34 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
d. Priority segments: Develop a common definition of priority segments of the population for the West Valley area and develop services tailored to their specific needs.
e. Near- and long-term outcomes: Include near wins and activities with longertime horizon impacts. f. Leverage existing programs: Wherever possible, strengthen or expand existing services rather than building a parallel system.
A template including examples of relevant SMART goals and objectives are included in the text box below. While not intended to be a comprehensive implementation plan, the following could serve as inspiration for such a plan. An effective plan would be developed in conjunction with a community engagement process and engagement among the jurisdictions and other key stakeholders. An example summary from the City of Mountain View is also included as an attachment to this document. The process used to develop the Santa Clara Valley Agricultural Plan can also serve as a model for how the West Valley jurisdictions could come together through a task force to develop a shared homelessness response implementation plan.
FEASIBILITY STUDY 35
Figure 11. Example SMART Goals and Objectives
Example Goals and Objectives*:
1. Ensure no family with children or youth sleep outdoors by 2027. a. Establish agreement with County to provide X family and youth beds with priority for West Valley homeless residents by 2027.
2. Cut unsheltered homelessness across the West Valley Area by ~40% by 2028 and by 60% by 2031. a. Secure X number of priority access beds for homeless West Valley residents by 2028. b. Make X permeant housing placements per year by 2028 and X permanent housing placements by 2031.
3. Reduce first-time homelessness by ~25%, by 2028.
a. Provide X of financial support to Santa Clara County Homelessness Prevention System by 2028.
b. Provide financial support to tenant protection service providers (e.g. as indicated in each jurisdiction’s Housing Element)
4. Provide targeted services to 75% of individuals who have been homeless for 2 months or less by 2027. a. Expand safe parking options by an additional 30 spaces by 2027. b. Establish an oversize vehicle safe parking for at least 20 spaces by 2027.
5. Provide intensive formal case management to 50% of unhoused population by 2027. a. Implement a West Valley case management contract with a service provider (e.g. four FTE case managers and one FTE outreach worker) by 2026.
b. One jurisdiction to hire a program manager to manage the shared program by 2026.
6. Remove barriers to health, mental health, and substance use care to 50% of unhoused population by 2028.
a. Provide transportation to 100 individuals per year by 2027. b. Provide mobile services at least once per month by 2028.
7. Provide coordinated services to at least 50 individuals per month by 2028 a. Establish a pop up based or mobile event on a fixed schedule (e.g. First Monday of each month) that includes multiple service providers, community-based programs (e.g. food distribution), and health care by 2028.
8. Establish Homelessness Action Teams by 2026 and publish quarterly scorecard by 2027. a. Formalize West Valley Homelessness Response Task Force by 2026. b. Establish each Jurisdiction Homelessness Action Team by 2026. c. Adopt shared tracking metrics aligned with the Community Plan to End Homelessness and publish quarterly scorecard by 2027.
* Note: all quantitative figures included in the above example goals and objectives are provided for illustrative purposes only. Specific numbers would be developed by the West Valley homelessness response task force.
36 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
2. Sustain and strengthen what works
While there is increasing evidence demonstrating the positive impact of a wide range of homelessness services and prevention programs, at present, the expected loss of funding for the Continuum of Care, federal programs, and the potential service cuts caused by these funding cuts remains a reality.
a. Ensure the continuation of existing ongoing services with a proven track record.
Homelessness prevention and permanent affordable housing are critical bookends to an effective homelessness response strategy. Identify ways to support and expand these efforts using the tools available to local governments.
These include but are not limited to:
i. Direct subsidy of permanent housing development and preservation and homelessness prevention programs, including the Santa Clara County Homelessness Prevention System.
ii. Leveraging land use authority to incentivize or require the development of new units, including inclusionary housing programs, commercial linkage fees, and development agreements.
3. Prioritize programs with high feasibility and high impact Programs with both the highest feasibility scores and highest impact scores should be prioritized while still ensuring a holistic strategy that tailors programs across the spectrum of needs.
a. Programs with high feasibility and high impact include: homelessness prevention and rental assistance; case management; rapid rehousing; permanent affordable housing; health and mental health care; food, showers, and laundry; and an opportunity fund and reunification program. These programs are described in greater detail in the above feasibility analysis section. b. Prevention: Every $1 spent on prevention returned $2.47 in public benefits, according to one recent study.3
c. Permanent Supportive Housing developments, such as the Mary Avenue Villas in Cupertino, are more cost-effective in the long run than temporary shelter. 3 Jeff Olivet and Susan Ellenberg, “Homelessness Is Preventable. Ending It and Saving Lives Is a Policy Choice,” Governing, November 15, 2023. https://www.governing.com/housing/homelessness-is-preventable-ending-it-and-saving-lives-is-apolicy-choice
FEASIBILITY STUDY 37
Nationally, the annual cost for temporary shelter beds to temporarily shelter three people is about $56,000 over twice as costly as the average permanent supportive housing unit for a family of three at about $25,000 per year.4 d. As described in the Needs Analysis report, the public costs to other public services, including public safety, emergency room visits, EMS, and other health costs are associated with considerably increased use among unsheltered homeless individuals.
4. Cultivate partnerships at all levels
The scale of the homelessness challenge is such that a “whole of society approach” is generally considered a best practice. This involves proactively engaging governments, the private sector, civil society, individuals, and communities. a. Invest to coordinate with Santa Clara County, the lead government agency responsible for coordinating responses to homelessness, the Office of Supportive Housing, Continuum of Care, and Community Plan to End Homelessness. b. Target local investments to strengthen homeless services where such services will complement or strengthen the work of others, wherever possible. c. Establish a formal West Valley homelessness task force that includes the five jurisdictions, County representatives, and other key stakeholders (e.g. community college district representatives and select service providers) to develop the West Valley area homelessness response implementation plan. Establish a formal purpose, goals, objectives, membership, and meeting schedule. Consider quarterly meetings of elected representatives and staff from each jurisdiction and monthly manager-level meetings, along with other key stakeholders. Each jurisdiction would share the progress against established metrics with the full group at least quarterly. Variations of such an approach could include informal collaboration with regular meetings, establishing a memorandum of understanding among jurisdictions to share implementation responsibilities for specific services, and creation of a joint power authority among jurisdictions to 4 Hannah Chimowitz and Adam Ruege, “The Costs and Harms of Homelessness: A Learning Brief Examining the Costs Borne by Individuals, Communities, Systems, and Society,” Community Solutions, September 25, 2023, https://community.solutions/research-posts/the-costs-and-harms-of-homelessness/
38 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
oversee sub-regional implementation of unhoused services as South Bay Cities Council of Governments has done in areas of Los Angeles County. d. Within each jurisdiction: Establish a regular Jurisdiction Homelessness Action Team consisting of representatives from all relevant departments such as city manager’s office, community development, police, parks and recreation, libraries, and where applicable: housing, human/social services. Consider monthly meetings or no less frequent than every other month.
e. Identify opportunities for local agency procurement policies that can allow for one jurisdiction to piggyback on the procurement of one of the others to expand a program or contract to their own. This can expedite the delivery of services, reduce administrative burden for public agencies, and reduce the operational burden for service providers who are servicing multiple adjacent jurisdictions. f. Explore creative solutions to remove barriers to community-led programs, including faith-based programs where appropriate.
g. Leverage local governments’ convening power to bring key stakeholders together to shape homelessness response efforts and become more educated about the work of other agencies and organizations.
5. Engage people who have experienced homelessness
Identify ways for individuals who have experienced homelessness to meaningfully participate during the overall strategy visioning and design phase and additional ways to engage during the development and implementation of specific programs on a recurring basis. Consider adding representatives who have experienced homelessness to housing advisory boards or other structured bodies, which would align with recommendations of the Community Plan to End Homelessness. The Lived Experience Advisory Board (LEAB) may be a helpful resource or partner in this work.
6. Align with the Community Plan to End Homelessness
Demonstrate alignment with the current plan’s three goals: address the root causes of homelessness through system and policy change, improve the quality of life for unsheltered individuals, create healthy neighborhoods for all, and expand homelessness prevention and housing programs to meet the need. An update of the Community Plan
FEASIBILITY STUDY 39
to End Homelessness is underway and is an opportunity for West Valley jurisdictions to provide input.
7. Identify funding
Explore creative approaches to identify funding to support homelessness response programs. Engage affordable housing developers to understand what can be done to remove barriers to affordable housing development, particularly barriers to affordable housing finance.
a. Programs to address homelessness are primarily funded through a combination of federal grants, state and local government initiatives, private foundations, and corporate and individual donations. Federal grants are a critical source of funding but are often administered by state and local agencies rather than directly distributed to individual programs. In almost all cases, when jurisdictions apply to the state or federal government for grants for homeless services, they must do so through the local Continuum of Care (CoC), which will administer the distribution of the funding. There are other funding sources such as the public service portion of the Community Development Block Grant (CDBG) program and the HOME Investment Partnership Program (HOME) which are Federal entitlement grants that would not need the CoC partnership.
b. Local and regional funding to support a variety of permanent housing and other homeless services programming is often an effective, if challenging approach to bring additional funding to the table. In many cases, local funding to support the initial capital and startup costs of a program can be helpful in securing additional outside funding. This is often achieved through support from the general fund or through voter approved measures to establish dedicated revenue in the form of sales tax, property transfer tax, bond, or business or lodging taxes. School districts, including community college districts, can also support permanent housing and other homeless services programming. Partnerships with districts to raise funds, especially districts who may also serve as implementation partners, can be an effective way to raise bond funds.
c. In addition, California cities with the Prohousing designation are eligible to apply and receive Prohousing Incentive Program (PIP) funding. These funds can be used to address homeless services as well as affordable housing development. With the small sizes of the five West Valley jurisdictions, it is unlikely that any of the
40 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
jurisdictions can apply for the State’s Homeless Housing, Assistance and Prevention (HHAP) program funding or funds set aside for encampment removal.
This funding is often reserved for larger cities, the CoC, and Counties. d. Some cities that dissolved their redevelopment agencies (RDA) have successfully used a portion of “boomerang” funds to fund homeless services. Boomerang RDA funds are local tax increment funds that return, or "boomerang", to cities for affordable housing after the RDAs were dissolved in 2012. These funds replace the prior tax increment dollars that RDAs used to finance projects, providing a local source for affordable housing development and other programs. However, the overall amount is less than the previous RDA funding.
8. Support neighborhood health, safety, and cleanliness Address quality of life issues for the entire community by contracting with a service provider who would provide case management, outreach, sanitary services and street clean up. This could be similar to what the Cities of Sunnyvale and Santa Clara are currently providing with WeHope contracts.
9. Consider a Functional Zero Homelessness Approach
Functional zero homelessness is a concept used to establish a defined goal regarding the frequency and length of homelessness in the community. The County of Santa Clara defines functional zero as the overall homelessness response system’s ability to consistently house more unhoused families than the number of families experiencing homelessness for the first time each year, and the ability to maintain housing placements at a level sufficient to assist all families currently experiencing homelessness (i.e. those in the Community Queue). This does not mean literal zero instances of homelessness but ensuring sufficient temporary and permanent housing opportunities that are effective at preventing and quickly resolving unsheltered homelessness.
The County of Santa Clara does not include temporary shelter in how it defines meeting functional zero. While some communities define functional zero as including temporary shelter, existing when the number of people experiencing homelessness is consistently fewer than the number that can be housed within 90 days, or use other definitions, this report recommends using the County of Santa Clara definition.
FEASIBILITY STUDY 41
a. Recently, the City of Redondo Beach made the news for having achieved functional zero homelessness. They still have a homeless population, but they can offer housing to those who want housing, and residents who become unhoused can be housed within 90 days of their becoming unhoused. Redondo Beach used strategies like tiny home villages, leasing hotel rooms, using existing interim and permanent housing, and collaborating with local nonprofit organizations and government entities to attain its goal.
42 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
List of Attachments
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)
FEASIBILITY STUDY 43
West Valley Homeless Services
Feasibility Study
Attachment A: Homelessness Response Programs – Detailed Metrics Table Figure A-1. Homelessness Response Program Detail. Note: This table is organized by impact score, then by feasibility score. Component metrics that underly the composite impact and feasibility scores are also provided.
44 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
West Valley Homeless Services
Feasibility Study
Attachment B: Example Homelessness Response Strategy Summary Figure B-1. Example Homelessness Response Strategy Summary (Source: City of Mountain View)
FEASIBILITY STUDY 45
West Valley Homeless Services
Feasibility Study
Attachment C: Example Printed Resource Handouts
Figure C-1. Santa Clara County Prevention System Handout Available: https://preventhomelessness.org/
Figure C-2. City of Mountain View Handout
Available: https://www.mountainview.gov/ourcity/departments/housing/homelessness
46 WEST VALLEY HOMELESS SERVICES JANUARY 26, 2026
West Valley Homeless Services
Feasibility Study
Attachment D: Navigation Center of San Mateo County Photos Figures D-1 to D-3. Navigation Center of San Mateo County (Photos courtesy of San Mateo County Health Department)
FEASIBILITY STUDY 47
West Valley Homeless Services
Feasibility Study
Attachment E: West Valley Homeless Services Needs Analysis Report (July 24, 2025)
RESOLUTION NO. 26-###
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTE SERENO INTENT
TO SUPPORT PARTICIPATIONIN A WEST VALLEY HOMELESS SERVICES
IMPLEMENTATION TASK FORCE
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, in April 1, 2025 the City Council adopted Resolution 25-3925 entering into a Memorandum of Understanding with the Cities Campbell, Cupertino, Saratoga and the Town of Los Gatos to partner together to prepare the West Valley Homeless Services Feasibility Study; and
WHEREAS, the Cities of Campbell, Cupertino, Monte Sereno, Saratoga, and the Town of Los Gatos (“West Valley cities”) have partnered together to prepare the West Valley Homeless Services Feasibility Study (“Study”); and WHEREAS, according to the most recent 2025 Point in Time Count data, the collective West Valley area has an unhoused population of 255 individuals and the number of people experiencing homelessness in the West Valley area increased by 13% between 2023 and 2025; and
WHEREAS, the Study evaluates the state of homelessness in the West Valley area and includes a needs analysis that identifies unmet needs within the overall system for addressing homelessness; and
WHEREAS, the Study identifies potential policy and program responses to address homelessness in the West Valley area that the five West Valley cities could collectively implement in partnership with the County of Santa Clara; and WHEREAS, the Study evaluates the impact and feasibility of implementing different policies and programs within the categories of Homelessness Prevention, Outreach and Case Management, Immediate Needs, Shelter and Parking, Interim and Transitional Housing, and Permanent Housing; and
WHEREAS, a key recommendation from the Study is for the West Valley cities to develop and adopt a West Valley Area homelessness response implementation plan (“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 program; and
WHEREAS, the creation of a West Valley Homeless Services Implementation Task Force (“Task Force”) can act as a means for the West Valley cities to collaborate in developing the Implementation Plan; and
WHEREAS, the Task Force is envisioned to be composed of representatives from each of the five West Valley cities and the County, along with stakeholders and service providers, supported by staff and a consultant team, and be time limited in duration; and
WHEREAS, by working together on developing and implementing homeless services, the West Valley cities can potentially reduce costs and maximize efficiency and economies of scale in implementing homeless services for the unhoused.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Monte Sereno that it does hereby find, determine, resolve, and order as follows:
Section 1: That it is in the best interest of the City to join with other West Valley cities and the County in a West Valley Homeless Services Implementation Task Force to work together on developing an implementation plan for collectively addressing homelessness in the west valley area.
Section 2: That the City Manager is hereby authorized and directed to enter into discussions regarding the formation the Task Force and the development of a workplan and budget, and to bring back a recommendation and Memorandum of Understanding for action identifying the composition, duties and responsibilities of the Task Force to consider for adoption by the City.
REGULARLY ADOPTED AND PASSED this 5th day of May 2026, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
Lionel M. Allan, Mayor
ATTESTED:
__________________________
Gloisy Gonzalez-Langarica, City Clerk
STAFF REPORT
Meeting: City Council - May 05 2026
Agenda Heading: NEW BUSINESS
Staff Contact: Diana Perkins, City Manager
Department: City Manager
Title: Consider and Accept the City Manager's Quarterly Report Covering January 1, 2026 through March 31, 2025
Recommendation(s):
Staff recommends that the City Council consider and accept the City Manager's report 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. City Manager’s Quarterly Report January -March 2026
City Manager’s Highlights
January – March 2026
Joint Evacuation Plan with Simulation-Based Modeling
The City Council has approved an agreement with the Town of Los Gatos to conduct a joint evacuation plan with simulation-based modeling.
As Los Gatos and Monte Sereno share wildfire risk, evacuation routes, and operational response considerations, making a combined study the most effective approach for coordinated planning, modeling, and recommendations across both jurisdictions. The project will produce one joint report for both jurisdictions with shared data, analysis, maps, evacuation and fire modeling, evaluation of evacuation routes and constraints, and prioritized operational and infrastructure recommendations, while identifying jurisdiction-specific considerations where appropriate. For Monte Sereno, that means receiving a planning document and supporting technical analysis that can help inform evacuation readiness, public communication, emergency coordination, and future grant applications.
The study will begin in May 2026 and is expected to be completed by November 2027.
Building Department
Building permit activity for the past three months was as follows:
January – March
2026
Same Range
Last Year
Permits/Inspections
Building Permits Issued 52 47
Construction Valuation $8,130,597 $3,498,336
Building Permit Revenue $215,493 $107,272
Inspection Completed 221 193
The high building permit activity that the city experienced in 2025 is continuing into early 2026.
Staff anticipates the permitting activity to remain high for the remainder of the fiscal year as the number of projects in the review process is higher than average.
New Security Cameras
The Los Gatos Monte Sereno Police Department has installed additional security cameras at City Hall and on Daves Avenue. These cameras allow the Police Department to have access to the recordings and use them for investigative purposes. City staff can also access the recordings from the cameras at City Hall. The cameras were funded with the Supplemental Law Enforcement Service Funds received annually as a grant from the State.
Green Stormwater Infrastructure Project
As part of the current stormwater permit regulations, the City is required to provide treatment for stormwater run-off on 0.2 acres (9,150 square feet) of currently impervious area. The project is required to be designed and budgeted no later than June 2027.
Staff contracted with Sandis Civil Engineers to design and prepare construction plans for this stormwater treatment at City Hall. The project would include capturing rainwater run-off from the roof of the City Hall building and the Auxiliary building as well as some asphalt areas and directing the rainwater to landscaped areas where the water will infiltrate into the ground.
Additionally, some of the concrete and asphalt paved areas will be converted to landscaping.
Staff anticipates the construction plan to be completed in the next couple of months and that the bids for the project could be issued by late summer.
Spring Peaceful Mountain Monitor Newsletter
The Spring edition of the Peaceful Mountain Monitor newsletter was mailed to households in Monte Sereno at the end of March. Articles included a message from the Mayor, information on fire smart landscaping, welcome for Mike Weisz the new City Engineer, the Dolly Parton Imagination Library, and household battery recycling.
The next edition is planned for the Fall. Please send any suggestions for articles to the City Manager.
General Plan Update
California state law requires each city and county to adopt a general plan “for the physical development of the county or city, and any land outside its boundaries which in the planning agency's judgment bears relation to its planning” (Government Code 65300). The State also requires the General Plans to include the following eight elements (sections): land use, circulation, housing (on a separate, 8-year, cycle), conservation, open space, noise, safety, and environmental justice (new for general plans adopted after 2020).
The project to update the City’s General Plan has been on-going for almost two years and is nearing completion. The Public Review Draft of the General Plan Update is available online at:
https://static1.squarespace.com/static/672d32bffa6fac788ddc13ca/t/69e0194c42c4420c5722e6 d0/1776294238407/PRD+Final.pdf
The City Council will review this draft at a Special Meeting May 5, 2026. Feedback and direction that is received at that meeting will be incorporated into the General Plan Update and brought back to Council in the Summer for final adoption.
Staffing Updates
The City’s new part-time City Planner, Eunice Ban, started working with Monte Sereno. Eunice has extensive experience in local government planning including work on development reviews, Housing Element implementation, ADU regulations, and California Environmental Quality Act (CEQA) reviews. She will be working in the office on Mondays, Wednesdays, and Fridays.
Eunice’s experience will be a great asset to the City and we are excited to have her on the team.
Monte Sereno City Council
2026 Tentative Council Meeting Calendar
Updated: April 28, 2026
Council Meeting
Date
Agenda Item Staff Public
Hearing?
Agenda
Category
January 6, 2026 West Valley Recycles Presentation N Presentation Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Accept the Annual Approval and Signing of the City Council Code of Ethics GGL N Consent Calendar Supplemental Law Enforcement Service Fund (SLESF) GGL N Consent Calendar Revisions to City of Monte Sereno Council Ad-Hoc Committees DP N New Business Discuss Selection of Meeting Date for Strategic Goal Setting DP N New Business Consideration to Authorize the City Manager to Execute an Agreement with CliffordMoss, LLC for Consulting Services for a Potential Police Services Parcel Tax Including Public Opinion Polling, Public Outreach, and a Prop 218 Compliant Ballot Measure for an amount not to exceed $84,850 Plus a 10% Contingency for Program Costs.
DP N New Business
January 20, 2026 Presentation of Certificates of Recognition to 2025 STEM Winners from the City of Monte Sereno
GGL N Presentation
Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Authorize the City Manager to Establish Automated Payments for City Hall Utility Bills
DP N Consent Calendar
Consider Establishment of an Appointment to the Monte Sereno City Council Financial Implementation Support and Audit Support Ad Hoc Committee DP N Consent Calendar
Application 2025-3089 for a Variance application for reduced rear yard setback of 25 feet where 30 feet is required at 18113 Bancroft Avenue. (CEQA: Exempt, Guidelines sections 15302, 15303)
DP Y Public Hearing
City Manager’s Quarterly Report DP N New Business
Consideration and Appointment to Fill One Alternate Representative Vacancy on the Silicon Valley Clean Energy Authority Board
GGL N New Business
February 3, 2026 Los Gatos Monte Sereno Police Department Semi-Annual Report Police N Presentation Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Monte Sereno City Council
2026 Tentative Council Meeting Calendar
Updated: April 28, 2026
Council Meeting
Date
Agenda Item Staff Public
Hearing?
Agenda
Category
February 17, 2026 Finance Reports DP N Consent Calendar Meeting Minutes GGL N Consent Calendar
Hold Public Hearing and Adopt a Reso Overruling Objections and Determining to Proceed with Weed Abatement
GGL Y Public Hearing
Discuss Hosting a City Picnic and Consider a Budget for the City Picnic GGL N New Business Discussion and Consideration of a City of Monte Sereno Community Grants Deadline, Selection Dates, and Budget Amount
DP N New Business
Discuss a Potential City Council Ad Hoc Committee to Analyze Existing City Hall Property
DP N New Business
Discuss the Creation of Leadership Monte Sereno DP N New Business March 3, 2026 Santa Clara County Fire Department Semi-Annual Public Safety Report Fire N Presentation Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Adopt a Resolution to Authorize the City Manager to Accept or Not Accept Applications for Annexation to the City of Monte Sereno DP N Consent Calendar
Adopt a Resolution to Extend the Memorandum of Understanding with the Monte Sereno Association of City Employees for One Year with an Expiration Date of June 30, 2027
DP N Consent Calendar
Discuss the Creation of Leadership Monte Sereno DP N New Business Council Goal Setting Session for Fiscal Year 2026-2027 DP N New Business Accept the Resignation of Council Member Mekechuk as Primary Director of the Santa Clara County VTA Policy Advisory Board and Appoint a New Primary Director
DP N New Business
March 17, 2026 Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
2025 Housing Element Annual Progress Report DP N Consent Calendar Adoption of 2026-2027 City Council Goals DP N Consent Calendar Establishment of a City Council Ad Hoc Committee to Analyze Existing City Hall Facilities and Needs
DP N Consent Calendar
Discussion and Consideration of a City of Monte Sereno Community Grants DP N Unfinished Business
Monte Sereno City Council
2026 Tentative Council Meeting Calendar
Updated: April 28, 2026
Council Meeting
Date
Agenda Item Staff Public
Hearing?
Agenda
Category
April 7, 2026 Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Review potential SB10 Multifamily Zoning Overlay DP Y Public Hearing Appointment to Fill One Vacancy on the Monte Sereno Site and Architectural Commission for an Unexpired Term Ending December 31, 2027 GGL N New Business
April 21, 2026 Meeting Cancelled
May 5, 2026
Special Meeting
General Plan Update Study Session DP N Unfinished
Business
May 5, 2026 Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Adoption of Ordinance No. NS-247, an Ordinance of the City Council of the City of Monte Sereno Amending Title 10, Chapter 10.05 by Amending Section
10.05.010 (Zoning District Designations) and Adding Section 10.05.044 (MultiFamily Residential Overlay Zone) and Chapter 10.06 by Amending Section
10.06.140 (Accessory Dwelling Units; Junior Accessory Dwelling Units; Standards And Requirements) and Chapter 10.08 by Amending Section 10.08.040 (Site Development Permit Required) and by Amending Section 10.08.050 (Permit Process); and Chapter 10.11 (Amendments, Annexations and Enforcement) By adding Section 10.11.016 (Multi-Family Overlay District Amendment Process).
DP N Consent Calendar
Authorize the City Manager to Execute the Second Amendment to the Agreement with the County of Santa Clara for the Countywide Household Hazardous Waste Collection Program.
DP N Consent Calendar
Application 2024-3066 for a Site Development Permit for a new approximately 4,915 square foot two-story house, a Tree Removal Permit to remove one tree, and a Variance for reduced front, side, and rear yard setbacks at 18571 Withey Road.
DP Y Public Hearing
Application 2026-3001 for a Variance for a detached Accessory Dwelling Unit DP Y Public Hearing
Monte Sereno City Council
2026 Tentative Council Meeting Calendar
Updated: April 28, 2026
Council Meeting
Date
Agenda Item Staff Public
Hearing?
Agenda
Category
(ADU) in the front yard that is 992 square feet in floor area where a maximum of 800 square feet in floor area is allowed at 15391 Winchester Boulevard.
City Manager’s Quarterly Report DP N New Business
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 DP N New Business
May 19, 2026 Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Adoption of a Resolution Declaring Hazardous Vegetation (Brush) a Public Nuisance and Set Public Hearing (SCCF)
GGL N Consent Calendar
Consideration to Authorize the City Manager to Execute a Professional Services Agreement with The Pun Group for Annual Financial Audit Services for Fiscal Year 2025/2026.
DP N Consent Calendar
First Study Session for Review of Proposed FY 26/27 Budget DP N New Business Discuss Monte Sereno Residents Participation in Leadership Los Gatos and Provide Direction for Next Year’
DP N New Business
June 2, 2026 VTA Local Investment Plan Presentation VTA N Presentation Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Annual Street Maintenance - Adoption of Projects FY 26/27 DP N Consent Calendar Updated Fee Schedule for User and Regulatory Fees DP N Consent Calendar Adoption of a Resolution Setting Appropriations Limit for Fiscal Year 2026-27 DP N Consent Calendar Appointment of 2026-2027 Youth Commissioners GGL N New Business June 16, 2026 San Jose Water Presentation by John Tang Water N Presentation Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Adoption of Resolution Establishing and Fixing the Amount of Special Real Property Tax Levy for Police Protection Purposes for the Fiscal Year 2026-2027 GGL N Consent Calendar
Adopt a Resolution Overruling Protest Regarding Brush Abatement GGL Y Public Hearing
Monte Sereno City Council
2026 Tentative Council Meeting Calendar
Updated: April 28, 2026
Council Meeting
Date
Agenda Item Staff Public
Hearing?
Agenda
Category
Adoption of the FY 26/27 Budget DP N Unfinished
Business
Adoption of Updated General Plan DP N New Business
Appointment of a member to the 2026-2028 VAT BPAC GGL N New Business July 7, 2026
July 21, 2026
Meetings Cancelled
August 4, 2026 Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Adopt a Resolution Confirming a Weed Abatement Report and Assessment List to be Entered on the Tax Assessment Roll
GGL Y Public Hearing
Consideration of Nominees Citizen of the Year Award GGL N New Business League of California Cities Annual Conference Voting Delegate GGL N New Business City Manager’s Quarterly Report DP N New Business
August 18, 2026 Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
FY 25/26 Pavement Improvement Project Acceptance DP N Consent Calendar September 1, 2026 Finance Reports Warrant list DP N Consent Calendar Meeting Minutes GGL N Consent Calendar
September 15, 2026 Finance Reports DP N Consent Calendar Meeting Minutes GGL N Consent Calendar
October 6, 2026 Santa Clara County Fire Department Semi-Annual Public Safety Report Fire N Presentation
Monte Sereno City Council
2026 Tentative Council Meeting Calendar
Updated: April 28, 2026
Council Meeting
Date
Agenda Item Staff Public
Hearing?
Agenda
Category
Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
October 20, 2026 Los Gatos Monte Sereno Police Department Semi-Annual Report Police N Presentation Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
City Manager’s Quarterly Report DP N New Business
November 3, 2026 Finance Reports DP N Consent Calendar
Meeting Minutes GGL N Consent Calendar
November 17, 2026 Finance Reports DP N Consent Calendar Meeting Minutes GGL N Consent Calendar
December 1, 2026 Youth Commission Report GGL N Presentation Finance Reports Warrant list N Consent Calendar
Meeting Minutes GGL N Consent Calendar
Better Street Commission & S&A Applicants GGL N New Business Council Nomination of Mayor and Vice Mayor DP N New Business December 15, 2026 Finance Reports DP N Consent Calendar Meeting Minutes GGL N Consent Calendar
Declaring Weeds a Public Nuisance GGL N Consent Calendar Consider and Set City Council Meeting Dates for 2027 GGL N New Business Recognition of Outgoing Betters Streets Commissioners and Site and Architectural Commissioners
DP N New Business
Consider and Approve City Committee/Commission Assignments for CY2027 DP N New Business Supplemental Law Enforcement Service Fund (SLESF) DP N New Business
Monte Sereno City Council
2026 Tentative Council Meeting Calendar
Updated: April 28, 2026
Council Meeting
Date
Agenda Item Staff Public
Hearing?
Agenda
Category