City Council and Authorities Concurrent
February 8, 2022

2022 Priority Setting Session February 8, 2022
~T~°~Z~-Il~(~`~
2022
City Council
Priority Session
February 8, 2022
~i Cityof
Santa Clara
1 Welcome -Where We Are
• Governance: Working on Meeting Efficiency and Collegiality • City not aligned with Charter re: Council Appointees, has caused for significant workload, impaired function, and burden on the organization for complex legal services needs
• 10-Year Financial Forecast -- $19.6 M GF projected deficit and ~5 M in GF CIP Reserve with $500M of GF 5-Year CIP need (.$7Blong-term) • Workload high, Capacity low, and Staffing reduced/overwhelmed with work • Significant Accomplishments on Priorities: COVID uncertainty • Next 18 months will define your work:
- February -November 2022 Ballot Measures/Stabilize Fiscal and Workforce Conditions - November -June 2023 Budget balancing (based on ballot outcome) and adopted balanced budget with either reductions or stabilized revenue ~ ~ Crtyof
`~P' Santa Clara
2 POST ME~`~~NG ~~~~R~~`~ 1

2022 Priority Setting Session February 8, 2022
Agenda

1. Welcome -Where we Are

2. Budget Update & 10-Year Financial Forecast

3. Accomplishments on Council Priorities
and State of the Organization

4. Governance Check-in with Council

5. 2022 Council Priorities Strategy - 2022 Critical
Priorities, Additional Items Referred and Unfunded
Council Initiatives
5 p.m. Presentation of Ba//ot Measure Strategy Research Resu/ts t, city ofSanta Clara
3 Public
Presentations
n~~, ~~tYofrcw Santa Clara
4 2

2022 Priority Setting Session February 8, 2022
Budget Update &
Zo-Year Financial
Forecast
Kenn Lee, Director of Finance
~~i City of
Santa Clara

2022 Priority Setting Session
Overview
Financial Update as a Strategic Planning Tool
• Evaluate current condition ~f~ ~ , ~~ ,ii+~ ° 3
• Foundation for looking at priorities
• Know risk factors and vulnerabilities
• Understand trade-offs moving
forward
• Develop mitigation efforts
• Strategic positioning and use of
reserves
.GAP ~
'~~ ~ ~L
February 8, 2022
~, ~~
~,
~~~
D
~ , ~~~~

2022 Priority Setting Session
Economic Outlook
• COVID-19 continues to
determine the course of the
economy
• UCLA Forecast is for continued
strong economic growth and
labor market recovery, with a
lessening of supply constraints
and inflation
• Omicron variant may
temporarily derail this forecast,
but it is too soon to tell
D
~~~.~,o.~,o~,~,~,~.~,~.~
February 8, 2022
20t0 M17 'cV18 2010 ~13A 1D21 2072 2023
~oa~lr.•~ L~CL~! daimon Farraitanl0rfad Era:orir.
• GDP expected to reach the pre-pandemic trend by Q3 2022 Economic Outlook
Chart 3
12A`:

10.0'e

8.09e

6.0":

4.a4a

2.o^a

0.0°e
-2.0?e
-4.0',:
~' q ~ ~ a g Eo ~
y r~ `g ~ ~ ~ ~ ~ ~, ~ ~
h 8 N = 40
~h1~ ~ CNANOE M NO.OF JOBS BY SECTOP
(Febuary 2020 b:2q.20Q1)
Y ~~
~ ~°_,~.,~.Ppp
-Y50
,9M
.ffip
-IM
J50 R
~ ~ o ~ 8 ~ s ~ d ~ ~ ~ ~ m B ~' a
e E ¢ s
SE ~ g%$ 5 ~ y y ~ 8~ 8 s ~
~ 2 L F c`~ e~ ,n ~ S B
~ ~~ ~ ~
s~.xc ~n~,x,cnn
ChxA 2 CHANGE W NO.OFJO&4 BY SECTOR
JW 9 b $Cpl 2021
F
F
.kurca: Cali(aona EDD
• Job losses concentrated in certain sectors
• Silicon Valley outperformed many other
regions in California ~ ,
10 o ~ s Y € ~ e ~ b ~ ~ ~ ~ ~ ~ ~a r
s E s ~ Q~ g g ~i - B ~ ~ ~ a 5 ~ E' p -
~~g~ g~ ~~ ~,a
w ~ a
( ~uNzo itoac1~202i~SAAR)

2022 Priority Setting Session
Economic Outlook
• Unemployment continues to improve after
unprecedented increase in March 2020;
Silicon Valley lower that State and U.S.
• Santa Clara residential real estate market
experienced growth despite COVID-19
• Home prices increased at their fastest rate
in over 40 years; UCLA does not expect this
rate of appreciation to continue (annual
growth of 5.6% projected by Q4 2022; 4.8%
by Q4 2023)
• Development activity remains strong; can
change quickly
11 12
February 8, 2022
Sao

14.0 ,z.o~a.o
~aao
~.o
ZDYfrl! ieR]] YRr40 Aat~ m RA21 Yy-21 Ap1f Nar11
Single Family Residential Home Sales
5,.8~.~
51,600,000
41,400,000
$,,~~.~g,.~00.000
g8~.~a
s?~;~o II IIao2072 2013 2014 2015 2016 2017 2018 2019 2020 ■ Average Pri<e ■Median Prlce
Data Source: Santa Clara County Association of Realtors 0 2022 Priority Setting Session February 8, 2022
so-Year General Fund Forecast
2021122 Adopted
ema sm;~~ zu.a,-,
v~nas
tYn
• Compare ongoing General Fund revenues
and expenditures
• General Fund accounts for approximately
20%the total City Budget
• Public Safety - 38% of budget ($101 M, up from $99 M) • Other Depts - 32% of budget ($84M, down from $100M)
• Non-discretionary - 30% of budget ($79M, down from
$87M)
FY 2022/23 General Fund Budget
($264 million)
All Other
Departments
$84 M, 32~
13 so-Year General Fund Forecast
Development and Assumptions
Major assumptions:
• Post COVID-19 continued economic
recovery with longer-term impacts
to Transient Occupancy Tax
• Current CaIPERS direction/
methodology for payments
• Revenue and expenditure review
• Adjustments for latest labor
agreements
Non-
iiscretionary
S79 M, 30~
__.ic Safery,
$101 M, 3845
Forecast does not include:
~~ Additional contributions to
reserves (Council Policy for BSR,
Pension)
• One-time funding sources
• One-time expenditures
The cost to address unmet/
deferred infrastructure needs
14 7

2022 Priority Setting Session
so-Year General Fund Forecast
Known Risks
• More significant impact from COVID-19 variants
• Economic slowdown/recession/inflation
• State/federal legislative changes and legal challenges • Labor costs outside the budget assumptions
• CaIPERS actuarial changes or reform actions
• Capital/infrastructure -unanticipated critical maintenance needs • Maintenance impacts and timing of development projects 15 General Fund Forecast -June 2021
Net Operating Margin
• FY 2021 /22 and FY 2022/23
budget projected significant
COVID-induced ongoing shortfall
• FY 2022/23 shortfall solved with
use of reserves, allowing time for
potential improvement and
phased-in impacts
• Net shortfall of $17.6 M when
combining FY 2022/23 and FY
2023/24
• Ongoing shortfall to be
addressed in FY 2023/24 and FY
2024/25 Operating Budget
16 51.7: 5.~
s-
5(5.0)
- -- $17.6 million ongoing --- —
o sno.o~ deficit remained
starting in FY 2023/24
assumed with thesn5oi July 1 budget
stzo.o, ---.

February 8, 2022
S(25.0)
2071/27 202]26 202425 202b28 2028/27 2027!28 2018/28 2029130 2030!31 2(131!32 Foreusl Faaaat Fwaaet Fwsu~t Foraust Faaceri Faeutl Foregrt Forenal FOMG61

2022 Priority Setting Session
General Fund Forecast -January 2022
Net Operating Margin

55.0 5-
5~5.~,
spo.o
sns.o~
xzo.o~

51.7 39.7 37.0 =9.2

57.8 February 8, 2022
f7.8 57.0
• Slight increase in ongoing
shortfall projected
• To be addressed in FY
2023/24 and FY 2024/25
Biennial Operating Budget
• Will require combination of
expenditure reductions,
additional revenues, and
limited use of reserves
17 s0.~
$19.6 million
ongoing deficit
starting in FY
2023/24
~,zs o,
2071/23 2021/24 202425 202Y18 20c"6R7 2027f28 2028/29 2029190 2030/31 2(137lJ2 20J7lS3 Fweast Faeuat Foro<ast Fonusl Forecast Fonust Faaael Forouel Faeuet Foraust Foreuat Budget Balancing through FY 2021/22 and
Ongoing Forecast
General Fund Forecast Timeline -
April June
January April January 2021 2021 January
2020 2020 2021 (With Adopted 2022
ForecastForecastForecastPhase 1) Budget* Forecast*
General ~~13 M)Fund ($34 M) ($42 M) ($29 M) ($17.6 M) ($19.6)** Shortfall (from $3.3M)
COVID - 19 Induced Impact
* Projected shortfall through FY 2023/24
** Adjusted revenues/expenditures (e.g., higher insurance costs, retirement) 18 D

2022 Priority Setting Session February 8, 2022
Major Changes from Prior Forecast
Revenues -Down $0.6 M 111 2022/23 (less than 1% of revenue budget) • Lower estimates: Rents - Related lease payments down due to extended timeline partially offset by new Commerce/Peddlers Plaza revenue (down $0.5 M); Sales Tax (down $0.8 M), Licenses and Permits (down $0.2 M)
• Higher estimates: Contribution in-lieu (up $0.6 M), Property Tax (up $0.3 M), Interest Income (up $0.3 M)
Expenditures - Up $1.1 M in 2022/23 (less than 1% of expenditure budget) • Salaries and Benefits
- Salaries (down $1.6 M)
- Retirement costs (up $0.9 M)
- Other benefits (down $0.2 M)
• Non-Personnel Costs (up $0.8 M)
• Interfund Services (up $1.3 M) -Insurance up $1.0 M; vehicle replacement up $0.2 M 19 so-Year General Fund Forecast
2022/23 General Fund Revenues = $241.4 M
$148 M or
61 % of Sales Tax,
General Fund $60.2M,2a.9~
Revenue.

Property Tax,
$75.3M, 31.29
:harges for
Services,
83M, 15.94'0
Contribution In-
Lieu, 26.2,

10.94b
her Revenue,
!8.8M, 11.99'0
Note: 30Rb ($72.SM) of General Fund Revenue is Economics/lySensitive (Sales Tax and TOTJ 20 10
Transient
Occupancy Tax,
$12.6M, 5.245

2022 Priority Setting Session
21 so-Year General Fund Forecast
Transient Occupancy Tax (TOT)
• 3rd largest General Fund
revenue source
• COVID-19 Significantly
Impacted TOT receipts
• Occupancy and room rates
plummeted in 2020; slow
return assumed
• Rate increase effective~anuary
2022 (increase from 9.5% to

11.5%)
No additional hotels assumed
22 February 8, 2022
$45.0
~40.o Pre-COVID Forecast
$35.0 1~so.o
~ $25.0
$20.0
$15.0
$10.0
$5.0
$o.oa a a a a a a a a a a a h~ e`' y~ h~ h~ y~ ~`~ y~ ~`~ h~ y" ~,`-$5.0 ~~ ~J ~~ ~~ ~J ~J ~J ~~~ ~J ~J ~J ~J ~~a ~~a ~~a ~~a ~~a ¢~a ~~a ~~a ~~a era ~~a ~~a C' Q' Q' P ? ? Q' P P F' Q' P ~ c t < < < < < ♦ < < <p ,~ .~, ry p, h~^ q~ q p .~ o 0 0 0 0 0 0 0 0 0 0 0k 4 4 Q ~c k k Q ~C Q F Q ~O ry0 ,~O ,Vo ~O ,VO ~O ~O ~O ,Vo ~o ry0 ry'~ ~ ry ~ ~ ry ~ ~, ^, ~ ~ ~ ~i` ~i' ~c ~c ~c ~c ~t ~c ~c ~c ~c ~c ,~O ,~O ,~O ,~O ,~O ,~O ,~O ,y0 ,~O ,~O ,~O ,~O 11 2022 Priority Setting Session
so-Year General Fund Forecast
Sales Tax _ _
• The City of Santa Clara
receives ~1 of every ~9 of
sales tax collected
• Most of sales tax
revenues support the
State and County
Transportation
23 County
TrenspoRatioMVTA,
including Measi~~~ R ~~~+
BART, E1
so-Year General Fund Forecast
Sales Tax
• 2nd largest General
Fund revenue source
• COVID-19 Impacted
Collections in FY
2019/20 and 2020/21
• Business to Business
sales make up over 40%
of the City's Sales Tax
• Economically sensitive
• Internet Sales Tax
24 bfl0.0
February 8, 2022
Santa Clara County —
Generel Purpose, 50.13
City of Santa Clara,
E1.00
Statewide Sales Tax,
as.00
580.0
580.0
c 550.00
sao.o
530.0 - - -
s2o.o
s,o.o _ _ - - - - -

50.~
a` ~ e` ~O` fix` ~~a~ ~a~ ~ tea` tee? tea` ~a e` 5` s~ 4~ e` 5` 5~ e~ y` y~ g~ s~ o`~ u~~ o~~ d~ v v d g.~ L` cT c? c? e0 cP ecP ~c9 01P ~cP ~ ~c9 ~cP 0cP 0cP cP ~~ a~.~`P~.ti~~.~ ~~.a ply ~~.6~.~1 1~~.0 ~~.°~~~ ~~ ti~~~,yF~~~Ia,F~~yF~~1~6,~~,~~~ 0~~~9F~ 0~~ ,~~~~ryF~~,y~~~ ,~~,10 ,~o ryo ,~0 ,~o ,10 ryp~ ~O ,10 ~O ,X01'0,~~'~'~~,~'Y"DyA~'ry%3'ry6~ry'~~ry0~~ o,~'o~s'~~y'l~ ~ F' F' ~ ~ F` F' .~+ F' ~ F' ~~ti~ti~ti~ti~ti~ti~yti~ti~ti~ti~ti~ti *FY 2016/17 includes one-time $7.0 million true-up payment due to the unwinding of the State's Triple Flip.
12 2022 Priority Setting Session
so-Year General Fund Forecast
Sales Tax Annualized Percent Change in Sales Tax Cash Receipts 2~.dx
• Santa Clara
performance lagging
behind the County
and the State
• COVID-19 related
declines followed by
improvement in
recent quarters
Source: Avenulnsights
25 18AY.

6.OY.
o.~
-~.oy
_~.ov.ry°~~a ry°~oti ry°~9ory ry°19a~ ry°boa ry°~~y ry°ry~. ry°~~3 ry°ry a ry°ry~ati ~°ry1a. ry°~~o~ Santa Uara Santa Clara Countywide Statewide
so-Year General Fund Forecast
Sa Les Tax Santa Clara
M nual Per Capita Sales Tau
Ad;~~d~,~~fl~~~ Source: Avenulnsights
• Annual Per Capita ~~~~tzo1~s~
Sales Tax trending ~~
down in recent Sd9
quarters ■ ~enenl Renil
~ Bus~l ICSS —t~ — Food Products
Business is the ■Trsnsportation
backbone of the ■`°"~"""`°"
C~ly's sales tax ■Business To Business
C Mizcetlaneous
• Internet sales ~7 jaunty Pool
(Cash Basis)
(County Pool) is
20% of sales tax 201743 $438 2018Q3 $436 2019
February 8, 2022
13 2022 Priority Setting Session
so-Year General Fund Forecast
Property Tax
• Largest General Fund
revenue source
• Secured valuation
growth ranging from

5.0% - 5.5% over the
forecast period
• Assumes approximately
$750 M - $1.0 billion
annual development
growth valuation in out
years
27 February 8, 2022
5,4~.~
5120.0
s,00.o
seo.oN
0sso.o —
540.0 - - - - - - -
so.o~~,~~J,~aJ~~J~ J~ ~~~aJ~~J,~~J~aJ,~a~~aJ~ ~y~ ~y~ ~y~ ~y~ ~5~ ~s~ ~y~ ~5~ ~5~ ~y~ ~5~ ~y~ ~~\^OO,O^ ^O~^^~ O P O~ ^O6 ^0~~00~0 ryO ~~ry~~~~~ p~p~yy~66~~ ^~~~0~99~00~~ 1~ry~~~~pF~ c~'L`c~~LQ~'Y~~ ~'1ryQ~~L~~ti~~`Ldt'Ldt'Ldt`4t~~ y~p~{`1'~1`l'~y`l~~`l'~ `1'~ ``p~y`1p~ `l~~{ ~p~ `lo~ `109 *FY 2013/14 includes one-time $6.1 million due to Redevelopment Agency dissolution
so-Year General Fund Forecast
Property Tax - .. -. ..
• The City of Santa Clara
receives X10.19 of every
X100 collected in
property tax
• Most of property tax
revenues support schools
and the County
28 Clry of
Santa
Clara,
$10.19
c oumyvmce
ofEducatlon, County of
$3 97 Santa Clara,
$18.71
Clara
Ied
School
District,
x38.36
14 W est Valley Other Special ERAF (Other
College, Dlstrlcts, School
$11.09 $2,51 Districts),
S15.17

2022 Priority Setting Session
so-Year General Fund Forecast
Property Tax
Assessed Value by Major Use Category
City of Santa
Clara's mix of
residential and
non-residential
property
assessed values
f2a.000.~00.000
S 16,000 UOD,ODO
~,~ :~2,000.~00.000
Z ~.~.aoo~
ResiEenM1 Commerciol
so-Year General Fund Forecast
2022/23 General Fund Expenditures by Type
Beneflts,$76.1 M,

28.7% Non-
~ -- Personnel/Other,
j , $60.6M, 22.9%
$204.3 M or
77% of General
Fund
Expenditures
K~17
Salaries,
5128.2M, 48.E
February 8, 2022
15 Unsecured Industrial Vncont Cross Govt Oi~neA
Reference
Use Category

2022 Priority Setting Session February 8, 2022
so-Year General Fund Forecast
CaIPERS Rising Pension Costs due to Policies to Address Unfunded Liabilities • Managing three impacted categories:
retirees, classic members, and new Sso.oemployees (under PEPRA) s~o.o • From FY 2022/23 to 2032/33 General Fund s~,oprojected to increase $17.6 M (from $55.8 N s~o M to $73.4 M) s Sao.o
• Current Unfunded Actuarial Liability (UAL) ~ $30.0(all funds) of $640 M' s2o.o — 66% of Miscellaneous and 73% of Safety $~o.oAccrued Liability is due to retirees so.o • Payments part of CaIPERS reform efforts; ~o`e~y5~o(e~ys~Q`e~s~o`e~4~o`e~as~o(e~asEo`~~s~o(e~as~o(e~ys~ote~SEo`e~as~ focre a t p er odsfollowed
beadeclined of ~Ory~1.y'SryO~~1.~A~O~p1ti5~O~~1~,b~O~b,~1~0~1119ryO~$1~y9~O~9~~yOry0~~1'~1ryO~,1~y'~~0~,~`'~'! P Y ~ ~ ~ ~ ~ ~ ~ ~ ~+ ~ ~
• Labor agreements can impact UAL
1 Combined Safety and Miscellaneous Unfunded Accrued Liability, as of June 30, 2020 CaIPERS valuation report •Safety ■Miscellaneous 31 32
16 General Fund PERS Costs

2022 Priority Setting Session
Capital Budget SubmittalsFY 2022/23 - FY 2026/27 CIP Submittals • X1.0 Billion in Capital
Budget Submittals
• Dedicated funding for
Utilities, developer-
funded projects, and
some Transportation
projects
• Significant funding gap
for projects supported by
General Fund
33 $ in millions
Technology and
Equipment, 516,1.6% ---Electric Ut11Ity, 5371,

36.8%
Convention Center, $13,~

1.3%
CommuNty Facilities,_- ~`
sise,is.a%
Adminktrattve Fa
$49, 4.8%
Trans
February 8, 2022
Other Community
Projects, $25, 2.5%
Utility, $119,
~~.a~
$4, 0.4%
d Water, $23,
0rarKs ana uans, >inv, S[orm Drains, $14, 1.4%
143%
Capital Budget Submittals
FY 2022/23 - FY 2026/27 CIP Submittals
$ in millions
Initial General
Fund Requests
tota I i ng X472 M
for upcoming
Five-Year CIP
34 Administrative
Facilities, $77,
16355
Transportatic
$66, 14.09f
Community
"'ties, 5153,

32.496
Convention
Center, $31, 6.63b
Technology and
Equipment, 512,

2.656
orm Drains, $33,

7.0"h
17 Parks and Trails,
5100, 21.1%

2022 Priority Setting Session February 8, 2022
Capital Budget
Unfunded Infrastructure Needs
Close to ~1 billion of identified capital needs not in Forecast:
• Parks Assessment (December 2017-Kitchell Report) identified $100 M of parks grounds and building needs ($156 M w/ escalation)
• 2015 Storm Drain Master Plan identified $343 M in projects (2018 dollars), including almost X68 M in high priority projects
• Transportation infrastructure (e.g., traffic signal infrastructure replacement ($50 M), uncontrolled crosswalks (~50 M), Bicycle Plan ($40 M), Creek Trail Master Plan ($50 M), pavement ($9 M annually beyond CIP)
• Public Buildings (New City Hall ($236 M - $300 M), existing City Hall ($39 M); fire stations, historic buildings, corporation yard, ADA plan) • Adding capacity to keep pace with growth/development (e.g., library and parks) 35 36
I:

2022 Priority Setting Session
Budget Balancing
Balancing Strategy Timeline
• Significant budget balancing
required over the next 1.5 years
• FYs 2021 /22 and 2022/23 work
on revenue opportunities/ballot
measures
• Concurrent budget balancing
proposals, end of 2022/early
2023
• Both revenue/expenditure
solutions needed
• We must resolve deficit by
proposed FY 23/24 budget (May
2023 release)
K~~
February 8, 2022
~. -
FY 2022/23 Municipal Fee Adoption April 19, 2022
FY 2022/23 & FY 2023/24 Proposed April 29, 2022
Budget Released
June 2022 Election June 7, 2022
Budget Adoption
November 2022 Election
FY 2023/24 & FY 2024/25 Proposed
Budget Released
FY 2023/24 & FY 2024/25 Budget
Adoption
June 21, 2022
November 8, 2022
Addressing COVID-sg Deficits
• Multi-phase budget rebalancing initiated ASAP (Marchand~une 2021) • Federal Stimulus funding
May 1, 2023
June 2023
• Use of one-time reserves
• Eliminated/freezed vacant positions
• Some labor concessions (no pay increase for two years for some labor groups) • Successful Transient Occupancy Tax ballot measure
• Hiring freeze with exceptions; General Fund value of non-public safety vacancies ($7.1 M)
• Stricter expenditure controls with review of purchases • Limited travel and training
• Evaluating contracts and reduced non-personnel expenditures • Ongoing review of cost-recovery fees (e.g., Parks &Recreation) 38 2022 Priority Setting Session
Budget Balancing Strategy
• Use of reserves to address FY 2022/23 shortfall approved in FY 2021 /22 and FY 2022/23 Adopted Budget
• Additional use of Land Sale Reserve to address FY 2022/23 shortfall and maintain Budget Stabilization Reserve at 15%
• Combination of strategies will be necessary to address ongoing shortfall in FY 2023/24 and FY 2024/25 Biennial Budget
— Ongoing and one-time expenditure reductions
— Revenue-generating actions
— Use of Reserves
39 Budget Balancing Strategy
EXpelldltUt"e BUdget FY 2022/23 General Fund Budget
Limited control in certain areas ($264 million)
• Non-Discretionary costs - approx. All Other
30% of the General Fund budget Departments
(e.g., CaIPERS UAL, debt, fixed facility $84 M, 32~
costs, fee-supported activities)
X19.6 M budget shortfall represents
approx. 10% of all discretionary
costs; 23% of non-public safety
costs (meaning, if public safety held
harmless, 23% cuts in All Other
Departments)
40 February 8, 2022
Non-
~iscretionary
fi79 M, 30%
__ is Safety,
$101 M, 38%
20 2022 Priority Setting Session February 8, 2022
Potential Budget Balancing Scenario
Forecast (Shortfall)/Surplus $3.4 M $3.8 M $2.7 M $1.8 M $3.7 M Carried Over - 1 x Solutions ($25.2 M) ($23.5 M) ($9.7 M) ($5.0 M) ($3.2M) January 2022 Forecast Update ($1.7 M)
Ongoing Expenditure Reductions $5.0 M
Ongoing Revenue Solutions $5.0 M $2,0 M
Remaining Shortfall ($23.5 M) ($9.7 M) ($5.0 M) ($3.2 M) $0.5 M One-Time Expenditure Solutions $0.4 M $3.2 M
Use of Budget Stabilization Reserve $14.2 M
Land Sale Reserve ~uP from ~a.s nn .n Fv zzi23> $9.3 M $9.7 M $4.6 M Remaining Budget (Shortfall)/Surplus $0 M $0 M $0 M $0 M $0.5 M 41 Budget Balancing
Select General Fund Reserves
~.

General Fund Budget Stabilization (BSR) $53.9 M* $39.8 M General Fund Capital Projects $5.0 M $0 M
Land Sale Reserve $23.6 M $0 M
Pension Trust (General Fund) $24.0 M $24.0 M
*The BSR reserve drops to $36.6 million in the FY2022/23 Adopted Budget; adjustment to $39.8 million to meet the 75% target in FY20Z3/24 ~~
21 2022 Priority Setting Session February 8, 2022
Budget Balancing
Balancing Strategy Impacts
We need both new revenues and expenditure reductions ($12 M ongoing) -- Additional expenditure reductions will be necessary (potential of $5 M ongoing and an additional $3.6 M one-time)
-- Revenue increases/ballot measure would help offset a portion of the shortfall (potential goal of est. $7 M)
Potentially solve one-half of the shortfall with ongoing solutions Use the entire land sale reserve and capital projects reserve Keep the goal to maintain Budget Stabilization Reserve at 15% of expenditures Forecast already assumes growth and recovery from COVID-19 No money for General Fund funded infrastructure
~~ Restoration of services would begin in Year 5 at the earliest 43 Budget Balancing
Potential NeW Revenue Sources
Potential New Revenue Sources
Under Review for 2022
~~ Improve municipal fee cost recovery
~~ Business License Tax
~> General Obligation Bond (Capital Infrastructure)
Future Considerations
Utility User Tax
Documentary Transfer Tax
New or modernization of impact fees
44 22

2022 Priority Setting Session
Budget Balancing
Potential NeW Revenue Sources
M unicipal Fees
Fees and Charges approved each year to recover the costs of services provided
~~ Fee study underway to update fees
<~ Many City fees are below cost recovery
~~ Policy decision -what level of subsidy for senior, youth, planning, etc.
45 Budget Balancing
Potential NeW Revenue Sources
Utility Users Tax (Ul1T)
• The rates in Santa Clara County range from 2% to 5%
Potential estimated revenue of $4 M - $6 M (Water, Gas, Telephone) Documentary Transfer Tax
February 8, 2022
• Increase of $3.30 (for a total of $4.40 for each $1,000) would generate $7 M annually; fora $1.5 M sale, the tax would increase from $1,650 to $6,600 Impact Fees Study
• 2020 Consultant study -fee comparison and feasibility analysis ~~ Consider new fees including public protection, libraries, and general government
46 23

2022 Priority Setting Session
47 Budget Principles
Provide framework and approach for
developing the City's budget
Budget Principles approved by Council
each year
Modify principle #6 to acknowledge the
drop of the Budget Stabilization
Reserve to 15% of expenditures in FY
2022/23 and the proposed use of the
Land Sale Reserve to address any
additional shortfall
48 February 8, 2022
PROPOSED BUDGET PRINCIPLES FOR FY 2022123
i. n~~ aea,+ms v.;uYn uK cwm or u~ c~ys coax a eu~ aria v~«s. esce~yN ~i Fuc~er Responstk, CamYrw'anve. and SerxelMmted
2 Cauider 4uipel detisims vAN bng-tmn YnpicaGms Iaiuq inla accant data han Ne Ten~Year Pow~dal ForeCaSSL

3. TO Ne extent po~sLle, align ongoing ~eM~ures with ongoln9 revenues to avaiE ncgatrce cnpacb on (uNre EuOgels aM mainidin the Ciry's high fuiancial management s~arMards.

4. When address4g Gereral Fund shatlaAs, use a camDinatbn W oigohq an0 onNine sdufionf b baWnce Ne mrtpefin9 goats of afgrvn9 pgoi~B revenues aM expentinrtes ana mtiming the sermrc dCCVG}' YIIOdCl9 l0 NC CIXMWNIY.

6. Continue cost canMl meuues uiW tAe ongoing General FW revnx~es antl experi6lurs are in a'ignmMl

8. Apprme en exoepGm to Vie Court Potty Thal 0~daata xlting Ne General FwW BWget StabT atian Resenx at a above 25% M adopletl 6utlget e~en6lures; sH Ne Reserve level at a imumin of 15!e W expend~ue5 aM atlOreSs art/ remaircrg FY 202123 shalfal vriN Ne use of Ne Lbd Sale fie5erve.

7. Fans on prgecb ad sttvkes Nal benehl the community as a ~Mde.

8. Pursue aonaric 0~'vebpnanla6jttlives and sVate¢es to losltt newp~h6c anA pivate invesVrirnlxilhii Sara Clxa. and m estate nriploymenl oppom~uUes.

9. Balance CeMeen m~pensaEon aqusVnenls to retain ene aNxt ertplgeea atl hxNing for positions.

10. Use one-time urvtihi ied reYeMiG4 (e.9., amual General FIM SurP'u9) for ore.Wne uses suds as InueasYy reserves. M~dnp capital a InfamaUan 7echno!ogy poJecls. paryg oft debt, and'a paying M unM1mtleO peMbn n dher poslenpbynen( benefM1s IiabLfies. 1 t. Inform anC camxmicate tlea~ly arM Drwaiy ~a resiOrnts, businesses aM empbyees regar6g Ne Ciys r~wi ~~on ~a wager ~~ n~r~ys m po~r~ae ~re pam~vaoo~ n uK car c~a~s wexi aabe~eons
t2. Yrfth brtiite0 excepibns, es~abhs~ has EaseA on M w t remvuy wMre inGrvitluBs/businesses raNer Clan We mmnwury atJarae are berefittin9 hom Qb services This Wesm~es MWeE urestrkted resource la proviGcq servkes 1ha1 benefit Ne camuriry of a vA~de.

13. Focus on business gaess redesign in order to inprove empbyee praEuctivity aM Ne QuaLy, Ikxibliy, and costcryttuveneu of servke OeWery (e g., slreaminirg, simp5tyinp, reorgan¢ing

14. Expbro eapaMin9 evislinp revenue sources anNw adtling new revenue sources.

15. Egage empbyees la conNbute new a~M imavaUve iEeas during the Aeparlmml bWget development pfocess.

18. Use Ne General Plan as a prinury langtnm fiscal gaming rod and fnk ab£ny b praviOe City se,vices io ae~io~o~ Po~.y e~;~.

2022 Priority Setting Session
C~:]
Next Steps
FY 2022/23 and 2023/24 Budget Calendar
February 8, 2022
February 8, zo22 Council Priority Setting Retreat /Adoption of Budget Principles March 15, 2022 Approval of Stadium Authority Budget
TBD Study Session on Municipal Fee Schedule
April 19, 2022 Public Hearing and Adoption of Proposed Municipal Fee Schedule April 29, 2022 Release Proposed Biennial Capital Budget and Summary of Operating Budget Changes
May 10, 2022 Study Session to review Biennial Capital Budget and Operating changes dune 7, 2022 Study Session to review Biennial Capital Budget and Operating changes ~unez1, 2022 Public Hearing/Adoption of Biennial Operating Budget and CIP changes 50 25

2022 Priority Setting Session February 8, 2022
Moving Forvciard
City Council Policy Discussion
Budget Balancing
FY 2022/23 and FY 2023/24 Capital Budget
-- Limited resources to address significant unfunded capital needs -- G.O. Bond consideration/requires community engagement and strategy FY 2022/23 Operating Budget
-- Use of Reserves approved to balance FY 2022/23 budget FY 2023/24 and FY 2024/25 Biennial Operating Budget
Significant FY 2023/24 General Fund shortfall
W ith draw down of reserves, fewer options available
-- Expenditure reductions and additional revenues
51 Council Q & A
~;~ ~~tYof!<'StS Santa Clara
52 26

2022 Priority Setting Session February 8, 2022
Public Comment
-~i Cityof
Santa Clara
53 Accomplishments on
Council Priorities &State
of the Organization
Deanna Santana, City Manager
Dr. Shawn Spano, Facilitator
;-(~;~i City of
'mss Santa Clara
54 27

2022 Priority Setting Session February 8, 2022
State of the Organization
• City produced 2021 Mid-Year and 2021 Year-
End Accomplishments on Council Priorities
and Other Operational Work.
• Report demonstrates high-functioning
teamwork that is award-winning and has
pivoted to respond to community's needs
during COVID while advancing Council
priorities.
• Reduced staff capacity significantly and has
not reduced proportionately City services—
est. 26% reduced capacity did not mean est.
26% reduced services.
• Impacts to staff for sustaining services,
coupled with COVID and City Attorney
vacancy.
,~ City of
;~~'+~+ Santa Clara
55 Accomplishments MANAGE ~~'~~ Si+I"~ :I
STRATEGICALLY T;,° {

OUR WORKFORCE
~~~.~ `t' ~.
~ ,~
CAPACITY 8 j
RESOURCES ~~
1liimruin e~nnRror mM
nminrrro pnNJrihMrp..761r
rnpon~iN.aruijwwnfon ~rru~gl~aw.e. _

ENHANCE
~~
~~
COMMUNITY ~~~,'~~~ =~''
r
1 :~j
SPORTS, , ~ ''s~,
RECREATIONAL ~ ~ ~ = --- `~'
ARTS ASSETS =''`==; ,;~,.. ,,
r,~inn. p,os,~nu nnJrrrv;m rdn
~ ooiAropponuntrin re uqr errirr
nuAm.~ RrA. llinrc ulero~ninuln~
unA'u .Fi
56 ~~.3
Santa Clara

2022 Priority Setting Session February 8, 2022
Accomplishments
DELIVER 8 ~
ENHANCE ~~ ~,'_ = ~ ~~''~~
HIGH-UUALITV • - ~ !~ ,~'
EFFICIENT ~ v_,: - ' .. ~ ..
`' __ ~.SERVICES b L~ '~'; }
INFRASTRUCTURE (~ , *~ ~-
n.rm,,,,m,,.,r~..,,a,d ,+~
m~e
ln;.F Weryo.I mdnrh ~r
~n~..e. e. - ,~} _ a

PROMOTE
bEHHANCE '' —
ECONOh11C,

HOUSING &
TAANSPOATATION " `i

DEVELOPMENT
LlI.4Hi..:.:~ '
~'~...J.J&aJla~.~ul
n~y..e~...rt...,.d.w ~ l~ s Wr/.psvatvam
~~ City of
Santa Clara
.._.~ PROMOTE
~ ' SUSTAINABILITV 6

ENVIRONMENTAL

PROTECTION
~'. ~G n d s..,. ~. ~ ,.., h, . ~..lraan~.wl~+MvFi57~.1 d.ru~nk~rMn;d n.n~.'ry
hYn•~MM+NmmByi..f
prIlgdmc/ani.

ENSURE

COMPLIANCE
WITN MEASURE 1
~ MANAGE LEVI'S

STADIUM
Iliurna.wi~mlro ~enrs.,~iv,~/iril
.G,Ji~w viiAix/rYriry.(wwmlad~afhr
57 2021 Service Awards &Recognition
2021 American Public Works ~ ~ AWard for Excellence in
w~u~i~ ~ Information Technology Practices
L JC~lJ Association Project of the Year
"5~,;~o~v~u~Ycn~Pro. Reed &Grant Sports Park Project ~~ from Municipal Information Systems M I S A C Association of CA
Ranked First Place for 3CMA 2021
3C(CMA Savvy Award in Digital Interactive ~~ 2021 Achievement of Excellence ~'F`wr"m'm"'~^~^~~^~..t 2A.vNa:M Overall Website for City website ~np~ in ProcurementAward for k feC~ESI ~lg ~e,ai~gE~Rue~«~ ~PubllcProcurcmentexcellence in ublic rocurementP P U.S. Environmental Protection
Agency RAD Champion Award for
~
Award of Excellence from the
1 Silicon Valley Power Responsible
Appliance Disposal Program
American Planning Association
~o~? for Tasman East Specific Plan
G~CM
Ranked First Place CMUA
V A:,.~. ,..1e ~ Resource Efficiency &Community Clean Water Environment Service Award for Silicon Valley ~~ C ~
G Association Sewer Collection
Power innovative Energy Efficiency ~
~mK.,.,,,,,.~,System of the Year
~ City of
Santa Ciara
Grant Program for Small Businesses
58 ~~']

2022 Priority Setting Session February 8, 2022
2021 Service Avciards &Recognition
Silicon Valley Power recognized ~, ~ , State Level Recognition with for Smart Energy Provider Grassroots Award of Merit from AMERICAN designation from the American California American Planning PVB`~~ Public Power Association Association recognizingAmerkan Pl+nning Assoclatlon ~ ~~'~R ~i~r;,~~.:v~c~.m,~~~,:;>.H~~;~~ community team including ASSOCIATION American Public Power Reclaiming Our Downtown, Santa Association's Safety Award of Clara Parade of Champions, and Excellence for Silicon Valley Power
Otd Quad Residents for Rebuilding
Downtown Santa Clara
``~a~n~~~er6P California Emer enc ServicesMission Branch Library LEED ~. ~~, g y ~'~'~ Silver Certification through the Association Coastal Chapter U.S. Green Building Council Exceptional Award for LISTOS N ~ program for Emergency
~~O~+Asso~~'~\~ Management
G Certificate of Achievement in
Excellence in Financial Reporting for Capital Budget Excellence Award • Comprehensive Annual Financial for Fiscal Year 2020/21 from the C Cl'llfiCttte e~~ California Society of Municipal
A c%ievement ._Report ending FY June 2020
~ ~ Finance Officers
r~~liN~;,,r a~~..r,ne
59 City Council PiLLars
Promote and Enhance Enhance Community
Economic, Housing and ~R~."` Engagement and
Transportation Development ~ ~~' Transparency
Enhance Community Sports, Ensure Compliance vciith
Recreational and Arts Assets ~ I Measure J and Manage Levi' s Stadium
Deliver and Enhance High Promote Sustainability and
Quality Efficient Services and Environmental Protection - Infrastructure
Manage Strategically Our
W orkforce Capacity and
Resources
`~ ~ Cityof
Santa Clara
. 1
30 2022 Priority Setting Session February 8, 2022
2021 City Council Priorities
• At the August 2021 Check-in, 23 total priorities* were identified in the following categories:
• Top/Urgent -one item
• Important -three items
• Already In Progress/Ongoing - 16 items
• Items to be Considered 2022 -three additional
items
Oc~cyot *View Council Priorities Matrix for additional details Santa Clara
61 2021 City Council Priorities
Top /Urgent Priority

1. COVI D-19 Recovery
✓ In February 2021 Priority Setting, Council agreed that COVID-19 Assistance and Relief was the most urgent top priority. In August 2021 check-in, the City continues to move towards COVID-19 Recovery as a top priority.
✓ The City continues to provide services and resources with the current workforce capacity and fiscal outlook, emphasizing the importance of COVID-19 vaccinations and expanded hours and in-person services at City Hall
`~ ~ City of
Santa Clara
62 31

2022 Priority Setting Session February 8, 2022
2021 City Council Priorities
Three Important Items (In Progress)

2. Levi's Stadium Curfew and Violation Fee -City Council voted on Nov. 16 to direct City Manager to provide exemptions for up to five weeknight concerts per year with pyrotechnics ending no later than 11 p.m. Sunday -Thursday. Additional requests beyond the five per year, the City Manager will bring to Council for discussion. The program will need to be consistent with the Stadium permit.

3. Modernization of Business Employee Tax - Pursuing a business employee tax which is already before the Council. Council approved agreement with consultant to provide voter research, strategic consulting, and community outreach services which is currently underway.

4. Affordable Housing Opportunities -Affordable and, particularly, low-income housing, which has also been inclusive of homeless housing opportunities remain a priority. Council has taken action on various projects approved and homelessness services (short- and long-term). The City's Affordable Ordinance will produce nearly 1,000 additional affordable inclusionary units over the coming years to help meet the critical need.
63 2021 City Council Priorities
Already In Progress/Ongoing Items (Approx. ~2+M of need)

5. Homelessness - On Dec. 14, 2021, as part of the FY 2020/21 Budget Year-End Report, the City appropriated $75,000 to establish and support implementation activities with the Ad hoc Homelessness Task Force including monthly meetings, community education and engagement, and preparation of a Draft City Plan to End Homelessness. The Draft City Plan to End Homelessness may result in additional programmatic recommendations to Council for services and may require additional funding. On Jan. 25, 2022, Council approved an agreement with Homebase to work with staff to establish the Task Force. (PARTIALLY FUNDED)

6. Adopt Vision Zero Policy - On Nov. 16, 2021, Council voted to move this item to Priority Setting Session and directed staff to return to Council with a funding source in the amount of $315,000 prior to the session. On Dec. 14, 2021, City staff presented the FY 2020/21 Budget Year-End Report that included $400,000 for City Council initiatives.

Of this amount, $75,000 was allocated to support homelessness and the remaining balance of $325,000 is available. Council has not yet appropriated the remainder of fund balance for this purpose. (UNFUNDED)
~~~ City of
Santa Clara
64 32

2022 Priority Setting Session February 8, 2022
2021 City Council Priorities
Already In Progress/Ongoing Items

7. Facilitate Economic Recovery -Implemented grant programs for small businesses; temporary modification of City land use regulations; delivery service caps to protect restaurants; emergency rental assistance program; communication of potential resources to community; Worker Retention and Recall ordinances; efforts with TID and DMO to support hotel and convention center sales activity. The City has never had dedicated staff for economic development nor an Economic Development division. It is important to note that the City's two staff members, that served as subject matter experts while holding other duties, have departed the City. Current work is partially being completed and some has been suspended due to lack of capacity. (PARTIALLY FUNDED/STAFFED)

8. Transportation "Quiet Zone" -City Council voted at Nov. 16, 2021 Council meeting to discuss at February Priority Session and staff researched funding sources, such as the infrastructure bill or grant programs. No grant opportunities were identified and the City's Legislative Advocacy consultant, Townsend Public Affairs were not aware of other opportunities at this time. The estimated cost for the study is $300,000. (UNFUNDED/UNRESOURCED)
~:~.~
2021 Citv Council PrioritiesA/ready /n Progress/Ongoing /terns

9. Transportation Demand Management Study -Staff currently working on Request for Proposals (RFP) to get athird-party consultant as well as inclusion of a fee to fund work to include developing a TDM template and requirements for developers. At the Jan. 11, 2022 City Council meeting, the Council voted to note and file for the RFP to include support for online reporting of TDM reports. Costs TBD (UNFUNDED)

10. Station Area Plan - On Dec. 7, 2021 Council approved the $400,000 in grant funding from the MTC for the preparation of the Santa Clara Area Plan. The City will also have access to up to $500,000 of consultant services funded by the Valley Transportation Authority. The typical total cost is $1-1.5M which includes preparation of a Specific Plan and CEQA review. Additional funding will be necessary to complete and adopt the Specific Plan. Work on the Specific Plan is scheduled to begin in the summer of 2022 and extend through 2025. (PARTIALLY FUNDED) ..
33 2022 Priority Setting Session February 8, 2022
2021 City Council Priorities
A/ready /n Progress/Ongoing /terns

11. Elections/Redistricting -The Independent Redistricting Commission is currently conducting a community engagement process with public hearings as part of the Redistricting process. The Commission will present to the Council an adopted map based on Census 2020 data. The Council will adopt an ordinance amending the current District Map with the newly adopted map in March 2022. The adopted Council map will be implemented starting with the November 2022 election.

12. Provide Core Services/Public Safety - $1.7 million added to SCPD for operations.

13. Downtown Task Force/Precise Plan -Ongoing meetings continue to focus on best approaches for revitalizing downtown efforts. The schedule anticipates Council will consider adoption of the Precise Plan in Fall 2022/Winter 2023. The Task Force requested a scope and cost to analyze relocating City Hall downtown. The study conceptually analyzes moving City Hall downtown, including conceptual building form/ space programming and an economic and financial analysis. The estimated cost for conceptual land use and economic analysis is $400,000, which is not funded. 67 2021 Cit~ Council PrioritiesA/ready /n rogress/Ongoing /terns

14. Pilot Program for eBikes &Scooters -On Dec. 7, Council approved an Ordinance to Establish Shared Mobility Permit and Impound Fees Program

15. Procurement Reform Recommendations -Council information session conducted with a targeted schedule for Council action in Spring 2022

16. Policy Discussion on Data Centers - Consider as part of Climate Action Plan update in Q2 2022. Staff is joining a Data Center working group, through existing data center national effort.

17. Economic Support from Large Businesses (voluntary) -City does not actively seek donations to ensure staff compliance with City Code and FPPC regulations & to adhere to the highest ethical standards. While the City does not actively seek donations, Policy 051 allows methods to accept donations. (UNFUNDED/UNRESOURCED)

18. Expand Councilmember District Communication Options -This new governance is implemented. The digital newsletter City Hall News will be developed for district- based on a monthly newsletter, provided to each City Councilmember to distribute to district constituencies
r:~~
34 2022 Priority Setting Session February 8, 2022
2021 City Council Policy Priorities
A/ready /n Progress/Ongoing /terns

19. Task Force on Diversity, Equity &Inclusion -Staff continues to support the Task Force which moves forward to identify key issues facing the historically disenfranchised communities and making recommendations to policies to achieve racial equity. Important to note staff that once supported this Task Force have departed the City and, to the extent possible, the staff person also assigned to ballot measures is also absorbing this work and working on development of a workplan to focus this work. (UNRESOURCED)

20. Councilmember Conflict of Interest -Staff conducts a review of agendas for addresses/properties for Councilmember-owned property. If the address is located within a radius (1,000 ft or less than 500 ft), the City Attorney' s Office makes determination of conflict of interest. For all other matters, the City Council self-reports on any potential conflicts of interest. However, under the law, Councilmembers are responsible for managing their potential conflicts.
(~ Cttyof
`rem Santa Clara
. •
State of the Organization
,~~ CrtyofSanta Clara
70 35

2022 Priority Setting Session February 8, 2022
State of the Organization
• COVID Impairs Full-Functionality and has Impacted City's Fiscal and Workforce Wellness (e.g., workplace, staffing, and service delivery). COVID has revealed how shallow our "bench" is for sustaining services. • Prolonged City Attorney vacancy has increased workload of existing staff and consumed significant capacity of non-CAO staff. Staff did not know that we would need to sustain COVID and CAO support services for this prolonged period: delays and backlog have increased. This is an added burden and stressor in the workplace for sustaining day-to-day services.
• Recruitment and Retention Challenges:
• 4.5 million Americans quit their jobs in November according to U.S. Bureau of Labor Statistics*/Great Resignation
• Nation/region is experiencing a labor shortage
• Silicon Valley has always been a competitive labor market for public sector and these growing trends add to the challenge
• Known workplace conditions add to the retention/recruitment challenge *CNN Business, Ian. 4 2022
71 Priorities Requires More Discipline &Strategy
In many ways, 2022 Priorities are self-evident:

1. Permanent City Attorney—legal needs far too voluminous/complex to be leaderless

2. Focus on successful revenue ballot measures (June and November)

3. Stabilize the organization from COVID impacts, recent reductions and threat of more reductions without resolved deficit, catch-up from prolonged absence of a City Attorney, and cure for imbalanced of workload > capacity (BURNOUT!) W hat's Needed?

1. Permanent City Attorney

2. Strategy with how we use very LIMITED capacity. Stay focused on fiscal and workforce wellness and "make" capacity by suspending work that is "nice to have" or can be completed later. For example, moratorium with task forces, committees, and extra workload requiring our very limited and already reduced capacity, etc.

3. Fiscal controls that have been in place over past 4 years, are no longer fiscal solutions that we can use because we have institutionalized them already. We need to create new solutions from February through November. ~ City of
Santa Clara
72 36

2022 Priority Setting Session February S, 2022
W e Can Do This! Critical Path/Critical Priorities
W hen I started...
• Entered with $116M projected deficit and $47.5M
in Budget Stabilization Reserve
• Deferred/delayed Council Priorities
• High risk and antiquated admin processes
• Council mandate for reform with discipline
W hat happened... Risk• Deficit reduced as low as $3.3 M • Reserves replenished to unprecedented levels
• Strategic investments in technology systems
• Discipline with workload, created capacity to
obtain fiscal health and address policy priorities
• Addressed administrative improvements
• Built and earned trust!
City of
Santa Clara
LoW Risk/
Lovv Trust
Trust
High Risk/
High Trust
73 74
37 2022 Priority Setting Session February 8, 2022
W hv Emplovees Are Leaving? ✓Pre-COVID 11-14%
Vacancy Rate,
Post COVI D ~17%
✓High Cost of Living
✓Council Dynamics/
Treatment of Staff
✓Workload Stress
✓ Lack of Work Life
Balance
✓Organizational
Complexity/Tough)URGE: Mission5quare Research
stitute polling, February 2022
75 Trends in Considering Job ChangesNov/Dec 2021
(n=1,100)
2 rJ~~O of those
O ct/Nov 2020 May 2021 considering changing
(~=i,t95) (n=1,2oa) 36'/o jobs would like to leave
the government
sector entirely.
31% ~~ 31%
6 i n 10 say
M ay 2020 their organization
(n=989) has experienced
an increase in the
number of people
20% leaving their jobs
voluntarily since the
start of the pandemic.

I- — -
M arch 13, 2020 December 14, 2020 April 17, 2021 December 1, 2021 U.S. declares national U.S. announces Global tally of First confirmed U.S. emergency to combat first doses of deaths from case of Omicron coronavirus. FDA -authorized COVID-19 identified.

COVID-19 vaccine surpasses
delivered to all 3 million. SOURCE: MissionSquare Research 5o scares. Institute polling, February 2022
76 2022 Priority Setting Session February 8, 2022
Grovciing Work ask / [lafms
Litigation
Budget & ~ cal Management Policy &Legislative
Support to Council
Boards, Commissions
& Committees
030 Policy Requests COVID Uncertainty &
Impacts to Workforce
S ate &Federal CI[y Attorney Understaffed Council &Resident Laws Compliance Inquiries
COVID-19 ResponseL y `
Day to Day Recovery Ifi•~; pRgs &Information
Operations w Requests
Community Engagement ~ Council P lori[les &
INtlatives
Large Scale &
Communications&Outreach High Volume of Development
Projects
Strategic Leadership &
organizational
Transformation
Personnel Management&
Employee Relations
i
Operational Initiatives &,\
■ ~ Service Modernization
~ CIYy Of \
Santa Clara
77 GroWin ad yRisk /Claims
9udge[&Fists anagement LI[igation
Policy &Legislative
Support to Council
0oards, commissions
& Committees
030 Policy Requests COVID Uncertainty&
Impacts to Workforce
State &Federal Council &Resident
Laws Compliance City Attorney Understaffed& Inquiries
Vacancylmpacts
COVI D-19 Rerponre&
Day to Day Recovery y ~. PRAs &Information
Operations Requests
\> Council Priorities &
/ ~' fammunity Engagement ~InitiaNves
Large Scale &
Communications &Outreach High Volume of Development
Projects
strategic Leadership &
Organizational
TrensFormation
~ Personnel Management& I
Employee Relations
~Opefatlonal Initiatives &
Service Modernization
~ ~ Crtyof ~~
Santa Clara Not to sca/e
78 ~~
39 2022 Priority Setting Session
GroWin V r d yRisk Claims
Budget&Fisca anagement Litigation Policy&Legislative
Support to Council
Boards, Commissions
& fommi[[ees
030 Policy Requests
COVID Uncertainty &
Impacts to Workforce
City Attorney Understaffed &
State &Federal Vacancy Impacts council &Resident
Laws Compliance Inquiries
COVID-19 Response &
Day to Day ReCOVery ~ ~•~~ ~PRAs &Information
Operations Requests
Coun ' Priorities&
~ Community Engagement
~Initiati
. ~ Large scale &
High Volume of Development
Projects
Communications &Outreach
Strategic Leadership &
OrganlzaHonal
Transformation
Personnel Management &
Employee Relations
t Operational Initiatives &
Modernization
~ i City of
Santa Clara
79 Not to scale
I
I
February 8, 2022
~~
$19.6M Budget Deficit
Organizational Capacity -Loss of s+ million staff hours 26% reductions in staff and ~17% vacancy rate*
Pre-COVID-19 Staff Capacity Hours
1,151.5 FTEs x 1,792 hrs.** 2,063,488
927 as-needed x 1,000 hrs.*** 927,000
Total full capacity productivity hours 2,990,488
Current Staff Capacity Hours
965.75 Filled FTEs x 1,792 hrs.^ 1,730,624
500 as-needed x 1,000 hrs. 500,000
Total current productivity hours (759,864 hours) 2,230,624 Total loss of productivity hours due to 17%
vacancy rate (197 FTEs x 1,792 hrs.)
353,024
*77% vacancy rate -Genera/ Fund non pub/ic safety positions total $7M **Assumes time off for holidays, vacation, sick and personal days and furloughs ~ ~ city of ***As-needed positions can work up to7,000 hrs./year ``'s Santa Clara ~Totalbudgetedpositionsis 7762,75
till
~~

2022 Priority Setting Session February 8, 2022
State of the Workforce
• COVID-19 staff outbreaks: impacts capacity/delivery of services CY 2021 = 148 breakouts CY 2022 = 260 breakouts (as of 7/25/22) • Departments experiencing a higher demand for services, service delays and hard to keep up with growing requests
• Employee burnout and inability to respond to all Council priorities or take time off, already exists
• City runs high risk of being in violation of employee laws regarding mandated workplace time off requirements (e.g., breaks, lunch, etc.) and inability to flex schedules for hours worked beyond 40 hrs/week. For some bargaining units, 40-60 y~ hrs/week is the norm.
`~ i Cttyof
Santa Clara
81 State of the Workforce
W hile Staffing levels shrink--
• Workload that Council controls is growing
• Workload that is outside of City's ability to manage is also growing --State and federal laws, order, and/or mandates
--Regional or other public agency work (Valley Water, SFPUC, County, VTA/BART, etc.)
--On-demand services by residents/businesses/developers --Public Records Act, Development and Service Requests, etc. • Ongoing services/staffing levels are based on assumption that staff will regularly work over 40+ hours in a week. This has reached its limit with existing staff, not sustainable to float work on assumption ~f overtime while there is no flexing and little time to take off. ~ c~tyof`~'s!' Santa Clara
~~

2022 Priority Setting Session February 8, 2022
Grovciing Workload ~ . ~ - , .. ~ -.January 2021 January 2022 • Public Record Act (PRA) request Total s64 x,336
continue to increase YTY by double Requests YTY55%increase digits over past two years: we can't Total ~~,3s~ Zs,618 recruit for these positions because Sub-requests YTY47"/o increase of known workload. (Data range: Jan. 1, 2021-Jan, 31,zo~~, • Outsourcing PRAs, but not seeing gain in staff capacity due to required support/coordination. All departments are impacted by requests! • Board, Commission, Committees, Task Forces, and Ad Hoc bodies increasing without more resources to sustain and while staff that support them have left • Staff departures and reduced ability to recruit because of known working conditions and Council dynamics (some recruitments have to be conducted more than once to get to an employment offer, some we have been unable to fill)
~~ Cftyof
Santa Clara
83 Growing Workload Outside of Council Direction
• Statewide Climate Issues - Drought Emergency and Water Conservation Efforts.

Separately, Water &Sewer have large capital projects to implement. • Unprecedented Development &Permits processed -Staff processed record- breaking Plan Check and Permit fees in FY 2020-21 for over $15.5 million in revenue, an all-time high for the City. In contrast, Community Development has X31% vacancy rate. Hard to fill profession!!!
• 7,814 (30%increase YTY) building permits were issued in FY 2020-21, compared to 6,005 in FY 2019-20 and 7, 321 in FY 2018-19.
• Ongoing Planning Projects - total of 84 ongoing projects (FY20-21) that collectively propose 20,186 units and 21.8 million square feet of non-residential development.
• Projects are supported bymulti-department City staff at every stage, from entitlement to construction, and require resources and capacity. • Traffic study requests are up 20% in 2021. City receives about 400 traffic study requests per year.
~} City of
Santa Clara
84 42

2022 Priority Setting Session February 8, 2022
Citywide Service Request Grouting ~MySantaClara)
• 39% increase in use
between FY 19/20 and FY
20/21 (likelysome are COQ/D Q000
related) asoo
• 40% increase in last seven 3000
months compared to 2731
previous seven months**(on Zsoo
trend to exceed prioryear) z000
My Santa Clara Service Requests*
2741
3160**
• Resources/staffing not ,500
increased to support ,000
increased service requests
(staff absorbed as daily work and soo
requests impacts all Departments)
a
• Concern about our ability to ~,8~,9 ~,9~zo ~zo~z, FY 21/22~u1-Current) maintain q ua I ity of service. ■Completed ■Submitted In Progress u Received i Other *does not include service requests received by the City through other systems 85 Active/Potential Workload Requiring Capacity*
• Long-term water security and related regional work with water providers
• Related Development - Phase 1 beginning Q1 2022
• Downtown Implementation
• BART to Santa Clara
• North San dose development
• Development Support (large computer chip effort to stabilize global shortage)
• ADA Settlement Agreement project implementation
• Large SJ/SC Wastewater Treatment capital projects
• Ballot measures
~~ c~riof_ Santa Clara *not a complete list of initiatives [ 17
43 2022 Priority Setting Session February 8, 2022
Est. 6-month Impacts from City Attorney Vacancy

1. Litigation Workload -Cannot be Delayed
- Hard Deadlines exist on litigation work
- Litigation support impacts the whole organization

2. Transactional Workload -Delays Exist
- Initiatives, agenda reports, contract
review, daily legal operational
support, and work that keeps services moving
- SVP has about 100 contracts for next year

3. Admin. Legal Workload -Delays exist
- Risk management, personnel, City code, new or
amended laws as they impact City, modernization,
policies, COVID compliance, PRAs, etc.
-~i~ City of
sir Santa Clara
Fragile Complex Legal
Support
• 6000+ productivity hours
removed from already short-
staffed office pre-COVID, plus
reductions/departures.

Consultant report
determined est. 8 attorneys
were needed; current = 4
• Less staff are absorbing more
work and must continuously
prioritize to meet the
critical/urgent needs of the
organization
• Whack-a-mole doesn't work
with our complex legal needs
87 Est. 6-month Impact from City Attorney Vacancy
Litigation Workload -Cannot Be Delayed
• Major impacts with hard deadlines create delays on other CAO workload (transactional and administrative) and our team is stepping up to help each other out (but it takes capacity) • Litigation efforts now require much more involvement by key staff - City Manager and Finance Director now need to be more hands on and involved in legal matters/reviews, meet more deadlines, etc.
-Adding to more burnout due to domino effect of delegating eligible work to other staff, some duties delayed, etc. - "This is an impossible task!"—we//said ,bya staffinem,ber i City of
Santa Clara
II

2022 Priority Setting Session February 8, 2022
Est. 6-month impact from City Attorney Vacancy
Transactional Workload -Delays Exist
• Complex legal requests take longer to complete, which impacts services and adds workplace stress for not getting timely responses to services needs. Staff steps in as much as it can and CAO staff is doing great considering the significant reduction in lost capacity.
• Contract review is continuous while workload is impacted in other areas, the City processes 100s of contracts per year.
• Public Record Act review requests are growing/more complex/outside legal support is burdensome and requires "hands on" support...not observing a gained efficiency.

City Attorney's Office does not have capacity to help with the volume of legal reviews. • Agenda reports take longer for reviews, with some being delayed awaiting capacity to complete reviews, 70 total Council Reports since Jan. 5, 2022 • Voluminous weekly transactional legal reviews to sustain services are taking longer (services requests, new laws review/implementation/compliance, document review, Council report review, contracts review, etc.)
0 ~~ City of
Santa Clara
: •
Est. 6-month impact from City Attorney Vacancy
Transactional Workload -Delays Exist
• Delay in Council Referral responses such as the Ethics Consultant, Confidentiality, outstanding Council Committee referrals, etc. • Longer response time and turnaround on new residential housing Park Development and Park maintenance agreements review/approval (3-4 weeks) • Delayed Library MOU development, revision, and contracts (e.g., Library Foundation &Friends and Genealogical Society)
• Finance procurement contract review and reduced support on general Finance legal questions.
• SVP has 300 contractual items, with over 80 pending procurement. SVP attorney and purchasing manager resigned. We need time to work on Plan B. • Anticipated ballot measures will require significant legal support! '~ ~ City of
Santa Clara
. ~
45 2022 Priority Setting Session February 8, 2022
Est. 6-month Impact from City Attorney Vacancy
Administrative Workload -Delays Exist
• CMO/HR increasingly uses outside labor legal counsel due to reduced capacity/increased workload: legal interpretation of employment laws, review of policies, civil service rules, EEOC/DFEH responses, workforce legal needs, etc. • Delayed decisions for Prop 218 regulations for Water, Sewer &Recycled Rates • Existing capacity does not allow for CAO staff to participate in the development of the new Legal Case Management System
• Inability to support strategic procurement processes for outside support because of other workplace emergencies
• Delayed review of Building/Planning submittals and land use reviews ;~i City of
Santa Clara
~~
Est. 6-month Impact from City Attorney Vacancy
Administrative -Delays Exist
• Review of critical Police legal matters: document review, PRA guidance, personnel matters (investigations, internal affairs, discipline, etc.), general legal advice, • Legal review and guidance on RV Clean-ups, towing contracts, issues relating to unhoused populations, noise concerns in the City, etc. This requires /ega/support on all levels
• Review of City Code regarding sidewalk vending still underway; multi-department work has not been able to get started due to lack of staff capacity (SB 946 passed which limits ability to enforce aspects of "sidewalk vending"). SCPD can no longer enforce/cite violations of sidewalk vending. (Parks, PD, SCSA, CMO, CAO) • Delays in review and clarification of retention of Officer discipline files - Due to recent "Sunshine" changes in State law pertaining to personnel files, needed clarification on internal affairs findings.

This is not a comp/ete /ist, but combined, these make the organization unstab/e, create de/ay/back/og, add workp/ace stress for staff, and isnot sustainab/e.

Existing City staffare doing a great job, but capacity is finite! ,~

2022 Priority Setting Session February 8, 2022
Legal Support for Implementation of Nevv Laves
Over 200 new bills signed into law take effect in 2022 including highlighted legislation:
• 569 (Atkins) Housing Development Approvals: Develop a zoning code amendment to address the addition of duplexes and urban land splits in single family lots which are now required to be ministerial approvals by the State
• AB 215 (Chiu) Planning and Zoning Law. Housing Element. Violations: Requires local governments to make the first draft revision of a housing element available for public comment for at least 30 days; if comments are received, the local government must take at least 10 days beyond the 30-day comment period to consider and incorporate public comment.
• SB 2 (Bradford) Peace Officers. Certification. Civil Rights: Beginning January 1, 2022, peace officers, custodial officers, and their employing agencies will no longer be able to claim immunity from Bane Act claims the bill modifies.
• SB 16 (Skinner) Peace Officers. Release of Records Local agencies subject to comply with the bill's provisions and disclosing records of incidents that occurred after~anuary 1, 2022. However, the bill phases in implementation so that records relating to incidents that relate to the new categories of offenses added by this bill that occurred before January 1, 2022, are not required to be disclosed until January 1, 2023.
• SB 278 (Leyva) Public Employee' Retirement System. Disallowed Compensation. Benefit Adjustments. Public agencies should review all their collective bargaining agreements covering CaIPERS' members and scrutinize each item of compensation that is reported to CaIPERS to ensure that the item is indeed reportable under applicable statutes, regulations, and administrative guidance. • 56 619 (Laird) Organic Waste. Reduction Regulations. Jurisdictions facing continuing violations of 1383 regulations during the 2022 calendar year must act to receive civil penalty fine relief • Other Labor related bills
93 3o Current Boards, Commissions &Committees
*Unresourced

1. ADA Committee

2. Audit Committee

3. Bicycle and Pedestrian Advisory
Committee

4. Board of LibraryTrustees

5. Charter Review Committee - As Needed*

6. City/Mission College Liaison Committee

7. City/School Liaison Committee

8. Civil Service Commission

9. Cultural Commission

10. Deferred Compensation Committee

11. Development Review Hearing

12. Downtown Community Task Force

13. Economic Development,
Communications, &Marketing
Committee*

14. Governance and Ethics Committee*

15. Historical and Landmarks Commission
~ Ctty of
Santa Clara

16. Housing Commission*

17. Independent Redistricting Commission (as needed)
18, International Exchange Commission*

19. Oversight Board Committee

20. Parks and Recreation Commission

21. Planning Commission

22. Salary Setting Commission

23. Senior Advisory Commission

24. Task Force on Diversity, Equity, and Inclusion*

25. Youth Commission

26. Ad Hoc Committees on 2021 /22 City Council
Committee Assignment (as needed)*

27. Ad Hoc Facilities Naming and Honorary Recognition
Committee (as needed)

28. Ad Hoc Stadium Audit Committee (as needed)

29. Ad Hoc Committee * - CVRA Apology Letter

30. Ad Hoc Homelessness Task Force * (Contracted Out)
REQUESTED/TBD:

Stadium Neighborhood Relations Committee*
Film Commission*
94 47

2022 Priority Setting Session February 8, 2022
Council Discussion
• What does Council see as the top City
Accomplishments in 2021 ?
• Given the Fiscal Outlook and State of the
Organization, what are the key challenges that
keep you up at night for the City?
• As a Council, what must you do to address the
fiscal situation and workforce wellness?
City of
Santa Clara
95 Public Comment
`~ ~ Ciryof
Santa Clara
. ~

2022 Priority Setting Session February 8, 2022
Governance Check-In.

Meeting Efficiency and
Civility and Collegiality
Dr. Shawn Spano, Facilitator
;~~ City of
Santa Clara
97 Review Current Meeting Protocol

1. 2.

3. 4.

5. ,•
~ c~tyof``'s~' Santa Clara
. ~
Council receives the staff report/presentation
The Mayor asks each Councilmember, one at a time, to ask their questions. All questions are asked before being
answered
Staff answers Council's questions and any items that might have surfaced during public comment
The Mayor elicits public comment
Each Councilmember explains how
they are going to vote and why, if they
choose to
Motion and vote
~•

2022 Priority Setting Session February 8, 2022
Assess Protocol to Improve
Meeting Efficiency
•How is the protocol working?
•What revisions or changes, if any,
to make to the protocol?
• Review protocol
~i City of
Santa Clara
does Council want
••
Other Meeting Management Techniques
•City Manager notes during beginning which items
are critical to keep City continuity
•Meetings generally end by midnight and items
deferred
• Items with many public speakers may be shifted
For routine, non-controversial items, go to vote
without staff presentation or discussion
`~ i City of
Santa Clara
100
50 2022 Priority Setting Session February 8, 2022
Conclude Meeting Efficiency
• Are there any other changes Council wants to
consider to improve meeting efficiency?
• Adopt the proposed Resolution establishing
meeting procedures
Santa Clara
101
City Council Referrals &Inquiries
• Better management and tracking Mayor &Council Referral Requests of information and responses, cJuiy ~, 2021 -Jan. 31, Zo2~~ increased Council's awareness Completed ~2z
of resolution of items In Progress 9
• Monthly reports provided to Council Total Requests 131 on status of inquiries available through
MySantaClara
• Developed a centralized process/repository for all Council questions, inquiries, and resident issues, which can be assigned to staff based on capacity and existing priorities
• Developed new GIS data point to include City Council Districts boundaries in MySantaClara application
~~~ Crtyof
Santa Clara
102
51 2022 Priority Setting Session February 8, 2022
City Council District Newsletters
• City Council provides
personalized message
to constituents
• Monthly frequency
• Posted on Council
webpages
• Provide to Council to
distribute via email
• Implemented in
January 2022
~, ciryofSanta Clara
City Hall News City Hall News Clty Hall News
~ 1~~ _~~ ~_~~
= ~ = =~~ ~ ~~ e
City Hall News City Hall News City Hall News City Hall News __~ _= ~~_ _ = mss —.
~ = ~= ~= ~=
103
Governance Norms to Address Civi I ity
& Collegiality -- Examples

1. Demonstrate respect—Council must hold each other
accountable to the City's Ethics and Values

2. Build collegial and professional relationships

3. Do not assume negative motives or make it "personal"

4. Manage differences productively

5. Vote and move on

6. Do what's best for the City

7. Be prepared for meetings

8. Monitor and adjust your behaviors for meeting efficiency `~ i City of
Santa Clara
104
52 2022 Priority Setting Session February 8, 2022
City's Code of Ethics and Values: Behavioral Standards
As a Representative of the City of Santa Clara, I will be

1.Ethical

2.Professional

3.Service-oriented

4.Fiscally responsible

5.Organized

6.Communicative

7.Collaborative

8.Progressive
`-`~ Cityof."
Santa Clara
105
Governance Norms Discussion

1. How is Council doing in adhering and following these norms and behavioral standards?

2. Are you holding each other accountable to them?

3. What impact does this have on how you are perceived
as a Council by the community?

4. What impact do you think this has on City staff?

5. Are there any norms and behavioral standards that
Council wants to single out to adopt and affirm?
~~ c~tyofSanta Clara
106
53 2022 Priority Setting Session February 8, 2022
Public Comment
c~cyofSanta Clara
107
2022 Council
Priorities Strategy:

Critical Priorities
Dr. Shawn Spano, Facilitator
Deanna J. Santana, City Manager
'~ d ~ CityOf
Santa Clara
F~1~:3
54 2022 Priority Setting Session February 8, 2022
2021 Council Priorities
From a Strom
All Things Ai-e
50+Additional
Referrals, 030s
2021 Council
Policy Priorities
Critical Path &
2022 Priorities
Foundation
109
Critical Path and Critical Priorities
Critical Path:

Feb -Nov. 2022 Revenue Ballot Measures/Continue GF Revenue Work &Cost Containment Nov. -May 2023 FY 2023/24 Proposed Budget Must Resolve $19.6M projected deficit and Address Utility Transfer to GF
Critical Priorities:
• Governance: Permanent City Attorney
• Legal leadership desperately needed for our organization's very complex legal service needs • Allows for City to catch up on delayed legal services and Charter governance • Budget/Ballot Measures: Allow us to Prioritize Solving the Current Deficit • Revenue Ballot Measures to Stabilize General Fund and Services • Some key staff assisting with ballot measure research have left the organization • Reluctance to fill some General Funded positions because they may be needed to balance the budget in November 2022
• Workforce: Create Capacity (Resource Management &Remove Impairments) • Discipline with COVID impacts, current Council directives, and priorities/CAPACITY IS FINITE • Right Sizing the Workload for organizational capacity • Reduce dependence of assumed overtime by staff for completion of Council priorities i Cttyof
Santa Clara
110
55 Transportation Quiet Zone, Rainbow Crosswalk, Flashing Beacons Stadium Neighborhood Relations Committee, Film Commission, Sanitary Sewer Laterals, New City Hall Downtown, Vision Zero Policy, Youth Soccer Park parking, Senior Transportation, Elected Police Chief &City Clerk, etc.

2022 Priority Setting Session February 8, 2022
5:00 .m. Ballotp
Measure StrategY
•r~1~ Cityof
"s'~' Santa Clara
111
Potential Ballot Measures
,- ..June 2022 Special Election 1. District Council Elections (May 25, 2021)

2. To be determined
November 2022 General Election 1. Utilities Fund Charter Amendment Z Business License Tax (TBD)
Potential Measures Not Included in Potential Ballot Measure Strategy:
• Infrastructure Bond
• Elected Police Chief
• Elected City Clerk
• Campaign Reform
~~~ Ciryof
Santa Clara
112
56 2022 Priority Setting Session
Budget Balancing
Potential NeW Revenue Sources
Business Tax
Santa Clara Business Tax last updated in 1992
Business Tax ranges from X15 to $500 per company
No cost escalator
Current annual revenue of approx. $0.9 M annually
113
Budget Balancing
Potential NeW Revenue Sources
Business Tape
City has approx. 8,500 businesses with active licenses
About 6,100 businesses are subject to the employee-based business license tax
-- This equates to approximately 137,000 employees
February 8, 2022
The remaining 2,400 businesses are exempt or pay alternate- based fees (e.g., pawn shops, taxicabs, theaters, apartments and hotel/motel rental units)
114
57 2022 Priority Setting Session February 8, 2022
Recent Business License Tax Ballot Measures
Cudahy Casinos Pass San Jose Cardroom Tax Pass
Daly City Business Tax Pass Richmond Business Tax Pass
Mountain Business Tax Pass San Business Tax — Pass
View Francisco various changes
Sausalito Business Tax Pass San Business Tax — Pass
Francisco employee pay
Grover Business Tax Pass
Beach Berkeley Transportation Pass
Network
San. Citizen Initiative — Pass Companies
Francisco Business Tax Long Beach Oil Production Tax Pass County of Business Tax Pass
San Benito Lynwood For-Profit Hospitals Fail
115
Budget Balancing
Potential Nevci Revenue Sources
Santa Clara Business Taxes are Comparable to Smaller Cities Cupertino $155 - $306 plus per unit costs in limited cases $0.6 M 0.7% Gilroy $40 - $2,000 $0.6 M 0.9%
Los Altos $75 - $335 plus addtl. amt. per employee/unit; $3,200 max. $0.5 M 1.1 Mountain View $75 - $584K + $150/employee (tiered by no. employees) $6.0 M 4.1% San Jose $207 - $166K (tiered by no. employees/units) $25.7 M 2.1% Santa Clara $15 - $500 (tiered by no. employees/units) $0.9 M 0.4% Sunnyvale $41 - $13K (tiered by no. employees/units) $1.9 M 0.9% Note: Palo Alto, which currently does not have a business tax, is exploring a potential ballot measure 116

2022 Priority Setting Session
Addressing Unfunded Infrastructure
Potential NeW Revenue Sources
General Obligation (GO) Infrastructure Bond
Key Features
• Used for long-term capital project financing
• Requires two-thirds supermajority vote
• One-time revenue, upfront
• Secured by levying ad valorem property taxes in
addition to the 1 %general ad valorem property tax
117
February 8, 2022
Swim Center Boiler
Fire Training Tower
Addressing Unfunded Infrastructure
Potential New Revenue Sources
Recent General Obligation Bond Measures Approved
San Francisco November 2020 $487.5 M Housing, Homeless
Alameda County Fire November 2020 $90 M Fire/EMS
San Francisco November 2019 $600 M Affordable Housing
San Jose November 2018 $650 M Public safety, infrastructure, and roads San Francisco November 2018 $425 M Earthquake/floodingfacilities and infrastructure Berkeley November 2018 $135 M Affordable housing
Campbell November 2018 $50 M Police Emergency Operations Center and library facility Foster Ciry June 2018 $90 M Levee improvements for flooding Emeryville June 2018 $50 M Affordable housing
Santal Clara County November 2016 $950 M Affordable housing Does not include school district measures
118
59 2022 Priority Setting Session February 8, 2022
Registrar of Voter (ROV) Deadlines
,June 2022 E/ection
Council Adopts Resolution to Place Measure on Ballot and Call for Election
Deadline to submit resolution to ROV by 5 p.m. 3/11/22
Arguments due to the City Clerk up to 14 days after Council Resolution is adopted but not later than ROV deadline
Deadline to submit Arguments to ROV by 5 p.m. 3/15/22
Rebuttal and Impartial Analysis due up to 10 days after Arguments but no later than ROV deadline
Deadline to submit Rebuttals &Impartial Analysis to ROV by 5 3/22/22 p.m.
-,~ ~ Cityof
'~ Santa Clara
119
Registrar of Voter (ROV) Deadlines
Novem~ier 2022 E/ection
Council Adopts Resolution to Place Measure on Ballot and Call for Election
Deadline to submit resolution to ROV by 5 p.m. $/12/2022 Arguments due to the City Clerk up to 14 days after Council Resolution is adopted but not later than ROV deadline
Deadline to submit Arguments to ROv by 5 p.m. 8/16/2022 Rebuttal and Impartial Analysis due up to 10 days after Arguments but not later than ROV deadline
Deadline to submit Rebuttals &Impartial Analysis to ROV by 5 $/23/222 p.m.
~ City of
Santa Clara
120
.1

2022 Priority Setting Session February 8, 2022
Voter Research
• City retained the Lew Edwards Group to conduct quantitative and qualitative voter research
• Voter research conducted the week of~anuary 18 regarding:
-utility revenue transfer to General Fund Charter language amendment
-modernization of business tax
-infrastructure bond
• Targeted focus groups with business community held on February 3 to solicit initial feedback on modernization of business tax • Additional outreach would be conducted as needed based on Council direction
~i City of
Santa Clara
121
Voter Research Results &Focus Group
Summary
Lew Edwards Group will share presentation
~ Crtyof
Santa Clara
122
61 2022 Priority Setting Session February 8, 2022
Next Steps
• Per CVRA Settlement Agreement, City must request a consolidated special election in June for consideration o~the District Election measure.

Council direction on any additional measure to be placed on the June ballot (infrastructure, elected police chief/clerk, etc.) • Staff will prepare Council resolutions for June 2022 ballot measures for consideration at the 3/8/22 Council meeting.

Note: Authors of the arguments wi/l need to move quickly in order to meet 3/75 ROV submission dead/ine.
• Council direction to continue community engagement regarding Utilities Charter Amendment and modernization of Business License Tax as part of November 2022 election cycle
~i Cityof
Santa Clara
123
2022 Council Strategy.

Additional Items
Referred &Unfunded
Council Initiatives
Dr. Shawn Spano, Facilitator
Deanna J. Santana, City Manager
~~ Cityof
_ Santa Clara
124
62 2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 -Referred to Priority Session

1. Elected Police Chief and City Clerk uec. 2020 -Jan. 2022 Ballot Measure - August chec/r-in -15 items referred to (Unresourced/Unfunded) Priority Setting Session
35 Additional Items
submitted by Council

2. Election Reform /Campaign Policy (030)
Contribution Cap -August check-in = so Total items
(Unresourced/Unfunded)

3. Internet Equity & WiFi -August check-in (Unresourced/Unfunded)

4. Ballot Measure Infrastructure Bond/Tax (Partially Funded/Staffed) ~i City of
Santa Clara
125
Other Directives /Initiatives / 030 -Referred to Priority Session

5. Sanitary Sewer Laterals (Unresourced/Unfunded)

6. Discussion of New City Hall in New Santa Clara Downtown Plan (Unresourced/Unfunded) Estimated cost for conceptual land use and econ. analysis is $400,000 (construction costs est. $300-450M).

7. Proposal of New City Film Commission (Unresourced/Unfunded)

8. Construction of Lawn Bowl Facility for Consideration -The City allocated X175,000 for the repair and maintenance of the Lawn Bowl facility clubhouse. No funding allocated for construction/Cost unknown. (Unresourced/Partially funded)

9. Installation of Rainbow Crosswalks) Painting in Santa Clara (Unresourced/Unfunded)
126
63 2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 -Referred to Priority Session

10. Installation of Rectangular Rapid Flashing Beacon Crosswalk at Kiely/Mauricia -The City has over 200 uncontrolled crosswalks. There is an unfunded project in the budget for additional work for a study and analysis of uncontrolled crosswalks citywide estimated at ~7M. (Unfunded)

11. Establish Stadium Neighborhood Relations Committee
(Unresourced/Unfunded)

12. Feasibility Study for constructing a roadway undercrossing at the RR tracks separating Benton Street and Brokaw Road near the Santa Clara Caltrain Station and Future BART Station. The estimated cost for a study is X500,000. No funding allocated for
construction/Cost unknown.(Unresourced/Unfunded)
12~
Other Directives /Initiatives / 030 -Referred to Priority Session

13. Approve the review of the Senior Advisory Commission Transportation Interest Letter and refer the issue of a transportation needs analysis (Unresourc~d/Unfunded)

14. Swim Club Presentation on the remedial condition of the facility. No funding allocated for study orconstruction/Cost unknown and based on final scope. (Partially Resourced/Unfunded)

15. New RFP for Janitorial services contract based on public comment experiences with vendor. One year to engage in this significant procurement, where COVID/workplace safety and safe transition is required.

ZZs
Z!

2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 -COMPLETED

16. Action on Written Petition submitted by Councilmember Chahal Requesting a Discussion on the CVRA Appeal Case (Closed session 12/15/20)

17. Action on a Written Petition Submitted by Councilmember Hardy Requesting a Discussion on Council Policy 047 (Admonition and Censure) (5/4/21)

18. Action on a Written Petition submitted by Gabriela Gupta Requesting the Censure of Councilmember Watanabe and
Admonishment of Mayor Gillmor -Council Policy 047 (5/4/21) ~i City of
Santa Clara
129
Other Directives /Initiatives / 030 -COMPLETED

19. Action on a Written Petition submitted by Ana Vargas-Smith on June 28, 2021 to add an agenda item to consider financial and in- kind support for the Santa Clara Parade of Champions Plan A (Live Parade) or Plan B (Virtual Parade) (7/6/21)

20. Action on a Written Petition Submitted by CouncilmemberJain Requesting Future Meeting to Discuss the Rules for who can serve on Boards, Commissions and Committees (9/28/21)

21. Action on a Written Petition Submitted by Councilmember Watanabe Requesting to Place an Agenda Item at a Future Meeting to Discuss Preparation of a Letter from Mayor and Council to the California Citizens Redistricting Commission (7/6/21) 130
65 2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 -COMPLETED

22. Action on a Written Petition Submitted by Councilmember Becker Requesting a Consideration on Adjusting the Start Times for Council, Stadium Authority, and Closed Session Meetings (3/10/21)

23. Action on a Written Petition submitted by Councilmember~ain to discuss the Debt Acquisition Company of America applying for a Conditional Use Permit to build and operate 320-acre sand and gravel quarry at Sargent Ranch (Completed and adopted
resolution)

24. Action on a Written Petition Submitted by Councilmember Jain Requesting a Discussion and Vote of Revising the Terms of Franklin Mall Maintenance District Number 122 (Note and Filed on Jan. 25, 2022)
131
Other Directives /Initiatives / 030 - REFERRED or UNDERWAY Unfunded or Unresourced

25. Action on a Written Petition submitted by Sam Liu Requesting a Discussion and Reconsideration of a 10' CMU Wall with the Project at 3200 Scott Blvd. (12/16/20) (City provided a response to written petition on Jan. 26, 2021, referred back to Building City official to review)

26. Action on a Written Petition Submitted by Councilmember Jain Requesting a Discussion on the Vote on the Sale of the
Loyalton Ranch Property (Scheduled to be heard TBD)
~ Cityof
Santa Clara
132
..

2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 - REFERRED or UNDERWAY Unfunded or Unresourced

27. Action on a Written Petition submitted by Aryeh Korthamar Requesting Discussion and Consideration of Encroachment of APN 290-35-048 (2/23/21). Staff contacted property owner with next steps for permit application. Permit application not yet received.

28. Action on Written Petition by Councilmember Becker
Requesting a Public Apology to the Residents of Santa Clara for the CVRA Lawsuit (ad Hoc Committee established to address item)
~ i City of
~~ Santa Clara
133
Other Directives /Initiatives / 030 - REFERRED or UNDERWAY Unfunded or Unresourced

29. Action on a Written Petition submitted by Gabriela Landaveri Requesting the City of Santa Clara Adopt a "Vision Zero" Policy (UNFUNDED)

30. Action on a Written Petition Submitted by Councilmember~ain Requesting Item at a Future Meeting to have a Policy Discussion on Data Centers. Consider as part of Climate Action Plan update in April /May 2022.
`~ i City of
Santa Clara
134
67 2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 - REFERRED or UNDERWAY Unfunded or Unresourced

31. Action on a Written Petition Submitted by CouncilmemberJain Requesting to Place an Agenda Item to Discuss Creating a Special Ad Hoc Committee Consisting of Residents and Representatives of Housing Advocacy Groups to Discuss only the issues
Concerning the Unhoused Population. PAUSED: Council approved Homebase to establish Homelessness Task Force on 1 /25/22

32. Action on Written Petition submitted by CouncilmemberJain fnr Aug. 17, 2021 goal setting meeting to consider staffing and resources, consultants, budget, Council Direction on densities, car parking strategy, coordination with VTA and San~ose, and timeline for implementing a Station Area Plan (Partially funded) 135
Other Directives /Initiatives / 030 -REFERRED or UNDERWAY Unfunded or Unresourced

33. Action on a Written Petition submitted by David Donaldson on August 14, 2021 to add an Agenda Item to a future Council Agenda to Consider Placing a Ballot Measure on the 2022 Ballot for Charter Amendments calling for the voters to consider (1) Establishing Mayor and City Council positions as full-time and with an annual salary of $96,000 and $80,000, respectively, plus commensurate benefits and COLA adjustments and (2) Campaign Reform actions relative to donations from Santa Clara businesses and residents, City matching funds for donations, funding caps, and disclosures of funding raising activities. (To be Agendized to future meeting to consider Council/Mayor asfull-time positions without salary component and return with comps with other cities, deferred #2 to elected City Clerk)
136
C:~.3

2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 -REFERRED or UNDERWAY Unfunded or Unresourced

34. Action on a Written Petition submitted by Councilmember Jain requesting Agenda item to consider hiring an Ethics Consultant for Upcoming Elections (Referred to Governance &Ethics Committee and Elected City Clerk)

35. Action on a Written Petition submitted by Councilmember Jain requesting agenda item to discuss the use of Written Petition (Policy 030) by members of the public (Referred to Governance & Ethics Committee)
r } Cityof
Santa Clara
137
Other Directives /Initiatives / 030 - REFERRED or UNDERWAY Unfunded or Unresourced

36. Action on a Written Petition submitted by Councilmember Jain Requesting an Agenda Item to Consider a Quarterly Report to Council of Legal Expenses to Outside Law Firms and any
Settlement Costs (that can be disclosed) Once Cases are Settled (Referred to Governance &Ethics Committee)

37. Action on a Written Petition submitted by Morteza Shafiei, as representative of HOAs on October 7, 2021, to add an Agenda Item to Consider the Purchase of lot at 1601 Civic Center Drive (Target scheduled for Spring 2022)
`~ acy ofSanta Clara
138
••

2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 - REFERRED or UNDERWAY Unfunded or Unresourced

38. Place Item on a Future Council Meeting to Consider a Resolution to Support the Bid to FIFA for the 2026 World Cup and Related Events (February 22, 2022)

39. Action on a Written Petition (Council Policy 030) Submitted by Jared Peters Requesting an Agenda Item to Consider making a Policy Decision Regarding the City Assuming Responsibility of an Unstable and Dangerous Sound Wall in the Laurel Park East Neighborhood (March 2022)
-~~ City of
Santa Clara
139
Other Directives /Initiatives / 030 -REFERRED or UNDERWAY Unfunded or Unresourced

40. Action on a Written Petition submitted by Travis L. Flora Requesting an Agenda Item to Consider Admonition or Censure of Councilmember Becker for his Retaliation Against a
Member of the Public on Nov.16, 2021 (CM Becker & CM Hardy met with Mr. Flora and need to report back to Council)
, -~~_,, ~~tYof`'~ Santa Clara
140
70 2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030 -REFERRED or UNDERWAY Unfunded or Unresourced

41. Action on a Council Written Request (Council Policy 030) Submitted by Councilmember~ain Requesting to Place an Agenda Item at a at the Youth Soccer Park (soccer gets absolute priority) in order to Generate Revenue for the City

42. Submitted by Keith Stattenfield Requesting an Agenda Item to Discuss requirements from the Office of the City Attorney on Approving an Update to the CC&Rs of the Casa del Rey
Homeowner's Association Bylaws (To be agendized for future meeting)
/~ City of
~~i' Santa Clara
141
Other Directives /Initiatives / 030

MOTION FAILED / NO ACTION /DROPPED ITEMS

43. Action on a Written Petition Submitted by Councilmember Becker Requesting a Discussion on Amending of Section

18.102.010 ("Commercial Marijuana Activity Prohibited") of Chapter 18.102 ("Regulation of Marijuana") of Title 18 ("Zoning") of "The Code of the City of Santa Clara, California" on removing the ban on all Commercial Cannabis Activity (No action, motion failed)

44. Action on a Written Petition submitted by Kirk Vartan Requesting Elected City Councilmembers be Required to Turn on Video during Virtual Council Meetings (Motion failed on 4/20/21 to be agendized)
142
71 2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030

MOTION FAILED / NO ACTION /DROPPED ITEMS

45. Action on a Written Petition submitted by Robert Mezzetti, II Requesting to Discuss Amendment No. 3 to the Exclusive
Negotiation Agreement by and between the City, VTA and
Republic Metropolitan an LLC for the proposed project located at 500 S. Benton Street (Voted to no action on 6/22/21)

46. Action on Written Petition by Leonne Broughman heard on Aug. 24, 2021 to Censure /Admonishment of Councilmember Kevin Park (No action was taken)
`~ cityofSanta Clara
143
Other Directives /Initiatives / 030

MOTION FAILED / NO ACTION /DROPPED ITEMS

47. Action on Written Petition Submitted by Councilmember Becker Requesting to an Agenda Item at a Future Council Meeting for Discussion to Propose a stricter and more Regulated Ordinance for AirBNB Operations (City completed item already and item dropped by Councilmember)

48. Submitted by Councilmember Becker Requesting an Agenda Item at a Future Council Meeting for Discussion to Change the Name of the City of Santa Clara Observed Holiday from
Columbus Day to Indigenous People's Day (City completed action through Task Force DEI recommendation and item dropped by Councilmember)
144
72 2022 Priority Setting Session February 8, 2022
Other Directives /Initiatives / 030

MOTION FAILED / NO ACTION /DROPPED ITEMS

49. Action on Written Petition Submitted by Councilmember Becker Requesting to Place an Agenda Item at a Future Council Meeting for Discussion to Propose an Ordinance to make it a Crime to Promote or Encourage Sideshows on Social Media (City
completed item already and item dropped by Councilmember)

50. Action on a Written Petition Submitted by Brian Doyle Requesting to Place an Agenda Item at a Future Council Meeting to Discuss FIFA Negotiations (Petition denied)
`~ c~tyofSanta Clara
145
Sanitary Sealer Laterals
To Be Considered
Un fun cue d/Unreso urce c~
Gary Welling, Director of Water &Sewer Utilities
rj~~i City of
Santa Clara
146
73 2022 Priority Setting Session February 8, 2022
Sewer Lateral Policy Alternatives
Referred in January 2027
• Focus on assessment /repair
with largest consequence of
failure
• Finding innovative approaches
• Meeting with neighboring cities
• Asset ownership challenges
• Possible pilot programs)
• Insurance
~~~ City of
Santa Clara
147
Insurance Model for Laterals
• National League of Cities
• Low cost to residents
• Individual and citywide options
• Ownership does not change
• No need to assess laterals
citywide
• More feasible from regulatory,
fiscal, and workforce resources
standpoints
'~ ~ City of
Santa Clara
~-e•;e ,•e
~~ ~~
M MI~ Op+wl
(~I/ M! tit)
Syr« irw iww+ ie.. s.. u.a
M«rvaaw'. rror.u~~) fwe,.w+aa.'. ~.w~.eu~)
~.,~ ~..
148
74 2022 Priority Setting Session February 8, 2022
Potential Costs &Implementation Options
• Assessment of Laterals to Cost Over $2 Million Dollars and Take Two to Five Years or More
• Individual Insurance Model is approx. X9.00 Per Month Per Household
• Citywide Insurance Option is approx. X4.00 Per Month
Included In Rates
• Pilot Project Partially Funded with Cell Tower Lease
Revenue
• Cell Tower Lease Revenue Currently Funds Low Income Rate Assistance Approved by Council
`~ i City of
Santa Clara
Fes']
Discussion on 2022 Priorities

1. Top/Urgent Priority: COVID-19 Recovery

2. Permanent City Attorney and let us catch up on
backlogged work

3. Allow us to Prioritize Solving the Current Deficit and Create Capacity for Heavy Lift with Revenue Ballot
Measures

4. Resource Management (Staff Can't Sustain Current
Workload and Needs to Restore Better Workload
balance)
q~~ City of
`;dY Santa Clara
150
r~~

2022 Priority Setting Session February 8, 2022
Public Comment
c~cyofSanta Clara
151
Recommendations for Council
a. Adopt the proposed Resolution establishing
meeting procedures
b. Note and File the Budget Update and 10-Year
General Fund Forecast; and
c. Adopt FY 2022-2023 Budget Principles
d. Provide direction and approval of decisions to
move forward with potential ballot measures
e. Validate 2022 Priorities and approve any
amendments
Cityof
~s Santa Clara
152
76 2022 Priority Setting Session February 8, 2022
~X/rap up/Council
Questions &Comments
( 'Q,i City of
~b Santa Clara
153
~,~P c~aRq c.,
o ~ /~ ~1~ O~,~~ ~ y~~~. f~ ~~ ~~ ~ ...~~ nta Clar~ti~ ~,~ Sa a~ ~ The Center of What's PossiUle 154
77 ~Zp Gl~g4 e.

O
yP
9~:.- o

1. A
.
~ ~ty of1 i
~~ ~' `~nSanta Clara~~F 4~9510M c'~~'~-..._.._...

Date: February 8, 2022
To: City Manager
From: Executive Assistant to the Mayor &City Council
Subject: Correspondence received regarding Item 1.A on the February 8, 2022City Council Meeting Agenda
As of February 8, 2022, at 1:00 p.m. the Mayor and City Council Offices received the attached correspondence regarding agenda item 1.A 2022 City Council Priority Setting Session.

Melissa Lee
Executive Assistant to the
Mayor &City Council
Documents Related to this Report:
1) Communications received
POST MEETING MATERIAL.

Melissa Lee ~n-~ -
From: Jonathon Evans <[email protected]>
Sent: Sunday, February 6, 2022 8:17 PM
To: Mayor and Council
Subject: Priority Setting Meeting -Feb 8th, 2022
Dear Mayor and Council,
I'm writing you today with regards to priorities for 2022.

I'd like the City of Santa Clara to focus on the following issues:
• Continue the Downtown Precise Plan process with an eye towards implementation of the plan when finished.
• Work with VTA to get the City of Santa Clara the BART station it needs and deserves, and not the station VTA wants to stick Santa Clara with. Use whatever tools are available to require VTA to improve their design.
• Worl< with VTA on an overall Santa Clara Station Specific Plan. This is the most transit connected area in the City, and a prime candidate for development to meet local housing needs. • Resume the fee-setting process for Santa Clara Library public meeting rooms. The current process has been stalled for years and has coupled parks and rec and the library's fee schedules. The library and parks and rec have different service goals and the two processes should not be combined. o There are many individuals lacking regular shelter in Santa Clara. I see people living in cars, trucks, and RVs around my neighborhood. We need to pursue a housing first approach to providing shelter and work with all the Cities in our region to solve the housing problem.

Sincerely,
Jonathon Evans

Melissa Lee
From: Gary Ferraris <[email protected]>
Sent: Tuesday, February 8, 2022 4:55 AM
To: Mayor and Council
Subject: Letter from unit 6 membership
Attachments: EMail to Mayor and Council from membership.pdf Categories: Red Category
Dear Madame Mayor and Esteemed Council Members,
As an essential employee in the Field Maintenance and Operations staff (Bargaining Unit 6) of the City of Santa Clara, have seen employee morale plummet throughout my career, and particularly in the past five years. The diminishing morale has been greatly exasperated by the city's recent refusal to acknowledge the needs of bargaining unit 6 members. Keeping up with the escalating cost of living in Silicon Valley is an essential requirement for our survival and continued ability to provide timely emergency response. I understand the city currently has serious budgetary concerns due to the reported "structural deficit". Speaking to this, the recent trends of expanding the executive leadership team in conjunction with continued workforce attrition does not resolve but merely shifts these concerns. We believe it is a decisive inequity to asl< the lowest paid employees to shoulder the responsibility of providing the needed relief to the "Structural deficit". We asl< you, could or would this expanded leadership team provide the services which they are responsible to oversee? We further question if this truly serves your constituency? When considering your future direction to management on this matter, we ask you to also consider that Unit 6 staff did not work remotely from the safety of our homes. We faced the increased risk of exposure to COVID-19 as we provided daily essential services to your electors. By doing the right thing, properly compensating their employees, surrounding agencies have unknowingly rubbed salt in the fiscal wounds inflicted on us by this executive leadership team.

Thank you for your careful consideration of this serious issue.

Signed in Solidarity,
AFSCME Local 101— City of Santa Clara Chapter
Please see the attached pdf with 83 live signatures from membership

Dear Madame Mayor and Esteemed Council Members,
As an essential employee in the Field Maintenance and Operations staff (Bargaining Unit 6) of the City of Santa Clara, I have seen employee morale plummet throughout my career, and particularly in the past five years. The diminishing morale has been greatly exasperated by the city's recent refusal to acknowledge the needs of bargaining unit 6 members. Keeping up with the escalating cost of living in Silicon Valley is an essential requirement for our survival and continued ability to provide timely emergency response. I understand the city currently has serious budgetary concerns due to the reported "structural deficit". Speaking to this, the recent trends of expanding the executive leadership team in conjunction with continued workforce attrition does not resolve but merely shifts these concerns. We believe it is a decisive inequity to ask the lowest paid employees to shoulder the responsibility of providing the needed relief to the "Structural deficit". We ask you, could or would this expanded leadership team provide the services which they are responsible to oversee? We further question if this truly serves your constituency? When considering your future direction to management on this matter, we ask you to also consider that Unit 6 staff did not work remotely from the safety of our homes. We faced the increased risk of exposure to COVID-19 as we provided daily essential services to your electors. By doing the right thing, properly compensating their employees, surrounding agencies have unknowingly rubbed salt in the fiscal wounds inflicted on us by this executive leadership team.

Thank you for your careful consideration of this serious issue.

Signed in Solidarity,
AFSCME Local 101— City of Santa Clara Chapter

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Melissa Lee
From: Tom Freitas <[email protected]>
Sent: Tuesday, February 8, 2022 9:42 AM
To: Mayor and Council; Public Comment; [email protected] Cc: ferry patrignani; tom Freitas
Subject: Santa Clara Lawn Bowls Clubhouse
Categories: Red Category
Good afternoon Council Members and Honorable Mayor Gilmore, am Jerry Patrignani, the spokesperson for the Santa Clara Lawn Bowls Club. You know that the Santa Clara Lawn Bowls Club has been waiting, some twenty years for a promised clubhouse. Yes, we have been using a construction trailer all this time but it was never an acceptable club house. How could it be at 11 feet wide and 60 feet long, no kitchen, no bathroom, and no equipment space and not a very good space for meetings or socializing The clubhouse we would like is 20' x 48' feet and it has a kitchen and bathroom, plus an open space for membership meetings and storage for our game equipment.

In 2018 we could have bought it for $109,000, now it's estimated at $175,000.... Time is against us!
This council has approved $175,00 to purchase a clubhouse and we have $50,000 to add to that. Without a decent clubhouse, we're only half a club and this also reflects on the ability to attract more Santa Clara members.

The social part of being a club is diminished. We're asking you now to make us whole.

W e need this council to move ahead before the cost or the funds are no longer available.

The Santa Clara Lawn Bowl Club thanks you for your consideration.

Thank you, Jerry Patrignani
2/8/2022
Tom Freitas
[email protected]

~2~U~-~Z ITEM 1. ~
~~~ ~~2-~~~~~5
Revenue 21 or Market Cap
Company 20(Billion) Earnings(Millions) Feb,2022(Billion) nVidia $17.00 $4,330 $617
Intel $79.00 $1,987 $198
ServiceNow $5.90 $230 $116
AMD $16.43 $3,160 $151
Aplied Material $23.00 $5,890 $121
Analog Devices $7.32 $1,390 $86
Agilent Tech $6.32 $1,210 $42
M arvel Tech $2.70 $1,580 $63
Palo Alto Netw $4.26 -$499 $51
Arista Networks $2.32 $634 $38
Citrix $3.22 $307 $13
Total in Millions 167470 20219 $1,445,000
Employee Tax (Million) 10 10
% age of (Rev &Earnings) 0.00597 0.0495
~s~,~~ ± ~r~~I~~INC~ ~N1pTERl~~

From: alexis Tan
To: Public Comment
Subject: Priority Setting Session
Date: Tuesday, February 8, 2022 8:37:05 AM
Dear Santa Clara City Council,
Climate change is becoming an increasingly worrisome problem. Over the past few years, everyone in our city has experienced some form of climate related effects.

Due to this, SVYCA hopes you prioritize climate related actions and the implementation of the Santa Clara CAP in the upcoming year. Thank you for your time! Sincerely,
Alexis Tan, Santa Clara High School, SVYCA
Rosie Chen, Wilcox High School, SVYCA
02-08-2022 RTC #22-1665

POST MEETING MATERIAL