and Community Development (HCD) for review and approval. The Housing Element is one of seven mandated elements of each jurisdiction’s General Plan. The Housing Element process is complicated, but it essentially outlines how a city or county will plan for housing needs across different income levels. It is a policy document that identifies current and future housing needs, establishes goals and policies, and provides programs to address those needs, including affordable housing and housing for special needs populations, including homeless people and householders at risk of homelessness.
The State of California plays a role in enforcing State laws relating to housing development and providing resources to municipalities. HCD is responsible for reviewing and monitoring municipalities’ progress in implementing approved housing elements. In addition, State laws, such as Senate Bill 330 (SB 330) and Assembly Bill 1482 (AB 1482), place requirements on cities to streamline the housing development process, uphold renter protections and to comply with no net loss requirements relating to housing redevelopment. AB1482, the California Housing Crisis Act of 2019, provides a form of statewide rent control and just cause eviction protections for residential renters. It limits rent increases to five percent plus the local Consumer Price Index (CPI), or ten percent, whichever is less, and requires landlords to have a valid reason (just cause) to evict a tenant. The law went into effect on January 1, 2020, and is set to expire on January 1, 2030. SB 330, the Housing Crisis Act of 2019, is a California law that aims to address the State's housing shortage by streamlining the housing development process and protecting existing housing. It went into effect in 2020.
The State also provides annual funding allocations for affordable housing and homelessness services. HCD's Super NOFA (Super Notice of Funding Availability) was created to streamline and consolidate funding opportunities for affordable housing by combining previously separate funding streams into a single, streamlined application process for developers, aiming to make funds more accessible and equitable. The Super NOFA is broken down between ownership opportunities and multifamily opportunities. The Multifamily Super NOFA combines affordable development funding and funding opportunities for homeless military veterans. In addition, the State provides HomeKey and Homekey+ funding to provide transitional and permanent supportive housing for the homeless population.
NEEDS ANALYSIS REPORT 9
Santa Clara County’s Department of Office of Supportive Housing (OSH) receives Federal McKinney Act funding for homeless and homeless prevention programs. OSH is responsible for the Continuum of Care (COC) by coordinating the County-wide homeless response, allocating funding throughout the County, and coordinating the Point-in-Time (PIT) homeless count.
Key Policy Implications
Several key findings with policy implications can be drawn from an analysis of the literature and practices of surrounding jurisdictions and are listed below. A bibliography is also provided at the end of this report.
Funding
The current unpredictability of federal and state funding negatively impacts the fight against homelessness by making it difficult to plan and implement effective programs. This can potentially lead to increased homelessness and setbacks in progress. This funding instability also undermines the ability of service providers to maintain stable staffing and operations and continue to provide service levels.
Coordination
Coordination across sectors, jurisdictions, and departments within jurisdictions is critical to developing and implementing lasting impact. As described subsequently, the Continuum of Care model, coordinated entry, the facilitation of coordinated responses by Santa Clara County and the West Valley Cities, the work across departments within cities, and public-private partnerships such as Destination: Home are best practices already underway.
Much of this approach is reflected in the 2020-2025 Community Plan to End Homelessness, which is currently being updated and is also described later in this assessment. Its three goals are to: address the root causes of homelessness through system and policy change, improve the quality of life for unsheltered individuals, and create healthy neighborhoods for all, and expand homelessness prevention and housing programs to meet the need.
Conflicting Policy Objectives
In addressing homelessness, there is often a conflict between different policy objectives. Some approaches are tailored toward minimizing immediate negative impacts on the community at large, such as the removal of encampments. These may provide relief from quality-of-life issues in the immediate area but may also exacerbate the difficulties homeless people experience.
10 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
While providing long-term housing solutions and preventing homelessness are broadly shared community goals, this approach may do little to address the immediate impacts of homelessness on either homeless people or the broader community. In practice, such policy choices are rarely an either-or choice, and a suite of approaches deployed together generally work best.
Challenges of Congregate Shelter
Many unhoused individuals and families prefer not to stay in congregate shelters for logical reasons. A congregate shelter is defined as a type of temporary housing facility that provides shelter for individuals and families in shared, open spaces with limited privacy. These challenges can result in many choosing to live in a car, RV, couch, or on the street 18. Approximately twice as many homeless people live outside the shelter system as within it 19. These challenges include:
• Concerns about safety and privacy in shelters. Communal living in homeless shelters can be a source of insecurity and unease for some individuals due to factors like the potential for theft, violence, and lack of privacy, especially for those with past traumatic experiences or vulnerable populations. Furthermore, restrictive rules and schedules, limited access to belongings, and the general feeling of being "dormed up" can contribute to a sense of confinement and disconnection.
• Lack of available shelter space, long waiting lists, or shelters are far or difficult to get to relative to where their social, economic, and health networks are located. • Shelters may prohibit pets, visitors, or a large volume of belongings. • While stringent sobriety requirements and the potential for separation of adults or families have been reduced at many facilities, particularly those that are not faith based, these remain concerns among homeless individuals and advocates. 18 U.S. Department of Housing and Urban Development. Understanding Encampments of People Experiencing Homelessness and Community Responses: Emerging Evidence as of Late 2018. Accessed May 10, 2025. https://www.huduser.gov/portal/sites/default/files/pdf/Understanding-Encampments.pdf. 19 Ibid
NEEDS ANALYSIS REPORT 11
Alternatives to the congregate model include safe parking programs, sanctioned camping sites, using hotels as temporary, transitional, or permanent non-congregate shelters, and the “tiny home” model of interim housing20.
Demographics and Disparities
The impacts on child development, families with children, and youth aging out of foster care cannot be understated. 21 According to a report from the Terner Institute, stark racial and ethnic disparities in California’s homelessness rates continue to grow22. For instance, despite making up a small percentage of the state's population, Black individuals are disproportionately represented in the homeless population, with a significant increase in their share of the unsheltered population. According to the report, “Black people in California experienced the highest rate of homelessness, about 205 people per 10,000—almost five times higher than the state’s overall homelessness rate of 44 per 10,000. Native Hawaiian and Pacific Islander, Native American and Indigenous, and multiracial people also experienced disparate homelessness rates compared to the state’s overall population.” Similar disproportionate rate of homelessness of Black, Hispanic, and Native individuals are reflected in Santa Clara County and the West Valley area 23.
Importance of Housing
Affordable housing is crucial to addressing homelessness because it directly tackles the core issue: lack of stable, affordable housing. When people struggle to afford housing, they become vulnerable to losing their homes and falling into homelessness. By increasing the supply of affordable housing, the number of people experiencing homelessness decreases, and those currently experiencing homelessness find stable homes. When rents and property prices 20 Finnigan, Ryan. “Five Recent Trends in Homelessness in California.” Terner Center for Housing Innovation, UC Berkeley.
October 2023. https://ternercenter.berkeley.edu/wp-content/uploads/2023/10/Five-Trends-in-CA-Homelessness_Oct-2023-
5.pdf.
21 Murran, Sarah, and Emma Brady. “How Does Family Homelessness Impact on Children’s Development? A Critical Review of the Literature.” Child & Family Social Work 28, no. 2 (2023): 360–371. https://doi.org/10.1111/cfs.12968. 22 Finnigan, Ryan. “Five Recent Trends in Homelessness in California.” Terner Center for Housing Innovation, UC Berkeley.
October 2023. https://ternercenter.berkeley.edu/wp-content/uploads/2023/10/Five-Trends-in-CA-Homelessness_Oct-2023-
5.pdf.
23 Olivet, Jeff, et al., SPARC/Destination: Home. “Race and Homelessness In Santa Clara County, California.” January 31, 2020. https://destinationhomesv.org/wpcontent/uploads/2020/02/RacialEquityReport0131020.pdf?mc_cid=06a7865957&mc_eid=53a9a53ca3.
12 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
increase and wages polarize or don't keep pace, low-income households are at higher risk of losing their housing and becoming homeless.
Short-term and long-term solutions to homelessness are crucial, with short-term interventions providing immediate relief and a path to long-term stability. Short-term solutions, like emergency shelters, offer shelter and access to immediate support services, including mental health and substance abuse programs and assistance. Long-term solutions, such as low barrier, rapid rehousing programs and permanent supportive housing, address many of the underlying dynamics of homelessness and enable individuals to achieve self-sufficiency.
Root Causes and Upstream Issues
Homelessness is a complex issue with certain factors being both a cause and impact of homelessness across economic, social, and personal domains. Some of the upstream causes of homelessness reflect broader dynamics in society, such as income inequality and healthcare access. Addressing them completely may be beyond the scope of local government, however, there are actions local governments can take—alone and in partnership—to make a significant positive impact.
Housing affordability relative to income is a key driver of homelessness 24. The importance of local governments to encourage the production and preservation of housing at all income levels, and especially at the extremely low-income level, is exceedingly important. While local public subsidies for the development of units are important, the local land use regulatory tools of local government, including but not limited to inclusionary housing programs and community benefits agreements, may have even greater potential for impact.
Prevention of homelessness is crucial. Once someone becomes homeless it is significantly more difficult to get them back into permanent housing. The Homelessness Prevention System, piloted by Destination: Home 25 in 2017, is a nationally recognized model for homelessness prevention piloted in Silicon Valley. A six-year randomized control trial showed that immediate financial assistance to at risk families is a proven solution to keeping families from becoming 24 Powell, Alvin. “Why It’s So Hard to End Homelessness in America.” Harvard Gazette. January 2024. https://news.harvard.edu/gazette/story/2024/01/why-its-so-hard-to-end-homelessness-in-america/. 25 https://destinationhomesv.org/
NEEDS ANALYSIS REPORT 13
homeless 26. Similarly, home sharing programs can be an important part of the homelessness prevention ecosystem as they can unlock lower cost housing options relatively quickly and serve to reduce social isolation. However, providers underscore that they are usually not practical for the rapid rehousing of people who are currently homeless. Although not ideal for every community, home-sharing programs have proven effective for achieving functional zero homelessness in many communities, such as Redondo Beach, California. Home-sharing programs are also an important part of the overall response to housing and homelessness in nearby counties such as San Mateo County, which operates a program in partnership with HIP Housing.
Another key tool of local government is raising awareness and promoting actions to address homelessness that can be made at the state or federal levels. Regional and subregional efforts to raise awareness and advocate for increased funding can often be a more effective approach than individual communities doing so alone.
Methodology
This research triangulates quantitative analysis, qualitative analysis, and insights from best practices and other research. Quantitative analysis is based on the following core data sources:
2024 Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-SPDAT): A survey and database used to collect data for the Homeless Management Information System (HMIS) and additional data that allows municipal staff to categorize and prioritize needs in the community.
2023 Point-in-Time Count (PIT Count): A count of sheltered and unsheltered homeless people on a single night in January.
Qualitative analysis is based on interviews with stakeholders that included local jurisdiction staff, service providers, and homeless individuals. Meetings and interviews with staff from Santa Clara County, and the cities of Campbell, Cupertino, Los Gatos, Monte Sereno, and Saratoga were conducted between February and April 2025.
26 Phillips, David, and James X. Sullivan. “Do Homelessness Prevention Programs Prevent Homelessness? Evidence from a Randomized Controlled Trial.” The Review of Economics and Statistics (2023). https://doi.org/10.1162/rest_a_01344.
14 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
An initial list of service providers was developed in consultation with staff from Campbell, Santa Clara County, Destination: Home, and the four additional West Valley cities. Additional service providers were interviewed at the recommendation of some of the initial interviews. These stakeholders include service providers active in one or more of the five West Valley cities and are listed below. Service provider interviews were conducted between February and April 2025.
Interviews with currently homeless individuals were conducted in March and April 2025.
Interviews were conducted in person in March 2025 and were facilitated by Campbell’s Unhoused Specialist. Additional observational findings were also made in the field, including from individuals who did not wish to be interviewed. An additional interview was conducted via Zoom and email correspondence as a result of outreach made by a homeless advocate and homeless individual to the project team.
The quantitative and qualitative findings are supported by a literature review of relevant research and public documents regarding related topics, best practices understood in the field today. A list of key resources consulted is included as an attachment to this report.
Service Provider Stakeholders Interviewed
Hope's Corner Abode Services
Los Gatos United Methodist Shower Ministry Campbell Unhoused Specialist HomeFirst Catholic Charities
LifeMoves Amigos de Guadalupe
SVILC St Lukes Pantry Program
WVCS St Mary's Catholic Church
Silicon Valley Safe Parking Destination: Home
Saratoga Rotating Safe Car Park
Table 1. Service Provider Stakeholders Interviewed
NEEDS ANALYSIS REPORT 15
Quantitative Needs Analysis
Available quantitative data was analyzed across several factors including unduplicated intakes over time, location across each of the five cities, how long they have been homeless, and demographic breakdowns by age, gender, household (family) type, and race and ethnicity.
The number of homeless people by City, with the data from the Point-in-Time count (individuals) in blue and the data extrapolated from the VI-SPDAT entries (households) in green, is shown in Figure 2. While it is not reflected in the data presented, we know from prior VISPDAT data and interviews with service providers that some homeless people have recently been associated with Monte Sereno.
Figure 2. Homeless Counts by City
Each instance reflected in the data was input following a comprehensive methodology. While these numbers are among the best available, they should be understood to be an absolute floor for the instance of homelessness. This data does not attempt to quantify the total number of homeless people in the community. For example, someone would not be counted if they had not completed a VI-SPDAT assessment or were couch surfing or living in an RV on private property and not visible on the night of the Point-in-Time count. The two data sets were also developed using substantially different methodologies; no trend over time can be inferred from 92 81
48 0 0
209
60 95
19 0
50 100
150
200
250
Campbell Los Gatos Cupertino Monte Sereno Saratoga
Homeless Counts by City (2023 PIT Count, Total 221 Individuals) Homeless Counts by City (2024 VI-SPDAT, Total 383 Households)
16 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
the VI-SPDAT data collected in 2024 relative to the Point-in-Time data collected in 2023. Pointin-Time data for 2025 is only available County-wide as of publication. The 2025 data indicates homelessness has increased by 8.2 percent since the 2023 count 27.
Figure 3. Homeless Inflow - First Time VI-SPDAT Assessment 2016-2024 (VI-SPDAT) Individuals in the Point-in-Time are included if they are seen on the morning of the count. In the counts, people are associated with a city based on where they are located on a specific night during the count. This involves identifying and counting individuals experiencing homelessness in shelters, transitional housing, or on the streets within the city's designated area. Whereas with the VI-SDAT assessment, the homeless individuals self-identify in which city they last lived, worked, where any children go to school, or where they spend most of their time. While multiple entries were allowed, only six households are counted in more than one West Valley jurisdiction.
27 County of Santa Clara, California. “County of Santa Clara Releases Preliminary Results of 2025 Point‑in‑Time Homeless Count.” County News Center, June 20, 2025. Accessed July 17, 2025. https://news.santaclaracounty.gov/county-santa-clara-releasespreliminary-results-2025-point-time-homeless-count 215
244
255
222
166
139 143
212 214
0 50
100
150
200
250
300
2016 2017 2018 2019 2020 2021 2022 2023 2024
NEEDS ANALYSIS REPORT 17
Figure 3. Homeless Inflow - First Time VI-SPDAT Assessment 2016-2024, illustrates the number of first-time VI-SPDAT assessments during the corresponding years. It can be noted that the number of assessments was lower during the height of the COVID pandemic but sharply increased in 2023 to above the nine-year average of 201.
During the VI-SPDAT assessment, the homeless individuals or families are asked how long they have been homeless. Figure 8., below, shows the West Valley cities saw a higher percentage of individuals who are more recently experiencing homelessness than the remainder of the County.
It also shows that 51 percent have been homeless for two years or more. The U.S. Department of Housing and Urban Development (HUD) defines chronic homelessness as: "An individual who has been experiencing continuous homelessness for a year or more or has experienced at least four episodes of homelessness in the past three years, where each episode is at least 30 days in length" 28. While the exact percentage may vary slightly depending on the source, 20 percent of the homeless population in the U.S. is a commonly cited figure for those experiencing chronic homelessness. Also of concern is the high percentage of individuals becoming homeless between one week and three months.
28 U.S. Department of Housing and Urban Development. Accessed May 10, 2025. https://www.hud.gov/.
Figure 4. Demographics by Gender in 2024 (VI-SPDAT) Figure 5. Household Type in 2024 (VI-SPDAT) 50% 50%
62%
38%
0%
10%
20%
30%
40%
50%
60%
70%
Man Woman / Other
By Gender
West Valley Cities (n=382)
Non-West Valley Cities (n=7,943)
63%
19% 19%
77%
17%
6%
Single Adult Families with Children Single Youth and
Young Adult
By Household Type (Based on
Type of VI-SPDAT Completed)
West Valley Cities (n=382)
Non-West Valley Cities (n=7,943)
18 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Figure 4. Demographics by Gender in 2024 (VI-SPDAT), indicates a much higher percentage of women clients in the West Valley geography than the remainder of the County (50 percent compared to 38 percent) while Figure 5. Household Type in 2024 (VI-SPDAT), indicates a significantly higher proportion of youth and young adults relative to the remainder of the County (19 percent compared to 6 percent).
Figure 9. Most Frequent Sleeping Location by Household in 2024, indicates West Valley individuals were more likely to sleep in their car or couch surf than the remainder of the County but less likely to utilize a shelter bed. It also shows 31 percent of households sleep outside and 28 percent in a car compared with 11 percent in shelters and 6 percent in transitional housing.
West Valley individuals were also more likely to be White and less likely to be Hispanic/Latino than the remainder of the County. The largest homeless population in the West Valley identifies as White and second largest as Hispanic, however, those who identify as Hispanic or Black are
Figure 6. Demographics by Age in 2024 (VI-SPDAT) Figure 7. Overall and Homeless Population in West Valley by Race and Ethnicity in 2024 (VI-SPDAT, ACS)
20% 19%
21%
16%
15%
10%
9%
21%
25%
19%
18%
8%
0%
5%
10%
15%
20%
25%
30%
18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or
Above
West Valley Cities (n=382)
Non-West Valley Cities (n=7,943)
0%
46%
1%
8%
5%
0%
39%
8%
6%
15%
52%
0%
3%
23%
7%
6%
14%
35%
1%
3%
42%
0% 10% 20% 30% 40% 50% 60%
American Indian, Alaska
Native, or Indigenous
Asian or Asian American
Black, African American, or
African
Hispanic/Latina/e/o
Other
Native Hawaiian or Pacific
Islander
White (NonHispanic/Latina/e/o)
WV Homeless Individuals by Race and Ethnicity (2024 VISPDAT) Non-WV Homeless Individuals by Race and Ethnicity
(2024 VI-SPDAT)
Population Estimates (2023 ACS)
NEEDS ANALYSIS REPORT 19
Figure 8. Time Since Lived in Permanent Stable Housing for 2024 First Time VI-SPDAT Assessment Households (VI-SPDAT) Figure 9. Most Frequent Sleeping Location by Household in 2024 (VI-SPDAT)
Figure 10. By Self-Reported Disability/Vulnerability (VI-SPDAT) Figure 11. By Level of Housing Intervention (Based on VISPDAT Score) 60%
13%
9%
7%
9%
2%
51%
13%
7%
10%
16%
4%
2 years or more
1 - 2 years
6 months to 1 year
3 - 6 months
1 week - 3 months
Less than a week
West Valley Cities (n=382)
Non-West Valley Cities (n=7,943)
5%
7%
16%
8%
21%
41%
5%
8%
12%
16%
28%
31%
Transitional
Housing
Other
Shelters/
Safe Haven
Couch
Surfing
Car
Outdoors
West Valley Cities (n=382)
Non-West Valley Cities (n=7,943)
45%
27%
24%
19%
43%
34%
30%
26%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Domestic
Violence
Survivor
Mental
Health
Physical Drinking and
Drug Use
West Valley Cities (n=382)
Non-West Valley Cities (n=7,943)
7%
42%
51%
7%
33%
60%
Minimal RRH Range PSH Range
West Valley Cities (n=382)
Non-West Valley Cities (n=7,943)
20 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
substantially overrepresented relative to the general population. Overall percentages for each race/ethnicity from the American Community Survey (ACS) 29 are provided for comparison. The race/ethnicity percentage is taken against the overall numbers from the ACS and VI-SPDAT, which rely on different methodologies. The relative percentages should be considered as indicative, but no inferences should be made at a granular level.
Figure 10. By Self-Reported Disability/Vulnerability (VI-SPDAT) indicates a higher domestic violence survivor rate and lower mental, physical, and drinking/drug use rate than the remainder of the County. Figure 11. By Level of Housing Intervention (Based on VI-SPDAT Score) shows a higher share of clients appropriate for Rapid Rehousing and lower for Permanent Supportive Housing than the rest of the County.
The VI-SPDAT data shows the homeless population in the West Valley cities is largely single adults, unaccompanied youth and families with children make up 37 percent of homeless households. An unaccompanied youth is defined as someone under the age of 21 who is living either on the streets, in a youth shelter or “couch surfing” and has no adult relative accompanying them. Also of note is that females make up 48 percent of the population, roughly equivalent to the general population. However, women and families tend to be less visible.
Homeless women may be less visible on the local streets because women may be in domestic abuse shelters and families avoid being seen on the street for fear that their children may be taken away from them. Also, during the days, children attend school, and parents are often working and remain less visible.
Existing Programs, Services, and Systems
Good City Company contacted the five West Valley cities to interview key staff members on services that the cities were funding and providing and services being provided by other community partners. Numerous participants, including service providers, local agencies, data collectors, and strategy and program development support, are striving to address one or more aspects of homelessness. The programs identified through the research to date are described below.
29 United States Census Bureau. “2023 5-Year Estimates Data Profiles, American Community Survey (ACS).” Accessed May 10, 2025. https://data.census.gov/table?q=DP05&g=160XX00US0610345,0617610,0644112,0648956,0670280.
NEEDS ANALYSIS REPORT 21
Programs Identified
Table 2, below, is a brief overview of each of the services. A short narrative on each program being offered is also provided, with information on the number of clients being served. In the feasibility portion of this report, more details on the overall services will be provided, such as hotel vouchers, rotating safe parking, safe parking programs, etc.
Jurisdiction Clients
Served
Annually
(approx.)
Services
Provided
Service
Provider
Description
Los Gatos 14 Hotel Voucher
Program
City of Los
Gatos/Los
Gatos Faith
based
community
The City provides hotel vouchers
during inclement weather
Los Gatos 29 Food Pantry/
Clothing/Laun
dry/Showers
Faith based
community
Faith based community provides
lunches, laundry vouchers, clothing
to homeless people
Campbell TBD Hotel Voucher
Program
Silicon Valley
Independent
Living Center
Provides hotel vouchers during
inclement weather, phase II will
expand to include older adults and
disabilities
Campbell 20 (13/night) Silicon Valley
Safe Parking
Program, car
repair funding
and gas cards
Amigos de
Guadalupe/Fai
th based
community
Provides safe parking along with case
management, workshops,
Community Nights, laundry cards,
showers, car repair funds, and gas
cards
Campbell 133 Unhoused
Specialist
Staffing
Position
Destination:
Home Grant
Campbell received a grant to cover
the salary for an unhoused specialist
for three years.
Monte
Sereno
N/A Funding Unidentified The City has set aside $20,000 in its budget to provide homeless
services in the West Valley region.
The Council has yet to identify a
project to support.
22 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Jurisdiction Clients
Served
Annually
(approx.)
Services
Provided
Service
Provider
Description
Saratoga,
Cupertino
(portions of
San Jose)
20 (up to) Rotating Safe
Car Park
Faith based
community
Safe parking program operates in
Saratoga and West San Jose at local
churches. Wi-Fi and food provided.
Cupertino,
Saratoga,
Campbell,
Los Gatos
75 Cupertino;
25 soft checkins for
Saratoga,
Campbell, Los
Gatos
Ready to eat
meals,
clothing, vet
services, parkit market, Case
management
West Valley
Community
Services
WVCS provides services at its
Cupertino location and with its
mobile food pantry. Services include
case management, ready-to-eat
meals, clothing, veterinary services
for pets, and dental clinics.
Campbell,
Los Gatos,
Saratoga
22 Case
management
Abode
Services
Provides case management in three
of the West Valley cities.
Throughout
Santa Clara
County
TBC Homeless
Healthcare
Programs
Santa Clara
Valley
Healthcare
Mobile clinic and street medicine
team
Throughout
Santa Clara
County
94 Case
management,
transitional
housing, and
shelters in the
County
LifeMoves Tiny Homes and transitional shelters
serve WV residents outside of those
jurisdictions
Throughout
Santa Clara
County
18 Temporary
housing and
support
services for
youth
Bill Wilson
Center
Shelters are not located in the WV
cities, but services are offered to all
WV cities.
Los Gatos Hotel Voucher Program
In June 2023, the Town of Los Gatos Town Council approved $50,000 for unhoused services. Of the $50,000, $10,000 was allocated to a shower ministry program, $20,000 towards a temporary Table 2. Existing Programs and Services Overview
NEEDS ANALYSIS REPORT 23
restroom and $20,000 for a hotel voucher program.
The program has provided 211 hotel nights booked during emergencies triggered by severe weather conditions like extreme heat (100 degrees Fahrenheit), extreme cold (below 40 degrees Fahrenheit), poor air quality (above 150 on the Air Quality Index), and/or medical situations requiring a short-term stay. The hotel vouchers are only available to known members of the Los Gatos’ homeless community. There are currently nineteen people on this known unhoused list (14 have used the vouchers at places like Los Gatos Lodge, the Garden Inn, and the Best Western). There have also been three qualifying “medical stays.” Los Gatos Food Pantry, Clothing Closet, Laundry Voucher, and Showers Los Gatos Methodist Church conducts a weekly outreach program on Thursdays from 2–3:30 PM at the church gym, offering showers, lunch, toiletries, and new socks and undergarments.
The program is primarily funded by the congregation and community donations, with the Town of Los Gatos contributing funding to cover cleaning services for the showers. The program serves 8–14 mostly senior, male regulars. St. Vincent de Paul provides laundry vouchers, and gift cards to places like Subway and Togo's are also distributed.
Bill Wilson Cetner
The Bill Wilson Center (BWC) offers a range of services to the West Valley Cities, including temporary housing, mental health care, supportive services, and advocacy, with a focus on ending youth and family homelessness. They provide services to runaway and homeless youth, young adults, and families, helping them develop self-confidence and personal assets. The Bill Wilson Center provided services to 18 households affiliated with the West Valley in 2024.
Abode
Abode is a major homeless services provider in the Bay Area and provides a variety of services, including interim housing. Abode provided targeted street outreach services to 22 high vulnerability individuals affiliated with the West Valley in 2024 Campbell Hotel Voucher Program
In December 2024, the City of Campbell City Council allocated $147,500 to the Silicon Valley Independent Living Center (SVILC) to operate a hotel voucher program serving homeless
24 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
people. The two-year pilot program offers up to 30 nights a year in the city’s Motel 6 for homeless individuals and families, as well as those on the verge of homelessness. In total, the program could provide up to nine hundred overnight stays over the two-year period. SVILC will provide support services during the stays, including mental health services, job support, case management, referrals to substance abuse programs, and food.
Silicon Valley Safe Parking Program
The Silicon Valley Safe Parking Program (SVSP) partners with Amigos de Guadalupe, the City of Campbell, and the City of San Jose, and operates in Campbell and Willow Glen/West San Jose.
The program provides rotating safe parking sites at local churches. Through a grant from the City of Campbell, Amigos de Guadalupe offers a car repair program and gas cards. In addition, a contract from the Santa Clara County’s OSH funds case management, workshops, community meals, laundry cards, and free shower access. In addition to support services, such as referrals to mental health and substance abuse programs, clients may receive assistance to pay for car registration or minor car repairs.
Campbell Unhoused Specialist
The City of Campbell has a budgeted
Unhoused Specialist position that had been
filled throughout the first half of 2025 but was
recently vacated. The position is funded for the
next three years by a grant from Destination:
Home. The specialist proactively conducts
outreach in the streets and other publicly
accessible areas to connect individuals with
services and support. Key activities include
identifying homeless individuals, engaging in
conversations with them, and conducting a VISPDAT intake survey to determine eligibility for housing programs such as permanent
supportive housing, transitional housing, and
rapid rehousing. The specialist provides
information about available community
resources and services such as food pantries
and the shelter hotline phone number. They Figure 12. Hygiene Kit (Image credit: City of Campbell)
NEEDS ANALYSIS REPORT 25
also distribute hygiene kits (soap, toothbrush, toothpaste, deodorant, shampoo, etc.), and has bottles of water and other frequently needed supplies. The specialist also plays an important role in providing feedback to City staff regarding the needs of homeless people in the community.
Rotating Safe Car Park (RSCP)
The Rotating Safe Car Park operates in the West
Valley, mostly in Cupertino, West San Jose, and
Saratoga. The faith-based community commits
to serving up to sixteen vehicles for at least one
month and up to three months per calendar
year. Participants park overnight at the current
RSCP location and receive access to additional
supportive services. Each location offers a
hospitality hour where guests can socialize and
enjoy home-cooked meals or snack foods.
Personal items (e.g., socks, toothbrushes,
sleeping bags) are distributed, as needed.
Amigos de Guadelupe also provides case
management to some of the program
participants.
West Valley Community Services Programs
West Valley Community Services (WVCS) offers
services to Cupertino, Los Gatos, and Saratoga. WVCS has a mobile market which serves clients living in Los Gatos, Saratoga, and West San Jose with barriers to transportation. The homeless people in these communities can also receive ready-to-eat meals and fresh fruit or vegetables from the mobile market. The organization offers pop-up dental and pet clinics at the WVCS site in Cupertino. WVCS’s Haven to Home Program serves the homeless community by providing supportive services and resources. The Haven to Home program offers homeless clients access to food, bus passes, laundry funds, hygiene kits, shelter referrals, safe parking, and employment resources. In addition to the services, the agency also partners with the Rotating Safe Car Park to provide support services.
“It is a difficult and timeconsuming to recruit new
churches and other
community organizations
to host safe parking sites.
Community members have
valid concerns. They can be
overcome, but it can take a
long time.”
Brian Link, Silicon Valley Safe Parking
26 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Santa Clara Valley Healthcare Homeless Healthcare Programs The Valley Homeless Healthcare Program includes fixed location clinics and three mobile health centers 30. This overall program operates at a much larger geography across Santa Clara County that includes the West Valley cities. The Backpack Homeless Healthcare Program utilizes a “street medicine” program to send trained professionals with medical supplies to provide healthcare services to people where they are located31. An after-hours nurse advice hotline is also available.
Other agencies also provided services to households affiliated with the West Valley in 2024, including emergency shelter beds. These include HomeFirst (125 households) LifeMoves (80 households), the Salvation Army (23 households), Family Supportive Housing - San Jose Family Shelter (16 households), People Assisting the Homeless (9 households), and Willow Glen Studios at Pedro Street interim housing (6 households), When available, the vast majority of emergency shelter beds in the County are located within the City of San Jose, with additional shelter locations in Sunnyvale, Mountain View, Gilroy, Santa Clara, and Palo Alto.
Systems and Supports
Santa Clara County Continuum of Care (CoC)
In 1995, the US Department of Housing and Urban Development (HUD) introduced a new policy requiring communities to submit a single application for McKinney-Vento Homeless Assistance Grants. This streamlined approach aimed at enhancing coordination among housing and service providers on a local level and promotes the development of Continuums of Care (CoCs). By mandating a single application, HUD sought to encourage a more structured and strategic approach to both housing and service provision for homeless individuals. CoCs, in turn, offered a strategic framework by providing homeless households with housing and services tailored to their diverse needs. HUD distributes funding to Santa Clara County through the Continuum of Care Program, and in turn, the Santa Clara County CoC distributes funding to programs serving Santa Clara County.
30 Santa Clara Valley Medical Center. “Valley Homeless Healthcare Program (VHHP).” Accessed May 10, 2025. https://scvmc.scvh.org/hospitals-clinics/valley-homeless-health-care-program-vhhp. 31 Santa Clara Valley Medical Center. “Backpack Homeless Healthcare Program.” Accessed May 10, 2025. https://scvmc.scvh.org/hospitals-clinics/valley-homeless-health-care-program-vhhp/backpack-homeless-healthcareprogram.
NEEDS ANALYSIS REPORT 27
In Santa Clara County, the CoC is made up of a group of stakeholders committed to ending and preventing homelessness in our community. CoC responsibilities include implementing community-wide efforts to end homelessness and ensuring programmatic and systemic effectiveness. Through CoC, the County has implemented a coordinated entry process to match homeless people to community resources. The CoC is also charged with tracking and managing homeless households in its area of coverage. This includes the biannual homeless counts referred to as the Point-in-Time count.
In 2024, the County of Santa Clara received nearly $48 million in Continuum of Care grants to provide rental subsidies and supportive services to vulnerable populations, including people fleeing domestic violence, youth transitioning out of foster care, and to address homelessness and those at risk of homelessness. These grants are the County’s largest source of federal funding to address homelessness, ensuring people are housed and have necessary supportive services. It also helps fund the HMIS system that tracks homelessness data.
Coordinated Entry
The coordinated entry system is designed to help homeless people find housing and support services more efficiently. It creates a standardized, consistent process for accessing services, assessing needs, prioritizing those most in need, and connecting people with appropriate resources. In the County’s coordinated entry system, any homeless individual can complete a standard assessment tool called the Vulnerability Index-Service Prioritization Decision Assessment Tool or VI-SPDAT. This assessment considers a household’s situation and identifies the best type of housing program to serve you.
VI-SPDAT
VI-SPDAT (Vulnerability Index - Service Prioritization Decision Assistance Tool) is a survey used to assess the needs and vulnerabilities of individuals experiencing or at risk of homelessness. It helps prioritize those most in need of available supportive, transitional, or permanent housing.
The VI-SPIDAT assessment is organized into steps. First, trained community partners conduct the VI-SPIDAT assessment at shelters, support service locations, or while conducting outreach.
The gathered information is entered into the HMIS system, and the households/individuals receive a vulnerability score. After receiving the vulnerability score, clients are placed in the community queue, based on the score, for Rapid Rehousing (RR), Transitional Housing (TH), or Public Housing and Supportive Services (PSH). Eligible households who are the most vulnerable and the most in need will be connected to available housing programs first.
28 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
HMIS
HMIS is an acronym for Homeless Management Information System. It is a database that collects and tracks data on homeless individuals and families or those at risk of becoming homeless. HMIS coordinated entry gathers information on demographics, housing status, service needs, and other relevant data points about individuals and families served by homeless assistance programs. This database helps agencies coordinate services, track outcomes, and improve the overall effectiveness of programs for homeless households. Participation in HMIS is a federal requirement for agencies to access federal funding. 2020-2025 Community Plan to End Homelessness
In 2015, community partners joined forces to create a roadmap for ending homelessness in Santa Clara County. The plan centered around a collaborative response and the Housing First model. The 2020-2025 Community Plan to End Homelessness, which was endorsed by every city in the County, set an ambitious goal to create 6,000 new housing opportunities and identified innovative strategies and programs for reducing homelessness. The 2020–2025 Community Plan to End Homelessness, which serves as a roadmap for ending homelessness in Santa Clara County, is organized around three main strategies:
1) Address the root causes of homelessness through system and policy change. 2) Improve the quality of life for unsheltered individuals and create healthy neighborhoods for all.
3) Expand homelessness prevention and housing programs to meet the need.
An update to the Community Plan is underway, and additional information is expected to be available around the time of publication of this report.
Destination: Home
Destination: Home, a public-private partnership, aims to end homelessness. Founded in 2008, it emerged from a Blue-Ribbon Commission’s recognition of the need for a collaborative approach to achieve collective impact in our community. In 2011, Destination: Home officially became an initiative of the Health Trust and played a pivotal role in launching Housing 1,000, a three-year campaign to house 1,000 of the most vulnerable chronically homeless individuals,
NEEDS ANALYSIS REPORT 29
including men, women, and families. The
campaign’s success paved the way for the
adoption of a Housing First approach in Santa
Clara County and laid the foundation for the
2016 voter approval of a historic $950 million
investment in affordable housing in Santa Clara
County, Measure A. In 2017, Destination: Home
transitioned into a Supporting Organization
under the umbrella of the Silicon Valley
Community Foundation.
Destination: Home convenes and collaborates with stakeholders across our community to advance strategies that address the root causes of homelessness and help ensure that all community members have a chance for a stable home. The organization advocates policies, develops ideas and programs, and invests in strategies that reduce and prevent homelessness.
West Valley Jurisdiction Homeless Services Collaboration Since 2023, staff from the West Valley city’s Community Development and Housing Departments have been meeting monthly to collaborate and share resources in addressing homelessness and housing goals. The cities have collectively sponsored a housing fair, including service providers with unhoused services, and have met with affordable housing developers to discuss opportunities for development.
While there is a lack of dedicated homeless shelters in the vicinity of the five West Valley cities, they have all agreed to collaborate on a feasibility study to explore the feasibility of a shelter and other support services and programs that could be offered. A Memorandum of Understanding among the five cities was developed in Fall of 2024. The cities also continue to work with the County of Santa Clara and other organizations to provide resources and support.
Interviews and Insights of Homeless Individuals
Central themes from in-depth interviews with three homeless individuals in the West Valley area are described below. Most of the individuals were raised in the West Valley area, while one had moved to the Bay Area approximately three years prior. Note that these themes were all “Not having housing is life
threatening.”
Local Homeless Resident
30 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
consistent with the conversations and interviews separately conducted by the Campbell Unhoused Specialist in their interactions.
General Themes
• All expressed a notably elevated level of concern for others living on the street. • All felt that broader community is not bothered by the existence of homeless people within their own community, but that they are bothered when they must see it.
Needs Identified by Homeless Individuals
A generally consistent set of needs was identified by the homeless individuals we spoke with.
Permanent housing was the top need, followed by several other needs, listed in approximate order of priority:
• Permanent Housing (including permanent
supportive housing)
• Transportation access (specifically free or
discounted transit passes)
• Health care access (including doctors’
offices, pharmacy, and OTC meds)
• Lack of somewhere to safely store
possessions/things are regularly stolen
• Difficulty charging phones
• Difficulty of moving from one camping
site to another camping site
• Difficulty in participating processes to
address homelessness
Gap Analysis
A homeless services gap analysis is a tool used to identify unmet needs within a community's system for addressing homelessness. It helps pinpoint areas where services are lacking or insufficient, allowing for better resource allocation and targeted interventions. It assesses the current system and compares it to what is needed to effectively address homelessness. “It is the government’s job
to overcome the chaos of
homelessness and provide
real solutions.”
Local Homeless Resident
NEEDS ANALYSIS REPORT 31
Gaps in Services for Currently Homeless People
The gaps in service described below are informed by service providers and City and County staff and an assessment of research and best practices. Most were also reinforced by conversations held with homeless individuals.
Housing
Affordable housing, whether temporary or permanent, is a high need not just in the West Valley, but throughout Santa Clara County and California. According to Destination:
Home, at least 75 percent of Santa Clara County’s homeless population are unsheltered.
This means they are living on the streets, in vehicles, tents or other places not suitable for habitation. Although jurisdictions in the West Valley offer safe parking sites and hotel stays, none of these are classified as transitional or permanent housing. Housing to serve homeless households specifically includes the following:
Permanent affordable housing includes the construction of 100 percent affordable developments, inclusionary units,, the provision of Section 8 vouchers, and the rehabilitation of existing units to serve the extremely low-income. In addition, extremely low-income (ELI) units can be provided in mixed-income housing developments.
Permanent supportive housing combines longer-term rental assistance with supportive services and case management for individuals experiencing chronic homelessness. In the West Valley area there are presently six units of permanent supportive housing in Cupertino and 23 that have been approved in Campbell. 32 Temporary shelters, both congregate and non-congregate, include warming centers, cold weather shelters, and shelters associated with navigation centers. Santa Clara County has the largest total population of homeless individuals, the highest rate of unsheltered homeless, and lowest shelter beds relative to individuals needing support of any of the nine Bay Area counties. When shelter beds are available in other parts of the County, barriers to connecting West Valley residents to those beds include transportation challenges and the disruption of existing geographically rooted social, health, and economic networks. Currently, the Town of Los Gatos offers hotel stays for inclement 32 County of Santa Clara, Office of Supportive Housing, Supportive Housing Development Update, January 28, 2025, https://files.santaclaracounty.gov/exjcpb1571/2025-01/housing-bond-report-25.pdf.
32 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
weather to approximately 29 known unhoused individuals. The program has served 14 individuals over the last year. The City of Campbell recently started a hotel stay program, which will offer up to 30 nights a year for unhoused individuals and families, as well as those on the brink of homelessness. That could amount to as many as 900 overnight stays over the two-year trial period. Silicon Valley Independent Living Center provides support services during the stays, including mental health care, job support, connections to housing programs, case management, substance abuse programs, and food.
Physically Coordinated Services
Service providers believe the homeless community could benefit from multiple service providers being available at one location, whether it is a brick-and-mortar navigation center like the San Mateo County Navigation Center or a mobile navigation center that travels to various locations. Despite outreach workers’ best efforts, it is often more effective for service providers to engage with households in their current living location or encampments. Currently, physically coordinated navigation services are not available in any of the West Valley jurisdictions.
Safety
Some people experiencing homelessness
may choose to sleep on the street instead
of in a shelter due to various factors,
including safety concerns, mental health
issues, and a preference for their routines
and independence. Shelters can feel
overwhelming due to crowded
environments, rules, and a perceived lack
of safety, even though sleeping on the
street may leave them more vulnerable.
Transience
Moving frequently is difficult for homeless people. They try to stay in areas where they are comfortable living but are often asked to move by property owners or law enforcement. This means that they must relocate several times a month or even during a week. Moving can often be additionally destabilizing. This is a problem which will impact “People steal stuff. They
will steal it right out from
under you when you are
asleep.”
Local Homeless Resident
NEEDS ANALYSIS REPORT 33
nearly all unhoused individuals and families.
Transportation
Transportation has been mentioned multiple times by service providers as something that is lacking for the West Valley unhoused. Often, major bus lines are only available along the larger corridors. Transportation options are needed for the mobility-challenged to access health care appointments and to access shelter opportunities. Interviews with stakeholders and support service providers indicate that very few of the unhoused are able to secure transit passes.
Healthcare, Mental Health, Substance Use Services
Many homeless people do not have access to sufficient medical, mental health, or substance use services. Many service providers and homeless people who were interviewed have expressed a need for bringing free dental and health care to homeless people in addition to the mental health services and substance abuse programs offered by support service providers.
Outreach and Case Management
Lighter-touch outreach reaching more individuals and more intensive casework were identified as needs. There is a call for more coordinated case management at some rotating safe parking sites and the faith-based service locations. This would mean a case manager who works with the clients to put together comprehensive goals and plans to secure housing and a job. This can be accomplished through a service provider like Abode or Amigos de Guadalupe, a County Office of Supportive Housing (OSH) assigned caseworker or through the mobile/brick and mortar navigation center. The case manager would be able to provide the VI-SPDAT intake, which would not only provide demographics to the County, but may lead to the individual receiving much-needed services, including housing.
Connectivity
Often, homeless individuals need a means of communication to sign up for support services. It can also be exceedingly difficult for homeless individuals to receive or submit paperwork due to lack of access to a mailbox. Technology also plays an important role in improving health and well-being. It can be used to reach out to loved ones, access resources, and a way to access medical assistance. However, technology can often
34 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
exclude those at the greatest risk. Even for those with a smart phone, using websites to apply for services can be difficult on a phone and some people who have been homeless for an extended period of time may not have strong skills navigating complex websites.
California LifeLine offers low-cost and free monthly telephone services to eligible, lowincome California residents. Participants can qualify for the program if they receive public benefits or meet household income limits, however, the phones must often be mailed to a mailbox. Phones are also frequently lost, stolen, or broken. Additionally, access to electricity to charge the phone is difficult and there are data limits on the devices.
Funding
The overall lack of funding to support the programs identified in this report is a central challenge. Experts generally agree that homelessness prevention, extremely low-income housing, and other programs and services have been underfunded for decades. The current public funding context makes it even more challenging to sustain current levels or strengthen such services.
Systems Gaps
Some gaps relate more to the system of services, knowledge, and logistics of connecting people with services. These gaps are described below.
Knowledge Gaps
Existing available services provided by others are sometimes not known to other providers. Similar gaps between public agencies and departments within a city can also be an issue, e.g., coordination between housing and police departments instead of a “whole of government” approach.
Scaling Impact
There remain questions regarding how to scale and make existing services more effective and efficient at achieving impact instead of creating something new.
Geography
Location of available services: many services are located where people would be required to travel long (or difficult) distances or to locations they do not want or
NEEDS ANALYSIS REPORT 35
would have great difficulty in traveling to. This contrasts with an approach of “meeting people where they are at” and offering services in a location where they are more likely to be matched with those who need them.
Conclusion & Next Steps
Feasibility Analysis
In the next phase of this project, we will analyze the feasibility of programs to prevent homelessness and serve homeless individuals and households. Some services may be appropriate for one segment of the homeless population, but not another segment. Below is a list and a brief explanation of the programs that are likely to be analyzed and discussed in detail in the next phase. Some services respond directly to a need discussed above, while others address multiple needs.
Permanent Affordable Housing
Permanent affordable housing can come in a multitude of varieties. For this report, we are exploring permanent affordable housing that serves extremely low income households by either construction of the units, provision of Section 8 vouchers, rehabilitation of existing units to serve the extremely low income. In addition, Extremely Low Income (ELI) units can be provided in a mixed-income or 100 percent affordable housing development. These developments are highly subsidized through a combination of municipal, Low Income Housing Tax Credits, and commercial loans.
Interim Housing
Interim Housing, exemplified by Project Homekey, was a statewide effort to build on the success of the COVID-era success of Project Roomkey, where the State of California rented vacant rooms at hotels to house homeless people or those at risk of homelessness. Homekey was an opportunity for jurisdictions to develop a broad range of housing types by converting hotels, motels, hostels, single-family homes and multifamily apartments, adult residential facilities, manufactured housing, and commercial properties to permanent or interim housing for homeless households. It should be noted that the program is being replaced by Homekey+ which is focused exclusively on Permanent
36 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Supportive Housing, not interim housing. Tiny home villages are another recognizable form of interim supportive housing to address homelessness, providing a pathway to stable housing and self-sufficiency. They focus on rapid construction of modular units, offering private spaces with support services and case management.
Supportive Housing and Transitional Housing
Supportive housing and transitional housing are both housing options for homeless individuals and families, but they differ in their goals and duration of support. Transitional housing offers temporary housing with support services to help people move to permanent housing within a set timeframe, while supportive housing provides long-term affordable housing with ongoing support to help residents maintain tenancy.
Rapid Rehousing
Rapid rehousing is often part of the low barrier approach which emphasizes providing housing first paired with support services. Rapid rehousing typically provides housing subsidies, heavy case management and support services.
Navigation Center
A Navigation Center for homeless individuals and households is a short-term, low-barrier housing program that provides a safe, temporary place to stay, along with intensive support services, to homeless individuals. It is designed to help people transition to stable, permanent housing by offering resources such as case management, connection to public benefits, health services, and employment opportunities.
Shelters
Homeless shelters offer a range of options, from emergency shelters for immediate needs to more long-term solutions. These include emergency shelters, women's shelters, youth shelters, family shelters, cold weather shelters, and warming centers. There are congregate, non-congregate types of shelters as well.
A congregate shelter is a type of emergency shelter that provides communal spaces where individuals sleep in shared areas, offering minimal privacy. These
NEEDS ANALYSIS REPORT 37
shelters are often established in large, open settings like schools, churches, or community centers, designed for emergencies. A non-congregate shelter provides private, individual, or family units for shelter, such as hotel rooms, tiny homes, or apartments, instead of a large, shared space.
Safe Parking
Safe parking sites are sanctioned sites where individuals and families living in their vehicles can register and park overnight. Support services like case management and meals are sometimes offered as well. There are rotating shelters where the location moves every 30 days, and shelters that are more long-term and established.
Day Center
A day center is a facility that provides daytime support services to homeless people, offering a safe space to access resources, receive assistance, and potentially transition out of homelessness. Unlike shelters that offer overnight accommodation, day centers focus on daytime services, such as meals, showers, laundry, counseling, job training, and access to case managers. They serve as drop-in centers and can be tailored to those with additional needs like substance abuse or mental illness, providing a space to connect with services and support.
Showers and Laundry
Homeless households need a convenient location to bathe and do laundry. Often this is a mobile shower and laundry service. Other times a fixed location, or vouchers for laundromats or showers at gyms are provided.
Meals
Warm prepared meals can be provided to serve the unhoused. They are often provided by service providers, community- based organizations, and grassroots initiatives. Food pantries can also provide homeless individuals with packaged food that can be eaten at a later time.
38 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Training for Law Enforcement Agencies
Many jurisdictions in California have programs that train law enforcement personnel to handle situations involving homeless people. These programs often focus on de-escalation tactics, mental health crisis intervention, and understanding the underlying causes of homelessness. Some agencies have designated officers who specialize in working with the homeless population. These officers often receive specialized training, are familiar with local resources, and aim to connect individuals with appropriate support.
Lockers
Some cities offer storage lockers for homeless individuals specifically in public spaces such as libraries and community centers.
Transportation Support
Homeless individuals often need transportation that is convenient to access and affordable. Free transit passes and vouchers for rides to doctor appointments, etc., can also be provided.
Sanctioned Camping Sites
Sanctioned camping sites, also known as safe sleeping sites or safe stay communities, are designated areas where homeless individuals can stay in tents or other temporary shelters without fear of being arrested or cited for camping. These sites often provide basic services like sanitation, food, and access to case management.
Expanded Outreach and Casework
Broader proactive outreach efforts and more intensive casework have been identified as a need. Outreach workers can identify and engage people over time, which can eventually lead to connecting an individual with a caseworker or other services. Expanding casework for homeless individuals could involve increasing access to personalized, consistent support services that address both immediate and long-term needs. This can be achieved by hiring and deploying trained case managers with specialized knowledge in housing navigation, mental health, and
NEEDS ANALYSIS REPORT 39
substance use treatment. Effective casework requires establishing and maintaining trust which typically takes time and repeated engagement.
Connectivity
Additional support to help homeless people have access to phones, Wi-Fi, charging, technology skills, and somewhere to receive physical mail could be explored.
40 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
List of Materials Consulted and Supporting Documents
Baggett, Travis P., and Stefan G. Kertesz. “Addressing Unsheltered Homelessness—Time for an All-In Approach.” JAMA, vol. 330, no. 18, November 14, 2023, pp. 1723–1724. https://jamanetwork.com/journals/jama/article-abstract/2830616.
Baggett, Travis P., James J. O’Connell, Jesse M. Yedinak, and Thomas J. Stopka. “Illicit Substance Use and Treatment Access Among Adults Experiencing Homelessness.” JAMA 331, no. 12 (2024): 987–997. https://doi.org/10.1001/jama.2024.27922.
Bassuk, Ellen L., M. Beardslee, and J. Bassuk. “The Prevalence of Mental Illness in Homeless Children: A Systematic Review and Meta-Analysis.” Journal of the American Academy of Child & Adolescent Psychiatry. https://www.researchgate.net/publication/271536943.
Bay Area Council Economic Institute. Bay Area Homelessness: A Regional View of a Regional Crisis. San Francisco: Bay Area Council Economic Institute, June 2021. https://www.bayareaeconomy.org/files/pdf/HomelessnessReportJune2021.pdf.
Ben-Moshe, Leah Simon-Weisberg, and Janey Rountree. Five Trends in California Homelessness. Terner Center for Housing Innovation, October 2023. https://ternercenter.berkeley.edu/wp-content/uploads/2023/10/Five-Trends-in-CAHomelessness_Oct-2023-5.pdf.
Bielenberg, Joseph E., Maren Futrell, Benjamin Stover, and Annette Hagopian. “Presence of Any Medical Debt Associated With Two Additional Years of Homelessness in a Seattle Sample.” INQUIRY: The Journal of Health Care Organization, Provision, and Financing 57 (2020). https://doi.org/10.1177/0046958020923535.
California Department of Housing & Community Development. Addressing a Variety of Housing Challenges. Accessed May 10, 2025. https://www.hcd.ca.gov/policy-and-research/addressing-variety-housing-challenges.
Clark, Robin E., Marguerite E. Tracy, William B. Whitmore, et al. “Infants Exposed to Homelessness: Health, Health Care Use, and Health Spending from Birth to Age Six.” Health Affairs 38, no. 5 (2019): 721–728. https://doi.org/10.1377/hlthaff.2019.00090.
Community Solutions. “The Costs and Harms of Homelessness.” Accessed May 1, 2025. https://community.solutions/researchposts/the-costs-and-harms-of-homelessness/.
Community Solutions. “The Costs and Harms of Homelessness: A Learning Brief Examining the Costs Borne by Individuals, Communities, Systems, and Society.” Accessed May 10, 2025. https://community.solutions/research-posts/the-costs-andharms-of-homelessness/.
County of Santa Clara, California. “County of Santa Clara Releases Preliminary Results of 2025 Point‑in‑Time Homeless Count.” County News Center, June 20, 2025. Accessed July 17, 2025. https://news.santaclaracounty.gov/county-santa-clara-releasespreliminary-results-2025-point-time-homeless-count Desmond, Matthew. “Homelessness in US Cities and Downtowns.” Brookings, April 12, 2023. https://www.brookings.edu/articles/homelessness-in-us-cities-and-downtowns/.
Fazel, Seena, et al. “The Prevalence of Mental Illness in Homeless Children: A Systematic Review and Meta-Analysis.” The Lancet, vol. 379, no. 9810, 2012, pp. 220–227.
https://www.researchgate.net/publication/271536943_The_Prevalence_of_Mental_Illness_in_Homeless_Children_A_Systemati c_Review_and_Meta-Analysis.
Finnigan, Ryan. “Five Recent Trends in Homelessness in California.” Terner Center for Housing Innovation, UC Berkeley. October 2023. https://ternercenter.berkeley.edu/wp-content/uploads/2023/10/Five-Trends-in-CA-Homelessness_Oct-2023-5.pdf.
Freimarck, Annalise. “West Valley Cities Team Up to Consider Homeless Shelter.” San José Spotlight, April 19, 2025. https://sanjosespotlight.com/west-valley-cities-campbell-cupertino-los-gatos-saratoga-monte-sereno-team-up-toconsider-homeless-shelter/.
Fuller, Thomas. “San Jose Considers Arresting Homeless People Who Refuse Housing.” The New York Times, April 20, 2025. https://www.nytimes.com/2025/04/20/us/san-jose-homeless-arrest.html.
Gordon, Sophie. “Talking about homes: What we can learn from homelessness and poverty research” Frame Works UK https://frameworksuk.org/wp-content/uploads/talking_about_homes.pdf
NEEDS ANALYSIS REPORT 41
Himmelstein, David U., Robert M. Lawless, Deborah Thorne, Pamela Foohey, and Steffie Woolhandler. “Medical Bankruptcy: Still Common Despite the Affordable Care Act.” American Journal of Public Health 109, no. 3 (2019): 431–433. https://doi.org/10.2105/AJPH.2018.304901.
Housing California. “Causes of Homelessness.” Accessed May 1, 2025. https://www.housingca.org/policy/focus/causes/.
Karlinsky, Sarah. Structured for Success: Reforming Housing Governance in California and the Bay Area. SPUR, January 2024. https://www.spur.org/sites/default/files/2024-01/SPUR_Structured_for_Success.pdf.
Kober, Eric. “The Bay Area: The Land of Many Jobs and Too Few Homes.” Manhattan Institute. Accessed May 10, 2025. https://manhattan.institute/article/the-bay-area-the-land-of-many-jobs-and-too-few-homes.
Koseff, Alexei. “Homelessness Study Flips Commonly Held Beliefs About Causes.” The Mercury News, March 7, 2025. https://www.mercurynews.com/2025/03/07/study-california-homeless-drugs/.
Los Angeles County Department of Public Health. Homeless Mortality in Los Angeles County: CHIE Brief. Accessed May 1, 2025. http://publichealth.lacounty.gov/chie/reports/HomelessMortality_CHIEBrief_Final.pdf.
Love, Hanna, and Tracy Hadden Loh. “Homelessness in US Cities and Downtowns: The Perception, the Reality, and How to Address Both.” Brookings Institution. Accessed May 10, 2025. https://www.brookings.edu/articles/homelessness-in-uscities-and-downtowns/.
Murran, Sarah, and Emma Brady. “How Does Family Homelessness Impact on Children’s Development? A Critical Review of the Literature.” Child & Family Social Work 28, no. 2 (2023): 360–371. https://doi.org/10.1111/cfs.12968.
National Health Care for the Homeless Council. “Premature Mortality in Homeless Populations.” Accessed May 10, 2025. https://sbdww.org/wp-content/uploads/2011/04/PrematureMortalityFinal.pdf.
National Low Income Housing Coalition. “Unsheltered Homelessness Associated with Increased Emergency Department Visits.” Accessed May 1, 2025. https://nlihc.org/resource/unsheltered-homelessness-associated-increased-emergency-departmentvisits.
Olivet, Jeff, et al., SPARC/Destination: Home. “Race and Homelessness In Santa Clara County, California.” January 31, 2020. https://destinationhomesv.org/wpcontent/uploads/2020/02/RacialEquityReport0131020.pdf?mc_cid=06a7865957&mc_eid=53a9a53ca3 Phillips, David, and James X. Sullivan. “Do Homelessness Prevention Programs Prevent Homelessness? Evidence from a Randomized Controlled Trial.” The Review of Economics and Statistics (2023). https://doi.org/10.1162/rest_a_01344.
Powell, Alvin. “Why It’s So Hard to End Homelessness in America.” Harvard Gazette. January 2024. https://news.harvard.edu/gazette/story/2024/01/why-its-so-hard-to-end-homelessness-in-america/.
Reid, Carolina, Ryan Finnigan, and Shazia Manji. California’s Homekey Program: Unlocking Housing Opportunities for People Experiencing Homelessness. Terner Center for Housing Innovation, March 2022. https://ternercenter.berkeley.edu/wpcontent/uploads/2022/03/Homekey-Lessons-Learned-Final-March-2022.pdf.
Reid, Carolina. “On the Edge of Homelessness: The Vulnerability of Extremely Low-Income Households in the Bay Area.” Terner Center for Housing Innovation, December 2, 2021. https://ternercenter.berkeley.edu/research-and-policy/edge-ofhomelessness-extremely-low-income-bay-area/.
Reilly, Johanna, Angela Greenfield, Rebecca Gillam, and Peter L. H. Barrett. “A Systematic Review of the Effect of Stigma on the Health of People Experiencing Homelessness.” Health & Social Care in the Community 30, no. 6 (2022): 2128–2141. https://doi.org/10.1111/hsc.13884.
Rhoades, Harmony; Wenzel, Suzanne; Rice, Eric; Winetrobe, Hailey; Henwood, Benjamin. “No Digital Divide? Technology Use Among Homeless Adults
Riley, Elise D., Jennifer Cohen, Kelly Knight, et al. “Violence and Emergency Department Use among Community-Recruited Women Who Experience Homelessness and Housing Instability.” Journal of Urban Health. https://pmc.ncbi.nlm.nih.gov/articles/PMC7010900/#CR5.
Santa Barbara County Public Health Department. Premature Mortality Among the Homeless Population in Santa Barbara County. April 2011. https://sbdww.org/wp-content/uploads/2011/04/PrematureMortalityFinal.pdf.
42 WEST VALLEY HOMELESS SERVICES JULY 24, 2025
Santa Clara Valley Medical Center. “Backpack Homeless Healthcare Program.” Accessed May 10, 2025. https://scvmc.scvh.org/hospitals-clinics/valley-homeless-health-care-program-vhhp/backpack-homeless-healthcareprogram.
Santa Clara Valley Medical Center. “Valley Homeless Healthcare Program (VHHP).” Accessed May 10, 2025. https://scvmc.scvh.org/hospitals-clinics/valley-homeless-health-care-program-vhhp.
Santa Clara Valley Medical Center. “Valley Homeless Healthcare Program (VHHP): Backpack Homeless Healthcare Program.” Accessed May 1, 2025. https://scvmc.scvh.org/hospitals-clinics/valley-homeless-health-care-program-vhhp/backpackhomeless-healthcare-program.
Shonkoff, Jack P., Andrew S. Garner, et al. “The Lifelong Effects of Early Childhood Adversity and Toxic Stress.” Pediatrics 129, no. 1 (2012): e232–e246. https://publications.aap.org/pediatrics/article/129/1/e232/31628/.
State of California, Department of Housing and Community Development; https://www.hcd.ca.gov/grants-andfunding/homekey/program-background; Accessed April 28, 2025 U.S. Department of Housing and Urban Development. Accessed May 10, 2025. https://www.hud.gov/.
U.S. Department of Housing and Urban Development. Understanding Encampments of People Experiencing Homelessness and Community Responses: Emerging Evidence as of Late 2018. Accessed May 10, 2025. https://www.huduser.gov/portal/sites/default/files/pdf/Understanding-Encampments.pdf.
U.S. Department of Housing and Urban Development. Understanding Encampments of People Experiencing Homelessness and Community Responses: Emerging Evidence as of Late 2023. Office of Policy Development and Research, 2023. https://www.huduser.gov/portal/sites/default/files/pdf/Understanding-Encampments.pdf.
United States Census Bureau. “2023 5-Year Estimates Data Profiles, American Community Survey (ACS).” Accessed May 10, 2025. https://data.census.gov/table?q=DP05&g=160XX00US0610345,0617610,0644112,0648956,0670280.
Vohra, Neha, et al. “Homelessness and the Use of Emergency Department as a Source of Healthcare.” International Journal of Emergency Medicine. https://intjem.biomedcentral.com/articles/10.1186/s12245-022-00435-3.
West Valley Homeless Services
Feasibility Study
Cities of Campbell, Cupertino, Monte Sereno,
and Saratoga, and Town of Los Gatos
January 26, 2026
Prepared by:
Acknowledgements
West Valley Jurisdictions
City of Campbell: Rob Eastwood, Eloiza Murillo-Garcia, Chris Miranda City of Cupertino: Nicky Vu, Benjamin Fu
Town of Los Gatos: Joel Paulson, Katy Nomura
City of Monte Sereno: Diana Perkins
City of Saratoga: Bryan Swanson, Cindy McCormick
With Special Thanks to
County of Santa Clara, Office of Supportive Housing: Hilary Armstrong, Diana Castillo, Michelle Covert, Laura Urteaga Fuentes, Kathryn (KJ) Kaminski, Tina La Perle, Leila Qureishi Destination: Home: Ray Bramson
Good City Company
Nicholas Hamilton, AICP, Public Policy Lead
Aaron Aknin, AICP, Principal
Vera Gil, Housing Specialist
Cover image credits: Top left, bottom left: West Valley Community Services; top right, bottom right: South County Community Services.
Contents
Executive Summary...................................................................................................................... 4 KEY RECOMMENDATIONS................................................................................................................................................ 4 Homelessness Response Programs Summary........................................................................... 6 Background................................................................................................................................... 7 FEASIBILITY STUDY METHODOLOGY ............................................................................................................................... 7 SELECT FINDINGS OF NEEDS ANALYSIS REPORT ........................................................................................................... 7 2025 POINT-IN-TIME HOMELESS COUNT.................................................................................................................... 9 Feasibility Analysis ..................................................................................................................... 11 HOMELESSNESS RESPONSE PROGRAMS OVERVIEW...................................................................................................11 PREVENTION PROGRAMS...............................................................................................................................................14 OUTREACH AND CASE MANAGEMENT PROGRAMS....................................................................................................17 IMMEDIATE NEEDS PROGRAMS.....................................................................................................................................22 SHELTER AND PARKING PROGRAMS.............................................................................................................................26 INTERIM AND TRANSITIONAL PROGRAMS ...................................................................................................................30 PERMANENT HOUSING PROGRAMS .............................................................................................................................32 Recommendations ..................................................................................................................... 33 List of Attachments .................................................................................................................... 42 ATTACHMENT A: HOMELESSNESS RESPONSE PROGRAMS – DETAILED METRICS TABLE ATTACHMENT B: EXAMPLE HOMELESSNESS RESPONSE STRATEGY SUMMARY ATTACHMENT C: EXAMPLE PRINTED RESOURCE HANDOUTS
ATTACHMENT D: NAVIGATION CENTER OF SAN MATEO COUNTY PHOTOS ATTACHMENT E: WEST VALLEY HOMELESS SERVICES NEEDS ANALYSIS REPORT (JULY 24, 2025)
4 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
West Valley Homeless Services
Feasibility Study
Cities of Campbell, Cupertino, Monte Sereno,
and Saratoga, and Town of Los Gatos
January 26, 2026
Executive Summary
The West Valley Homeless Services Feasibility Study analyzes potential policy and program responses to address homelessness in the West Valley area, including the Cities of Campbell, Cupertino, Saratoga, and Monte Sereno and the Town of Los Gatos. While homelessness is a complex problem, investing in proven strategies can have considerable positive impact on people experiencing homelessness and the community at large.
Key Recommendations
1. Adopt a formal implementation plan: Develop and adopt a West Valley Area homelessness response implementation plan that includes an aspirational vision, clear goals and objectives, programs tailored to population segments, plans for near- and long-term outcomes, and leverages existing programs.
2. Sustain and strengthen what works: Use the tools available to local governments to ensure the continuation of existing services with a proven track record, including homelessness prevention and expanding affordable housing.
3. Prioritize additional investments in programs with high feasibility and impact.
These include homelessness prevention and rental assistance; case management; rapid rehousing; permanent affordable housing; health and mental health care; food, showers, and laundry; opportunity funds; and reunification programs.
FEASIBILITY STUDY 5
4. Cultivate partnerships at all levels: Deploy a “whole of society approach” to engage governments, the private sector, civil society, individuals, and communities. Establish a formal West Valley homelessness response task force to set goals and monitor progress.
5. Engage with people who have experienced homelessness: Identify ways for individuals who have experienced homelessness to meaningfully participate in program design, implementation, and evaluation.
6. Align with the Community Plan to End Homelessness: Demonstrate alignment with the plan’s goals to address the root causes of homelessness, improve the quality of life for unsheltered individuals, create healthy neighborhoods for all, and expand homelessness prevention and housing programs.
7. Identify funding: Explore creative funding approaches to support homelessness response programs.
8. Support neighborhood health, safety, and cleanliness: Address quality-of-life issues for the entire community.
6 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
Homelessness Response Programs Summary
The Feasibility Study categorizes the overall program landscape into six categories:
homelessness prevention, outreach and case management, immediate needs, shelter and parking, interim and transitional housing, and permanent housing. When implemented specific programs may span multiple categories or may be more narrowly tailored than the general program typologies presented here. A summary of a potential homelessness response environment for the West Valley area is presented in Figure 1.
Figure 1. Homeless Response Programs Summary
Homeless
Prevention
Homelessness
Prevention &
Rental
Assistance
Tenant
Protections
Opportunity
Fund &
Reunification
Hotlines and
Information
Outreach &
Case
Management
Case
Management
Health, Mental
Health &
Substance Care
Navigation
Centers
Outreach
Mobile
Navigation
Centers
Job Training
Law
Enforcement
Coordination
Immediate
Needs
Food, Showers
& Laundry
Safe Storage
Transportation
Neighborhood
Health &
Cleanliness
Safe Sleeping
and Sanitation
Phone,
Internet, &
Mail
Shelter &
Parking
Temporary
Shelter
Safe Parking
Hotel
Vouchers/
Rentals
Interim &
Transitional
Housing
Rapid
Rehousing
Transitional
Housing
Interim Sites
Permanent
Housing
Affordable
Housing
Development
(Including
Permanant
Supportive
Housing)
FEASIBILITY STUDY 7
Background
Following a brief description of the Feasibility Study methodology and an overview of the key findings from the Needs Analysis report, this document provides an analysis of the feasibility of several potential expanded service options and a set of additional strategy and policy recommendations and options.
Feasibility Study Methodology
The Feasibility Study relies upon interviews with key stakeholders, a review of existing homelessness response plans, and is complemented by insights on best practices and other research. More than thirty-five interviews with service providers, public agency representatives, subject matter experts, and currently unhoused individuals were conducted as part of the needs analysis and feasibility study phases of this project. Additional community input was received during the August 4, 2025, Campbell City Council Meeting regarding the needs analysis.
Select Findings of Needs Analysis Report
The West Valley Homeless Services Feasibility Study builds directly upon the needs and gaps identified in the associated Needs Analysis report, which is attached to this study and available on the City of Campbell’s website1. Both phases of the project were developed following the City of Campbell’s allocation of $100,000 in American Rescue Plan Act (ARPA) funds to conduct a homeless needs analysis and feasibility study for the West Valley area. In December 2024, the City contracted with Good City Company to conduct a needs analysis and feasibility study, and in Spring 2025, the West Valley jurisdictions entered into a memorandum of understanding, recognizing that homelessness is a regional challenge and best addressed collaboratively.
The Needs Analysis report summarized the status of homelessness in the West Valley area using available quantitative data, a literature review, and outcomes of interviews with key stakeholders. Key findings of the needs analysis:
• Homelessness is a serious problem: At least 524 individuals across 322 households were counted as unhoused in the West Valley area in 2024. About 40% of the 1 West Valley Homeless Services Feasibility Study - Needs Analysis Report. City of Campbell, California, July 24, 2025. https://www.campbellca.gov/AgendaCenter/ViewFile/Agenda/_08042025-3124#page=228.
8 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
population (214) sought shelter or services for the first time in 2024 while 51% have been unhoused for two or more years.
• Homelessness is not one size fits all: While there are many unhoused individuals who visibly live on the street, there is also a large population who are living in their cars or in transitory sleeping arrangements that are hidden and not visible. • Families and youth: At least 38% of the unhoused population in the West Valley area consists of unaccompanied youth and families with children. • Homelessness affects us all: Homelessness impacts all members of the community, not just those who are unhoused. The effects on housed residents, the economy, and local government services are substantial.
• Services and housing work: Permanent housing is critical and saves funds in the long run, although expensive and time-consuming up front. Immediate services can be as important as housing.
The Needs Analysis report also provides an overview of the state of homelessness today, analysis of policy context, quantitative needs analysis, description of existing programs, services, a gap analysis, conclusions, and an extensive list of resources and materials consulted.
Key gaps are identified below. The Needs Analysis report provides a detailed assessment of gaps in services and programs.
• Affordable permanent housing
• Shelter capacity and location
• Interim housing and safe parking
• Case management and outreach capacity
• Healthcare, mental health, and substance use
• Other: Safety, Geography, Transportation, Connectivity, Secure Belongings A high-level summary of the existing services in the West Valley area is provided in the table below. Please see the Needs Analysis report for additional information regarding each of the programs noted in the table.
FEASIBILITY STUDY 9
Service Type Jurisdiction
People or Clients
Served Annually
(Approx)*
Case Management Cupertino 75
Campbell, Los Gatos, Saratoga 22
Outreach Saratoga, Campbell, Los Gatos 25
Campbell 133
Hotel Vouchers/Rentals Los Gatos 14
Campbell 12 (see notes)
Safe Parking Campbell 20 (13/night)
Saratoga, Cupertino 20
Food & Clothing Distribution,
Laundry, Showers
Los Gatos (29) 29
Countywide Shelters, Transitional
Housing, and Case Management
All WV-affiliated clients 94
Countywide Temporary Housing
and Services for Youth
All WV-affiliated clients 18
Countywide Homeless Healthcare
Programs
All WV-affiliated clients Data not available
Table 1. Existing Homelessness Response Services Summary. Notes: descriptions of the services are included in the Needs Analysis report and summarized in the homelessness response programs descriptions in the following feasibility analysis section.
Campbell’s new inclement weather hotel voucher program was used for a total of 57 individual room nights by approximately 12 clients during its initial six-week operation. *In some cases, a couple or family with dependents are considered a single client in the data available.
2025 Point-in-Time Homeless Count
The 2025 Point-in-Time (PIT) Count, conducted by volunteers and coordinated by OSH, was carried out on the mornings of January 22 and 23, 2025, with the countywide PIT numbers being released in June 2025. The count shows that the number of people experiencing homelessness rose by 8.2% when compared to the 2023 PIT count. The number of unhoused individuals in Santa Clara County has risen from 9,903 in 2023 to 10,711 in 2025. This trend of increasing homelessness aligns with the observations made by the County of Santa Clara Office of Supportive Housing and County homelessness experts over the past few years. The Bay Area continues to experience an increase in people entering homelessness compared to those exiting. Factors such as the limited availability of affordable housing, wage disparities, and
10 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
structural inequalities (poverty, wealth inequality, stigmatization) all contribute to homelessness in the Bay Area, including in Santa Clara County.
The table below compares the 2025 PIT count totals for each of the five West Valley jurisdictions to the 2023 PIT count numbers, along with the corresponding increase or decrease. Only the Town of Los Gatos saw a decrease in the number of unhoused. Other jurisdictions, such as Cupertino and Saratoga, have seen a measurable increase in the number of unhoused individuals, while the City of Campbell has seen a 15% increase.
Jurisdiction 2023 PIT Count 2025 PIT Count % Increase
Campbell 92 108 15%
Cupertino 48 101 52%
Los Gatos 81 27 -200%
Monte Sereno 0 0 0%
Saratoga 0 19 100%
Total 221 255 13%
Table 2. 2025 and 2023 Point-in-Time Counts
Statewide, preliminary data shows that the number of unhoused individuals has decreased by
4.3%, with a 4% decrease in total homelessness and a 9.5% reduction in unsheltered homelessness. Results vary by region; as mentioned earlier, Santa Clara County saw an 8.2% increase from 2023 to 2025, while Sonoma County reported a 22.6% decrease.
FEASIBILITY STUDY 11
Feasibility Analysis
Homelessness Response Programs Overview
The overall program landscape is broken into six categories in this study: homelessness prevention, outreach and case management, immediate needs, shelter and safe parking, interim and transitional housing, and permanent housing. The following sections describe the categories, and the potential services provided within each. The following sections describe the categories, and the potential services are provided within each.
Each potential program is ranked with a feasibility score and an impact score as indicated in the table below. The impact score is a composite of three indicators: scale of the current gap, short-term impact, and long-term impact. The feasibility score is a composite of five indicators:
cost savings, cost, external funding likelihood, level of difficulty to implement, and the level of established implementation partnerships. In addition to the composite scores in the table below, a detailed table including each program and indicator is included as an attachment.
12 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
Programs by Type Impact Score Feasibility Score
Prevention
Homelessness Prevention & Rental Assistance Highest Highest Opportunity Fund & Reunification High Highest
Hotlines & Information Moderate Highest
Tenant Protections Moderate High
Outreach & Case Management
Case Management Highest High
Health, Mental Health & Substance Care Highest High
Navigation Center Highest Moderate
Job Training Moderate Highest
Outreach Moderate High
Mobile Navigation Center Moderate High
Law Enforcement Coordination Moderate Moderate
Immediate Needs
Food, Showers & Laundry High Highest
Phone, Internet, & Mail Moderate Highest
Safe Storage Moderate High
Transportation Moderate High
Neighborhood Health & Cleanliness Moderate Moderate
Safe Sleeping & Sanitation Moderate Moderate
Shelter & Parking
Temporary Shelters Highest Moderate
Safe Parking High Moderate
Hotel Vouchers/Rentals Moderate Highest
Interim & Transitional
Rapid Rehousing Highest High
Transitional Housing Highest Moderate
Interim Sites High Moderate
Permanent Housing
Permanent Affordable Housing Highest High
Table 3. Homeless Response Programs and Scores by Program Type
FEASIBILITY STUDY 13
The diagram below provides graphic representation of each of the potential programs organized by its respective impact score and feasibility score. Programs with a higher feasibility score are in the greener shaded columns toward the right-hand side. Programs with a higher impact score are in the greener shaded rows toward the top.
Figure 2. Homelessness Response Programs Matrix by Impact and Feasibility Scores
14 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
Prevention Programs
Prevention Programs by Impact and Feasibility
Programs Impact Score Feasibility Score
Homelessness Prevention & Rental Assistance Highest Highest Opportunity Fund & Reunification High Highest
Hotlines & Information Moderate Highest
Tenant Protections Moderate High
Figure 3. Prevention Programs by Impact and Feasibility Prevention programs provide financial aid and support services to individuals and families at risk of losing housing to avoid homelessness and its negative impacts. Services often include one-time rent or utility assistance, help with move-in costs such as security deposits, legal assistance for evictions, and referrals to other community resources. These programs provide stability and prevent long-term homelessness.
Homeless Prevention and Rental Assistance
Homeless prevention programs assist those at risk of becoming homeless. This can come in the form of emergency rental assistance to help the tenants meet their rent for a short period of time, help with moving costs and rental payments to move to a more affordable unit , and free legal assistance for evictions The Santa Clara County Homelessness Prevention System (HPS) program assists low-income families or individuals who are at risk of losing their housing in the form of flexible rental assistance, case management, legal services, and other support services through a network of approximately twenty community-based providers.
Free or low-cost tenant legal services are also available throughout Santa Clara County to help with impending or wrongful evictions. Project Sentinel, the Law Foundation of Silicon Valley. Bay Area Legal Aid, and the Santa Clara County Superior Court Self-Help Center offer these services to eligible tenants. However, resources are limited and not sufficient to meet the needs.
FEASIBILITY STUDY 15
Opportunity Fund and Reunification
An Opportunity fund would allow for “just-in-time” small grants to unhoused individuals or families for rental application fees, bus or airline fare for family reunification, gas money, or a hotel night stay. The ability for a case manager, service provider, or agency to use such funds was raised by several stakeholders as an important resource. It is important that the funding be easily accessible and that there be established rules for the use of the funds and disbursement. The South Bay Cities Council of Governments in Los Angeles County successfully established a similar fund allowing local jurisdictions to help with small costs. Jurisdictions could create their own fund, administered by a nonprofit, or participate in a similar program funded by the County of Santa Clara and administered by the Bill Wilson Center called the Here4You hotline. Interested jurisdictions could provide funding to the Here4You hotline specifically for its residents and specific situations.
Hotlines and Information
Many communities maintain homelessness hotlines and publish online and printed informational resource guides with phone numbers, websites, and physical locations of available services printed. The Here4You hotline matches callers to emergency shelters, including transportation to the shelters. In addition to referrals for openings at emergency shelters, the staff will also help those seeking rental assistance by directing them to additional Homeless Prevention Services in the Santa Clara County region. The Here4You hotline can be accessed at (408) 385-2400. from 9:00 AM to 7:00 PM, seven days a week. The Santa Clara County Homelessness Prevention System maintains a county-wide website, https://preventhomelessness.org, and flyer, as well as a centralized hotline for accessing services (408) 516-5100. An example of their flyer is included as an attachment to this document.
The United Way of Santa Clara County also offers assistance through its Emergency Assistance Network (EAN), which brings together local nonprofits to deliver coordinated support for those facing urgent needs. The Emergency Assistance Network (EAN) provides a variety of services to prevent homelessness and act as a safety net for residents facing eviction, utility disconnection, and hunger. The EAN helps families and individuals recover from emergencies, often providing case management and financial education along with referrals for food, rent and mortgage assistance, utility assistance, medical, and transportation aid. The network refers people to the closest local agency
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based on zip code, ensuring faster, more personal support. The United Way leads this collaborative network by coordinating fundraising and advertising the program. Four of the West Valley cities use West Valley Community Services (WVCS) as the network coordinator while Campbell’s network coordinator is Sacred Heart Community Services.
Tenant Protections
Tenant protections are tools cities can use to prevent homelessness. Several Bay Area jurisdictions go above and beyond the California Tenant Protection Act of 2019 (AB 1482) and the State Density Bonus Law to provide protections. The California Tenant Protection Act of 2019 (AB 1482) is a statewide law that limits annual rent increases to 5% plus the regional CPI (or 10% maximum) and requires a landlord to have "just cause" to evict tenants after one year of tenancy. The law applies to most properties in California but has several exemptions, including newly built housing (under 15 years old), single-family homes owned by individuals, and owner-occupied duplexes or units.
The Cities of Redwood City, Mountain View, and San Jose all have tenant protection ordinances or programs, which provide displaced tenants with relocation assistance if the tenant is of low or very low income. The programs are all administered by city staff with additional contracts with relocation specialists, who interview the tenants and decide the relocation benefits. The costs for relocation benefits are paid for by the property owner or developers, and the cities usually have housing staff administer the program. These tenant protections have been successful and prevent homelessness in these cities by providing relocation for displaced tenants. The tenants are assisted by relocation specialists who provide them with a list of available units and assist the displaced tenants in securing relocation funds from the property owners displacing them.
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Outreach and Case Management Programs
Outreach & Case Management Programs by Impact and Feasibility Programs Impact Score Feasibility Score
Case Management Highest High
Health, Mental Health & Substance Care Highest High
Navigation Center Highest Moderate
Job Training Moderate Highest
Outreach Moderate High
Mobile Navigation Center Moderate High
Law Enforcement Coordination Moderate Moderate
Figure 4. Outreach and Case Management Programs by Impact and Feasibility Outreach programs connect with individuals experiencing homelessness in the community to assess their needs, while case management provides personalized support, goal planning, and referrals to services like shelter, housing, healthcare, and benefits. Outreach teams engage and build trust with unhoused individuals, often those living in unsheltered locations, to link them to the broader coordinated system and essential resources, while case managers then work with those individuals to develop a plan, set goals for finding employment and housing, and achieving self-sufficiency.
Permanent housing has long been seen as the best way to end homelessness. Methods of providing permanent housing can be found in the permanent housing section of this report.
Case management is a core component of homelessness prevention and is discussed in the outreach and case management programs section below.
Case Management
Case management helps unhoused people and families by providing individualized support and resources to achieve housing stability. The case manager works with the unhoused client to set goals with the ultimate aim of being housed. This means they may work with individual clients on employment opportunities, mental health stability, addiction recovery, etc. Currently, the West Valley cities rely primarily on “soft-touch” case management from West Valley Community Services, services provided by Amigos de Guadalupe (funded by OSH) at safe car parking sites, and some housing focused case management from OSH at certain faith-based locations during the housing screening process. The City of Campbell’s Unhoused Specialist performed outreach to the Campbell unhoused population and was able to perform some additional services that
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bridged into what would typically be considered be case management for approximately twenty individuals, including HMIS data entry for any unhoused person interested. There is no proactive plan to provide case management and support services to unhoused individuals or families living on the streets.
Healthcare, Mental Health, and Substance Care
Access to health and dental care remains a high need for unhoused people and families in the West Valley cities. Santa Clara Valley Healthcare provides health services to unhoused individuals through its Valley Homeless Health Care Program (VHHP). While Santa Clara Valley Healthcare services are available to unhoused people who can travel to physical clinic locations located outside the West Valley area, the VHHP has not recently served any of the West Valley cities through their mobile health care or backpack health care programs. The VHHP program presently serves Sunnyvale, Santa Clara, Mountain View, South County, and San Jose. Mobile clinics include custom vehicles that are brought to a designated site according to a fixed schedule, such as the first Saturday of each month, and can be paired with pop-ups of other service providers to form the backbone of a mobile navigation center concept. There may be an opportunity for interested cities to contact the VHHP and OSH to request services for individuals or develop plans for more robust mobile or backpack health care programs to serve the West Valley area. A once-a-week visit to one or two specific sites may provide effective support to the unhoused populations in the West Valley.
Navigation Center
Navigation centers are typically physical locations where trained staff provide case management, centralized services, and transitional housing units or other forms of nonpermanent housing are located. The case management provided is not just for the transitional housing residents living on-site but is also made available for “walk-in” clients. The goal is to provide a location where the unhoused client can receive case management and access other resources and support services in one place. They could receive food, help with applying for benefits, showers, and do laundry. Navigation centers are also sometimes paired with other types of places for people to sleep, such as indoor or outdoor safe sleeping sites, safe parking facilities, etc. Some communities in California have created navigation centers by either purchasing and rehabbing existing buildings, rehabbing underutilized public buildings, or through new construction.
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• The San Mateo County Navigation Center, located in Redwood City is a recent example of a new construction navigation center. The center can house up to 260 people, either families or individuals, and cost about $57M to construct. All rooms are non-congregate, meaning families and individuals have access to private sleeping quarters, most with private bathrooms. Residents can also bring pets to the center and have access to a garden. The County of San Mateo believes this is their first step to achieving “functional zero” homelessness. The County of San Mateo defines functional zero as every unsheltered homeless person in San Mateo County who chooses assistance can be sheltered in an emergency shelter or in temporary or permanent housing. The center offers dental services, medical services, case management and access to laundry.
Outreach Services
Homeless outreach involves skilled teams who meet people living in unsheltered locations to build trust and connect them with essential services like shelter, housing, healthcare, and counseling. Outreach workers assess individual needs, provide survival aid, and guide individuals through the process of obtaining benefits and finding permanent housing. Typically, outreach workers do not provide the level of detailed case work that an assigned case manager provides. For example, the City of San Jose contracts with PATH and HomeFirst for outreach within its borders, OSH contracts with the Bill Wilson Center and Abode for countywide outreach and the City of Campbell Unhoused Coordinator provided outreach services in Campbell.
Mobile Navigation Center
Mobile navigation centers are focused on providing immediate, accessible resources such as hygiene and outreach. They act as a stepping stone to the more comprehensive services available at a brick-and-mortar navigation center, with the specific services offered ranging from limited to more extensive. They can come in the form of a “resource fair” where several service providers gather in a parking lot of a faith-based organization or a community center and provide laundry facilities, showers, food, health, dental, veterinary services, and case managers or a retrofitted vehicle, similar to a food truck, that travels to different sites and provides case management, showers, laundry and food.
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• South County Community Services provides services for unhoused people and families at its Church Street Gilroy location, such as a food pantry and laundry facility. They also provide unhoused people and families with a permanent mailing address at their facility. They do not accept packages and require unhoused people to sign a liability release, but it will provide unhoused clients with a mailing address for benefits and correspondence. In addition, once a month, the facility hosts a
resource fair for unhoused
people and families where they
can access essential services
such as case management, food,
laundry, showers, and health
services. The South County
Community Services program
costs about $925,000 a year to
operate and receives financial
support from the County of
Santa Clara of $725,000 in the
form of grants.
Job Training
Job training programs for people experiencing homelessness provide skills for stable employment and offer wraparound support for success, addressing challenges like gaps in employment and negative employer stereotypes. Programs include vocational training, apprenticeships, and transitional jobs, and are usually offered by government agencies and nonprofits like the Salvation Army, Destination: Work, the State CalFresh Employment Training program, and some local nonprofits. Training covers job readiness, soft skills, resume building, and interview preparation, often alongside life skills such as financial literacy, and is most effective when combined with housing and other support services.
Law Enforcement Coordination
Although many Santa Clara County law enforcement agencies currently receive crisis intervention and de-escalation training, it is important that cities continue to support Figure 5. Popup food distribution (image credit: South County Community Services)
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the partnership among law enforcement, mental health service agencies, and homeless response agencies to handle interactions with individuals experiencing homelessness, including mental health crises. Many cities have found it particularly helpful to form interagency task forces that include law enforcement, public works, parks and recreation, and housing staff to meet quarterly to discuss challenges and successes in the fight to eliminate homelessness. Other jurisdictions assign officers as designated homeless outreach officers to work directly with unhoused people after they have received specialized training.
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Immediate Needs Programs
Immediate Needs Programs by Impact and Feasibility
Programs by Type Impact Score Feasibility Score
Food, Showers & Laundry High Highest
Phone, Internet, & Mail Moderate Highest
Safe Storage Moderate High
Transportation Moderate High
Neighborhood Health & Cleanliness Moderate Moderate
Safe Sleeping & Sanitation Moderate Moderate
Figure 6. Immediate Needs Programs by Impact and Feasibility Immediate needs response programs provide short-term assistance to help individuals and families facing homelessness or a housing crisis overcome a temporary barrier, offering services like temporary shelter, food, storage for belongings, transportation assistance, access to internet service or a cell phone, showers, and laundry services. Emergency warming and cooling centers are discussed in the subsequent shelter and parking section.
Food, Showers, and Laundry
Food distribution is one of the oldest programs provided to people experiencing homelessness and is provided in the area by service providers and volunteer groups, including faith-based community groups. Showers and laundry services for unhoused people are essential for restoring dignity, improving hygiene, and positively impacting mental health. These services are typically provided by non-profits through stationary drop-in centers and mobile units like WeHope's Dignity on Wheels, which travel to different locations. Project WeHope, currently has contracts with the cities of Sunnyvale and Santa Clara to provide not only portable showers and laundry service, but case management, and overnight hotel stays during inclement weather, Overall, the City of Sunnyvale has budgeted about $900 thousand a year for these services, while the City of Santa Clara has budgeted $850 thousand to serve slightly fewer people. Many faithbased communities in the West Valley cities currently offer showers and laundry facilities to unhoused people as part of their homeless services programs, specifically, in the town of Los Gatos. They rely on donations from the congregation and volunteer assistance with minimal cost to the town. Some communities include mobile shower and laundry services with homeless services pop-ups or mobile navigation center schedules. Other communities have also installed temporary or semi-permanent toilet facilities.
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Safe Storage
Safe storage facilities or lockers have been provided in some California communities as a way of offering dignity and compassion to unhoused people. • For example, the City of Burbank uses a combination of Community Development Block Grant (CDBG) and special measure funding to provide a safe storage location for unhoused people. The program is run by the Salvation Army and uses plastic rolling bins similar to recycling carts to store the belongings for unhoused people. The facility is open daily from 8:00 AM to 5:00 PM and serves about 40 unhoused individuals at any given time.
• Madison, Wisconsin, provides lockers scattered throughout the city in groups of 4-10 lockers. The City pays the provider $10,000 to purchase the lockers and the provider works with local businesses to place the lockers on their property.
Transportation
Public transportation is underprovided for the West Valley unhoused. Often, major bus lines are only available along the larger corridors. Transportation options are needed for people with mobility-challenges to access health care appointments and to access shelter opportunities. Interviews with stakeholders and support service providers indicate that very few of the unhoused people can secure transit passes on their own. • One potential solution is the Valley Transportation Authority (VTA) Mobile Assistance Program (MAP). MAP is designed to address transportation gaps and barriers for Santa Clara County’s older adults, individuals with disabilities, and low-income residents. The program aims to enhance access to employment, education, travel training, healthcare, and essential support services while encouraging public transit use and healthy living. The program provides direct transportation resources (through partnerships with local community organizations. These resources include transit and paratransit fares and gas vouchers. Silicon Valley Independent Living Center (SVILC) and Catholic Charities are two of the community organizations that have been working with VTA to provide these transit resources to those in need. If these organizations are working with any of the West Valley cities, the possibility of partnering with these organizations to assist unhoused people with transportation needs exists.
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Neighborhood Health and Cleanliness
In July 2024, the Supreme Court sided with Grants Pass in the case Grants Pass v.
Johnson. Previously, in many western states, including California, cities were unable to remove encampments in many circumstances (e.g., without providing an equal number of shelter beds). Following this case, many cities, including San Jose and San Francisco, are beginning to clear encampments, and other cities along the peninsula are beginning to implement policies on when encampments should be cleared and how much notice should be provided. Typically, at least 72 hours of notice is provided to encampment residents when a site is going to be cleared, unless it is close to a sensitive area, such as a river or creek, in which case less notice may be given. Costs for clearing encampments vary based on the area and items being cleared.
Efforts to clear, prevent, and manage San Jose’s homeless encampments cost the city and partner agencies almost $8.6 million in 2019, according to a report entitled, “Exploring Homelessness Among People Living in Encampments and Associated Costs,” published in February 2020. The report analyzed spending in four cities, including San Jose, and found that clearing encampments is a major undertaking for cities and can be quite costly.
In addition to encampment cleanups,
some cities have hired service providers
that employ unhoused people to
ensure that the city streets are clean
and safe. These service providers make
sure used needles and garbage are
kept off the streets and waterways. The
program services two purposes, it helps
formerly homeless individuals by
providing employment, while making
sure the streets and waterways remain
clean and safe. Other cities have
provided free toilets and trash services
to promote cleanliness, sanitation, and
public health.
Figure 7. Prefabricated free public restroom in Redwood City (image credit: Good City Company)
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Safe Sleeping and Sanitation
Safe sleeping sites are sanctioned tent encampments that provide tents and services for unhoused residents, these are sometimes referred to as safe tent or designated camping sites. These typically have a low barrier for entry and require unhoused individuals or families to agree to be good neighbors and abide by certain rules, such as no alcohol or drugs. Cities, such as San Jose and Santa Cruz, have navigation centers or other jointly located services adjacent to or at safe sleeping sites to assist in transitioning unhoused people into shelters or transitional housing. The navigation centers also assist with helping unhoused people secure services such as Social Security benefits, Veterans benefits, health care, food, and sanitary services. Tents and sanitary facilities are provided onsite at most sites, but there are a few sites nationwide that allow unhoused people to bring their own tent.
• The City of San Jose recently opened its first safe sleeping site. Initial costs are estimated at $2.4 million per year to operate. This includes services such as security, meals, showers, laundry, case management, and garbage collection for its 56 tents. In addition to locations where tents are pitched outdoors, some cities have facilities located in permanent structures, such as an armory or vacant commercial building, or temporary structures, such as a sprung structure (large event-style tent).
Phone, Internet, and Mail
Mobile phones are necessary for people experiencing homelessness as they provide a lifeline for accessing crucial services, staying in contact with support systems, ensuring personal safety, and improving overall well-being. California LifeLine offers low-cost and free monthly telephone services to eligible, low-income California residents. Participants can qualify for the program if they receive public benefits or meet household income limits. However, the phones must often be mailed to a mailbox. Phones are also frequently lost, stolen, or broken. Additionally, access to electricity to charge the phone is difficult, and there are data limits on the devices. A common barrier is the unhoused person must often have a mailing address to receive the phone. Local libraries also offer computer and internet access.
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Shelter and Parking Programs
Shelter & Parking Programs by Impact and Feasibility
Programs by Type Impact Score Feasibility Score
Temporary Shelters Highest Moderate
Safe Parking High Moderate
Hotel Vouchers/Rentals Moderate Highest
Figure 8. Shelter and Parking Programs by Impact and Feasibility Emergency shelters and safe parking programs both provide temporary shelter to unhoused people. An emergency shelter provides a temporary indoor place to sleep, offering beds, bathrooms, and meals, typically for individuals or families facing homelessness due to weather or other reasons. A safe parking program offers a designated, monitored outdoor lot for people living in their vehicles, providing safety from vehicle break-ins and access to basic amenities and supportive services to help them transition to stable housing. While shelters offer more structured spaces, safe parking programs focus on providing a stable and secure place to park overnight and access services.
Temporary Shelters
Temporary shelters can be provided in a range of forms, both congregate and noncongregate. These can also include warming and cooling centers, cold weather shelters, domestic violence shelters, and shelters associated with navigation centers. • Warming and cooling centers are facilities that are temporarily made available to the general public during extreme temperature conditions. Centers are not overnight shelters. They are open for a limited number of hours and for a limited number of days and provide limited services. They can be provided in libraries, community centers, and other public buildings that have heat or air conditioning and are only activated during extreme heat or during extreme winter storms.
There is little cost to activate these shelters except for staffing and food costs. • Cold-weather shelters can be provided in public buildings such as community centers and underutilized public facilities. These are typically for the duration of the winter and provide unhoused people with safe and warm sleeping facilities.
Typically, the unhoused people arrive in the early evening and may be provided with dinner, shower facilities, and warm bedding. The facilities are almost always congregate in nature. In the morning, the unhoused people leave the facility and return to work or find a place to spend the daytime hours. In some cases,
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breakfast and laundry facilities may be provided. HomeFirst, operated through an OSH grant, provides cold weather shelter in Mountain View. The site provides services from November through April, serving women and families and works in conjunction with the Hope’s Corner program which provides meals, showers and laundry to a broader unhoused population. The cold weather shelter is supported by a grant from OSH and costs about $60,000 a year to run out of the Trinity United Methodist Church.
• Overnight warming locations are similar to cold weather shelters. However, they are set up every evening and broken down the following morning, allowing the locations to serve a different purpose during the day. For example, HomeFirst has partnered with the City of San Jose, San Jose Public Libraries, and San Jose Parks and Recreation to offer Overnight Warming Locations (OWLs) across San Jose.
These sites activate in November and close in April. The City has a contract with HomeFirst to provide the overnight staffing, bedding, and clean-up. These services are not currently being provided in the West Valley cities. • Congregate shelters are temporary housing facilities where people sleep in shared or communal spaces, providing little to no individual privacy. All shared spaces are communal as well. These shelters have fallen out of favor with homeless service advocates because many unhoused prefer moderate privacy and protection for their belongings. Examples of congregate shelters in Santa Clara County include the HomeFirst Boccardo Reception Center and HomeFirst Gilroy Shelter, which serve hundreds of adults with a bed, shower, and meals in a shared living environment. These sites offer case management, housing problemsolving, including the exploration of family reunification, and housing search assistance.
• Non-congregate shelters allow for private spaces for sleeping, bathing, and storing of personal possessions while still utilizing communal spaces for gathering and, in some cases, meals. Examples of non-congregate shelters include the LifeMoves Mountain View tiny home facility and the San Jose Family Shelter on King Road in San Jose. New shelters are generally non-congregate in nature and many use modular construction or are hotels leased for sheltering unhoused people.
• Domestic violence agencies operate 24/7 in Santa Clara County and are accessible either online via chat or through a phone hotline. Next Door Solutions
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continues to be the largest provider of services to victims of domestic violence and operates shelters throughout Santa Clara County. Locations for shelters for domestic violence victims are confidential, but they serve the entire County. Many cities fund these types of activities with General Fund or CDBG funding for approximately $10,000/ year.
Safe Parking
Safe parking programs offer temporary, legal places for people living in vehicles to park overnight, providing access to basic needs like restrooms and security and helping them transition into more stable housing. Sites provide a temporary, safe location to park for individuals and families living in vehicles, while also providing access to needed services, helping transition them into stable housing. Site managers connect participants with supportive services, including case management, employment search assistance, housing locator assistance, healthcare referrals, and behavioral health services. Some locations provide two meals a day along with restrooms, water, wash stations, and other basic services.
• As an example of this type of program, the City of Mountain View operates four safe parking sites throughout the city, two on city-owned property which operate 24 hours a day and two at faith-based locations. In total, the program provides 105 safe parking sites and additional parking for commuter vehicles for those living in RVs. The City budgets $700,000 a year in general fund monies to MOVE MV to operate the sites. In addition, MOVE MV receives $2,155,238 in funding through OSH to provide support services at these sites. The program has been successful at helping resolve the on-street RV parking issues in the city and providing a safe living environment.
• Safe parking exists in the West Valley cities in the form of Rotating Safe Parking at faith-based communities and has been effective. Case management and operation of the Rotating Safe Parking is provided by Amigos de Guadalupe through a grant from OSH. The budget for the entire program, including San Jose locations, is approximately $800,000. However, the budget for servicing Cupertino, Campbell, Saratoga, and Santa Clara is closer to $200,000.
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Hotel Vouchers/Rentals
Hotel voucher/rental programs for unhoused people and families are another form of temporary shelter, often provided through local jurisdictions. This program offers immediate housing to unhoused people or individuals and families in crisis, such as those fleeing domestic violence, medically vulnerable unhoused, youth fleeing family conflict, or youth transitioning out of the foster program. Currently, Los Gatos and Campbell offer hotel rooms to vulnerable unhoused people during severe weather.
Interim or temporary housing at hotels is another example of how jurisdictions can provide a safe, stable environment for unhoused people after clearing an encampment or when medically necessary. The City of San Jose has a $7M budget to rent hotel rooms in ten hotels throughout the city to provide interim housing to unhoused people. The hotels have agreed to rent the hotel rooms to the City, and the City refers unhoused people to the various hotels. The hotels are currently being used to house those displaced during encampment clearings. HomeFirst operates the program and provides case management and support services.
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Interim and Transitional Programs
Interim & Transitional Programs by Impact and Feasibility Programs by Type Impact Score Feasibility Score
Rapid Rehousing Highest High
Transitional Housing Highest Moderate
Interim Sites High Moderate
Figure 9. Interim and Transitional Programs by Impact and Feasibility Interim and transitional housing programs provide temporary shelter and supportive services for individuals and families experiencing homelessness. Both serve as a bridge to permanent housing, but the programs may differ in length of stay, level of services, and target populations.
Rapid Rehousing
Rapid rehousing quickly connects unhoused people to housing and services by providing temporary rental assistance. Generally, rapid rehousing is funded through federal sources like the Homelessness Prevention and Rapid Re-housing Program (HPRP), Emergency Solutions Grants (ESG), and the HOME program, as well as state funds and local initiatives such as the 2016 Measure A Affordable Housing Bond. These programs are available County-wide. Eligibility is determined through the HMIS intake.
Transitional Housing
Transitional housing provides temporary housing with supportive services to individuals and families experiencing homelessness for up to two years. Transitional Housing requires the program participants to pay a portion of their monthly income for rent and usually provides a temporary rent subsidy for the duration of the program. The rental subsidies can be provided through a Tenant-Based Rental Assistance (TBRA) program funded with Federal HOME funding. In the case of HOME funding, the subsidy is not tied to a rental unit but is provided directly to the household.
Transitional housing programs are also used for youth who have aged out of the foster care program and those fleeing domestic violence. The Bill Wilson Center's Transitional Housing Program provides comprehensive services for homeless youth ages 18-24, including young single parents and their children. Clients live in shared, supervised apartments or houses throughout the County while receiving counseling, independent
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living skills training, parenting classes, and employment services. The goal of the 12-18 month-long program is to help the youth become self-sufficient adults with strong connections to the community.
Some Santa Clara County domestic violence support agencies provide transitional housing at confidential sites throughout the County. An example of this type of program is Maitri, which operates the Anjali Transitional Housing Home for survivors of domestic abuse. The program offers support services and training.
Interim Sites
Interim sites, including “Tiny Home Villages,” are also being used in surrounding communities to quickly provide shelter to unhoused people. Communities will build modular small homes, either pallet or preconstructed structures, to quickly provide shelter. All the tiny homes come with electricity and plumbing. Each tiny home has a small common area that will double as a sleeping area, a small kitchen, and a private bathroom. Some tiny homes are constructed so that they can easily convert from a single unit to a multigenerational unit.
• An example of a tiny home community can be found on Leghorn Drive in Mountain View. The City used prefabricated homes to quickly build 100 units on a recently purchased site. Overall costs for the site purchase and development of the 100 units were $25M, with much of the funding coming in the form of a grant from HomeKey and funding from the City and County of Santa Clara.
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Permanent Housing Programs
Permanent Housing Programs by Impact and Feasibility
Programs by Type Impact Score Feasibility Score
Permanent Affordable Housing Highest High
Figure 10. Permanent Housing Programs by Impact and Feasibility Permanent affordable housing programs provide long-term housing solutions and supportive services to individuals and families who have recently or are currently experiencing or at risk of homelessness. The level of services provided varies based on the type of affordable housing.
Family housing will provide support services for the children and light support services to the heads of household, whereas permanent supportive housing is a more intensive program.
Permanent Affordable Housing
Affordable housing, whether temporary or permanent, is a high need not just in the West Valley, but throughout Santa Clara County and California. According to Destination: Home, at least 75 percent of Santa Clara County’s unhoused people are unsheltered. This means they are living on the streets, in vehicles, tents or other places not suitable for habitation. Although jurisdictions in the West Valley offer safe parking sites and hotel stays, none of these are classified as transitional or permanent housing.
Cupertino has several 100% affordable housing developments in its jurisdiction and Campbell is looking to provide 100 affordable units at the Santa Clara County Valley Transportation Authority (VTA) Winchester park and ride lot. Housing to serve homeless households specifically includes the following:
• Permanent affordable housing includes the construction of 100 percent affordable developments, inclusionary units, the provision of Section 8 vouchers, and the rehabilitation of existing units to serve the extremely low-income. In addition, Extremely Low-Income (0-30% AMI) and Acutely Low-Income (0-15% AMI) units can be provided in mixed-income housing developments. • Permanent supportive housing combines longer-term rental assistance with supportive services and case management for individuals experiencing chronic homelessness. In the West Valley area, there are presently six units of permanent supportive housing in Cupertino and 23 that have been approved in Campbell.2 2 County of Santa Clara, Office of Supportive Housing, Supportive Housing Development Update, January 28, 2025, https://files.santaclaracounty.gov/exjcpb1571/2025-01/housing-bond-report-25.pdf.
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Recommendations
The project team offers the following recommendations to support prioritization of potential future homelessness services programming. While there are clear advantages to prioritizing programs with both the highest feasibility scores and highest impact scores, ensuring a holistic overall program landscape is also important.
The needs analysis also underscored the higher prevalence of specific subpopulations. Many programs described above, such as permanent affordable housing, temporary shelter, and hotel voucher programs, can be used to support targeted subpopulations of unhoused individuals and families. In addition, such programs may also support housing-vulnerable populations at high risk for homelessness including youth and families with children, domestic violence survivors, youth aging out of the foster care system, LGBTQ+ youth, veterans, postincarceration/reentry populations, and housing insecure community college and university students. Cities may want to partner with local community colleges and domestic violence service providers to create permanent housing, temporary shelters, or other services for these populations.
1. Develop a West Valley area homelessness response implementation plan While this study identifies programs and actions the cities could take to address homelessness, it requires the cities to take the next step to focus on implementation. An implementation plan would establish clear goals and tracking metrics to understand progress is a hallmark of successful strategies to address homelessness. A plan tailored to the five jurisdictions of the West Valley area could include the following elements:
a. Vision: Establish an aspirational vision for the plan over a multi-year time horizon. Consider aligning with the Housing Element cycle. b. Goals and objectives: Write Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals and objectives for the West Valley area and for each jurisdiction.
c. Mind the gap: Ensure programming addresses each step along the homelessness services continuum and supports individuals to move toward stable housing.