This Agreement, including the Exhibits set forth above, contains all the agreements, representations and understandings of the Parties, and supersedes and replaces any previous agreements, representations and understandings, whether oral or written. In the event of any inconsistency between the provisions of any of the Exhibits and the Terms and Conditions, the Terms and Conditions shall govern and control.
2. TERM OF AGREEMENT
Unless otherwise set forth in this Agreement or unless this paragraph is subsequently modified by a written amendment to this Agreement, the term of this Agreement shall begin on the Effective Date and terminate December 31, 2025.
3. SCOPE OF SERVICES & PERFORMANCE SCHEDULE
Consultant shall perform those Services specified in Exhibit A within the time stated in Exhibit A. Time is of the essence.
A. All reports, costs estimates, plans and other documentation which may be submitted or furnished by Consultant shall be approved and signed by an appropriate qualified licensed professional in the State of California.
B. The title sheet for specifications and reports, and each sheet of plans, shall bear the professional seal, certificate number, registration classification, expiration date of certificate and signature of the design professional responsible for their preparation.
4. WARRANTY
Consultant expressly represents that all services covered by this Agreement shall be performed consistent with the professional skill and care ordinarily provided by firms practicing in the same or similar locality under the same or similar circumstances. Consultant agrees to promptly correct any incomplete, inaccurate or defective Services at no further cost to City when defects are due to the negligence, errors or omissions of Consultant. If Consultant fails to promptly correct services, City may make corrections or replace materials or services and charge Consultant for the cost incurred by City.
5. QUALIFICATIONS OF CONTRACTOR-STANDARD OF CARE
Consultant represents and maintains that it has the expertise in the professional calling necessary to perform the Services, and its duties and obligations, expressed and implied, contained herein, and City expressly relies upon Consultant's representations regarding its skills and knowledge. Consultant shall perform such Services and duties in conformance to and consistent with the professional standards of a specialist in the same discipline in the State of California.
Design Professional Agreement with O'Dell Engineering
Rev. 09-28-18
6. CONFLICT OF INTEREST (FORM 700)
In accordance with the California Political Reform Act (Government Code section 81000 et seq.) and the City's Conflict of Interest Code, Consultant shall cause each person who will be principally responsible for providing the service and deliverables under this Agreement as having to file a Form 700 to do each of the following:
A. Complete and file the Form 700 no later than thirty (30) calendar days after the date the person begins performing services under the Agreement and all subsequent Form 700s in conformance with the requirements specified in the California Political Reform Act; and
B. File the Form 700 with the City's Clerk Office.
7. COMPENSATION AND PAYMENT
In consideration for Consultant's complete performance of Services, City shall pay Consultant for all materials provided and Services rendered by Consultant in accordance with Exhibit B, entitled "SCHEDULE OF FEES." The maximum compensation of this Agreement is set forth in Section 1 of Exhibit B, subject to budget appropriations, which includes all payments that may be authorized for Services and for expenses, supplies, materials and equipment required to perform the Services. All work performed or materials provided in excess of the maximum compensation shall be at Consultant's expense. Consultant shall not be entitled to any payment above the maximum compensation under any circumstance.
8. TERMINATION
A. Termination for Convenience. City shall have the right to terminate this Agreement, without cause or penalty, by giving not less than Thirty (30) days' prior written notice to Consultant.
B. Termination for Default. If Consultant fails to perform any of its material obligations under this Agreement, in addition to all other remedies provided by law, City may terminate this Agreement immediately upon written notice to Consultant.
C. Upon termination, each Party shall assist the other in arranging an orderly transfer and close-out of services. As soon as possible following the notice of termination, but no later than ten (10) days after the notice of termination, Consultant will deliver to City all City information or material that Consultant has in its possession.
Design Professional Agreement with O'Dell Engineering
Rev. 09-28-18
9. ASSIGNMENT AND SUBCONTRACTING
City and Consultant bind themselves, their successors and assigns to all covenants of this Agreement. This Agreement shall not be assigned or transferred without the prior written approval of City. Consultant shall not hire subcontractors without express written permission from City.
Consultant shall be as fully responsible to City for the acts and omissions of its subcontractors, and of persons either directly or indirectly employed by them, as Consultant is for the acts and omissions of persons directly employed by it.
10. NO THIRD PARTY BENEFICIARY
This Agreement shall not be construed to be an agreement for the benefit of any third party or parties and no third party or parties shall have any claim or right of action under this Agreement for any cause whatsoever.
11. INDEPENDENT CONTRACTOR
Consultant and all person(s) employed by or contracted with Consultant to furnish labor and/or materials under this Agreement are independent contractors and do not act as agent(s) or employee(s) of City. Consultant has full rights to manage its employees in their performance of Services under this Agreement.
12. CONFIDENTIALITY OF MATERIAL
All ideas, memoranda, specifications, plans, manufacturing procedures, data, drawings, descriptions, documents, discussions or other information developed or received by or for Consultant and all other written information submitted to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant and shall not, without the prior written consent of City, be used for any purposes other than the performance of the Services nor be disclosed to an entity not connected with performance of the Services. Nothing furnished to Consultant which is otherwise known to Consultant or becomes generally known to the related industry shall be deemed confidential. The foregoing obligations shall not prevent Consultant from disclosing only those portions of Confidential Information that are required to be disclosed by law, government regulation, rule, ethical obligation, subpoena or court order, provided that Consultant provides reasonable prior notice to City of such required disclosure and takes reasonable lawful measures to avoid or minimize such disclosure, including providing reasonable assistance to City with respect to any appropriate action that City may decide to take. All obligations and restrictions on the use of Confidential Information under this Agreement shall remain in effect for a period of three (3) years from the Effective Date of this Agreement.
Design Professional Agreement with O'Dell Engineering
Rev. 09-28-18
13. OWNERSHIP OF MATERIAL
All material, which shall include, but not be limited to, data, sketches, tracings, drawings, plans, diagrams, quantities, estimates, specifications, proposals, tests, maps, calculations, photographs, reports, designs, technology, programming, works of authorship and other material developed, collected, prepared or caused to be prepared under this Agreement shall be the property of City but Consultant may retain and use copies thereof. City shall not be limited in any way or at any time in its use of said material. However, Consultant shall not be responsible for damages resulting from the use of said material for work other than Project, including, but not limited to, the release of this material to third parties.
14. RIGHT OF CITY TO INSPECT RECORDS OF CONTRACTOR
City, through its authorized employees, representatives or agents shall have the right during the term of this Agreement and for four (4) years from the date of final payment for goods or services provided under this Agreement, to audit the books and records of Consultant for the purpose of verifying any and all charges made by Consultant in connection with Consultant compensation under this Agreement, including termination of Consultant. Consultant agrees to maintain sufficient books and records in accordance with generally accepted accounting principles to establish the correctness of all charges submitted to City. Any expenses not so recorded shall be disallowed by City. Consultant shall bear the cost of the audit if the audit determines that there has been a substantial billing deviation in excess of five (5) percent adverse to the City.
Consultant shall submit to City any and all reports concerning its performance under this Agreement that may be requested by City in writing. Consultant agrees to assist City in meeting City's reporting requirements to the State and other agencies with respect to Consultant's Services hereunder.
15. HOLD HARMLESS/INDEMNIFICATION
To the extent permitted by law, Consultant agrees to protect, defend, hold harmless and indemnify City, its City Council, commissions, officers, employees, volunteers and agents from and against any claim, injury, liability, loss, cost, and/or expense or damage, including all costs and attorney's fees in providing a defense to any such claim or other action, and whether sounding in law, contract, tort, or equity, to the extent arising out of, pertaining to, or related to the negligence, recklessness, or willful misconduct of the Consultant, its employees, subcontractors, or agents in the performance, or non-performance, of Services under this Agreement.
16. INSURANCE REQUIREMENTS
During the term of this Agreement, and for any time period set forth in Exhibit C, Consultant shall provide and maintain in full force and effect, at no cost to City, insurance policies as set forth in Exhibit C.
Design Professional Agreement with O'Dell Engineering
Rev. 09-28-18
17. WAIVER
Consultant agrees that waiver by City of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement. Neither City's review, acceptance nor payments for any of the Services required under this Agreement shall be constructed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement.
18. NOTICES
All notices to the Parties shall, unless otherwise requested in writing, be sent to City addressed as follows:
City of Santa Clara
Attention: Parks & Recreation Department
1500 Warburton Avenue
Santa Clara, CA 95050
and by e-mail at [email protected]
And to Consultant addressed as follows:
O'Dell Engineering, Inc.
6200 Stoneridge Mall Road, Suite 330
Pleasanton, CA 94588
and by e-mail at [email protected]
The workday the e-mail was sent shall control the date notice was deemed given.
An e-mail transmitted after 1 :00 p.m. on a Friday shall be deemed to have been transmitted on the following business day.
19. COMPLIANCE WITH LAWS
Consultant shall comply with all applicable laws and regulations of the federal, state and local government, including but not limited to ''The Code of the City of Santa Clara, California" ("SCCC"). In particular, Consultant's attention is called to the regulations regarding Campaign Contributions (SCCC Chapter 2.130), Lobbying (SCCC Chapter 2.155), Minimum Wage (SCCC Chapter 3.20), Business Tax Certificate (SCCC section 3.40.060), and Food and Beverage Service Worker Retention (SCCC Chapter 9.60), as such Chapters or Sections may be amended from time to time or renumbered. Additionally Consultant has read and agrees to comply with City's Ethical Standards (http://santaclaraca.gov/home/showdocument?id=58299).
20. CONFLICTS OF INTEREST
Consultant certifies that to the best of its knowledge, no City officer, employee or authorized representative has any financial interest in the business of Consultant Design Professional Agreement with O'Dell Engineering
Rev. 09-28-18
and that no person associated with Consultant has any interest, direct or indirect, which could conflict with the faithful performance of this Agreement. Consultant is familiar with the provisions of California Government Code section 87100 and following, and certifies that it does not know of any facts which would violate these code provisions. Consultant will advise City if a conflict arises.
21. FAIR EMPLOYMENT
Consultant shall not discriminate against any employee or applicant for employment because of race, sex, color, religion, religious creed, national origin, ancestry, age, gender, marital status, physical disability, mental disability, medical condition, genetic information, sexual orientation, gender expression, gender identity, military and veteran status, or ethnic background, in violation of federal, state or local law.
22. NO USE OF CITY NAME OR EMBLEM
Consultant shall not use City's name, insignia, or emblem, or distribute any information related to services under this Agreement in any magazine, trade paper, newspaper or other medium without express written consent of City.
23. GOVERNING LAW AND VENUE
This Agreement shall be governed and construed in accordance with the statutes and laws of the State of California. The venue of any suit filed by either Party shall be vested in the state courts of the County of Santa Clara, or if appropriate, in the United States District Court, Northern District of California, San Jose, California.
24. SEVERABILITY CLAUSE
In case any one or more of the provisions in this Agreement shall, for any reason, be held invalid, illegal or unenforceable in any respect, it shall not affect the validity of the other provisions, which shall remain in full force and effect.
25. CHANGE PROCEDURES AND AUTHORIZATION
A. Change Orders. Any changes to this Agreement that relate to (i) the deletion of Services, (ii) adding additional Services, or (iii) changing or modifying Services, not to exceed the maximum compensation of this Agreement, shall be made by a written change order authorized by the Director of Parks & Recreation.
B. Amendments. Any changes to this Agreement that relate to (i) an increase in the maximum compensation of this Agreement, or (ii) the term of this Agreement, or (iii) any other terms or conditions of the Agreement not covered by the Change Order provisions set forth above, may only be Design Professional Agreement with O'Dell Engineering
Rev. 09-28-18
made by a written amendment duly authorized and executed by the Parties to this Agreement.
26. COUNTERPARTS
This Agreement may be executed in counterparts, each of which shall be deemed to be an original, but both of which shall constitute one and the same instrument.
The Parties acknowledge and accept the terms and conditions of this Agreement as evidenced by the following signatures of their duly authorized representatives.
CITY OF SANTA CLARA, CALIFORNIA
a chartered California municipal corporation
Office of the City Attorney
City of Santa Clara
"CITY"
ce of the City M
1ty Manager
1500 Warburton Avenue
Santa Clara, CA 95050
Telephone: (408) 615-2210
Fax: (408) 241-6771
O'DELL ENGINEERING, INC.
a California corporation
Dated: _ o~~._ _1/2_3 __ ..,,_.,,...._,_ r/2 _________ _ By (Signature): _7+-----,_..,,,,.L:acoo:,~4 __,_fZ--=:o.o_:"""~- -------- Name: _6t<a _a_d_K_e4 _ri_ne_d~y~_~_, __________ _
Title: Principal Landscape Architect
Principal Place of 6200 Stoneridge Mall Road, Suite 330 Business Address: Pleasanton, CA 94588
Email Address: [email protected]
Telephone: (925) 223-8340
Fax: __.___._ _______________ _
"CONTRACTOR"
Design Professional Agreement with O'Dell Engineering
Rev. 09-28-18
EXHIBIT A
SCOPE OF SERVICES
The Services to be performed for the City by the Consultant under this Agreement are set forth below.
1. INTRODUCTION
1.1. Consultant shall perform or caused to be performed in accordance with this Agreement all work and services required to develop a master plan for the Warburton Park & Pool Rehabilitation Project (the "Project").
1.2. The Warburton Park & Pool will include a site plan to address the aged playground infrastructure, playground and limited adjacent park spaces including planting, irrigations, picnic area, pathways, possible add/alternate pool heat pump, and common shade structure. The new play space will be appropriate for ages 2-5 and 6-12 incorporating research based seven elements of play for beginner, intermediate and advanced levels of play and as selected by the community, and have increased capacity to serve new residents within funding.
1.3. To the extent not inconsistent with this Agreement between the City and Consultant including this Scope of Services, the City's SQQ 22-23-17 (including subsequent updates), Consultant's proposal response dated September 19, 2022, and presentation materials dated October 12, 2022 are hereby incorporated by reference herein, and shall supplement this Scope of Services and be subject to the terms and conditions of the Agreement.
2. DOCUMENTS
This Exhibit contains the following Appendices:
2.1. Appendix A 1 - City's Project Management Software E-Builder
2.2. Appendix A2 - Draft Project Schedule
3. GENERAL REQUIREMENTS
3.1. Consultant shall perform all design and engineering services in accordance with the Department of Transportation Standard and Details, City Standard Plans and Specifications, Parks and Recreation Standard Specifications and Details, American Disability Act (ADA) Design Guidelines, latest building and fire codes, and other applicable codes and standards. The City shall have the right to review all drawings, specifications, and other documents and electronic records relating to such services.
3.2. For any field work that involves subsurface excavation and/or coring, Consultant shall submit a plan of work for the City's review and approval prior to proceeding.
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
3.3. Any changes to the project team through the course of the Services shall be approved in writing by City.
4. RESPONSIBILITIES OF CITY
The City will provide to Consultant the following information and support for the Project as available and as required for the Project:
4.1. Record drawings.
4.2. City's Standard Details, Specifications, Benchmark, and Design Criteria.
4.3. Storm Drain (SD), Sanitary Sewer (SS), Electric, Fiber, Water and Recycled Water Block Book Maps.
4.4. Geographic Information System (GIS) data including land parcels, street centerlines, City sanitary sewers, City storm drains, and aerial photographic tiles.
4.5. Payment of permit application fees with other internal departments.
4.6. Filing exemption under the California Environmental Quality Act.
4.7. Any other relevant data or records.
5. PROJECTMANAGEMENT
Generally, Consultant shall:
5.1. Utilize the City's Project Management Software E-Builder for general project management. See Appendix A 1.
5.2. Manage its team and overall project activities consistent with the requirements set forth in this Agreement including but not limited to maintaining the Project within schedule and budget.
5.3. Manage subconsultants, maintain schedule and budget, anticipate and mitigate potential design issues and delays, and coordinate and update the City on the overall progress of the Project.
5.4. Organize and attend project meetings with the City to discuss project progress, decisions and direction, and to coordinate activities. Meetings shall be held at key project milestones and shall include, but are not limited to:
5.4.1. Kick-off Meeting
5.4.2. 5.4.3.
5.4.4. 5.4.5.
Preliminary/Evaluation Meeting
Community Meeting
Parks and Recreation Commission Meeting(s)
City Council Meeting(s)
5.5. Coordinate with all affected parties, including the City, design team members, consultants, utility companies, and other governmental agencies as may be Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
required for completion of project deliverables and coordination of Quality Assurance/Quality Control (QA/QC) activities.
5.6. Meetings shall be budgeted for and invoiced under each respective task or activity requiring a meeting and not as project management. Preparation for meetings shall be considered as included in the task or activity for which the meeting is involved. A kick-off meeting shall be conducted with designated City staff prior to beginning work to review anticipated tasks and schedule, review available information and needs, and address any outstanding questions regarding the project moving forward raised by City or Consultant.
During the course of the agreement, while there is active work on the Project, Consultant shall schedule and attend brief bi-weekly ( every other week) conference call with the City. The purpose of these bi-weekly conference calls will be to keep City apprised on the Project's progress and address any issues that may arise during the course of the Project.
5. 7. Provide monthly progress reports.
5.8. Coordinate with project stakeholders as needed to inform each stakeholder of the project work and incorporate any necessary accommodations into the final submittal documents.
5.9. Provide Review/Plan Check Log (Response Matrix) summarizing comments received from various City Departments/Divisions and agencies. Response Matrix shall include, but not be limited to, commenting department/division or agency, comments, response to comments, action items, and person responsible for follow up. Consultant shall be responsible for resolving comments from each commenter and shall identify to City any comments that cannot be resolved to have final discussion and resolution. Submit Response Matrix in electronic format with each route of plan check submittal.
5.10. Conduct QC reviews in accordance with its QA Program guidelines.
Consultant shall provide a copy of its QA Program guidelines and shall provide a QC report at the end of each task. Time spent for QA-QC reviews for specific deliverables shall be budgeted and billed under each respective task requiring QA-QC review and not as Project Management.
5.11. Consultant administrative staff time spent preparing invoices shall be considered as included in the overhead of the Consultant's basic hourly rates and shall not be billed. Additionally, addressing administrative issues, such as preparing additional services requests or budget modifications, shall also be considered as included in the overhead of the Consultant's basic hourly rates and shall not be billed to the City as additional cost.
5.12. Deliverables:
5.12.1. Progress schedules in Microsoft Project format (submitted electronically as an 11" x 17" PDF file and in native Microsoft Project format).
5.12.2. QA Program guidelines and QC reports for each task (in PDF file).
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
5.12.3. Meeting agendas, preparation materials, and meeting minutes for each project meeting (in PDF file).
5.12.3.1. Monthly progress reports and invoices (in PDF file).
5.12.3.2. Estimate - One ( 1) PDF and one ( 1) Microsoft Excel file.
5.12.3.3. Miscellaneous project information (as requested).
5.12.3.4. Meeting minutes - one (1) PDF and one (1) Microsoft Word file.
6. PROJECT SCHEDULE
6.1. Attached as Appendix A2 is the Draft Project Schedule. The Parties shall agree on the Approved Project Schedule as set forth in Section 8.1.2.
6.2. Consultant shall monitor and update the Approved Project Schedule throughout the course of the Project. The Approved Project Schedule shall show significant milestones for the Project. Consultant shall notify City if there are delays or potential delays in any phase of the Project. In such event, Consultant shall make up the schedule in subsequent phases of the Project or provide information to City substantiating a request for time extension (which may not be approved by the City). The Approved Project Schedule shall be maintained at all times and shall be updated each time progress and milestones are achieved and/or changed.
6.3. Changes to the Approved Project Schedule shall be at no additional cost, unless there are changes or additions to this Scope of Services. Any changes to the Approved Project Schedule must be mutually agreed to and incorporated into a revised Approved Project Schedule.
7. KEY PERSONNEL
7.1. The following individuals are designated as Key Personnel as of the Effective Date of this Agreement.
Name Title
Chad Kennedy Principal-in-Charge
Karen Folsom Project Manaqer
Samir Khanna QA/QC
Ting Li Public Outreach Co-Lead
Beverly Yee Public Outreach Co-Lead
Name of Subconsultants Role
Engeo Geotechnical
ADG Aquatics
Caliburton Utility Locating
7.2. Any replacement of Key Personnel whether requested by the City or Consultant is subject to the City's final approval.
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
8. PHASE 1 - SITE SURVEY, COMMUNITY OUTREACH, AND SCHEMATIC DESIGN
8.1. Task 1: Project Research and Site Assessment
Consultant shall gather, review, and assess existing data, records, and reports relative to the Project and conduct necessary investigations and analyses required to identify issues that could impact or be impacted by the project. This task includes:
8.1.1. Task 1.1: City Kick-Off Meeting
Consultant shall meet with City to review and discuss to options for park program, public outreach, City standards for materials, etc. for the park design.
8.1.2. Task 1.2: Project Schedule
Consultant shall update the Draft Project Schedule with the information received during the kick-off meeting. Upon the City's approval, the schedule shall be designated as the Approved Project Schedule.
8.1.3. Task 1.3: Arborist Tree Inventory Report
Consultant shall visit the site, tag trees, measure the diameter at breast height (DBH), and review the general health, structure, apparent disease or deformities, and provide a tree inventory report to the City. This report will be useful in determining the impact of any potential work within the tree protection zone of each tree.
8.1.4. Task 1.4 Electrical Infrastructure Investigation
8.1.4.1. Consultant shall explore the existing infrastructure and assess potential for service upgrades and/or new
infrastructure and support for buildings and park amenities.
The electrical engineering, fiber requirements, and site lighting approach would be predicated on an initial review of existing equipment, power and lighting to identify
opportunities for improvements along pathways, parking
lots, and play areas. Further, it will explore and assess the existing infrastructure to determine capabilities as well as the requirements for EV charging stations and other "smart park" features (WIFI, irrigation, automated doors and
gates).
8.1.4.2. As an optional task and as approved by the City, Consultant shall assess the requirements for the addition of solar panels, including costs. This optional task shall be at additional cost.
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
8.1.5. Task 1.5: Aquatics Exploration
8.1.5.1. Consultant shall perform an analysis of converting the existing gas pool heater to an electric pool heater, using the California Energy Code. This analysis will indicate if there are needs for additional power source, provide a cost estimate as a decision-making tool, and include information regarding rebates from the Silicon Valley Power
Department. Analysis of existing filtration and other pool systems should be considered.
8.1.5.2. If the City wishes to move forward, Consultant shall prepare plans specifications and engineer's estimate for the conversion, at an additional cost. These will include mechanical, electrical, filtration and chemical injection plans and specifications suitable for bidding.
8.1.6. Task 1.6: Topographic Survey and Mapping
Consultant shall perform a topographic survey including all hardscape and softscape, and locate surface-visible utility features and improvements. At manholes and accessible structures, measure invert elevations will be noted of all gravity storm drains and sewer pipes.
8.1.7. Task 1.7: Geotechnical Investigation
Consultant shall perform subsurface exploration including two to three borings, with laboratory soils testing, including infiltration rate testing. Consultant shall prepare a geotechnical report summarizing the results and providing recommendations. The report will provide valuable information for use in engineering of the buildings, structure footings, pavement, and potential retaining walls.
8.1.8. Task 1.8: Site Analysis & Data Review
Consultant shall gather, review, and assess existing data, records, and reports relative to the Project and conduct necessary investigations and analyses required to identify issues that could impact or be impacted by the Project, including but are not limited evaluating ADA pedestrian pathway and completing site survey and base setup.
8.2. Task 2: Schematic Design/Public Outreach
8.2.1. Task 2.1 Public Outreach Preparation
Consultant shall prepare public outreach materials such as image boards with the preliminary schematic park plan, options for park elements, playground imagery, site furniture, and an existing condition exhibit.
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
8.2.2. Task 2.2: Survey Preparation
Consultant shall work with the City to develop an online survey with questions and images focusing on Primary Design Elements and options, and meet with the City to review prior to presenting at the public meetings.
8.2.3. Task 2.3: Public Outreach Meeting
8.2.3.1. Consultant shall prepare all presentation materials, including graphic boards, reports, etc., and present
amenity options to the public in a two-hour meeting. Public, user groups, potential donors, and staff may attend. This may be an online meeting or an in-person meeting, as
determined by the City.
8.2.3.2. Consultant shall also gather input from the community via online polling and surveys.
8.2.3.3. Consultant shall document the feedback and consensus achieved.
8.2.4. Task 2.4: Preliminary Schematic Designs
Consultant shall develop two to three preliminary schematic designs which incorporate input from the public, user groups, potential donors, and City staff.
8.2.5. Task 2.5: Preliminary Cost Estimate
Consultant shall prepare a Rough Order of Magnitude (ROM) style of cost estimate for the preliminary schematic designs to aid the City in its decision-making.
8.2.6. Task 2.6: Parks and Recreation Commission Review Meetings #1
8.2.6.1. Consultant shall meet with the PRC to initiate public outreach for the Project.
8.2.6.2. Consultant shall present to the PRC the public input received and two to three preliminary schematic park
plans.
8.2.6.3. Consultant shall gather input and feedback from the PRC.
8.2.7. Task 2.7: Final Schematic Design
8.2.7.1. Based on the input gathered from the community, the PRC, and the City, Consultant shall develop an accurate and
scaled Site Plan and Draft Schematic Design (SD) for
written approval by the City that will include:
8.2.7.1.1. overall location and site plan;
8.2.7.1.2. existing conditions;
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
8.2. 7 .1.3. schematic design options, including building as necessary
8.2.7.1.4. playground use matrix with elements of play;
8.2.7.1.5. elevations/grading/drainage;
8.2. 7 .1.6. irrigation & planting plan;
8.2.7.1.7. lighting plan;
8.2.7.1.8. American with Disabilities Act (ADA) compliant accessible routes;
8.2. 7 .1.9. other tables; and
8.2. 7 .1.10. materials/equipment specifications.
8.2.7.2. The City shall notify Consultant as to whether it approves or disapproves the Draft Schematic Design documents.
The City will review the Draft Schematic Design documents and will mark them to indicate whether changes and/or
corrections are required. Consultant shall address all
material comments and questions appropriately including, when appropriate, incorporating the comments, corrections and/or changes on the original documents and
resubmitting the documents.
8.2.8. Task 2.8: Final Schematic Design Cost Estimate
Consultant shall update the cost estimates to reflect any changes or refinements depicted in the Final Schematic Design.
8.3. Final Draft Schematic Designs
8.3.1. Task 2.9: Parks and Recreation Commission Review Meeting #2 Consultant shall present to the PRC a Final Schematic Design for recommendation to the City Council for approval.
8.3.2. Task 2.10: City Council Review Meeting
8.3.2.1. Consultant shall present to the City Council the recommended Schematic Design.
8.3.2.2. Consultant shall gather input and feedback from the City Council and make revisions to the Final Schematic Design if necessary.
8.3.2.3. Consultant shall provide unlimited revisions to the Final Draft Schematic Designs, at no additional cost, to ensure the City's satisfaction with the document.
8.4. Phase 1 Deliverables:
8.4.1. Site Topographic Survey
8.4.2. Geotechnical report(s)
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
8.4.3. Arborist Tree Inventory Report
8.4.4. Two to Three Preliminary Schematic Designs and Preliminary Cost Estimates
8.4.5. One Final Scaled Schematic Design and Final Schematic Design Cost Estimates
8.4.6. 8.4.7.
PowerPoint Presentations
Meeting Attendance
9. PROJECT LIMITATIONS AND ASSUMPTIONS
9.1. The following are outside the scope services and may be at additional cost if requested by the City:
9.1.1. Structural engineering.
9.1.2. 9.1.3.
9.1.4. 9.1.5.
9.1.6. 9.1.7.
9.1.8. Joint trench improvement plans.
Traffic control plans.
Stormwater Quality Control Plan.
Fees, permits, or processing of permits.
Mapping of shrubs or other minor vegetation.
Survey monument preservation.
Boundary surveying.
9.2. Building Department submittal includes one round of revisions. Additional revisions will be billed hourly based upon the current annual fee schedule.
9.3. CAD deliverables will be prepared AutoCAD 2022 using the software noted above. Client shall verify compatibility prior to the start of work. Additional charges and delays may apply if changes are requested after the preparation of deliverables has begun.
9.4. A survey control statement will be provided, including: the location, elevation, and description of the benchmark utilized, as well as a horizontal survey coordinate table with the point number, northing, easting, and description for at least three (3) points.
9.5. Obstructed or inaccessible areas may not be mapped.
9.6. Consultant makes every effort to provide accurate pipe diameter measurements. However, due to the limitations of the physical space and variations in design, pipe diameter measurements within gravity structures may vary up to two inches. Pipe diameters will be annotated as measured unless the client provides an alternate source of information such as asbuilt/record drawings or pothole data.
9.7. Pipe inverts that are not visible and exposed at the time of the survey due to inundation with water, trash, dirt, debris, etc. may not be measured. If any Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
such invert is required for design, an additional mobilization charge may be required and will be scheduled after the client has made arrangements with the local agency to clean out the structure.
9.8. City will be responsible for clearance of utilities not covered by USA. We cannot be held responsible for damage to utilities not identified by the City.
9.9. Geotech auger cuttings can be spread onsite.
9.10. Geotech mitigation of liquefaction and seismic settlement is beyond this scope of services.
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
APPENDIX A1 TO EXHIBIT A
CITY'S PROJECT MANAGEMENT SOFTWARE E-BUILDER
General Requirements:
a. Consultant and Subcontractors shall provide at a minimum, the following to its staff:
i. Computer: Minimum Intel Pentium® 4 Processor 2.4 GHz or equivalent processor with 512MB of RAM; recommended Centrino Duo® Processors 1.6 GHz or equivalent with 2GB of RAM, or higher.
ii. Computer Operation System: Windows XP, Windows Vista, or Windows 7 iii. Web Browser: Microsoft Internet Explorer 9
iv. Work and Spreadsheet Processors: Microsoft Office Word, Excel and Outlook v. Scheduling Software: Microsoft Project or Primavera
vi. Internet Service Provider: A reliable ISP in the area of the Project vii. Connection Speed/Minimum Bandwidth: DSL, ADSL or T1 Line for transferring a minimum of 3 Mbps Downstream and 512 Kbps Upstream b. Consultant and Subcontractors shall provide its management personnel assigned to this Project with access to personal computers and the Internet on a daily basis.
Project Web Requirements:
a. This project will utilize a web-based project management tool called a-Builder Enterprise™. This web-based application is a collaboration tool, which will allow all project team members continuous access through the Internet to important project data as well as up to the minute decision and approval status information. b. Consultant and Subcontractors shall conduct Project controls, outlined by the Owner, Development Manager, and Construction Manager, utilizing a-Builder Enterprise™.
This designated web-based application wm be provided by the Consultant to the Subcontractors. No additional software will be required. Furthermore, the Development Manager will assist Consultant in providing training of Subcontractor's personnel.
c. Consultant and Subcontractors shall have the responsibility for visiting the Project web site on a daily basis, and as necessary to be kept fully appraised of Project developments, for correspondence, assigned tasks and other matters that transpire on the site. These may include but are not limited to: Contracts, Contract Exhibits, Contract Amendments, Drawing Issuances, Addenda, Bulletins, Permits, Insurance & Bonds, Safety Program Procedures, Safety Notices, Accident Reports, Personnel Injury Reports, Schedules, Site Logistics, Progress Reports, Daily Logs, Non-Conformance Notices, Quality Control Notices, Punch Lists, Meeting Minutes, Requests for Information, Submittal Packages, Substitution Requests, Monthly Payment Request Applications, Supplemental Instructions, Construction Variation Directives, Potential Variation Orders, Variation Order Requests, Variation Orders, and the like. All supporting data including but not limited to shop drawings, product data sheets, manufacturer data sheets and instructions, method statements, safety MSDS sheets, Substitution Requests and the like will be submitted in digital format via a-Builder Enterprise TM.
Electronic File Requirements:
In addition to the standard closeout submittal requirements detailed elsewhere in the Contract Documents, the Consultant and Subcontractors shall also submit all closeout documents including all "As-Built Drawings", catalog cuts and Owner's Operation and Maintenance manuals in digital format. All documents (including as-built drawings) shall be converted or scanned into the Adobe Acrobat (.PDF) file format and uploaded to a-Builder Enterprise™.
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
Builder Implementation Requirements
e-Builder Enterprise TM is a comprehensive Project and Program Management system that will be implementing for managing documents, communications and costs between the Consultant, Subcontractors, Design Consultants and Owner. e-Builder Enterprise TM includes extensive reporting capabilities to facilitate detailed project reporting in a web-based environment that is accessible to all parties and easy to use.
Central Document Vault: e-Builder Enterprise TM system includes a central database that maintains all project information and manages project communications amongst team members.
Communication/Correspondence: e-Builder provides electronic routable communication forms that provide historical tracking, documentation, and increased accountability of project members.
Project Calendars: Meetings will be scheduled and maintained centrally on e-Builder Enterprise TM
Real time, updated
schedule Information
Automated communications
(e.g., e-mail notifications of changes
In schedule, dowments, workflow)
Program Management
Schedules
Cost
Workf!ow (transmittals, submlttals,
RFls,change orders)
Real time, updated
cost/budget Information
Automaled notifications
of project changes (schedule,
workflow, cost, mlles1011e$, other)
Executives
Consultants, Architects,
Engineers, Contractor$ Faciliti@s Manag@ment
Reporting;. All of the project and program data including documents, communications and costs are accessible through integrated online reports. These reporting tools are completely configurable by each user. All reports can be exported to Excel for added flexibility.
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
E-Builder Licensing Requirements
E-Builder Enterprise™ User Licenses: Each user license is for access to the site consisting of unlimited data storage. Users can be direct employees of the Consultant as well as its Subcontractors and/or Suppliers.
Each user license includes full access to e-Builder Enterprise TM including all of the documents and reports mentioned above. Furthermore, each user license provides the e-Builder software as a service (SaS) including:
• All hosting, operation, maintenance, and data backup of the a-Builder Enterprise™ software and documents which are maintained in state-of-the-art data centers located throughout the United States.
• Quarterly a-Builder Enterprise™ software enhancements • Unlimited phone, email, and web-based support 24-hours:
e-Builder Enterprise™ user licenses shall be obtained by the Owner, Development Manager, Construction Manager, Design Consultants, QA/QC Agencies, and Project Management staff in which the Consultant is not responsible.
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
APPENDIX A2 TO EXHIBIT A - DRAFT PROJECT SCHEDULE
ID Task Name Duration Start Finish :7t·~ D•rm~er I J•nr•ry1 I Fe\ua,r I March I I Ap,il I I Ma :4 BMEBMEBMEBMEBMEB 1 WARBURTON PARK 194 days Wed 11/30/22 Mon4/10/23
- --- I f---
2 Research and Assessment 33 days fWed 11/30/22 Fri 1/13/23 - ---- 3 Project Start 1 day 7 wed 11/30/22 Wed 11/30/22 11/30 ---- 4 Kick-off mtg 1 day ITue 12/6/22 Tue 12/6/22 +-12/6 - --- - s Project Research and Site Assessm16 wks Thu 12/1/22 w;;f1/1l/23 6 g --- I---
Topo survey 3wks Wed 12/14/22 Tue 1/3/23
7 ~
I
Geotech - - 3wks Wed 12/14/22 Tue 1/3/23 -- - I8 - Arborist / Site Walk - 3 days Wed 1/4/23 Fri 1/6/23 - I- ll -- - 9 Site Analysis and Data Review 1 wk !Mon 1/9/23 Fri 1/13/23 I- 1 10 Schematic Design and Outreach 61 days Mon 1/16/23 Mon 4/10/23 I11 City Staff Meeting 1 wk Mon 1/16/23 Fri 1/20/23
~ I- - 12 Public Outreach Preparation 2wks Mon 1/23/23 Fri 2/3/23 I 13 Public Survey Prep lwk IMon 1/23/23 Fri 1/27/23
14 Public Outreach Meeting #1 1 wk ~ 2/6/23 Fri 2/10/23 C I- -- -- 15 Preliminary Design+ Estimate 4wks !Mon 2/13/23 Fri 3/10/23 16F, -
-I PRC Meeting #1 lwk 1
Tue 3/14/23 Mon 3/20/23 1: 17 51 Final Design + Estimate ~ Tue 3/21/23 Mon4/10/23 18a ---
ITue 3/21/23 f-
♦ 3/'>7 -I PRC Meeting #2 1 wk Mon 3/27/23
19 f!' City Council Meeting 1 day ITue 4/4/23 Tue 4/4/23 ♦ 14/4 I
Design Professional Agreement with O'Dell Engineering/Exhibit A-Scope of Services Rev. 09-28-18
EXHIBIT B
SCHEDULE OF FEES
1. MAXIMUM COMPENSATION
The total maximum compensation the City will pay the Consultant under this Agreement shall not exceed One Hundred Twenty-Eight Thousand Four Hundred Twenty-Five Dollars ($128,425) during the term of the Agreement. Any additional fees, costs and expenses requested by the City that would exceed the preceding maximum amount will be addressed in an Amendment to the Agreement.
2. FEE SCHEDULE
Consultant's compensation is set forth in Table B1. The fees include all labor, materials, equipment, overhead, general administrative costs, and profit.
Table 81: Fee Schedule
Basis of
Description Compensation
TASK 1-PROJECT RESEARCH AND SITE ASSESSMENT
Task 1.1 Kick off meetinq Fixed fee
Task 1.2 Project Schedule Fixed fee
Task 1.3 Arborist Tree Inventory Fixed fee
Task 1 .4 Electrical Fixed fee
Task 1.5 Aquatics Fixed fee
Task 1.6 Topoqraphic Survey and Mappinq Fixed fee
Task 1.7 Geotech Fixed fee
Task 1.8 Site Analysis Fixed fee
Subconsultants Fixed fee
Subtotal (Task 1)
TASK 2 -SCHEMATIC DESIGN AND PUBLIC OUTREACH
Task 2.1 Public Outreach Prep Fixed fee
Task 2.2 Survey Preparation Fixed fee
Task 2.3 Public Outreach Meeting Fixed fee
Task 2.4 Preliminary Designs Fixed fee
Task 2.5 Preliminary Cost Estimates Fixed fee
Task 2.6 PRC Meeting #1 Fixed fee
Task 2.7 Final Design Fixed fee
Task 2.8 Final Cost Estimate Fixed fee
Task 2.9 PRC Review Meetinq #2 Fixed fee
Task 2.10 City council presentation Fixed fee
Subconsultants Fixed fee
Subtotal (Task 2)
OPTIONAL SERVICES
Design Professional Agreement with O'Dell Engineering/Exhibit 8-Schedule of Fees Rev. 09-28-18
Total
$2,090
$360
$2,880
$0
$2,750
$19,956
$25,300
$1,730
$3,168
$58,234
$5,920
$1,500
$3,660
$9,980
$2,490
$1,250
$7,030
$1,640
$1,580
$2,490
$1,936
$39,476
Assess requirements for additional solar panels Not to exceed $5,840 Prepare Plans, Specifications and Engineer's
Estimate to convert existing gas pool heater to an Not to exceed $13,200 electric pool heater
Subtotal (Optional Services) $19,040
10% Contingency See Section 3 $11,675 below
MAXIMUM COMPENSATION $128,425
3. ADDITIONAL SERVICES
3.1. In the event additional services are required that are outside the scope, Consultant shall provide a quote to the City in writing. The quote may be on time and materials based on Consultant's rates listed in Table B2 or a lump sum amount. Cost of services and expenses charged to Consultant by outside consultants and professional or technical firms shall be at actual cost plus 10%. Reimbursable expenses will be billed at actual cost plus 10%.
Table 82: Consultant's Hourly Rates
Classification Re~ular Hourlv Rate
Princioal
Senior Civil Engineer
Senior Engineer 2
Senior Enqineer 1
Enqineer 2
Engineer 1
Assistant Engineer 2
Assistant Enqineer 1
Senior Landscape Architect 2
Senior Landscape Architect 1
Landscape Architect 2
Landscape Architect 1
Landscape Desiqner 3
Landscape Designer 2
Landscape Designer 1
Planner
Assistant Planner
Dry Utility Project Manager 2
Dry Utility Project Manager 1
Utility Engineer
Design Professional Agreement with O'Dell Engineering/Exhibit B-Schedule of Fees Rev. 09-28-18
$280
$215
$200
$185
$180
$170
$145
$130
$200
$180
$170
$160
$155
$145
$135
$175
$140
$170
$150
$135
Classification Reaular Hourly Rate
CADD Operator 2 $115
CADD Operator 1 $95
Surveyor Manager $205
Senior Land Surveyor $195
Senior Surveyor 2 $190
Senior Surveyor 1 $170
Surveyor 2 $150
Surveyor 1 $140
Assistant Surveyor 2 $130
Assistant Surveyor 1 $115
Survey Crew 2-man/1-man $320/$180
Survey Crew 2-man/1-man (Prevailing $396/$225
Wage)
Administrative $96
3.2. Consultant shall not perform additional services without the City's prior written authorization.
4. PAYMENT SCHEDULE
4.1. Consultant shall base its invoice on the percentage of services for each task completed during the previous month.
4.2. City will pay Consultant within thirty (30) days of City's receipt of an approved invoice.
Design Professional Agreement with O'Dell Engineering/Exhibit 8-Schedule of Fees Rev. 09-28-18
EXHIBIT C
INSURANCE REQUIREMENTS
Without limiting the Consultant's indemnification of the City, and prior to commencing any of the Services required under this Agreement, the Consultant shall provide and maintain in full force and effect during the period of performance of the Agreement and for twenty-four (24) months following acceptance by the City, at its sole cost and expense, the following insurance policies from insurance companies authorized to do business in the State of California. These policies shall be primary insurance as to the City of Santa Clara so that any other coverage held by the City shall not contribute to any loss under Consultant's insurance. The minimum coverages, provisions and endorsements are as follows:
A. COMMERCIAL GENERAL LIABILITY INSURANCE
1. Commercial General Liability Insurance policy which provides coverage at least as broad as Insurance Services Office form CG 00 01. Policy limits are subject to review, but shall in no event be less than, the following:
$1,000,000 Each Occurrence
$2,000,000 General Aggregate
$2,000,000 Products/Completed Operations Aggregate
$1,000,000 Personal Injury
2. Exact structure and layering of the coverage shall be left to the discretion of Consultant; however, any excess or umbrella policies used to meet the required limits shall be at least as broad as the underlying coverage and shall otherwise follow form.
3. The following provisions shall apply to the Commercial Liability policy as well as any umbrella policy maintained by the Consultant to comply with the insurance requirements of this Agreement:
a. Coverage shall be on a "pay on behalf' basis with defense costs payable in addition to policy limits;
b. There shall be no cross liability exclusion which precludes coverage for claims or suits by one insured against another; and c. Coverage shall apply separately to each insured against whom a claim is made or a suit is brought, except with respect to the limits of liability.
B. BUSINESS AUTOMOBILE LIABILITY INSURANCE
Business automobile liability insurance policy which provides coverage at least as broad as ISO form CA 00 01 with policy limits a minimum limit of not less than one million dollars ($1,000,000) each accident using, or providing coverage at Design Professional Agreement with O'Dell Engineering/Exhibit C-lnsurance Rev. 09-28-18
least as broad as, Insurance Services Office form CA 00 01. Liability coverage shall apply to all owned (if any), non-owned and hired autos.
C. WORKERS' COMPENSATION
1. Workers' Compensation Insurance Policy as required by statute and employer's liability with limits of at least one million dollars ($1,000,000) policy limit Bodily Injury by disease, one million dollars ($1,000,000) each accident/Bodily Injury and one million dollars ($1,000,000) each employee Bodily Injury by disease.
2. The indemnification and hold harmless obligations of Consultant included in this Agreement shall not be limited in any way by any limitation on the amount or type of damage, compensation or benefit payable by or for Consultant or any subconsultant under any Workers' Compensation Act(s), Disability Benefits Act(s) or other employee benefits act(s).
3. This policy must include a Waiver of Subrogation in favor of the City of Santa Clara, its City Council, commissions, officers, employees, volunteers and agents.
D. PROFESSIONAL LIABILITY
Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against negligent acts, errors or omissions of the Consultant. Covered services as designated in the policy must specifically include work performed under this agreement. Coverage shall be in an amount of not less than one million dollars ($1,000,000) per claim or two million dollars ($2,000,000) aggregate. Any coverage containing a deductible or self-retention must first be approved in writing by the City Attorney's Office.
E. COMPLIANCE WITH REQUIREMENTS
All of the following clauses and/or endorsements, or similar provisions, must be part of each commercial general liability policy, and each umbrella or excess policy.
1. 2.
Additional Insureds. City of Santa Clara, its City Council, commissions, officers, employees, volunteers and agents are hereby added as additional insureds in respect to liability arising out of Consultant's work for City, using Insurance Services Office (ISO) Endorsement CG 20 10 11 85, or the combination of CG 20 10 03 97 and CG 20 37 10 01, or its equivalent.
Primary and non-contributing. Each insurance policy provided by Consultant shall contain language or be endorsed to contain wording making it primary insurance as respects to, and not requiring contribution Design Professional Agreement with O'Dell Engineering/Exhibit C-lnsurance Rev. 09-28-18
from, any other insurance which the indemnities may possess, including any self-insurance or self-insured retention they may have. Any other insurance indemnities may possess shall be considered excess insurance only and shall not be called upon to contribute with Consultant's insurance.
3. Cancellation.
a. Each insurance policy shall contain language or be endorsed to reflect that no cancellation or modification of the coverage provided due to non-payment of premiums shall be effective until written notice has been given to City at least ten (10) days prior to the effective date of such modification or cancellation. In the event of non-renewal, written notice shall be given at least ten (10) days prior to the effective date of non-renewal.
b. Each insurance policy shall contain language or be endorsed to reflect that no cancellation or modification of the coverage provided for any cause save and except non-payment of premiums shall be effective until written notice has been given to City at least thirty (30) days prior to the effective date of such modification or cancellation. In the event of non-renewal, written notice shall be given at least thirty (30) days prior to the effective date of nonrenewal.
4. Other Endorsements. Other endorsements may be required for policies other than the commercial general liability policy if specified in the description of required insurance set forth in Sections A through E of this Exhibit C, above.
F. ADDITIONAL INSURANCE RELATED PROVISIONS
Consultant and City agree as follows:
1. Consultant agrees to ensure that subcontractors, and any other party involved with the Services, who is brought onto or involved in the performance of the Services by Consultant, provide the same minimum insurance coverage required of Consultant, except as with respect to limits. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this Agreement. Consultant agrees that upon request by City, all agreements with, and insurance compliance documents provided by, such subcontractors and others engaged in the project will be submitted to City for review.
2. Consultant agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Consultant for the cost of additional insurance coverage required Design Professional Agreement with O'Dell Engineering/Exhibit C-lnsurance Rev. 09-28-18
by this Agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.
3. The City reserves the right to withhold payments from the Consultant in the event of material noncompliance with the insurance requirements set forth in this Agreement.
G. EVIDENCE OF COVERAGE
Prior to commencement of any Services under this Agreement, Consultant, and each and every subconsultant (of every tier) shall, at its sole cost and expense, provide and maintain not less than the minimum insurance coverage with the endorsements and deductibles indicated in this Agreement. Such insurance coverage shall be maintained with insurers, and under forms of policies, satisfactory to City and as described in this Agreement. Consultant shall file with the City all certificates and endorsements for the required insurance policies for City's approval as to adequacy of the insurance protection.
H. EVIDENCE OF COMPLIANCE
Consultant or its insurance broker shall provide the required proof of insurance compliance, consisting of Insurance Services Office (ISO) endorsement forms or their equivalent and the ACORD form 25-S certificate of insurance (or its equivalent), evidencing all required coverage shall be delivered to City, or its representative as set forth below, at or prior to execution of this Agreement.
Upon City's request, Consultant shall submit to City copies of the actual insurance policies or renewals or replacements. Unless otherwise required by the terms of this Agreement, all certificates, endorsements, coverage verifications and other items required to be delivered to City pursuant to this Agreement shall be e-mailed to [email protected]:
Or by mail to:
EBIX Inc.
City of Santa Clara - Parks & Recreation Department
P.O. Box 100085- S2
Duluth, GA 30096
Telephone number: 951-766-2280
Fax number: 770-325-0409
I. QUALIFYING INSURERS
All of the insurance companies providing insurance for Consultant shall have, and provide written proof of, an A. M. Best rating of at least A minus 6 (A- VI) or shall be an insurance company of equal financial stability that is approved by the City or its insurance compliance representatives.
Design Professional Agreement with O'Dell Engineering/Exhibit C-lnsurance Rev. 09-28-18
EXHIBIT D
LABOR COMPLIANCE ADDENDUM
This Agreement is subject to the requirements of California Labor Code section 1720 et seq. requiring the payment of prevailing wages, the training of apprentices, and compliance with other applicable requirements.
A. Prevailing Wage Requirements
1. Consultant shall be obligated to pay not less than the General Prevailing Wage Rate, which can be found at www.dir.ca.gov and are on file with the City Clerk's office, which shall be available to any interested party upon request. Consultant is also required to have a copy of the applicable wage determination posted and/or available at each job site.
2. Specifically, contractors are reminded of the need for compliance with Labor Code Section 1774-1775 (the payment of prevailing wages and documentation of such), Section 1776 (the keeping and submission of accurate certified payrolls) and 1777 .5 in the employment of apprentices on public works projects. Further, overtime must be paid for work in excess of 8 hours per day or 40 hours per week pursuant to Labor Code Section 1811-1813.
3. Special prevailing wage rates generally apply to work performed on weekends, holidays and for certain shift work. Depending on the location of the project and the amount of travel incurred by workers on the project, certain travel and subsistence payments may also be required.
Contractors and subcontractors are on notice that information about such special rates, holidays, premium pay, shift work and travel and subsistence requirements can be found at www.dir.ca.gov.
4. Only bona fide apprentices actively enrolled in a California Division of Apprenticeship Standards approved program may be employed on the project as an apprentice and receive the applicable apprenticeship prevailing wage rates. Apprentices who are not properly supervised and employed in the appropriate ratio shall be paid the full journeyman wages for the classification of work performed.
5. As a condition to receiving progress payments, final payment and payment of retention on any and all projects on which the payment of prevailing wages is required, Consultant agrees to present to City, along with its request for payment, all applicable and necessary certified payrolls (for itself and all applicable subcontractors) for the time period covering such payment request. The term "certified payroll" shall include all required documentation to comply with the mandates set forth in Labor Code Section 1720 et seq, as well as any additional documentation requested by the City or its designee including, but not limited to: certified Design Professional Agreement with O'Dell Engineering/Exhibit D-Labor Compliance Rev. 09-28-18
payroll, fringe benefit statements and backup documentation such as monthly benefit statements, employee timecards, copies of wage statements and cancelled checks, proof of training contributions (CAC2 if applicable), and apprenticeship forms such as DAS-140 and DAS-142.
6. In addition to submitting the certified payrolls and related documentation to City, Consultant and all subcontractors shall be required to submit certified payroll and related documents electronically to the California Department of Industrial Relations. Failure to submit payrolls to the DIR when mandated by the project parameters shall also result in the withholding of progress, retention and/or final payment.
7. No consultant or subconsultant may be listed on a bid proposal for a public works project unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1 (a)].
8. No consultant or subcontractor may be awarded a contract for public work on a public works project, unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5. Contractors MUST be a registered "public works contractor" with the DIR AT THE TIME OF BID. Where the prime contract is less than $15,000 for maintenance work or less than $25,000 for construction alternation, demolition or repair work, registration is not required.
9. All contractors/subcontractors and related construction services subject to prevailing wage, including but not limited to: trucking, surveying and inspection work must be registered with the Department of Industrial Relations as a "public works contractor". Those you fail to register and maintain their status as a public works contractor shall not be permitted to perform work on the project.
10. Should any consultant or subcontractors not be a registered public works contractor and perform work on the project, Consultant agrees to fully indemnify the City for any fines assessed by the California Department of Industrial Relations against the City for such violation, including all staff costs and attorney's fee relating to such fine.
11. This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
B. Audit Rights
All records or documents required to be kept pursuant to this Agreement to verify compliance with this Addendum shall be made available for audit at no cost to City, at any time during regular business hours, upon written request by the City Attorney, City Auditor, City Manager, or a designated representative of any of these officers. Copies of Design Professional Agreement with O'Dell Engineering/Exhibit D-Labor Compliance Rev. 09-28-18
such records or documents shall be provided to City for audit at City Hall when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records or documents shall be made available at Consultant's address indicated for receipt of notices in this Agreement.
C. Enforcement
1. City shall withhold any portion of a payment; including the entire payment amount, until certified payroll forms and related documentation are properly submitted, reviewed and found to be in full compliance. In the event that certified payroll forms do not comply with the requirements of Labor Code Section 1720 et seq., City may continue to hold sufficient funds to cover estimated wages and penalties under the Agreement.
2. Based on State funding sources, this project may be subject to special labor compliance requirements of Proposition 84.
3. The City is not obligated to make any payment due to Consultant until Consultant has performed all of its obligations under these provisions.
This provision means that City can withhold all or part of a payment to Consultant until all required documentation is submitted. Any payment by the City despite Consultant's failure to fully perform its obligations under these provisions shall not be deemed to be a waiver of any other term or condition contained in this Agreement or a waiver of the right to withhold payment for any subsequent breach of this Addendum.
City or the California Department of Industrial Relations may impose penalties upon contractors and subcontractors for failure to comply with prevailing wage requirements.
These penalties are up to $200 per day per worker for each wage violation identified; $100 per day per worker for failure to provide the required paperwork and documentation requested within a 10-day window; and $25 per day per worker for any overtime violation.
Design Professional Agreement with O'Dell Engineering/Exhibit D-Labor Compliance Rev. 09-28-18
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-547 Agenda Date: 5/13/2025
REPORT TO COUNCIL
SUBJECT
Action to Approve Various Modifications to Existing Unclassified and Classified Classification Specifications, Authorize the City Manager to Execute the Side Letter Agreement between the City of Santa Clara and the Public Safety Non-Sworn Employees Association (Unit 10), Authorize the City Manager to Execute the Side Letter Agreement between the City of Santa Clara and the Santa Clara Firefighters, International Association of Firefighters (IAFF), Local 1171 (Unit 1), and Adopt a Resolution to Update the Classified Salary Plan
COUNCIL PILLAR
Manage Strategically Our Workforce Capacity and Resources
BACKGROUND
Sections 4 and 6 of the Personnel and Salary Resolution require City Council approval of the creation of new classifications, the combining or other modification of existing classifications, and the deletion of existing classifications.
Modifications to Principal Power Analyst Class Specification The Electric Utility Department coordinated with the Human Resources Department to update the Principal Power Analyst (Job Code 145) classification (class) specification. Revisions include administrative updates throughout the classification, including adding the Class Summary, Distinguishing Characteristics, and Desirable Qualifications sections. The Minimum Qualifications section was updated to add in an Acceptable Substitution section for additional years of experience to substitute for the degree. Revisions to the Typical Duties, Knowledge, Skills and Abilities, and Supervision Received sections were updated to reflect the current requirements of the job.
These modifications were approved by Unit 9.
Modifications to the Accounting Technician Series Class Specifications The Human Resources Department and Finance Department coordinated to update the Accounting Technician I/II (Job Code 216/217) class specifications. Revisions include administrative updates throughout the classifications including adding the Class Summary and Distinguishing Characteristics sections.
The Minimum Qualifications section was updated in both classifications to remove the required postsecondary education requirement. The Accounting Technician I (Job Code 216) is proposed to require two (2) years of experience in finance and accounting and the Accounting Technician II (Job Code 217) is proposed to require three (3) years of experience in finance and accounting. These are paraprofessional clerical classifications, where the emphasis on experience is determined to be more valuable over formal education. The Acceptable Substitution section will still allow flexibility for City of Santa Clara Page 1 of 5 Printed on 5/9/2025
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25-547 Agenda Date: 5/13/2025
candidates who have a college degree or coursework to qualify for the position, without requiring experience.
These modifications were approved by Unit 578 prior to approval by the Civil Service Commission on April 10, 2025.
Side Letter Agreement between the City of Santa Clara and the Public Safety Non-Sworn Employees Association (Unit 10) that modifies the class specifications for the Senior Public Safety Dispatcher The City has experienced an ongoing vacancy rate (38%) in the Communications Center in the Police Department. The Police Department has explored various recruitment efforts to attract and retain candidates in the Public Safety Dispatching series. There are currently two (2) vacancies in the Senior Public Safety Dispatcher (Job Code 725) classification. In an effort to recruit candidates, the Human Resources Department and Police Department coordinated to update the Senior Public Safety Dispatcher (Job Code 725) classification on a one-time basis for the calendar 2025.
The Senior Public Safety Dispatcher (Job Code 725) is proposed to be updated on a one-time basis (for the duration of calendar year 2025) to remove the requirement of three (3) years of experience with the City of Santa Clara Police Department. This will allow the Department to recruit external candidates for these positions. The City will post an ongoing recruitment through the remainder of the calendar year, with a list expiration no later than December 2026. After this recruitment concludes at the end of calendar year 2025, the minimum qualifications will revert to three (3) years of experience with the City of Santa Clara Police Department (beginning in calendar year 2026).
The City coordinated with the Public Safety Non-Sworn Employees Association (Unit 10) to enter into a Side Letter Agreement to make this change. These modifications were approved by the Civil Service Commission on April 10, 2025.
Side Letter Agreement between the City of Santa Clara and the Santa Clara Firefighters, International Association of Firefighters (IAFF), Local 1171 (Unit 1) that modifies the Classified Salary Plan to add the Firefighter I Training Division (Job Code 487T) Class Specification Currently, the City’s salary plan provides for different classifications represented by IAFF Local 1171, or Unit 1, to perform work in the Fire Department’s Training Division and on a 40-hour per week schedule, instead of the shift schedule of 48-hours per shift. However, there was no mechanism to allow employees in the Firefighter I (Job Code 487) classification to perform work in the training division on a 40-hour per week schedule, unlike Firefighter II Training Division (Job Code 480T) or Fire Captain - Training (Job Code 475T). The Fire Department has identified that having employees in the Firefighter I (Job Code 487) classification would be useful to both the Department and the academy participants in light of these employees having recently completed the academy.
Accordingly, the City and Unit 1 reached a Side Letter Agreement to allow for an employee in the Firefighter I (Job Code 487) classification to perform work in the training division as a Firefighter I Training Div (Job Code 487T) on a 40-hour per week schedule, including the adjustment in pay during this assignment consistent with the Firefighter II Training Division (Job Code 480T), and update the classified salary plan accordingly.
Update the Classified Salary Plan
Per the aforementioned Side Letter with Unit 1, the City will adopt a resolution to update the Classified Salary Plan to add Firefighter I Training Div (Job Code 487T).
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25-547 Agenda Date: 5/13/2025
DISCUSSION
Modifications to Principal Power Analyst Class Specification The Electric Utility Department coordinated with the Human Resources Department to update the class specification for Principal Power Analyst (Job Code 154). The requested approval does not modify the salary ranges for the classification.
Principal Power Analyst (Job Code 154) with an annual salary range of $162,658.08 - $210,481.32. The Principal Power Analyst is a professional management position in the unclassified service responsible for managing the Resource Management and Customer Engagement operations relating to the purchase and sale of wholesale electric power, retail electric rate setting, cost recovery, and the necessary documentation and auditing of regular, complex transactions.
Modifications to the Accounting Technician I/II Class Specifications The Finance Department coordinated with the Human Resources Department to update the class specifications for Accounting Technician I (Job Code 648) and Accounting Technician II (Job Code 217). The requested approval does not modify the salary ranges for the classification.
Accounting Technician I (Job Code 216) - with an annual salary range of $78,600.72 - $100,518.12. This is the entry-level class within the Accounting Technician series in the classified service. Performs basic accounting work including the maintenance of financial records, systems or transactions. Interfaces with other City departments, auditors, business entities, governmental jurisdictions and general public, giving and receiving information regarding area of financial responsibility.
Accounting Technician II (Job Code 217) - with an annual salary range of $82,479.24 - $105,722.40. This is the second level classification in the Accounting Technician series.
Performs advanced paraprofessional accounting work including the maintenance of financial records, systems or transactions. Interfaces with other City departments, auditors, business entities, governmental jurisdictions and general public, giving and receiving information regarding area of financial responsibility. May perform the most complex payroll processing work in an assigned department.
Side Letter Agreement between the City of Santa Clara and the Public Safety Non-Sworn Employees Association (Unit 10) that modifies the class specification for Senior Public Safety Dispatcher Per the proposed Side Letter Agreement, the Senior Public Safety Dispatcher (Job Code 725) class specification was updated to incorporate revisions to the minimum qualifications to aide in recruitment efforts for calendar year 2025. The requested approval does not modify the salary range for these classifications.
Senior Public Safety Dispatcher (Job Code 725) - with an annual salary range of $129,374.88 - $165,562.08. This classification supervises the work of employees responsible for providing the full scope of dispatching operations on an assigned shift. Duties include but are not limited to, providing input on division policies and procedures, resolve most complex dispatching calls, and supervising Public Safety Dispatcher I/II’s. Incumbents perform the full range of dispatch duties.
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25-547 Agenda Date: 5/13/2025
Side Letter Agreement between the City of Santa Clara and the Santa Clara Firefighters, International Association of Firefighters (IAFF), Local 1171 (Unit 1) that modifies the Classified Salary Plan to add the Firefighter I Training Div (Job Code 487T) Class Specification Per the proposed Side Letter Agreement, the Firefighter I Training Div (Job Code 487T) class specification was added to the Classified Salary Plan. No additional positions are recommended to be added for this classification.
Firefighter I Training Div (Job Code 487T) - with an annual salary range of $117,458.64 - $145,918.56. This classification performs work in the Training Division of the Fire Department.
Update the Classified Salary Plan
The Classified Salary Plan is updated to include the Firefighter I Training Div (Job Code 487T) class specification.
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.
FISCAL IMPACT
There is no fiscal impact from these revised class specifications.
COORDINATION
This report has been coordinated with 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 [email protected] or at the public information desk at any City of Santa Clara public library.
RECOMMENDATION
1. Approve various modifications to the classification plan, as follows, as detailed in the corresponding Class Specification attachments:
a) Approve the Modifications to the Principal Power Analyst (Job Code 145) Class Specification, b) Approve the Modifications to the Accounting Technician I/II (Job Code 216/217) Class Specifications,
c) Approve the Modifications to the Senior Public Safety Dispatcher (Job Code 725) Class Specification;
2. Authorize the City Manager to execute the Side Letter Agreement between the City of Santa Clara and the Public Safety Non-Sworn Employees Association (Unit 10) that modifies the Senior Public Safety Dispatcher (Job Code 725) Class Specification;
3. Authorize the City Manager to execute the Side Letter Agreement between the City of Santa Clara and the Santa Clara Firefighters, International Association of Firefighters (IAFF), Local 1171 (Unit 1) that modifies the Classified Salary Plan to add the Firefighter I Training Div (Job Code City of Santa Clara Page 4 of 5 Printed on 5/9/2025
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25-547 Agenda Date: 5/13/2025
487T) Class Specification; and
4. Adopt a Resolution to Update the Classified Salary Plan.
Reviewed by: Aracely Azevedo, Director, Human Resources Approved by: Jovan D. Grogan, City Manager
ATTACHMENTS
1. Class Specification (clean), Principal Power Analyst (Job Code 145)
2. Class Specification (track changes), Principal Power Analyst (Job Code 145)
3. Class Specification (clean), Accounting Technician I (Job Code 216)
4. Class Specification (track changes), Accounting Technician I (Job Code 216)
5. Class Specification (clean), Accounting Technician II (Job Code 217)
6. Class Specification (track changes), Accounting Technician II (Job Code 217)
7. Side Letter - Unit 10 Senior Public Safety Dispatcher
8. Class Specification (clean), Senior Public Safety Dispatcher 2025 (Job Code 725)
9. Class Specification (track changes) Senior Public Safety Dispatcher 2025 (Job Code 725)
10. Class Specification (clean), Senior Public Safety Dispatcher 2026 (Job Code 725)
11. Class Specification (track changes), Senior Public Safety Dispatcher 2026 (Job Code 725)
12. Side Letter - Unit 1 Firefighter I Training Division (Job Code 487T)
13. Resolution for Updated Classified Salary Plan
14. Updated Classified Salary Plan Effective 05-11-2025 (for Council 05-13-2025) City of Santa Clara Page 5 of 5 Printed on 5/9/2025
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Rev. 04/2025
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: PRINCIPAL POWER ANALYST (JOB CODE 154)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Electric Utility Various Exempt
CLASS SUMMARY
The Principal Power Analyst is a professional management position in the unclassified service responsible for managing the Resource Management and Customer Engagement operations relating to the purchase and sale of wholesale electric power, retail electric rate setting, cost recovery, and the necessary documentation and auditing of regular, complex transactions.
Performs related duties as assigned.
DISTINGUISHING CHARACTERISTICS
This classification is distinguished from other City-wide Analyst classifications in that it serves a supporting role in the Electric Utility Department (department) in power purchase and supply related activities. The Principal Power Analyst is distinguished from lower-level paraprofessional classifications in the department in that the latter provide technical and clerical staff assistance.
The Principal Power Analyst is distinguished from the higher-level Electric Division Manager in that the latter is responsible for managing a department division.
As a member of the City's Unclassified Service, this is an "at-will" position and the incumbent serves at the discretion of the City Manager. An incumbent in this classification: demonstrates strong ethical, professional, and service-oriented leadership and interpersonal skills; sets a good example; and correctly applies the tenets of the City's Code of Ethics and Values.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
• A Bachelor's Degree from an accredited college or university in Finance, Accounting, Business Administration or closely related field; and
• Five (5) years of increasingly responsible experience in finance, including accounting and auditing, two (2) of which must have been at the supervisory or managerial level.
ACCEPTABLE SUBSTITUTION
Up to two (2) years of additional experience as defined above may be substituted for the education requirement on a year for year basis.
LICENSES/CERTIFICATIONS
None
DESIRABLE QUALIFICATIONS
• Experience in municipal utilities, with a focus on utility budget and electric rate analysis • A Master’s degree in Finance, Accounting, or Business Administration or closely related field
PRINCIPAL POWER ANAYLST (154)
OTHER REQUIREMENTS
• Required to pass initial and periodic comprehensive background checks, which may include fingerprinting, to meet Federal, State, and /or industry security requirements • Must be able to perform all of the essential functions of the job assignment, with or without reasonable accommodations
• May be required to work unusual hours, including evenings and weekends, and to be available on an on-call basis in emergency situations
TYPICAL DUTIES
This description may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under general direction, the incumbent will:
• Manage, control, settle, and account for all wholesale electricity transactions ensuring data integrity;
• Plan, coordinate and perform complex accounting, statistical, financial analysis and financial reporting tasks;
• Exercise quality control over contents of various financial reports, budgets and other financial documents;
• Audit and assure the contract and policy compliance with the City's Market Risk Management Policy and Procedures;
• Design and manage accounts receivable and payable functions for all wholesale electricity transactions;
• Prepare monthly, quarterly, and annual retail sales reports by rate groups, rate codes, and customer size. Recognize significant variances, growth, and/or irregularities; understand causes/drivers, and summarize concisely to management;
• Prepare rate-related written analyses, reports and presentations for senior level management;
• Analyze and verify the contract compliance of City's energy-based transactions including power purchases and sales, and other fuel;
• Assist in the design and development of information technology applications; • Assist in electric cost-of-service studies, retail rate restructure, and development of new rates or fee schedules;
• Supervise, train, motivate and evaluate staff;
• Support trading activities and balances the portfolio of buy/sell transactions; • Assist with updating rules and regulations, and monitor market developments that may affect cost, rate structure or rate levels;
• Prepare various complex monthly, quarterly and annual accounting reports; • Review and resolve disputes between counterparties;
• Be responsible for power settlement and ensure the accuracy of all invoices and payments for contracts between the electric utility and retail customers, including Power Purchase Agreements (PPAs) and for customers participating in Large Customer Renewable Energy (LCRE) Program or similar arrangements;
PRINCIPAL POWER ANAYLST (154)
• Research and resolve meter data discrepancies, and work with the meter shop and City Finance to resolve meter data, unique billing, and service issues related to the electric utility’s largest customers;
• Assist in the preparation and administration of the operating budget of settlement and risk;
• Operate and use a variety of modern office equipment, and computer software programs including current windows applications, Word, Excel (advanced user), PowerPoint and to learn and operate new programs as required;
• Prepare reports, memos, and supporting documentation; • Assist in the development and implementation of the Department's goals, objectives, policies, procedures and work standards;
• Work closely with the trading and risk managers; and
• Perform other related duties as required.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• Applicable Federal, State, and local laws, rules, codes, and ordinances affecting the electric utility industry;
• Problem resolution of documentation and validation of wholesale electricity trades; • Generally accepted governmental accounting principles, policies, procedures and practices;
• External accounting and financial reporting requirements, and financial analysis; • Concepts and techniques of financial control systems and methodology; • Effective leadership, supervision, training and project management principles and practices;
• Research methods and statistical analysis;
• Problem solving and conflict resolution practices and techniques; • Complex spreadsheets and database applications;
• Office safety practices, procedures and standards; and • Methods and procedures required to validate the sale of wholesale electricity transactions.
Ability to:
• Effectively develop and set objectives, identify and prioritize plans and strategies and efficiently allocate resources to meet goals and timelines in relation to wholesale electricity transactions;
• Research, analyze and investigate work related issues; • Maintain highly confidential information;
• Create, manage and maintain complex filing and record systems; • Develop and maintain information technology applications; • Evaluate situations, identify problems, make logical decisions and follow through on resolution;
• Provide leadership and management in the division through coaching, enabling and facilitating employees working in a team environment;
• Plan, organize, direct, and coordinate division activities and effectively manage the work PRINCIPAL POWER ANAYLST (154)
of others;
• Conducts research and analysis of complex technical issues; evaluates options and makes recommendations for action; prepares staff reports and recommendations; • Gather, assemble, analyze, and evaluate complex financial and fiscal data and make sound recommendations and decisions;
• Prepare and interpret a variety of reports utilizing a variety of software packages very specific to the wholesale electric industry;
• Track a high volume of detail with accuracy;
• Communicate clearly and effectively in writing by using correct English grammar, spelling and punctuation;
• Establish and maintain effective working relationships with those contacted in the course of work including supervisors, subordinates, wholesale electrical power suppliers and customers;
• Work in a team-based environment and achieve common goals; • Effectively handle multiple priorities, organize workload and meet strict deadlines; and • Walk or stand for extended periods of time and bend, stoop, reach, carry, climb, and lift as necessary to perform assigned duties.
SUPERVISION RECEIVED
Works under the general direction provided by the Electric Division Manager or other manager as assigned.
SUPERVISION EXERCISED
Manages administrative staff as assigned
CONFLICT OF INTEREST
Incumbents in this position are required to file a Conflict of Interest statement upon assuming office, annually, and upon leaving office, in accordance with City Manager’s Directive 100.
CLASSIFICATION HISTORY
Established 1/2003; Revised 6/2016; Revised 04/2025
Rev. 043/2025
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: PRINCIPAL POWER ANALYST (JOB CODE 154)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Electric Utility Various Exempt
DescriptionCLASS SUMMARY
The Principal Power Analyst is is a professional , management position in the unclassified service responsible for managing the Back Office Resource Management and Customer Engagement operations relating to the purchase and sale of wholesale electric power, retail electric rate setting, cost recovery, and the necessary documentation and auditing of regular, complex transactions. As a member of the City's Unclassified Service, this is an "at-will" position and the incumbent serves at the discretion of the City Manager. An incumbent in this classification: demonstrates strong ethical, professional, and service-oriented leadership and interpersonal skills; sets a good example; and correctly applies the tenets of the City's Code of Ethics and Values. Performs related duties as assigned.
DISTINGUISHING CHARACTERISTICS
Thise classification is distinguished from other City-wide Analyst classifications in that it serves a supporting role in the Electric Utility Department (department) in power purchase and supply related activities. The Principal Power Analyst is distinguished from lower-level paraprofessional classifications in the department in that the latter provide technical and clerical staff assistance.
The Principal Power Analyst is distinguished from the higher-level Electric Division Manager in that the latter is responsible for managing a department division.
As a member of the City's Unclassified Service, this is an "at-will" position and the incumbent serves at the discretion of the City Manager. An incumbent in this classification: demonstrates strong ethical, professional, and service-oriented leadership and interpersonal skills; sets a good example; and correctly applies the tenets of the City's Code of Ethics and Values.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
Education and experience equivalent to a A Bachelor's Degree from an accredited college or university in Finance, Accounting, Business Administration or closely related field; and
Five (5) years of increasingly responsible administrative experience in finance, including accounting and auditing, two (2) of which must have been at the supervisory or managerial level.
Electric Energy Industry experience is desirable
ACCEPTABLE SUBSTITUTION
Up to two (2) years of additional experience as defined above may be substituted for the education requirement on a year for year basis.
PRINCIPAL POWER ANAYLST (154)
LICENSELICENSES/CERTIFICATIONS
Possession of a valid California Class C driver's license is required at the time of appointment and for the duration of employment.None
DESIRABLE QUALIFICATIONS
Proven eExperience in municipal utilities, with a focus on utility budget and electric rate analysis
A Master’s degree in Finance, Accounting, or Business Administration or closely related field
OTHER REQUIREMENTS
Required to pass initial and periodic comprehensive background checks, which may include fingerprinting, to meet Federal, State, and /or industry security requirements Must be able to perform all of the essential functions of the job assignment, with or without reasonable accommodations
May be required to work unusual hours, including evenings and weekends, and to be available on an on-call basis in emergency situations
CONFLICT OF INTEREST
Incumbents in this position are required to file a Conflict of Interest statement upon assuming office, annually, and upon leaving office, in accordance with City Manager Directive 100.
TYPICAL DUTIES
Duties may include, but are not limited to, the following.
This description may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under general direction, the incumbent will:
Manages, controls, settles, and accounts for all wholesale electricity transactions ensuring data integrity;
Plans, coordinates and performs complex accounting, statistical, financial analysis and financial reporting tasks;
Exercises quality control over contents of various financial reports, budgets and other financial documents;
Audits and assures the contract and policy compliance with the City's Market Risk Management Policy and Procedures;
Designs and manages accounts receivable and payable functions for all wholesale electricity transactions;
Prepare monthly, quarterly, and annual retail sales reports by rate groups, rate codes, and customer size. Recognize significant variances, growth, and/or irregularities; understand causes/drivers, and summarize concisely to management;
• Prepare rate-related written analyses, reports and presentations for senior level management;
PRINCIPAL POWER ANAYLST (154)
Analyzes and verifyies the contract compliance of City's energy-based transactions including power purchases and sales, and other fuel;
Assists in the design and development of information technology applications; Organizes workflow and assignments of the Back Office staffAssist in electric cost-ofservice studiesy, retail rate restructure, and development of new rates or fee schedules; Supervises, trains, motivates and evaluates staff;
Supports trading activities and balances the portfolio of buy/sell transactions; Oversees the deal capture, confirmation, and account settlement processes for all wholesale electricity trades Assist with updating rules and regulations, and monitoring market developments that may affect cost, rate structure or rate levels; Prepares various complex monthly, quarterly and annual accounting reports; Reviews and resolves disputes between counterparties; Be responsible for power settlement and ensure the accuracy of all invoices and payments for contracts between the electric utility and retail customers, including Power Purchase Agreements (PPAs) and for customers participating in Large Customer Renewable Energy (LCRE) Program or similar arrangements;
Researches and resolves meter data discrepancies, and work with the meter shop and City Finance to resolve meter data, unique billing, and service issues related to the electric utility’s largest customers;
Assists in the preparation and administration of the operating budget of settlement and risk;
Operates and uses a variety of modern office equipment, and computer software programs including current windows applications, Word, Excel (advanced user), PowerPoint and to learn and operate new programs as required; Prepares reports, memos, and supporting documentation; Assists in the development and implementation of the Department's goals, objectives, policies, procedures and work standards;
Works closely with the trading and risk managers; and Perform other related duties as required.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
Applicable Federal, State, and local laws, rules, codes, and ordinances affecting the electric utility industry;
California ISO compliance and settlement procedures and processes; Problem resolution of documentation and validation of wholesale electricity trades; Generally accepted governmental accounting principles, policies, procedures and practices;
External accounting and financial reporting requirements, and financial analysis; Concepts and techniques of financial control systems and methodology; Effective leadership, supervision, training and project management principles and practices;
Research methods and statistical analysis;
Problem solving and conflict resolution practices and techniques; PRINCIPAL POWER ANAYLST (154)
Complex spreadsheets and database applications;
Office safety practices, procedures and standards; and Methods and procedures required to validate the sale of wholesale electricity transactions.
Ability to:
Effectively develop and set objectives, identify and prioritize plans and strategies and efficiently allocate resources to meet goals and timelines in relation to wholesale electricity transactions;
Research, analyze and investigate work related issues; Maintain highly confidential information;
Create, manage and maintain complex filing and record systems; Develop and maintain information technology applications; Evaluate situations, identify problems, make logical decisions and follow through on resolution;
Provide leadership and management in the division through coaching, enabling and facilitating employees working in a team environment;
Plan, organize, direct, and coordinate division activities and effectively manage the work of others;
Conducts research and analysis of complex technical issues; evaluates options and makes recommendations for action; prepares staff reports and recommendations; Gather, assemble, analyze, and evaluate complex financial and fiscal data and make sound recommendations and decisions;
Prepare and interpret a variety of reports utilizing a variety of software packages very specific to the wholesale electric industry;
Track a high volume of detail with accuracy;
Communicate clearly and effectively in writing by using correct English grammar, spelling and punctuation;
Establish and maintain effective working relationships with those contacted in the course of work including supervisors, subordinates, wholesale electrical power suppliers and customers;
Work in a team-based environment and achieve common goals; Effectively handle multiple priorities, organize workload and meet strict deadlines; and Walk or stand for extended periods of time and bend, stoop, reach, carry, climb, and lift as necessary to perform assigned duties.
SUPERVISION RECEIVED
Works under the general direction provided by the Director of Electric Utility Chief Electric Utility Officer, Chief Electric Utility Operating Officer, Assistant Director of Electric Utility, Senior Electric Division Manager, and Electric Division Manager or other manager as assigned..
SUPERVISION EXERCISED
Manages administrative staff as assigned
CONFLICT OF INTEREST
PRINCIPAL POWER ANAYLST (154)
Incumbents in this position are required to file a Conflict of Interest statement upon assuming office, annually, and upon leaving office, in accordance with City Manager’s Directive 100.
CLASSIFICATION HISTORY
Established 1/2003; Revised 6/2016; Revised 4/2025
Rev. 03/2025
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: ACCOUNTING TECHNICIAN I (JOB CODE 216)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Finance Various Non-Exempt
CLASS SUMMARY
This is the entry-level class within the Accounting Technician series in the classified service.
Performs basic accounting work including the maintenance of financial records, systems or transactions. Interfaces with other City departments, auditors, business entities, governmental jurisdiction and general public, giving and receiving information regarding area of financial responsibility. Performs related duties as assigned.
DISTINGUISHING CHARACTERISTICS
This is the entry level classification in the flexibly staffed Accounting Technician series.
Incumbents work under immediate supervision and are not expected to function with the same knowledge or skill set as the Accounting Technician II. This classification exercises less independent discretion and judgement in matters related to work procedures and methods. Work is usually supervised while in progress and fits an established structure or pattern. Exceptions or changes in procedures are explained in detail as they arise. This class is distinguished from the class of Accounting Technician II in that the latter is the second level class where incumbents are responsible for performing the full range of accounting work and may perform more complex work assignments.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
• Graduation from high school or possession of a GED;
• Two (2) years of work experience in Finance/Accounting (accounts receivable, accounts payable, payroll, or general accounting);
• Experience with electronic spreadsheet and word processing programs; and • Experience with online financial systems.
ACCEPTABLE SUBSTITUTION
College coursework in a related field may be substituted for the required work experience in Finance/Accounting on a year for year basis.
LICENSES/CERTIFICATIONS
None
DESIRABLE QUALIFICATIONS
• Experience with on-line financial and/or payroll systems; • Experience with PeopleSoft Financial or Human Resources/Payroll Systems.
OTHER REQUIREMENTS
• Must be able to perform all of the essential functions of the job assignment. • May be required to work unusual hours and weekends in the performance of their duties.
Accounting Technician I (216)
TYPICAL DUTIES
This description may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under immediate supervision, the incumbent:
• Processes the City's financial transactions in a timely manner in compliance with laws, regulations, and City policy, working closely with staff in all City departments and outside City contacts;
• Performs reconciliation of various accounting and banking activity; • Reviews the documentation submitted by operating departments for compliance and correct general ledger account coding and recommends corrective action, up to and including journal entry preparation;
• Uses computer applications, including electronic spreadsheets and word processing software, prepares reports, memos, and supporting documentation; • Maintains accurate paper and electronic documentation; • Sorts, indexes, and files materials, using a variety of standard filing methods; and • Performs other related duties as assigned.
When assigned to Accounts Payable:
• Reviews payment requests from departments for compliance with City internal control policies;
• Reviews invoices to determine appropriate coding for sales and use tax; • Enters accounts payable vouchers, and journal vouchers online and verify input against the source documents;
• Works closely with vendors, payers, City staff, and other agencies; • Uses computer applications, including electronic spreadsheets and word processing software, prepares reports, memos, and supporting documentation; • Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; and • Performs other related duties as assigned.
When Assigned to Payroll:
• Enters payroll transactions online and verifies input against source documents; • Accurately follows established business process documentation; • Uses queries and reports, reviews transactions for compliance with City policies, procedures and Memoranda of Understanding;
• Works with City staff and employees, as well as other outside City contacts; • Analyzes original documents and determines system entries needed; • Reconciles employee deductions to the General Ledger (GL); • Uses computer applications, including electronic spreadsheets and word processing software, reconciles biweekly or monthly benefits and deductions and prepares reports, memos, supporting documentations and payment requests;
• Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; Accounting Technician I (216)
• Processes vendor payment requests for employee deductions; • Tracks departmental timekeeper submissions on Excel spreadsheets; • Accurately files confidential personnel records; and
• Performs other related duties as assigned.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• Accounting methods and procedures;
• Office machines and common office equipment including a personal computer, copier and facsimile machine;
• Accounting transaction processing in the payroll, accounts payable, general accounting, or cash and bank reconciliation areas;
• Computer applications (such as Peoplesoft, QuickBooks, and Microsoft Word, Access, Excel, and PowerPoint), databases, spreadsheets including data management; • Financial and payroll software systems; and
• Office safety practices, procedures and standards.
Ability to:
• Process financial data and make arithmetical computations rapidly and accurately; • Analyze and interpret financial and accounting records; • Apply administrative and departmental policies, laws and rules; • Understand basic algebraic relationships;
• Evaluate situations, identify problems, make logical decisions and follow through on resolution;
• Research, analyze and investigate work related issues; • Operate standard office equipment;
• Use personal computers and applicable software;
• Provide excellent customer service;
• Communicate clearly and effectively, both orally and in writing; • Deal tactfully and courteously with others;
• Understand, follow and carry out oral and written instructions; • Spell correctly and use proper English grammar;
• Interact with City employees on various accounting related issues; • Establish and maintain effective working relationships with those contacted in the course of work;
• Work in a team-based environment and achieve common goals; • Perform tasks without being told, working in the best interest of the City; • Effectively handle multiple priorities, organize workload, and meet strict deadlines; • Establish and maintain accurate records and files;
• Walk or stand for extended periods of time and bend, stoop, reach, carry, climb, and lift as necessary to perform assigned duties.
SUPERVISION RECEIVED
Works under the immediate supervision of the Senior Accounting Technician, Accountant, Accounting Technician I (216)
Principal Accountant, or Accounting Services Division Manager.
SUPERVISION EXERCISED
None
CLASSIFICATION HISTORY
Established 11/1999; Rev. 11/2015; Rev. 03/2025
Rev. 03/2025
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: ACCOUNTING TECHNICIAN I (JOB CODE 216)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Finance Various Non-Exempt
CLASS DESCRIPTIONSUMMARY
This is the entry-level class within the Accounting Technician series in the classified service.
Performs basic accounting work including the maintenance of financial records, systems or transactions. Interfaces with other City departments, auditors, business entities, governmental jurisdiction and general public, giving and receiving information regarding area of financial responsibility. Performs related duties as assigned.
DISTINGUISHING CHARACTERISTICS
This is the entry level classification in the flexibly staffed Accounting Technician series.
Incumbents work under immediate supervision and are not expected to function with the same knowledge or skill set as the Accounting Technician II. This classification exercises less independent discretion and judgement in matters related to work procedures and methods. Work is usually supervised while in progress and fits an established structure or pattern. Exceptions or changes in procedures are explained in detail as they arise. This class is distinguished from the class of Accounting Technician II in that the latter is the second level class where incumbents are responsible for performing the full range of accounting work and may perform more complex work assignments. The class is distinguished from the Accounting Technician II by the performance of more routine tasks and duties assigned to the position within the series.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
• Graduation from high school or possession of a GED;
• Completion of thirty (30) semester units or forty-five (45) quarter units from an accredited college or university; including at least six (6) semester units or nine (9) quarter units, which must be in Accounting or Bookkeeping; • One Two (12) years of work experience in Finance/Accounting (accounts receivable, accounts payable, payroll, or general accounting);
• Experience with electronic spreadsheet and word processing programs; and • Experience with online financial system systems.
• Ten-key by touch.
ACCEPTABLE SUBSTITUTION
• Additional qualifying experience may be substituted for the required education on the basis of one (1) year of experience for fifteen (15) semester units. (There is no substitution allowed for the requirement for six (6) semester units or nine (9) quarter units in Accounting or Bookkeeping.)
• A Bachelor's DegreeCollege coursework in a related field may be substituted for one (1) year of the required work experience in Finance/Accounting on a year for year basis.
LICENSES/CERTIFICATIONS
- - - -
Accounting Technician I (216)
None
• Possession of a valid California Class C driver's license is desirable.
DESIRABLE QUALIFICATIONS
• Experience with on-line financial and/or payroll systems; • Experience with PeopleSoft Financial or Human Resources/Payroll Systems.
OTHER REQUIREMENTS
• Must be able to perform all of the essential functions of the job assignment. • May be required to work unusual hours and weekends in the performance of their duties.
TYPICAL DUTIES
This description Each position in this classification may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under immediate supervision, the incumbent:
General Accounting:
• Processes the City's financial transactions in a timely manner in compliance with laws, regulations, and City policy, working closely with staff in all City departments and outside City contacts;
• Performs reconciliation of various accounting and banking activity; • Reviews the documentation submitted by operating departments for compliance and correct general ledger account coding and recommends corrective action, up to and including journal entry preparation;
• Uses computer applications, including electronic spreadsheets and word processing software, prepares reports, memos, and supporting documentation; • Maintains accurate paper and electronic documentation; • Sorts, indexes, and files materials, using a variety of standard filing methods; and • Performs other related duties as assigned.
When assigned to Accounts Payable:
• Reviews payment requests from departments for compliance with City internal control policies;
• Reviews invoices to determine appropriate coding for sales and use tax; • Enters accounts payable vouchers, and journal vouchers online and verify input against the source documents;
• Works closely with vendors, payers, City staff, and other agencies; • Uses computer applications, including electronic spreadsheets and word processing software, prepares reports, memos, and supporting documentation; • Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; and • Performs other related duties as assigned.
When Assigned to Payroll:
I -______ _
Accounting Technician I (216)
• Enters payroll transactions online and verifies input against source documents; • Accurately follows established business process documentation; • Uses queries and reports, reviews transactions for compliance with City policies, procedures and Memoranda of Understanding;
• Works with City staff and employees, as well as other outside City contacts; • Analyzes original documents and determines system entries needed; • Reconciles employee deductions to the General Ledger (GL); • Uses computer applications, including electronic spreadsheets and word processing software, reconciles biweekly or monthly benefits and deductions and prepares reports, memos, supporting documentations and payment requests;
• Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; • Processes vendor payment requests for employee deductions; • Tracks departmental timekeeper submissions on Excel spreadsheets; • Accurately files confidential personnel records; and
• Performs other related duties as assigned.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• Accounting methods and procedures;
• Office machines and common office equipment including a personal computer, copier and facsimile machine;
• Accounting transaction processing in the payroll, accounts payable, general accounting, or cash and bank reconciliation areas;
• Computer applications (such as Peoplesoft, QuickBooks, and Microsoft Word, Access, Excel, and PowerpointPowerPoint), databases, spreadsheets including data management; • Financial and payroll software systems; and
• Office safety practices, procedures and standards.
Ability to:
• Process financial data and make arithmetical computations rapidly and accurately; • Analyze and interpret financial and accounting records; • Apply administrative and departmental policies, laws and rules; • Understand basic algebraic relationships;
• Evaluate situations, identify problems, make logical decisions and follow through on resolution;
• Research, analyze and investigate work related issues; • Operate standard office equipment;
• Use personal computers and applicable software;
• Provide excellent customer service;
• Communicate clearly and effectively, both orally and in writing; • Deal tactfully and courteously with others;
• Understand, follow and carry out oral and written instructions; Accounting Technician I (216)
• Spell correctly and use proper English grammar;
• Interact with City employees on various accounting related issues; • Establish and maintain effective working relationships with those contacted in the course of work;
• Work in a team-based environment and achieve common goals; • Perform tasks without being told, working in the best interest of the City; • Effectively handle multiple priorities, organize workload, and meet strict deadlines; • Establish and maintain accurate records and files;
• Walk or stand for extended periods of time and bend, stoop, reach, carry, climb, and lift as necessary to perform assigned duties.
SUPERVISION RECEIVED
Works under the immediate supervision of the Senior Accounting Technician, Accountant, Principal Accountant, Payroll Analyst, or Accounting Services Division Manager.
SUPERVISION EXERCISED
None
CLASSIFICATION HISTORY
Established 11/1999; Rev. 11/2015; Rev. 03/2025
Rev. 03/2025
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: ACCOUNTING TECHNICIAN II (JOB CODE 217)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Finance Various Non-Exempt
CLASS SUMMARY
This is the second level classification in the Accounting Technician series. Performs advanced paraprofessional accounting work including the maintenance of financial records, systems or transactions. Interfaces with other City departments, auditors, business entities, governmental jurisdiction and general public, giving and receiving information regarding area of financial responsibility. May perform the most complex payroll processing work in an assigned department. Performs related duties as assigned.
DISTINGUISHING CHARACTERISTICS
Positions in this class are flexibly staffed, and are frequently filled by advancement from the Accounting Technician I class, or when filled through recruitment, require additional experience. Incumbents work under general supervision and function with a higher knowledge and skill set than Accounting Technician I. Incumbents within this class are distinguished from the Accounting Technician I by exhibiting a higher level of judgment and independence in performing the full range of duties as assigned.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
• Graduation from high school or possession of a GED;
• Three (3) years of work experience in Finance/Accounting (accounts receivable, accounts payable, payroll, or general accounting);
• Experience with electronic spreadsheet and word processing programs; and • Experience with online financial systems.
ACCEPTABLE SUBSTITUTION
College coursework in a related field can be substituted for the required work experience in Finance/Accounting on a year for year basis, up to two (2) years.
LICENSES/CERTIFICATIONS
None
DESIRABLE QUALIFICATIONS
Experience with PeopleSoft Financial or Human Resources/Payroll Systems.
OTHER REQUIREMENTS
• Must be able to perform all of the essential functions of the job assignment. • May be required to work unusual hours and weekends in the performance of their duties.
TYPICAL DUTIES
This description may not include all the duties listed below, nor do the examples cover all duties ACCOUNTING TECHNICIAN II (217)
that may be performed.
Under general supervision, the incumbent:
• Processes the City's financial transactions in a timely manner in compliance with laws, regulations, and City policy working closely with staff in all City departments and outside City contacts; Performs reconciliation of various accounting and banking activity; • Reviews the documentation submitted by operating departments for compliance and correct general ledger account coding and recommends corrective action, up to and including journal entry preparation;
• Reviews documentation for Miscellaneous Accounts Receivable in order to generate invoices using on-line billing system;
• Generates billing statements, demand letters and collection agency information; • Works with payers to develop payment plans;
• Issues tags to departments for fixed asset purchases; • Uses computer applications, including electronic spreadsheets and word processing software, prepares reports, memos, and supporting documentation; • Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; • May represent the City of Santa Clara in Small Claim actions; • Performs other related duties as assigned.
When assigned to Accounts Payable:
• Reviews payment requests from departments for compliance with City internal control policies including contract management requirements;
• Reviews invoices to determine appropriate coding for sales & use tax; • Enters accounts payable vouchers online and verify input against source documents; • Enters and loads spreadsheet vouchers;
• Works with City staff to accurately process Purchase Card transactions; • Provides assistance to staff in using the Insurance certificate tracking system; • Works closely with vendors, payers, employees, and other agencies; • Reviews the documentation submitted by operating departments for compliance and correct GL account coding and recommends corrective action; • Uses computer applications, including electronic spreadsheets and word processing software, prepares reports, memos, and supporting documentation; • Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; and • Performs other related duties as assigned.
When assigned to Payroll:
• Enters payroll transactions online and verifies input against the source documents; • Accurately follows established business process documentation; • Using queries and reports, reviews transactions for compliance with City policies, procedures and Memoranda of Understanding;
• Works with City employees and departments, as well as other outside City contacts; ACCOUNTING TECHNICIAN II (217)
• Analyze original documents and determine system entries needed; • Reconciles employee deductions to the GL;
• Processes levies and judgments in accordance with laws and regulations; • Uses queries and computer applications to maintain control totals of base salaries City wide and balance salaries to payroll on a biweekly basis; • Using computer applications, including electronic spreadsheets and word processing software, reconciles biweekly or monthly benefits and deductions and prepares reports, memos, supporting documentation and payment requests;
• Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; and • Performs other related duties as assigned.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• Accounting methods and procedures;
• Office machines and common office equipment including a personal computer, copier and facsimile machine;
• Accounting transaction processing in the payroll, accounts payable, general accounting, or cash and bank reconciliation areas;
• Computer applications (such as Peoplesoft, QuickBooks, and Microsoft Word, Access, Excel, and Powerpoint), databases, spreadsheets including data management; • Financial and payroll software systems;
• Research methods and techniques; and
• Office safety practices, procedures and standards.
Ability to:
• Process financial data and make arithmetical computations rapidly and accurately; • Analyze and interpret financial and accounting records; • Interpret and apply administrative and departmental policies, laws and rules; • Understand basic algebraic relationships;
• Evaluate situations, identify problems, make logical decisions and follow through on resolution;
• Research, analyze and investigate work related issues; • Operate standard office equipment;
• Use personal computers and applicable software;
• Interact with City employees on various accounting related issues; • Provide excellent customer service;
• Establish and maintain effective working relationships with those contacted in the course of work;
• Work in a team-based environment and achieve common goals; • Communicate clearly, tactfully and effectively, both orally and in writing; • Understand, follow and carry out oral and written instructions; • Spell correctly and use proper English grammar;
• Perform tasks without being told, working in the best interest of the City; ACCOUNTING TECHNICIAN II (217)
• Effectively handle multiple priorities, organize workload, and meet strict deadlines; • Analyze work processes and suggest work improvements; • Using computer applications, prepare spreadsheets, memos and procedural documentation;
• Walk or stand for extended periods of time and bend, stoop, reach, carry, climb, and lift as necessary to perform assigned duties.
SUPERVISION RECEIVED
Works under the supervision of the Senior Accounting Technician, Accountant, Principal Accountant, or Accounting Services Division Manager.
SUPERVISION EXERCISED
May lead or train staff as assigned.
CLASSIFICATION HISTORY
Established 01/2008; Rev. 03/2025
Rev. 03/2025
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: ACCOUNTING TECHNICIAN II (JOB CODE 217)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Finance Various Non-Exempt
CLASS SUMMARYDescription
This is the second level classification in the Accounting Technician series. Performs advanced paraprofessional accounting work including the maintenance of financial records, systems or transactions. Interfaces with other City departments, auditors, business entities, governmental jurisdiction and general public, giving and receiving information regarding area of financial responsibility. May perform the most complex payroll processing work in an assigned department. Performs related duties as assigned.
DISTINGUISHING CHARACTERISTICS
Positions in this class are flexibly staffed, and are frequently filled by advancement from the Accounting Technician I class, or when filled through recruitment, require additional experience. The appointing authority will approve appointment or promotion based on the employee's demonstrated ability to perform the full range of duties for the class and meet the qualification standards for the class. Incumbents work under general supervision and function with a higher knowledge and skill set than Accounting Technician I. Incumbents within this class are distinguished from the Accounting Technician I by exhibiting a higher level of judgment and independence in performing the full range of duties as assigned.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
• Graduation from high school or possession of a GED; and • Completion of thirty (30) semester units or forty-five (45) quarter units from an accredited college or university. including at least six (6) semester or nine (9) quarter units, which must be in Accounting or Bookkeeping; and
• Two Three (23) years of work experience in Finance/Accounting (accounts receivable, accounts payable, payroll, or general accounting); and
• Experience with electronic spreadsheet and word processing programs; and • Experience with on-line financial systems. and/or payroll systems. ; and • Ten-key by touch.
ACCEPTABLEPOSSIBLE SUBSTITUTION
• College coursework in a related field can be substituted for the required work experience in Finance/Accounting on a year for year basis, up to two (2) years. • Additional qualifying experience may be substituted for the required education on the basis of one (1) year of experience for fifteen (15) semester units. (There is no substitution allowed for the requirement for six (6) semester or nine (9) quarter units in Accounting and Bookkeeping.)
LICENSES/CERTIFICATIONS
None
ACCOUNTING TECHNICIAN II (217)
• Possession of a valid California Class C driver's license is desirable.
DESIRABLE QUALIFICATIONS
• Experience with PeopleSoft Financial or Human Resources/Payroll Systems.
OTHER REQUIREMENTS
• Must be able to perform all of the essential functions of the job assignment. • May be required to work unusual hours and weekends in the performance of their duties.
TYPICAL DUTIES
This description Each position in this classification may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under general supervision, the incumbent:
General Accounting:
Under supervision:
• Processes the City's financial transactions in a timely manner in compliance with laws, regulations, and City policy working closely with staff in all City departments and outside City contacts; Performs reconciliation of various accounting and banking activity; • Reviews the documentation submitted by operating departments for compliance and correct general ledger account coding and recommends corrective action, up to and including journal entry preparation;
• Reviews documentation for Miscellaneous Accounts Receivable in order to generate invoices using on-line billing system;
• Generates billing statements, demand letters and collection agency information; • Works with payers to develop payment plans;
• Issues tags to departments for fixed asset purchases; • Uses computer applications, including electronic spreadsheets and word processing software, prepares reports, memos, and supporting documentation; • Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; • May represent the City of Santa Clara in Small Claim actions; • Performs other related duties as assigned.
When assigned to Accounts Payable:
Under supervision
• Reviews payment requests from departments for compliance with City internal control policies including contract management requirements;
• Reviews invoices to determine appropriate coding for sales & use tax; • Enters accounts payable vouchers online and verify input against source documents; • Enters and loads spreadsheet vouchers;
• Works with City staff to accurately process Purchase Card transactions; • Provides assistance to staff in using the Insurance certificate tracking system; • Works closely with vendors, payers, employees, and other agencies; ACCOUNTING TECHNICIAN II (217)
• Reviews the documentation submitted by operating departments for compliance and correct GL account coding and recommends corrective action; • Uses computer applications, including electronic spreadsheets and word processing software, prepares reports, memos, and supporting documentation; • Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; and • Performs other related duties as assigned.
When assigned to Payroll:
Under supervision
• Enters payroll transactions online and verifies input against the source documents; • Accurately follows established business process documentation; • Using queries and reports, reviews transactions for compliance with City policies, procedures and Memoranda of Understanding;
• Works with City employees and departments, as well as other outside City contacts; • Analyze original documents and determine system entries needed; • Reconciles employee deductions to the GL;
• Processes levies and judgments in accordance with laws and regulations; • Uses queries and computer applications to maintain control totals of base salaries City wide and balance salaries to payroll on a biweekly basis; • Using computer applications, including electronic spreadsheets and word processing software, reconciles biweekly or monthly benefits and deductions and prepares reports, memos, supporting documentation and payment requests;
• Maintains accurate paper and electronic documentation, including files; • Sorts, indexes, and files materials, using a variety of standard filing methods; and • Performs other related duties as assigned.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• Accounting methods and procedures;
• Office machines and common office equipment including a personal computer, copier and facsimile machine;
• Accounting transaction processing in the payroll, accounts payable, general accounting, or cash and bank reconciliation areas;
• Computer applications (such as Peoplesoft, QuickBooks, and Microsoft Word, Access, Excel, and Powerpoint), databases, spreadsheets including data management; • Financial and payroll software systems;
• Research methods and techniques; and
• Office safety practices, procedures and standards.
Ability to:
• Process financial data and make arithmetical computations rapidly and accurately; • Analyze and interpret financial and accounting records; ACCOUNTING TECHNICIAN II (217)
• Interpret and apply administrative and departmental policies, laws and rules; • Understand basic algebraic relationships;
• Evaluate situations, identify problems, make logical decisions and follow through on resolution;
• Research, analyze and investigate work related issues; • Operate standard office equipment;
• Use personal computers and applicable software;
• Interact with City employees on various accounting related issues; • Provide excellent customer service;
• Establish and maintain effective working relationships with those contacted in the course of work;
• Work in a team-based environment and achieve common goals; • Communicate clearly, tactfully and effectively, both orally and in writing; • Understand, follow and carry out oral and written instructions; • Spell correctly and use proper English grammar;
• Perform tasks without being told, working in the best interest of the City; • Effectively handle multiple priorities, organize workload, and meet strict deadlines; • Analyze work processes and suggest work improvements; • Using computer applications, prepare spreadsheets, memos and procedural documentation;
• Walk or stand for extended periods of time and bend, stoop, reach, carry, climb, and lift as necessary to perform assigned duties.
SUPERVISION RECEIVED
Works under the supervision of the Senior Accounting Technician, Accountant, Principal Accountant, or Accounting Services Division Manager.
SUPERVISION EXERCISED
May lead or train staff as assigned.
CLASSIFICATION HISTORY
Established 01/2008; Rev. 03/2025
SIDE LETTER AGREEMENT
BETWEEN
THE CITY OF SANTA CLARA
AND
PUBLIC SAFETY NON-SWORN EMPLOYEES ASSOCIATION
(UNIT 10)
SENIOR PUBLIC SAFETY DISPATCHER MINIMUM QUALIFICATIONS
The City has experienced an ongoing high vacancy rate (currently 38%) in the Communications Center of the Police Department. The Police Department has explored various recruitment outreach efforts to attract candidates to the City of Santa Clara, and while some of these efforts have been successful in filling some of the vacancies, vacancies in this Division continue to exist. The current classification specifications for the position of Senior Public Safety Dispatcher (Job Code 725) immediately disqualifies external candidates who do not have at least three (3) years of public safety dispatching experience in Santa Clara.
In an effort to attract experienced external candidates with public safety dispatching experience from other public agencies, the City is interested in modifying the existing classification specification for the position of Senior Public Safety Dispatcher (Job Code 725).
The City and the Public Safety Non-Sworn Employees Association {hereafter, "Unit 1 O") have discussed and have agreed to make the following revisions to the Minimum Qualifications section of the Senior Public Safety Dispatcher (Job Code 725) classification specification.
1. Effective after approval of the Side Letter Agreement the parties agree that during the 2025 calendar year, the City shall conduct an ongoing recruitment for the position of Senior Public Safety Dispatcher (Job Code 725) with the following amendment to the Minimum Qualifications.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
Graduation from high school or possession of a GED and five (5) years' experience in public safety dispatching, three (3) years of which must be 'Nith tho Santa Clara Police Department, Dispatch Unit.
Unit 10 Side Letter Agreement - Senior Public Safety Dispatcher Minimum Qualifications March 25, 2025 ·
For calendar year 2025, the minimum qualifications are revised to remove the required three (3) years of which must be with the Santa Clara Police Department, Dispatch Unit.
Effective January 1, 2026, the City will revert to the prior minimum qualifications.
With this recruitment, an eligibility list shall be established with an expiration of no later than December 31, 2026. The parties agree that the City shall not request to extend the list for any additional time beyond December 31, 2026.
2. Effective January 2026, the parties agree to update the Senior Public Safety Dispatcher (Job Code 725) classification to revert back to the language that existed pri0r to the execution of this Side Letter:
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
Graduation from high school or possession of a GED and five (5) years' experience in public safety dispatching, three (3) years of which must be with the Santa Clara Police Department, Communications (Dispatch) Division.
For calendar year 2025. the minimum qualifications are revised to remo¥e the required lhroo (d) )'-Oa-rs of which must be w#h the Santa Clara Police Department. Dispatch Un.it.
Effecti11e January 1, 2026, the City v,<ill revert to the prior minimum qualifications.
3. This Side Letter Agreement shall not establish precedent for future agreements and shall not be construed or implied to obligate the City or Unit 10 to enter into any similar agreements in the future.
4. This Side Letter Agreement shall become effective when signed by all parties below and upon approval by City Council.
Attachments:
1. Class Specification - (clean and track changes) Senior Public Safety Dispatcher (725) Calendar Year 2025
2. Class Specification - (clean and track changes) Senior Public Safety Dispatcher (725) Calendar Year 2026
FOR THE CITY: FOR UNIT 10:
(Qf'lChd TLQ,,lo,. ()W1011~5
Rachel Thomas Date
President, Unit 1 0
Unit 10 Side Letter Agreement- Senior Public Safety Dispatcher Minimum Qualifications March 25, 2025
,&/14«.-(tc ~tJ fl-~-/ d-'sAracely Azevedo Date
Director of Human Resources
Rev. 04/2025
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: SENIOR PUBLIC SAFETY DISPATCHER (JOB CODE 725)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Police Communications Operations
Manager
Non-Exempt
CLASS SUMMARY
Under general direction, supervises the work of employees responsible for providing the full scope of dispatching operations on an assigned shift. Duties include but are not limited to, providing input on division policies and procedures, resolve most complex dispatching calls, and supervising Public Safety Dispatcher I/IIs. Incumbents perform the full range of dispatch duties.
Performs related work as required.
DISTINGUISHING CHARACTERISTICS
This is the first line supervisory classification in the work group assigned to supervise an assigned shift of Public Safety Dispatcher I/IIs. Incumbents of this classification are distinguished from those of Public Safety Dispatcher I and Public Safety Dispatcher II even though they perform the same or similar tasks, by the performance of overall shift supervisory responsibilities. Incumbents regularly work on tasks that are varied, requiring considerable discretion and independent judgment. Positions in this classification rely on experience and judgment to ensure the efficient and effective functioning of the assigned shift. Assignments are given with general guidelines and incumbents are responsible for establishing objectives, timelines, and methods to deliver services. Work is typically reviewed upon completion for soundness, appropriateness, and conformity to policy and requirements.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
Graduation from high school or possession of a GED and five (5) years’ experience in public safety dispatching.
For calendar year 2025, the minimum qualifications are revised to remove the required three (3) years of which must be with the Santa Clara Police Department, Dispatch Unit. Effective January 1, 2026, the City will revert to the prior minimum qualifications.
ACCEPTABLE SUBSTITUTION
None
LICENSES/CERTIFICATIONS
Possession of a P.O.S.T. Basic Dispatch certificate and a Medical Priorities Dispatching System (MPDS) certificate is required.
DESIRABLE QUALIFICATIONS
Supervisory experience and/or classroom education involving fire science, law enforcement, or general supervision is highly desirable.
OTHER REQUIREMENTS
Senior Public Safety Dispatcher (725)
• Must be able to perform all the essential functions of the job assignment. All candidates will be required to pass a City background investigation, which will include fingerprinting.
• Incumbents must have the ability to work, as assigned, on schedules that may include Saturdays, Sundays, holidays, and non-traditional work hours; and a willingness to work overtime as required.
TYPICAL DUTIES
This description may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under general direction, the incumbent:
• Supervises an entire shift of Public Safety Dispatcher I/IIs, including but not limited to evaluating all personnel assigned to their shift, prioritizing and assigning work; conducting performance evaluations; ensuring staff are trained; and making hiring, termination, and disciplinary recommendations;
• Operates base radio console equipment, transmitting and receiving routine and emergency messages;
• Receives emergency and routine requests for services from the public via 9-1-1, alternate emergency lines, and business lines;
• Dispatches appropriate emergency vehicles, equipment, and personnel in response to those requests, in accordance with established policies and procedures; • Coordinates emergency operations between various departmental personnel and equipment;
• Assists in providing input for updating or modifying policies or procedures concerning the operations of the Dispatch Unit;
• Interacts with other City employed shift supervisors to identify and resolve complications that may arise during their respective shifts;
• Ensures timely preparation and completion of reports or documents for the Communications Operations Manager;
• Operates data terminals for information pertaining to daily public safety operations and general emergency services;
• Maintains written logs, files, and computer information in the prescribed manner; • Updates computer files and performs other clerical functions and tasks as directed; and • Performs other related duties as assigned.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• The techniques, procedures, and methods used in the daily operation of the Santa Clara Police Department Communications Center;
• Operation of computer-aided dispatch (CAD) system, video display terminals, associated radio, and telephone systems;
• Standard public safety radio procedures, emergency telephone answering techniques, policies and procedures; police and fire emergency procedures; Senior Public Safety Dispatcher (725)
• Primary roads, streets, highways, areas, major buildings, and public facilities within the City's boundaries;
• The use of various departmental forms.
Skill in:
• Reading and interpreting maps;
• Maintaining accurate records.
Ability to:
• Read, write, spell, and speak in clear, concise English; • Learn approved telephone answering techniques, policies and procedures; • Operate CAD system with sufficient speed and accuracy to document field activity and create calls for service within response criteria guidelines; • Analyze situations quickly and accurately, while taking effective action to assure public safety provider and citizen safety;
• Follow verbal and written instructions;
• Communicate clearly and distinctly using radio and telephone equipment; • Maintain composure and work accurately in emergency situations; • Deal tactfully with the public and others;
• Work in a confined area, wearing a headset which restricts physical movement about the work area;
• Accurately enter data into the CAD system while simultaneously receiving information by phone or radio;
• Retrieve data from CAD terminal or other keyboard device; • Maintain appropriate documentation of previous events, details, and conversations; • Work in a highly structured environment where all communications are recorded or documented and reviewed as public record;
• Extract information or data from other computer systems; • View multiple video display terminals for extended periods of time in variable light conditions;
• Distinguish and interpret the meaning of colors on video display terminals; • Distinguish and comprehend simultaneous communications from several sources; • Work continuously or uninterrupted as required, standing or sitting for extended periods of time;
• Perform with a high standard of customer service, professional conduct, and civic responsibility;
• Provide individual, or group, reviews of employee performance in order to identify concepts or training approaches in an effort to eliminate confusion, repetition, or poor performance;
• Use emergency medical questioning techniques and provide medical instructions via telephone when required;
• Type at a net rate of 30 wpm on a computer keyboard.
SUPERVISION RECEIVED
Works under the direction of the Communications Operations Manager.
Senior Public Safety Dispatcher (725)
SUPERVISION EXERCISED
Has complete supervisory responsibility for shift activities and Public Safety Dispatchers, as assigned.
CLASSIFICATION HISTORY
Established 02/2009; Rev. 05/2015; Rev. 04/2025
Rev. 04/2025
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: SENIOR PUBLIC SAFETY DISPATCHER (JOB CODE 725)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Police Communications Operations
Manager
Non-Exempt
CLASS SUMMARY
Under general direction, supervises the work of employees responsible for providing the full scope of dispatching operations on an assigned shift. Duties include but are not limited to, providing input on division policies and procedures, resolve most complex dispatching calls, and supervising Public Safety Dispatcher I/IIs. Incumbents perform the full range of dispatch duties.
Performs related work as required.
DISTINGUISHING CHARACTERISTICS
This is the first line supervisory classification in the work group assigned to supervise an assigned shift of Public Safety Dispatcher I/IIs. Incumbents of this classification are distinguished from those of Public Safety Dispatcher I and, Public Safety Dispatcher II, and Public Safety Dispatcher III even though they perform the same or similar tasks, by the performance of overall shift supervisory responsibilities. Incumbents regularly work on tasks that are varied, requiring considerable discretion and independent judgment. Positions in this classification rely on experience and judgment to ensure the efficient and effective functioning of the assigned shift. Assignments are given with general guidelines and incumbents are responsible for establishing objectives, timelines, and methods to deliver services. Work is typically reviewed upon completion for soundness, appropriateness, and conformity to policy and requirements. These responsibilities may include:
• providing input for updating or modifying policies or procedures concerning the operations of the Dispatch Unit;
• evaluating all personnel assigned to their shift, including the completion of employee performance appraisals in a timely fashion;
• identifying, analyzing and documenting employee performance and recommending an appropriate course of counseling and/or disciplinary action; • interacting with other City employed shift supervisors to identify and resolve complications that may arise during their respective shifts; • performing special assignments requiring a high degree of independent judgment and work where standardized procedures are not always available; and • ensuring the timely preparation and completion of reports or documents for the Communications Operations Manager.
Performs related duties as assigned.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
Graduation from high school or possession of a GED and five (5) years’ experience in public safety dispatching. , three (3) of which must be with the Santa Clara Police Department , Dispatch Unit. Supervisory experience and/or classroom education involving fire science, law - 1--
Senior Public Safety Dispatcher (725)
enforcement, or general supervision is highly desirable.
For calendar year 2025, the minimum qualifications are revised to remove the required three (3) years of which must be with the Santa Clara Police Department, Dispatch Unit. Effective January 1, 2026, the City will revert to the prior minimum qualifications.
ACCEPTABLE SUBSTITUTION
None
LICENSES/CERTIFICATIONS
Possession of a P.O.S.T. Basic Dispatch certificate and a Medical Priorities Dispatching System (MPDS) certificate is required.
DESIRABLE QUALIFICATIONS
Supervisory experience and/or classroom education involving fire science, law enforcement, or general supervision is highly desirable.
OTHER REQUIREMENTS
• Must be able to perform all the essential functions of the job assignment. All candidates will be required to pass a City background investigation, which will include fingerprinting.
• SPECIAL CONDITIONS
Incumbents must have the ability to work, as assigned, on schedules that may include Saturdays, Sundays, holidays, and non-traditional work hours; and a willingness to work overtime as required.
TYPICAL DUTIES
This description may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under general direction, the incumbent:
• Supervises an entire shift of Public Safety Dispatcher I/IIs, including but not limited to evaluating all personnel assigned to their shift, prioritizing and assigning work; conducting performance evaluations; ensuring staff are trained; and making hiring, termination, and disciplinary recommendations;
• Operates base radio console equipment, transmitting and receiving routine and emergency messages;
• Receives emergency and routine requests for services from the public via 9-1-1, alternate emergency lines, and business lines;
• Dispatches appropriate emergency vehicles, equipment, and personnel in response to those requests, in accordance with established policies and procedures; • Coordinates emergency operations between various departmental personnel and equipment;
• Assists in providing input for updating or modifying policies or procedures concerning the operations of the Dispatch Unit;
I =---
Senior Public Safety Dispatcher (725)
• Interacts with other City employed shift supervisors to identify and resolve complications that may arise during their respective shifts;
• Ensures timely preparation and completion of reports or documents for the Communications Operations Manager;
• Operates data terminals for information pertaining to daily public safety operations and general emergency services;
• Maintains written logs, files, and computer information in the prescribed manner; • Updates computer files and performs other clerical functions and tasks as directed; and • Performs other related duties as assigned.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• The techniques, procedures, and methods used in the daily operation of the Santa Clara Police Department Communications Center;
• Operation of computer-aided dispatch (CAD) system, video display terminals, associated radio, and telephone systems;
• Standard public safety radio procedures, emergency telephone answering techniques, policies and procedures; police and fire emergency procedures; • Primary roads, streets, highways, areas, major buildings, and public facilities within the City's boundaries;
• The use of various departmental forms.
Skill in:
• Reading and interpreting maps;
• Maintaining accurate records.
Ability to:
• Read, write, spell, and speak in clear, concise English; • Learn approved telephone answering techniques, policespolicies and procedures; • Operate CAD system with sufficient speed and accuracy to document field activity and create calls for service within response criteria guidelines; • Analyze situations quickly and accurately, while taking effective action to assure public safety provider and citizen safety;
• Follow verbal and written instructions;
• Communicate clearly and distinctly using radio and telephone equipment; • Maintain composure and work accurately in emergency situations; • Deal tactfully with the public and others;
• Work in a confined area, wearing a headset which restricts physical movement about the work area;
• Accurately enter data into the CAD system while simultaneously receiving information by phone or radio;
• Retrieve data from CAD terminal or other keyboard device; • Maintain appropriate documentation of previous events, details, and conversations; • Work in a highly structured environment where all communications are recorded or documented and reviewed as public record;
Senior Public Safety Dispatcher (725)
• Extract information or data from other computer systems; • View multiple video display terminals for extended periods of time in variable light conditions;
• Distinguish and interpret the meaning of colors on video display terminals; • Distinguish and comprehend simultaneous communications from several sources; • Work continuously or uninterrupted as required, standing or sitting for extended periods of time;
• Perform with a high standard of customer service, professional conduct, and civic responsibility;
• Provide individual, or group, reviews of employee performance in order to identify concepts or training approaches in an effort to eliminate confusion, repetition, or poor performance;
• Use emergency medical questioning techniques and provide medical instructions via telephone when required;
• Type at a net rate of 30 wpm on a computer keyboard.
SUPERVISION RECEIVED
Works under the direction of the Communications Operations Manager.
SUPERVISION EXERCISED
Has complete supervisory responsibility for shift activities and Public Safety Dispatchers, as assigned.
CLASSIFICATION HISTORY
Established 02/2009; Rev. 05/2015; Rev. 04/2025
Rev. 01/2026
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: SENIOR PUBLIC SAFETY DISPATCHER (JOB CODE 725)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Police Communications Operations
Manager
Non-Exempt
CLASS SUMMARY
Under general direction, supervises the work of employees responsible for providing the full scope of dispatching operations on an assigned shift. Duties include but are not limited to, providing input on division policies and procedures, resolve most complex dispatching calls, and supervising Public Safety Dispatcher I/IIs. Incumbents perform the full range of dispatch duties.
Performs related work as required.
DISTINGUISHING CHARACTERISTICS
This is the first line supervisory classification in the work group assigned to supervise an assigned shift of Public Safety Dispatcher I/IIs. Incumbents of this classification are distinguished from those of Public Safety Dispatcher I and Public Safety Dispatcher II even though they perform the same or similar tasks, by the performance of overall shift supervisory responsibilities. Incumbents regularly work on tasks that are varied, requiring considerable discretion and independent judgment. Positions in this classification rely on experience and judgment to ensure the efficient and effective functioning of the assigned shift. Assignments are given with general guidelines and incumbents are responsible for establishing objectives, timelines, and methods to deliver services. Work is typically reviewed upon completion for soundness, appropriateness, and conformity to policy and requirements.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
Graduation from high school or possession of a GED and five (5) years’ experience in public safety dispatching, three (3) years of which must be with the Santa Clara Police Department Communications (Dispatch) Division.
ACCEPTABLE SUBSTITUTION
None
LICENSES/CERTIFICATIONS
Possession of a P.O.S.T. Basic Dispatch certificate and a Medical Priorities Dispatching System (MPDS) certificate is required.
DESIRABLE QUALIFICATIONS
Supervisory experience and/or classroom education involving fire science, law enforcement, or general supervision is highly desirable.
OTHER REQUIREMENTS
• Must be able to perform all the essential functions of the job assignment. All candidates will be required to pass a City background investigation, which will include Senior Public Safety Dispatcher (725)
fingerprinting.
• Incumbents must have the ability to work, as assigned, on schedules that may include Saturdays, Sundays, holidays, and non-traditional work hours; and a willingness to work overtime as required.
TYPICAL DUTIES
This description may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under general direction, the incumbent:
• Supervises an entire shift of Public Safety Dispatcher I/IIs, including but not limited to evaluating all personnel assigned to their shift, prioritizing and assigning work; conducting performance evaluations; ensuring staff are trained; and making hiring, termination, and disciplinary recommendations;
• Operates base radio console equipment, transmitting and receiving routine and emergency messages;
• Receives emergency and routine requests for services from the public via 9-1-1, alternate emergency lines, and business lines;
• Dispatches appropriate emergency vehicles, equipment, and personnel in response to those requests, in accordance with established policies and procedures; • Coordinates emergency operations between various departmental personnel and equipment;
• Assists in providing input for updating or modifying policies or procedures concerning the operations of the Dispatch Unit;
• Interacts with other City employed shift supervisors to identify and resolve complications that may arise during their respective shifts;
• Ensures timely preparation and completion of reports or documents for the Communications Operations Manager;
• Operates data terminals for information pertaining to daily public safety operations and general emergency services;
• Maintains written logs, files, and computer information in the prescribed manner; • Updates computer files and performs other clerical functions and tasks as directed; and • Performs other related duties as assigned.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• The techniques, procedures, and methods used in the daily operation of the Santa Clara Police Department Communications Center;
• Operation of computer-aided dispatch (CAD) system, video display terminals, associated radio, and telephone systems;
• Standard public safety radio procedures, emergency telephone answering techniques, policies and procedures; police and fire emergency procedures; • Primary roads, streets, highways, areas, major buildings, and public facilities within the City's boundaries;
• The use of various departmental forms.
Senior Public Safety Dispatcher (725)
Skill in:
• Reading and interpreting maps;
• Maintaining accurate records.
Ability to:
• Read, write, spell, and speak in clear, concise English; • Learn approved telephone answering techniques, policies and procedures; • Operate CAD system with sufficient speed and accuracy to document field activity and create calls for service within response criteria guidelines; • Analyze situations quickly and accurately, while taking effective action to assure public safety provider and citizen safety;
• Follow verbal and written instructions;
• Communicate clearly and distinctly using radio and telephone equipment; • Maintain composure and work accurately in emergency situations; • Deal tactfully with the public and others;
• Work in a confined area, wearing a headset which restricts physical movement about the work area;
• Accurately enter data into the CAD system while simultaneously receiving information by phone or radio;
• Retrieve data from CAD terminal or other keyboard device; • Maintain appropriate documentation of previous events, details, and conversations; • Work in a highly structured environment where all communications are recorded or documented and reviewed as public record;
• Extract information or data from other computer systems; • View multiple video display terminals for extended periods of time in variable light conditions;
• Distinguish and interpret the meaning of colors on video display terminals; • Distinguish and comprehend simultaneous communications from several sources; • Work continuously or uninterrupted as required, standing or sitting for extended periods of time;
• Perform with a high standard of customer service, professional conduct, and civic responsibility;
• Provide individual, or group, reviews of employee performance in order to identify concepts or training approaches in an effort to eliminate confusion, repetition, or poor performance;
• Use emergency medical questioning techniques and provide medical instructions via telephone when required;
• Type at a net rate of 30 wpm on a computer keyboard.
SUPERVISION RECEIVED
Works under the direction of the Communications Operations Manager.
SUPERVISION EXERCISED
Has complete supervisory responsibility for shift activities and Public Safety Dispatchers, as assigned.
Senior Public Safety Dispatcher (725)
CLASSIFICATION HISTORY
Established 02/2009; Rev. 05/2015; Rev. 04/2025; Rev. 01/2026 Rev. 01/2026
CITY OF SANTA CLARA, CALIFORNIA
CLASS SPECIFICATION
TITLE: SENIOR PUBLIC SAFETY DISPATCHER (JOB CODE 725)
DEPARTMENT ACCOUNTABLE TO FLSA STATUS
Police Communications Operations
Manager
Non-Exempt
CLASS SUMMARY
Under general direction, supervises the work of employees responsible for providing the full scope of dispatching operations on an assigned shift. Duties include but are not limited to, providing input on division policies and procedures, resolve most complex dispatching calls, and supervising Public Safety Dispatcher I/IIs. Incumbents perform the full range of dispatch duties.
Performs related work as required.
DISTINGUISHING CHARACTERISTICS
This is the first line supervisory classification in the work group assigned to supervise an assigned shift of Public Safety Dispatcher I/IIs. Incumbents of this classification are distinguished from those of Public Safety Dispatcher I and Public Safety Dispatcher II even though they perform the same or similar tasks, by the performance of overall shift supervisory responsibilities. Incumbents regularly work on tasks that are varied, requiring considerable discretion and independent judgment. Positions in this classification rely on experience and judgment to ensure the efficient and effective functioning of the assigned shift. Assignments are given with general guidelines and incumbents are responsible for establishing objectives, timelines, and methods to deliver services. Work is typically reviewed upon completion for soundness, appropriateness, and conformity to policy and requirements.
MINIMUM QUALIFICATIONS
EDUCATION AND EXPERIENCE
Graduation from high school or possession of a GED and five (5) years’ experience in public safety dispatching, three (3) years of which must be with the Santa Clara Police Department Communications (Dispatch) Division.
ACCEPTABLE SUBSTITUTION
None
LICENSES/CERTIFICATIONS
Possession of a P.O.S.T. Basic Dispatch certificate and a Medical Priorities Dispatching System (MPDS) certificate is required.
DESIRABLE QUALIFICATIONS
Supervisory experience and/or classroom education involving fire science, law enforcement, or general supervision is highly desirable.
OTHER REQUIREMENTS
• Must be able to perform all the essential functions of the job assignment. All candidates Senior Public Safety Dispatcher (725)
will be required to pass a City background investigation, which will include fingerprinting.
• Incumbents must have the ability to work, as assigned, on schedules that may include Saturdays, Sundays, holidays, and non-traditional work hours; and a willingness to work overtime as required.
TYPICAL DUTIES
This description may not include all the duties listed below, nor do the examples cover all duties that may be performed.
Under general direction, the incumbent:
• Supervises an entire shift of Public Safety Dispatcher I/IIs, including but not limited to evaluating all personnel assigned to their shift, prioritizing and assigning work; conducting performance evaluations; ensuring staff are trained; and making hiring, termination, and disciplinary recommendations;
• Operates base radio console equipment, transmitting and receiving routine and emergency messages;
• Receives emergency and routine requests for services from the public via 9-1-1, alternate emergency lines, and business lines;
• Dispatches appropriate emergency vehicles, equipment, and personnel in response to those requests, in accordance with established policies and procedures; • Coordinates emergency operations between various departmental personnel and equipment;
• Assists in providing input for updating or modifying policies or procedures concerning the operations of the Dispatch Unit;
• Interacts with other City employed shift supervisors to identify and resolve complications that may arise during their respective shifts;
• Ensures timely preparation and completion of reports or documents for the Communications Operations Manager;
• Operates data terminals for information pertaining to daily public safety operations and general emergency services;
• Maintains written logs, files, and computer information in the prescribed manner; • Updates computer files and performs other clerical functions and tasks as directed; and • Performs other related duties as assigned.
KNOWLEDGE, SKILLS, & ABILITIES
Knowledge of:
• The techniques, procedures, and methods used in the daily operation of the Santa Clara Police Department Communications Center;
• Operation of computer-aided dispatch (CAD) system, video display terminals, associated radio, and telephone systems;
• Standard public safety radio procedures, emergency telephone answering techniques, policies and procedures; police and fire emergency procedures; • Primary roads, streets, highways, areas, major buildings, and public facilities within the City's boundaries;
Senior Public Safety Dispatcher (725)
• The use of various departmental forms.
Skill in:
• Reading and interpreting maps;
• Maintaining accurate records.
Ability to:
• Read, write, spell, and speak in clear, concise English; • Learn approved telephone answering techniques, policies and procedures; • Operate CAD system with sufficient speed and accuracy to document field activity and create calls for service within response criteria guidelines; • Analyze situations quickly and accurately, while taking effective action to assure public safety provider and citizen safety;
• Follow verbal and written instructions;
• Communicate clearly and distinctly using radio and telephone equipment; • Maintain composure and work accurately in emergency situations; • Deal tactfully with the public and others;
• Work in a confined area, wearing a headset which restricts physical movement about the work area;
• Accurately enter data into the CAD system while simultaneously receiving information by phone or radio;
• Retrieve data from CAD terminal or other keyboard device; • Maintain appropriate documentation of previous events, details, and conversations; • Work in a highly structured environment where all communications are recorded or documented and reviewed as public record;
• Extract information or data from other computer systems; • View multiple video display terminals for extended periods of time in variable light conditions;
• Distinguish and interpret the meaning of colors on video display terminals; • Distinguish and comprehend simultaneous communications from several sources; • Work continuously or uninterrupted as required, standing or sitting for extended periods of time;
• Perform with a high standard of customer service, professional conduct, and civic responsibility;
• Provide individual, or group, reviews of employee performance in order to identify concepts or training approaches in an effort to eliminate confusion, repetition, or poor performance;
• Use emergency medical questioning techniques and provide medical instructions via telephone when required;
• Type at a net rate of 30 wpm on a computer keyboard.
SUPERVISION RECEIVED
Works under the direction of the Communications Operations Manager.
SUPERVISION EXERCISED
Has complete supervisory responsibility for shift activities and Public Safety Dispatchers, as Senior Public Safety Dispatcher (725)
assigned.
CLASSIFICATION HISTORY
Established 02/2009; Rev. 05/2015; Rev. 04/2025; Rev. 01/2026
SIDE LETTER AGREEMENT
BETWEEN
THE CITY OF SANTA CLARA
AND
THE SANTA CLARA FIREFIGHTERS, IAFF LOCAL 1171
(UNIT 1) .
FIREFIGHTER I TRAINING DIVISION
The City and the Santa Clara Firefighters, IAFF Local 1171 (hereafter, "Unit 1 ") agree to this Side Letter Agreement (hereafter, • Agreement") regarding the creation of a Firefighter I position in the Training Division.
Currently, the City's pay plan provides for different classifications represented by Unit 1 to perform duties as determined by the Fire Department in the Training Division and on a 40-hour work schedule (in lieu of the normal "48/96" shift). Specifically, the City's pay plan provides for the following:
• Firefighter II Training Div (Job Code 480T)
• Driver/Eng Training Division (Job Code 380T)
• Fire Captain - Training (Job Code 475T)
There is no sim/lar position for Firefighter I (Job Code 487). The Fire Department has identified that having an employee in the Firefighter I (Job Code 487) classification may be useful in working in the Training Division.
Accordingly, the parties agree to update the City's pay plan to add a "Firefighter I Training Div" (with a Job Code of 487T) to be assigned to the Training Division and perform work in the Training Division as determined by the Department and to work on a 40-hour work schedule. An employee who is assigned by the Department to the Training Division shall have their work schedule and pay adjusted similar to how the current Firefighter It Training Div (Job Code 480T) is adjusted. Any such assignment shall not be effective until the beginning of a pay period.
This Agreement shall not establish precedent for future agreements and shall not be construed or implied to obligate the parties to enter into any similar agreements in the future.
This Agreement is effective after It is signed by all parties below and adopted by City Council.
FOR THE CITY:
Jb4zs
'Date
FOR IAFF 1171 (Unit 1):
~
3/~,,__,,,__("
Date
President, Unit 1 __ _ _,,,.,-- )
,,-/ /
/ / /fo/
~0..-Howell
Aomey, Unit 1
3/21/2025
Date
Resolution/Update Classified Salary Plan (eff 05-11-2025) Page 1 of 2 Rev: 7/27/2023
RESOLUTION NO. 25- _____
A RESOLUTION OF THE CITY OF SANTA CLARA,
CALIFORNIA TO ADOPT THE AMENDED CLASSIFIED
SALARY PLAN FOR VARIOUS POSITIONS WITH AN
APPROVAL DATE OF MAY 13, 2025 AND AN EFFECTIVE
DATE OF MAY 11, 2025
WHEREAS, the City of Santa Clara contracts with CalPERS to provide retirement benefits; WHEREAS, to comply with the California Code Regulations section 570.5, the City of Santa Clara shall among other things, have publicly available pay schedules approved and adopted by the City Council which shall indicate an effective date and date of any revisions; and, WHEREAS, as required by the California Code Regulations section 570.5 and as mandated by CalPERS, the City Council deems it to be in the best interests of the City to adopt the Amended Classified Salary Plan for City of Santa Clara classifications when there are salary modifications to existing classifications, and when new classifications are created and salary ranges need to be established or when existing classifications are deleted, with an approval date of May 13, 2025, and an effective date of May 11, 2025.
NOW THEREFORE, BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:
1. That the City hereby adopts the attached Amended Classified Salary Plan, for various City of Santa Clara positions, reflecting the classification retitles, additions, and deletions from the classified salary plan..
2. Effective date. In accordance with the California Code Regulations section 570.5 and to comply with CalPERS, the attached salary schedules for various classified positions shall be effective May 11, 2025, and adopted with an approval date of May 13, 2025. //
//
//
//
//
Resolution/Update Classified Salary Plan (eff 05-11-2025) Page 2 of 2 Rev: 7/27/2023
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:
1. Classified Salary Plan eff 05-11-2025 (for Council 05-13-2025) City of Santa Clara
Classified Salary Plan
Effective: 4/16/2025
Approved: 5/13/2025
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Account Clerk I 210 578 A 019 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 Account Clerk II 215 578 A 023 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 Account Clerk III 220 578 A 025 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 Accountant 205 578 A 031 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 Accounting Technician I 216 578 A 018 $ 37.788808 $ 6,550.06 $ 78,600.72 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 Accounting Technician II 217 578 A 020 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 Associate Engineer (Civil) 321 4 E 034 $ 64.605577 $ 11,198.30 $ 134,379.60 $ 67.964250 $ 11,780.47 $ 141,365.64 $ 71.240827 $ 12,348.41 $ 148,180.92 $ 74.808462 $ 12,966.80 $ 155,601.60 $ 78.622385 $ 13,627.88 $ 163,534.56 $ 80.682288 $ 13,984.93 $ 167,819.16 $ 82.690096 $ 14,332.95 $ 171,995.40 Associate Planner 240 578 A 036 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 74.858885 $ 12,975.54 $ 155,706.48 Asst Elec Utility Engineer 230 4 E2 032 $ 67.343769 $ 11,672.92 $ 140,075.04 $ 70.586077 $ 12,234.92 $ 146,819.04 $ 74.244692 $ 12,869.08 $ 154,428.96 $ 77.829058 $ 13,490.37 $ 161,884.44 $ 81.733096 $ 14,167.07 $ 170,004.84 $ 83.807885 $ 14,526.70 $ 174,320.40 $ 85.890115 $ 14,887.62 $ 178,651.44 Asst Engineer (Civil) 228 4 E 032 $ 61.635115 $ 10,683.42 $ 128,201.04 $ 64.605577 $ 11,198.30 $ 134,379.60 $ 67.964250 $ 11,780.47 $ 141,365.64 $ 71.240827 $ 12,348.41 $ 148,180.92 $ 74.808462 $ 12,966.80 $ 155,601.60 $ 76.704173 $ 13,295.39 $ 159,544.68 $ 78.622385 $ 13,627.88 $ 163,534.56 Asst Planner 232 578 A 029 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 63.128250 $ 10,942.23 $ 131,306.76 Asst Training Officer 233S 1S C1 041 $ 63.881126 $ 15,501.82 $ 186,021.84 $ 67.129409 $ 16,290.07 $ 195,480.84 $ 70.480714 $ 17,103.32 $ 205,239.84 $ 74.038104 $ 17,966.58 $ 215,598.96 $ 77.806484 $ 18,881.04 $ 226,572.48 $ 79.685769 $ 19,337.08 $ 232,044.96 $ 81.682830 $ 19,821.70 $ 237,860.40 Asst Wtr & Sanitary Swr Super 229 578 A 038 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 74.858885 $ 12,975.54 $ 155,706.48 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 78.649269 $ 13,632.54 $ 163,590.48 Auto Services Utility Worker 244 578 A 015 $ 35.090135 $ 6,082.29 $ 72,987.48 $ 36.832731 $ 6,384.34 $ 76,612.08 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 44.969596 $ 7,794.73 $ 93,536.76 Automotive Technician I 248 6 G 020 $ 38.973635 $ 6,755.43 $ 81,065.16 $ 40.946712 $ 7,097.43 $ 85,169.16 $ 43.102904 $ 7,471.17 $ 89,654.04 $ 45.347135 $ 7,860.17 $ 94,322.04 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 49.937481 $ 8,655.83 $ 103,869.96 Automotive Technician II 249 6 G 022 $ 40.946712 $ 7,097.43 $ 85,169.16 $ 43.102904 $ 7,471.17 $ 89,654.04 $ 45.347135 $ 7,860.17 $ 94,322.04 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 49.937481 $ 8,655.83 $ 103,869.96 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 52.337712 $ 9,071.87 $ 108,862.44 Automotive Technician III 250 6 G 028 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 49.937481 $ 8,655.83 $ 103,869.96 $ 52.337712 $ 9,071.87 $ 108,862.44 $ 54.880385 $ 9,512.60 $ 114,151.20 $ 57.694269 $ 10,000.34 $ 120,004.08 $ 59.091000 $ 10,242.44 $ 122,909.28 $ 60.508096 $ 10,488.07 $ 125,856.84 Building Maint Worker 260 6 G 026 $ 45.347135 $ 7,860.17 $ 94,322.04 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 49.937481 $ 8,655.83 $ 103,869.96 $ 52.337712 $ 9,071.87 $ 108,862.44 $ 54.880385 $ 9,512.60 $ 114,151.20 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 57.694269 $ 10,000.34 $ 120,004.08 Business Analyst 262 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Business Analyst-Fiber 262A 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Business Analyst-Public Benef 262B 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Buyer 270 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Chief Of Party 310 578 A 034 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 Chief Storekeeper 319 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Code Enforcement Officer 330 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Code Enforcement Technician 329 578 A 023 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 Combination Inspector 336 578 A 037 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 74.858885 $ 12,975.54 $ 155,706.48 $ 76.737173 $ 13,301.11 $ 159,613.32 Communication Technician I 346 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Communication Technician II 345 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Communications Coordinator 338 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Community Svc Officer I 347 10 H 017 $ 40.658135 $ 7,047.41 $ 84,568.92 $ 42.693519 $ 7,400.21 $ 88,802.52 $ 44.883288 $ 7,779.77 $ 93,357.24 $ 47.213481 $ 8,183.67 $ 98,204.04 $ 49.613769 $ 8,599.72 $ 103,196.64 $ 50.870077 $ 8,817.48 $ 105,809.76 $ 52.077231 $ 9,026.72 $ 108,320.64 Community Svc Officer II 348 10 H 022 $ 46.013365 $ 7,975.65 $ 95,707.80 $ 48.336404 $ 8,378.31 $ 100,539.72 $ 50.870077 $ 8,817.48 $ 105,809.76 $ 53.284500 $ 9,235.98 $ 110,831.76 $ 56.056788 $ 9,716.51 $ 116,598.12 $ 57.362308 $ 9,942.80 $ 119,313.60 $ 58.660615 $ 10,167.84 $ 122,014.08 Crime Analyst 350 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Customer Service Rep 364 578 A 019 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 Customer Service Rep - Permit 369 578 A 019 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 Customer Service Supervisor 367 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Deputy Fire Marshal Haz Mats 376 1 C 040 $ 85.687731 $ 14,852.54 $ 178,230.48 $ 90.109788 $ 15,619.03 $ 187,428.36 $ 94.639904 $ 16,404.25 $ 196,851.00 $ 99.305135 $ 17,212.89 $ 206,554.68 $ 104.409058 $ 18,097.57 $ 217,170.84 $ 107.055577 $ 18,556.30 $ 222,675.60 $ 109.641346 $ 19,004.50 $ 228,054.00 Deputy Fire Marshal I 372 1 C 034 $ 74.102481 $ 12,844.43 $ 154,133.16 $ 77.768423 $ 13,479.86 $ 161,758.32 $ 81.677423 $ 14,157.42 $ 169,889.04 $ 85.687731 $ 14,852.54 $ 178,230.48 $ 90.109788 $ 15,619.03 $ 187,428.36 $ 92.364808 $ 16,009.90 $ 192,118.80 $ 94.639904 $ 16,404.25 $ 196,851.00 Deputy Fire Marshal II 373 1 C 038 $ 81.677423 $ 14,157.42 $ 169,889.04 $ 85.687731 $ 14,852.54 $ 178,230.48 $ 90.109788 $ 15,619.03 $ 187,428.36 $ 94.639904 $ 16,404.25 $ 196,851.00 $ 99.305135 $ 17,212.89 $ 206,554.68 $ 101.870596 $ 17,657.57 $ 211,890.84 $ 104.409058 $ 18,097.57 $ 217,170.84 Deputy Fire Marshal III 374 1 C 040 $ 85.687731 $ 14,852.54 $ 178,230.48 $ 90.109788 $ 15,619.03 $ 187,428.36 $ 94.639904 $ 16,404.25 $ 196,851.00 $ 99.305135 $ 17,212.89 $ 206,554.68 $ 104.409058 $ 18,097.57 $ 217,170.84 $ 107.055577 $ 18,556.30 $ 222,675.60 $ 109.641346 $ 19,004.50 $ 228,054.00 Driver/Eng 24 Hrs 380S 1S C1 033 $ 52.546484 $ 12,751.28 $ 153,015.36 $ 55.191223 $ 13,393.07 $ 160,716.84 $ 57.948874 $ 14,062.26 $ 168,747.12 $ 60.829080 $ 14,761.19 $ 177,134.28 $ 63.881126 $ 15,501.82 $ 186,021.84 $ 65.490495 $ 15,892.36 $ 190,708.32 $ 67.129409 $ 16,290.07 $ 195,480.84 Driver/Eng 24Hr-Training Prem 380P 1S C1 034 $ 53.856635 $ 13,069.21 $ 156,830.52 $ 56.520989 $ 13,715.76 $ 164,589.12 $ 59.361964 $ 14,405.17 $ 172,862.04 $ 62.276621 $ 15,112.46 $ 181,349.52 $ 65.490495 $ 15,892.36 $ 190,708.32 $ 67.129409 $ 16,290.07 $ 195,480.84 $ 68.782912 $ 16,691.32 $ 200,295.84 Driver/Eng 80 Hrs 380 1 C 033 $ 72.299827 $ 12,531.97 $ 150,383.64 $ 75.938769 $ 13,162.72 $ 157,952.64 $ 79.733077 $ 13,820.40 $ 165,844.80 $ 83.696019 $ 14,507.31 $ 174,087.72 $ 87.895385 $ 15,235.20 $ 182,822.40 $ 90.109788 $ 15,619.03 $ 187,428.36 $ 92.364808 $ 16,009.90 $ 192,118.80 Driver/Eng Training Division 380T 1 C 038 $ 81.677423 $ 14,157.42 $ 169,889.04 $ 85.687731 $ 14,852.54 $ 178,230.48 $ 90.109788 $ 15,619.03 $ 187,428.36 $ 94.639904 $ 16,404.25 $ 196,851.00 $ 99.305135 $ 17,212.89 $ 206,554.68 $ 101.870596 $ 17,657.57 $ 211,890.84 $ 104.409058 $ 18,097.57 $ 217,170.84 Elec & Water System Op - Cert 390R 3 R6 037 $ 93.543173 $ 16,214.15 $ 194,569.80 $ 98.142404 $ 17,011.35 $ 204,136.20 $ 103.182058 $ 17,884.89 $ 214,618.68 $ 108.467423 $ 18,801.02 $ 225,612.24 $ 113.939019 $ 19,749.43 $ 236,993.16 $ 116.683327 $ 20,225.11 $ 242,701.32 $ 119.647904 $ 20,738.97 $ 248,867.64 Elec & Water System Opertr 390 3 D1 037 $ 88.249442 $ 15,296.57 $ 183,558.84 $ 92.586058 $ 16,048.25 $ 192,579.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 102.326654 $ 17,736.62 $ 212,839.44 $ 107.493346 $ 18,632.18 $ 223,586.16 $ 110.076635 $ 19,079.95 $ 228,959.40 $ 112.871885 $ 19,564.46 $ 234,773.52 Elec Crew Foreperson 550 3 D1 039 $ 92.586058 $ 16,048.25 $ 192,579.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 102.326654 $ 17,736.62 $ 212,839.44 $ 107.493346 $ 18,632.18 $ 223,586.16 $ 112.871885 $ 19,564.46 $ 234,773.52 $ 115.633038 $ 20,043.06 $ 240,516.72 $ 118.529827 $ 20,545.17 $ 246,542.04 Elec Helper/Driver 435 3 D2 020 $ 58.383981 $ 10,119.89 $ 121,438.68 $ 61.441788 $ 10,649.91 $ 127,798.92 $ 64.567212 $ 11,191.65 $ 134,299.80 $ 67.743404 $ 11,742.19 $ 140,906.28 $ 71.131500 $ 12,329.46 $ 147,953.52 $ 72.918577 $ 12,639.22 $ 151,670.64 $ 74.714250 $ 12,950.47 $ 155,405.64 Elec Maintenance Worker 415 3 D2 022 $ 61.441788 $ 10,649.91 $ 127,798.92 $ 64.567212 $ 11,191.65 $ 134,299.80 $ 67.743404 $ 11,742.19 $ 140,906.28 $ 71.131500 $ 12,329.46 $ 147,953.52 $ 74.714250 $ 12,950.47 $ 155,405.64 $ 76.501442 $ 13,260.25 $ 159,123.00 $ 78.314077 $ 13,574.44 $ 162,893.28 Elec Meter Technician 426 3 D1 032 $ 78.110712 $ 13,539.19 $ 162,470.28 $ 81.973038 $ 14,208.66 $ 170,503.92 $ 86.165769 $ 14,935.40 $ 179,224.80 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 99.785596 $ 17,296.17 $ 207,554.04 Elec Util Database Administrat 177 578 A 043 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 80.608846 $ 13,972.20 $ 167,666.40 $ 84.690923 $ 14,679.76 $ 176,157.12 $ 86.752154 $ 15,037.04 $ 180,444.48 $ 88.901654 $ 15,409.62 $ 184,915.44 Elec Util Electrician Apprent 887 3 D1 026 $ 67.709538 $ 11,736.32 $ 140,835.84 $ 70.953577 $ 12,298.62 $ 147,583.44 $ 74.527962 $ 12,918.18 $ 155,018.16 $ 78.110712 $ 13,539.19 $ 162,470.28 $ 81.973038 $ 14,208.66 $ 170,503.92 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 86.165769 $ 14,935.40 $ 179,224.80 Elec Util Electrician Tech 890 3 D1 035 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 88.249442 $ 15,296.57 $ 183,558.84 $ 92.586058 $ 16,048.25 $ 192,579.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 102.326654 $ 17,736.62 $ 212,839.44 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 107.493346 $ 18,632.18 $ 223,586.16 Elec Util Network Administrat 436 578 A 043 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 80.608846 $ 13,972.20 $ 167,666.40 $ 84.690923 $ 14,679.76 $ 176,157.12 $ 86.752154 $ 15,037.04 $ 180,444.48 $ 88.901654 $ 15,409.62 $ 184,915.44 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 1 of 5 City of Santa Clara
Classified Salary Plan
Effective: 4/16/2025
Approved: 5/13/2025
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Elec Utility Electrician 885 3 D1 032 $ 78.110712 $ 13,539.19 $ 162,470.28 $ 81.973038 $ 14,208.66 $ 170,503.92 $ 86.165769 $ 14,935.40 $ 179,224.80 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 99.785596 $ 17,296.17 $ 207,554.04 Elec Utility Engineer 428 4 E2 042 $ 85.890115 $ 14,887.62 $ 178,651.44 $ 90.351923 $ 15,661.00 $ 187,932.00 $ 94.635288 $ 16,403.45 $ 196,841.40 $ 99.424327 $ 17,233.55 $ 206,802.60 $ 104.488385 $ 18,111.32 $ 217,335.84 $ 107.016865 $ 18,549.59 $ 222,595.08 $ 109.530346 $ 18,985.26 $ 227,823.12 Elec Utility Equip Operatr 429 3 D2 022 $ 61.441788 $ 10,649.91 $ 127,798.92 $ 64.567212 $ 11,191.65 $ 134,299.80 $ 67.743404 $ 11,742.19 $ 140,906.28 $ 71.131500 $ 12,329.46 $ 147,953.52 $ 74.714250 $ 12,950.47 $ 155,405.64 $ 76.501442 $ 13,260.25 $ 159,123.00 $ 78.314077 $ 13,574.44 $ 162,893.28 Elec Utility Gen Tech 431 3 D1 035 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 88.249442 $ 15,296.57 $ 183,558.84 $ 92.586058 $ 16,048.25 $ 192,579.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 102.326654 $ 17,736.62 $ 212,839.44 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 107.493346 $ 18,632.18 $ 223,586.16 Elec Utility Prog Analyst 440 578 A 036 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 74.858885 $ 12,975.54 $ 155,706.48 Electrical Estimator 437 3 D1 027 $ 69.352731 $ 12,021.14 $ 144,253.68 $ 72.740769 $ 12,608.40 $ 151,300.80 $ 76.315154 $ 13,227.96 $ 158,735.52 $ 80.016577 $ 13,869.54 $ 166,434.48 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 86.165769 $ 14,935.40 $ 179,224.80 $ 88.249442 $ 15,296.57 $ 183,558.84 Energy Consrvation Specialist 446 578 A 021 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 52.014692 $ 9,015.88 $ 108,190.56 Engineering Tech 460 578 A 021 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 52.014692 $ 9,015.88 $ 108,190.56Engineering Tech (Elec) 460A 578 A 021 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 52.014692 $ 9,015.88 $ 108,190.56 Engineering Tech (Fiber) 460F 578 A 021 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 52.014692 $ 9,015.88 $ 108,190.56 Equipment Operator 470 6 G 027 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 57.694269 $ 10,000.34 $ 120,004.08 $ 59.091000 $ 10,242.44 $ 122,909.28 Fiber Splicing Technician 488 3 D1 032 $ 78.110712 $ 13,539.19 $ 162,470.28 $ 81.973038 $ 14,208.66 $ 170,503.92 $ 86.165769 $ 14,935.40 $ 179,224.80 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 99.785596 $ 17,296.17 $ 207,554.04 Financial Analyst 472 578 A 033 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 Fire Application Data Analyst 491 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Fire Captain - Training 475T 1 C 043 $ 92.364808 $ 16,009.90 $ 192,118.80 $ 96.975923 $ 16,809.16 $ 201,709.92 $ 101.870596 $ 17,657.57 $ 211,890.84 $ 107.055577 $ 18,556.30 $ 222,675.60 $ 112.389173 $ 19,480.79 $ 233,769.48 $ 115.109942 $ 19,952.39 $ 239,428.68 $ 117.992712 $ 20,452.07 $ 245,424.84 Fire Captain 24 Hrs 475S 1S C1 038 $ 59.361964 $ 14,405.17 $ 172,862.04 $ 62.276621 $ 15,112.46 $ 181,349.52 $ 65.490495 $ 15,892.36 $ 190,708.32 $ 68.782912 $ 16,691.32 $ 200,295.84 $ 72.173571 $ 17,514.12 $ 210,169.44 $ 74.038104 $ 17,966.58 $ 215,598.96 $ 75.883022 $ 18,414.28 $ 220,971.36 Fire Captain 24Hr-Trng Premium 475P 1S C1 039 $ 60.829080 $ 14,761.19 $ 177,134.28 $ 63.881126 $ 15,501.82 $ 186,021.84 $ 67.129409 $ 16,290.07 $ 195,480.84 $ 70.480714 $ 17,103.32 $ 205,239.84 $ 74.038104 $ 17,966.58 $ 215,598.96 $ 75.883022 $ 18,414.28 $ 220,971.36 $ 77.806484 $ 18,881.04 $ 226,572.48 Fire Captain 80 Hrs 475 1 C 038 $ 81.677423 $ 14,157.42 $ 169,889.04 $ 85.687731 $ 14,852.54 $ 178,230.48 $ 90.109788 $ 15,619.03 $ 187,428.36 $ 94.639904 $ 16,404.25 $ 196,851.00 $ 99.305135 $ 17,212.89 $ 206,554.68 $ 101.870596 $ 17,657.57 $ 211,890.84 $ 104.409058 $ 18,097.57 $ 217,170.84 Fire Plan Draftsperson 482 578 A 025 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 Fire Prevention Specialist I 489 10 H2 012 $ 36.361558 $ 6,302.67 $ 75,632.04 $ 38.189885 $ 6,619.58 $ 79,434.96 $ 39.968654 $ 6,927.90 $ 83,134.80 $ 42.073442 $ 7,292.73 $ 87,512.76 $ 44.178115 $ 7,657.54 $ 91,890.48 $ 45.319096 $ 7,855.31 $ 94,263.72 $ 46.460019 $ 8,053.07 $ 96,636.84 Fire Prevention Specialist II 478 10 H2 035 $ 63.786923 $ 11,056.40 $ 132,676.80 $ 67.004192 $ 11,614.06 $ 139,368.72 $ 70.327846 $ 12,190.16 $ 146,281.92 $ 73.878288 $ 12,805.57 $ 153,666.84 $ 77.669654 $ 13,462.74 $ 161,552.88 $ 79.597154 $ 13,796.84 $ 165,562.08 $ 81.496442 $ 14,126.05 $ 169,512.60 Fire Protection Engineer 492 10 H2 041 $ 73.878288 $ 12,805.57 $ 153,666.84 $ 77.669654 $ 13,462.74 $ 161,552.88 $ 81.496442 $ 14,126.05 $ 169,512.60 $ 85.493308 $ 14,818.84 $ 177,826.08 $ 89.823173 $ 15,569.35 $ 186,832.20 $ 91.998808 $ 15,946.46 $ 191,357.52 $ 94.330327 $ 16,350.59 $ 196,207.08 Firefighter I 24 Hrs 487S 1S C3 018 $ 36.481731 $ 8,852.90 $ 106,234.80 $ 39.244286 $ 9,523.28 $ 114,279.36 $ 42.207940 $ 10,242.46 $ 122,909.52 $ 45.392431 $ 11,015.23 $ 132,182.76 Firefighter I 24Hr-Trng Premiu 487P 1S C3 019 $ 46.511126 $ 11,286.70 $ 135,440.40Firefighter I 80 Hrs 487Y 1 C2 018 $ 50.196000 $ 8,700.64 $ 104,407.68 $ 53.997058 $ 9,359.49 $ 112,313.88 $ 58.074808 $ 10,066.30 $ 120,795.60 $ 62.456423 $ 10,825.78 $ 129,909.36 Firefighter I Training Div 487T 1 C2 019 $ 56.470500 $ 9,788.22 $ 117,458.64 $ 60.705808 $ 10,522.34 $ 126,268.08 $ 65.258769 $ 11,311.52 $ 135,738.24 $ 70.153154 $ 12,159.88 $ 145,918.56 Firefighter II 24 Hrs 480S 1S C1 030 $ 48.822280 $ 11,847.54 $ 142,170.48 $ 51.226566 $ 12,430.98 $ 149,171.76 $ 53.856635 $ 13,069.21 $ 156,830.52 $ 56.520989 $ 13,715.76 $ 164,589.12 $ 59.361964 $ 14,405.17 $ 172,862.04 $ 60.829080 $ 14,761.19 $ 177,134.28 $ 62.276621 $ 15,112.46 $ 181,349.52 Firefighter II 24H-Trng/Premiu 480P 1S C1 031 $ 50.034190 $ 12,141.63 $ 145,699.56 $ 52.546484 $ 12,751.28 $ 153,015.36 $ 55.191223 $ 13,393.07 $ 160,716.84 $ 57.948874 $ 14,062.26 $ 168,747.12 $ 60.829080 $ 14,761.19 $ 177,134.28 $ 62.276621 $ 15,112.46 $ 181,349.52 $ 63.881126 $ 15,501.82 $ 186,021.84 Firefighter II 80 Hrs 480 1 C 030 $ 67.175596 $ 11,643.77 $ 139,725.24 $ 70.483731 $ 12,217.18 $ 146,606.16 $ 74.102481 $ 12,844.43 $ 154,133.16 $ 77.768423 $ 13,479.86 $ 161,758.32 $ 81.677423 $ 14,157.42 $ 169,889.04 $ 83.696019 $ 14,507.31 $ 174,087.72 $ 85.687731 $ 14,852.54 $ 178,230.48 Firefighter II Training Div 480T 1 C 035 $ 75.938769 $ 13,162.72 $ 157,952.64 $ 79.733077 $ 13,820.40 $ 165,844.80 $ 83.696019 $ 14,507.31 $ 174,087.72 $ 87.895385 $ 15,235.20 $ 182,822.40 $ 92.364808 $ 16,009.90 $ 192,118.80 $ 94.639904 $ 16,404.25 $ 196,851.00 $ 96.975923 $ 16,809.16 $ 201,709.92 Fleet Coordinator 466 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Forensic Coordinator 486 578 A 034 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 Grounds Maint Worker I 485 6 G 019 $ 38.078596 $ 6,600.29 $ 79,203.48 $ 39.950019 $ 6,924.67 $ 83,096.04 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 48.744173 $ 8,448.99 $ 101,387.88 Grounds Maint Worker I 485A 6 G 019 $ 38.078596 $ 6,600.29 $ 79,203.48 $ 39.950019 $ 6,924.67 $ 83,096.04 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 48.744173 $ 8,448.99 $ 101,387.88 Grounds Maint Worker II 490 6 G 021 $ 39.950019 $ 6,924.67 $ 83,096.04 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 49.937481 $ 8,655.83 $ 103,869.96 $ 51.185077 $ 8,872.08 $ 106,464.96 Grounds Maint Worker II 490A 6 G 021 $ 39.950019 $ 6,924.67 $ 83,096.04 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 49.937481 $ 8,655.83 $ 103,869.96 $ 51.185077 $ 8,872.08 $ 106,464.96 Grounds Maint Worker III 495 6 G 023 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 52.337712 $ 9,071.87 $ 108,862.44 $ 53.626038 $ 9,295.18 $ 111,542.16Grounds Maint Worker III 495A 6 G 023 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 52.337712 $ 9,071.87 $ 108,862.44 $ 53.626038 $ 9,295.18 $ 111,542.16Health & Wellness Coordinator 123 578 A 023 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 Housing Inspector 500 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Human Resources Assistant 509 578 A 019 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 Human Resources Technician 508 578 A 023 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 Jail Service Officer 353 10 H 022 $ 46.013365 $ 7,975.65 $ 95,707.80 $ 48.336404 $ 8,378.31 $ 100,539.72 $ 50.870077 $ 8,817.48 $ 105,809.76 $ 53.284500 $ 9,235.98 $ 110,831.76 $ 56.056788 $ 9,716.51 $ 116,598.12 $ 57.362308 $ 9,942.80 $ 119,313.60 $ 58.660615 $ 10,167.84 $ 122,014.08 Journey Lineworker 560 3 D1 035 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 88.249442 $ 15,296.57 $ 183,558.84 $ 92.586058 $ 16,048.25 $ 192,579.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 102.326654 $ 17,736.62 $ 212,839.44 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 107.493346 $ 18,632.18 $ 223,586.16 Journey Lineworker Apprentice 561 3 D1 026 $ 67.709538 $ 11,736.32 $ 140,835.84 $ 70.953577 $ 12,298.62 $ 147,583.44 $ 74.527962 $ 12,918.18 $ 155,018.16 $ 78.110712 $ 13,539.19 $ 162,470.28 $ 81.973038 $ 14,208.66 $ 170,503.92 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 86.165769 $ 14,935.40 $ 179,224.80 Journey Lineworker Apprentice 561R 3 D1 029 $ 72.740769 $ 12,608.40 $ 151,300.80 $ 76.315154 $ 13,227.96 $ 158,735.52 $ 80.016577 $ 13,869.54 $ 166,434.48 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 88.249442 $ 15,296.57 $ 183,558.84 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 92.586058 $ 16,048.25 $ 192,579.00 Key Customer Representative 505 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Librarian I 530 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Librarian I - Cataloging 530C 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Librarian I - Reference 530A 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Librarian I - Youth Services 530B 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Librarian II 535 578 A 030 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 64.640365 $ 11,204.33 $ 134,451.96 Librarian II - Cataloging 535C 578 A 030 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 64.640365 $ 11,204.33 $ 134,451.96 Librarian II - Reference 535A 578 A 030 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 64.640365 $ 11,204.33 $ 134,451.96 All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 2 of 5 City of Santa Clara
Classified Salary Plan
Effective: 4/16/2025
Approved: 5/13/2025
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Librarian II - Youth Services 535B 578 A 030 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 64.640365 $ 11,204.33 $ 134,451.96 Library Assistant I 526 578 A 016 $ 35.896962 $ 6,222.14 $ 74,665.68 $ 37.788808 $ 6,550.06 $ 78,600.72 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 46.088423 $ 7,988.66 $ 95,863.92 Library Assistant II 528 578 A 020 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 Library Circulation Supervsr 529 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Library Prog Coord - Tech Svcs 534D 578 A 034 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 Library Prog Coord-Technology 534F 578 A 034 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 Library Program Coord - Ref 534B 578 A 034 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 Library Program Coordinator 534 578 A 034 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 Library Technology Assistant 754C 578 A 025 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 Literacy Advocate 562 578 A 012 $ 32.642250 $ 5,657.99 $ 67,895.88 $ 34.296750 $ 5,944.77 $ 71,337.24 $ 35.896962 $ 6,222.14 $ 74,665.68 $ 37.788808 $ 6,550.06 $ 78,600.72 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 41.721635 $ 7,231.75 $ 86,781.00 Literacy Program Supervisor 563 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Literacy Student/Tutor Coord 564 578 A 020 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 Materials Handler 570 578 A 019 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 Mechanical Maintenance Worker 580 6 G 029 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 59.091000 $ 10,242.44 $ 122,909.28 $ 60.508096 $ 10,488.07 $ 125,856.84 $ 62.040462 $ 10,753.68 $ 129,044.16 Meter Data Analyst 601 578 A 027 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 Meter Reader 595 578 A 021 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 52.014692 $ 9,015.88 $ 108,190.56 Office Assistant 933 578 A 012 $ 32.642250 $ 5,657.99 $ 67,895.88 $ 34.296750 $ 5,944.77 $ 71,337.24 $ 35.896962 $ 6,222.14 $ 74,665.68 $ 37.788808 $ 6,550.06 $ 78,600.72 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 41.721635 $ 7,231.75 $ 86,781.00 Office Records Specialist 934 578 A 019 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 Office Specialist II 936 578 A 018 $ 37.788808 $ 6,550.06 $ 78,600.72 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 Office Specialist III 938 578 A 022 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 Office Specialist IV 939 578 A 024 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 Park Foreperson 615 578 A 033 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 Park Maint Crafts Worker 620 6 G 029 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 59.091000 $ 10,242.44 $ 122,909.28 $ 60.508096 $ 10,488.07 $ 125,856.84 $ 62.040462 $ 10,753.68 $ 129,044.16 Permit Center Supervisor 040 578 A 039 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 78.649269 $ 13,632.54 $ 163,590.48 $ 80.608846 $ 13,972.20 $ 167,666.40 Permit Technician 621 578 A 023 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 Plans Examiner 630 578 A 041 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 80.608846 $ 13,972.20 $ 167,666.40 $ 82.575231 $ 14,313.04 $ 171,756.48 $ 84.690923 $ 14,679.76 $ 176,157.12 Police Lieutenant 645 2 B 043 $ 100.393904 $ 17,401.61 $ 208,819.32 $ 105.419481 $ 18,272.71 $ 219,272.52 $ 110.670923 $ 19,182.96 $ 230,195.52 $ 116.203154 $ 20,141.88 $ 241,702.56 $ 121.968000 $ 21,141.12 $ 253,693.44 $ 125.062788 $ 21,677.55 $ 260,130.60 $ 128.123192 $ 22,208.02 $ 266,496.24 Police Officer 650 2 B 031 $ 74.917212 $ 12,985.65 $ 155,827.80 $ 78.634962 $ 13,630.06 $ 163,560.72 $ 82.592423 $ 14,316.02 $ 171,792.24 $ 86.720942 $ 15,031.63 $ 180,379.56 $ 91.041288 $ 15,780.49 $ 189,365.88 $ 93.341769 $ 16,179.24 $ 194,150.88 $ 95.608038 $ 16,572.06 $ 198,864.72 Police Officer - FTO 650T 2 B 033 $ 78.634962 $ 13,630.06 $ 163,560.72 $ 82.592423 $ 14,316.02 $ 171,792.24 $ 86.720942 $ 15,031.63 $ 180,379.56 $ 91.041288 $ 15,780.49 $ 189,365.88 $ 95.608038 $ 16,572.06 $ 198,864.72 $ 98.004346 $ 16,987.42 $ 203,849.04 $ 100.393904 $ 17,401.61 $ 208,819.32 Police Records Spec I 641 10 H2 018 $ 42.073442 $ 7,292.73 $ 87,512.76 $ 44.178115 $ 7,657.54 $ 91,890.48 $ 46.460019 $ 8,053.07 $ 96,636.84 $ 48.805731 $ 8,459.66 $ 101,515.92 $ 51.364038 $ 8,903.10 $ 106,837.20 $ 52.582846 $ 9,114.36 $ 109,372.32 $ 53.801827 $ 9,325.65 $ 111,907.80 Police Records Spec II 643 10 H2 022 $ 46.460019 $ 8,053.07 $ 96,636.84 $ 48.805731 $ 8,459.66 $ 101,515.92 $ 51.364038 $ 8,903.10 $ 106,837.20 $ 53.801827 $ 9,325.65 $ 111,907.80 $ 56.601000 $ 9,810.84 $ 117,730.08 $ 57.919212 $ 10,039.33 $ 120,471.96 $ 59.230154 $ 10,266.56 $ 123,198.72 Police Records Supervisor 644 10 H2 026 $ 51.364038 $ 8,903.10 $ 106,837.20 $ 53.801827 $ 9,325.65 $ 111,907.80 $ 56.601000 $ 9,810.84 $ 117,730.08 $ 59.230154 $ 10,266.56 $ 123,198.72 $ 62.199462 $ 10,781.24 $ 129,374.88 $ 63.786923 $ 11,056.40 $ 132,676.80 $ 65.374269 $ 11,331.54 $ 135,978.48 Police Sergeant 665 2 B 037 $ 86.720942 $ 15,031.63 $ 180,379.56 $ 91.041288 $ 15,780.49 $ 189,365.88 $ 95.608038 $ 16,572.06 $ 198,864.72 $ 100.393904 $ 17,401.61 $ 208,819.32 $ 105.419481 $ 18,272.71 $ 219,272.52 $ 108.021231 $ 18,723.68 $ 224,684.16 $ 110.670923 $ 19,182.96 $ 230,195.52 Police Training Coordinator 648 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Power Account Clerk I 662 578 A 019 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 Power Account Clerk III 664 578 A 025 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 Power Contract Specialist 661 578 A 033 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 Principal Elec Estimator 669 3 D1 035 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 88.249442 $ 15,296.57 $ 183,558.84 $ 92.586058 $ 16,048.25 $ 192,579.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 102.326654 $ 17,736.62 $ 212,839.44 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 107.493346 $ 18,632.18 $ 223,586.16 Principal Engrg Tech (Elec) 670 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Principal Engrg Tech (Fiber) 670A 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Public Safety Dispatcher I 339 10 H2 025 $ 50.095442 $ 8,683.21 $ 104,198.52 $ 52.582846 $ 9,114.36 $ 109,372.32 $ 55.197865 $ 9,567.63 $ 114,811.56 $ 57.919212 $ 10,039.33 $ 120,471.96 $ 60.732462 $ 10,526.96 $ 126,323.52 $ 62.199462 $ 10,781.24 $ 129,374.88 $ 63.786923 $ 11,056.40 $ 132,676.80 Public Safety Dispatcher II 340 10 H2 028 $ 53.801827 $ 9,325.65 $ 111,907.80 $ 56.601000 $ 9,810.84 $ 117,730.08 $ 59.230154 $ 10,266.56 $ 123,198.72 $ 62.199462 $ 10,781.24 $ 129,374.88 $ 65.374269 $ 11,331.54 $ 135,978.48 $ 67.004192 $ 11,614.06 $ 139,368.72 $ 68.619981 $ 11,894.13 $ 142,729.56 Public Works Inspector 680 578 A 033 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 Public Works Supervisor 151 578 A 038 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 74.858885 $ 12,975.54 $ 155,706.48 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 78.649269 $ 13,632.54 $ 163,590.48 Pump Maintenance Technician 677 6 G 027 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 57.694269 $ 10,000.34 $ 120,004.08 $ 59.091000 $ 10,242.44 $ 122,909.28 Purchasing Clerk 678 578 A 019 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 Purchasing Utility Worker 679 578 A 015 $ 35.090135 $ 6,082.29 $ 72,987.48 $ 36.832731 $ 6,384.34 $ 76,612.08 $ 38.724519 $ 6,712.25 $ 80,547.00 $ 40.684212 $ 7,051.93 $ 84,623.16 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 44.969596 $ 7,794.73 $ 93,536.76 Recreation Coordinator 693 578 A 027 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 Recreation Coord-Therapeutics 693A 578 A 027 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 Recreation Program Supervisor 691 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Recreation Supervisor 685 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Recruit Police Officer 689 2R B2 031 $ 55.150558 $ 9,559.43 $ 114,713.16 $ 57.909808 $ 10,037.70 $ 120,452.40 $ 60.806019 $ 10,539.71 $ 126,476.52 $ 63.845942 $ 11,066.63 $ 132,799.56 $ 67.036558 $ 11,619.67 $ 139,436.04 $ 68.714019 $ 11,910.43 $ 142,925.16 $ 70.432558 $ 12,208.31 $ 146,499.72 Resource Analyst II 696 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Service Coordinator-Inspector 792 3 D1 037 $ 88.249442 $ 15,296.57 $ 183,558.84 $ 92.586058 $ 16,048.25 $ 192,579.00 $ 97.337769 $ 16,871.88 $ 202,462.56 $ 102.326654 $ 17,736.62 $ 212,839.44 $ 107.493346 $ 18,632.18 $ 223,586.16 $ 110.076635 $ 19,079.95 $ 228,959.40 $ 112.871885 $ 19,564.46 $ 234,773.52 All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 3 of 5 City of Santa Clara
Classified Salary Plan
Effective: 4/16/2025
Approved: 5/13/2025
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Service Coord-Inspector(Fiber) 792F 3 D1 034 $ 81.973038 $ 14,208.66 $ 170,503.92 $ 86.165769 $ 14,935.40 $ 179,224.80 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 99.785596 $ 17,296.17 $ 207,554.04 $ 102.326654 $ 17,736.62 $ 212,839.44 $ 104.876135 $ 18,178.53 $ 218,142.36 Sewer Inspection Technician 783 6 G 027 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 57.694269 $ 10,000.34 $ 120,004.08 $ 59.091000 $ 10,242.44 $ 122,909.28 Sr Accounting Technician 208 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Sr Business Analyst 722 578 A 038 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 74.858885 $ 12,975.54 $ 155,706.48 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 78.649269 $ 13,632.54 $ 163,590.48 Sr Center Coordinator 715 578 A 027 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 Sr Customer Service Rep 724 578 A 022 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 Sr Elec & Water Syst Op - Cert 777R 3 R6 040 $ 100.539462 $ 17,426.84 $ 209,122.08 $ 105.773827 $ 18,334.13 $ 220,009.56 $ 111.169385 $ 19,269.36 $ 231,232.32 $ 116.683327 $ 20,225.11 $ 242,701.32 $ 122.570019 $ 21,245.47 $ 254,945.64 $ 125.644673 $ 21,778.41 $ 261,340.92 $ 128.702365 $ 22,308.41 $ 267,700.92 Sr Elec & Water System Operatr 777 3 D1 040 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 99.785596 $ 17,296.17 $ 207,554.04 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 110.076635 $ 19,079.95 $ 228,959.40 $ 115.633038 $ 20,043.06 $ 240,516.72 $ 118.529827 $ 20,545.17 $ 246,542.04 $ 121.418077 $ 21,045.80 $ 252,549.60 Sr Elec Crew Foreperson 551 3 D1 551 $ 99.713942 $ 17,283.75 $ 207,405.00 $ 104.699654 $ 18,147.94 $ 217,775.28 $ 109.934654 $ 19,055.34 $ 228,664.08 $ 115.431346 $ 20,008.10 $ 240,097.20 $ 121.203000 $ 21,008.52 $ 252,102.24 $ 124.233058 $ 21,533.73 $ 258,404.76 $ 127.338808 $ 22,072.06 $ 264,864.72 Sr Elec Meter Technician 729 3 D1 038 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 99.785596 $ 17,296.17 $ 207,554.04 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 110.076635 $ 19,079.95 $ 228,959.40 $ 112.871885 $ 19,564.46 $ 234,773.52 $ 115.633038 $ 20,043.06 $ 240,516.72 Sr Elec Util Elec Tech 785 3 D1 038 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 99.785596 $ 17,296.17 $ 207,554.04 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 110.076635 $ 19,079.95 $ 228,959.40 $ 112.871885 $ 19,564.46 $ 234,773.52 $ 115.633038 $ 20,043.06 $ 240,516.72 Sr Elec Util Eng 730 4 E2 046 $ 94.635288 $ 16,403.45 $ 196,841.40 $ 99.424327 $ 17,233.55 $ 206,802.60 $ 104.488385 $ 18,111.32 $ 217,335.84 $ 109.530346 $ 18,985.26 $ 227,823.12 $ 114.951404 $ 19,924.91 $ 239,098.92 $ 117.859038 $ 20,428.90 $ 245,146.80 $ 120.751731 $ 20,930.30 $ 251,163.60 Sr Elec Util Eng/Control-Comm 730I 4 E2 046 $ 94.635288 $ 16,403.45 $ 196,841.40 $ 99.424327 $ 17,233.55 $ 206,802.60 $ 104.488385 $ 18,111.32 $ 217,335.84 $ 109.530346 $ 18,985.26 $ 227,823.12 $ 114.951404 $ 19,924.91 $ 239,098.92 $ 117.859038 $ 20,428.90 $ 245,146.80 $ 120.751731 $ 20,930.30 $ 251,163.60 Sr Elec Util Eng/Distbn Plan 730D 4 E2 046 $ 94.635288 $ 16,403.45 $ 196,841.40 $ 99.424327 $ 17,233.55 $ 206,802.60 $ 104.488385 $ 18,111.32 $ 217,335.84 $ 109.530346 $ 18,985.26 $ 227,823.12 $ 114.951404 $ 19,924.91 $ 239,098.92 $ 117.859038 $ 20,428.90 $ 245,146.80 $ 120.751731 $ 20,930.30 $ 251,163.60 Sr Elec Util Eng/Fiber 730L 4 E2 046 $ 94.635288 $ 16,403.45 $ 196,841.40 $ 99.424327 $ 17,233.55 $ 206,802.60 $ 104.488385 $ 18,111.32 $ 217,335.84 $ 109.530346 $ 18,985.26 $ 227,823.12 $ 114.951404 $ 19,924.91 $ 239,098.92 $ 117.859038 $ 20,428.90 $ 245,146.80 $ 120.751731 $ 20,930.30 $ 251,163.60 Sr Elec Util Eng/Generation 730E 4 E2 046 $ 94.635288 $ 16,403.45 $ 196,841.40 $ 99.424327 $ 17,233.55 $ 206,802.60 $ 104.488385 $ 18,111.32 $ 217,335.84 $ 109.530346 $ 18,985.26 $ 227,823.12 $ 114.951404 $ 19,924.91 $ 239,098.92 $ 117.859038 $ 20,428.90 $ 245,146.80 $ 120.751731 $ 20,930.30 $ 251,163.60 Sr Elec Util Eng/Opr Planning 730F 4 E2 046 $ 94.635288 $ 16,403.45 $ 196,841.40 $ 99.424327 $ 17,233.55 $ 206,802.60 $ 104.488385 $ 18,111.32 $ 217,335.84 $ 109.530346 $ 18,985.26 $ 227,823.12 $ 114.951404 $ 19,924.91 $ 239,098.92 $ 117.859038 $ 20,428.90 $ 245,146.80 $ 120.751731 $ 20,930.30 $ 251,163.60 Sr Elec Util Eng/Prot Relay 730A 4 E2 046 $ 94.635288 $ 16,403.45 $ 196,841.40 $ 99.424327 $ 17,233.55 $ 206,802.60 $ 104.488385 $ 18,111.32 $ 217,335.84 $ 109.530346 $ 18,985.26 $ 227,823.12 $ 114.951404 $ 19,924.91 $ 239,098.92 $ 117.859038 $ 20,428.90 $ 245,146.80 $ 120.751731 $ 20,930.30 $ 251,163.60 Sr Elec Util Generation Tech 733 3 D1 038 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 99.785596 $ 17,296.17 $ 207,554.04 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 110.076635 $ 19,079.95 $ 228,959.40 $ 112.871885 $ 19,564.46 $ 234,773.52 $ 115.633038 $ 20,043.06 $ 240,516.72 Sr Electrical Estimator 726 3 D1 031 $ 76.315154 $ 13,227.96 $ 158,735.52 $ 80.016577 $ 13,869.54 $ 166,434.48 $ 84.065192 $ 14,571.30 $ 174,855.60 $ 88.249442 $ 15,296.57 $ 183,558.84 $ 92.586058 $ 16,048.25 $ 192,579.00 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 97.337769 $ 16,871.88 $ 202,462.56 Sr Energy Systems Analyst 744 578 A 043 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 80.608846 $ 13,972.20 $ 167,666.40 $ 84.690923 $ 14,679.76 $ 176,157.12 $ 86.752154 $ 15,037.04 $ 180,444.48 $ 88.901654 $ 15,409.62 $ 184,915.44 Sr Engineer (Civil) 322 4 E 041 $ 76.704173 $ 13,295.39 $ 159,544.68 $ 80.682288 $ 13,984.93 $ 167,819.16 $ 84.645577 $ 14,671.90 $ 176,062.80 $ 88.810327 $ 15,393.79 $ 184,725.48 $ 93.295962 $ 16,171.30 $ 194,055.60 $ 95.639538 $ 16,577.52 $ 198,930.24 $ 97.945846 $ 16,977.28 $ 203,727.36 Sr Engineering Tech 745 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Sr Human Resources Assistant 510 578 A 020 $ 39.653481 $ 6,873.27 $ 82,479.24 $ 41.721635 $ 7,231.75 $ 86,781.00 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 50.828077 $ 8,810.20 $ 105,722.40 Sr Human Resources Technician 747 578 A 024 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 Sr Inspector 750 578 A 039 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 78.649269 $ 13,632.54 $ 163,590.48 $ 80.608846 $ 13,972.20 $ 167,666.40 Sr Instrument & Control Tech 753 3 D1 038 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 99.785596 $ 17,296.17 $ 207,554.04 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 110.076635 $ 19,079.95 $ 228,959.40 $ 112.871885 $ 19,564.46 $ 234,773.52 $ 115.633038 $ 20,043.06 $ 240,516.72 Sr Key Customer Representative 752 578 A 039 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 78.649269 $ 13,632.54 $ 163,590.48 $ 80.608846 $ 13,972.20 $ 167,666.40 Sr Library Asst 754 578 A 025 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 Sr Library Asst-Public Svc 754B 578 A 025 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 Sr Materials Handler 760 578 A 023 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 Sr Permit Technician 766 578 A 027 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 Sr Planner 765 578 A 041 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 80.608846 $ 13,972.20 $ 167,666.40 $ 82.575231 $ 14,313.04 $ 171,756.48 $ 84.690923 $ 14,679.76 $ 176,157.12 Sr Plans Examiner 773 578 A 045 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 80.608846 $ 13,972.20 $ 167,666.40 $ 84.690923 $ 14,679.76 $ 176,157.12 $ 88.901654 $ 15,409.62 $ 184,915.44 $ 91.078269 $ 15,786.90 $ 189,442.80 $ 93.329481 $ 16,177.11 $ 194,125.32 Sr Public Safety Dispatcher 725 10 H2 034 $ 62.199462 $ 10,781.24 $ 129,374.88 $ 65.374269 $ 11,331.54 $ 135,978.48 $ 68.619981 $ 11,894.13 $ 142,729.56 $ 72.014481 $ 12,482.51 $ 149,790.12 $ 75.749077 $ 13,129.84 $ 157,558.08 $ 77.669654 $ 13,462.74 $ 161,552.88 $ 79.597154 $ 13,796.84 $ 165,562.08 Sr Resource Analyst 771 578 A 043 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 73.150096 $ 12,679.35 $ 152,152.20 $ 76.737173 $ 13,301.11 $ 159,613.32 $ 80.608846 $ 13,972.20 $ 167,666.40 $ 84.690923 $ 14,679.76 $ 176,157.12 $ 86.752154 $ 15,037.04 $ 180,444.48 $ 88.901654 $ 15,409.62 $ 184,915.44 Staff Aide I 794 578 A 024 $ 43.830404 $ 7,597.27 $ 91,167.24 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 $ 55.852615 $ 9,681.12 $ 116,173.44 Staff Aide II 795 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Staff Aide II - Envir Programs 795A 578 A 026 $ 46.088423 $ 7,988.66 $ 95,863.92 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 58.673308 $ 10,170.04 $ 122,040.48 Staff Analyst I 796 578 A 032 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 68.010346 $ 11,788.46 $ 141,461.52 Staff Analyst II 797 578 A 034 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 Street Maint Worker I 811 6 G 019 $ 38.078596 $ 6,600.29 $ 79,203.48 $ 39.950019 $ 6,924.67 $ 83,096.04 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 48.744173 $ 8,448.99 $ 101,387.88 Street Maint Worker II 812 6 G 021 $ 39.950019 $ 6,924.67 $ 83,096.04 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 49.937481 $ 8,655.83 $ 103,869.96 $ 51.185077 $ 8,872.08 $ 106,464.96Street Maint Worker III 813 6 G 023 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 52.337712 $ 9,071.87 $ 108,862.44 $ 53.626038 $ 9,295.18 $ 111,542.16 Street Maint Worker IV 814 6 G 029 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 59.091000 $ 10,242.44 $ 122,909.28 $ 60.508096 $ 10,488.07 $ 125,856.84 $ 62.040462 $ 10,753.68 $ 129,044.16 Street Sweeper Operator 825 6 G 028 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 49.937481 $ 8,655.83 $ 103,869.96 $ 52.337712 $ 9,071.87 $ 108,862.44 $ 54.880385 $ 9,512.60 $ 114,151.20 $ 57.694269 $ 10,000.34 $ 120,004.08 $ 59.091000 $ 10,242.44 $ 122,909.28 $ 60.508096 $ 10,488.07 $ 125,856.84 Time & Material Clerk 845 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Traffic Operations Engineer 851 4 E 038 $ 71.240827 $ 12,348.41 $ 148,180.92 $ 74.808462 $ 12,966.80 $ 155,601.60 $ 78.622385 $ 13,627.88 $ 163,534.56 $ 82.690096 $ 14,332.95 $ 171,995.40 $ 86.623442 $ 15,014.73 $ 180,176.76 $ 88.810327 $ 15,393.79 $ 184,725.48 $ 90.997154 $ 15,772.84 $ 189,274.08 Tree Trimmer II 780 6 G 026 $ 45.347135 $ 7,860.17 $ 94,322.04 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 49.937481 $ 8,655.83 $ 103,869.96 $ 52.337712 $ 9,071.87 $ 108,862.44 $ 54.880385 $ 9,512.60 $ 114,151.20 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 57.694269 $ 10,000.34 $ 120,004.08 Troubleshooter 860 3 D1 038 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 99.785596 $ 17,296.17 $ 207,554.04 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 110.076635 $ 19,079.95 $ 228,959.40 $ 112.871885 $ 19,564.46 $ 234,773.52 $ 115.633038 $ 20,043.06 $ 240,516.72 Underground Crew Leader 877 3 D1 036 $ 86.165769 $ 14,935.40 $ 179,224.80 $ 90.316096 $ 15,654.79 $ 187,857.48 $ 94.847596 $ 16,440.25 $ 197,283.00 $ 99.785596 $ 17,296.17 $ 207,554.04 $ 104.876135 $ 18,178.53 $ 218,142.36 $ 107.493346 $ 18,632.18 $ 223,586.16 $ 110.076635 $ 19,079.95 $ 228,959.40 Utility Business Systems Spc 569 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Utility Conserv/Effcy Coord 913 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Utility Crew Supervisor 881 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 4 of 5 City of Santa Clara
Classified Salary Plan
Effective: 4/16/2025
Approved: 5/13/2025
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Utility Field Services Worker 897 578 A 023 $ 42.779423 $ 7,415.10 $ 88,981.20 $ 44.969596 $ 7,794.73 $ 93,536.76 $ 47.180077 $ 8,177.88 $ 98,134.56 $ 49.573615 $ 8,592.76 $ 103,113.12 $ 52.014692 $ 9,015.88 $ 108,190.56 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 54.510058 $ 9,448.41 $ 113,380.92 Utility Field Svcs Supervisor 896 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Utility Inspection Supervisor 467 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Utility Inspection Technician 469 6 G 027 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 57.694269 $ 10,000.34 $ 120,004.08 $ 59.091000 $ 10,242.44 $ 122,909.28 Utility Locator (Fiber) 899 3 D2 022 $ 61.441788 $ 10,649.91 $ 127,798.92 $ 64.567212 $ 11,191.65 $ 134,299.80 $ 67.743404 $ 11,742.19 $ 140,906.28 $ 71.131500 $ 12,329.46 $ 147,953.52 $ 74.714250 $ 12,950.47 $ 155,405.64 $ 76.501442 $ 13,260.25 $ 159,123.00 $ 78.314077 $ 13,574.44 $ 162,893.28 Utility Services Technician 892 578 A 028 $ 48.326019 $ 8,376.51 $ 100,518.12 $ 50.828077 $ 8,810.20 $ 105,722.40 $ 53.174135 $ 9,216.85 $ 110,602.20 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 61.629750 $ 10,682.49 $ 128,189.88 Utility Worker 895 6 G 019 $ 38.078596 $ 6,600.29 $ 79,203.48 $ 39.950019 $ 6,924.67 $ 83,096.04 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 48.744173 $ 8,448.99 $ 101,387.88 Water & Sewer System Operator 902 578 A 035 $ 57.262962 $ 9,925.58 $ 119,106.96 $ 60.151558 $ 10,426.27 $ 125,115.24 $ 63.128250 $ 10,942.23 $ 131,306.76 $ 66.315231 $ 11,494.64 $ 137,935.68 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 $ 73.150096 $ 12,679.35 $ 152,152.20 Water Resources Specialist 907 578 A 034 $ 55.852615 $ 9,681.12 $ 116,173.44 $ 58.673308 $ 10,170.04 $ 122,040.48 $ 61.629750 $ 10,682.49 $ 128,189.88 $ 64.640365 $ 11,204.33 $ 134,451.96 $ 68.010346 $ 11,788.46 $ 141,461.52 $ 69.739442 $ 12,088.17 $ 145,058.04 $ 71.454923 $ 12,385.52 $ 148,626.24 Water Service Technician I 904 6 G 025 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 54.880385 $ 9,512.60 $ 114,151.20 $ 56.283981 $ 9,755.89 $ 117,070.68 Water Service Technician II 903 6 G 027 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 53.626038 $ 9,295.18 $ 111,542.16 $ 56.283981 $ 9,755.89 $ 117,070.68 $ 57.694269 $ 10,000.34 $ 120,004.08 $ 59.091000 $ 10,242.44 $ 122,909.28 Water/Sewer Maint Worker I 914 6 G 019 $ 38.078596 $ 6,600.29 $ 79,203.48 $ 39.950019 $ 6,924.67 $ 83,096.04 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 47.557558 $ 8,243.31 $ 98,919.72 $ 48.744173 $ 8,448.99 $ 101,387.88 Water/Sewer Maint Worker II 917 6 G 023 $ 41.984135 $ 7,277.25 $ 87,327.00 $ 44.235231 $ 7,667.44 $ 92,009.28 $ 46.465962 $ 8,054.10 $ 96,649.20 $ 48.744173 $ 8,448.99 $ 101,387.88 $ 51.185077 $ 8,872.08 $ 106,464.96 $ 52.337712 $ 9,071.87 $ 108,862.44 $ 53.626038 $ 9,295.18 $ 111,542.16 All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 5 of 5 City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-335 Agenda Date: 5/13/2025
REPORT TO COUNCIL
SUBJECT
Action on a Resolution Acknowledging Receipt by City Council of a State-Mandated Compliance Report on Required Annual Fire Inspections of Certain Occupancies
COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Services and Infrastructure
BACKGROUND
Senate Bill 1205 (SB 1205), enacted by the State of California in September 2018 in response to the tragic Oakland Ghost Ship fire of December 2016, serves as a pivotal measure in enhancing fire safety oversight and accountability statewide for high-risk occupancies. Authored by Senator Jerry Hill, this landmark legislation addresses critical gaps in fire safety inspection and reporting practices to prevent future tragedies and safeguard communities.
SB 1205 establishes a robust framework mandating that all city or county fire departments, citycounty fire departments, and districts providing fire protection services submit annual compliance reports for fire safety inspections. These inspections cover specific high-risk occupancies, including Educational and Residential facilities (Attachment 1) as well as sleeping facilities such as hotels, motels, lodging houses, etc. Compliance reports must be formally acknowledged by the administering authority, such as a City Council, during budget discussions or other designated sessions, ensuring that fire safety remains a visible and prioritized matter in local governance. A summary of the amendments to the Health and Safety Code (Attachment 2) outlines the key statutory changes introduced by SB 1205.
The legislation’s intent is clear: to strengthen transparency, improve oversight, and foster accountability in fire safety enforcement. By requiring detailed reporting and formal acknowledgment, SB 1205 ensures that communities remain engaged in monitoring fire safety efforts. This collaborative approach not only holds fire departments accountable for inspection mandates but also supports resource allocation to address challenges and close compliance gaps.
DISCUSSION
SB 1205 highlights the essential role of fire inspections in protecting community safety and wellbeing, emphasizing their critical importance. These inspections are proactive measures designed to identify and mitigate potential hazards before they escalate into emergencies. By safeguarding lives, property, and the environment, fire inspections serve as a cornerstone of broader community risk reduction strategies. They promote education, increase awareness, and enhance preparedness, thereby minimizing losses during emergencies and fostering a culture of safety within the community.
Prioritizing fire inspections strengthens community resilience and creates an environment conducive to sustainable economic prosperity and growth. Adhering to rigorous safety standards reassures City of Santa Clara Page 1 of 3 Printed on 5/9/2025
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25-335 Agenda Date: 5/13/2025
residents, attracts businesses, and supports development-key elements that contribute to long-term success and stability of the community.
By fostering transparency and a proactive approach to fire safety, the legislation reassures residents and stakeholders of the authorities’ commitment to protecting lives, property, and overall community well-being. The formalized reporting process provides a documented record of compliance, instilling confidence that fire safety standards are rigorously upheld.
The Fire Department is proud to report a 100% completion rate for the required mandated inspections during calendar year 2024. This includes inspections for all 31 Educational Occupancies and 1,191 Residential Occupancies, as detailed below:
2024 Inspection Status Report
Occupancy Type Inspections
Required
Inspections
Completed
% Complete
Educational Occupancies - Public
and Private Schools - K-12th
Grade
31 31 100.0%
Residential Occupancies - R-1, R2, R2.1, R-41,197 1,197 100.0% This achievement underscores the department’s steadfast commitment to community safety, adherence to legislative mandates, and the highest standards of fire safety enforcement.
While the number of educational occupancy reports has decreased compared to previous years, the recent transition of the inspection database from HdL to Accela has identified discrepancies.
Specifically, 10 daycare facilities were inaccurately classified as K-12 schools. This misclassification highlights the importance of data accuracy in regulatory compliance and resource allocation, ensuring that inspections and safety measures align with the correct occupancy classifications.
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(a) as it has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.
FISCAL IMPACT
The City Council has previously approved a cost recovery mechanism to support the implementation of the mandated inspection requirements, utilizing inspection fees as permitted by the California Health and Safety Code. These fees ensure that the costs associated with fulfilling fire safety inspection mandates are appropriately recovered, reducing financial strain on the General Fund. The anticipated revenues from these fees, along with corresponding Fire Department expenditures, were incorporated into the FY 2024/2025 budget appropriations, ensuring alignment with existing fiscal policies.
COORDINATION
This report has been coordinated with the Finance Department, City Attorney’s Office and the City City of Santa Clara Page 2 of 3 Printed on 5/9/2025
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25-335 Agenda Date: 5/13/2025
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
Adopt a Resolution acknowledging receipt of a report made by the Fire Chief of the Santa Clara Fire Department regarding the inspection of certain occupancies requiring annual inspections pursuant to Sections 13146.2 and 13146.3 of the California Health and Safety Code (Attachment 3).
Reviewed by: Ruben Torres, Fire Chief
Approved by: City Manager’s Office
ATTACHMENTS
1. Appendix A, California Building Code - Occupancy Classification and Use Definitions.docx
2. Senate Bill 1205 - Amendment to Health and Safety Code §13146.4
3. Resolution 2025 SB 1205- DRAFT
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Appendix A
Occupancy Classification and Use Definitions (2022 California Building/Fire Code) Occupancy Type Definition
Educational Group E Occupancy includes, among others, the use of a building or structure, or a portion thereof, by more than six persons at any one time for educational purposes through the 12th
grade. This group also includes child-care facility buildings and structures, or portions thereof occupied by more than six children 36 months of age and older who receive
educational, supervision or personal care services for fewer than 24 hours per day.
Residential Group R-1 Residential occupancies containing sleeping units where the occupants are primarily transient in nature such as hotels, motels, and congregate residences, & boarding houses with more than 10 occupants.
Residential Group R-2 Residential occupancies containing sleeping units or more than two dwelling units where the occupants are primarily permanent in nature such as apartment houses, congregate residence (with more than 16 occupants), boarding houses, convents, Dormitories, fraternities, sororities, monasteries, hotel (nontransient), live/work units, motels (nontransient), vacation timeshare properties.
Residential Group R-2.1 Buildings, structures or parts thereof housing clients, on a 24-hour basis, who because of age, mental disability or other reasons, live in a supervised residential environment that provides personal care services such as residential care facilities, group homes, and halfway houses. This occupancy may contain more than six non-ambulatory and/or bedridden clients.
Residential Group R-4 Residential Group R-4 occupancies shall include buildings, structures or portions thereof for more than six ambulatory clients, but not more than 16 persons, excluding staff, who reside on a 24-hour basis in a supervised residential
environment and receive custodial care, such as residential care facilities, group homes, and halfway houses.
Senate Bill No. 1205
CHAPTER 854
An act to add Section 13146.4 to the Health and Safety Code, relating to fire protection.
[Approved by Governor September 27, 2018. Filed with
Secretary of State September 27, 2018.]
legislative counsel’s digest
SB1205,Hill.Fireprotectionservices:inspections:compliance reporting.
Existing law requires the chief of any city or county fire department or district providing fire protection services and his or her authorized representatives to inspect every building used as a public or private school within his or herjurisdiction, for the purpose of enforcing specified building standards, not less than once each year, as provided. Existing law requires every city or county fire department or district providing fire protection services that is required to enforce specified building standards to annually inspect certain structures, including hotels, motels, lodging houses, and apartment houses, for compliance with building standards, as provided.
This bill would require every city or county fire department, city and county fire department, or district required to perform the above-described inspections to report annually to its administering authority, as defined, on the department’s or district’s compliance with the above-described inspection requirements, as provided.The bill wouldrequire the administering authority to acknowledge receipt of the report in a resolution or a similar formal document. To the extent this bill would expand the responsibility of a local agency, the bill would create a state-mandated local program.
The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement.
This bill would provide that, if the Commission on State Mandates determinesthat the bill contains costs mandated by the state, reimbursement for those costs shall be made pursuant to the statutory provisions noted above.
The people of the State of California do enact as follows:
SECTION 1. Section 13146.4 is added to the Health and Safety Code, to read:
13146.4. (a) Every city or county fire department, city and county fire department, or district required to perform an annual inspection pursuant 93 STATE OF CALIFORNIA
AUTHENTICATED
ELECTRONIC LEGAL MATERIAL J
Ch. 854 — 2 —
to Sections 13146.2 and 13146.3 shall report annually to its administering authority on its compliance with Sections 13146.2 and 13146.3. (b) The report made pursuant to subdivision (a) shall occur when the administering authority discusses its annual budget, or at another time determined by the administering authority.
(c) The administering authority shall acknowledge receipt of the report made pursuant to subdivision (a) in a resolution or a similar formal document.
(d) For purposes of this section, “administering authority” means a city council, county board of supervisors, or district board, as the case may be.
SEC. 2. If the Commission on State Mandates determines that this act contains costs mandated by the state, reimbursement to local agencies and school districtsforthose costsshall bemade pursuanttoPart7 (commencing with Section 17500) of Division 4 of Title 2 of the Government Code. 93 Resolution/Required Reporting of Annual Fire Inspections Page 1 of 2 Rev: 7/27/2023
RESOLUTION NO. _____
A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA
ACKNOWLEDGING RECEIPT OF A REPORT FROM THE FIRE
CHIEF OF THE SANTA CLARA FIRE DEPARTMENT
REGARDING THE INSPECTION OF CERTAIN OCCUPANCIES
REQUIRING ANNUAL INSPECTIONS PURSUANT TO SECTIONS
13146.2 AND 13146.3 OF THE CALIFORNIA HEALTH AND
SAFETY CODE.
WHEREAS, California Health & Safety Code Section 13146.4 was added in 2018, and became effective on September 27, 2018; and,
WHEREAS, California Health & Safety Code Sections 13146.2 and 13146.3 requires all fire departments, including the Santa Clara Fire Department, that provide fire protection services to perform annual inspections in every building used as a public or private school, commercial daycares, hotel, motel, dormitories, fraternities, sororities, live/work units, congregate residences and residential care facilities for compliance with building standards, as provided; and,
WHEREAS, California Health & Safety Code Section 13146.4 requires all fire departments, including the Santa Clara Fire Department, that provide fire protection services to report annually to its administering authority on its compliance with Sections 13146.2 and 13146.3; and,
WHEREAS, the City Council intends this Resolution to fulfill the requirements of the California Health & Safety Code regarding acknowledgment of the Santa Clara Fire Department’s compliance with California Health and Safety Code Sections 13146.2 and 13146.3.
NOW THEREFORE, BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:
1. That said Council expressly acknowledges the measure of compliance of the Santa Clara Fire Department with California Health and Safety Code Sections 13146.2 and 13146.3 in the area encompassed by the City, as follows:
A. EDUCATIONAL GROUP E OCCUPANCIES:
Educational Group E occupancies are generally those public and private schools, used by more Resolution/Required Reporting of Annual Fire Inspections Page 2 of 2 Rev: 7/27/2023
than six persons at any one time for educational purposes through the 12th grade. Within the City, there lie 31 Group E occupancies, buildings, structures and/or facilities.
During calendar year 2024, the Santa Clara Fire Department completed the annual inspection of 31 Group E occupancies, buildings, structures and/or facilities. This is a compliance rate of 100.00% for this reporting period.
B. RESIDENTIAL GROUP R OCCUPANCIES:
Residential Group R occupancies, for the purposes of this resolution, are generally those occupancies containing sleeping units, and include hotels, motels, apartments (three units or more), etc. as well as mandated residential care facilities. These residential care facilities have several different sub-classifications, and they may contain residents or clients that have a range of needs, including those related to custodial care, mobility impairments, cognitive disabilities, etc. The residents may also be non-ambulatory or bedridden. Within the City, there lie 1,197 Group R (and their associated sub-categories) occupancies of this nature.
During calendar year 2024, the Santa Clara Fire Department completed the annual inspection of 1,197 Group R occupancies, buildings, structures and/or facilities. This is a compliance rate of 100.00% for this reporting period.
Resolution/Required Reporting of Annual Fire Inspections Page 3 of 2 Rev: 7/27/2023
2. 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:
1. California Building Code - Occupancy Classification and Use Definitions
2. Senate Bill No. 1205 – Amendment to Section 13146.4 to the Health and Safety Code S:\Attorney\RESOLUTIONS\Form Resolution-City.doc
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-447 Agenda Date: 5/13/2025
REPORT TO STADIUM AUTHORITY BOARD
SUBJECT
Action on Stadium Authority Bills and Claims for the Month of March 2025
BOARD PILLARS
Enhance Community Engagement and Transparency
Ensure Compliance with Measure J and Manage Levi’s Stadium
BACKGROUND
Disbursements made by the Stadium Authority are based on invoices submitted for payment. Prior to payment, staff reviews all disbursement documents to ensure that the invoiced goods or services have been provided.
The Bills and Claims listing represents the cash disbursements required of normal and usual operations during March 2025. Budget control is set by the Stadium Authority Board through the budget adoption process.
DISCUSSION
At its March 12, 2024 meeting, the Stadium Authority Board adopted the Santa Clara Stadium Authority Fiscal Year 2024-25 Operating, Debt Service, and Capital Budget which runs from April 1, 2024 to March 31, 2025. Significant expenditures (greater than $5,000) paid in March 2025 include:
· Payment totaling $20,080.00 to Brailsford & Dunlavey, Inc. for CapEx Project - Project and Construction Management Firm
· Payments totaling $6,665,720.92 to the City of Santa Clara for the following:
o $286,055.55 for reimbursement of General and Administrative (G&A) City payroll costs (e.g., Executive Director’s Office (City Manager’s Office), Stadium Authority Counsel’s Office (City Attorney’s Office), and Treasurer’s Office (Finance Department)) o $214,211.29 for reimbursement of Special Liability Claims related to Levi’s Stadium o $6,165,454.08 for Stadium Lease Article 14 Excess Cash Transfer to City of Santa Clara’s General Fund
· Payment totaling $7,450.00 to Consor PMCM, Inc. for CapEx Project - Project and Construction Management Firm
· Payment totaling $103,770.94 to Fluoresco Services, LLC for the following:
o $97,735.94 for CapEx Project - Updated Stadium Wayfinding Signage o $6,035.00 for CapEx Project - Stadium Event Signage
· Payments totaling $7,010,473.49 to Forty Niners SC Stadium Company, LLC for the following:
o $6,165,454.08 for Stadium Lease Article 14 Excess Cash Transfer for the Public Safety Costs 2024 Outstanding Balance
o $845,019.41 for Community Facilities District Advance Payment - Principal & Interest City of Santa Clara Page 1 of 3 Printed on 5/9/2025
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25-447 Agenda Date: 5/13/2025
· Payments totaling $1,817,449.82 to Forty Niners Stadium Management Company, LLC for the following:
o $1,810,241.93 for March 2025 Stadium Manager Expenses, inclusive of Shared Stadium Expenses
o $6,827.89 for CapEx Project - Boilers
o $380.00 for CapEx Project - Levi's Naming Rights Signage Refurbishment/Replacement
· Payments totaling $28,914.25 for Legal Services
· Payment totaling $9,986.75 to Hellmuth, Obata & Kassabaum, Inc. for CapEx Project - Boilers · Payment totaling $5,344.70 to InTWO, Inc for Financial Management System Monthly Services (February 2025)
· Payment totaling $1,889,813.94 to Jones Sign Company for CapEx Project - Levi's Naming Rights Signage Refurbishment/Replacement
· Payment totaling $36,204.21 to Populous Group, LLC for CapEx Project - Lighting Systems Names of law firms have been redacted from the Bills and Claims report. The Supreme Court of California in Los Angeles County Board of Supervisors v. Superior Court, (2016) 2 Cal.5th 282, held that invoices specifying the amounts billed by a law firm to a client fall within the scope of attorneyclient privilege while the matters are active. In accordance with the Supreme Court’s ruling, the names of law firms retained by the Stadium Authority, and the specific amounts billed by each, have been redacted from the public report to maintain the confidentiality of billing records for specific legal services. The aggregate amount spent on legal services in the subject time period has been provided.
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378(b)(4) of Title 14 of the California Code of Regulations in that it is a fiscal activity that does not involve any commitment to any specific project which may result in a potential significant impact on the environment.
FISCAL IMPACT
The fiscal impact to the Stadium Authority is $17,601,382.03
COORDINATION
This report has been coordinated with the Executive Director and Stadium Authority Counsel’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
Approve the list of Stadium Authority Bills and Claims for March 2025.
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25-447 Agenda Date: 5/13/2025
Reviewed by: Kenn Lee, Treasurer
Approved by: Jovan D. Grogan, Executive Director
ATTACHMENTS
1. March 2025 SCSA Bills and Claims
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Santa Clara Stadium Authority
Bills and Claims
Expenses Paid by Wire or ACH Transfer
For the Month of March 2025
Pa~ent Date Vendor Invoice No. Descrietion Fund Amount
3/1412025 Brailsford & Ounlavey, Inc. 167811024.lF CapEx Project - Project and Construction Management Finn CapEx $ 10,040.00 3/1412025 Brailsford & Dunlavey, Inc. 16781 1124.2F CapEx Project - Project and Construction Management Finn CapEx 10 040.00 $ 20,08000
3/5/2025 City of Santa Clara NIA B2503 SCSA Payroll Costs Operating 84,1 50.22 3/1412025 City of Santa Clara N/A B2504 SCSA Payrol I Costs Operating 123,416.31 3/1412025 City of Santa Clara 96529 Reimburse City of Santa Clara for Special Liability Claims related to Levi's Stadium Operating 214,211.29 3/21/2025 City of Santa Clara N/A B2505 SCSA Payrol I Costs Operating 78,489.02 3/31/2025 City of Santa Clara N/A Stadium Lease Article 14 Excess Cash Transfer to City of Santa Clara's General Fund Operating 6,165,454.08 6,665,720.92
3/28/2025 Consor PMCM, Inc. 24-070T01-01 CapEx Project - Project and Construction Management Finn CapEx 7,450.00 3/28/2025 Fluoresco Services LLC 1565733 Cap Ex Project - Updated Sta di um Wayfindi ng Signage CapEx 97,735.94 3/28/2025 Fluoresco Services LLC 1565737 CapEx Project - Stadium Event Signage CapEx 6 035.00 103,770.94
3/31/2025 Forty Niners SC Stadium Company, LLC N/A Stadium Lease Article 14 Excess Cash Transfer for the Public Safety Costs 2024 Outstanding Balance Operating 6,165,454.08 3/31/2025 Forty Niners SC Stadium Company, LLC N/A CFO Advance Payment - Principal & Interest Debt Service 845,019.41 7,010,473.49
3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Security Operating 69,150.95 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Stadium Ops Operating 220,913.18 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Engineering Operating 136,083.52 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Guest Services Operating (51,389.77) 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Groundskeeping Operating (6,322 .. 74) 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - SBL Sales & Service Operating 367,473.00 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Insurance Operating 261,865.51 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Util ities Operating 470,726.00 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - StadCo Tenant Improvements Operating 22,665.00 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Management Company Base Fee Operating 268,783.28 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Naming Rights Operating 40,000.00 3/3/2025 Forty Niners Stadium Management Co, LLC SLS-24880 March 2025 Stadium Manager Expenses - Other G&A Operating 10,294.00 3/28/2025 Forty Niners Stadium Management Co, LLC SLS-24856 CapEx Project - Boilers CapEx 6,827.89 3/28/2025 Forty Niners Stadium Management Co, LLC SLS-24856 CapEx Project - Levi's Naming Rights Signage Refurbishment/Replacement CapEx 380.00 1,817,449.82
3/17/2025 JPMorgan Chase Bank, NA N/A Bank Fees Operating 13.01 3/5/2025 1516567 Legal Services Operating 13,954.25
3/5/2025 1516569 Legal Services Operating 3,663.00
3/5/2025 184267 Legal Services Operating 1,485.00
3/21/2025 1519161 Legal Services 1 Operating 6,048.00
3/21/2025 1519162 Legal Services 1 Operating 3,474.00
3/28/2025 184789 Legal Services Operating 290.00
28,91425
3/28/2025 Hellmuth, Obata & Kassabaum, Inc. 21 .04091 .12-6 CapEx Project - Boilers CapEx 4,891.25 3/28/2025 Hellmuth, Obata & Kassabaum, Inc. 21.04091.12-7 CapEx Project - Boilers CapEx 5,095.50 9,986.75
3/14/2025 lnTWO, Inc. 44457-US Financial Management System Monthly Services (February 2025) Operating 369.80 3/14/2025 lnTWO, Inc. 44458-US Financial Management System Monthly Services (February 2025) Operating 4 974.90 5,344.70
3/28/2025 Jones Sign Company Application 1 CapEx Project - Levi's Naming Rights Signage Refurbishment/Replacement CapEx 1,889,813.94 3/28/2025 M. Arthur Gensler Jr. & Associates, Inc. 1135589 CapEx Project - Security General Allowance CapEx 1,950.00 3/28/2025 M. Arthur Gensler Jr. & Associates, Inc. 1148631 CapEx Project - Security General Allowance CapEx 650.00 2,60000
Payment Date Vendor Invoice No. Description Fund Amount Santa Clara Stadium Authority
Bills and Claims
Expenses Paid by Wire or ACH Transfer
For the Month of March 2025
3/28/2025 Populous Group, LLC 0079334 CapEx Project - Lighting Systems CapEx 29,941.00 3/28/2025 Populous Group, LLC 0079695 CapEx Project - Lighting Systems CapEx 6,263.21 36,204 21
3/21/2025 Santa Clara Weekly 1250034 Public Hearing Notice for FY2025-26 Budget Operating 1,680.00 3/21/2025 Wilson, Ihrig & Associates, Inc. 22162N16 Stadium Noise Monitoring Services (January 2025) Operating 1,880.00 March 2025 Total $ 17,601,382.03
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-524 Agenda Date: 5/13/2025
REPORT TO COUNCIL
SUBJECT
Public Hearing: Continuance Until June 24, 2025, of Action on a Tentative Parcel Map (PLN23- 00379) at 1700 Richard Avenue and 1600 &1650 Memorex Drive to Create a Two-Lot Subdivision.
COUNCIL PILLAR
Promote and Enhance Economic, Housing, and Transportation Development
DISCUSSION
This Public Hearing item was previously scheduled for the April 8, 2025 meeting and was not considered for action during that meeting. At the April 8th City Council meeting, Staff requested that the Council open the Public Hearing and then immediately continue the item to the May 13, 2025, City Council meeting.
Staff determined that the lot frontage needed to be resolved as dedicated frontage whereas the applicant was offering it as an easement. Due to the timing required to resolve the frontage issue, the item needed to be continued. Currently, the applicant has not able to make the required changes prior to this hearing and staff is requesting that the Council reconvene the Public Hearing and then immediately continue this item to the June 24, 2025, City Council meeting. The applicant has been informed of the proposed continuance.
ENVIRONMENTAL REVIEW
No environmental determination is necessary for a continuance. An environmental determination will be included with the report for the June 24, 2025, City Council meeting.
PUBLIC CONTACT
On March 26, 2025, a notice of public hearing was published in The Weekly, a newspaper of general circulation, and on March 27, 2025, a notice of this item was mailed to property owners within 500 feet of the project site. At the time of this report, Planning staff has not received public comments regarding the proposed project.
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.
Should the City Council reconvene the public hearing and then continue the hearing for this project to the June 24, 2025, City Council meeting, additional noticing will not be required.
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25-524 Agenda Date: 5/13/2025
RECOMMENDATION
Staff recommends that the City Council reconvene the public hearing on this item and then immediately continue the proposed project to the June 24, 2025, City Council meeting.
Reviewed by: Afshan Hamid, Community Development Director Approved by: Jovan Grogan, City Manager
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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-926 Agenda Date: 5/13/2025
REPORT TO STADIUM AUTHORITY BOARD
SUBJECT
Action on Stadium Manager’s Request to Execute an Event Services Agreement with Fanatics Retail Group Concessions, LLC for Merchandise Concession Services for Non-NFL Events
BOARD PILLAR
Ensure Compliance with Measure J and Manage Levi’s® Stadium
BACKGROUND
The Forty Niners Stadium Management Company (the “Stadium Manager”) seeks to contract with Fanatics Retail Group Concessions, LLC (“Fanatics” or the “Contractor”) to provide merchandise concession services for Non-NFL Events at Levi’s® Stadium.
Fanatics currently serves as the merchandise provider for NFL Events at Levi’s® Stadium. The proposed Event Services Agreement (“ESA”) (see Attachment 1) dated April 1, 2025 memorializes the terms under which Fanatics will operate outside of the Stadium’s Team Stores during Non-NFL Events.
Stadium Manager has previously engaged the Contractor to perform these services at Non-NFL Events on behalf of the event promoters or licensees, but not under an event services agreement specific to Non-NFL Events.
Under the current Non-NFL Event protocols, Fanatics is paid a fixed “concessionaire fee” and passes all service-related expenses-including the concessionaire fee-through to the event promoter. In contrast, the proposed terms under the ESA introduce a tiered profit-sharing structure that ties Fanatics’ fee directly to gross profits from merchandise concessions. This approach incentivizes Fanatics to minimize pass-through expenses and generate more sales revenue as its compensation is directly linked to the profitability of its operations. These terms should increase net revenues to the Stadium Authority for Non-NFL Events.
The Stadium Manager has requested to enter into an ESA with Fanatics to manage merchandise concession services outside the traditional Team Store environment during Non-NFL Events.
This item was previously presented to the Stadium Authority Board on March 11, 2025, as part of the Consent Calendar. The motion failed with a vote of 3-3. It is now being brought back as a General Business item for further discussion and consideration, based on additional research and data to support the recommendation.
DISCUSSION
The Stadium Manager is requesting to enter into the ESA with Fanatics prior to the Metallica concert City of Santa Clara Page 1 of 8 Printed on 5/9/2025
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25-926 Agenda Date: 5/13/2025
on June 20, 2025 to maximize merchandise concessions net revenues to the Stadium Authority for the full FY 2025/26 Non-NFL Event season.
Prior to the March 11, 2025 Stadium Authority Board Meeting, staff conducted a preliminary analysis of several key areas: (A) the financial and operational implications of the Stadium Manager’s request to enter into an Event Services Agreement (ESA); (B) the procurement approach and sole-source justification; (C) the proposed revenue model for merchandise concession services; and (D) a Fanatics deal term analysis with other stadiums. The following is a summary of that analysis. (A) Financial and Operational Benefits:
· Expanded Sales Opportunities:
The agreement allows for merchandise to be sold at various concourse locations, increasing overall net revenue potential for the Stadium Authority without disrupting the established team store operations.
· Flexible Operational Structure:
Promoters can choose between buyout options, such as renting the entire venue and negotiated services under a flat-fee agreement or revenue-sharing arrangements, ensuring that they can operate in a way that best suits their logistical and financial needs. This enhances the marketability of the stadium.
· Increased Net Revenues
Under the current Fanatics agreement for Non-NFL Event merchandise sales, Fanatics deducts all expenses related to service provision from gross merchandise sales. After these deductions, Fanatics takes between 25% to 50% of the net merchandise revenue depending on the event, with the remaining portion payable to the Stadium Authority. In certain instances, the event promoter also shares in these net merchandise revenues thereby further reducing the amount payable to the Stadium Authority.
Under the proposed agreement, Fanatics will instead receive a fixed fee based on sales volume:
· For Gross Merchandise Sales of $4,000,000 or less, Fanatics will be paid 7% of Net Merchandise Revenue or $5,000, whichever is greater.
· For Gross Merchandise Sales exceeding $4,000,000, Fanatics will receive 8% of Net Merchandise Revenue.
According to the Stadium Manager, applying the new terms to Non-NFL event merchandise revenue from FY 23/24 would result in a +118% increase in net revenue, equating to an additional $195,956.11 in net revenue compared to the old terms (see chart below). The Stadium Authority has not yet independently verified the actual or projected data. Staff will verify the actual and projected net revenue and will continue to track all revenue sources for Non-NFL Events including revenue derived from merchandise sales.
Event Event 1 Event 2 Event 3 Event 4 Event 5 Event 6 TOTALS (FY23/24)
SCSA Actual
Merchandise
Revenue ($)
34,420.34 9,711.08 100,000.69 17,734.30 9,104.16 4,270.42 $175,240.99 SCSA Projected74,577.40 32,217.40 199,164.16 40,556.82 17,965.33 6,716.00 $371,197.10 City of Santa Clara Page 2 of 8 Printed on 5/9/2025
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25-926 Agenda Date: 5/13/2025
Event Event 1 Event 2 Event 3 Event 4 Event 5 Event 6 TOTALS (FY23/24)
SCSA Actual
Merchandise
Revenue ($)
34,420.34 9,711.08 100,000.69 17,734.30 9,104.16 4,270.42 $175,240.99 SCSA Projected
Merchandise
Revenue Under
New Deal Terms
($)
74,577.40 32,217.40 199,164.16 40,556.82 17,965.33 6,716.00 $371,197.10 (B) Procurement Process:
The services were not publicly bid due to a sole-source justification. Staff conducted a market analysis of the sports merchandise and apparel industry to assess potential alternatives and determine whether other vendors could provide the full scope of required services. Based on the findings below, staff is recommending a sole source award to Fanatics. · Unique, Vertically Integrated Service Model. Fanatics offers a fully integrated, end-to-end (“vertically integrated”) service model encompassing inventory management, logistics, point-of -sale (POS) systems, merchandise operations, marketing and branding support, and customer service. This vertical integration is designed to meet the unique needs of Non-NFL Event promoters. While other vendors offer individual components of these services, staff found no other vendors capable of delivering the complete end-to-end solution under one contract. · Existing Partnership. Fanatics currently serves as the Team Store concessionaire for NFL games at Levi’s® Stadium and maintains a permanent onsite presence, which allows for seamless integration with existing stadium operations. Expanding Fanatics’ role to support Non-NFL Events would improve operational efficiency and continuity, minimizing duplicative systems and staffing. Selecting a new vendor would likely result in significant start-up and transition costs, including but not limited to:
o Technology integration and POS setup
o Staff onboarding and coordination
o Payment security compliance
o Additional shipping and storage space (by subleasing office and storage space in tenant-only areas of the stadium, Fanatics is able to reduce shipping, storage, and general administrative (G&A) costs-ultimately enhancing the efficiency and costeffectiveness of Non-NFL Event merchandise operations) · Competitors. Staff reviewed the following companies in the merchandise and apparel business. However, none were found to match Fanatics’ ability to deliver an end-to-end service model with the necessary infrastructure and operational compatibility at Levi’s® Stadium.
o Sports Merchandise & Apparel
§ Nike - Major supplier of official team jerseys and apparel § Adidas - Competes in licensed sportswear and footwear City of Santa Clara Page 3 of 8 Printed on 5/9/2025
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§ Under Armour - Offers team apparel and performance gear § Lids - Sells licensed sports headwear and apparel
§ Mitchell & Ness - Specializes in nostalgic and throwback jerseys o Sports Collectibles & Trading Cards
§ Panini America - Produces trading cards and sports memorabilia § Topps (Owned by Fanatics but still competes with other brands) § Upper Deck - Major competitor in premium trading cards and memorabilia o Sports Betting & Gaming
§ DraftKings - Online sportsbook and daily fantasy sports competitor § FanDuel - Major player in sports betting and fantasy sports § BetMGM - Sportsbook and gaming rival
§ Caesars Sportsbook - Competes in the sports betting space o E-commerce & Retail
· Amazon - Sells licensed sports gear and collectibles
· eBay - Competes in the resale market for collectibles and apparel · Dick’s Sporting Goods - Offers sports apparel and gear · Walmart & Target - Sell licensed sports merchandise
(C) Merchandise Revenue Model Analysis:
Revenue splits for merchandise concessions vary across the industry and are typically negotiated independently between the Stadium Manager and the event promoter. Confidential market research conducted by the Stadium Manager-validated through independent staff analysis-confirms that the proposed agreement provides a favorable fee structure for the Stadium Authority. The proposed ESA with Fanatics improves upon the existing arrangement by incentivizing Fanatics to minimize expenses, tying the merchandising fee to performance, and reclassifying the merchandising fee as an event expense deducted from gross merchandise profits thus avoiding further dilution of the net merchandise revenues payable to the Stadium Authority. This ensures that the promoter shares in the cost, rather than the entire fee being absorbed by the Stadium Authority’s net merchandise revenue.
(D) Fanatics Market Analysis:
Staff conducted extensive market research through public records review and confidential conversations with industry subject matter experts that are familiar with the Fanatics business model and terms.
As of 2024, Fanatics has in-venue retail partnerships with 14 NFL teams, managing both ecommerce and physical retail operations. Some of the NFL stadiums where Fanatics provides merchandise services include:
· EverBank Stadium (Jacksonville Jaguars): Fanatics is the official merchandiser, operating all Jag Pro Shops and portable kiosks throughout the stadium. · M&T Bank Stadium (Baltimore Ravens): Fanatics operates a full suite of retail outlets, including the team's first year-round retail store at the venue City of Santa Clara Page 4 of 8 Printed on 5/9/2025
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· U.S. Bank Stadium (Minnesota Vikings): Fanatics manages in-venue retail operations, contributing to a significant increase in retail sales. · Raymond James Stadium (Tampa Bay Buccaneers): Fanatics oversees in-stadium retail spaces, enhancing the merchandise experience for fans
· Nissan Stadium (Tennessee Titans): Fanatics serves as the Titans' official end-to-end omnichannel retail partner, managing on-site merchandise and the team's e-commerce platform. This partnership will extend to the new Nissan Stadium slated for completion in 2027. · FirstEnergy Stadium (Cleveland Browns): Fanatics expanded its partnership with the Browns to operate all physical retail outlets at FirstEnergy Stadium, alongside its existing e-commerce services. The company is investing in a redesigned Pro Shop and integrating its FanCash loyalty program.
Staff Analysis Post-March 11, 2025 Board Meeting
Following the March 11, 2025 Board meeting, staff requested the following actions to further support the recommendation: (a) an analysis of net revenue projections for Non-NFL Events in FY 2025/26; and (b) a revised, shorter term for the proposed ESA.
· Analysis of FY 2025/26 Net Revenue Projections
According to the Stadium Manager, applying the new terms to Non-NFL Event merchandise revenue for events in FY 25/2026 should result in an additional $150,000 to $250,000 in net revenue compared to the old terms. The Stadium Authority has not yet independently verified projected data. We will verify the actual and projected net revenue and will continue to track all revenue sources for Non-NFL Events including revenue derived from merchandise sales. · Revised, Shorter Term for the Proposed ESA
The 2-year term in the proposed ESA may be extended for up to two (2) additional one (1) year periods, which represents a revised, shorter term than the previously proposed 4-year term. Any extension is subject to mutual agreement of Stadium Manager and Executive Director.
Key Terms of the Proposed ESA:
This Agreement between Stadium Manager and Contractor governs the provision of specified Services and is comprised of the following integrated components:
· Complete and Integrated Terms:
The Agreement, including Exhibits A (Scope of Services), B (Compensation and Fees), C (Insurance Requirements), and D (Levi’s® Stadium Jobsite Rules), represents the entire understanding between the parties, superseding all prior agreements or representations. · Term and Termination:
The Agreement shall be effective as of April 1, 2025, and shall expire on March 31, 2027, unless earlier terminated in accordance with this Agreement. The Term may be extended for up to two (2) additional one (1) year periods, subject to the mutual written agreement of the Stadium Manager and the Executive Director. Any further modifications to the Term shall be set forth in a written amendment executed by authorized representatives of both Parties. Either Party may City of Santa Clara Page 5 of 8 Printed on 5/9/2025
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25-926 Agenda Date: 5/13/2025
terminate this Agreement for material breach (subject to a reasonable cure period) or, upon sixty (60) days’ prior written notice, without cause at the discretion of the Stadium Manager. · Scope of Services and Standards:
The Contractor is responsible for performing the Services as detailed in Exhibit A. All work must be conducted in accordance with the applicable professional standards, laws, and regulations, ensuring quality, technical accuracy, and proper coordination. · Specific Business Terms:
Under the proposed ESA, Fanatics will receive a fee equal to 7% of net merchandise revenue or $5,000-whichever is greater-when gross merchandise sales are $4,000,000 or less. For gross merchandise sales exceeding $4,000,000, the fee increases to 8% of net merchandise revenue. In the event of a merchandise buyout by the event promoter (“Buyout”), Fanatics will be paid a flat fee of $5,000. Linking a merchandise concessionaire’s fee to net revenue is standard industry practice, and research by the Stadium Manager confirms that these rates are fair, reasonable, and consistent with similar venues.
Example (Gross Merchandise Sales ≤ $4,000,000)
o Concert with Gross Merchandise Sales of $1,000,000, sales tax of $91,250, security/bootleg fee of $2,500, and transaction fees of $35,000. o Net Merchandise Revenue ($871,250) = Gross Merchandise Sales ($1,000,000) - Sales Tax ($91,250) - Security/Bootleg Fee ($2,500) - Transaction Fees ($35,000). o Contractor Fee ($60,987.50) = 7% x Net Merchandise Revenue ($871,250).
Example (Gross Merchandise Sales > $4,000,000)
o Concert with Gross Merchandise Sales of $5,000,000, sales tax of $456,250, security/bootleg fee of $12,500, and transaction fees of $175,000. o Net Merchandise Revenue ($4,356,250) = Gross Merchandise Sales ($5,000,000) - Sales Tax
o ($456,250) - Security/Bootleg Fee ($12,500) - Transaction Fees ($175,000). o Contractor Fee ($348,500) = 8% x Net Merchandise Revenue ($4,356,250) · Roles and Responsibilities:
The Contractor, operating as an independent contractor, is solely accountable for its employees and any subcontractors, including compliance with all legal, licensing, and reporting requirements. The Contractor also bears full responsibility for adhering to Levi’s® Stadium Jobsite Rules and all related security and access protocols. · Intellectual Property and Confidentiality:
The Contractor is prohibited from using any of the Stadium Manager’s names, logos, or intellectual property without written consent. Both parties must maintain the confidentiality of all materials and information exchanged under the Agreement, except where disclosure is mandated by law.
· Compensation:
Detailed compensation and payment terms are provided in Exhibit B, which outlines the financial City of Santa Clara Page 6 of 8 Printed on 5/9/2025
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25-926 Agenda Date: 5/13/2025
arrangements for the Services rendered.
· Prevailing Wage:
The Contractor must comply with all applicable California prevailing wage laws for public works and maintenance projects, including paying the required prevailing wage rates as dictated by relevant Labor Code sections and regulations. The Stadium Manager will supply the prevailing per diem wage rates at the start of the Agreement, and the Contractor is responsible for posting and providing copies of these rates for each worker classification at the project site upon request. Failure to comply may result in penalties.
ENVIRONMENTAL REVIEW
The actions being considered do not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(a) as it has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment or pursuant to CEQA Guidelines section 15378(b)(4) in that it is a fiscal activity that does not involve any commitment to any specific project which may result in a potential significant impact on the environment.
FISCAL IMPACT
The proposed ESA is projected to increase net revenues for Non-NFL Events, boosting revenue for the Stadium Authority. The proposed terms under the ESA introduce a tiered profit-sharing structure that ties Fanatics’ fee directly to gross profits from merchandise concessions.
COORDINATION
This report has been coordinated with the Stadium Authority Counsel and Treasurer’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].
RECOMMENDATION
Staff presents three options for Board consideration and approval:
1. Option 1: Approve the Stadium Manager’s request to execute an Event Services Agreement with Fanatics Retail Group Concessions, LLC under the terms presented; or
2. Option 2: Direct the Stadium Manager to issue a Request for Proposal (RFP) for a vendor to operate full-service merchandise concessions for Non-NFL Events at Levi’s® Stadium, and in the interim, authorize the Stadium Manager’s to execute a one-year Event Services Agreement with Fanatics Retail Group Concessions, LLC under the terms presented, to allow for the initiation and completion of an RFP process; or
3. Option 3: Direct the Stadium Manager to issue a Request for Proposal (RFP) for a vendor to operate full-service merchandise concessions for Non-NFL Events at Levi’s® Stadium, and in the interim, continue with the current Non-NFL Event protocol in which Fanatics passes through all service-related expenses, including the concessionaire fee, to the event promoter.
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25-926 Agenda Date: 5/13/2025
Reviewed by: Chuck Baker, Assistant Executive Director
Approved by: Jovan D. Grogan, Executive Director
ATTACHMENTS
1. Proposed Event Services Agreement between Forty Niners Stadium Management Company LLC and Fanatics Retail Group Concessions, LLC
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NNE – Event Services Agreement Page 1 of 15
EVENT SERVICES AGREEMENT
BETWEEN
FORTY NINERS STADIUM MANAGEMENT COMPANY LLC
AND
FANATICS RETAIL GROUP CONCESSIONS, LLC
This Event Services Agreement (the “Agreement”) is entered into on April 1, 2025, between the FORTY NINERS STADIUM MANAGEMENT COMPANY LLC, a Delaware limited liability company (“Stadium Manager”), and FANATICS RETAIL GROUP CONCESSIONS, LLC, a Delaware limited liability company. (“Contractor). Stadium Manager and Contractor may be referred to individually as a “Party” or collectively as the “Parties” or the “Parties to this Agreement”.
RECITALS
A. Stadium Manager desires to secure the merchandise concessions services described in Exhibit A (the “Services”), which is attached hereto and made a part of this Agreement by this reference, for Non-NFL events (the “Events”), held at Levi’s® Stadium (the “Stadium”); B. Contractor represents that it, it’s employees and subcontractors, have the professional qualifications, expertise, necessary licenses and desire to provide services of the quality and type which meet objectives and requirements of Stadium Manager described in Exhibit A;
C. Stadium Manager hereby engages the Contractor to perform the Services on behalf of the promoter or licensees associated with the Events; and
D. The following terms and conditions describe how the Services will be provided and paid for.
In consideration of the representations stated in this Agreement, the Parties agree as follows:
AGREEMENT TERMS AND CONDITIONS
1. AGREEMENT DOCUMENTS
The entire Agreement between Stadium Manager and Contractor for the Scope of Services described in Exhibit “A” (the “Services”) consists of these Terms and Conditions and the following Exhibits, which are attached and incorporated into this Agreement by this reference (the “Agreement”):
Exhibit A: Scope of Services
Exhibit B: Compensation and Fees
Exhibit C: Insurance Requirements
Exhibit D: Levi’s® Stadium Jobsite Rules
2. ENTIRE AGREEMENT
This Agreement constitutes the entire agreement between the Parties with respect to the Services and supersedes and replaces any previous agreements, representations and understandings, whether oral or written with respect to such Services only. In the event of an inconsistency NNE – Event Services Agreement Page 2 of 15
between the provisions of any of the Exhibits and the Terms and Conditions, the Terms and Conditions will govern and control. Any other terms or conditions attached to invoices or otherwise delivered to Stadium Manager by Contractor are not part of this Agreement.
3. TERM OF AGREEMENT
This term of this Agreement begins on April 1, 2025 and shall expire on March 31, 2027 (the “Term”) unless terminated earlier as set forth herein. The Stadium Manager shall have the option, in its sole discretion, to extend the Term for two (2) additional one (1) year periods by notifying Contractor in writing of Stadium Manager's decision to exercise said option prior to the expiration of the then-current Term. Any further changes to the Term must be memorialized in an amendment executed by authorized representatives of each Party.
4. TERMINATION OF AGREEMENT
Without limiting any other rights or remedies (including any right to seek damages and other monetary relief) that either Party may have in law or otherwise, either Party may terminate this Agreement if the other Party materially fails to perform any material obligation hereunder, provided that (i) the non-breaching Party sends written notice to the breaching Party describing in reasonable detail the breach and stating its intention to terminate this Agreement unless such breach is cured, and (ii) the breaching Party does not cure the breach within thirty (30) days following its receipt of such notice; provided that, if the breaching Party has diligently attempted to cure the breach during such thirty (30) day period but has not cured the breach by the end of such thirty (30) day period, the non-breaching Party may not terminate this Agreement so long as the breaching Party continues to diligently attempt to cure the breach. Notwithstanding the foregoing, the expiration or earlier termination of this Agreement will not relieve either Party from its obligation to pay any monies due to the other Party for any period prior to the effective date of such expiration or termination. The Agreement may be terminated by Stadium Manager at any time, without cause, by giving Contractor sixty (60) calendar days advance written notice.
5. SCOPE OF SERVICES
Contractor will perform the Services as specified in Exhibit A within the time(s) specified in Exhibit A.
6. QUALIFICATIONS OF CONTRACTOR AND SUBCONTRACTORS- STANDARD OF CARE
Contractor, its employees, and/or its subcontractors have the expertise and skills to perform the Services consistent with the professional standards, regulations, and applicable rules of a specialist in the same profession in the State of California. Contractor, its employees and subcontractors, will perform the Services consistent with these representations and in accordance with all applicable professional standards, regulations and rules. Contractor is directly responsible for the professional quality, technical accuracy, and coordination of Services furnished by Contractor, Contractor’s employees, and those with whom Contractor has engaged to perform the Services.
7. WARRANTY
Contractor warrants that all materials and services covered by this Agreement will be fit for the intended purpose; and conform to the specifications, requirements and instructions described in this Agreement.
NNE – Event Services Agreement Page 3 of 15
8. INDEPENDENT CONTRACTOR
Contractor, its employees, and subcontractors, are independent contractors and do not act as agent(s) or employee(s) of Stadium Manager. Contractor has full rights to manage its employees in their performance of Services under this Agreement. All liabilities that may arise as a result of Contractor’s status as an employer will be borne exclusively by Contractor. Contractor will not be entitled to any of the benefits which the Stadium Manager may make available to its employees, such as group insurance(s), profit-sharing or retirement benefits. Contractor will be solely responsible for all taxes and documents required to be filed with or made to any federal, state or local tax authority with respect to Contractor’s performance of Services and receipt of fees under this Agreement.
9. SUBCONTRACTORS
Contractor is fully responsible to Stadium Manager for the acts and omissions of its subcontractor(s), and of persons either directly or indirectly employed by them, as Contractor is for the acts and omissions of persons directly employed by it.
10. COMPLIANCE WITH LAWS
Contractor, its employees, and subcontractors will comply with all applicable laws and regulations of the federal, state, and local government, and, with all licensing and reporting requirements required by agencies with whom Contractor is licensed.
11. COMPLIANCE WITH STADIUM RULES
Contractor, its employees, and subcontractors of every tier and their officers, employees, workers, consultants, volunteers, and agents shall comply with the Levi’s® Stadium Jobsite Rules attached as Exhibit D. Failure to comply with the Levi’s® Stadium Jobsite Rules may result in Stadium Manager requesting removal of the violating party and termination of this Agreement subject to the termination provisions specified in Section 4, above. Contractor is solely responsible for any costs attributable to or resulting from the failure to comply with the Levi’s® Stadium Jobsite Rules.
Contractor, its employees, and/or subcontractors, will comply with all rules, policies and procedures relating to security and access rights including requirements related to screening and identification of Contractors and Contractor’s personnel, required by Stadium Manager and/or an Events promoter, to the extent such rules, policies and procedures are provided to Contractor in advance.
12. NO USE OF NAME(S), EMBLEM(S), OR IMAGE(S)
Contractor, its employees and subcontractors, have no right to use, reproduce, or display the trademarks, symbols, photographs, trade names, or, other intellectual property of the Stadium Manager, Levi’s Stadium®, the San Francisco 49ers, or their respective affiliates, or Stadium tenants or their affiliates or other event performers directly or indirectly, in connection with any production, promotion, client list, service or publication, without the prior written approval of Stadium Manager.
13. CONFIDENTIALITY OF MATERIAL
All ideas, memoranda, specifications, plans, data, drawings, descriptions, documents, or other information developed or received by a Party, and, all other written information submitted to or by a Party, in connection with performance of this Agreement is considered confidential. Neither Party may use or disclose this confidential information except as necessary to perform the Services, as specifically authorized by the a Party in writing, or to the extent necessary to comply with applicable law or legal process, provided that each Party uses reasonable efforts to NNE – Event Services Agreement Page 4 of 15
coordinate the disclosure with the other Party including by providing reasonable advance notice thereof. Confidential material does not include information that is otherwise known to Contractor or becomes generally known to related industry.
14. RESERVED
15. COMPENSATION AND PAYMENT SCHEDULE
Stadium Manager will compensate Contractor for performance of the Services according to the terms and for the fees described in Exhibit B.
Unless agreed to in advance in writing, Stadium Manager will not reimburse Contractor for any costs, expenses, or other fees related to performance of the Services that are not specifically included in Exhibit B.
16. PREVAILING WAGE
If applicable, Contractor will comply with the following: Contractor is aware of the requirements of California Labor Code Section 1720 et seq., and 1770 et seq., as well as California Code of Regulations, Title 8, Section 16000 et seq., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects. To the extent applicable, Contractor agrees to fully comply with such Prevailing Wage Laws. Stadium Manager shall provide Contractor with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement upon request. To the extent applicable, Contractor shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request and shall post copies at the project site. To the extent applicable, Contractor and any subcontractor shall forfeit a penalty of up to $200 per calendar day or portion thereof for each worker paid less than the prevailing wage rates.
17. INSURANCE
Contractor will purchase and maintain in full force and effect, at no cost to Stadium Manager, insurance policies, coverage amounts, required endorsements, certificates of insurance, and coverage verifications, for the Term or other period, as specified in Exhibit C.
18. HOLD HARMLESS/INDEMNIFICATION
To the extent permitted by law, Contractor agrees to defend, hold harmless and indemnify the Indemnified Parties (defined below) from an against any and all loses, damages, judgments, costs and expenses (including all costs and attorney’s fees) arising out of any third party claim, action, suit or proceeding (“Claim”) to the extent based on (a) any breach of Contractor’s representations, warranties or obligations as set forth in this Agreement, (b) any failure of Contractor to comply with any applicable law, rule or regulation; and (c) any negligence or willful misconduct of the Contractor in the performance of the Services under this Agreement. “Indemnified Parties” as used in this Agreement shall mean Stadium Manager, the Santa Clara Stadium Authority, the City of Santa Clara, their affiliates, and each of their respective officers, directors, managers, members, partners, owners and employees, each tenant and event promoter of Levi’s ® Stadium, and any mortgagee, bond trustee or other financial institution from time to time holding a line or indenture upon an interest in Levi’s® Stadium.
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19. CONFLICTS OF INTEREST
Contractor certifies to the best of its knowledge, none of the Indemnified Parties has any financial interest in the business of Contractor and that no person associated with Contractor has any interest, direct or indirect, which could conflict with the faithful performance of this Agreement.
Contractor is familiar with the provisions of California Government Code section 87100 and following and certifies that it does not know any facts which would violate these code provisions.
Contractor will advise Stadium Manager if a conflict arises.
20. FAIR EMPLOYMENT
Contractor will not discriminate against any employee or applicant for employment because of race, sex, color, religion, religious creed, national origin, ancestry, age, gender, marital status, physical disability, mental disability, mental disability, medical condition, genetic information, sexual orientation, gender expression, gender identity, military and veteran status, or ethnic background, in violation of federal, state, or local law.
21. RIGHT OF STADIUM MANAGER TO INSPECT RECORDS OF CONTRACTOR Stadium Manager, through its authorized employees, representatives or agents will have the right during the Term and for a period of one (1) year from the date final payment for Services provided under this Agreement, to audit the books and records of Contractor for the purpose of verifying any and all amounts paid or owed under this Agreement. Contractor agrees to maintain sufficient books and records in accordance with generally accepted accounting principles to establish the correctness of all charges submitted to Stadium Manager. Contractor will bear the cost of the audit if the audit determines that there has been a substantial billing deviation in excess of five (5) percent adverse to the Stadium Manager.
Contractor will submit to Stadium Manager any and all reports concerning its performance under this Agreement that may be requested by Stadium Manager in advance and in writing. Contractor agrees to reasonably assist Stadium Manager in meeting Stadium Manager’s reporting requirements to the State and other agencies with respect to Contractor’s Services hereunder.
22. GOVERNING LAW AND VENUE
This Agreement is governed and construed in accordance with the laws of the State of California.
The venue for any suit filed by either Party will be with the state courts in the County of Santa Clara, or if appropriate, in the United States District Court, Northern District of California, San Jose, California.
23. WAIVER
If either party fails to require the other party to perform any term of this Agreement, that failure does not prevent the party from later enforcing that term. If either party waives the other’s breach of a term, that waiver is not treated as waiving a later breach of that term.
24. MODIFICATIONS TO AGREEMENT
All modifications to this Agreement must be in writing signed by an authorized representative of each Party.
25. COUNTERPARTS
This Agreement may be executed in counterparts, each of which will be deemed to be an original but both of which will constitute one and the same instrument.
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26. ASSIGNMENT
This Agreement cannot be assigned or transferred without prior written approval of the Parties.
27. SURVIVORSHIP
The respective rights and obligations of the parties hereunder, including, without limitation, the rights and obligations set forth in the sections titled WARRANTY, INSURANCE, HOLD
HARMLESS/ INDEMNIFICATION, NO USE OF NAME(S), EMBLEM(S) OR IMAGE(S), RIGHTS OF STADIUM MANAGER TO INSPECT RECORDS OF CONTRACTOR, shall survive any termination of this Agreement to the extent necessary for the intended preservation of such rights and obligations.
28. SEVERABILITY
In case any one or more of the provisions in this Agreement is found to be invalid, illegal or unenforceable, it will not affect the validity or enforceability of the other provisions.
29. NO THIRD PARTY BENEFICIARY
This Agreement will not be construed to be an agreement for the benefit of any third party or parties and no third party or parties will have any claim or right of action under this Agreement for any cause.
30. NOTICES
All notices or other communications required or permitted under this Agreement must be in writing and must be sent or emailed to the party at that party’s address set forth below:
Attention: Executive Vice President and General Manager Address: Forty Niners Stadium Management Company LLC
4900 Marie DeBartolo Way
Santa Clara, CA 95054
With a copy to: Legal Affairs
Forty Niners Stadium Management Company LLC
4949 Marie P. DeBartolo Way
Santa Clara, CA 95054
And to Contractor addressed as follows:
General Counsel
Fanatics Retail Group Concessions, LLC
95 Morton Street
New York, NY10014
With electronic copy to: [email protected]
If notice was provided by email, the workday the email was sent will be deemed the date notice was given. An emailed notice sent after 3:00 p.m. on a Friday will be deemed given on the next business day.
Signatures on Following Page
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IN WITNESS WHEREOF, the Parties have caused this Agreement to be executed by their respective authorized representatives:
FORTY NINERS STADIUM MANAGEMENT
COMPANY LLC
Approved By:
Francine Hughes
EVP & General Manager
Date
FANATICS RETAIL GROUP
CONCESSIONS, LLC
Gary Gertzog
President – Business Affairs
Date
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EXHIBIT A
SCOPE OF SERVICES
General
Contractor will provide the merchandising services to ensure efficient management and execution of merchandise sales on behalf of promoters and organizers for Events at the Stadium.
Objectives
The Parties agree Contractor’s services are in furtherance of the following objectives:
• To seamlessly organize and execute merchandising at Events held at the Stadium. • To ensure optimal utilization of Stadium facilities for merchandising for diverse sports and entertainment Events including, without limitation, concerts and soccer matches. • To enhance the overall experience of Event attendees and other Stadium and Event stakeholders.
Responsibilities
Contractor will perform the following for each Event:
• Event Planning and Coordination: Contractor will collaborate with Stadium Manager and other Event stakeholders to plan and coordinate all aspects of merchandise sales for the event, including scheduling, logistics, and technical requirements. • Venue Management: Contractor is responsible for the setup, maintenance, and teardown of Event merchandise spaces within the Stadium premises inclusive of ancillary areas, ensuring compliance with safety regulations and Event specifications. It is understood and agreed no sales will be processed under this Agreement inside the Team Store at Levi’s Stadium.
• Point of Sale Ratios: Contractor will maintain a reasonable point of sale ratio based on estimated attendance and Event type. For reference purposes only, a ratio of one (1) point of sale for every five hundred attendees is generally considered reasonable.
Notwithstanding the foregoing, Contractor’s proposed point of sale ratio for an Event shall be presented to the Stadium Manager for review and approval prior to implementation. • Financial Management: Contractor is responsible for all financial transactions related to Event merchandise sales at the Stadium, payments to third party subcontractors and suppliers as applicable, and budget management, ensuring transparency and accuracy. • Compliance and Risk Management: Contractor will ensure compliance with all relevant Stadium Manager, Stadium, and Event regulations and policies, as well as implementing measures to mitigate risks associated with Event operations.
Deliverables
Contractor will submit the following to Stadium Manager for review and approval for each Event:
• Comprehensive plans detailing timelines, layouts, and resource requirements associated with the provision of Contractor’s merchandising services for the Event. Such plans must be submitted by Contractor to Stadium Manager for review and approval no later than seven (7) calendar days before the Event date, provided that Contractor receives all necessary information from Event promotors, Stadium Manager, and all necessary parties.
• Well-maintained Event merchandise spaces with appropriate setup and amenities.
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• Accurate sales tracking and reporting for all merchandise transactions processed by Contractor for the Event.
• Coordination with other Event vendors and suppliers to meet Event needs. • Financial reports documenting revenue, expenses, and budget adherence in a format reasonably acceptable to Stadium Manager. Such financial reports shall be due to the Stadium Manager no later than ten (10) business days after the Event. • Compliance documentation demonstrating adherence to legal and safety standards and any applicable Stadium Manager, Stadum, and Event regulations and policies.
Timelines
Contractor will perform the Services on an as-needed basis upon receipt of a request for Services from Stadium Manager, which request will be submitted to Contractor no later than fourteen (14) calendar days prior to an Event. Timelines associated with the provision of Services for a specific Event will be provided by Contractor to Stadium Manager for review and approval as part of the comprehensive plans specified in the “Deliverable” section above. Contractor will provide progress updates to Stadium Manager for each Event that it is assigned to provide Services for as requested by Stadium Manager, or otherwise on a regular basis.
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EXHIBIT B
CONTRACTOR COMPENSATION AND FEES
Definitions
For purposes of this Agreement, the terms set forth herein have the meanings assigned below.
1. “Gross Merchandise Sales” means gross receipts from the sales of Event merchandise processed by Contractor at Levi’s Stadium on the date(s) of the Event.
2. “Net Merchandise Revenue” means Gross Merchandise Sales less (i) all applicable taxes, customer discounts, returns, payment tender processing fees (i.e., credit card, bank, and/or merchant fees), wrapping and other value-added service charges, cancellations, chargebacks and uncollectible credit card charges, (ii) bootleg security charges, artist/event merchandise commission, and any direct out of pocket merchandising expense, and (iii) the cost of labor associated with such sales by Contractor.
Fees
Contractor will be compensated for Services rendered under this Agreement on a per Event basis in accordance with the fee schedule set forth below.
Fees (Gross Merchandise Sales ≤ $4,000,000)
When Gross Merchandise Sales are less than or equal to $4,000,000, Contractor receives the greater of 7% of Net Merchandise Revenue from Event merchandise sales or $5,000.
Example*:
Concert with Gross Merchandise Sales of $1,000,000, sales tax of $91,250, security/bootleg fee of $2,500, and transaction fees of $35,000.
Net Merchandise Revenue ($871,250) = Gross Merchandise Sales ($1,000,000) - Sales Tax ($91,250) - Security/Bootleg Fee ($2,500) - Transaction Fees ($35,000).
Contractor Fee ($60,987.50)= 7% x Net Merchandise Revenue ($871,250).
Fees (Gross Merchandise Sales > $4,000,000)
When Gross Merchandise Sales are greater than $4,000,000, Contractor receives 8% of Net Merchandise Revenue from Event merchandise sales.
Example*:
Concert with Gross Merchandise Sales of $5,000,000, sales tax of $456,250, security/bootleg fee of $12,500, and transaction fees of $175,000.
Net Merchandise Revenue ($4,356,250) = Gross Merchandise Sales ($5,000,000) - Sales Tax ($456,250) - Security/Bootleg Fee ($12,500) - Transaction Fees ($175,000).
Contractor Fee ($348,500)= 8% x Net Merchandise Revenue ($4,356,250) Fees (Buyout)
In the event of a merchandise buyout by the promoter of the Event (“Buyout”), Contractor will receive $5,000.
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*The examples provided are for illustrative purposes only and are not intended to be projections of actual revenues/expenses.
Fee Disbursement
Contractor will collect all merchandise sale proceeds and disburse such proceeds in accordance with written disbursement instructions provided by Stadium Manager. Contractor shall ensure disbursement of proceeds occurs within thirty (30) calendar days of the later of (i) Contractor’s receipt of disbursement instructions from Stadium Manager or (ii) the last day of the subject Event.
In the event of a Buyout or where the 7% of Gross Merchandise Profit is less than $5,000, Contractor will issue an invoice to Stadium Manager for the amounts owed in a format approved by Stadium Manager. Stadium Manager will pay Contractor all undisputed amounts invoiced within thirty (30) calendar days of Stadium Manager’s receipt of an approved invoice. Any invoices received more than six (6) months after either termination of this Agreement or expiration of the Term may be rejected for payment by Stadium Manager.
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EXHIBIT C
INSURANCE REQUIREMENTS
At all times during the term hereof, Contractor shall keep and maintain in full force and effect the following types of insurance coverage and/or bonds:
1. Commercial general liability insurance, including property damage, against liability for personal injury, bodily injury, death and damage to property occurring in or about the property in the amount of One Million Dollars ($1,000,000) per occurrence and Two Million Dollars ($2,000,000) in the aggregate.
2. Automobile liability in the amount of One Million Dollars ($1,000,000) with respect to owned, hired and non-owned vehicles.
3. Workers compensation insurance, as required by applicable law.
4. Employer’s liability in the amount of One Million Dollars ($1,000,000) each accident, One Million Dollars ($1,000,000) each employee, by disease, and One Million Dollars ($1,000,000) policy aggregate by disease.
5. Liability insurance covering claims arising out of errors and omissions by vendors rendering professional services, in the amount of One Million Dollars ($1,000,000) each occurrence including contractual liability coverage, with all coverage retroactive to the earlier of the date of agreement or commencement of Contractor’s services.
6. Umbrella or excess liability insurance in the amount of Four Million Dollars ($4,000,000) providing excess coverage over general liability, auto liability, and employer’s liability specified above.
The above stated limits may be achieved by a combination of primary and excess/umbrella coverage. Any deductible or self-insured retention amounts are the sole responsibility of the Contractor. Contractor is responsible for insuring any equipment brought to Levi’s Stadium.
Stadium Manager shall have no liability for such equipment.
All insurance policies and bonds required to be maintained by Contractor shall be issued by insurers or sureties (as the case may be) reasonably satisfactory to client, authorized to do business in the state of California and having an AM Best rating and financial size category of A- /VII or better. All policies of the vendor shall be (i) primary and non-contributing with respect to any policies carried by client; (ii) with respect to liability insurance only, a provision including Forty Niners Stadium Management Company LLC, Santa Clara Stadium Authority, Forty Niners SC Stadium Company LLC and Forty Niners Football Company LLC as additional insureds; (iii) a waiver by the insurer of any right to subrogate against Stadium Manager (iv) a severability of interest or endorsement; (v) a provision that the insurer will not cancel or change the coverage provided by such without giving the Stadium Manager thirty (30) days' prior written notice; and (vi) general liability be an "occurrence form" policy. Any policy of insurance required to be carried by Contractor that names additional insureds contained herein shall not be subject to a deductible or self-insured retention, it being the intent of the parties that such insurance shall fully and completely insure such additional insured entities for all loss or expense; if any such policy has a deductible or self-insured retention clause applicable to these operations, Contractor shall provide NNE – Event Services Agreement Page 13 of 15
evidence that insurance carrier shall pay without regard to such deductible or self-insured retention.
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EXHIBIT D
LEVI’S® STADIUM JOBSITE RULES
The Contractor (to include all contractors, vendors, subcontractor and employees of each) shall adhere to the following rules while on site:
1. Contractor shall park in only approved Contractor designated parking areas as identified by Stadium Manager.
2. No smoking, drugs, or alcohol permitted on site.
3. Contractor work area must be left in a clean, neat and orderly condition at the end of each day. If the Contractor fails to perform daily cleaning the Stadium Manager reserves the right to clean up debris at Contractor expense.
4. Contractor shall coordinate with Stadium Manager for use of restroom facilities prior to Project.
5. Contractor to schedule work hours with Stadium Manager prior to Project. Work outside of regularly schedule hours shall require prior written approval by Stadium Manager.
6. Contractor shall coordinate employee break areas with the Stadium Manager prior to Project. All lunch and break debris generated by the Contractor must be disposed of immediately in appropriate containers (i.e., glass, aluminum, cardboard, etc.).
7. No radios, iPods, music devices with earbuds, etc. allowed. NO EXCEPTIONS.
8. Contractor shall report Project status to the Stadium Manager weekly and provide an update on the progress of the work. Contractor shall contact Stadium Manager immediately should any incidents occur or if any conflicts with these jobsite rules should arise.
9. Personal Protective Equipment (“PPE”), including but not limited to, proper safety clothing MUST be worn at all times while on jobsite. Any personnel without proper safety clothing will not be allowed on site. This include office personnel and visitors.
Appropriate PPE shall be coordinated with the Stadium Manager prior to Project.
10. The supervisor assigned to this job must have the ability to make employees follow ALL jobsite rules.
11. NO children (under 18 years old) are allowed on site.
12. Contractor, to include all employees and visitors, must register each day for stadium access through the Stadium Manager provided visitor management and access control system. Contractor employees are subject to health screening prior to approval of site access. Contractor employees shall adhere to all Stadium Manager site access requirements.
13. Contractors and all employees must stay in their area as required and defined in the Project scope of work. Any Contractor employee found outside of the authorized Project area will be removed from the property and may not return to the site.
14. Contractor Equipment / Vehicles – Contractor shall coordinate delivery and use of all equipment brought and used on site (owned or rented) with the Stadium Manager prior to Project. Equipment shall display markings identifying the following information for each piece of equipment while on site:
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• Contractor’s Company Name
• Contractor’s Equipment Contact
• Contact Phone Number
• Duration On-Site (i.e., 06/02/21- 06/15/21)
Equipment requiring this information includes, but is not limited to, the following types of equipment:
• Material Handling Equipment (such as Forklifts and Pallet Jacks) • Golf Carts
• Flatbeds
• Manlifts
• Vehicles
• Job Boxes
• Trailers
• Other Equipment
Anyone operating this equipment must have the proper certifications, operate them in compliance with Cal/OSHA standards, and shall follow any Stadium Manager safety protocols.
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-415 Agenda Date: 5/13/2025
REPORT TO COUNCIL
SUBJECT
Public Hearing: Opportunity for Public Comment and Action on the Final Version of the 2025-2030 Consolidated Plan & FY 25/26 Annual Action Plan for the Use of Federal Housing and Urban Development (HUD) Grant Funds
BACKGROUND
The City of Santa Clara receives entitlement funding from two federal programs administered by the United States Department of Housing and Urban Development (HUD): Community Development Block Grant (CDBG) and Home Investment Partnerships Act (HOME). The purpose of these two programs is to benefit persons of low and moderate incomes by providing decent, affordable housing, public services, and community development. Every five years, the City is required to prepare a Consolidated Plan and every year an Annual Action Plan for the first year in the upcoming cycle.
The City must hold two public hearings on these plans. One of the public hearings must be held during the drafting phase; this occurred at the City Council meeting on April 8, 2025. Several public service agencies submitted written emails and/or spoke in support of the funding proposals. This report serves as the second and final formal opportunity for public comment. HUD requires at least a 30-day public comment period on the final version of the plans prior to submission to HUD. This public comment period began on April 11, 2025 and will end on May 13, 2025. The Report to Council for the April 8, 2025 Public Hearing is included as Attachment 1 for reference.
DISCUSSION
Staff is asking City Council to receive public input on the final versions of the Consolidated Plan and FY 25/26 Annual Action Plan. Staff made minor updates to these plans from what was presented on April 8, 2025. These minor revisions are highlighted in Attachment 2 for reference.
Attachment 3 (“Annual Action Plan Breakdown-HUD Funds”) provides a more detailed breakdown of fiscal year 2025/2026 HUD Estimated Expected Resources and how the City proposes to spend them. No changes were made to this breakdown since the first hearing.
Public Service Agencies (PSAs) submitted applications during a Notice of Funding Availability (NOFA) process earlier this year. Submissions were ranked based on whether the proposed activity was deemed a high priority and consistent with the objectives and priorities of the Consolidated Plan, managerial and financial capability to receive and expend grant funds, if the majority of beneficiaries to be served were extremely low and low income, the amount of funds leveraged, and the agency’s history of drawing funds down. Other considerations were years of service, the number of people served versus the amount of funds granted, and whether other agencies provide similar services.
Of the estimated $1,050,000 in FY 25/26 CDBG funds, $180,000 is the maximum the City can spend City of Santa Clara Page 1 of 4 Printed on 5/9/2025
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25-415 Agenda Date: 5/13/2025
on public service activities due to HUD’s 15% public service cap. Based upon the applications received for the current cycle, staff recommends the following distribution of funds. The applicants are ranked from high to low in Table 1 based on their scoring in the Notice of Funding Availability. If actual CDBG funds are less than projected, the lowest scoring agency(ies) will not be funded. The allocations in Table 1 have not changed since the first public hearing.
Table 1: Proposed CDGB Funding Distribution*:
*Agencies listed are in order of NOFA scoring from highest to lowest.
HUD expects to announce actual funding amounts on May 16, 2025. After the amounts are announced, staff will make necessary adjustments to both plans following contingency language in the Annual Action Plan and included below:
CDBG FUNDING CONTINGENCIES
More than expected: If the City receives more CDBG Entitlement funding than expected, funds will be used for the City Homeowner Rehabilitation Program (i.e., NCIP) and/or the Minor Repair Program. The City reserves the option to provide more funding for public services if the Public Service Cap allows for another agency to be funded to at least $30,000.
Less than expected: If the City receives less CDBG Entitlement funding than expected, the Public Service and Administration Caps will be recalculated and amounts adjusted. If the re-calculation results in a Public Service Cap of less than $180,000, the City will need to reduce its number of Public Service Agencies accordingly to come under the Public Service Cap. The agency(ies) that scored lowest during the NOFA process will be cut first. Further, the amount allocated to the Minor Repair Program may need to be reduced. All Program Income is placed in the Revolving Loan Fund for use in the NCIP program.
HOME FUNDING CONTINGENCIES
More than expected: If the City receives more HOME Entitlement funding than expected, the CHDO setaside amounts and the Administration amounts will be recalculated. All remaining funds will be used for the TBRA Program.
Less than expected: If the City receives less HOME Entitlement funding than expected, the CHDO setaside amounts and the Administration amounts will be recalculated. The TBRA program will then be reduced in funding.
Please note that Next Door Solutions, a public agency that provides services to domestic violence survivors, will continue to be funded with HOME-ARP funding in the amount of $30,000 per year.
HOME-ARP funds are managed through a separate plan and not included in the Consolidated Plan or AAP.
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Funding Proposed # Funding
Public Service Agency Requested Funding served Source
Loaves & Fishes - Meals on Wheels $ 40,000 $ 30,000 30 CDBG Senior Adult Legal Assistance (SALA) -Legal Assist ance $ 33,000 $ 30,000 80 CDBG Bill Wilson - Counseling & Family Therapy $ 35,000 $ 30,000 120 CDBG Silicon Valley Independent Living Cent er - Housing for persons wit h $ 35,145
Disabilit ies $ 30,000 70 CDBG
Heart of t he Valley - Support & Transportat ion Services $ 60,000 $ 30,000 144 CDBG Hope Services - Educational Services $ 34,760 $ 30,000 11 CDBG Total: $ 237,905 $ 180,000 455
25-415 Agenda Date: 5/13/2025
Staff proposes to continue using local funding to support additional public services as summarized in Table 2. This allocation has not changed since the first public hearing.
Table 2: Proposed Local Funding for other Public Services:
For capital projects, staff recommends the following allocation as summarized in Table 3. This allocation has not changed since the first public hearing.
Table 3: Proposed HUD funding for Capital Improvements and Affordable Housing:
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.
FISCAL IMPACT
The estimated resources from HUD for FY 25/26 are $1,050,000 in CDBG funds and $665,000 in HOME funds. Additionally, subject to City Council approval, as part of the FY 2025/26 and FY 2026/27 Proposed Biennial Operating Budget, the Community Development Department budget includes appropriations of $89,459 in the General Fund, $225,697 in the City Affordable Housing Fund, and $250,000 in the City Housing Successor Fund for the funding of the other Public Services (as detailed in Table 2).
These appropriations, in conjunction with the estimated new entitlement funds, would be used to support the goals set forth in the City’s Consolidated Plan.
Actions to recognize and appropriate the CDBG and HOME FY 25/26 federal entitlement funds will be brought forward as part of the FY 2025/26 and FY 2026/27 Biennial Operating Budget process.
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Funding Proposed # Funding
Other Agencies Recommended for Funding Requested Funding served Source Project Sent inel - Landlord/Tenant Mediat ion Services $ 74,388 $ 69,159 200 GF Catholic Charit ies Long-Term Care Ombudsman $ 30,000 $ 15,300 240 GF United Way 211 Services $ 5,000 $ 5,000 500 GF
ABODE - Case Management Services for TBRA participants $ 300,697 $ 300,697 N/A CAHF/CHSF County Intensive Case Management $ 125,000 $ 125,000 20 CAHF/CHSF County Homeless Prevent ion Program $ 50,000 $ 50,000 20 CAHF Total $ 585,085 $ 565,156 980
Funding Funding
Other Agencies Recommended for HUD Funding Requested Proposed Funding # served Source Rebui lding Together Si licon Valley - Minor Home $ 209,000 Repair Program $ 200,000 15 CDBG Neighborhood Conservation & Improvement N/A $ 400,000 10 CDBG Program
Project Sentinel - Fair Housing Services $ 35,000 $ 22,197 15 HOME ABODE - Tenant Based Rental Assistance HOME $ 400,000 $ 571,250 15 HOME Total $ 644,000 $ 1,193,447 55
25-415 Agenda Date: 5/13/2025
COORDINATION
This report has been coordinated with 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 [email protected].
Preparation of the Consolidated Plan follows a procedure determined by HUD and has included two public hearings to identify community needs and objectives, and to review priorities for the City’s HUD funding allocations. The first public hearing was held at the April 8, 2025 Council Meeting, and the second is being held tonight. Comments made at the two public hearings will be noted in the final Consolidated Plan.
The Consolidated Plan and Annual Action Plan were made available for public review and comment for a 30-day period from April 11 thru May 13, 2025. Noticing of the 30-day public comment period was published on March 5, 2025 in The Santa Clara Weekly. The Consolidated Plan was also made available on the City’s website, and at public locations including the City Clerk’s Office, the Housing and Community Services Division, and City libraries. Notification of the availability of the AAP was also emailed to interested parties which include local nonprofit agencies.
RECOMMENDATION
1. Note and File Public Comment on the 2025-2030 Final Consolidated Plan and FY 25/26 Annual Action Plan for U.S. Department of Housing and Urban Development Funds.
2. Approve the 2025-2030 Final Consolidated Plan and FY 25/26 Annual Action Plan, in the forms presented, and direct staff to summarize and include all public comments to be submitted to HUD within sixty (60) days after receiving allocation notice.
3. Delegate authority to the City Manager or designee to execute all agreements and amendments that exceed the City’s $250,000 threshold for federal and local funding that is allocated through the City Council’s adoption of the FY 25/26 Annual Action Plan in final forms approved by the City Attorney.
Reviewed by: Afshan Hamid, Director of Community Development Approved by: Jovan Grogan, City Manager
ATTACHMENTS
1. April 8, 2025 Report To Council
2. Final 2025-2030 Consolidated Plan and FY 25/26 Annual Action Plan
3. FY 25/26 Annual Action Plan Breakdown - HUD Funds
City of Santa Clara Page 4 of 4 Printed on 5/9/2025
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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-354 Agenda Date: 4/8/2025
REPORT TO COUNCIL
SUBJECT
Public Hearing: Opportunity for Public Comment on the First Version of the DRAFT 2025-2030 Consolidated Plan & FY 25/26 Annual Action Plan for the Use of Federal Housing and Urban Development (HUD) Grant Funds
BACKGROUND
The City of Santa Clara receives entitlement funding from two federal programs administered by the United States Department of Housing and Urban Development (HUD): Community Development Block Grant (CDBG) and Home Investment Partnerships Act (HOME). The purpose of these two programs is to benefit persons of low and moderate incomes by providing decent, affordable housing, public services, and community development.
The City of Santa Clara is an entitlement jurisdiction, which means that HUD awards CDBG and HOME funds every year to be spent locally. The City does not compete for these funds, and the amount awarded each year is based on a population-based formula and the federal budget. This report covers both the five-year 2025- 2030 Consolidated plan as well as the FY 25/26 Annual Action Plan, as these are bundled together due to the same time frame for HUD submission. The purpose of this report is to provide public input on the programs and funding for both plans.
Entitlement jurisdictions are required by HUD to develop a Five-Year Consolidated Plan (Consolidated Plan) that identifies goals and needs within the community that could be addressed using annual HUD funding allocations. The Consolidated Plan is a five-year planning document that covers the period of fiscal year 2025- 2026 through fiscal year 2029-2030. The City of Santa Clara worked collaboratively with the County of Santa Clara and other entitlement jurisdictions in the County to identify and prioritize housing-related needs across the region, and strategies to meet those needs through the Consolidated Plan.
The City is also required each year to prepare an Annual Action Plan (AAP) to document how the City will use HUD funding consistent with the goals and needs identified in the current Consolidated Plan. Preparation of both plans must allow for public input through two public hearings: one during the drafting phase and one to present the final version prior to submission to HUD for approval. The April 8, 2025 City Council hearing is serving as the first public hearing for the proposed 2025-2030 Consolidated Plan and for the proposed FY 25/26 AAP and the May 13, 2025 City Council meeting will serve as the second hearing.
DISCUSSION
The City Council is being asked to take public input on both the Consolidated Plan and AAP documents and to provide direction to staff on any modifications that should be made to either plan before returning to the City Council for their final adoption. The final action on both is scheduled for the May 13, 2025 City Council meeting. Once the City Council approves the plans, staff will submit them to HUD for review and approval.
Once HUD provides approval and clearance of funds, the City will then work with subrecipients to provide services. In addition to the $1.7 million of HUD funding, the Community Development Department (CDD) anticipates using $565,156 of appropriations in its annual operating budget for Public Service Activities, Capital Improvement Projects, and Affordable Housing Activities. These appropriations will be brought forward for City Council approval, as part of the FY 2025/26 and FY 2026/27 biennial operating budget adoption.
Consolidated Plan
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25-354 Agenda Date: 4/8/2025
The proposed 2025-2030 Consolidated Plan was prepared through a regional collaborative effort undertaken by the County of Santa Clara. The County hired a consultant, Root Policy Research, to conduct a community engagement process to identify needs, priorities, goals, strategies, and activities for future housing and community development activities, which the County should collectively address over the five-year Consolidated Plan period. Engagement activities included a Consolidated Plan website, www.letstalkhousingscc.org <http://www.letstalkhousingscc.org>, public outreach, community survey, two virtual regional workshops, three focus groups with stakeholders, and “pop-up” outreach events. The results of this combined effort were analyzed to identify goals and needs within the community that could be addressed by each participating jurisdiction using their annual HUD allocations of CDBG and HOME funds. The full draft Consolidated Plan and Annual Action Plan are included as Attachment 1.
Consolidated Plan Goals as identified through the collaborative outreach process:
Goal Description
Affordable Housing Assist in the creation and preservation of affordable housing for low income and special needs households through continuation of the Neighborhood and Community Improvement Program (NCIP),
Rehabilitation, and/or development of rental units occupied by low-income tenants, and tenant-based rental assistance (TBRA) rental subsidies.
Homelessness Support activities, consistent with Continuum of Care strategies, to prevent and end homelessness. This could include building affordable housing for people who are homeless or at risk of homelessness as well as the provision of support services.
Public Services Support activities that provide basic needs to lower-income households and special needs populations. Services would be provided to low-income households, elderly individuals, homeless persons, people with disabilities, and victims of domestic violence.
Fair Housing Promote fair housing choice, through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlord/tenant mediation.
Public Facility Public Facility Improvements can include but are not limited to Improvements repairing sidewalks for accessibility, traffic calming measures, and or improvements to public facilities.
Administration Provide management, planning and implementation of the City’s CDBG & HOME programs as well as monitoring of public service and housing projects.
The Consolidated Plan also identifies Goal Outcome Indicators to evaluate the performance of Annual Action Plan activities.
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25-354 Agenda Date: 4/8/2025
Table 1: Consolidated Plan Goal Outcome Indicators:
Annual Action Plan (AAP)
The FY 25/26 AAP is a one-year Plan that directs how the HUD funds will be spent on projects and activities to address Goals identified in the Consolidated Plan. The following table details the City’s Expected Resources and the projects/activities for the FY 25/26.
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Goals Summary for 5-Year Consolidated Plan Cycle
Goal Name Category Needs Estimated Funding Goal Outcome Addressed For 5-Year Cycle Indicator
CDBG: $2,550,000 Homeowner housing
rehab i I itatio n
200 households
Affordable Affordable Affordable
Housing Housing Housing HOME: $250,000 Rental Units rehabilitated 2 TBRA
HOME: $2 992 500 125 Households
CDBG: $150,000 Homelessness
Prevention:
Home I essness Homeless Homelessness 150 people
Non~ CDBG: $900,000 Public Service Activities
Public Homeless Public Other than Low/Mod.
Services Special Services Income Housing Benefiit:
Needs 2,.000 households
Non- HOME: $125,000 Publ1ic Service Activities
Fair Housingi Homeless Fair Housing
Other than Low/Mod.
Special Income Housing Benefit
Needs 150 households
CDBG: $600,000 Pub!lic Faciility or
Public
Non-Housing Public Infrastructure Activities
Facilities Community Facilities
other than Low/ Mod.
Development Income Housing Benefiit:
1000 people
CDBG: $1 ,050,000
Administration Admin & N/A NIA
& Planning Planning
HOME: $207,500
25-354 Agenda Date: 4/8/2025
Table 2: Expected Resources
Note: Numbers in tables are subject to change between DRAFT and FINAL versions.
As part of the AAP, the City identifies a proposed distribution of CDBG funds to Public Service Agencies (PSAs). PSAs are local non-profits that provide services within the community, which are eligible to receive CDBG funding. The City allows PSAs to apply for funding on a two or three-year cycle. HUD restricts the amount of funds that can be set aside for Public Service Activities. Of the estimated $1,050,000 in FY 2025- 2026 CDBG funds, $180,000 is the maximum the City can spend on public service activities due to HUD’s 15% public service cap. Following City Council direction, for efficiency purposes, the minimum amount of funding for each Public Service Agency is $30,000. Based upon the applications received for the current cycle, staff recommends the following distribution of funds. The applicants are ranked from high to low in the table below based on their scoring in the Notice of Funding Availability.
Please note that Next Door Solutions, a public agency that provides services to domestic violence survivors, will continue to be funded with HOME-ARP funding in the amount of $30,000 per year. HOME-ARP funds are managed through a separate plan and not included in the Consolidated Plan or AAP.
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2025-2026 Expected Resources Priority Table
Source Uses of Funds Annual Program Prior Year Total: Narrative Description Allocation Income Resource CDBG Acquisition $930,000 $120,000 so $1,050,000 CDBG funds may be used for:
1) Land acquisition for affordable
Housing housing;
Rehabilitation 2) NCIP prog ram and Minor Home
Repair Program;
Public 3) Public infrastructure improvements
Improvements and other public facility
improvements;
Public Services 4) Capital Improvements to
Affordable Housing;
Administration 5) Public services;
and PlanninQ 6) Ad ministration and planninQ.
HOME CHOO and $335,000 $10,000 $320,000 $665,000 HOME funds may be used for:
regular HOME 1) TBRA
rental projects, 2) Rental Development and/or rehab
such as property 3) Fair Housing Services
acquisition, new 4) Adm in. & Planning.
const., and/or
rehabilitation City expects approx.$100,000 of Pl
Acquisition from PY24/25 which is part of the
Prior Year Resources amount. The
Tenant Based City estimates approx. $100,000 of Pl
Rental in PY25/26. $10,000 of which will be
Assistance drawn in PY25/26 for administration
and planning. The rem aining $90 ,000
Admin. and will be programmed in PY26/27.
Planning fo r
HOME programs If Pl exceeds $100,000, City will
and activities. continue using 10% for admin.
Fair Housing
Services
25-354 Agenda Date: 4/8/2025
Table 3: Proposed CDBG Funding for Public Service Activities The AAP process is also used to appropriate other categories of funding to Public Service Agencies (PSAs).
Based on prior year funding, and as shown in the two tables below, staff will allocate $565,156 from the General Fund, City Affordable Housing Fund (CAHF), and City Housing Successor Fund (CHSF) as part of CDD’s annual operating budget (subject to City Council approval). Staff also recommends allocating $1,022,197 in the FY 25/26 Annual Action Plan for CDBG Capital Improvements Projects and HOME Affordable Housing Activities.
Table 4: Proposed Local Funding for other Public Services Table 5: Proposed HUD funding for Capital Improvements and Affordable Housing Attachment 2 (“Annual Action Plan Breakdown-HUD Funds”) provides a more detailed breakdown of the City’s FY 25/26 HUD Expected Resources.
PSA submissions were ranked based on whether the proposed activity was deemed a high priority and consistent with the objectives and priorities of the Consolidated Plan, an organization’s demonstrated managerial and financial capability to receive and expend grant funds, if the majority of beneficiaries to be served were extremely low and low income, the amount of funds leveraged and the agency’s history of drawing funds down. Other considerations were years of service, the number of people served versus the amount of funds granted, and whether other agencies provide similar services.
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Funding Proposed # Funding
Public Service Agency Requested Funding served Source
Loaves & Fishes - Meals on Wheels $ 40,000 $ 30,000 30 CDBG Senior Adult Legal Assistance (SALA) -Legal Assistance $ 33,000 $ 30,000 80 CDBG Bill Wilson - Counseling & Family Therapy $ 35,000 $ 30,000 120 CDBG Silicon Valley Independent Living Center - Housing for persons wit h $ 35,145
Disabilit ies $ 30,000 70 CDBG
Heart of t he Valley - Support & Transportation Services $ 60,000 $ 30,000 144 CDBG Hope Services - Educational Services $ 34,760 $ 30,000 11 CDBG Total: $ 237,905 $ 180,000 455
Funding Proposed # Funding
Other Agencies Recommended for Funding Requested Funding served Source Project Sent inel - Landlord/Tenant Mediat ion Services $ 74,388 $ 69,159 200 GF Cat holic Charit ies Long-Term Care Ombudsman $ 30,000 $ 15,300 240 GF United Way 211 Services $ 5,000 $ 5,000 500 GF
ABODE - Case Management Services for TBRA participants $ 300,697 $ 300,697 N/A CAHF/CHSF County Intensive Case Management $ 125,000 $ 125,000 20 CAHF/CHSF County Homeless Prevent ion Program $ 50,000 $ 50,000 20 CAHF Tot al $ 585,085 $ 565,156 980
lfil~.e,~ ~en~.i' ~--~~-'?.mm~n~j!if ~h:Qi:i. f !-1~-~-ll]g ;· II Funi:ling·· I -- ,._ Funding; ,----· -----· - .. ~-\ P~o~seli=~ncr~nc:. ~1·~ . '
'!!,JI~-'~-~ I •, # served,. ~~~
Rebuilding Together Sil icon Valley - Minor Home $ 209,000 $ 200,000 15 CDBG Repair Program
Neighborhood Conservation & Improvement N/A $ 400,000 10 CDBG Program Project Sentinel - Fair Housing Services s 35,000 $ 22,197 15 HOME ABODE - Tenant Based Rental Assistance HOME $ 400,000 s 400,000 15 HOME Total $ 644,000 $ 1,022,197 55
25-354 Agenda Date: 4/8/2025
FUNDING CONTINGENCIES
The Federal Budget for the upcoming year is uncertain, and there is a reasonable chance that the City may receive less federal funding than recent years. Staff have included the following contingency language on pages 154 & 155 of the DRAFT Annual Action Plan, (Attachment 1):
If CDBG funding is less than expected: If the City receives less CDBG Entitlement funding than expected, the Public Service and Administration Caps will be recalculated and amounts adjusted. If the calculation results in a Public Service Cap of less than $180,000, the City will need to reduce its number of Public Service Agencies funded to come under the cap. Further, the amount allocated to the Minor Repair Program may need to be reduced.
If HOME funding is less than expected: If the City receives less HOME Entitlement funding than expected, the CHDO set-aside amounts and the Administration amounts will be recalculated. The TBRA program will then be reduced in funding.
Staff is asking City Council to consider staff’s recommendations, provide input on the contingency language to prioritize public service activities to fund, take any public comment received and then, based on such input and other Council considerations, direct staff to proceed to finalize the plans consistent with staff’s recommendations, or to make any necessary changes or adjustments as provided by City Council. Approved agencies will enter into one-year contracts with the option to renew for a second and third year subject to Federal appropriations.
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.
FISCAL IMPACT
The estimated resources from HUD for FY 25/26 are $1,050,000 in CDBG funds and $665,000 in HOME funds. Additionally, subject to City Council approval as part of the FY 25/26 and FY 26/27 biennial operating budget adoption, the Community Development Department has appropriations of $89,459 in the General Fund, $225,697 in the City Affordable Housing Fund, and $250,000 in the City Housing Successor Fund.
These appropriations, in conjunction with the estimated new entitlement funds, would be used to support the goals set forth in the City’s Consolidated Plan.
Actions to recognize and appropriate the CDBG and HOME FY 25/26 federal entitlement funds will be brought forward as part of the FY 2025/26 and FY 2026/27 Biennial Operating Budget process.
COORDINATION
This report has been coordinated with 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 [email protected] <mailto:[email protected]>.
Preparation of the Consolidated Plan follows a procedure determined by HUD and has included two public hearings to identify community needs and objectives, and to review priorities for the City’s HUD funding allocations. The first public hearing being held now, the April 8, 2025 Council Meeting, and the second will be City of Santa Clara Page 6 of 7 Printed on 4/3/2025
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25-354 Agenda Date: 4/8/2025
held at the May 13, 2025 City Council meeting. Comments made at the two public hearings will be noted in the final Consolidated Plan.
The Consolidated Plan will also be made available for public review and comment for a 30-day period from April 11 thru May 13, 2025. Noticing of the 30-day public comment period was published on March 5, 2025 in The Santa Clara Weekly. Noticing will also be e-blasted to community stakeholders. The Consolidated Plan was also made available on the City’s website, and at public locations including the City Clerk’s Office, the Housing and Community Services Division, and City libraries. Notification of the availability of the AAP was also emailed to interested parties which include local nonprofit agencies.
RECOMMENDATION
1. Note and File Public Comment on the 2025-2030 DRAFT Consolidated Plan and FY 25/26 Draft Annual Action Plan for U.S. Department of Housing and Urban Development Funds.
2. Approve the DRAFT 2025-2030 Consolidated Plan and FY 25/26 Draft Annual Action Plan, and direct staff to summarize all public comments into the Final versions to be presented to City Council on May 13, 2025 prior to submitting to HUD by May 16, 2025.
Reviewed by: Afshan Hamid, Director of Community Development Approved by: Jōvan D. Grogan, City Manager
ATTACHMENTS
1. 2025-2030 DRAFT Consolidated Plan and FY 25/26 DRAFT Annual Action Plan
2. FY 25/26 Annual Action Plan Breakdown - HUD Funds
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2025-2030
Consolidated Plan
&
FY 25-26
Annual Action Plan
Prepared by:
City of Santa Clara
Housing and Community Services Division,
Community Development Department
1500 Warburton Ave,
Santa Clara, CA 95050
(408) 615-2490
Submission Date to HUD: within 60 days after
receiving allocation notice.
Housing & Community Services Division
1500 Warburton Avenue,
Santa Clara, CA 95050
(408) 615-2490
2025-2030 City of Santa Clara Consolidated Plan ii
Contents
ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b)................................................................................. 3 PR-05 Executive Summary – 24 CFR 91.200(b).................................................................................................. 9 PR-10 Consultation – 24 CFR 91.100, 91.200 (b), 91.215 (I), 91.300 (b), 91.315 (I) ........................................ 10 PR-15 Citizen Participation – 24 CFR 91.105, 91.115, 91.200 (c), 91.215 (I).................................................... 21 NA-05 Overview .............................................................................................................................................. 24 NA-10 Housing Needs Assessment – 24 CFR 91.205 (a,b,c), 91.305 (a,b,c), 91.405 ....................................... 26 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)................................................. 37 NA-20 Disproportionately Greater Need: Severe Problems – 91.205 (b)(2)................................................... 39 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)........................................... 41 NA-30 Disproportionately Greater Need: Discussion – 91.205 (b)(2) ............................................................. 42 NA-35 Public Housing – 91.205 (b).................................................................................................................. 43 NA-40 Homeless Needs Assessment – 91.205 (c)............................................................................................ 47 NA-45 Non-Homeless Special Needs Assessment – 91.205 (c) ....................................................................... 55 NA-50 Non-Housing Community Development Needs – 91.215 (f) ................................................................ 58 MA-50 Overview.............................................................................................................................................. 62 MA-10 Number of Housing Units – 91.210 (a) (b)(2) ...................................................................................... 65 MA-15 Housing Market Analysis: Cost of Housing – 91.210 (a) ...................................................................... 70 MA-20 Housing Market Analysis: Condition of Housing – 91.210 (a).............................................................. 73 MA-25 Public and Assisted Housing – 91.210 (b)............................................................................................ 75 MA-30 Homeless Facilities and Services – 91.210 (c)...................................................................................... 78 MA-35 Special Needs Facilities and Services – 91.210 (d)............................................................................... 83 MA-40 Barriers to Affordable Housing – 91.210 (e)........................................................................................ 87 MA-45 Non- Housing Community Development Assets – 91.215 (f) .............................................................. 89 2025-2030 City of Santa Clara Consolidated Plan ii
MA-50 Needs and Market Analysis Discussion – 91.215 (f) .......................................................................... ..96 MA-60 Broadband Needs - 91.210(a)(4), 91.310(a)(2)……………………………………………………………………….………97 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)………………………………………………………………………….……98 SP-05 Overview ............................................................................................................................................ .101 SP-10 Geographic Priorities – 91.215 (a)(1) .................................................................................................. 102 SP-25 Priority Needs – 91.215 (a)(2) ............................................................................................................. 103 SP-30 Influence of Market Conditions – 91.215 (b)....................................................................................... 105 SP-35 Anticipated Resources – 91.215 (a)(4), 91.220 (c)(1,2) ....................................................................... 106 SP-40 Institutional Delivery Structure – 91.215 (k) ....................................................................................... 108 SP-45 Goals Summary – 91.215 (k)................................................................................................................ 116 SP-50 Public Housing Accessibility and Involvement – 91.215 (c)................................................................. 118 SP-55 Barriers to Affordable Housing – 91.215 (h)........................................................................................ 119 SP-60 Homeless Strategy – 91.215 (d)........................................................................................................... 122 SP-65 Lead Based Paint (LBP) Hazards – 91.215 (i)........................................................................................130 SP-70 Anti-Poverty Strategy – 91.215 (j).......................................................................................................131 SP-80 Monitoring – 91.230............................................................................................................................132 Community Engagement Summary – Appendix A………………………………………………………………….Appendix A 133 City of Santa Clara Community Needs Survey Summary – Appendix B………………………………………Appendix B 145 Public Comment – Appendix C……………………………………………………………………………………………………...Appendix C 148 FY2025-2026 Annual Action Plan………………………………………………………………………………………………………….……A1 2025-2030 City of Santa Clara Consolidated Plan 3
ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b)
The City of Santa Clara annually receives Community Development Block Grant Funds (CDBG) and HOME Investment Partnership Program Funds (HOME) from the federal Department of Housing and Urban Development (HUD) to address the needs of low-and moderate-income households and/or those with special needs. As an “entitlement jurisdiction” receiving these block grant funds, the City is required to prepare a Consolidated Plan every five years, which identifies the City’s priority housing and community development needs and goals.
The Consolidated Plan was developed through analysis of current housing market data; an assessment of the housing and supportive service needs of low and moderate income populations; stakeholder and resident consultations through focus groups and community meetings; and a resident survey. The City collaborated with Santa Clara County and other local governments receiving HUD block grants (“entitlement jurisdictions”) in the development of this 2025-2030 Consolidated Plan.
This group of jurisdictions, referred to within this document as the “Santa Clara County Entitlement Jurisdictions” or simply “Entitlement Jurisdictions,” includes:
• City of Mountain View
• City of Cupertino
• City of Gilroy
• City of Milpitas
• City of Palo Alto
• City of Sunnyvale
• City of Santa Clara
• Santa Clara Urban County
The Consolidated Plan is implemented through the City’s Annual Action Plans (“Annual Action Plan”), which identifies how annual funding allocations are invested to achieve the City’s priorities and goals.
Progress in advancing these goals is also evaluated annually in the City’s Consolidated Annual Performance Evaluation Report (CAPER).
How to Read this Consolidated Plan
The Consolidated Plan, as required by HUD has five main sections and associated sub-sections. Each section of the Consolidated Plan has a HUD required alphanumeric identifier, for example ES-# (Executive Summary), PR-# (Process), NA-# (Needs Assessment), MA-# (Housing Market Analysis), and SP-# (Strategic Plan). These sections are followed by the first year Action Plan (AP-#).
The entire plan follows the format prescribed by HUD, with bold lettering denoting the HUD prescribed topic areas and questions. Sections include:
2025-2030 City of Santa Clara Consolidated Plan 4
Executive Summary (ES) – a brief summary of the primary housing and community development needs identified in the Consolidated Plan; an evaluation of past performance of funds; and an overview of the community engagement activities that informed the plan.
Process (PR) – a description of the stakeholder consultation and resident engagement that informed the priority housing and community development needs. Detailed engagement findings are presented in a Consolidated Plan appendix.
Needs Assessment (NA) – assesses the needs of households at-risk of or experiencing homelessness, low to moderate income families and individuals, elderly residents, victims of domestic violence, persons living with HIV/AIDS, and persons with disabilities.
Housing Market Analysis (MA) – provides an overview of the housing market; identifies which households face challenges finding affordable housing; and assesses the business climate and economic development needs.
Strategic Plan (SP) – provides five-year priority needs and Goals which will guide investments over the Consolidated Planning period.
Annual Action Plan (AP) – specifies how the jurisdiction plans to allocate its HUD block grants during the program year.
1. Introduction
The City of Santa Clara is a small Bay Area city and is part of the booming high-tech area known as Silicon Valley. With a population of approximately 130,000, it is densely populated at only 18.4 square miles. In addition to large technology companies such as Intel, the City is also home to Great America amusement park, Santa Clara University, Mission Santa Clara de Asis (one of 21 California missions), and Levi Stadium, home to the San Francisco 49ers.
It is a region of high socio-economic stratification, containing many of the wealthiest households in the nation; however, of the 48,601 households in the City, 23% (7,745 renters and 3,205 owners) experience some level of housing cost burden across all income groups (i.e., paying more than 30% of their gross income towards housing costs, some paying more than 50%). Between 2010 and 2023, the median household income more than doubled (104%) from $85,294 to $173,670 while the median property value grew by 137% to $1,527,900 and median rent by 109% to $2,837 both of which outpaced income growth during this timeframe with home value increases being particularly extreme. This increase coupled with high interest rates, and inflationary pressure on everyday necessities including food and energy, exacerbates the lack of affordability and likelihood of experiencing cost burden for households in the City of Santa Clara.
2025-2030 City of Santa Clara Consolidated Plan 5
These statistics highlight a widening gap between the highest earners and the middle and lower income population within the region. Many lower income residents struggle with severe housing costs driven by a tight and competitive housing market that caters to the demands of the highest earning households, driving up the cost of for-sale and rental housing units. In orderto maintain housing affordability and meet the needs of a diverse and growing population, the jurisdictions within the County must work to preserve and expand the supply of housing for all income levels. This will be critical to maintaining the wellbeing and economic prosperity of the region. Stakeholders throughout the community engagement efforts for this plan emphasized the negative impact of unaffordable housing on staffing for critical roles in communities across the counties.
The City anticipates an allocation of approximately $5,000,000 in CDBG Entitlement & Program Income funds and $1,750,000 in HOME Entitlement & Program Income fundsin the 2025 - 2030 Consolidated Plan period based on the 2024 allocations provided by HUD.
CDBG funding helps jurisdictions address their community development needs to support neighborhood revitalization, economic development, and improved housing opportunities and community services.
Specifically, entitlement community grantees are eligible to use CDBG funds for the provision of public services, public facility and infrastructure projects (Capital Improvement Projects), housing rehabilitation, energy efficiency improvements, and job creation and retention activities.1 These eligible activities are principally focused on addressing the needs of the HUD defined low- and moderate-income (“LMI”) households in the community. LMI are households are those whose income do not exceed 80% of the area median family income (AMI), with adjustments for household size and eligible census block groups are typically those where 51% of households are LMI. HUD allows exceptions to the 51% requirement in higher income jurisdictions that do not have a sufficient number of census block groups meeting this threshold. Per HUD, Santa Clara City is an exception grantee and therefore has a lower census block group eligibility threshold of 36.96% LMI for CDBG activities as of 2024 based on 2020 American Community Survey data.
HOME2 funding is intended to be used for various housing‐related programs and activities that address the housing needs of low- and very low-income households. Typically, HOME funds are used to address the housing needs through the preservation or creation of affordable housing. Eligible activities also include tenant‐based rental assistance and financial assistance to homebuyers.
Federal funds provided through HUD’s CDBG program are intended to primarily focus on activities that will benefit LMI households whose incomes do not exceed 80% of the area median family income (AMI), with adjustments for household size. HUD defines LMI households to include the following three income tiers:
• Extremely Low-Income: households earning 30% or less than the AMI • Very Low-Income: households earning 50% or less than the AMI • Low-Income: households earning 80% or less than the AMI 1 The U.S. Department of Housing and Urban Development. “CDBG Entitlement Program Eligibility Requirements.” https://www.hudexchange.info/programs/cdbg-entitlement/cdbg-entitlement-program-eligibility-requirements/ 2 The U.S. Department of Housing and Urban Development. “The HOME Program: Home Investment Partnerships.” https://www.hud.gov/hudprograms/home-program
2025-2030 City of Santa Clara Consolidated Plan 6
Moderate-income households, although not labeled in the HUD defined income tiers above, are included within the tier ‘Low-Income’. HUD defines Moderate Income as a household/family whose income is equal to or less than 80% of AMI but greater than Section 8 Very Low Income (50% of AMI) established by HUD.
Within the City of Santa Clara, 15,570 or 35% of households are defined as low income, with the following breakdown:
• 13% (5,725 households) are extremely low income;
• 10% (4,430 households) are very low income; and
• 12% (5,415 households) are low income
2. Summary of the objectives and outcomes identified in Plan The objective of the Consolidated Plan is to gather information from the community and all partners, as well as demographic and economic data to analyze needs and gaps related to affordable housing, homelessness, programs specific to special needs population, and community development. This information is used to make data-driven decisions to establish community priorities, goals and strategies based on current conditions, expected funds, and local capacity. Through data collection, outreach, and analysis presented in this plan, a clear outline of the priority needs within the City is formed, along with the projects and facilities that are most likely to aid in the development of the City’s Consolidated Plan. Priority needs identified in this Consolidated Plan include:
1. Housing: Increasing the supply and condition of affordable housing.
2. Homelessness: Stabilizing persons at-risk of and experiencing homelessness through housing solutions, and facilitation of supportive services including mental health and addiction recovery services.
3. Community development: Improve neighborhood safety and quality through neighborhood cleanups, street lighting and park improvements, bolster/create public space for senior activities, and food pantries.
4. Economic Development: Provide more opportunities for resident workforce development and/or build outreach campaign for existing programs, create community partnerships to address childcare access as a component of workforce participation.
5. Fair Housing: Improve navigation and case management services for residents needing housing, legal services (related to housing), and basic services documentation assistance.
The City of Santa Clara has therefore identified the following goals for the 2025-2030 Consolidated Plan through extensive data analysis and community outreach:
1. Increase the supply and condition of affordable rental housing for households with incomes ranging from 0-80% AMI.
2. Respond to homelessness and risk of homelessness through housing stabilization, supportive services, mental health services and economic resiliency programs.
3. Invest in infrastructure and public facility improvements that prioritize safety, accessibility and community building.
4. Invest in projects that increase opportunities for workforce development.
5. Address and promote fair housing choice through bolstering case management and navigation of services including legal assistance.
2025-2030 City of Santa Clara Consolidated Plan 7
3. Evaluation of past performance
CDBG and HOME funds successfully contributed to several projects over the last five years. Those projects have contributed to improved housing affordability and expanded economic opportunities for low- and moderate- income households. Specifically, the City was successful in preserving affordable housing through major and minor rehabilitation and helping households avoid homelessness by providing rental assistance and case management. The City also funded services for survivors of domestic violence; a priority need identified countywide in the current Consolidated Plan cycle.
Finally, through public services, the City assisted households in need with fair housing questions and needed supportive services. These programs were all successful in addressing critical needs.
4. Summary of citizen participation process and consultation process The City of Santa Clara coordinated closely with Santa Clara County and other entitlement jurisdictions in stakeholder consultation and resident engagement to leverage opportunities and minimize duplication.
Engagement that was done in coordination with the County included:
• A Consolidated Plan website—www.letstalkhousingscc.org—with information about the Planning process including a short video and presentation; a link to the resident survey and activities to prioritize housing and community development needs; and community resources. The website contains a translation feature for easy conversion into multiple languages. • A community survey, available between October and December 2024, and promoted through supportive service and public agencies that work with low and moderate income residents, city social media, and the Consolidated Plan website. A summary of survey findings is below. • Two virtual regional workshops open to all residents living in and stakeholders serving residents in the county. The workshops included a brief overview about the Planning process, simple activities to express priority needs, and in-depth discussions about needs in breakout rooms.
Interpretation was available in Spanish, Vietnamese and Mandarin. • Three focus groups with stakeholders in housing, supportive services, and community development serving residents throughout the county. After a brief presentation about the Consolidated Plan process—including information on how to circulate the survey and letstalkhousingscc.org website to clients—stakeholders participated in in-depth discussion about priority needs and solutions to needs. Attendees represented affordable housing providers.
Service providers serving special needs populations, people with lived experience, legal advocates, childcare service providers, public health agencies, mental health service providers, and others.
• One-on-one interviews with the Continuum of Care and coordination with the City of San Jose, who receives HOPWA and ESG funding and distributes that funding to the County’s public service departments.
2025-2030 City of Santa Clara Consolidated Plan 8
• Public Hearings:
o First Public Hearing scheduled for April 8, 2025
o Second Public Hearing scheduled for May 13, 2025
Summary of public comments
A summary of all comments received and city staff responses to those comments can be found in the community engagement appendix, as well as PR sections.
Summary of comments or views not accepted and the reasons for not accepting them Not applicable. All comments were accepted.
Summary
This 2025-2030 Consolidated Plan combines resident feedback, demographic data and analysis, community stakeholder input, and consideration of city resources, goals, other relevant plans, and policies.
The results of this combined effort and analysis results in this five-year Strategic Plan for the allocation of CDBG and HOME funds and activities. These funds will focus on affordable housing, community services and facilities that serve priority populations, and homelessness. 2025-2030 City of Santa Clara Consolidated Plan 9
PR-05 Executive Summary – 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
The City of Santa Clara Housing and Community Services Division is the agency responsible for preparing the Consolidated Plan and administering the CDBG and HOME grants, as shown in Table 1.
Table 1 – Responsible Agencies
Agency Role Name Department/Agency
CDBG Administrator City of Santa Clara Housing & Community Services Division HOME Administrator City of Santa Clara Housing & Community Services Division Narrative
Lead and Responsible Agency
The City of Santa Clara (City) is the Lead and Responsible Agency for the United States Department of Housing and Urban Development (HUD) entitlement programs in Santa Clara. Housing and Community Services, a division of the Community Development Department, is responsible for administering the HUD entitlement grants, including the Community Development Block Grant (CDBG) and HOME Investment Partnerships(HOME).
Entitlement jurisdictions receive entitlement funding (i.e., non-competitive, formula funds) from HUD. By federal law, the City is required to submit a five-year Consolidated Plan and Annual Action Plan to HUD listing priorities and strategies for the use of its federal funds.
The Consolidated Plan helps local jurisdictions to assess their affordable housing and community development needs and market conditionsto meet the housing and community development needs of its populations. As part of the Consolidated Plan process for 2025-2030, the City has collaborated with the County of Santa Clara (County) as the Urban County representing the Cities of Campbell, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Morgan Hill, and Saratoga, as well as, six other entitlement jurisdictions including the Cities of Cupertino, Gilroy, Mountain View, Palo Alto, Sunnyvale, and San Jose; and the Santa Clara County Housing Authority (SCCHA) to identify and prioritize housing and community development needs across the region, and to develop strategies to meet those needs.
Consolidated Plan Public Contact Information
Adam Marcus,
Division Manager, Housing and Community Services,
[email protected]
408-615-2451
Kathy Bunce,
Management Analyst
[email protected]
408-615-2498
Website: https://www.santaclaraca.gov/our-city/departments-a-f/community-development/housingcommunity-services-division 2025-2030 City of Santa Clara Consolidated Plan 10
PR-10 Consultation – 24 CFR 91.100, 91.200 (b), 91.215 (I), 91.300 (b), 91.315 (I)
1. Introduction
Public participation plays a central role in the development of the Consolidated Plan. The City of Santa Clara coordinated closely with Santa Clara County and other entitlement jurisdictions in stakeholder consultation and resident engagement to leverage opportunities and minimize duplication.
Community outreach included the following:
• A Consolidated Plan website—www.letstalkhousingscc.org—with information about the Planning process including a short video and presentation; a link to the resident survey and activities to prioritize housing and community development needs; and community resources. The website contains a translation feature for easy conversion into multiple languages.
• A community survey, available between October and December 2024, and promoted through supportive service and public agencies that work with low and moderate income residents, city social media, and the Consolidated Plan website. A summary of survey findings is below.
• Two virtual regional workshops open to all residents living in and stakeholders serving residents in the county. The workshops included a brief overview about the Planning process, simple activities to express priority needs, and in-depth discussions about needs in breakout rooms. Interpretation was available in Spanish, Vietnamese and Mandarin. • Three focus groups with stakeholders in housing, supportive services, and community development serving residents throughout the county. After a brief presentation about the Consolidated Plan process—including information on how to circulate the survey and letstalkhousingscc.org website to clients—stakeholders participated in in-depth discussion about priority needs and solutions to needs. Attendees represented affordable housing developers, nonprofit housing rehabilitation providers, unhoused service providers, community organizations and advocates for special needs populations, people with lived experience, legal advocates, child care service providers, and public housing staff. • One-on-one interviews with the Continuum of Care and coordination with the City of San Jose, who receives HOPWA and ESG funding and distributes that funding to the County’s public service departments.
• Art and Wine Festival Pop Up engagement for survey distribution on September 13-14, 2024.
A complete survey analysis and overview of engagement is provided in the appendix of this plan.
2025-2030 City of Santa Clara Consolidated Plan 11
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).
During the development of its Consolidated and Annual Plans and as a general practice, the City, in coordination with Santa Clara County and partner jurisdictions, consulted with a variety of housing, public and mental health agencies, and service providersto discuss community needs. These discussions provided an opportunity forthese entitiestonetwork andlearnmore abouttheir servicesandprograms.Moreover,their collective feedback was especially valuable in gathering information and shaping priorities for this Plan as it relates to special needs populations, general health, and mental health services in the City and Santa Clara County.
Also, the City participates in the quarterly CDBG Coordinator Group meetings put on by the County.
Jurisdictionsthroughout the region gatherto discuss proposed use of federal fundsfor the upcoming year.
The City also participates in the Regional Housing Working Group, which is a forum for entitlement and non-entitlement jurisdictions to develop coordinated responses to regional housing challenges.
Also, City staff works with the Continuumof Care (CoC). The CoC meets monthly with a group of comprised of governmental agencies, homeless services and shelter providers, homeless persons, housing advocates, affordable housing developers, and various private parties, including businesses and foundations to identify gaps in homeless services, establish funding priorities, and pursue a systematic approach to addressing homelessness.
Describe coordination with the Continuum of Care and effortsto addressthe needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The County of Santa Clara is the lead government agency for coordinating, planning, and distributing funding for homeless programs and services in Santa Clara County. The agency has implemented a coordinated, system-wide response to homelessness, known as the County of Santa Clara Supportive Housing System. This system integrates the efforts of the Continuum of Care (CofC), a consortium of partnerswho collectively work to prevent and end homelessness, with the County of Santa Clara asthe lead partner. The CoC is also responsible for planning and conducting the Point-in-Time (PIT) count every two years.
The County of Santa Clara, through its Office of Supportive Housing (OSH), is responsible for applying for federal and state grants on behalf of the region; coordinating access and referrals to housing programs; setting performance benchmarks; and collecting and managing data on homelessness.
The City of Santa Clara is one of many agencies and organizations who interface with the County of Santa Clara’s Supportive Housing System. While the City does not have direct access to HMIS, it does receive its homeless data from the system, and staff work closely with HMIS staff at the County of Santa Clara to deepen understanding of the data and make suggestions where possible. 2025-2030 City of Santa Clara Consolidated Plan 12
Stakeholders that are part of the CoC represent local jurisdictions and include community- and faith-based organizations; the Santa Clara County Housing Authority (SCCHA); governmental departments; health service agencies; homeless advocates; consumers; and research, policy and planning groups. The management information system utilized by the CoC is referred to as HMIS—the Homeless Management Information System, which monitors outcomes and performance measures for all the homeless services agencies funded by the County.
According to the 2023 Point-in-Time (PIT) count, there were a total of 461 homeless persons in the City of Santa Clara. Homeless persons in the City of Santa Clara are also more likely to be unsheltered with 90% of the total population (417 people) living in unsheltered conditions compared to 10% living in sheltered conditions (46 people).
The City of Santa Clara participates in the Community Plan Implementation Team which includes members of the regional CoC and a range of community stakeholders to evaluate the County’s progress in meeting homeless goals and metrics, identify gaps in homeless services and systems, establish funding priorities, and to pursue a systematic and coordinated approach to addressing and ending homelessness.
In 2022 the City convened a six-month Homelessness Taskforce. The Taskforce included stakeholders with a range of perspectives and experience to help identify priorities and provide recommendations related to the development of a local plan to reduce homelessness and its impacts. Additionally, the City’s Police Department conducts outreach through the Community Response Team and the Housing and Community Services Division administers grants to several local agencies that offer services to the homeless. The following agencies have received funding from the City:
• WeHope Dignity on Wheels Mobile Shower and Laundry Service • Santa Clara County Homelessness Prevention System (HPS) • Santa Clara County case management for permanent supportive housing clients • Next Door Solutions to Domestic Violence
• Bill Wilson Center
• Abode Services
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS.
The City is not an ESG entitlement jurisdiction and therefore does not receive ESG funds. However, the City does administer federal grant programsthat provide assistance to homeless and low-income families. The City also helpsfund and conduct the Point-in-Time (PIT) count, the biennial regional collaborative effort to count and survey homeless persons. The latest count and survey were conducted in January 2025. The data from the PIT is used to plan, fund, and implement actions for reducing chronic homelessness and circumstances that bring about homelessness.
The Santa Clara County Office of Supportive Servicestakesthe role of Homeless Management Information System (HMIS) administration. The County, and its consultant Bitfocus, work jointly to operate and oversee HMIS. Both software and HMIS system administration are now provided by Bitfocus. Funding for HMIS in Santa Clara County comes from HUD, the County of Santa Clara, and the City of San Jose. HMIS is used by many City service providers across the region to record information and report outcomes. 2025-2030 City of Santa Clara Consolidated Plan 13
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing,socialservice agencies and other entities Table 2 is a list of agencies, groups and organizations that participated in the regional virtual stakeholder workshops, or in individual stakeholder interviews. Several of the agencies, groups and organizations identified in the table attended more than one workshop.
Anticipated outcomes and areas for improved coordination are referenced in relevant sections in this report and a comprehensive summary of stakeholder feedback is provided in the appendix.
Table 2 – Stakeholder Consultation
1 Agency/Group/Organization Abode
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by Consultation? Needs Assessment Market Analysis
How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website https://abode.org/
2 Agency/Group/Organization Affirmed Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by Consultation? Needs Assessment Market Analysis
How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website https://affirmedhousing.com/completed/vela
3 Agency/Group/Organization Alta Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by Consultation? Needs Assessment Market Analysis
How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website https://altahousing.org/
4 Agency/Group/Organization Bay Area Legal Aid
Agency/Group/Organization Type Fair housing and legal services What section of the Plan was addressed by Consultation? Needs Assessment How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website https://baylegal.org/
5 Agency/Group/Organization BHSD The Harm Reduction Project Agency/Group/Organization Type County Government
What section of the Plan was addressed by Consultation? Needs Assessment How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website The Q Corner, Behavioral Health Services
2025-2030 City of Santa Clara Consolidated Plan 14
6 Agency/Group/Organization Bill Wilson Center
Agency/Group/Organization Type Services for Families and Children What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.billwilsoncenter.org/
7 Agency/Group/Organization Bridge Housing
Agency/Group/Organization Type City Government (San Jose) / Housing What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website Q&A for Original Bridge Housing Program |
City of San José
8 Agency/Group/Organization Caminar LGBTQ
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.caminar.org/
9 Agency/Group/Organization CARAS
Agency/Group/Organization Type County government
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website Community Agency for Resources, Advocacy
and Services (CARAS) | Overdose Prevention
Resources | County of Santa Clara
10 Agency/Group/Organization CASA
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://childadvocatessv.org/
11 Agency/Group/Organization Catholic Charities
Agency/Group/Organization Type Faith based supportive services What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.ccscc.org/?locale=en
2025-2030 City of Santa Clara Consolidated Plan 15
12 Agency/Group/Organization City of Los Altos
Agency/Group/Organization Type City Government
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.losaltosca.gov/
13 Agency/Group/Organization City Team
Agency/Group/Organization Type Homelessness Services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.cityteam.org/
14 Agency/Group/Organization County Office of LGBTQ Affairs Agency/Group/Organization Type County government
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website Office of LGBTQ Affairs | Division of Equity
and Social Justice | County of Santa Clara
15 Agency/Group/Organization Destination Home
Agency/Group/Organization Type Homeless prevention
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://destinationhomesv.org/
16 Agency/Group/Organization Downtown Streets Team
Agency/Group/Organization Type Homeless prevention
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.streetsteam.org/
17 Agency/Group/Organization Eden Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://edenhousing.org/
2025-2030 City of Santa Clara Consolidated Plan 16
18 Agency/Group/Organization Golden State Manufactured Homes Owners League
Agency/Group/Organization Type Nonprofit advocacy
What section of the Plan was addressed by Consultation? Needs Assessment Market Analysis
How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.gsmol.org/
19 Agency/Group/Organization Housing Trust Silicon Valley Agency/Group/Organization Type CDFI
What section of the Plan was addressed by Consultation? Needs Assessment Market Analysis
How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website https://housingtrustsv.org/
20 Agency/Group/Organization Jamboree Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by Consultation? How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.jamboreehousing.com/
21 Agency/Group/Organization Lived Experience Advisory Board Agency/Group/Organization Type
What section of the Plan was addressed by Consultation? Needs Assessment How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website
22 Agency/Group/Organization Life Moves
Agency/Group/Organization Type Supportive Housing
What section of the Plan was addressed by Consultation? Needs Assessment How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.lifemoves.org/
23 Agency/Group/Organization Mountain View Chamber of Commerce Agency/Group/Organization Type Civic Leadership
What section of the Plan was addressed by Consultation? Market Analysis How wasthe Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Individual stakeholder interview
Website https://www.chambermv.org/
2025-2030 City of Santa Clara Consolidated Plan 17
24 Agency/Group/Organization Next Door Solutions to Domestic Violence Agency/Group/Organization Type Domestic Violence Survivor Resources What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.nextdoorsolutions.org/
25 Agency/Group/Organization Path Ventures
Agency/Group/Organization Type Homelessness services
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://epath.org/path-ventures/
26 Agency/Group/Organization Pride Social
Agency/Group/Organization Type LGBTQ Advocacy
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.pridesocialsouthcounty.com/
27 Agency/Group/Organization Project Sentinel
Agency/Group/Organization Type Fair Housing Legal Services What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.housing.org/
28 Agency/Group/Organization Rebuilding Together Peninsula & Silicon Valley
Agency/Group/Organization Type Home Rehabilitation
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://rebuildingtogetherpeninsula.org/,
https://rebuildingtogethersv.org/
29 Agency/Group/Organization Resources for Community Development Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://rcdhousing.org/
2025-2030 City of Santa Clara Consolidated Plan 18
30 Agency/Group/Organization San Andreas Regional Center Agency/Group/Organization Type Supportive Services for Residents with Disabilities
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.sanandreasregional.org/
31 Agency/Group/Organization Santa Clara County Housing Authority Agency/Group/Organization Type Public housing authority What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.scchousingauthority.org/
32 Agency/Group/Organization Satellite Affordable Housing Associates Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.sahahomes.org/
33 Agency/Group/Organization Senior Adults Legal Assistance Agency/Group/Organization Type Fair Housing Legal Services What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.mightycause.com/organization/
Senior-Adults-Legal-Assistance
34 Agency/Group/Organization Silicon Valley Independent Living Center Agency/Group/Organization Type Services for people with disabilities What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://svilc.org/
35 Agency/Group/Organization SOMOS Mayfair
Agency/Group/Organization Type Community Advocacy / Families What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://www.somosmayfair.org/
2025-2030 City of Santa Clara Consolidated Plan 19
36 Agency/Group/Organization Sourcewise
Agency/Group/Organization Type Services for older adults and people with disabilities
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://mysourcewise.com/
37 Agency/Group/Organization The LGBTQ Youth Space
Agency/Group/Organization Type Community advocacy organization What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://youthspace.org/
38 Agency/Group/Organization United Way Bay Area
Agency/Group/Organization Type Supportive services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://uwba.org/
39 Agency/Group/Organization Upwards
Agency/Group/Organization Type Childcare services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://upwards.com/
40 Agency/Group/Organization Vista Center for Blind and Visually Impaired Agency/Group/Organization Type Services for people with disabilities What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://vistacenter.org/
41 Agency/Group/Organization YWCA Golden Gate Silicon Valley Agency/Group/Organization Type Supportive services for domestic violence survivors
What section of the Plan was addressed by
Consultation?
Needs Assessment
How wasthe Agency/Group/ Organization consulted
and what are the anticipated outcomes of the
consultation or areas for improved coordination?
Stakeholder focus group
Website https://yourywca.org/
2025-2030 City of Santa Clara Consolidated Plan 20
Identify any Agency Types not consulted and provide rationale for not consulting Not applicable. No agency types were intentionally left out of the consultation process. Over twenty agency types were contacted during the consultation process.
Other local/regional/state/federal planning efforts considered when preparing the Plan Table 3 – Other local/regional/federal planning efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Housing Element 2023-
2031
City of Santa Clara Identifies barriers to affordable housing and describes geographic sites with opportunities for residential development for affordable housing.
City of Santa Clara
General Plan 2010 -2035
City of Santa Clara
City Council
Identifies priority needs of the City of Santa Clara.
2023 HIV Epidemiology
Report
Santa Clara County
Dept. of Public Health
Identifies high-risk populations and plans for reducing HIV diagnoses with increased testing and access to PrEP.
Community Plan to End
Homelessnessin Santa
Clara, 2020-2025
Destination Home A five-year plan to guide governmental, nonprofits, and other community members as they make decisions about funding, programs, priorities and needs.
SCHHA Moving to Work
Annual Plan
Santa Clara County
Housing Authority
Addresses housing authority updates and strategies pertaining to public housing and vouchers.
City of Santa Clara 2023
Hazard Mitigation Plan
City of Santa Clara Consulted the plan to identify potential gaps in provision of services to vulnerable populations displaced by natural disaster and / or climate change.
Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) The Consolidated Plan was developed with close coordination with jurisdictional partners in Santa Clara County. The Santa Clara County Office of Supportive Housing (OSH) initiated the collaborative effort by bringing together all entitlement jurisdictions in spring 2024. The jurisdictions issued a joint RFP to hire a consultant team to complete the plans. The entitlement grantee jurisdictions involved included:
Cupertino, Gilroy, Milpitas, Mountain View, Palo Alto, City of Santa Clara, and Sunnyvale, as well as the urban county. Collaboration on stakeholder engagement and resident participation to inform the plan began with a meeting to discuss a proposed engagement plan. The jurisdictions provided lists of priority stakeholders and organizations for engagement, to avoid duplication in outreach efforts. Collaborative engagement consisted of two regional open houses held in the evening and virtually to enable both residents and stakeholders to attend; three stakeholder consultation workshops held on varying days and times in December; and a joint community survey, which was promoted widely by the jurisdictions. The jurisdictions also prepared a joint regional housing market assessment, with jurisdiction-level market data, to enable jurisdictions to compare housing needs and provide uniform market data in the plans.
The Association of Bay Area Governments (ABAG) was invited to participate in a meeting to discuss housing and community development needs. ABAG shared relevant reports for incorporation into the Consolidated Plans. In addition, the County hosts and jurisdictions attend CDBG Coordinators and Regional Housing Working Group meetings. During these meetings, projects benefitting the homeless and special needs housing are discussed as is pending legislation and local initiatives that impact affordable housing and services for lower income households. Jurisdiction staff also support the countywide biennial Homeless Census. Results from the Census are used to identify homeless populations throughout the County and to implement strategies and service priorities to address their needs.
Narrative (optional):
2025-2030 City of Santa Clara Consolidated Plan 21
PR-15 Citizen Participation – 24 CFR 91.105, 91.115, 91.200 (c), 91.215 (I) Summary of citizen participation process/efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal setting.
The City of Santa Clara coordinated closely with Santa Clara County and other entitlement jurisdictions in stakeholder consultation and resident engagement to leverage opportunities and minimize duplication.
Engagement that was done in coordination with the County and was targeted to residents included:
• A Consolidated Plan website—www.letstalkhousingscc.org—with information about the Planning process including a short video and presentation; a link to the resident survey and activities to prioritize housing and community development needs; and community resources. The website contains a translation feature for easy conversion into multiple languages. • A community survey, available between October and December 2024, and promoted through supportive service and public agencies that work with low and moderate income residents, city social media, and the Consolidated Plan website. A summary of survey findings is below. • Two virtual regional workshops open to all residents living in Santa Clara County and stakeholders serving residents in the county. The workshops included a brief overview about the Planning process, simple activities to express priority needs, and in-depth discussions about needs in breakout rooms. Interpretation was available in Spanish, Vietnamese and Mandarin. • Public hearings
o First Public Hearing scheduled for April 8, 2025
o Second Public Hearing scheduled for May 13, 2025
• Public comment on the 2025-2030 Consolidated Plan was open from April 11, 2025 - May 13, 2025. A link to the Consolidated Plan draft document was provided on the Letstalkhousingscc.org website and on the City of Santa Clara website.
A complete survey analysis and overview of resident engagement is provided in the appendix of this plan. Below are resident respondent demographics and key findings specific to Santa Clara City:
• 547 respondents, 36 of which are also stakeholders
• 32% White, 8% Asian, 12% Hispanic
• 55% homeowners, 33% renters, 9% precariously housed
• 30% have incomes less than $100k
2025-2030 City of Santa Clara Consolidated Plan 22
Survey respondents were asked to identify priority housing, community development, and economic development outcomes with the following results for the City of Santa Clara:
• The top housing outcome was more affordable rental housing (46%), followed by more supportive housing for unhoused individuals or families (37%), more affordable homeownership (36%), better distribution of affordable housing (33%), and increased shelter capacity (32%); • The top community development outcome in the City of Santa Clara was increased access to mental healthcare services (35%), followed by transportation services for seniors (31%), additional and/or higher quality childcare centers (29%), sidewalk and street improvements (20%), and new/improved senior center (26%);
• The top economic development outcome selected by respondents in the City of Santa Clara was job training programs (39%), followed by revitalization of neighborhood businesses/commercial areas (37%), improved transportation to areas with job opportunities (35%), more opportunities for small or start-up businesses (31%), and center for seasonal and day laborers (28%); 2025-2030 City of Santa Clara Consolidated Plan 23
Table 4 – Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response and
attendance
Summary of
Comments
Received
Summary of
comments not
accepted and
Reason
URL (If
Applicable)
Consolidated
Plan website
Countywide Website provided
information on the
Consolidated Plan
process and ways
for community
residents and
stakeholders to be
engaged through
taking the survey
and participating in
events.
N/A N/A, all
comments
accepted.
Letstalkhou
singscc.org
Community
Survey open
from October to
December 2024
(online and
printed version)
Countywide
residents and
stakeholders
1634 total responses
countywide
including 279
stakeholders. 166
responses for
Mountain View
including 13
stakeholders.
Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the
report.
N/A, all
comments
accepted.
Surveymon
key.com/r/S
anta
ClaraComm
unity
2 Virtual
Community
Workshops
on
November
14 and
November
20, 2024
Countywide
residents
55 total participants
between the 2
sessions provided
Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the
report.
N/A, all
comments
accepted.
3 Virtual
Stakeholde
r
Workshops
/ Focus
Groups on
December
5, 11 and
17, 2024
Countywide
stakeholders
(who are also
residents)
representing a
diversity of
organizations
involved in
housing, social
services and
community
development
72 total stakeholder
participants across
the 3 sessions
provided.
Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the
report.
N/A, all
comments
accepted.
2025-2030 City of Santa Clara Consolidated Plan 24
Needs Assessment
NA-05 Overview
The most critical housing needs in the City of Santa Clara and the populations most affected, based on the analysis of HUD-provided Comprehensive Housing Affordability Strategy (CHAS) and associated data, include:
• Moderate and severe cost burden are the most significant issues for both renter and owner households in Santa Clara City;
• 2,560 renters, or 63% of extremely low income renters, pay more than 50% of their gross household income in housing costs and, as such, face severe cost burden; • 820 owners, or 49% of extremely low income owners, pay more than 50% of their gross household income in housing costs and, as such, face severe cost burden; • 1,665 renters, or 46% of renters with incomes between 51% and 80% of the area median income, pay 30% of their gross incomes in housing costs and are cost burdened; • 3,880 renters regardless of income are severely cost burdened and 3,865 are cost burdened; • Households with the oldest adults (75 years and older) are much more likely to be extremely low income (35% have incomes below 30% of the area median income) than households with adults between 62 and 74 in age and those with young children (17% and 11% are extremely low income respectively);
• Persons with disabilities comprise 7.5% of the total resident population in the Santa Clara City (9,694 persons with disabilities), according to 2023 American Community Survey (ACS) 5 year estimates. The number of households with disabilities totals 6,730. Of these households, according to CHAS data, 48% have housing needs—or 2,015 households. The need is high across disability types. Fifty-two percent of homeless residents in Santa Clara City report having at least one disabling condition based on the 2023 PIT Count; and • Reported housing problems exist across race/ethnicity for households at or below 30% AMI, with disproportionate housing needs emerging for Black, Hispanic and Asian households in the 30-80% AMI income category. Asian households have disproportionate housing problems in the 80-100% AMI income range.
The current and five-year projected needs by household income and household type, based on CHAS 2016-2020 data are shown in the table below.
2025-2030 City of Santa Clara Consolidated Plan 25
Supplemental Figure 1. Future Needs.
Source: 2016-2020 CHAS
Future
Total HH # HH With
Hsg Need
% with
Need
Hsg Need
in 5 Yr
All Low Income Households (<80% AMI) 15,570 11,788 76% 12 ,354 By Income
Extremely low income households (<30% A 5,725 5,124 90% 5,370 Very low income households (30-50% AMI) 4,430 3,330 75% 3,490 Low income households (50-80% AMI) 5,415 3,334 62% 3, 494 By Tenure
Low Income Renters (<80% AMI) 10,400 8,890 85% 9, 317
Low Income Owners (<80% AMI) 5,160 2,738 53% 2, 869
By HH Type
Low Income Small Related HH 5,815 4,205 72% 4, 407
Single householders 11,907 945 8% 990
With disability 6,730 3,200 48% 3, 354
Low Income Large Related HH 1,035 678 66% 711
Elderly Low Income HH 6,255 3,115 50% 3, 265
Current
Household Type
2025-2030 City of Santa Clara Consolidated Plan 26
NA-10 Housing Needs Assessment – 24 CFR 91.205 (a,b,c), 91.305 (a,b,c), 91.405 Housing Condition: Definitions and Needs
This section provides an overview of the housing needs present in the City, including the degree and distribution of “housing problems” within multiple income brackets.
HUD defines housing problems as units or households with one or more of the following characteristics:
• Housing lacking complete kitchen facilities;
• Housing lacking complete plumbing facilities;
• Overcrowded housing, meaning 1-1.5 persons per room (not only bedrooms); or • Cost burdened households—paying more than 30% of income toward housing costs, including utilities.
HUD defines severe housing problems as:
• Severely overcrowded housing with more than 1.5 persons per room • Severely cost burdened households—paying more than 50% of income toward housing costs, including utilities.
The City’s definition of housing in substandard condition utilizes the California Health and Safety Code, Division 13, Part 1.5 Regulation of Buildings Used for Human Habitation, a Substandard Building is one where there exists any of the conditions listed in section 17920.3 to an extent that endangers the life, limb, health, property, safety, or welfare of the public or the occupants thereof.
Population, Household, and Income Growth
Between 2010 and 2023, according to ACS data, the City of Santa Clara’s population increased by 11% (12,771 people) for an annual growth rate of .8%. Household growth was greater, which indicates an increase of smaller or single households. Median income rose by 103.6%--from $85,294 in 2010 to $173,670 in 2023. The strong growth in income compared to modest growth in households indicates displacement of lower income households by higher income households, as well as income growth for existing households.
Table 5 – Housing Needs Assessment Demographics
Data Source: 2010 5 year ACS (Base Year), 2023 5 year ACS (Most Recent Year) Demographics Base Year: 2010 Most Recent Year: 2023 % Change Population 116,468 129,239 11.0%
Households 43,021 48,601 13.0%
Median Income $85,294 $173,670 103.6%
2025-2030 City of Santa Clara Consolidated Plan 27
Number of Households Table by Income Range
The table below shows households by income category and household characteristic. Numerically, the largest number of low income households are extremely low income and those with the oldest adults, with incomes lower than 30% of the area median income (or incomes lower than $55,300 per year for a family of 4 in 2024) and with a household member over 75. 3 Thirty-five percent of these households are
extremely low income.
Extremely low income households represent 13% of all households in the City of Santa Clara. Very low income households—those with incomes between 31% and 50% of the area median income—represent 10% of all households, while low income households—50% to 80% of the area median income—represent 12%.
Large family households are more likely to be lower income than small family households (33% of large family households are low income compared to 26% of small family households), although total households is smaller in numbers than small family households.
By age, households with the oldest adults (75 years and older) are much more likely to be extremely low income (35% have incomes below 30% of the area median income) than households with adults between 62 and 74 in age and those with young children (17% and 11% are extremely low income respectively).
Table 6 – Total Households
Data Source: 2016-2020 CHAS
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total
Households 5,725 4,430 5,415 4,360 24,270
Small Family
Households 1,355 1,710 2,750 2,260 14,565
Large Family
Households 355 240 440 430 1,670
Household contains at least one
person 62-74 years of age 1,250 875 1,245 630 3,170
Household contains at least one
person age 75 or older 1,420 905 560 385 800
Households with one or more
children 6 years old or younger 684 525 860 805 3,450
3https://www.huduser.gov/portal/datasets/il/il2024/2024summary.odn?STATES=6.0&I NPUTNAME=METRO41940M41940*0608599999%2BSanta+Clara+County&statelist=&st name=California&wherefrom=&statefp=06&year=2024&ne_flag=&selection_type=coun ty&incpath=&data=2024&SubmitButton=View+County+Calculations 2025-2030 City of Santa Clara Consolidated Plan 28
Housing Needs Summary Tables
Table 7 shows the number of households with housing needs, according to HUD’s definitions of need.
The greatest needs based on the data in the table are severe cost burden for extremely low income households, both renters and owners, and cost burden for low income households. Specifically, • 2,560 renters, or 63% of extremely low income renters, pay more than 50% of their gross household income in housing costs and, as such, face severe cost burden; • 820 owners, or 49% of extremely low income owners, pay more than 50% of their gross household income in housing costs and, as such, face severe cost burden; and • 1,665 renters, or 46% of renters with incomes between 51% and 80% of the area median income, pay 30% of their gross incomes in housing costs and are cost burdened. • 3,880 renters regardless of income are severely cost burdened and 3,865 are cost burdened.
1. Housing Problems (Households with one ofthe listed needs) Table 7 – Housing Problems
Data Source: 2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard Housing -
Lacking complete
plumbing or kitchen
facilities 290 85 10 25 410 10 0 30 0 40
Severely Overcrowded -
With >1.51 people per
room (and complete
kitchen and plumbing) 325 255 120 225 925 0 20 10 15 45 Overcrowded - With
1.01-1.5 people per
room (and none of
the above problems)
395 260 345 240 1,240 4 20 4 75 103
Housing cost burden
greater than 50% of
income (and none of
the above problems) 2,560 885 360 75 3,880 820 540 265 70 1,695 Housing cost burden
greater than 30% of
income (and none of
the above problems) 295 1,040 1,665 865 3,865 265 225 525 495 1,510 Zero/negative Income
(and none of the above
problems) 60 0 0 0 60 100 0 0 0 100
2025-2030 City of Santa Clara Consolidated Plan 29
2. Housing Problems 2 (Households with one or more Severe Housing Problems: lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Table 8 – Housing Problems 2
Data Source: 2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing
problems 3,565 1,485 840 565 6,455 840 580 310 160 1,890 Having none of four
housing problems 495 1,250 2,765 2,200 6,710 820 1,115 1,495 1,430 4,860 Household has
negative income,
but none of the
other housing
problems 0 0 0 0 0 0 0 0 0 0
3. Cost Burden > 30%
The table below isolates the housing problem of cost burden and shows the number of households facing burden by household type. Overall, 8,440 renters and 2,718 owners in Santa Clara City face cost burden.
Extremely low income renters who are cost burdened (with incomes of 30% of the area median income and less) total 3,805 and account for 45% of those burdened. There are 1,109 extremely low income owners who are cost burdened comprising 41% of those burdened.
By household type, large related households have the lowest share of households who are burdened across income categories, however, this household type is not as common in Santa Clara City. For all low income elderly, 50% are cost burdened. This compares to 72% of small households, 66% of large households.
Table 9 – Cost Burden >30%
Data Source: 2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Small Related 910 1,025 1,165 3,100 305 325 475 1,105
Large Related 295 135 115 545 4 45 84 133
Elderly 1,235 500 195 1,930 680 290 215 1,185
Other 1,365 765 735 2,865 120 115 60 295
Total need by
income 3,805 2,425 2,210 8,440 1,109 775 834 2,718
2025-2030 City of Santa Clara Consolidated Plan 30
4. Cost Burden > 50%
The table below isolates the housing problem of severe cost burden and shows the number of households facing burden by household type.
Overall, 3,390 renters and 1,348 owners in Santa Clara City face severe cost burden. For renters, most severely cost burdened renters have incomes between 30% and 50% of the area median income— possibly due to these households living in market rate rentals for which they can qualify, but not fully afford. Owners, by contrast, who are severely cost burdened are most likely to be extremely low income elderly households, who are struggling to afford property taxes, insurance, and the costs of maintaining their homes.
By household type, elderly households represent the majority of households who are extremely low income and severely cost burdened.
Table 10 – Cost Burden >50%
Data Source: 2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 0 0 505 505 290 195 0 485
Large Related 0 0 30 30 4 45 4 53
Elderly 980 180 40 1,200 425 205 60 690
Other 0 1,250 405 1,655 120 0 0 120
Total need by
income 980 1,430 980 3,390 839 445 64 1,348
5. Crowding (More than one person per room)
The table below reports information on households living in overcrowded conditions. Overcrowding is defined by HUD as households living with 1 to 1.5 persons per room (not bedroom). Single family households—or those living with related and extended family—make up the majority of overcrowded households. Renters are far more likely to be in overcrowded conditions than owners, with 2,179 renters living in overcrowded conditions compared to just 150 owners. Overcrowding information is not available for households with children present.
2025-2030 City of Santa Clara Consolidated Plan 31
Table 11 – Crowding Information 1 of 2
Data Source: 2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 580 465 380 385 1,810 4 40 4 80 128
Multiple unrelated
family households 80 30 25 10 145 0 0 14 8 22
Other, non-family
households 70 20 54 80 224 0 0 0 0 0
Total need by
income 730 515 459 475 2,179 4 40 18 88 150
Table 12 – Crowding Information 2 of 2
Data Source: 2016-2020 CHAS (data unavailable)
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Households with
children present - - - - - - - - - -
Describe the number and type of single person households in need of housing assistance.
Single person households (especially those with low incomes) likely face significant affordability challenges in the City of Santa Clara and are at an increased risk of displacement and homelessness.
According to an analysis of 2021 data from the County’s Homeless Management Information System (HMIS), there were a total of 520 homeless single adult households affiliated with the City of Santa Clara in 2021 which represented 76% of total households experiencing homelessness during this time. The risk of homelessness for single person households is countywide. According to the findings from the 2023 January Point-in-Time (PIT) survey in which 79% of respondents self-reported that they were living alone at the time they became homeless. (This represents a total of 798 homeless single person households in Santa Clara County in 2023.)
Additionally, an analysis of demographic data for households enrolled in the County’s Rapid Rehousing (RRH) programs between September 2023 and August 2024 show single adults comprising the largest share of households enrolled in RRH programs at 58% (1,026 single adult households).Single person households have a need for prevention services that respond to immediate needs, as demonstrated by the large share of singe adult households served by the Emergency Assistance Network Homelessness Prevention Services (EAN HP) program. Between December 2022 and November 2023, for example, half (50%) of households who received EAN HP were single adult households. 2025-2030 City of Santa Clara Consolidated Plan 32
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
Persons with disabilities. Persons with disabilities comprise 7.5% of the total resident population in the Santa Clara City (9,694 persons with disabilities), according to 2023 American Community Survey (ACS) 5 year estimates. The number of households with disabilities totals 6,730. Of these households, according to CHAS data, 48% have housing needs—or 2,015 households. The need is high across disability types.
Persons with disabilities and their families are at an increased risk of homelessness and need greater access to housing assistance to avoid housing instability. This is evidenced by the large number of individuals in the City of Santa Clara with a disability who were homeless in 2021. According to the County’s Homeless Management Information System (HMIS), a total of 453 homeless persons (59%) affiliated with the City of Santa Clara had a disability during calendar year 2021. Additionally, of those who received homelessness prevention assistance, a total of 51 individuals had a disability (25%); 29 individuals had a behavioral health condition (14%); and 25 individuals had a physical disability (12%).
Findings from the 2023 PIT survey demonstrate the need for assistance even further. According to the survey findings, a total of 522 homeless persons self-reported having at least one disabling condition (or 52% of survey participants). Psychiatric or emotional conditions are common challenges with 31% reporting that they experience these challenges, followed by 29% with post-traumatic stress disorder; 26% with drug or alcohol addictions; 25% with a chronical health problem or medical condition; 21% with a physical disability; 9% with an intellectual or developmental disability; and 3% with an HIV/AIDS-related illness. Higher rates of homelessness among persons with disabilities and other health challenges indicates that these individuals and households have a greater need for housing assistance and supportive services to avoid long-term housing instability and homelessness.
Survivors of domestic violence. The County’s Homeless Management Information System (HMIS) data for calendar year 2021 show that 262 unhoused persons (34% of the City’s homeless population) with connections to the City of Santa Clara were survivors of domestic violence or trafficking. Data also show the number of households with domestic violence experience who sought out and received support for acute housing instability in 2021. According to the County’s HMIS data for 2021, a total of 27 City of Santa Clara-affiliated survivors of domestic violence received homelessness prevention assistance (13% of total individuals who received assistance during this time).
Housing instability and housing loss are also common for people who are fleeing domestic violence, sexual assault, and human trafficking. Data for calendar year 2021 show a total of 82 individuals with a connection to the City of Santa Clara who reported that they were fleeing domestic violence. Most of these individuals (76%) were women and 70% of households were adults without children. Based on data from local providers who specialize in housing and services for people fleeing domestic violence, dating violence, sexual assault, stalking, and human trafficking, the population of people fleeing in the City of Santa Clara over the course of a year is between 175 and 322 people. The relatively low representation of people who are fleeing in HMIS indicates that this population is more likely to seek support and/or share their experiences with specialized providers.
2025-2030 City of Santa Clara Consolidated Plan 33
What are the most common housing problems?
Of all low to moderate income households in Santa Clara City, 70% experience at least one housing problem and 42% report having at least one severe housing problem. Severe cost burden is the most common housing problem as 37% of low to moderate income renter households (3,880) and 49% of low to moderate income owner households (1,695) are paying more than 50% of theirincome toward housing costs. Cost burden or paying 30% or more of income on housing is reported nearly as frequently as severe cost burden and impacts 37% of renter households and 43% of owner households.
Are any populations/household types more affected than others by these problems? Not surprisingly, extremely low income renter households in Santa Clara City are the most likely to experience household problems with cost burden and severe cost burden being reported the most frequently. Nearly half of all low to moderate income households in the city, however, also experience some level of cost burden. Stakeholders across virtual workshops for this Consolidated Plan identified people on fixed incomes such as social security as particularly vulnerable, such as seniors, many of whom are living in RVs and do not have sufficient income to afford the rising cost of food, medical services and everyday necessities. Across the region, low to moderate wage workers are not able to live in the region and are either therefore commuting long distances to work or these jobs remain unfilled impacting the services available to all County residents.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c). Also discussthe needs of formerly homelessfamilies and individuals who are receiving rapid re-housing assistance and are nearing termination ofthat assistance.
To describe the characteristics of households at-risk of experiencing homelessness, it is useful to analyze data on homeless persons captured in the County’s Homeless Information Management System (HMIS) for individuals and households affiliated with the City of Santa Clara. Of the 769 individuals experiencing homelessness in the City of Santa Clara in 2021: Hispanic residents (46%) comprised the largest share of the total homeless population followed by individuals identifying as non-Hispanic White (28%), Black or African American (14%), Asian (7%), multiple races (5%), American Indian or Alaska Native (5%), and/or Pacific Islander (2%).
It is also useful to compare these characteristics with the characteristics of persons experiencing homelessness and captured in countywide 2023 Point-in-Time (PIT) especially given that these data are more recent. Of those experiencing homelessness in January 2023:
• People of all ages experience homelessness in the county, with no one age group standing out.
About half (49%) homeless persons were middle-aged (35 to 54) and 29% were age 55 and older.
Twenty-two percent (22%) were under age 35 and less than 1% were under 18 years. Around a quarter (26%) reported experiencing their first episode of homelessness as a young adult (18-24). • White residents (47%) comprised the largest share of the homeless population followed by individuals who identify as a different racial group (18%), Black (15%), multiracial (7%), and/or Asian (6%). Less than 5% of homeless persons identified as other races. Forty-one percent (41%) were of Hispanic/Latinx ethnicity.
2025-2030 City of Santa Clara Consolidated Plan 34
• Men were more likely to be homeless: 66% self-identified as male compared to 32% of females and 2% who identified as transgender or non-singular or questioning. Additionally, only 3% selfreported that they were currently pregnant while homeless.
Characteristics of Households receiving Rapid Rehousing Assistance whose Assistance is Ending The City of Santa Clara defines populations that require services or housing assistance to prevent homelessness as households or individuals who met the definition of “at-risk” and who: previously experienced homelessness, found housing with support from emergency or temporary assistance and now need further assistance or services to remain housed; have an annual income at 30% Area Median Income (AMI) or lower and pays more than 50% of income toward housing costs; or has an annual income at 50% AMI or lower and has at least one sign of housing instability.
The Homeless Management Information System (HMIS) database identifies homeless persons who have enrolled in a shelter or housing program, regained housing and exited the program and re-appear in HMIS within 2 years. Among individuals who regained housing in 2019, a total of 45 individuals with a connection to the City of Santa Clara returned to homelessness within two years. Data from HMIS provides insight on the characteristics of this population including:
• Around half (49%) who returned to homelessness were originally served by and exited from emergency shelter versus a permanent housing program, transitional housing, or street outreach. • A disproportionate share identify as Black of African American with 27% of those who return to homelessness identifying as Black or African American compared to 14% of the overall homeless population who identify as Black or African American.
• Young adults (18 to 24) had the highest rates of return to homelessness of all age groups (60% returned), followed by ages 45 to 54 (47% returned), and ages 55 to 64 (32% returned). • According to the City and data from the Homelessness Prevention System (HPS), households enrolled in services and programs need an average of $5,394 in financial assistance as well as case management support to avoid housing loss and homelessness.
The Santa Clara County Continuum of Care connects clients with:
• Employment Services, including the Living Wage Employment Initiative (LWEI) • Affordable Housing
• Mainstream Services andSystems
• Landlord Incentive Program
As households near the end of the RRH program, providers work with clients on housing stability.
This is done through Identifying potential challenges that may arise and troubleshooting them in advance.
• Scheduling follow-up visits – case management may continue forsix months afterthe competition of rental assistance.
• Ensuring there is a crisis plan in place.
• If household has greater financial barriers or extra ordinary housingchallenges, there may be a need for additional intervention orlonger-term assistance. This can be done through:
o Transfer to Permanent Supportive Housing Program
o Referral to HCV with the Housing Authority Move to more affordable housing. 2025-2030 City of Santa Clara Consolidated Plan 35
If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:
The City of Santa Clara defines populations “at-risk” of homelessness as someone who will lose their primary nighttime residence in 14 days provided that no subsequent residence has been identified and the person/family lacks the resources or support networks needed to obtain other permanent housing.
The County’s CoC serves at-risk households through the Homeless Prevention System (HPS) and uses the Vulnerability Index—Service Prioritization Decision Assistance Tool (VI-SPDAT) to identify the most vulnerable populations and to prioritize the groups with the highest needs for appropriate and available housing and supportive services. The County’s CoC also reviews local data and national trends regarding at-risk groups to identify risk factors and uses these factors to leverage the Prevention Re-Housing Vulnerability Index Service Prioritization Decision Assistance Tool (Prevention-VI-SPDAT) which assess household eligibility for the County’s HPS.
The Prevention-VI-SPDAT scores income and financial health; history of homelessness; eviction risk; abuse and/or trafficking; interaction with emergency services including criminal justice; and acuity of mental and physical needs. The criteria developed for the HPS include: low income, self-report of imminent risk of homelessness or unsafe housing situations, and a Prevention-VI-SPDAT score of eight or greater. These factors and criteria are in line with the self-reported causes and conditions of homelessness and the characteristics of individuals accessing homeless services, programs, and homeless prevention assistance in Santa Clara County.
Eligibility for HPS services requires household income at or below 80% of Area Median Income (AMI), expected housing loss within 14 days or an unsafe housing situation, and an assessment score demonstrating a high risk of housing loss. In addition to the HPS, the City of Santa Clara offers a number of smaller programs that provide prevention services to support at-risk populations in which the City is able to conclude the populations with the most acute housing needs and at those at the greatest risk of housing instability.
For example, according to 2021 data on the individuals who sought housing and support services for housing stability, 25% had a disability followed by those with a behavioral health condition (14%), domestic violence experience (13%), a physical disability (12%), and those who were veterans (4%).
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
Severe cost burden, lack of affordable housing, unsafe housing situations (e.g., domestic violence or sexual harassment), disabilities, and unaddressed mental health needs are linked with instability and an increased risk of homelessness in the City of Santa Clara. These characteristics are demonstrated by data filtered from the County’s Homeless Information Management System (HMIS) in which homeless prevention services were provided to individuals and households with particular characteristics including individuals with a disability (25%), behavioral health condition (14%), experience with domestic violence (13%), physical disability (12%), and veterans (4%). Additionally, during the community engagement conducted to inform the City’s Plan to Reduce Homelessness and its Impacts, focus group participants identified characteristics including criminal histories and low credit scores as the primary risk factors for homelessness in Santa Clara City.
2025-2030 City of Santa Clara Consolidated Plan 36
In the City of Santa Clara, individuals and households without these characteristics are also at risk of housing instability and homelessness if they cannot afford their rent, lose their job, and/or cannot access housing. According to the 2023 PIT survey, top five most commonly reported obstacles were: can’t afford rent; no job/income; no housing available; no money for moving costs; and housing process is too difficult.
Characteristics and factors were also identified by the 2,067 households enrolled in the County’s Homelessness Prevention (HPS) program between December 2022 and November 2023. When asked why they were seeking assistance, households cited reasons including income loss (37%), income reduction (15%), change in family composition (13%), medical emergency (12%), and unexpected major expense (5%). Of the 833 households enrolled in the EAN-HP program, the top reasons for seeking assistance included: income loss (30%), income reduction (15%), medical emergency (13%), moving from temporary arrangement to permanent housing (12%), and unexpected major expense (8%). Stakeholders in virtual workshops for this plan expressed a need for expanding a one-time emergency payment fund for residents to avoid eviction with parameters and support for households who have repeat needs.
Discussion
See above.
2025-2030 City of Santa Clara Consolidated Plan 37
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Introduction
According to HUD, a disproportionate need exists when any group has a housing need that is 10 percentage points or more than the jurisdiction or the household category as a whole. This section assesses the needs of racial and ethnic groups with disproportionately high needs.
The tables below show housing needs for households by area median income range and by race and ethnicity. The data indicate that:
• For 0-30% AMI households, needs are significant across racial and ethnic groups: 90% of Asian households, 86% of Black and Hispanic households, and 84% of White households have housing needs. No disproportionate need by race/ethnicity exists in this high need income category. • For 31-50% AMI households, disproportionate needs emerge by race and ethnicity for Black and Hispanic households at 85% and 82% compared to 70% of White households; • For 51-80% AMI households, disproportionate needs continue to be present for Black households (71%) but also appear for Asian households (69%) compared to 54% of White households; • For moderate income, 81-100% AMI households, needs continue to be disproportionately higher for Black households (83%) and Asian households(51%). Hispanic households in this income range also have disproportionate needs at 53% compared to 41% of White households. 0%-30% of Area Median Income
Table 13 – Disproportionally Greater Need 0-30% AMI
Data Source: 2016-2020 CHAS
Housing Problems Has one or more
of four housing
problems
Has none ofthe
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 4,965 760 0
White 1,765 325 0
Black / African American 270 45 0
Asian 1,450 165 0
American Indian, Alaska Native 0 0 0
Pacific Islander 30 0 0
Hispanic 1,225 205 0
2025-2030 City of Santa Clara Consolidated Plan 38
30%-50% of Area Median Income
Table 14 – Disproportionally Greater Need 30-50% AMI
Data Source: 2016-2020 CHAS
Housing Problems Has one or more
of four housing
problems
Has none ofthe
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 3,330 1,100 0
White 1,275 545 0
Black / African American 140 25 0
Asian 1,030 275 0
American Indian, Alaska Native 0 40 0
Pacific Islander 0 0 0
Hispanic 815 180 0
50%-80% of Area Median Income
Table 15 – Disproportionally Greater Need 50-80% AMI
Data Source: 2016-2020 CHAS
Housing Problems Has one or more
of four housing
problems
Has none ofthe
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 3,345 2,070 0
White 1,135 980 0
Black / African American 124 50 0
Asian 1,115 490 0
American Indian, Alaska Native 0 0 0
Pacific Islander 4 15 0
Hispanic 875 515 0
80%-100% of Area Median Income
Table 16 – Disproportionally Greater Need 50-80% AMI
Data Source: 2016-2020 CHAS
Housing Problems Has one or more
of four housing
problems
Has none ofthe
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 2,085 2,275 0
White 640 925 0
Black / African American 95 20 0
Asian 965 910 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 315 280 0
Discussion
Please see above.
2025-2030 City of Santa Clara Consolidated Plan 39
NA-20 Disproportionately Greater Need: Severe Problems – 91.205 (b)(2) Introduction
According to HUD, a disproportionate need exists when any group has a housing need that is 10 percentage points or more than the jurisdiction or the household category as a whole. This section assesses the needs of racial and ethnic groups with disproportionately severe housing problems or needs.
The tables below show severe housing needs for households by area median income range and by race and ethnicity. The data indicate that:
• For 0-30% AMI households, the share of households experiencing severe needs disproportionately high for Asian and Hispanic households (81% and 86% respectively have severe needs).
• Similarly, for 31-50% AMI households, Asian and Hispanic households have severe needs that are disproportionate to non-Hispanic White households in the city at 61% and 48% respectively. • For 51-80% AMI households, only Asian households have disproportionate severe housing needs compared to non-Hispanic White households, and no disproportionate needs exist by race/ethnicity compared to the City overall.
• At the moderate income level (81-100% AMI), Asian households with severe needs becomes disproportionate to non-Hispanic White households as well as to the City overall at 27% compared to 17% for the jurisdiction (all race/ethnicity).
0%-30% of Area Median Income
Table 17 – Severe Housing Problems 0-30% AMI
Data Source: 2016-2020 CHAS
Housing Problems Has one or more
of four housing
problems
Has none ofthe
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 4,405 1,315 0
White 1,410 680 0
Black / African American 230 85 0
Asian 1,305 310 0
American Indian, Alaska Native 0 0 0
Pacific Islander 30 0 0
Hispanic 1,225 205 0
2025-2030 City of Santa Clara Consolidated Plan 40
30%-50% of Area Median Income
Table 18 – Severe Housing Problems 30-50% AMI
Data Source: 2016-2020 CHAS
Housing Problems Has one or more
of four housing
problems
Has none ofthe
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 2,065 2,365 0
White 675 1,140 0
Black / African American 75 90 0
Asian 795 510 0
American Indian, Alaska Native 0 40 0
Pacific Islander 0 0 0
Hispanic 475 515 0
50%-80% of Area Median Income
Table 19 – Severe Housing Problems 50-80% AMI
Data Source: 2016-2020 CHAS
Housing Problems Has one or more
of four housing
problems
Has none ofthe
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 1,150 4,260 0
White 345 1,770 0
Black / African American 10 164 0
Asian 475 1,130 0
American Indian, Alaska Native 0 0 0
Pacific Islander 4 15 0
Hispanic 250 1,135 0
80%-100% of Area Median Income
Table 20 – Disproportionally Greater Need 50-80% AMI
Data Source: 2016-2020 CHAS
Housing Problems Has one or more
of four housing
problems
Has none ofthe
four housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 725 3,630 0
White 115 1,455 0
Black / African American 20 100 0
Asian 515 1,360 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 80 515 0
Discussion
Please see above.
2025-2030 City of Santa Clara Consolidated Plan 41
NA-25 Disproportionately Greater Need: Severe Problems – 91.205 (b)(2) Introduction
This section assesses disproportionately greater needs of cost burden. A household is considered cost burdened when paying more than 30% of its gross household income toward housing costs, including utilities, and is severely cost burdened when paying more than 50% of its income toward housing costs.
Overall in the City of Santa Clara, 33% or 14,513 households are cost burdened. Of these cost burdened households, 7,916—or 55%—pay between 30% and 50% of their incomes in housing costs; another 6,597—or 45%—pay more than 50%. Black households are disproportionately likely to experience moderate cost burden (greater than 30% of income on housing), with 33% of Black households burdened compared to 18% in the city overall. Black and Hispanic households are also disproportionately likely to experience severe cost burden, 25% for each, compared to 15% in the jurisdiction overall. Severe cost burden is an indicator of homelessness risk and, as such, Black and Hispanic households have higher risks of homelessness than other races.
Housing Cost Burden
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS
Housing Cost Burden <=30% 30-50% >50% No/negative income (not computed)
Jurisdiction as a whole 29,355 8,060 6,565 210
White 10,525 2,940 2,325 65
Black / African American 445 349 270 0
Asian 14,365 2,940 2,175 70
American Indian, Alaska Native 55 0 0 0
Pacific Islander 135 0 34 0
Hispanic 2,885 1,570 1,520 55
Discussion:
Please see above.
2025-2030 City of Santa Clara Consolidated Plan 42
NA-30 Disproportionately Greater Need: Discussion – 91.205 (b)(2) As defined above, a disproportionately greater need exists when the members of a specific racial or ethnic group at a given income level experience housing problems or cost burden at a greater rate (at least 10 percentage points or more) than that income level in the jurisdiction as a whole.
Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole?
Black households are disproportionately likely to experience cost burden compared to the jurisdiction overall, with 33% of Black households burdened compared to 18% overall. Black and Hispanic households are disproportionately likely to experience severe cost burden, with 25% severely burdened, compared to 15% in the jurisdiction overall. Severe cost burden is an indicator of homelessness risk and, as such, Black and Hispanic households have higher risks of homelessness than other races.
By race, ethnicity, and income:
• For 0-30% AMI households, needs are significant across racial and ethnic groups: 90% of Asian households, 86% of Black and Hispanic households, and 84% of White households have housing needs. No disproportionate need by race/ethnicity exists in this high need income category. • For 31-50% AMI households, disproportionate needs emerge by race and ethnicity for Black and Hispanic households at 85% and 82% compared to 70% of White households; • For 51-80% AMI households, disproportionate needs continue to be present for Black households (71%) but also appear for Asian households (69%) compared to 54% of White households; • For moderate income, 81-100% AMI households, needs continue to be disproportionately higher for Black households (83%) and Asian households (51%). Hispanic households in this income range also have disproportionate needs at 53% compared to 41% of White households.
If they have needs not identified above, what are those needs? Residents in the county, and in the City of Santa Clara, with needs that are not adequately captured in secondary data include survivors of domestic violence and LGBTQ+ individuals—both of whom need far more transitional and permanent supportive housing tailored to their needs than is available in the county. Additional services for immigrants, such as language services, citizenship classes, and navigation assistance are also needed. For populations with alcohol and substance abuse issues, more sober living environments and rehabilitation services are needed.
Are any of those racial or ethnic groupslocated in specific areas or neighborhoods in your community? Minority concentration is defined as census tracts where the percentage of individuals of a particular racial or ethnic minority group is at least 20 percentage points higher than the citywide average. Minority refers to all ethnic groups other than non-Hispanicwhite.
According to American Community Survey 2023 5 year estimates, the City of Santa Clara is 32% White, 2% Black/African American, and 48% Asian. Although the City of Santa Clara has 2 census tracts with high concentration of Asian households, the median incomes are very high and therefore do not represent a concentration by both race/ethnicity and lower income households. In the 2023 Housing Element, the City of Santa Clara identifies small groupings of census blocks that have greater concentrations of Asian and Hispanic lower income households and highlighted efforts to increase outreach to these neighborhoods on affordable housing opportunities and the need to provide information on city services in relevant languages for these communities.
2025-2030 City of Santa Clara Consolidated Plan 43
NA-35 Public Housing – 91.205 (b)
Introduction
Santa Clara County Housing Authority administers a variety of federal rental assistance programs for use in the County of Santa Clara. These programs are targeted toward low-, very low-, and extremely lowincome households, more than 80% of which are extremely low-income families, seniors, veterans, persons with disabilities, and formerly homeless individuals.4 In Santa Clara County, the vast majority of federal publicly supported housing is provided through the Section 8 voucher program as SCCHA RAD transitioned all of its previous public housing inventory and currently only 4 units of traditional public housing units remain.
Housing voucher programs include:
1) Housing Choice Voucher (HCV) Program which allows households to find a privately owned unit on their own paying approximately 30% of their monthly income towards rent and SCCHA paying the balance to the property owner; and
2) Project Based Vouchers (PBV) Program Project that are attached to individual units in the publicly assisted housing inventory managed by SCCHA.
SCCHA also manages special purpose voucher programs that serve other targeted populations including the Veteran’s Affairs program, Family Unification and Disability programs. Some SCCHA special programs combine housing assistance with savings incentives and other include case management services provided in collaboration with community service agencies.
As of January 2025, there are approximately 18,000 voucher holders across the county with the majority living in the City of San Jose (70%). The total waiting list for all vouchers is always open and is currently at 42,872 which includes both HCV and PBV. Households are optionally on both lists and therefore duplicative. Additionally, eligibility is not verified until the household is selected, therefore the total waiting list number is considerably larger than the actual unduplicated number of households actively seeking a housing voucher. the waiting list household characteristics include 41% families with children, 20% elderly, 18% with disabilities and 2% veterans. The waiting list is operated on a lottery basis and there is a preference for families who have lived and worked in the county for the past 5 years and for veterans.
PBV units are tracked for accessibility features and a lottery is drawn to match the needed features with tenants.
In 2008, SCCHA was designated a Moving to Work (MTW) agency. The MTW program is a federal demonstration program that allows greater flexibility to design and implement more innovative approaches for providing housing assistance.5 The Moving to Work program has 60 different initiatives with the goal of improving outcomes and experiences for both residents and landlords. Administrative streamlining has had an effect including paperwork timing and inspections which helps get people into units more quickly. This streamlining also helps with recruiting landlords to the program as they benefit from the consistency of payments.
4 Santa Clara County Housing Authority. “About SCCHA.”
https://www.scchousingauthority.org/about-SCCHA/ 5 SSCHA. “Moving to Work FY2020 Annual Plan.” October 16, 2019. 2025-2030 City of Santa Clara Consolidated Plan 44
The tables below show the number of participants in publicly supported housing by program managed by SCCHA in the City of Santa Clara, characteristics and race/ethnicity of voucher holders.
Totalsin Use
Table 22 – Public Housing by Program Type in the City of Santa Clara Data Source: Santa Clara County Housing Authority, January 2025 Certificate Mod- Rehab Public Housing Vouchers
Total Project
-based
Tenant -
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
# of unit vouchersin use 0 0 4 941 227 714 81 6 3
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Characteristics of Residents
Table 24 – Characteristics of Public Housing Residents by Program Type in the City of Santa Clara Data Source: Santa Clara County Housing Authority, January 2025 Certificate Mod- Rehab Public Housing Vouchers
Total Project
-based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income
NA NA 24,642 21,881 12,700 24,800 25,242 8,111
Average length of stay NA NA 13.8 11.3 3.0 14.0 4.9 9.3 Average household size
NA NA 1.5 1.9 1.4 2.1 1.2 2.8
# homeless at admission
0 0 0 108 59 49 28 0
# of elderly program
participants (>62) 0 0 3 422 82 340 52 1
# of disabled families
0 0 1 443 109 334 30 1
# of families requesting
accessibility features 0 0 1 NA NA NA NA NA
3 of HIV/AIDS program
participants NA NA NA NA NA NA NA NA
# of domestic violence
victims NA NA NA NA NA NA NA NA
2025-2030 City of Santa Clara Consolidated Plan 45
Race of Residents
Table 25 – Race of Public Housing Residents by Program Type in the City of Santa Clara Data Source: Santa Clara County Housing Authority, January 2025 Race
CertificateMod- RehabPublic Housing
Vouchers
Total Projectbased
Tenant -
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
White 0 0 0 515 153 362 52 5 2
Black/African
American 0 0 0 186 30 156 15 0 1
Asian 0 0 4 195 28 167 3 0 0
American Indian /
Alaska Native 0 0 0 23 13 10 4 1 0
Pacific Islander 0 0 0 15 2 13 4 0 0
Other 0 0 0 7 1 6 3 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Ethnicity of Residents
Table 26 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity
CertificateMod- RehabPublic Housing
Vouchers
Total Project
-based
Tenant -
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
Hispanic 0 0 0 303 89 214 19 4 2
Not Hispanic 0 0 4 638 138 500 62 2 1
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
Section 504 of the Rehabilitation Act of 1973 prohibits discrimination, based on a disability, in programs and activities conducted by HUD, or that receive financial assistance from HUD. Currently, 17% of HCV participant families report a disability, countywide. Additional data on the needs of those in units or on the waitlist is unavailable. However, here is some context on how SCCHA addresses the most immediate needs of public housing tenants, during the intake and recertification process.
The SCCHA 2022 Administrative Plan Section 1.8 defines a disability as “A physical or mental impairment that substantially limits one or more of the major life activities of an individual.” 6 The applicant or participant must have a record of such impairment or being regarded as having such impairment. Section
1.8 also discusses the PHA’s policy on reasonable accommodations, to address the immediate needs of public housing tenants either seeking an affordable accessible unit or accommodation to an existing unit:
6 https://www.scchousingauthority.org/wp-content/uploads/2022/09/Chapter_1_-_Policies_and_Objectives_rev._05-01-2021.pdf 2025-2030 City of Santa Clara Consolidated Plan 46
“Requests for reasonable accommodations will be assessed on a case-by-case basis. If the HA finds that the requested accommodation creates an undue administrative or financial burden, the HA will present an alternate accommodation that will still meet the need of the person. If no alternate accommodation exists, the HA may deny the request. If the disability and/or need for the accommodation is not readily apparent, the HA will require written verification of the disability and/or need for the accommodation from a knowledgeable professional or reliable third party. The HA will provide a written decision to the person requesting the accommodation within 15 days of the date that the verification is received. If a person is denied the accommodation or feels that the alternative suggestions are inadequate, they may request an informal hearing to review the HA’s decision.” Most immediate needs of residents of Public Housing and Housing Choice voucher holders The County’s rental market continues to be a challenge for leasing units to Housing Choice Voucher holders as they face high rents and reluctance from landlords to lease units despite the illegality of income source discrimination. Among other efforts to address this issue, SCCHA is continuing to promote the use of Project-Based Vouchers and actively participates in countywide efforts to increase the affordable housing supply. An initiative of the MTW program to address the issue of landlord participation is the provision of an incentive of $1500 bonus to new landlords and $1500 to landlords who re-rent to a new voucher holder. SCCHA has also created an owner/service department to serve landlords in the program to address issues of payments and any tenant issues.
In 2025, SCCHA will start using the Small Area Median Income so that vouchers will have more value and help people get into some of these higher opportunity areas in the county. They are also working on a Housing Mobility Pilot Program with the goal of moving families with Housing Choice Vouchers to higher income and opportunity areas in the county. As part of the Housing Mobility Pilot Project, SCCHA conducted focus groups with families to identify policies that are barriers to being successful in the program. The program will help them find a unit in a high opportunity area, provide security deposit and application fee assistance. They are currently identifying 100 families to participate in the program who are current voucher holders.
Services regularly requested by tenants include:
• General financial assistance for emergencies;
• Security deposit assistance;
• Digital services, broadband, training and devices.
SCCHA applied for a digital equity grant through HUD which was not successful but will continue to seek out funding opportunities to address this important gap as it is often referenced as a high priority need for senior residents in particular impacting access to resources. 2025-2030 City of Santa Clara Consolidated Plan 47
NA-40 Homeless Needs Assessment – 91.205 (c)
Introduction:
The tables below display demographics of homeless persons within the County and/or City of Santa Clara.
Homeless Needs Assessment
A total of 9,903 individuals were counted as experiencing homelessness in Santa Clara County in 2023. Of homeless persons in the county, 75% were unsheltered homeless (7,401 unsheltered people) and 25% were sheltered homeless (2,502 people). In the City of Santa Clara, there were a total of 461 homeless persons, representing 5% of the County’s total homeless population in 2023. In Santa Clara City, homeless persons are more likely to be unsheltered with 90% living in unsheltered conditions (417 unsheltered people) and 10% living in sheltered conditions (44 sheltered people).
Of the homeless population in 2023, a total of 3,166 individuals were chronically homeless (32% of the population); 12% were families; 8% were unaccompanied youth; 5% were veterans. Three percent (3%) of homeless persons self-reported that they were pregnant while experiencing homelessness.
Fourteen percent of survey respondents from North County (majority of respondents for North County were from Santa Clara City) indicated that they are or had been homeless. Countywide, a quarter (25%) of households with disabilities, 26% of large households, 27% of renters with household income less than $49,999, and 31% of single parents experienced homelessness within the last year in Santa Clara County.
Continuum of Care and Supportive Housing System. The Santa Clara County Continuum of Care (CoC) is a group of stakeholders that work together to prevent and end homelessness in Santa Clara County. The CoC is run by the Office of Supportive Housing (OSH) and the nonprofit organization Destination: Home and is responsible for ensuring that efforts to end homelessness are implemented throughout the community; programs and systems are effective; identifying, supporting, and advocating for changes to improve services and outcomes; monitoring the CoC’s performance; and planning and conducting the Point-in-Time (PIT) count every two years.
Stakeholders that are part of the CoC represent local jurisdictions and include community- and faith-based organizations; the Santa Clara County Housing Authority (SCCHA); governmental departments; health service agencies; homeless advocates; consumers; and research, policy and planning groups. The management information system utilized by the CoC is referred to as the Help Management Information System (HMIS) which monitors outcomes and performance measures for all the homeless services agencies funded by the County.
The City of Santa Clara participates in the Community Plan Implementation Team which includes members of the regional CoC and a range of community stakeholders to evaluate the County’s progress in meeting homeless goals and metrics, identify gaps in homeless services and systems, establish funding priorities, and to pursue a systematic and coordinated approach to addressing and ending homelessness. 2025-2030 City of Santa Clara Consolidated Plan 48
In 2022 the City convened a six-month Homelessness Taskforce. The Taskforce included stakeholders with a range of perspectives and experience to help identify priorities and provide recommendations related to the development of a local plan to reduce homelessness and its impacts. Additionally, the City’s Police Department conducts outreach through the Community Response Team and the Housing and Community Services Division administers grants to several local agencies that offer services to the homeless. The following agencies have received funding from the City:
• WeHope Dignity on Wheels Mobile Shower and Laundry Service • Santa Clara County Homelessness Prevention System (HPS) • Santa Clara County case management for permanent supportive housing clients • Next Door Solutions to Domestic Violence
• Bill Wilson Center
• Abode Services
Homeless Point-in-Time (PIT Count) Census and Survey. Every two years, the County of Santa Clara, City of San Jose, the Continuum of Care, and other cities in the county (including the unincorporated areas) conduct the Santa Clara County Homeless Census and Survey to gather PIT data on the number of persons experiencing sheltered and unsheltered homelessness during the last 10 days of January.
The PIT Count is performed using HUD recommended practices for counting and surveying homeless individuals. This survey includes field enumeration of homeless individuals residing in the County for a given night in January. Sheltered homelessness reflects persons occupying shelter beds in which data is obtained from HMIS and/or directly from providers. Unsheltered persons are counted by direct observation. Subsets of the sheltered and unsheltered homeless populations is also surveyed to provide demographic data on the wider homeless population living in Santa Clara County and cities across the county.
The most recent PIT (and the most recent data available at the time of this report) was conducted between January 24, 2023 and January 25, 2023. Counts were conducted for the Cities of Gilroy, Morgan Hill, Cupertino, Monte Sereno, Mountain View, Los Gatos Hills, Palo Alto, Saratoga, Sunnyvale, Santa Clara City, and the unincorporated areas in the northwestern portion of Santa Clara County, as well as portions of the Cities of Campbell, Los Gatos, Milpitas, San Jose, Los Gatos, and the unincorporated areas located in the eastern and southwestern areas of the county.
In the weeks following the 2023 count, Santa Clara County administered a survey to 1,006 individuals experiencing sheltered and unsheltered homelessness to understand their housing experiences, demographics, and socioeconomic characteristics. Data from the survey provided valuable insight on individuals’ health and employment status, access to services, causes of homelessness, and other demographic and household information. Findings from the survey are summarized below and throughout this section.
2025-2030 City of Santa Clara Consolidated Plan 49
• Around one-third (31%) self-reported having a psychiatric or emotional condition followed by post-traumatic stress disorder (29%), drug or alcohol use (26%), chronic health problem (25%), physical disability (21%), traumatic brain injury (10%), and/or intellectual or developmental disability (9%). Only 3% reported having an HIV/AIDS-related illness. • Seventy-one percent (71%) reported that they are currently accessing food services followed by bus passes (36%) and outreach services (20%).
• Importantly, one in five (22%) are not using any services and only 12% are accessing mental health services.
• When asked what may have prevented them from becoming homeless, individuals cited programming and services including: employment assistance, rent/mortgage assistance, mental health services, help accessing benefits, alcohol/drug counseling, legal assistance, and/or case management after leaving institutions.
Homeless Management Information System (HMIS). The Homeless Management Information System (HMIS) is a secure online database that stores data on all homelessness services that are provided in Santa Clara County to improve access to housing and services and to strengthen the County’s efforts in preventing and ending homelessness. The County’s HMIS serves approximately 181,000 clients.
Data from the County’s HMIS may be filtered to determine the number and type of individuals and households affiliated with the City of Santa Clara that are homeless and seeking assistance each year.
Affiliation is determined by any of the following: 1) the individual currently residents in Santa Clara City or previously lived in the city before becoming homeless; 2) the individual goes to school in Santa Clara City; 3) the individual works in Santa Clara City; and/or 4) the individual spends most of their time in Santa Clara City. Data from the HMIS database for the City of Santa Clara represent individuals and households affiliated with Palo Alto who accessed housing and services in 2021—the most recent data available at the time of this report.
Number and Demographic Characteristics of Unhoused
There were a total of 9,903 unhoused persons in Santa Clara County in 2023 in which 75% were unsheltered (7,401 unsheltered people) and 25% were sheltered (2,502 sheltered people). In the City of Santa Clara, there were a total of 461 homeless persons in 2023, representing 5% of the County’s homeless population. Of homeless persons in Santa Clara City, 90% were unsheltered (417 unsheltered people) and 10% were sheltered (44 sheltered people).
Over the last year, homelessness in Santa Clara City increased by 5% (or 21 more homeless people), the smallest increase of jurisdictions in the county that experienced population increases in overall homelessness. This compares to the County overall which saw homelessness decline by 1% or 125 fewer homeless people. These findings are shown in Figure 1 below. 2025-2030 City of Santa Clara Consolidated Plan 50
Supplemental Figure 2.
Unsheltered and Sheltered Homelessness, Santa Clara County, 2022-2023 Source: 2022 and 2023 Point-in-Time (PIT) data.
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families,families with children, veterans and theirfamilies, and unaccompanied youth):
The City of Santa Clara filters data from the County’s HMIS to identify and understand the needs of persons and households experiencing homelessness in Santa Clara City—however, the City does not have data on the number of persons becoming and/or exiting homelessness each year. Rather, the City provides data on the homeless population who enter housing and re-enter homelessness within two years of being housed. For example, according to data from the 2021 HMIS database:
• Among individuals who regained housing in 2019, a total of 45 individuals with a connection to the City of Santa Clara returned to homelessness within two years. • Around half (49%) who returned to homelessness were originally served by and exited from emergency shelter versus a permanent housing program, transitional housing, or street outreach. • A disproportionate share identify as Black of African American with 27% of those who return to homelessness identifying as Black or African American compared to 14% of the overall homeless population who identify as Black or African American.
• Young adults (18 to 24) had the highest rates of return to homelessness of all age groups (60% returned), followed by ages 45 to 54 (47% returned), and ages 55 to 64 (32% returned).
To supplement these data, the City has analyzed and summarized the unique characteristics of persons experiencing homelessness in the City of Santa Clara in the 2021 HOME-ARP Plan. Of the 789 homeless persons affiliated with the City in 2021, over half (59%) had a disability; 50% were chronically homeless; 34% had experience with domestic violence; and 30% were over 55 years. Nearly one in five (17%) were youth and young adults and 6% were veterans.
Of the 686 households experiencing homelessness in the City of Santa Clara, most households (76%) were single adults and 20% were families with children. Only 10 households were homeless unaccompanied youth (1%).
2019 2022 2023 2019 2022 2023 2019 2022 2023
Cupertino 159 102 48 0 0 0 159 102 48 -70% -53%
Gilroy 345 606 817 359 208 231 704 814 1,048 49% 29%
Milpitas 125 249 142 0 25 0 125 274 142 14% -48%
Mountain View 574 206 424 32 140 138 606 346 562 -7% 62% Palo Alto 299 263 187 14 11 19 313 274 206 -34% -25%
Santa Clara City 264 375 417 62 65 44 326 440 461 41% 5% Sunnyvale 477 279 320 147 106 151 624 385 471 -25% 22%
Unincorporated County 282 254 232 89 27 2 371 281 234 -37% -17% Santa Clara County 7,922 7,708 7,401 1,784 2,320 2,502 9,706 10,028 9,903 2% -1% 2025-2030 City of Santa Clara Consolidated Plan 51
The remainder of this section provides greater insight on both the County and City’s homeless populations by sub-group.
Chronically homeless individuals. In the City of Santa Clara, a total of 384 homeless individuals (50%) affiliated with the City who accessed housing and services during calendar year 2021 met the definition of “chronically homeless.” This is a much larger share than chronically homeless persons in Santa Clara County where a total of 3,166 individuals (32% of the total homeless population) were chronically homeless in 2023, representing an overall percentage increase of 12% from 2022.
Sixty-six percent (66%) of homeless persons in Santa Clara County in 2023 reported that they were not experiencing homelessness for the first time. Over half (52%) of which reported becoming homeless for the first time between the ages of 25 years and 59 years. Most persons (46%) counted during the 2023 PIT reported experiencing only one episode of homelessness in the past three years while 17% reported experiencing two episodes of homelessness and 15% reported experiencing three episodes of homelessness. When asked the duration of their current episode of homelessness, 65% reported that they had been homeless for over one year; 29% reported being homeless for one month to 11 months; and only 7% reported being homeless for 30 days or less.
Families with children. A total of 137 households experiencing homelessness in 2021 that were affiliated with the City of Santa Clara were families with children under 18 years (20% of total households experiencing homelessness during calendar year 2021). While gaps in housing and services for families with children were identified in the City of Santa Clara, service providers in the city have noted that most homeless persons are adults without children. According to 2021 HMIS data, 79% of Santa Clara Cityaffiliated households experiencing homelessness were households without children.
In Santa Clara County, a total of 1,226 families with children (365 households) were homeless in 2023. The majority of families with children were sheltered (81%) during this time. Additionally, between September 2023 and August 2024, there were a total of 549 families with children (31%) enrolled in the County’s rapid re-housing (RRH) programs. Of families enrolled in RRH, 21% self-reported having a mental health disability; 15% a chronic health condition; 8% a substance use disorder; and 4% a developmental disability.
Families with children enrolled in the County’s Homelessness Prevention System (HPS) and Emergency Assistance Network Homelessness Prevention (EAN-HP) programs also provide insight on families experiencing homelessness. According to County-level data, between December 2022 and November 2023, over half (56%) households enrolled in HPS were households with children and 41% enrolled in EANHP were households with children.
Veterans. In 2021, a total of 43 veterans in the City of Santa Clara were homeless representing 6% of the City’s total homeless population at the time. A total of 508 veterans (479 households) were counted as experiencing homelessness in Santa Clara County in 2023. Of these households and individuals, 26% were experiencing sheltered homelessness while 74% were living in unsheltered conditions. Though unsheltered homelessness is prominent among veterans, the county has made significant strides in reducing veteran homelessness with a 27% decline in the population of homeless veterans.
Additionally, between September 2023 and August 2024, there were a total of 358 veterans (20%) enrolled in the County’s RRH programs. Veterans were significantly more likely than other target populations to self-report disabilities with 52% reporting a mental health disability followed by a chronic health condition (40%), substance use disorder (23%), and developmental disability (7%). 2025-2030 City of Santa Clara Consolidated Plan 52
Unaccompanied youth. In the City of Santa Clara, there were a total of 132 youth and young adults (0 to 24 years) experiencing homelessness in 2021 which represented 17% of the City’s total homeless population during the 2021 calendar year. Of total homeless households during this time, only 1% were unaccompanied youth or 10 homeless unaccompanied youth.
McKinney-Vento data reported by the Santa Clara Unified School District (SCUSD) provides a third data source to illustrate some unique characteristics of school-aged children, and their families, experiencing homelessness. Based on data for the 2020-2021 school year, 127 students in grades K-12 were identified as experiencing homelessness. Of those 127 students, 66% were Hispanic or Latinx, 31% were identified as English Learners, and 25% had one or more disability. During the consultation process for the City’s 2021 HOME-ARP Plan, the SCUSD McKinney-Vento Liaison identified specific unmet housing, shelter, and service needs for Spanish speaking students and students in need of behavioral health services.
In Santa Clara County, a total of 764 unaccompanied youth (644 households) were experiencing homelessness in 2023. Of unaccompanied youth in the county, only 14% were sheltered while 86% were experiencing unsheltered homelessness. (A much larger share than other unsheltered special needs populations in the county.) Only 12% of homeless persons reported that they were currently in foster care at the time they were experiencing homelessness in Santa Clara County. Additionally, between September 2023 and August 2024, there were a total of 322 youth and youth adults (18%) enrolled in the County’s RRH programs in which 21% self-reported a mental health disability followed by chronic health condition (8%), developmental disability (8%), and substance use disorder (6%).
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
Families with children often need housing assistance to avoid displacement, housing instability, and chronic homelessness. According to the County’s HMIS data for the 2021 calendar year, there were a total of 137 families with children (under 18 years) experiencing homelessness in the City of Santa Clara in 2021. The need to provide housing assistance (and other supportive services) to ensure families remain stably housed continues to grow across Santa Clara County, as demonstrated by the 2023 Point-in-Time (PIT) Count. In 2023, there were a total of 365 family households counted as experiencing homelessness (81% of which were sheltered)—these households (particularly those with children and families with extremely low incomes) require housing assistance to keep pace with the rising cost of housing, childcare, and other living expenses.
As previously referenced, in 2021, there were a total of 43 homeless veterans in the City of Santa Clara which represented 6% of the City’s total homeless population. In 2023, the County documented a total of 479 veteran households experiencing homelessness (only 26% of which were sheltered). While the City notes that it is difficult to quantify the exact number of veterans who are unhoused or who are at-risk of being unhoused in the City of Santa Clara, staff use data from a range of programs to estimate the City’s population of homeless and at-risk veterans.
According to program data pulled and provided by Veteran Affairs in January 2023 that serve the County of Santa Clara’s veteran population, there are around 27 veterans with addresses in the City of Santa Clara.
Data were provided by VA on the programs and resources available to veterans as of January 24 and 31, 2023 across Santa Clara County. (Note that capacity and program census numbers are not specific to the City—data are provided for County veterans overall.)
2025-2030 City of Santa Clara Consolidated Plan 53
As of January 2023, the County’s HUD-VASH program had a total capacity of 1,361 housing choice vouchers (375 of which were open) and 144 project-based vouchers (12 of which were open). Within the Health Care for Homeless Veteran Program (HCHV), the County had a total of 96 emergency shelter beds in which 60% were occupied (58 occupied beds) as of January 2023. Additionally, VA’s HCHV Intensive Case Management (CCP Voucher Program) shows 39 vouchers filled of the 80 vouchers available.
Across the County of Santa Clara, veterans and their families need greater access to permanent supportive housing (PSH) and ongoing rental subsidies. Of veterans enrolled in RRH between September 2023 and August 2024, for example, over half (52%) self-reported having a mental health disability and 40% reported having a chronic health condition. Almost a quarter (23%) self-reported having a substance use disorder and 7% reported having a developmental disability. These disabilities present significant employment and housing barriers for veterans and their families and demonstrate the need to increase access to housing programs that support households with disabilities and those with low incomes.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Demographic information collected in the County’s HMIS for City-affiliated households also provides insight on the racial and ethnic composition for Santa Clara City’s homeless population and show homelessness varying by race and ethnicity. Of the 769 homeless persons in 2021, almost half (46% or 352 people) identified as Hispanic or Latino followed by Black or African American individuals (14%), Asian or Asian American individuals (7%), and multi-racial individuals (5%).
Demographic data collected during the 2023 PIT count also provides insight on the nature and extent of homelessness by racial and ethnic group for Santa Clara County overall. According to PIT data for 2023, White residents comprised the largest share of residents experiencing homelessness (sheltered and unsheltered) at 47% of the total homeless population 2023. Individuals identifying as “other” comprised the second largest share (18%) followed by Black residents (15%), multiracial residents (7%), Asian residents (6%), American Indian/Alaska Native residents (4%), and Native Hawaiian/Pacific Islander residents (3%).
According to HUD’s CoC Analysis tool—which provides homelessness and poverty counts at the CoC and state level by race and ethnicity—racial and ethnic minorities in Santa Clara County are overrepresented among the CoC’s homeless population compared to the total resident population. For example:
• Only 2% of the total resident population identify as Black or African American—yet 14% of total homeless persons (including unsheltered persons) identify as Black or African American. These residents also comprise a disproportionate share of families with children experiencing homelessness at 13%.
• Only 1% of the total resident population identify as American Indian or Alaska Native—however, 14% of homeless persons (including unsheltered persons) identified as American Indian/Alaska Native. These residents also comprise a disproportionate share of families experiencing unsheltered homelessness at 15%.
• Twenty-five percent (25%) of the total resident population identify as Hispanic or Latino—yet 47% of homeless persons identify as Hispanic. Families with children who identify as Hispanic comprise a disproportionate share of families with children experiencing homelessness overall at 70%. • Additionally, over half (55%) homeless youth identified as Hispanic and 16% identified as Black or African American. Of homeless veterans a quarter (25%) identified as Black or African American. 2025-2030 City of Santa Clara Consolidated Plan 54
Supplemental Figure 4– Race/Ethnicity of Homeless PENDING DATA UPDATE
Data Source: County of Santa Clara Continuum of Care
Race: Sheltered: Unsheltered
(optional)
White
Black or African American
Asian
American Indian or Alaska Native
Pacific Islander
Multiple Races
Ethnicity: Sheltered: Unsheltered
(optional)
Hispanic
Not Hispanic
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
There were a total of 9,903 individuals experiencing homelessness in Santa Clara County in January 2023.
Of these individuals, 75% were unsheltered (7,401 people) compared to only 25% experiencing sheltered homelessness (2,502 people). In the City of Santa Clara, 90% of homeless persons are unsheltered (417 unsheltered people) which represents 6% of the County’s unsheltered homeless population. This compares to 10% of homeless persons who are sheltered (44 sheltered people) in Santa Clara City which represents 2% of the County’s total sheltered homeless population.
Findings from the survey administered in the weeks following the 2023 PIT Count provides greater insight on the nature and extent of unsheltered and sheltered homelessness in Santa Clara County. For example, when asked where they were staying on the night of January 24, almost one in five (17%) reported that they were living outdoors in streets or parks followed by individuals living in a van (12%), tent (11%), camper/RV (10%), or in their automobile/car (9%).
In the City of Santa Clara, the location of homeless encampments and RV parking regularly shifts. There are concentrations of overnight RV parking in the northern part of the City near Bassett Street, Hope Drive, Memorex Drive, and Richard Avenue with smaller concentrations in other parts of the City near De La Cruz Boulevard and Martin Avenue, Saratoga Avenue and Los Padres Boulevard, and certain portions of Stevens Creek Boulevard. For encampments, there are concentrations on Saratoga Creek from Forbes Avenue, north along the creek to El Camino Real and on the north side of the side, the Guadalupe River trail from Highway 237 down to Trimble Road. Several segments of El Camino Real include unhoused residents camping near vacant buildings. The City’s Housing Element also identifies Calabazas Creek from Tasman Drive to Highway 101 as historically having several encampments.
While individuals are eligible to access shelters countywide, an extremely limited number of beds are available within the City of Santa Clara itself and many of these beds are youth or family dedicated which leaves a significant portion of the City’s homeless population without access to shelters. During consultations to inform the City’s HOME-ARP Plan, City staff heard from individuals with lived experience of homelessness and from local government and service provider partners that there is a need for emergency shelter that keeps people close to local schools, jobs, and home communities. Additionally, one of the most frequently identified unmet needs for individuals living outside or in vehicles was accessible behavioral healthcare and basic hygiene and sanitation supports for the general unsheltered population within the city.
2025-2030 City of Santa Clara Consolidated Plan 55
NA-45 Non-Homeless Special Needs Assessment – 91.205 (c) Introduction:
This section describes the characteristics and the housing and service needs of the special needs populations living in the City of Santa Clara. The special needs populations considered in this section include: elderly persons and households, persons with disabilities, large households, female-headed households, persons living with HIV/AIDS and their families, and survivors of domestic violence.
Elderly persons. Elderly persons are defined as individuals age 62 and over while elderly households are defined as households that include at least one individual age 62 and over. According to 2023 American Community Survey (ACS) 1-year estimates, there are a total of 20,909 elderly persons (16% of total residents) living in the City of Santa Clara. The City has a slightly smaller share of elderly persons than Santa Clara County overall where individuals age 62 and over comprised 19% of total residents in 2023.
In the City, elderly persons experience high rates of poverty. In 2023, residents 60 years and over had an individual poverty rate of 11% and residents 65 years and over had an individual poverty rate of 12%. This is slightly higher than poverty rates for the City overall (10%) and slightly higher than the individual poverty rates for residents of these age groups living in the County overall. Because many elderly persons and senior households are retired and live on fixed incomes, they are at an increased risk of housing instability and homelessness especially as housing prices and other costs of living increase. Elderly persons and seniors are also more likely to need access to public transportation as many of these individuals cannot or no longer drive but need access to medical appointments, grocery stores, and other services/facilities.
Persons with disabilities. According to 2023 ACS 1-year estimates, there are 10,981 persons with a disability living in the City of Santa Clara which represents 8% of the total resident population. This is similar to the County overall where persons with a disability comprise 9% of the County’s total resident population (170,388 persons with a disability. Seniors living in the city are significantly more likely than other age groups to have a disability, particularly for residents over 75 years (32%) and for residents between 65 and 74 years (16%). The most common types of disabilities among residents include cognitive disability (25%), ambulatory disability (21%), and independent living disability (18%).
Persons with disabilities face additional housing barriers in the City of Santa Clara and often have limited housing mobility and choice as these households often live on fixed incomes, have fewer opportunities for work, are more likely to experience discrimination in the housing market, and need greater access to affordable and accessible housing that is located near transportation, mainstream services, and community assets. It is important to highlight the types of disabilities that are prominent among the City’s population with a disability as this will have a direct impact on current and future needs and will impact the way in which the City plans to address and respond to changing needs. (See section MA-35 for a discussion on persons with developmental disabilities including their unique housing and service needs.) Almost a quarter of survey respondents countywide reported having some type of disability. Of these respondents, 30% indicated that their current housing situation does not meet their needs.
Walk/roll-in showers were the most selected improvement needed by 41% of respondents, followed by 39% who needed grab bars, 29% who needed ramps, 28% who needed a reserved accessible parking spot by the entrance, and 26% who needed stair lifts.
2025-2030 City of Santa Clara Consolidated Plan 56
Large households. Large households are defined by the U.S. Census as households with five persons or more. In the City of Santa Clara, large households comprise 6% of total households (3,069 large households) compared to Santa Clara County overall where large households comprise 10% of total households. Large households tend to face additional housing barriers in Santa Clara City where units that are affordable to these households often do not meet their needs. This causes many households to live in overcrowded conditions and/or to overpay for their housing.
Female-headed households. Female-headed households comprise 7% of total households in Santa Clara City (3,407 female-headed households), according to 2023 ACS 1 year estimates. Of these households, 35% have children under 18 currently living with them (1,176 single mothers). Single female householders (especially single mothers) are more likely than other households to face affordability challenges due to the high cost of housing and childcare and only having one source of income (or lower household incomes). This is evidenced by the extent to which these households experience poverty in the City of Santa Clara: 17% of single female householders were in poverty and 34% of single mothers were in poverty in 2023. This compares to 6% of all families and only 5% of married couple families.
Persons living with HIV/AIDS. Persons living with HIV/AIDS have a need for consistent access to medical care and supportive services which requires that households have access to stable and affordable housing, preferably within proximity to public transit and/or proximity to supportive services or medical facilities.
Supportive service needs include transportation to medical appointments, assistance programs to subsidize care, and navigation services to connect individuals and families to mainstream health services and family counseling. Persons with HIV/AIDS also need employment services to support financial stability and economic mobility. (Of homeless persons with HIV/AIDS who participated in the PIT survey, 25% reported that their illness impacts their housing and/or employment situation.) In Santa Clara County in 2023, there are 3,922 cases of HIV/AIDS with new 171 cases reported during the year7 .
Survivors of domestic violence. The County’s HMIS data for calendar year 2021 show that 262 unhoused persons (34% of the City’s homeless population) with connections to the City of Santa Clara were survivors of domestic violence or trafficking. Data also show the number of households with domestic violence experience who sought out and received support for acute housing instability in 2021. Additionally, HMIS data for calendar year 2021 show a total of 82 individuals with a connection to the City of Santa Clara who reported they were fleeing domestic violence. Most of these individuals (76%) were women and 70% of households were adults without children. California state-wide data on human trafficking from the National Human Trafficking Hotline indicates 1,334 identified cases of human trafficking involving 2,122 survivors. Of those cases, 1,023 were related to sex trafficking, 131 were related to labor trafficking, and 63 cases involved both sex and labor trafficking. For cases statewide in which demographic information was collected, 86% were female and 80% were adults 18 or older.
Local service providers for people who are fleeing domestic violence, sexual assault, and human trafficking report that housing instability and housing loss are extremely common for this population. Many survivors have experienced financial abuse, leading to poor credit, low or no income, and lack of employment history. In many cases, the person who is causing the harm is more financially stable than the person attempting to flee, so separating from an unsafe situation is often the primary cause of housing loss. When a perpetrator of violence is removed from the home, that may result in a loss of household income that leads to housing loss. Past evictions that resulted from violence in the home can be a barrier to survivors applying for housing after fleeing.
7 Santa Clara County Public Health. 2023 HIV and STI data | Public Health | County of Santa Clara 2025-2030 City of Santa Clara Consolidated Plan 57
Persons with addictions and/or a mental illness. In 2021, a total of 29 individuals affiliated with the City of Santa Clara sought out and received support for acute housing instability indicated that they had a behavioral health condition (14% of total individuals). In Santa Clara City, and across Santa Clara County, persons with addictions and persons with a mental illness are at an increased risk of homelessness and housing instability as many individuals lack access to the supportive housing and services they need to remain stably housed.
According to the PIT survey, for example, 143 homeless persons (14%) reported that the primary reason or condition that led to them becoming homeless was “alcohol or drug use” and 64 people (6%) reported that “mental health issues” led to them becoming homeless. When asked what might have prevented them from becoming homeless, 256 homeless persons (25%) said “mental health services” and 183 people (18%) said “alcohol/drug counseling.” While the need for housing and services among this population is high, results from the 2023 PIT survey show low utilization rates among homeless persons in Santa Clara County with only 88 people (9%) accessing mental health services. This compares to 219 homeless persons (22%) who are not using any services.
2025-2030 City of Santa Clara Consolidated Plan 58
NA-50 Non-Housing Community Development Needs – 91.215 (f) This section assesses non-housing community development needs, largely informed by stakeholder consultation and the community survey. A complete survey analysis and overview of community engagement including stakeholder consultation is provided in the Appendix.
Describe the jurisdiction’s need for Public Facilities:
Respondents were asked to select the most critical community and economic development needs that included public facilities, public improvement and public services. Public facilities related options were overall selected less frequently than public service-related options and ranked as follows among the 26 choices provided:
#8: Food Pantries
#11: Senior centers
#16: Recreation centers
#19: Developed parks/playgrounds
Respondents were also asked to indicate the community development outcomes that they would like to see as a result of HUD funding. The figure below shows the ranking of all options provided with public facilities being slightly more prioritized with childcare centers and senior centers ranking in the top 5 for respondents from Santa Clara City only:
Supplemental Figure 5: Community Development Outcomes.
Source: 2024 Santa Clara County Resident and Stakeholder Survey.
Note: Data includes only respondents from Santa Clara City.
Increased access to mental healthcare services
Transportation services for seniors
Additional and/or higher quality childcare centers
Sidewalk and streetlight improvements
New/improved senior center
Increased access to addiction treatment services
Improved access to fresh food
More recreation opportunities for youth/special
populations
New/improved community center
Improvements to parks and recreation centers
Public resource navigation assistance for residents
Climate resilience-focused planning
Increased access to internet services
Counseling for landlord-tenant issues
35%
31%
29%
29%
26%
25%
24%
23%
22%
22%
21%
19%
18%
16%
New/improved nonprofit space - 16%
Other ■ 5%
Unsure I 3%
2025-2030 City of Santa Clara Consolidated Plan 59
Additionally, residents were asked to indicate housing outcomes they would like to see in the city as a result of the HUD funding. Related to public facilities, shelter for people who are unhoused ranked 5th among the housing options provided indicating strong community support for prioritizing funds towards solutions for homelessness in Santa Clara City.
In community meetings and stakeholder focus groups, stakeholders emphasized the need for nonprofit facilities, community centers, and youth centers, which were frequently mentioned as essential for fostering social connections and providing key services. Participants highlighted the importance of improving childcare infrastructure, including affordable and accessible childcare options, as well as creating safe spaces for LGBTQ+ individuals, seniors, and youth. Enhancements to public spaces, such as improved trails, parks, and ecological design were also prioritized with calls for better walkability, bike and pedestrian infrastructure, and ADA-compliant facilities.
How were these needs determined?
Survey respondents were asked to identify the City’s top community development and economic development needs as well as community development, economic development and housing outcomes they would like to see as a result of HUD funding.
In the community and stakeholder workshops that were held to support the Consolidated Plan, attendees shared their perceptions of top needs through facilitated discussions and interactive activities.
Describe the jurisdiction’s need for Public Improvements:
Similar to public facilities options, survey respondents’ ranking for public improvements were not selected as frequently as public services in response to identifying the most critical community and economic development needs in Santa Clara City. The ranking for public improvement related options for Santa Clara City among the 26 choices offered is:
#6: Access to reliable public transportation
#7: Streets for People, accessible for biking, rolling, walking #10: Neighborhood Cleanups
#14: Sidewalks, streetlights and other neighborhood improvements #21: Climate resilience-focused planning and implementation #23: Local renewable energy generation
#25: Environmental hazard mitigation
Additionally, through the stakeholder and resident community workshops, improvements to lighting and sidewalks especially near parks in Santa Clara City was specifically mentioned.
How were these needs determined?
Survey respondents were asked to identify the City’s top community development and economic development needs as well as community development, economic development and housing outcomes they would like to see as a result of HUD funding.
In the community and stakeholder workshops that were held to support the Consolidated Plan, attendees shared their perceptions of top needs through facilitated discussions and interactive activities. 2025-2030 City of Santa Clara Consolidated Plan 60
Describe the jurisdiction’s need for Public Services:
Among Santa Clara City respondents, public services ranked the highest in response to community and economic development needs and community development outcomes that residents would like to see as a result of the HUD block grant funding. The ranking of public services among 26 community and economic development options were as follows:
#1: Affordable childcare
#2: Mental health services
#3: Services for persons who are currently unhoused
#4: Supportive services for low-income residents, persons living with disabilities, LGBTQIA+ people #5: Transportation services for seniors
#9: Job training
#12: Youth activities
#13: Public resource navigation assistance
Public service related community development outcomes priorities as shown previously included:
#1: Mental health services
#2: Transportation services for seniors
#6: Addiction treatment services
#7: Food access assistance
#8: Youth activities
Stakeholder feedback highlighted the importance of mental health services, legal assistance, and homelessness prevention, particularly for seniors, transition-age youth, and unhoused families. Attendees noted the need for expanded domestic violence services, including shelters and education programs, and support for immigrants, such as language services, citizenship classes, and navigation assistance for new arrivals. Case management, housing navigation, and rental assistance were also mentioned as critical tools to keep vulnerable populations housed. There was also a focus on senior and youth services. Broader calls included improving access to multi-language services, addressing tenant-landlord issues, and ensuring support systems for LGBTQ+ individuals and veterans. Stakeholders also indicated that limited dental and vision screening services exist across the county for low income residents is having an impact on children’s ability to succeed in school.
Related to public service needs, survey respondents were also asked which economic development outcomes they would like to see as a result of the funding among 5 options provided with the following ranking by frequency of selection:
2025-2030 City of Santa Clara Consolidated Plan 61
Supplemental Figure 6: Economic Development Outcomes.
Community feedback from the 3 stakeholder virtual workshops highlighted the need for robust support in education access, job training, and skill development, with calls for programs that enhance economic mobility and create better job opportunities. A strong emphasis was placed on small business development, including access to microbusiness assistance, business grants, and loans, particularly for minority-owned and start-up enterprises. Participants advocated for expanding resources like adult education, financial literacy, and professional development, with targeted support for underserved communities, such as Spanish-speaking programs and services for LGBTQ+ individuals and immigrants.
Consideration of hours that programs are offered to accommodate full time workers wishing to upskill was also referenced as a barrier to accessing workforce development programs in the county.
In the resident workshop, a Spanish speaking resident in Santa Clara City reiterated the need for more job training opportunities as a step towards securing a job with requisite income to live in the City. The resident indicated that the community is not aware of existing programs offered in the area and improved outreach is needed.
Lastly, throughout the engagement process, a greater need for regional collaboration and sharing of best practices between local jurisdiction staff and nonprofit service providers was repeatedly referenced as critical to effectively targeting public improvement and service needs. With limited resources and significant need, stakeholders indicated that increased opportunities for convening to share information would maximize opportunities and result in greater impact directed where it is most needed across the region.
How were these needs determined?
Survey respondents were asked to identify the City’s top community development and economic development needs as well as community development, economic development and housing outcomes they would like to see as a result of HUD funding.
In the community and stakeholder workshops that were held to support the Consolidated Plan, attendees shared their perceptions of top needs through facilitated discussions and interactive activities.
Job training programs
Revitalization of neighborhood
businesses/commercial areas
Improved transportation to areas with job
opportunities
39%
37%
35%
More opportunities for small or start-up -
businesses 31 %
Center for seasonal and day laborers - 28%
2025-2030 City of Santa Clara Consolidated Plan 62
MA-5 Overview
Housing Market Analysis Overview:
To support the City of Santa Clara’s Consolidated Plan, a regional and jurisdictional housing market analysis was conducted. That study is appended to the Plan. Primary findings are summarized here.
The balance of this section reviews housing stock, affordability, provision of publicly assisted housing, the housing needs of special populations, barriers to affordable housing development, in addition to needs for broadband service and displacement risks caused by natural hazards.
Primary Housing Market Analysis Findings
The City of Santa Clara’s commitment to affordability is found in its housing production, diverse housing types, and support for affordable housing. Between 2013 and 2023, the City of Santa Clara ranked in the middle among other entitlement jurisdictions in the county for housing unit production with a 14% increase in housing units above Palo Alto, Cupertino, Sunnyvale, same as Mountain View and less than Gilroy and Milpitas. From 2018 to 2023, the City added units at a slightly slower pace, increasing units by 9%, but still higher than neighboring cities. The City of Santa Clara has a diverse housing stock by type with one of the largest shares of multifamily housing and lower share of single family detached housing.
Among neighboring communities in North County, Santa Clara City housing prices are at the “lower” range although extremely high relative to the State of California. Between 2018 and 2023, median renter income surpassed rent increases: renter income rose by 44% while rents rose by 32%. Although home values rose more slowly than rents, the income required to afford homeownership increased by 55%, primarily due to high interest rates.
Rental Market
The median rent in Santa Clara City, as of 2023, was $2,837 per month according to the American Community Survey (ACS). Costar, which tracks rents for larger multifamily properties, reports a higher median of $3,114. Median contract rent increased by 109% between 2010 and 2023, according to data required by HUD. Median gross rent increased by 35% between 2018 and 2023.
Renters are more likely than owners to report living with at least one housing condition:8 37% of renter households live with at least one condition, compared to 23% of all owner households. Based on American Community Survey 5 year estimates for 2018 and 2023, renters in Santa Clara City are also more likely to be cost burdened, as shown below. Cost burden has decreased slightly since 2018, despite rising housing costs, which suggests some displacement of lower and moderate income households for higher income households who can manage rising costs.
8 Housing conditions are (1) lacks complete plumbing facilities, (2) lacks complete kitchen facilities, (3) more than one person per room, and (4) cost burden greater than 30%.
2025-2030 City of Santa Clara Consolidated Plan 63
Supplemental Figure 7. Cost Burden
Source: 2018 ACS 5 year estimates, 2023 ACS 5 year estimates.
Rental gaps—which occur when demand from renter households outweighs the supply of affordable rental units—exists for renters until they have incomes of $50,000 and higher (approximately 30% AMI).
The City of Santa Clara needs 5,229 rental units or subsidies affordable to renters with incomes of less than $50,000: there are 6,241 renters with incomes under $50,000 and 1,013 units affordable to them.
Households earning up to $50,000/year must often rent higher priced units, becoming cost burdened and putting pressure on the supply of units at higher price points. Cumulatively, shortages in affordable rental units affect households earning up to and more than $75,000.
North County respondents (majority Santa Clara City) to the resident survey who reported being displaced within the past 5 years indicated that high and increasing rents were the primary reason for displacement followed by eviction for being behind on rent signaling a critical need for more affordable rental opportunities and rental assistance to prevent eviction. Twenty-four percent of North Santa Clara County resident respondents indicated they had been displaced within the past 5 years.
Supplemental Figure 8. Rental Affordability Gap, Santa Clara City, 2023 Source: 2023 5-year ACS and Root Policy Research.
Rental Gaps
Income Range
Maximum
Affordable
Gross Rent
# of Renter
Households
# of Rental
Units
Affordable Rental Gap
Cumulative
Gap
Less than $5,000 $125 878 25 -853 -853
$5,000 to $9,999 $250 558 25 -533 -1,386
$10,000 to $14,999 $375 406 37 -369 -1,755
$15,000 to $19,999 $500 1,109 67 -1,042 -2,797
$20,000 to $24,999 $625 464 116 -348 -3,145
$25,000 to $34,999 $875 1,142 188 -954 -4,100
$35,000 to $49,999 $1,250 1,684 555 -1,129 -5,229
$50,000 to $74,999 $1,875 1,925 2,672 747 -4,482
$75,000 to $99,999 $2,500 2,651 5,469 2,818 -1,664
$100,000 or more 13,610 21,417 7,807 6,143
■ Cost Burden (30-49%)
45%
38%
2018 2023
Renter Households
■ Severe Cost Burden (50%+)
27%
2 1%
2018 2023
Owner Households
2025-2030 City of Santa Clara Consolidated Plan 64
For Sale Market
In 2024, the median for sale home price in the City was approximately $1.5 million. As shown in the figure below, the City of Santa Clara has median home prices that are similar to the County and lower than many of the neighboring communities except for Milpitas, but higher than the state of California.
Supplemental Figure 9. Typical Home Price Trends, Santa Clara County and Jurisdictions, 2004 - 2024
Source: Zillow Research and Root Policy Research.
Losses in purchase affordability due to rising prices and interest rates in the past five years have significantly limited accessibility of homeownership for the county’s workforce. The City’s homeownership rate has decreased by 2 percentage points between 2018 and 2023.
As shown in the table below, purchase affordability gaps—which occur when demand from potential firsttime homebuyers outweighs the supply of affordable homes for sale—exist for renters until they have incomes exceeding $150,000. An estimated 63% of Santa Clara City’s potential first-time homebuyers earn less than $150,000, but less than 3% of owner-occupied units are valued within their affordable price range. Due to data limitations, it is not possible to show mismatches in supply and demand at higher income levels.
Supplemental Figure 10. Renter Purchase Affordability Gap, Santa Clara City, 2023 Source: 2023 5-year ACS and Root Policy Research.
Renter Purchase Gaps
Income Range
Maximum
Affordable
Price
% of Renter
Households
% of
Homes
Affordable
Renter
Purchase
Gap
Cumulative
Gap
Less than $5,000 $14,023 3.6% 1.1% -2.5% -2.5%
$5,000 to $9,999 $28,043 2.3% 0.1% -2.2% -4.7%
$10,000 to $14,999 $42,066 1.7% 0.0% -1.6% -6.3%
$15,000 to $19,999 $56,089 4.5% 0.0% -4.5% -10.9%
$20,000 to $24,999 $70,112 1.9% 0.0% -1.9% -12.8%
$25,000 to $34,999 $98,158 4.7% 0.0% -4.7% -17.4%
$35,000 to $49,999 $140,227 6.9% 0.4% -6.5% -23.9%
$50,000 to $74,999 $210,342 7.9% 0.2% -7.7% -31.6%
$75,000 to $99,999 $280,458 10.9% 0.4% -10.5% -42.1%
$100,000 to $149,999 $420,688 18.7% 0.5% -18.2% -60.2%
$150,000 or more 37.1% 97.3% 60.2%
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Cupertino
Mountain View
Santa Clara
Santa Clara County
~seMilpitas
Gilroy
California
United States
2025-2030 City of Santa Clara Consolidated Plan 65
MA-10 Number of Housing Units – 91.210 (a) (b)(2)
Between 2013 and 2023, the City of Santa Clara ranked in the middle of neighboring entitlement communities in the number of housing units added, with a 14% increase in housing units. From 2018 to 2023, the pace of housing unit production slowed slightly to 9%.
Supplemental Figure 11. Housing Units, County and Participating Jurisdictions, 2013-2023 Source: 2013, 2018, 2022, and 2023 ACS, and Root Policy Research.
As demonstrated by the figure below, the City of Santa Clara has a high inventory of multifamily buildings with 20+ units at 31% and is on the low end among jurisdictions for inventory of single family detached homes. The City has a lower volume of lower density housing types such as duplex/triplex housing units, however, overall has a balanced portfolio of housing types.
Jurisdiction 2013-2023 2018-2023
Santa Clara County 642,654 678,530 703,922 10% 4%
San Jose 319,700 334,350 340,392 6% 2%
Participating Cities
Cupertino 21,473 21,788 21,917 2% 1%
Gilroy 15,024 16,585 17,644 17% 6%
Milpitas 20,744 23,574 25,252 22% 7%
Mountain View 33,468 35,903 38,230 14% 6%
Palo Alto 27,789 27,753 29,065 5% 5%
Santa Clara (city) 44,632 46,485 50,805 14% 9%
Sunnyvale 56,168 58,915 61,519 10% 4%
Urban County 97,192 100,012 103,463 6% 3%
Campbell 16,616 17,819 18,341 10% 3%
Los Altos 11,493 11,040 11,685 2% 6%
Los Altos Hills 3,052 3,356 3,454 13% 3%
Los Gatos 13,102 12,925 13,765 5% 6%
Monte Sereno 1,259 1,251 1,347 7% 8%
Morgan Hill 13,133 15,070 15,054 15% 0%
Saratoga 11,324 11,417 11,473 1% 0%
Unincorporated 27,213 27,134 28,344 4% 4%
California 13,791,262 14,277,867 14,762,527 7% 3%
United States 132,808,137 138,539,906 145,333,462 9% 5% Total Housing Units Housing Unit Change
2013 2018 2022/23
2025-2030 City of Santa Clara Consolidated Plan 66
Supplemental Figure 12. Housing Units by Structure Type, Participating Jurisdictions and Urban County Communities, 2022/23
Source: 2022 and 2023 ACS and Root Policy Research.
All residential properties by number of units
Table 31 – Residential Properties by Unit Number
Data Source: ACS 2023 5 year estimates.
Property Type Number Percentage (%)
1-unit detached structure 19,293 37%
1-unit, attached structure 5,565 11%
2-4 units 3,892 8%
5-19 units 7,850 15%
20 or more units 15,177 29%
Mobile Home, boat, RV, van, etc. 109 0%
Total 51,886 100%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
■ Single Family Detached
Multifamily: S-9 units
■ Mobil e Home
■ Multifamily: 10-20 units
Participating Cities
■ Townhome ■ Du-/ Tri-/Four-plex
■ Multifamily: 20+ units
Urban County
2025-2030 City of Santa Clara Consolidated Plan 67
Unit Size by Tenure
Santa Clara City homeowners are most likely to live in larger homes (80% live in units with 3 or more bedrooms), while renters are most likely to occupy 1-2 bedroom units (31% live in 1 bedroom and 41% live in 2 bedroom units).
Table 32 – Unit Size by Tenure
Data Source: ACS 2023 5 year estimates.
Owners Renters
Number % Number %
No bedroom 118 1% 3,066 11%
1 bedroom 594 3% 8,802 31%
2 bedrooms 3,323 17% 11,795 41%
3 or more bedrooms 15,991 80% 4,912 17%
Total 20,026 100% 28,575 100%
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
SCCHA Section 8 Housing Choice Voucher program servesthose between 0%-30% AMI and 30%-50% AMI.
SCCHA owns seven affordable housing projects within the City, including:
• Bracher Senior Housing, a 72-unit senior housing complex forseniors under 50% AMI; • Deborah Drive Apartments, a four-unit public housing complex forfamilies under 30% AMI; • Eklund Garden Apartments, a 16-unit apartment complex forthose under 30%AMI; • John Burns Garden Apartments, a 100-unit senior housing complex for seniors under 50%AMI; • Klamath Gardens Apartments, a 17-unit apartment complex forfamilies under 50% AMI; • Miramar Way Apartments, a 16-unit apartment complex forfamilies under 50% AMI; and • Rivertown Apartments, a 100-unit apartment complex forfamilies under 60% AMI.
Additionally, according to the 2023-2031 Housing Element, the City of Santa Clara has 233 units of housing targeted to extremely low-income residents (less than 30% AMI) in the following buildings:
• Monroe Apartments, 16 units
• Calabazas Apartments, 80 units
• Mainline North, 16 units
• Agrihood, 54 units
• Kifer Senior, 39 units
• Peacock Commons, 10 units
• Belovida Senior Apartments, 9 units
• Cypress Apartments, 5 units
• Presidio El Camino Apartments, 4 units
2025-2030 City of Santa Clara Consolidated Plan 68
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
According to the City’s 2024 Housing Element, there are four assisted rental projects, with a total of 45 units in Santa Clara are identified to be at potential, albeit very low, risk of conversion to market rate use between June 2028 and October 2031.The following objectives outlined in the City’s Housing Element support the City’s goal of conserving 87 affordable units which include “naturally occurring affordable housing” units (44 in higher income, higher resourced, and lower density neighborhoods):
a) Continue to assist property owners of income restricted housing to make periodic capital improvements to their property, to improve energy efficiency and to extend affordability. b) Continue to monitor and analyze inventory of income restricted projects/units that may be at-risk of losing affordability controls and maintain contact every four years with the property owners regarding long-term plans for their projects.
c) Maintain contact with public and nonprofit agencies (qualified entities) every two years, such as the Sobrato Family Foundation, BRIDGE Housing, and MidPen Housing that have expressed interest in purchasing, managing, or financing the acquisition of at-risk units. d) Explore new funding sources that can be used for preservation from the Bay Area Housing Finance Authority (BAHFA) and other state sources by attending at least two related meetings or webinars per year.
e) Work with owners of at-risk income restricted housing to restructure City loans in exchange for extended affordability restrictions when appropriate. Page 13.2-13 f) When an at-risk project is identified, work with the property owner to provide tenants with information regarding tenant rights and conversion procedures, including the property owner requirement to provide a minimum 12-month notice of intent if they choose to opt out of lowincome use restrictions. g) By the end of 2024, develop a list of naturally occurring affordable housing (NOAH) locations and meet with at least three property owners to facilitate possible connections between sellers, affordable housing developers, and funding sources.
h) In 2025, 2027, and 2029, monitor the risk of conversion of naturally occurring affordable housing (NOAH) by contacting owners of the three highest risk properties to determine their intentions and continue to coordinate with qualified entities regarding the conversion of NOAH to incomerestricted affordable housing.
Doesthe availability of housing units meet the needs of the population? There is currently a 5,228-unit gap for renter households between 0%-30% AMI. Throughout the community engagement outreach for this Consolidated Plan, stakeholders and residents referenced affordable housing for extremely low and low-income residents as the highest priority as a preventative strategy for increasing numbers of homeless residents across the county. 2025-2030 City of Santa Clara Consolidated Plan 69
Describe the need for specific types of housing:
As discussed in the Needs Assessment, those in need of affordable housing include people at -risk of homelessness, homeless individuals, seniors, people living with HIV/AIDS, people with disabilities. As identified throughout the City’s community engagement efforts, there is an urgent need for homeless shelters, transitional housing and emergency funds and/or legal and emergency financial assistance to prevent eviction.
Discussion
There is a significant need for affordable housing units within the City and especially for people with special needs, including the elderly, disabled, large households, and people living with HIV/AIDS. Several past CDBG and HOME funded projects and activities have addressed these needs through service providers including Catholic Charities, Santa Clara Senior Center Nutrition Program, Neighborhood Conservation and Improvement Program, Rebuilding Together Silicon Valley, and Tenant Based Rental Assistance.
The City’s 2023-2031 Housing Element outlines quantitative goals for increasing affordable housing inventory in the City specifically in higher opportunity areas:
• 650 units Constructed (325 units by 2028)
• 150 units Rehabilitated (75 units by 2028)
• 44 units Conserved (22 units by 2028)
As part of the goal of constructing 650 units, rehabilitating 150 units, and conserving 44 units for affordable housing development, the City seeks to assist at least 125 individuals through actions that facilitate affordable housing development on religious/faith-based sites, adaptive reuse of hotels/motels along transit corridors in proximity to services for affordable or interim housing, affordable home sharing, increasing the density limit for Very Low Density Residential parcels and through additional naturally occurring affordable units on single-family zoned properties such as ADUs and SB 9 projects. 2025-2030 City of Santa Clara Consolidated Plan 70
MA-15 Housing Market Analysis: Cost of Housing – 91.210 (a) Introduction
The City of Santa Clara is among a group of neighboring communities comprising the North County who host the highest home values and rents in the region. In the North County, the City’s median home values are higher than Milpitas, but lower than Palo Alto, Sunnyvale, Mountain View, and Cupertino and roughly similar to the overall County median value. As shown in the figure below, between 2018 and 2023, median renter income actually surpassed rising rental costs: renter income rose by 44% while rents rose by 32%.
The reality of rising costs of everyday necessities and energy costs coupled with displacement of lower income renters in the City, however, necessitate caution in concluding that the City is affordable to all households based on income and rental data alone. Although home values rose more slowly than rents, the income required to afford homeownership increased by 55%, primarily due to high interest rates, making homeownership out of reach for most renter households. Additionally, rising home insurance rates due to climate change related risk will continue to exacerbate the lack of homeownership affordability in Santa Clara City and regionally.
Supplemental Figure 13. Median Income and Housing Cost 2018-2023.
Source: 2018 and 2013 ACS 5 year estimates.
Percent Change in Median Income vs. Percent Change in Rent/Home Costs, 2018-2023 Median contract rent increased by 110% between 2010 and 2023, according to data required by HUD.
Median gross rent increased by 32% between 2018 and 2023. The vast majority of rental units rent for more than $2,000 per month.
In 2024, the median for sale home price in Santa Clara City was $1.5 million. As previously mentioned, Santa Clara City’s median home value, although extremely high, is actually lower than the median home values of neighboring jurisdictions and similar to the median for the County.
Santa Clara (city)
Median Median Median • Typical Income
Household Renter Gross Home Required
Income Income Rent, ACS Value to Afford
(ZHVI) ZHVI
2025-2030 City of Santa Clara Consolidated Plan 71
Cost of Housing
Table 33 – Cost of Housing
Data Source: ACS 2010 5 year estimates (Base Year), ACS 2023 5 year estimates (Most Recent Year) Base Year: 2010 Most Recent Year: 2023 % Change
Median Home Value $643,800 $1,527,900 137%
Median Contract Rent $1,356 $2,857 110%
Table 34 – Rent Paid
Data Source: ACS 2023 5 year estimates
Rent Paid Number %
Less than $500 228 0.81%
$500-999 501 1.77%
$1,000-1,499 1,262 4.46%
$1,500-1,999 2,699 9.55%
$2,000 or more 23,581 83.41%
Total 28,271 100.00%
Housing Affordability
Table 35 – Housing Affordability
Data Source: ACS 2023 5 year estimates
% Units affordable to Households earning Renter Owner
30% HAMFI 710 No Data
50% HAMFI 2,650 150
80% HAMFI 7,405 230
100% HAMFI No Data 369
Total 10,765 749
Monthly Rent
Table 36 – Monthly Rent
Data Source: HUD FMR & HOME Rents
Monthly Rent ($) Efficiency (no bedroom) 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Fair Market Rent 2,223 2,513 2,941 3,750 4,202
High HOME Rent 1,611 1,728 2,074 2,389 2,645
Low HOME Rent 1,281 1,372 1,646 1,902 2,122
Isthere sufficient housing for households at all income levels? The rental affordability gap conducted to support the Consolidated Plan found that the City of Santa Clara needs 5,228 rental units affordable to renters with incomes of less than $50,000: there are 6,241 renters with incomes under $50,000 and 1,013 units affordable to them and therefore sufficient housing does not exist for households at all income levels.
2025-2030 City of Santa Clara Consolidated Plan 72
Purchase affordability gaps—which occur when demand from potential first-time homebuyers outweighs the supply of affordable homes for sale—exist for renters until they have incomes exceeding $150,000.
An estimated 63% of Santa Clara City’s potential first-time homebuyers earn less than $150,000, but approximately 3% of owner-occupied units are valued within their affordable price range.
How is affordability of housing likely to change considering changes to home values and/or rents? Rising housing costs continue to outpace household income growth within the City. The City anticipates that the cost of market-rate housing will continue to increase with the strong economy within the Silicon Valley region, which has led to household growth outpacing the production of new housing units and additional upward pressure on housing costs.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing?
The Fair Market Rent and the area median rent are comparable. This allows Housing Choice Voucher holders to rent properly sized units.
Discussion
Area median rents and home prices have risen significantly in the last 10 years; however, median income has not risen in proportion. Voucher allocations have increased to cope with rising prices. 2025-2030 City of Santa Clara Consolidated Plan 73
MA-20 Housing Market Analysis: Condition of Housing – 91.210 (a) HUD defines housing “conditions” similarly to the definition of housing problems previously discussed in the Needs Assessment. These conditions are:
1. More than one person per room
2. Cost burden greater than 30%
3. Lack of complete plumbing
4. Lack of complete kitchen facilities
Definitions
The City defines substandard housing consistent with the State of California:
According to the California Health and Safety Code, Division 13, Part 1.5 Regulation of Buildings Used for Human Habitation, a Substandard Building is one where there exists any of the conditions listed in section 17920.3 to an extent that endangers the life, limb, health, property, safety, or welfare of the public or the occupants thereof.
Condition of Units
Most of Santa Clara City’s housing stock is in good condition with three quarters of owners and 58% of renters reporting no negative conditions which is positive given the age of housing. Renters are more likely than owners to occupy housing units with condition challenges, with 37% in units with one condition and 5% in units with two conditions, compared to 24% of owners.
The City of Santa Clara has a large inventory of older housing units with three-quarters of owned units and half of rental units being built before 1980. These units have the highest risk of lead-based paint hazards. Data was not available to estimate the presence of children in these units. Interviews with Rebuilding Together, a regional housing rehabilitation nonprofit serving Santa Clara City, indicated that the need for lead remediation is often identified when evaluating applications for home rehabilitation assistance and substantial cost and few qualified contractors in the region.
Condition of Units
Table 37 – Condition of Units
Data Source: Data Source: ACS 2023 5 year estimates
Condition of Units
Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 4,550 23% 10,430 37%
With two selected Conditions 101 1% 1,430 5%
With three selected Conditions 75 0% 179 1%
With fourselected Conditions 0 0% 0 0%
No selected Conditions 15,300 76% 16,536 58%
Total 20,026 100% 28,575 100%
2025-2030 City of Santa Clara Consolidated Plan 74
Year Unit Built
Table 38 – Year Unit Built
Data Source: Data Source: ACS 2023 5 year estimates
Year Unit Built
Owner-Occupied Renter-Occupied
Number % Number %
2000 or later` 2,958 15% 8,696 30%
1980-1999 1,867 9% 5,459 19%
1950-1979 13,485 67% 12,657 44%
Before 1950 1,716 9% 1,763 6%
Total 20,026 100% 28,575 100%
Risk of Lead-Based Paint Hazard
Table 39 – Risk of Lead Based Paint
Data Source: Data Source: ACS 2023 5 year estimates (Total units) Risk of Lead-based Paint Hazards
Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980 15,201 76% 14,420 50% Housing Units built before 1980 with children present NA NA Vacant Units
Table 40 – Vacant Units
Data Source: Data Source: ACS 2011-2015
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation Total
Vacant Units 3,285
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
Need for Owner and Rental Rehabilitation
The City’s 2023-2031 Housing Element identified a much lower need for rehabilitation than new construction of affordable housing with an estimate of only 10 units needing rehabilitation per year. Low to moderate income seniors and residents with disabilities living on fixed incomes, however, have a considerable need for rehabilitation assistance. There are approximately 121 frail elderly households in the City of Santa Clara who could have needs for accessibility improvements based on their poverty rate.
There are a total of 1,505 residents with a hearing or vision impairment; and 1,645 with an ambulatory limitation—all of which could have rehabilitation needs. 2025-2030 City of Santa Clara Consolidated Plan 75
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards Building age is used to estimate the number of homes with lead‐based paint (LBP), as LBP was prohibited for use on residential units built after 1978. For the purposes of this plan, units built before 1980 are used as a baseline for units that contain LBP. According to HUD data, 76% of owner-occupied units (or 15,201 units) and 50% of renter-occupied units (14,420 units) were built before 1980. Data on children present is not available. These owners and renters, especially those who are lower income, have the highest risk of lead-based paint hazards. It is important to note that many of these potential LBP units have been substantially rehabilitated where lead and other hazards were abated as part of that process, but the exact number of abated LBP units is uncertain. Rebuilding Together, the region’s housing rehabilitation nonprofit service provider, indicated in stakeholder interviews that approximately 12 homes test positive and need remediation per year with high associated cost. They shared that most homes in the region that are positive for lead paint were built in the 1950’s.
The City has an LBP Management Plan and carries out projects according to this plan. The City requires testing and hazard reduction in properties that use CDBG or HOME rehabilitation funds where lead and other risks may be present. The City also provides information about the risk of LBP to property owners. 2025-2030 City of Santa Clara Consolidated Plan 76
MA-25 Public and Assisted Housing – 91.210 (b)
Introduction
As discussed in the Needs Assessment, SCCHA administers federal rental assistance programsthrough the Section 8 Voucher Program. These programs are targeted to low-, very low-, and extremely low-income households, more than 80% of which are extremely low-income families, seniors, veterans, persons with disabilities, and formerly homeless individuals. SCCHA currently owns and manages 36 properties with a total of 2700 housing units across Santa Clara County. Information on public housing units and vouchers for Santa Clara City is detailed in the table below.
Totals Number of Units
Table 41 – Total Number of Units by Program Type
Data Source: Santa Clara County Housing Authority, January 2025 Certificate
Mod- Rehab
Public Housing
Vouchers
Total Projectbased
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
# of units vouchers
available 0 0 4 NA 236 NA NA NA NA
# of accessible
units 0 NA 0 NA 49 NA NA NA NA
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Describe the supply of public housing developments:
In 2008, SCCHA was designated a Moving to Work (MTW) agency. The MTW program is a federal demonstration program that allows greater flexibility to design and implement more innovative approaches for providing housing assistance. Through this designation, SCCHA has used Low Income Housing Tax Credit (LIHTC) financing to transform and rehabilitate its public housing units. There are only four public housing units in the County as all properties have been RAD transitioned over the years. SCCHA operates four two-bedroom public housing units in the City of Santa Clara and those are the only remaining traditional public housing units within the County.
Describe the number and physical condition ofpublic housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
As displayed in Table 45 below, the average inspection score for the four public housing units was 96 in 2017. This is a high average score, indicating that the units are in good condition. 2025-2030 City of Santa Clara Consolidated Plan 77
Public Housing Condition
Table 42 – Public Housing Condition
Data Source: PIC (PIH Information Center)
Public Housing Development Average Inspection Score
Deborah Drive Apartments 96
Deborah Drive Apartments which comprise 4 units are the only public housing remaining in the SCCHA inventory and received a high inspection score when last inspected in 2017.
Describe the restoration and revitalization needs of public housing unitsin the jurisdiction:
SCCHA no longer has any traditional public housing buildings in its inventory, but only the 4 units previously referenced. Properties that have been RAD converted have received considerable rehabilitation and SCCHA has a capital improvement fund to address any new restoration and revitalization needs across properties and seek input from residents on needed improvements through a survey conducted every 3 years.
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:
SCCHA has been an MTW agency since 2008. In this time the agency has developed 60 MTW activities. As previously indicated in the Needs Assessment section of this plan, the majority of successful initiatives have been aimed at reducing administrative inefficiencies, which produce more resources for programs aimed at assisting LMI families. SCCHA conducts resident surveys every 3 years to determine needs, experiences, and program suggestions of voucher participants across the county. Additionally, 2 residents are included on the SCCHA Board of Commissioners.
An example of such a program is SCCHA’s Family Self Sufficiency (FSS) Program designed to provide assistance to current SCCHA Section 8 families to achieve self‐sufficiency. As per the SCCHA. “the FSS program provides case management and advocacy to current program participants in order to help them attain self-sufficiency goals. Families enroll and sign a five-year contract to participate in the program.
After enrolling in the program, participants set goals such as finishing their education, obtaining job training, and/or employment. During the contract term, participants who increase their earned income can receive cash bonuses. When the family reports an increase in earned income, SCCHA calculates a monthly bonus amount that is deposited into an ‘escrow’ account which the family can receive upon program graduation. Families eligible for the FSS program are those receiving SCCHA assistance through the HCV program and the program is both free and voluntary.
Another program, as referenced in the Needs Assessment section of the plan is the Housing Mobility Pilot project that SCCHA is in the process of launching. This program will provide housing opportunities for families enrolled in the Housing Choice Voucher program to move to higher opportunity areas across the county. Higher opportunity areas include those that are higher income with better performing schools and increased access to job opportunities. Participants in the program will receive security deposit assistance, housing search assistance and counseling. One hundred families will be selected to participate in the initial pilot program.
Discussion:
See above.
2025-2030 City of Santa Clara Consolidated Plan 78
MA-30 Homeless Facilities and Services – 91.210 (c)
Introduction
This section describes the mainstream and targeted services and resources available persons and households experiencing homelessness in the City of Santa Clara and in the County of Santa Clara.
According to the Housing Inventory Count (HIC) for 2021, the City had a total capacity of 453 resources to support qualifying populations in the city—most of which were rapid rehousing (151 beds) or other permanent supportive housing (126 beds).
Although these resources are located within the city and are available to City residents, very little capacity is set-aside for residents or for those with a connection to the City of Santa Clara. Individuals within the city can access resources across the County of Santa Clara through the Here4You emergency shelter hotline and through the countywide Coordinated Entry System (CES).
In 2021, there were a total of 347 people with a connection to the City of Santa Clara in emergency shelters; 41 people in transitional housing; 230 people in rapid rehousing; 166 people in permanent supportive housing; and 206 people in homelessness prevention—regardless of the physical location of the program.
Facilities and Housing Targeted to Homeless Households
Table 43 – Facilities & Housing Targeted to Homeless Households Data Source: List includes DV Shelters. Numbers are duplicate for Unaccompanied Youth and Unaccompanied Children.
Data includes entire continuum capacity and is aggregate for the County Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(current & new)
Voucher/Seasonal/
Overflow
Beds
Current
and
New
Current
and
New
Under
Development
Households with Adult(s)
and Child(ren)
0 0 165 78 0
Households with
Only Adults
0 0 4 26 0
Chronically Homeless
Households
0 0 0 7 80
Veterans 0 0 0 0
Unaccompanied
Youth
0 4 20 28 0
Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons The City of Santa Clara provides a range of mainstream services to support homeless persons (including those at risk of homelessness) and allocates funds for local non-profits and organizations to administer health, mental health, and employment services that complement the services targeted to homeless persons.
2025-2030 City of Santa Clara Consolidated Plan 79
The services available in Santa Clara City include but are not limited to:
• Dignity on Wheels offers hot showers, free laundry facilities, and supportive services every Thursday on Bassett Street.
• The City allocates HOME funds and contracts with Project Sentinel to provide fair housing services including tenant-based services; outreach activities to train housing providers and social service agencies; a Fair Housing Forum for elected and City officials; and for the creation of a multi-lingual guide on property management for landlords who may own only a few properties. The City also allocated CDBG funds to subsidize the rehabilitation of the Project Sentinel facility to provide proper service delivery and to expand the services offered by the organization. • The Santa Clara Unified School District Adult Education Center helps students develop “Welfare to Work” plans and provides career advice, job placement assistance, resume development, and interview skills to students. Additionally, the Adult Education Center serves homeless persons by providing job training and housing opportunities.
• The Behavioral Health Services Department (BHSD) offers mental health services and substance use treatment services for adults and older adults with substance use addictions and/or mental health needs. Services are available in English, Spanish, Mandarin, Vietnamese, and Tagalog and include:
• Withdrawal management services (including residential detoxification); • Residential treatment with individual, group, and family counseling; • Recovery services including coaching, relapse prevention, and linkages to housing, transportation, job training, and education; and
• Transitional housing for clients engaged in outpatient treatment that need a safe space or temporary housing.
• HOPE Services provides services to people with developmental disabilities and with mental health needs. Services include day services, training and employment, mental health care, and community living services that support clients ability to live independently. • The Santa Clara County Childcare Resource and Referral (R&R) Program offers information about available childcare options for families. The program also manages and provides access to the Santa Clara County Childcare Portal which is a database with over 2,000 childcare providers.
Additionally, City staff regularly coordinate with the Momentum Health Trusted Response Urgent Support Team (TRUST) program to help residents during urgent mental health or substance use situations. TRUST is a community-driven mobile mental health crisis response team composed of specially trained community residents including those who have first-hand experience with mental health challenges; crisis intervention specialists; and first aid provider/responders. TRUST teams are different from other Countysupported mental health crisis response teams, as they respond without involving law enforcement. The TRUST team can be reached through the suicide crisis line at 9-8-8. The Santa Clara Police Department also coordinates closely with the Santa Clara County Psychiatric Emergency Response Team (PERT) which is a crisis intervention model that pairs a licensed mental health clinician with a law enforcement officer to respond to calls in real time involving people in active, acute mental health crises. 2025-2030 City of Santa Clara Consolidated Plan 80
Mainstream servicesthat complimentservices targeted to homeless persons include:
• The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center and provides medical servicesto homelessindividuals, including primary care and urgent care. VHHP also manages a Medical Respite program for homelessindividuals discharged from hospitals as well as a Backpack Homeless Health Care Program forthose in encampments. • The County Social Services Agency has expedited the review process of homeless household CalFresh applications so that they may receive benefits within three days. • The County Behavioral Health Services Department (BHS) has multiple programs to connect homeless individuals with housing or shelter assistance. BHS also treats those going through behavioral health crises.
• The County Reentry Resource Center (RRC) provides services to those who have been previously incarcerated and to individuals who are homeless upon release. Services include referrals to drug treatment, housing assistance, food assistance, counseling, and other benefits. • The County Office of Supportive Housing (OSH) mission is to increase the supply of housing and supportive housing that is affordable and available to extremely low income and /orspecial needs households. OSH supports the County mission of promoting a healthy, safe, and prosperous community by ending and preventing homelessness.
Other mainstream servicesinclude:
• Non-Employment Income: Social Security, Social Security Disability, General Assistance, Cash Aid, CALWORKS, Veterans Benefits, Tribal TANF, and CAPI.
• Food Related Assistance: CalFresh, SNAP, and WIC.
• Legal Services: Bay Area Legal Aid and Law Foundation of SiliconValley. • Medical: Medicaid, Medicare, Covered California, and Valley Homeless Healthcare Program. • Employment Training Opportunities: Living Wage Employment Initiative. The area Continuum of Care provides a Living Wage Employment Initiative, which is a program that engages previously homeless program participants in job training, holdsjobsfairs, and connects them with living-wage employment leading to careers in high growth industries. • Transportation: CalWorks
• Childcare: Early Childhood Providers and CalWorks
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP -40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
In the City of Santa Clara, there are a total of 137 beds for households with children (HC); 11 beds for single males and females (SMF); 133 beds for single males and females and households with children (SMF+HC); and 4 beds for youth males and females (YMF). Table 3 below summarizes the organizations that offer facilities and beds to homeless persons and households with specific needs in Santa Clara City. 2025-2030 City of Santa Clara Consolidated Plan 81
In addition to the beds and facilities shown below, the City of Santa Clara offers a variety of services that meet the needs of homeless persons including those with special housing and service needs. Services and facilities provided by or in Santa Clara City include but are not limited to:
• The City works closely with Housing Trust Silicon Valley to provide security deposit and utility assistance to chronically homeless persons and to persons at-risk of becoming homeless. • LifeMoves offers career skills development, resume workshops, and job search support for homeless individuals and families (including chronically homeless persons and families). The nonprofit also offers education for children and childcare services within family shelters, health and wellness workshops, and financial literacy programs to clients. (LifeMoves’ program are provided in jurisdictions across Santa Clara County and San Mateo County.) • The Health Trust delivers medically tailored meals (via Meals on Wheels) to persons with HIV/AIDS in Santa Clara City and has a chronic disease prevention and management services team that supports persons with HIV/AIDS by providing Ryan White case management, emergency transportation, financial assistance, and HOPWA or PSH subsidies. • Next Door Solutions to Domestic Violence provides a hotline, walk in crisis counseling, emergency shelter, a Housing First program to prevent immediate homelessness, and HomeSafe which provides long-term housing and support services. Next Door also offers employment services and support groups for LGBTQ+ persons, women, teens, and men.
Facilities to meet the needs of homeless persons and families in the City of Santa Clara are summarized in the table below including the target population.
Supplemental Figure 14. Homeless Beds
Data Source: City of Santa Clara
Organization Name Project Name Target
Population
Total
Beds
Abode Services City of Santa Clara TBRA SMF+HC 75
Abode Services Prop 36 RAP SMF 1
Bill Wilson Center Hathaway (formerly Lafayette Parenting) HC 10 Bill Wilson Center Jackson HC 13
Bill Wilson Center Peacock Commons HUD SMF+HC 16
Bill Wilson Center Peacock Commons LI SMF+HC 27
Bill Wilson Center Peacock Commons MHSA SMF+HC 11
Bill Wilson Center Youth Shelter North County YMF 4
County of Santa Clara Office of
Supportive Housing
[CCP Housing Maintenance]
MHSA Peacock SMF 7
County of Santa Clara Office of
Supportive Housing
SCC MHD – MHSA Belovida
Santa Clara SMF 3
HomeFirst
(formerly EHC LifeBuilders)
SFLC ? Veteran Rapid Rehousing Program
(VRRP) – OSH – SCC SMF+HC 4
HomeFirst
(formerly EHC LifeBuilders)
Sobrato Family Living Center
ELI (SFLC II) HC 74
HomeFirst
(formerly EHC LifeBuilders)
Sobrato Family Living Center
PSH (SFLC III) HC 40
2025-2030 City of Santa Clara Consolidated Plan 82
Santa Clara City Council has recognized the need to develop a strategy to address increasing and chronic homelessness within the city. The Council has discussed the possibility of safe parking using the model that neighboring jurisdictions have adopted possibly as a pilot project but faces the barrier of identifying funding and land. Additional gaps related to homeless facilities that the city is in the process of addressing are the provision of inclement weather shelter for which the city has recently received funding from the state, and navigation of housing opportunities which is currently being handled by one staff person at a library which is insufficient to address the need which the city hopes to address with HOME funds. The city has identified a need for low barrier emergency shelter which currently does not sufficiently exist. 2025-2030 City of Santa Clara Consolidated Plan 83
MA-35 Special Needs Facilities and Services – 91.210 (d) Introduction
This section describes the supportive housing needs of special needs populations in the City of Santa Clara including the special needs facilities and services available within City limits and regionally that service these populations. The populations considered in this section include: elderly and frail elderly persons, persons with disabilities, persons with addictions, public housing residents, persons with HIV/AIDS and their families, and survivors of domestic violence.
Elderly/senior households. To address the supportive housing needs of elderly persons and seniors living in Santa Clara City, Catholic Charities’ Ombudsman Program assists low income seniors in long-term care facilities by working to resolve client problems and cases and by improving the quality of their care.
Additionally, seniors in Santa Clara City are served by the Silicon Valley Independent Living Center (SVILC) which provides information on and referrals to independent living facilities, independent living skills trainings, self-advocacy training, and referrals to housing. The center also provides home modification assistance, emergency financial assistance, assistive technology, benefits counseling, access to an accessible computer lab, and transition assistance to support seniors and elderly persons moving from nursing homes or institutions into integrated community-based living.
Seniors are also served by Live Oak Adult Day Services which offers a structured day program for seniors and is designed to help caregivers go to work and finish errands while providing support to seniors with cognitive or physical impairments. Additionally, the City provides access to Residential Care Facilities for the Elderly (RCFE) which are non-medical facilities that provide care and assistance with daily living activities (bathing, grooming, etc.) to persons 60 years and over and to persons under 60 years with certain circumstances. The City currently has 80 RCFE beds available for elderly persons.
Persons with disabilities. Residents with disabilities in the City of Santa Clara have unique supportive housing and service needs and face additional housing barriers as many of these households have lower incomes, higher poverty rates, lack access to affordable and accessible housing, and a limited availability of affordable in-home care (including in-home caregivers). Persons with developmental disabilities in the City of Santa Clara also have unique supportive housing and service needs. Housing Choices (a non-profit that services persons with developmental disabilities), provided the following comments on the needs of residents with developmental disabilities in Santa Clara County. These comments were received as part of the City’s Housing Element update.
• Between September 2015 and June 2021, the Department of Developmental Services reported that Santa Clara County residents with developmental disabilities age 62 and older grew by 35%.
This likely means that more adults with developmental disabilities will outlive their parents and family members who are the largest source of housing for people with developmental disabilities in the City of Santa Clara.
• The reduced rate of occupant turnover, coupled with closing facilities, will make it more difficult for middle-aged and senior adults who have been living with aging parents in the City of Santa Clara to transition to licensed care when their parents pass away. Notwithstanding 20% growth in Santa Clara County’s total population of adults with developmental disabilities, the Department of Developmental Services has documented a 15% decline in the age group 42 to 51 in the county between September 2015 and June 2021.
2025-2030 City of Santa Clara Consolidated Plan 84
• Displacement takes a toll on adults with developmental disabilities who depend on familiarity with transit routes and shopping and services, as well as support from community-based services and informal networks built up over years of living in Santa Clara.
There are several group homes and independent living options for residents with disabilities in the City of Santa Clara (Figure 7)—however only 56 income-restricted units are set-aside for residents with developmental disabilities. To meet demand, the City’s Housing Element estimates that a 35% increase would require the construction of 76 new housing units for this special needs group. Additionally, in the City of Santa Clara, HOPE Services supports persons with developmental disabilities and persons with mental health needs by providing support services including day services, training and employment, mental health services, and community living services that support clients’ ability to live independently.
Supplemental Figure 15. Group Homes and Independent Living for Persons with Disabilities in the City of Santa Clara and Surrounding Communities
Note: Monroe Commons is currently under construction in which 10 of the 40 apartment units will be set-aside for persons with developmental disabilities.
Source: City of Santa Clara Housing Element.
Persons with addictions and/or mental illness. In the City of Santa Clara, persons with addictions and persons with a mental illness are at an increased risk of homelessness and housing instability as many individuals lack access to the supportive housing and services they need to remain stably housed.
Residents with addictions and/or a mental illness in Santa Clara City are served by Abode Services’ fivemember outreach team which targets high need individuals with mental health challenges to add them to the County’s housing queue and to connect them to community services and resources while they wait for housing. The City also provides CDBG funds to the Bill Wilson Center (which serves homeless youth, unaccompanied youth, and young adults) to provide case management and counseling services to transitional age youth including those exiting the foster care system and victims of human trafficking.
Property Name
City of Santa Clara
Briarwood Cooperative Shared SF home with 4 private bedrooms for individuals with developmental disabilities
2113 Briarwood Drive
Santa Clara, CA 95051
De La Cruz Cooperative Shared SF home with 4 private bedrooms for individuals with developmental disabilities
3779 De La Cruz Blvd.
Santa Clara, CA 95054
Monroe Commons 10 apartments set-aside for persons with developmental disabilities
2330 Monroe Street
Santa Clara, CA 95050
Surrounding Communities
Life Services Alternative 3 five-person group homes for persons with physical or developmental disabilities
260 W. Hamilton Ave
Campbell, CA 95008
Stoney Pine Villa 12 one-bedroom units, 8 two-bedroom units, 3 three-bedroom units
267 W. California Street
Sunnyvale, CA 94086
Capacity Location
2025-2030 City of Santa Clara Consolidated Plan 85
Residents with addictions and/or a mental illness in Santa Clara City also have access to Behavioral Health Services in Santa Clara County which provides mental health services and substance use treatment services for adults and older adults with substance use and mental health needs (including persons experiencing homelessness). Services are available in English, Spanish, Mandarin, Vietnamese, and Tagalog and include: withdrawal management services (including residential detoxification), residential treatment services that includes group, individual, and family counseling; recovery services such as coaching, relapse prevention, and referrals to housing, transportation, job training, and education; and transitional housing for clients engaged in outpatient treatment and need a safe space to stay/temporary housing.
Public housing residents. Public housing residents have complex supportive housing and service needs as many households have very low to low incomes and are at an increased risk of housing instability if they were to lose their housing assistance. The Santa Clara County Housing Authority currently holds more than 17,000 Housing Choice Vouchers but there are roughly 42,000 people currently on the interest list, indicating a widespread need for rental assistance. New voucher resources were obtained this year, such as HUD-VASH vouchers and vouchers for homeless persons and families with disabilities. The primary obstacle for putting vouchers to use is a lack of units and landlord resistance to taking vouchers. The Housing Authority currently contracts with Abode Services, a local nonprofit service provider, to assist people obtaining vouchers in their housing search.
Additionally, the City identifies voucher holders as living in areas of the city where households experience higher rates of overcrowding. According to the City’s Housing Element, census tracts in the northern parts of the City of Santa Clara that have higher voucher utilization rates (5% to 15%) also have higher rates of overcrowding (12% to 15%) than the City overall.
Persons living with HIV/AIDS. Persons living with HIV/AIDS have a need for consistent access to medical care and supportive services which requires that households have access to stable and affordable housing, preferably within proximity to public transit and/or proximity to supportive services or medical facilities.
Due to the high cost of specialized care and reduced incomes (individuals are often unable to work while ill), persons with HIV/AIDS and their families need greater access to housing assistance such as short-term rental or mortgage payment assistance and/or utilities assistance to help prevent long-term instability or homelessness.
Residents with HIV/AIDS living in the City of Santa Clara are served by Loaves and Fishes which delivers medically tailored meals (via Meals on Wheels) to persons with HIV/AIDS in Santa Clara and has a chronic disease prevention and management services team that supports residents by providing Ryan White case management services, emergency transportation, financial assistance, and HOPWA and PSH subsidies.
Residents are also served by The Health Trust which delivers medically tailored meals (via Meals on Wheels) to persons with HIV/AIDS in Santa Clara City. The organization also has a chronic disease prevention and management services team that supports persons with HIV/AIDS by providing Ryan White case management, emergency transportation, financial assistance, and HOPWA or PSH subsidies. 2025-2030 City of Santa Clara Consolidated Plan 86
Survivors of domestic violence. Survivors of domestic violence need financial assistance and other economic development programs to address the impacts of financial abuse (which often leads to poor credit, low or no income, and lack of employment history). Providers serving survivors of domestic violence in the City of Santa Clara also identify a need for eviction prevention services, competent and compassionate behavioral health care, legal protective orders, help obtaining or keeping custody of children, and immigration or asylums support (especially for those fleeing trafficking). While there is a documented need to provide these services (and housing) to people fleeing violence or exploitation, the volume of the resources available in the City does not meet the need. As noted in the City’s 2021 HOMEARP Plan, people fleeing violence and exploitation face additional challenges in finding housing and need specialized supportive services to ensure their safety and to overcome housing barriers. These specialized services must include risk assessment, safety planning, and protection of personal information by providers who understand the unique needs of survivors.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
Santa Clara City residents have access to the following programs that provide assistance in identifying housing opportunities upon release from institutional care:
Residential Care Facilities for the Elderly (RCFE) are non-medical facilities that provide a level of care that includes assistance with activities of daily living, such as bathing and grooming. These facilities serve persons 60 years and older and persons under 60 years with certain circumstances. The City has 208 RCFE beds available for elderly persons (Facility Search Welcome) The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center and provides medical services to homeless individuals, including primary care and urgent care. VHHP also manages a Medical Respite program for homeless individuals discharged from hospitals The County Social Services Agency has expedited the review process of homeless household CalFresh applications so that they may receive benefits within three days.
The County Behavioral Health Services Department (BHS) has multiple programs to connect homeless individuals with housing or shelter assistance. BHS treats those going through behavioral health crises.
The County Reentry Resource Center (RRC) provides services to those who have been previously incarcerated and to individuals who are homeless upon release. Services include referrals to drug treatment, housing assistance, food assistance, counseling, and other benefits.
Specify the activitiesthat the jurisdiction plansto undertake during the next year to addressthe housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one -year goals. 91.315(e) The City has committed nearly $7MM to support the operation of interim family housing on County owned land located on Benton Street and Lawrence Expressway. If state Homekey dollars are awarded in April 2025, the project will move forward and will provide housing for 30 families in suite style apartments or approximately 90-120 people total. This site will serve households with children under 18 and may provide shelter for families fleeing domestic violence.
The City is also exploring ways to expand the supply of shared housing for persons with developmental disabilities in both single family homes and in multifamily buildings. 2025-2030 City of Santa Clara Consolidated Plan 87
MA-40 Barriers to Affordable Housing – 91.210 (e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment The City has identified multiple constraints or barriers to the affordable housing and residential investment in its 2023-2031 Housing Element Update, including:
Governmental constraints
• Land use controls and development standards. While land use controls help to maintain the quality of the city’s residential neighborhoods, they can be viewed as constraints in that they determine the amount of land to be developed for housing and establish a limit on the number of units that can be built on a site. The City’s standards have not been changed substantially since 1969; • Residential development standards. The City’s Zoning Ordinance contains development standards for each zoning district, including minimum lot sizes, setbacks, widths, densities, and restrictions on building and landscape coverage.
• Parking standards. Parking can substantially add to the cost of housing. The City’s Zoning Ordinance currently requires two spaces per unit in both single-family and multi-family districts. • Planning and development fees. The City and other agencies assess a number of fees that affect the development of and cost of housing. Compared to other county jurisdictions, the City’s fees for residential projects are considered moderate.
• On- and off-site improvement requirements. On- and off-site improvements, including public streets, curbing, sidewalks, streetlights, water, sewer, and drainage requirements, have an impact on the cost of residential development. Improvement requirements for new developments are regulated under the Subdivision Ordinance. Off-site improvement requirements are less costly in a fully developed community since infrastructure needed to serve infill development is already in place. However, the financial burden of improvements as the City’s infrastructure ages is a concern.
Non-governmental constraints
Locally and regionally, there are several constraints that hinder the City’s ability to accommodate the community’s housing needs. The high cost of land, rising development costs, and neighborhood opposition make it expensive for developers to build affordable housing. These constraints may result in housing that is not affordable to low- and moderate-income households or may render residential construction economically infeasible for developers. While local government has little influence on larger market factors such as interest rates, its policies and regulations can act as constraints that affect both the amount of residential development that takes place and the affordability of housing. Specific constraints include:
• Land Availability. In 2022, fewer than five acres of vacant parcels (including right-of-way properties) are zoned for residential or mixed use development throughout the city, including in the three focus areas for future development (El Camino Real, Lawrence Station, and Tasman East). • Community Resistance. Historically, there has been community opposition to higher density residential infill development proposed along major transportation corridors, particularly when that development is located directly adjacent to long-established single-family neighborhoods. 2025-2030 City of Santa Clara Consolidated Plan 88
• Construction Costs. Market constraints substantially influence the cost of housing and pose a challenge to providing housing affordable for all income levels. Land prices are typically the most significant component of the cost. The cost of land has increased rapidly over the past decade. Construction costs and fluctuating interest rates are also major contributors to in the increasing cost of housing in the San Francisco Bay Area.
• Availability of financing. The availability of financing affects a person’s ability to purchase or improve a home. The primary concern in a review of lending activity is to see whether home financing is generally available in the community. Developers of affordable housing face significant challenges in securing financing. Due to the limited possible return from rents or sales prices of affordable units, many private lenders are unable to finance affordable projects due to the rate of return. Thus, affordable developers must rely on community lending divisions, nonprofit institutions, grants and special loans, and local assistance.
2025-2030 City of Santa Clara Consolidated Plan 89
MA-45 Non- Housing Community Development Assets – 91.215 (f) Introduction
Santa Clara City’s largest employment sectors are Professional, Scientific, and Management Services and Manufacturing, comprising just over half of all jobs in the City. The next largest employment industry is Education and Health Care. Santa Clara’s employment landscape mirrors that of the county overall, with a large share of jobs in Manufacturing, which is the largest single employment industry countywide.