Information and Professional, Scientific, and Management Services are very high paying industries, with annual average wages ranging from $250,000 to $400,000.
Education and health care workers are paid much less, averaging between $85,000 and $95,000 in annual salaries. These workers are an integral part of the City’s economy and, unless they are living in multiple worker households, struggle to find affordable rentals and cannot afford to become homeowners in the City. As shown below, Santa Clara City has the second highest share of single worker households in the County, with 43% of workers in one-worker households. This reflects the high wages paid in the techdominant industries, which enable workers to live alone and afford rent. Lower wage workers in other industries, however, will need to live in multiple-worker households, which the rental stock may not deliver.
Supplemental Figure 16. Workers per Household, Participating Jurisdictions, 2022/23 Source: 2022 and 2023 ACS and Root Policy Research.
■ % of HH with no workers ■ % of HH with 1 workers
■ % of HH with 2 workers ■ % of HH with 3+ workers
United States
California
Santa Clara County
Sanjose
Participating Cities
Cupertino
Gilroy
Milpitas
Mountain View
Palo Alto
Santa Clara (city)
Sunnyvale
Urban County
Campbell
Los Altos
Los Altos Hills
Los Gatos
Monte Sereno
Morgan Hill
Saratoga
26% 37% 29% 8%
23% 36% 30% 11%
18% 37% 34% 11%
18% 36% 33% 13%
20% 39% 34% 7%
18% 36% 31% 15%
14% 32% 42% 12%
11% 47% 36% 6%
29% 41% 26% 5
14% 43% 33% 10%
12% 39% 40% 9%
20% 40% 33% 8%
26% 34% 35% 5
31% 30% 34% 5
25% 40% 31% 4
33% 35% 26% 6%
18% 39% 33% 10%
28% 31 % 33% 8%
2025-2030 City of Santa Clara Consolidated Plan 90
Economic Development Market Analysis Business Activity
Table 45 – Business Activity
Data Source: 2022 Longitudinal Employer-Household Dynamics Business by Sector
Number
of
Workers
Number
of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobsless
workers
%
Agriculture, Mining, Oil & Gas Extraction 204 36 0.3% 0.0% -0.3% Arts, Entertainment, Accommodations 3,878 7,223 6.4% 6.5% 0.2% Construction 2,195 6,972 3.6% 6.3% 2.7%
Education and Health Care Services 9,911 13,484 16.2% 12.1% -4.1% Finance, Insurance, and Real Estate 2,604 2,756 4.3% 2.5% -1.8% Information 7,894 7,600 12.9% 6.8% -6.1%
Manufacturing 10,288 30,907 16.8% 27.8% 11.0%
Other Services 1,166 1,471 1.9% 1.3% -0.6%
Professional, Scientific, Management Services 11,456 25,074 18.8% 22.6% 3.8% Administration and Support, Waste
Management 3,270 6,527 5.4% 5.9% 0.5%
Public Administration 1,197 754 2.0% 0.7% -1.3%
Retail Trade 3,458 3,262 5.7% 2.9% -2.7%
Transportation & Warehousing 1,828 1,322 3.0% 1.2% -1.8% Wholesale Trade 1,718 3,667 2.8% 3.3% 0.5%
Grand Total 61,067 111,055 100.0% 100.0% 0.0%
Supplemental Figure 17. Employment and Wages, Santa Clara County, 2023 Source: BLS QCEW and Root Policy Research.
Total Employ ment
Manufacturing
Professional, scientific, technical svcs
Health care and social assistance
Information 94,924
Accommodation and food services :tJ#j
Educational Services :jM
Retail trade fffi
Ad min and waste mgmUremediation N§•f:§j
Publ ic administration fid•AI
Construction Mi@€J.j
Wholesale trade - 28,097
Other services M 25,078
Finance and insurance • 21,025
Arts, entertainment, and recreation ■ 17,739
Transportation and warehousing ■ 15,873
Real estate and rental and leasing ■ 15,620
Management of companies ■ 14.474
Ag, forestry, fishing and hunting 12,915
Utilities I 1,702
Unclassified 165
Mining and oi l and gas extraction 146
176,495
160,970
141,635
0 50,000 100,000 150,000 200,000
Average Annual Wage
$302,214
$243,373
- $85,372
■ $37,818
- $97,295
• $58,904
- $76,908
- $117,783
- $113,021
$170,006
• $56,804
$398,210
$215,318
• $63,302
$153,571
- $112,017
• $56,284
$178,101
- $95,453
- $113,061
$0 $200,000
$308,266
$400,000 $600,000
2025-2030 City of Santa Clara Consolidated Plan 91
Labor Force
Table 46 – Labor Force
Data Source: ACS 2023 5 year estimates
Labor Force Population Total
Total Population in the Civilian Labor Force 77,717
Civilian Employed Population 16 years and over 74,313
Unemployment Rate 4.38%
Unemployment Rate for Ages 16-24 0.07%
Unemployment Rate for Ages 25-65 0.04%
Table 47– Occupations by Sector
Data Source: ACS 2023 5 year estimates
Occupations by Sector Number of People
Management, business and financial 15,123
Farming, fisheries and forestry occupations 165
Service 6,799
Sales and office 9,821
Construction, extraction, maintenance and repair 2,450
Production, transportation and material moving 4,178
Travel Time
Table 48 – Travel Time
Data Source: ACS 2023 5 year estimates
Travel Time Number Percentage
< 30 Minutes 44,288 69%
30-59 Minutes 16,141 25%
60 or More Minutes 3,448 5%
Total 63,877 100%
Education:
Educational Attainment by Employment Status(Population 16 and Older) Table 49 – Educational Attainment by Employment Status
Data Source: ACS 2023 5 year estimates
Educational Attainment
In Labor Force Notin Labor
Civilian Employed Unemployed Force
Less than high school graduate 1,604 0 1,225
High school graduate (includes equivalency) 4,714 273 1,827 Some college or Associate degree 9,744 727 1,809
Bachelor degree or higher 49,140 1,434 6,764
2025-2030 City of Santa Clara Consolidated Plan 92
Educational Attainment by Age
Table 50 – Educational Attainment by Age
Data Source: ACS 2023 5 year estimates
18–24 25–34 35–44 45–65 65+
Less than 9th grade 0 924 362 678 671
9th to 12th grade, no diploma 577 50 0 815 1,225
High school graduate, GED, or alternative 2,330 1,306 1,557 3,951 2,605 Some college, no degree 5,127 2,354 2,376 4,837 3,060
Associate’s degree 1,218 702 773 1,238 1,743
Bachelor’s degree 4,249 13,656 7,513 7,584 3,606
Graduate or professional degree 1,203 12,165 8,611 7,899 2,908 Educational Attainment – Median Earningsin the Past 12 Months Table 51 – Education Attainment and Median Earnings in the Past 12 Months Data Source: ACS 2023 5 year estimates
Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $33,097
High school graduate (includes equivalency) $52,243
Some college or Associate’s degree $59,186
Bachelor’s degree $120,714
Graduate or professional degree $165,852
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Although most Santa Clara City residents have college degrees and higher, a sizeable number of individuals have not obtained a college degree and are likely supporting high-paying jobs through employment in retail and services; their jobs may also be more susceptible to economic downturns. Affordable housing and housing stability programs should be targeted to these workers, in addition to persons experiencing homelessness. Employers should be motivated to help support workers in these industries as well; even if they are not direct employees, success of their industries depends on their service.
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Santa Clara City enjoys a strong and diversified local, and globally connected economy. Local business success stories are not limited to the technology industry alone. The Manufacturing sector has the largest share of jobs at 28%, followed by Professional, Scientific and Management sector at 23%, and Education and Healthcare at 12%. There is a shortage of workers in the Manufacturing industry with only approximately 10,000 workers to fill 30,000 jobs. This mismatch indicates a potential for greater emphasis on workforce development programs that offer certifications specific to the needs of this industry and an opportunity for residents in lower paid jobs to upskill into higher paid manufacturing jobs. 2025-2030 City of Santa Clara Consolidated Plan 93
Describe the workforce and infrastructure needs of the business community. Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period.
CityPlace Santa Clara (aka, Related Santa Clara) is a proposed phased development of approximately 240 acres of City-owned land that includes a new urban center with a retail and entertainment district, office development, and residential uses, as well as outdoor amenities, infrastructure, parkland, and open space. The core retail and entertainment district with some office and residential uses is identified as City Center, located in close proximity to Levi Stadium and the City Convention Center. The overall project includes the construction of medium and high-rise buildings up to 17 stories in height and a maximum of
9.16 million gross square feet of overall floor area for all uses, excluding the floor area of associated parking structures. A minimum of 200 residential units and a maximum of 1 ,680 residential units are contemplated within the City Center portion of the project.
The decision to offer development of the project site is based upon the social and economic benefits that will accrue to the City and region in terms of new retail and entertainment opportunities not readily found in the south bay area, as well as creation of jobs, property tax and sales tax revenues, and land lease revenues. In addition, the City Center uses and activities will provide support for nearby employment and residential sites, the Convention Center, Levi Stadium, Great America Theme Park, and for a variety of visitors from near and far.
The economic analysis provided by the economic consultant (which was peer reviewed by the City economic consultant, Keyser Marston) projected as follows:
• Fiscal surplus from the project (General Fund tax revenues minus expenditures) is estimated at $13.1 million annually after completion of the first three phases and at $16.9 million annually at buildout. The net additional funds will be available to support other City services. • Sales tax and transient occupancy tax, which will comprise the largest revenues from the project to the City General Fund, largely will be driven by new retail and food and beverage sales that will substantially increase the City sales and draw visitors/tourists to the area. • The project will generate substantial special tax revenue towards the Communities Facilities District (CFD) which was formed as part of the Levi Stadium project. While the CFD revenue does not contribute directly to the General Fund, it is estimated to generate a total of $1.2 million to annually finance portions of the publicly-owned infrastructure for the Levi Stadium. • In addition to the ongoing revenues, one-time sales tax revenues will be generated for the City from construction purchases. Through the purchase of building materials within the City, total buildout construction is expected to generate approximately $1.7 million in onetime sales tax revenues to the General Fund.
The project will also enhance the gas recovery system currently operating on the closed landfill. The project also will create a substantial number and variety of jobs for residents in the City and region and provide new retail and business services to residents in the area. Finally, the public benefits of the project include a new fire station, a commitment that at least 10% of all residential units on the site will be affordable to at least a moderate income level, and the set aside of open space, associated improvements and funds to enable the development of that open space. 2025-2030 City of Santa Clara Consolidated Plan 94
Describe any needs for workforce development, business support or infrastructure these changes may create.
Infrastructure changes that may support this development have already been incorporated into the plan.
Much of the workforce and business that will support this development are already present.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The residents of Santa Clara City are highly educated, with 33% of the labor force having a bachelor’s degree and an additional 33% having a graduate degree. A majority of jobs within the City are professional, scientific, and management services; education, manufacturing, and health care services. Overall, the workforce is able to adequately fill these positions. Regional economic development stakeholders interviewed for this Consolidated Plan, however, indicated a mismatch across the Santa Clara County region following the substantial tech industry layoffs a few years ago. There is an abundance of highly skilled, high paying jobs (versus entry level tech jobs) and very low skilled, low paying jobs that households cannot live on and many people who are in the middle and are not able to find jobs. The proliferation of AI is also likely to change the employability of people who are reluctant to learn and use these tools which could dramatically impact workers in this region. Stakeholders are seeing a percentage of layoff notices in the county that are 2 to 3 times the norm; roughly 12,000 people over the past few years. Many workers are in need of upskilling and programs are in place in partnership with community colleges to reach this population described in more detail below.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
The City partners with NOVA--a local nonprofit agency, federally funded, that provides job seekers with resume and job search assistance, assessment, and referrals to specialized training and educational programs. The City’s new Economic Vitality Strategy calls for continued partnership with NOVA to develop training programs that target underserved groups.
NOVA is directed by the NOVA Workforce Board which works on behalf of Cupertino, Los Altos, Milpitas, Mountain View, Palo Alto, Santa Clara, and Sunnyvale. To support workforce mobility, NOVA provides:
• Real-time labor market information about in-demand skills • Skill-building and enhancements to match market demand • Navigation tools for the ever-changing and entrepreneurial new labor market • Advocacy for necessary infrastructure to support workers between opportunities, such as unemployment insurance for all and portable benefits
• Interconnected support system for multiple career pathways for youth To prepare potential employees for the technology driven industries in the Silicon Valley, NOVA provides necessary digital literacy training along with other services. 2025-2030 City of Santa Clara Consolidated Plan 95
Does yourjurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? No.
If so, what economic development initiatives are you undertaking that may be coordinated with the ConsolidatedPlan? If not, describe otherlocal/regional plans or initiativesthat impact economic growth.
N/A
Discussion
2025-2030 City of Santa Clara Consolidated Plan 96
MA-50 Needs and Market Analysis Discussion – 91.215 (f) Introduction
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
As discussed in the NA section, households with disproportionately high rates of multiple housing problems include:
• For 0-30% AMI households, needs are significant across race / ethnicity • For 31-50% AMI households, Black, and Hispanic households have disproportionately higher rates of housing problems.
• For 51-80% AMI and 81-100% AMI households, Black and Asian households have disproportionately high rates of housing problems.
Santa Clara City’s Housing Element uses Racially and Ethnically Concentrated Areas of Poverty (R/ECAPs) to identify concentrated need. There are no R/ECAPs in Santa Clara City. There are, however, small, concentrated areas of lower income residents in the central area of the City.
What are the characteristics of the market in these areas/neighborhoods? The Housing Element indicates that a relative concentration by race/ethnicity and lower income households in small pockets in central Santa Clara City suggest a need for “proactive outreach to connect residents with new affordable housing opportunities as well as education about City services such as landlord tenant rights according to state laws as well as mediation services, home repair, and proactive code enforcement. Such outreach, education, and services could help increase mobility and improve living conditions in these areas.” The Housing Element also identified these particular areas as having higher concentrations of Hispanic and Asian households indicating a need to conduct outreach to these communities and city services that are accessible in the relevant languages.
Are there any community assetsin these areas/neighborhoods? Are there other strategic opportunities in any of these areas?
The racial and ethnic minority and LMI concentrations identified above contain tourist related establishments, such as Levi Stadium and Great America as well as many commercial and industrial buildings. This area is also home to Mission College, Oracle Headquarters, and the County Fair. Specifically, the LMI concentrations identified above contain commercial buildings as well as older and smaller singlefamily homes in downtown Santa Clara. They also likely contain some of the student population of Santa Clara University, which is located in the census tract to the east. Downtown Santa Clara also contains the Santa Clara Courthouse, California College of Communications, and Santa Clara Senior Center. 2025-2030 City of Santa Clara Consolidated Plan 97
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Per HUD guidance, all Consolidated Plans submitted after January 1, 2018, must address broadband needs within the jurisdiction. Below is a map outlining mobile and the region’s access to providers offering broadband services. According to the Federal Communications Commission Fixed Broadband Deployment website accessed in 2025 and based on data from 2021, 100% of the City of Santa Clara residents have access to broadband. The speeds identified are 25Mbps download and 3Mbps upload – the minimum speeds to be considered broadband.
The majority of the City of Santa Clara has access to 3-5 internet service providers. The City of Santa Clara is far above the national average and performs similarly to other cities throughout the Bay Area region.
Many of the internet providers have special plans for low-income households. Data was obtained from the Federal Communications Commission’s Fixed Broadband Deployment website.
Although broadband accessibility is ubiquitous in the region, digital literacy and access to devices is a barrier for lower income residents in accessing services (particularly elderly residents), navigating city and county systems and searching for job and/or workforce development opportunities. Digital literacy coaching and classes are provided as a supportive service in some affordable housing communities, however, the frequency of these classes is limited due to the staffing constraints and cost. 2025-2030 City of Santa Clara Consolidated Plan 98
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Per HUD guidance, all Consolidated Plan submitted after January 1, 2018, must assess risks of natural hazard associated with climate change to low-and moderate-income residents. As part of the 2023 County of Santa Clara’s Operational Area Hazard Mitigation Plan Update – a county wide plan that identifies risks from natural and manmade disasters and how to minimize damage – the City of Santa Clara developed an city specific annex to this plan through which it has reviewed and evaluated a set of potential natural hazards to help identify the top hazards threatening the area. The table below summarizes the analysis.
Supplemental Figure 18. Hazard Types
Hazard Type
(in order of risk)
Exposed
Population
# of buildings
exposed
Total Value
Exposed
Earthquake All 28,809 $43,398,577,930
Flood (1% Annual Chance area) 6,897 1,652 $2,426,583,504 Flood (.2% Annual Chance area) 100,893 23,003 $26,864,946,619 Severe weather $43,398,577,930
Dam Fail (Anderson) 21,109 5,227 $12,755,392,232
Dam Fail (Lexington) 71,413 17,085 $31,901,472,575
High Risk Landslide Areas N/A N/A $95,895,321
Est. Pop. Residing in Sea Level Rise Inundation Areas 1,791 450 $2,501,802,492 The City of Santa Clara hasthe following critical facilities and infrastructures to respond to a disaster:
- 19 Emergency Response/Public Health & Safety
- 79 Infrastructure Lifelines
- 103 Socioeconomic facilities
- 94 Hazardous Materials
The Climate and Economic Justice Screening Tool (CEJST) in the figure below identifies census tracts that are overburdened and underserved. One tract in Santa Clara meets the thresholds for disadvantaged communities. Linguistic isolation, percentage of individuals with less than a high school diploma, high flood risk, exposure to air pollutants, and proximity to superfund and hazardous waste sites are among the factors contributing to Santa Clara’s disadvantaged status. 2025-2030 City of Santa Clara Consolidated Plan 99
Supplemental Figure 19. Santa Clara City High Vulnerability Census Tracts.
Regional Hazard Mitigation Planning. Santa Clara County faces growing risks from natural hazards as a direct result of climate change. The Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) identifies climate change as a key factor contributing to worsening year-round wildfire seasons, rising temperatures, and shifting precipitation patterns, all of which heighten the risks of drought, flash flooding, and infrastructure failure.
As climate-driven hazards intensify, they require a coordinated response to mitigate their long-term impacts on communities across the county. These hazards, including wildfires, deteriorating air quality, extreme heat, drought, and flooding, are increasing in frequency and severity, threatening public safety, infrastructure, and economic stability.
Wildfires pose an escalating threat, particularly in areas where dense vegetation meets urban development. Rising temperatures, prolonged dry conditions, and increased fuel loads are intensifying wildfire frequency, spread, and destructiveness. Without proactive mitigation efforts, these conditions can continue to drive more frequent and severe wildfires.
While not all residents may be directly exposed to wildfire, secondary impacts, such as smoke and deteriorating air quality, will affect a much larger portion of the population. Vulnerable groups—including older adults, low-income residents, and individuals with pre-existing health conditions—are at the highest risk of experiencing respiratory complications and other long-term public health effects. As wildfire events become more frequent and severe, these secondary impacts will become an increasing concern for the county’s public health and emergency response efforts.
Extreme heat events affect public health, infrastructure, and energy demand. In high-density urban areas, particularly those with limited green space and inadequate cooling infrastructure, the urban heat island effect exacerbates already high temperatures, placing vulnerable populations at increased risk. Without proper mitigation, heat waves can lead to heat-related illnesses, increased strain on healthcare systems, and disruptions to energy infrastructure.
\
Figura 5: CEJ ST Disadvantagod Communities in Sanla Clara City 2025-2030 City of Santa Clara Consolidated Plan 100
Flooding remains a persistent concern, particularly in low-lying areas and neighborhoods near major waterways. Climate change is increasing the frequency and intensity of extreme storm events.
Recognizing the growing impact of climate change on natural hazards, Santa Clara County incorporates climate adaptation into its emergency planning efforts. By aligning infrastructure investments, emergency preparedness programs, and land-use policies with climate change projections and community vulnerability assessments, the county is proactively enhancing resilience and protecting communities from future disasters.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
A truly resilient community is one where all residents have the opportunity to thrive, maintain their wellbeing, and enjoy a high quality of life. However, systemic barriers—including limited access to healthcare, housing insecurity, and financial instability—disproportionately affect low- and moderate-income households, leaving them more vulnerable to climate-related hazards. The escalating impacts of climate change, such as extreme heat, wildfires, flooding, and shifting weather patterns, can deepen these inequities. Those most at risk include older adults, individuals with disabilities, outdoor workers, linguistically isolated households, and those lacking adequate healthcare or financial resources, all of whom face heightened challenges in adapting to climate-driven hazards.
For many low- and moderate-income residents, housing conditions significantly influence their exposure to climate risks. A large portion of this population lives in older or substandard housing, which often lacks modern structural protections against extreme weather events. These deficiencies leave residents more vulnerable to displacement, property damage, and long-term housing instability. Wildfire exposure is a particular concern in high-risk zones often adequate defensible space is difficult to achieve. The financial burden of retrofitting these homes or establishing evacuation plans is often prohibitive for low-income households, leaving them at greater risk during wildfire events.
Extreme heat disproportionately impacts renters with limited financial resources, especially those living in older buildings with poor insulation and inadequate ventilation. High energy costs make it difficult for many households to maintain safe indoor temperatures, increasing the risk of heat-related illnesses and other health complications. To address these challenges, the Sustainability Master Plan (SMP) emphasizes the need for community cooling programs, urban tree-planting initiatives, and housing retrofits to create safer and more resilient living conditions.
Flooding hazards can disproportionately affect lower-income households living in flood-prone areas.
Without flood insurance or financial savings, disaster recovery is far more difficult. The MJHMP stresses the need for expanded stormwater management and flood mitigation programs to reduce these risks.
Recognizing these increasing hazards, Santa Clara County is actively integrating climate resilience into its hazard mitigation planning. Climate change projections and community vulnerability assessments are shaping investments in infrastructure, emergency preparedness programs, and land-use policies to ensure long-term resilience and adaptability.
2025-2030 City of Santa Clara Consolidated Plan 101
Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan identifies the five-year goals that the City of Santa Clara expects to achieve during the 2025–2030 Consolidated Plan Cycle. These goals are aligned with HUD objectives and outcomes and are achieved through the Annual Action Plan, which divides up the five-year goals into annual targets. The City has identified five high-need categories through the Needs Analysis, Market Analysis, and Community Outreach portions of the Consolidated Plan. The Strategic Plan then identifies goals that are aligned to address most of those needs. Not every need identified in the plan can be met and sufficiently addressed in the next five years. Some of the needs are not feasible, some require much more funding than the City currently receives, and some are simply too large to be addressed in just five years. Priority needs identified in this Consolidated Plan include:
1. Affordable Housing: Increasing the supply of affordable housing, and rehabilitate affordable housing developments.
2. Homelessness: Stabilizing persons at-risk of and experiencing homelessness through housing, and supportive services by facilitating access to mental health and addiction recovery services.
3. Public Facility Improvements: Improve neighborhood safety through the installation of ADA curb cuts, street lighting, enhanced crosswalks and park improvements.
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 including documentation assistance.
To address these needs during the 5-year planning period, the City will implement the following goals.
These goals will guide allocation of CDBG and HOME:
1. Increase the supply and rehabilitate affordable rental housing and owner occupied homes for households with incomes ranging from 0-80% AMI.
2. Respond to homelessness and risk of homelessness through housing stabilization, supportive services including 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 regional services including legal assistance.
2025-2030 City of Santa Clara Consolidated Plan 102
SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
The City does not have any geographic areas. Funds will be spent citywide to assist low-income residents.
Table 52 – Geographic Priority Areas
Area Name: N/A
Other Target Area Description:
HUD Approval Data:
% of Low/Mod:
Revital Type:
Other Revital Type:
Identify the neighborhood boundaries for this target area.
Include specific housing and commercial characteristics of thistarget area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needsin this target area.
What are the opportunitiesfor improvement in this target area? Are there barriers to improvement in thistarget area?
General Allocation Priorities
Investments will be made City-wide.
2025-2030 City of Santa Clara Consolidated Plan 103
SP-25 Priority Needs – 91.215 (a)(2)
Table 53 –Priority Needs Summary
1 Priority Need Name Affordable Housing
Priority Level High
Population
Extremely-low and low-income households, Large Families with children, Elderly and Frail Elderly, Persons with Mental Disabilities, Persons with Physical Disabilities Persons with Developmental Disabilities, Persons with Alcohol or Other Addictions, Persons with HIV/AIDS and their Families, Victims of Domestic Violence
Geographic Areas Affected Citywide
Associated Goals Affordable Housing
Description
Assist in the creation and preservation of affordable housing for low income and special needs households through continuation of the Neighborhood Conservation and Improvement Program, rental rehabilitation of units occupied by low-incometenants, TBRA rental subsidies, and newconstruction.
Basis for
Relative Priority
As discussed in the Needs Assessment, there is a 5,229-unit gap of affordable housing units for households earning between 0%-30% AMI. 2 Priority Need Name Homelessness
Priority Level High
Population
Chronic Homelessness Individuals, Families with Children, Mentally Ill, Chronic Substance Abuse, Veterans, Persons with HIV/AIDS, Victims of Domestic Violence, Unaccompanied Youth
Geographic Areas Affected Citywide
Associated Goals Homelessness
Description
Support activities, consistent with Continuum of Care strategies, to prevent and end homelessness. Thisincludes building affordable housing for people who are homeless or atrisk of homelessness as well as the provision ofsupportservices.
Basisfor Relative Priority 461 persons are experiencing homelessnessin the City of Santa Clara and 9,903 persons are countywide (see Needs Assessment).
3 Priority Need Name Public Services
Priority Level High
Population
Extremely-low and low-income households, Large Families with children, Elderly and Frail Elderly, Unaccompanied Youth, Persons with Mental Disabilities, Persons with Physical Disabilities Persons with Developmental Disabilities, Persons with Alcohol or Other Addictions, Persons with HIV/AIDS and their Families, Victims of Domestic Violence
Geographic Areas Affected Citywide
Associated Goals Public Services
Description
Support activitiesthat provide basic needsto 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.
Basisfor Relative Priority As identified during community engagement efforts, LMI households are in needs of supportive services.
2025-2030 City of Santa Clara Consolidated Plan 104
4 Priority Need Name Fair Housing
Priority Level High
Population Large Families, Families with Children, Elderly, Persons with Mental Disabilities, Persons with Physical Disabilities, Persons with Developmental Disabilities
Geographic Areas Affected Citywide
Associated Goals Fair Housing
Description Promote fair housing choice, through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlordtenant mediation.
Basisfor Relative Priority Housing discrimination continues to occur within the City as identified by Project Sentinel.
5 Priority Need Name Public Facilities
Priority Level High
Population Low Income Persons, Persons with Physical Disabilities, Non-housing Community Development
Geographic Areas Affected Citywide
Associated Goals Public Facilities
Description Improve accessibility for persons with physical disabilities by identifying and repairing intersections for accessibility, mostly through curb cuts. Also providing upgrades and improvements to non-profit facilities thatserve lowincome households.
Basisfor Relative Priority Accessibility improvements are necessary to improve the mobility of disabled persons (identified during community engagement efforts). 6 Priority Need Name Planning & Administration
Priority Level High
Population Low Income Persons, Persons with Physical Disabilities, Non-housing Community Development
Geographic Areas Affected Citywide
Associated Goals Planning & Administration
Description Planning and administration of HOME and CDBG-funded activities.
Basisfor Relative Priority Necessary to run the programs. 2025-2030 City of Santa Clara Consolidated Plan 105
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Table 54 –Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
As discussed in the Needs Assessment, 7,745 renters and 3205 owners) pay more than 30% of their income toward housing costs, with some paying more than 50% TBRA for Non-Homeless
Special Needs
As discussed in the Needs Assessment, special needs population require affordable housing to meet the needs of families with children, persons with disabilities, and lower income households.
New Unit
Production
As discussed in the Market Assessment, there is a gap of 5,229 housing units for those earning less than 30% AMI. With a lack of developable land, acquisition is an important tool for providing affordable housing to this population.
Rehabilitation As discussed in the Market Assessment, 75% of the housing stock was built prior to 1980 and may require rehabilitation.
Acquisition, including
preservation
With a lack of vacant land, acquisition and preservation is an important tool for providing affordable units to LMI households.
2025-2030 City of Santa Clara Consolidated Plan 106
SP-35 Anticipated Resources – 91.215 (a)(4), 91.220 (c)(1,2) Introduction Anticipated Resources
The City of Santa Clara is estimating the following federal and local funding resources:
Table 55 –Anticipated Resources
Program
Source
of
Funds
Uses of
Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
Consolidated
Plan
$
Narrative
Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public -
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing Public
Improvements
Public Services
$930,000 $120,000 $0 $1,050,000 $4,200,000 Funds will be used for the creation
and preservation
of affordable
rental units,
improvementsin
low income
neighborhoods,
improvements to
low-income/owner
occupied housing,
and public services
that benefit low
income and special
needs households.
HOME Public -
Federal
Acquisition
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction
for ownership
TBRA
$335,000 $10,000 $320,000 $665,000 $2,660,000 Funds will enable the City to build
more Affordable
units and continue
to provide housing
assistance (TBRA).
CHDO funds that
are set-aside for
rental housing
development
and/or rehab will
be re- programmed
for TBRA after two
years if they are not
used for rental
development or
rehab.
2025-2030 City of Santa Clara Consolidated Plan 107
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City will leverage CDBG public services through local funding, proposed at $565,156, which will support 980 residents with landlord and tenant mediation, long-term care ombudsman services, 211 services, case management, and homeless prevention activities.
Other Federal Grant Programs
Additional federal programs that fund community development and affordable housing activities include:
Section 8 Housing Choice Voucher Program; Section 202; Section 811; and Affordable Housing Program (AHP) through the Federal Home Loan Bank. These programs are provided by Santa Clara County Housing Authority and affordable housing developers.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City owns the following properties that have potential for development of low income and special needs housing:
3575 De La Cruz: The City Council has approved negotiations to enter into an Exclusive Negotiation Rights Agreement (ENA) with Habitat for Humanity East Bay/Silicon Valley. The proposed development will be 13 100% affordable, for-sale townhomes.
1031 El Camino Real: This vacant parcel is owned by the City and was formerly used as a motel and gas station. The City intends to conduct community outreach and release a request for proposals in FY 25/26 for the construction of affordable housing.
Discussion
HUD allocations are critical to overcoming barriers; however, it is notsufficient to address all the needs of LMI households. Therefore, the City will continue to continue to leverage other funding sourcesto provide services to populations in need.
2025-2030 City of Santa Clara Consolidated Plan 108
SP-40 Institutional Delivery Structure – 91.215 (k)
Explain the institutional structure through which the jurisdiction will carry out its Consolidated Plan including private industry, non-profit organizations, and public institutions.
Table 56 –Institutional Delivery Structure
Responsible Entity Responsible
Entity Type
Role Geographic
Area Served
City of Santa Clara Government
Economic Development, Homelessness, Nonhomeless,special needs, Ownership, Planning, Rental Development, Neighborhood
improvements, Public facilities, Public Services
Jurisdiction
County of Santa Clara Office
of Supportive Housing
Continuum
of Care
Homelessness, Non-homeless, Special Needs,
Planning Region
Project Sentinel Non-profit Planning, Rental Region
Santa Clara County Housing
Authority
PHA Ownership, Public Housing Rental Region
Bill Wilson Center Non-profit Homelessness, Public Services Region The Health Trust Non-profit Public Services Region
SV Independ. Living Center Non-profit Public Services Region Catholic Charities Non-profit Public Services Region
Rebuilding Together SV Non-profit Public Services Region Hope Services Non-profit Public Services Region
Heart of the Valley Non-profit Public Services Region
Senior Adult Legal Assistance Non-profit Public Services Region Abode Services, Inc. Non-profit Homelessness Region
Housing Assistance—General
Santa Clara County, Office of Supportive Housing (OSH). OSH administers CDBG Program funding to unincorporated areas of Santa Clara County. Additionally, OSH is the County Continuum of Care (CoC).
OSH presides over the Coordinated Entry system, conducts outreach throughout the County, and administers Vulnerability Index-Service Prioritization Decision Assessment Tools (VI-SPDAT) that assesses the best type of housing intervention for households and adds them to community queue for housing programs. Housing programs to address homelessness run by OSH include:
• Permanent Supportive Housing. Program houses chronically homeless with barriers such as mental health issues or disabilities. On-site supportive services include case management, behavioral health care, and streamlined benefits access. There are 4,056 permanent supportive housing units with another 545 in the pipeline, according to OSH’s State of the Supportive Housing System 2023.
• Interim Housing Solutions. Emergency shelters and transitional housing provided through OSH exist throughout the county. Additionally, the Pedro Street interim housing program assists homeless men and women who are waiting for supportive housing units under construction.
Pedro Street assists 80 people. OSH manages cold weather shelters in Gilroy, Mountain View, and Sunnyvale. 19,575 people were placed in temporary housing and shelter in 2023. 2025-2030 City of Santa Clara Consolidated Plan 109
• Special Initiatives. Project Welcome Home serves 150-200 homeless individuals who are the most frequent users of emergency services, mental health facilities, and jails. The County utilizes Palantir, a software company, to identify the highest need utilizers. These individuals receive intensive support in partnership with OSH and Adobe Services. OSH also oversees the Santa Clara County Employment Initiative that connects eligible low-income individuals with high growth industries and job training.
• Homeless Prevention System. Assists 2,500 households per year, connecting households with other safety net services and resources.
Neighborhood Conservation and Improvement Program (NCIP). Under the direction of the City of Santa Clara Housing & Community Services Division, NCIP is a housing rehab program to improve habitability for owners at or below 80% County median income. Grants of up to $25,000 are available.
Below Market Purchase Program (BMP). This program sells homes available below market rate to qualified low- and moderate-income households in the City of Santa Clara.
Rebuilding Together Silicon Valley. This organization helps provide repairs to homes and community facilities. Additionally, they help make accessibility modifications for low-income homeowners.
Rebuilding Together has assisted 285 households in Santa Clara County in 2023.
SCCHA Section 8 Housing Choice Voucher program serves those 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 for seniors under 50% AMI; • Deborah Drive Apartments, a four-unit public housing complex for families under 30% AMI; • Eklund Garden Apartments, a 16-unit apartment complex for those 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 for families under 50% AMI; • Miramar Way Apartments, a 16-unit apartment complex for families under 50% AMI; and • Rivertown Apartments, a 100-unit apartment complex for families under 60% AMI Homeless—Healthcare
• 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 as well as a Backpack Homeless Health Care Program for those 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.
Homeless—Prevention Services
• Homeless Prevention System. Overseen by OSH, has a $30 million annual budget and capacity to serve 2,500 households. Partners deliver temporary financial assistance, legal support, and case management to prevent homelessness.
2025-2030 City of Santa Clara Consolidated Plan 110
Counseling/Advocacy.
• Community Plan Implementation Team. Members of the CoC and other community stakeholders meet quarterly to evaluate progress toward, identify gaps in homeless services, establish funding priorities, and pursue an overall systematic approach to address homelessness.
Legal Assistance.
• Project Sentinel. Provides fair housing counseling and tenant-landlord dispute resolution to prevent evictions. The Fair Housing Center investigated 409 complaints of discrimination in 2023.
Staff provided education and referrals on 1,172 calls. For dispute resolution services, staff educated 8,512 tenants about their rights through workshops, seminars, and one-on-one counseling.
• Senior Adult Legal Assistance. Provides legal aid to older adults in Santa Clara County. SALA assists with elder abuse, termination of public benefits, and sheriff’s evictions.
Rental Assistance.
• Housing Trust Silicon Valley partners with the city to pay for security deposits and utility assistance to those who are chronically homeless or at risk of homelessness. • LifeMoves participants in the Santa Clara County Emergency Assistance Network, providing onetime emergency financial assistance to those in need. • Adobe Services. Adobe provides Tenant-Based Rental Assistance in the City for 20 households, according to the City of Santa Clara 2024-2025 Annual Action Plan Utilities Assistance.
• Rate Assistance Program (RAP) provides a discount off the electric portion of the Municipal Utilities bill to income-qualified Santa Clara residents. • California Low Income Home Energy Assistance Program (HEAP). Offers income-eligible residents of the City of Santa Clara a credit to their utility bill. • California Low Income Household Water Assistance Program (LIHWAP). Provides financial assistance to low-income residents of the City of Santa Clara to help manage their residential water utility costs.
Homeless—Street Outreach
Law enforcement.
Law enforcement approaches encampment clear outs with community resources, 72-hour notification, and coordination with third-party vendors to conduct clear out, tagging personal property.
Other.
Adobe Services has a five-member outreach team that targets high-needs individuals with mental health challenges. They put them in the housing queue and connect the individuals to other services while they wait for housing.
2025-2030 City of Santa Clara Consolidated Plan 111
Dignity on Wheels. Dignity on Wheels offers hot showers, free laundry, and support services every Thursday on Bassett Street.
Bill Wilson Center. Outreach specialists explore locations to find and connect with homeless youth.
Alcohol/Drug Abuse.
Santa Clara County Behavioral Health Services offers substance use treatment services for adults and older adults that have substance use and mental health needs. Services are available in English, Spanish, Mandarin, Vietnamese, and Tagalog and include: Withdrawal management services, including residential detoxification; Residential treatment that includes group, individual, and family counseling; Recovery services that include recovering coaching, relapse prevention, and linkages to housing, transportation, job training, and education; Transitional housing for clients engaged in outpatient treatment and need a safe space or temporary housing.
Child Care.
The Santa Clara County Childcare Resource and Referral (R&R) Program offers information about childcare availability and options. They also offer the Santa Clara County Childcare Portal, a database with more than 2,000 providers
California Alternative Payment Program (AP) allows income-eligible parents to access Alternative Payment Vouchers for childcare. In Santa Clara County, Choices for Children and Go Kids, Inc. coordinate AP vouchers
CalWorks cash aid recipients can receive assistance with paying for childcare if employed or participating in county approved Welfare-to-Work activities.
Education.
Santa Clara Unified School District Adult Education Center. Helps students develop a “welfare to work” plan and provides career advising, job placement, resumé development, and interviewing skills to students. The Adult Education Center also serves homeless individuals with job training and housing.
Employment/Training.
LifeMoves offers career skills development, resume workshops, and job search support for homeless individuals. They also offer children’s education and childcare within family shelters, health and wellness workshops, and financial literacy programs to clients (services San Mateo and Santa Clara County).
HIV/AIDS.
Health Trust AIDS Services (THTAS). This program serves persons living with HIV/AIDS in the County.
THTAS receives and administers contract funding for its housing subsidy program (Housing for Health) from HOPWA and HOPWA-PSH from the City of San José (grantee) and the County General Funds through the Public Health Department. In addition to tenant-based rental assistance (TBRA), these contracts include placement and support services provided by case managers, registered nurses and social workers for more medically acute clients. The Health Trust served 13,456 individuals throughout the county with food and nutrition services, housing services, and HIV/AIDS services. 2025-2030 City of Santa Clara Consolidated Plan 112
Domestic violence survivors.
Next Door Solutions Domestic Violence Shelter. Provides emergency shelter and support services, 24 hour domestic hotline, housing services, crisis counseling, legal and self-sufficiency services. The 24/7 emergency hotline answered 14,526 calls, the crisis shelter provided beds to 4,285 individuals, 2,262 clients received counseling services from crisis advocates, and 182 households received long term housing assistance in 2021.
Mental health counseling.
Bill Wilson Center. CDBG funds were provided to the Bill Wilson Center to provide case management services to Transitional Age Youth, including, but not limited to those exiting foster care, and victims of human trafficking.
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 crisis.
Homeless—Supportive Housing
Bill Wilson Center. This center provides numerous housing services, including: College student housing for college students who lack housing or are couch surfing; Here4You call center hotline helps match people to emergency shelters and provides people with transportation to get to shelters, referrals and linkages to community resources based on client needs. Also includes Short-term housing to bridge the gap of securing permanent affordable housing for homeless youth (18-24); LGBTQ Transitional Living Program that provides safe environment for LGBTQ+ individuals 18-21. Helps clients find permanent, safe, and stable housing, gain employment skills, address mental health and substance abuse problems, and develop support systems. Maternity transitional living program for homeless pregnant and parenting youth ages 18-21. Non-traditional family services offers medium to long-term stabilization for young adult families ages 18-24. Clients receive rental assistance, housing relocation, stabilization services, and case management.
Peacock Commons serve young families 18-24 years old who have experienced chronic homelessness, are at-risk of becoming homeless, aging out of foster care, or are victims of domestic violence Rapid rehousing to help families avoid homelessness regardless of employment, income, criminal record, or sobriety. Safety net shelter for youth 12-17 who are homeless. Clients must participate in school, recreational activities, counseling, and chores. Transitional Housing Placement Program for foster youth 16-18.
Veterans
Santa Clara County Office of Veterans Services. Provides services to veterans, their dependents, and survivors.
Justice Involved
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. From 2012 to 2022, the reentry center has assisted 20,000 unique clients with housing assistance, food, healthcare, identification, employment assistance, substance abuse treatment, mental health services, and legal assistance. 2025-2030 City of Santa Clara Consolidated Plan 113
Personsreturning from mental and physical health institutions—Supportive Housing 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) Medical Respite Program. This program provides a place for persons experiencing homelessness to heal after they have been in the hospital. Located within the HomeFirst Shelter in San Jose, the Medical Respite has 20 beds with semi-private, double occupancy rooms. The team is made of a medical doctor, pharmacist, psychiatrist, psychologist, social workers, community health workers, substance use counselors, and nurses. The team works together to meet the physical, mental, and social needs of the clients.
The County Social Services Agency has expedited the review process of homeless household CalFresh applications so that they may receive benefits within three days.
Santa Clara 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.
Seniors and persons with disabilities
Senior Nutrition Program (SNP). County of Santa Clara provides meals through the SNP that are approved by registered dietitians. Meals can be delivered and there are free rides to 35 different dine-in sites across the county.
Silicon Valley Independent Living Center (SVILC). SVILC provides information and referrals regarding independent living facilities, independent living skills trainings, self-advocacy training, housing referrals, home modifications, emergency financial assistant, assistive technology, transition assistance from nursing home or institution into integrated community-based living, benefits counseling, and an accessible computer lab.
Live Oak Adult Day Services. Provides a structured day program for seniors. The day program is designed to help caregivers go to work and finish errands while providing support to seniors with cognitive or physical impairments.
Catholic Charities – Ombudsman Program. Assists low-income seniors in long-term care facilities with an Ombudsman who will work to resolve client problems and bring about changes to improve their care.
Heart of the Valley Services for Seniors. Assists adults 62 years and older with home modifications, disaster preparedness, handyman work/ support with household chores, and transportation services.
Heart of Valley assisted 477 clients in Santa Clara County, with over half in the City of Santa Clara.
HOPE Services. Provides services to people with developmental disabilities and mental health needs.
Services include day services, training and employment, mental health services, and community living services that support clients ability to live independently. HOPE Services serves over 4,000 clients annually.
2025-2030 City of Santa Clara Consolidated Plan 114
Assess of Strengths and Gaps in the Institutional Delivery System The delivery systems established to provide social and human services are far and wide reaching. The City manages its CDBG funds with direction from City Council and support from the local community in efforts to influence local housing and economic development.
The Office of Supportive Housing provides coordination and strategies to address homelessness, a regional issue that requires inter-jurisdictional cooperation.
Project Sentinel provides fair housing services to low-income households throughout the City and SCCHA provides Section 8 tenant assistance, project-based assistance, and operate several affordable housing complexes.
Availability of services targeted to homeless persons and persons with HIV and mainstream services Table 57 –Homeless Prevention Services Summary
Homelessness
Prevention Services
Available in the
Community
Targeted to
Homeless
Targeted to
People with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance
Mortgage Assistance
Rental Assistance X X X
Utilities Assistance
Street Outreach Services
Law Enforcement X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse
Child Care
Education X X
Employment and Employment Training X X
Healthcare
HIV/AIDS
Life Skills
Mental Health Counseling X X
Transportation
Other
Other
Describe how the service delivery system including, but notlimited to,the serviceslisted above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) Several non-profit organizations operating within the County provide housing opportunities and support services to those experiencing homelessness, including shelters, transitional housing, and permanent supportive housing.
2025-2030 City of Santa Clara Consolidated Plan 115
Describe the strengths and gaps of the service delivery system forspecial needs population and persons experiencing homelessness, including, but not limited to, the services listed above The delivery system for special needs populations and persons experiencing homelessness is largely managed through the regional Continuum of Care. That service delivery system is based on strong regional collaboration and consolidation of services, primarily in San Jose.
Funding and capacity are the largest gaps in the service delivery system for special needs populations and persons experiencing homelessness. Shelters require referrals from the Here4You Call Center and most year-round shelters are based in San Jose. Outreach efforts across the county do help connect individuals with these resources, but there are not enough beds for the number of individuals experiencing unsheltered homelessness. The county also lacks permanent supportive housing units that support housing needs beyond emergency stays.
Stakeholders consulted for the plan emphasized the need for more safe and inclusive housing options, particularly for survivors of domestic violence and LGB individuals. Additional services for immigrants, such as language services, citizenship classes, and navigation assistance, were highlighted as a need. For populations with alcohol and substance abuse issues, more sober living environments and rehabilitation services were a need highlighted by stakeholders.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The City continues to leverage local, state, and federal funding sources to meet the needs of homeless individualsliving with the City, including case management and housing assistance. The City also works with Abode to pay for security deposits and utility assistance to those who are chronically homeless or at risk of homelessness.
2025-2030 City of Santa Clara Consolidated Plan 116
SP-45 Goals Summary – 91.215 (k)
Goals Summary Information
Table 58 –Goals Summary
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding GoalOutcome
Indicator
1 Affordable
Housing 2025 2030
Affordable
Housing Citywide
Affordable
Housing
CDBG:
$5,000,000
HOME:
$175,000
HOME:
$1,575,000
Homeowner
housing rehab.
75 Rental units
rehabilitated
4 TBRA
100 households
2 Homelessness 2025 2030 Homeless Citywide Homelessness CDBG:
$150,000
Homelessness
Prevention
100
3 Public
Services
2020 2030
NonHomeless
Special Needs
Citywide Public
Services
CDBG:
$900,000
Public Service
Activities Other
than Low/Mod.
Income Housing
and Housing
Benefit
4 Fair Housing 2020 2030
NonHomeless
Special
Needs
Citywide Fair Housing HOME:
$125,000
Public Service
Activities Other
than Low/Mod.
Income Housing
Benefit
150
5 Public
Facilities 2025 2030
Homeless and
Non-Housing
Community
Development
Citywide Public
Facilities
CDBG:
$600,000
Public Facility or
Infrastructure
Activitiesfor Low/
Mod. Housing
Benefit
1000
6 Admin. &
Planning 2025 2030
Admin. &
Planning Citywide N/A
CDBG:
$1,050,000
HOME:
$207,500
N/A
2025-2030 City of Santa Clara Consolidated Plan 117
Goal Descriptions
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
Assist in the creation and preservation of affordable housing for low income and special needs householdsthrough continuation of the NCIP program, rental habilitation of units occupied by low income tenants, TBRA rental subsidies, and new construction. 2 Goal Name Homelessness
Goal
Description
Support activities, consistent with Continuum of Care strategies, to prevent and end homelessness. Thisincludes building affordable housing for people who are homeless or at risk of homelessness as well as the provision ofsupportservices. 3 Goal Name Public Services
Goal
Description
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. 4 Goal Name Fair Housing
Goal
Description
Promote fair housing choice, through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlord-tenant mediation. 5 Goal Name Public Facilities
Goal
Description
Improve accessibility for persons with physical disabilities by identifying and repairing intersections for accessibility, mostly through curb cuts. Improve non-profit facilities in order to better serve low-income and special needs populations. 6 Goal Name Planning and Administration
Goal
Description
Provide management, planning and implementation of the City’s CDBG & HOME programs as well as monitoring of public services and housing projects.
Estimate the number of extremely low-income, low-income, and moderate-income familiesto whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) 75 households for Homeowner housing rehabilitation (CDBG), 15 Extremely low-income households
60 Low-income households
100 households for TBRA (HOME),
85 Extremely low-income households
15 Low-income households
5 household for CHDO Rental Housing (HOME),
5 Extremely low-income households
2025-2030 City of Santa Clara Consolidated Plan 118
SP-50 Public Housing Accessibility and Involvement – 91.215 (c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
Not applicable.
Activitiesto Increase Resident Involvements
SCCHA incorporates resident input into the decision-making process though the involvement of tenant commissioners and board members. SCCHA has 2 positions for residents on the Board of Commissioners to ensure representation. SCCHA also operates a Family Self Sufficiency Program designed so residents can be involved in the development of self-sufficiency goals, job training, and other services. A resident survey is circulated to SCCHA tenants every 3 years to assess household experiences.
Is the public housing agency designated as troubled under 24 CFR part 902? No.
Plan to remove the ‘troubled’ designation
Not applicable.
2025-2030 City of Santa Clara Consolidated Plan 119
SP-55 Barriers to Affordable Housing – 91.215 (h)
Barriersto Affordable Housing
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 120
• 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.
Strategy to Remove or Ameliorate the Barriersto Affordable Housing The City has several policies and actions it will implement over the 2023-31 Housing Element cycle to address affordable housing barriers, including:
• Policy A-3: Utilize objective design standards to streamline the housing development process; • Policy A-5: Proactively plan for sufficient housing capacity through infill development that is compatible with existing neighborhoods and through the preparation of neighborhood plans that will support the development of new, complete neighborhoods. • Policy B-4: Identify and potentially designate surplus land that can accommodate low, very-low, and extremely low-income residential development.
• Policy D-2: Continue to utilize General Plan land use and zoning updates to provide increased opportunity and flexibility in providing a variety of housing types and tenure. • Policy D-3: Periodically review the City’s ordinances, policies, and procedures and make changes to reduce or remove constraints to development.
Specific actions articulated in the Housing Element meant to remove affordable housing barriers include:
• Action 1(d). As part of the Zoning Ordinance Update, incorporate changes to state Accessory Dwelling Unit (ADU) law and incentivize the creation of ADUs by removing parking requirements and providing more flexible height standards.
• Action 1(l). Report on the production of ADUs through the City’s Annual Progress Report (APR). If the pace of ADU production falls below the level necessary to achieve 392 ADUs during the 2023- 2031 planning period (approximately 49 ADUs/year), within six months of acceptance of the APR, present a plan to City Council to remove barriers and/or further incentivize ADU production (e.g., through additional Zoning changes).
• Action 1(n)(6). Adopt a General Plan Text Amendment to increase the density limit for Very Low Density Residential parcels from up to 10du/ac to 14 du/ac. These lower density residential parcels are generally located in higher income and higher resourced parts of the city. • Action 3(c). Apply reduced parking requirements for transit-rich environments from the Zoning Ordinance Update to proposed long-range plans.
• Action 3(d). Reduce residential parking requirements outside of transit-rich environments by reducing the amount of parking required for studio and one-bedroom apartments in multi-family zones.
2025-2030 City of Santa Clara Consolidated Plan 121
• Action 3(j). Review best practices once per year with regional working groups to identify appropriate incentives and polices to support affordable housing development in the city including fee deferral, reduction, or waivers.
• Action 9(a). Complete the comprehensive update to the Zoning Ordinance, including:
o Provide for by-right approval of a variety of housing types o Further reduce use of Planned Developments (PDs) by including new high-density residential and mixed-use zoning districts that conform to the General Plan and by allowing by-right approvals that meet objective development standards
o Allow by-right expansion of single-family homes built with non-conforming side setbacks and/or one-car garages.
o Revamp residential parking requirements, including unbundling and make appropriate reductions in parking requirements according to housing type (i.e., reduced parking requirements for units for people with development and other disabilities) and reducing residential parking requirements outside of transit-rich environments by reducing the amount of parking required for studio and one-bedroom apartments in multi-family zones. o Apply adopted zoning designations to the City’s Zoning map, consistent with the City’s General Plan, which will add additional housing sites totaling 1,039 units of capacity to the El Camino Real corridor.
o Remove coverage maximums in the R3 and R4 districts and increase coverage maximums from 45% to 60% in the R2 district.
o In addition to exempting ADUs/JADUs from providing parking, do not require replacement parking for JADUs that convert a garage space/s for the primary dwelling. • Action 9(b). Monitor the Zoning Ordinance, including land use controls (e.g., setbacks, height, lot coverage, etc.), for any potential constraints to the development of housing, particularly housing for persons with special needs (including those with developmental disabilities), and amend the Zoning Ordinance to address those constraints.
• Action 11. The City charges various impact fees to provide essential services and facilities to serve new development. The City will conduct an impact fee study to compare the City’s fees with surrounding and similar jurisdictions.
2025-2030 City of Santa Clara Consolidated Plan 122
SP-60 Homeless Strategy – 91.215 (d)
The 2020-2025 Community Plan to End Homelessness serves as the County’s roadmap for ending homelessness in the County of Santa Clara. The focus of this program (which was adopted by the Housing Element) is to report outcomes for the implementing programs that help the County and overall community meet the goals of the Community Plan.
The County identified the following objectives for this program:
• House approximately 3,200 people annually through the implementation of the Community Plan to End Homelessness. Assuming the current reduction rate and the number of people served annually, the County projects a total of 25,600 people receiving housing by 2031. The County’s progress since 2020 is as follows:
o 17,485 people connected to stable housing
o 23,228 people placed in temporary housing and shelter o 33,193 people received homelessness prevention assistance • Annually convene the strategy leads to develop annual focused implementation plans and seek approval from the Continuum of Care (CoC) Executive Board on the priorities for annual workplans. This includes, but is not limited to, the supportive housing system improvement work, supporting the work of the Lived Experience Advisory Board to improve service delivery, and the coordinated entry redesign work. Collectively these efforts are intended to continuously improve how unhoused individuals and families are served through the Santa Clara County Supportive Housing System.
• In 2025, initiate the process to update the Community Plan to End Homelessness and seek approval from the CoC Board on the community outreach and stakeholder engagement plan.
Once a draft is developed, seek endorsement from the Board of Supervisors, the 15 incorporated cities, the Santa Clara County Housing Authority, the Valley Transportation Authority, the Santa Clara Valley Water Board, the various School and College Districts and other governmental and non-governmental partners. (The County intends to complete the draft plan by September 2025 for adoption of the plan in January 2026.) • In 2026, once the new Community Plan to End Homelessness is in place, seek approval from each city on the development of a local implementation plan in which OSH will offer technical assistance and support either directly or through a consultant.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The County of Santa Clara conducts outreach to homeless persons to assess their individual needs and connect them to services and resources through the Office of Supportive Housing’s (OSH) Client Engagement Team which provides outreach services to homeless persons across the County. Team members connect with unsheltered persons to discuss and explain housing opportunities available to them and to connect them to the supportive housing programs available through Coordinated Assessment. Outreach is also coordinated by the Emergency Assistance Network (EAN) which is comprised of United Way Silicon Valley, eight partner agencies, and seven law enforcement agencies that create a safety net of essential services.
2025-2030 City of Santa Clara Consolidated Plan 123
The Community Plan to End Homelessness includes a set of strategies that will expand on these current and ongoing efforts. The strategies and action items adopted as part of the plan that contribute to the strategic plan goals to improve homeless outreach include but are not limited to:
• Increase shelter outreach, hygiene services, and transportation options to match the needs of unsheltered residents.
• Increase access to basic hygiene resources, including bathrooms, showers, and laundry; and increase the number of free public transit passes and other transportation options for people who are unhoused to access services.
• Increase the number of street outreach staff and case managers working in encampments and provide opportunities for people who have lived experience of homelessness to provide peer-topeer support. • Increase the number of mobile crisis teams with clinical staff, and expand their hours, to support individuals experiencing severe mental health and substance use crises. • Increase outreach to city and County staff and business and neighborhood associations about available resources to assist people who are unhoused.
• Create a referral system where unhoused residents can access information and services, such as available temporary housing and homeless services.
The County will continue homeless outreach services to assess the unique needs of homeless persons and families through the strategies, programs, and policies developed as part of the County’s Housing Element. Between 2023 and 2031, the County will continue to conduct outreach services and assess the individual needs of homeless persons and families through the following programs and action items. • Improve the quality of life of unsheltered individuals by expanding the capacity of temporary housing programs and providing basic needs services to individuals experiencing unsheltered homelessness.
• Continue to support community-based organizations that provide services to the unhoused population.
• Continue to support feedback mechanisms that provide those with lived experience the opportunity to inform and shape improvements to the Supportive Housing System and the delivery of services.
• Increase access to opportunity for residents of historically disinvested low-income communities by increasing the number of free public transit passes and other transportation options for unhoused people to access services and by studying access to services in South County including the Cities of Morgan Hill, Gilroy, San Martin, and parts of the unincorporated County.
Addressing the emergency and transitional housing needs of homeless persons The City of Santa Clara conducts homeless outreach through several initiatives and methods to assess their individual needs, connect them to resources, and to improve the City and County’s overall approach to meeting the needs of homeless persons. The City’s Police Department includes a Community Response Team which conducts outreach while not in uniform to respond to crises, connect homeless persons to existing services, and to facilitate housing assessments with partnering agencies. 2025-2030 City of Santa Clara Consolidated Plan 124
Law enforcement officers are also responsible for leading encampment clear-outs by providing notifications of clear-outs (at least 72 hours in advance), coordinating with third-party vendors to conduct the clear-out, tagging personal property, and connecting individuals with community resources after they are mandated to relocate. Adobe Services also conducts street outreach in Santa Clara City through their five-member outreach team which focuses on high need individuals with mental health challenges.
Individuals are placed in a housing queue and are connected to resources and services while they wait for housing placement.
Additionally, the Community Response Team and the Housing and Community Services Division administer grants to several local agencies that offer services to homeless persons including: WeHope Dignity on Wheels Mobile Shower and Laundry Service, Santa Clara County HPS, Next Door Solutions to Domestic Violence, Emergency Housing Consortium, St. Justin Community Ministry, Bill Wilson Center, Abode Services, and case management for permanent supportive housing clients.
The City will expand on these efforts by implementing the priorities, objectives, and strategies outlined in the Plan to Reduce Homelessness and Its Impacts which will serve as the City’s roadmap to address the needs of homeless persons and families in Santa Clara City. Strategies and actions to improve homeless outreach adopted by the City are highlighted below.
Priority Area 2. Increase availability of short-term shelter, permanent supportive housing, and Extremely Low Income (ELI) housing. The City will: 1) create new shelter and housing that is affordable and accessible to people experiencing or at risk of homelessness; 2) use all tools available to increase housing affordability; and 3) reduce opposition to new development at all stages. The strategies adopted by the City include:
• Add 136 new emergency shelter, interim housing, rapid rehousing, or shared supportive housing beds/units to provide shelter options for unhoused residents in Santa Clara who are waiting for placement in affordable housing.
• By 2031, work towards the Housing Element goal of permitting 1,436 extremely low and very low income units.
Priority Area 3: Conduct proactive street outreach to engage people who are unsheltered and connect them to resources. The City will: 1) ensure that homeless persons in the city are assessed as part of the community’s CES and connected to services to meet their health and basic needs; 2) proactively engage, develop rapport with, and house people with the highest needs in the community; 3) increase utilization of existing City and County homeless assistance resources by people experiencing homelessness; and 4) increase connections to mental health services (including crisis services) for homeless persons, especially those who have been hesitant or lack the capacity to access services.
Strategies to facilitate this priority area and these objectives include:
• Fund an agency to provide street and encampment-based case management to help Santa Clara residents obtain and/or retain shelter or housing through a range of activities including but not limited to: conducting assessments; providing services to ensure households are document/housing reading; assisting clients with creating housing plans; providing services; and collecting feedback from unhoused people to improve engagement and shelter/housing/service programs.
2025-2030 City of Santa Clara Consolidated Plan 125
• Explore opportunities to support peer outreach that trains and employs people with lived experience of homelessness to provide street outreach and system navigation services. • By 2026, improve the City’s capacity to respond faster to crises that require clinical responses or de-escalation by: 1) coordinating with partner agencies and service providers to train City staff and volunteers about crisis response and other resources; 2) creating a set of written guidelines and conducting trainings on who to call and when, conflict resolutions, and de-escalation techniques; 3) working with OSH and local jurisdictions to expand mental health outreach and crisis response which could include hiring more Crisis Intervention Specialists for the City’s Police Department; and 4) increasing coordinating with BHS to ensure outreach teams serving City residents can connect people with available services.
Priority Area 4: Address basic needs of people living outside, including health and hygiene. The City will:
1) create opportunities for engagement, connection, and trust-building with people living unsheltered by providing resources to meet basic needs and build a foundation for making progress toward housing goals; 2) address the immediate unsheltered crisis by creating spaces for people experiencing homelessness to stay, address immediate needs, and access services; and 3) improve the accessibility and experience of public areas for both housed and unhoused residents.
Strategies to facilitate this priority area and related objectives include:
• By December 2025, explore partnerships with businesses, nonprofits, faith-based, and volunteer organizations to leverage funding, facilities, expertise, and staffing to support provision of basic need services such as food, hygiene supplies and services, and restrooms for unsheltered people.
For example: donation drives, volunteer days or programs, and/or community events to connect housed and unhoused community members.
• Establish safe and welcoming places for people living in unsheltered situations to access during the day with access to restrooms, computers, phones, and services. The City will aim to establish additional options beyond parks and libraries.
Additionally, the City of Santa Clara will address the emergency and transitional housing needs of homeless persons by supporting and encouraging the development of housing types that serve homeless persons and families. The City’s Housing Element commits staff to increasing access to interim housing units, rapid rehousing, and emergency shelter beds by 30% from 453 units in 2023 to 589 units by 2030. (The City adopted this objective as part of Action 1: Provision of a Variety of Housing Types.) To achieve this objective, the City is currently updating the Zoning Ordinance. As part of implementing Action 9 (Zoning Ordinance), the City will:
• Complete a comprehensive update to the Zoning Ordinance to include provisions that allow emergency shelters by right without discretionary action in select residential, commercial, and mixed-use districts.
• Adopt a Zoning Ordinance Amendment to revise the definition of emergency shelter to include other interim interventions including but not limited to a navigation center, bridge housing, and respite or recuperative care; and to revise the Emergency Shelters, Development and Operational Standards section to remove the separation of uses standard. 2025-2030 City of Santa Clara Consolidated Plan 126
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating accessfor homelessindividuals and familiesto affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
Over the next five years, the City of Santa Clara is committed to helping unhoused persons transition from homelessness to permanent housing by adopting and implementing the City’s 2024 Homelessness Response Plan which six priority areas for City staff to respond to the unique needs of homeless persons and families and to address and reduce the impacts of homelessness on the wider community.
As part of developing these priority areas, the City identified related objectives and strategies to address and reduce homelessness in the City of Santa Clara. Objectives, strategies, and actions that will assist City staff in helping homeless persons enter permanent housing situations include but are not limited to:
• Create new shelter and housing that is affordable and accessible to people experiencing or at risk of homelessness.
• Proactively engage, develop rapport with, and ultimately house people with the highest needs in the community.
• Leverage collective community resources to create efficient and impactful interventions. • Ensure that people experiencing homelessness in the city are assessed as part of the community’s Coordinated EntrySystem (CES) and connected to other services to meet their health and basic needs wherever possible.
• Provide housing problem solving services to determine if there are ways too quickly resolve and/or avoid entering homelessness or rapidly exit homelessness through conflict resolution, mediation, one-time financial assistance, relocation and other activities.
County/Regional efforts. The Santa Clara County Continuum of Care’s (CoC) strategy to help homeless persons (especially those with special needs) make the transition to permanent housing and independent living, facilitate access to affordable housing, and to prevent individuals and families from re-entering homelessness are implemented by the County’s 2020-2024 Community Plan to End Homelessness which includes a three-part strategy to end homelessness in Santa Clara County and jurisdictions. These strategies include: 1) addressing the root causes of homelessness through system and policy changes; 2) expand homelessness prevention and housing programs to meet the need; and 3) improve the quality of life for unsheltered individuals and create healthy neighborhoods for all.
The actions that contribute to the County’s strategic plan goals include:
• Protect residents from evictions, displacement, and housing discrimination by adopting and implementing new fair housing plans for the region; providing legal assistance to ensure that individuals and families most severely impacted by the lack of affordable housing (people of color) have equal access to housing; and by strengthening local rent control and tenant protections. 2025-2030 City of Santa Clara Consolidated Plan 127
• Provide a broad range of supports to prevent homelessness by expanding the Homelessness Prevention System (HPS) to prevent homelessness for an additional 7,000 households who are at risk by providing targeted financial assistance and supportive services; and by providing targeted financial resources to prevent homelessness and eviction for severely rent burdened residents living in existing affordable units.
• Expand the supportive housing system to provide housing and services to help 20,000 unhoused people secure stable, permanent housing by targeting 7,000 people in permanent supportive housing programs that provide long-term support; 10,000 people housed through rapid rehousing programs that provide short- and medium-term support; and 3,000 people housed through Housing Problem Solving and other short-term or one-time assistance. • Develop programs tailored to the needs of specific populations of persons experiencing homelessness including youth and young adults, older adults (55+) and seniors, families with children, and adults (25 to 54 years) without children.
The County will continue to help homeless persons and families make the transition to permanent housing and independent living through the programs, policies, and strategies identified by the County’s 2023- 2031 Housing Element.
Program 1.23. City Revenue Agreements. The County of Santa Clara has pooled resources from various cities to expand the capacity of the Supportive Housing System and to increase the efficiency of existing partnerships while reducing the duplication of services throughout the County. The programs supported by these revenue funding sources are aligned with the goals of the 2020-2025 Community Plan to End Homelessness and promote racial equity in homeless services by increasing the availability of communitybased supportive services throughout the County of Santa Clara. As part of this program, the County identified the following objectives:
• Serve 20 households from the City of Santa Clara and 20 households from the City of Mountain View with permanent supportive housing services and rental assistance. Assuming funding continues annually through 2031, these Revenue Agreements would serve 360 households. • Serve 133 vehicle dwellers from the City of Mountain View by providing homeless households a temporary, overnight, safe location to park, as well as case management support. Assuming funding continues annually through 2031, this Revenue Agreement would serve 1,197 vehicle dwellers.
• Serve 400 homeless households from San Jose through a centralized hotline for individuals and families seeking shelter services or shelter diversion services. Assuming funding continues annually through 2031, this Revenue Agreement would serve 3,600 homeless households from San Jose.
• Provide supportive services for 180 chronically homeless households from San Jose. Assuming funds continues annually through 2031, this Revenue Agreement would serve 1,620 chronically homeless households from San Jose.
2025-2030 City of Santa Clara Consolidated Plan 128
It is important to note that during the community engagement conducted to inform the City’s Plan, service providers who participated in focus groups emphasized a need for the City to implement a strategy focused on investing and providing services that prevent individuals and families from slipping back into homelessness. Participants explained that many individuals do not have the resources, connections, and/or social supports required to remain stably housed after entering housing and often become homeless after having been housed. Providers in focus groups strongly recommended that the City develop and implement a strategy that results in a “one stop shop” for individuals to navigate to when they need support and offered Sunnyvale Community Services as a model for City staff.
Help low-income individuals and families avoid becoming homeless, especially extremely low- income individuals and families who are likely tobecome homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health,social services, employment, education or youth needs The City of Santa Clara invests in homelessness prevention and crisis response to ensure individuals and families at-risk of homelessness have access to the resources that meet their basic needs. The City’s Plan to Reduce Homelessness identifies the following services supported by the City and provided by community partners:
• The City contributes $50,000 per year to the County of Santa Clara’s Homeless Prevention System which is comprise of a network of 20 community partners working to stabilize housing for at-risk households.
• In partnership with Abode Services, the City funds a Tenant Based Rental Assistance (TBRA) program with approximately $350,000 of HOME funds each year to provide housing assistance in the form of deposits and rental subsidies for up to 12 months. The program also provides case management services (funded with local funds) to homeless families with children, households fleeing domestic violence, or families with children that are at-risk of homelessness (incomes at or below 60% AMI).
Additionally, the City supports individuals returning from institutions and systems of care through the County’s Reentry Resource Center (RRC) which provides services to residents who were previously incarcerated as well as residents who enter homelessness upon release. Services offered by RRC include referrals to drug treatment programs, housing assistance, food assistance, counseling services, and other benefits to support the transition to permanent housing. Residents are also supported by the County’s Social Service Agency which expedites the review process of CalFresh applications for homeless households to ensure they receive benefits within three days.
The City will continue these efforts by implementing the Santa Clara Plan to Reduce Homelessness and Its Impacts which includes six priority areas and related objectives and strategies to address homelessness in Santa Clara City. To help individuals and families avoid homelessness, the City adopted the following strategies:
Priority Area 1: Prevent homelessness for City residents who are at-risk. The City will: 1) reduce the inflow into homelessness among City residents at imminent risk of losing their housing; 2) reduce displacement and help tenants relocate when needed; and 3) increase the availability and accessibility of services within the city for City residents. Strategies to facilitate these objectives include:
2025-2030 City of Santa Clara Consolidated Plan 129
• By December 2025, partner with the Charities Housing, CORE, Santa Clara County’s Office of Supportive Housing, Destination Home, the Housing Authority and others to reduce rent burden for seniors living in the Belovida apartment complex and carrying out a minor rehabilitation of the building.
• By 2026, increase the City’s investment in the County’s HPS to increase access to rental assistance, deposit assistance, car repair, housing problem solving, and other prevention related services for City residents.
• By 2026, expand the City’s investment in TBRA to serve 5-10 additional households per year. • By 2026, explore the implementation of policies to prevent displacement and/or facilitate a soft landing when relocation is unavoidable including but not limited to: policies that minimize displacement resulting from code enforcement; no net loss policy for income restricted affordable housing; longer notification requirements for tenants when housing will be redeveloped; landlord paid relocation benefits for tenants impacted by no cause and no-fault evictions; and creating a rental deposit cap.
2025-2030 City of Santa Clara Consolidated Plan 130
SP-65 Lead Based Paint (LBP) Hazards – 91.215 (i)
Actionsto address LBP hazards and increase accessto housing without LBP hazards The City follows all applicable Lead-Based Paint Regulations, which primarily affect projects funded by the Neighborhood Conservation Improvement Program (NCIP).
How are the actionslisted above related to the extent of lead poisoning and hazards? Three quarters of homes in the City were built before 1980. Homes built before 1980 may contain LBP.
Forty-five percent of households (19,915) are LMI. Using this proportion, 14,936 LBP households are potentially occupied by LMI families.
How are the actionslisted above integrated into housing policies and procedures? The City, as part of its NCIP,requires that all lead paint be controlled or abated and disposed of properly to eliminate or reduce the hazard of environmental or human contamination. 2025-2030 City of Santa Clara Consolidated Plan 131
SP-70 Anti-Poverty Strategy – 91.215 (j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The community engagement process identified the El Camino Real area to be in need of neighborhood revitalization. Economic development funds will be targeted to the El Camino Real Focus Area, a lowincome area of the City. The City will also continue to fund emergency assistance services for homeless persons and persons at risk of homelessness.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
Many organizations within the region work to reduce poverty within the City, including:
• North County Consortium of Neighborhood Self Sufficiency Centers, which supportsthe sustainability and self-sufficiency for CalWorks families;
• Santa Clara Unified School District Adult Education Center, which helpsstudents develop a “welfare to work” plan and provides career advising, job placement, resumé development, and interviewing skillsto students. The Adult Education Center also serves homelessindividuals with job training and housing;
• SCCHA is a Moving to Work agency, which allows programs that focus on self-sufficiency and affordable housing
2025-2030 City of Santa Clara Consolidated Plan 132
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City enters into subrecipient agreements with grantees. These agreements set forth the terms for grant management and compliance with required state and federal laws. The City works with multiple public service programs funded by CDBG and HOME, which have an excellent track record with the use of these funds. The City performs on-sitemonitoring ofthese programs atleast once per agreement period, and the public service programs mustreportto the City at least twice per year.
Community Engagement – Appendix A-133
Community Engagement Summary – Appendix A
Citizen Participation and Stakeholder Consultation
This section summarizes the primary findings from the extensive citizen participation and stakeholder consultation conducted to inform the Santa Clara County Urban County, HOME Consortia, and entitlement jurisdiction Consolidated Plans.
Residents and stakeholders were invited to participate in a variety of engagement opportunities in addition to the community survey throughout the Consolidated Plan process. The events included:
“Pop up” events—Booths with activities were set up at community venues and events to capture residents’ input on priority housing and community development needs and were held throughout September and December 2024. Approximately 200 residents engaged with pop up events.
Santa Clara City Art and Wine Festival: September 14-15, 2024 Mountain View Dia de Los Muertos Event: November 2, 2024 Gilroy and South County Open House: November 4, 2024
Saratoga Library Popup: November 18, 2024
Campbell Farmers Market Popup: December 1, 2024
Sunnyvale Farmers Market Popup: January 18, 2025
Demographic surveys voluntarily completed at resident engagement events show that the demographic composition of participants broadly represents that of the county’s low and moderate income populations.
Two regional virtual public workshops were held on November 14th and 20th 2024. Virtual public workshops were open to all residents living in and stakeholders serving residents in the County. Approximately 55 residents attended the workshops between the two sessions provided.
Three stakeholder consultation workshops were held on December 5th, 11th, and 17th, 2024 with stakeholders who serve and represent low and moderate income and special needs residents. Attendees represented affordable housing providers, service providers serving special needs populations, people with lived experience, legal advocates, child care service providers, public health agencies, mental health service providers, and others. A total of 72 stakeholders engaged through the workshops.
Community Engagement – Appendix A-134
The City of Santa Clara County, in
partnership with the County, conducted the
2024 Santa Clara County Housing and
Community Needs Survey to better
understand the greatest housing,
community development, and economic
development needs in the county. The
survey was administered to both residents
and stakeholders to gain an in-depth
understanding of concerns from those who
deliver services and those who may receive
them.
A total of 547 residents from the City of
Santa Clara completed the survey; the
demographics of survey respondents are
shown on the following page.
City of Santa Clara Survey
Respondent Demographics
Note:
n = 547.
Source:
Root Policy Research from the 2024 Santa Clara County Housing and Community Needs Survey.
n
Total Responses 547 100%
Respondent Type
Stakeholder and Resident 36 7%
Resident Only 511 93%
Tenure
Homeowner 302 55%
Renter 182 33%
Precariously housed 47 9%
Race and Ethnicity
Non-Hispanic White 175 32%
Asian 44 8%
Other Race 69 13%
Hispanic 63 12%
Household Income
Less than $49,999 87 16%
$50,000 up to $99,999 79 14%
$100,000 up to $149,999 58 11%
$150,000 or more 101 18%
Employment Status
Employed Full-Time 193 35%
Employed Part-Time 38 7%
Retired 105 19%
Unemployed 22 4%
Household Characteristics
Large Households (5 or more) 40 7%
Older Adult (Over 65) 114 21%
Disability 116 21%
Renter with Income < $49,999 41 7%
Family Type
No Children 399 73%
Couple with Children 118 22%
Single Parent 30 5%
%
Community Engagement – Appendix A-135
Promotion. The Consolidated Plan website www.letstalkhousingscc.org was available throughout the Plan and promoted through a social media and communications toolkit. The website provided information on the Consolidated Plan process and ways for community members and stakeholders to be engaged through taking the survey and participating in events.
Figure A-1.
Let’s Talk Housing Santa Clara County
Website Events Page
Source:
https://www.letstalkhousingscc.org/events
The website’s “Events” page, pictured to the right, includes a list of upcoming and past community engagement events associated with the Consolidated Plan. Residents could view dates, times, locations, and registration information for each event on this page.
Residents could also learn about upcoming engagement opportunities on City and County websites and social media pages. Regional virtual public workshops were promoted with flyers— shown below—in English, Spanish, Vietnamese, and Mandarin that included dates, times, translation information, and links to meeting registration and the letstalkhousingscc.org website.
Workshops & Events
Mountain View Virtual Public Workshop
Monday. Dec embe r 16th. 6:00-7:00 pm
Register here
Sporish inlElfptelolion will be available.
Palo Alto Third Thursday Popup Event
Drop-In, Thursday, December 19th, 6:00-9:00 pm
Car-Free California Avenue (between El Camino Real
and Birch Street)
Missed a workshop or event·? Find other ways to
connect.
Past Meetings & Events
Gilroy & South County Open House
Drop-In. 4:00-8:00 pm, Monday. November 4th
Gilroy Library Community Room, 350 w 6th St, Gilroy
Mountain View Did de Muertos Event
Drop-In. 11:00 om - 3:00 pm. Saturday. November 2nd
Mounta in View Civic Center Plaza
Saratoga Library Popup
Drop-In. 1:00 - 4:00 pm. Monday. November 18th
Saratoga Library Community Room. 13650 Saratoga Ave
Campbell Farmers Market Popup
Drop-In. 9:30 om • 12:30 pm, Sunday, December 1st
Along E. Campbell Ave .• between Central Ave a nd, S
Third St
Virtual Public Workshop l
Thursday, November 14th. 6:30-8:00 pm
Register here
Spofmh and Vietnamese in terpre ta tion w il be a vailable.
Virtual Public Workshop 2
Wednesday, November 2oth, 6:30-8:00 pm
Register here
fi nnmh nnfi Mnnrinrin inlA"nmlntinn will hf> nvni1nl-w> Community Engagement – Appendix A-136
Figure A-2.
Virtual Public
Workshop Promotional
Flyers in English and
Spanish
Note:
Flyers were also available in Vietnamese
and Mandarin
City and County staff posted flyers on official websites and social media profiles with captions from a social media toolkit, as seen in the example below. The social media toolkit included captions in English, Spanish, Vietnamese, and Mandarin.
Figure A-3.
Virtual Public Workshop Promotional Page Example
Source: City of Palo Alto.
Popup events were advertised locally on City websites and social media pages with flyers as shown in the examples below.
Virtual Public Workshop
affordable housing, homelessness, El
Help plan federal funding for @ and Improvements In your '? community
Hosted by the cities, towns, and the County of Son•a Claro Register at bit.lY. ConPlanWorkshoR
Interpretation provided
, f',, · . • "1°111
, /.!> ~·,,:~. ··"-=: ~J
Tuesday,
November 14
6:30 - 8:00 pm
Wednesday,
November 20
6:30 · 8:00 pm
Learn more a nd get involved
at letstalkhousingscc.org
Taller Publico Virtual
Ayuda a pioneer el uso de fondos @ federales para vivienda asequible, r=l apoyar a persona, sin hogar, y '? mejoros en 1u comunidad
Organizodo par las c1udodes, pueblos, v el Condodo de
Santo Clora
CDBG Consolidated Plan 2025-2030 Virtual
Workshop
Join one of our Onl.ine Public Workshop for residents of Santa Clara County to shape funding for housing,
homelessness and community needs where you live. Please come and tell us what you think. Register at
bit.ly/ConPlanWorkshop_.
Event Details:
• November 14: 6:30 - 8:00 PM (Spanish and Vietnamese
Interpretation Provided)
• November 20: 6:30 - 8:00 PM (Spanish and Mandarin
Interpretation Provided)
Virtual Public Workshop
Help plan federal funding far @ affordable housing, homelessness, § and Improvements In your '?
community
The more people we hear from, the better our funding plans will reflect what is actually needed. Your voice - along with the voices of your neighbors, lower-income residents in the community, and residents with special housing needs- are crit ical for ensuring we have housing and community programs that meet all our needs, now and into the future.
To learn more and for other ways to get involved, visit letstalkhousingscc.org.
Community Engagement – Appendix A-137
Figure A-4.
Open House
Promotional Flyer
Examples
Stakeholders from stakeholder partner organizations and former subrecipients and grant applicants were invited through email to participate in virtual workshops, while stakeholders from other organizations could register their interest on the Let’s Talk Housing SCC website through a Google form.
Figure A-5.
Stakeholder Workshop Information and Registration Page, Let’s Talk Housing SCC Website
Source: https://www.letstalkhousingscc.org/orgs
Housing & Community Development
Funding for Santa Clara County
Open House
Drop in to learn more and plan how to
spend fede ral funding for affordable
housing, homelessness, and
improvements in your community.
Financiacion para la Vivienda y el
Desarrollo Comunitario
en el Condado de Santa Clara
Evento de Puertas Abiertas h te e1 un espacio oblerto para hablar con el pvr10nal del Condodo de Santo Claro y dem01. Vl1itono1 en
cualquler momenta enlre estas horas para apreoder
m6s y guior c6mo debemos user los londos lederales
para vivlenda asequible, apoyo a las personas sin
hogar, y las mejoros en tu comunldad.
Right now, the cities, towns, and the County are developing their Consolidated Plans to identify housing and community development priorities for federal funding.
The Consolidated Plan helps determine the top housing needs, community development concerns. and gaps in supportive services for low to moderate Income households.
Many communities use the Consolidated Plan to fund their Housing Element pnonttes.
Stakeholder organizations are invited to give feedback.
Join a Virtual Stakeholder Workshop
December 5th: 1 - 2:30 pm
December 11th: 12:30 - 2:30 pm
December 17th: 3 - 4:30 pm
RSVP FOR A
WORKSHOP
Take the Community Survey and tell
us what you think
TAKE THE SURVEY!
Community Engagement – Appendix A-138
Findings from Community Meetings and Workshops
This section summarizes the feedback received from residents and stakeholders in pop up events, virtual public workshops, and stakeholder focus groups. It is organized around the four broad categories of need discussed at each event: 1) Housing Needs; 2) Public/Supportive Services Needs; 3) Community Development Needs; 4) Economic Development Neets.
For each category of need, this section includes discussions of community concerns, consideration of residents and locations with the greatest need, and suggested solutions.
Housing needs. Residents and stakeholders reported that there are shortages in shelter and support services across the county, with the most acute needs for very low income households in the South County.
Special needs groups with the most acute needs include:
Domestic violence survivors—for whom there are only 63 emergency shelter beds in the county—need low-barrier, safety- and trauma-informed crisis housing that helps them access childcare and services.
LGBTQ+ residents who have experienced mistreatment in-specific shelters need tailored shelters.
Sober living environments and substance-friendly housing options in transitional housing.
Special needs including residents with disabilities who need accessible units and seniors who need fall prevention design and modifications to age in place. Seniors increasingly resort to living in RVs, which are often in poor condition.\
Geographic differences included:
City of Santa Clara
Participants from the City of Santa Clara spoke about the very high cost of rent, especially relative to the size and condition of rental units and the risk of displacement from not being able to consistently pay rent. One attendee said they could only find a rental unit that met their family’s affordability and financial needs in an unsafe neighborhood (e.g., people going through trash cans at night, people coming in the apartment complex and taking things). This family had a young baby and cannot afford childcare, so they work part time and alternating shifts to care for the child—making rent harder to afford.
“Affordable child care would be a huge support because my wife could work full time. And the children would have supportive developmental activities!” Public infrastructure needs identified by Santa Clara City residents included better lit streets and parks (specifically along John Way, Royal Street, and Scott Boulevard).
Community Engagement – Appendix A-139
Services most needed by residents included workforce development programs to help residents improve their skills and access higher paying jobs; rental assistance; childcare (noted above); and better resource connections/knowledge of where to get help in the City. Overall, residents were complimentary of the City of Santa Clara and described it as a welcoming place with a healthy environment.
City staff administered an exercise at the September pop-up to capture resident input on priority needs. A total of 501 responses were received to the question of: “What community services are most needed by the City’s low-income residents?” Housing priorities included Homeless Services (top priority need); Mental Health Services (second highest priority need); followed by Healthcare, Childcare, and Transportation.
Gilroy and South County
South County and Gilroy residents placed a priority on addressing the shelter and service gaps faced by migrant farm workers. Many county-level stakeholders and South County residents recommended allowing and funding safe parking areas as an interim solution—which would build on effective solutions in North County jurisdictions.
South County and Gilroy residents were also unique for their prioritization of first-time homeownership activities—something that other areas of the County did not prioritize due to the remarkably high cost of homes in their areas. Except for deed restricted, Below Market Rate homeownership products, homebuying assistance programs are not realistic.
Mountain View
Unique to Mountain View was an emphasis on providing rental assistance and new rental products to help those who have middle incomes. These households have incomes that are too high to qualify for LIHTC, but too low to afford market rate rentals without being cost burdened.
Countywide, housing needs most frequently cited include: Affordable rental housing, rental assistance, and affordable homeownership opportunities (South County largely).
Income restricted units often target households at 60-80% AMI, so very low and extremely low income households often cannot afford these units. AMIs reflect the incomes of both renters and homeowners in the County and not the reality of workforce. This is compounded by a lack of rental assistance and vouchers. Further, these developments often have restrictions around renters’ histories and credit scores that make it difficult for applicants who could afford rent to qualify. Residents frequently reported that even in market rate rental units with manageable monthly rents, deposits were prohibitively expensive.
There is little naturally occurring affordable housing (NOAH) in the area, and even mobile home communities—historically NOAH—are increasingly difficult for low income households to afford due to increasing lot rents.
Community Engagement – Appendix A-140
Housing solutions. To address affordability challenges, participants recommended individualized support in the forms of emergency rental assistance, security deposit assistance, and down payment assistance and broader policy change such as zoning reform and density incentives, streamlining residential development applications and approvals, siting workforce housing near employment centers to mitigate displacement, and implementing rent control policies (suggested in Sunnyvale, Mountain View, and Campbell—with an emphasis on essential workers). Participants advocated for future development to be sited in walkable areas near transportation, ensuring access to employment, food, and essential services for low income households. Participants expressed concerns about limited parking in residential areas far from public transit.
A common theme in the solutions discussion was building intentional communities, whether these be tiny home communities for people moving on from homelessness or communities for people with intellectual and development disabilities, or communities for youth moving into adulthood.
Residents and stakeholders also reported that navigating housing processes is difficult due to bureaucratic and private market barriers. The process of securing rental housing is complicated, especially for groups who may struggle to qualify for a unit—including individuals without work history and individuals who face barriers to employment (e.g. undocumented residents, foster youth moving into adulthood who lack work histories, domestic violence survivors who need trauma-informed employment). Housing navigation services including application assistance and negotiation with landlords were recommended.
Participants identified a need for tenant rights education, particularly for youth, families who may be illegally denied housing because they have children or a Section 8 voucher (as observed by multiple participants), and seniors who are unaware of their right to reasonable modifications.
Additional legal assistance for tenants was also identified as a need as free legal services in the county are currently overwhelmed.
Financial instability is a significant barrier to staying in housing, particularly for seniors and families. Social Security Income benefits for seniors have not kept pace with housing costs, causing a rise in seniors applying for Section 8 vouchers—which come with a long application and approval process—and an inability for seniors to make essential repairs to deteriorating homes. Low income families must manage expenses of both housing and childcare and may respond by living in overcrowded or substandard conditions, risking eviction and displacement when conditions are discovered. Participants recommended increasing home repair assistance and funding landlord-tenant mediation and emergency rental assistance—currently a gap in the county’s services infrastructure—to promote housing stability.
Other solutions recommended in workshops and pop-up events included community land trusts (CLTs) and limited equity housing cooperatives to promote homeownership, universal basic income (UBI) to allow residents to meet their immediate housing needs, and long term (3-year) housing voucher programs and landlord partnerships to promote housing stability.
Community Engagement – Appendix A-141
Public/supportive services needs. Residents and stakeholders highlighted countywide needs for affordable and stigma-free mental health and substance abuse services, legal assistance, food programs and addressing food deserts, financial literacy education, and eviction and homelessness prevention including rental assistance and landlord-tenant mediation. Participants also identified a need for expanded access to medical, dental, and vision care, especially in Sunnyvale, Palo Alto, Mountain View, and the South County. There are also significant population-specific needs:
Families with children need improved access to affordable childcare and after school programming to maintain employment (also discussed in “economic development”).
Immigrants and residents with limited English proficiency—who are most concentrated in the South County—need language services and classes, citizenship classes, housing assistance, navigating public transportation systems, and legal help to become economically selfsufficient—and find that many service providers cannot accommodate them.
Domestic violence survivors face critical geographic gaps in services (in-person services are not available in Milpitas, Campbell, Santa Clara, Mountain View, Cupertino, Palo Alto, and Saratoga), and domestic violence offices in the county have cut hours and staff capacity due to limited funding, increasing reliance on volunteers who lack expertise. Accessing domestic violence services is especially difficult for undocumented residents. Increased funding for domestic violence services is needed.
Seniors need affordable and accessible transportation, home health care, and legal support for aging in place.
Unhoused residents need hygiene assistance and employment navigation assistance.
Participants shared that the locations of service providers—often in areas that are easiest to serve, rather than areas that have the highest need—are not pedestrian-accessible or near transit stops, complicating access for transit-dependent residents. Many service providers operate only during 9-5 business hours, conflicting with potential clients’ work schedules. New public and nonprofit facilities should be sited in high need, pedestrian-friendly, and transitconnected areas. Residents recommended convening service providers in “family resource centers” where clients can access a wide range of services.
Residents are often unfamiliar with the services available to them or do not know how to access services. Further, supportive services are difficult to navigate independently:
clients must locate relevant organizations, submit multiple (often complicated) applications to various organizations, and navigate long waitlists. Special needs populations face additional barriers to accessing services. Case management—where available in the county—is sporadic and insufficient due to lack of funding and high turnover among poorly paid case workers. High turnover leads to low institutional knowledge among case managers and nonprofit service providers, diminishing the quality of service available. Case management is especially critical for foster care youth, immigrants, and unhoused individuals who may be navigating support systems for the first time.
Community Engagement – Appendix A-142
Participants recommended that the County fund case management services and a consolidated search platform or drop-in centers; that cities and nonprofits collaborate more frequently and fully; and that service providers design and adopt a single, straightforward application accepted by multiple organizations.
Community development needs. Residents frequently reported a need for new, accessible community centers with recreational, cultural, and educational programming, access to services, reservable common spaces, and potentially subsidized meals. Residents also recommended providing community spaces with engagement opportunities in new housing developments. Multiple stakeholders reported that social isolation is a common problem for the county’s seniors and recommended increased provision of senior recreational programming and facilities such as an indoor walking track. One stakeholder reported that many senior centers are run down and need renovation.
Multiple stakeholders offered ideas for how to increase community and combat loneliness through “communal social centers” and free events; this was mentioned frequently in Campbell.
Participants consistently reported gaps in the availability of childcare options and youth programming including after school programs, youth sports, and teen programming, advocating for the construction of new youth centers and enhanced city collaboration with youth-serving nonprofits. One stakeholder recommended home daycares as a community-embedded, potentially affordable alternative to commercial daycares. There is also a lack of safe spaces for LGBTQ+ teens and foster care youth moving into adulthood in the county.
Residents and stakeholders frequently reported that accessible, well-connected public transportation is essential for connecting residents with employment opportunities, essential services, and grocery stores. Bus service is inconsistent, bus stops are limited, and transit is difficult to navigate. There are needs for new bus stops, improvements to existing bus stops, greater reliability and frequency, improved accessibility for residents with mobility differences, an app to keep commuters updated on VTA service, and translation of navigation materials into multiple languages.
Broader infrastructure improvements are also needed. There was very widespread concern that bike lanes and pedestrian infrastructure such as sidewalks and street crossings are nonexistent, unsafe, or non-ADA compliant in areas across the county, including near essential public facilities. Bike lane safety could be improved with public education on bike lane use. Road improvements including streetlight and intersection improvements are also needed across the county. Participants also called for improvements to trails and outdated parks, with a focus on providing safer parks with better lighting. While these needs are countywide, infrastructure improvements have not kept up with housing development especially in the South County: residents report needs to fill potholes, improve sidewalks, and resolve frequent electricity and internet outages. Mountain View residents also emphasized safety and mobility improvements due to recent accidents and deaths.
Community Engagement – Appendix A-143
Several participants including South County and Campbell residents expressed a need for climate resilience planning, creek rise mitigation, tree planting, and expanding access to solar energy.
Other miscellaneous needs discussed include new community pools, general recreation opportunities, speed bumps in residential areas, and cultural and arts facilities. As a general solution to community development needs, stakeholders recommended that the County provide jurisdictional planning departments with a centralized list of grant opportunities and capacity building resources.
Economic development needs. Stakeholders and residents reported significant needs for adult education, job training, and skills development across the county and especially in East San Jose and the South County. Workforce development programs are critical to the economic mobility of residents of all ages seeking higher paying jobs, and participants noted that they are particularly important for youth entering the workforce and unhoused residents seeking gainful employment. Residents recommended trade education, and several stakeholders reported that youth would benefit from paid internship or trade apprenticeship opportunities. Workforce development programs should be offered outside of regular business hours and in English and Spanish where possible, especially in areas with large monolingual Spanish populations like the South County. There is also a need for marketing of existing programs: one low-income resident expressed interest in skills development, but did not know of any programs in the county.
Residents consistently reported needs for small business support including entrepreneurship support, microbusiness assistance, small business grants and loans, and technical assistance, especially for minority-owned businesses. Several residents noted a lack of affordable commercial kitchen space for emerging entrepreneurs, and while others noted that local small businesses and retail establishments are suffering due to a lack of support. Mountain View residents reported that there are many empty or closed businesses on Castro Street, recommending that the City streamline business permitting processes and lift the downtown vendor ban. Others called for more formal and traditional programs to build capacity for trades, noting that small business development comes with risk.
Many participants expressed concern that essential workers cannot afford to live in the county, emphasizing that affordable rental and homeownership options are essential to workforce development and retention. Some participants recommended building designated workforce rental housing near employment centers, increasing access to vouchers, offering down payment assistance, and exploring innovative homeownership solutions including community land trusts, sweat equity programs, and limited equity housing cooperatives. Others emphasized a need for creation of and access to higher paying jobs.
Participants consistently reported that access to affordable childcare and reliable, accessible public transportation—currently gaps in the county, discussed in “community development needs” above—are needed to promote economic mobility of low to moderate income households.
Community Engagement – Appendix A-144
Stakeholders and South County residents reported that immigrants struggle to access skills training and small business development resources due to immigration status and/or language needs, resulting in needs for immigration support and expanded access to English language training. South County residents with limited English proficiency reported immigration-related employment discrimination and poor working conditions. Other participants noted that domestic violence survivors need trauma-informed employment opportunities, recommending training for employers on the impact of trauma and support policies like flexible work hours and affordable childcare for survivors. Other needs discussed include support for residents starting cooperatives and nonprofit organizations, financial literacy education, and retraining, skillbuilding, and volunteer opportunities for recently laid-off tech workers in Mountain View. .
Community Needs Survey Summary – Appendix B-145
Community Needs Survey Summary – Appendix B
Findings from Survey Responses—Santa Clara Residents
Housing Outcomes
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%).
40% of precariously housed respondents
in Santa Clara County selected resources
to avoid displacement compared to 25% of
renters and 21% of homeowners.
Better conditions for owner-occupied
and renter-occupied homes were
selected at higher rates by respondents
with household income less than $49,999
compared to those in higher income
brackets.
Seventy-one percent of Hispanic
respondents selected “more affordable
rental housing” compared to 58% of
White respondents and 55% of Asian
respondents.
Figure A-6.
Top Housing Outcomes, City of
Santa Clara
Note: n = 547.
Source: Root Policy Research from the 2024 Santa Clara
County Housing and Community Needs Survey.
More affordable rental housing
Supportive housing for unhoused individuals or families More affordable homeownership
Better distribution of affordable housing
Increased shelter capacity
Seniors/persons with disabilities able to live
Independently
Housing for individuals with mental Illness
Security deposit assistance for LMI renter households
Accessible housing
37%
36%
33%
32%
30%
26%
25%
24%
24%
22%
22%
21%
20%
20%
20%
Resources for residents to avoid displacement
Energy efficient improvements to housing
Housing options for seniors to downsize
Rental housing in better condition
Land acquisition funding to help build affordable housing Fewer affordable units converted to market-rate housing Supportive housing for addiction recovery
Housing for residents with criminal record
Fair housing resources
- 15%
- 14%
Funding for community land trusts - 14%
owner occupied housing In better condition - 13%
Unsure I 3%
46%
Community Needs Survey Summary – Appendix B-146
Community Development Outcomes
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%); Precariously housed respondents selected increased access to internet services at a higher rate (34%) than renters (22%) and homeowners (14%); Forty-three percent of Hispanic respondents selected improved access to fresh food—the highest proportion of any racial or ethnic category. Improved access to fresh food was also selected by single parents at a higher rate (40%) compared to couples with children (35%) and respondents with no children (20%).
Figure A-7.
Top Community Development Outcomes, City of Santa Clara Note: n = 547.
Source: Root Policy Research from the 2024 Santa Clara County Housing and Community Needs Survey.
Increased access to mental healthcare services 35%
Transportation services for seniors 31%
Additional and/or higher quality childcare centers 29%
Sidewalk and streetlight improvements 29%
New/improved senior center - 26%
Increased access to addiction treatment services - 25%
Improved access to fresh food - 24%
More recreational opportunities for youth/special -
populations 23%
New/improved community center - 22%
Improvements to parks and recreation centers - 22%
Public resource navigation assistance for residents - 21 % Climate resilience-focused planning - 19%
Increased access to internet services - 18%
Counseling for landlord-tenant issues - 16%
New/improved nonprofit space - 16%
Other ■ 5%
Unsure I 3%
Community Needs Survey Summary – Appendix B-147
Economic Development Outcomes in the City of Santa Clara 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%);
Precariously housed respondents selected improved transportation to areas with job opportunities at a higher rate (51%) than renters (38%) and homeowners (32%); Fifty-four percent of Hispanic respondents selected job training programs as an economic development outcome—the highest of any racial or ethnic group; Respondents with household income less than $49,999 selected job training programs and a center for seasonal labor at higher rates than those in higher income brackets; and Half (50%) of single parents selected job training programs compared to 42% of couples with children and 37% of respondents with no children.
Figure A-8.
Top Economic
Development
Outcomes, City of
Santa Clara
Note:
n = 547.
Source:
Root Policy Research from the 2024
Santa Clara County Housing and
Community Needs Survey.
Job training programs
Revitalization of neighborhood
businesses/commercial areas
Improved transportation to areas with job
opportunities
More opportunities for small or start-up
businesses
Center for seasonal and day laborers
Unsure ■ 6%
Other I 5%
39%
37%
35%
31 %
28%
Public Comment – Appendix C-148
Public Comment – Appendix C
Public hearing #1:
April 8, 2025
Five Public Service Agency representatives appeared and spoke in person and online, in support of the funding their agencies receive, and provided a summary of their programs.
Four additional Public Service Agency representatives submitted written comments/letters in support of funding their agencies receive and provided a summary of their programs.
One member of the public commented that he thinks that the federal government will cut funding.
Council Member Chahal asked if there was a backup plan in place if the Federal Government stops HUD funding. We really do not; if that were to happen, the Council would then have to decide if they want to use other funding to support these public agencies or they would not be funded at all.
Council Member Hardy wanted to confirm what the acronym TBRA stood for (Tenant Based Rental Assistance) and asked what staff is really asking for at this hearing since we are coming back next month.
We are here tonight to ask for two things: for Council to Note and File the presented Plans and for Council to approve Staff’s recommendations to fund the listed public service agencies.
Council Member Jain commented on a local jurisdiction using funds to support a three-month rental assistance program and if the City had a similar program. Our rental program is TBRA, which provides support and subsidy through ha 12-month program.
Council Member Park asked if agencies are able to use both Public Service funds and Capital Improvement dollars. Yes, they may apply to our Public Service NOFA and apply separately for our Capital Improvement NOFA.
FY 25-26
Annual Action Plan
2025-2026 Annual Action Plan A1
Contents
AP-15 Expected Resources – 91.220 (c) (1,2)............................................................................................ A2 AP-20 Annual Goals and Objectives – 91.220(c)(3)& (e)...........................................................................A6 AP-35 Projects – 91.220(d)........................................................................................................................A9 AP-38 Project Summary ..........................................................................................................................A10 AP-50 Geographic Distribution – 91.220 (f) ............................................................................................A13 AP-55 Affordable Housing – 91.220 (g)...................................................................................................A14 AP-60 Public Housing – 91.220 (h) ..........................................................................................................A15 AP-65 Homeless and Other Special Needs Activities – 91.220 (i) ...........................................................A16 AP-75 Barriers to Affordable Housing – 91.220 (j).................................................................................. A18 AP-85 Other Actions – 91.220 (k)............................................................................................................A20 AP-90 Program Specific Requirements – 91.220 (l) (1,2,4) .....................................................................A22 2025-2026 Annual Action Plan A2
AP-15 Expected Resources – 91.220 (c) (1,2)
Introduction
The City of Santa Clara is estimating the following federal and local funding resources for the 2025 Program Year (PY); Fiscal Year 2025-2026:
CDBG Funds: The total amount of CDBG resources expected to be available for FY25/26 is $1,050,000. This total is made up of the annual CDBG entitlement from HUD, Prior Year Resources (i.e., funds that are being re-programmed and/or funds that were programmed but not spent), and Program Income (income generated from prior CDBG projects). The breakdown of the Expected Resources is:
• Annual Entitlement Funds $930,000
• Estimated Prior Year Balance $0
• Estimated FY25/26 Program Income $120,000
CDBG CONTINGENCY LANGUAGE
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 $180,00, 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 Funds: The total amount of HOME resources expected to be available for FY25/26 is $665,000. This is made up of the annual HOME entitlement from HUD, Prior Year Resources (funds that are being reprogrammed and/or funds that were programmed but not spent), and Program Income (income generated from prior HOME projects). The breakdown of the source of funds is:
• Entitlement Funds $335,000
• Estimated Prior Year Balance $320,000
• Estimated FY25/26 Program Income $ 10,000*
*HOME Program Income (PI). The City estimates it will receive $100,000 in PI in the FY25/26. Ten percent; or $10,000 will be programmed in this 2025 Annual Action Plan for administrative costs as allowed by HOME regulations. The other 90% ($90,000) will be programmed next year in the 2026 Annual Action Plan.
In accordance with HOME regulations, CHDO set-aside funds not used for the set-aside purpose are allowed to be reprogrammed to other activities after two years. If the City cannot use its CHDO funds for its intended set-aside use, the City will reprogram the CHDO funds to its Tenant Based Rental Assistance (TBRA) program. 2025-2026 Annual Action Plan A3
HOME CONTINGENCY LANGUAGE
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 set-aside amounts and the Administration amounts will be recalculated. The TBRA program will then be reduced in funding.
LOCAL Funds: The City anticipates that it will leverage $565,165 of local funds for public service-type activities. 2025-2026 Annual Action Plan A4
Table 59 –Expected Resources Priority Table
Program Source
of Funds
Uses
of
Funds
Expected Amount Available Year 1 Expected
Amount
Available for
Remainder of
ConPlan:
Narrative
Description
Annual
Allocation
Program
Income
Prior Year
Resource Total:
$ $ $ $ $
CDBG PublicFederalAcquisition
Housing Rehab.
Capital
Improvement
Projects – Public
Facilities
Capital
Improvement
Projects – Aff.
Housing
Public Services
Admin. &
Planning
$930,000 $120,000 $0 $1,050,000 $4,200,000 CDBGfunds may be used for: 1) Land
acquisition for
affordable housing;
2) NCIP and Minor
Repair Program; 3)
Public infrastructure
improvements and
other public facility
improvements;
4) Capital
Improvements to
Affordable Housing;
5) Public Services;
6) Administration and
planning.
HOME PublicFederalCHDO and
regular HOME
rental projects,
such as property
acquisition, new
construction,
and/or
rehabilitation.
Homeowner
Rehabilitation
TBRA
Admin. and
Planning for
HOME programs
and activities.
Fair Housing
Services
$336,000 $10,000 $320,000 $665,000 $2,660,000 HOME funds may be used for: 1) TBRA;
2) NCIP; 3) Rental
Development and/or
rehab; 4) Fair Housing
Services; 5) Admin. &
Planning.
Approx $23,000 of
Prior Year Resources
is Program Income
received in FY24/25.
Approximately
$100,000 in Program
Income is expected in
FY25/26. 10% of that
will be programmed
in this action plan for
administrative
activities and drawn
during the program
year. The remaining
estimated $90,000
will be programmed
in FY26/27.
If Program Income
exceeds $100,000,
the City will continue
using 10% for admin.
2025-2026 Annual Action Plan A5
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Federal funds will leverage local funds (i.e., General Funds, City Affordable Housing Funds, and City Housing Successor Funds) to increase project efficiencies and benefit from economies of scale. The HOME match requirement will be met through the waiving of property taxes on past HOME-funded multi-family affordable developments. The City Affordable Housing Fund (CAHF) and the City Housing Successor Fund (CHSF) will contribute $275,697 and $250,000 respectively. These funds will be used to fund case management services for the City’s Tenant Based Rental Assistance (TBRA) program and other case management services. $89,459 in General Funds will be used to augment other public service activities.
Other Federal Grant Programs
Additional federal programs that fund community development and affordable housing activities include:
Section 8 Housing Choice Voucher Program; Section 202; Section 811; and Affordable Housing Program (AHP) through the Federal Home Loan Bank. These programs are provided by Santa Clara County Housing Authority and affordable housing developers.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City has identified two city-owned sites for potential redevelopment:
3575 De La Cruz: The City Council entered into an Exclusive Negotiation Rights Agreement (ENA) with Habitat for Humanity East Bay/Silicon Valley. The proposed development will be 15 100% affordable, forsale townhomes. The project is in predevelopment until additional subsidies can be secured. 1031 El Camino Real: The City owns a vacant 0.75 acre site that was previously used for a motel and gas station. The City intends to conduct outreach and issue a request for proposals from affordable housing developers in FY 2025/2026.
2025-2026 Annual Action Plan A6
AP-20 Annual Goals and Objectives – 91.220(c)(3)& (e)
Goal Description
1 Goal Name Affordable Housing
Goal
Description
Assist in the creation and preservation of affordable housing for low income and special needs households through continuation of the Neighborhood Conservation and Improvement Program, rental habilitation of units occupied by low-income tenants, TBRA rental subsidies, and new construction.
2 Goal Name Homelessness
Goal
Description
Support activities, consistent with Continuum of Care strategies, to prevent and end homelessness. Thisincludes building affordable housing for people who are homeless or at risk of homelessness as well as the provision ofsupportservices. 3 Goal Name Public Services
Goal
Description
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. 4 Goal Name Fair Housing
Goal
Description
Promote fair housing choice, through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlord-tenant mediation. 5 Goal Name Public Facilities
Goal
Description
Improve accessibility for persons with physical disabilities by identifying and repairing intersections for accessibility, mostly through curb cuts. Also providing upgrades and improvements to non-profit facilities that serve low-income households. 6 Goal Name Planning and Administration
Goal
Description
Provide management, planning and implementation of the City’s CDBG & HOME programs as well as monitoring of public services and housing projects. 2025-2026 Annual Action Plan A7
Table 60 –AP-23 Annual Goals and Objectives Summary
Goal Category Needs Addressed Needs Addressed Funding
Affordable
Housing
Affordable Housing Affordable Housing CDBG: $660,000
HOME: $621,500
Start Year: 2025 End Year: 2029 Outcome:
Affordability
Objective: Provide decent
affordable housing
Narrative: Assist in the creation and preservation of multi-family rental housing for low income and special needs households, rehabilitation of low-income owner-occupied housing through the NCIP, TBRA rental subsidies, and/or new construction.
CDBG
$400,000 NCIP Loans and Grants (4 households)
$ 60,000 NCIP Project Delivery Costs
$200,000 Minor Repair Program - Rebuilding Together (11 households) $660,000 total (15 households)
HOME
$571,250 TBRA Administration (20 households)
$ 50,250 CHDO Set Aside (1 households)
$621,500 total (21 households)
Goal Outcome Indicator Quantity Unit of Measure
Rental Units rehabilitated 1 Household Housing Unit
Homeowner housing rehab. 15 Household Housing Unit
TBRA/Rapid Rehousing 20 Households Assisted
Goal Category Needs Addressed Needs Addressed Funding
Public Services
Non-Homeless Special Needs Public Services CDBG: $180,000 Start Year: 2025 End Year: 2029 Outcome: Availability
and accessibility
Objective: Create economic
opportunities
Narrative: 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. The following non-profit agencies will be funded:
CDBG
$30,000 Bill Wilson Center – Counseling & Family Therapy (100 persons) $30,000 Heart of the Valley – Support & Transportation Services (100 persons) $30,000 Hope Services – Educational Services (100 persons) $30,000 Loaves & Fishes – Meals on Wheels (20 persons)
$30,000 Senior Adult Legal Assistance (SALA) – Legal Assistance for Seniors (80 persons) $30,000 Silicon Valley Independent Living Center– Housing Search & Counseling (70 persons)
LOCAL FUNDS
$ 69,159 Project Sentinel – Landlord/Tenant Mediation Services (100 persons) $ 15,300 Catholic Charities Ombudsman Program (380 persons) $ 5,000 United Way 211 (500 persons)
$ 50,000 County Homeless Prevention Program (20 households) $125,000 County Intensive Case management (20 households) $300,697 Abode Services – Case Management Services for TBRA participants Goal Outcome Indicator Quantity Unit of Measure
Public Services 470 Persons Assisted
I
-
-
I
-
2025-2026 Annual Action Plan A8
Goal Category Needs Addressed Needs Addressed Funding
Fair Housing
Services
Non-Homeless Special Needs Fair Housing HOME: $22,197
Start Year: 2025 End Year: 2029 Outcome: Availability
and accessibility
Objective: Create economic
opportunities
Narrative: Promote fair housing choice through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlord/tenant mediation. These funds are part of the HOME Administration set-aside.
Goal Outcome Indicator Quantity Unit of Measure
Public Services 50 Persons Assisted
Goal Category Needs Addressed Needs Addressed Funding
Administration
and Planning
Other Administration and
Planning
CDBG: $210,000
HOME: $ 21,303
Start Year: 2025 End Year: 2029 Outcome: Availability
and accessibility
Objective: Create economic
opportunities
Narrative: Provide management, planning and implementation of the CDBG & HOME programs as well as monitoring of public services and housing projects.
Goal Outcome Indicator Quantity Unit of Measure
Public Services 50 Persons Assisted
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b). 15 households for Homeowner housing rehabilitation (CDBG), 3 Extremely low-income households
12 Low-income households
20 households for TBRA (HOME),
17 Extremely low-income households
3 Low-income households
1 household for CHDO Rental Housing (HOME),
1 Extremely low-income households
I
I
2025-2026 Annual Action Plan A9
AP-35 Projects – 91.220(d)
Introduction
The activities that the City will undertake in FY 2025-2026 using CDBG and HOME funds include:
Homeowner Rehabilitation, Tenant Based Rental Assistance, Program Administration and Planning, and Public Services, for low and moderate-income residents. The activities meet one or more priority needs identified in the 5-Year Consolidated Action Plan.
In addition to the projects and activities funded with HUD funds as noted in table “AP-35 – Project Information Summary”, the City also funds other Public Service Activities with local funds that include:
$ 69,159 Project Sentinel – Landlord/Tenant Mediation Services (100 persons) $ 15,300 Catholic Charities Ombudsman Program (380 persons) $ 5,000 United Way 211 (500 persons)
$ 50,000 County Homeless Prevention Program (20 households) $125,000 County Intensive Case management (20 households) $300,697 Abode Services – Case Management Services for TBRA participants 2025-2026 Annual Action Plan A10
AP-38 Project Summary
Table 61 – AP-38 Project Information Summary
# Project Goals Supported Needs Addressed Funding
1 Public Services Homelessness
Public Services
Homelessness
Public Services CDBG: $189,600
Description Public services provided to the community that primarily benefit low to low-mod income persons and/or households.
Target Date for Completion 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities.
770 persons [280 moderate income at less than 80% AMI; 380 low-income less than 50% AMI; 110 extremely low-income less than 30% AMI]
Location Description Citywide
PLANNED ACTIVITIES
$30,000: 2025 Family Therapy/School Outreach/Grief Counseling (Bill Wilson Center) [LMC/5D/100 persons]
$30,000: 2025 Support & Transportation Services for Seniors (Heart of the Valley) [LMC/5A/100 persons]
$30,000: 2025 Educational Services (Hope Services)
[LMC/5B/100 persons]
$30,000: 2025 Meals on Wheels (Loaves & Fishes) [LMC/5A/20 persons]
$30,000: 2025 Senior Adult Legal Services (SALA) [LMC/5C/80 persons]
$30,000: 2025 Silicon Valley Independent Living Center
[LMC/5B/70 persons]
# Project Goals Supported Needs Addressed Funding
2 Homeowner Housing Rehab
and Minor Repair
Affordable
Housing
Affordable
Housing CDBG: $660,000
Description
Financial assistance for low-income homeowners to make
necessary repairs to their homes to address health and safety issues.
Target Date for Completion 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities.
15 households [12 low-income less than 50% AMI; 3 extremely low-income less than 30% AMI]
Location Description Citywide
PLANNED ACTIVITIES
$200,000: 2025 Homeowner Minor Repair Program (Rebuilding Together Silicon Valley) [LMH/14A/11 households]
$400,000: 2025 NCIP [LMH/14A/4 households]
$60,000: 2025 NCIP Project Delivery Costs
2025-2026 Annual Action Plan A11
Table 61 – AP-38 Project Information Summary (continued) # Project Goals Supported Needs Addressed Funding
3 Tenant Based Rental
Assistance (TBRA)
Affordable
Housing
Affordable
Housing HOME: $571,250
Description
Provide financial assistance to low and extremely low-income households through deposit assistance and monthly rental subsidy assistance.
Target Date for Completion 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities.
20 households [3 low-income less than 50% AMI; 17 extremely low-income less than 30% AMI]
Location Description Citywide
PLANNED ACTIVITIES
$571,250: 2025 Tenant Based Rental Assistance (Abode
Services). In addition, $300,697 of local funds will be used for case management services for TBRA participants.
# Project Goals Supported Needs Addressed Funding
3 Capital Improvements to
Affordable Housing
Affordable
Housing
Affordable
Housing HOME: $50,250
Description
Capital Improvements to affordable housing using CHDO setaside funds. If funds are not used within two years, these funds will automatically be reprogrammed for TBRA.
Target Date for Completion 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities.
1 household
Location Description Citywide
PLANNED ACTIVITIES TBD
# Project Goals Supported Needs Addressed Funding
4 Fair Housing Fair Housing Fair Housing CDBG: $22,197
Description
Promote fair housing choice through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlord/tenant mediation. These funds are part of the HOME Administration set-aside.
Target Date for Completion 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities.
50 households [40 low-income less than 50% AMI; 10 extremely low-income less than 30% AMI]
Location Description Citywide
PLANNED ACTIVITIES $22,197: 2025 Fair Housing Services (Project Sentinel) I I
I I
2025-2026 Annual Action Plan A12
able 61 – AP-38 Project Information Summary (continued) Table 61 – AP-38 Project Information Summary (continued) # Project Goals Supported Needs Addressed Funding
5 Administration & Planning Administration Administration CDBG: $210,000 HOME: $ 21,303
Description
Provide management, planning and implementation of the CDBG & HOME programs as well as monitoring of public services and housing projects.
Target Date for Completion 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities.
n/a
Location Description Citywide
PLANNED ACTIVITIES $210,000: 2025 CDBG Administration and Planning $ 21,303: 2025 HOME Administration and Planning
Describe the reasons for allocation priorities and any obstaclesto addressing underserved needs:
The allocation of funds is based on the needs and priorities identified in the 2025-2029 Consolidated Plan.
The City prioritizes allocations of its CDBG and HOME funds to projects that serve the lowest income households, from 0-50% of Area Median Income (AMI). In addition, public services are an identified funding priority in the Consolidated Plan, and funding is recommended to organizations that provide needed services in the community.
2025-2026 Annual Action Plan A13
AP-50 Geographic Distribution – 91.220 (f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed.
Investments will be allocated citywide for affordable housing services, capital projects, fair housing services, and public services.
Table 62 – Geographic Distribution
Target Area Percentage of funds
Citywide 100%
Rationale for the prioritiesfor allocating investments geographically The City does not have plans to prioritize investments geographically. HOME CHDO set-aside funds may be spent in a contiguous jurisdiction if a CHDO development cannot be identified within the City limits. 2025-2026 Annual Action Plan A14
AP-55 Affordable Housing – 91.220 (g)
Introduction
For the purpose of this section, the term “affordable housing” is defined in the HOME regulations at 24 CFR 92.252 for rental housing and 24 CFR 92.254 for homeownership.
The City of Santa Clara has identified the production and maintenance of affordable housing as the primary objective for the expenditure of federal funds in the Consolidated Plan. While CDBG and HOME funds are limited, the City will continue to allocate funding to affordable housing projects, including owner-occupied rehabilitation. The City has non-federal funding sources that it will use toward the development of affordable housing.
Table 64 – One Year Goalsfor the Number of Households to be Supported (by Population Type) Homeless – Housing assistance for units reserved for homeless individuals and households. 20 Non-Homeless – Housing assistance for all units NOT reserved for homeless individuals and households.
16 Special-Needs – Housing assistance for units reserved for households that are not homeless but require specialized housing orsupportive services.
0 Total 36
Table 65 – One Year Goalsfor the Number of Households Supported Through (by Program Type) Rental Assistance – Housing assistance for programssuch as tenant-based rental assistance (TBRA) and one-time payments to prevent homelessness.
20 The Production of New Units – New units, including the conversion of non-residential properties.
0 Rehab of Existing Units – Rehabilitation of existing units, including reconstruction. If unit will be acquired and rehabilitated, report the unit only once.
16 Acquisition of Existing Units – Housing assistance for programs such as down payment assistance. If the unit will be acquired and rehabilitated, report the unit only once. 0 Total 36
Discussion
The goal, as it relates to Affordable Housing, is to assist in the creation and preservation of affordable housing for low income and special needs households through continuation of the Neighborhood Conservation and Improvement Program (NCIP), rental habilitation of units occupied by low-income tenants, TBRA rental subsidies, and new construction.
15 households for Homeowner housing rehabilitation (CDBG), 04 Extremely low-income households
11 Low-income households
20 households for TBRA (HOME),
17 Extremely low-income households
03 Low-income households
01 households for CHDO Rental Housing (HOME),
01 Low-income households
2025-2026 Annual Action Plan A15
AP-60 Public Housing – 91.220 (h)
Introduction
The Santa Clara County Housing Authority (SCCHA) is the regional entity that manages and maintains housing units and administers Housing Choice Voucher programs across the County. SCCHA operates four public housing units located in City of Santa Clara. The housing authority is a HUD-designated Moving to Work (MTW) agency which allowsit greaterflexibility to design and implement more innovative approaches to providing housingassistance.
For FY24/25, SCCHA plans to serve 18,299 households with MTW Housing Choice Vouchers, 1,270 with local, non-traditional property-based and tenant based vouchers, and 4 MTW Public Housing units leased for a total of 19,573 households served. The majority of voucher holders have a tenant-based voucher which allows the holder to use the voucher at any housing unit where the landlord will accept the voucher. Data on the number of vouchers in use within the City is unavailable.
Actionsto encourage public housing residentsto become more involved in management and participate in homeownership
The SCCHA has 536 tenant-based vouchers that the MTW PHA anticipates project -basing for the first time (county-wide); there are 3347 currently. The City will continue to work closely with the SCCHA to address any needs identified during the program year.
The most immediate need is finding housing units and owners that will accept vouchers. Stakeholder interviews also identified the need for assisting families moving into affordable units with basic necessities.
SCCHA re-proposed allocating project-based vouchers to SCCHA-owned projects without competition.
This activity was originally proposed and approved by HUD to allow SCCHA to issue Project Based Vouchers (PBVs) to projects owned by SCCHA or a SCCHA affiliate entity without needing to go through a competitive selection process. The re-proposal of this activity would leave the original activity in place and in addition SCCHA is adopting a Housing Opportunities Through Modernization Act (HOTMA) provision that has not yet been implemented by HUD. A modification to Activity 2010-4 will allow SCCHA, at its discretion, to enter into a HAP contract for housing to be rehabilitated or newly constructed even if construction had begun without an AHAP in place.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable.
2025-2026 Annual Action Plan A16
AP-65 Homeless and Other Special Needs Activities – 91.220 (i) Introduction
The 2023 Point-in-Time Count identified 9,903 homeless individuals county-wide, which was lower than the 2022 count of 10,028. Of these individuals, 2,502 are sheltered and 7,401 are unsheltered. Individuals with the highest rates of being without shelter are the chronically homeless, homeless veterans, and unaccompanied youth. It is estimated that 34% (3,833) of the 9,903 homeless people are chronically homeless with 76% of those chronically homeless being unsheltered. 479 are veterans (5%) with 79% of those being unsheltered. “Families” comprise 7% of total homeless population. 8% of the homeless population are unaccompanied youth and young adults; 86% of which are unsheltered The City of Santa Clara saw an increase in its homeless population of 5% to 461 (up from 440).
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.
The City will continue its efforts of housing homeless families through its TBRA program. The goal is to house/keep housed approximately 20 households. The City will renew its agreement with the County of Santa Clara for FY24/25 to provide intensive case management to approximately 20 chronically homeless individuals referred by the police department. This program is funded with local funds. The County provides housing subsidies for the participants in this program while the City uses its Successor Housing Agency funds to provide the case management and services for the program. HOME-ARP funds will be used to provide street-based case management services and other supportive services to Qualifying Populations under the HOME-ARP regulations. The City will also continue to offer mobile shower/laundry and case management services on a weekly basis through a partnership with WeHope Dignity on Wheels.
Addressing the emergency shelter and transitional housing needs of homeless persons.
TBD.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating accessfor homelessindividuals and familiesto affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
Particularly for chronically homeless, it is preferable for individuals to receive intensive case management rather than simple information and referral services. Case managers work to assist homeless individuals find housing, connect with resources, and receive services to maintain housing. The provision of case management is person-based rather than shelter-based with the goal of rapid re-housing. The goals of the County 2020-2025 Community Plan to End Homelessness establish a target of creating 6,000 housing opportunities for persons who are homeless. An additional goal is for each of the 6,000 new tenants to have access to the services that will allow them to maintain that housing. 2025-2026 Annual Action Plan A17
The City will continue to use HOME funds for our TBRA program. The TBRA program is a short-term solution to homelessness (unlike permanent supportive housing for the chronically homeless). The Homeless Survey has shown that families with children are not only a special need population but tend to be underrepresented in Homeless Surveys. The TBRA program will continue to focus on assisting the homeless and at-risk of homelessness population; however, preferences towards families with children, and individuals and/or families exiting housing exclusively designated for domestic violence survivors will be given.
Helping low-income individuals and families avoid becoming homeless, especially extremely lowincome individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
Although the City does not fund programs or activities that specifically help low-income individuals and families avoid becoming homeless who are being discharged from publicly funded institutions or who receive assistance from public or private agencies that address housing, health, social services, employment or youth needs, many of the programs and activities that the City does fund help to prevent homelessness.
Tenant Based Rental Assistance Program (TBRA). Many of the beneficiaries of the TBRA program also receive SNAP (i.e., food assistance), and all receive case management services. The program also allows for assistance to those that are housed, but on the verge of homelessness.
Homeless Prevention Program and Intensive Case Management. The City uses local funds to match county funds for a program that houses up to twenty (20) homeless individuals that are identified by the police department as high users of community resources; some of which had been discharged from facilities and/or jails. This population is also provided case management services. The City also funds the Homelessness Prevention System which provides temporary financial assistance, legal support, and case management to families or individuals who are at risk of losing their housing.
Landlord/Tenant Mediation. This program can indirectly help households stay housed through the mediation of eviction related issues.
Next Door Solutions to Domestic Violence. This program provides a safety net of housing and services to either help victims avoid homelessness or make their homeless situation shorter.
Youth needs. The City provides CDBG funding for family and individual counseling needs through the Bill Wilson Center which focuses on the needs of foster children. By administering these programs, it provides The Bill Wilson Center the unique resources to identify homeless families, foster youth in their own system, and households with children in the school system that may be in need of critical needs such as housing, health, employment, education, and other social services.
The City is currently working to complete a City-specific homeless needs assessment and strategic plan.
The results of this process will direct future funding for homeless activities and programs. 2025-2026 Annual Action Plan A18
AP-75 Barriers to Affordable Housing – 91.220 (j)
Introduction
The jurisdictions within the County face barriers to affordable housing that are common throughout the Bay Area. High on the list is the lack of developable land, which increases the cost of available lands and increases housing development costs. Local opposition is another common obstacle as many neighbors have strong reactions to infill and affordable housing developments. Opposition is often based on misconceptions, such as an anticipated increase in crime; erosion of property values; increase in parking and traffic congestion; and overwhelmed schools. However, to ensure a healthy economy, the region must focus on strategies and investment that provide housing for much of the workforce in the region – retail sales clerks, firefighters and police, teachers and health service workers – whose incomes significantly limit their housing choices.
Actions planned to remove or ameliorate the negative effects of public policiesthatserve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment.
The City has identified multiple constraints or barriers to the affordable housing and residential investment in its 2023-2031 Housing Element Update, including:
• Land use controls that limit the density of housing production; • Parking requirements that increase the cost of housing; • Income and wages are not consistent with the rising cost of housing; • A competitive rental and housing market; and/or
• Diminishing public funds.
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
• High cost of development constrains development of affordable housing units in favor of higher end units; and
• Lack of developable land prevents housing development and increases the price of land;and • Local opposition prevents affordable housing from being built in high-resource areas; and • Insufficient subsidies and vouchers for deeply affordable units.
Additionally, the Assessment of Fair Housing identified the following contributing factors to fair housing issues, including affordable housing, through analysis of data and community engagement feedback:
• Displacement of residents due to economic pressures
• Land use and zoning laws
• Source of income and private discrimination against tenants with vouchers • Community opposition to affordable housing
• Availability of affordable units in a range ofsizes
• Availability, type, frequency, and reliability of public transportation • Lack of access to opportunity due to high housing costs • Lack of affordable, accessible housing in a range of unitsizes • Lack of affordable housing for individuals who need supportive services • Lack of assistance for housing accessibility modifications 2025-2026 Annual Action Plan A19
• Lack of resources for fair housing agencies and organizations • Loss of affordable housing.
• Location and type of affordable housing
The adopted 2023-2031 Housing Element includes the following actions to remove or ameliorate barriers:
Continue to invest in new 100% affordable housing developments, work with nonprofits to acquire and rehabilitate distressed multi-family housing and convert it to low income housing, update the City zoning ordinance to comply with state laws on reasonable accommodations, the siting of emergency shelters, transitional and supportive housing. Reduce parking requirements for housing development near transit, work with religious institutions to identify possible sites for affordable housing development, encourage ADU development, analyze impact fees, promote construction of accessary units and low income housing such as shared housing and Single Room Occupancy units, continue to require developers of 10 or more units to provide Below Market Rate units, identifying new sources of affordable housing funding, and more.
2025-2026 Annual Action Plan A20
AP-85 Other Actions – 91.220 (k)
Introduction
This section discusses efforts in addressing the underserved needs, expanding and preserving affordable housing, reducing lead-based paint hazards, and developing institutional structure for delivering housing and community development activities.
Actions planned to address obstaclesto meeting underserved needs One of the major obstacles to meeting the needs of the underserved is the limited amount of funding available to fund public services. The City contributes general fundsto fund the tenant/landlord mediation program and the United Way 211 information line.
Actions planned to foster and maintain affordable housing The City funds Rebuilding Together Silicon Valley to administer a portion of its Homeowner Housing Rehabilitation program. The program addresses building/housing code deficiencies, abatement of hazardous conditions, repair/rehabilitation of deteriorated conditions, and accessibility for persons with disabilities, all to improve the habitability, use and occupancy of owner-occupied housing. Financial assistance is provided in the form of grants. The City also administers its Neighborhood Conservation Improvement Program (i.e., Homeowner Housing Rehabilitation Program). These projects are typically larger in scope than the projects performed by Rebuilding Together Silicon Valley. Financial assistance is provided in the form of loans with flexible terms and below market rates.
The City has a Below Market Purchase Program (BMP). This program requires developers to set aside 15% of newly constructed units for housing affordable to low and moderate income homebuyers. The City is in the process of updating the BMP program so that initial buyers will be required to sell to qualified low and moderate income buyers keeping these homes affordable for at least 30 years.
Actions planned to reduce lead-based paint hazards
The City undertakes HUD-funded projects in accordance with the Lead-Based Paint Regulations published in 2000. These regulations most commonly affect residentialstructures rehabilitated through NCIP. When identified, lead paint will be controlled or abated and disposed of properly to eliminate or reduce the hazard of environmental or human contamination. The City has adopted a written plan to implement the regulations in its NCIP Program and other housing rehabilitation activities.
Actions planned to reduce the number of poverty-level families On August 22, 2017, the Santa Clara City Council approved a plan establishing the local minimum wage.
As of January 1, 2020, the City of Santa Clara minimum wage is adjusted annually based on the regional Consumer Price Index (CPI). The minimum wage as of January 1, 2025, is $18.20 per hour.
On April 4, 2017, the Santa Clara City Council unanimously passed the first Worker Retention Ordinance in Silicon Valley. The ordinance, that took effect on May 4, 2017, provides much-needed job security to some of the most vulnerable workers. This law protects food and building service workers from mass layoffs when companies switch contractors. It requires that if a company with an office or venue in Santa Clara hires a new contractor or brings services in-house, the workers who currently work at that location must be kept on for a 90-day transition period.
2025-2026 Annual Action Plan A21
The Santa Clara Unified School District (SCUSD) Adult Education Center has a CalWORKs Site Representative who acts as a liaison for participating CalWORKs students and Santa Clara County Social Services Agency. Some of these responsibilities include ensuring that all participants on campus are remaining in compliance with federal regulations, developing a welfare to work plan, reporting monthly attendance to the County for each participant, and reporting progress reports on a quarterly basis for each participant CalWORKs student to the County. In addition to the Site Representative, the Adult Education Center has a Career Advisor for CalWORKs students to help them in job placement, resume development, and interviewing skills.
Actions planned to develop institutional structure
The City will continue its participation in the countywide CDBG Coordinators Committee, which increasingly has become a forum for discussion and active planning of common strategies to address the housing and community needs in Santa Clara County. The City also participates in the Community Planning Collaborative which focuses on housing policy from a development and land use perspective. Lastly, the City works closely with Cloudburst, a HUD approved TA provider.
Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue its efforts to encourage consortium-building among housing developers, public service providers, and governmental and non-governmental entities. The City has achieved proven results in using federal funds to leverage private funds. The City participates in the quarterly meetings of the Supportive Housing Roundtable, which includes government agencies, housing developers, service providers, legal services and private funders.
Discussion
2025-2026 Annual Action Plan A22
AP-90 Program Specific Requirements – 91.220 (l) (1,2,4) Introduction
Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l) (1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to addressthe priority needs and specific objectives identified in the strategic plan. 0 3. The amount ofsurplus funds from urban renewalsettlements. 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0 5. The amount of income from float-funded activities 0 Total Program Income 0
Other CDBG Requirements
1. The amount of urgent need activities. 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan.
100.00%
2025-2026 Annual Action Plan A23
HOME Investment Partnership Program (HOME) Reference 24 CFR 91.220(l) (2) A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:
1. The City does not use HOME funds beyond those identified in Section 92.205. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
Homeowner Equity – for purposes of this policy, it is defined as the sum of the down-payment, principal paid, and homeowner improvements.
HOME Equity – for purposes of this policy, it is defined as the amount of HOME investment, adjusted as follows: (1) The HOME investment amount would be reduced if, at the time of the homeowner purchase, the market price islessthan the cost of construction, by the amount ofthat difference; and (2) Beginning after six years of residency by the original buyer, the City would reduce its share of excess proceeds by a maximum of 10% for each additional full year the original buyer resides in the home.
After the completion of 15 years of residency by the original buyer, the City would have no interest in recapturing any portion of its original HOME investment.
In the event of a sale of a HOME-assisted house during the 15-year HOME affordability period, sales proceeds would be distributed in the following order of priority:
a. Closing costs.
b. Primary mortgage loan (City or private lender).
c. Other loans superior to the HOME investment lien (if any have been approved by the City).
The remaining funds are considered Shared Net Proceeds under the HOME regulations and would be distributed in the following order of priority:
d. Homeowner Equity, or the amount of Shared Net Proceeds, whichever is less. e. Homeowner Shared Net Proceeds. This amount will be the greater of: (1) Homeowner Equity that was paid as described above; or (2) proportionately of the Shared Net Proceeds, according to the formula - Homeowner Equity, divided by the sum of Homeowner Equity plus HOME Equity. f. HOME investment. The remainder of the Shared Net Proceeds. If the remaining Shared Net Proceeds are insufficient to repay the full amount of the HOME investment, the City would forgive any of the HOME investment that could not be repaid from the remaining Shared Net Proceeds.
2. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds. See 24 CFR 92.254(a)(4) are as follows:
The City secures its HOME funds by recording Deeds of Trust on the title of the property that received the funding. The period of affordability would be a minimum of 15 years. 2025-2026 Annual Action Plan A24
3. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
The City does not have any plans to use HOME funds to refinance existing debt on multi-family.
4. HOME funds may be allocated to affordable housing capital projectsin contiguous jurisdictions.
Discussion
The following guidelines will apply to the TBRA program:
The program will serve homeless or at-risk of becoming homeless households, with preference given to families with children. The household income must be at, or below 60% AMI as published by HUD.
Households must reside in or have proof of a last permanent address in the City of Santa Clara, or who are currently working or have a bonafide job offer in the City of Santa Clara, or be homeless in the City of Santa Clara, or have children attending a school in the Santa Clara Unified School District.
Participants go through the Coordinated Assessment system and be placed in the Community Queue (a separate, confidential process is available within the system for domestic violence survivors). A Vulnerability Index-Service Prioritization Decision Assistance Tool 2.0 (VI-SPDAT) will assess the vulnerability and placement of the participant in the Queue. Further, the program-specific filters (e.g., families with children) will result in referrals to the TBRA program from the Queue.
While it would be ideal for participants to locate housing within the City limits, the program will allow participants to find housing located anywhere within the County of Santa Clara. 95% After Rehab Valuation
The City of Santa Clara may use HOME funds for acquisition purposes. Per CFR 24 92.254 (a)(iii), the City has chosen to determine separate limits for existing housing than the given median purchase price issued by HUD. City staff researched the Multiple Listings Service (MLS) to determine the number of single-family and multi-family home sales. There were less than 250 sales per months; thus, per 24.92.254 (a)(iii), we were required to compile 3 months of sales figures. The following details the home sales in Santa Clara over the most recent three (3) months for single-family homes and multi-family homes at the time of publication. The numbers below are subject to change prior to submission of the AAP to HUD.
FY25-26
Estimated
Entitlement
Prior
Year
Balance
Estimated PI
CDBG FY25-26
HOME FY24-25
FY25-26
Total
Expected
$930,000 $0 $120,000 $1,050,000
$335,000 $320,000 $10,000 $665,000
$1,715,000
Estimate
Prog. Income
% Admin
Allowable
Staff
Recomm.
CDBG Administration (from allocation) max 20% $186,000
CDBG Administration (from est. FY25/26 PI) $120,000 max 20% $24,000 $210,000
HOME Administration (from allocation) max 10% $33,500
HOME Administration - 10% of 2024/2025 estimated PI of... $100,000 max 10% $10,000 $43,500
Est. Funds
Available
max 15% $139,500
$270,055 max 15% $40,508
max 15% $180,008
# Agencies Funded
562
CDBG
Funds
562
HOME
Funds
1 $ 30,000
2 $ 30,000
3 $ 30,000
4 $ 30,000
5 $ 30,000
6 $ 30,000
7 $ 60,000
8 $ 400,000
9 $ 200,000
10 $ 571,250
11 $ 50,250
12 $ 210,000
13 HOME Administration - Fair Housing Services $ 22,197 14 $ 21,303
# Budget
Summary
TOTAL
FUNDING
CDBG
funds
HOME
funds
A Public Service Activities $180,000 $ 180,000 $ -
B Capital Improvement Projects $660,000 $ 660,000 $ -
C Affordable Housing Activities $621,500 $ - $ 621,500
D Program Administration $253,500 $ 210,000 $ 43,500
FY 25-26 TOTAL ALLOCATION $1,715,000 $ 1,050,000 $ 665,000 Home Investment Partnership Program (HOME)
Program
Administration
CITY OF SANTA CLARA
FISCAL YEAR 2025/2026 ALLOCATIONS - HUD FUNDS
Annual Action Plan Funding Breakdown (ver. 1)
TOTAL EXPECTED
RESOURCES
Community Development Block Grant (CDBG)
Silicon Valley Independent Living Center - Housing Assistance for person with disabilities
Public Service
Activities
Captial
Improv.
Proj.
Aff.
Hsg.
Act.
TOTAL AMOUNT OF EXPECTED RESOURCES AVAILABLE
CDBG Funds Available for Program Administration (20%)
Bill Wilson - Counseling & Family Therapy
Heart of the Valley - Support & Transportation Services Hope Services - Educational Services
Loaves & Fishes - Meals on Wheels
Senior Adult Legal Assistance (SALA) - Legal Assistance HOME Funds Available for Program Administration (10%)
CDBG Funds Available for
Public Services (i.e., Public Service CAP)
FY25/26 CDBG Entitlement Funds
FY24/25 Prior Year Program Income
CDBG Funds Available for Public Services (Publice Service CAP) NCIP Activity Delivery Costs
NCIP Loans and Grants
Minor Repair Program
TBRA Administration
Community Housing Development Org. (CHDO) Set-aside
ADMIN.
CDBG Administration
HOME Administration - City Administration
I I
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-373 Agenda Date: 5/13/2025
REPORT TO COUNCIL
SUBJECT
Note and File the Resolutions of the Salary Setting Commission Increasing the Salary for the positions of Mayor and City Council Member, and City Clerk by Approximately 10% for the period of July 1, 2025 to June 30, 2027, and Setting the Benefits for the Position of Police Chief to Align with the Unit 9A Memorandum of Agreement, and Increasing the Salary for the position of Police Chief by
2.5% to $353,686.56 annually; and Action to Adopt a Resolution Approving and Adopting the Updated Unclassified/Elected Salary Plan for the positions of Mayor and City Council Member, City Clerk, and Police Chief for the Period of July 1, 2025 through June 30, 2027
COUNCIL PILLAR
Enhance Communication Engagement and Transparency
BACKGROUND
The Salary Setting Commission, consisting of five members appointed by the Civil Service Commission, is responsible for establishing the compensation for the Mayor and Council Members (Charter Section 702), City Clerk (SCCC 2.20.015), and Police Chief (SCCC 2.80.015). For 2025, four Commissioners attended all scheduled meetings. The fifth commissioner did not attend any sessions and resigned from the Commission.
In its evaluation, the Salary Setting Commission would be free to utilize any data and information that it deemed appropriate in setting the compensation for these positions, but in no event would any increases in salary granted by the Commission exceed 10 percent of the previous figure. After completing its discussion and analysis, the Commission adopted three separate Resolutions.
When there are changes to the compensation, California Code Regulations Section 570.5 governs and requires the adoption of updated publicly available salary schedules by the governing body. The City of Santa Clara contracts with the California Public Employees’ Retirement System (CalPERS) to provide retirement benefits for employees in both classified and unclassified positions. When modifications are made to the salary schedules for its classified or unclassified positions, the City Council must approve and adopt the publicly available salary plans to comply with California Code of Regulations (CCR) section 570.5. If the City Council does not approve these resolutions, the City will be non-compliant with CalPERS record keeping and reporting requirements. The City of Santa Clara is a contracting agency with CalPERS and is required to comply with its requirements.
As an elected department head, not subject to the Meyers-Milias-Brown Act, the Police Chief qualifies as a “local agency executive” under Government Code §3511.1. Government Code §54953 (c)(3) requires that before taking final action (in this case, to approve the updated salary schedules) there shall be an oral report provided of the new compensation level.
City of Santa Clara Page 1 of 4 Printed on 5/9/2025
powered by Legistar™
25-373 Agenda Date: 5/13/2025
DISCUSSION
The Commission met from February 2025, through April 2025, to discuss the salaries for the position of Mayor and City Council Members, City Clerk, and Police Chief for the period of July 1, 2025, up to and including June 30, 2027. As part of this evaluation, the Commission was presented with information including, but not limited to: the history of salary increases for these positions; comparator agency salary levels; requirements for the position of the City Clerk and Police Chief under the City Charter; and recently negotiated agreements the City’s bargaining units. Upon thorough review and consideration of the various data, the Commission approved three resolutions.
On March 3, 2025, the Commission approved a resolution with the following changes:
· The Commission approved to increase the salary for the position of Mayor from $2,500 to $2,625 per month for the period of July 1, 2025, to June 30, 2026. The salary shall be increased to $2,750 per month for the period of July 1, 2026, to June 30, 2027. · The Commission approved a resolution to increase the salary for the position of City Council Member from $2,000 to $2,100 per month for the period of July 1, 2025, to June 30, 2026.
The salary shall be increased to $2,200 per month for the period of July 2026, to June 30, 2027.
On March 17, 2025, the Commission approved a resolution with the following changes:
· For the position of City Clerk, the salary shall be increased from $1,500 to $1,575 per month for the period of July 1, 2025, to June 30, 2026. The salary shall be increased to $1,650 per month for the period of July 1, 2026, to June 30, 2027.
On April 7, 2025, the Commission approved a resolution with the following changes:
· For the position of Police Chief, the salary shall be increased by 2.5% from $345,060 to $353,686.50 for the period of July 1, 2025, to June 30, 2027. It should be noted, that the resolution references an annual salary of $353,686.50. Due to rounding in the HRIS, the final salary will be $353,686.56.The position of Police Chief shall receive benefits equivalent to those currently received by members of the Unclassified Police Management Unit (9A) Memorandum of Understanding set to expire on December 31, 2025, and to align with any changes to such benefits in the Memorandum of Understanding effective on January 1, 2026, in the following categories: Cash in Lieu, Deferred Compensation, Dental Insurance, Flexible Spending Account, PDA/Smart Phone Stipend, POST Premium Pay, Retiree Medical Reimbursement Benefit, Uniform Allowance, Vision Insurance, and VEBA (excluding the Unit 9A vote). Further, any accrued leave balances held by the Police Chief shall continue to be frozen as of the date he/she takes office.
The City Code allocates the right and responsibility for reaching this decision to the Salary Setting Commission. The City Council does not have the legal authority to overturn or modify this decision.
However, the City Code does state that “The City Council shall take all necessary legislative action to implement the salary set by the Salary Setting Commission.” In accordance with CalPERS regulations, the adoption of an updated salary schedule is a necessary legislative action.
The recommendation includes to note and file the Commission’s Resolutions, and separately approve a Resolution that amends the Unclassified/Elected Salary Plan for the positions of Mayor, City of Santa Clara Page 2 of 4 Printed on 5/9/2025
powered by Legistar™
25-373 Agenda Date: 5/13/2025
Councilmember, City Clerk, and Police Chief.
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 additional cost for providing the increases to the positions of Mayor, Council Member, City Clerk, and Police Chief are outlined below, including salaries and benefits.
Position FY 2025/26 FY 2026/27
Mayor $2,050 $4,016
City Council Member $9,419 $18,497
City Clerk $1,230 $2,409
Police Chief $40,748 $40,748
Funding for the incremental increase for the Police Chief is incorporated into the FY 2025/26 Proposed Operating Budget that will be brought forward for Council Approval in June 2025. Increases for the Council Offices and City Clerk will be brought forward as part of the FY 2025/26 Adopted Operating Budget process.
COORDINATION
This report has been coordinated with the City Attorney’s Office and the Finance Department.
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
1. Note and file the Resolutions of the Salary Setting Commission establishing the salary for the positions of Mayor and Councilmember, City Clerk, and Police Chief; and
2. Adopt a Resolution to approve the revised Unclassified/Elected Salary Plan for the positions of Mayor and City Council Member, City Clerk, and Police Chief, which reflects the salary increase granted by the Salary Setting Commission, to satisfy the requirements of California Code of Regulations Section 570.5, effective July 1, 2025.
Reviewed by: Aracely Azevedo, Director of Human Resources Approved by: Jovan D. Grogan, City Manager
ATTACHMENTS
City of Santa Clara Page 3 of 4 Printed on 5/9/2025
powered by Legistar™
25-373 Agenda Date: 5/13/2025
1. Resolution No. 25-1 of the Salary Setting Commission Setting the Compensation of the Mayor and City Council Members
2. Resolution No. 25-2 of the Salary Setting Commission Setting the Compensation of the City Clerk
3. Resolution No. 25-3 of the Salary Setting Commission Setting the Compensation of the Police Chief
4. Unclassified Elected Salary Plan (eff 7-1-2025) approved 5-13-2025
5. Resolution Updated Unclassified Salary Plan (for 5-13-25) City of Santa Clara Page 4 of 4 Printed on 5/9/2025
powered by Legistar™
RESOLUTION NO. 25-1
A RESOLUTION OF THE SALARY SETTING COMMISSION OF
THE CITY OF SANTA CLARA, CALIFORNIA SETTING THE
SALARIES OF THE POSITIONS OF MAYOR AND CITY
COUNCIL MEMBER FOR THE PERIOD OF JULY 1, 2025, TO
JUNE 30, 2027, INCLUSIVE, PURSUANT TO CITY CHARTER
SECTION 702
BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:
WHEREAS, in accordance with City Charter Section 702, a Salary Setting Commission consisting of five qualified electors of the City was appointed by the Civil Service Commission, and commenced performance of its duties in February 2025; WHEREAS, pursuant to the City Charter, the Salary Setting Commission is charged with establishing the compensation of the positions of Mayor and Council Member for the period commencing on July 1, 2025, and ending on June 30, 2027; WHEREAS, the Salary Setting Commission met on four occasions in February and March of 2025, during which the compensation levels for the positions of Mayor and Council Member were discussed in detail;
WHEREAS, the Salary Setting Commission was presented with, and took into consideration, various data points including historical data regarding Mayor and Council salaries and benefits in Santa Clara, and historical data regarding Mayor and Council salaries and benefits at comparator agencies; and
WHEREAS, the final decision of the Salary Setting Commission as to the compensation for the positions of Mayor and Council Member, as set forth in this Resolution, is based upon the following:
1. The Commission finds that the pertinent history of the positions of the Mayor and Council Member compensation is as follows:
a. In the 2000 special election, the voters passed Measure J amending Charter Section 702 to set the salary of the Council Members at $600 per month and Resolution/Mayor & Council Compensation
salary of the Mayor at $1,000 per month, and allowed for an automatic annual salary increase in the amount of the local Consumer Price Index. b. By the time of the 2016 general election, as a result of the automatic CPI increases, the salary of the Council Members was $855.27 per month and the salary of the Mayor was $1,425.47 per month.
c. In the 2016 general election, the voters passed Measure 0, which again amended Charter Section 702 to set the salary of the Council Members at $2,000 per month and salary of the Mayor at $2,500 per month. These salary increases more than doubled the Council Members' salaries and increased the Mayor's salary by approximately 75%.
d. As set forth in the Resolutions duly adopted by the Salary Setting Commission in 2019, 2021, and 2023, for many reasons, the Salary Setting Commission resolved to keep unchanged the compensation for the positions of the Mayor and Council Member for the period July 1, 2019, through June 30, 2025. Thus, the salary for these positions has remained unchanged since the electorate approved Measure O in November 2016.
2. The Mayor and Council Members are not "regular" employees of the City, subject to internal performance review. Rather, the Mayor and Council Members are elected by the voters of the City of Santa Clara; it is, therefore, solely within the purview of the voters to determine the quality of the performance of the current office holders.
Accordingly, the role of the Salary Setting Commission is to set the salary for the positions of Mayor and Council Members, irrespective of the identities of the current office holders.
3. The positions of Mayor and Council Member are service-oriented, executive-level, positions paid a monthly stipend. There is no formal requirement for number of hours worked in City service per week, and the office holders may hold separate full-time Resolution/Mayor & Council Compensation
employment in addition to service in their elected position.
4. The Commission recognizes that the work of Mayor and Council does require a significant dedication of time and effort; the Measure O Charter Commission noted a time commitment of approximately 30 hours per week in 2016, and this Commission has no basis for believing that figure to be reduced in 2025. Such a commitment may have associated financial impacts, e.g. childcare or elder care, which are subject to inflationary forces. The Commission does not believe that public service should have a negative financial impact on the elected official. In addition, the Commission believes that a stipend fairly tailored to address these potential financial impacts would facilitate the attraction of a qualified and diverse group of candidates for these positions.
5. The Commission was presented with historical salary increase data from five comparator agencies and the Commission determined the following:
a. All five comparator agencies had applied salary increases for the positions of Mayor and Councilmember at least once in the past four years; b. The current salary levels, without taking into consideration the value of any additional benefits provided, for the positions of Mayor ($2,500 per month) and Council Member ($2,000) were found to fall at (approximately) the median level of the five comparators;
c. The two comparator agencies at which the reviewed salaries fell below those of the City of Santa Clara mitigated the effects of the lower salary figures by providing medical benefits which, taken together with salary, brought the total compensation for the position of Council member to a level greater than the total compensation provided for that position by the Santa Clara; d. If the five comparator agencies continue to provide salary increases, and Santa Clara does not, then the total compensation provided by the City of Santa Clara in 2027 for these positions is expected to significantly trail the average of the Resolution/Mayor & Council Compensation
compensation provided by the comparators;
6. The Ten-Year Financial Forecast included in the last budget indicated an expected cumulative budget shortfall for each of the next ten years, but at a much lower level than was initially forecast in June 2022. So, while the City is not yet recovered from the financial effects of the pandemic, there does appear to be significant improvement.
7. The City Charter limits salary increases to a maximum of 10% per 2-year Commission cycle. As compared with the size and scope of the City's overall Operating Budget, an increase to the salary of seven positions, capped at 10% was not deemed to create a meaningful impact to the City's fiscal outlook.
8. The Commission noted that the City of Santa Clara was the only City amongst the comparator agencies reviewed that did not provide medical benefits for the positions of Mayor and Council Member. It was noted, further, that the provision of these benefits essentially doubled the cost of the position. Due to the ongoing budget deficit, and the Commission's desire to provide the maximum salary increase allowed by Charter Section 702, medical benefits were not included in total compensation for the 2025-2027 period. The Commission is hopeful that in the next salary setting cycle (2027) the issue of medical benefits will be reviewed anew by the Commission.
NOW THEREFORE, BE IT FURTHER RESOLVED BY THE SALARY SETTING COMMISSION OF THE CITY OF SANTA CLARA AS FOLLOWS:
1. That the salary of the position of Mayor shall be increased to $2,625 per month for the period July 1, 2025, to June 30, 2026.
2. That the salary for the position of Mayor shall be increased to $2,750 per month for the period July 1, 2026, to June 30, 2027.
3. That the salary of the position of Council Member shall be increased to $2,100 per month for the period July 1, 2025, to June 30, 2026.
Resolution/Mayor & Council Compensation
4. That the salary of the position of Council Member shall be increased to $2,200 per month for the period July 1, 2026, to June 30, 2027.
5. Effective date. This resolution shall become effective immediately.
I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION PASSED
AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE_!__ DAY OF MARCH, 2025, BY THE FOLLOWING VOTE:
AYES: 4
NOES: 0
ABSENT: 1
ABSTAINED: 0
Resolution/Mayor & Council Compensation
ATTEST: ____._N\_� V_�� �--_..:.·- -
MV KUMAR, CHAIR
SALARY SETTING COMMISSION
RESOLUTION NO. 25-2
A RESOLUTION OF THE SALARY SETTING COMMISSION OF
THE CITY OF SANTA CLARA, CALIFORNIA, SETTING THE
SALARY FOR THE POSITION OF CITY CLERK FOR THE
PERIOD JULY 1, 2025, TO JUNE 30, 2027, INCLUSIVE,
PURSUANT TO CITY CHARTER SECTION 702 AND SANTA
CLARA CITY CODE SECTION 2.20.015
BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:
WHEREAS, in accordance with City Charter Section 702, a Salary Setting Commission consisting of five qualified electors of the City was appointed by the Civil Service Commission, and commenced performance of its duties in February 2025; WHEREAS, pursuant to City Code Section 2.20.015, the Salary Setting Commission is charged with establishing the compensation of the elected position of City Clerk for the period commencing on July 1, 2025, and ending on June 30, 2027; WHEREAS, the Salary Setting Commission met during the months of February and March of 2025, during which time the compensation level for the position of City Clerk was discussed; WHEREAS, the Salary Setting Commission was presented with, and took into consideration, various data points including, but not limited to, the history of compensation received by the City Clerk, comparator agency salary levels, and modification of the duties of the City Clerk under the Charter and the City Code; and
WHEREAS, the final decision of the Salary Setting Commission as to the compensation for the position of City Clerk, as set forth in this Resolution, is based upon the following:
1. Charter Section 903 sets forth generally the various duties of a City Clerk including attending Council meetings and maintaining the minutes of said meetings, maintaining the official contracts entered into by the City, acting as custodian of the City seal, and having ch~rge of all City elections.
2. In July 2018, the City Council by ordinance (SCCC 2.20.020) reduced the scope of the elected City Clerk's duties to having charge of City elections and acting as custodian of Resolution - Salary Setting Commission/City Clerk Page 1 of 4 the City seal; the remainder of the duties listed in the Charter were assigned to the professional Assistant City Clerk (SCCC 2.20.030).
3. Concurrently with the reduction in scope of official duties of the City Clerk in 2018, the City Council also reduced the salary associated with the position to the sum of $2,000 per month, which was the same salary earned by Council Members.
4. In 2019, the Salary Setting Commission approved a decrease in the salary for the position of City Clerk to the sum of $1,500 per month, for the reasons set forth in Commission Resolution 19-3.
5. At the current fully loaded annual rate of $25,561 per year, the total compensation for the position of City Clerk is below the average current annual total compensation for the position in the comparator agencies reviewed by the Commission.
6. The City Clerk is not a "regular" employee of the City, subject to internal performance review. Rather, the City Clerk is elected by the voters of the City of Santa Clara; it is, therefore, solely within the purview of the voters to determine the quality of performance by the current office holder. Accordingly, the role of the Salary Setting Commission is to set the salary for the position of City Clerk, irrespective of the identity or performance of the current office holder.
7. The position of City Clerk is similar to that of Council Member in that it is an elected, part-time, executive-level position, and the office holder may hold separate full-time employment in addition to service in his/her elected position. However, unlike the position of Council Member, the City Clerk has no formal requirements for meeting attendance or other specific activities related to his/her City service.
8. The primary duty of the City Clerk is to manage (i.e., "have charge of') the City elections.
Because elections are generally held every two years, the Commission understands that the position will be subject to a biennial increase in time commitment.
9. The time commitment associated with the position, varying on a biennial basis, is likely Resolution - Salary Setting Commission/City Clerk Page 2 of 4 to have associated financial impacts on the incumbent, e.g. childcare or elder care, which are subject to inflationary forces. The Commission does not believe that public service should have a negative financial impact on the elected official. In addition, the Commission believes that a stipend fairly tailored to address these potential financial impacts would facilitate the attraction of a qualified and diverse group of candidates for these positions.
10. The Ten-Year Financial Forecast included in the last budget indicated an expected cumulative budget shortfall for each of the next ten years, but at a much lower level than was initially forecast in June 2022. So, while the City is not yet recovered from the financial effects of the pandemic, there does appear to be significant improvement.
11. The City Charter limits salary increases to a maximum of 10% per 2-year Commission cycle. As compared with the size and scope of the City's overall Operating Budget, an increase to the stipend for one position, capped at 10%, was not deemed to create a meaningful impact to the City's fiscal outlook.
12. The Commission appreciates the importance of the position of City Clerk as it relates to properly managing the City elections and strives to strike a balance between the various considerations described above, while acting in a fiscally responsible manner, properly aligning compensation with the duties of the position, and attracting capable candidates for this important position.
NOW THEREFORE, BE IT FURTHER RESOLVED BY THE SALARY SETTING COMMISSION OF THE CITY OF SANTA CLARA AS FOLLOWS:
2. 1. That the salary of the position of City Clerk shall be increased to $1,575 per month for the period July 1, 2025, to June 30, 2026.
2. That the salary for the position of City Clerk shall be increased to $1,650 per month for the period July 1, 2026, to June 30, 2027.
Effective date. This resolution shall become effective immediately.
Resolution - Salary Setting Commission/City Clerk Page 3 of 4
I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION PASSED
AND ADOPTED BY THE SALARY SETTING COMMISSION OF THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE 17th DAY OF MARCH, 2025, BY THE FOLLOWING VOTE:
AYES: 4
NOES:
ABSENT: 1
ABSTAINED:
COMMISSIONERS: KUMAR, SONTAG, KERTES, KAKKAD
COMMISSIONERS:
COMMISSIONERS: HUMPHRIES
COMMISSIONERS:
Attachments incorporated by reference: None
Resolution - Salary Setting Commission/City Clerk
ATTEST:___.__(½_v� , -=�-
MV KUMAR, CHAIR
SALARY SETTING COMMISSION
RESOLUTION NO. 25-3
A RESOLUTION O'F THE SALARY SETTING COMMISSION OF
THE CITY OF SANTA CLARA, CALIFORNIA, SETTING THE
COMPENSATION FOR THE POSITION OF POLICE CHIEF FOR
THE PERIOD JULY 1, 2025, TO JUNE 30, 2027, INCLUSIVE,
PURSUANT TO CITY CODE SECTION 2.80.015 AND CHARTER
SECTION 702
BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:
WHEREAS, in accordance with City Charter Section 702, a Salary Setting Commission consisting of qualified electors of the City was appointed by the Civil Service Commission, and commenced performance of its duties in February 2025;
WHEREAS, pursuant to City Code Section 2.80.015 and City Charter Section 702, the Salary Setting Commission is charged with establishing the compensation of the Chief of Police for the period commencing on July 1, 2025, and ending on June 30, 2027; WHEREAS, the Salary Setting Commission met during the months of February, March, and April of 2025, during which the compensation level for the position of Chief of Police was discussed;
WHEREAS, the Salary Setting Commission was presented with, and took into consideration, various data points including, but not limited to, the history of compensation for the position of Chief of Police; comparator agency salary levels for Police Chief, Sheriff, and the "second in command" at the comparator agencies; City fiscal projections; potential impacts upon future candidates for the position; and
WHEREAS, the final decision of the Salary Setting Commission as to compensation for the Chief of Police, as set forth in this Resolution, is based upon the following:
1. In the 2000 special election, the voters passed Measure I, adding Section 701.1 to the City Charter, which imposed upon candidates for the office of Chief of Police a requirement to meet the minimum eligibility and qualification requirements imposed by state law upon candidates for the office of county sheriff.
Resolution - Salary Setting Commission/Compensation of Chief of Police
a. The Chief of Police, akin to a county sheriff, is elected by the voters of the City of Santa Clara; it is, therefore, solely within the purview of the voters to determine the quality of performance by the current office holder. Accordingly, the role of the Salary Setting Commission is to set the salary for the position of Chief of Police, irrespective of the identity, experience, or performance of the current office holder.
2. Unlike the other elected positions in the City, the position of Chief of Police is a full-time regular employee of the City.
3. The Commission reviewed compensation data for the positions of Police Chief and Assistant Police Chief, including benefits, for 11 comparator agencies including nearby cities and counties.
4. Currently, the salary level of $345,060 per year places the position below eight out of the 11 comparator agencies surveyed. This remains true when using the current annual total compensation for the position of $532, 194. The Commission is cognizant of the differences in an elected and appointed Police Chief position. However, the Commission also seeks to achieve some parity in the COIT)pensation such that the position remains a desirable one for incumbents within the Santa Clara Police Department residing in the City, as well as others who may meet the eligibility requirements under the Charter.
5. Currently, the base salary for Police Chief is approximately 12% lower than the base salary for the incumbent in the position of Assistant Police Chief. In the eleven comparator agencies surveyed, none of the Assistant or Deputy positions (those acting as "second in command" in the department) had a base salary that exceeded the base salary of their superior in the chain of command. Again, the Commission seeks to achieve some parity with the comparator agencies, and to ensure that the position remains desirable for incumbents in the Police Department.
Resolution - Salary Setting Commission/Compensation of Chief of Police
6. The current Unit 9A Memorandum of Understanding ("MOU"), which covers the position of Assistant Chief of Police, expires in December 2025 and a successor MOU may result in wage and/or benefits increases for that position. The Salary Setting Commission is concerned abou~ the potential consequences of continuation and exacerbation of compaction of the salaries for these two positions, as well as the disparate benefits package provided to the Police Chief. As such, the Commission wishes to align the benefits package (in enumerated categories) with the package granted to Unit 9A, and to ensure that any modifications to the package arising from the new MOU (beginning on January 1, 2026) are also granted to the Police Chief.
7. A 2.5% base salary increase places the annual salary for the position below seven out of the 11 comparator agencies. When including the Unit 9A benefits package described below, the total annual compensation increases by approximately 7% to $572,942. This places the total compensation for the position below two out of the 11 comparator agencies.
8. The Salary Setting Commission reviewed and considered the short- and long-term budget projections provided by staff; the Commission strives to arrive at a prudent and fiscally responsible decision. The Commission does not believe that the salary increase granted to the position of Chief of Police will negatively impact, in any meaningful way, the City's financial position.
NOW THEREFORE, BE IT FURTHER RESOLVED BY THE SALARY SETTING COMMISSION OF THE CITY OF SANTA CLARA AS FOLLOWS:
1. For the period July 1, 2025, to June 30, 2027, inclusive, the annual salary for the position of Chief of Police shall be increased by 2.5% for a new annual salary of $353,686.50.
2. That for the period July 1, 2025, to June 30, 2027, inclusive, the position of the Chief of Police shall receive benefits equivalent to those currently received by members of the Unclassified Police Management Unit (9A) under the Memorandum of Understanding set to Resolution - Salary Setting Commission/Compensation of Chief of Police
expire on December 31, 2025 in the categories (A-K) set forth below. The benefits for the position of Police Chief shall continue to be aligned with the benefits in these categories under the new Unit 9A MOU, expected to begin on January 1, 2026.
A. Cash in Lieu
B. Deferred Compensation
C. Dental Insurance
D. Flexible Spending Account
E. Health Insurance
F. PDA/Smart Phone Stipend·
G. POST Premium Pay
H. Retiree Medical Reimbursement benefit
I. Uniform Allowance
J. Vision Insurance
K. VEBA (Police Chief shall not be included in the Unit 9A vote)
3. That for the period July 1, 2025, to June 30, 2027, inclusive, any accrued leave balances held by the Chief of Police shall continue to be "frozen" as of the date he/she takes office (i.e., shall neither accrue increases in leave balances, nor be subject to decreases in those balances, during his/her term of elected office). In the ev~nt the Police Chief separates from City employment during this period, the accrued leave balances shall be paid out at the rate of pay described in Section 1 above.
Ill
Ill
Resolution - Salary Setting Commission/Compensation of Chief of Police
4. Ill
Ill
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 SALARY SETTING COMMISSION OF THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE 7
th DAY OF APRIL, 2025,
BY THE FOLLOWING VOTE:
AYES: 4
A
NOES:
BSENT: 1
ABSTAINED:
COMMISSIONERS: KUMAR, SONTAG, KERTES, KAKKAD
COMMISSIONERS:
COMMISSIONERS: HUMPHRIES
COMMISSIONERS:
ATTEST: t!l��c�
SALARY SETTING COMMISSION
Attachments incorporated by reference: None
Resolution - Salary Setting Commission/Compensation of Chief of Police
J
City of Santa Clara
Unclassified/Elected Salary Plan
Effective 7/1/2025
Approved 5/13/2025
Minimum Salary Maximum Salary
Job Title Job Code Union Code Hourly Monthly Annual Hourly Monthly Annual Accounting Division Manager 109 9 $ 86.872788 $ 15,057.95 $ 180,695.40 $ 112.422346 $ 19,486.54 $ 233,838.48Asst Building Official 222 9 $ 92.595404 $ 16,049.87 $ 192,598.44 $ 119.838923 $ 20,772.08 $ 249,264.96Asst City Attorney 015 9 $ 107.617442 $ 18,653.69 $ 223,844.28 $ 139.274423 $ 24,140.90 $ 289,690.80Asst City Clerk 010 9 $ 81.924000 $ 14,200.16 $ 170,401.92 $ 106.009615 $ 18,375.00 $ 220,500.00Asst City Librarian 012 9 $ 93.769673 $ 16,253.41 $ 195,040.92 $ 121.350462 $ 21,034.08 $ 252,408.96 Asst City Manager 016 9 $ 138.876519 $ 24,071.93 $ 288,863.16 $ 179.714250 $ 31,150.47 $ 373,805.64Asst Dir Of Community Dev 038 9 $ 105.985442 $ 18,370.81 $ 220,449.72 $ 137.780769 $ 23,882.00 $ 286,584.00 Asst Dir Of Electric Util 021 9 $ 127.039442 $ 22,020.17 $ 264,242.04 $ 164.405538 $ 28,496.96 $ 341,963.52Asst Dir Of Finance 022 9 $ 101.105192 $ 17,524.90 $ 210,298.80 $ 130.845635 $ 22,679.91 $ 272,158.92Asst Dir Of Human Resources 018 9 $ 101.105192 $ 17,524.90 $ 210,298.80 $ 130.845635 $ 22,679.91 $ 272,158.92Asst Dir Of Pub Works/City Eng 071 9 $ 111.497827 $ 19,326.29 $ 231,915.48 $ 144.295269 $ 25,011.18 $ 300,134.16Asst Dir Of Water & Sewer Util 014 9 $ 100.072731 $ 17,345.94 $ 208,151.28 $ 129.516115 $ 22,449.46 $ 269,393.52 Asst Fire Chief 024 9B $ 144.731423 $ 25,086.78 $ 301,041.36 $ 187.309038 $ 32,466.90 $ 389,602.80Asst Fire Marshal 026 9B $ 111.007846 $ 19,241.36 $ 230,896.32 $ 143.657250 $ 24,900.59 $ 298,807.08Asst Fleet Manager 046 9 $ 60.779942 $ 10,535.19 $ 126,422.28 $ 78.649269 $ 13,632.54 $ 163,590.48Asst Police Chief 027 9A $ 153.086596 $ 26,535.01 $ 318,420.12 $ 190.489673 $ 33,018.21 $ 396,218.52 Asst To The City Manager 028 9 $ 98.837654 $ 17,131.86 $ 205,582.32 $ 127.903269 $ 22,169.90 $ 266,038.80 Audit Manager 201 9 $ 83.633538 $ 14,496.48 $ 173,957.76 $ 108.231519 $ 18,760.13 $ 225,121.56Battalion Chief 036 9B $ 119.595692 $ 20,729.92 $ 248,759.04 $ 154.762212 $ 26,825.45 $ 321,905.40Battalion Chief 24 Hrs 036S 9BS $ 81.357610 $ 19,742.78 $ 236,913.36 $ 105.280426 $ 25,548.05 $ 306,576.60 Budget & Treasury Division Mgr 113 9 $ 86.872788 $ 15,057.95 $ 180,695.40 $ 112.422346 $ 19,486.54 $ 233,838.48Building Maintenance Manager 041 9 $ 76.932288 $ 13,334.93 $ 160,019.16 $ 99.559788 $ 17,257.03 $ 207,084.36 Building Official 042 9 $ 101.861019 $ 17,655.91 $ 211,870.92 $ 131.817404 $ 22,848.35 $ 274,180.20 Cemetery Operations Manager 045 9 $ 61.518750 $ 10,663.25 $ 127,959.00 $ 79.611462 $ 13,799.32 $ 165,591.84 Chief Asst City Attorney 037 9 $ 123.759750 $ 21,451.69 $ 257,420.28 $ 160.165558 $ 27,762.03 $ 333,144.36 Chief Electric Utility Officer 108 9 $ 159.713192 $ 27,683.62 $ 332,203.44 $ 206.682346 $ 35,824.94 $ 429,899.28Chief Operating Officer 311 9 $ 159.713192 $ 27,683.62 $ 332,203.44 $ 206.682346 $ 35,824.94 $ 429,899.28City Attorney 060 Appointed $ 171.256038 $ 29,684.38 $ 356,212.50 All classifications on the Unclassifed/Elected Salary Plan are FLSA "Exempt" 1 of 5 City of Santa Clara
Unclassified/Elected Salary Plan
Effective 7/1/2025
Approved 5/13/2025
Minimum Salary Maximum Salary
Job Title Job Code Union Code Hourly Monthly Annual Hourly Monthly AnnualCity Auditor 067 9 $ 101.105192 $ 17,524.90 $ 210,298.80 $ 130.845635 $ 22,679.91 $ 272,158.92City Clerk 063 Elected $ 1,575.00 $ 18,900.00 City Council Member CNCL Elected $ 2,100.00 $ 25,200.00 City Librarian 066 9 $ 126.142269 $ 21,864.66 $ 262,375.92 $ 163.240212 $ 28,294.97 $ 339,539.64 City Manager 069 Appointed $ 201.067673 $ 34,851.73 $ 418,220.76Communications & Outreach Mgr 083 9 $ 69.839654 $ 12,105.54 $ 145,266.48 $ 90.375173 $ 15,665.03 $ 187,980.36 Communications Operations Mgr 068 9 $ 79.139019 $ 13,717.43 $ 164,609.16 $ 102.414404 $ 17,751.83 $ 213,021.96Compliance Manager 081 9 $ 70.939615 $ 12,296.20 $ 147,554.40 $ 91.799135 $ 15,911.85 $ 190,942.20Contracts Manager 342 9 $ 78.201000 $ 13,554.84 $ 162,658.08 $ 101.192942 $ 17,540.11 $ 210,481.32Deputy City Attorney I 170 9 $ 67.254981 $ 11,657.53 $ 139,890.36 $ 87.034673 $ 15,086.01 $ 181,032.12 Deputy City Attorney II 172 9 $ 78.464192 $ 13,600.46 $ 163,205.52 $ 101.543827 $ 17,600.93 $ 211,211.16 Deputy City Clerk 178 9 $ 60.574096 $ 10,499.51 $ 125,994.12 $ 78.396692 $ 13,588.76 $ 163,065.12Deputy City Manager 079 9 $ 108.724212 $ 18,845.53 $ 226,146.36 $ 140.691519 $ 24,386.53 $ 292,638.36Deputy Fire Chief 080 9B $ 131.573423 $ 22,806.06 $ 273,672.72 $ 170.282250 $ 29,515.59 $ 354,187.08 Deputy Director 176 9 $ 88.013192 $ 15,255.62 $ 183,067.44 $ 113.900250 $ 19,742.71 $ 236,912.52 Development Project Manager 158 9 $ 88.007423 $ 15,254.62 $ 183,055.44 $ 113.890500 $ 19,741.02 $ 236,892.24 Development Review Officer 144 9 $ 85.145192 $ 14,758.50 $ 177,102.00 $ 110.188558 $ 19,099.35 $ 229,192.20 Director Of Community Developm 090 9 $ 126.393808 $ 21,908.26 $ 262,899.12 $ 163.571192 $ 28,352.34 $ 340,228.08Director Of Finance 087 9 $ 126.142269 $ 21,864.66 $ 262,375.92 $ 163.240212 $ 28,294.97 $ 339,539.64Director Of Human Resources 088 9 $ 126.142269 $ 21,864.66 $ 262,375.92 $ 163.240212 $ 28,294.97 $ 339,539.64Director Of Inf Technology/CIO 089 9 $ 126.142269 $ 21,864.66 $ 262,375.92 $ 163.240212 $ 28,294.97 $ 339,539.64Director Of Public Works 091 9 $ 133.695577 $ 23,173.90 $ 278,086.80 $ 173.017731 $ 29,989.74 $ 359,876.88 Director Of Wtr & Sewer Utils 102 9 $ 126.142269 $ 21,864.66 $ 262,375.92 $ 163.240212 $ 28,294.97 $ 339,539.64Elec Div Mgr - Engineering 104Q 9 $ 104.985577 $ 18,197.50 $ 218,370.00 $ 135.873115 $ 23,551.34 $ 282,616.08Elec Div Mgr - Generation 104R 9 $ 104.985577 $ 18,197.50 $ 218,370.00 $ 135.873115 $ 23,551.34 $ 282,616.08 Elec Div Mgr - Operations 104P 9 $ 104.985577 $ 18,197.50 $ 218,370.00 $ 135.873115 $ 23,551.34 $ 282,616.08 Elec Div Mgr - Substations 104M 9 $ 104.985577 $ 18,197.50 $ 218,370.00 $ 135.873115 $ 23,551.34 $ 282,616.08Elec Div Mgr - Transm, Distrib 104S 9 $ 104.985577 $ 18,197.50 $ 218,370.00 $ 135.873115 $ 23,551.34 $ 282,616.08 All classifications on the Unclassifed/Elected Salary Plan are FLSA "Exempt" 2 of 5 City of Santa Clara
Unclassified/Elected Salary Plan
Effective 7/1/2025
Approved 5/13/2025
Minimum Salary Maximum Salary
Job Title Job Code Union Code Hourly Monthly Annual Hourly Monthly AnnualElec Div Mgr-Mkt A & P 107F 9 $ 104.985577 $ 18,197.50 $ 218,370.00 $ 135.873115 $ 23,551.34 $ 282,616.08 Elec Division Manager 104 9 $ 104.985577 $ 18,197.50 $ 218,370.00 $ 135.873115 $ 23,551.34 $ 282,616.08Elec Program Manager 424 9 $ 91.299750 $ 15,825.29 $ 189,903.48 $ 118.145077 $ 20,478.48 $ 245,741.76Elec Util Chief Oper Officer 116 9 $ 139.746808 $ 24,222.78 $ 290,673.36 $ 180.851538 $ 31,347.60 $ 376,171.20Elec Util Risk Control Analyst 697 9 $ 81.764135 $ 14,172.45 $ 170,069.40 $ 105.815596 $ 18,341.37 $ 220,096.44Emergency Services Officer 106 9 $ 95.038327 $ 16,473.31 $ 197,679.72 $ 122.983615 $ 21,317.16 $ 255,805.92Environmental Programs Mgr 461 9 $ 70.939615 $ 12,296.20 $ 147,554.40 $ 91.799135 $ 15,911.85 $ 190,942.20Executive Assistant 187 9 $ 59.663019 $ 10,341.59 $ 124,099.08 $ 77.208981 $ 13,382.89 $ 160,594.68 Fire Chief 117 9B $ 157.405038 $ 27,283.54 $ 327,402.48 $ 203.689962 $ 35,306.26 $ 423,675.12Fire Marshal 120 9B $ 119.594942 $ 20,729.79 $ 248,757.48 $ 154.758000 $ 26,824.72 $ 321,896.64 Fleet Manager 034 9 $ 73.301596 $ 12,705.61 $ 152,467.32 $ 94.856135 $ 16,441.73 $ 197,300.76Housing & Comm Svc Div Mgr 075 9 $ 88.087442 $ 15,268.49 $ 183,221.88 $ 114.001442 $ 19,760.25 $ 237,123.00Housing Development Officer 749 9 $ 69.178327 $ 11,990.91 $ 143,890.92 $ 89.524904 $ 15,517.65 $ 186,211.80Human Resources Div Mgr 139 9 $ 86.872788 $ 15,057.95 $ 180,695.40 $ 112.422346 $ 19,486.54 $ 233,838.48Information Technology Svc Mgr 112 9 $ 81.534635 $ 14,132.67 $ 169,592.04 $ 105.505212 $ 18,287.57 $ 219,450.84 Inspection Manager 134 9 $ 87.250615 $ 15,123.44 $ 181,481.28 $ 112.921673 $ 19,573.09 $ 234,877.08 Legal Executive Assistant 185 9 $ 59.663019 $ 10,341.59 $ 124,099.08 $ 77.208981 $ 13,382.89 $ 160,594.68 Library Div Mgr -Support Svcs 127G 9 $ 73.247596 $ 12,696.25 $ 152,355.00 $ 94.802135 $ 16,432.37 $ 197,188.44Management Analyst 008 9 $ 60.574096 $ 10,499.51 $ 125,994.12 $ 78.396692 $ 13,588.76 $ 163,065.12Mayor MAYOR Elected $ 2,625.00 $ 31,500.00 Municipal Services Div Mgr 110 9 $ 86.872788 $ 15,057.95 $ 180,695.40 $ 112.422346 $ 19,486.54 $ 233,838.48Park Maint & Operations Superv 131 9 $ 72.404077 $ 12,550.04 $ 150,600.48 $ 93.688673 $ 16,239.37 $ 194,872.44Parks & Recreation Director 132 9 $ 126.142269 $ 21,864.66 $ 262,375.92 $ 163.240212 $ 28,294.97 $ 339,539.64Parks Const, Mtc & Repair Mgr 130 9 $ 72.404077 $ 12,550.04 $ 150,600.48 $ 93.688673 $ 16,239.37 $ 194,872.44Performance Auditor I 203 9 $ 50.478404 $ 8,749.59 $ 104,995.08 $ 65.330596 $ 11,323.97 $ 135,887.64 Performance Auditor II 204 9 $ 60.574096 $ 10,499.51 $ 125,994.12 $ 78.396692 $ 13,588.76 $ 163,065.12 Plan Review Manager 629 9 $ 88.188692 $ 15,286.04 $ 183,432.48 $ 114.116192 $ 19,780.14 $ 237,361.68Planning Manager 072 9 $ 91.967769 $ 15,941.08 $ 191,292.96 $ 119.015538 $ 20,629.36 $ 247,552.32 All classifications on the Unclassifed/Elected Salary Plan are FLSA "Exempt" 3 of 5 City of Santa Clara
Unclassified/Elected Salary Plan
Effective 7/1/2025
Approved 5/13/2025
Minimum Salary Maximum Salary
Job Title Job Code Union Code Hourly Monthly Annual Hourly Monthly AnnualPolice Captain 138 9A $ 150.016096 $ 26,002.79 $ 312,033.48 $ 181.432385 $ 31,448.28 $ 377,379.36 Police Chief 141 Elected $ 29,473.88 $ 353,686.56Police Records Manager 647 9 $ 62.396135 $ 10,815.33 $ 129,783.96 $ 80.751865 $ 13,996.99 $ 167,963.88 Power System Scheduler/Trader 674 9 $ 78.302192 $ 13,572.38 $ 162,868.56 $ 101.334635 $ 17,564.67 $ 210,776.04Power Trader 673 9 $ 100.072731 $ 17,345.94 $ 208,151.28 $ 129.516115 $ 22,449.46 $ 269,393.52 Principal Accountant 148 9 $ 78.201000 $ 13,554.84 $ 162,658.08 $ 101.192942 $ 17,540.11 $ 210,481.32 Principal Electric Utility Eng 145 9 $ 99.998423 $ 17,333.06 $ 207,996.72 $ 129.408115 $ 22,430.74 $ 269,168.88Principal Eng - Water & Sewer 142W 9 $ 96.961615 $ 16,806.68 $ 201,680.16 $ 125.480538 $ 21,749.96 $ 260,999.52 Principal Eng/City Surveyor 140 9 $ 101.809846 $ 17,647.04 $ 211,764.48 $ 131.756538 $ 22,837.80 $ 274,053.60 Principal Engineer 142 9 $ 96.961615 $ 16,806.68 $ 201,680.16 $ 125.480538 $ 21,749.96 $ 260,999.52 Principal Financial Analyst 149 9 $ 78.201000 $ 13,554.84 $ 162,658.08 $ 101.192942 $ 17,540.11 $ 210,481.32 Principal Planner 143 9 $ 78.201000 $ 13,554.84 $ 162,658.08 $ 101.192942 $ 17,540.11 $ 210,481.32 Principal Power Analyst 154 9 $ 78.201000 $ 13,554.84 $ 162,658.08 $ 101.192942 $ 17,540.11 $ 210,481.32 Principal Util Info System Mgr 146 9 $ 100.072731 $ 17,345.94 $ 208,151.28 $ 129.516115 $ 22,449.46 $ 269,393.52 Public Information Officer 077 9 $ 95.038327 $ 16,473.31 $ 197,679.72 $ 122.983615 $ 21,317.16 $ 255,805.92 Public Records Manager 082 9 $ 60.574096 $ 10,499.51 $ 125,994.12 $ 78.396692 $ 13,588.76 $ 163,065.12 Purchasing Division Manager 147 9 $ 83.633538 $ 14,496.48 $ 173,957.76 $ 108.231519 $ 18,760.13 $ 225,121.56Recreation Manager 150 9 $ 78.943327 $ 13,683.51 $ 164,202.12 $ 102.157904 $ 17,707.37 $ 212,488.44Risk Manager 700 9 $ 83.633538 $ 14,496.48 $ 173,957.76 $ 108.231519 $ 18,760.13 $ 225,121.56Sr Counsel for SVP 179 9 $ 116.061981 $ 20,117.41 $ 241,408.92 $ 149.719962 $ 25,951.46 $ 311,417.52Sr Deputy City Attorney 161 9 $ 83.403981 $ 14,456.69 $ 173,480.28 $ 107.941442 $ 18,709.85 $ 224,518.20Sr Elec Div Mgr 173 9 $ 115.479346 $ 20,016.42 $ 240,197.04 $ 149.457808 $ 25,906.02 $ 310,872.24 Sr Elec Div Mgr-Mkt A&P 174A 9 $ 115.479346 $ 20,016.42 $ 240,197.04 $ 149.457808 $ 25,906.02 $ 310,872.24Sr Information Tech Svcs Mgr 743 9 $ 89.342654 $ 15,486.06 $ 185,832.72 $ 115.621096 $ 20,040.99 $ 240,491.88Sr Management Analyst 742 9 $ 66.631269 $ 11,549.42 $ 138,593.04 $ 86.236154 $ 14,947.60 $ 179,371.20Sr Performance Auditor 202 9 $ 70.939615 $ 12,296.20 $ 147,554.40 $ 91.799135 $ 15,911.85 $ 190,942.20Sr Power System Schedlr/Trader 772 9 $ 84.159865 $ 14,587.71 $ 175,052.52 $ 108.919846 $ 18,879.44 $ 226,553.28 Street Superintendent 159 9 $ 80.009596 $ 13,868.33 $ 166,419.96 $ 103.548115 $ 17,948.34 $ 215,380.08 All classifications on the Unclassifed/Elected Salary Plan are FLSA "Exempt" 4 of 5 City of Santa Clara
Unclassified/Elected Salary Plan
Effective 7/1/2025
Approved 5/13/2025
Minimum Salary Maximum Salary
Job Title Job Code Union Code Hourly Monthly Annual Hourly Monthly AnnualTransportation Manager 171 9 $ 97.845750 $ 16,959.93 $ 203,519.16 $ 126.627750 $ 21,948.81 $ 263,385.72Utility Business Systems Mgr 898 9 $ 78.072750 $ 13,532.61 $ 162,391.32 $ 101.031000 $ 17,512.04 $ 210,144.48 Utility Operations Engineer 155 9 $ 82.418712 $ 14,285.91 $ 171,430.92 $ 106.652423 $ 18,486.42 $ 221,837.04 Water & Sewer Operations Mgr 180 9 $ 81.008365 $ 14,041.45 $ 168,497.40 $ 104.843827 $ 18,172.93 $ 218,075.16Water & Sewer Superintendent 029 9 $ 73.247596 $ 12,696.25 $ 152,355.00 $ 94.802135 $ 16,432.37 $ 197,188.44 Web & Digital Media Manager 073 9 $ 69.839654 $ 12,105.54 $ 145,266.48 $ 90.375173 $ 15,665.03 $ 187,980.36 All classifications on the Unclassifed/Elected Salary Plan are FLSA "Exempt" 5 of 5 Resolution/Update Unclassified Salary Plan (eff 7-1-2025) Page 1 of 2 Rev: 7/27/2023
RESOLUTION NO. 25- _____
A RESOLUTION OF THE CITY OF SANTA CLARA,
CALIFORNIA TO ADOPT THE AMENDED UNCLASSIFIED
SALARY PLAN FOR VARIOUS POSITIONS WITH AN
APPROVAL DATE OF MAY 13, 2025 AND AN EFFECTIVE
DATE OF JULY 1, 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 Unclassified Salary Plans for elected positions to reflect salary modifications approved and adopted by the Salary Setting Commission, with an approval date of May 13, 2025, and an effective date of July 1, 2025.
NOW THEREFORE, BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:
1. That the City hereby adopts the Amended Unclassified Salary Plan for the positions of Mayor, City Council Member, City Clerk, and Police Chief, reflecting the wage increases previously approved by the Salary Setting Commission.
2. Effective date. In accordance with the California Code Regulations section 570.5 and to comply with CalPERS, the attached salary schedule for unclassified positions, shall be effective July 1, 2025 and adopted with an approval date of May 13, 2025. //
//
//
//
I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION PASSED Resolution/Update Unclassified Salary Plan (eff 7-1-2025) Page 2 of 2 Rev: 7/27/2023
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. Unclassified Salary Plan eff 7-1-25 (for Council 5-13-25)