City Council and Authorities Concurrent
February 25, 2025

Printed with Water Based i1,ks on SFI certified oaoer
From: Planning Public Comment
Sent: Wednesday, October 23, 2024 12:06 PM
To: Gina Muelleman ; Planning Public Comment
<PlanningPublicComment@sa ntaclaraca .gov> ; Lesley Xavier <LXavier@santac laraca .gov> Cc: Alexander Abbe <aabbe@San taClaraCA.gov>; Eric Crutc hlow <ecrut chlow@Santac laraca.gov>; Lance Saleme <[email protected]>; Mario Bouza <mbo uza@Santaclaraca .gov>; Nancy Biagini <NBiagini @SantaClaraCA.gov>; Priya Cherukuru <PCherukuru @SantaClaraCA.gov>; Qian Huang <[email protected]>; Yashraj Bhatnagar <YBhatnaga r@Santac laraca.gov> Subject: FW: 3111 Benton St -ATT Monotree Project - Comm unity Development Planning Division - October 23, 2024
Hello,
Your emai l has been rece ived in the Planning Division and will be part of the public record on this item.

Thank you,
ELIZABETH ELLIOTT I Staff Aide II
Community Development Department I Planning Division
lS00 Warburton Avenue I Santa Clara, CA 95050
O • 408.615.2450 Direct • 408.615.2474
From: Gina Muelleman
Sent: Wednesday, October 23, 2024 11:59 AM
To: Planning Public · · ent @santac laraca.gov >
Cc: Gina Muelleman
Subject: 3111 Benton St - ATT Monotree Project - Commun ity Development Planning Division - October 23, 2024
I You don't often get email from Learn why this is important Hello, please add the attac hed file as my comment for this meeting.

Thanks & Regards,
Gina Muelleman,
3235 Benton St
Here are my thoughts on the 3111 Benton St Monotree proj ect:

As we run out of lower frequencies, we will need to add more and more of these faux trees because the higher frequencies don't propagate that well. And will SG+ eventually go up to 300 GHz? And then why hasn't Verizon, T-Mobile, and Dish also asked to place a large antenna in this spot? Or have they asked - and AT&T was the highest bidder so they were chosen? If one monotree was OK, then are we going to allow all three companies to add 3 antennae in the same place or even nearby? Hom e Values
Right now, to tell a prospective buyer that your house's neighborhood has the SG or SG+ capability would increase value, but if studies ever came out that the higher frequencies affect the brain's performance or worse, cause cancer, we will not be able to sell our houses until a lot of the cell towers are taken down. That would cause the wireless carriers a lot of expense.

Health effects
One article from the International Journal of Environmental Research and Public Health in September 2019, reviewed 94 medical studies to see if the higher frequencies (6- 100 GHz, millimeter waves, MMW) can have a health impact. They revealed that most studies covered the midrange (30.1 to 65 GHz), and they said that a lot more medical stud ies are needed to see what happens at the lower and higher frequencies (ranges up to 30 GHz and over 90 GHz).

They also mentioned: at the RF level, the International Agency for Research on Cancer classified electromagnetic fields as "possibly carcinogenic to humans." http s://pmc . ncbi. nlm . nih .gov / a rtic les/PMC6765906/pdf /ije rph-16-03406. pdf Signal Behavior - Not Constant
The labels for tower and rooftop imply that the RF fields could spike higher than the FCC occupational exposure limits. Does that mean if we are on or near the roofs, we could be exposed to RF radiation (when tower dips into lower frequencies)?
Cc
an
I
io
t nn
at i
CAUTION 2
g
-
0 hi to r.
{ ] Jds an nna
f((Occupa. ~ sure: Ltmits.

Cont I O 63 9 d larld
fol · m
maintenanc o . nt.

Pr . Id .
for
f
CAUTION 28 -
A lot to think about.

From: Planning Public Comment <PlanningPublicComment@ sa ntaclaraca .gov> Sent: Wednesday , Octob er 23, 2024 11:58 AM
To: Ken Kratz Planning Public Comment
<[email protected] >; Lesley Xavier <LXavier@sant aclarac a.gov> Cc: Alexander Abb e <AAbbe@SantaC laraCA.gov>; Eric Crutchlow <ecr utchlow@ santaclaraca.gov >; Lance Sa leme <LSa [email protected]>; Mario Bouza <mbou [email protected] >; Nancy Biagini <NBiagini@ Santa ClaraCA.gov>; Priya Cherukuru <PCherukuru@SantaClar aCA.gov >; Qian Huang <QHuang@Santaclaraca .gov>; Yashraj Bhatnagar <[email protected]> Subject: RE: Telecommunication tow er propo sed for 3111 Benton Street; , PLN 23-00148; APN: 290- 27-006; Ken Kratz's public commen ts (2)
Thank you, Ken.

Your email has been receive d and wi ll be part of the public record on this item.

Regards,
Elizabeth Elliott
Planning Division
From: Ken Kratz
Sent: Wednesday , October 23, 2024 11:56 AM
To: Plannin g Public Comm ent <Plann ingPubl [email protected] > Subject: Telecommunication tower propo sed for 3111 Benton Street;, PLN 23-00148; APN: 290-27- 006; Ken Kratz's pub lic comments (2)
I You don't often get email from Learn why this is important Hello Community Development Department,
I have two additional comments and concerns to add to my letter objecting to the project and my request for a continuance/postponement of the hearing until my concerns are addressed that I sent earlier in regard to the AT&T telecommunications tower proposed for 3111 Benton Street (projects PLN 23-00 148; APN : 290-27-006).

Please bring the following to the attention of Planning Commission for their public hearing on this project scheduled for today , Wednesday , Octob er 23, 2024:

1. Noise issue concerns
I read the noise report included in the agenda packet and I think the authors of the report need to look at the cumulative effects of the noise, the adding the current background noise to the noise from the proposed tower installation, on the surrounding residents . According to what I have read on-line, noise is cumulative; the authors of the noise report in the packet need to consider the cumulative effects.

This is important because most residents of Pomeroy Green do not have air conditioning and therefore leave their widow and doors open for ventilation when it's hot outside. This situation will be particularly bad at night when everyone is trying to get some sleep.

Could the noise be abated by moving the tower installation somewhere more compatible with these concerns or a sound barrier be provided in the proposed location. The report mentions a partial concrete block wall surrounding the area of the proposed tower electrical gear installation; could that wall be completed/extended and a roof be provided to prevent unwanted noise form entering the yards and homes surrounding the project?

2. Pomeroy Green identification and histroci status
Pomeroy Green can also be identified form a casual walk through the complex to find the historic plaque that is mounted on the side of the Pomeroy Green Clubhouse (see attached photo; that's a picture of me in front of the plaque) . There is also a list of contact numbers for our Board Members and our Property Manager on the bulletin board behind me.

Thank you,
Ken Kratz
Pomeroy Green Cooperative shareholder
3283 Benton Street
Santa Clara Ca. 95051
From:

To:

Cc:

Subject:

Date:

Attachments:

Hello,
Planning Public Comment
Planning Public Comment; Lesley Xavier; Eric Crutchlow; Priya Cherukuru; Qian Huang: ~ ::,aIeme: IvIario Bouza; Yashraj Bhatnagar
Alexander Abbe
RE: Regarding PLN23-00148, installation of a 60-foot-monotree by AT&T in Santa Clara First Baptist Church Wednesday, October 23, 2024 4:01:16 PM
image00l.png
image003.png
Your emai l has been received in the Planning Division and wi ll be part of the pub lic record on this item.

Thank you,
ELIZABETH ELLIOTT I Staff Aide 11
Community Development Department I Planning Division
1500 Warburton Avenue I Santa Clara, CA 95050
0 : 408 .615 .2450 Direct: 408.615.2474
. 1 Cityof
,. .., Santa Clara
f C ntYf ,,p
From: Jenny Wen
Sent: Wednesday, October 23, 2024 2:55 PM
To: Planning Public Comment <PlanningPub licComment@santac laraca .gov>; Tiffany Vien <[email protected]>; Lesley Xavier <[email protected]>; Eric Crutchlow <[email protected]>; Priya Cherukuru <PCherukuru@SantaC laraCA.gov>; Qian Huang <[email protected]>; Lance Saleme <LSaleme@SantaC laraCA.gov>; Mario Bouza <[email protected]>; Ya sh raj Bhatnagar <[email protected]> Subject: Regarding PLN23-00148, installation of a 60-foot-monotree by AT&T in Santa Clara First Baptist Church
Some peop le who received this message don't often get email from why th is is important
Dear sir/Madam,
This letter is regarding the installation of a 60-foot-monotree by AT&T on the premises of Santa Clara First Baptist Church at 3111 Benton Street.

Our neighborhood community hereby formally submits our letter with signatures opposing this plan prior to the meeting which is scheduled for Wednesday , October 23, 2024.

We are strongly opposed to the Proposed Installation as we believe this plan is not in the best interest of our community. Our response to the Proposed Installation is a big NO.

1. The "monotree" is actually a "wireless cell phone tower" or "cell phone base station." Its location is a mere 20~30 feet away from the backyard fence of the neighboring residential houses and is extremely close to the immediately surrounding residential area.

Meanwhile many municipalities, including in California, have strict requirements for erecting cell towers near residential areas. The following municipalities, districts, or zones have a MINIMUM of 500 feet setback requirement to 1,000 feet or more from residential properties and/or property line:
• Los Altos, CA
• Fremont, CA
• Pleasanton, CA
• Laguna Beach, CA
• West Los Angeles, CA
• South Los Angeles, CA
• Hollywood, CA
• San Diego, CA
• Beverly Hills, CA
• Calabasas, CA
• Encinitas, CA
• Palm Springs, CA

2. There is already another Verizon "wireless cell phone base station" at the roof of the main church building, which sits just ~80 feet away from the new AT&T location and is already of major concern.

Therefore, there will be TWO wireless base stations on the same premises on the church property, thereby further increasing the potential health risks to the surrounding residents.

3. We, the neighborhood community, have the followings concerns:

A. The negative health effects caused by wireless
radiation from the tower.There has NOT been a clear
conclusion that cell towers are not harmful to health.

This is a serious enough issue that the International
Association of Fire Fighters has opposed the installation of cell towers at fire stations, where its fire fighters live.

Further reading can be done on their website Cell Tower Radiation Health Effects - IAFF
Cell Tower Radiation Health Effects - IAFF
B. Risk of fire. There is a risk of fire, potentially from a malfunction in equipment, weather related such as a
lightning strike, or arson and will be devastating for the neighboring houses should one occur.

Cell towers can catch fire due to the electrical
infrastructure required for wireless facilities. Wiring faults can create electrical arcs that reach temperatures up to 35,000 degrees fahrenheit, which is hotter than the surface of the sun, and is often referred to as an "arc flash." Malfunctions in transmitters, antennas, or wiring can lead to electrical fires. Lightning strikes could also potentially cause a fire. Due to unpredictable weather patterns in
recent years, lightning strikes are also of concern. There have also been reports of fires caused by arson. The
following are examples of cell phone towers fires:
• 2020 - Virginia: Entire cell tower caught fire overnight.

The cause was believed to be equipment malfunction
related to a transformer.
• 2019 - California: Cell tower in Sonoma County caught fire, potentially due to an electrical fault.
• 2018 - New Jersey: A fire at a cell tower was attributed to arson. Local authorities investigated the incident due to suspicious circumstances.
• 2017 - Texas: Cell tower fire occurred, likely due to equipment malfunction, as heavy winds and storms were
present.
• 2016 - Florida: Cell tower caught fire after being struck by lightning.
• 2015 - Illinois: Cell tower fire was reported, attributed to equipment failure. The fire spread to nearby vegetation. • 2014 - North Carolina: A fire was caused by an
electrical issue related to the cell tower's lighting
equipment.
• 2012 - Michigan: Cell tower fire occurred, believed to be caused by an equipment malfunction.
• 2011 - Alabama: Cell tower fire occurred due to a
lightning strike, causing significant damage to the
structure.
• 2009 - Georgia: A fire was reported at a cell tower site, attributed to equipment failure and overheating.
• 2008 - Colorado: A fire broke out at a cell tower,
suspected to be caused by an electrical short circuit.
• 2006 - Ohio: Cell tower caught fire due to a malfunction in the power supply system.
• 2005 - New York: A fire was linked to an electrical issue at a cell tower site.
• 2004 - Louisiana: Cell tower fire was attributed to a lightning strike.
• 2003 - Maryland: A fire occurred at a cell tower site due to suspected electrical malfunctions.
• 2002 - Florida: Cell tower fire was reported, believed to be caused by equipment overheating during extreme
weather conditions.
• 2001 - Texas: A fire at a cell tower was linked to an arson investigation, where the tower was set on fire
deliberately.

C. Property Values.Someday, if we decide to sell our
houses, we will need to disclose to the buyer that our homes are right under two wireless companies' cell phone towers, not to mention that the towers will be extremely
conspicuous.

Many real estate professionals agree that potential buyers will not consider purchasing homes in the nearby vicinity of a cell phone tower. As such, the Proposed Installation could negatively impact property values in the neighborhood.

If AT&T really needs to install a new tower in this area, why don't they choose a location that is not so close to someone's backyard? We respectfully urge you to honor the wishes of this community and reject this plan from AT&T, and let them seek out alternate sites.

Sincerely,
Jenny Wen
1 ~ SJ o~ 0(7posd , ... , .
~ -!eh/) f0J2 , s a, b;j /Vo .'
~· vlu 1a
91- __,,?ru cAuS£-, 11U,. ~~ ['fe,5idULt,: ,,_/, )
PMM
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-1262 Agenda Date: 2/25/2025

REPORT TO COUNCIL

SUBJECT
Staff Presentation on Updates to the County Weed Abatement Program and Related Actions to Implement the Program Including, Adoption of a Resolution Declaring Weeds a Public Nuisance, and Setting March 25, 2025 for a Public Hearing to Receive Public Input Regarding Non-Compliant Parcels.

COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Service and Infrastructure

BACKGROUND
Since 1976, the City has partnered with Santa Clara County's Weed Abatement Program, a critical initiative to enhance community safety, business environments, and neighborhood aesthetics by mitigating the risk of fires. Through systematic vegetation and debris management, the program reduces fire hazards, promotes a healthier environment, enhances the overall visual appeal of neighborhoods and business districts, and contributes to a higher quality of life for residents and businesses. This collaboration aligns with the City's goal of delivering efficient, cost-effective services while upholding fiscal responsibility.

The Weed Abatement Program, managed by the Santa Clara County Consumer and Environmental Protection Agency (County), has enabled the City to leverage economies of scale, streamline operations, and maintain high service levels with minimal financial impact. During the public hearing on February 20, 2024, several property owners expressed their concerns with the program and Council requested staff to provide a report with an overview of the program, as well as answer several specific questions. Council also provided several suggested changes for improvement (Attachment 1).

DISCUSSION
Weed Abatement Program Update
Following the concerns raised during the February 20, 2024 City Council meeting, the Fire Department engaged with the County Consumer and Environmental Protection Agency to evaluate ways to improve the County Weed Abatement Program.

Below is a summary of the Weed Abatement Program, responses to questions raised by the Council, changes that the Fire Department, Code Enforcement and County have made to the program, and their associated fiscal impacts, if any. The nine items summarized below are provided as informational updates. An option to change the process to delegate authority to the City Manager (or his/her designee) is discussed in Item 9. However, such a delegation would need to be agendized separately and could not take effect until 2026. Lastly, recommended actions to commence the 2025 City of Santa Clara Printed on 2/21/2025Page 1 of 7
powered by Legistar™
25-1262 Agenda Date: 2/25/2025
County Weed Abatement Program in the City, with changes noted in this report, are provided at the end of this report.

Item 1: Overview of the County Weed Abatement Program
Council Recommendation/Inquiry: Provide an overview of the County Weed Abatement Program.

Staff Response: The County Consumer and Environmental Protection Agency Weed Abatement Program Manager will present an overview of the County program via PowerPoint (PPT) presentation, including the standards, process, notifications, fees and frequently asked questions (Attachment 2). The Fire Department will present a summary via PPT of the changes made to the program in the City to address the concerns raised at the Council meeting on February 20, 2024, including the topics below.

Item 2: Report on vegetation fires in the City of Santa Clara Council Recommendation/Inquiry: How many vegetation fires occur in the City of Santa Clara? Staff Response: According to the chart below, there have been 230 vegetation fires in the last five years (2020 - 2024), averaging 46 annually (Attachment 3).

Vegetation Fires in the City of Santa Clara 2020 - 2024 Incident Type2020 2021 2022 2023 2024 Total Annual
Average
140 - Natural vegetation fire, other12 10 9 6 16 53 11
141 - Forest, woods, or wildland fire1 1 1 1 4 1
142 - Brush, or brush and grass mixture fire23 22 35 34 21 135 27 143 - Grass fire6 8 8 7 9 38 8
Total 42 41 52 48 47 230 46
Item 3: Report on survey of cities that do not participate in the County Weed Program Council Recommendation/Inquiry: Which cities do not participate in the County program and what do they do instead?
Staff Response: Three cities in Santa Clara County do not participate in the County Weed Program:

Saratoga, Mountain View, and Sunnyvale. A survey of these three cities was conducted, and the answers are included in an attached report (Attachment 4).

Below is a summary of the survey:
· Saratoga, Mountain View, and Sunnyvale are the three cities that do not participate in the County Weed Program. Saratoga did not respond to many of the questions in the survey, but the other two cities did.
· None of the cities have an official weed abatement program. Mountain View and Sunnyvale do not have a budget for a weed abatement program.
· None of these cities have staff explicitly assigned for weed abatement. Any inspections City of Santa Clara Printed on 2/21/2025Page 2 of 7
powered by Legistar™
25-1262 Agenda Date: 2/25/2025
needed are conducted by code enforcement.
· Any inspections conducted address fire hazards, as well as community aesthetics. · If abatement is necessary, property owners are notified, and an abatement hearing is conducted. Medical exceptions can be requested and extensions on abatement will be allowed.
· Any abatement needed is conducted by an outside contractor (Tucker Construction) and charged to the property owner.
· Indigenous grasses are included in the definition of "weeds." · Mountain View and Sunnyvale provide periodic education to the public about the importance of weed control.
· Saratoga recently left the County program to have more local control. Mountain View and Sunnyvale considered joining the County program but were told that they did not have enough properties that required abatement and would need 30-50 properties annually with chronic weed issues to join the County program.

Item 4: New Investigation/Inspection Start Date for the City of Santa Clara Council Recommendation/Inquiry: Can the start date for weed inspections in the City of Santa Clara be pushed back later to coincide with the City’s Clean Up Campaign? Staff Response: The County has agreed to move the City of Santa Clara's investigation/inspection start date from March 1 to April 15 to align more closely with the City's Annual Clean-up Campaign.

Item 5: Timeline of Weed Program Schedule and Fees Associated with Non-Compliance Council Recommendation/Inquiry: What is the timeline and associated fees for the Weed Program inspections?
Staff Response: The County Weed Program investigation/inspection season in Santa Clara will run from April 15 - October 31 each year. Properties are brought to the attention of the County program by complaints filed or by inspectors who visually observe non-compliant properties when investigating other properties. The first visit to the property (Year 1) is considered an investigation, and no fees are assessed for this visit. After a property is investigated, it is added to the proposed Commencement List for the following year. Property owners are notified that they are non-compliant and added to the County list. After the Council meeting in January or February (Year 2) when weeds are declared a nuisance, “Notice to Destroy Weeds” letters are sent to the property owners advising them that they will be included on the Commencement List, providing the date for the public hearing when they may come to contest their inclusion on the list.

Once included on the list, County inspectors will inspect properties remaining on the Commencement List starting on April 15th. Even if a property is considered compliant upon this first inspection, an inspection fee will be charged for the next three years if the property remains on the Commencement List. Additional fees will be incurred if the property is deemed non-compliant at the first inspection and abatement is necessary (Attachment 5).

Item 6: Increase Weed Program Communication to the Public Council Recommendation/Inquiry: Communicate to the public about upcoming weed inspections and provide ways to request assistance, if needed.

City of Santa Clara Printed on 2/21/2025Page 3 of 7
powered by Legistar™
25-1262 Agenda Date: 2/25/2025
Staff Response: The Fire Department has implemented new lines of communication including a new email account for City of Santa Clara property owners to submit questions and objections relating to the weed abatement program. The Fire Department has updated the page on its website with information about the County Weed Abatement Program and the link to the City’s online request portal to report overgrown vegetation. Additionally, the Fire Department will announce the importance of weed maintenance for fire safety and the visual appeal of neighborhoods on social media and is working with the City’s DigiComms Team to provide additional notice to City of Santa Clara residents that the County weed inspections will begin on April 15.

Item 7: Presentation of the 2025 Commencement List
Council Recommendation/Inquiry: What properties are included on the City of Santa Clara Commencement List?
Staff Response: The 2025 Commencement Report (Attachment 6) for the City of Santa Clara has 58 new properties. Seventeen (17) properties that were on the 2024 are no longer on the 2025 list.

The Fire Department has sent letters to the owners of the 58 newly added properties with contact information for both the County and the Fire Department, should they have questions or objections.

Item 8: Warning Period
Council Recommendation/Inquiry: Is there a warning period for property owners being added to the County Commencement List?
Staff Response: A warning period of 6-10 months exists within the current County Weed Abatement Program schedule. This warning period begins when the property is investigated in Year 1 and ends after the public hearing in Year 2. For example, properties investigated between April - August 2024 are not officially added to the Commencement List until after the public hearing in March 2025.

If the property is determined non-compliant during the Year 1 investigation, the property owner is notified in that year that the property will be added to the County Commencement List for the following year. In addition, property owners are sent a “Notice to Destroy Weeds” letter before the public hearing in Year 2, following the initial investigation (February/March timeframe).

Item 9: Managing Objections from Property Owners
Council Recommendation/Inquiry: How can the City better manage the objections of property owners added to the Commencement List?
Staff Response: Objections from property owners may be sent directly to the County. The County receives requests for extensions to the abatement timeline and may grant extensions on a case-by- case basis, including for medical reasons. The County also reaches out to the Fire Department with requests from property owners for abatement assistance. The Santa Clara Firefighters Foundation “Senior Assist Program” has provided yard maintenance assistance to Santa Clara residents through these referrals.

The City’s Code Enforcement Division responded to 88 complaints of overgrown weeds in 2024.

Code Enforcement inspectors visited the properties and, if determined to not be compliant, delivered City of Santa Clara Printed on 2/21/2025Page 4 of 7
powered by Legistar™
25-1262 Agenda Date: 2/25/2025
property owners a warning. Upon reinspection, if the property is non-compliant three times in a 36- month period, the owner is cited and referred to the County Weed Abatement Program. In 2024 only three of the 88 properties inspected were referred to the County.

The Fire Department has identified several new opportunities for property owners to ask questions and state objections before the public hearing:
· After completing all the inspections, the County has agreed to send the City the list of all the new properties added to next year's Commencement List in August (previously provided in December). The Department will then send a letter to all the new property owners on that list including contact information for any inquiries or objections. The Fire Department received the list of new properties in December 2024, and the letters were sent in January 2025. Moving forward, these letters will be sent in September.
· The County has agreed to the Fire Department’s request to add City contact information in the Notice to Destroy Weeds letter that the County sends to City of Santa Clara property owners before the public hearing. This will begin in the 2026 inspection year. · Once the City receives the County Commencement List, City inspectors will be sent to the properties to determine whether the property owners were able to become compliant. After the visits to the properties, a recommendation will be provided to the City Council before the public hearing with any updated conditions or extenuating circumstances (including weed height) reported by City inspectors or by the property owners for consideration for removal from the Commencement List. While the County cannot change the 6" maximum height allowed for weeds for consistency purposes, if the City decided to make an exception in weed height, in some cases, this could be accomplished during the City inspector's visits to the properties. · Potential Future Process Change (Delegation to Staff): To further streamline the process, the City Council could consider modifying the Santa Clara City Code, Title 8 Health & Safety, Chapter 8.15 Weeds, to delegate the authority to the City Manager (or his/her designee) to manage the objections of property owners being added to the weed Commencement List and determine whether the objections will be allowed or overruled. This may require an amendment to the existing contract the City has with the County (Attachment 7). Should the City Council desire to formally consider delegation of authority for Commencement List determinations, direction to staff to prepare the necessary documents can be provided at the February 25 meeting. The delegation could not occur until the 2026 Weed Abatement Program.

Proposed City Council Actions
As part of this Report, the Fire Department recommends that the City Council continue with the Santa Clara County 2025 Weed Abatement Program, with the forementioned modifications, for the City of Santa Clara Printed on 2/21/2025Page 5 of 7
powered by Legistar™
25-1262 Agenda Date: 2/25/2025
forthcoming season. The first formal step in this process, in accordance with Section 8.15 of the City Code, is for the City Council to adopt the Resolution (Attachment 8) declaring weeds to be a public nuisance. The next step is to hold a noticed public hearing to hear public input regarding the proposed destruction and/or removal of weeds from non-compliant lots or parcels of land contained within the County Commencement Report. To implement this next step, the Fire Department is also recommending that the City Council authorize the posting of a Notice of Public Hearing (Attachment 9) scheduled for March 25, 2025.

ENVIRONMENTAL REVIEW
Staff recommends that the City Council determine that the actions being considered are exempt from the California Environmental Quality Act (“CEQA”) pursuant to section 15308 of Title 14 of the California Code of Regulations as the Weed Abatement Program is authorized by both state and local ordinance, to assure the maintenance, restoration, enhancement, or protection of the environment.

FISCAL IMPACT
The current County program has minimal impact on the City's General Fund. The program is funded entirely through fees charged to non-compliant property owners. These fees cover all County program costs, including inspections, administrative processing, and abatement services, ensuring the program remains self-sustaining under the County's cost-recovery model. The current administrative impact for the City is limited to staff time spent preparing agenda items, addressing community inquiries, and supporting Council-related actions. With the programmatic changes implemented, more staff time may be required due to the increased services performed by the Fire Department and Code Enforcement for City of Santa Clara property owners added to the County program. Further analysis of increased staff time will need to be conducted to determine the fiscal impact, if any.

The Council can remove properties from the Commencement List and the associated fees incurred.

However, if the County program does not fully recover its costs, the remaining amount needed for full cost recovery will be paid by the jurisdictions in the program based on the percentage of the number of properties in each jurisdiction relative to the total number of properties in the County program. If Council removes too many properties from the Commencement List, rendering the program financially unviable in Santa Clara, the County may exercise its right to cancel the agreement.

The partnership with the County program enables the City to leverage the County’s infrastructure and operational efficiencies, eliminating the need for additional costs associated with independently managing a compliance program. By relying on the County’s expertise, the City effectively minimizes financial and operational demands while maintaining community safety. However, any significant program changes, such as transitioning to a self-managed model, would necessitate a comprehensive evaluation to ensure long-term fiscal and operational viability.

COORDINATION
This report has been coordinated with the Finance Department, City Attorney’s Office, and City Manager’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board City of Santa Clara Printed on 2/21/2025Page 6 of 7
powered by Legistar™
25-1262 Agenda Date: 2/25/2025
outside the City Hall Council Chambers. A notice will be published in the Santa Clara Weekly announcing the public hearing date ten days before the hearing. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours before a Regular Meeting and 24 hours before 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] or at the public information desk at any City of Santa Clara public library. Property owners who were investigated by the County in 2024 and added to the 2025 County Commencement List were notified by a letter from the Fire Department before this meeting. All property owners on the 2025 County Commencement List will be notified of the date of the public hearing by a letter from the County program after the resolution declaring weeds a public nuisance is adopted.

RECOMMENDATION

1. Note and file the informational update regarding the County Weed Abatement Program and continue with the program with the Fire Department additions;

2. Determine whether the proposed actions are exempt from CEQA pursuant to Section 15308 (Actions by Regulatory Agencies for Protection of the Environment) of Title 14 of the California Code of Regulations;

3. Adopt a Resolution declaring weeds to be a public nuisance and setting a hearing date for the City Council to hear public input regarding the proposed destruction of removal of weeds (Attachment 8); and

4. Set March 25, 2025, as the date for the required Public Hearing.

Reviewed by: Ruben Torres, Fire Chief
Approved by: Jovan Grogan, City Manager

ATTACHMENTS

1. Weed Program Questions & Answers for Council Mtg 2-20-2024

2. Weed Abatement County of Santa Clara FAQ

3. Map of Vegetation Fires and New Properties on the 2025 County Commencement List

4. Survey of Cities Not in the County Program - 05.18.24

5. County Weed Program Timeline and Fees

6. 2025 Santa Clara Commencement Report

7. SCC Weed Abatement Agreement 04-2022

8. Resolution Declaring Weeds a Nuisance - 2-25-2025 - DRAFT

9. Notice to Destroy Weeds Public Notice - 3-25-2025 - DRAFT City of Santa Clara Printed on 2/21/2025Page 7 of 7
powered by Legistar™
Council Member Question Answer/Solution
Chahal 1. What cities are not in the County weed abatement program? Saratoga, Mountain View, Sunnyvale Chahal 2. How do other cities run their programs? See Attachment 4 Chahal 3. How are the amount of the County fees determined? The fees are calculated based on the total program cost for the year and the number of properties in the program. The calculation also takes into account the average number of parcels that fail inspection annually and require abatement by the contractor.

Chahal 4. What are non-compliant parcels charged for three years? The County has found that if property owners are in the program for three years they have a higher rate of compliance than if they are only in the program for one or two years.

Chahal 5. If the purpose of the program is to prevent a fire hazard, why are green weeds considered non-compliant?
The program has two purposes: fire hazard abatement and visual public nuisance abatement.

Park 6. Why isn't there a warning period?
There is a warning period built in from time of notice of investigation until time Council approves the proposed Commencement List for the following year after the investigation visit (6-10 months, depending on when property investigated). The Fire Department is adding a notice that will be sent out to property owners that are newly added to the next year's Commencement List between August and the public hearing the following spring.

Watanabe

7. Once the abatement notice is received, if a parcel owner abates themselves, how do they notify the County ?
They do not need to notify the County as the contractor goes to the property 15 days after the notice is delivered and if the weeds have already been abated, that is noted and no contractor abatement is required.

Park 8. If the parcel owner abates their weeds, do they remain on the list for 3 years? Yes, once they are added to the Commencement List by Council, even if they abate the weeds themselves, they are still responsible for the inspection fee for the following three years after the investigation visit.

Park 9. Could the program be based on overall program cost recovery, instead of parcel-by- parcel cost recovery to allow for money to be allocated to send out warning notices? The fees are for an overall program cost recovery strategy. While the parcel owners are paying fees to cover County costs, the County fees are not designed in a way that perfectly mirror the amount of time spent on each individual parcel. They are more of an estimate based on data from previous years. County only charges properties that are approved by the City Council on the Commencement List, and do not charge properties that have not been approved previously by City Council. This is why they are not able to charge fees to newly added properties as they have not yet been approved by City Council to be a part of the Weed Abatement Program. The best way to provide a warning is for the City to reach out to the new properties added to the following year's Commencement List.

Jain 10. Why is the max height of weeds 6 inches? Can it be increased? Although each city could determine their own weed height maximum, the County requests that all jurisdictions keep the same height of 6" for consistency.

Chahal 11. Does the County give the fire department contact information to individuals who are determined non-compliant so they may reach out for assistance? Yes, the County sends individuals who request assistance to the Fire Department who then pass them on to the Firefighters Foundation "Senior Assist Program" for consideration in assistance in removing their weeds.

Chahal 12. Can a resident provide proof of a medical issue to the County instead of coming to a Council meeting?
Yes, the County has received requests for an extension of the 14-day period to abate due to medical reasons and has granted the extension.

Weed Program: Questions/Comments from Council at 2/20/2024 Meeting Chahal 13. How many vegetation fires have we had in the City of Santa Clara? There were a total of 230 vegetation fires in Santa Clara over the last 5 years, averaging 46 per year.

Hardy 14. It makes more sense to change the inspection start date to April.

It is not County's preference to push back the inspection start date in Santa Clara from March 1st due to the timing of the start of the fire season and their schedule in other jurisdictions, but County has agreed that the latest they will push back the start date for investigations/inspections in Santa Clara is April 15th.

Hardy 15. The process for appeal should be more clearly identified and communicated.

County has agreed to include contact information for the Fire Department in the notice sent to property owners that their property was investigated and determined to be non- compliant.

Park 16. What do the other cities not in the County program do? See Attachment 4 Park 17. We should align the weed inspections with the City's clean up campaign April 28 - May 23, 2025 and send notices to residences.

The latest County has to move to start of investigations/inspections in Santa Clara from March 1st to April 15th. They would not agree to move it back any further. The Fire Department is working with the City DigiComms Team to send out notices to Santa Clara residents before the start of the inspection period.

Park 18. We should make exemptions for native grasses and medical issues.

The County can authorize an extension in the abatement time period for property owners with a medical exception. Native grasses fall under the same requirement as other grasses to be within the 6" max height. If the Council would like to make exceptions for native grasses, they may do so, or delegate this authority to the fire department if the property owner makes the request before they are added to the Commencement List.

Chahal 19. We should move the start of inspections to April 30th. The County has agreed to move the investigations/inspections in Santa Clara from March 1st to April 15th. They would not agree to moving it back any futher.

Chahal 20. Recommend that requests for medical exemption be sent to County.

County has the ability to extend the abatement period for property owners requesting for medical reasons. The Council, or designee, has the ability to remove property owners from the Commencement List.

Weed Abatement
 Home Frequently asked questions
Frequently asked questions
What is the County of Santa Clara Weed Abatement Program? The County's Weed Abatement Program is a monitoring program whose primary objective is to mitigate the spread of fire via voluntary compliance.

Why have I received an Abatement Notice?
Typically, a property is placed on the program after an inspector identifies a potential fire hazard on the premises. Fire departments, Code Enforcement, Public Works and other public agencies also submit complaints to the County's Consumer and Environmental Protection Agency - Weed Abatement Program.

How does the County identify my parcel?
County Assessor office data combined with Clerk Recorder information is accessed by inspectors to identify parcel boundaries or other property concerns.

How long will I be a part of the program?
There must be three consecutive years of compliance in order to be removed from the program.

How much does this cost me?
 
2/10/25, 5:34 PM Frequently asked questions | Weed Abatement | County of Santa Clara https://weedabatement.santaclaracounty.gov/frequently-asked-questions 1/6 County of
Santa Clara
If the Minimum Fire Safety Standards (MFSS) are met by the given deadline and maintained through the fire season, the only fee will be the initial inspection fee. 2025 Fee Schedule:

Initial inspection = $105
First administrative fee (failed inspection/work order processing) = $597 Second administrative fee (contractor invoice processing) = $961 Warrant fee = $1,323
In addition to the County fees, 100% of the contractor invoice will be transferred to the parcel owner as the contractor fee.

How will I be billed?
Charges will appear as a special assessment on your next property tax statement.

What is required of me now that I am a part of the Weed Abatement Program?
Property owners are required to maintain the MFSS throughout their inspection window. Inspection deadlines indicate the start of the inspection window. All areas of the county are required to maintain the standards until October 31, every year.

Inspection deadlines:

March 1 = Campbell and undeveloped parcels in San Jose
April 1 = Milpitas and Unincorporated County areas
April 15 = Los Gatos, Monte Sereno, Santa Clara
April 30 = Cupertino, Los Altos, Los Altos Hills, and Palo Alto May 1 = Morgan Hill
May 15 = Gilroy
To request an extension, please send an email request to [email protected] prior to the assigned deadline. 2/10/25, 5:34 PM Frequently asked questions | Weed Abatement | County of Santa Clara https://weedabatement.santaclaracounty.gov/frequently-asked-questions 2/6 -------------- --- --- '
What authority allows the County of Santa Clara Weed Abatement Program to inspect or add fees to my parcel?
California Health and Safety Code sections 14875-14922 allows the County to inspect, order work and recover costs to remove hazardous vegetation on parcels.

I have grazing animals. Do I need to perform abatement? Grazing animals do not absolve you of your responsibilities to provide a fire safe condition on your property.  You must check with our office to determine if grazing is adequate as additional work may be required.

What method of abatement is used to maintain my property? The County contractor will use either one of, or a combination of discing, mowing, or hand crew weed whacking to complete abatement. The County contractor does not and will not use any type of spray to control or eradicate any hazards.

Where can I find someone to provide abatement services? Weed Abatement Contractors can be found in using an internet search on “weed control services” or “discing services”.  You may have the County contractor perform the necessary work.  The prices are included with your initial program packet you received in December.  You can also refer to the documents section of our website and download a copy of the list of contractors we have compiled.  The contractors listed are not recommended or endorsed by the County but are listed as a convenience from research and property owner referrals.

How do I know that the County performed work on my parcel? Inspectors photograph the conditions of each parcel where abatement work is ordered. The County contractor takes a photo before and after each job to document what the parcel looked like before and what it looks like after he's 2/10/25, 5:34 PM Frequently asked questions | Weed Abatement | County of Santa Clara https://weedabatement.santaclaracounty.gov/frequently-asked-questions 3/6 Was this page helpful?
performed the work. The photos are stored in our database as part of the parcel’s program record.

Why have you performed work on my property while the vegetation is still green?
Grass, weeds, or piles of combustible debris have been declared a public nuisance by your jurisdiction.  Abating hazards in the spring to minimize volume of combustible material helps us to be more effective during the peak fire season.

How can I get additional information or assistance regarding the specific requirements for my property?
Weed abatement inspectors are available to assist you and answer your questions.

Please call our Weed Abatement Service Request line at (408) 282-3145 or email us at [email protected] to schedule an onsite consultation with program staff or to obtain additional information.

Related link
Official California legislative information
YES NO
Weed Abatement
(408) 282-3145

2/10/25, 5:34 PM Frequently asked questions | Weed Abatement | County of Santa Clara https://weedabatement.santaclaracounty.gov/frequently-asked-questions 4/6 ____ ,
DD
Montague
Expressway
Central Expressway
San Tomas Expressway
Homestead Road
Scott
Boulevard
De
La
Cruz
Boul
ev
ard
San
Tomas
Expressway
Stevens Creek Boulevard
Lawrence
Expressway
Kiely Boulevard
Scott Boule
vard
Kiely Boulevard
Great America Parkway
Kifer Road
Scott Boulevard
Lawrence Exp
ressway
Mission
College
Boulevard
Stevens Creek Boulevard
Scott Boulevard
Homestead Road
Bowers Avenue
Bowers
Avenue
Pruneridge Avenue
262 Weed Abatement 2025 Locations and
23 0 Vegetation Fires 2020 - 2024¯
Map Features
230 Vegetation Fires 2020 - 2024
262 Weed Abatement Locations 2025
2 Weed Abatement Locations with Fires
Public Streets
Fire District Boundary
City C
ouncil District
District 1
District 2
District 3
District 4
District 5
District 6
0 0.5 10.25 Miles Created by the GIS Team.

Last upda
ted on 2/20/25.

N
• • •
CJ
D
D
D
D
D
# QUESTION CITY OF SARATOGA CITY OF MOUTAIN VIEW CITY OF SUNNYVALE 1 Under which city department or division
does the weed abatement program fall?
Does this department/division collaborate
with other city entities to ensure effective
weed control and management?
The City of Saratoga doesn't have an official weed
abatement program. Community Development Department,
Code Compliance Division conducts inspection and enforces the muni-code related to weeds.

The City of Mt. View does not have an official weed abatement program. Code Enforcement conducts inspections and
enforces municipal codes related to weeds.

The City of Sunnyvale does not have an official weed
abatement program. Neighborhood Preservation (code
enforcement), under the auspices of the Department of Public Safety, conducts inspections and enforces municipal codes related to weeds.
2 How many full-time or part-time personnel
are employed within the City's weed

None None None
3 Who carries out the abatement work
within the city's weed abatement
program? Are these tasks handled
internally by city staff, or are external
contractors utilized?
Work is performed by an outside contractor. 2 full-time inspectors, 1 supervisor, and 1 manager. The inspectors conduct inspections related to weeds.

Neighborhood Preservation has 3 full-time inspectors, 1 supervisor, and 1 manager. The inspectors and supervisor conduct inspections related to weeds. Not sure if you are asking how many weeds or general inspections are done
annual?
4 What is the annual budget allocated to
the city's weed abatement program,
including personnel costs, equipment,
materials, and any contracted services?
No Response Weed abatements are organized by staff but the abatement work is done by Tucker Construction who is the City's third- party contractor.

Weed abatements are organized by Neighborhood
Preservation staff but the abatement is done by Tucker
Construction
5 Is the city's weed abatement program
structured to achieve 100% cost recovery,
or are there subsidies or other funding

No Response Not Applicable Not Applicable
6 Who is responsible for performing
inspections within the city's weed
abatement program? Are these
inspections conducted by dedicated staff
or are they outsourced to third-party
contractors? How many inspections are

Community Development Department, Code Compliance
Division
When the City hires the contractor to conduct the weed
abatement, all costs of the abatement contractor are assessed against the property owner.

When Neighborhood Preservation hires the contractor to
conduct the weed abatement, all costs of the abatement.

Contractor are assessed against the property owner. We do not typically charge staff time unless it's part of a receivership case.
7 What month does your program being
inspecting properties during a given year,
or are inspections conducted year-round?
No Response Inspections are conducted year round but include all types of code violations, not just weeds.

Inspections are conducted year round but include all types of code violations, not just weeds.
8 What are the city's weed abatement
program priorities: addressing potential
fire hazards, or enhancing community
aesthetics, or does it address both
No Response The priority when opening code enforcement cases for weeds is both potential fire hazards and addressing blight.

Neighborhood Preservations priority when opening code
enforcement cases for weeds is both potential fire hazards and addressing blight.

CITY OF SANTA CLARA WEED ABATEMENT QUESTIONAIRE RESPONSES 1 of 3
10 How does the program handle native
weed species that may not pose a direct
threat to fire safety or community
aesthetics? Are there specific guidelines
or criteria for managing these species, or

No Response MVMC code definition in Question 9, and there are no specific exceptions.

SMC and IPMC code definitions as noted above and there are no specific exceptions.
11 Do warnings to property owners
constitute a standard practice within the
city's weed abatement program?
Furthermore, in cases where properties
are discovered to be out of compliance
but subsequently rectify the violation, is a
fee assessed?
No Response Weed cases are handled by staff. First they notify the property owner of the violation and provide a deadline to comply. If the deadline is not met, citations may be issued. If the property owner remains out of compliance, staff will issue a Notice to Abate and hold an abatement hearing. If the hearing officer upholds staff’s recommendation to abate, then staff works with our city attorney to get an inspection warrant. Then staff hires an abatement contractor to conduct the abatement. The cost of the abatement is charged to the property owner.

If the property owner cuts the weeds prior to abatement, they won’t be charged for the abatement but they would still incur the citation costs.

Weed cases are handled by Neighborhood Preservation staff.

First they notify the property owner of the violation and provide a deadline to comply. If the deadline is not met, citations may be issued. If the property owner remains out of compliance, staff will issue a Notice to Abate and hold an abatement hearing. If the hearing officer upholds staff's recommendation to abate, then staff works with our city attorney to get an inspection warrant. Then staff hires an abatement contractor to conduct the abatement. The cost of the abatement is charged to the property owner. If the property owner cuts the weeds prior to abatement, they won't be charged for the abatement but they would still incur the citation costs.
12 Can you explain the appeals process
within the weed abatement program?
How does it work for property owners
contesting abatement orders found to be

An abatement hearing is then conducted if there is no
compliance, and an outside contractor is hired to remove the weeds.

Same as above See answer to Question 11 above
Sunnyvale Municipal Code related to weeds:§

8.20.010Prohibited-Defined-Removal. (a) No owner, agent, lessee or other person occupying or having charge or control of any building, lot or premises within the city shall permit weeds to remain upon the premises, or public sidewalks, or streets, or alleys between the premises and the centerline of any public street or alley.
(b) "Weeds," as used in this chapter, means all weeds growing upon streets, alleys, sidewalks, or private property in the city and includes any of the following:
(1) Weeds which bear or may bear seeds of a downy or wingy nature; (2)
Weeds and indigenous grasses which may attain such large growth as to become, when dry, a fire menace to adjacent improved property;
(3) Weeds which are otherwise noxious or dangerous;
(4)Poison oak and poison ivy when the conditions of growth are such as to constitute a menace to the public health; (5) Accumulation of garden refuse, cuttings and other
combustible trash.

What specific criteria does the city utilize
for inspecting and/or abating weeds? If
there is a maximum height limitation, what
is the threshold in inches?
"Weeds" defined.

The term "weeds," as used in this Article, shall include, without limitation, any of the following:
(a) Weeds which bear seeds of a downy or wingy nature;
(b) Sagebrush, chaparral, and any other brush or weeds
which attain such large growth as to become, when dry, a fire menace;
(c) Weeds which are otherwise noxious or dangerous;
(d) Poison oak and poison ivy when the conditions of growth are such as to constitute a menace to the public health; (e) Dry grass, stubble, brush, litter, or other flammable material which endangers the public safety by creating a fire hazard. *Except taken from website.
"Weeds," as used in this chapter, means all weeds growing upon streets, alleys, sidewalks, or private property in the city and includes any of the following:
(a.) Weeds which bear or may bear seeds of a downy or wingy nature;
(b.) Weeds and indigenous grasses which may attain such large growth as to become, when dry, a fire menace to adjacent improved property;
(c.) Weeds which are otherwise noxious or dangerous;
(d) Poison oak and poison ivy when the conditions of growth are such as to constitute a menace to the public health; (e) Accumulation of garden refuse, cuttings and other
combustible trash.
9 2 of 2
13 Apart from medical conditions, are there
any other circumstances under which
exceptions or accommodations are
granted within the weed abatement
program? If yes, what are they and how
are they evaluated?
No Response Again, Mountain View does not have an official weed abatement program; however, every so often we will conduct an abatement. But, when we open a case for weeds and the property owner has a medical issue, we would allow additional time to comply and provide information about resources that could potentially help the person.

Again, Sunnyvale does not have an official weed abatement program; however, every so often we will conduct an
abatement. We have conducted two or three abatements for weeds in the last ten years. But, when we open a case for weeds and the property owner has a medical issue, we would allow additional time to comply and provide information about resources that could potentially help the person such as Beautiful Day (non-profit that does this kind of work). 14 How does the city annually engage in
education and outreach efforts to inform
residents about the requirements of the
weed abatement program? Is there a
designated budget allocated specifically
for this purpose, and if so, what is the
annual allocation? Additionally, could you
elaborate on the strategies employed by
the city to accomplish education and
outreach initiatives related to the program
within the community?
No Response The City does occasional outreach to the community about the importance of not having weeds. No specific budget for this.

The City does occasional outreach to the community about the importance of not having weeds. No specific budget for this. 15 Has the city ever contracted with Santa
Clara County for weed abatement
services? If yes, what were the
determining factors for transitioning to an
in-house program?
Yes. Recently left County program to have more local
control.

No. A couple of years ago we reached out to the County to inquire about how their program works. Because Mountain View has so few properties that we end up abating, the County told us that it won’t be worth their while, or ours, to enter into an agreement.

No. A couple of years ago we reached out to the County to inquire about how their program works. Because Sunnyvale has so few properties that we end up abating, the County told us that it won't be worth their while, or ours, to enter into an agreement. If I recall correctly, the County stated that we would have to have between 30 to 50 properties with chronic weeds to justify contracting with Sunnyvale. We don't have even close to that many.
3 of 3
April 1 - October,
2024
Property owners notified that their property was investigated for the first time and determined to be non-compliant, or inspected for a second or third year and determined to be non-compliant, and therefore recommended to be added to the 2025 Commencement List. County has agreed to send the City of Santa Clara the properties that are being added to the Commecment List for 2026 in August, 2025.

First Inspection Fee:
$105
February 25, 2025
Council declares weeds to be a public nusiance, therefore giving County the ability to send out "Notice to Destroy" letters to individuals on the 2025 commencement list and inviting them to a public hearing.

A minimum 10-days notice must be provided before the hearing date.

County has agreed to include contact information for the City of Santa Clara along with these notices to destroy for the 2026 season.

Work Order
Processing Fee After
Failed Inspection:
$597
March 25, 2025
Council authorizes weeds to be abated and conducts a public hearing for property owners investigated in 2024 and added to the 2025 Commencemnt List, as well as those investigated in 2023 or earlier and inspected in 2024. Property owners can come to appeal their inclusion on the Commencement List for 2025. Once Council approves the proposed Commencemnt List, those removed from the list that were investigated in 2024 would not have incurred any fees yet. Those removed from the list that were investigated in 2023 or earlier and inspected in 2024 would have already incurred, at a minimum, the 2024 inspection fee of $96. Council has the authority to remove fees from the property owner's tax bill. These fees would be absorbed by the County program but if the program has a shortfall at the end of the year, the City would be responsible to pay our share of the shortfall (per our contract with County).

Contractor Invoice
Processing Fee: $961
April 15 - Oct, 2025
County inspectors investigate/inspect properies in the City of Santa Clara. Non-compliant properties are given a 15-day courtesy notice informing the property owner to bring the property into compliance or a contractor will be sent to do it. Fees incurred: $105 for inspection + $597 for cost of creating work order for contractor to abate ($702 total).

Warrant Fee (if
required):
$1323
15 Days after First
Inspection
County abatement contractor goes to the property. If the property is still non-compliant and the property owner has given consent to abate*, the contractor abates the property. Fees incurred: $961 for contractor invoicing + charge for abatement by contractor. If the property owner has not given consent to abate, a warrant is requested and once received (2-3 weeks later), the weeds are abated by the contractor. Fees incurred for warrant (if necessary): $1323 2024 Contractor
Abatement Fees
(depending on size of
property):
$25 - $700 for
residential properties
and up to $9700 for
commercial
properties
July 2025
Council is provided list of fees for those properties on the Commencement List and conducts public hearing which results in Council authorizing the County fees to be assessed on the property taxes.

August 10, 2025 County deadline to receive authorization to add weed abatement fees to property taxes.

Residential $3011 - 3686
December 2025 Fees added to property owners property taxes for 2026. Commercial $3011 - $12,686 2026 Cycle Repeats
County Weed Program Timeline County Fees 2025
These fees are incurred after the initial
investigation visit and subsequent inclusion on
the commencement list and determniation that
proprety still non-compliant upon the first
inspetion visit to the property the following
year.

These fees are incurred upon second visit to the
property, 15 days after the "Notice to Destroy"
weeds. Property owners are given two
opportunities to provide consent to abate their
weeds: in the notifictation that they will be
added to the commencemnt list and in the
notification to destroy weeds.

Potential Total for One Year
APN Owner Owner Address Zip Code
1 NEW 650 ALDO AVE 101-09-009 MADSEN KENNETH J TRUSTEE & ET AL 540 MONTEREY AVE LOS GATOS CA 95030 2 NEW 1069 BLACKFIELD CT 290-32-013 CHOU CHUNJOU JOANN ET AL 1069 BLACKFIELD CT SANTA CLARA CA 95051 3 NEW 1192 BLOCK DR 290-42-080 LAI XING YU 2466 33RD AVE SAN FRANCISCO CA 94116 4 NEW 3261 CATALINA AV 290-43-032 HU JICHUAN ET AL 3261 CATALINA AVE SANTA CLARA CA 95051-4707 5 NEW 4193 CHEENEY ST 104-12-190 VASILAKIS GABRIEL 4193 CHEENEY ST SANTA CLARA CA 95054-2524 6 NEW 995 CIVIC CENTER DR 224-28-027 TEVIS NORMAN B TRUSTEE & ET AL 7890 E SPRING ST UNIT #3E LONG BEACH CA 90815 7 NEW DE LA CRUZ BL 101-15-027 STUBER CRAIG A AND ELLEN K 3615 EASTWOOD CIR SANTA CLARA CA 95054 8 NEW 4608 DEMARET DR 097-17-097 GARCIA, VIVIAN V AND EDWARD S 4608 DEMARET DR SANTA CLARA CA 95054 9 NEW 1335 DON AV 224-39-014 CHAO YIN YU 1335 DON AVE SANTA CLARA CA CA 95050-3715 10 NEW 149 DOUGLANE AV 303-20-004 MIYAKE MIKE 149 DOUGLANE AVE SANTA CLARA CA 95050 11 NEW 2855 EL CAMINO REAL 220-31-082 HEROLD, KIM MARIE MCCORMICK BARSTOW LLP 7647 NORTH FRESNO STREET FRESNO CA 93720 12 NEW 2895
EL CAMINO REAL CA 220-31-083 TEIXEIRA LEO ET A PO BOX 307 KERMAN CA CA 93630-0307 13 NEW 3712 E. EL CAMINO REAL 313-06-008 SCS GATEWAY LLC 4546 EL CAMINO REAL STE 222 LOS ALTOS CA 94022 14 NEW 4436 FILLMORE ST 104-10-005 ESPOSO WILLARD R SR AND EILEEN P TRUSTEE 2010 CALLE DE PRIMAVERA SANTA CLARA CA 95054-1433 15 NEW 661 FLANNERY ST 293-18-058 PARKHURST RAY AND MICHELENE 661 FLANNERY ST SANTA CLARA CA CA 95051-5544 16 NEW 2369 FORBES AV 294-10-020 BALASUBRAMANIAN NAREN AND GOVINDARAJAN PRIY 2369 FORBES AVE SANTA CLARA CA 95050-5162 17 NEW 2360 GALWAY CT 224-32-098 HOANG VINH Q 4271 RUBY AVE SAN JOSE CA 95135 18 NEW 2359 GALWAY CT 224-32-101 KOESTER WILLIAM H AND FAYE C TRUSTEE 201 BANCROFT RD BURLINGAME CA 94010 19 NEW 2389 GIANERA ST 104-05-059 BIRMODIZ MAGDALENA T 2389 GIANERA ST SANTA CLARA CA 95054 20 NEW 2303 GIANERA ST 104-06-037 GIANERAL ST ESTATE LLC 188 S LUNDY AVE UNIT 200 SAN JOSE CA 95131 21 NEW 430 Giannini Drive 316-12-029 DING SHUAI AND XIANG YUN 430 GIANNINI DR SANTA CLARA CA CA 95051-5826 22 NEW 179 GILBERT AVE 296-12-076 GREEN RONALD A 179 GILBERT AVE SANTA CLARA CA 95051 23 NEW 193 GILBERT AVE 296-12-078 BENNETT MICHAEL D TRUSTEE 193 GILBERT AVE SANTA CLARA ca 95051 24 NEW 110 GILBERT AVE 296-13-013 NATESAN RAMAKRISHNAN AND SUMATHI 110 GILBERT AVE SANTA CLARA CA 95051 25 NEW 4748 GILLMOR ST 104-05-066 BAUTISTA, HEATHER J AND BENJAMIN A 4748 GILLMOR ST SANTA CLARA CA 95054 26 NEW 392 HAYES AVE 296-09-043 CHAN-TAN-WONG 27478 BLACK MOUNTAIN RD LOS ALTOS HILLS CA 94022 27 NEW 2538 HAYWARD DR 290-14-112 MANDRUSOV VLADIMIR AND MIRA TRUSTEE 2538 HAYWARD DRIVE SANTA CLARA CA 95051 28 NEW 3131 HUMBOLT AV 290-19-023 BASHAM EVERETT F JR ET AL 1143 CRESPI DR SUNNYVALE CA 94086-7040 29 NEW 1451 JACKSON ST 269-05-010 HANOLD RENE I AND GEORGE J 1451 JACKSON STREET SANTA CLARA CA 95050 30 NEW 1463 JACKSON ST 269-05-011 ASCUNA VICTOR AND ZULMA ET A 1463 JACKSON ST SANTA CLARA CA 95050 31 NEW 1473 JACKSON ST 269-05-056 CARDENAS RICKEY W AND CONCEPCION 1473 JACKSON STREET SANTA CLARA CA 95050 32 NEW 4781 LAKESHORE DR 104-47-052 VOGEL PETER A AND KIMBERLY M 4781 LAKESHORE DR SANTA CLARA CA 95054 33 NEW 1022 LAURIE AVE 101-07-018 REYES MARIA AND JAVIER ET AL 1022 LAURIE AVE SANTA CLARA CA 95054 34 NEW 2257
LOS PADRES 224-32-039 DOMINGUEZ ROJELIA E TRUSTEE PO BOX 1753 GILROY CA 95021 35 NEW 665 MARLARIN AVE 294-07-003 DEL ROSARIO RONALD T AND MARISSA P TRUSTEE 665 MALARIN AVE SANTA CLARA CA 95050 36 NEW 3121 MAURICIA AVE 296-10-029 PACHECO REBECCA M TRUSTEE 32 TIMBER COVE DR CAMPBELL CA 95008-4127 37 NEW 3065 MAURICIA AVE 296-11-001 ANDERSON GARTH D AND MELISSA V TRUSTEE 3065 MAURICIA AVE SANTA CLARA CA 95051 38 NEW 3124 MAURICIA AVE 296-12-079 YAO ZHONGHUA AND ZHANG DAN 3124 MAURICIA AVE SANTA CLARA CA 95051 39 NEW 3050 MAURICIA AVE 296-36-081 MENDEZ ARACELLI 3050 MAURICIA AVE SANTA CLARA CA 95051 40 NEW 1800 NELSON DR 097-19-019 YOW ESTHER W 1800 NELSON DRIVE SANTA CLARA CA 95054 41 NEW 1801 NELSON DR 097-19-037 JUAREZ JENNETTE L 243 N. 33RD STREET SAN JOSE CA 95116 42 NEW 2392 NOBILI AV 220-18-013 CORNETTE JES AND MANDELBAUM BARI R 2392 NOBILI AVE SANTA CLARA CA 95051-1412 43 NEW 2442 PAINTED ROCK DR 216-19-046 MOKALLA, MEHRA ET AL 2442 PAINTED ROCK DR SANTA CLARA CA 95051 44 NEW 2535 PARKLAND CT 216-16-031 FLORES DOLORES 2535 PARKLAND CT SANTA CLARA CA 95051-1127 45 NEW 2266 PASETTA DR 224-32-095 CHAN, KWOKKIN CLARENCE AND KONG , CHIO FAI AGLAIA 2051 JUNCTION AVE STE. 108 SAN JOSE CA 95131-2100 46 NEW 2267 PASETTA DR 224-32-060 HOANG VINH Q 4271 RUBY AVE SAN JOSE CA 95135 47 NEW 2297 PASETTA DR 224-32-063 LEE MATTHEW H AND JESSIE H TRUSTEE 2124 REINERT CT MOUNTAIN VIEW CA CA 94043-2354 48 NEW 3250 PRINCETON WY 293-04-001 SLUSHER CASSANDRA R ET AL 3250 PRINCETON WAY SANTA CLARA CA 95051-5522 49 NEW 2302 RAMBO CT 104-46-067 TRUONG SEN 2302 RAMBO CT SANTA CLARA CA 95054 Situs City/State
2025 WEED ABATEMENT PROGRAM

COMMENCEMENT REPORT

CITY OF SANTA CLARA

EXHIBIT A
50 NEW 1145 REEVE ST 224-24-118 COR-MAR FAMILY INVESTMENTS LLC 4189 HAVEN CT SAN JOSE CA 95124 51 NEW 945 REEVE ST 224-27-052 BLANDFORD MARLENE TRUSTEE 1035 SUNLITE DR SANTA CLARA CA 95050-5120 52 NEW 4609 SNEAD DR 097-17-098 GORDON KEVIN AND HO EMILY TRUSTEE 10420 MIGUELITA RD SAN JOSE CA 95127 53 NEW 2032 STAATS WAY 224-31-088 BOWMAN HOWARD AND PATRICIA 2032 STAATS WAY SANTA CLARA CA 95050 54 NEW 3550 THOMAS RD 104-14-124 3550 THOMAS ROAD LLC 3550 THOMAS RD SANTA CLARA CA 95054 55 NEW 1725 TOWNSEND
Ave 220-07-044 ROMERO YVONNE M 1725 TOWNSEND AVE SANTA CLARA CA 95051-2721 56 NEW 149 TYLER AV 303-20-030 CIRNER JAMES C AND VICKI TRUSTEE 149 TYLER AVE SANTA CLARA CA 95050 57 NEW 2351 WILLIAM DR 224-32-092 JALADI RAMESH BADU VENKATA S TRUSTEE & ET A 2435 VIA DE LOS MILAGROS PLEASANTON CA 94566 58 NEW 2361 WILLIAM DR 224-32-093 WONG PETER AND WANG ELLIE TRUSTEE 740 LONDONDERRY DR SUNNYVALE CA 94087-4738 59 2335 ALCALDE ST 104-05-103 BHATNAGAR, AMIT AND OZA , TARJANI 2335 ALCALDE ST SANTA CLARA CA 95054-1305 60 2355 ALCALDE ST 104-05-105 HILARIO, RUFINA F TRUSTEE 2355 ALCALDE ST SANTA CLARA CA 95054-1305 61 2375 ALCALDE ST 104-05-107 NGUYEN, PHUONG THANH AND TRAN , CHU KIM TRUSTEE 2635 BRITT WAY SAN JOSE CA 95148-2573 62 512 ALDO AVE 101-09-013 KOUVALAS-PREW, PAULINE F TRUSTEE PO BOX 6604 SAN JOSE CA 95150 63 2305 AMETHYST DR 216-17-006 SUTHAR, TUSHAR K AND SNEHAL T 2086 SILENCE DR SAN JOSE CA 95148-1918 64 2427 AMETHYST DR 216-19-057 TT INVESTMENT PROPERTIES LLC 2225 SHERWIN AVE SANTA CLARA CA 95050-5112 65 2437 AMETHYST DR 216-19-058 WANG, ZHUOXIAN 2437 AMETHYST DR SANTA CLARA CA 95051-1136 66 2517 AMETHYST DR 216-19-070 STRUTNER, KOOGEELAM 2517 AMETHYST DR SANTA CLARA CA 95051-1138 67 2533 AMETHYST DR 216-19-074 JIANG, CHENZI AND CHEN , ZIXING 2533 AMETHYST DR SANTA CLARA CA 95051-1138 68 2532 AMETHYST DR 216-20-082 TANAKA, MAILA 2532 AMETHYST DR SANTA CLARA CA 95051-1139 69 2526 AMETHYST DR 216-20-083 WEN, JIDA 267 ALTURAS AVE SUNNYVALE CA 94085-3001 70 2426 AMETHYST DR 216-20-097 HARO, ANDREA R TRUSTEE 2426 AMETHYST DR SANTA CLARA CA 95051-1137 71 2536 AMETHYST DR 216-22-072 TALLA, SAHAJANANDA AND THOTA , SANDHYA S 2536 AMETHYST DR SANTA CLARA CA 95051-1155 72 4913 AVENIDA DE LAGO 097-42-083 HSU KANG S AND SHUR M 3673 ROWLEY DR SAN JOSE CA 95132 73 1914 AVENIDA DE LOS ROSAS 097-42-078 FONTANA MARC J 1914 AVENIDA DE LOS ROSAS SANTA CLARA CA 95054 74 BASSETT ST 104-11-082 UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 95747 75 BASSETT ST 104-12-154 UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 95747 76 BASSETT ST 104-12-162 UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 95747 77 BASSETT ST 104-38-001 UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 95747 78 3562 BENNETT AVE 296-18-038 LIN, JIMMY J AND JEANNE C TRUSTEE 18300 LEXINGTON DR MONTE SERENO CA 95030-3121 79 3552 BENNETT AVE 296-18-039 SA, SILIN AND YANG , YANG 417 S GENEVIEVE LN SAN JOSE CA 95128-5111 80 1425 BENTON ST 269-13-037 HU JIE AND MA GUANYING 4560 BALMORAL PARK CT FREMONT CA 94538 81 1088 BLACKFIELD CT 290-32-008 RAJU, JAGDEEP N AND NAGARAJ , FNU DEEPA 1088 BLACKFIELD CT SANTA CLARA CA 95051-5301 82 1078 BLACKFIELD CT 290-32-009 LIN, MARIAN CHUNG-HUI TRUSTEE 1078 BLACKFIELD CT SANTA CLARA CA 95051-5301 83 1224 BLOCK DR 290-42-076 DIONISIO, JOHN R AND NAHURSKI DIONISIO , JOAN M TRUSTEE 1224 BLOCK DR SANTA CLARA CA 95050-4411 84 2132 BOWERS AVE 220-26-012 YOU, ZEYU 2132 BOWERS AVE SANTA CLARA CA 95051-1830 85 2330 BRAY AV 224-14-072 OSTERELLO, MICHAEL D ET AL 2330 BRAY AVE SANTA CLARA CA 95050-4010 86 1295 BUCHANAN DR 290-14-144 IBRAGIMOV, EEDEM AND GRIGINA , YEKATERINA 1295 BUCHANAN DR SANTA CLARA CA 95051-3950 87 1355 BUCHANAN DR 290-14-150 GUINASSO, EDWIN A TRUSTEE 1355 BUCHANAN DR SANTA CLARA CA 95051-3950 88 1226 BUCHANAN DR 290-14-163 OTZMAN, CAMERON AND YI CHUN 1226 BUCHANAN DR SANTA CLARA CA 95051-3963 89 2763 CABRILLO AVE 220-25-105 FUNG, KWOK WING AND CARRIQ TRUSTEE 2368 SHORESIDE CT SANTA CLARA CA 95054-1350 90 2252 CABRILLO AVE 224-19-053 KALASHNIKOV, MAX 2252 CABRILLO AVE SANTA CLARA CA 95050-3616 91 2075 CABRILLO AVE 224-19-093 POLON, JOAN TRUSTEE 2075 CABRILLO AVE SANTA CLARA CA 95050-3612 92 2255 CABRILLO AVE 224-19-108 LEMMON, GALEN L TRUSTEE & ET AL 1591 CARMEL DR SAN JOSE CA 95125-1863 93 1857 CABRILLO AVE 224-21-021 ZHENG, DAO-CHEN AND WANG , HUI 7911 OCTOBER WAY CUPERTINO CA 95014-4124 94 1836 CABRILLO AVE 224-21-028 DHOPLE, DANIKA M TRUSTEE 1836 CABRILLO AVE SANTA CLARA CA 95050-3707 95 1282 CABRILLO AVE 224-22-086 HU, WEIZE 1282 CABRILLO AVE SANTA CLARA CA 95050-3502 96 2391 CABRILLO AVE 224-31-031 CHEUNG, YUK FAN TRUSTEE 2019 BROWN CT SANTA CLARA CA 95051-2314 97 2220 CALLE DE LUNA 097-05-057 TASMAN EAST PARCEL 5 OWNER LLC 60 COLUMBUS CIR NEW YORK NY 10023 98 2200 CALLE DE LUNA 097-05-058 NASH-HOLLAND CALLE DE LUNA 808 WASHINGTON ST STE500 VANCOUVER WA 98660-3577 99 2333 CALLE DEL MUNDO 097-05-110 LAFAYETTE CDM APARTMENTS LLC 3000 EXECUTIVE PKWY UNIT 450 SAN RAMON CA 94583 100 2272 CALLE DEL MUNDO 097-46-025 TRUE SOLAR USA INC 2272 CALLE DEL MUNDO SANTA CLARA CA 95054-1005 101 2230 CALLE DEL MUNDO 097-46-027 CI-GS TASMAN EAST APARTMENTS LLC 750 BERING DR STE 200 HOUSTON TX 77057 102 CENTRAL EXWPY 230-03-095 UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 95747 103 960 CENTRAL EXPY 224-07-099 AMAZON DATA SERVICES INC P.O. BOX 80416 SEATTLE WA 98108 104 CENTRAL EXWPY 230-03-094 UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 95747 105 CHEENEY ST 104-12-025 MARUTI BUILDERS LLC 859 ALISAL CT MILPITAS CA 95035-4501 106 CHEENEY ST 104-12-026 MARUTI BUILDERS LLC 859 ALISAL CT MILPITAS CA 95035-4501 107 2948 CHROMITE DR 216-18-040 UY, TESIN T TRUSTEE 668 BANCROFT ST SANTA CLARA CA 95051-5656 108 998 CIVIC CENTER DR 224-28-053 LE, TOM TUONG QUOC TRUSTEE P.O.BOX 11555 COSTA MESA CA 92627 109 759 CLARA VISTA AV 294-15-042 TRAN, ANDRE HUY ET AL 759 CLARA VISTA AVE SANTA CLARA CA 95050-5152 110 758 CLARA VISTA AV 294-15-043 ASHRAF, AMEEN AND SHAGUFTA , SHAELLA TRUSTEE 758 CLARA VISTA AVE SANTA CLARA CA 95050-5153 111 163 CLAREMONT AVE 296-16-015 CHOK, WYE-CHI AND RACHEL LEIGH TRUSTEE 163 CLAREMONT AVE SANTA CLARA CA 95051-6641 112 92 CLAREMONT AVE 296-17-005 WANG, WEN CHUN AND YANG , MICHELLE 92 CLAREMONT AVE SANTA CLARA CA 95051-6640 113 158 CLAREMONT AVE 296-19-001 HAMBURGER, MARIA TRUSTEE 158 CLAREMONT AVE SANTA CLARA CA 95051-6642 114 132 CLAREMONT AVE 296-19-005 LEE, CHAYONG AND KIM , HAEJIN 132 CLAREMONT AVE SANTA CLARA CA 95051-6642 115 367 N CYPRESS AVE 303-06-061 CHACE, NANCY L 367 CYPRESS AVE SANTA CLARA CA 95050-6435 116 2240 DE LA CRUZ BL 230-03-077 ETTEFAGH, FARAJOLLA TRUSTEE & ET AL 2342 STEVENS CREEK BLVD SAN JOSE CA 95128 117 2600 DE LA CRUZ BLVD 230-03-105 TROUTMAN SANDERS LLP 600 PEACHTREE STREET NE, SUITE 300 ATLANTA GA 30308 118 2950 DEMOCRACY WAY 104-04-065 INNOVATION COMMONS OWNER LLC 433 AIRPORT BLVD STE 426 BURLINGAME CA 94010 119 3050 DEMOCRACY WY 104-04-113 INNOVATION COMMONS OWNER LLC 433 AIRPORT BLVD STE 426 BURLINGAME CA 94010 120 3055 DEMOCRACY WAY 104-04-142 INNOVATION COMMONS OWNER LLC ATTN: OU SUN 433 AIRPORT BLVD, STE 426 BURLINGAME CA 94010 121 3005 DEMOCRACY WY 104-04-143 INNOVATION COMMONS OWNER LLC 433 AIRPORT BLVD STE 426 BURLINGAME CA 94010 122 1673 EISENHOWER DR 097-17-013 YABES, AURELIO B AND CARMELITA B TRUSTEE 3928 CAXTON CT SAN JOSE CA 95130-1211 123 1952 EISENHOWER DR 097-19-047 KUANG, WEIWEI 1952 EISENHOWER DR SANTA CLARA CA 95054 124 2277 EL CAMINO REAL 224-15-034 OAKLAND REALTY LOAN SERVICE PO BOX 450 KINGSBURG CA 93631 125 3590 EL CAMINO REAL 290-01-115 MATUSICH, WILLIAM TRUSTEE & ET AL 2323 S BASCOM AVE CAMPBELL CA 95008 126 3570 EL CAMINO REAL 290-01-117 MATUSICH, WILLIAM TRUSTEE & ET AL 2323 S BASCOM AVE CAMPBELL CA 95008 127 EL CAMINO REAL 290-02-087 AT&T COMMS OF CALIF INC 1090 E DUANE AVE SUNNYVALE CA 94085-2623 128 2240 EL CAMINO REAL 290-10-090 US ALLIANCE HOLDEN OF 2525 E CAMELBACK RD STE 500 PHOENIX AZ 85016 129 2232 EL CAMINO REAL 290-10-091 US ALLIANCE HOLDEN OF 2525 E CAMELBACK RD STE 500 PHOENIX AZ 85016 130 2245 ELLENA DR 224-32-085 HOANG, VINH Q 4271 RUBY AVE SAN JOSE CA 95135-0000 131 2265 ELLENA DR 224-32-087 HOANG, VINH Q 4271 RUBY AVE SAN JOSE CA 95135-0000 132 2473 ELLIOT ST 216-11-064 ADISESHAN, MAMTHA 2473 ELLIOT ST SANTA CLARA CA 95051-1864 133 150 ELMHURST CT 296-19-022 MEHTA, YATRIK H AND MINAL Y 150 ELMHURST CT SANTA CLARA CA 95051-6647 134 3472 ELMHURST AVE 296-19-027 OH, MINSEOK AND LEE , MINKYUNG 3472 ELMHURST AVE SANTA CLARA CA 95051-6644 135 3491 ELMHURST AVE 296-19-031 HE, JIANG TRUSTEE & ET AL 3491 ELMHURST AVE SANTA CLARA CA 95051-6643 136 3533 ELMHURST AVE 296-19-036 CHEN, TAIYING AND SHIH , YING 1600 AMPHITHEATRE PKWY MOUNTAIN VIEW CA 94043-0000 137 3551 ELMHURST AVE 296-19-039 RAMESH, SUHAS KUMAR S AND BANNANJE , SUPREETHA 3551 ELMHURST AVE SANTA CLARA CA 95051-6645 138 FILLMORE ST 104-10-077 VNUS INVESTMENT GROUP LLC 7300 ALEXIS MANOR PL SAN JOSE CA 95120-0000 139 617 FLANNERY ST 293-18-049 RECHARLA, VENKATA NAGA SURESH AND BINGI , NEETHU HANEESHA TRUSTEE 617 FLANNERY ST SANTA CLARA CA 95051-5544 140 593 FLANNERY ST 293-19-032 BRADLEY, JANICE L ET AL 672 TRAMWAY DR MILPITAS CA 95035-3605 141 2936 FORBES AVE 293-19-034 BROWN, BRENDA J RUCKER TRUSTEE 2936 FORBES AVE SANTA CLARA CA 95051-6114 142 2274 FORBES AVE 294-05-005 BRYANT, SCOTT AND SUSIE 2274 FORBES AVE SANTA CLARA CA 95050-5608 143 2264 FORBES AVE 294-05-006 THOMPSON, ROSS W AND SUSAN TRUSTEE 2264 FORBES AVE SANTA CLARA CA 95050-5608 144 2257 FORBES AVE 294-08-054 SOUZA, ALLAN C ET AL 2257 FORBES AVE SANTA CLARA CA 95050-5631 145 2628 FORBES AVE 294-24-017 PHADKE, NINAD AND RUJUTA 250 HILLSDALE AVE SANTA CLARA CA 95051-6308 146 2728 FORBES AVE 294-26-021 LAM, LAISZ D TRUSTEE 2728 FORBES AVE SANTA CLARA CA 95051-6249 147 FREEDOM CIR 104-40-021 CRE-GS FREEDOM CIRCLE PHASE I 465 MEETING ST STE 5 CHARLESTON sc 29403 148 3925 FREEDOM CIR 104-40-036 CRE GS FREEDOM CIRCLE PHASE I 465 MEETING ST STE 5 CHARLESTON SC 29403 149 1695 FREMONT ST 269-12-019 KUNG, ALMA AND SHEN , ANGELA TRUSTEE & ET AL 1241 GAINSBOROUGH DR SUNNYVALE CA 94087-2714 150 3502 GIBSON AVE 296-18-011 THODIYIL, JOHN A AND FU , BO LING 5917 ARMAGA SPRING RD UNIT E RANCHO PALOS VERDES CA 90275-4844 151 3498 GIBSON AVE 296-18-012 TIBBETTS FAMILY REVOC TR 8/3/12 11016 162ND AVE NE REDMOND WA 98052 152 4767 GILLMOR ST 104-05-116 VU, TO HOAI THI 4767 GILLMOR ST SANTA CLARA CA 95054-1325 153 2513 HAYWARD DR 290-31-052 2513 HAYWARD DRIVE LLC 78 ROBLEDA DR ATHERTON CA 94027 154 2509 HAYWARD DR 290-31-053 MORRILL, WESTBROOK K III AND HILARY 2509 HAYWARD DR SANTA CLARA CA 95051-5303 155 2891 HOMESTEAD RD 290-39-080 APEX FUND LLC 2891 HOMESTEAD RD SANTA CLARA CA 95051-5223 156 2930 HOMESTEAD RD 293-17-084 WOODHAM PROPERTY PO BOX 2041 LOS GATOS CA 95031-2041 157 3800 HOMESTEAD RD 316-09-044 KAISER FOUNDATION HOSPITALS 1 KAISER PLAZA 15TH FL OAKLAND CA 94612 158 3800 HOMESTEAD RD 316-09-045 KAISER FOUNDATION HOSPITALS 1 KAISER PLAZA 15TH F OAKLAND CA 94612 159 3100 HUMBOLT AVE 290-19-019 TO, DUC TAN AND NGUYEN , MICHELLE HUYNH TRUSTEE 3129 BUTTE ST SANTA CLARA CA 95051-3711 160 2973 JERALD AVE 220-32-033 HUSTON, T M 2973 JERALD AVE SANTA CLARA CA 95051-2927 161 2755 LAFAYETTE ST 224-04-062 WITKIN PROPERTIES LP 188 TWIN OAKS DR LOS GATOS CA 95032-5649 162 1175 LAFAYETTE ST 269-16-056 1175 LAFAYETTE LLC 16235 GREENWOOD LN LOS GATOS CA 95030 163 4625 LAKESHORE DR 104-05-092 MULTANI, AMARJIT S 4625 LAKESHORE DR SANTA CLARA CA 95054-1338 164 4546 LAKESHORE DR 104-45-011 GORDON, KEVIN AND HO , EMILY TRUSTEE 10420 MIGUELITA RD SAN JOSE CA 95127-2716 165 2900 LAKESIDE DR 216-30-048 CS LAKESIDE SANTA CLARA LLC 17 COPORATE PLAZA UNIT 200 NEWPORT BEACH CA 92660 166 1118 LAS PALMAS DR 290-14-095 TOBACCO, RICHARD J 1118 LAS PALMAS DR SANTA CLARA CA 95051-3922 167 1014 LAS PALMAS DR 290-31-054 ENYEDI, ROBERT AND DANIELA TRUSTEE 1014 LAS PALMAS DR SANTA CLARA CA 95051-5309 168 982 LAURIE AVE 101-07-020 AZUL, EDWIN C AND EVANGELINE B 982 LAURIE AVE SANTA CLARA CA 95054-2243 169 973 LAURIE AVE 101-22-029 TRAN, TRUNG AND DO , THUY BICH 973 LAURIE AVE SANTA CLARA CA 95054-2242 170 725 LOS OLIVOS DR 294-15-068 SLUMAN, CHRISTOPHER B AND KATHRYN G 725 LOS OLIVOS DR SANTA CLARA CA 95050-5526 171 735 LOS OLIVOS DR 294-15-070 GEBING, JOHN AND CECILE TRUSTEE 735 LOS OLIVOS DR SANTA CLARA CA 95050-5526 172 759 LOS OLIVOS DR 294-15-075 KIROS, ESKINDER 759 LOS OLIVOS DR SANTA CLARA CA 95050-5526 173 1693 LOS PADRES BL 224-17-054 DECOT, DAVID C 1693 LOS PADRES BLVD SANTA CLARA CA 95050-4042 174 2782 LYLE CT 216-02-077 CHEPULSKYY, ROMAN AND OLIYNYK , YULIYA 2782 LYLE CT SANTA CLARA CA 95051-3024 175 2722 LYLE CT 216-02-079 JAIN, VARUN AND HRISHIKESH , SWATHI 586 JAYNE CT SAN JOSE CA 95133-0000 176 3523 MACINTOSH ST 101-07-039 KARNAD, NIKHIL AND KAWLEKAR , PRARTHANA 3523 MACINTOSH ST SANTA CLARA CA 95054-2246 177 3533 MACINTOSH ST 101-07-040 GAVINA, ROMEL R ET AL 3533 MACINTOSH ST SANTA CLARA CA 95054-2246 178 3543 MACINTOSH ST 101-07-041 RAPISURA SUZANNE M 3543 MACINTOSH ST SANTA CLARA CA 95054 179 3542 MACINTOSH ST 101-07-059 WLASCHIN, ROBERT A AND CHAN , CYNTHIA D 3542 MACINTOSH ST SANTA CLARA CA 95054-2245 180 1154 MADISON ST 269-13-034 RAWLS, TAMLYN V 1154 MADISON ST SANTA CLARA CA 95050-4757 181 1922 MAIN ST 224-23-011 KAUR, DALJIT 10074 DONA NEELY WAY ELK GROVE CA 95757 182 1918 MAIN ST 224-23-013 MONACO, LEWIS F ET AL 1918 MAIN ST SANTA CLARA CA 95050 183 1975 MAIN ST 224-23-051 LE, DUC 1975 MAIN ST SANTA CLARA CA 95050-3808 184 1688 MAIN ST 224-26-021 SERASSIO, JAMES P TRUSTEE 1688 MAIN ST SANTA CLARA CA 95050-4245 185 1871 MAIN ST 224-27-089 LUK, AMY P H TRUSTEE 3410 GEARY BLVD STE #343 SAN FRANCISCO CA 94118 186 1611 MAIN ST 224-28-010 CHENG, TAI-ENN AND LO , VICKIE 1611 MAIN ST SANTA CLARA CA 95050 187 1621 MAIN ST 224-28-011 ARCHIBEQUE, FLORA A 5520 MAPLECREST CT SAN JOSE CA 95123-3025 188 605 MALARIN AVE 294-07-021 DEVENDRAPPA, DARSHAN M AND RAVINDRAKUMAR , DIVYASHREE H 605 MALARIN AVE SANTA CLARA CA 95050-6958 189 635 MALARIN AVE 294-07-027 SCHEKALL, STANLEY AND REGINA 635 MALARIN AVE SANTA CLARA CA 95050-6958 190 653 MALARIN AVE 294-07-030 FRANKLIN, ANDREW J AND NICOLA J 653 MALARIN AVE SANTA CLARA CA 95050-6958 191 634 MALARIN AVE 294-07-051 LI, JINGJING AND ZHANG , YIQIAN 634 MALARIN AVE SANTA CLARA CA 95050-6942 192 623 MALARIN AV 294-07-024 GONG, SYLVIA 782 HAWTHORNE DRIVE FREMONT CA 94539 193 2615 MAPLEWOOD LN 294-29-021 FRANCISCO, CHRISTINA 2615 MAPLEWOOD LN SANTA CLARA CA 95051-6235 194 665 MARLARIN AVE 294-07-033 DEL ROSARIO RONALD T AND MARISSA P TRUSTEE 665 MALARIN AVE SANTA CLARA CA 95050 195 651 MARTIN AVE 224-04-071 MARTIN AVENUE PROPERTIES LLC 2820 NORTHWEST PKWY SANTA CLARA CA 95051 196 525 MATHEW ST 230-03-090 NEWARK GROUP INDUSTRIES INC 525 MATHEW ST SANTA CLARA CA 95050-3001 197 417 MATHEW ST 230-47-093 INTERNATIONAL UNION OF 1620 N MARKET BLVD SACRAMENTO CA 95834 198 2625 MEADOWBROOK DR 216-19-077 PHAM, ALEXANDER TUAN TRUSTEE 3619 IMPRESARIO WAY SAN JOSE CA 95127-0000 199 MISSION COLLEGE BL 104-13-103 AMAZON DATA SERVICES INC P.O. BOX 80416 SEATTLE WA 98108-0416 200 1106 MONROE ST 269-13-062 VELASCO, BAMBI ET AL 1106 MONROE ST SANTA CLARA CA 95050 201 689 MORENO LN 269-31-056 LEE, WEN-CHEN AND ULINSKAS , GEDDES J ET AL 1014 PARADISE WAY PALO ALTO CA 94306 202 1945 MURGUIA AVE 269-31-014 MAVERICK, MURIEL E TRUSTEE 1945 MURGUIA AVE SANTA CLARA CA 95050-6933 203 1861 NELSON DR 097-19-040 DILLON, KATHLEEN A 338 COLEMAN DR SAN RAFAEL CA 94901 204 2245 NEWHALL ST 269-58-014 DE SOUSA PINTO, JOAO MOREIRA 2245 NEWHALL ST SANTA CLARA CA 95050-5810 205 3565 NOTRE DAME DR 220-18-028 CHUN, YOUNGIL TRUSTEE & ET AL 1451 W BOROS CT LA HABRA CA 90631 206 4850 OLD IRONSIDES DR 104-04-064 INNOVATION COMMONS OWNER LLC ATTN; OU SUN 433 AIRPORT BLVD STE 426 BURLINGAME CA 94010 207 2991 ORTHELLO WAY 290-17-082 SCHULTZ, JANET TRUSTEE 2991 ORTHELLO WAY SANTA CLARA CA 95051-3756 208 3012 ORTHELLO WAY 290-18-006 OPRICA, DAN 3012 ORTHELLO WAY SANTA CLARA CA 95051-3758 209 2932 ORTHELLO WAY 290-18-010 YAMAICHI, RUSSELL J TRUSTEE 2932 ORTHELLO WAY SANTA CLARA CA 95051-3768 210 2852 ORTHELLO WAY 290-18-014 XIONG, CHENGYU AND DENG , XIANMIN TRUSTEE 1055 S BLANEY AVE SAN JOSE CA 95129 211 3100 ORTHELLO WAY 290-19-047 WHEATON, MARTIN D AND TEPMONGKOL , WARANGKANA 3100 ORTHELLO WAY SANTA CLARA CA 95051-3760 212 2475 PAINTED ROCK DR 216-16-007 CAI, HAOWEI ET AL 2475 PAINTED ROCK DR SANTA CLARA CA 95051-1121 213 2485 PAINTED ROCK DR 216-16-008 LINDSEY, CONCEPCION TRUSTEE 898 AMADOR AVE SUNNYVALE CA 94085-3427 214 2495 PAINTED ROCK DR 216-16-009 FILES, NANCY D 2495 PAINTED ROCK DR SANTA CLARA CA 95051-1121 215 2515 PAINTED ROCK DR 216-16-011 XU, STEVEN P ET AL 2515 PAINTED ROCK DR SANTA CLARA CA 95051 216 2552 PAINTED ROCK DR 216-19-035 TOORANS, SUE M 2552 PAINTED ROCK DR SANTA CLARA CA 95051-1124 217 2452 PAINTED ROCK DR 216-19-045 YU, DENNIS AND TAO , ZUI 2452 PAINTED ROCK DR SANTA CLARA CA 95051-1122 218 2472 PAINTED ROCK DR 216-19-043 SUNDARARAMAN SETHURAMAN AND PADMANABHAN PAD 2472 PAINTED ROCK DR SANTA CLARA CA 95051-1122 219 2516 PARKLAND CT 216-16-026 SHEN, HUA AND TIAN , TIAN 2516 PARKLAND CT SANTA CLARA CA 95051-1127 220 2551 PATRICIA DR 290-31-002 AGUILERA, RALPH D AND M C 2551 PATRICIA DR SANTA CLARA CA 95051-5326 221 2557 PATRICIA DR 290-31-003 HOFFMAN, JAMES H AND LINDA E 2557 PATRICIA DR SANTA CLARA CA 95051-5326 222 4805 PATRICK HENRY DR 104-04-111 INNOVATION COMMONS OWNER LLC 433 AIRPORT BLVD STE 426 BURLINGAME CA 94010
223 4855 PATRICK HENRY DR 104-04-112 INNOVATION COMMONS OWNER LLC 433 AIRPORT BLVD STE 426 BURLINGAME CA 94010 224 PATRICK HENRY DR 104-04-121 SAN FRANCISCO CITY AND COUNTY OF 525 GOLDEN GATE AV 10TH FL SAN FRANCISCO CA 94102 225 3055 PATRICK HENRY DR 104-04-136 3055 PATRICK HENRY DEVELOPMENT LLC 950 TOWER LN STE 870 FOSTER CITY CA 94553 226 3625 PETERSON WAY 216-30-049 BXP PETERSON LP 4 EMBARCADERO CTR LOBBY STE 1 SAN FRANCISCO CA 94111 227 2771 PRUNERIDGE AVE 294-31-038 GHIYA, RAKESH AND SHALINI TRUSTEE 2771 PRUNERIDGE AVE SANTA CLARA CA 95051-6237 228 2791 PRUNERIDGE AVE 294-31-040 SINGH, RAHUL N AND GHOSH , SMITA 2791 PRUNERIDGE AVE SANTA CLARA CA 95051-6237 229 2790 PRUNERIDGE AVE 294-32-034 LI, BENNY W AND LUO , YUYA 2790 PRUNERIDGE AVE SANTA CLARA CA 95051-6238 230 2116 QUINN AVE 216-09-069 CHEN, ZIXU ET AL 2116 QUINN AVE SANTA CLARA CA 95051-1839 231 2343 RAMBO CT 104-46-072 RANGEL, ANTHONY T AND MISTY 2343 RAMBO CT SANTA CLARA CA 95054-1340 232 1061 RICHARD AVE 224-62-022 ORLANDO-HINZ, MARIA TRUSTEE 860 HERMISTON DR SAN JOSE CA 95136-1512 233 2101 ROCKHURST CT 220-13-041 BELARDES, MARCUS J AND DENISE E 2101 ROCKHURST CT SANTA CLARA CA 95051-1927 234 3036 SAN JUAN AV 220-22-053 WENTZ, DEE TRUSTEE PO BOX 111597 CAMPBELL CA 95011-1597 235 2230 SANTA CRUZ AV 220-22-121 MENG, PENGQUAN ET AL 2230 SANTA CRUZ AVE SANTA CLARA CA 95051-1658 236 2148 SANTA CRUZ AV 220-24-032 KWAN, WILSON 2148 SANTA CRUZ AVE SANTA CLARA CA 95051-1646 237 3121 SANTA MARIA AV 220-22-124 LAMACHY, BARBARA J 3121 SANTA MARIA AVE SANTA CLARA CA 95051-1619 238 3131 SANTA MARIA AV 220-22-125 LI, BING AND XUE , FENG 3131 SANTA MARIA AVE SANTA CLARA CA 95051-1619 239 3171 SANTA MARIA AV 220-22-129 ZHOU, ZILONG 3171 SANTA MARIA AVE SANTA CLARA CA 95051-1619 240 3040 SANTA MARIA AV 220-24-060 TOH, YUTING ET AL 3040 SANTA MARIA AVE SANTA CLARA CA 95051-1647 241 2368 SAWYER CT 104-46-032 CRAWLEY, WILLIAM L TRUSTEE & ET AL 2075 PIONEER CT SAN MATEO CA 94403 242 1206 SHERWOOD AVE 230-16-030 SHEN, YICHAO AND ZHENG , XIAOXIAO 193 ATHENA CT MOUNTAIN VIEW CA 94043-0000 243 2336 SILVERIA CT 104-05-112 CARTER, SCOTT D AND YU , YEE L 900 BIRCH AVE SUNNYVALE CA 94086-5139 244 2337 SILVERIA CT 104-05-113 LAI, TZER S TRUSTEE & ET AL 2337 SILVERIA CT SANTA CLARA CA 95054-1352 245 2028 STAATS WAY 224-31-090 ANSARI, BIJAN 2028 STAATS WAY SANTA CLARA CA 95050-3333 246 2013 STANLEY AV 269-39-021 DRISKELL, JEFFREY 2013 STANLEY AVE SANTA CLARA CA 95050-5718 247 2945 TASMAN DR 104-04-151 INNOVATION COMMONS OWNER LLC 4995 PATRICK HENRY DRIVE SANTA CLARA CA 95054 248 2655 THE ALAMEDA 230-12-012 KAPITAL ALAMEDA LLC 1999 S BASCOM AVE UNIT 250 CAMPBELL CA 95008 249 3660 THOMAS RD 104-14-171 TERRENO MIDDLEBROOK LLC 101 MONTGOMERY ST STE 200 SAN FRANCISCO CA 94104 250 2129 VENTURA PL 220-24-001 MINELL, CHRISTINA L 2129 VENTURA PL SANTA CLARA CA 95051-1623 251 850 WALSH AVE 224-04-005 L.A.W. LLC 330 COMMERCIAL ST SAN JOSE CA 95112-4403 252 614 WALSH AVE 224-04-075 HARO, ESTANISLAO T AND MARTHA S TRUSTEE 12395 COLUMBET AVE SAN MARTIN CA 95046 253 1177 WHITE DR 290-14-180 FOSTER, JOSEPH A ET AL 1177 WHITE DR SANTA CLARA CA 95051-3933 254 978 WHITE DR 290-30-008 LI, YUXIN AND ZHAO , GUOPING 1118 GREYSTONE ST STILLWATER OK 74074 255 944 WHITE DR 290-30-014 LIN, THURA AND JENNY C T 944 WHITE DR SANTA CLARA CA 95051-5315 256 953 WHITE DR 290-31-069 TANG, YUAN 953 WHITE DR SANTA CLARA CA 95051-5314 257 973 WOOD DUCK CT 313-19-031 FLYNN, BRIAN ET AL 973 WOOD DUCK CT SANTA CLARA CA 95051-4516 258 977 WOOD DUCK CT 313-19-032 CAMPBELL, JEAN T TRUSTEE 977 WOOD DUCK CT SANTA CLARA CA 95051-4516 259 492 WOODHAMS RD 293-20-018 ANDREWS, JOHN R AND SANDRA K 492 WOODHAMS RD SANTA CLARA CA 95051-5629 260 462 WOODHAMS RD 293-20-020 THAYER, KEVIN 462 WOODHAMS RD SANTA CLARA CA 95051-5629 261 104-01-077 UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 95747 262 104-14-145 UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 95747

AMENDED AND RESTATED AGREEMENT BETWEEN

THE COUNTY OF SANTA CLARA AND THE CITY OF

SANTA CLARA FOR WEED ABATEMENT SERVICES
THIS AGREEMENT for the Abatement of Weeds by County of Santa Clara for the City of Santa Clara ("AGREEMENT") is made and entered into by and among the County of Santa Clara, a political subdivision of the State of California ("COUNTY") , and the City of Santa Clara ("CITY") , a municipal corporation, effective this flt pc,\ ) 'j I dQd-:), ("EFFECTIVE DATE"). COUNTY and CITY may be collectively referred to herein as the "PARTIES" and individually as a "PARTY," unless specifically identified otherwise .

RECITALS
WHEREAS , pursuant to California Government Code Sections 39501 et seq ., the CITY has the authority to require and provide for the abatement of hazardous weeds on properties within its jurisdiction either by ordinance or pursuant to the procedures set forth in Article 2 of Chapter 13, Division 3 of Title 4 of the Government Code (commencing with Section 39560) ; and WHEREAS, the CITY has duly established under Chapter 8.15 of the Santa Clara City Code a program to abate as a public nuisance hazardous weeds and brush situated on properties in the CITY ; and WHEREAS , under provisions of the California Health and Safety Code and its ordinances, the County also has duly established a program to enforc e the abatement of hazardous weeds; and WHEREAS, for reasons of efficiency , economy of operations and resources, and the mutual benefit of both pa1ties, the CITY and the COUNTY desire the COUNTY to provide weed abatement services on prope1ties in the CITY and to assist the CITY in administering ce1tain paits of the CITY ' S weed abatement program under Chapter 8.15 of the Santa Clara City Code, all in accordance with the terms and provisions set f01th in this AGRE EMENT ; and WHEREAS, the CITY may contract with COUNTY pursuant to Government Code section 513 00 et seq. for the County 's performance of specified City functions; and WHEREAS, the CITY and COUNTY entered into an "Agreement for the Abatement of Weeds by County of Santa Clara for City of Santa Clara" on February 23, 1976, as subsequently amended , which provided for the abatement of weeds by the COUNTY on behalf of the CITY; and WHEREAS, the CITY and COUNTY desire to enter into an amended and restated AGREEMENT for the abatement of weeds to provide for the COUNTY to fully recover its service costs in administering the CITY ' s weed abatement program and to make other clarifying changes.

NOW, THEREFORE, in consideration of their mutual promises , covenants, and agreements set fo1th in this AGREEMENT, the PARTIES hereby agree as follows:

SECTION 1. PURPOSE.

The purpose of this AGREEMENT is to promote efficiency and economy of operations and resources in the abatement of weeds in the CITY and COUNTY. To achieve this end, the CITY hereby delegates to the COUNTY and the COUNTY hereby accepts the responsibility of abating weeds on properties in the CITY and administering the CITY' s weed abatement program , set f01th in Chapter 8 .15 of the Santa 1 Clara City Code ("PROGRAM"), subject to and in accordance with this AGREEMENT.

II
SECTION 2. TERM.

This AGREEMENT shall become effective as of the EFFECTIVE DATE and shall continue until the governing body of the CITY or the COUNTY exercises the right to terminate this AGREEMENT pursuant to SECTION 18 of this AGREEMENT. This AGREEMENT supersedes and replaces the previous "Agreement for the Abatement of Weeds by County of Santa Clara for City of Santa Clara" and any and all subsequent amendments thereto.

SECTION 3. SCOPE OF SERVICES; PERFORMANCE SCHEDULE.

A. The COUNTY shall perform weed abatement services on properties located in the CITY and administer the PROGRAM ( collectively, the "SERVICES") in accordance with all applicable laws, rules, and regulations, including Chapter 8 .15 of the Santa Clara City Code, and the provisions of this AGREEMENT, as they may be amended from time to time.

B. The COUNTY shall perf01m these SERVICES in accordance with the schedule set fotih in EXHIBIT "A," entitled SCHEDULE OF PERFORMANCE," attached hereto and incorporated herein by this reference, except that SERVICES on properties owned by the CITY shall be performed only upon written request by the CITY.

C. The COUNTY shall attend all meetings of the CITY Council or meetings of other CITY committees, boards or hearing bodies at which weed abatement SERVICES, refunds of weed abatement charges, or other issues related to the SERVICES or this AGREEMENT are discussed, when the COUNTY's attendance is requested by the CITY.

D. Upon request by the CITY, the COUNTY shall provide to the CITY for its review and comment the COUNTY's specifications and qualifications for contractors or other agents of the COUNTY obtained or hired by the COUNTY to perfotm weed abatement SERVICES on behalf of the COUNTY on prbpetiies located in the CITY.

SECTION 4. NOTICES.

The COUNTY shall prepare copies of all notices required in connection with the SERVICES and cause such notices to be posted, published, mailed, and/or distributed as required by applicable law. The COUNTY shall provide copies of such notices to the CITY for prior review and approval as set fotih on EXHIBIT A, entitled "SCHEDULE OF PERFORMANCE," or where not provided for in the SCHEDULE OF PERFORMANCE, at least thitiy (30) days prior to the date that the COUNTY desires or is required to post, publish, mail, or otherwise distribute the material.

SECTION 5. HEARINGS.

The CITY Council, or the committee, board, or other hearing body designated by the CITY Council to conduct hearings in connection with the PROGRAM, retains the responsibility to conduct public hearings and adopt appropriate resolutions and orders in accordance with Chapter 8 .15 of the Santa Clara City Code and this AGREEMENT, including its EXHIBIT A, "SCHEDULE OF PERFORMANCE.

II
2 II
II
SECTION 6. STATEMENT OF COSTS.

A. In December of each calendar year, the COUNTY shall deliver to the CITY a schedule of all reasonable and necessaiy fees and costs approved and adopted by the COUNTY Board of Supervisors for administrative, enforcement, and abatement services to be provided under this AGREEMENT ("FEE SCHEDULE"). Such fees and costs shall not exceed the reasonable costs of providing such services. All fees and costs in said FEE SCHEDULE shall be recoverable by the COUNTY pursuant to this SECTION and SECTION 7 of this AGREEMENT unless within sixty (60) days of the COUNTY's delivety of said schedule to the CITY, the City Council of the CITY expressly declines to accept any fee or cost in said FEE SCHEDULE. In the event the City Council does decline to accept any fee or cost in said FEE SCHEDULE, the COUNTY shall be relieved of any and all obligations to provide any SERVICES under this AGREEMENT for the weed abatement season associated with the disapproved fee or cost.

B. At least ten ( 10) days prior to the date of the public hearing before the CITY regarding the placement of special assessment liens on properties for weed abatement charges, which meeting usually occurs before August 10 of each year, the COUNTY shall render to the CITY a report of weed abatement SERVICES performed by the COUNTY on propetties within the CITY during the preceding twelve (12) months ("REPORT"). The REPORT shall include, without limitation, all of the following information:

1. The total number of weed abatements performed in the CITY;

2. The total number of properties upon which weed abatements were performed in the CITY;

3. A statement of all the costs and expenses incurred by or on behalf of the COUNTY for weed abatement SERVICES performed on properties located in the CITY, itemized with the aggregate administrative, enforcement, and abatement expenses and costs incurred by the COUNTY on each propetty, which shall be in accord with the fees and costs in the FEE SCHEDULE submitted by the COUNTY to the CITY pursuant to Section 6.A of this AGREEMENT;

4. A description of all the propetties in the CITY, by address and Assessor's Parcel Number, on which weed abatement SERVICES were performed; and

5. Verification of the truthfulness, accuracy, and completeness of the REPORT, executed by the COUNTY employee charged with the supervision of the SERVICES.

SECTION 7. PAYMENT FOR SERVICES.

A. Except as provided in SECTIONS 7.B and 7.C, the COUNTY shall be reimbursed for SERVICES provided under this AGREEMENT by remittances from propetty owners for weed abatement and related costs and expenses for SERVICES performed on their respective lots and parcels of land. The CITY, after hearing, shall require the costs and expenses of SERVICES performed for the current year to be entered as a special assessment on bills for taxes levied against the respective lots and 3 parcels of land. Such special assessments shall be liens on the respective properties until paid to the COUNTY.

B. Within 60 days of receipt of an invoice for costs and expenses incurred on CITY-owned parcels, the CITY shall reimburse the COUNTY for the costs of such SERVICES. Charges for SERVICES on parcels owned by the CITY shall equal the cost of SERVICES performed by the weed abatement contractor on the CITY-owned parcels plus 20% of said contractor service costs.

C. If the amounts submitted for collection from property owners in Santa Clara County for provision of weed abatement services by the COUNTY are inadequate to reimburse the COUNTY for its fixed costs of administering countywide services during the preceding twelve (12) months, the COUNTY may make a demand to the CITY for its propottional share of the shortfall (less amounts offset by accrued program revenues) by September 1 of each year. The CITY agrees to pay the COUNTY for the CITY's proportional share of any such shortfall within sixty (60) days of demand by the COUNTY. The CITY'S proportional share shall be calculated based on the percentage of parcels on which weed abatement services were performed which are located in the CITY. The COUNTY's demand for payment under this SECTION 7.C. shall be accompanied by a statement of the total sho1tfall in the COUNTY's reimbursement for fixed program costs for the preceding twelve (12) months and of any accrued program revenues available to offset the sho1tfall, as well as a statement of the CITY's proportional share of that sho1tfall (minus offsets by accrued program revenues).

D. Except as provided in SECTIONS 7.B and 7.C., the CITY has and assumes no liability for the payment of salary, wages, benefits, compensation or any other amounts to officers, agents, employees or contractors of COUNTY perfo1ming SERVICES hereunder.

SECTION 8. INDEMNIFICATION.

In lieu of and notwithstanding the pro rata risk allocation, which might otherwise be imposed between the PARTIES pursuant to Government Code Section 895.6, the PARTIES agree that all losses or liabilities incurred by PAR TY shall not be shared pro rata but, instead, COUNTY and CITY agree that, pursuant to Government Code Section 895.4, each of the PARTIES hereto shall fully indemnify and hold each of the other PARTIES, their officers, board members, employees, and agents, harmless from any claim, expense or cost, damage or liability imposed for injmy (as defined in Government Code Section 810.8) occmTing by reason of the negligent acts or omissions or willful misconduct of the indemnifying PARTY, its officers, employees or agents, under or in connection with or arising out of any work, authority or jurisdiction delegated to such patty under this AGREEMENT. No PARTY, nor any officer, board member or agent thereof shall be responsible for any damage or liability occurring by reason of the negligent acts or omissions or willful misconduct of the other PARTIES hereto, their officers, board members, employees, or agents, under or in connection with or arising out of any work authority or jurisdiction delegated to such other PARTIES under this AGREEMENT.

SECTION 9. RECORDS.

Each officer or depa1tment of the COUNTY performing any SERVICES pursuant to this AGREEMENT shall keep itemized and detailed work or job records covering the costs of services performed under this AGREEMENT. COUNTY shall maintain these records for a minimum period of three (3) years, or for any longer period required by law, following the performance of any SERVICES. 4 SECTION 10. ENTIRE AGREEMENT.

This AGREEMENT and its Appendices (if any) constitutes the final, complete and exclusive statement of the terms of the agreement between the PARTIES. It incorporates and supersedes all the agreements, covenants and understandings between the PARTIES concerning the subject matter hereof, and all such agreements, covenants and understandings have been merged into this AGREEMENT. No prior or contemporaneous agreement or understanding, verbal or otherwise, of the PARTIES or their agents shall be valid or enforceable unless embodied in this AGREEMENT.

SECTION 11. AMENDMENTS.

This AGREEMENT may only be amended by a written instrument signed by the PARTIES.

SECTION 12. GOVERNING LAW, VENUE.

This AGREEMENT has been executed and delivered in, and shall be construed and enforced in accordance with, the laws of the State of California. Proper venue for legal action regarding this AGREEMENT shall be in the County of Santa Clara.

SECTION 13. ASSIGNMENT.

No assignment of this AGREEMENT or of the rights and obligations hereunder shall be valid without the prior written consent of the other PARTY.

SECTION 14. WAIVER.

No delay or failure to require performance of any provision of this AGREEMENT shall constitute a waiver of that provision as to that or any other instance. Any waiver granted by a PAR TY shall be in writing and shall apply to the specific instance expressly stated.

SECTION 15. COMPLIANCE WITH LAWS.

COUNTY and CITY shall comply with all applicable Federal, State, and local laws, regulations, rules, and policies in the performance of services under this AGREEMENT.

SECTION 16. THIRD PARTY BENEFICIARIES.

This AGREEMENT does not, and is not intended to, confer any rights or remedies upon any person or entity other than the PAR TIES.

SECTION 17. INDEPENDENT CONTRACTORS.

The COUNTY and the CITY agree that this AGREEMENT is by and between independent contractors.

This AGREEMENT is not intended, nor shall it be construed, to create a relationship of agent, servant, employee, patinership,joint venture, or association between the COUNTY and the CITY.

II
II
SECTION 18. TERMINATION
5 A. The COUNTY or the CITY may terminate this AGREEMENT as of the first day of September of any year by giving notice to the other PAR TY not less than thirty (30) days prior to the date of termination.

B. The [City Manager], or his or her delegatee or designee, is authorized to terminate this AGREEMENT on behalf of the CITY.

C. The COUNTY's Agricultural Commissioner, or his or her delegatee or designee, is authorized to terminate this AGREEMENT on behalf of the COUNTY.

SECTION 19. NOTICES
Except as otherwise stated, any notice required or permitted by this AGREEMENT will be in writing and delivered as follows with notice deemed given as indicated: (a) by personal delivery when delivered personally; (b) by overnight courier upon written verification of delive1y; ( c) by email, telecopy, or facsimile transmission upon acknowledgment of receipt of electronic transmission; or ( d) by ce1tified or registered mail, upon confirmation of delivery. The PARTIES may deliver notice as follows:

TO COUNTY:

County of Santa Clara Consumer and Environmental Protection Agency 1553 Berger Drive #200, San Jose, CA 95112
Fax: 408-286-2460
Email: [email protected]
Attn: Weed Abatement Manager
TO CITY:

City of Santa Clara, Community Risk Reduction Division
1500 Warbmton Ave.

Santa Clara, CA 95050
Email: FPfrontdesk @santaclaraca .gov
Attn : Weed Abatement
SECTION 20. INTERPRETATION.

The captions preceding the sections of this AGREEMENT have been inse1ted for convenience of reference only and such captions shall in no way define or limit the scope or intent of any provision of this AGREEMENT. This Agreement has been negotiated at arm 's length and between pa,ties sophisticated and knowledgeable in the matters contained herein . This AGREEMENT shall be interpreted to achieve the intents and purposes of the PARTIES, without any presumption against the PARTY responsible for drafting any pa1t of this AGREEMENT. Provisions in this AGREEMENT relating to number of days shall be calendar days, unless otherwise specified, provided that if the last day of any period to give notice, reply to a notice or to undertake any other action occurs on a Saturday, Sunday or a bank or COUNTY holiday, then the last day for unde1taking the action or giving or replying to the notice shall be the next succeeding business day. The Recitals are incorporated and made a part of this AGREEMENT.

SECTION 21. COUNTERPARTS.

This AGREEMENT may be executed in one or more counterpaits, each of which shall be deemed to be an original, but all of which together shall constitute one and the same instrument. 6 )
II
SECTION 22. CONTRACT EXECUTION
Unless otherwise prohibited by law or COUNTY policy, the PARTIES agree that an electronic copy of a signed contract, or an electronically signed contract, has the same force and legal effect as a contract executed with an original ink signature. The term "electronic copy of a signed contract" refers to a transmission by facsimile, electronic mail, or other electronic means of a copy of an original signed contract in a portable document format. The term "electronically signed contract" means a contract that is executed by applying an electronic signature using technology approved by the COUNTY.

THE PARTIES TO THIS AGREEMENT hereby indicate their acknowledgement and acceptance of the terms and conditions stated herein as evidenced by the following signatures of their duly authorized representatives.

COUNTY OF SANTA CLARA
Jeffrey V. Smi~
County Executiv
Dated: ½I I~ I~~
APPROVED AS TO FORM AND LEGALITY:
~ ~---
Willie Nguyen
Deputy County Counsel

CITY OF SANTA CLARA

ORNEY'S OFFICB
7 EXHIBIT "A"

SCHEDULE OF PERFORMANCE
The COUNTY shall perform the SERVICES as follows:

On or before November 15 of each year: The County shall request a resolution from the CITY declaring that certain weeds located on
properties in the CITY constitute a public nuisance
and setting a date for a public hearing.

Before the date of the CITY governing body The COUNTY shall provide to the CITY for meeting declaring weeds a nuisance subject to review and processing by the CITY a complete abatement: Master List of properties, including Assessor's Parcel Numbers, located in the CITY upon which
hazardous weeds are growing or are likely to grow.

No later than ten (10) days prior to the day of the The COUNTY shall post notices to destroy weeds CITY hearing on objections to the notices to at property or mail notices to destroy weeds to destroy weeds: property owners regarding the CITY hearing, as directed by resolution of the CITY Council.

No later than ten (10) days prior to the day of the The COUNTY shall deliver to the CITY a FEE CITY hearing on objections to the notices to SCHEDULE listing all reasonable and necessary destroy weeds: fees and costs approved and adopted by the COUNTY Board of Supervisors for administrative,
enforcement, and abatement services to be
provided under this AGREEMENT in accordance
with SECTION 6.A of this AGREEMENT.

The CITY Council shall hold a public hearing to
hear objections to the notices to destroy weeds.

By resolution at the conclusion of the hearing, the
CITY Council shall allow or overrule any or all
objections to the proposed abatement of weeds.

After adoption of CITY resolution ordering the The CITY shall proceed with weed abatement abatement of weeds on certain properties as work on prope1iies located in the CITY in public nuisances: accordance with the resolution adopted by the CITY Council and this AGREEMENT.

At least ten ( 10) days prior to the date of the Pursuant to SECTION 6.B of this AGREEMENT, public hearing before the CITY's governing the COUNTY shall provide to the CITY for review body regarding the placement of special and processing a complete and accurate REPORT assessment liens on prope1iies for weed of costs and expenses incurred by or on behalf of abatement charges: the COUNTY for weed abatement SERVICES performed in the CITY during the preceding twelve
(12) months under this AGREEMENT.
8 On or before August 10 of each year: The COUNTY shall obtain a resolution from the CITY to confirm the REPORT and order the weed
abatement costs to be a special assessment against
the affected properties.

At least ten ( 10) days prior to the CITY meeting The CITY shall mail a notice to all property to hear objections to the REPORT: owners identified in the REPORT, which provides the date, time, and place of the CITY Council's
hearing on the REPORT at which person may
appear and object to the REPORT.

Upon adoption ofresolution by the CITY The COUNTY shall enter each such assessment on Council confirming or amending REPORT and the COUNTY tax roll and cause such amounts to ordering weed abatement costs become a special be collected at the same time, and in the same assessment lien against the affected properties manner, as general CITY taxes are collected. and filing of REPORT with COUNTY Auditor:

Upon request by CITY The COUNTY shall perform weed abatement SERVICES on CITY-owned lots and parcels.
9 22-177

REPORT TO COUNCIL

SUBJECT
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca .gov
@SantaClaraCity
Agenda Date: 2/22/2022
Action on Adoption of a Resolution Declaring Weeds a Public Nuisance ; Approval of the Amended and Restated Agreement between Santa Clara County and the City of Santa Clara for Weed Abatement Services; and Setting March 22, 2022 for Public Hearing

COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Services and Infrastructure

BACKGROUND
Please note that this item was previously heard on January 11, 2022 and all items approved. Due to a scheduling conflict with the Council Priority-Setting Session, and the publication of a public notice, it was deemed necessary to repeat the approval process. The City of Santa Clara has deemed the overgrowth of weeds on properties within the City a public nuisance. The City mandates that property owners conduct weed abatement activities through their own means in a timely manner . However , there are some property owners that, even with proper notification, do not comply with the weed abatement orders. As outlined in California Government Code Sections 39501 et seq., and the City's Municipal Code Chapter 8.15, the City authorizes the Fire Department to abate weeds on any non­ compliant property .

The County of Santa Clara has administered the Weed Abatement program for 13 jurisdictions within Santa Clara County , including the City of Santa Clara, since 1976. In 2021, the County requested a restated agreement between the County and the City of Santa Clara for Weed Abatement Services in order for the County to fully recover its service costs in administering the City's weed abatement program and to make other clarifying changes. There have been 8 previous approved agreements between the parties since the program's inception. The County has requested an amendment to the existing agreements where the participating jurisdictions would take part in the program and bear the financial burden of any future financial shortfalls. Note that not every year has shortfalls. In years where there are excess amounts of fees collected, these are put forward to the upcoming year's budget to offset operating costs .

As proposed, in the event that the amount of reimbursement through the assessment process is not sufficient for the costs of the program , the County will invoice the City and the other participating jurisdictions on a pro-rata share basis. The pro-rata share formula developed by the County is based on the percentage of work performed within each of the jurisdictions.

DISCUSSION
The Fire Department requests to commence the 2021-2022 Weed Abatement Program for the forthcoming season and approve the Amended and Restated Agreement between the County and the City of Santa Clara for Weed Abatement Services. It is requested that the City Council, in City of Santa Clara Page 1 of 2 Printed on 2/1 8/2022
powered by Legistarn.1
\
22-177 Agenda Date: 2/22/2022
accordance with Section 8.15.030 of the City Code, adopt the attached Resolution declaring weeds to be a public nuisance. Additionally , and as required by SCCC 8.15.030-040 , the Fire Department requests that Council authorize the posting of a Notice to Destroy Weeds with a Public Hearing scheduled for March 22, 2022, to hear public input regarding the proposed destruction and/or removal of weeds from non-compliant properties .

ENVIRONMENTAL REVIEW
Santa Clara County has determined the Weed Abatement Program to be categorically exempt from the California Environmental Quality Act ("CEQA") pursuant to Guideline 15308 .

FISCAL IMPACT
The County 's costs of abatement are assessed to the parcel owner and are managed by the County .

Costs include inspection, correspondence, abatement services , and cost recovery collection .

In the event of a potential financial shortfall in the program , the Fire Department will absorb the City's pro-rata share costs in its Community Risk Reduction Division 's Operating Budget. The City's pro­ rata share costs are estimated to be a few thousand dollars , based on the number of parcels and the number of participating jurisdictions in the program . To date, and over approximately 46 years, this has not occurred. The Amended and Restated Agreement between the County and the City for Weed Abatement currently under consideration by the council provides for a mechanism to recover the shortfall from the 13 participating jurisdictions.

COORDINATION
This report has been coordinated by the Finance Department and City Attorney'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 clerk@santaclaraca .gov <mailto :clerk@santaclaraca .gov> .

RECOMMENDATION

1. Adopt a Resolution Declaring Weeds a Nuisance;

2. Approve the Amended and Restated Agreement Between The County of Santa Clara and The City of Santa Clara for Weed Abatement Services; and

3. Set March 22, 2022 as the date for the required Public Hearing on the Notice to Destroy Weeds.

Reviewed by: Ruben Torres, Fire Chief
Approved by: Deanna J. Santana , City Manager

ATTACHM ENTS

1. Resolution Declaring Weeds a Nuisance

2. Amended and Restated Agreement Between The County of Santa Clara and The City of Santa Clara for Weed Abatement Services

3. Public Notice to Destroy Weeds
City of Santa Clara Page 2 of 2 Printed on 2/1 8/2022
powered by Legistarn.,
Resolution/Declaring Weeds a Public Nuisance Page 1 of 2 RESOLUTION NO. _____

A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA

DECLARING WEEDS TO BE A PUBLIC NUISANCE AND

SETTING A HEARING DATE FOR THE CITY COUNCIL TO HEAR

PUBLIC INPUT REGARDING THE PROPOSED DESTRUCTION

OR REMOVAL OF WEEDS

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

WHEREAS, weeds are growing in the City of Santa Clara upon streets, alleys, sidewalks and upon private property; these weeds bear seeds of a wingy or downy nature or may grow and, when dry, become a fire menace or those weeds that are otherwise noxious and dangerous ; and,
WHEREAS, Santa Clara City Code § 8.15.030 authorizes the City Council to pass a resolution declaring such weeds to be a public nuisance, and states that unless such a nuisance is abated, the work of abating the nuisance shall be done by the City, with the expenses assessed upon the lots from which the weeds are removed.

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

1. That these weeds constitute and will continue to constitute a public nuisance, and it is ordered that this public nuisance be abated in the manner provided in Chapter 8.15 [entitled "Weeds" ] of Title 8 [entitled “Health and Safety”] of "The Code of the City of Santa Clara, California" and the "Agreement for the Abatement of Weeds by County of Santa Clara for City of Santa Clara" (a copy is on file in the office of the City Clerk).

2. That on March 25, 2025, at 7:00 p.m., or as soon as the matter may be heard, in the Council Chambers of the City of Santa Clara, public comment regarding the proposed destruction or removal of weeds shall be heard.

3. That the City Manager, or their designee, is hereby directed to cause notice of the adoption of this resolution and notice of this hearing to be given by posting and by publication in the manner and form provided in §§ 8.15.030, 8.15.040 and 8.15.080 of "The Code of the City Resolution/Declaring Weeds a Public Nuisance Page 2 of 2 of Santa Clara, California.”

4. That the Santa Clara County Agricultural Commissioner is also directed to give notice by mail to the owner or owners of each individual parcel of land upon which weeds will be abated by the City at least ten (10) calendar days prior to such abatement. Before the expiration of the ten-day period, any owner may voluntarily proceed to abate the nuisance. The notice may be given by mail, addressed to the owner at the last known address as shown on the last County Equalized Assessment Roll.

5. 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 ___ DAY OF _________, 2025 , BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST: ______________________________

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

Attachments incorporated by reference: None

City of Santa Clara
Notice to Destroy Weeds

NOTICE IS HEREBY GIVEN that on February 25, 2025, pursuant to the provisions of §

8.15 et seq. of the Code of the City of Santa Clara, California, the City Council passed a resolution declaring that all weeds growing upon any private property or in any public street or alley, as defined in § 8.15.010 of the Code of the City of Santa Clara, constitute a public nuisance; this nuisance must be abated by the removal of the weeds.

NOTICE IS FURTHER GIVEN that property owners shall, without delay, remove all weeds from their property and the abutting half of the street in front and alleys, if any, behind the property and between the lot lines as extended, or the weeds will be destroyed or removed and the nuisance abated by the County authorities, in which case the cost of the destruction or removal will be assessed upon the lots and lands from which or from the front or rear of which, the weeds have been destroyed or removed, and the cost will constitute a lien upon the lots or lands until paid, and will be collected upon the next tax roll upon which general municipal taxes are collected.

NOTICE OF PUBLIC HEARING. All property owners wanting to provide input regarding the proposed destruction or removal of the weeds are hereby notified to attend a meeting, either in person or remotely, of the City Council of the City of Santa Clara to be held in the Council Chambers of the City Hall, 1500 Warburton Avenue, Santa Clara, California, on March 25, 2025, at 7:00 p.m., to have their comments heard by the City Council. The link for remote attendance can be found on the City of Santa Clara website.

AMERICANS WITH DISABILITIES ACT (ADA). The City complies with the Americans with Disabilities Act (ADA). If you need additional information or assistance, please contact the City’s ADA Coordinator at (408) 615-3000.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-194 Agenda Date: 2/25/2025

REPORT TO COUNCIL

SUBJECT
City Council Priority Setting Summary Report for 2024 Priorities

BACKGROUND
The 2024 City Council Priority Setting sessions were held on March 25, 2024 and April 3, 2024 at the Santa Clara Convention Center. The City selected Raftelis (Consultant) which included Executive Vice President Julia Novak and Vice President Nancy Hetrick who led the City Council through a two- day priority setting session and conducted pre-interviews with the members of the City Council. In addition, the City selected EMC Research Inc. to perform research to aid in understanding resident satisfaction with the City’s efforts around the current Council Priority Areas, and to gauge resident priorities to inform the setting of new Priority Areas.

The facilitators led the City Council through a two-day discussion and conducted several exercises, including a “True in Ten Years” exercise where City Councilmembers were asked to share three to five items that are not true about Santa Clara today, that they hope to be true in ten years. The City Council was then led through an exercise to identify 7 to 10 priority items each. On the second day of the session, the facilitators shared the priorities the Council provided on day one of the session and led the City Council through a dot exercise to identify which priorities were identified.

The Priority Setting session resulted in the Consultant’s establishment of four new “Priority Areas of Focus”. A total of 34 top priority items received unanimous support from the City Council and 9 high priority items received majority support (received at least 4 council votes). Following the session, the facilitators issued the consultant’s report with a summary of the priority areas of focus and a list of priorities.

DISCUSSION
The City has reviewed the Consultant’s report and recommendations for Priority Areas of Focus and the list of 43 City Council priorities identified at the 2024 session. The City Council Priority Setting Summary Report (Attachment 2) includes a comprehensive summary of reach priority identified and the status for each project or initiative. The planning for many of the priorities are considered ongoing / baseline, underway, completed, or a new priority. There are some items that may have to be shifted based on budgetary and staff resource allocation.

As noted above, a total of 43 City Council priorities were identified in the summary report. The priorities were organized into four overarching Priority Areas of Focus with subcategories listed below as strategic outcomes.
1) Excellent City Government
a. Valued City Services
City of Santa Clara Printed on 2/21/2025Page 1 of 3
powered by Legistar™
25-194 Agenda Date: 2/25/2025
b. Reliable Funding
c. Well-Managed Stadium
d. Trusted and Engaged City Government
2) Reliable Infrastructure
a. Resilient and Well-Maintained Infrastructure
b. Accessible Transportation Options
3) Outstanding Quality of Life
a. Affordable Housing and Supportive Services
b. Safe Community
c. Quality Parks Programming and Cultural Amenities
4) Thriving Community
a. Vibrant Local Community
Of the 43 items, a total of 34 items were categorized as “Top Priorities” and a total of (9) nine items were considered “High Priorities”.

The Consultant categorized the 43 City Council priorities with the following methodology:
· Top Priorities: Unanimous support to move forward (34 total) · High Priorities: Majority support to move forward with 4 or more votes (9 total) The overall total priority initiatives (Top and High Priorities) are categorized into the following categories:
· Complete: (3) Priority initiatives which are considered completed based on staff analysis and review.
· Baseline/Ongoing: (12) Priority initiatives which may be considered baseline foundational items. These items will be removed from tracking list as they are considered ongoing items. · Underway: (18) Priority initiatives which have already started in the planning phases or underway.
· New: (8) Priority initiatives which have not started and may need to be shifted based on budgetary and staff resource allocation.

The summary report provides details and additional information on each City Council priority on items that have been completed, are considered baseline and ongoing priorities, those priorities which are currently underway and staff have made progress on and those which are considered new and are based on the allocation of budgetary and staff resources.

The City Council will reconvene for its annual City Council Priority Setting on April 3, 2025 and on a second date which is currently being scheduled. At the 2025 City Council Priority Setting session, the City Council will review the current status of the identified 2024 City Council priorities and discuss any potential changes to the priorities list. The session will be facilitated again by Raftelis.

ENVIRONMENTAL REVIEW
This is an information report only and no action is being taken by the City Council and no environmental review under the California Environmental Quality Act ("CEQA") is required.

City of Santa Clara Printed on 2/21/2025Page 2 of 3
powered by Legistar™
25-194 Agenda Date: 2/25/2025

FISCAL IMPACT
There is no fiscal impact associated with this update other than staff time. Implementation of certain priority initiatives may require additional funding which will be requested through the normal budget process.

COORDINATION
This report has been coordinated with 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] or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION
Note and File the City Council Priority Setting Summary on the 2024 Priorities.

Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. City Council Priority Setting Summary 2024
City of Santa Clara Printed on 2/21/2025Page 3 of 3
powered by Legistar™

CITY COUNCIL

PRIORITY SETTING

SUMMARY REPORT
2024 Priorities

Table of Contents
Executive Summary .......................................................................................................... 4 Priority Areas of Focus ..................................................................................................... 5 City Council Priority Initiatives .......................................................................................... 6 Top Priorities .................................................................................................................... 7 COMPLETED ................................................................................................................ 7

1. Pursue a Bond Measure for Infrastructure Investment (Completed) .................. 7

2. Hire an Economic Development Director (Completed) ....................................... 7

3. Restore Funding for Police Park Patrols (Completed) ........................................ 8 BASELINE / ONGOING ................................................................................................ 8

4. Pursue an Admission Tax on Ticketed Entertainment Events (Baseline/Ongoing) .................................................................................................... 8

5. Write better City Contracts without ambiguity to protect City Rights (Baseline / Ongoing) .................................................................................................................... 9

6. Improve Overall Employee Morale and Job Satisfaction (Baseline / Ongoing) 10

7. Suppor
t Expansion of Silicon Valley Power system with creative solutions so we can capture future businesses and encourage expansion of our current businesses (Baseline / Ongoing) ................................................................................................ 10

8. Manage Pension Liability and Salaries (Baseline / Ongoing) ........................... 13

9. Understand the realities of Grants and/or Low-cost Loans for Infrastructure (Baseline/Ongoing) .................................................................................................. 14

10. Create and Fund a Grant Writer position focused on Federal Grant Opportunities (Baseline / Ongoing) .......................................................................... 14

11. Improve Communication to Residents about City issues and Long-term Plans (Baseline / Ongoing) ................................................................................................ 15

12. Create City infrastructure Maintenance Plan (Baseline / Ongoing) ............... 15

13. Support Resident Youth Groups and Programs, Senior Programs, and Community Activities and Placing the needs of the Community first (Baseline / Ongoing) .................................................................................................................. 18

14. Implement more Community Benefits that Celebrate the City’s diversity and culture (dog parks, cricket fields, and placemaking) (Baseline / Ongoing) ............... 19 UNDERWAY ............................................................................................................... 20

15. Identify Areas where the City can Reduce Spending (Underway) ................ 20

16. Focus on Public Private Partnerships (Underway) ........................................ 20

17. Restore Library hours and materials budgets to all three libraries (Underway) 21 18. Str
eamline and Improve City permitting process for increased clarity and to fix inconsistencies for residents and businesses (Underway) ....................................... 21

19. Develop a Long-term Financial Plan for Capital Improvement (CIP) Projects (Underway) .............................................................................................................. 23

20. Identify all City-owned property and Develop a Plan for said Property inside and outside the City (Underway) .............................................................................. 24

21. Expand Shuttle Services for Seniors and Students (Underway) ................... 24

22. Vision Zero Implementation for Traffic Solutions for High Collision Areas of the City (Underway) ................................................................................................. 24

23. Station Area Plan and Brokaw and Benton Underpass / Bike Tunnel (Underway) .............................................................................................................. 25

24. Provide Interim Supportive Housing and Outreach Services for the Unhoused (Underway) .............................................................................................................. 26

25. Build and Reclaim Downtown, conduct a Nexus Study for Density Bonuses Downtown with funding for Art Programming, and begin on Historic Downtown at Franklin Mall (Underway): ........................................................................................ 27

26. International Swim Center Re-open/Remodel Swim Center and Develop short-and long-term solutions to Replace, Short-term: Cut deficiencies in current facility and open aquatics program / Long-term: Create cost effective solution and aquatics plan (Underway) ........................................................................................ 28

27. Establish Permit Parking in Northside to protect residents from Stadium events (Underway) ................................................................................................... 29 NEW TOP PRIORITIES .............................................................................................. 30

28. Expand City Fiber Network for Internet Equity throughout the City and Collaborate with private providers (New) ................................................................. 30

29. Open Uptown Santa Clara to support events by 2025 or early 2026 and Complete the Related Uptown Project (New) ........................................................... 31

30. Arts Master Plan with a Nexus Study for Art in Private Development and Art in Public Places for a Public Art Fee (New) .............................................................. 31

31. Develop a Plan for Economic Growth to Support Businesses both large and small (New) .............................................................................................................. 32

32. Business Initiative/Consortium to work on City Initiatives (New) ................... 32

33. Off Street Parking for RVs/people living in Cars (New) ................................. 33

34. Expand Senior Services to Northside (New) ................................................. 33 HIGH PRIORITIES ......................................................................................................... 34 COMPLETED .............................................................................................................. 34

1. Request for Speaking at Events (Complete) ........................................................ 34 BASELINE / ONGOING ........................................................................................... 34

2. Use of Technology to Solve Traffic Issues / Intelligent Lights (Baseline/Ongoing) ................................................................................................................................. 35

3. Expand Councilmember District Communication Options (Baseline / Ongoing) .. 35

UNDERWA
Y ............................................................................................................... 36

4. Upgrade technology; prioritize use of technology/AI at City Hall and Support the IT Department, provide additional funding (Underway) ................................................ 36

5. Paid Parking at Santa Clara Convention Center/Tasman Garage and Franklin Square (Underway) .................................................................................................. 37

6. Stadium Neighborhood Relations Committee (Underway) ................................... 37

7. Rainbow Crosswalks (Underway)..................................................................... 38

8. Increase SCPD, Dispatchers, Fire to Help Prepare for 2026 Events (Underway) 38 NEW
HIGH PRIORITIES ............................................................................................. 38

9. Feasibility Study for Walkway/Stairway from Tasman to Lafayette with carve-out under bridge for Rideshare (New) ............................................................................ 38 ATTACHMENTS ............................................................................................................. 40

1. 2024 City Council Priority Setting Sessions Agenda Report - March 25, 2024 ....... 40

2. Summary Report on City Council Priorities from Raftelis ........................................ 40

3. Grant Inventory Summary ....................................................................................... 40

Executive Summary

On an annual basis, the City Council meets for its Council Priority Setting session. The goal of the annual session is to formulate the City Council’s priorities and initiatives and establish Priority Areas of Focus and key initiatives for the City organization. The process identifies important and critical priorities which establishes the policy framework for budget decisions and how City resources are aligned to support these objectives.

The City Council Priority Setting Session Summary Report provides an overall summary of the session including the City Council priorities and the updates on each priority item.

The session resulted in the establishment of four Priority Areas of Focus as well as identified 34 Top Priorities and nine High Priorities, which are further detailed in the report.

The 2024 City Council Priority Setting sessions were held on March 25, 2024 and April 3, 2024 at the Santa Clara Convention Center. The City selected Raftelis (Consultant) which included Executive Vice President Julia Novak and Vice President Nancy Hetrick who led the City Council through a two-day priority setting session and conducted pre- interviews with the members of the City Council. In addition, the City selected EMC Research Inc. to perform research to aid in understanding resident satisfaction with the City’s efforts around the current Council Priority Areas, and to gauge resident priorities to inform the setting of new Priority Areas.

The facilitator opened the session and led the City Council and Senior Leadership team in a 2-day priority retreat.

EMC Research, Inc. presented results on a mixed-mode community survey which included findings from a sample of adult residents in the City of Santa Clara. The key findings of the survey indicated:
• Residents are generally satisfied with life in the City of Santa Clara and the City largely receives good ratings for its provision of services. • Issues around homelessness and the availability/development of affordable housing are top concerns and priorities for Santa Clara residents. • While public safety is also a top concern, many residents do feel the city is safe.

Still, investments in police and first responders are welcome. • Other top issues of importance to residents include:
o Economic development (downtown businesses and boosting the economy),
o Road and sidewalk maintenance, and
o Utility (water, sewer, and road) emergency response.

In addition, the City Council was provided a City Council Priorities and Referral matrix that included City Council referrals and potential initiatives in the following categories: 8 potential initiatives referred to the Priority Setting Process by prior City Council action, 46 initiatives referred for further action, and 24 items which were completed or required no

further action. Other than the completed items, all the items in the matrix were included as options for the prioritization exercise for City Councilmembers to consider as a priority. Here is the link to the full report for the 2024 Priority Setting sessions av ailable online.

The facilitators led the City Council through a robust discussion and conducted several exercises, including a “True in Ten Years” exercise where City Councilmembers were asked to share 3 to 5 items that are not true about Santa Clara today, that they hope to be true in ten years. The City Council was then led through an exercise to identify 7 to 10 priority items each. On the second day of the session, the facilitators shared the priorities the Council provided on day one of the session and led the City Council through a dot exercise to identify which priorities were identified.

These exercises resulted in four new Priority Areas of Focus and a total of 34 top priority items with unanimous support and 9 high priority items with majority support (received at least 4 council votes). Following the session, the facilitators issued the consultant’s report (Attachment 2) with a summary of the priority areas of focus and a list of priorities.

The City has reviewed the consultant’s report to develop this comprehensive summary, which includes a status and updates on the various projects and initiatives identified as a City Council Priority.

Priority Areas of Focus
Below is a summary of the Priority Areas of Focus and under each focus area, a summary/update on the identified Top and High priority items. As noted above, there are a total of 34 Top Priority and 9 High Priority Items.

The City Council’s strategic priorities were organized into four overarching Priority Areas of Focus with subcategories listed below as strategic outcomes.

1) Excellent City Government
a. Valued City Services
b. Reliable Funding
c. Well-Managed Stadium
d. Trusted and Engaged City
Government
2) Reliable Infrastructure
a. Resilient and Well-
Maintained Infrastructure
b. Accessible Transportation
Options
3) Outstanding Quality of Life
a. Affordable Housing and
Supportive Services
b. Safe Community
c. Quality Parks Programming
and Cultural Amenities

4) Thriving Community
a. Vibrant Local Community

City Council Priority Initiatives
The final priorities and initiatives were organized within one of the priority areas and fall into top priorities or high priorities. A total of 43 Council Priorities were identified. Of the 43 items, a total of 34 items were categorized as “Top Priorities” and a total of (9) nine items were considered “High Priorities”. The Consultant categorized the 43 City Council priorities with the following methodology:
• Top Priorities: U nanimous support to move forward (34 total) • High Priorities: Majority support to move forward with 4 or more votes (9 total)

The planning for many of the priorities are ongoing or already underway. There are some items that may have to be shifted based on budgetary and staff resource allocation.

The overall total priority initiatives (Top and High Priorities) are categorized into the following categories:
• Complete: (3) Priority initiatives which are considered completed based on staff analysis and review.
• Baseline/Ongoing: (12) Priority initiatives which may be considered baseline foundational items. These items will be removed from tracking list as they are considered ongoing items.
• Underway: (18) Priority initiatives which have already started in the planning phases or underway.
• New: (8) Priority initiatives which have not started and may need to be shifted based on budgetary and staff resource allocation.

Top Priorities

During the 2024 City Council Priority setting session, the following 34 items received unanimous support to move forward by City Council and were identified as Top Priorities.

The Top Priorities below include summaries of the status of each priority and are listed in the following order:

• Completed (3)
• Baseline/Ongoing (11)
• Underway (13)
• New (7)

COMPLETED
Top Priority initiatives which are considered completed based on staff analysis and review. These items will be removed from tracking list as they are complete.

1. Pursue a Bond Measure for Infrastructure Investment (Completed)

On July 16, 2024 the City Council approved the placement of a $400 million bond on the November 2024 ballot. Santa Clara voters passed Measure I, a general obligation bond that will fund greatly needed infrastructure projects in our city. The $400M in bond proceeds will enhance the City’s efforts to address over $600M in unfunded infrastructure needs. Part of the approved ordinance includes a transparency and accountability plan. Staff is working to prioritize the lists of proposed infrastructure projects within the Expenditure for each project phase of the bond and the recruitment for the Oversight Committee will being in early/mid 2025.

Budget Allocated: Funds were allocated for the City’s consultant, outreach including printed materials, and election costs.

Unfunded: N/A
Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

2. Hire an Economic Development Director (Completed)

The City Manager’s Office has created an Economic Development & Sustainability Division and Reena Brilliot has joined the City Manager's Office as the Director of Economic Development & Sustainability. The Director will be charged with developing economic development programs and strategy, improving services for businesses, and facilitating permit streamlining across the City to enhance customer service for our residents and businesses and overseeing citywide sustainability efforts.

Budget Allocated: The position was shifted and funded as part of a restructuring of the City Manager’s Office.

Unfunded: N/A

Priority Area of Focus: Thriving Community
Strategic Outcome: Vibrant Local Community

3. Restore Funding for Police Park Patrols (Completed)

Funding was included in the budget for FY 2024/25 to restore funding for Police Park Patrols for $230,000. The return of the Park Patrol Program is intended to mitigate issues; it is important to note Reserve Police Officers numbers have declined in recent years, however efforts are made to schedule patrols. On July 1, 2024, the Police Park Patrol Program was reinstated. The goal is to staff patrols with Reserve Police Officers, to maximize the funding available. The focus has started with patrols working at City parks experiencing the most issues (e.g., encampments, vandalism, graffiti, criminal activity) and rotate throughout City facilities and parks. The Police Park Patrols have met with both Library and Parks & Recreation department staff to develop direct lines of communication among staff. The Park Patrols are maintaining detailed reports and logs of any activity occurring in the facilities and parks.

Budget Allocated: $230,000
Unfunded: N/A

Priority Area of Focus: Outstanding Quality of Life
Strategic Outcome: Safe Community

BASELINE / ONGOING
Top Priority initiatives which may be considered baseline foundational items. These items will be removed from tracking list as they are ongoing items.

4. Pursue an Admission Tax on Ticketed Entertainment Events (Baseline/Ongoing)

The objective of an admissions tax would be to generate additional City general fund revenue from Stadium events. In a different manner, this objective was achieved with the approval of the May 2024 Litigation Settlement with the 49ers. As part of this settlement, the Non-NFL Event ticket surcharge was increased from $4 to $8. Additional surcharge revenues resulting from this increase are available to fund Stadium Authority obligations to pay NFL Event public safety costs above the threshold; this in turn increases Performance Rent payable to the City. While an admission tax payable

directly to the City would increase City gross revenues, provisions in the existing Stadium Agreement (specifically, Section 9.3) could result in an offset of revenues the City might otherwise receive under the terms of the Stadium Lease, resulting in no new net revenues to the City’s general fund from the admissions tax as it applied to the Stadium.

This matter remains under review by the City Attorney’s office, with a Memorandum on the subject expected to be provided within the next 60 days.

In regard to the Santa Clara Convention Center, it is important to note that an admission tax would potentially impact marketability and may result in the need to reduce venue rental fees on publicly available ticketed events (e.g. Silicon Valley Auto Show, Sneaker Con), in order to stay competitive. An admission tax could also negatively impact other ticket-based entertainment venues in the City such as California’s Great America, which has announced their future pending closing. The estimated cost for a consultant to explore the admission tax study could range from $50,000-$100,000. Because of these complexities, if an additional tax is desired, staff recommends that resources be allocated toward an additional sales tax, real estate transfer tax, and storm water fees before pursuing an admission tax. Any such tax measures would need to be placed before Santa Clara voters for approval on a regular election. The next possible election date is November 2026.

Budget Allocated: N/A
Unfunded: $50,000-$100,000 for study
Priority Area of Focus: Excellent City Government
Strategic Outcome: Reliable Funding

5. Write better City Contracts without ambiguity to protect City Rights (Baseline / Ongoing)
The City continues to emphasize this as a core element of the function of the City Attorney’s Office, including peer review and periodic training. As the volume and complexity of City transactions continue to grow, additional staffing may be necessary to increase capacity.

Budget Allocated: N/A
Unfunded: N/A
Priority Area of Focus: Excellent City Government
Strategic Outcome: Valued City Services
Page
10 6. Improve Overall Employee Morale and Job Satisfaction (Baseline / Ongoing) In 2024, the City Manager’s Office launched an Employee Engagement process to encourage employees from across City departments and at all levels to exchange ideas and develop recommendations on topics that are important to the organization. With the collaborative effort, three employee-led engagement groups were formed including the:

Re-envisioning Committee for the City Hall Cafeteria and Library Cafe, Employee Engagement group focused on events, and the Artificial Intelligence (AI) Engagement group tasked to develop an internal AI Policy. The AI Policy aims to encourage responsible use of AI in the workplace. Key elements include guiding principles such as transparency, equity, accountability, privacy, security, accuracy and responsible use.

Part of the policy implementation will include staff training on AI.

As part of its efforts, the employee engagement groups conducted staff surveys, researched current best practices and policies to develop recommendations and findings which were presented to the City’s Senior Leadership Team. The employee groups continue to work to engage employees Citywide on the ongoing efforts.

The City began a gift card program to recognize staff for their exceptional work. City employees have participated in employee focused events such as the City’s Health and Wellness Fair, Silicon Valley Power’s Public Power Week, the annual Halloween Costume contest, and various employee networking events. In addition, the City has been more intentional about offering trainings and organizational development opportunities as well as offers services through a Wellness Coordinator, Ryan Wright.

The City hosted an Employee Appreciation event at Central Park Library in December 2024 to recognize the years of service of many City employees. The City will be conducting an Employee Survey in early 2025. The City Manager’s Office has started to provide weekly communication from the City Manager’s Office on news and updates to all City employees. In addition, $150,000 of funding has been set aside for purposes for the employee engagement groups and employee appreciation activities.

Budget Allocated: $150,000 annually.

Unfunded: N/A
Priority Area of Focus: Excellent City Government
Strategic Outcome: Valued City Services

7. Support Expansion of Silicon Valley Power system with creative solutions so we can capture future businesses and encourage expansion of our current businesses (Baseline / Ongoing)
As part of a late 2019 Silicon Valley Power (SVP) staff strategic planning session, staff determined there was a need for Silicon Valley Power to increase electric capacity to Page
11 accommodate approved and future development. In early 2020, staff commenced work on this item with a pause due to the Covid 19 pandemic.

The Silicon Valley Power peak load in 2020 was approximately 600 MW and the peak load has now increased to approximately 724 MW. The current System Operating Limit (SOL) is approximately 750 MW. With the proposed SVP and CAISO projects the SVP system is expected to accommodate up to 1300 MW. Below is a high-level summary of some (does not include all) City Council actions to date:
• October 13, 2020 - Master service agreements with several engineering consultant firms
• April 6, 2021 - Comprehensive review of upcoming load growth and capital projects to the City Council
• September 28, 2021 - City Council accepted SVP’s Three-Year System Growth Plan Strategy
• April 5, 2022 - Updated connection and load development fees for SVP • November 15, 2022 - City Council accepted SVP’s System Expansion Plan for the California Independent System Operator’s (CAISO) Transmission Planning Process
• February 7, 2023 - Authorized the City Manager to complete negotiations, and execute agreements for the Energy Battery Storage System (BESS) project • May 9, 2023 - City’s intent to issue tax-exempt electric system bonds • July 18, 2023 - Updated City Council regarding these key near-term projects • October 10, 2023 - Authorized the purchase of up to 12 high voltage transformers • March 19, 2024 - Informational Report regarding route analysis for 115kV Transmission Line from NRS to KRS
• April 23, 2024 - Updated connection fees and load development fees • August 29, 2023 – Adopted the CEQA for the BESS project and authorized the City Manager to negotiate, approve, and execute an Interconnection Agreement • May 7, 2024 - Authorized the negotiation and purchase of high voltage circuit breakers
• May 28, 2024 - Authorized the negotiation and purchase of high voltage disconnect switches, station service voltage transformers, voltage transformers and capacitive voltage transformers, and combination revenue metering transformers
• May 28, 2024 - Authorized amendments to existing agreements as required to complete unanticipated internal inspection and Re-rate Engineering Study for transformer upgrades at KRS and SRS
• July 9, 2024 – Authorized the City Manager to negotiate and execute up to 100 MW of in City Power Purchase Agreements
• September 10, 2024 - Approved the issuance of electric revenue bonds which provide funding for the large System Expansion Plan projects • November 12, 2024 – Approved MND and MMRP and Route Approval for the 115kV Transmission Line from NRS to KRS
Page
12 • November 12, 2024 - Authorized the purchase of control enclosures with protection and control panels and neutral grounding resistors • November 19, 2024 - Authorized the purchase of capacitor banks with reactive switching devices, protection and control panels, insulators, and surge arrestors • December 3, 2024, Delegation of Authority to the City Manager to Negotiate and Execute Amendments to Agreements for Design Professional Services for System Capacity Expansion Planning
For the additional transmission capacity to the City, staff worked through a multi-year process with the CAISO for a new transmission line. The approved transmission line was originally 500 MW and staff further worked with the CAISO to increase the capacity to 1000 MW. Below is a summary of the steps taken:
• June 2020 – Started work on updated load
• November 2023 – Started discussion with the California Energy Commission (CEC)
• December 2020 – Started meeting with PG&E regarding additional projects • January 2021 – CEC adopted SVP new load forecast
• March 2021 – SVP comment on Draft Study Plan
• March 2021 – SVP staff presents to the CAISO board
• March 2021 – Final Study Plan posted
• August 2021 – CAISO posts preliminary reliability study results • September 2021 – PG&E posts mitigation plans
• September 2021 – Meetings and comments on mitigation plans • January 2022 – Draft Transmission Plan posted
• March 2022 - CAISO approved Transmission Plan
• March 2023 – CAISO selects LS Power to build and operate new 500 MW transmission line
• November 2024 – CAISO board approves increasing line from 500 MW to 1000 MW
In addi
tion, the City’s Director of Economic Development & Sustainability will coordinate with SVP on information learned through business engagement efforts regarding interest by individual businesses for increased power or new businesses considering re-locating to Santa Clara as part of the development of an overall City Economic Development Strategy.

Budget Allocated: N/A
Unfunded: N/A
Priority Area of Focus: Excellent City Government
Strategic Outcome: Valued City Services
Page
13 8. Manage Pension Liability and Salaries (Baseline / Ongoing) The City is taking a multi-pronged appr oach to managing pension liability and salaries.

First, to manage the ongoing salary costs, the City has reviewed the current hiring practices and labor negotiations. To that end, the City Manager is closely reviewing hires with the Human Resources Department to ensure new employee salaries are aligned with Step 1 salary levels when feasible based on level of experience for management employees.

In addi
tion, City salaries are determined through labor negotiations and approved MOUs.

The City is planning to schedule future closed sessions where the City Council would provide guidance to manage the growth of salaries. Given that there are 7 open units in 2025, staff will be scheduling Closed Sessions with the City Council.

In addition, the City works with a contracted actuary to develop 20-year projections for pension costs and the City includes these assumptions as part of the 10-Year General Fund Forecast. CalPERS provides the City with a five-year actual projection of retirement costs. The City has modest funding included in a separate Pension Trust, with a target policy goal of funding 1% of the City's unfunded pension liability annually, if funding is available.

The Miscellaneous CalPERS Plan has a current funded ratio of 64.6%, with a $338.8 million unfunded liability. The Safety CalPERS Plan has a current funded ration of 64.3% with a $367.7 million unfunded liability. Pension contribution rates are expected to peak in FY 2030/31 for the Miscellaneous CalPERS Plan and FY 2028/29 for the Safety CalPERS Plan. Full funding of the liability is projected in FY 2044/45 for both plans. If the Council desires to accelerate payments to cover this liability sooner, additional budget capacity would be required to contribute additional funds to the Pension Trust Fund beyond the current practice. The City’s contracted actuary is also in the process of providing options on the additional payment to, and the use of the Pension Trust Fund, in order to smooth the annual contributions necessary to CalPERS until the unfunded liability is paid off.

Budget Allocated: As revenues are available at end of the year, staff may recommend additional funding to be moved to the Pension trust.

Unfunded: Funding is identified through excess funds at the close out of each fiscal year Priority Area of Focus: Excellent City Government
Strategic Outcome: Reliable Funding
Page
14 9. Understand the realities of Grants and/or Low-cost Loans for Infrastructure (Baseline/Ongoing)
The City understands the realities of grants and continually seeks grant opportunities available. It is im portant t o note, at times the C ity i s not awarded grant funding as the City of Santa Clara competes with underserved communities which potentially present a greater need. Nevertheless, the City has developed a gr ant inventory and continues to maintain the status and progress of grants. The attached summary (Attachment 3) provides grant
information from January 2021 through May 2024. Staff is in the process of
updating the summary document, which will be available for the 2025 City Council Priority Setting session. The City is also developing a Grant Policy in an effort to formalize efforts to maximize grants received by City depar tments a nd standardize application, award, management and close out activities for all grants. While grants are ava
ilable in select areas, the City's capital infrastructure needs are beyond what could be fully funded through grants or low-interest loans. Any financing strategy would require a source of funding to pay ongoing debt service requirements. With the passage of Measure I, these funds provide for a significant contribution to upgrading the City’s infrastructure.

Budget Allocated: Finance staff will continue to monitor grant funds and work with departments to maintain a list of grants applied for and received.

Priority Area of F ocus: E xcellent City Government
Strategic Outcome: Reliable Funding

10. Cre
ate and Fund a Grant Writer position focused on Federal Grant Opportunities (Baseline / Ongoing)
Staff explored the option of adding a dedicated grant writer to the City but determined that this function is being fulfilled by subject matter experts within the City, the City’s legislative consultant, Townsend Public Affairs, and through other expert consultants depending on the topic area of the grant that is being pursued.

As noted above, the staff have developed a grant inventory which shows grants City departments have applied for since January 2021. Since 2021, the City received $90M in total grant awards. A total of $123M in grant funding was applied for but not awarded to the City, however, City departments made concerted efforts to apply for grant funding.

For FY 2023/24, a total of $19M in potential grant funding is currently pending notification of being awarded.

Budget Allocated: Existing Contract with Townsend Public Affairs Unfunded: N/A
Priority Area of Focus: Excellent City Government
Page
15 Strategic Outcome: Valued City Services

11. Improve Communication to Residents about City issues and Long-term Plans (Baseline / Ongoing)
The City Communications team continues to prioritize efficient and effective communication of City news, services, events and information to residents and businesses. The City’s monthly digital publication, City Hall News, publicizes monthly news, City initiatives, events, and programs, and reaches +50,000 eNews subscribers each month. The publication’s aim is to provide succinct, easy-to-read, high-level news and information summarizing the month’s goings-on. Additional promotion of the City’s many eNews topics available for subscribers is currently planned for this fall and will be on-going. The City’s bi-annual publication, Inside Santa Clara, has returned to print and is mailed twice a year to residents and businesses. Starting with the Spring/Summer 2024 issue, this publication is being retooled to focus on bigger and more in-depth stories of relevance to the Santa Clara community. The new editorial approach aims to bridge the information gap between Santa Clara residents and businesses and the government that serves them. In addition, utility bill inserts are used throughout the year to inform the public about a variety of topics including city services, initiatives, rebates, and other opportunities.

The City continues to expand social media viewership through creative content that connects residents and businesses with relevant information across all departments. The Communications Team will continue to leverage City events, the City website, Government-access television, community surveys, the digital billboard, potential uses of AI technology, and engagement with local media to amplify news, initiatives, services and programs.

Budget Allocated: Current Staff
Unfunded: N/A
Priority Area of Focus: Excellent City Government
Strategic Outcome: Trusted Engaged City Government

12. Create City infrastructure Maintenance Plan (Baseline / Ongoing) There
are several types of maintenance activities that are performed by various departments in the City. These typically include scheduled maintenance, maintenance performed as a result of a failure, or maintenance performed through planned capital projects. Departments have existing maintenance plans which identify needs for many assets and projects that were largely developed through either condition assessments, master plans, or studies.

The Department of Public Works has existing maintenance plans based on available budgets. These plans cover areas including pavement maintenance, street sweeping, storm drainage, sidewalks, trees, traffic signals/devices, traffic signs/markings, landscaping/irrigation, fleet and buildings. In addition, Silicon Valley Power has maintenance contracts in place which are already funded.

The Parks & Recreation Department has various practices for annual preventative maintenance of parks, pools and recreation facilities based on available operating budget. In our city’s parks, we perform annual aeration, verticutting and overseeding of all natural turf athletic fields, including soccer, baseball and softball. Staff performs annual tree assessment and pruning. There are four arborists on staff that conduct regular monitoring and evaluation of our park trees, who help the organization prioritize the annual pruning based on the highest need trees and vulnerable locations (walkways, power lines, playgrounds and picnic/gathering areas). Parks monitors irrigation systems on an on-going basis and perform an annual test of each park’s system, including: lines, controllers, valves and heads. Additionally, parks using reclaimed irrigation systems (approximately half of all park sites) are inspected annually by certified recycled water site supervisors in accordance with South Bay Water guidelines. Playgrounds are inspected and repaired on a weekly/monthly basis – adding major construction or replacement needs to a capital projects list on file with the Deputy Direct of Parks and Recreation. Pools and all associated operation equipment (boilers, pumps, circulators, and filtration systems) are inspected as part of the annual aquatics PM program.

The Water & Sewer Utilities Department maintains critical infrastructure on three main Utilities (Water, Sewer, & Recycled Water) informed by planning and strategic focus on specific infrastructure with the highest consequence of failure. In order to fund necessary maintenance from our O&M Budget and infrastructure improvements through our CIP budget and fund reserves at levels that will support implementation of maintenance plans and capital improvements, utility rates will have to be studied annually.

The Water & Sewer Utilities Department’s existing maintenance plan includes work orders focused on weekly, quarterly, annual, biannual and triannual preventative maintenance, targeting resources around key work areas for Water (water tank cleaning & inspection, leak response, water valve exercising, generator inspections/testing, well efficiency inspection/testing, water main line flushing for improved water quality, routine maintenance on fire hydrants, pressure regulating valves inspection, new water mains, new service and hydrants installed; Sewer(sewer line repair, sewer mainline jetting/cleaning, sewer mains inspected using CCTV, sewer pump station inspections and diversion gate exercising & storm pump station inspections and wet well cleaning, sewer siphon inspections, generator inspections/testing) and Recycled Water (exercising valves, leak response).

While Silicon Valley Power (SVP) does not have an overall masterplan for infrastructure,

Silicon Valley Power does have multiple programs and contracts in place for its assets which include the following:

Generation (Power Plants)
In 2020, staff began developing a proactive approach to power plant maintenance to increase reliability and has taken the following actions:
• Master Service Agreements for Gas Turbine, Steam Turbine, Generator, and Rotating Equipment resulting in the completion of Major Overhauls of all associated equipment (2021 and recently updated in January 2025) • Implementation of Predictive Maintenance Program: offline and online motor testing, vibration analysis, thermography, partial discharge testing, transformer oil testing
• Scheduled maintenance that includes items such as engine swaps, package inspections, package calibrations, hot section repairs, borescope inspections, turbine minor Inspections and turbine major inspections • Implementation of Work Management System
• Strategic Capital Projects to upgrade and replace major facility equipment including Turbine and Balance of Plant Controls, SCR and CO Catalysts, and Cooling Tower overhaul.

Substations
• A Substation Maintenance Program was developed and completed in 2024 and a phased implementation is underway through 2026.
• Implementation of Predictive Maintenance Program in 2022: Thermography, Partial Discharge Testing, Transformer Oil Testing by 3rd Party on quarterly basis in all Substations.
• Implementation of Work Management System
• Capital projects for substation replacement and upgrades Transmission and Distribution
• Follow T&D maintenance and construction standards:
o California General Order GO95 -Overhead electrical Construction o California General Order GO128 -Underground Electrical Construction o California General Order GO165 -Inspection Standard for Electric Distribution and Transmission facilities
• Implementation of new proactive tree trimming contract (2020 and updated 2022) and strategic tree trimming philosophy
• Two new contractor contracts (2024) for T&D maintenance and construction. • Council authorized lease for new yard in 2025 to facilitate contractors and additional maintenance and construction
• Crew Management & Automated Callout System (contract executed 2024) • Implementation of Work Management System in 2025

Fiber
• Fiberwatch System provides real-time system monitoring and alarming. • Master Agreements for maintenance and repair of fiber network, associated equipment and, AG/UG construction.

In addition, SVP is completing the following technology upgrades to facilitate maintenance:
• Drawing Management System
o Council authorized the contract on Nov 19, 2024
• ArcGIS/Arc FM Migration
o RFP released July 10, 2024
• Utility Wide Enterprise Asset Management System
o RFP to be published Spring 2025

Budget Allocated: Some maintenance efforts such as scheduled maintenance and unanticipated repairs are included in the annual budget based on funding availability.

Other larger, general fund maintenance projects, compete for funding during the biennial capital budget process and may or may not receive funding. Enterprise funded departments like Silicon Valley Power and Water & Sewer Utilities typically fund maintenance projects through rate analysis and adjustments.

Unfunded: TBD (Annual review of high priority maintenance needs)

Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

13. Support Resident Youth Groups and Programs, Senior Programs, and Community Activities and Placing the needs of the Community first (Baseline / Ongoing)

As part of the FY23/24 budget process, the City Council approved a cost recovery policy that is reflective of the City's commitment to maintain affordable and accessible programming for residents. A comparison of the City of Santa Clara cost recovery rate (14%) compared to industry-wide standards (23%) indicates that the City of Santa is well below the industry standard. In an effort to work toward achieving a more balanced approach to cost recovery while establishing a future parks and recreation capital infrastructure improvement and replacement program, staff has been meeting regularly with local youth sports groups since February of 2024 (Facility Use Fees & Wade Brummal Discussions) to discuss user group priority, reservation schedules and facility use fees. Additionally, staff has conducted regional benchmarking to support the establishment, and incremental increase, of facility use fees over the next several years, all of which has been shared with the youth user groups via email and in-person during

the on-going community youth user group meetings referenced earlier. Staff will be presenting proposed field and aquatic user fees the Parks and Recreation Commission in March and City Council in April or May of 2025.

Moreover, the City established the Wade Brummal Scholarship fund to provide financial assistance to youth and eligible youth sports groups to further assist with affordability of their programs. Wade Brummal scholarship funding is made possible by charging youth sports organizations a fee for each non-resident participant in their programs. The non- resident rate monies collected are then redistributed annually to the participant youth groups to help fund families/participants of need in the Santa Clara community.

Currently, the Wade Brummal program is being evaluated to identify additional opportunities to leverage the funds annually. As part of the evaluation process, staff has engaged (Facility Use Fees & Wade Brummal Discussions) local nonprofit sports organizations operating in Santa Clara to ensure all needs and interests have been considered while updating and expanding the grant program. Staff will be presenting a proposed Wade Brummal program update to the Parks and Recreation Commission in February 2025 and to the City Council in March or April of 2025.

Budget Allocated: N/A
Unfunded: N/A

14. Implement more Community Benefits that Celebrate the City’s diversity and culture (dog parks, cricket fields, and placemaking) (Baseline / Ongoing)

The City continually looks for opportunities to celebrate diversity and culture through its special events, parks, facilities, and recreation programs. The City has renovated and re- opened the Montague Park Building and Playground, Magical Bridge Playground at Central Park has opened, and ownership of the facilities in Lawrence Station were transferred to the City to include a new dog park, community garden, lighted basketball courts, an amphitheater, playgrounds and a park building with multiple community rooms. The Senior Travel program was restored. The City partnered with Mission College and California’s Great America on a community event to restore the annual 4th of July celebration and fireworks show. In conjunction with the Cultural Commission, a variety of events are hosted Citywide including the summer concert series, the utility box art contests, and home decorating contests which seek to celebrate diversity through art, music and community.

Budget Allocated: Budgeted in operating
Unfunded: TBD

UNDERWAY

Top Priority initiatives which have already started in the planning phases or underway.

15. I
dentify Areas where the City can Reduce Spending (Underway)

Soon after the FY 2025/26 & FY 2026/27 Biennial Operating Budget process, an in- depth process to address the structural deficit will commence. A consultant will be engaged to assist the City with developing a structural budget deficit elimination plan, which will include options for new additional fees and tax revenues, expenditure reductions, and exploration of alternative cost saving service delivery methods is anticipated to be initiated in Fall 2025.

As background, as part of the annual budget process and through rebalancing actions necessary through the COVID-19 pandemic, a combination of strategies were used to address the budget deficits, including expenditure reductions. Unfunded and frozen positions still remain across several departments as a result of those actions.

Budget Allocated: N/A
Unfunded: N/A
Priority Area of Focus: Excellent City Government
Strategic Outcome: Valued City Services

16. Focus on Public Private Partnerships (Underway)

The City recently created the position of Director of Economic Development and Sustainability in the City Manager’s Office. As a result, there will be more focus and emphasis on establishing these types of opportunities for public and private partnerships.

In the past, the City has developed some public and private partnerships which have included the Silicon Valley Power (SVP) Sustainable Futures Scholarship Fund, in which SVP supplies grant funding to local colleges to help teach students skills for emerging green jobs, partnering on community events together with Mission College and California’s Great America for the Fourth of July community event in 2024. An Economic Development Plan will be developed that will include opportunities to expand other private public partnerships with industries such as semiconductor companies, data centers, and/or other sectors to provide benefits to the broader Santa Clara community.

Budget Allocated: N/A
Unfunded: N/A

Priority Area of Focus: Excellent City Government
Strategic Outcome: Reliable Funding

17. Restore Library hours and materials budgets to all three libraries (Underway)

The Santa Clara City Library expanded hours at all three of its libraries on October 23, 2023. For the FY2024/25 and FY 2025/26 Adopted Capital Improvement Program Budget, $91,640 was funded for Sunday hours at Central Park Library including funding for as-needed library staff ($52,140) and materials, services and supplies ($39,500) for utilities and security. The expanded hours are expected to be implemented in 2025 and the funding reflects the partial year. While the materials budget has not been fully restored, advanced planning and the pre-purchase of materials in the last two fiscal years have supplemented materials purchases. Additional funding would be required to expand hours further and provide for additional materials. The options for additional funding would need to be discussed with the City Council. The Santa Clara City Library Department is working with the Human Resources Department to stabilize positions.

Sunday hours are currently available at Central Park Library, the Mission Branch did not have Sunday hours in the past and Northside would be the next branch to expand Sunday hours.

Budget Allocated: $91,640
Unfunded: $290,000 for materials

Priority Area of Focus: Excellent City Government
Strategic Outcome: Valued City Services

18. Streamline and Improve City permitting process for increased clarity and to fix inconsistencies for residents and businesses (Underway)

Several efforts are underway or are completed to improve the customer permitting process including plan review timelines, internal coordination, simple permits, and SolarAPP+. In addition, staff is planning on developing a FAQ, What to Expect and flowcharts on the permitting process for the public, target information to small businesses, expand the presence of all involved city departments in the permit center, conduct outreach to customers to understand gaps in service and opportunities to streamline.
a) Providing more information (FAQ/Info Flowchart, What to Expect) on permitting process to the public on website. (Projected May 2025) b) Develop targeted information for Small Businesses. (Projected May 2025) c) Expand the presence of all City Departments in review process to have standing hours in the Permit Center (this requires analysis of space in the Permit Center and staffing resource allocation/prioritization). (Projected August 2025)
d) Conduct outreach to all types of customers to better understand gaps of service and opportunities to streamline. Several efforts have been recently

completed or are underway to improve the customer journey from research to approved permits:
a) Plan Review Timelines: City employs three (3) basic plan review timelines based on the type and size of the project: 4, 6 and 10 weeks for the first plan review. Subsequent submittals are reviewed at 50% of the original target timelines. Building Division implemented Over-the-Counter review process for permits only requiring Building Division review for minor scopes of work.
b) Internal Coordination: Staff has a recurring internal coordination meeting to discuss applications and next steps, improving streamlining project.
c) Simple Permits: Simple Permits launched in April 2023 for limited- scope residential building permits (e.g., residential water heaters and furnaces). Simple Permits cut the review/approval time from 10- 15 to 1-2 business days, with 70% of these permit types issued the same day.
d) SolarAPP+: SolarAPP+ was launched in September 2023. which automated plan checks for residential solar PV projects and allowed for automatic permit issuance in accordance with State law. e) Queue and Appointment App: The Permit Center launched an improved queue/appointment scheduling app in Summer 2024 that provide wait times for the number of people waiting.
f) Permitting Online Portal Redesign (Accela’s public interface): Staff selected a vendor to revamp the Permitting Online Portal. In June 2022, survey to 3,300 Permit Center customers asking for their feedback on the Portal.
g) New Technology on Horizon: Staff is researching new apps and technology to streamline the permitting and inspection process.

From website integrations to new tooling for Inspectors to a revamped inspection scheduling interface and exploring ways to incorporate AI into the permitting process, these improvements will make it easier for the public to get their projects through the review and inspection process.

For the FY2024/25 and FY 2025/26 Adopted Capital Improvement Program Budget, the budget
includes the addition of 4.0 positions (1.0 Office Specialist II, 1.0 Office Specialist III, 1.0 Office Specialist IV, and 1.0 Permit Technician) approved in FY 2024/25 as part of the FY 2023/24 and FY 2024/25 Adopted Operating Budget.

The unfunded need would be estimated at $100,000 ($50,000 for graphic design consultant and $50,000 for outreach (staff or consultant support) to all types of customers to understand gaps of service. The use of the Building Fee Fund (will analyze the interdepartmental permitting process.

In addition, in the medium to longer term, a dedicated One-Stop Permitting and

Customer Service Center could improve development review turnaround times and offer efficiencies for all developers and residents to receive permits and expedited plan review. Options to consider location/building site is dependent on further consultant analysis and identification of funding options to build and operate a dedicated location for a more efficient and expedited service.

Budget Allocated: N/A
Unfunded: $100,000 for study

Priority Area of Focus: Excellent City Government
Strategic Outcome: Valued City Services

19. Develop a Long -term Financial Plan for Capital Improvement (CIP) Projects (Underway)

The City has a Capital Improvement Program (CIP) Budget that spans five-year and is updated on a biennial basis. As part of the CIP, unfunded capital project needs are identified, however, there are limited ongoing resources available and dedicated to capital projects where the General Fund is the primary funding source (parks, libraries, street improvements, fire stations and other civic facilities). As a result, over $600 million in unfunded, known deferred maintenance was identified for the City’s capital infrastructure. Beyond this one-time need, an ongoing source of funds are necessary to maintain infrastructure in good working order.

On July 16, 2024, the City Council approved a $400 million bond on the November 2024 ballot. The City placed Measure I on the November 5, 2024 ballot and was passed by voters. Part of Measure I includes a transparency and accountability plan. An Expenditure Plan indicating project areas and estimated costs was also included. While this measure provides a significant one-time investment, ongoing funds continues to be necessary to keep infrastructure in good working order.

The City has started to include capital funding in the 10-Year General Fund forecast; however, it will take significant additional resources and time to begin to fund the full cost of the annual capital maintenance for our City. The current forecast includes a $1 million contribution in the first year that grows to $6.2 million by the tenth year of the forecast.

As these amounts are insufficient to keep our assets from declining additional revenue measures or a redirection of expenditures would be necessary in the future to enhance the dedicated ongoing capital funding that is necessary. These revenue measures would require a votor-approved ballot measure which may include, but are not limited to, increases to existing sales tax, real estate transfer tax, and storm sewer fee.

Budget Allocated: Long term planning will continue through the budget process Unfunded: Ongoing sources of revenue or budget capacity to maintain the City’s infrastructure on an ongoing basis.

Priority Area of Focus: Excellent City Government
Strategic Outcome: Reliable Funding

20. Identify all City-owned property and Develop a Plan for said Property inside and outside the City (Underway)

City staff are currently reviewing the existing inventory for all City-owned properties to ensure the City-owned properties are properly reflected in the City’s GIS mapping system and data is maintained and updated on all City-owned properties. The City is working to update and maintain this inventory with existing staff and resources.

Budget Allocated: N/A
Unfunded: N/A

Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

21. Expand Shuttle Services for Seniors and Students (Underway)

On Nov. 20, 2023, the City of Santa Clara in partnership with the City of Cupertino and the State of California, launched a new public on-demand rideshare service in the southern half of Santa Clara called Silicon Valley Hopper to provide ride share options for the public including seniors and students. The current funding gap is approximately $2M. Funds are needed in mid-2025 to continue service and expand into northern Santa Clara beginning FY 2026-27. Staff have applied for several grants to support this service and are coordinating with SVP on potential funding options. Additionally, the City of Santa Clara and Cupertino are coordinating on potential federal earmarks to support the service. If funding is not available, staff will need to examine other service models, potentially cut other services to fund or eliminate the shuttle service.

Budget Allocated: $2M
Unfunded: Approximately $2M
Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

22. Vision Zero Implementation for Traffic Solutions for High Collision Areas of the City (Underway)

On May 28, 2024 Council awarded a contract to Kimley Horn Consultants and the kickoff of a Vision Zero effort was initiated in July 2024. The item has been discussed at City Commissions/Committees (i.e. BPAC, Senior Advisory Commission) and at community workshops/pop-up events; and a Vision Zero working Group has been established that is

comprised of representatives from various City Departments, BPAC, other agencies, and other interested stakeholders. The future costs for implementation of the Vision Zero plan depends on the priorities identified in the final plan.

Budget Allocated: $570,000 (including a $450,000 grant for plan development) Unfunded: TBD Implementation Costs

Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

23. Station Area Plan and Brokaw and Benton Underpass / Bike Tunnel (Underway)

The City received two funding opportunities that collectively provide $900,000 to support preparation of a Specific Plan for the Santa Clara Station Area. On Dec. 7, 2021, the City Council accepted $400,000 in grant funding from the Metropolitan Transportation Commission (MTC) for the preparation of the Santa Clara Station Area Specific Plan.

The City also received $500,000 from the VTA provided from a Federal Transportation Administration grant award to fund consultant work to develop a Station Area Specific Plan with oversight by the City. The typical cost for preparation of a Specific Plan, including CEQA review, totals $1-1.5M, so additional funding will be necessary to complete and adopt the Specific Plan. The future costs for implementation of the Santa Clara Station Area plan depends on the priorities identified in the final plan. Brokaw- Benton Underground Study: Staff applied for a Federal Reconnecting Communities Grant in Fall 2024 for feasibility study funding. Results should be available in early 2025.

The City also received a 2024 Transit Oriented Communities Grant in the amount of $120,000 to support the preparation of a Form Based Zoning Code to support the implementation of the Specific Plan for the Santa Clara Station Area. The future costs for implementation of the Santa Clara Station Area plan depends on the priorities identified in the final plan.

On Jan. 10, 2025, the City received notice from the United States Department of Transportation (US DOT) that the City did not receive Federal Reconnecting Communities grant funding for the Benton-Brokaw Crossing Feasibility Study at the future BART station. Staff was informed that there was significant interest in this highly competitive grant program, with applications received requesting six times the amount of available funding. Staff have informed downtown stakeholders of this news and will schedule a debrief with US DOT to obtain feedback on our application.

Budget Allocated: $1,020,000 grant funding received for Specific Plan development and Form Based Zoning Code; $900,000 grant funding received for Station Area Plan development
Unfunded: Station Area Plan: $500-600K ; Implementation Costs: TBD

Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

24. Provide Interim Supportive Housing and Outreach Services for the Unhoused (Underway)

On October 29, 2024, the City Council reconfirmed a funding commitment to the State’s Department of Housing and Community Development for a Homekey application for a 30 unit transitional housing project at the corner of Lawrence Expressway & Benton Street submitted by the project sponsors, the County of Santa Clara and LiveMoves. Should HCD grant the HomeKey award to the Lawrence/Benton project the City will work to execute a funding agreement between the City, County, & LifeMoves as well as participate in a Community Advisory Committee to shape the development and operations of the project.

Homebase developed a framework for the City’s Homelessness Response Plan and presented it in a City Council Study Session in January 2023. Homebase then prepared a draft Homelessness Response Plan. City staff from several departments are currently writing an implementation chapter before bringing the plan to City Council for final approval in early 2025. The City continues to fund agencies that provide wrap around services in supportive housing projects, homelessness prevention services, landlord tenant mediation, tenant-based rental assistance and case management, mobile shower and laundry services for unsheltered residents, domestic violence survivor support, housing search assistance for persons with disabilities, and more.

The City is also preparing to release a Request for Proposals for homeless outreach, assessment, and service connections. This service will be funded with a combination of federal HOME ARP funds and state funds secured by State Senator Aisha Wahab for the purpose of funding a street and encampment outreach team and launching a pop-up overnight care pilot program during inclement weather.

Budget Allocated: $6,594,369 of local and PLHA funds for the Benton Lawrence interim family housing development.

Unfunded: $250,000 from the City’s HOME ARP award and additional funds from a state grant in the amount of $1,800,000.

Priority Area of Focus: Outstanding Quality of Life
Strategic Outcome: Affordable Housing and Supportive Services

25. Build and Reclaim Downtown, conduct a Nexus Study for Density Bonuses Downtown with funding for Art Programming, and begin on Historic Downtown at Franklin Mall (Underway):

On Dec. 5, 2023, the City Council adopted the Downtown Precise Plan and Form Based Zoning Code, which provides guidance through policies and development standards that implement the community’s vision for the redevelopment of Downtown. The outstanding tasks from this work include completion of work to bring a related infrastructure fee to the City Council for adoption and a new task that was added with adoption of the Plan for the development a fee-based bonus structure community benefits program.

A Request for Proposals (RFP) to get a third-party consultant was released in August 2024 with proposals due at the end of September 2024. Evaluation of the proposals are underway with a contract expected to be executed in January 2025. Staff will return with a funding request for Council approval.

In addition to the work efforts listed above, the City is the landowner of two downtown properties located at 1000 Lafayette Street, known as Peddler's Plaza, and 900 Lafayette Street, known as Commerce Plaza. Staff has completed a feasibility study to determine the highest and best use for 900 Lafayette. The draft report determined that the existing building has approximately $28 million in upgrade work to the address issues with the building envelope, roof, windows, HVAC system. Authority was granted to the City Manager in October of 2024 to extend leases through 2026 in order for the Facilities Condition Assessment to be completed. However, based on these findings, it is confirmed that the current building conditions will not adequately support the comfort of tenants beyond the current lease term and staff has recommended vacating the tenants by May 2025. Any reuse of the property will need to align with the Precise Plan vision for the Downtown. Staff anticipates sharing the results of the feasibility study and analysis and recommendation for use/disposal before the end of FY 2024/25.

On June 21, 2022, the City Council approved $325,000 to fund the City Hall relocation study as part of the Biennial Capital Budget adoption. Amendment Number 3 to the agreement with consultant’s WRT for the study was approved by the City Council on Oct.18, 2022. The total agreement is for up to $353,000, with the balance of $28,300 of funding coming from SVP (Electric Utility Capital Fund).

The completed study was presented to the Downtown Community Task Force at their Jan. 18, 2024 meeting. Under this agreement, staff anticipates discussing the completed study to the Economic Development & Marketing Committee when the Committee reconvenes in early 2025.

Budget Allocated: $353,000
Unfunded: Estimated $80,000-$100,000 for Community Benefits Nexus Study

Priority Area of Focus: Thriving Community
Strategic Outcome: Vibrant Local Economy

26. International Swim Center Re-open/Remodel Swim Center and Develop short- and long-term solutions to Replace, Short-term: Cut deficiencies in current facility and open aquatics program / Long-term: Create cost effective solution and aquatics plan (Underway)

Repair / Reopen
The International Swim Center (ISC) was closed in January 2024 due to health and safety concerns identified by a visual observation assessment report conducted by the City’s outside consultant, LPA. Areas where facility conditions resulted in the temporary closure include Administrative Building; Diving Tower and Viewing Windows; Pools, Drain, Steps, Ladders, Stairs and Deck; Viewing Stands; and, Perimeter Fencing and Gates.

Despite the closure, the City has remained committed to providing lap swim to the community through Parks & Recreation Department programming at alternate locations.

Additionally, Santa Clara Swim Club and Santa Clara Artistic Swimming were granted use of alternate pools for their programming. Unfortunately, the City does not have an alternate deep pool and diving structure suitable for the Santa Clara Dive Club.

On June 25, 2024, City Council approved one-time funding for up to $1.86 M to remediate deficiencies and provide use of the training and racing pools with a limited capacity of up to 200 persons. Repairs to the diving tower, diving well, administrative building and locker rooms were not included in this allocation. This, combined with the capacity restriction, reduces the potential activity at the facility.

Staff have issued two Requests for Proposals (RFP) and secured vendors (Tucker Construction – fencing needs; Adams Pool Repairs – pool related repairs) for remediation efforts including:
• Reconfiguring the design elements to be in compliance a federal law that governs drain configurations and anti-entrapment systems in public pools (Virginia Graeme Baker Pool and Spa Safety Act)
• Fixing missing/broken tiles
• Repairing gutter systems
• Resetting ladders into the pool deck
• Reset interior pool steps to be ADA compliant
• Replastering the racing and training pools
• Repairing and/or replacing the site’s exterior fencing and windscreens to meet the County’s size, height, ingress and egress gate and door requirements, in addition to adding interior fencing to mitigate access to the closed areas of the facility

The County of Santa Clara Department of Environmental Health improvement permit required to perform the work was granted on December 19, 2024, the racing and training pools were drained on January 6, 2025. Aquatics user groups vacated the facility the prior to construction. Construction began on January 13, 2025 and was scheduled through March 2025. The ISC project and timeline (as with all projects) is subject to unforeseen variables, such as: supply chain issues, labor availability, weather, unexpected repairs and operating permits. In week #3 of the project, the contractor discovered unforeseen damage to the gutter infrastructure which will impact costs (within budgeted contingency amount) and the overall project timeline. At the writing of this report, the revised timeline is a Spring completion. As timeline adjustments occur, updates will be communicated with City Council, aquatics user groups, posted on the ISC website and www.SantaClaraCA.gov/ISC
Finally, staff is in the process of securing temporary shower facilities as required by the County, while utilizing existing restroom facilities on the south end of the facility.

Bond Measure/Replacement
Of $400M in general obligation bonds, an estimated $115M is earmarked for Parks, Libraries, Senior Center and Aquatics Facilities, $45M is designated for Community Aquatic Facility / ISC Renovation/Replacement.

Staff will present a proposal on a Community Aquatics Facility Steering Committee to provide input relative to the bond funds available to meet the aquatics needs of the community. The Committee may provide input on matters such as:
• Programming
• Conceptual and facility design needs
• Business model that reduces the net cost of operating an aquatic facility (e.g., event/programming revenue, energy efficiency, equipment replacement, facility upgrades, etc.)
• Current and future community needs and partnerships

Budget Allocated: $1.86M
Bond Funded: $45M for Community Aquatic Facilities / ISC Renovation/Replacement Priority Area of Focus: Outstanding Quality of Life
Strategic Outcome: Quality Parks Programming and Cultural Amenities

27. Establish Permit Parking in Northside to protect residents from Stadium events (Underway)

The City has an existing Residential Permit Parking (RPP) program that is intended to deter long-term on-street parking and discourage overflow parking onto residential streets. The process for designating a Residential Permit Parking Area is initiated by a citizen request and involves multiple steps that include outreach to property owners, parking needs analysis, votes by property owners, and City Council approval. It should be noted that in order to implement permit parking on a street, the majority of property

owners (50% + 1) must support it through a vote.

Currently two separate community petitions were submitted to the City for review that encompass multiple public streets south of Levi’s Stadium. The first request included the following streets: Gianera Street, Lakeshore Drive, Lass Drive, Alcalde Street, Cheeney Street, Wilcox Avenue, and Esperanca Avenue. The second request included Silveria Court, Rambo Court, Regina Court, Sawyer Court, Remo Court, Schott Court, Second Street, Fuller Street, Third Street, Fillmore Street, Gillmor Street, Kingsbury Circle, Davis Street, Basset Street. The potential costs associated with establishing permit parking areas include parking needs analysis, fabrication and installation of signage and infrastructure, enforcement, and program administration. Typically, these costs are funded through the general fund, however the extent of the current request is well above typical requests that come in for analysis. Staff is currently working with property owners on the first request and are performing outreach which includes an initial survey to determine if the majority of property owners are in favor of a permit parking area.

Budget Allocated: N/A
Unfunded: TBD
Priority Area of Focus: Excellent City Government
Strategic Outcome: Well-Managed Stadium

NEW TOP PRIORITIES

Top Priority initiatives which have not started and may need to be shifted based on budgetary and staff resource allocation.

28. Expand City Fiber Network for Internet Equity throughout the City and Collaborate with private providers (New)

The City will review and explore any expansion of the current fiber network which will require a funded capital expenditure. A study will be required to understand expansion and costs. It should be noted that Palo Alto spent $500,000 in their Phase 1 study. Staff will develop an RFP for this body of work in mid-2025 and return to the City Council to discuss options.

Budget Allocated: N/A
Unfunded: $500,000 for a study

Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

29. Open Uptown Santa Clara to support events by 2025 or early 2026 and Complete the Related Uptown Project (New)

In regard to the development of Related Santa Clara, Related Santa Clara has submitted a Master Community Plan Amendment to modify the existing entitlements and land use, introducing an alternative Scheme C for light industrial uses on parcels east of Lafayette Street. The goal of these revised entitlements is to accelerate development on portions of the Project that were originally planned for future phases. Staff is currently reviewing the Master Community Plan Amendment, submitted on January 31, 2024, along with the environmental analysis of the proposal. It’s anticipated that the amendment could be ready for City Council consideration in the first quarter of 2025.

Related has stated that they remain committed to the project and is actively working with city staff to refine a schedule of performance that aligns with current market conditions and develop a strategic approach to support quicker delivery of the City Center parcels.

The proposed alternative scheme is designed to streamline the construction process, allowing for an earlier and more efficient start to construction activities. However, the timing for this alternative scheme would not permit project completion ahead of the 2026 events.

Budget Allocated: N/A
Unfunded: If third party sponsors are not identified, funds may be necessary to activate other areas of the City in support of the upcoming major events.

Priority Area of Focus: Thriving Community
Strategic Outcome: Vibrant Local Community

30. Arts Master Plan with a Nexus Study for Art in Private Development and Art in Public Places for a Public Art Fee (New)

The Parks and Recreation Department will lead the effort to establish a City of Santa Clara Arts Master Plan. To assist in this effort, the Cultural Commission began collecting Art Master Plan documents from surrounding jurisdictions to identify the pros/cons of existing policies. Additionally, staff met with SV Creates to discuss possible partnership opportunities in the future to advance public art initiatives in the City of Santa Clara and greater Santa Clara County region. To create a comprehensive Public Art Master Plan, staff will need to hire a consultant to assist with collection, research and analysis of community outreach, stakeholder meetings/input, data analysis, art trends, and developer impact fees. Some local/regional agencies, either in process, or with a completed Public Art Master Plans include San Jose, Palo Alto, Sunnyvale, Newark, Mountain View, Milpitas. Parks and Recreation staff will work with Finance to secure funding and conduct an RFP to secure a Public Art Master Plan Consultant in the

Fall/Winter of 2025/2026. The Public Art Master Plan process will take approximately sixteen to eighteen months to complete, with a final draft plan reviewed by the Planning, Cultural and Parks and Recreation Commissions, Cultural Commission and recommendation for City Council adoption sometime between January and March of 2027.

Budget Allocated: FY 2025/26
Unfunded: Estimated Consultant Fees – $120K
Priority Area of Focus: Outstanding Quality of Life
Strategic Outcome: Quality Parks Programming and Cultural Amenities

31. Develop a Plan for Economic Growth to Support Businesses both large and small (New)

The City Manager’s Office has developed an Economic Development & Sustainability Division and Reena Brilliot has joined the City Manager's Office as the Director of Economic Development & Sustainability. As part of the Director’s role, this priority will be part of a future workplan and priorities as the City’s Economic Development & Sustainability Division begins to formalize. An Economic Development Plan which will be drafted by the third quarter of 2025. The Economic Development Plan will include plans for business outreach, commercial broker engagement, development of marketing collateral to showcase the City’s advantages as a location for business attraction purposes, and the timeline for the City to engage a consultant to develop a citywide Economic Development Strategy.

Budget Allocated: N/A
Unfunded: TBD
Priority Area of Focus: Thriving Community
Strategic Outcome: Vibrant Local Community

32. Business Initiative/Consortium to work on City Initiatives (New)

This item would also be assigned to the City’s Economic Development & Sustainability Division. In the past, the Economic Development and Marketing Committee established goals to work on initiatives including the Worker Cooperative Initiative. In addition, this priority will be further reviewed by the City’s Director of Economic Development & Sustainability, potentially with input from the Economic Development and Marketing Committee to determine the appropriate tools to share such initiatives more broadly in the community.

Budget Allocated: TBD
Unfunded: TBD

Priority Area of Focus: Thriving Community
Strategic Outcome: Vibrant Local Community

33. Off Street Parking for RVs/people living in Cars (New)

The Community Development Department and the Santa Clara Police Department will work together to develop a policy and program to manage RV parking, to determine the cost and possible funding sources for enforcement, to find potential site(s), and to determine the total cost and funding sources to operate a 2-3 year "Safe Parking" pilot program with case management and basic needs services. To date, Community Development Department staff have made site visits to active Safe Parking programs in the cities of Palo Alto and Mountain View, researched best practices for operations, researched minimum site requirements, and surveyed over 155 City-owned sites to determine which may be feasible for this use. Only two parcels met key requirements, but they have limitations that will require additional due diligence. Potential funding sources will also need to be identified.

Staff will present information to City Council in spring 2025 on best practices for RV safe parking and enforcement along with potential City-owned sites for City Council consideration. If the City Council directs staff to move forward with a specific site, neighborhood outreach would begin along with the work associated to update the City’s municipal code.

Budget Allocated: N/A
Unfunded: $1.6 Million for 2–3-year program if City site with no lease payment is selected.

Priority Area of Focus: Outstanding Quality of Life
Strategic Outcome: Affordable Housing and Supportive Services

34. Expand Senior Services to Northside (New)

As part of the proposed FY25/26 proposed budget, staff will develop a proposal to fund expanded services in collaboration with the Parks and Recreation and Santa Clara City Library for potential programming offered in the Northside. Additionally, staff will evaluate transportation services to assist Seniors to gain access to programming citywide, including to the Santa Clara Senior Center and libraries.

Budget Allocated: TBD
Unfunded: TBD
Priority Area of Focus: Outstanding Quality of Life
Strategic Outcome: Quality Parks Programming and Cultural Amenities

HIGH PRIORITIES

The following items were identified as “High” priorities and did not receive unanimous approval from the City Council, however the items had majority support to move forward with four or more votes. The section below includes include summaries of the status of each High priority and are listed in the following order:

• Completed (1)
• Baseline/Ongoing (2)
• Underway (5)
• New (1)

COMPLETED

High Priority initiatives which are considered completed based on staff analysis and review. These items will be removed from tracking list as they are complete.

1. Request for Speaking at Events (Complete)

The Governance and Ethics Committee approved amendments to Council Policy 009 (“City Representation at Meetings, Ceremonies, and Special Events”) which addresses speaking at events. The amendments were forwarded to the full City Council for consideration and approval at the August 27, 2024 City Council meeting. This Council Policy has been updated to include all City Councilmembers the opportunity to speak at City-hosted events.

Budget Allocated: N/A
Unfunded: N/A
Priority Area of Focus: Excellent City Government
Strategic Outcome: Trusted and Engaged City Government

BASELINE / ONGOING

These High Priority initiatives may be considered baseline foundational items. These items will be removed from tracking list as they are ongoing items.

2. Use of Technology to Solve Traffic Issues / Intelligent Lights (Baseline/Ongoing)

The City's current intelligent transportation technology initiatives include:
• Improving traffic signal operations by: Installing new fiberoptic communications lines and signal equipment for enhanced communication, Updating the Citywide Traffic Signal Management software, Deploying Adaptive Signal Timing systems for real-time signal coordination and Installing Bluetooth travel time readers. • Prioritizing public safety and transit on City streets by: Using Emtrac emergency vehicle signal pre-emption, Partnering with VTA and San Jose to deploy transit signal priority systems.
• Improving Northside Traffic Operations/Management by constructing large Changeable Message Signs in northern Santa Clara along Tasman Drive and Great America Parkway

3. Expand Councilmember District Communication Options (Baseline / Ongoing)

The City’s monthly digital publication, City Hall News, currently provides a space for each Councilmember to include a message on the front page of each issue. Each newsletter is sent to +50,000 eNews subscribers. The City Communications Team will present a plan to the Governance and Ethics Committee to decouple City Hall News from Mayor and District Councilmember messages to the community. City Hall News will remain a standalone digital publication, while the Mayor and District Councilmembers will be provided the opportunity to send newsletters to subscribers in their districts.

Staff brought forth a recommendation to the Governance and Ethics Committee meeting on December 2, 2024. The proposed recommendation included developing email distribution lists on the City’s eNews platform, GovDelivery, for City Council districts in which members of the public may subscribe. City Councilmembers will be able to send messages to District eNews subscribers and provide specific information relevant to those who live in their Districts. Based on the Committee’s feedback and recommendation, staff will bring forth a proposed Council policy at the January 28, 2025 City Council meeting for full City Council consideration and approval.

Budget Allocated: N/A
Unfunded: N/A

Priority Area of Focus: Excellent City Government
Strategic Outcome: Trusted and Engaged City Government

UNDERWAY

High Priority initiatives which have already started in the planning phases or underway.

4. Upgrade technology; prioritize use of technology/AI at City Hall and Support the IT Department, provide additional funding (Underway)

The City continues to make progress and has a robust project portfolio comprising over 40 projects in five strategic focus areas: business process transformation/Application modernization, Digital Infrastructure Strengthening, Citizen Engagement, Enterprise GIS & Cybersecurity. An IT Strategic Plan is being planned to develop and articulate a vision and roadmap for the effective use of technology to support Council goals and priorities, and City services. The IT Strategic Plan will establish priorities in alignment with business needs and improve the balance between demand for technology, and available IT resources, including staff and budget. The City will engage a qualified consultant to develop a five (5) year Information Technology Strategic Plan and high-level investment plan to guide the City. The strategic plan will also include citywide IT governance.

Funding of $100,000 is budgeted for this year long initiative to occur in 2025/26 commencing with a competitive process to select a consultant.

An AI City Employee Engagement working group is currently working on developing a City AI Policy along with exploring the risks and potential uses. As part of its efforts, the AI Employee Engagement group conducted a staff survey to learn about the existing use of AI in the City, participated with the vendor community including NVIDIA, reviewed other policies including GovAI Coalition AI policy, and explored use cases that further citizen engagement and improve City services. The group presented its findings, recommendations and draft policy to the senior leadership team.

The AI policy aims to encourage responsible use of AI in the workplace. Key elements include guiding principles such as transparency, equity, accountability, privacy, security, accuracy and responsible use. Prohibited uses include inputting sensitive data into generative AI tools and relying on fully automated decision making. In January of 2025, the engagement group made the final changes requested by the City Attorney’s Office and the policy is ready to go through the implementation process. Part of the policy implementation will include staff training on AI.

Budget Allocated: Existing staff / IT Contracts
Unfunded: N/A

Priority Area of Focus: Excellent City Government
Strategic Outcome: Valued City Services

5. Paid Parking at Santa Clara Convention Center/Tasman Garage and Franklin Square (Underway)

At the April 23, 2024 City Council meeting, during the item regarding Santa Clara Convention Center Complex Maintenance District No. 183 and Parking Maintenance District No. 122 Franklin Square, the City Council directed staff to implement paid parking at Santa Clara Convention Center/Tasman Garage and Franklin Square but did not provide any funding. Work on this initiative has included an analysis of parking rights related to the sale of former Redevelopment Agency properties next to the Convention Center/Tasman Garage and Franklin Square parking, pending FY 2024/25 budget allocations.

Staff is reaching out to other jurisdictions and parking vendors to develop a Request for Bid (RFB) to implement paid parking at these locations. Based on the current schedule, staff is anticipating advertising the RFB document in the second quarter of 2025.

Budget Allocated: N/A
Unfunded: TBD – Parking Study estimated at $250K
Priority Area of Focus: Excellent City Government
Strategic Outcome: Reliable Funding

6. Stadium Neighborhood Relations Committee (Underway)

On February 7, 2023, the City Council discussed the potential formation of a Neighborhood Stadium Relations Committee. Based on Council direction and a separate ongoing third-party review that includes an assessment of neighborhood impacts from Stadium events. Staff will return with additional information and a recommended approach to address stadium neighborhood relations at a future meeting.

Staff is working to establish an ad-hoc Stadium Neighborhood Relations Committee, with the goal of presenting a draft Committee Charter in the summer of 2025.The Committee would engage the residential and business neighborhood adjacent to Levi’s Stadium and share updates on Super Bowl LX and FIFA World Cup 2026 planning efforts and potential impacts from the 2026 Major Events, NFL and Non-NFL Events.

Budget Allocated: N/A
Unfunded: N/A
Priority Area of Focus: Excellent City Government
Strategic Outcome: Well-Managed Stadium

7. Rainbow Crosswalks (Underway)

On June 25, 2024, Council approved $100,000 for one rainbow crosswalk. Staff has completed the preliminary identification of potential crosswalk locations and artwork ideas. The item was brought forth to the Cultural Commission in January 2025 and is planned to be brought forth to the City Council early in the second quarter of 2025.

Budget Allocated: $100,000
Unfunded: N/A

Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

8. Increase SCPD, Dispatchers, Fire to Help Prepare for 2026 Events (Underway)

The Santa Clara Fire Department will apply for an extension of the SAFER grant to retain federal funding for 18 firefighter positions through FY 25/26 special events season. The Santa Clara Police Department has recently hired a Communications Center Operations Manager scheduled to start June 10, 2024. Police and Fire leadership will work with the new Manager to create a vision for recruiting, training and retaining Public Safety Dispatchers. At the present time, the Communications Center has nine Public Safety Dispatcher vacancies. Current staffing estimates are being developed and this item will be discussed during the FY 25/26 budget process.

Budget Allocated: TBD
Unfunded: TBD
Priority Area of Focus: Outstanding Quality of Life
Strategic Outcome: Safe Community

NEW HIGH PRIORITIES

High Priority initiatives which have not started and may need to be shifted based on budgetary and staff resource allocation.

9. Feasibility Study for Walkway/Stairway from Tasman to Lafayette with carve-out under bridge for Rideshare (New)

The initial steps initial steps for this item include identifying funding, developing a scope of work, and going out with a Request for Proposals (RFP) for a feasibility study to analyze the situation, develop options and prepare a cost estimate. Currently the Traffic

Management Operations Plan (TMOP) for Stadium operations does not identify ride share activities along Lafayette because of the roadway configuration, speeds and in addition, there were complaints from residents in the area. As a result, rideshare drop off and pickup areas were identified at other locations. The Santa Clara Police Department continually patrols this area to keep rideshare companies from stopping in the vicinity.

Any changes in operations may require TMOP modifications and approvals.

Part of the feasibility study needs to review ADA requirements, right of way restrictions, as well as vehicle/pedestrian safety. The City will explore funding sources from the City, Santa Clara Stadium Authority, grants and developer contributions. Once funding is identified staff will begin working on the initial effort.

Budget Allocated: N/A
Unfunded: TBD – Feasibility Study estimated at $200K. Future capital costs TBD.

Priority Area of Focus: Reliable Infrastructure and Mobility Strategic Outcome: Resilient and Well-Maintained Infrastructure

Page
40 ATTACHMENTS

1. 2024 City Council Priority Setting Sessions Agenda Report - March 25, 2024

2. Summary Report on City Council Priorities from Raftelis

3. Grant Inventory Summary
This page intentionally left blank.

City of Santa Clara / Strategic Priority Setting - 2024 1

CITY OF SANTA CLARA
Strategic Planning and
Facilitation
SUMMARY REPORT / APRIL 15, 2024
Attachment 2

Trusted Advisors Transforming Communities

THIS PAGE INTENTIONALLY LEFT BLANK
City of Santa Clara / Strategic Priority Setting - 2024 1 Trusted Advisors Transforming Communities
Strategic Priorities
The City of Santa Clara, California, engaged Raftelis to facilitate their 2024 Strategic Priority Setting process.

Facilitators from Raftelis conducted individual interviews in March with the Mayor, members of the City Council, and City Manager, and facilitated a meeting with the City’s Department Directors. Information from individual interviews was used as part of an overall context setting workshop in March 2024 where results from a statistically valid community survey were also shared, along with an update from the City Manager on current Strategic Priorities.

Summaries from each workshop are provided in greater detail in the body of this report. The final priorities were organized in four overarching outcome areas and are provided below.

The priorities fall into two categories:
• Top priorities: unanimous support to move forward
• High priorities: majority support to move forward (four or more votes)

2024 Strategic Priorities
Strategic Outcome Top Priorities High Priorities
Excellent City Government
Valued City Services • Identify areas where the City can reduce spending
• Write better City contracts without
ambiguity to protect City rights
• Improve overall employee morale
and job satisfaction
• Support expansion of our power
system (SVP) with creative
solutions so we can capture future
businesses and encourage
expansion of our current businesses
• Restore both library hours and
materials budgets to all three
libraries
• Conduct permitting process flow
chart/process improvement for
increased clarity of process
o Fix our inconsistent
processes for residents and
businesses alike
• Create a position at City Hall for a
grant writer – specifically focused
on federal grant opportunities
• Upgrade technology; prioritize use
of technology/AI at City Hall (4)
o Support the IT Department,
provide additional funding

City of Santa Clara / Strategic Priority Setting - 2024 2

Trusted Advisors Transforming Communities
Strategic Outcome Top Priorities High Priorities
Reliable Funding • Develop a long-term financial plan
for CIP projects
• Focus on Public Private
Partnerships (PPP)
• Manage pension liability and
salaries
• Pursue an admission tax on ticketed
entertainment events
• Understand the realities of grants
and/or low-cost loans for
infrastructure

• Paid parking at convention center
(and Franklin Mall) (4)

Well Managed
Stadium
• Establish permit parking in
Northside to protect residents from
stadium events

• Stadium neighborhood relations
committee (4)

Trusted and Engaged
City Government
• Improve communication to
residents about City issues and
long-term plans

• Request for speaking at events (5)
• Expand Councilmember District
communication options (4)
Reliable Infrastructure and Mobility
Resilient and Well-
Maintained
Infrastructure
• Create City infrastructure
maintenance plan
• Pursue a bond measure for
infrastructure investment
• Expand City fiber network for
internet equity throughout the City
(collaborate with private providers)
• Identify all City-owned property
and develop a good plan for said
property (inside and outside the
City)

• Use of technology to solve traffic
issues – intelligent lights (look at
www.Milpitasprt.com) (5)
• Walkway/stairway from Tasman to
Lafayette with carve-out under
bridge for rideshare (4)
• Rainbow crosswalks (4)

Accessible
Transportation
Options
• Expand shuttle services for seniors,
students, etc.
• Implement traffic solutions for
accident prone areas of the City
(Vision Zero Implementation)
• Develop Station Area Plan Brokaw
and Benton Underpass/Bike tunnel

City of Santa Clara / Strategic Priority Setting - 2024 3

Trusted Advisors Transforming Communities
Strategic Outcome Top Priorities High Priorities
Thriving Community
Vibrant Local
Economy
• Uptown Santa Clara
o Open Uptown to support events
by 2025 or early 2026
o Complete the Related Uptown
Project
• Downtown
o Build Downtown (start the
project)
o Reclaim Downtown
o Conduct a nexus study for
density bonuses Downtown
with funding for art
programming
o Start work on historic
Downtown at Franklin Mall
• Develop a plan for economic
growth to support businesses both
large and small
• Hire an Economic Development
Director
• Launch a business initiative/
consortium to work on City agenda

Outstanding Quality of Life
Affordable Housing
and Supportive
Services
• Provide interim supportive housing
and outreach services for the
unhoused
• Off Street parking for RVs/people
living in cars

Safe Community • Restore funding for Police Park
Patrols

• More SCPD, Dispatchers, Fire to
help prepare for 2026 events (4)

Quality Parks
Programming and
Cultural Amenities
• International Swim Center
o Re-open/remodel swim center
(in parts).
o Bring both a short-and long-
term solution to replacing the
international swim center
 Short-term: cut deficiencies
in current facility and open
aquatics program

City of Santa Clara / Strategic Priority Setting - 2024 4

Trusted Advisors Transforming Communities
Strategic Outcome Top Priorities High Priorities
 Long-term: create cost
effective solution and
aquatics plan, including
international swim center
• Implement more community
benefits that celebrate the City’s
diversity and culture (dog parks,
cricket fields, and placemaking)
• Expand senior services to Northside
• Support youth groups and
programs, senior programs, and
community activities for residents –
put the needs of the community first
• Arts Master Plan
o Support the Cultural Arts
Commission’s Arts Master Plan
with a nexus study for a public
art fee
o Understand the needs and
ramifications of Arts Master
Plan

Achieving Results
Together, the Mayor and City Council identified priorities that will inform resource allocation and staff work planning for the next year. Many of the priorities are expected to span multiple years and all require sustained focus to achieve the intended results.

Ensuring progress on the shared priorities of this Council will require staff to:
• Incorporate the priorities into the City’s budget and annual workplan • Provide regular progress reports to Council communicating status, progress, and completion • Minimize new requests that would distract from achieving the established priorities

There is no shortage of ideas regarding how the City can meet the needs of the community and invest in the future. It will be important for Council and staff to work together to maintain the discipline required for sustained results and not shift priorities mid-cycle. There are occasions when a shift in priorities is warranted but should be infrequent and the exception. Best practice criteria for adding initiative and projects mid-cycle include:
• In response to an emergency
• New outside funding opportunity that is time sensitive • A multi-agency opportunity that cannot be delayed
• Community safety issue that must be addressed in the near term • Changes in laws or mandated

In other cases, items should be deferred until the next priority-setting process.

City of Santa Clara / Strategic Priority Setting - 2024 5

Trusted Advisors Transforming Communities
March 24, 2024: Workshop Summary
Expectations
After some opening remarks from the facilitators, the Mayor, City Council and City Staff Leadership were invited to share their expectations for the two-session workshop. • Come to a consensus – set meaningful priorities that benefit the whole community • Be realistic and identify what we can actually do
• To grow and evolve with the community
• Focus on core services
• Provide focus for our limited resources
• Alignment of values between City Council and staff
• Get clear direction that reflects the community and City Council • Hear City Council priorities
• Manage expectations and provide focused priorities
• Concrete/specific ideas of what we want to accomplish • Aim big – establish stretch goals
• Action-oriented
• Look at what the people (community) want – and realistic goals • Get consensus and add value
• Collaborative priority-setting process; set of actions/priorities (reflective of longer-term, bold ideas)

Sharing Context
The facilitators from Raftelis, survey consultants from EMC, and the City Manager each made presentations to provide relevant context for the Council’s priority setting process. The City’s slides are included as an attachment to this report.

Public Comment
Members of the public were invited to share input for the Council’s consideration at two points during the meeting. The Council received the community input both in person and through virtual participation.

True Today/True in Ten Years
Participants were asked to share three to five things that are true about Santa Clara today that they hope will still be true in ten years, and three to five things that are NOT true about Santa Clara today that they hope will be true in ten years. The facilitators then grouped those ideas into categories, and, where relevant, noted alignment with existing pillars. Items in RED were true today and the hope is they will still be true in ten years; items in YELLOW are not true today but the hope is they will be true in 10 years, and the AQUA notes are existing pillars or categories identified during the exercise debrief.

City of Santa Clara / Strategic Priority Setting - 2024 6

Trusted Advisors Transforming Communities

Quality of Life
• Wonderful place to raise a family
• Santa Clara has a superior quality of life
• City traditions are big, well attended
• Santa Clara still celebrates our City traditions
• Great quality of life
• Santa Clara is historically a great City to live, work, play, raise a family, and start your life

Community Sports, Recreational and Arts Assets
• Santa Clara supports our seniors and youth programs
• We have a senior center in Northside
• Great America
• Great America location has opportunities for gathering and recreation for youth • Sports and recreation are valued by youth and adults alike and there are many great options • Parks and Open Space are an important part of family life • More farmers markets
• Santa Clara has a world-renowned Swim Center that hosts events • Santa Clara has a first class International Aquatic Center for Swimming • Mission Church (historical asset)

Public Safety
• City remains a safe city that gives residents peace of mind • Station Ten

City of Santa Clara / Strategic Priority Setting - 2024 7

Trusted Advisors Transforming Communities
Manage Levi Stadium
• Stadium holding great events
• Levi’s stadium provides millions to General Fund
• Santa Clara is not owned by the 49ers

Enhance Community Engagement and Transparency
• Santa Clara has a First Class Ethics Program

Education
• SCU continues to educate highly-trained professionals

Affordable Housing and the Unhoused
• Santa Clara is an affordable place to live
• The children of our residents can afford to live here • More affordable housing
• No homeless and affordable housing for all
• We have permanent supportive housing for unhoused people • Santa Clara programs for unhoused people is a template for other jurisdictions

Economic Development – Downtown/Uptown
• Great economic business environment
• Santa Clara is still a business friendly community
• Better Public Private Partnerships
• Downtown
• Downtown Reclaimed
• A vibrant downtown is the center of civic events, much like Central Park today • Santa Clara attracts people from outside to dine here – Downtown/City Place

City Services
• Santa Clara utilities are the best – quality and value for all users • Santa Clara expands our public utility to keep business • Best power utility
• Silicon Valley Power provides low cost reliable power that attracts business • The old way of doing business is not status quo
• The needs of the Santa Clara community come first
• Wonderful City staff
• Great City Services
• Santa Clara looks at being different as embracing new opportunities and progressive

City Finances
• No unfunded liability (pension)
• City not in deficit spending
City of Santa Clara / Strategic Priority Setting - 2024 8

Trusted Advisors Transforming Communities
• Santa Clara restores a long-term revenue strategy for the General fund • Balanced budget with huge reserves

Infrastructure
• Updated infrastructure
• Pedestrian crosswalks
• Year to year capital needs for infrastructure
• Good roads and parks

Transportation
• Shuttle transportation
• People do not have to travel far for daily needs and education • Biking and walking to local points of interest are the major modes of transit • Free shuttle for everyone in the City

Public Comment
After hearing the summary of the Council’s True Today/True in Ten Years Exercise the public was invited to provide additional input to inform the Council before they shared their individual priorities.

Individual Priorities
Members of Council were asked to identify 7-10 specific projects or initiatives that are important to them. The facilitators gathered those cards and worked between Workshop 1 and Workshop 2 to organize and sort the priorities into the appropriate categories. The initial write-up is provided below.

Valued City Services
• Permitting process flow chart/process improvement. Residents need clarity of the process. • Fix our inconsistent permit process. The residents and businesses alike need a smooth process to get their permits approved. All depts need to work together with transparent, consistent rules and regulations. This includes Fire Marshal, etc. We need to maintain our business-friendly reputation. • Restore both library hours and materials budgets to all three libraries. Our community loves and relies on our libraries for many resources. They need to be open and stocked. • Support expansion of our power system (SVP) with creative solutions so we can capture future businesses and encourage expansion of our current businesses. If not, we could lose the tax base we have now.
• Identify areas where the City can reduce spending
• Write better City contracts without ambiguity to protect City rights • Improve overall employee morale and job satisfaction
• Prioritize use of technology/AI at City Hall
• Upgrade technology. There are various ways to help the IT department. They will know our needs best. Need more funding in that department.
• Create a position at City Hall for grant writer – specifically federal grants opportunities City of Santa Clara / Strategic Priority Setting - 2024 9

Trusted Advisors Transforming Communities
Trusted and Engaged City Government
• Resolve requirements for elected officials and set salaries accordingly • Need an ethics consultant to work directly with the City Council and appointed staff to bring back transparency and trust to our community
• Better communication to residents about City issues and long-term plans • Ranked-choice voting

Well-Managed Stadium
• Permit parking in Northside to protect residents from stadium events • Resolve litigation around stadium and move funds to General Fund • Stadium neighborhood relations committee

Safe Community
• More SCPD, dispatchers, fire to help prepare for 2026 events • Re-open the Northside SCPD substation
• Restore funding for our Police Park Patrols. This will help with crime, unhoused, and public safety for our residents.
• More crackdowns on street racing and sideshows

Reliable Funding
• Understand the realities of grants and/or low-cost loans for infrastructure • Develop a long-term financial plan for CIP projects (i.e., a City-savings plan) • Focus on PPP (public-private partnerships) with trillion dollar companies to compensate for revenue • Manage pension liability and salaries
• Paid parking at convention center (and Franklin Mall) • Admission tax on ticketed entertainment events

Vibrant Local Economy
• Develop a plan to support businesses (both large and small) for economic growth • Complete the Related Uptown project. This project is crucial to Santa Clara’s future. It can help fund the development of Downtown as well as our General Fund. Will supply services and amenities to the stadium and convention center to keep visitors in Santa Clara. Increases our tax base. • Reclaiming Downtown
• Help developers advance projects. Potential fee cuts to help projects pencil out and enhance projects. • Business initiative/consortium to work on City needs. • Economic Development Director
• Start work on Historic Downtown at Franklin Mall
• Open Uptown Santa Clara to support events by 2025 or early 2026 • Station Area Plan; Brokaw/Benton underpass.
• Data Center policy/plan
• Building Downtown (start the project)
City of Santa Clara / Strategic Priority Setting - 2024 10

Trusted Advisors Transforming Communities
Resilient & Well-Maintained Infrastructure
• Bond Measure for infrastructure
• At least one rainbow crosswalk as it could add to making Santa Clara a destination and be a fun landmark (as seen in European cities)
• Rainbow crosswalk(s)
• Widening the San Tomas Aquino Creek trail
• Create City infrastructure maintenance plan
• Use of technology to solve traffic issues – intelligent lights. Also look at www.Milpitasprt.com • Expand City fiber network for internet equity throughout the City. Collaborate with private companies.
• Identify all City-owned property (inside and outside the City) so a good plan for said property is designed.
• Develop a plan for a new City Hall. Probably in stages

Accessible Transportation Options
• Shuttle expansion for seniors, students, etc. all new specific area plans to have this element • Traffic solutions for accident-prone areas of the City – Vision Zero implementation • Strengthen enforcement of Transportation Demand Management (TDM) policies • Bike tunnel at BART station between Benton and Brokaw • Walkway/stairway from Tasman to Lafayette with carveout under bridge for rideshare

Sustainability and Environmental Protection
• Dashboard to track Greenhouse Gas (GHG) emissions

Affordable Housing and Supportive Services
• Homeless services/affordable housing
• Provide interim supportive housing and outreach services for unhoused • Set up navigation centers at City Libraries at train/BART stations for unhoused or need • Off street parking for RVs/people living in cars

Quality Parks Programming and Cultural Amenities
• Put the needs of the community first – support for youth groups and programs; senior programs; community activities for our residents to enjoy
• Senior services. Expand senior services to Northside. As the population increases, our services to seniors need to increase. Health, food, wellness, activities, and socialization. • Bring both a short- and long-term solution to replacing the international swim center. Short term – cure deficiencies in current facility. Long term – create cost effective solution • Short-term – open aquatics programs; long-term – aquatics plan, including international swim center • Reopen/remodel swim center (parts).
• Fund lawn bowling clubhouse
• More community benefits like dog parks, cricket fields, placemaking that take into consideration our City’s diversity and culture
City of Santa Clara / Strategic Priority Setting - 2024 11

Trusted Advisors Transforming Communities
• Arts master plan
• Support cultural commission’s Arts Master Plan with nexus study for public art fee • Nexus study for density bonuses at Downtown with funding for art and programming • Understand the needs and ramifications of an “Arts Master Plan”

The facilitators used the results of the True in Ten Years exercise and the individual priority suggestions of the Mayor and Council to establish the overarching themes for structuring the City’s Priorities into the following Outcome Areas:

• Excellent City Government
o Valued City Services
o Reliable Funding
o Well-Managed Stadium
o Trusted and Engaged City Government
• Reliable Infrastructure and Mobility
o Resilient and Well-Maintained Infrastructure
o Accessible Transportation Options
• Thriving Community
o Vibrant Local Economy
• Outstanding Quality of Life
o Affordable Housing and Supportive Services
o Safe Community
o Quality Parks Programming and Cultural Amenities
Closing Comments
To conclude the workshop, participants were invited to share a one-word reflection on the process thus far. • Great anticipation
• Positive
• Half-way through – looking forward to
what’s next
• Hopeful
• Bold-ish
• Clear direction
• Focused
• Forward-thinking
• Fix everything
• Putting people’s priorities first
• Consensus
City of Santa Clara / Strategic Priority Setting - 2024 2

Trusted Advisors Transforming Communities
April 3, 2024: Workshop Summary
Reflections on the First Session
The session began with participants sharing reflections they had since the initial gathering on March 24. • More priorities came to mind – no shortage of ideas!
• Community feedback – not as interactive as it could be, and they would like more time to participate – what can be different in the future?
• Council is eager to get their priorities out there!
• Meeting time not convenient to public – location not convenient • Iceberg – so much that must be done below the water line! • Time spent on things we should know
o “Success comes from ignoring the other great ideas…”
• Good session – appreciated the time public spent sharing their ideas

Strategic Priorities for 2024
The City Council’s Strategic Priorities fall into four key areas of focus:

• Excellent City Government (including valued city services, reliable funding, a well-managed stadium, and trusted and engaged City government)
• Reliable Infrastructure and Mobility (including resilient and well-maintained infrastructure and accessible transportation options)
• Thriving Community (including a vibrant local economy) • Outstanding Quality of Life (including affordable housing and supportive services, ensuring a safe community, and quality parks programming and cultural amenities)

Top Priorities
The facilitators revealed the priorities Council provided during their March 24 workshop and ensured they were properly categorized. After that process, the Council was given an unlimited number of red dots. They were instructed to place a red dot on any item that they did NOT wish to see move forward as a shared priority of the City Council. This resulted in 33 items moving forward as shared priorities (unanimous) of the Mayor and City Council and thus reflect the Top Priorities of the governing body. Those items are listed below in the corresponding Outcome Areas.

Excellent City Government
Valued City Services
• Identify areas where the City can reduce spending
• Write better City contracts without ambiguity to protect City rights • Improve overall employee morale and job satisfaction
City of Santa Clara / Strategic Priority Setting - 2024 3

Trusted Advisors Transforming Communities
• Support expansion of our power system (SVP) with creative solutions so we can capture future businesses and encourage expansion of our current businesses. • Restore both library hours and materials budgets to all three libraries. • Permitting process flow chart/process improvement – residents need clarity of process o Fix our inconsistent processes for residents and businesses alike • Create a position at City Hall for a grant writer – specifically focused on federal grant opportunities

Reliable Funding
• Develop a long-term financial plan for CIP projects
• Understand the realities of grants and/or low cost loans for infrastructure • Focus on Public Private Partnerships (PPP)
• Manage pension liability and salaries
• Admission tax on ticketed entertainment events

Well Managed Stadium
• Permit parking in Northside to protect residents from stadium events

Trusted and Engaged City Government
• Better communication to residents about City issues and long-term plans

Reliable Infrastructure and Mobility
Resilient and Well-Maintained Infrastructure
• Create City infrastructure maintenance plan
• Expand City fiber network for internet equity throughout the City – collaborate with private companies
• Identify all City-owned property and develop a good plan for said property (inside and outside of the City)
• Bond measure for infrastructure

Accessible Transportation Options
• Shuttle expansion for seniors, students, etc. – all new specific area plans to have this element • Traffic solutions for accident prone areas of the City – Vision Zero Implementation • Station Area Plan Brokaw Benton Underpass/Bike tunnel

Thriving Community
Vibrant Local Economy
• Uptown Santa Clara
o Open Uptown to support events by 2025 or early 2026
o Complete the Related Uptown Project
• Downtown
o Build Downtown (start the project)
City of Santa Clara / Strategic Priority Setting - 2024 4

Trusted Advisors Transforming Communities
o Reclaim Downtown
o Nexus study for density bonuses at Downtown with funding for art programming o Start work on historic Downtown at Franklin Mall
• Develop a plan to support businesses both large and small for economic growth • Economic Development Director
• Business initiative/consortium to work on City agenda

Outstanding Quality of Life
Affordable Housing and Supportive Services
• Provide interim supportive housing and outreach services for the unhoused • Off Street parking for RVs/people living in cars

Safe Community
• Restore funding for our Police Park Patrols

Quality Parks Programming and Cultural Amenities
• International Swim Center
o Reopen/remodel swim center (parts). Lawn bowling clubhouse o Bring both a short-and long-term solution to replacing the international swim center  Short term cure deficiencies in current facility and open aquatics program  Long-term create cost effective solution; and aquatics plan, including international swim center
• More community benefits that celebrate the City’s diversity and culture (dog parks, cricket fields, and placemaking)
• Expand senior services to Northside
• Support for youth groups and programs, senior programs community activities our residents enough – putting needs of the community first
• Arts Master Plan
o Support the Cultural Arts commission Arts Master Plan with a nexus study for public art fee o Understand the needs and ramifications of Arts Master Plan

Public Comment
Members of the public were invited to share input for the Council’s consideration at two points during the meeting. The Council received the community input both in person and through virtual participation.

City of Santa Clara / Strategic Priority Setting - 2024 5

Trusted Advisors Transforming Communities
High Priorities
The items initially removed by the red dots were then combined with outstanding referrals Council made at previous Council Meetings in the same categories. Council was then given 18 dots, and this time their individual dots represented a desire for that initiative to move forward as a Council priority. Items receiving support from four or more members of the governing body moved forward as High Priorities. The number of dots received is included in the summary below.

Excellent City Government
Valued City Services
• Upgrade technology; prioritize use of technology/AI at City Hall (4) o Support the IT Department, provide additional funding

Reliable Funding
• Paid parking at convention center (and Franklin Mall) (4)

Well Managed Stadium
• Stadium neighborhood relations committee (4)

Trusted and Engaged City Government
• Request for speaking at events (5)
• Expand Councilmember District communication options (4)

Reliable Infrastructure and Mobility
Resilient and Well-Maintained Infrastructure
• Use of technology to solve traffic issues – intelligent lights (look at Milpitasprt.com) (5) • Walkway/stairway from Tasman to Lafayette with carveout under bridge for rideshare (4) • Rainbow crosswalks (4)

Outstanding Quality of Life
Safe Community
• More SCPD, Dispatchers, Fire to help prepare for 2026 events (4)

Public Comment
After hearing the summary of the Council’s prioritization, the public was invited to provide additional input.

City of Santa Clara / Strategic Priority Setting - 2024 6

Trusted Advisors Transforming Communities
Items Not Moving Forward
Items that did not receive sufficient support to become a Strategic Priority are listed below. The set of potential priorities included items submitted at the end of session one as well as those on the City’s prior referrals list.

Excellent City Government
Well Managed Stadium
• Development of Stadium Authority Financial Reporting Policy • Establish stadium neighborhood relations committee
• Resolve litigation around stadium and move funds to General Fund • Public review of the Settlement Agreement and Mutual Release dated August 31, 2022, between the City of Santa Clara, the Santa Clara Stadium Authority, and the 49er Football Team Entities • Report regarding July 2, 2023, Concacaf Gold Cup Soccer match between Mexico and Qatar at Levi’s Stadium and event-related impacts
• Information regarding overtime payments on 12/15/23 and 12/24/22 NFL football games • Report on public transit riders for large stadium events

Trusted and Engaged City Government
• Ranked-choice voting
• AB 1234 Ethics annual training and review of existing City ethics documents • Need an ethics consultant to work directly with the City Council and appointed staff to bring back transparency and trust to our community
• Campaign signs on public property
• Consideration for public presentations to occur at the end of agenda • Task force on Diversity, Equity, and Inclusion
• Resolve requirements for elected officials and set salaries accordingly • Query regarding employment and sources of income filings from Councilmember Park • Noticing requirements for projects
• Censure request for Mayor Lisa Gillmor

Reliable Infrastructure and Mobility
Resilient and Well-Maintained Infrastructure
• City Hall Downtown relocation study
• Develop a plan for a new City Hall. Probably in stages • Parking concerns at the St. Anton apartment community • Installation of rectangular rapid flashing beacon crosswalk at Kiely/Mauricia • Potential uses, unfunded repairs, and finances of operating and maintaining the Morse Mansion • Request to consider crosswalk improvements at Winchester Blvd and Dolores Ave. • Widening the San Tomas Aquino Creek Trail

City of Santa Clara / Strategic Priority Setting - 2024 7

Trusted Advisors Transforming Communities
Accessible Transportation Options
• Strengthen enforcement of Transportation Demand Management (TDM) policies • Review of City parking restrictions for a portion of Cecil Ave. and Tyler Street • Transportation Demand Management (TDM) Study

Thriving Community
Vibrant Local Economy
• Facilitate economic recovery
• Review and evaluation of the purchase of the California Great America theme park • Economic support from large businesses (voluntary)
• Help developers advance projects. Potential fee cuts to help projects pencil out and could enhance projects.
• Data center policy/plan

Outstanding Quality of Life
Affordable Housing and Supportive Services
• Set up navigation centers at City libraries and train/BART stations for unhoused or needy • Recommendations for SB9 for residential use
• Financial feasibility of rooftop solar for Santa Clara homeowners

Safe Community
• More crackdowns on street racing and sideshows
• Reopen the northside SCPD substation

Quality Parks Programming and Cultural Amenities
• Fund lawn bowling clubhouse
• Construction of lawn bowling facility for consideration • Consideration regarding youth soccer park parking
• Life costs/benefits of artificial surfacing, including turf

Sustainability and Environmental Protection
• Dashboard to track Greenhouse Gas (GHG) emissions

Additional Referrals Not Moving Forward
• Architectural review of Addition at 1485 Bellomy Street • Options for City-owned property at 2319 Gianera Street • Strategy regarding the sale of the Loyalton Ranch property

City of Santa Clara / Strategic Priority Setting - 2024 8

Trusted Advisors Transforming Communities
Parting Thoughts
• Kathy – Thank you for this process – we have not had a proper priority-setting session in four years, and this was a wonderful opportunity to do this!
• Anthony – Thank you for the process. There are some things we are disappointed with, but some may happen in the future. Appreciative of getting together to discuss these priorities. This weekend, I met with neighbors around Park Avenue and there are many infrastructure issues. Poor infrastructure destroys quality of life, and we need to get back to the basics. • Kevin – Concerned about public input. Wished more people would have come and would have liked more public input. Not sure why we didn’t do this during a Council meeting in Council chambers. In the future, would like to see something different for priority-setting and have it at City Hall at times when the public can participate. How can we get the public and our Commissions more engaged in this process in the future?
• Karen – We often take in information from Commissions and it could be a good idea to give priorities to our Commissioners. We went over things that are good, better, and best – moving to the top of our list those things are best is what matters. Appreciate Jovan stressing some things are short term and some are long term, and we know resources are always in questions • Suds – I liked this process better than previous processes with very generic pillars. Feel like we accomplished something with specific tasks. Our budgets reflect our priorities, and we will have to make those decisions moving forward.
• Raj – EMC Survey – we spend a lot of money on specific surveys. There is a need to have broader engagement, but the scientific surveys need to go hand-in-hand with our priority-setting. We have Commissions that are our eyes and ears.
• Mayor – thank you for the facilitation. This was really good. I’ve been through a lot of goal-setting sessions in my years on the City Council and this was one of the better ones. I like the fact that the community was surveyed and gives us an idea of what the community is thinking and what their priorities are – I liked that. Appreciate the public’s participation – both in person and online. This is a tool we haven’t had in the past. We have a challenging City and a challenging City Council – none of us are 100% happy but it is a good and fair representation of us and how we want our staff to spend their time. Don’t want to see things coming back via zero-thirty policies – we cannot keep adding to the plan or it will become unworkable for our staff. Things will come up – we know that – there will be emergencies – but this is our business plan for the next year going forward. Liked that it was tailor made it for us – and we appreciate it.

City of Santa Clara / Strategic Priority Setting - 2024 9

Trusted Advisors Transforming Communities
Appendix A:

Priority Setting
Workshop Slides

Santa Clara, California
Priority Setting Session
March 25, 2024
Workshop Activities
Introductions and Expectations for the Session1.

Context Setting2.

Community Survey 3.

Staff Update4.

True in Ten Years5.

Individual Priorities6.

Process Overview and Next Steps7.
1 2
Context Setting
3 4
Interview themes
• Love of Santa Clara
• Cultural diversity and celebrations
• City rooted in history
• Hub of innovation
• Great place for families
• Outstanding public schools
• Exceptional quality of life amenities
Why this process matters
• Resident engagement
• Transparency and communication
• Long-term, big picture thinking
• Clarifying shared expectations
• Evaluation and allocation of resources
• Plan for the budget
• Consensus building
5 6
Community Survey
Results Overview
Strengths Limitations
Challenges Opportunities
7 8
Strengths
Silicon Valley
Power: good rates,
well-managed
Responsive and
service-oriented
City staff
Open for
business/industry
powerhouse
Strong public safety
(response times)
High quality of life:
nice parks and
roads, small town
feel, family-friendly,
historical charm
Cultural diversity
Big City assets:
stadium, utility,
convention center
Sense of tradition
Limitations
Slow to change
Behind in
adoption of new
technology
Inconsistent
permitting
process
Lack of long-
term fiscal
planning
Outdated rules,
policies and
Charter
More time and
money spent
studying than
doing
High profile
assets are time
intensive
9 10
Challenges
Divisive politics Pressures of
Levi’s Stadium
Executive staff
turnover
Outdated
technology
Deferred
maintenance -
$500M in unmet
capital needs
Opportunities
Leverage investment
in affordable housing Invest in technology
Expand
Fiber network and
WiFi connectivity
Increase creativity
and innovative
service delivery
Pursue alternatives
for revenue
generation
Ensure successful
hosting of the Super
Bowl and FIFA World
Cup
Expand private-
public partnerships
with corporate
headquarters and
higher education
Streamline the
permitting process
Santa Clara Station
Area Plan
Downtown Precise
Plan Related Santa Clara
The diversity and
culture in our
community
11 12
Staff Update
Shared Priorities and Interests
City Council
Priorities
Executive
Team
Priorities
Community
Priorities
City Council Priorities
• Invest in infrastructure and deferred
maintenance
• International Swim Center
• Housing, supporting the unhoused
• Stadium management
• Financially viable
• Less politicized
• Address structural budget deficit
• Generate new revenue
• Staff salaries and benefits as
percentage of the General Fund
Executive Team Priorities
• Maintain high quality and affordable
services
• Invest in infrastructure
• Effective Stadium management
• Maintain public safety
• Modernize technology and processes
Community Priorities
• Develop affordable housing
• Road and sidewalk
maintenance (infrastructure)
• Address homeless issues
• Enhance public safety
• Support local businesses
• Utility emergency response
Top Shared Priorities
• Infrastructure Investment
• Affordable Housing
• Homeless support
13 14
Public
Comment
True Today, True
in 10 Years
1 What is true about Santa Clara
today that you hope will still be true
10 years from now?
2 What is NOT true about Santa Clara
today, that you hope WILL be true 10
years from now?
15 16
True Today, True in 10 Years…
• What themes stand out?
Deliver and Enhance High-Quality Efficient Services and Infrastructure Manage Strategically Our Workforce Capacity and Resources Promote and Enhance Economic, Housing and Transportation Development Enhance Community Sports, Recreational and Arts Assets
Ensure Compliance with Measure J and Manage Levi’s Stadium Enhance Community Engagement and Transparency
Promote Sustainability and Environmental Protection
Current Pillars
17 18
Priorities
Individual Priorities
• Councilmembers, please write
down the top 5 to 7 priorities you
are interested in pursuing on the
cards provided
• Facilitators will collect the cards to
organize for priority setting
19 20
Public
Comment
Process Overview
and Next Steps
21 22
Contact:

Julia Novak, Executive Vice President
[email protected]
Nancy Hetrick, Vice President
[email protected]
Thank you!
23 City of Santa Clara
Grant Inventory by Department
January 2021 - May 2024

ACTIVE GRANTS
Department Award Received
Remaining Award
Balance Expenditures
Expenditure vs
Award
(Overspend) /
Unspent
Actual Grant
Revenues Less
Actual
Expenditures
City Manager's Office 1,800,000 1,800,000 - - 1,800,000 1,800,000 Community Development 9,023,557 3,155,640 5,867,917 3,164,354 5,859,203 (8,714) Electric Utility 1,000,000 - 1,000,000 - 1,000,000 -
Finance 26,231,326 26,231,326 - 26,231,326 - - Fire 11,865,731 1,420,053 10,445,678 3,030,702 8,835,029 (1,610,649) Information Technology - - - - - -
Library 179,325 179,325 - 55,892 123,434 123,434
Parks & Recreation 3,007,616 111,456 2,896,160 1,911,456 1,096,160 (1,800,000) Police 4,691,275 3,675,906 1,015,369 606,444 4,084,832 3,069,462 Public Works 21,977,542 1,688,789 20,288,753 1,252,980 20,724,562 435,810 Total Active Grants 79,776,372 38,262,495 41,513 ,877 36,253 ,153 43,523 ,219 2,00 9,342

CLOSED GRANTS
Department Award Received
Remaining Award
Balance Expenditures
Expenditure vs
Award
(Overspend) /
Unspent
Actual Grant
Revenues Less
Actual
Expenditures
City Manager's Office 79,695 38,674 41,021 37,406 42,289 1,268 Community Development 2,057,068 2,052,068 5,000 1,905,866 151,202 146,202 Electric Utility - - - - - -
Finance 3,713,246 3,713,246 - 3,713,246 - -
Fire 918,896 828,597 90,299 832,033 86,863 (3,436)
Information Technology 150,000 150,000 - 150,000 - -
Library 360,439 360,439 - 361,301 (861) (861)
Parks & Recreation 638,762 638,763 (1) 638,763 (1) -
Police 808,002 656,362 151,640 697,208 110,794 (40,847) Public Works 1,043,598 1,043,593 5 1,043,593 5 -
Total Closed Grants 9,769,705 9,481,741 287,96 4 9,37 9,415 390,29 0 102,32 6 Total Grants Received 89,546,077 47,744,236 41,801 ,841 45,632 ,568 43,913 ,509 2,11 1,668 1 Attachment 3
City of Santa Clara
Grant Inventory by Department
January 2021 - May 2024

PENDING GRANTS
Department Requested
City Manager's Office 14,744,328
Community Development 120,000
Electric Utility -
Finance -
Fire -
Information Technology -
Library -
Parks & Recreation -
Police 2,830,069
Public Works 1,625,871
Total Pending Award 19,320,268

GRANTS NOT RECEIVED
Department Requested
City Manager's Office 60,915,500
Community Development -
Electric Utility 17,000,000
Finance -
Fire 2,371,683
Information Technology -
Library -
Parks & Recreation -
Police 4,038,496
Public Works 38,561,784
Total Not Received 122,887,463
2 City of Santa Clara
Grant Inventory by Category
January 2021 - May 2024

ACTIVE GRANTS
Category Award Received
Remaining Award
Balance Expenditures
Expenditure vs
Award
(Overspend) /
Unspent
Actual Grant
Revenues Less
Actual
Expenditures
Citywide 26,231,326 26,231,326 - 26,231,326 - - Community 4,986,941 2,090,781 2,896,160 1,967,348 3,019,594 123,434 Community Development 9,023,557 3,155,640 5,867,917 3,164,354 5,859,203 (8,714) Electric 1,000,000 - 1,000,000 - 1,000,000 - Public Safety 16,557,006 5,095,959 11,461,047 3,637,146 12,919,861 1,458,813 Solid Waste 185,289 185,289 - 46,237 139,052 139,052 Storm Drain 3,332,902 - 3,332,902 - 3,332,902 - Transportation 18,459,351 1,503,500 16,955,851 1,206,742 17,252,609 296,758 Total Active Grants 79,776,372 38,262,495 41, 513,877 36, 253,153 43, 523,219 2, 009,342

CLOSED GRANTS
Category Award Received
Remaining Award
Balance Expenditures
Expenditure vs
Award
(Overspend) /
Unspent
Actual Grant
Revenues Less
Actual
Expenditures
Citywide 3,863,246 3,863,246 - 3,863,246 - - Community 1,078,896 1,037,876 41,020 1,037,469 41,426 407 Community Development 2,057,068 2,052,068 5,000 1,905,866 151,202 146,202 Electric - - - - - - Public Safety 1,726,898 1,484,959 241,939 1,529,241 197,657 (44,283) Solid Waste - - - - - - Storm Drain - - - - - - Transportation 1,043,598 1,043,593 5 1,043,593 5 - Total Closed Grants 9,769,705 9,481,741 287 ,964 9, 379,415 390 ,290 102 ,326 Total Grants Received 89,546,077 47,744,236 41, 801,841 45, 632,568 43, 913,509 2, 111,668 3 City of Santa Clara
Grant Inventory by Category
January 2021 - May 2024

PENDING
Category Requested
Citywide -
Community 10,444,328
Community Development 120,000
Electric -
Public Safety 2,830,069
Solid Waste -
Storm Drain -
Transportation 5,925,871
Total Pending Award 19,320,268

GRANTS NOT RECEIVED
Category Requested
Citywide -
Community 6,435,500
Community Development / Housing -
Electric 17,000,000
Public Safety 15,310,179
Solid Waste -
Storm Drain 10,500,000
Transportation 73,641,784
Total Not Received 122,887,463
4