POST MEETING MATERIAL - 4/3/25 Special City Council Meeting 2025
City Council
Priority Setting
Session
April 3, 2025
Central Park Library
~ RAFTELIS
POST MEETING MATERIAL
Welcome
Expectations for
our Time
Together
6 Expectations ... lVhat I heard
• Want to set realistic goals, not tasks; reflect
key areas of focus for the next year
• Desire to work together to get things done
• Get us pointing in the same direction;
collaboration
• Take the long view and focus on the bigger
picture
• Want the City to be positive, behave
respectfully and professionally
Agenda
• Agenda Review and Workshop Norms
• Context Setting
• How We Work Together: Effective Governance
• Updates on 2024 Council Priorities
• Budget Update and Critical Priorities
• Public Comment
• 2025 Priority Setting
• Public Comment
• Wrap Up
eL£T OTHERS FINI~
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• SE ATTENTl"E
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ORMS
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What makes Santa Clara
special ?
What is one word to
describe your hopes for
the next year?
Context
Setting
Accomplishments
What makes you proud?
• Appreciation for the professionalism of
staff
• Passed the Bond measure - took
compromise and community trust.
• Stadium is now turning a profit
• Public safety
• The City's utility creates opportunities
What makes you most PROUD ?
What contributes to the City's SUCCESS ?
11 Interview Themes
• General sentiment that city is in a good place.
• Need to get on the same page. Recognize roles and strengthen governance Big opportunities on the horizon
• Superbowl and FIFA planning
• Economic Development
Opportunities
> Related Santa Clara
> High Tech business expansion
> Being business-friendly - small
and large
• Bond Measure implementation
(Infrastructure)
Challenges
• Financial sustainability (addressing
budget imbalance)
• Removing roadblocks in the
permitting process; get to yes
• Maintaining quality service delivery
WHAT
GElS DONE
COUNCIL
PRIORITlES
15 The Politics/ Administration Dichotomy
Determine "purpose ," scope of
services, tax level, constitution
issues
Pass ordinances ; approve new
projects and programs; ratify
budget
Make implementing decisions
(e.g., site selection); handle
complaints; oversee
administration
Suggest Management changes to
manager; review organization 's
performance in manager 's
appraisal
Jim Svara, Dlcholomy and Duality: RecDnc:eptuaUzlng
the RelaUonstup between Poflc:y and Amninlstratlon in Board-Manager Cities . Public ActnlnisCratlon Review , Vol . .U, No. 1, pp 221 -l l 2.
Council's Sphere
Mission
Administration
Management
Manager's Sphere
THE
PROFESSIONAL
MANAGER
Advise (what city "can" do may
influence what it "should " do);
analyze conditions and trends
Make recommendations on all
decisions; formulate budget;
determine service distribution
formula
Establish practices and procedures
and make decision for implementing
policy
Control the human , material &
informational resources of the
organization to support policy and
administrative functions
Effective
Manage01ent
Requires
Attention
and Time
5%
5%
MANAGEMENT'S TIME
■ Day-to-day
management of
municipal services
■ Unforeseen
challenges
__ New initiatives
■ Strategic
improvements and
training
Public Contntent
•
20 1 Strategic Vision
2 Trustee/Steward
3 Representative
4 Community Builder
Decision Maker
6 Oversight
21 1
Setting strategic
direction
Being a big picture thinker
2 Fulfilling a
stewardship role
As you allocate resources to
align the organization behind
your collective priorities
23 24
3 Be a customer service
representative and
constituent advocate
Helping neighbors who look to
you to help them interface with
matters large and small with the
City administration
4 Being a
community builder
Bringing the community and
communities of interest together
to increase their connection to
one another and the City
25 26
Making
decisions
Weighing competing priorities
and values - and voting up or
down on issues that are brought
before you
6 Providing oversight
You provide oversight and
ensure accountability with the
City Manager
❖ When and how are these roles
applied in the work you do?
❖ What role(s) come naturally to you?
❖ Are there roles that this group
should pay closer attention to?
❖ How can you use individual
strengths for the good of the group?
Break
An Ideal Member of the Governing Body
What is the PUBLIC
looking for?
What is STAFF
looking for?
What my fellow
COUNCIL MEMBERS
are looking for?
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KNOWN FOR?
Organization
Update
Jovan D. Grogan, City Manager
Priority Areas of Focus
Excellent City
Government
Reliable
Infrastructure
Outstanding Quality
of Life
Thriving Community
a) Valued City Services
b) Reliable Funding
c) Well-Managed Stadium
d) Trusted and Engaged City Government
a) Resilient and Well-Maintained Infrastructure
b) Accessible Transportation Options
a) Affordable Housing and Supportive Services
b) Safe Community
c) Quality Parks Programming and Cultural
Amenities
a) Vibrant Local Community
EXCELLENT CITY GOVERNMENT
Key Accomplishments
• Facilitated the Measure I - Public Facilities
and Infrastru cture Bond Measure
SVP completed $130M Debt Financing that
was strongly oversubscribed resulting in
better than anticipated pricing
Updated Zoning Code and Map
• Launched Accela Knowledge Base for the
permitting system
Launched a modern and efficient
appointment app for the Permit Center
Plans for Mobile Command Vehicle and
Armored Rescue Vehicle (MedVac)
Reinstated Park Police Patrols
• Deployed firefighters to the Palisades Fire in
Los Angeles the Red Rock Fire in Idaho, the
largest fire in Idaho to date
• Supplemented Ambulance Services by
,i!t"lit-a~;; ~ adding a local SCFD Ambulance
BJ
Launched City Employee engagement
groups on Al Policy, Re-envisioning City Hall
Cafe and Library Cafe, and employee
engagement events
RELIABLE INFRASTRUCTURE
Key Accomplishments
Energized three substations
SVP System Expansion : Completed 90% design
for NRS, SRS, KRS route selection for 11 SkV
line and commenced construction on Battery
Energy Storage Project
SVP worked with CAISO to approve an increase
to transmission capacity to Santa Clara
• Completed retrofit of LED lighting at 32
existing City facilities, saving on energy costs &
complying w/ State law
• Completed a New Americans with Disabilities
Act Transition Plan
• Completed Various Bikeway Studies
Benton Street Bikeway
Monroe Street Class II Buffered Bikeway
Study
De La Cruz Boulevard/Coleman Avenue
Bikeway Planning Study
Walsh Avenue/Martin Avenue Bikeway
Planning Study
• Improved asset management program with
GIS modules for public landscaping, sidewalks
and City lots
THRIVING COMMUNITY
Key Accomplishments
• 2024 Library Comic Con
• Art and Wine Festival 2024
K-POP Extravaganza
• Greatest Library User Ever (G.L.U.E.)
program partnered with the Santa Clara
Unified School District
• Celebrated 10th Anniversary of
Northside Library
• Committed funding in partnership with
the County Office of Supportive
Housing, Destination Home, and
Charities Housing to rehabilitate
Belovida Senior Apartments
• City's Adopted Housing Element in
compliance with State Housing Element
Law
• City converted construction loans to
permanent loans for affordable housing
projects (Monroe Commons, Agrihood &
Kifer Senior Apartments)
~ OUTSTANDING QUALITY OF LIFE
Key Accomplishments
Opened Magical Bridge Playground
• Westwood Oaks Playground & Park
Rehabilitation
New restroom at Fairway Glen Park
Special Events, including partnerships
with Mission College, Bay FC, Concaf
• BRAVE program in partnership with
Santa Clara Unified School District
Approved 2,000 units in Tasman East
and 300 units in Gateway Crossings
Finalized Water Use Rules and
Regulations to further improve water
conservation
• Voter engagement and access at Santa
Clara City Library together with County
Registrar of Voters
• Community Engagement for Library
Facilities Master Plan 2024/25
• Implemented new Grant & Loan
Management app to Streamline housing
programs
Organization Update
• Recruitment remains a Priority:
• 14.29% Vacancy Rate in our workforce from
12.5% Vacancy Rate last year
• Turnover rate 5. 71 % (7 /1 /24 - 2/28/25)
• Positions Filled FY24/25: 111 Full-time (FT)
hires, 52 FT promotions,
175 As-Needed hires
• Various Departmental Org Analysis Projects
Ongoing and More Planned
• Preparing to Launch Fiscal Sustainability Project
• Unknown Impacts
• Federal Funding/ Grants
• Trade Tariffs
• Labor Negotiations
Data as of March 3, 2025
Organizational Workload
Additional Workload:
• Priorities and Initiatives
• Council Referrals
Daily and Mandated Workload:
• Maintaining City Services
• Staff directed program and service
enhancement
• Citywide Service Requests
• Commissions, Boards, Committees
• Personnel Management
• Public Record Act Requests
City Council Priorities
Summary
Jovan D. Grogan, City Manager
Summary of 2024 City Council Priorities
• Top Priorities: Unanimous Support to move forward (34 total) • High Priorities: Majority support to move forward with 4 or more votes (9 total)
Priorities
Completed
Baseline/ Ongoing
Underway
2024 New
TOTAL
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TOTAL
5 12
18 8
43 Staff proposes to convert
;a- these to Council Referrals,
with biannual status reports
Completed Priorities (5)
1. Pursue a Bond Measure for Infrastructure Investment (Top Priority)
2. Hire an Economic Development Director (Top Priority)
3. Restore Funding for Police Park Patrols (Top Priority)
4. Expand Councilmember District Communication Options
5. Develop a Policy to Request for Speaking at Events
Baseline / Ongoing Priorities (12)
1. Pursue an Admission Tax on Ticketed Entertainment Events
2. Write better City Contracts without ambiguity to protect City Rights
3. Improve Overall Employee Morale and Satisfaction
4. Support Expansion of Silicon Valley Power System to capture future businesses
5. Manage Pension Liability and Salaries
6. Understand the Realities of Grants and/or Low-cost Loans for Infrastructure
7. Create and Fund a Grant Writer position focused on Federal Grants
8. Improve Communication to Residents about City issues and Long-term Plans
9. Create City Infrastructure Maintenance Plan
10. Support Programs for Youth, Seniors, and Community
11. Implement more Community Benefits (dog parks, cricket fields, and placemaking)
12. Use of Technology to Solve Traffic Issues I Intelligent Lights f~) Cityof
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Underway Priorities (18)
1. Identify Areas where the City can reduce spending
2. Focus on Public Private Partnerships
3. Restore Library hours and materials budgets to all three libraries
4. Streamline and Improve City permitting process for residents and businesses
5. Develop a Long-term Financial Plan for Capital Improvement (CIP) Projects
6. Identify all City-owned properties and Develop a Plan for properties
7. Expand Shuttle Services for Seniors and Students
8. Vision Zero Implementation
9. Station Area Plan and Brokaw and Benton Undercrossing Feasibility Study
10. Provide Interim Supportive Housing and Outreach Services for the Unhoused
11. Build and Reclaim Downtown and conduct a Nexus Study for Density Bonuses Downtown with funding for Art Programming
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Underway Priorities (18) - continued
12. International Swim Center Short Term and Long-Term plans
13. Establish Permit Parking in Northside to protect residents from Stadium events
14. Upgrade Technology and Prioritize use of Al at City Hall
15. Paid Parking at Santa Clara Convention Center/Tasman Garage and Franklin Square
16. Stadium Neighborhood Relations Committee
17. Rainbow Crosswalks
18. Increase SCPD, Dispatchers, and Fire to Help Prepare for 2026 Events ~ Cityof
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2024 New Priorities (8)
1. Expand City Fiber Network for Internet Equity throughout the City
2. Open Uptown Santa Clara to support 2026 events and Complete the Related Uptown Project
3. Arts Master Plan with a Nexus Study for Art in Private Development and in Public Places for a Public Art Fee
4. Develop a Plan for Economic Growth to Support Small and Large Businesses
5. Business Initiative/Consortium to work on City Initiatives
6. Off-Street Parking for RVs/people living in Cars
7. Expand Senior Services to Northside
8. Feasibility Study for Walkway/Stairway from Tasman to Lafayette with carve-out under bridge for Rideshare
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Council Priorities with Funding Needs
Priority
Restore library hours and materials budgets for all three libraries (funding for materials) Streamline and improve City permitting process (funding for implementation) Expand shuttle services for seniors and students
Vision Zero implementation for traffic solutions for high collision areas (TBD implementation)
Station Area Plan and Brokaw and Benton Undercrossing Feasibility Study ($S00K-$570K for study, $400K MTC grant and $170K to possibly fund and the City identified source for Council approval, TBD for implementation)
Build and reclaim downtown ($138K for Community Benefits Nexus Study) Expand City fiber network throughout the City for internet equity and collaborate with private providers ($SOOK for study)
Funding
Need
$290,000
$2.3M
$2M
TBD
$170,000
$138,000
$500,000
Council Priorities with Funding Needs (Continued)
Priority
Open Uptown Santa Clara to support events by 2025 or early 2026 and complete the Related Uptown Project (TBD - if no third-party sponsors) Arts Master Plan with a nexus study for art in private development and art in public places for a public art fee
Economic development and public-private partnership initiatives Off-street parking for RVs/people living in cars ($1.6 M for 2-3 year program if City site) Expand Senior services to Northside
Paid parking at Santa Clara Convention Center/Tasman Garage and Franklin Square Increase Santa Clara Police Department, Dispatchers, Fire to help prepare for 2026 events (TBD)
Feasibility Study for walkway/stairway from Tasman to Lafayette with carve-out under bridge for rideshare ($200K for feasibility study, TBD for capital costs) Total Council Priority Funding Needs
Funding
Need
TBD
$114,000
TBD
$1.6M
TBD
TBD
TBD
$200,000
$7.3M+
Organizational
Initiatives & Projects
Occurring Over the
Next 6-24 Months
Categorized By Department
City Attorney 's
0ffice
City
Auditor's
Office
City Manager's
Office
Community
Development
Organizational Lookahead - 6 - 24+ months
2025 2026
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Comprehensive Charter Update (Pending Action from Governance & Ethics Committee & Council) _S_l~):lp_ort for ~~26 Major Events ______ __;;;;;___~- Audit of City Building
Permit Process
Audit of Silicon Valley Power
(SVP) Power Purchase
Agreements
Audit of
Public Safety
Personnel
Overtime
Audit of City Procurement Process
Organizational Lookahead - 6 - 24+ months
Q1
2025
Q2 Q3 Q4 Q1
Establlsh nierii: of an E_co_rio111ic Develop ment Program Santa Clara Station Area Specific Plan
El Camino Real Specific Plan Revision
Tasman East Specific Plan Amendment
Downtown Precise Plan - Community Benefits Assessment
2026
Q2 Q3 Q4
Fire
Human
Resources
Parks&
Recreation
Organizational Lookahead - 6 - 24+ months
2025 2026
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun Jul luJg Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec ffilllilela1 M
<Eontln,a to train &
ment or 20 probation ary
ffreffgh rers
Hire elljhl flr:efighteJ g,n-dlda u,s f~'1JTI tl)e c1.1rrent-ellglblll ty list W'd cond 1.1ct a zo:week fire aca\Jem}'
St,irt a new ntcr1.1ltment for Flreflght'er a11d e~tabJfsh it" elfgl blllty 11;,t L11bor Relatlons/Negatlatlons
Slllary settIn1
Commission (SSC)
l'eopleSoft KRIS
Student Intern Partnership
with Mission C_ollege
City-Wide
Employee Survey
Organizational Lookahead - 6 - 24+ months
2025 2026
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Youtl,
Community
Sporu Fl,.16
Fee,,
Parkland
Oecllcatlon
Or'dlnanc,.
tei,,pol'l!rJ Re-Openln1 of tntemattonaLSwlm Center
Measure I Projects
Evaluation of Ce_metery Fl!es
~iuatlon of Lawn Bowl _clubho1ne Options
Completion fl! Pa,:J<s Master Pian
Public
Works
Silicon Valley
Power
Water & Sewer
Utilities
Organizational Lookahead - 6 - 24+ months
2025
Q1 Q2
Stevens Creek Corridor Study
Sanitary Sewer Master Plan Update
Q3
Storm water Trash Load Reduction Mandate
Great America Pkwy and Mission College Blvd Intersection Improvements
2026
Q4 Q1 Q2 Q3
ffin etc,)
Central Santa Clara Bike and Pedestrian Project
Emergency Generator Replacement Phase Ill
Lafayette Bike Lanes
Anna Drive Storm Drain Improvement Project
2025/26 Annual Paving
Q4
Organizational Lookahead - 6 - 24+ months
2025
Q1 Q2 Q3 Q4 Q1
System Expansion Projects
ArcGIS / ArcFM Migration (Mobile GIS application for field crews) Property Sales & New Leases
ARCOS Software Automated
"Callout'', scheduling and
Crew Management
Customer Rebate System
Outage Management System
2026
Q2 Q3 Q4
Electrification Study (Evaluate for increased bldg. transportation electrification) Water Main Replacement (Annual Basis at Various Locations) !;:===============--====-- =--==-----=:::::::::::::==== Secure Permanent Customer Status with SFPUC Water Supply Potable Reuse/ Purified Water Project
Public Contntent
Infrastructure Bond
Project Planning
Elizabeth Klotz, Assistant City Manager
Measure I
• November 4, 2024, Santa Clara voters approved the
Public Facilities and Infrastructure Bond Measure
• $400M general obligation bond to fund capital
infrastructure improvements throughout the City
• Measure requires compliance with the Expenditure
Plan and the formation of a Bond Compliance
Oversight Committee
Expenditure Plan
• Fire Stations and Emergency Response: $142.2M
• Parks, Libraries, Senior Center, and Aquatics: $115.3M • Storm Drain System Improvements: $46M
• Police Facilities: $44M
• Streets and Transportation: $41.2M
• Historic Buildings & Beautification: $9.2M
57 58
Measure I Governance Structure
• Internal Leadership Team
- Capital Projects Program Manager
- Director of Public Works
- Finance Director
• Bond Administration Team
- Finance Director
- Bond Counsel - Jones Hall
- Municipal Advisor - Public Financial Management
Bond Compliance Oversight Committee
• Responsibilities
- Monitor project alignment with Expenditure Plan
- Review annual audits
- Recommend plan amendments
- Inform the public
• Recruitment and Selection Process
- 9 members (7 residents, 1 large business, 1 small business) - Selected by lottery and confirmed by the City Council - Direction on term limits and lottery selection process (all 7 citywide or 6 district seats and 1 · citywide)
59 60
Bond Issuance Process
• Phased process so that the City has reasonable expectation that the proceeds will be expended within 3 years
• City identifies the infrastructure and capital project and estimated costs
• City adopts a resolution authorizing a tax levy for incorporation into the upcoming property tax roll
• June 2025 - City Council to authorize first tax levy
Capital Projects Delivery Strategy
Type 1: Design-Ready Projects
- Project that are ready to be designed and are ready to proceed with funding
Type 2: Design Phase Projects
- projects that are multi-year initiatives that are larger or more complex and require additional time to finalize design concepts
Type 3: Planning and Feasibility Phase Projects
- Projects that require study, planning and feasibility assessments before design
61 62
Schedule
Meetings Dates
_Appr~val ~f Citizen Oversight Committee .
. . .. ~::..... =----- - ,, ' - - - ----- --
May 2025
June 2025
June 2025
June 2025
August 2025
• : , '
Rainbow Crosswalk
Project Update
Craig Mobeck, Director
Department of Public Works
63 Background
• Council Direction for staff to look at artwork options and locations
• Budget includes $1ook for one Rainbow Crosswalk
• Completed preliminary identification of potential crosswalk locations and artwork
• January 6 Cultural Commission discussion/recommendation Installation
• Not regulatory but considered a form of artwork
• Cannot replace crosswalk markings
• Location
- More than average pedestrian activity
- Lower vehicle volume / speed
- Midblock or uncontrolled crosswalks ideal
• Two staff recommended locations
65 66
Location 1
Monroe Street at Franklin Street
Location 2
Warburton Avenue at City Hall to
Triton Museum
67 Art\Nork
• Incorporates LGBTQIA+ colors
• Red- Life
• Orange - Healing
• Yellow - Sunlight
• Green - Nature
• Blue - Serenity
• Violet - Spirit
• Black and Brown - People of Color
• Pink, Light Blue and White - Transgender
community, reflecting traditional gender colors and
those who identify outside the binary.
• Simplified artwork to facilitate on-going maintenance Artwork Sa111ple 1
69 70
Art,Nork Sample 2
Staff Recommendation
Monroe St. and Franklin St.
71 72
January 6th Cultural Commission
• Location:
- First choice: Southern crosswalk at Scott Boulevard and Anna Dr. (New location idea)
- Second choice: Monroe Street and Franklin Street
(Staff recommended)
• Rainbow-Colored Artwork: Ladder-style crosswalk with rainbow- colored stripes running perpendicular to pedestrian travel (Staff recommended)
Cultural Commission
Recommendation
Scott Blvd and Anna Dr.
73 Next Steps
• City Council Approval
• Installation: Summer /Fall 2025
75 Quest .ions
76 Bikeway Study Policy
Update
Craig Mobeck, Director
Department of Public Works
Background
• March 4, 2025 Council Direction - Policy development
that focuses on bike lanes and addresses the operational matter related to their implementation and maintenance at the earliest date possible.
78 Scope
• Create a City Council Bicycle Policy for future bike studies that may require lane and/ or parking removals
• Potential approval thresholds for staff, City Manager, or Council
• Information on implementation of Parking-Protected Bicycle lanes
,.,. Parking-Protected
Bicycle Lanes
10'
Cenle< tum lane Drive lane
Cost and Schedule
• Estimated cost: $150,000
- Includes Community outreach, BP AC meetings,
lessons learned from recent bike studies, Council
coordination, parking-protected bike lane analysis
• Schedule: 12-18 months
- Includes Request for Proposals for consultant
support and Council meetings
1· .. I
a- 3· s· 5·
Parl<ing Jane ' S1d,,v,alk 79
80 Next Steps
• Identify Funding
• Develop Scope of Work
• Request for Proposals
• Consultant Selection
81 Questions
82 Budget Study Session/
Public Hearing Calendar
Date Budget Schedule
April 29, 2025 Public hearing and adoption of Proposed FY 2025/26 Municipal Fee Schedule May 1, 2025 Release Proposed Biennial Operating Budget and CIP Budget changes May 13, 2025 Study Session to review Biennial Operating Budget and CIP Budget changes May 27, 2025 Study Session to review Biennial Operating Budget and CIP Budget changes June 10, 2025 Public Hearing/Adoption of Biennial Operating Budget and CIP changes July 1, 2025 Start of FY 2025/26
( ~ '::- . ·
1 City of
~ > Santa Clara 84
~ Th,(:,r•,, 1 1•,1~
Past/Current Budget Balancing
Strategies
• Combination of strategies to address budget
shortfalls
- Ongoing/one-time expenditure reductions
- Revenue-generating actions
- Use of Reserves
- Phased approach
• Targeted changes in this Biennial Budget
• Goal to bring Budget Stabilization Reserve to policy
level of 25%
• Restoration of services would rely on
outperforming forecast and/or new revenues
Use of
Reserves
Revenue
Solutions
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Fiscal Sustainability Project
• In-depth analysis of the City's financial condition
• Develop a blueprint for moving forward to ensure fiscal stability
□ Address projected budgetary shortfalls
□ Provide capacity to fund service and infrastructure needs □ Plan for future growth and expansion of City services • Goal: Develop various strategies for the community and the City Council to consider and establish an Implementation Action Plan
• RFP to be issued for consultant study
• Schedule to begin in FY 2025/26
1 0,~' 1 City of
-
--~-:----
Adopted Strategies with an
Implementation Action Plan
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Summary of Staffs' Key Focus Areas
• Measure I Bond Expenditure Plan and Bond
Compliance Oversight Committee
• 2026 Major Events - FIFA and Super Bowl LX
• Economic Development
• Fiscal Sustainability Project
• Existing Council Priorities/Referrals
• Existing Organizational Initiatives & Projects
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90 • 2026 Major Event Planning
> Superbowl and FIFA Planning
Showcase Santa Clara
• Bond Measure implementation
• Economic development
) Business growth and expansion
) Process improvements
) Downtown Planning
Climate Action Plan
• Foundationalpriorities
) Maintaining quality of life/core services
) Financial sustainability
WHAT
GE.1S DONE
Potential Priorities / Discussion
Excellent City
Services
Maintaining quality of
life / core services
Prioritize service to
those most in need
Financial
sustainability
Reliable
Infrastructure
Bond Measure
implementation
Enhance Planned
Investments for
Maintenance and
Infrastructure
Outstanding
Quality of Life
Climate Action Plan
Community
Engagement
Thriving
Community
Business growth , small
business retention and
expansion
Process improvements
Downtown & Uptown
revitalization
2026 Major Event Planning: 1) Super Bowl and FIFA Planning and 2) Showcase Santa Clara What does success look like?
What do you hope to accomplish in the next year?
Is anything missing?
Discussion
• What does success look
like?
• What do you hope to
accomplish in the next
year?
• Is anything missing?
Public Coinlllent
Wrap-Up
Any closing comments or questions?
DAILY NEWS What is a headline
about
that you would like to
read?