Agenda packet — City Council and Authorities Concurrent, September 19, 2023 (part 3 of 3)

One-Year
Goal
Actual
Number of Homeless households to be provided affordable housing units 40 26 Number of Non-Homeless households to be provided affordable housing units 17 15 Number of Special-Needs households to be provided affordable housing units 0 0 Total 57 41
Table 9 – Number of Households
One-Year
Goal
Actual
Number of households supported through Rental Assistance 40 26 Number of households supported through The Production of New Units 0 0 Number of households supported through Rehab of Existing Units 17 15 Number of households supported through Acquisition of Existing Units 0 0 Total 57 41
Table 10 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

Homeless households to be provided affordable housing units. The City had a goal of 40 households to be assisted through its TBRA program. The City assisted 26 households.

Program income was lower than expected as was carryover funds from the prior year. Both TBRA administrators were directed by the City to slow the addition of new TBRA families to be sure there was enough funds to meet the needs of the current participants and any increases in rent.

Number of Non-Homeless households to be provided affordable housing units. The City anticipated assisting 17 households through its NCIP, Minor Repair (Rebuilding Together Silicon Valley) programs. The City assisted 15 through both rehabilitation programs.

Discuss how these outcomes will impact future annual action plans.

The TBRA numbers will stay within the range of 20-25 households. The NCIP and Minor Repair numbers will likely increase. This is due to homeowners now being more open to having contractors and workers into their homes. The City also started 3 CDBG-funded capital improvement projects in 2023 and has plans on starting 3 others at the end of 2023 or early 2024.
2022 – 2023 CAPER 13

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

CDBG HOME
Income Levels Owner Occupied Renter Occupied Owner Occupied Renter Occupied Extremely Low (<=30%) 8 0 0 25
Low (>30% and <=50%) 4 0 0 1
Mod (>50% and <=80%) 3 0 0 0
Total Low-Mod 15 0 0 26
Non Low-Mod (>80%) 0 0 0 0
Total Beneficiaries 15 0 0 26
Table 11 – Number of Households Served
Narrative Information
This table displays the number of households assisted at each income level that received housing assistance during the program year. The majority of beneficiaries for housing related services are extremely low-income residents. Both programs focus on Extremely low and low- income populations. All renter data is from TBRA, while owner data is from our NCIP and Minor Repair programs.
2022 – 2023 CAPER 14

CR-25 Homeless and Other Special Needs – 91.220(d, e);

91.320(d, e); 91.520(c)
Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City of Santa Clara has endorsed the regional Community Plan to End Homelessness, which serves as the roadmap for ending homelessness across Santa Clara County. The City conducted a Homelessness Taskforce and outreach process in summer/fall 2022 and drafted a local homelessness response plan to guide city efforts and to address local needs. The City intends to bring this local plan to public hearing in fall 2023. In partnership with WeHope, the City has continued to fund a weekly mobile shower and laundry service since spring 2022. The service also provides linkages to other services. For the 2022 PY, the service provided 170 showers and 58 laundry loads. The Santa Clara Police Department’s Community Response Team also continues to contact unhoused individuals on a daily basis offering connections to emergency shelter and services.

Addressing the emergency shelter and transitional housing needs of homeless persons Interim Housing Solutions:

Congregate Shelter: Bill Wilson operates a runaway shelter in Santa Clara for homeless youth.

This shelter has 20 beds.

Domestic Violence Shelter: The City allocated $22,197 of General Funds funding to Next Door Solutions for case management support services for residents of HomeSafe Santa Clara, an affordable transitional housing property for survivors of domestic violence, serving 50-70 individuals depending on household sizes.

Non-congregate Shelter: Bill Wilson Center manages 15 transitional living group homes (5-6 bedrooms each) where they place homeless youth, and help persons transitioning out of the foster care system. Covenant House California opened a full-service Transitional Housing program for 30 youth, ages 18-24. In collaboration with Santa Clara County and CISCO as primary partners, the site at the Western Motel was renovated to meet the needs of young people transitioning from homelessness to independence. Resources for Community Development and the County renovated the “Bella Vista Inn” and opened 64 units of interim housing in early 2023. This site will operate as interim housing for approximately two years before expanding with a second building and converting into permanent supportive housing. In spring 2023, the City of Santa Clara committed up to $7,000,000 in funding to support operations at a proposed interim housing site for 30 unhoused families with children at Lawrence Expressway and Benton Street. The state Homekey grant application supporting this project was submitted and results should be announced by October 2023.

2022 – 2023 CAPER 15
Outreach: The Santa Clara Police Department Community Response Team conducts regular street outreach and performs crisis intervention. The team works with Abode Services and maintains a list of homeless and unsheltered individuals considered to be the City's most vulnerable to incidences of both personal and public safety and makes referrals to the County based on this list.

Upcoming: In early 2023 the City submitted a HOME ARP plan which has since been approved by HUD. The plan calls for additional investment into Tenant Based Rental Assistance, support services for survivors of domestic violence and human trafficking, and funding for a dedicated team of street-based case managers to build trust and encourage unhoused persons to be assessed for supportive housing and to accept services related to health, behavioral health, mental health, substance abuse, employment, and more.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from agencies that address housing, health, social services, employment, education, or youth needs
Tenant Based Rental Assistance: 20-26 hous
eholds receive assistance annually at a cost of
roughly $800,000. Although the majority of TBRA participants come from the County’s Coordinated Assessment Queue and are homeless prior to entering the program, there are some that fall under the category of being “at risk” of being homeless. The City does not have a specific program for assisting those discharged from publicly funded institutions and systems of care. The County of Santa Clara Office of Supportive Housing takes the lead to assist clients in this category and the City coordinates with the County to receive referrals to our locally funded TBRA program that assists individuals that have a high use of police and/or hospital resources.

Those exiting such facilities are assessed and placed into the County’s Coordinated Assessment list based on their housing need.

Foster Care & Transition: The Bill Wilson Center, which specializes in young adults exiting the foster care system. Bill Wilson can refer some of their clients to the TBRA program in order to prevent them from possibly becoming homeless as they exit the foster care system.

I
n November 2022, Santa Clara City Council approved a $250,000 two-year Agreement for the Santa Clara County Permanent Supportive Housing Program and $100,000 for the Homeless Prevention Program. The County of Santa Clara provides case management on an ongoing basis for up to 20 homeless and chronically homeless individuals. Additionally, under the Agreement, the County provides housing subsidies at no additional cost to the City of Santa C
lara. To further the goal of ending homelessness in Santa Clara, County’s Homeless Prevention Program is a countywide initiative in which several jurisdictions part i cipate to provide eligible households with emergency assistance such as rent, security deposits, food, work related transportation, medical assistance, and utilities assistance to prevent homelessness. 129 Santa Clara residents were assisted in this program. 2022 – 2023 CAPER 16
April 2021: The City approved a loan agreement with Allied Housing for a $4,000,000 loan to Support the Construction of 80 Affordable Housing Units, 39 of these units were set aside for formerly chronically homeless senior (55+) residents. The project is under construction.

May 2021: Calabazas Community Affordable Apartments has completed construction and is now
occupied. The Calabazas Apartments provides 144 units of affordable housing including 80 units of supportive housing at 3311 Kifer Road.

June 202
1: Closed financing on Agrihood by Core companies, a $250 million mixed-use development on city-owned land, which includes 108 units at 30% AMI or lower. The project was rece ntly co mpleted and residents are now moving in.

April 2022: In spring 2022, the City closed a loan with Freebird Development for $6.5M to support the construction of 64 affordable housing units, 16 of which will be set aside for persons with developmental disabilities. The project is loca ted at 2330 M onroe Street and is under construction and is planned for occupancy in Fall 2023.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

The TBRA program assists homeless households with an emphasis on assisting families with children. Participants receive locally funded case management services. The goal is to reduce their housing costs for the time they are in the program and get them on affordable housing development lists, improve their credit, get out of debt, and develop a history of tenancy. The goal is for the participants to transition to an affordable unit, or to get to a point where they can afford their current rent. 26 households received assistance through the TBRA program. The City has also committed up to $7,000,000 to support operations at a proposed interim housing development for homeless families. The project is proposed at Lawrence Expressway and Benton Street and is awaiting a funding award from the state Homekey program. 2022 – 2023 CAPER 17
CR-30 Public Housing – 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Santa Clara County Housing Authority (SCCHA) takes the lead in the creation of Public Housing through their Moving to Work (MTW) program. P lanned New and Existing Project Based Vouchers (PBVs) in the City of Santa Clara include:

Property Name #
PBVs
Description of Project
2275 Ellena Drive 1 Family project consisting of 4 two-bedroom units; 1 PBV 2287 Pasetta Drive 1 Family project consisting of 4 two-bedroom units; 1 PBV Agrihood Senior
Apartments
54 Under construction. Senior project consisting of 165 units. 108 of the units will be affordable, and of those 54 will be PBVs Calabazas 80 Under construction family project consisting of 136 units. 80 PBVs will support the project, directed toward the homeless and those with special needs
Eklund Gardens I 9 Family project consisting of 10 2- bedroom units. PBV units are for families
Eklund Gardens II 6 Family project consisting of 6 3- bedroom units. PBV units are for families.

Monroe Street 8 New construction project consisting of 65 total units. 8 family units will be supported with PBVs
Homestead SROs 4 Senior project consisting of 4 SRO units. PBV units are for persons aged 60 years and over
Westwood
Ambassador
10 10 PBV units for former Moderate Income. Rehab project.

Total 173
SCCHA reopened their Federal MTW Housing Choice Voucher list as an “always-open” Interest List. This allows individuals to add themselves to the list at any time and/or update their information.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
When federal funds are used to develop or rehabilitate low-inc ome units, the City requires that
the developer make efforts to obtain input from low-income residents on the management of the development. The City also has a Below Market Purchase program. Case managers for the TBRA program are aware of the BMP program and encourage their clients to apply.

Actions taken to provide assistance to troubled PHAs
SC
CHA is not a troubled PHA.
2022 – 2023 CAPER 18

CR-35 Other Actions – 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The Advance Planning Team is scheduled to complete several significant efforts. All these projects include Council Study Sessions and robust community outreach.

Zoning Ordinance update. Update began in January 2018 and most community engagement has been completed. The Plan document is undergoing final review and is scheduled for Council consideration in the Spring of 2024.
2023-2030 Housing Element Update. Staff has begun work on the next 8-year cycle update to the City’s General Plan Housing Element in accordance with State Law. The Housing Element update must be complete by the end of 2022. The preliminary Regional Housing Needs Allocation (RHNA) for Santa Clara is approximately 12,000 units, including approximately 7,000 affordable units, a significant increase (3x) the City’s prior allocation. The City has hired a consultant and has submitted its second draft to the state in June 2023.

Permit System Replacement. The Community Development Department lead a multi- department effort to replace its 20-year-old permit tracking system. The upgraded system (Accela) enables a more streamlined permit process, including the ability to submit application online through the Permitting Online Portal. The system was put into operation in August 2021.

Outreach and Community Benefits Policy. Per recent Council direction, staff is researching potential approaches to enhance public outreach activities, including potential use of consultants to facilitate outreach meetings, and mechanisms to incorporate the voluntary delivery of community benefits into the outreach process.

Freedom Circle Focus Area. The City established a new General Plan Focus Area that supports a future development capacity for up to 3,600 new dwelling units and 2 million square feet of office development. This project also included a private development proposal that was approved for a mixed-use development project on a 13.3 acre site within the Freedom Circle Focus Plan area, t hat consists of up to 1,100 residential units, up to 2,000 square feet of commercial space, and a 2-acre public park.

Downtown Precise Plan. S taff began preparation of a Precise Plan for the Downtown in October 2019. The development of a Precise Plan will provide guidance for new mixed use development within a portion of the Downtown Precise Plan Focus Area (as identified in the General Plan) through policies, guidelines, and illustrations that implement the community vision and objectives for a vibrant, pedestrian-oriented destination Downtown. The planning process is anticipated to be completed in the Summer of 2023.
2022 – 2023 CAPER 19

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) In line with one of the objectives set forth by the Housing Element (2014) of the General Plan, the City of Santa Clara adopted a new Affordable Housing Ordinance, including residential and nonresidential mitigation impact fees (in line with the results of the Affordable Housing Nexus Study). The revenue from the adopted fees is a new source of local affordable housing funds not available since the closure of redevelopment agencies back in 2012.

In the Summer of 2022, the City also convened a Homelessness Taskforce. The taskforce included residents from each council district, persons with lived experience of homelessness, and nonprofit agency staff. The Taskforce will advise on a local plan to address homelessness.

The Plan was presented to City Council and approved.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) All housing rehabilitated receives a lead assessment to determine level of lead mitigation.

Based on the results of the assessments, mitigation measures are included in the scope of work. TBRA clients receive the lead pamphlet information.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The Tenant Based Rental Assistance (TBRA) program fosters self-sufficiency so that the participating households would eventually be able to afford permanent housing without subsidies. Part of the case management services Abode Services and Bill Wilson Center provides to participants to help them transition to a more stable housing situation include:
 Employment and training resources
 Benefit application assistance and advocacy
 Behavioral health services (i.e. mental health and substance abuse)  Credit counseling and repair services
Actions taken to develop institutional structure. 91.220(k); 91.320(j) City staff continues to participate in discussion and development of common strategies to address the housing and community needs in Santa Clara County with other local jurisdictions regarding CDBG, HOME and other housing programs. Meetings take place on a monthly basis to address pressing issues or news pertaining to local funding such as the use of the County- wide Measure A funds and collaborations for county-wide reports. Trainings and webinars are used to keep staff up to date with regulator changes. City staff also meets with HUD staff on a quarterly basis.
2022 – 2023 CAPER 20

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The Santa Clara City Council, in response to a request from the Cities Association of Santa Clara County for support in regional coordination towards addressing homelessness and the housing needs of our communities, adopted a resolution to endorse the Community Plan to End Homelessness in the County of Santa Clara. Destination: Home, a Supporting Organization of the Health Trust, is a public-private partnership implementing collective impact strategies to end homelessness in Santa Clara County. Its mission is to drive and align resources to create permanent housing and sustainable support systems built for the long term. The organization is improving how systems work together to end homelessness, as well as protect individuals and families at risk of becoming homeless.

The Destination: Home Board also serves as the governing body of the county-wide "Continuum of Care" (CoC), which is a county-wide entity required by HUD to enable local housing and services providers to apply for HUD grants for various homeless assistance programs.

The Community Plan to End Homelessness is based on three central strategies:

1. Disrupt the System: Develop strategies and innovative prototypes that transform the systems related to housing homeless people.

2. Build the Solution: Secure the funding needed to provide 6,000 housing opportunities with services for those who are homeless and those at risk of homelessness.

3. Serve the Person: Adopt an approach that recognizes the need for client-entered strategies with different response for different levels of need and different groups, targeting resources to the specific individual or household.

Much of the effort described in the Community Plan relates to the work of various county agencies that provide health care, housing, social services, corrections, and related services.

Participating cities will most likely be involved with Build the Solution strategy, which relates to development of affordable housing units through various methods. Such methods include development of new permanent supportive housing (PSH) units, rehabilitation or retrofitting of existing housing or other structures (e.g., motels) into new affordable units, and use of long-term subsidies such as rental vouchers to make existing market-rate or affordable housing more affordable for homeless or at-risk households.

The City has already funded and implemented efforts related to “Building the Solution” including the TBRA program for homeless and at-risk households, and supportive housing projects such as Homesafe Santa Clara, Sobrato Family Living Center, Bill Wilson Center and Silicon Valley Independent Living Center. In addition, the City has provided assistance to a number of local agencies that operate programs serving the homeless that are consistent with the, "Serve the Person" strategy, such as Next Door Solutions to Domestic Violence, Support Network for Battered Women, HomeFirst (formerly Emergency Housing Consortium), LifeMoves (formerly Innvision), and Project Sentinel. The City has also provided the County of Santa Clara with $200,000 in funding to address homelessness prevention. 2022 – 2023 CAPER 21

Identify actions taken to overcome the effects of any impediments identified in the jurisdiction analysis of impediments to fair housing choice. 91.520(a) The City funds fair housing education, investigation, enforcement and outreach through our nonprofit partner Project Sentinel. Project Sentinel provides comprehensive fair housing services including investigation, counseling, referral and education, designed to reduce the incidence of illegal discrimination in housing. The agency assisted 32 individuals during the program year, and also ran the conducted landlord/tenant mediation assisting 45 households.

The City is currently working on updating the Housing Element which will analyze contributing factors housing challenges and will propose actions to Affirmatively Further Fair Housing. The Housing Element will also include data from Santa Clara County’s regional Assessment of Fair Housing process.
2022 – 2023 CAPER 22

CR-40 Monitoring – 91.220 (d,e); 91.520
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City completes desk audits of subrecipients for every invoice submitted, and Public Service agencies are required to submit semi-annual reports on their service activities. The City also has procedures in place to monitor subrecipients on-site.

The City has policies and procedures in place to move forward with capital projects. Procedures include an open and competitive bidding process, a request for Section 3 and MBE/WBE entities to apply, Davis Bacon review, progress inspections, etc. Quarterly status reports on all construction projects are also a requirement.

Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

The 2022 CAPER was made available for public review and comment for at least a 15-day period, from August 31, 2023, through September 14, 2023. It was posted on the City website and available at the Housing and Community Services Division at 1500 Warburton Avenue, Santa Clara, and at the Santa Clara Central Library. An "e-blast" notification of the draft CAPER was sent to a variety of nonprofit agencies and public stakeholders.

Public Comment during Public Comment Period: TBD
Public Comment during the Public Hearing: TBD
2022 – 2023 CAPER 23

CR-45 - CDBG – 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

Capital Improvement projects continue to be a challenge. Key staff retired in the middle of the program year in 2022-2023. This delayed the start of several capital improvement projects. The staff person returned in mid-March, but could not begin the capital projects as the Annual Action Plan was due and year-end invoices were required to be processed.

The City has plans to hire another staff person to assist with HUD projects. At the time of this CAPER publication, two capital projects will be going out to bid.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
Not applicable.
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

Not applicable.
2022 – 2023 CAPER 24

CR-50 HOME – 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.

All properties with HOME funds complete HQS inspections. If a property has deficiencies, Corrective Action Notices are issued, and follow-up inspections will be scheduled. For properties that pass their HQS inspection, they are put on a 3-year cycle of inspections.

As of 9/30/2022, all but one property has completed a first inspection and re-inspections (if required) are scheduled.

Summary of HOME Rental Project Monitoring
Project
Name
Year
Built
Total
Units
HOME
Units
Compliance
Status
Prior
Inspection
3-yr.

Inspection
Next
Insp.

Reason
for non-
insp.

Summary
of Issues
Briarwood
House 2001 5 5 Compliant 05/20/2019 06/07/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

BWC
Commons 2007 28 27 Compliant 05/09/2019 06/21/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

BWC Main
Street 2002 5 4 Compliant 07/31/2019 08/02/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

2022 – 2023 CAPER 25

Project
Name
Year
Built
Total
Units
HOME
Units
Compliance
Status
Prior
Inspection
3-yr.

Inspection
Next
Insp.

Reason
for non-
insp.

Summary
of Issues
BWC Shafer 2002 5 5 Compliant 06/18/2019 07/12/2022 10/20 25 n/a
No
inspections
were
needed as
the next
inspection
is not due
until 2025.

BWC Teen
Parent
(Jackson)
1996 5 3 Compliant 07/31/2019 08/03/2022 2025 n/a
No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Chateau
Apts. 1993 25 4 Compliant 05/08/2019 06/14/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Cypress 2010 5 5 Compliant 09/03/2019 8/23/2022 2025 n/a No issues found.

De La Cruz
House 2001 4 4 Compliant 05/15/2019 06/08/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Homesafe
San Jose 2004 25 3 Compliant 06/27/2019 10/19/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

2022 – 2023 CAPER 26

Project
Name
Year
Built
Total
Units
HOME
Units
Compliance
Status
Prior
Inspection
3-yr.

Inspection
Next
Insp.

Reason
for non-
insp.

Summary
of Issues
Homesafe
(SC) 2002 25 16 Compliant 06/18/2019 10/17/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Liberty
Tower 1998 101 100 Compliant 05/17/2019 06/28/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Maitri
Transitional 2009 10 9 Compliant 07/10/2019 7/25/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

SC Senior
Homes 1994 6 3 Compliant 07/24/2019 09/28/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Sobrato
Family Ctr. 2003 51 5 Compliant 06/13/2019 08/09/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Stoney
Pines Apts. 2001 23 2 Compliant 06/26/2019 07/19/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.
2022 – 2023 CAPER 27

Project
Name
Year
Built
Total
Units
HOME
Units
Compliance
Status
Prior
Inspection
3-yr.

Inspection
Next
Insp.

Reason
for non-
insp.

Summary
of Issues
Vista Drive
Apts. 2004 24 1 Compliant 07/23/2019 08/29/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Westwood
Ambassador 1994 42 10 Compliant 06/28/2019 08/29/2022 2025 n/a No
inspections
were
needed as
the next
inspection
is not due
until 2025.

Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 92.351(b)
Developments are required to submit marketing plans and updates of said plans for the Housing Division to review. The City of Santa Clara is also working with the Lawyer Committee, who is also working with the County and other county jurisdictions, to draft and approve its Affirmatively Further Fair Housing (AFFH) Plan. The City’s assessment of its affirmative marketing actions for HOME units is adequate. We are hopeful that when the AFFH is completed, it will help in bolstering our efforts.

Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics There was a total of $193,874.73 of Program Income that was drawn during PY2022. $4,470.26 was used for administration and $189,404.50 was used for Tenant Based Rental Assistance. 26 households were assisted with these funds.

Other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) The City of Santa Clara is committed to ensuring availability of affordable housing to moderate, low, very-low and extremely-low income households through the adoption of the Affordable Housing Ordinance and Impact Fees. new requirements include a combination of inclusionary requirements for residential projects and impact fees for smaller projects and nonresidential projects to provide a steady stream of affordable housing units and income to fund the provision of affordable housing projects across the City.

The current rental development pipeline is robust. The City works with the County of Santa Clara to infuse local Measure A funds into affordable rental projects. The rental development pipeline is shown in the table below.
2022 – 2023 CAPER 28

Project ELI
< 30% AMI
VLI
30 50% AMI
LI
50-80% AMI
Mod
80-120% AMI
Totals
90 N Winchester (Corre) 59 72 32 18 181
2330 Monroe Street (Freebird) 16 10 29 10 65
3575 De La Cruz (Habitat) 0 0 6 7 13
3337 Kifer Rd. (Abode Services) 35 35 0 0 70
1601 Civic Center Dr. (Charities) 40 40 40 0 120
2310 Calle Del Mundo (Ensemble) 0 32 103 15 150
3941 Stevens Creek Blvd. 0 0 46 13 59
Totals 150 189 256 63 658

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
23-1148 Agenda Date: 9/19/2023

REPORT TO COUNCIL

SUBJECT
Review and Approve 2024 Council Priority Setting Session Framework

BACKGROUND
On September 11, 2023, the Governance and Ethics Committee received a presentation and report on the 2024 Council Priority Session framework (Attachment 1) from the City Manager. The Committee members reviewed the framework, provided feedback, and directed staff to forward the framework to the City Council for review and consideration. Comments included ensuring enough opportunities for public comment throughout the sessions, which staff will add to the final agendas.

In addition, members of the public spoke during Public Presentations to the item and requested that the City Council also consider ethics as a priority. The Governance and Ethics Committee approved the staff recommendation for the 2024 Council Priority Session framework, to include allotted time for public presentations, and referred the item to the full Council for consideration and approval.

As background, on an annual basis, the City Council meets for the Council Priority Setting Session.

The goal of the Council Priority Session is to formulate and provide clear direction to staff on the City Council’s priorities and initiatives for the upcoming year. As demonstrated during past sessions, the City Council, with input from staff, the public and within budgetary guidelines, identifies important and critical priorities for the City organization. These priorities set the policy framework for budget decisions and how City resources are aligned to support these objectives.

During the 2021 Council Priority Setting Session held on February 1 and 2, 2021, the Council established specific priority areas, which historically have received significant attention, action, and budget support during each year. The Council affirmed the following pillars which remain our current Council priority areas:

1. Deliver and Enhance High-Quality Efficient Services and Infrastructure

2. Manage Strategically Our Workforce Capacity and Resources

3. Promote and Enhance Economic, Housing and Transportation Development

4. Enhance Community Sports, Recreational and Arts Assets

5. Ensure Compliance with Measure J and Manage Levi’s Stadium

6. Enhance Community Engagement and Transparency

7. Promote Sustainability and Environmental Protection
The City Council met last for the annual Council Priority Setting Session on February 8, 2022. Due to the transition in City management, the 2023 Council Priority Setting session was not scheduled.

Since the last session, progress has been made on some existing Council priorities and through the City of Santa Clara Printed on 9/15/2023Page 1 of 4
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23-1148 Agenda Date: 9/19/2023
Council referral process.

The 2024 Council Priority Setting Session is scheduled to take place in mid to late February 2024 over three days.

DISCUSSION
At the September 19, 2023 City Council meeting, the Council will have the opportunity to provide additional input on the proposed 2024 Council Priority Setting Session framework. The attached Council Priority Session draft agenda (Attachment 2) outlines the proposed priority setting framework. Below is a summary of the components:

Public Engagement Process
The 2024 Council Priority Setting Session framework includes a robust public engagement process to gather community feedback on goals through citywide community survey targeting residents, businesses, local community groups for community feedback on current City priorities. The survey will include a series of questions to assist staff on identifying overall priorities from the Santa Clara community.

In addition, staff will solicit input from City Boards, Commissions and Committees to provide current priorities. The first joint meeting with the City Council and Senior Advisory Commission took place on September 12, 2023. The City Manager presented to the Commission and reported planning for the 2024 Council Priority Setting Session is underway.

A summary of the feedback from the public engagement process will be presented to the City Council at the 2024 Council Priority Setting Session on Day 1. Additionally, the proposed framework provides several opportunities for public comment during public presentations to further engage public participation and gather feedback on community priorities for the Council to consider.

Priority Session Agenda
The proposed session will take place over a three-day timeframe. The sessions will be led by a facilitator. The proposed framework of the sessions are as follows:

Day 1 Session:

The agenda of the first session will include the following agenda items:
a) Overview of the Priority Setting Process: An overview of the process and goals of the session. b) Public Engagement Survey: A summary of the survey results will be presented including input received by the public.
c) Current Priorities and Referrals: An overview of the current Council priority list, completed items and a review of current Council staff referral items will be presented and discussed. d) Staff Recommendations on Council Priorities: Staff will present recommendations for Priorities for Council consideration.

Day 2 Session:

The agenda for the second session will be a continuation of the first session and include the following items:

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23-1148 Agenda Date: 9/19/2023
a) Ballot Initiatives: Review and discuss potential 2024 Ballot measures and timelines b) Presentation and discussion of recommended Council priorities from Staff c) Process for Selecting and Voting on Council Priorities: Discuss and confirm prioritization process and voting procedures
d) Initial Council Priority Suggestions: Councilmembers will provide individual selection of their preferred priorities, selecting among the following categories:
a. Current priorities
b. Current referrals
c. Public input suggestions
d. Staff recommendations
e. New idea(s) from Councilmember
e) Summary of Initial Council Priorities Suggestions: Discussion and reconcile Council priority suggestions
Day 3 Session:

The third and final session will focus on the discussion and approval of Council Priorities based on budget allocation, estimates and timelines for completion and include the following items:
a) Review of initial Council Priority suggestions
b) Voting Procedures: Review and confirm voting procedures c) Staff Analysis: Review and discuss Staffs’ analysis of Initial Council Priority Suggestions, including budget allocations needed and timeline estimates d) Council Deliberations and Adoption: Discussion and deliberation on final FY 2024 Council Priorities and Council to vote on final priorities
Staff presents this proposed framework to the City Council for review and consideration as we plan for the upcoming 2024 City Council Priority Setting Session.

Following the adoption of the Annual City Council Priorities, staff proposes that the City Council undertake a process to develop (or confirm) the Annual Workplans for each of its advisory Boards, Commissions, and Committees. The process for City Council review, deliberation and confirmation of Annual Workplans for Boards, Commissions, and Committees, is proposed to include the following steps:

1. Submission of potential workplan items from each advisory Board, Commission, and Committee by members and staff.

2. High-level staff analysis of submitted workplan items, including budget allocations needed and timeline estimates.

3. City Council review, deliberation and confirm Annual Workplans.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(a) as it has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.

FISCAL IMPACT
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As a reminder, the Council approved a $250,000 allocation for priority setting items in December 2022. Those funds were unspent and will be recommended to be carried over as part of the close out of FY 2022/23. This report will be brought forward to Council in December 2023 along with any additional funding recommendations for this allocation.

COORDINATION
This report was coordinated by the City Manager’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION
Review and Approve the 2024 Council Priority Setting Session Framework Approved by: Jōvan D. Grogan, City Manager

ATTACHMENTS

1. Report to Governance and Ethics Committee

2. Council Priority Setting Session Draft Agenda
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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
23-989 Agenda Date: 9/11/2023

REPORT TO GOVERNANCE AND ETHICS COMMITTEE

SUBJECT
2024 Council Priority Session Framework

BACKGROUND
On an annual basis, the City Council meets for the Council Priority Setting Session. The goal of the Council Priority Session is to formulate and provide clear direction to staff on the City Council’s priorities and initiatives for the upcoming year. As demonstrated during past sessions, the City Council, with input from staff, the public and within budgetary guidelines, identifies important and critical priorities for the City organization. These priorities set the policy framework for budget decisions and how City resources are aligned to support these objectives.

1. Deliver and Enhance High-Quality Efficient Services and Infrastructure

2. Manage Strategically Our Workforce Capacity and Resources

3. Promote and Enhance Economic, Housing and Transportation Development

4. Enhance Community Sports, Recreational and Arts Assets

5. Ensure Compliance with Measure J and Manage Levi’s Stadium

6. Enhance Community Engagement and Transparency

Since the last session, progress has been made on some existing Council priorities and through the Council referral process.

The 2024 Council Priority Setting Session is scheduled to take place in mid to late February 2024 over three days.

DISCUSSION
The attached draft agenda (Attachment 1) outlines the proposed priority setting framework. Below is a summary of the components:

Public Engagement Process
The 2024 Council Priority Setting Session framework includes a robust public engagement process City of Santa Clara Printed on 9/7/2023Page 1 of 4
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23-989 Agenda Date: 9/11/2023
to gather community feedback on goals through citywide community survey targeting residents, businesses, local community groups for community feedback on current City priorities. The survey will include a series of questions to assist staff on identifying overall priorities from the Santa Clara community.

In addition, staff will solicit input from City Boards and Commissions to provide current priorities.

A summary of the feedback will be presented to the City Council at the 2024 Council Priority Setting Session on Day 1. Additionally, the proposed framework provides several opportunities for public comment during public presentations to further engage public participation and gather feedback on community priorities for the Council to consider.

Priority Session Agenda
The proposed session will take place over a three-day timeframe. The sessions will be led by a facilitator. The proposed framework of the sessions are as follows:

Day 1 Session:

Day 2 Session:

The agenda for the second session will be a continuation of the first session and include the following items:
a) Ballot Initiatives: Review and discuss potential 2024 Ballot measures and timelines b) Presentation and discussion of recommended Council priorities from Staff c) Process for Selecting and Voting on Council Priorities: Discuss and confirm prioritization process and voting procedures
d) Initial Council Priority Suggestions: Councilmembers will provide individual selection of their preferred priorities, selecting among the following categories:
a. Current priorities
b. Current referrals
c. Public input suggestions
d. Staff recommendations
e. New idea(s) from Councilmember
e) Summary of Initial Council Priorities Suggestions: Discussion and reconcile Council priority suggestions
Day 3 Session:

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The third and final session will focus on the discussion and approval of Council Priorities based on budget allocation, estimates and timelines for completion and include the following items:
a) Review of initial Council Priority suggestions
b) Voting Procedures: Review and confirm voting procedures c) Staff Analysis: Review and discuss Staffs’ analysis of Initial Council Priority Suggestions, including budget allocations needed and timeline estimates d) Council Deliberations and Adoption: Discussion and deliberation on final FY 2024 Council Priorities and Council to vote on final priorities
Staff presents this proposed framework to the Committee for review and consideration as we plan for the upcoming 2024 City Council Priority Setting Session.

Following the adoption of the Annual City Council Priorities, staff proposes that the City Council undertake a process to develop (or confirm) the Annual Workplans for each of its advisory Boards, Commissions, and Committees. The process for City Council review, deliberation and adoption of Annual Workplans for Boards, Commissions, and Committees, is proposed to include the following steps:

1. Submission of potential workplan items from each advisory Board, Commission, and Committee by members and staff.

2. High-level staff analysis of submitted workplan items, including budget allocations needed and timeline estimates.

3. City Council review, deliberation and adoption of Annual Workplans.

FISCAL IMPACT
As a reminder, the Council approved a $250,000 allocation for priority setting items in December 2022. Those funds were unspent and will be recommended to be carried over as part of the close out of FY 2022/23. This report will be brought forward to Council in December 2023 along with any additional funding recommendations for this allocation.

COORDINATION
This report was coordinated by the City Manager’s Office.

RECOMMENDATION
Review and provide input on the 2024 Council Priority Setting Session Framework and forward to the full Council for consideration
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23-989 Agenda Date: 9/11/2023
Approved by: Jōvan D. Grogan, City Manager

ATTACHMENTS

1. Council Priority Setting Session Draft Agenda
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Council Priority Setting Session Framework
February 2024
DRAFT

DAY 1 AGENDA
Welcome Facilitator Opening and Ice Breaker
Overview of Priority Setting
Process
Review process and goals
Public Engagement Survey Review summary of community input received related to priorities Current Priorities & Referrals

a. Review Current Council Priority List and Completed Items b. Review Current Council Staff Referrals

Recommendations of Council
Priorities
Staff will present recommended Council Priorities for Council consideration

Wrap-Up/ Adjournment Conclude session until Day 2

DAY 2 AGENDA
Welcome Opening and Recap
Ballot Initiatives Review potential 2024 Ballot measures and timelines

Selecting & Voting on Council
Priorities
Discuss and confirm prioritization process and voting procedures

Summary of Initial Council
Priorities Suggestions
Discussion and reconcile Council priority suggestions
Wrap-Up / Adjournment Conclude session until Day 3

City of
Santa Clara
The Center of What's Possible

DAY 3

AGENDA
Welcome Facilitator Opening
Initial Council Priorities
Suggestions
Review Initial Council Priority Suggestions
Voting Procedures Review and confirm voting procedures
Staff Analysis Review and discuss Staffs’ analysis of Initial Council Priority Suggestions, including:
• Budget allocations needed
• Timeline estimates

Council Deliberations &
Adoption
Discussion and deliberation on final Council Priorities • Council to vote on final priorities
Adjournment Conclude Council Priority Session

City of
Santa Clara
The Center of What's Possible

1 Council Priority Setting Session Framework (Draft)
February 2024

NOTE: Public Presentations will be included items throughout each session

a. Review Current Council Priority List and Completed Items b. Review Current Council Staff Referrals

Recommendations of Council
Priorities
Staff will present recommended Council Priorities for Council consideration

Wrap-Up/ Adjournment Conclude session until Day 2

DAY 2 AGENDA
Welcome Opening and Recap
Ballot Initiatives Review potential 2024 Ballot measures and timelines

Selecting & Voting on Council
Priorities
Discuss and confirm prioritization process and voting procedures

Initial Council Priority
Suggestions
Individual Councilmember Selection of Priorities
• Each Councilmember to present their selection of 5
potential priorities among the following:
o Current priorities
o Current referrals
o Public input suggestions
o Staff recommendations
o New idea(s) from Councilmember
Summary of Initial Council
Priorities Suggestions
Discussion and reconcile Council priority suggestions
Wrap-Up / Adjournment Conclude session until Day 3

City of
Santa Clara
The Center of What's Possible

2 DAY 3

Council Deliberations &
Adoption
Discussion and deliberation on final Council Priorities • Council to vote on final priorities
Adjournment Conclude Council Priority Session

City of
Santa Clara
The Center of What's Possible
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
23-940 Agenda Date: 9/19/2023

REPORT TO STADIUM AUTHORITY BOARD

SUBJECT
Action on the Santa Clara Stadium Authority Financial Status Report for Quarter and Fiscal Year Ending March 31, 2023 and Related Budget Amendments

BOARD PILLARS
Ensure Compliance with Measure J and Manage Levi’s® Stadium Enhance Community Engagement and Transparency

BACKGROUND
In Fiscal Year 2014/15 the Stadium Authority Board (“Board”) requested that staff prepare quarterly Santa Clara Stadium Authority (“Stadium Authority”) Financial Status Reports. These reports provide an update on the events held at Levi’s® Stadium, Stadium Authority finances, and the impact of Stadium Authority activity on the City of Santa Clara’s (“City”).

This report provides information covering the Stadium Authority’s fourth quarter (January 1, 2023 - March 31, 2023) of the fiscal year (“FY”) 2022/23.

The Adopted Stadium Authority Budget incorporates the estimated revenues and expenses for all Stadium Authority funds. The attached Financial Status Reports provide the budget to actual revenue and expense summaries for the operating, debt service, and capital funds. Analysis of the financial activity through the fiscal year measures the adherence to the budget and allows the Stadium Authority to monitor and project revenues and expenses. Any significant variances are explained in the reports.

Certain operating expense payments were withheld based on Board direction for the partial suspension of payments at the March 27, 2019 Stadium Authority Board meeting, based on the concern that public funds would be used to pay for expenses that were not legally procured, or compliant with prevailing wage law or self-dealing/conflict of interest laws. At that meeting, the Board directed the Executive Director to only release public funds to Forty Niners Stadium Management Company, LLC (“Stadium Manager”) when supporting documents have been submitted to show the expenses adhere to applicable agreements and laws.

At the March 15, 2022 Stadium Authority Board meeting, the Executive Director was delegated authority to approve budget amendments of $5.1 million to move funds from the Legal Contingency line item to Shared Expenses after the review of adequate documentations for costs based on Board direction. Subsequent to that direction, Stadium Authority staff met with Stadium Manager on April 12, 2022 to review documentation for shared expenses. After follow-up meetings with the Stadium Manager, payments related to compensation were reviewed and approved for monthly payment; these totaled $5.1 million for the fiscal year.

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On August 31, 2022, Stadium Authority, Forty Niners SC Stadium Company and Stadium Manager settled disputes regarding the partially suspended Shared Expenses and Operating and Management Expenses. As part of the settlement, the Stadium Authority agreed to pay for the budgeted expense for its share of Shared Stadium Manager Expenses and other expenses for the current fiscal year. The Stadium Authority also agreed to pay the Capital Expenditure invoices as they come in after the Stadium Manager implemented its new internal Prevailing Wage Laws compliance policy and procedures. As such, the payments were released in the third quarter.

DISCUSSION
The attached financial status reports provide information covering the Stadium Authority’s fourth quarter (January 1, 2023 - March 30, 2023) of FY 2022/23. The reports summarize National Football League (“NFL”) and Non-NFL event activity at Levi’s® Stadium and describes the financial impact of these events on the Stadium Authority and City since FY 2014/15. The report also provides the budget to actual revenue and expense summaries for the operating, debt service, and capital funds.

Analysis of the financial activity through the fiscal year measures the adherence to the budget and allows the Stadium Authority to monitor and project revenues and expenses. Any significant variances are explained in the report.

NFL Event Revenue and Expenses
There were twelve NFL games held through the fourth quarter of FY 2022/23. Levi’s® Stadium hosted one pre-season NFL game, nine regular NFL season games, and two NFL play-off games during the 2022/23 fiscal year, which are detailed in the report. This resulted in $11.4 million in NFL ticket surcharges for the Stadium Authority and $250,000 of Senior and Youth Program Fees for the City.

Public safety costs for NFL games totaled an estimated $5.7 million of which $3 million was paid. The City expects to receive the remaining balance in the coming month. The Stadium Manager, on behalf of StadCo, has agreed to reimburse to the City these costs, including certain disputed costs that were paid under protest pursuant to the parties' August 31, 2022 Stipulation to the Public Safety Costs Arbitration.

Non-NFL Event Revenue and Expenses
There were seven ticketed Non-NFL events and 69 special events which are detailed in the report.

The seven ticketed Non-NFL events held in FY 2022/23 generated an average net profit of $943,000 per event. Table 1 below summarizes revenues and expenditures for the seven ticketed events. It should be noted that the names of each event are kept confidential to maintain the Stadium Authority’s negotiations position for future ticketed events. This information will be transmitted to the Board separately from this report.

Table 1
In Millions $
Ticketed Event Revenue Expense Net
Concert 1 1.8$ (1.0)$ 0.8$ Concert 2 1.3 (0.4) 0.9 Concert 3 1.8 (0.8) 1.0 Concert 4 2.0 (0.9) 1.1 Concert 5 1.5 (1.1) 0.4 Concert 6 1.7 (0.4) 1.3 Sporting Event 1 1.4 (0.3) 1.1 Total Ticketed Non-NFL Net Revenue to Date 11.5$ (4.9)$ 6.6$ City of Santa Clara Printed on 9/15/2023Page 2 of 5
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23-940 Agenda Date: 9/19/2023
In Millions $
Ticketed Event Revenue Expense Net
Concert 1 1.8$ (1.0)$ 0.8$ Concert 2 1.3 (0.4) 0.9 Concert 3 1.8 (0.8) 1.0 Concert 4 2.0 (0.9) 1.1 Concert 5 1.5 (1.1) 0.4 Concert 6 1.7 (0.4) 1.3 Sporting Event 1 1.4 (0.3) 1.1 Total Ticketed Non-NFL Net Revenue to Date 11.5$ (4.9)$ 6.6$ The Non-NFL event ticket sales generated $1.3 million in ticket surcharge revenue, half of which will fund the discretionary fund. The seven ticketed Non-NFL events contributed $640 thousand to the Discretionary Fund in the reporting period. Public safety costs for these events totaled an estimated $2.6 million which will be fully reimbursed to the City.

When combining ticketed and non-ticketed Non-NFL event revenues to date, Table 2 below shows approximately $8.8 million in net revenue (excluding surcharge revenue) through the end of the fourth quarter.

Table 2
No. of
Events Net Revenue
Ticketed Events
Concerts 6 6,097,521$
Sporting Events:

Soccer 1 423,573
Net Revenue from Ticketed Events 7 6,521,094$
Subtotal Ticketed Events - Other Expenses (2) -$
Net Revenue from Special Events (weddings, corporate events, etc.) 69 2,789,761 Other Operating Expenses (1) (501,688)
Net Revenue from Non-NFL Events (2) 76 8,809,167$
Total Performance Rent Paid to City's General Fund (3) -$ (1) Other Operating Expenses are expenses not attributable to a specific event.

Levi's® Stadium
Net Revenue for Non-NFL Events by Event Type
FY 2022/23
Event Type
(2) Net Revenue from Non-NFL Events does not include Non-NFL Event Ticket Surcharge of $1.3 million. (3) Performance Rent is calculated as 50% of the net revenue from Non-NFL events less performance-based rent credits. Those credits include 50% of Ground Rent, Public Safety Costs exceeding the threshold, and other potential credits. The calculation of those credits are in dispute and part of the parties' pending Public Safety Costs arbitration.

Stadium Builder Licenses (“SBLs”)
SBL proceeds generated $24.9 million in revenues for the Stadium Authority in FY 2022/23. SBLs account for 30% of the Stadium Authority’s annual budgeted revenue in FY 2022/23. As of March 31, 2023, there is a total of 63,215 currently active SBLs which is 96% of the 66,136 total sellable SBL seats. The value of the active SBLs amount to $547.2 million of which $522.5 million has already been collected.

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23-940 Agenda Date: 9/19/2023
Stadium Authority Budgets
The detailed analysis of Stadium Authority budget to actual financials is provided in the attached Financial Status Reports. In summary, total operating revenues were $84.9 million representing 104% of the overall budget for revenues. Total operating expenses were $19.6 million or 83% of the budget. Transfers out for debt service and capital expenditures amounted to $46.3 million and $3.8 million, respectively. The debt service fund was able to pay down $35 million in debt, bringing total Stadium Authority debt down to $245.3 million. Capital expenses were $3.9 million representing 17% of the overall CIP budget.

FY 2022/23 Stadium Authority Budget Adjustments
From time to time, budget adjustments may be necessary to align revenues or expenditures to actual or unexpected activity during the course of a fiscal year, known after the adoption of the Stadium Authority Budget. On March 7, 2023, the Stadium Authority Board adopted the Santa Clara Stadium Authority FY 2023/24 Operating, Debt Service, and Capital Budget which also includes projected revenues, expenses, and transfers out for FY 2022/23. As of the timing of the publication of this report, additional information from FY 2022/23 has resulted in recommended budget adjustments as follows:
1) SBL Sales and Service expenses were higher than anticipated due to the increased level of support needed to manage the current SBL activities. A budget adjustment of $68,787 is needed to reflect the increase in SBL expenses to the Stadium Manager. 2) Use of StadCo Tenant Improvement expenses incurred were higher than budgeted due to more Non-NFL events held in FY 2022/23. A budget adjustment of $972 is needed to reflect the increase in payment to StadCo.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is an administrative activity that will not result in direct or indirect physical changes in the environment.

FISCAL IMPACT
As discussed, staff recommends several budget amendments as detailed in the table below:

Current Increase /
(Decrease)
Revised
Operating Fund
Expenses
SBL Sales and Service $2,089,000 $68,787 $2,157,787
Use of StadCo Tenant
Improvements
$82,000 $972 $82,972
Total Expense Adjustment $69,759
Reserves
Operating and Maintenance
Reserve
$(69,759)
Total Reserve Adjustment $ (69,759)City of Santa Clara Printed on 9/15/2023Page 4 of 5 powered by Legistar™
23-940 Agenda Date: 9/19/2023
Current Increase /
(Decrease)
Revised
Operating Fund
Expenses
SBL Sales and Service $2,089,000 $68,787 $2,157,787
Use of StadCo Tenant
Improvements
$82,000 $972 $82,972
Total Expense Adjustment $69,759
Reserves
Operating and Maintenance
Reserve
$(69,759)
Total Reserve Adjustment $ (69,759)

COORDINATION
This report was coordinated with the Stadium Manager per section 4.6 of the Management Agreement as well as the Stadium Authority Counsel’s Office.

RECOMMENDATION

1. Note and file the Santa Clara Stadium Authority Financial Status Report for the Quarter Ending March 31, 2023; and

2. Approve FY 2022/23 Santa Clara Stadium Authority budget adjustments to increase Other Operating Expenses for SBL Sales and Service in the amount of $68,787 and Use of StadCo Tenant Improvements in the amount of $972, offset by Operating and Maintenance Reserves.

Reviewed by: Kenn Lee, Treasurer
Approved by: Jōvan D. Grogan, Executive Director

ATTACHMENTS

1. SCSA Financial Status Report for the Quarter and Fiscal Year Ending March 31, 2023 City of Santa Clara Printed on 9/15/2023Page 5 of 5
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SCSA
Santa Clara Stadium Authority

SANTA CLARA

STADIUM AUTHORITY

FINANCIAL STATUS REPORT
Quarter and Fiscal Year Ending
March 31, 2023
September 19, 2023
'=== WELCOME TO '==S
LEVI ' S · STADIUM
1 19929468.1

Table of Contents

Introduction ..................................................................................................................... 2 NFL Events ..................................................................................................................... 3 Non-NFL Events .............................................................................................................. 6 Discretionary Fund ........................................................................................................ 12 Stadium Builder Licenses .............................................................................................. 12 Santa Clara Stadium Authority Budget Status Reports ................................................. 15 Operating Budget ....................................................................................................... 15 Debt Service Budget .................................................................................................. 18 Capital Improvement Project Budget ......................................................................... 21 City of Santa Clara Net General Fund Impact ............................................................... 24 Public Safety and Administrative Cost Reimbursement ............................................. 24 Rents and Senior and Youth Fee ............................................................................... 25 Other Revenue Impacts ............................................................................................. 25 Glossary ........................................................................................................................ 26

2 19929468.1
Introduction
This Santa Clara Stadium Authority ( “Stadium Authority ”) Financial Status R eport provides information covering the fourth quarter of the Stadium Authority’s 2022/23 fiscal year (“FY”) which ended on March 31, 2023. Comparative data from prior fiscal years is also included.

In addition to these quarterly reports, the Stadium Authority produces annual financial statements. The FY 2022/23 financial statements were audited by an external audit firm and presented to the Stadium Authority’s Audit Committee on August 30, 2023. The report is being presented to the Stadium Authority Board (“Board”) on September 19, 2023 for approval. The financial statements are published on the Stadium Authority’s website.

The Stadium Authority also prepares a detailed budget prior to the beginning of each fiscal year. The FY 2022/23 budget was adopted by the Board on March 15, 2022.

Stadium Authority finances are structured so that the City of Santa Clara (“City”) is not liable for the debts or obligations of the Stadium Authority. All servi ces provided by the City, including administrative and public safety, to the Forty Niners Stadium Management Company, LLC (“Stadium Manager”) or the Stadium Authority are fully reimbursed with Stadium Authority funds.

Methodology
Information provided in this report was based in part on documentation submitted by the Stadium Manager. Specifically, National Football League ( NFL) and Non-NFL event statistics and financial information relating to the Stadium Manager expenses are provided by the Stadium Manager. Stadium Authority staff has access to selected financial information submitted by the Stadium Manager provided through the Stadium Authority’s Financial Management System and event reports received for Non -NFL events. These reports are received 45 days after each event for events with attendance greater than 25,000. More detailed documents for the events a re received 90 days after the close of the quarter. For all other financial information, a full detailed review and/or audit of source documentation has not been completed by the Stadium Authority for this report.

The Stadium Authority has contracted with JS Held (formerly Hagen, Streiff, Newton, & Oshiro), a forensic accounting firm, to review and evaluate Non- NFL event financial information from prior years, including source documentation. This report was discussed with the Board at the December 1, 2020 Stadium Authority Board meeting. The Stadium Authority is working with JS Held for the review of additional historical years. Those reports are expected to be presented to the Board later this month.

The information provided is based on the best known and available information at the time of the writing of this report and is subject to further revision and review. Revisions may occur based on t he timing of revenue and expenditure activity for events in this quarter that continue beyond the timing of this report. Consequently, the Board’s notation and filing of this report should not be considered an approval of the accuracy of the information in the report.
3 19929468.1
NFL Events
This section provides year to date and comparative data for NFL games categorized as pre-season and regular season games.

The San Francisco Forty-Niners (“49ers”) played a total of twelve NFL games (one pre- season game, nine regular season games and two playoff games) at Levi’s ® Stadium as
of March 31, 2023. There was a total of 835,001 tickets sold to these NFL games, an average of 69,583 per game. This is up by an average of 2,162 or 3% per game when compared to the same period in the prior fiscal year. The ticket sales resulted in $1 1.4 million in NFL ticket surcharge revenue (10% of t icket sales for pre-season and regular season games) to the Stadium Authority. The average NFL ticket surcharge revenue was $1,137,000 per game in the current year, which is up by $156,000 or 16% from the same period in the prior fiscal year. The Stadium Authority does not receive NFL ticket surcharge revenue for any playoff games played at Levi’s ® Stadium. A total of $250,000
of Senior and Youth Program Fees, which is based on $0.35 per NFL ticket sold up to a maximum amount of $250,000 per NFL season, were collected through the end of the fourth quarter of the fiscal year. T hese fees were transferred to the City’s General Fund in support of such programs.

A total of 89,828 cars were parked in the permitted offsite parking lots generating $551,000 in offsite parking fees. The overall number of cars parked in the permitted offsite lots declined by an average of 120 cars per game or -2% when compared to the prior fiscal year.

There was an estimated $5.7 million of NFL event public safety costs in the current reporting period which is an average of $ 476,356 per game. This is down from the prior year average of $530,349 by $53,993 or -10%. Of the $5.7 million NFL event public safety costs, $4.6 million or 81% are direct City costs and $1.0 million or 19% are outside agency costs. $ 551,000 of the total NFL event public safety costs are covered by the offsite parking fees that were collected and the remaining are invoiced to the Stadium Manager.

NFL event public safety cost invoices are provided to the Stadium Manager approximately 45 days after the game date which will be fully reimbursed to the City.

Statistics for the NFL games held at Levi’s
® Stadium in the 2022/23 fiscal year are shown
in Table 1 and comparative data from all nine years of operations can be found in Table

2. 4
19929468.1

Table 1

Game 1 vs
Packers
Game 2 vs
Seahawks
Game 3 vs
Rams
Game 4 vs
Chiefs
Game 5 vs
Chargers
Game 6 vs
Saint
Game 7 vs
Dolphins
Game 8 vs
Buccaneers
Game 9 vs
Commanders
Game 10 vs
Cardinals
Game 11 vs
Seahawks
Game 12 vs
Cowboys 2022/23
08/12/22 09/18/22 10/03/22 10/23/22 11/13/22 11/27/22 12/04/22 12/11/22 12/24/22 01/07/23 01/14/23 01/22/23 YTD Total No. of Tickets Sold 66,747 69,759 69,674 69,881 69,698 69,479 69,868 69,755 69,885 69,552 70,072 70,631 835,001$ NFL Ticket Surcharge (2) 541,108$ 999,315$ 996,116$ 1,650,552$ 1,017,704$ 997,334$ 1,016,788$ 2,173,980$ 989,437$ 984,391$ -$ -$ 11,366,724$ Senior/Youth Program Fees 23,361$ 24,416$ 24,386$ 24,458$ 24,394$ 24,318$ 24,454$ 24,414$ 24,460$ 24,343$ 6,996$ -$ 250,000$ Cars Parked at Offsite Lots 4,830 6,873 6,104 7,382 8,360 8,612 8,526 8,256 7,925 7,680 7,383 7,897 89,828 City Offsite Parking Fee 29,608$ 42,131$ 37,418$ 45,252$ 51,247$ 52,792$ 52,264$ 50,609$ 48,580$ 47,078$ 45,258$ 48,409$ 550,646$ Cars Parked on Tasman Lots - - - - - - - - - - - - - City Tasman Lot Parking Fee -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Stadium Public Safety Costs (1) 410,187$ 460,737$ 473,038$ 488,910$ 472,139$ 473,623$ 484,131$ 488,005$ 447,680$ 492,284$ 479,097$ 546,442$ 5,716,274$ Less: Offsite Parking Fee Credit (29,608)$ (42,131)$ (37,418)$ (45,252)$ (51,247)$ (52,792)$ (52,264)$ (50,609)$ (48,580)$ (47,078)$ (45,258)$ (48,409)$ (550,646)$ Reimbursable Stadium Public Safety Cost 380,579$ 418,606$ 435,621$ 443,658$ 420,892$ 420,832$ 431,867$ 437,396$ 399,099$ 445,206$ 433,840$ 498,034$ 5,165,629$ Amount Reimbursed 358,350$ 374,485$ 373,088$ 341,270$ 373,280$ 367,839$ 406,187$ 431,677$ 360,557$ 405,898$ 403,215$ 462,482$ 4,658,327$ (1) Includes estimated stadium public safety costs from outside agencies. (2) NFL Ticket Surcharge excludes NFL Play-Off games as indicated on Article 1 of the Amended and Restated Team Non-Relocation Agreement between Team and SCSA.

Levi's® Stadium
2022/23 NFL Event Statistics
As of March 31, 2023
5 19929468.1
Table 2

2014/15 Q4 2015/16 Q4 2016/17 Q4 2017/18 Q4 2018/19 Q4 2019/20 Q4 2020/21 Q4 2021/22 Q4 2022/23 Q4 Total Total Total Total Total Total Total Total Total
No. of NFL Events 10 10 10 10 10 12 5 10 12 No. of Tickets Sold 682,095 669,826 655,891 643,189 651,237 803,524 - 674,214 835,001 NFL Ticket Surcharge 8,366,290$ 8,273,378$ 8,175,462$ 7,806,190$ 8,076,510$ 8,412,291$ -$ 9,809,009$ 11,366,724$ Senior/Youth Program Fees 238,734$ 234,439$ 229,562$ 225,116$ 227,933$ 250,000$ -$ 235,975$ 250,000$ Cars Parked at Offsite Lots 90,024 57,166 67,740 54,107 56,390 81,401 - 71,614 89,828 City Offsite Parking Fee 442,918$ 290,403$ 354,958$ 293,260$ 317,476$ 476,196$ -$ 423,238$ 550,646$ Cars Parked on Tasman Lots 4,983 6,876 5,122 5,530 4,729 6,882 - 4,449 - Cars Parked on Golf Course 23,306 20,090 - - - - - - - City Tasman Lot and Golf Course Parking Fee 141,445$ 134,830$ 25,610$ 27,650$ 23,645$ 34,410$ -$ 22,245$ -$ Stadium Public Safety Costs (1) 2,455,404$ 2,437,902$ 3,084,850$ 2,633,295$ 2,994,735$ 5,416,926$ 887,617$ 5,303,491$ 5,716,274$ Golf Course Public Safety Costs 180,766$ 81,210$ -$ -$ -$ -$ -$ -$ -$ Subtotal Event Public Safety Costs 2,636,170$ 2,519,111$ 3,084,850$ 2,633,295$ 2,994,735$ 5,416,926$ 887,617$ 5,303,491$ 5,716,274$ Less: Offsite Parking Fee Credit (442,918)$ (290,403)$ (354,958)$ (293,260)$ (317,476)$ (476,196)$ -$ (423,238)$ (550,646)$ Reimbursable Stadium Public Safety Costs 2,193,252$ 2,228,708$ 2,729,892$ 2,340,035$ 2,677,259$ 4,940,730$ 887,617$ 4,880,253$ 5,165,629$ Reimbursed by StadCo 1,437,848$ 1,558,806$ 1,556,550$ 2,340,035$ 2,677,259$ 4,940,730$ 887,617$ 4,880,253$ 4,658,327$ Reimbursed by SCSA 755,404$ 669,902$ 1,173,342$ -$ -$ -$ -$ -$ -$ Total Amount Reimbursed 2,193,252$ 2,228,708$ 2,729,892$ 2,340,035$ 2,677,259$ 4,940,730$ 887,617$ 4,880,253$ 4,658,327$ (1) Includes estimated stadium public safety costs from outside agencies.

Levi's® Stadium
Historical NFL Event Statistics

6 19929468.1
Non-NFL Events
This section provides annual and comparative data for N on-NFL Events categorized as events ranging from high school and college football games, international soccer matches, concerts, wedding fairs, and special events. During the current reporting period there were a total of 319,813 tickets sold for the seven ticketed Non-NFL events that were held, resulting in $ 1.3 million Non-NFL event ticket surcharge revenue ( from the $4 per ticket Non-NFL event surcharge). The ticketed Non-NFL events in the current reporting period were large- scale events resulting in a large increase in the ticket surcharge revenue over the same period in the prior year. There were no ticketed events held during FY 2021/22 due to the COVID-19 pandemic.

The Stadium Manager reports that t here were also 69 smaller special events held at Levi’s
® Stadium with 25,867 attendees during the current report period. This is an increase of 57 events when compared to FY 2021/22, which had 12 smaller special events with 3,698 attendees. The special events generated $2.8 million in net revenue for the Stadium Authority. Examples of these special events include corporate events of various sizes, weddings, holiday parties, high school dances, etc.

In correlation with the increase in Non-NFL events, parking at the permitted offsite parking lots also saw an increase when compared to the prior year. There were 35,302 cars parked at these offsite lots, a 100% increase from the previous year. T he City received $215,000 in related offsite parking fees as a result of these events in FY 2022/23.

Total Non-NFL event public safety costs were $2. 6 million. As noted previously, this increase in cost is due to more events being held in the current year when compared to the prior year. Of these costs, $215,000 were covered by the offsite parking fee. The remaining $2.4 million were invoiced and $2.3 million has been reimbursed to the City as of this report date.

Statistics for the seven Non-NFL ticketed events and 69 special events are shown in Table 3 and comparative data from all nine years of operations are shown in Table 4.

7 19929468.1
Table 3

Coldplay Grupo Firme
Red Hot Chili
Peppers The Weeknd
Mexico vs
Colombia
Elton John
Day 1
Elton John
Day 2 2022/23
05/15/22 07/02/22 07/29/22 08/27/22 09/27/22 10/08/22 10/09/22 YTD Total No. of Scanned Attendees 50,308 29,995 43,205 45,716 56,404 40,275 34,410 - 300,313 No. of Tickets Sold 50,513 31,169 45,977 48,801 63,939 44,134 35,280 135 319,948 Non-NFL Ticket Surcharge 202,052$ 124,676$ 183,908$ 195,204$ 255,756$ 176,536$ 141,120$ 540$ 1,279,792$ No. of Non-NFL Special Events 69 69 Non-NFL Special Event Attendees 25,867 25,867 Cars Parked at Offsite Lots 5,666 2,502 4,914 5,518 4,953 5,823 5,926 - 35,302 City Offsite Parking Fee 33,486$ 15,337$ 30,123$ 33,825$ 30,362$ 35,695$ 36,326$ -$ 215,155$ Stadium Public Safety Costs 417,233$ 397,867$ 330,399$ 374,684$ 494,641$ 298,973$ 282,566$ 31,032$ 2,627,394$ Less: Offsite Parking Fee Credit (33,486)$ (15,337)$ (30,123)$ (33,825)$ (30,362)$ (35,695)$ (36,326)$ -$ (215,155)$ Reimbursable Public Safety Costs 383,747$ 382,529$ 300,276$ 340,858$ 464,279$ 263,278$ 246,240$ 31,032$ 2,412,239$ Amount Reimbursed 366,230$ 366,277$ 289,948$ 328,407$ 442,070$ 256,161$ 242,204$ 23,254$ 2,314,551$ Levi's® Stadium
FY 2022/23 Non-NFL Event Statistics
As of March 31, 2023
2022/23 YTD
Special Events
8 19929468.1
Table 4

2014/15 Q4 2015/16 Q4 2016/17 Q4 2017/18 Q4 2018/19 Q4 2019/20 Q4 2020/21 Q4 2021/22 Q4 2022/23 Q4 Total Total Total Total Total Total Total Total Total
No. of non-NFL Ticketed Events 9 17 18 13 12 8 - - 7 No. of Tickets Sold 377,312 629,004 582,349 384,282 332,600 183,874 - - 319,948 Non-NFL Ticket Surcharge 1,431,540$ 2,477,084$ 2,329,396$ 1,537,128$ 1,330,400$ 735,496$ -$ -$ 1,279,792$ No. of Non-NFL Special Events 186 207 127 113 100 79 - 12 69 Non-NFL Special Event Attendees 62,357 105,997 49,151 62,917 35,676 33,535 - 3,698 25,867 Cars Parked at Offsite Lots 26,156 55,720 60,969 30,734 28,566 17,127 - - 35,302 City Offsite Parking Fee 128,688$ 278,704$ 313,979$ 165,149$ 158,623$ 98,547$ -$ -$ 215,155$ Cars Parked on Golf Course 12,004 20,661 9,562 - - - - - - City Golf Course Parking Fee 60,020$ 103,305$ 47,810$ -$ -$ -$ -$ -$ -$ Stadium Public Safety Costs 1,782,821$ 3,083,668$ 3,207,507$ 2,020,343$ 2,421,914$ 1,718,924$ -$ 98,983$ 2,627,394$ Golf Course Public Safety Costs 76,462$ 119,842$ 39,905$ -$ -$ -$ -$ -$ -$ Subtotal Event Public Safety Costs 1,859,283$ 3,203,510$ 3,247,412$ 2,020,343$ 2,421,914$ 1,718,924$ -$ 98,983$ 2,627,394$ Less: Offsite Parking Fee Credit (128,688)$ (278,704)$ (313,979)$ (165,149)$ (158,623)$ (98,547)$ -$ -$ (215,155)$ Reimbursable Public Safety Costs 1,730,595$ 2,924,805$ 2,933,433$ 1,855,194$ 2,263,291$ 1,620,377$ -$ 98,983$ 2,412,239$ Amount Reimbursed 1,730,595$ 2,924,805$ 2,933,433$ 1,855,194$ 2,263,291$ 1,620,377$ -$ 98,983$ 2,314,551$ (1) Includes Non-NFL special events.

Levi's® Stadium
Historical Non-NFL Event Statistics(1)
9 19929468.1
Table 5 summarizes ticketed Non-NFL revenues and expenditures by event. There were seven ticketed Non-NFL events held in FY 2022/23 and it generated an average net profit of $94 3,000 per event. It should be noted that the names of each event are kept confidential to maintain the Stadium Authority’s negotiations position for future ticketed events. This information will be transmitted to the Board separately from this report.

Table 5

In Millions $
Ticketed Event Revenue Expense Net
Concert 1 1.8$ (1.0)$ 0.8$
Concert 2 1.3 (0.4) 0.9
Concert 3 1.8 (0.8) 1.0
Concert 4 2.0 (0.9) 1.1
Concert 5 1.5 (1.1) 0.4
Concert 6 1.7 (0.4) 1.3
Sporting Event 1 1.4 (0.3) 1.1 Total Ticketed Non-NFL Net Revenue to Date 11.5$ (4.9)$ 6.6$ Levi's® Stadium
Ticketed Non-NFL Events Revenue and Expenditure Summary As of March 31, 2023
10 19929468.1
Table 6 and 7 show net revenue for Non- NFL events by event type and event revenue and expense by category. For FY 2022/23, the Stadium Manager provided a projection of Non-NFL events net profits of a range from $250,000 to $1,750,000, as cited in the FY 2022/23 Adopted Stadium Authority Budget. In FY 2022/23, ticketed events and non- ticketed special events contributed $6.5 million and $2.8 million in net profits, respectively.

Offset by $502,000 of non-event specific other operating expenses, the Stadium Manager reported a net revenue of $8.8 million for the current reporting period.

Table 6

No. of
Events Net Revenue
Ticketed Events
Concerts 6 6,097,521$
Sporting Events:

2022/23
YTD Total
REVENUE:

Special Event Revenue 7,328,216$
Ticket Platform Fees 4,511,710
Suite Ticket Revenue 718,948
Parking 1,977,593
Food & Beverage - Ticketed Events 2,357,359
Food & Beverage - Special Events 752,493
Miscellaneous(2) 2,828,692
Total Revenue 20,475,011$
EXPENSE:

Public Safety/Security 4,490,035$
Event Staff 4,370,057
Parking 1,121,598
Food & Beverage - Special Events 4,130,071
General Event Related Expenses 5,231,543
Net Expense Reimbursements - Ticketed Events (1) (9,079,884) Miscellaneous(3) 1,402,424
Total Expense 11,665,844$
Total Non-NFL Net Revenue 8,809,167$
Levi's® Stadium
Non-NFL Event Results by Category
As of March 31, 2023
(1) All Seating Bowl Revenue is allocated for distribution to the Event Licensee and is not considered as Stadium Authority Revenue. Revenue from Event Licensee is received in the form of expense reimbursements. (2) Includes venue rental fees, net merchandise sales, interest income, and other revenues. (3) Includes catered events department staff costs, non-event specific staff costs, and other expenses. 12 19929468.1
Discretionary Fund
The Discretionary Fund is funded by revenue equal to 50% of the N on-NFL Ticket Surcharge of $4 per ticket. The seven ticketed Non-NFL events contributed $640,000 to the Discretionary Fund in the report ing period. The Stadium Authority also transferred $1.3 million out of the Discretionary Fund to contribute $650,000 to General Fund and $650,000 to the Stadium Authority’s operating funds in FY 2022/23. Table 8 shows the revenues and expenses in the D iscretionary Fund since FY2014/15. The balance at the end of this reporting period was $1.7 million.

Table 8

Stadium Builder Licenses
The total principal value of currently active Stadium Builder Licenses ( “SBLs”) is $547.2 million and, as of March 31, 2023, 96% of the total principal value of all SBLs sold (i.e., $522.5 million) had been collected. Payment for the sale of SBLs are financed over 10 years.

SBL holders that finance their purchase pay an annual interest rate of 8.5% and payments are due by March 1 st each year. The majority of SBL holders make their payments on time. F or those that do not pay on time, SBL service staff , working for the Stadium Manager on the Stadium Authority’s behalf, contact the SBL holders and attempt to collect the full amounts owed. Ultimately, a SBL can be defaulted for non-payment. Once a SBL is defaulted, the SBL holder in default loses their right to buy season tickets as well as their priority rights to tickets to Non-NFL Events, and forfeits any money they had invested in the SBL. Defaulted SBLs are then available for resale.

There is a total of 63,215 currently active SBLs, or 96% of the 66,136 sellable SBL seats as of March 31, 2023. This is an increase of 1,260 from the total active SBLs at the end of the prior fiscal year (March 31, 202 2). The main reasons for the increase are due to sale of new SBLs offset by the customer seat relocation pro gram and default buy back.

The customer seat relocation program allows customers to trade in their SBLs in return Fiscal Year
Beginning
Balance Revenue Expenses Ending Balance
2014/15 -$ 715,770$ -$ 715,770$ 2015/16 715,770 1,238,542 714,028 1,240,284 2016/17 1,240,284 1,164,698 699,129 1,705,853 2017/18 1,705,853 768,564 1,209,342 1,265,075 2018/19 1,265,075 796,294 101,267 1,960,102 2019/20 1,960,102 367,748 - 2,327,850 2020/21 2,327,850 - 18 2,327,832 2021/22 2,327,832 - (18) 2,327,850 2022/23 2,327,850 639,896(1)
1,300,051 1,667,695
Discretionary Fund Reserve
(1) This amount represents the current surcharges transferred to the Discretionary Fund. 13 19929468.1
for others in a different location as long as the total face value of the new seats is equal to or greater than the original seats.

During the current reporting period, 1,594 SBLs were sold for a total face value of $11.7 million. The customer seat relocation program resulted in an increase of $1. 2 million to the SBL face value while netting 500 more SBLs. There were also 834 SBLs defaulted during the quarter with a face value of $5.0 million.

Additional details regarding currently active SBLs as of March 31, 2023 are noted in Table

9. 14
19929468.1

Table 9

SBL Seats
Available
SBL Seats Sold
as of 3/31/22
New SBL
Sales
Net SBL
Relocations
SBL
Defaults Other SBL Seats
Sold SBL Value SBL Collected % SBL Principal
Collected
100 100 - - - - 100 14,082,625$ 13,538,758$ 96.1% 942 928 4 10 - - 942 75,360,000$ 74,381,565$ 98.7% 2 2 - - - - 2 80,000$ 79,591$ 99.5% 4,945 4,549 84 (12) (40) - 4,581 137,430,000$ 132,981,027$ 96.8% 3,475 2,894 73 (10) (20) - 2,937 58,740,000$ 56,123,961$ 95.5% 70 - 64 - 0 - 64 1,120,000$ 576,963$ 51.5% 7 7 - - - - 7 105,000$ 104,990$ 100.0% 2,163 2,199 45 (9) (19) - 2,216 26,592,000$ 24,932,136$ 93.8% 7 7 - - - - 7 70,000$ 69,997$ 100.0% 20,651 20,850 369 (13) (248) - 20,958 125,748,000$ 119,519,497$ 95.0% 14,307 14,037 543 22 (231) - 14,371 71,855,000$ 65,950,900$ 91.8% 916 919 6 1 (2) - 924 3,696,000$ 3,668,922$ 99.3% 91 91 - - - - 91 273,000$ 275,257$ 100.8% 40 44 - - - - 44 110,000$ 99,502$ 90.5% 18,392 15,296 406 511 (273) - 15,940 31,880,000$ 30,171,310$ 94.6% 28 32 - - (1) - 31 31,000$ 30,876$ 99.6% 66,136 61,955 1,594 500 (834) - 63,215 547,172,625$ 522,505,252$ 95.5% Plus: Interest on financed SBLs 64,636,840$
Total Principal & Interest 587,142,092$
(1) This table does not include $29.1 million that has been collected life-to-date from defaulted SBL holders.

Total
10,000
Santa Clara Stadium Authority
Currently Active Stadium Builder License (SBL) Summary (1) Through March 31, 2023
Seat Value
141,392
80,000
40,000
30,000
20,000
15,000
12,000
6,000
5,000
4,000
3,000
2,500
2,000
1,000
17,500

15 19929468.1
Santa Clara Stadium Authority Budget Status Reports
Operating Budget

With FY 2022/23 complete, total operating revenues for the current reporting period were $84.9 million representing 104% of the overall budget for revenues. Stadium rent earned from StadCo totaled $24.8 million. During the year, the Stadium Authority collected $24.9 million in SBL proceeds or 101 % of what was budgeted. SBL proceeds are expected to achieve budgeted level as annual payment for financed SBL payment plans are due in March. All SBL proceeds are to be transferred to the debt service fund per applicable loan agreements. The Stadium Authority also collected NFL ticket surcharges, sponsorship revenue, naming rights revenue, and senior & youth program fees all of which are within the budget this fiscal year. In addition, the Stadium Authority reported $8.8 million in revenues and $1.3 million in ticket surcharges from Non-NFL events in FY 2022/23. This is the first year in which the Stadium Authority report s revenues since the start of the pandemic in 2020.

On August 31, 2022, the Stadium Authority entered into a settlement agreement with StadCo and the Stadium Manager over disputes regarding the o perating and management expenses, shared expenses, and capital expenditures that were previously withheld. As part of the settlement, the Stadium Authority agreed to timely pay for the budgeted expense for its share of shared stadium manager expenses and other expenses for the current fiscal year, with Stadium Authority reserving all rights to confirm or dispute charges paid. This settlement does not include Stadium Authority making payments to StadCo for NFL public safety costs and NFL- SBL buffet costs , which are part of the parties’ pending arbitrations.

Total operating expenses were $19.3 million, or 83% of the annual budget. The s hared stadium manger expenses were at 94% or $ 11.7 million of the $1 2.5 million budgeted amount, and SBL Sales & Service expenses were 103 % of the budget , or $2.2 million.

The Stadium Authority pays for all utility costs from February 1 st through July 31st and the
tenant (StadCo) pays for utility costs from August 1 st through January 31 st (Tenant Season). Therefore, utility costs are 85% of the budget for the year , or $ 1.2 million.

Transfers out for debt service and capital expenditures fund amounted to $ 46.1 million and $3.8 million, respectively . Lastly, Stadium Authority G&A costs were at $2.3 million or 54% of the budget.

Additional details are shown in Table 10.
16 19929468.1
Table 10

Budget to Budget to
Final Q1 Q2 Q3 Q4 YTD Actual % Final YTD Actual %
Budget Actuals Actuals Actuals Actuals Actuals Difference Received Budget Actuals Difference Received Revenue
NFL Ticket Surcharge 11,367,000$ -$ 1,540,422$ 8,841,911$ 984,391$ 11,366,724$ 276$ 100% 8,665,000$ 9,809,009$ (1,144,009)$ 113% SBL Proceeds 24,528,000 - 12,382,812 2,078,722 10,428,783 24,890,317 (362,317) 101% 23,682,000 27,279,416 (3,597,416) 115% Interest 1,037,000 60,600 267,337 562,345 832,658 1,722,940 (685,940) 166% 56,000 24,692 31,308 44% Net Revenues from Non-NFL Events 7,262,000 - - - 8,953,450 8,953,450 (1,691,450) 123% - - - NA Naming Rights 11,016,000 3,635,630 3,635,630 - 3,744,699 11,015,959 41 100% 7,165,000 3,529,738 3,635,262 49% Sponsorship Revenue (STR) 405,000 148,143 81,250 81,250 274,891 585,534 (180,534) 145% 325,000 343,426 (18,426) 106% Rent 24,762,000 5,640,899 7,564,501 6,190,500 5,366,100 24,762,000 - 100% 24,762,000 24,762,000 - 100% Senior & Youth Program Fees 250,000 - 47,777 170,884 31,339 250,000 - 100% 235,975 235,975 - 100% Non-NFL Event Ticket Surcharge 1,284,000 201,912 500,968 576,232 680 1,279,792 4,208 100% 150,000 - 150,000 0% Other Revenue - - - - 68,874 68,874 (68,874) NA - 550,600 (550,600) NA Total Revenue 81,911,000$ 9,687,184$ 26,020,697$ 18,501,844$ 30,685,865$ 84,895,590$ (2,984,590)$ 104% 65,040,975$ 66,534,856$ (1,493,881)$ 102% Transfers In
Transfer In from Debt Service Fund(1) -$ -$ -$ -$ -$ -$ -$ NA -$ 6,790,483$ (6,790,483)$ NA Total Transfers In -$ -$ -$ -$ -$ -$ -$ NA -$ 6,790,483$ (6,790,483)$ NA Budget to Budget to
Final Q1 Q2 Q3 Q4 YTD Actual % Final YTD Actual %
Budget Actuals Actuals Actuals Actuals Actuals Difference Used Budget Actuals Difference Used Expenses
Shared Stadium Manager Expenses
Stadium Operations 3,827,196$ 832,211$ 1,081,387$ 956,799$ 624,886$ 3,495,283$ 331,913$ 91% 8,709,773$ 8,709,773$ -$ 100% Engineering 2,488,872 573,927 670,509 622,218 808,230 2,674,884 (186,012) 107% 5,081,922 5,081,922 - 100% Guest Services 586,968 125,206 168,278 146,742 (45,125) 395,101 191,867 67% 1,237,953 1,237,953 - 100% Groundskeeping 497,556 30,642 218,136 124,389 74,488 447,655 49,901 90% 636,655 636,655 - 100% Security 1,626,828 129,989 683,425 406,707 27,746 1,247,867 378,961 77% 3,264,973 3,264,973 - 100% Insurance 3,230,000 2,935,718 (1,320,586) 807,566 807,565 3,230,263 (263) 100% 3,204,179 3,204,179 - 100% Stadium Management Fee 253,000 - - - 253,354 253,354 (354) 100% 716,640 716,640 - 100% Shared Stadium Mngr Exps Subtotal 12,510,420$ 4,627,693$ 1,501,149$ 3,064,421$ 2,551,144$ 11,744,407$ 766,013$ 94% 22,852,095$ 22,852,095$ -$ 100% Other Operating Expenses
SBL Sales and Service 2,089,000$ 696,308$ 348,154$ 522,231$ 591,094$ 2,157,787$ (68,787)$ 103% 3,448,000$ 1,753,451$ 1,694,549$ 51% Senior & Youth Fees (paid to City) 250,000 - 47,777 170,884 31,339 250,000 - 100% 235,975 235,975 - 100% Non-NFL Event Expense - - - - - - - NA 600,000 288,741 311,259 48% Ground Rent (paid to City) 460,000 - 460,000 - - 460,000 - 100% 425,000 425,000 - 100% Performance Rent (paid to City) - - - - - - - NA - - - NA Discretionary Fund Expense 1,300,000 - - - 650,000 650,000 650,000 50% 250,000 - 250,000 0% Utilities 1,444,000 962,496 - - 263,098 1,225,594 218,406 85% 1,586,000 1,079,233 506,767 68% Use of StadCo Tenant Improvements 82,000 11,602 14,188 47,029 10,153 82,972 (972) 101% 164,826 164,826 - 100% Stadium Authority G&A 4,205,000 515,591 635,415 458,421 664,636 2,274,063 1,930,937 54% 5,115,000 2,923,587 2,191,413 57% Naming Rights Commission 91,000 45,445 - 45,446 - 90,891 109 100% 88,244 88,244 - 100% Legal Contingency 89,011 - - - - - 89,011 0% - - - NA Other Expenses 723,000 240,879 120,440 128,774 (63,371) 426,722 296,278 59% 1,564,804 1,564,804 - 100% Other Operating Expenses Subtotal 10,733,011$ 2,472,321$ 1,625,974$ 1,372,785$ 2,146,949$ 7,618,029$ 3,114,982$ 71% 13,477,849$ 8,523,861$ 4,953,988$ 63% Total Expenses 23,243,431$ 7,100,014$ 3,127,123$ 4,437,206$ 4,698,093$ 19,362,436$ 3,880,995$ 83% 36,329,944$ 31,375,956$ 4,953,988$ 86% Transfers Out
Debt Service 46,341,580$ -$ 12,337,956$ 13,891,806$ 19,870,180$ 46,099,942$ 241,638$ 99% 37,572,000$ 30,132,671$ 7,439,329$ 80% Capital Expenditures Reserve 3,801,000 - - - 3,800,310 3,800,310 690 100% 3,690,000 3,689,622 378 100% Discretionary Fund Reserve 642,000 - 163,294 189,556 287,046 639,896 2,104 100% - - - NA Operating Reserve 7,702,000 - - - 13,036,663 13,036,663 (5,334,663) 169% - - - NA Renovation/Demolition Reserve 7,031,000 - - - 5,323,390 5,323,390 1,707,610 76% - - - NA Total Transfers Out 65,517,580$ -$ 12,501,250$ 14,081,362$ 42,317,589$ 68,900,201$ (3,382,621)$ 105% 41,262,000$ 33,822,293$ 7,439,707$ 82% Changes in Reserves
Operations and Maintenance Reserve (12,326,081)$ -$ -$ (12,326,081)$ -$ (12,326,081)$ -$ 100% -$ -$ -$ NA Legal Contingency Reserve - Buffet Costs 2,075,070 - - 2,075,070 - 2,075,070 - 100% - - - NA Legal Contingency Reserve - Public Safety Costs 3,401,000 - - 3,401,000 - 3,401,000 - 100% - - - NA Total Change in Reserves (6,850,011)$ -$ -$ (6,850,011)$ -$ (6,850,011)$ -$ 100% -$ -$ -$ NA Santa Clara Stadium Authority
Operating Budget Status Report
For the Period Ending March 31, 2023 and 2022
Period Ending March 31, 2023 Period Ending March 31, 2022 17 19929468.1
Operating Budget – Recommended Budget Adjustments
From time to time, budget adjustments may be necessary to align revenues or expenditures to actual or unexpected activity during the course of a fiscal year, known after the adoption of the Stadium Authority Budget.

On March 7, 2023, the Stadium Authority Board adopted the Santa Clara Stadium Authority FY 2023/24 Operating, Debt Service, and Capital Budget which also includes projected revenues, expenses, and transfers out for FY 2022/23. The following budget adjustments are requested based on the projecte d actuals reported:

1) SBL Sales and Service expenses were higher than anticipated due to increase level of support needed to manage the current SBL activities. A budget adjustment of $68,787 is needed to reflect the increase in SBL expenses to the Stadium Manager.

2) Use of StadCo Tenant Improvement expenses incurred were higher than budgeted due to more Non-NFL events held in FY 2022/23. A budget adjustment of $972 is needed to reflect the increase in payment to StadCo.
18 19929468.1

Debt Service Budget
The Stadium Authority’s FY 2022/23 debt service revenue budget of $2.3 million represents anticipated contributions from the Community Facilities District (CFD). CFD levies and collects a special hotel tax on hotel rooms within the CFD. All collections from the special CFD hotel taxes are contributed to Stadium Authority to pay down the CFD Advance. The CFD Advance is payable solely from amounts received by the Stadium Authority from the CFD. During FY 2022/23, $2.1 million was contributed by the CFD, or 92% of the annual budget. The primary reason CFD collections have increased is due to the recovery from COVID -19 pandemic. Other Debt revenues include transfers in from the operating fund, which amounted to $46.1 million or 99% of the budget.

Total Stadium Authority debt service expenses for the current reporting period were $48.6 million, 100% of the budgeted amount. The debt service expenses for the CFD Advance, the Term A Loan, and the StadCo Subordinated Loan w ere $2.2 million, $25.5 million, and $20.8 million, respectively. The Stadium Authority debt service fund ended the year with a fund balance of $25.3 million which includes $11.5 million in the debt service reserve account. The remaining is reserved for future debt payments.

As of March 31, 2023, the total outstanding amount of Stadium Authority debt had declined to $2 45.3 million. This is a reduction in principal of $35 million from the March 31, 2022 outstanding debt amount of $ 280.3 million. The Stadium Authority also paid off the StadCo Subordinate Loan with excess revenues in FY 2022/23.

Additional details are shown in Tables 11 and 12 and Chart 1. 19 19929468.1
Table 11

Budget to Budget to
Final Q1 Q2 Q3 Q4 YTD Actual % Final YTD Actual %
Budget Actuals Actuals Actuals Actuals Actuals Difference Received Budget Actuals Difference Received Beginning Fund Balance
Required Debt Service Reserve 11,536,235$ 11,536,235$ 11,536,235$ 11,536,235$ 11,536,235$ 11,536,235$ -$ 100% 11,536,235$ 11,536,235$ -$ 100% Debt Service Reserve 12,532,334 14,103,958 (4,267,484) 4,860,578 16,068,380 14,103,958 (1,571,624) 113% 11,168,171 21,499,383$ (10,331,212) 193% Total Beginning Fund Balance 24,068,569$ 25,640,193$ 7,268,751$ 16,396,813$ 27,604,615$ 25,640,193$ (1,571,624)$ 107% 22,704,406$ 33,035,618$ (10,331,212)$ 146% Revenue
Contribution from CFD 2,323,000$ 611,227$ 287,529$ 953,447$ 274,613$ 2,126,816$ 196,184$ 92% 483,000$ 1,085,574$ (602,574)$ 225% Total Revenues 2,323,000$ 611,227$ 287,529$ 953,447$ 274,613$ 2,126,816$ 196,184$ 92% 483,000$ 1,085,574$ (602,574)$ 225% Transfers In
Transfers In from Operating 46,341,580$ -$ 12,337,956$ 13,891,806$ 19,870,180$ 46,099,942$ 241,638$ 99% 37,572,000$ 30,132,671$ 7,439,329$ 80% Transfers In from Fund Balance
Total Transfers In 46,341,580$ -$ 12,337,956$ 13,891,806$ 19,870,180$ 46,099,942$ 241,638$ 99% 37,572,000$ 30,132,671$ 7,439,329$ 80% Total Source of Funds 72,733,149$ 26,251,420$ 19,894,236$ 31,242,066$ 47,749,408$ 73,866,951$ (1,133,802)$ 102% 60,759,406$ 64,253,863$ (3,494,457)$ 106% Budget to Budget to
Final Q1 Q2 Q3 Q4 YTD Actual Final YTD Actual
Budget Actuals Actuals Actuals Actuals Actuals Difference % Used Budget Actuals Difference % Used Expenses
CFD Advance 2,241,000$ 433,923$ 544,403$ 684,431$ 585,721$ 2,248,478$ (7,478)$ 100% 1,690,516$ 1,690,516$ -$ 100% Term A Loan 25,494,000 17,415,690 2,692,691 2,692,691 2,692,691 25,493,763 237 100% 25,529,000 25,528,912$ 88 100% StadCo Subordinated Loan 20,847,580 1,133,056 260,329 260,329 19,193,325 20,847,039 541 100% 12,043,000 4,603,759$ 7,439,241 38% Total Expenses 48,582,580$ 18,982,669$ 3,497,423$ 3,637,451$ 22,471,737$ 48,589,280$ (6,700)$ 100% 39,262,516$ 31,823,187$ 7,439,329$ 81% Transfers Out
Transfers Out to Operating Fund -$ -$ -$ -$ -$ -$ -$ NA -$ 6,790,483$ (6,790,483)$ NA Total Transfers Out -$ -$ -$ -$ -$ -$ -$ NA -$ 6,790,483$ (6,790,483)$ NA Ending Fund Balance
Required Debt Service Reserve 11,536,235$ 11,536,235$ 11,536,235$ 11,536,235$ 11,536,235$ 11,536,235$ -$ 100% 11,536,235$ 11,536,235$ -$ 100% Debt Service Reserve 12,614,334 (4,267,484) 4,860,578 16,068,380 13,741,436 13,741,436 (1,127,102) 109% 9,960,655 14,103,958$ (4,143,303) 142% Total Ending Fund Balance 24,150,569$ 7,268,751$ 16,396,813$ 27,604,615$ 25,277,671$ 25,277,671$ (1,127,102)$ 105% 21,496,890$ 25,640,193$ (4,143,303)$ 119% Total Use of Funds 72,733,149$ 26,251,420$ 19,894,236$ 31,242,066$ 47,749,408$ 73,866,951$ (1,133,802)$ 102% 60,759,406$ 64,253,863$ (3,494,457)$ 106% Debt Service Budget Status Report
For the Period Ending March 31, 2023 and 2022
Period Ending March 31, 2022
Santa Clara Stadium Authority
Period Ending March 31, 2023
20 19929468.1

Table 12

Chart 1

Type of Indebtedness
Interest
Rates
Outstanding as of
March 31, 2022 Net Change
Outstanding as of
March 31, 2023
Stadium Funding Trust Loan:

Term A Loan 5.00% 230,138,240$ ( 14,723,000)$ 215,415,240$ StadCo CFD Advance 5.73% 30,374,502 (515,005) 29,859,497 StadCo Subordinated Loan 5.50% 19,800,950 (19,800,950) - Total $ 280,313,692 $ (35,038,954) $ 245,274,737 Period Ending March 31, 2023
Santa Clara Stadium Authority
Debt Summary Report
$-
$100
$200
$300
$400
$500
$600
$700
Mar 2012 Mar 2013 Mar 2014 Mar 2015 Mar 2016 Mar 2017 Mar 2018 Mar 2019 Mar 2020 Mar 2021 Mar 2022 Mar 2023 Total Outstanding Debt (in millions)
Construction Loan StadCo Agency Advance Term B Loan
Term A Loan StadCo CFD Advance StadCo Subordinated Loan $41.1
$396.1
$653.4
$561.6
$464.7
$429.8
$382.7
$325.3$340.2
$296.8 $280.3
$245.2
■
■
■
■
■
■
21 19929468.1

Capital Improvement Project Budget
As part of the Capital Expense (“CapEx”) Plan, the following projects have been completed as of the current reporting period:
• Financial Management Information System
• Command Post Communication Equipment
• Gold Lot 4 and 5 Lighting
• Rust Prevention Mitigation
• Mechanical and Electrical Closet Lighting
• License Plate Reader at Vehicle Entry Gates
• Mobile Security Closed Circuit Television
• Stadium Insulation
• Non-Slip Floor Matting
• Lift Station
• Loading Dock Lighting
• Command Post Dispatch Club Space Flooring
• Private Lactation Spaces
• Levi’s Naming Rights Existing Signage Lighting and Driver Repair • Creston Control & Building Operating System Upgrades
• Lifepak CR2 AEDs Replacement
• Security 24/7 Gate C Employee Entrance Booth
• Software Upgrade to Genetec 5.8
• Parking Lot Camera Upgrades

The following CapEx projects are currently in progress:
• Broadcast Booth Power
• Updated Stadium Wayfinding Signage
• Stadium Event Signage
• Women’s Locker Room
• Automatic Logic Control Building Engineering System
• Plumbing
• Electrical / Data Distribution Expansion – Security Screening Location • North East Lobby Security Desk Enhancements
• Stationary Electrical Pressure Washers
• Stadium Event Power Upgrades & Switchgear Electrical
• Aesthetic Improvements – Premium Areas/Special Event Spaces • Overhead Doors, Motors, Sensors, and Track Replacements • Coatings Main Deck
• LED Retrofit Project – Exterior Luminaire Light Fixtures • Distribution – High Voltage (PMSGT, Battery & 12KV Main Circuit Breakers) • New Seating - Bowl Padded Seat Replacement
• Concrete Replacements
• Radio Booth Cabling
• CO2 Monitoring & Sensors for Code Compliance
22 19929468.1
• Replace Furniture
• Cooling Towers
• Variable Frequency Drive(s)
• Install New Kitchen Exhaust Fans Throughout the Building • Smoke Evacuation System – Fire Smoke Curtain Replacement • Bowl Camera Upgrade/Refurbishment
• IT: Replace End of Life Equipment
• Police: Enclosed Trailer

A total of $3.9 million has been spent in FY 2022/23, which amounts to 17% of the budget.

While there have been delays in projects due to staffing shortage from the contractors as a result of COVID -19, activity is expected to pick up on projects continuing into FY 2023/24.

On August 31, 2022, the Stadium Authority entered into a settlement agreement with StadCo and the Stadium Manager over disputes regarding the o perating and management expenses, shared expenses, and capital expenditures that were previously withheld. As part of the settlement, in regard to Capital Expenditures, the Stadium Authority agreed to discontinue the temporary practice of withholding payment for Capital Expenditures subject to the review and approval of the prevailing wage documentation by Stadium Authority’s labor law compliance consultant. Under the Settlement Agreement, Stadium Manager further confirmed its obligation to comply with applicable laws, including Prevailing Wage Laws, and Stadium Manager also implemented its new internal Prevailing Wage Laws compliance policy and procedures. Accordingly, the Stadium Authority will process the invoice payments as they come in.

Additional details are shown below in Table 13.

23 19929468.1
Table 13

Budget to Budget to
Final Q1 Q2 Q3 Q4 YTD Actual Final YTD Actual
Budget Actuals Actuals Actuals Actuals Actuals Difference % Received Budget Actuals Difference % Received Beginning Fund Balances 22,103,296$ 23,001,058$ 22,850,847$ 22,015,298$ 20,671,338$ 23,001,058$ (897,762)$ 104% 19,438,420$ 20,805,741$ (1,367,321)$ 107% Revenue
Interest -$ -$ -$ -$ 83,713$ 83,713$ (83,713)$ NA -$ -$ -$ NA Total Revenue -$ -$ -$ -$ 83,713$ 83,713$ (83,713)$ NA -$ -$ -$ NA Transfers In
Transfers In from Operating 3,800,310$ -$ -$ -$ 3,800,310$ 3,800,310$ -$ 100% 3,690,000$ 3,689,622$ 378$ 100% Total Transfers In 3,800,310$ -$ -$ -$ 3,800,310$ 3,800,310$ -$ 100% 3,690,000$ 3,689,622$ 378$ 100% Total Source of Funds 25,903,606$ 23,001,058$ 22,850,847$ 22,015,298$ 24,555,361$ 26,885,081$ (981,475)$ 104% 23,128,420$ 24,495,363$ (1,366,943)$ 106% Budget to Budget to
Final Q1 Q2 Q3 Q4 YTD Actual Final YTD Actual
Budget Actuals Actuals Actuals Actuals Actuals Difference % Used Budget Actuals Difference % Used Expenses
Construction 14,034,892$ 52,627$ 461,087$ 1,197,977$ 1,289,854$ 3,001,545$ 11,033,347$ 21% 7,116,470$ 757,485$ 6,358,985$ 11% Equipment 6,602,240 97,584$ 374,462$ 145,983$ 285,001$ 903,030 5,699,210 14% 6,120,110 736,820 5,383,290 12% Contingency & Misc 962,743 -$ -$ -$ 4,260$ 4,260 958,483 0% 623,935 - 623,935 0% Stadium Warranty Related Construction 1,528,202 -$ -$ -$ -$ - 1,528,202 0% 1,528,202 - 1,528,202 0% Total Expenses 23,128,077$ 150,211$ 835,549$ 1,343,960$ 1,579,115$ 3,908,835$ 19,219,242$ 17% 15,388,717$ 1,494,305$ 13,894,412$ 10% Ending Fund Balance 2,775,529$ 22,850,847$ 22,015,298$ 20,671,338$ 22,976,246$ 22,976,246$ (20,200,717)$ 828% 7,739,703$ 23,001,058$ (15,261,355)$ 297% Total Use of Funds 25,903,606$ 23,001,058$ 22,850,847$ 22,015,298$ 24,555,361$ 26,885,081$ (981,475)$ 104% 23,128,420$ 24,495,363$ (1,366,943)$ 106% CIP Budget Status Report
For the Period Ending March 31, 2023 and 2022
Period Ending March 31, 2022Period Ending March 31, 2023

24 19929468.1

City of Santa Clara Net General Fund Impact
During the current reporting period there was a total of $1. 4 million that was contributed to the General Fund as shown in Table 14. This section of the report also provides information on General Fund revenue and expenditure impacts resulting from the stadium.

Table 14

Public Safety and Administrative Cost Reimbursement
As described in earlier sections of this report, costs incurred by the City on NFL and Non- NFL E vents are tracked and billed to the Stadium Manager. R eimbursements are monitored and included in this report. Public safety costs incurred in support of NFL and Non-NFL events occurring in FY2022/23 totaled $5.7 million and $ 2.6 million, respectively. These reimbursements come from a combination of payments from the Stadium Manager and the offsite parking fees that were collected. The City has received $5.3 million in reimbursements as of the end of August 2023.

Public safety costs continue to be above the annual public safety cap. Pursuant to the Amended and Restated Lease, t he Stadium Authority was in discussion with StadCo to adjust the annual public safety cap to reflect the true cost of service, which is higher than the cap. An adjustment to the public safety cap is one of the outstanding claims that is currently at issue in the public safety costs arbitration with StadCo. As of August 31, 2023, Stadium Manager, on behalf of StadCo, has paid outstandingNFL public safety costs under protest, pending the public safety cost arbitration.

In addition to public safety costs, administrative costs are also tracked and billed to the Stadium Authority . These include the cost of providing overall stadium management, financial, human resource, legal, and other services to the Stadium Authority. In FY 2022/23, a total of $1.5 million of administrative costs were incurred by the General Fund, which have been reimbursed to the City.

Ground Rent 460,000$
Performance Rent -$
Senior and Youth Fee 250,000
Tasman Lots Parking Fee -
Sales Tax 739,805
1,449,805$
City of Santa Clara
Net General Fund Impact
For Stadium Authority
Total Net General Fund Impact
Period Ending March 31, 2023
25 19929468.1
Rents and Senior and Youth Fee
As noted above the City’s General Fund collected ground rent of $460,000. Additionally, the Senior and Youth Fee generated $250,000, of which the entire amount forwarded to the City in support of senior and youth programs. See the Glossary for more information on these revenues and how they are calculated.

Other Revenue Impacts
General Fund sales tax, property tax, and transient occupancy tax (TOT) collections have benefited from the direct and indirect economic activity related to stadium events.

Food and beverage concession sales and merchandise sales at Levi’s ® Stadium are
taxable, resulting in sales tax revenue for the City. The last four quarters of sales tax collections from Levi’s® Stadium transactions generated $740,000 for the City’s General Fund. In addition to the direct sellers at the Stadium, other businesses in Santa Clara are benefiting from the influx of people coming to attend one or more events at Levi’s ® Stadium, resulting in more sales tax collections for the General Fund.

In accordance with State Law, StadCo must pay possessory interest property tax based on their lease of Levi’s
® Stadium from the Stadium Authority. This revenue is collected by the county and placed into the Redevelopment Property Tax Trust Fund (RPTTF).

Amounts remaining in the RPTTF after paying any enforceable obligations of the Successor Agency are distributed to taxing entities in the same proportion as secured property taxes. The City’s proportion is approximately 10%.

Many stadium events bring travelers to the region, resulting in hotel stays which generate TOT collections for the City’s General Fund. Although it is difficult to determine the portion of the City’s TOT collections that are attributable to the stadium, it is clear that hotels both inside and outside the City have benefited, resulting in increases in TOT collections in Santa Clara and our neighboring cities. We continue to work with the hotels and Discover Santa Clara to survey and provide projections regarding TOT collections that result from Levi’s
® Stadium events.

26 19929468.1
Glossary
This section of the report provides details behind key terms that are used in the body of this report.

Discretionary Fund – The Amended and Restated Stadium Lease Agreement describes the Non-NFL Event ticket surcharge which is imposed by the Stadium Authority. All promotors or sponsors of ticketed N on-NFL Events are required to collect a N on-NFL ticket surcharge of $4 per ticket on behalf of the Stadium Authority. One- half of these proceeds are used to cover Stadium Authority operating and maintenance costs. The other one-half of the proceeds are deposited in the Stadium Authority’s discretionary fund.

If at any time the discretionary fund balance exceeds $1 million, then in consultation with the Stadium Manager, the Stadium Authority will determine if provision has been made for replacement and improvement of capital improvements contemplated under the public safety plan. If not, then funds will be reserved in the discretionary fund for such purposes.

If adequate provision has been made for these items and the balance of the discretionary fund still exceeds $1 million, then up to half of the amount over $1 million can be transferred to the General Fund, in which event an equal amount will also be transferred from the discretionary fund to the Stadium Authority operating fund and will be included as revenue available to pay Stadium Authority expenses.

Ground Lease – The Ground Lease Agreement has an initial term of 40 years commencing on the date of substantial completion which was July 31, 2014. The amount of annual base ground rent that is payable by the Stadium Authority to the City is noted in Table 15 below.

Table 15

Net Non-NFL Event Revenue – Net Non-NFL Event revenue is remitted by the Stadium Manager to the Stadium Authority on a yearly basis. This is done annually because the Lease Year Fiscal Year
Annual Fixed
Ground Rent
1 2014/15 180,000$
2 2015/16 215,000$
3 2016/17 250,000$
4 2017/18 285,000$
5 2018/19 320,000$
6 2019/20 355,000$
7 2020/21 390,000$
8 2021/22 425,000$
9 2022/23 460,000$
10 2023/24 495,000$
11-15 2024/25 - 2028/29 1,000,000$
16-20 2029/30 - 2033/34 1,100,000$
21-25 2034/35 - 2038/39 1,200,000$
26-30 2039/40 - 2043/44 1,300,000$
31-35 2044/45 - 2048/49 1,400,000$
36-40 2049/50 - 2053/54 1,500,000$
27 19929468.1
final reconciliation of the N on-NFL event revenues and expenses does not occur until after the conclusion of each fiscal year.

NFL Ticket Surcharge – The Amended and Restated Non-Relocation Agreement states that the Team will collect a 10% NFL ticket surcharge on the price of admission to all NFL games on behalf of Stadium Authority.

Non-NFL Event Ticket Surcharge – The Stadium Lease Agreement requires that the promoter or sponsor of any Non-NFL Event collect a Non-NFL Event ticket surcharge of $4 per ticket. The Lease Agreement sets aside one-half of the Non-NFL ticket surcharge for stadium operating and maintenance costs and one-half for discretionary expenses of the Stadium Authority.

Offsite Parking Fees – Parking lot operators who wish to operate a parking lot for sports or entertainment venues are required to go through the City’s permitting process. If approved, per the City’s Municipal Fee Schedule, these operators remit an offsite parking fee for each car that is parked for sports or entertainment events. This fee is designed to recover the public safety costs associated with these permitted offsite parking lots.

Therefore, when invoicing for NFL or N on-NFL public safety costs for a particular event held at Levi’s
® Stadium, the offsite parking fee that is collected for said event partly offsets the total public safety costs owed for that event. In the City’s FY 2022/23 (July 1, 2022 through June 30, 2023) the offsite parking fee is $6.13.

Performance-Based Rent – The Amended and Restated Stadium Lease Agreement and the Ground Lease Agreement both describe the performance-based rent that is due to the City . (It is calculated as 50% of the net income from N on-NFL event s less performance-based rent credits. The performance-based rent credits include 50% of the fixed ground rent for the current lease year.)

Public Safety Costs – For each NFL and Non-NFL Event held at Levi’s® Stadium, a public safety plan is developed and implemented. Multiple City depar tments provide staffing, materials, and supplies to support the public safety plan. Services are provided through a combination of City staff , contracts with other agencies ( California Highway Patrol, County Sheriff’s Office, and City of Sunnyvale ) and some vendor provided services.

The Amended and Restated Stadium Lease Agreement section 7.5 states that the tenant is responsible for reimbursing the City for the public safety costs attributed to NFL events at Levi’s
® Stadium. Additionally, Article 5 of the Stadium Management Agreement notes that the Stadium Manager is responsible for paying N on-NFL Event expenses on behalf of the Stadium Authority. The refore, the cost of providing public safety services are tracked through the City’s financial system and invoices are sent to the Stadium Manager.

All of these costs are reimbursed to the City of Santa Clara.

Senior and Youth Program Fees – The Amended and Restated Stadium Lease Agreement requires that StadCo collect a Senior and Youth Program Fee of $0.35 per 28 19929468.1
NFL ticket sold on behalf of the Stadium Authority up to a maximum of $250,000 per Lease Year. Per section 8.2 of the Ground Lease Agreement between the City and the Stadium Authority, the Stadium Authority remits this fee to the City as additional rent to support senior and youth programs in the City.

Stadium Management Fee – The Stadium Manager receives an annual base management fee to manage Levi’s® Stadium. The fee was $400,000 in the first lease year and increases by 3% annually as detailed in the table below . This annual base management fee is split 50/50 between StadCo and the Stadium Authority since the Stadium Manager manages the stadium year -round for both entities. In addition to the base management fee, the Stadium Manager also receives a stadium marketing and booking fee (incentive fee) which is based on a percentage of the amount that the net income from Non-NFL Events exceeds the marketing and booking fee benchmark. The marketing and booking fee benchmark was $5 million in the first lease year and also increases by 3% annually as detailed in the table below . The an nual stadium management fee for each of the first ten lease years are noted in Table 16 below.

Table 16

Tasman Lots Parking Fees – The City collects a fee of $5 per space for all cars that are parked on the Tasman surface lots during NFL events. It should be noted that ground leases for the Tasman Lots were conveyed to Related Santa Clara in December 2022.

As a result, there will be no additional fees paid to the City during NFL events.

Fiscal Year
Lease
Year
Annual Base
Stadium
Management
Fee (SCSA
Share)
Stadium
Marketing and
Booking Fee
Benchmark
Net Income
from Non-
NFL Events
1st Tier -
paid at 10%
Fee
Additional
Stadium
Marketing and
Booking Fee
10% 1st Tier
2nd Tier -
paid at 15%
Fee
Additional
Stadium
Marketing and
Booking Fee
15% 2nd Tier
Total Stadium
Management
Fee
2014/15 1 200,000$ 5,000,000$ 5,207,553$ 10,378$ -$ 210,378$ 2015/16 2 206,000 5,150,000 6,079,016 46,451 - 252,451 2016/17 3 212,180 5,304,500 5,316,894 620 - 212,800 2017/18 4 218,545 5,463,635 5,163,329 2,000,000 - 4,000,000 - 218,545 2018/19 5 225,102 5,627,544 18,591 2,060,000 - 4,120,000 - 225,102 2019/20 6 231,855 5,796,370 (2,741,014) 2,121,800 - 4,243,600 - 231,855 2020/21 7 238,810 5,970,261 (476,960) 2,185,454 - 4,370,908 - 238,810 2021/22 8 245,975 6,149,369 (288,741) 2,251,018 - 4,502,035 - 245,975 2022/23 9 253,354 6,333,850 8,809,167 2,318,548 231,855 4,637,096 23,515 508,724 2023/24 10 260,955 6,523,866 To be determined City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
23-1092 Agenda Date: 9/19/2023

REPORT TO COUNCIL

SUBJECT
Action on a Written Petition (Council Policy 030), Submitted by Adam Mason Requesting to Place an Agenda Item on a Future Council Meeting for Council to Consider a Crosswalk Safe for Pedestrians at Winchester Blvd. and Dolores Avenue Seeking to Implement Methods to Deter Speeding Cars and Negligent Drivers from Harming any more Residents

COUNCIL PILLAR
Enhance Community Engagement and Transparency

BACKGROUND
Council Policy 030 - Adding an Item on the Agenda (Attachment 1) sets forth the procedure for written petitions. Any member of the public may submit a written request raising any issue or item within the subject matter jurisdiction of the Council. Per the policy, the written request will be submitted on the agenda, in the form substantially provided by the requestor, without any staff analysis, including fiscal review, legal review and policy review. If a simple majority of the City Council supports further study of the request, then a full staff analysis shall be prepared within thirty (30) days, unless otherwise directed by the City Council.

DISCUSSION
The City Clerk’s Office received a Written Petition on August 21, 2023, from Adam Mason, requesting to place an agenda item on a future council meeting for Council consider a crosswalk safer for pedestrians at Winchester Blvd. and Dolores Avenue. Seeking to implement methods to deter speeding cars and negligent drivers from harming any more residents. (Attachment 2).

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project" within the meaning of the California Environmental Quality Act ("CEQA") pursuant to CEQA Guidelines section 15378(b)(5) in that it is an administrative activity that will not result in direct or indirect physical changes to the environment.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any report to council may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

ALTERNATIVES

1. Set a future Council meeting date to take action on the Written Petition received.

City of Santa Clara Printed on 9/15/2023Page 1 of 2
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23-1092 Agenda Date: 9/19/2023

2. Take no action.

3. Any other City Council Action, as determined by the City Council.

RECOMMENDATION
Staff makes no recommendation.

Reviewed by: Nora Pimentel, Assistant City Clerk
Approved by: Jōvan D. Grogan, City Manager

ATTACHMENTS

1. Policy and Procedure 030 - Adding an Item on the Agenda

2. Written Petition submitted by Adam Mason dated August 21, 2023 City of Santa Clara Printed on 9/15/2023Page 2 of 2
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RESOLUTION NO. 20-8895

A RESOLUTION OF THE CITY OF SANTA CLARA,
CALIFORNIA TO REPEAL RESOLUTION NO. 20-8809,
AMEND
COUNCIL POLICY 030 ENTITLED "ADDING AN ITEM
ON THE AGENDA," AND APPROVE THE COUNCIL ITEM

REQUEST FORM
BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:

WHEREAS, amending the policy on adding an item on the agenda to establish a clear, effective and easily understood process for members of the City Council and the public to have items within the jurisdiction of the City Council placed on a meeting agenda; WHEREAS, the amended version of the Adding an Item on the Agenda policy expands on the current policy language by clearly stating that, when a written request is first considered, discussion should be limited to whether an item should be added to an agenda and a date, not the merit of the item; and,
WHEREAS, the amended Adding an Item on the Agenda policy, attached hereto as Attachment 1, includes a Council Item Request Form for the City Council's use when requesting an item for inclusion on a Council meeting agenda and adds the procedure for written requests from members of the City Council.

NOW THEREFORE, BE IT FURTHER RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:

1. That Resolution No. 20-8809 is hereby rescinded in its entirety.

2. That amended Council Policy 030 entitled "Adding an Item on the Agenda" with the Council Item Request Form, attached hereto as Attachment 1, is hereby approved and adopted, and the City Manager is directed to number (and renumber, as appropriate) the Council Policy Manual such that they are organized in a logical fashion.

II
II
II
Resolution/Amending Adding an Item on the Agenda Policy and Approving Council Item Request Form Page 1 of 2 Rev: 11 /22/17

3. Effective date. This resolution shall become effective immediately.

I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION PASSED

AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE 27rH DAY OF OCTOBER, 2020, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

Attachments incorporated by reference:

Chahal, Davis, Hardy, O'Neill, and Watanabe,
and Mayor Gillmor
None
None
None ---

ORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

1. Council Policy 030 entitled "Adding an Item on the Agenda" Resolution/Amending Adding an Item on the Agenda Policy and Approving Council Item Request Form Page 2 of 2 Rev: 11 /22/17
City of
Santa Clara
City of Santa Clara
Council Policy Manual
The Center of What's Possible

PURPOSE
POLICY

ADDING AN ITEM ON THE AGENDA
To establish a clear, effective, and easily understood process for members of the City Council and the public to have items, within the jurisdiction of the City Council, placed on the City Council agenda for consideration.

Members of the City Council:

The Mayor or any individual Councilmember may submit a written request by using the Council Item Request Form to the City Manager's Office for inclusion of an item on a City Council agenda, provided the request is received two (2) days prior to the public release of the agenda packet. At the meeting where the request is heard, discussion should be limited to whether the item should be added to an agenda and a date, not the merit of the item.

Referral from a Council Committee:

Council Committees may submit a written request to the City Manager's Office for inclusion of an item on a City Council agenda, provided the request is received two (2) days prior to the public release of the agenda packet. ·
Council Committees may bring forward a recommendation to the full City Council by way of the Committee minutes, which are typically prepared within three weeks following the Committee meeting.

Items Referred During a Council Meeting:

By Council action, an item may be referred to the City Manager for inclusion on a City Council agenda. If the request requires further study of the item from staff, a full analysis shall be prepared at the direction of the City Manager with at least thirty (30) calendar days prior to the meeting, unless otherwise directed by the City Council. If the request requires more than thirty (30) calendar days to prepare, status updates will be provided to the City Council every sixty (60) days as an informational memo.

Revised 10/27/2020
Resolution No. 20-8895
CP 030 Page 1 of 3
City of
Santa Clara
City of Santa Clara
Council Policy Manual
The Center of What's Possi ble

PROCEDURE

FOR WRITTEN

PETITIONS

ADD ING AN ITEM ON THE AGENDA
Written Petitions and Public Presentations:

Any member of the public may submit a written request raising any issue or item within the subject matter jurisdiction of the City Council to be heard under the "Written Petition" section of the City Council's regular agenda within two (2) Council meetings after received. After the initial Written Petition is placed on the agenda, a majority vote of the City Council may add the item to a future Council meeting for action. Any member of the public may address the City Council under the "Public Presentations" section of the agenda. If the presentation includes a request of the Council, a majority vote of the City Council may refer the item to the City Manager to be properly added to a future meeting, in compliance with the Brown Act.

1. All requests to address the City Council shall be submitted in writing.

Written Petition forms are available for the petitioner's convenience on the City's website and in the City Manager's Office, City Clerk's Office, and the Mayor and Council Offices. Alternatively, an email may be submitted to [email protected] .

2. Once the Written Petition is received by the City Clerk's Office, it should immediately be forwarded to the City Manager for placement on an agenda within two (2) Council meetings after receipt of the original request from the City Clerk's Office. All written material (request and any support material) will be submitted on the agenda in the form substantially provided by the requester without any staff analysis, including fiscal review, legal review and policy review, until the City Council has had the opportunity to provide direction to the City Manager.

3. At the meeting where the item is first considered, if a majority of the City Council supports further study of the item, then a full staff analysis shall be prepared within thirty (30) days, unless otherwise directed by the City Council. Discussion should be limited to whether an item should be added to an agenda and a date, not the merit of the item.

Revised 10/27/2020
Resolution No. 20-8895
CP 030 Page 2 of 3
City of
Santa Clara
City of Santa Clara
Council Policy Manual
The Center of What's Possible

PROCEDURE

FOR WRITTEN

REQUESTS

FROM CITY

COUNCIL

ADD ING AN ITEM ON THE AGENDA

1. Members of the City Council shall use the Council Item Request Form to submit a written request for inclusion of an item on a future City Council agenda.

2. Once the Council Item Request Form is received by the City Clerk's Office, it should immediately be forwarded to the City Manager for placement on an agenda within two (2) Council meetings after receipt of the original request from the City Clerk's Office. All written material (Council Item Request Form and any support material) will be submitted on the agenda in the form substantially provided by the requester without any staff analysis, including fiscal review, legal review and policy review, until the City Council has had the opportunity to provide direction to the City Manager.

Attachments: Council Item Request Form
Revised 10/27/2020
Resolution No. 20-8895
CP 030 Page 3 of 3
City of
Santa Clara
The Ce nter of What's Possi ble

COUNCIL ITEM REQUEST FORM
The Council Item Request Form is for members of the City Council to submit written requests to the City Manager's Office for inclusion of an item on a future City Council meeting agenda. At the meeting where the initial written request is heard, discussion should be limited to whether the item should be added to an agenda and a date, not the merit of the item. A majority vote of the City Council is required for the item to be added to future Council meeting agenda for action.

CONTACT INFORMATION
Requesting Member of City Council --------------------
Contact E-mail ___________________________ _
Contact Phone _ ____ ______________________ _
Today's Date ____________________________ _

WRITTEN REQUEST
I, __________________ , hereby request that the following item be placed on the City of Santa Clara Council and Authorities Concurrent meeting agenda:

Reference: Council Policy 030 - Adding an Item on the Agenda Resolution No. 20-8895
City of
Santa Clara
The Center of What's Possible

CITY COUNCIL WRITTEN PETITION

RECEIVED
AUG-2 1 2023
City Clerk's Office
City of Santa Clara
Please provide the information requested below.When complete, submit to the City Clerk's Office, 1500 Warburton Avenue, Santa Clara, CA 95050 or email to:
[email protected]
Date: __ 8_12_1_1_20_2_3 ___ _
Adam Mason I, __________________ , am hereby requesting to be placed on the Santa Clara City Council Agenda for the following purpose:

Proposal to make the crosswalk safer for pedestrians at Winchester Blvd and Dolores Ave.

Seeking to implement methods to deter speeding cars and neglient drivers from harming any more residents.

I understand that it is important I attend the meeting in the event there are questions the City Council wishes to ask me.
~ ED ;<J/_ /4 •r..,_.-
NAME: Adam Mason
ADDRESS: 1638 6th Ave
----------------
Street
Los Angeles CA 90019
City Zip Code
TELEPHONE:* 323-303-4185
--------------Optional
EMAIL: ___ a_da_m_m_as_o_n1_®_m_ac_.c_o_m _______ _
DATE: __ 8_12_112_0_23 ____________ _
*NOTE: This is a public ocument. If your telephone number is unlisted or if you do not want it to be public, plea e provide an alternate number where you can be reached.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
23-1093 Agenda Date: 9/19/2023

REPORT TO COUNCIL

SUBJECT
Action on a Written Petition (Council Policy 030), Submitted by Vennessa Arellanes Requesting to Place an Agenda Item on a Future Council Meeting for Council to Consider the Parking Situation at the St. Anton Apartment Community on Calle Del-Mundo

COUNCIL PILLAR
Enhance Community Engagement and Transparency

DISCUSSION
The City Clerk’s Office received a Written Petition on August 29, 2023, from Vennessa Arellanes, requesting to place an agenda item on a future council meeting for Council to consider the parking situation at the St. Anton Apartment Community on Calle Del-Mundo and Calle Del Luna. Residents have received multiple parking citations, due to signage of Levi Stadium Event dates. (Attachment 2).

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any report to council may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

ALTERNATIVES

1. Set a future Council meeting date to take action on the Written Petition received.

City of Santa Clara Printed on 9/15/2023Page 1 of 2
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23-1093 Agenda Date: 9/19/2023

2. Take no action.

3. Any other City Council Action, as determined by the City Council.

RECOMMENDATION
Staff makes no recommendation.

Reviewed by: Nora Pimentel, Assistant City Clerk
Approved by: Jōvan D. Grogan, City Manager

ATTACHMENTS

1. Policy and Procedure 030 - Adding an Item on the Agenda

2. Written Petition submitted by Vennessa Arellanes dated August 25, 2023 City of Santa Clara Printed on 9/15/2023Page 2 of 2
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RESOLUTION NO. 20-8895