Agenda packet — City Council and Authorities Concurrent, July 8, 2025 (part 1 of 6)

City of Santa Clara
Joint Meeting Agenda of the
City Council and Authorities Concurrent &
Santa Clara Stadium Authority Board
Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
5:30 PMTuesday, July 8, 2025
The City of Santa Clara is conducting City Council meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely). • Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306
o Phone 1(669) 900-6833
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1. Use the eComment tab located on the City Council Agenda page (https://santaclara.legistar.com/Calendar.aspx). eComments are directly sent to the iLegislate application used by City Council and staff, and become part of the public record. eComment closes 15 minutes before the start of a meeting.

2. By email to [email protected] by 12 p.m. the day of the meeting. Those emails will be forwarded to the Council and will be uploaded to the City Council Agenda as supplemental meeting material. Emails received after the 12 p.m. cutoff time up through the end of the meeting will form part of the meeting record. Please identify the Agenda Item Number in the subject line of your email.

NOTE: Please note eComments and Emails received as public comment will not be read aloud during the meeting.

Agendas, Staff Reports and some associated documents for City Council items may be viewed on the Internet at https://santaclara.legistar.com/Calendar.aspx All public records relating to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that are distributed to a majority of the legislative body will be available for public inspection at the Office of the City Clerk at Santa Clara City Hall, 1500 Warburton Avenue, Santa Clara, CA 95050 at the same time that the public records are distributed or made available to the legislative body. Any draft contracts, ordinances and resolutions posted on the Internet site or distributed in advance of the Council meeting may not be the final documents approved by the City Council. For the final document, you may contact the Office of the City Clerk at (408) 615-2220 or [email protected].

City of Santa ClaraCity of Santa Clara Page 1 of 18 Printed on 7/3/2025 Meeting Agenda July 8, 2025

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5:30 PM STUDY SESSION
Call to Order in the Council Chambers
Confirmation of a Quorum

1. Study Session on Citywide Plan to Reduce Homelessness and Its Impacts
25-604
7:00 PM COUNCIL REGULAR MEETING
Call to Order
Pledge of Allegiance and Statement of Values
Roll Call

REPORTS OF ACTION TAKEN IN CLOSED SESSION MATTERS

CONTINUANCES/EXCEPTIONS/RECONSIDERATIONS

SPECIAL ORDER OF BUSINESS

2. 25-754 Proclamation of July 2025 as Parks and Recreation Month

CONSENT CALENDAR
[Items listed on the CONSENT CALENDAR are considered routine and will be adopted by one motion. There will be no separate discussion of the items on the CONSENT CALENDAR unless discussion is requested by a member of the Council, staff, or public. If so requested, that item will be removed from the CONSENT CALENDAR and considered under CONSENT ITEMS PULLED FOR DISCUSSION.]

3.A Action on the June 3, 2025 Special City Council Meeting Minutes, June 10, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, and June 16, 2025 Special City Council Meeting Minutes
25-783
Approve the June 3, 2025 Special City Council
Meeting Minutes, June 10, 2025 Joint City Council
and Authorities Concurrent & Santa Clara Stadium
Authority Board Meeting Minutes, and June 16, 2025
Special City Council Meeting Minutes.

Recommendation:

Study Session - 5:30 PM | Regular Meeting - 7:00 PM
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda July 8, 2025

3.B Board, Commissions and Committee Minutes25-13
Note and file the Minutes of:

1. Bicycle & Pedestrian Advisory Committee -
March 24, 2025

2. Board of Library Trustees - May 5, 2025
Recommendation:

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3.C Actions on a Proposed Award of Contract for the Lafayette Street
Class IV Bikeway and Pavement Rehabilitation Project to O’Grady Paving, Inc., Authorize the City Manager to Execute a Funding Agreement with Santa Clara Valley Transportation Authority for 2016 Measure B Funding, and Related Budget Amendments
25-69

1. Determine that the proposed actions are exempt
from CEQA pursuant to Section 15301 (Existing
Facilities) of Title 14 of California Code of
Regulations;

2. Approve and authorize the City Manager to
execute the funding agreement between the City of
Santa Clara and Santa Clara Valley
Transportation Authority, including minor
modifications, amendments, and time extensions,
if needed, in final forms approved by the City
Attorney;

3. Award the Public Works Contract for the Lafayette
Street Class IV Bikeway and Pavement
Rehabilitation Project to O’Grady Paving, Inc., the
lowest responsive and responsible bidder, in the
amount of $4,087,445 and authorize the City
Manager to execute any and all documents
associated with, and necessary for the award,
completion, and acceptance of this Project, in final
forms approved by the City Attorney;

4. Authorize the City Manager to execute change
orders up to approximately 10 percent of the
original contract price, or $408,745 for a total
project budget not to exceed amount of
$4,496,190, in final forms approved by the City
Attorney; and

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b. In the Streets and Highways Capital Fund,
reduce the Pedestrian and Bicycle
Enhancement Facilities project appropriation
by $99,700, reduce the Annual Street
Maintenance and Rehabilitation Program
project appropriation by $3,250,000, and
increase the appropriation in the Lafayette
Street Class IV Bikeway project appropriation
by $3,349,700 (majority affirmative Council
votes required);
c. In the Water Utility Capital Fund, establish a
transfer to the Streets and Highways Capital
Fund and reduce the Buildings and Grounds
appropriation by $135,900 (majority
affirmative Council votes required); and
d. In the Sewer Utility Fund, establish a transfer to
the Streets and Highways Capital Fund and
reduce the unrestricted ending fund balance by
$34,000 (five affirmative Council votes
required for the use of unused balances).

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3.D Action to Delegate Authority to the City Manager to Execute P
urchase Orders and Negotiate Agreements and/or
Amendments with Doble Engineering Company for Test
Equipment, PowerBase Software, Relay Testing Software, and Other Services Related to Silicon Valley Power Operations, and to Ratify Amendments and Payments Exceeding City Manager Authority
25-77

1. Authorize the City Manager to negotiate and
execute agreements, and/or purchase orders with
Doble Engineering Company for test equipment,
software (including PowerBase and Relay Testing
Software), engineering services, and other related
products and services with a maximum
authorization of $1,000,000 for the period of April
1, 2018, through March 31, 2030, subject to
budget appropriations and the review and
approval as to form by the City Attorney;

2. Ratify the City Manager’s execution of
amendments to the Doble Master Services
Agreement and related purchase orders and
payments issued to Doble prior to the date of this
report in excess of the City Manager’s authority;
and

3. Authorize the City Manager to (1) take any actions
necessary to implement and administer the
purchase orders or agreements and (2) a
negotiate and execute amendment(s) to (a) add or
delete services associated with the services; (b)
adjust future rates based on market conditions, (c)
make de minimis changes; and (d) extend the term
of the Master Agreement through March 31, 2030,
subject to budget appropriations and the review
and approval as to form by the City Attorney.

Recommendation:

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3.E Action on Delegation of Authority to the City Manager to Negotiate
and Execute Agreement(s) and Amendment(s) with
Art Alger, Inc. DBA Peninsula Crane and Rigging for As-Needed Crane Services for Silicon Valley Power and the Water and Sewer Utilities Department
25-82

1. Determine that the proposed actions are exempt
from CEQA pursuant to Section 15301 (Existing
Facilities) of Title 14 of the California Code of
Regulations;

2. Delegate authority to the City Manager or
designee to negotiate and execute an agreement
with Art Alger, Inc. DBA Peninsula Crane and
Rigging for Silicon Valley Power (SVP
Agreement) for a five-year term beginning on or
around August 1, 2025, with a one-year option to
extend the agreement term through July 31, 2031,
and a maximum compensation not to exceed
$2,000,000, subject to the review and approval as
to form by the City Attorney;

3. Delegate authority to the City Manager or
designee to negotiate and execute an agreement
with Art Alger, Inc. DBA Peninsula Crane and
Rigging for the Water and Sewer Utilities
Department (Water Agreement) for a five-year
term beginning on or around August 1, 2025, with
a one-year option to extend the agreement term
through July 31, 2031, and a maximum
compensation not to exceed $350,000, subject to
the review and approval as to form by the City
Attorney; and

4. Authorize the City Manager or designee to take
any actions as necessary to implement and
administer the SVP Agreement and Water
Agreement, and to negotiate and execute
amendments to these agreement to: (a) add or
delete services consistent with the scope of
services, (b) adjust future rates based on market
conditions, (c) extend the term one additional year
through July 31, 2031, (d) make de minimis
changes, and (e) increase the maximum
compensation for the SVP Agreement up to
$500,000 for a total maximum compensation of
$2,500,000, subject to the appropriation of funds
and to the review and approval as to form by the
Recommendation:

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City Attorney.

3.F Action on Amendment No. 3 to Agreement with The Permanente Medical Group, Inc. for Professional Medical Services for Public Safety Employees
25-476

1. Authorize the City Manager or designee to execute
Amendment No. 3 to the agreement with The
Permanente Medical Group, Inc. for Professional
Medical Services to extend the term through
August 31, 2030, subject to appropriation of funds
and review and approval as to form by the City
Attorney; and

2. Authorize the City Manager or designee to
negotiate and execute future Amendments making
minor modifications to the agreement and to
extend the term, if needed, with no increase to the
not-to-exceed maximum compensation, subject to
review and approval as to form by the City
Attorney.

Recommendation:

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3.G Action on Delegation of Authority to Authorize the City Manager to
Issue Purchase Orders and Negotiate and Execute
Agreements or Amendments with Environmental Systems
Corporation DBA ESC Spectrum Corporation for Data
Acquisition and Historian System Support and Maintenance Service Related to Silicon Valley Power Operations and to Ratify Prior Payments
25-522

1. Authorize the City Manager issue purchase orders
or negotiate and execute agreements and
amendments with Environmental Systems
Corporation DBA ESC Spectrum (ESC) for Data
Acquisition and Handling System (DAHS) for a
maximum authorization of $800,000 for purchase
orders and payments issued during the period of
January 1, 2025, through April 30, 2031, subject to
the appropriation of funds and review and approval
as to form by the City Attorney;

2. Authorize the City Manager or designee to take
any actions necessary to implement and
administer the purchase orders and agreements,
including negotiating and executing future
agreements or amendment(s) to (a) add or delete
services associated with the services, (b) adjust
future rates based on market conditions, and (c)
make de minimis changes, subject to budget
appropriations and review and approval as to form
by the City Attorney; and

3. Ratify prior payments made to ESC in connection
with DAHS services and software occurring prior
to 2025 in the approximate amount of $1,200,000.

Recommendation:

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3.H Action on Award of Contract for the Emergency Operations Center
Security Upgrades Project to Arrow Fencing and Related
Budget Amendments
25-569

1. Determine that the proposed actions are exempt
from CEQA pursuant to Section 15311 (Accessory
Structures) of Title 14 of California Code of
Regulations;

2. Award the Public Works Contract for the
Emergency Operations Center Security Upgrades
Project to Arrow Fencing, the lowest responsive
and responsible bidder, in the amount of $558,000
and authorize the City Manager to execute any and
all documents associated with, and necessary for
the award, completion, and acceptance of this
Project, in final forms approved by the City
Attorney;

3. Authorize the City Manager to execute change
orders up to approximately 15 percent of the
original contract price, or $83,700, for a total
project budget not to exceed amount of $641,700,
in final forms approved by the City Attorney; and

4. Approve the following FY 2025/26 budget
amendments for the funding of the project:
a. In the Fire Department Capital Fund, recognize
transfers of $420,348 from the General Fund -
Capital Projects Reserve and $79,372 from the
Electric Operating Grant Trust Fund, and
increase the Emergency Operations Center
Security Upgrades Project by $499,720 (five
affirmative Council votes required to
appropriate additional revenue);
b. In the General Fund, establish a transfer to the
Fire Department Capital Fund and decrease
the Capital Projects Reserve by $420,348 (five
affirmative Council votes required for the
use of unused balances); and
c. In the Electric Operating Grant Trust Fund,
establish a transfer to the Fire Department
Capital Fund and decrease the Ending Fund
Balance - Greenhouse Gas Program by
$79,372 (five affirmative Council votes
required for the use of unused balances).

Recommendation:

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3.I Informational Report on 2025 Q2 Legislative Updates25-624 Note and file the informational report on 2025 Q2
legislative updates.

Recommendation:

3.J Action on Authorizing the City Manager to Negotiate and Execute
Amendments to the Agreement with N. Harris Computer
Corporation for the NorthStar CIS Utility Billing System 25-731

1. Authorize the City Manager or designee to
negotiate and execute Amendment No. 6 and
Amendment No. 7 to the agreement with N. Harris
Computer Corporation (Agreement) for the
NorthStar Customer Information System Customer
Connect Portal integration with CyberSource and
the EnergyIP Integration Modernization, including
extending the term to December 31, 2028 and
increasing the maximum compensation by
$261,256 for a revised maximum compensation
not to exceed $1,031,703, subject to the review
and approval as to form by the City Attorney; and

2. Authorize the City Manager or designee to take
any actions necessary to implement and
administer the Agreement, including negotiating
and executing future amendment(s) to (a) add,
modify, or delete services, including software
subscription or support services, (b) increase the
maximum compensation by an additional
$300,000 for a total maximum compensation
amount not-to-exceed $1,331,703 to cover
unanticipated services required to maintain
system compatibility, support compliance, or
respond to operational requirements, (c) extend
the term as needed to complete approved
projects, and (d) make de minimis changes, all
subject to the total maximum compensation of
$1,331,703, appropriation of funds, and review
and approval as to form by the City Attorney.

Recommendation:

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3.K Action to (1) Adopt a Resolution Declaring an Urgency in Accordance with Charter Section 1310, Contracts on Public Works, to Allow for the Award of Contracts for Projects Implementing Security Measures to Mitigate Risks to Public Services and Facilities without Advertising for Bids, (2) Authorize the City Manager to Execute Agreements, Amendments, and Change Orders for Services, Equipment and Materials in
connection with the Implementation of Security Measures to Mitigate Risks to Public Services and Facilities, (3) Approval of one full-time position to develop, implement, and manage Silicon Valley Power’s security measures and (4) Approve Related Budget Amendment
25-773

1. Determine that the proposed actions are exempt
from CEQA pursuant to Section 15302 (Class 2 -
Replacement or Reconstruction) and Section
15303 (Class 3 - New Construction or Conversion
of Small Structures) of Title 14 of California Code
of Regulations.

2. Adopt a resolution declaring an urgency in
accordance with City Charter Section 1310 to
allow for the award of contracts to various
contractors to implement public facility security
measures without advertising for bids.

3. Authorize the City Manager to negotiate and
execute agreements, amendments, change
orders, and/or purchase orders with various
vendors in connection with the implementation of
security measures at various City public facility
sites, for a maximum aggregate compensation
amount not-to-exceed $20,000,000, subject to the
review and approval as to form by the City
Attorney.

4. Authorize the City Manager or designee to (a) take
any actions as necessary to implement and
administer the agreements and/or purchase
orders, and (b) negotiate and execute
amendments to the agreements or purchase
orders for (i) project scope changes/additions, (ii)
any unanticipated conditions or requirements, (iii)
extensions of the agreement term, and (iv) de
minimis revisions, all subject to the above
maximum aggregate compensation amount and
review and approval as to form by the City
Recommendation:

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Attorney.

5. Approve the addition of one (1) Electric Program
Manager in the Electric Utility Department.

6. Approve the following FY 2025/26 budget
amendments:
a. In the Electric Utility Fund, decrease the
Infrastructure Reserve Ending Fund
Balance and increase the transfer to the
Electric Utility Capital Fund in the amount of
$20.0 million (five affirmative Council
votes required for the use of unused
balances) and
b. In the Electric Utility Capital Fund, increase
the transfer from the Electric Utility Fund
and increase the Substation Physical
Security Improvements Project in the
amount of $20.0 million (five affirmative
Council votes required to appropriate
additional revenue).

SANTA CLARA STADIUM AUTHORITY BOARD CONSENT CALENDAR

4.A Action on Stadium Authority Bills and Claims for the Month of May 2025
25-701
Approve the list of Stadium Authority Bills and Claims
for May 2025.

Recommendation:

PUBLIC PRESENTATIONS
[This item is reserved for persons to address the Council or authorities on any matter not on the agenda that is within the subject matter jurisdiction of the City or Authorities. The law does not permit action on, or extended discussion of, any item not on the agenda except under special circumstances. The governing body, or staff, may briefly respond to statements made or questions posed, and appropriate body may request staff to report back at a subsequent meeting. Although not required, please submit to the City Clerk your name and subject matter on the speaker card available in the Council Chambers.]

CONSENT ITEMS PULLED FOR DISCUSSION

PUBLIC HEARING/GENERAL BUSINESS

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5. Action on an Award of Contract for the Northern Receiving Station
Upgrades and Expansion Project Contract No. 2454 to
Henkels and McCoy West, LLC and Related Budget
Amendment
25-417

1. Award the Public Works Contract for the Northern
Receiving Station Upgrades and Expansion
Projects, No. 2454, to the lowest responsive and
responsible bidder, Henkels & McCoy West, LLC
in the amount of $47,788,603.86 (Base Contract
Price) and approve Bid Alternates #1-9, in the
amount of $12,068,489.28, for a revised Base
Contract Price not to exceed $59,857,093.14 and
authorize the City Manager or designee to execute
the Contract (Contract), subject to the review and
approval as to form by the City Attorney;

2. Authorize the City Manager or designee to take
any actions necessary to implement and
administer the Contract including executing any
and all documents in furtherance of the award,
completion, and acceptance of the Project and
approval of any necessary change orders not to
exceed 15 percent of the revised Base Contract
Price, or $8,978,563.97, for a total contract
amount not to exceed $68,835,657.11; and,

3. Approve the FY 2025/26 budget amendment in the
Electric Utility Capital Fund to increase the
Unrestricted Beginning Fund Balance and
increase the Northern Receiving Station Upgrades
and Expansion Project in the amount of $16 million
(five affirmative Council votes are required for
the use of unused balances).

Recommendation:

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6. Public Hearing: Action on a Resolution of Necessity to Acquire Certain
Real Property Interests on 3205 Bassett Street, Santa
Clara, California, from the Owner of Record for Purposes of Implementing the Silicon Valley Power 115kV Transmission Line Project
25-526
Adopt a Resolution of Necessity Making the Required
Findings to Acquire Certain Real Property Interests on
3205 Bassett Street, Santa Clara, California, from the
Owner of Record for Purposes of Implementing the
Silicon Valley Power 115kV Transmission Line
Project (Five affirmative votes required [California
Code of Civil Procedure section 1245.245]).

Recommendation:

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7. Public Hearing: Consideration of Various Actions to Amend the City
Place Santa Clara Project (PLN24-00060) Located at 5155 Stars and Stripes Drive to Provide for a New Scheme C Land Use Scenario to add Light Industrial as a Permitted Land Use on Parcels 1 and 2, Replacing the Originally Planned Office Uses and Transferring Unused Development Intensity to Parcel 4 and to Implement Other Project Changes
25-457

1. Adopt a resolution for an Addendum to the City
Place Santa Clara Environmental Impact Report
(2016 EIR)

2. Adopt a resolution approving the General Plan
Amendment to revise the permitted uses under the
Urban Center/Entertainment District land use
classification to include the proposed light
industrial uses on Parcels 1 and 2 for the Related
Santa Clara project at 5155 Stars and Stripes
Drive (‘Project”).

3. Adopt a resolution approving a Rezone to Amend
the approved Planned Development Master
Community (PD-MC) to add a new Scheme C for
the Project.

4. Waive first reading and introduce an ordinance to
approve amending the Development Agreement to
implement aspects of Scheme C for Project.

5. Adopt a resolution amending the Disposition and
Development Agreement for Project.

Note: All resolutions, ordinances and agreements
are attached for approval in substantial form,
subject to such minor corrections or
non-substantive modifications as may be required
or approved by the City Attorney.

Recommendation:

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8. Action on Proposed Formation of a Charter Review Committee to
Conduct Comprehensive Review of the City Charter to
Update, Make Corrections and Better Align the Charter with State Law and Current Best Practices and to Draft a
Comprehensive Charter Amendment for Presentation to the City Council and Possibly the Voters at the November 2026 Election 25-755
Review, discuss and provide direction to staff on the
proposed formation of a City Charter Review
Committee to engage in a comprehensive Charter
review and amendment process
Recommendation:

REPORTS OF MEMBERS AND SPECIAL COMMITTEES

CITY MANAGER/EXECUTIVE DIRECTOR REPORT

ADJOURNMENT
The next regular scheduled meeting is on Tuesday, July 15, 2025 in the City Hall Council Chambers.

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MEETING DISCLOSURES
The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

STREAMING SERVICES: As always, the public may view the meetings on SantaClaraCA.gov, Santa Clara City Television (Comcast cable channel 15), or the livestream on the City’s YouTube channel or Facebook page.

Note: The public cannot participate in the meeting through these livestreaming methods; livestreaming capabilities may be disrupted at times, viewers may always view and participate in meetings in-person and via Zoom as noted on the agenda.

AB23 ANNOUNCEMENT: Members of the Santa Clara Stadium Authority, Sports and Open Space Authority and Housing Authority are entitled to receive $30 for each attended meeting.

Note: The City Council and its associated Authorities meet as separate agencies but in a concurrent manner. Actions taken should be considered actions of only the identified policy body.

LEGEND: City Council (CC); Stadium Authority (SA); Sports and Open Space Authority (SOSA); Housing Authority (HA); Successor Agency to the City of Santa Clara Redevelopment Agency (SARDA); Bayshore North Project Enhancement Authority (BNPEA); Public Facilities Financing Corporation (PFFC) Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker." In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

Agendas and other written materials distributed during a public meeting that are public record will be made available by the City in an appropriate alternative format. Contact the City Clerk’s Office at 1 408-615-2220 with your request for an alternative format copy of the agenda or other written materials.

Individuals who require an auxiliary aid or service for effective communication, or any other disability-related modification of policies or procedures, or other accommodation, in order to participate in a program, service, or activity of the City of Santa Clara, should contact the City’s ADA Coordinator at 408-615-3000 as soon as possible but no later than 48 hours before the scheduled event.

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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-604 Agenda Date: 7/8/2025

REPORT TO COUNCIL

SUBJECT
Study Session on Citywide Plan to Reduce Homelessness and Its Impacts

BACKGROUND
The purpose of this study session is to provide general updates and to gather feedback on the latest draft of the City’s Citywide Plan to Reduce Homelessness and Its Impacts. The City Council prioritized special need housing opportunities for persons of all economic levels as set forth in Goal C of the adopted May 2024 Housing Element. Prior to that, in March 2021, the City Council endorsed Santa Clara County’s Community Plan to End Homelessness with three key strategies:

1. Address the root causes of homelessness through system and policy change

2. Expand homelessness prevention and housing programs to meet the need

3. Improve quality of life for unsheltered individuals and create healthy neighborhoods for all To help implement these strategies, at the November 16, 2021 Council meeting, the City Council directed staff to form an Ad Hoc Homelessness Taskforce and to engage a consultant, Homebase, to manage the Taskforce process. The intended purpose of the Taskforce was to allow community residents and stakeholders to identify and recommend potential City strategies to address the needs of Santa Clara’s unhoused population, which in turn would be incorporated into the City’s Homelessness Response Plan. On December 6, 2021, the City Council approved an agreement with Homebase to assist the City with facilitating the Taskforce and community engagement process, drafting a strategic plan framework, and preparing a draft of the City’s Homelessness Response Plan. The City continued the engagement with Homebase in the sixth cycle Housing Element.

In the spring of 2022, staff worked with Homebase to administer the selection of the Taskforce membership. Eight members were selected from a pool of over 130 applicants, including one representative for each Council District and two 'at-large' members, to form the Taskforce. Taskforce members represented a diverse set of backgrounds, including members who have experienced housing instability and members who have lived experience of homelessness as well as a mix of homeowners, renters, students, and people who work within the City. Five local agencies were affiliated with the Taskforce and advised through the process. These agencies included the Bill Wilson Center, Abode Services, HomeFirst, Destination: HOME, and the County’s Office of Supportive Housing.

The Taskforce met virtually once a month for six months from April 28, 2022 through October 27, 2022. All six meetings were live-streamed for public viewing and participation. During this period, Homebase conducted additional outreach that included research and data gathering, focus groups with service providers and City staff, twelve (12) interviews with people with lived experience of homelessness, a virtual community forum with over 70 participants, a survey of the business City of Santa Clara Printed on 7/3/2025Page 1 of 6
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community with over 270 responses, and public comments during the Taskforce meetings and via email. Following these meetings and based on additional research and outreach, Homebase drafted a plan which was later posted on the City’s website for public review.

On January 10, 2023, City staff and Homebase presented the draft plan and gathered feedback at a City Council study session. During the study session, staff provided background information on homelessness, summarized stakeholder input, and received feedback from the City Council on the draft plan. Comments on the draft plan from Taskforce members suggested prioritizing prevention, outreach and case management, targeting subpopulations with specific services, mental health support services, increasing broad-based support for basic needs services and shelter, and creating concrete strategies with specific goals, estimated costs, and the entity who is responsible for implementation.

Members of the City Council commented on a multi-faceted approach with the importance of prevention, adding protections against evictions, having mobile case management and outreach, looking at initiatives in other cities, engaging local organizations and volunteers, improving the City's homelessness resource webpage, increasing housing and shelter options, increasing trash cleanups, increasing Wi-Fi access, addressing mental health and substance abuse, creating storage solutions for unhoused residents, using metrics to measure impact, and providing a budget to understand what priority services might cost to implement.

DISCUSSION
Homelessness is a multi-faceted issue and many of the services and programs available to City of Santa Clara residents are part of a countywide system supported by various funders, including the County. These services help prevent homelessness, assess vulnerability, connect unhoused residents with emergency shelter and housing opportunities, and connect people with a range of health and human services. The City of Santa Clara contributes resources to this countywide system, in addition to the targeted services it provides within the city itself. As it is important to understand how this system works, and the City’s role within this system, staff has invited the Santa Clara County’s Office of Supportive Housing to participate in the study session. This discussion entails several elements on homelessness and the following areas of discussion:

1. Overall policy landscape

2. Funding for housing and services

3. Homelessness prevention and crisis response
Overall Policy Landscape
Since the January 10, 2023 study session, the overall policy landscape on this issue has changed significantly at both at the federal and state levels. On June 28, 2024, the U.S. Supreme Court ruled that state and local governments have the legal authority to implement and enforce ordinances that prohibit homeless encampments on public property (Johnson v. Grants Pass). This ruling removed a legal barrier to encampment clearance when no shelter or interim housing is available. Shortly after this ruling, on July 25, 2024, Governor Gavin Newsom issued executive order N-1-24 directing state agencies to adopt policies that address encampments on state property provided there is notice, outreach, and temporary storage of personal belongings. This executive order also encouraged local government to adopt similar policies and upcoming funding programs such as the Homeless Housing, Assistance, and Prevention Program (HHAP) that will require counties and large cities to comply with state encampment policies to receive these funds. On May 12, 2025, Governor Gavin City of Santa Clara Printed on 7/3/2025Page 2 of 6
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Newsom released a model ordinance for cities and counties to address unhealthy and dangerous encampments. Some cities in the Bay Area have adopted new policies and procedures related to encampment clearance and enforcement.

Funding for Housing and Services
Another factor affecting homelessness response efforts is dwindling funding for housing and services.

Federal budget cuts for emergency housing vouchers and proposed cuts to other housing and human service programs will directly impact clients who are unhoused or at risk of losing their housing. Funding for new affordable housing production is also in short supply as Santa Clara County’s Measure A funds have mostly been deployed and the regional bond measure for affordable housing did not pass.

Homelessness Prevention and Crisis Response
As the City of Santa Clara works to increase its affordable housing supply, a process that takes years, it has invested in homelessness prevention and crisis response to ensure the City remains a safe and clean community for all, and to ensure that individuals and families at risk of or experiencing homelessness have resources to meet their basic needs. With the goal of keeping people stably housed, the City supports various homelessness prevention services through the County and service providers, including the County’s Homeless Prevention System, a Tenant Based Rental Assistance Program, landlord/tenant mediation, domestic violence services, a 2-1-1 hotline, among others. To assist people who are experiencing homelessness, the City provides services such as mobile shower and laundry services and works closely with partners to connect individuals to shelter, housing, and mental health and behavioral health services.

Since the January 10, 2023 study session, City staff has been busy working on a number of key work efforts to further expand the City’s homelessness prevention and crisis response. These efforts include, but are not limited to, securing $1,800,000 in grant funding for homeless services, forming an internal working group to coordinate on homelessness best practices and to explore partnerships, researching what it takes to develop and implement various homeless programs and services including a safe parking program, street outreach and case management, emergency/inclement weather shelter, procuring a vendor to provide mental health coordination services, and continuing to work closely with the County and LifeMoves to advance a Homekey funded family interim housing project. More information about these efforts can be found within the draft workplan referenced below and will be covered in the study session presentation.

In addition, in January 2025, City staff organized over 60 volunteers made up of staff and community members over two days to canvass the city for the 2025 Point in Time Count and in person survey.

While city level data for this count will not be available until Fall 2025, staff did observe a growing number of people living in oversized vehicles and cars in Santa Clara. Additional City level demographic information can be found in Attachment 1 .

The purpose of this study session is to provide general updates and to gather feedback on the latest draft of the City’s Citywide Plan to Reduce Homelessness and Its Impacts (“Draft Response Plan”).

The Draft Response Plan includes the following six Strategy Areas and 34 associated work items ( Attachment 2 ):
· Strategy Area 1: Prevent homelessness for City residents who are at-risk City of Santa Clara Printed on 7/3/2025Page 3 of 6
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· Strategy Area 2: Increase availability of short-term shelter, permanent supportive housing, and Extremely Low Income (ELI) housing
· Strategy Area 3: Conduct proactive street outreach to engage people who are unsheltered and connect them to resources
· Strategy Area 4: Address basic needs of people living outside, including health, and hygiene
· Strategy Area 5: Reduce the impacts of unsheltered homelessness throughout the community
· Strategy Area 6: Foster productive community conversation about the causes, needs, and experience of homelessness to foster support and volunteerism The strategies and work items were developed in coordination with the City’s 2023-2031 Housing Element and the County’s 2020-2025 Community Plan to End Homelessness and informed by input collected from the Homelessness Taskforce, community engagement efforts, City staff, and the City Council. They are designed to respond to identified community needs and service gaps through a combination of short- and long-term actions that are cost-effective, impactful, and balance compassionate support, service accessibility, and public safety.

The draft Response Plan includes an Appendix A that outlines a comprehensive two-year implementation workplan made up of 34 individual work items to guide planning and monitor progress of the City’s homelessness response efforts (“Two-Year Workplan”) (Attachment 3 ). For each work item, the Two-Year Workplan identifies the relevant Strategy Area, status of work efforts (if any), department(s), and resource needs (if any). The Two-Year Workplan groups the 34 work items into the following three categories:
· Ongoing
Work items that are currently being implemented with existing resources. · Planned
Work items that staff can reasonably initiate within the next two years, based on projected funding and staffing capacity.
· Pending / Resource-Contingent
Potential work items that will require additional funding and staffing capacity to implement.

It should be noted that these work items should be considered in the context of the various umbrellas that the City is operating under (e.g., U.S. Constitution, state penal code, fiscal limitations, etc.).

The draft Response Plan also includes an Appendix B that provides a corresponding budget that includes the cost of budgeted or funded services, along with additional estimated costs, to implement the proposed ongoing and planned work items in FY 2025/26 and FY 2026/27.

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Based on the study session discussion and City Council’s feedback on the Draft Response Plan and corresponding Two-Year Workplan, staff plans to bring back a final Response Plan and the corresponding Two-Year Workplan for Council consideration and adoption in Fall 2025.

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

FISCAL IMPACT
While there are no costs to present the information in this report other than staff and administrative time, costs could be incurred or proposed depending on the recommendations or direction provided by Council in this study session to bring back proposals for funding consideration. The Two-Year Workplan and implementation budget that can be found respectively in the Draft Response Plan’s Appendix A (Attachment 3) and Appendix B (Attachment 2) provide more information about potential costs and future resource needs.

COORDINATION
This report was coordinated with the Community Development Department, City Manager’s Office, Police Department, Finance Department, and City Attorney’s Office. In addition to these departments, the Two-Year Workplan was coordinated with the Public Works, Library, and Parks and Recreations Departments and the Office of Emergency Management.

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

RECOMMENDATION
The purpose of this report is to support a study session on the City’s Draft Citywide Plan to Reduce Homelessness and Its Impacts and the associated Two-Year Workplan. The study session will gather general input on the Draft Response Plan’s strategies, the Two-Year Workplan, and more detailed feedback on the following key work items:

1. Work Item 2.1 - Temporary hotel program

2. Work Item 2.2 - Overnight inclement weather program

3. Work Item 2.3 - RV safe parking research

4. Work Item 3.1 - Street outreach and case management team

5. Work Item 5.2 - Funding to supplement cleanups and towing After the study session, staff will make updates to the plan and return to City Council for its adoption.

Staff will also propose budgetary appropriations to implement key work items.

Reviewed by: Afshan Hamid, Director, Community Development and Christine Jung, Deputy City City of Santa Clara Printed on 7/3/2025Page 5 of 6
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Manager, City Manager’s Office
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. City of Santa Clara Homelessness Data

2. Draft Citywide Plan to Reduce Homelessness and Its Impacts

3. Draft Citywide Plan to Reduce Homelessness and Its Impacts - Appendix A: Two-Year Workplan
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CITY OF SANTA CLARA DATA
14 CITY OF SANTA CLARA DATA
Calendar Year 2024
15 269 259
197
216
285
252
104
197
168
188
226
165
2019 2020 2021 2022 2023 2024
City of Santa Clara: Homeless Inflow (First-time VI-SPDAT) and Permanent Housing Placements
Homeless Inflow
Housed
Homeless Inflow in 2024
Countywide: 4,098
Santa Clara: 252

6.1% of countywide total
• •
16 DEMOGRAPHICS OF UNHOUSED SANTA CLARA RESIDENTS
Permanent
Supportive
Housing, 304,
60%
Rapid Rehousing,
164, 33%
Minimal Range,
34, 7%
By Level of Need (Based on VI-SPDAT Score)
5%, 27
9%, 46
13%, 63
15%, 74
28%, 140
30%, 152
0 50 100 150 200
Transitional Housing
Other/ No response
Couch Surfing
Shelters/ Safe Haven
Car
Outdoors
Where do you sleep most frequently?
13%, 63
26%, 117 26%, 116
18%, 81
20%, 90
7%, 33
0 20
40 60
80 100
120
140
18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or Above By Age Tier
54%, 273
14%, 71
9%, 45
7%, 33
12%, 62
3%, 14
0 50 100 150 200 250 300
2 years or more
1 - 2 years
6 months to 1 year
3 - 6 months
1 week - 3 months
Less than a week
How long has it been since you lived in
permanent stable housing?
502 VI-SPDAT Assessments completed in CY2024
-
■
--
□ ~------_J
I
17 DEMOGRAPHICS OF UNHOUSED SANTA CLARA RESIDENTS
502 VI-SPDAT Assessments completed in CY2024
Single Adults,
352, 70%
Families with
Children, 103,
21%
Single Youth and
Young Adults, 47,
9%
By Household Type
Man, 277, 55%
Woman/ Other,
225, 45%
By Gender
7%, 35 8%, 38
17%, 84
44%, 221
4%, 18
28%, 140
0 50
100
150
200
250
American Indian,
Alaska Native, or
Indigenous
Asian or Asian
American
Black, African
American, or
African
Hispanic/
Latina/e/o
Native Hawaiian or
Pacific Islander
White (Non-
Hispanic/
Latina/e/o)
By Race and Ethnicity (Multiple Responses Allowed)
I I ■
□
1 City of Santa Clara ’s
Citywide Plan to Reduce Homelessness and Its
Impacts

Draft
July 8, 2025

Prepared by the City of Santa Clara in partnership with Homebase. 2 Acknowledgements
The City of Santa Clara and Homebase would like to thank the many people with lived experience of homelessness, agencies and organizations, and other community members and stakeholders who participated in the process to develop this plan for their contributions and invaluable insight.

Special thanks to the members of the City’s Homelessness Taskforce:
• Lori Garmany, Council District 1
• VaNae N. Hamilton, Ph.D. Council District 2
• Dontae Lartigue, Council District 3
• Daniel Huynh, Council District 4
• Anne McMahon, Council District 5
• Catherine Pham, Council District 6
• Sparky Harlan, Bill Wilson Center
• Andrea Urton, Homefirst
• Ray Bramson, Destination: HOME
• Vivian Wan, Abode Services
• Hilary Barroga, County Office of Supportive Housing
• Michelle Ortega, Community Member at Large
• Santiago Arrendondo Jr., Community Member at Large

About Homebase
The City contracted with Homebase—a national technical assistance provider on homelessness—to facilitate a Homelessness Taskforce to help prioritize the City’s resources and efforts and develop this draft plan in partnership with the City. Homebase is a nonprofit dedicated to building community capacity to prevent and end homelessness.
3 Table of Contents
ACKNOWLEDGEMENTS 2
TABLE OF CONTENTS 3
INTRODUCTION AND BACKGROUND 4
THE CITY PLANNING PROCESS 4
A SNAPSHOT OF HOMELESSNESS IN THE CITY OF SANTA CLARA 6 OVERVIEW OF EXISTING RESOURCES AND PROGRAMS 8

THE SUPPORTIVE HOUSING SYSTEM IN SANTA CLARA COUNTY

RESOURCES IN THE CITY OF SANTA CLARA
COMMUNITY NEEDS AND GAPS 12
LACK OF AFFORDABLE HOUSING IS A KEY DRIVER OF HOMELESSNESS.

SUPPORTIVE SERVICES ARE NECESSARY TO LONG-TERM HOUSING STABILITY.

CRISIS RESPONSE RESOURCES ARE NEEDED WITHIN THE CITY LIMITS.

TRASH, BIO WASTE, GRAFFITI, AND FIRES IMPACT PUBLIC HEALTH AND QUALITY OF LIFE FOR ALL RESIDENTS.

STRATEGIES TO REDUCE HOMELESSNESS AND ITS IMPACTS 18
STRATEGY AREA 1: INCREASE AVAILABILITY OF SUPPORTIVE HOUSING AND EXTREMELY LOW INCOME (ELI) HOUSING STRATEGY AREA 2: PREVENT HOMELESSNESS FOR CITY RESIDENTS WHO ARE AT-RISK STRATEGY AREA 3: CONDUCT PROACTIVE STREET OUTREACH TO ENGAGE PEOPLE WHO ARE UNSHELTERED AND CONNECT

THEM TO RESOURCES
STATEGY AREA 4: ADDRESS BASIC NEEDS OF PEOPLE LIVING OUTSIDE, INCLUDING SHELTER, HEALTH, AND HYGIENE STRATEGY AREA 5: REDUCE THE IMPACTS OF UNSHELTERED HOMELESSNESS THROUGHOUT THE COMMUNITY STRATEGY AREA 6: FOSTER PRODUCTIVE COMMUNITY CONVERSATION ABOUT THE CAUSES, NEEDS, AND EXPERIENCE OF

HOMELESSNESS
APPENDIX A: TWO-YEAR WORKPLAN 26
APPENDIX B: TWO-YEAR IMPLEMENTATION BUDGET 27
APPENDIX C: SUMMARY OF TASKFORCE DISCUSSION AND COMMUNITY ENGAGEMENT FEEDBACK 29

4 Introduction and Background
The City Planning Process
The issue of homelessness has become increasingly visible, urgent, and complex for many cities in the Bay Area, and the City of Santa Clara is no exception. As housing costs continue to soar, so do the number of people experiencing homelessness in our community. While cities often cannot solve the issues relating to homelessness on their own, they do have a critical role to play in reducing homelessness, and the City of Santa Clara is committed to doing its part.

While homelessness is a very local experience, it’s a regional challenge. In Santa Clara County, as is the case across much of the Bay Area, cities are adjacent to one another, and people – housed and unhoused alike – regularly cross city lines, even when only traveling a few miles or even blocks. They may live in one city, work in another, and shop or visit friends or family in a third, all within a given day, week, or month.

Understanding both the nature of homelessness and strategies for addressing it in the City of Santa Clara requires focusing on the City and its neighborhoods. It also requires awareness of the realities of homelessness across the County, as well as resources and strategies for addressing the issue County- wide.
“Every member of our community deserves a
safe and stable home—and it is our collective
responsibility to make this vision a reality.”
– Community Plan to End Homelessness in Santa Clara County In this spirit of community, compassion, and collaboration, and recognizing the need for locally-focused efforts as well as regional approaches and collaboration, the City of Santa Clara sought to develop a Citywide Plan to Reduce Homelessness and its Impacts (City Plan) that would draw from and complement the broader efforts already underway as part of the 2020-25 Santa Clara County Community Plan to End Homelessness (Community Plan).

Community Plan to End Homelessness in Santa Clara County In 2019, the County of Santa Clara Office of Supportive Housing (OSH) and a variety of partners embarked on a strategic planning process that spanned nearly a year, included a variety of community engagement opportunities surveys, focus groups, interviews, community meetings, and meetings with City departments, and culminated in the countywide Community Plan.

The Santa Clara City Council endorsed the Community Plan in March 2021, and this City Plan was developed to align with the three key strategies adopted in the Community Plan:
5 Strategy 1: Address the root causes of homelessness through system and policy change
“The system we live in has created social, economic, and racial disparities and it will take monumental shifts in policies and priorities to make effective change.” Strategy 2: Expand homelessness prevention and housing programs to meet the need “To end homelessness, we will need to continue to build capacity to provide a broad array of housing and services over the next five years.” Strategy 3: Improve quality of life for unsheltered individuals and create healthy neighborhoods for all
Even with strategies in place to prevent and end homelessness for as many people as possible, “the reality is that many people will remain unhoused due to an extreme housing crisis and increasing income inequality.”

City of Santa Clara Homelessness Taskforce

To help achieve its planning goals, the City convened a Homelessness Taskforce in March 2022, which brought together diverse lived experiences to help the City identify and prioritize the feasible strategies it could and should implement, keeping in mind what City resources are available, where the City’s expertise and influence is strongest, and what countywide systems and resources are in place.

Members of the Taskforce included both members of the community and representatives from homeless service agencies. Eight community members were selected from a pool of over 130 applicants, and represent a diverse set of backgrounds, including the following:
• Each City Council district is represented by one member, • Four members have lived experience of homelessness, and • Five members represent local agencies.

The purpose of the Taskforce was to provide input and make recommendations to inform the City Plan, including by:
• Helping to identify both what the City and County are already doing well and gaps that exist in resources and efforts to address homelessness specifically in the City of Santa Clara; • Brainstorming potential strategies to reduce and fill those gaps; and • Helping to prioritize strategies and actions that are within the City’s capacity and control in order to reduce homelessness and its impacts within the City. 6 The Taskforce also helped guide and support the community engagement process.

Members of the public were able to listen in and view monthly Taskforce meetings from April to October 2022, submit questions and comments, and participate in other community engagement opportunities (see below).

Community Engagement
Throughout the planning process, feedback was gathered from community members over a period of six months in 2022 from a diverse set of stakeholders and the community at-large. The community engagement process included outreach to many sectors throughout the City and Santa Clara County, including community members, people with lived experience of homelessness, businesses, service providers, and City staff.

The community engagement process included the following opportunities to provide feedback:
• 4 focus groups with people with lived experience of homelessness, housing and services providers, community members, and City staff;
• Survey of the business community on how homelessness has impacted their businesses and employees with 276 respondents;
• 12 interviews with people with lived experience of homelessness; • 6 Homelessness Taskforce Meetings open to the public; • Community Forum open to all members of the public for participation; and • Public comment submitted via email and during Taskforce meetings.

In addition to the feedback sources throughout the community engagement process, the following data sources were also consulted as part of this Plan.
• 2022 Santa Clara County Homeless Census and Survey Data • Homelessness Management Information System (HMIS) Data • Additional reports and background information shared with Homebase by City staff

The City sought feedback from the community on the draft framework of the City Plan from October- December 2022. The draft framework was presented at a City Council study session on January 10, 2023. This City Plan incorporates the City Council’s feedback on the draft framework.

A Snapshot of Homelessness in the City of Santa Clara
This section provides a brief snapshot of data on people experiencing homelessness in the City of Santa Clara to provide some initial context for the City Plan as compared to the countywide Community Plan.

Every other year, the County conducts the Santa Clara County Homeless Census and Survey, a visual Point in Time (PIT) count of people experiencing homelessness on a single night.1 When multiple years’

1 The Santa Clara County Homeless Census and Survey uses the U.S. Housing and Urban Development (HUD) definition of “homeless” and includes people sleeping outside, in vehicles, in any place not meant for humans to live, as well as in emergency shelter and transitional housing. It does not include people who are living in overcrowded housing, who are couch surfing, or are paying for their own hotel room. 7 worth of PIT Count data is reviewed, it provides the best data available on the number and characteristics of people experiencing homelessness over time. Due to COVID-19, the 2021 count was pushed back a year and was conducted in February 2022.

Homeless Census and Survey: Number of People Experiencing Homelessness Over Time

The Homeless Census and Survey is an important source of information about population trends; however, the number of people who experience homelessness in the City over the course of a year is likely much higher than what a point-in-time count represents. This is because a point-in-time count only measures the number of people who are homeless on a given day. It does not account for the many people who fall in and out of homelessness during the rest of the year.

The 2022 Homeless Census and Survey revealed that the vast majority of people who are experiencing homelessness were in Santa Clara County when they lost their housing. This is consistent with data from previous years.
2022 Homeless Census and Survey: Residence when Housing Was Lost

7,631
6,556
7,394
9,706 10,028
478 377 272 326 440
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
11,000
12,000
2013 2015 2017 2019 2022
Santa Clara County City of Santa Clara
85%
10%
5%
Santa Clara County
Other County in CA
Out of State
- - -
■ ■
■
■
■
- -
8 Overview of Existing Resources and Programs
The Supportive Housing System in Santa Clara County
Homelessness is a regional issue, and many of the services and programs available to City of Santa Clara residents are part of a countywide system supported by various funders, including the County of Santa Clara. The City of Santa Clara contributes resources to this countywide system, in addition to the targeted services it provides within the city itself.

Homelessness Prevention
The countywide Homelessness Prevention System provides flexible financial assistance and resources for households at risk of losing their housing. In addition to financial support, partner agencies offer case management, legal services, employment assistance, landlord mediation, and financial coaching.

Supportive Housing
Countywide, there are a range of supportive housing programs, each of which offers help finding and paying for housing, as well as connections to vital resources and supports that help people remain stably housed. The majority of these programs, including long-term permanent supportive housing and time- limited rapid rehousing and transitional housing programs, accept any resident of Santa Clara County, regardless of city. Many of these services require clients to travel to offices for services or to apply online which may be difficult if a client has low or limited literacy skills, lacks internet access, lacks skills to use technology, or lacks access to transportation.

Coordinated Entry System
The Santa Clara County Coordinated Entry System provides a streamlined, centralized system that identifies and prioritizes individuals and families experiencing homelessness with housing resources within a county-wide inventory of roughly 6,000 supportive housing units. Placements are based on the acuity of client’s needs. It is important to have trained outreach workers who can locate unhoused residents, build trust, and conduct assessments so that clients can be eligible for supportive housing placement. Unfortunately, the demand for supportive housing far exceeds the supply and many high need clients remain unhoused.

Emergency Shelter
As of January 2023, 1,640 emergency shelter beds across Santa Clara County offer places to sleep inside for people experiencing homelessness. During fiscal year 2024, a total of 780 individuals with a connection to the City of Santa Clara enrolled at an emergency shelter somewhere in Santa Clara County.

Here4You Call Center
In 2022, Santa Clara County, in partnership with the Bill Wilson Center, launched the Here4You Call Center, which provides housing problem solving services and centralized referrals to emergency shelters to resolve the immediate housing crises of Santa Clara County residents. The Call Center also provides transportation to emergency shelter when necessary.
9 Behavioral Health Services
The Santa Clara County Behavioral Health Services Department offers a wide range of behavioral health services to ensure that residents of Santa Clara County have access to help when they need it. City of Santa Clara residents can access services through the Mental Health Call Center or the Substance Use Services Call Center.2 Some of the programs offered by the County include but are not limited to, targeted outreach to housed and unhoused high utilizers of emergency services and a Mobile Crisis Response Team (MCRT) that can respond to individuals in crisis who exhibit mental health symptoms or who may be suicidal to deliver crisis intervention, de-escalation services, and connections to community resources throughout the county. More outreach is needed to help connect clients with resources and emergency shelter while they wait for permanent housing and before their health deteriorates further.

Resources in the City of Santa Clara
While many programs and services to reduce homelessness and its impact are countywide, the City of Santa Clara also has existing and ongoing efforts to address the issue. This section outlines the programs, services, and resources located within the City of Santa Clara that are available to people currently or at risk of experiencing homelessness.

Extremely Low-Income and Supportive Housing:

Extremely low-income (ELI) housing is housing with a particular focus on households that are between 0% to 30% of the Area Median Income (AMI). These income limits are established annually by the California Department of Housing and Community Development. Effective April 2025, this amount was a maximum income of $60,250 for a family of four living in Santa Clara County.3 Notably, 5,725 Santa Clara Households are ELI. In total, City has invested in 1,286 units of affordable housing, 306 of which are for Extremely Low Income (ELI) residents.

Supportive Housing is affordable housing that includes wrap-around services for residents to live and thrive in their home. The City invests in intensive case management for individuals residing in permanent supportive housing.

The City has supported the development of new extremely low-income and supportive housing through the 2016 Measure A Affordable Housing Bond:

Calabazas Community Apartments:

The first supportive housing complex in the City of Santa Clara, Calabazas Community Apartments, broke ground in December 2019. The 145- unit apartment building is now home to a diverse group of low-income individuals and families, some of whom previously experienced homelessness.

Supportive services offered for residents include case management, social services, job assistance, financial literacy, computer training, and health education.

2 https://bhsd.sccgov.org/home
3 State Income Limits for 2025. State of California Department of Housing and Community Development, Division of Housing Policy Development. https://www.hcd.ca.gov/sites/default/files/docs/grants-and-funding/income- limits-2025.pdf
10 Agrihood Senior Apartments:

Agrihood Senior Apartments is a 165 affordable unit development in progress, which will consist of 70 studios, 83 one-bedrooms, 10 two-bedrooms, as well as two resident manager units. A portion of the units will be leased to qualifying senior veterans and 54 of the units will be set aside as permanent supportive housing for households experiencing homelessness.

Kifer Senior Apartments:

Kifer Senior Apartments, currently in development, will consist of 79 affordable apartments. 45 of the units will be reserved as Permanent Supportive Housing (including resident manager units) for older adults with special needs, 17 will be available to households earning up to 30% of area median income, and 17 will be available to households earning up to 50% of area median income. 1601 Civic Center Drive:
1601 Civic Center Drive is currently in predevelopment. The project has been entitled and proposes to build 106 new ELI/VLI housing units including 27 Rapid Rehousing units. The City committed funding in late 2023 but a funding gap remains.

The City continues to identify resources, locations, and development opportunities for additional affordable housing units. The City allocates most of its affordable housing funds for households earning less than 80 percent of the County median income, and it recognizes the need for supportive housing for low-income seniors and persons with disabilities.

Crisis Response
While the City of Santa Clara works to increase its affordable housing supply, a process that takes years, it has invested in homelessness prevention and crisis response to ensure the city remains a safe and clean community for all, and to ensure that individuals and families at risk of or experiencing homelessness have resources to meet their basic needs. The following are services supported by the City of Santa Clara that are available to city residents experiencing homelessness or at risk of losing housing, as well as services provided by other community partners that are located within the city.

Homelessness Prevention
The City contributes $50,000 a year to the County of Santa Clara’s Homeless Prevention System. The Homeless Prevention System is comprised of a network of 20 community partners collaborating to stabilize housing for at-risk households, serving community members with vastly diverse lived experiences and of different cultures, ages, and household compositions.

Rental Assistance
The City, in partnership with Abode Services, funds a Tenant Based Rental Assistance (TBRA) program of approximately $1,000,000 combined each year. TBRA provides housing assistance in the form of deposits and rental subsidies for up to 12 months, along with case management services, to families with children experiencing homelessness, those fleeing domestic violence, or families with children that are at risk of homelessness for households at or below 60% Average Median Income.

11 Outreach
The City’s Police Department includes a Community Response Team that conducts outreach while not in uniform to respond to crises and connect people experiencing homelessness to existing services. While the team does not conduct housing assessments for the County’s supportive housing system, it does facilitate assessments with partnering entities.

Encampment Cleanup
The City has an agreement with Tucker Construction to provide encampment cleanup services in the City. The Police Department’s Community Response Team coordinates with other City departments as needed and partners with the Santa Clara Valley Water District, the Santa Clara County Roads and Airports Department, transportation agencies, private property owners, and others to conduct clean-up and abatement.

Basic Needs
The City, in partnership with WeHope, is piloting a service that provides weekly mobile shower and laundry service for unsheltered individuals.

The City, in coordination with United Way, provides funding of $5,000 per year for 2-1-1 telephone- based services to help residents locate shelter and food. United Way 2-1-1 is an easy-to-remember, three-digit number that families and individuals can call to obtain free and confidential information on health and human services. This service is available in a variety of languages.

Case Management
The City, through NextDoor Solutions, funds $30,000/year for comprehensive support services for survivors of domestic/intimate partner violence to address crisis, safety, stability, and self- sufficiency needs. These services aim to assist the survivor in developing self-efficacy to address immediate, short, and long-term goals and address the client’s needs.

The City, in partnership with the County Office of Supportive Housing, funds $125,000/year for intensive case management for residents of permanent supportive housing.

Interim and Transitional Housing
Covenant House provides transitional housing for youth experiencing homelessness ages 18-24 for up to two years. The program includes onsite case management, mental health counseling, education and employment support, and access to long-term housing opportunities.

The Bill Wilson Center, partially funded by the City of Santa Clara, provides short-term housing for youth ages 11-17 experiencing homelessness, transitional and supportive housing services for youth and young adults ages 17-21, as well as assistance for young-parent families.

Resources for Community Development partnered with the County to rehabilitate the Bella Vista Inn on El Camino Real. The site will operate as interim housing for 1-2 years and will convert to permanent supportive housing once phase two, which includes new units, are constructed.

There continues to be a need in Santa Clara for non-congregate interim housing for adults. 12 Behavioral and Mental Health Crisis Response
City staff regularly coordinates with the Momentum Health Trusted Response Urgent Support Team (TRUST) program to help residents during urgent mental health or substance use situations. TRUST is a community-driven mobile mental health crisis response team composed of specially trained community residents including those who have first-hand experience with mental health challenges; crisis intervention specialists; and first aid provider/responders. TRUST teams are different from other County-supported mental health crisis response teams, as they respond without involving law enforcement. The TRUST team can be reached through the suicide crisis line at 9-8-8.

The Santa Clara Police Department also coordinates closely with the Santa Clara County Psychiatric Emergency Response Team (PERT). PERT is a crisis intervention model that pairs a licensed mental health clinician with a law enforcement officer to respond to calls in real time involving people in active, acute mental health crises.

Community Needs and Gaps
The needs and gaps below were identified through the analysis of community data about homelessness in the City of Santa Clara, as well as input during Homelessness Taskforce meeting discussions, focus groups with a variety of stakeholders, feedback from a Community Forum event, public comments, and feedback and information from City staff.

Source of Quantitative Data
The primary data source for this analysis is the Santa Clara County Homelessness Management Information System (HMIS).4 HMIS is a very useful source of data because it is a widely used system.

Most people who are accessing any type of homeless-specific resource are reflected in HMIS, and all providers who use HMIS collect and enter the same data in the same way. HMIS is also able to show more than just a single point in time; it can provide data about everyone who interacted with a homeless system service provider over a period.

As with any data source, there are limitations to the data available in HMIS. The primary limitation is that HMIS only contains information about people who connect with homeless-dedicated services. For example, if someone is sleeping in their car and hasn’t interacted with outreach workers or accessed any other type of housing assistance or shelter, they aren’t reflected in HMIS.

The analysis below uses self-reported data in HMIS to identify individuals and families with connections to the City of Santa Clara, including those who:

4 Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness. Not all homeless service providers participate in data collection; however, participation by providers in Santa Clara County is very high. 13 2) Currently live in the City;
3) Lived in the City immediately prior to losing housing; 4) Work or attend school in the city; or
5) Spend most of their time in the city.

People Experiencing Homelessness Who are Connected to the City of Santa Clara During calendar year 2021, a total of 769 individuals experiencing homelessness with a connection to the City of Santa Clara were recorded in HMIS.5 HMIS data reveals that over half of those experiencing homelessness have a disability, and approximately one third have experienced domestic violence.

City of Santa Clara-Affiliated Individuals who Experienced Homelessness in CY 2021 (HMIS)
Total 769
Youth and Young Adults (aged 0-24) 132 (17%)
Older Adults (aged 55+) 231 (30%)
With a Disability 453 (59%)
Met the Definition of “Chronically Homeless”6 384 (50%) With Experience of Domestic Violence 264 (34%)

Demographic information collected in HMIS illustrates the racial and ethnic makeup of this population.

The chart below breaks down each response category for race by ethnicity response (Hispanic/Latinx or Non-Hispanic/Non-Latinx). The response category “White” is displayed in two separate bars, broken out by ethnicity response, due to the relatively high number of individuals identifying as White. Of 769 individuals, a total of 352 (46%) identified as Hispanic or Latinx.

5 Most projects that enter data into HMIS use the U.S. Housing and Urban Development (HUD) definition of “homeless,” which includes people sleeping outside, in vehicles, in any place not meant for humans to live, as well as in emergency shelter and transitional housing. It does not include people who are living in overcrowded housing, who are couch surfing, or are paying for their own hotel room. 6 The federal definition of “Chronically Homeless” includes people who have a disabling condition that impacts their housing stability and have experienced homelessness for at least 12 months. 14 As the above graph shows, the largest category of people experiencing homelessness connected to the City are people who identify as white and Hispanic or Latinx, followed by people who identify as white and non-Hispanic.

The demographics of City of Santa Clara households experiencing homelessness are particularly relevant when compared to the overall population. As the charts below show, people of certain races and ethnicities are disproportionately represented among people experiencing homelessness. In other words: certain races and ethnicities are more likely to experience homelessness than others.7

Lack of affordable housing is a key driver of homelessness.

7 Demographics of the total population of the City of Santa Clara were derived from U.S. Census Bureau data at:
https://www.census.gov/quickfacts/fact/table/santaclaracitycalifornia/PST045222

2.7%

13.5%

0.0%

5.0%

10.0%

15.0%
Total
Population
Experiencing
Homelessness
Identifying as Black
or African American

0.3%

4.9%

0.0%

2.0%

4.0%

6.0%
Total
Population
Experiencing
Homelessness
Identifying as
American Indian or
Alaska Native

15.8%

45.8%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%
Total
Population
Experiencing
Homelessness
Identifying as
Hispanic or Latinx
Ci of anta Iara-Affiliated Indi\ idual who Exp rien ed
Homele ne m Y O 1. by Race and Ethnicity (HM] )
:!00
50 100
50 0
38 104
52 42
American Asian or Black or Multi-
Indian, laska Asian African Racial
Native, or Amer ican American
ndigeneus
•
232
16 ative Whit e,
awaiian Hispanic
or Pacific /La inx
larule
I
217
White ,
Non
ispanic
t in
■
_ on- spiru atinx
■ Hispini La tin.,
15 The primary unmet need for people at risk of or experiencing homelessness across the county is access to housing they can afford, with the services and resources they need to remain stably housed. Such services could include ongoing case management and regular mental health care, not just crisis care.

The table below shows the numbers of people in defined income categories of low-income households who are housing cost burdened, meaning they spend more than 30% of their gross income on housing costs.8 Thousands of low-income renters are living with a risk of housing loss, because of high housing costs and inadequate income.

Population within
the City of Santa
Clara
Number who are
Housing Cost
Burdened
Low-Income (50-80% of Area
Median Income) 4,995 2,675
Very Low-Income (30-50% of
Area Median Income) 5,145 3,640
Extremely Low Income (<30%
of Area Median Income) 6,145 5,225

In response to the countywide Homeless Census and Survey in 2022, the top five most commonly reported obstacles for people experiencing homelessness to obtain housing were:
• Can’t Afford Rent;
• No Job/Income;
• No Housing Available;
• No Money for Moving Costs; and
• Housing Process Too Difficult
Input from providers, people with lived experience, and local government partners during the outreach process aligns with the data above. Households experiencing homelessness report struggling with high rents, lack of income, and low housing availability in the community. Many community members, both housed and unhoused, identified affordable housing as a top priority during the community engagement process for this plan.

Supportive services are necessary to long -term housing stability .

In addition to the need for affordable housing, many individuals and families experiencing homelessness need social support and targeted services to rebuild health and stability. Based on data in HMIS about Coordinated Entry System assessments for people with a connection to the City of Santa Clara, 48% were identified as needing housing assistance with time-limited supportive services, and 40% were identified as needing housing assistance with long-term or permanent supportive services.

8 The Comprehensive Housing Affordability Strategy (CHAS) website provides information, based on American Community Survey data for 2015-2019, about household income cross-referenced with housing characteristics:
https://www.huduser.gov/portal/datasets/cp.html#year2006-2019 16 Homelessness Taskforce members and service providers identified the following high-priority supports and resources:
• Support with goal-setting and coordination of services (i.e., case management); • Medical and behavioral health care;
• Education and employment support;
• Domestic violence advocacy;
• Transportation; and
• Services targeted to seniors and youth.

Crisis response resources are needed within the city limits .

A strong recurring theme through the Homelessness Taskforce discussions and community input was the need for access to key services, such as emergency shelter, proactive housing-focused outreach, and behavioral health services, within the City of Santa Clara.

In calendar year 2021, a total of 347 individuals stayed at least one night in an emergency shelter somewhere in the county. While people in the City of Santa Clara are eligible to access shelter countywide, only 10 shelter beds were located within the city itself, and those beds are all youth- dedicated in calendar year 2021. To access shelter, individuals and families must go to other cities within Santa Clara County, including people whose jobs, schools, and communities are in the City of Santa Clara.

While the Police Department’s Community Response Team conducts outreach to respond to crises and to connect people experiencing homelessness to resources, this team is primarily responsive to calls from the community rather than proactive. There is no proactive street outreach in the City of Santa Clara, as there is in other areas of the county. Consistent, housing-focused street outreach is essential to meeting the basic needs of people living outside, building relationships of trust with unsheltered individuals, and conducting assessments to connect people to the County’s Coordinated Entry System.

One of the most frequently identified unmet needs for people living outside or in vehicles was accessible behavioral health care. HMIS data indicates that over half of the people experiencing homelessness in the city have a disability, which includes individuals with behavioral health conditions as well as physical and developmental disabilities. Additionally, half of those recorded in HMIS are experiencing chronic homelessness, which entails long episodes of homelessness that often result in trauma and other health impacts. People with experience being unsheltered and local provider partners noted that accessing and staying connected to behavioral health care can be challenging, particularly for those living outside.

Community members, both housed and unhoused, as well as city employees who interact with the public, described the impacts of unmet behavioral health needs on the community. Currently, resources to respond to a behavioral health crisis quickly and safely, which are primarily provided by the County Behavioral Health Services Department, are limited, and not widely known in the community. In addition, transportation options to access such services can also be a barrier.

17 Trash, bio waste, graffiti, and fires impact public health and quality of life for all residents.

Of the 769 individuals who experienced homelessness in calendar year 2021, 422 (55%) did not stay in an emergency shelter during that time. Many of these individuals likely spent their experiences of homelessness outside, in their vehicles, or in other places not meant for humans to live.

Individuals and families living outside or in vehicles have limited to no access to basic hygiene resources such as bathrooms, running water, laundry, and trash and bio waste disposal. This severely and directly affects the health and dignity of people who are unsheltered. It also creates public health and environmental impacts more broadly, including waste and trash in public spaces and on private property. The lack of housing also impacts public spaces such as parks, community centers and libraries as unhoused residents may prevent other community members from fully accessing these services by blocking physical access for example. Unhoused people may seek shelter in highly frequented areas, impeding access to entryways and belongings often accumulate creating a health hazard and an unwelcoming atmosphere for visitors. The daily activities of living outside can cause other public safety hazards for residents, both housed and unhoused, such as the risk of cooking fires spreading out of control. Other safety issues include drug use (e.g. methamphetamine smoke wafting into residences), vermin and disease from the accumulation of refuse, and toxic/hazardous materials spilling into waterways.

Input gathered through the Homelessness Taskforce discussions and community engagement process, as well as extensive public comment, highlighted an urgent need for expanded resources to address these impacts. The City of Santa Clara has funded both encampment cleanups and mobile shower and laundry services, but the scale of these interventions has not yet matched the need.

18 Strategies to Reduce Homelessness and its Impacts
The six Strategy Areas and 34 associated work items outlined in this section serve as a roadmap for the City of Santa Clara’s ongoing and future efforts to address homelessness and its impacts. The strategies and work items were developed in coordination with the City’s 2023-2031 Housing Element and the County’s 2020-2025 Community Plan to End Homelessness and informed by input collected from the Homelessness Taskforce, community engagement efforts, City staff, and the City Council at the January 2023 study session. 9 They are designed to respond to identified community needs and service gaps through a combination of short- and long-term actions that are cost-effective, impactful, and balance compassionate support, service accessibility, and public safety.

The six Strategy Areas and associated work items are as follows:

Strategy Area 1: Prevent homelessness for City residents who are at-risk Aligns with Countywide Community Plan Strategies 1 and 2 Objectives
✓ Reduce the inflow into homelessness among City residents at imminent risk of losing their housing.
✓ Reduce displacement and help tenants relocate when needed. ✓ Increase the availability and accessibility of services within the City for City residents.

Work Items

1.1: 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.

1.2: By 2027, explore increasing the City’s investment in the Countywide Homelessness Prevention System to increase access to rental assistance, deposit assistance, car repair, housing problem solving, and other prevention related services for City residents.

1.3: By 2026, expand the City’s investment in Tenant Based Rental Assistance to serve 10-20 additional households per year.

9 For a summary of the input from Homelessness Taskforce discussions and the community engagement process see Appendix C. While all input provided by community members during the planning process was reviewed and considered, not all community input resulted in strategies. There are multiple reasons for this, including that some activities suggested through community input have been shown to cause harm to already vulnerable people while not meaningfully reducing homelessness or mitigating its impacts. Many actions which may temporarily appear to reduce the presence of unsheltered individuals do not result in reductions in homelessness and may erode or prevent the trust that is critical to meaningfully engage and support people experiencing homelessness. This plan focuses on strategies that have the potential to reduce homelessness and its impacts in a meaningful and sustainable way.
19 1.4: By 2026, explore implementation of policies to prevent displacement and/or facilitate a soft landing when relocation is unavoidable including but not limited to the following:
• 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 • Creating a rental deposit cap
Strategy Area 2: Increase availability of short -term shelter , permanent supportive housing , and Extremely Low Income (ELI) housing
Aligns with Countywide Community Plan Strategies 1 and 2 Objectives
✓ Create new shelter and housing that is affordable and accessible to people experiencing or at risk of homelessness.
✓ Use all the tools available to the City to increase housing affordability, especially at ELI levels. ✓ Reduce opposition to new development at all stages – from initial planning through operation.

Work Items

2.1: By 2031, 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 permanent affordable housing.
• Include people with lived experience in the planning process to ensure that new options are designed to meet the needs of people living in unsheltered situations. • Set aside beds and interim housing for unhoused residents currently living in the City of Santa Clara.

2.2: Select a site, procure an operator, and implement a pilot overnight inclement weather program to be activated during cold or inclement weather events.

2.3 Develop an inventory of potential sites for safe parking and report back to Council on the estimated cost and funding gap to set up and operate this program for at least two years.

2.4: Continue to engage with Destination: Home’s Housing Ready Communities Program, SV @ HOME and other agencies to increase awareness of the causes and impacts of homelessness and best practice solutions to foster understanding of and support for affordable housing development.

2.5 By 2027, develop communication guidelines in collaboration with developers, service providers, property management companies, City and County departments, unhoused residents and housed neighbors to ensure successful integration of new interim and supportive housing developments into the community. This protocol may include:
• Guidelines for staffing ratios and availability of supportive services 20 • Key messaging/education for housed community members as well as incoming tenants • Creating channels for communication between neighbors during planning phases and after a housing site is operating
• Opportunities for connection and community-building for existing neighborhood residents and incoming tenants
• Coordination with and expansion (if needed) of emergency response services, as well as other community-based service options for complaints or concerns that do not warrant emergency response

2.6 Explore amendments to City’s housing-related policies to facilitate more affordable housing development.
• By 2031, implement programs in the Housing Element workplan (Chapter 13.2) related to zoning, general plan text amendments, updating the affordable housing ordinance, and more.

2.7 By 2031, work towards the Housing Element goal of permitting 1,436 extremely low and 1,436 very low income units.

2.8 Seek partnerships with housing developers and government agencies to leverage new state and regional funding for interim housing, permanent supportive housing, and ELI housing.

Strategy Area 3: Conduct proactive street outreach to engage people who are unsheltered and connect them to resources
Aligns with Countywide Community Plan Strategy 3
Objectives:
✓ Ensure that people experiencing homelessness in the City are assessed as part of the community’s Coordinated Entry System10 and connected to other services to meet their health and basic needs wherever possible.
✓ Proactively engage, develop rapport with, and ultimately house people with the highest needs in the community.
✓ Increase utilization of existing City and County homeless assistance resources by people experiencing homelessness in the City.
✓ Increase connections to mental health services (including crisis services) for people experiencing homelessness in the City, especially those who have been hesitant or lack the capacity to access services.

Work Items

10 The Coordinated Entry System is a community-wide access model for supportive housing that assesses, prioritizes, and refers households experiencing homelessness to supportive housing resources as they become available. See the Santa Clara County Continuum of Care website for more information. 21 3.1 Secure a service provider to provide street and encampment-based outreach and case management to help Santa Clara residents obtain and/or retain shelter or housing through the following activities:
• Conduct assessments in accordance with County HMIS standards. • Provide services to ensure households are housing ready/document ready and assist clients with creating housing plans.
• Provide services that link clients to mental health services, substance abuse treatment services, or urgent/emergency care.
• Provide services that help clients increase income through entitlement and benefits applications such as Medi-Cal, Calfresh, Social Security Disability Income, and Welfare-to- Work.
• Help clients access medical, behavioral health, employment and other services. • Provide housing problem solving services to determine if there are ways to quickly resolve and/or avoid entering into homelessness or rapidly exiting homelessness including through conflict resolution, mediation, one-time financial assistance, relocation and other activities. • Collect feedback from people who are unhoused to inform improvements to the City’s engagement efforts and shelter/housing/service programs.

3.2 Enhance the City’s capacity to respond faster to crises that require clinical responses or de- escalation.
• By 2027, create written guidelines and coordinate with the County or service providers to train City staff who regularly interact with unhoused residents on crisis response, emergency and non-emergency response procedures, conflict resolution, de-escalation techniques, and available resources in the City or County.

3.3 Coordinate efforts with service providers and other partners to ensure that services provided to unhoused individuals remain consistent and uninterrupted during the 2026 Major Events.

3.4 Explore opportunities to support peer outreach that trains and employs people with lived experience of homelessness to provide street outreach and system navigation services.

Strategy Area 4: Address basic needs of people living outside, including health, and hygiene
Aligns with Countywide Community Plan Strategy 3
Objectives:
✓ 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.
✓ Address the immediate unsheltered crisis in the City by creating spaces for people experiencing homelessness to safely stay, address immediate needs, and access services. ✓ Improve the accessibility and experience of public areas throughout the City for both housed and unhoused residents.
22 Work Items

4.1 Continue to promote existing “pop up” hygiene, shower, biowaste, and laundry services to expand access and participation in existing programs, including:
• Building in opportunities to connect people on-site with related services. • Ensuring unhoused and housed community members are aware of available services.

4.3 Establish safe and welcoming places for people living in unsheltered situations to access. These locations should be places where people can find day-time respite from inclement weather, rest indoors, access restrooms, use computers, Wi-Fi, and phones, charge devices, and access services.

Potential actions may include:
a. Establish standards for access to basic needs and services including but not limited to water and charging stations to incorporate in such places.
b. Establish a navigation center with volunteers and/or paid staff who can engage with, provide information, and connect people with services as needed.

4.4 Explore what it would take to install and maintain storage options for people experiencing sheltered and unsheltered homelessness and to enable safe storage of personal items.

Strategy Area 5: Reduce the impacts of unsheltered homelessness throughout the community
Aligns with Countywide Community Plan Strategies 2 and 3 Objectives
✓ Ensure safe and healthy community spaces for all City residents. ✓ Leverage collective community resources to create efficient and impactful interventions. ✓ Improve interactions between people experiencing homelessness and housed community members by empowering, educating, and building capacity of City staff and other housed community members who regularly interact with unhoused people.

Work Items

5.1 By 2027, explore opportunities within the City and with external partners, including potential partnerships with Valley Water, the County, transportation agencies, businesses, nonprofits, faith-based groups, and volunteer organizations, to leverage funding, facilities, expertise, and staffing to manage the impacts of encampments and enhance existing sanitation and safety efforts near encampments, parks, creeks, and other affected areas throughout the City.
23 5.2 Explore funding sources to supplement clean-ups and vehicle towing when RVs are used for illegal storage or illegal activity that would warrant its removal.

5.3 Convene a working group of key City staff who meet regularly to improve coordination, share updates and awareness of resources and programs, and work on various efforts related to unsheltered residents.

5.4: Develop City protocol to triage crises and concerns. By Fall 2025, determine what issues should be routed to specific City departments, County services, street outreach and case management team, and service providers, develop a protocol, and communicate the protocol and available community resources to the street outreach and case management team and City staff who receive calls about or regularly interact with people experiencing homelessness.

5.5 Work with the County to implement the Community Assistance, Recovery and Empowerment (CARE) Care Court program and Assisted Outpatient Treatment for residents who refuse resources and services due to mental health, drug addiction or other challenges.

5.6 Develop a targeted plan to engage and house the highest utilizers of County and City resources, which includes:
• Working with the street outreach and case management team to engage people with lived experience (including currently unsheltered community members) in planning, identify and assess participants to determine resources needed, and develop housing and support goals and plan in partnership with participants.

5.7 Implement City protocols for noticing and disposing of refuse and other items left after encampments are closed.

Strategy Area 6: Foster productive community conversation about the causes, needs, and experience of homelessness to foster support and volunteerism Aligns with Countywide Community Plan Strategies 1 and 3 Objectives
✓ Build community support for new housing developments, new shelter beds, and programs for people experiencing homelessness in the City.
✓ Foster greater understanding, support, and a stronger sense of overall community by increasing connections between housed and unhoused people.

Work Item s

6.1: Engage people with lived experience of homelessness to inform decision-making about funding, housing development, and to support community education efforts. a. By 2026, gather input and feedback from unhoused residents and people with lived experience of homelessness during resource fairs and through the street outreach and case management team.
24 b. By 2027, coordinate with the Lived Experience Advisory Board-SV to obtain input about funding decisions and community engagement efforts.

6.2: Support the County’s 2027 Point in Time Count by coordinating volunteer recruitment, organizing donation efforts, and assisting with activities on the day of the count, as needed.

6.3: Provide opportunities for members of the public to engage with people who have lived experience and learn about the causes of homelessness, the impact of high housing costs, barriers to exiting homelessness, what is needed to effectively respond to homelessness, and how different stakeholders can help and get involved.
a. Work with the County and nonprofit agencies like Destination: Home to share educational materials and information.
b. Use existing public meetings and forums focused on housing or homelessness to raise awareness of the experience of and contributing factors to homelessness in the City, such as the 2027 Point in Time Count.

6.4 Work with neighboring cities and local service providers to coordinate information sharing and connections with business, faith-based groups, and other community organizations interested in fundraising or volunteering.
• This may include convening workshops at the City’s libraries with service providers to ensure ongoing communication and awareness of new and changing programs.

Appendix A provides a comprehensive two-year implementation workplan to guide planning and monitor progress of the 34 work items detailed above that advance the City’s homelessness response efforts.

For each work item, the workplan identifies the relevant Strategy Area, status of work efforts (if any), department(s), and resource needs (if any).
• Ongoing
Work items that are currently being implemented with existing resources. • Planned
Work items that staff can reasonably initiate within the next two years, based on projected funding and staffing capacity.
• Pending / Resource-Contingent
Potential work items that will require additional funding and staffing capacity to implement.

Appendix B provides a corresponding budget that includes the cost of current/budgeted services, along with additional estimated costs to implement these proposed activities, in FY 2025/26 and FY 2026/27.

25 Appendix A: Two-Year Workplan (see separate document)

26 Appendix B: Two-Year Implementation Budget

Below is a budget that includes the services the City is currently funding and proposing to fund in FY 2025/26 and FY 202627, based on ongoing and planned work items, to implement the proposed workplan. This does not include the City’s investments into affordable housing production and preservation.

Table 1. FY 2025/26
Services Budgeted / Funded Unfunded
Tenant Based Rental Assistance
(Abode Services) $ 942,697 $ - Tenant Based Rental Assistance
(Abode Services – HOME ARP) $ 606,744 Intensive Case Management (County) $ 125,000 $ - Landlord/Tenant Mediation (Project
Sentinel) $ 69,159 $ - Homelessness Prevention (County) $ 50,000 $ - Mobile Shower and Laundry (WeHOPE) $ 50,178 $ - Domestic Violence Services (NextDoor) $ 30,000 $ - 211 Hotline (United Way) $ 5,000 $ - Proposed Street Outreach/Case
Management, Temporary Hotel
Program, and Inclement Weather Hotel
Program (WeHOPE)11 $ 856,088 $ - Encampment Cleanups (Tucker
Construction) $ 112,200 $ 65,000 Towing12 $ 67,000 TBD
Proposed Safe Parking Program
(Pending viable site) $ - $ 1,600,000 Remaining State Grant to Fund TBD
Services that Further Enhance the
City's Homelessness Response $ 87,828 $ - TOTAL $ 3,001,890 $ 1,665,000

11 The City received a State grant in the amount of $1,800,000 for the purpose of funding a street and encampment outreach team, launching a pop-up overnight care pilot program during inclement weather, and explore partnerships with other agencies, businesses, non-profits, and faith-based organizations to leverage resources to create a more comprehensive homelessness response. The proposed services will be funded by this grant. 12 This budget is used for vehicle towing across the City. The City does not have a specific budget allocation for RVs that are used for illegal storage or illegal activity that warrants their removal. 27 Table 2. FY 2026/27
Services Budgeted / Funded Unfunded
Tenant Based Rental Assistance
(Abode Services) $ 506,000 $ - Tenant Based Rental Assistance
(Abode Services – HOME ARP) $ 606,744 Intensive Case Management (County) $ 125,000 $ - Landlord/Tenant Mediation (Project
Sentinel) $ 67,803 $ - Homelessness Prevention (County) $ 50,000 $ - Mobile Shower and Laundry (WeHOPE) $ 50,178 $ - Domestic Violence Services (NextDoor) $ 30,000 $ - 211 Hotline (United Way) $ 5,000 $ - Proposed Street Outreach/Case
Management, Temporary Hotel
Program, and Inclement Weather Hotel
Program (WeHOPE)13 $ 856,088 $ - Encampment Cleanups (Tucker
Construction) $ 114,444 $ 65,000 Towing14 $ 67,000 TBD
TOTAL $ 2,478,257 $ 65,000

13 The City received a State grant in the amount of $1,800,000 for the purpose of funding a street and encampment outreach team, launching a pop-up overnight care pilot program during inclement weather, and explore partnerships with other agencies, businesses, non-profits, and faith-based organizations to leverage resources to create a more comprehensive homelessness response. The proposed services will be funded by this grant. 14 This budget is used for vehicle towing across the City. The City does not have a specific budget allocation for RVs that are used for illegal storage or illegal activity that warrants their removal. 28 Appendix C: Summary of Taskforce Discussion and Community Engagement

Overview
Below is a summary of ideas that were raised and key themes that emerged during Taskforce meeting discussions, focus groups with a variety of stakeholders, feedback from the Community Forum event, public comments sent to the Homebase team, public comments provided during Taskforce meetings, and additional feedback and information shared with Homebase by City staff. Please note that while these are not direct quotes and some ideas that were shared in multiple venues have been synthesized to reduce repetition, Homebase has presented the feedback and ideas below as they were shared by partners and stakeholders.

To facilitate alignment with the countywide Community Plan to End Homelessness, the themes have been categorized loosely within the three strategies of the County Plan available here.

Feedback was also collected through a survey of City of Santa Clara business owners, and those responses are summarized separately. Finally, this summary includes initial feedback from Taskforce members on the draft City Plan Framework.

Community Plan Strategy 1: Address the root causes of homelessness through system and policy change.

This strategy of the countywide Community Plan is targeted to address the entrenched economic and societal causes of homelessness through transformational systemic and policy change.

Theme 1.1: Community Engagement and Education to Increase Knowledge of and Expand Support for Efforts to Reduce Homelessness and its Impacts • Community education about what homelessness looks like, what resources are available, and the reasons people end up unhoused is a space where the City can provide support (Community Forum, PD Advisory Committee)
o Share stories and fight against stigma of people experiencing homelessness. o Talk more about Housing First and how it works.
o Host more Community Forums to talk about the issue and connect with the community. • Partner with local businesses, e.g. host a fundraiser to bring awareness to the issue and give proceeds to assist people that are unhoused in the City (Public Comment) • Increase community connection between community members that are unhoused and those that are housed. (Community Forum, Lived Experience Focus Group) o Identify volunteer opportunities and other ways for community members to help that are safe and impactful
• Improve community outreach and education to City residents, especially those that are concerned about homelessness and believe more needs to be done. (Public Comment) 29 • Address concerns of community members who might oppose new housing developments in the City. (Community Forum)
o Assuage fears that low-income housing will negatively impact neighborhoods. o Address concerns from long-time residents about maintaining property values as new apartments or developments pop up.
o Provide more community conversations before housing projects are brought to large community meetings.
o Identify a recommended set of “good neighbor” practices that regular communication between property managers, city departments, and neighbors • Recognize that homelessness is a regional issue and requires partnership and ongoing communication and coordination between the County, cities, service providers, etc.; strengthen collaboration between County and surrounding cities. (Taskforce Discussion, City Staff Focus Group)
Theme 1.2: Lack of Affordable Housing is a Key Driver of Homelessness • There is an extreme lack of affordable housing available to low-income folks; the cost of housing is a primary barrier for people who are experiencing homelessness to regain housing. Affordable housing is not always affordable enough for people with extremely low income. (Community Forum, Lived Experience Focus Groups, Provider Focus Group) • Developers of affordable housing face a variety of obstacles; City leaders can and should do more to make it more feasible for developers to develop low-income housing. (Community Forum, Provider Focus Group)
• Changes to local housing policy are needed to allow for development of more housing for people with extremely low income (ELI)/supportive housing. (Community Forum, Provider Focus Group, Taskforce Discussion, Public Comment)
o Increase housing supply for the most vulnerable by exploring inclusionary housing policy and requiring more affordable housing units in new developments. o Explore changes to expedite the permitting process.
o Create a mechanism to determine how many mid or high-rent properties remain unfilled and require the units that have been empty for a certain period to be opened to low-income community members.
o Create formal city policies to prioritize affordable housing development. o Charge a surtax on vacant residential properties.
• Locate affordable housing and interim housing in opportunity zones - parts of the City that have access to good jobs, schools, and are safe - rather than concentrating permanent and interim housing in areas of the City that are inaccessible and unsafe. (Community Member Focus Group)
• Use the Housing Element planning process to prioritize ELI housing development. (Community Forum)
• Identifying sites for affordable and/or supportive housing is difficult, there is often push-back from neighbors (Community Forum, Taskforce Discussion, Public Comment) 30 • Supportive housing must have adequate ongoing budget for supportive services and operations (Taskforce Discussion)
Theme 1.3: Protections from Eviction and Displacement
• Expand eviction protections; cover more properties under these protections. (Provider Focus Group)
• Enact anti-rent gouging protections and security deposit limits. (Provider Focus Group) Theme 1.4: Education, Employment, and Living Wage Opportunities • Education and employment are key to keeping people housed. (Provider Focus Group, Lived Experience Focus Group)
• Increase minimum wage. (Lived experience focus group) • Lack of available and affordable childcare is a huge barrier for single parent households, especially to hold a job and even to search for housing. (Lived Experience Focus Group) • Provide more long-term sustainability supports (e.g. life skill building) (Provider Focus Group, Lived Experience Focus Group)
• Need more resources for youth within the City, to get them on the right track with their education/employment and set them up for success in the future. (Lived Experience Focus Group)
o Preventing homelessness for youth in the first place. o Increase access and funding for apprenticeships for youth experiencing homelessness or in the child welfare system.
• Many folks experiencing homelessness or housing stability have jobs, but cost of living is so high that folks can’t maintain housing themselves. (Lived Experience Focus Group) o Eligibility to receiving resources is a challenge for folks that have some income (in poverty but don’t qualify for help).

Community Plan Strategy 2: Expand Homelessness Prevention and Housing Programs to Meet the Need
Strategy 2 of the countywide Community Plan focuses on building capacity to provide a broad array of housing, prevention, and supportive services over the next five years.

Theme 2.1: Increase Development of ELI/Supportive Housing • Set metric goals for the City for supportive housing production – both permanent and interim solutions. (e.g. identify pieces of land, build a certain number of units). (Taskforce Discussion) • Use funding that’s already available but may not be fully utilized (e.g. invest in more Measure A). (Community Forum)
31 • Need to ensure there is funding for supportive services to be attached to developments; State is making money available for capital improvements but not services. (Provider Focus Group) • Require that supportive housing communities and other providers in the City have open discussions and regular meetings with public safety entities to maintain open communication (Community Forum, Taskforce Discussion)
• Advocate for an increase in PD and first responders to anticipate increase in service calls to supportive housing communities. (Taskforce Discussion)
o Recognize that first year or two when new housing opens can be especially challenging as residents stabilize. This is not a constant throughout the life of the project.

Theme 2.2: More Local and Population Specific Programs and Services are Needed in the City
• Santa Clara lacks a “one-stop” service provider like Sunnyvale Community Services. (City Staff Focus Group)
• City needs to invest in services to prevent folks from slipping back into homelessness because they lack resources/connections/social support after being housed. (Provider focus group) • Need for more services located within the City and available to people who live in the City. (Community Forum)
• Increase resources specializing in serving older adults, who are increasingly becoming a bigger portion of the unhoused population in the City and often require skilled nursing. (Provider Focus Group, Community Forum, Taskforce Discussion)
• Target housing and wrap-around services to help subpopulations that are especially vulnerable to becoming unhoused – including survivors of domestic violence and LGBTQ+ youth that may have been kicked out of home by their families. (Community Forum) • Provide services and housing to people that may have criminal history, low credit scores, or other risk factors for homelessness to find housing. (Community Forum, Lived Experience Focus Group)
• Increase intensive case management services within the City, like Homesafe Program (Provider Focus Group)
• Help people with rent deposits and other homelessness prevention services to keep people from experiencing the trauma of homelessness in the first place, especially as cost of living and housing costs continue to increase. (Lived Experience Focus Group, Community Forum, Provider Focus Group)
Theme 2.3: Increase Community Knowledge of Available Resources in the City • Need more information about what services/ resources are available. (Community Forum, Taskforce Discussion, (Lived Experience Focus Group, Provider Focus Group, Public Comment) o It’s hard for people experiencing homelessness to navigate. o Service providers, City Staff, and community members don’t always know what is available and how to help folks.
32 o County’s Shelter Hotline does not have much knowledge of what resources the City has. o Ensure that food pantries and other resources are visible and accessible. o Ensure resources/ services provided by County are also accessible within the City. • Ensure information about available resources/ services are disseminated to people who have English as a second language by creating partnerships with agencies, churches, synagogues, mosques, and other entities that have close relationships with cultural groups within the City (Community Forum)

Theme 2.4: Raise the Voices of People with Lived Experience of Homelessness
• Center the voices of those with lived experience as the City considers funding, policies and changes that impact those that are unhoused. (Taskforce Discussion, Provider Focus Group) • Strengthen representation of lived experience from the City of Santa Clara on the County’s Lived Experience Advisory Board. (Taskforce Discussion)

Community Plan Strategy 3: Improve Quality of Life for Unsheltered Individuals and Create Healthy Neighborhoods for All
Strategy 3 of the countywide Community Plan addresses the immediate crisis of homelessness in our community by focusing on doubling temporary housing and shelter capacity, meeting health, safety, and other basic needs of people living in unsheltered conditions, and addressing concerns about the impacts of homelessness in the community.

Theme 3.1: Ensuring Safe and Welcoming Community Spaces for All Residents
• Increase funding for cleanliness and trash removal throughout the City. (Public Comment, Provider Focus Groups, City Focus Group, Community Forum, City Staff Focus Group) o Increased trash, bio waste, graffiti, fires, vandalism generate expenses for clean-up and repairs at City facilities.
o Funding limitations and cuts have impacted the ability to meet the need for trash removal and clean-up in City parks.
o Focus on creeks and waterways; partner with Valley Water to increase abatement in the creek and waterway system; hold quarterly creek cleanup and removal of encampments, trash, and pollutants from waterways in the City. o Address increase in RVs parked for extended periods of time and the trash and bio waste impacts of RV residents.
o Ensure that health and safety guidelines are followed at encampments and around the City.
o Provide garbage bins by creeks and throughout the City. 33 o Improve responsiveness to cleanup requests from residents. ▪ The frequency of trash cleanup needed is also an issue – trash will get picked up but then be there again the next day.
o Focus on Central Park.
o Businesses in Santa Clara are impacted by people who are unsheltered living on the sidewalk or nearby.
o Eliminate the city-wide Clean-Up Campaign and replace it with a voucher for each household to visit a dump site. (PD Advisory Committee) • City staff need more resources/training/assistance to City staff to feel safe and equipped to handle issues as they come up. (City Staff Focus Group) o Noticing more people with severe mental illness and substance abuse issues and City staff are not equipped and are concerned about safety at work. ▪ Crisis mental health outreach often requests PD presence for increased safety o Concerned about financial liability due to damaged facilities and vandalism. o Provide opportunity for City staff to partner with the Lived Experience Advisory Board to learn how to interact with people experiencing homelessness. Meeting with people with lived experience to better understand the mindset they were in when they were in that experience may be powerful.

Theme 3.2: Increased City -specific Outreach and Connection to Services, Especially for Those who are Hardest to Reach or to Engage in Services • Need dedicated street outreach team for the City (Community Forum, Taskforce Discussion, Provider Focus Group, PD Advisory Committee, Public Comment, City Focus Group) o Andrea’s estimate for two full-time people with a dedicated vehicle would cost the city around $200,000/ year.
o On top of building rapport and meeting basic needs, outreach must connect the City’s unhoused residents with VI/SPDAT assessment which is needed prior to accessing all supportive housing opportunities.
o Outreach needs to be focused on those that are hardest to reach. o The Police department recently added a licensed mental health clinician to augment existing Crisis Intervention Specialists, but clinicians are hesitant to respond without a police presence. Hiring additional Community Response Team personnel could allow for more clinicians to access unhoused residents.
o Add outreach/clinical team response as an alternative to police for quality of life/behavioral health calls.
o Track and reduce the number of “service-resistant” people (individuals who are not receptive to services).
• Improve quality of life for people that are unsheltered in the city; need more immediate solutions to meet basic needs through outreach, hygiene services, etc. (Community forum, Lived Experience Focus Group, Taskforce Discussion, City Staff Focus Group) 34 o Provide free or low-cost healthcare services within the City (similar to Gardner Family Center in San Jose)
o Increase Dignity on Wheels locations and advertise it through flyers throughout the City; place in locations near schools (e.g. community colleges), jobs and other resources; provide longer time frame for showers.
• Increase access to behavioral health services (Community Forum, Provider Focus group, Lived Experience Focus Group, Taskforce Discussion)
o Need stronger coordination between City, County behavioral health services, and housing providers; clients get lost in the County system. o Address hesitancy to accept services (e.g. ensure folks significantly impaired by a mental health or substance use condition receive psychiatric assessment and are connected to services if accepted).
o Explore options to provide treatment if they are significantly disabled by a mental health or substance use condition and do not currently meet the standard for conservatorship. o Substance use treatment in our community is not designed to effectively serve people who are unhoused. Access to treatment takes time, is often scheduled weeks or months out, and is often outpatient (with no bed attached.)
• Provide public transit passes and other transportation options (E.g. GoPasses, which is provided in San Jose) to enable people to access services. (Lived Experience Focus Groups, Provider Focus group, Taskforce Discussion)

Theme 3.3: Opportunities to Increase Temporary Housing and Shelter • Identify city-owned land for temporary housing and encampments. (PD Advisory Committee) o Interim in nature while City waits ongoing permanent structures like the old Bella Vista motel, Kifer Senior, etc.
• Explore options like safe parking (with supportive services) for people living in vehicles and RVs. (Taskforce Discussion, Provider Focus Group, PD Advisory Committee) • Utilize empty buildings as low-barrier shelters. (Lived Experience Focus Group) • Provide vouchers for short-term hotel/motel stays. (Provider focus group, Community Forum) • Continue what the City is doing with Homekey. (Lived Experience Focus Group) • Utilize hotels and motels to convert to transitional/interim housing. (Community Forum)

35 Summary of Responses to City of Santa Clara Business Community Survey The Business community survey was open to people who own or operate a business within the City of Santa Clara. The survey consisted of several multiple-choice questions to prioritize proposed strategies, as well as opportunities for open ended feedback. The survey was circulated by the Silicon Valley Chamber of Commerce September-October 2022 and received 276 responses.

For the multiple-choice questions, business owner expressed the most support for the following proposed strategies:
• Expand outreach within the City to proactively connect people experiencing homelessness with case management, assessment, and potential housing opportunities (177 respondents) • Improve communication among service providers and businesses in the City (91 respondents) • Change local housing ordinances to make it easier to build additional housing (81 respondents) • Increase community education and conversations about what homelessness in the City of Santa Clara looks like, what resources are available, and where community members can volunteer (81 respondents)
Common themes from the open-ended responses included:
• Increase policing and enforcement of existing laws, especially related to drug use, theft, and property damage
• Address mental health and addiction with increased services, including in-patient mental health or mandated treatment. Relocate people and/or resources to different areas (e.g. rural areas outside of the City or specified areas within the city with co-located services) • Provide job training and connect homeless people to job opportunities

36 Initial Response to Draft Strategic Plan Framework from Taskforce Members The sixth and final meeting of the Homelessness Taskforce was held on October 27 where a draft framework was presented. Below is a summary of feedback from that discussion:
• Several Taskforce members suggested making it clearer that affordable housing is a priority. It’s currently listed last, which doesn’t match with the importance of housing to address homelessness.
o There need to be enough housing programs to connect people to when engaged through outreach. Have learned through a site visit that sustainable funding for ongoing services and operation of housing programs is as important as the building. o Interested in more in the plan about the mechanisms the City will use to embrace housing development.
• Several Taskforce members appreciated the inclusion of prevention strategies and cited that as a priority.
o Add a strategy to provide prevention support for families through collaboration with school districts.
• Several Taskforce members recommended separating interim housing and permanent housing programs into separate strategy areas.
• Street outreach strategies under Priority Area 3 were identified as a priority for several Taskforce members.
• Add concrete parameters for the strategies. For example, add information about the funding amounts available, and/or set targets for the type and amounts of housing and services to be created, along with expected costs.
• In Priority Area 1, consider language more broad than “assessing people for supportive housing.” Conducting Coordinated Entry assessments isn’t the only role outreach plays in connecting people to housing. Outreach also develops relationships with people that make them more likely to engage with available resources.
• Include more targeted strategies for subpopulations, such as young people and seniors. • Appreciated that feedback from the Taskforce and community is clearly reflected in the draft framework.
• Mental health can be a cause of homelessness, particularly in young people, so recommend investing in youth mental health.
• Do more to highlight the importance of building broad-based support in the community.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

1 Appendix A provides a comprehensive two-year implementation workplan to guide planning and monitor progress of the City’s homelessness response efforts. In total, there are 34 separate work items that make up the two-year workplan. For each work item, the workplan identifies the relevant Strategy Area, status of work efforts (if any), lead department(s), and resource needs (if any).

The tables below categorize the work items according to anticipated implementation timelines and resource availability:

• Ongoing
Work items that are currently being implemented with existing resources. • Planned
Work items that staff can reasonably initiate within the next two years, based on projected funding and staffing capacity. • Pending / Resource-Contingent
Potential work items that require additional funding and staffing capacity to implement.

Ongoing Work Items (17 Items)

Strategy Area Work Items Status Department Resource Needs Strategy Area 1: Prevent
homelessness for City
residents who are at-risk

Objectives:
• Reduce the inflow into
homelessness among City
residents at imminent risk of
losing their housing.
• Reduce displacement and
help tenants relocate when
needed.
• Increase the availability and
accessibility of services
within the City for City
residents

1.1 By December 2025, partner
with the Charities Housing, CORE,
Santa Clara County’s (County)
Office of Supportive Housing,
Destination Home, the Housing
Authority and others to reduce rent
burden for seniors living in the
Belovida apartment complex and
carry out a minor rehabilitation of
the building.

Work efforts are underway
and in the implementation
phase.

Community
Development –
Housing &
Community
Services Division
Completing with
existing staff and
resources.

1.2 By 2027, explore increasing
the City’s investment in the
Countywide Homelessness
Prevention System to increase
access to rental assistance,
deposit assistance, car repair,
housing problem solving, and other
prevention related services for City
residents.

The City has an existing
agreement with the County
for this partnership through
2027. Staff is monitoring use
of these services and will
request additional funding if
needed for future years.

Community
Development –
Housing &
Community
Services Division
Future funding
needs will be
determined and
requested by
2027.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

2 Strategy Area Work Items Status Department Resource Needs

1.3 By 2026, expand the City’s
investment in Tenant Based Rental
Assistance (TBRA) to serve 10-20
additional households per year.

In 2023, City Council
approved the HOME
Investment Partnerships
American Rescue Plan
Program (HOME ARP) Plan
which allocated
approximately $1M to a
TBRA service that will cover
approximately 10-20
additional households per
year through mid-2027. As of
May 2025, staff is preparing
program policies and
procedures.

Community
Development –
Housing &
Community
Services Division
Completing with
existing staff and
resources

1.4 By 2026, explore
implementation of policies to
prevent displacement and/or
facilitate a soft landing when
relocation is unavoidable (e.g.,
code enforcement impacts, no net
loss, extended tenant notice,
relocation benefits, and rental
deposit cap).

Work efforts are underway,
both internally and in
collaboration with Cities
Association Community
Planning Collaborative
working group.

Community
Development –
Planning Division
Completing with
existing staff and
resources;
however,
additional staffing
resources may be
required in the
future to complete
this effort.

Strategy Area 2: Increase
availability of short-term
shelter, permanent supportive
housing, and Extremely Low
Income (ELI) housing

Objectives:
• Create new shelter and
housing that is affordable
and accessible to people
experiencing or at risk of
homelessness.

2.1 By 2031, 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 permanent affordable
housing. The planning process
should include people with lived
experience and beds and interim
housing should be set aside for
City Council has an existing
Council Priority to “Provide
Interim Supportive Housing
and Outreach Services for
the Unhoused” and the
City’s Housing Element
includes a goal to increase
access to interim housing,
rapid rehousing, or
emergency shelter beds by
30% from 453 to 589,
reflecting a change of 136
beds/units.

Community
Development –
Housing &
Community
Services Division

The two potential
housing projects
that are in the
pipeline are
pending State
funding.

The temporary
hotel program will
be funded for two
years by a state
grant secured by
State Senator
City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

3 Strategy Area Work Items Status Department Resource Needs • Use all the tools available to
the City to increase housing
affordability, especially at
ELI levels.
• Reduce opposition to new
development at all stages –
from initial planning through
operation.

unhoused residents currently living
in the City of Santa Clara.

In October 2024, City
Council reconfirmed a
funding commitment for a
Homekey application for a
transitional housing project
located at Lawrence
Expressway and Benton
Street submitted by project
sponsors (County and
LiveMoves). Many of the
units would be covered by
the pending Lawrence/
Benton project which
includes 30 units (~90 beds).

There is also a pending
Rapid Rehousing project at
Civic Center Drive which is
entitled to include 108 units.

Both projects are currently
pending funding through the
State.

As part of the July 15, 2025
agenda, staff is
recommending Council
approval of an agreement
with WeHope to provide
additional services to the
City’s unhoused residents
over a two-year period,
including operation of a
temporary hotel program
with five rooms that will be
used for emergency shelter.

Aisha Wahab for
the City to
implement a street
and encampment
outreach team,
launch a pop-up
overnight care
pilot program
during inclement
weather, and
explore
partnerships with
other agencies,
businesses, non-
profits, and faith-
based
organizations to
leverage
resources to
create a more
comprehensive
homelessness
response.

2.2 Select a site, procure an
operator, and implement a pilot
As part of the July 15, 2025
agenda, staff is
• Community
Development
This program will
be managed by
City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

4 Strategy Area Work Items Status Department Resource Needs emergency overnight shelter
program to be activated during
inclement weather events.
recommending Council
approval of an agreement
with WeHope to provide
additional services to the
City’s unhoused residents
over a two-year period,
including operation of an
inclement weather hotel
program that will include up
to ten rooms to be used for
emergency shelter at a local
hotel during inclement
weather events.

– Housing &
Community
Services
Division
(Lead
Department)
• Office of
Emergency
Management

the new Housing
& Community
Services
Management
Analyst and will
be funded for two
years by the state
grant secured by
State Senator
Aisha Wahab.

2.3 Develop an inventory of
potential sites for safe parking and
report back to Council on the
estimated cost and funding gap to
set up and operate this program
for at least two years.

There is an existing City
Council Priority for “Off
Street Parking for
RVs/People Living in Cars”.

To date, staff has visited
safe parking programs in
Palo Alto and Mountain
View, researched best
practices for operations and
minimum site requirements,
developed a cost estimate
(approximately $1,600,000)
for setting up and operating
a safe parking site for 30-40
oversized vehicles over a
period of 2-3 years,
submitted funding requests
to the City’s state
representatives, and
surveyed 155 City-owned
sites to determine their
feasibility for this use. Of the
surveyed sites, one site met
general criteria of being a
• Community
Development
– Housing &
Community
Services
Division
(Lead
Department)
• City
Manager’s
Office

Pending a viable
site,
approximately
$1,600,000 is
required to set up
and operate this
program for 2-3
years. The
proposed street
outreach and case
management
team can serve
clients at a safe
parking site.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

5 Strategy Area Work Items Status Department Resource Needs leveled site greater than one
acre, with potable water
access, for 30-40 oversized
vehicles; however, there are
a number of items that still
need to be worked through,
including ingress/egress and
funding. At the July 8, 2025
Study Session, staff will ask
for Council feedback prior to
conducting outreach to the
community.

2.4 Continue to engage with
Destination: Home’s Housing
Ready Communities Program, SV
@ HOME and other agencies to
increase awareness of the causes
and impacts of homelessness and
best practice solutions to foster
understanding of and support for
affordable housing development.

Staff attends training with
Destination Home and
engages with other agencies
on these topics.

Community
Development –
Housing &
Community
Services Division

This effort is being
completed by
existing staff.

Strategy Area 3: Conduct
proactive street outreach to
engage people who are
unsheltered and connect them
to resources

Objectives:
• Ensure that people
experiencing homelessness
in the City are assessed as
part of the community’s

3.1 Secure a service provider to
provide street outreach and case
management to help Santa Clara
residents obtain and/or retain
shelter or housing through various
activities including conducting
assessments, providing services to
ensure clients are
housing/document ready; assisting
clients with developing housing
plans, accessing services and
connections to mental health
services, substance abuse
treatment, or emergency care,
and applying for benefits; and
City Council has an existing
Council Priority to “Provide
Interim Supportive Housing
and Outreach Services for
the Unhoused”. As part of
the July 15, 2025 agenda,
staff is recommending
Council approval of an
agreement with WeHope to
provide additional services
to the City’s unhoused
residents over a two-year
period, including a street
outreach and case
Community
Development –
Housing &
Community
Services Division
This new program
will be managed
by the new
Housing &
Community
Services
Management
Analyst and will
be funded for two
years by the state
grant secured by
State Senator
Wahab.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

6 Strategy Area Work Items Status Department Resource Needs Coordinated Entry System1
and connected to other
services to meet their health
and basic needs wherever
possible.
• Proactively engage, develop
rapport with, and ultimately
house people with the
highest needs in the
community.
• Increase utilization of
existing City and County
homeless assistance
resources by people
experiencing homelessness
in the City.
• Increase connections to
mental health services
(including crisis services) for
people experiencing
homelessness in the City,
especially those who have
been hesitant or lack the
capacity to access services.

collecting feedback to inform
improvements to the City’s
engagement efforts and
shelter/housing/service programs.

management team that will
implement these tasks.

3.2 Improve the City’s capacity to
respond faster to crises that
require clinical responses or de-
escalation. By 2027, create written
guidelines and coordinate with the
County or service providers to train
City staff who regularly interact
with unhoused residents on crisis
response, emergency and non-
emergency response procedures,
conflict resolution, de-escalation
techniques, and available
resources in the City or County.

The Police Department’s
Community Response Team
has a team of Crisis
Intervention Specialists,
partnered with a mental
health clinician, that
responds to active crisis
situations throughout the
City. City staff also regularly
coordinates with the
Momentum for Health
Trusted Response Urgent
Support Team (TRUST)
program to help residents
during urgent mental health
or substance use situations
and the County’s Mobile
Crisis Response Team
(MCRT) to conduct mental
health assessments and
safety planning.

Additionally, the City has an
agreement with Care Solace
to provide coordination
services for mental health
care and is launching the
program in July 2025.

• Police (Co-
Lead
Department -
Training,
Lead
Department –
Crisis
Response)
• City
Manager’s
Office (Lead
Department –
Care Solace)
• Human
Resources

Completing with
existing
resources.

1 The Coordinated Entry System is a community-wide access model for supportive housing that assesses, prioritizes, and refers households experiencing homelessness to supportive housing resources as they become available. See the Santa Clara County Continuum of Care website for more information.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

7 Strategy Area Work Items Status Department Resource Needs Additionally, the City is
collaborating with the County
to provide training to staff on
how to respond to
emergency and non-
emergency situations,
including de-escalation
strategies and techniques.

Those include understanding
safety/risks, tools to de-
escalate situations, reporting
incidents, and get help when
needed.

Strategy Area 4: Address
basic needs of people living
outside, including health, and
hygiene

Objectives:
• 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.
• Address the immediate
unsheltered crisis in the City
by creating spaces for
people experiencing
homelessness to safely stay,
address immediate needs,
and access services.
• Improve the accessibility and
experience of public areas

4.1 Continue to promote “pop up”
hygiene, shower, biowaste, and
laundry services to expand access
and participation in existing
program.

The City has an existing
agreement with WeHope for
these services through
February 2026 with the
option to extend one
additional year. Staff will
continue to promote the
Dignity on Wheels program,
which is currently located at
Marsalli Park every
Wednesday from 9 a.m. – 1:
30 p.m., through outreach
and engagement with City
partners.

Community
Development –
Housing &
Community
Services Division
Completing with
existing staff and
resources.

4.2 By Spring 2026, explore
partnerships with other agencies,
businesses, nonprofits, faith-
based, and volunteer organizations
to leverage funding, facilities,
expertise, and staffing to support
provision of basic needs services,
such as food, hygiene supplies
and services, and restrooms for
Staff has begun engaging
nonprofits and volunteer
organizations on potential
partnerships to support
these efforts, especially
resource days, and will
continue to explore new
partnerships to provide
services, programming, and
• Community
Development
– Housing &
Community
Services
Division (Co-
Lead
Department)
This will be
assigned to the
new Housing &
Community
Services
Management
Analyst, with
additional support
from existing staff.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

8 Strategy Area Work Items Status Department Resource Needs throughout the City for both
housed and unhoused
residents.

people living unsheltered. These
efforts may include resource days,
donation drives, volunteer
days/programs, and assisting with
the biennial Point In Time Count.

outreach for people
experiencing homelessness.

• City
Manager’s
Office (Co-
Lead
Department)
Potential services
and programs
established
through these
partnerships could
be funded with the
remaining state
grant secured by
State Senator
Aisha Wahab.

Strategy Area 5: Reduce the
impacts of unsheltered
homelessness throughout the
community

Objectives:
• Ensure safe and healthy
community spaces for all
City residents.
• Leverage collective
community resources to
create efficient and impactful
interventions.
• Improve interactions
between people
experiencing homelessness
and housed community
members by empowering,
educating, and building
capacity of City staff and
other housed community
members who regularly
interact with unhoused
people.

5.1 By 2027, explore opportunities
within the City and with external
partners, including potential
partnerships with Valley Water, the
County, transportation agencies,
businesses, nonprofits, faith-based
groups, and volunteer
organizations, to leverage funding,
facilities, expertise, and staffing to
manage the impacts of
encampments and enhance
existing sanitation and safety
efforts near encampments, parks,
creeks, and other affected areas
throughout the City.

The City works
collaboratively with other
agencies to manage the
impacts of encampments
and has an existing
agreement with Tucker
Construction for
encampment cleanup
services that are in the City’s
jurisdiction. Staff coordinates
as necessary with other
agencies so they can clean
up encampments located in
their jurisdiction. Staff will
explore possible
partnerships with other
organizations to leverage
resources to address and
mitigate these impacts.

In February 2025, Valley
Water proposed the
formation of a county-wide
joint powers authority that
would focus on unsheltered
homelessness. The City
provided a letter of interest
• Police
Department
(Co-Lead
Department)
• Public Works
(Co-Lead
Department)
• City
Manager’s
Office (Co-
Lead
Department)
• Parks and
Recreation

Completing with
existing staff but
additional
resources may be
requested in the
future.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

9 Strategy Area Work Items Status Department Resource Needs and is waiting to hear back
on potential next steps.

5.2 Explore funding sources to
supplement clean-ups and vehicle
towing when RVs are used for
illegal storage or illegal activity that
would warrant their removal.

The FY 2025/26 and FY
2026/27 budget for Tucker
Construction encampments
cleanups is $112,200 and
$114,444, respectively. On
average 15 cleanups can be
done per year at an average
cost of $7,500 per cleanup
event. Staff recommends
increasing this to 24
cleanups per year. The FY
2025/26 and FY 2026/27
budget for citywide towing
(not specific to RVs used for
illegal storage or illegal
activity) is $67,000 per fiscal
year. Staff recommends
increasing capacity to tow as
needed and is developing a
cost estimate.

• Police
Department
(Co-Lead
Department)
• Public Works
(Co-Lead
Department)
An additional
$67,500 per fiscal
year ($135,000
total) is requested
to support
additional
cleanups. Staff
recommends
increasing
capacity to tow as
needed and is
developing a cost
estimate.

Funding source(s)
to be identified).

5.3 Convene a working group of
key City staff who meet regularly to
improve coordination, share
updates and awareness of
resources and programs, and work
on various efforts related to
unsheltered residents.

A working group of staff from
departments across the City
began meeting in Fall 2024
to coordinate on
homelessness-related work
efforts, including but not
limited to the 2025 Point In
Time Count and
development of new
services. This group will
continue meeting regularly.
• City
Manager’s
Office (Lead
Department)
• Community
Development
– Housing &
Community
Services
Division
• Police
• Public Works
Completing with
existing staff and
resources.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

10 Strategy Area Work Items Status Department Resource Needs • City
Attorney’s
Office
• Library
• Office of
Emergency
Management
• Parks and
Recreation

5.4 Develop City protocol to triage
crises and concerns. By Fall 2025,
determine what issues should be
routed to specific City
departments, County services,
street outreach and case
management team, and service
providers, develop a protocol, and
communicate the protocol and
available community resources to
the street outreach and case
management team and City staff
who receive calls about or
regularly interact with people
experiencing homelessness.

Currently there is an informal
workflow for routing issues.

Staff will work on formalizing
the process and train staff
and the proposed street
outreach and case
management team.
• City
Manager’s
Office (Lead
Department)
• Community
Development
– Housing &
Community
Services
Division
• Police

Completing with
existing
resources.

5.5 Work with the County to
implement the Community
Assistance, Recovery and
Empowerment (CARE) Care Court
program and Assisted Outpatient
Treatment for residents who refuse
resources and services due to
mental health, drug addiction or
other challenges.

The City, through the Police
Department’s Community
Response Team, is working
with the County on these
efforts.

Police
Department
Completing with
existing and
allocated staff and
resources;
however,
additional
resources may be
needed in the
future.

Planned Work Items (10 Items)
City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

11 Strategy Area Work Items Status Department Resource Needs Strategy Area 2: Increase
availability of short-term
shelter, permanent supportive
housing, and Extremely Low
Income (ELI) housing

New work effort. Community
Development –
Housing &
Community
Services Division

This new work
effort will be
assigned to the
new Housing &
Community
Services
Management
Analyst.

2.6 Explore amendments to the
City’s housing-related policies to
facilitate more affordable housing
development.
• By 2031, implement programs
in the Housing Element
workplan (Chapter 13.2)
related to zoning, general plan
text amendments, updating the
affordable housing ordinance,
and more.

See March 25, 2025 City
Council meeting agenda for
the Housing Element Annual
Progress Report.

Community
Development –
Planning Division

This work will be
performed with a
combination of
existing and future
staff and
consultant
capacity.

Strategy Area 3: Conduct
proactive street outreach to
engage people who are
unsheltered and connect them
to resources

3.3 Coordinate efforts with service
providers and other partners to
ensure that services provided to
unhoused individuals remain
consistent and uninterrupted
during the 2026 Major Events

As the City plans for the
2026 Major Events, staff will
work in coordination with
service providers and other
partners to mitigate service
disruptions and other
impacts.

City Manager’s
Office
This new work
effort will be
completed with
existing staff.

Strategy Area 5: Reduce the
impacts of unsheltered
homelessness throughout the
community

5.6 Develop a targeted plan to
engage and house the highest
utilizers of County and City
resources, which includes:

Staff plans to work with the
street outreach team to
complete this new work
effort. There will also be
coordination with the Library
• Community
Development
– Housing &
Community
Services
This new work
effort will be
assigned to the
new Housing &
Community
City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

12 Strategy Area Work Items Status Department Resource Needs • Working with the street
outreach and case
management team to engage
people with lived experience
(including currently
unsheltered community
members) in planning, identify
and assess participants to
determine resources needed,
and develop housing and
support goals and plan in
partnership with participants.

and Parks and Recreation
teams.

Division
(Lead
Department)
• Library
• Parks and
Recreation
Serviced
Management
Analyst.

5.7 Implement City protocols for
noticing and disposing of refuse
and other items left after
encampments are closed.

Staff follows the protocol for
noticing and disposing of
refuse and other items left
after encampments are
closed, as outlined under
Santa Clara City Council
Sections 9.30.030 and

9.30.040 and the procedures
incorporated in the Tucker
Construction agreement.

• Police
Department
(Co-Lead
Department)
• Public Works
(Co-Lead
Department)

Completing with
existing staff and
allocated and
resources.

Strategy Area 6: Foster
productive community
conversation about the
causes, needs, and
experience of homelessness
to foster support and
volunteerism.

6.1 (a) Engage people with lived
experience of homelessness to
inform decision-making about
funding, housing development, and
to support community education
efforts.
• By 2026, gather input and
feedback from unhoused
residents and people with lived
experience of homelessness
during resource fairs and
through the street outreach
and case management team.

New work effort. Community
Development –
Housing &
Community
Services Division
This new work
effort will be
assigned to the
new Housing &
Community
Services
Management
Analyst.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

13 Strategy Area Work Items Status Department Resource Needs

6.2 Support the County’s 2027
Point in Time Count in Santa Clara
by coordinating volunteer
recruitment, organizing donation
efforts, and assisting with activities
on the day of the count, as
needed.

New work effort. The 2025
Point in Time Count included
a survey approach, which
provide an opportunity for
members of the public to
engage with people who
have lived experience and to
learn about the causes of
homelessness and barriers
to exiting homelessness
(tied to Work Item 6.3).

• Community
Development
– Housing &
Community
Services
Division
(Lead
Department)
• City
Manager’s
Office
This work effort
will be assigned to
the new Housing
& Community
Services
Management
Analyst.

6.3 (a) Provide opportunities for
members of the public to engage
with people who have lived
experience and learn about the
causes of homelessness, the
impact of high housing costs,
barriers to exiting homelessness,
what is needed to effectively
respond to homelessness, and
how different stakeholders can
help and get involved.
• Work with the County and
nonprofit agencies like
Destination: Home to share
educational materials and
information.

New work effort. Community
Development –
Housing &
Community
Services Division
This can be
completed with
existing resources.

6.3 (b) Provide opportunities for
members of the public to engage
with people who have lived
experience and learn about the
causes of homelessness, the
impact of high housing costs,
barriers to exiting homelessness,
what is needed to effectively
respond to homelessness, and
The City will support the
County’s 2027 Point in Time
Count, which will provide this
type of opportunity for
engagement.
• Community
Development
– Housing &
Community
Services
Division
This will be
assigned to the
new Housing &
Community
Services
Management
Analyst.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

14 Strategy Area Work Items Status Department Resource Needs how different stakeholders can
help and get involved.
• Use existing public meetings
and forums focused on
housing or homelessness to
raise awareness of the
experience of and contributing
factors to homelessness in the
City, such as the 2027 Point in
Time Count.

Santa Clara Library has drop
in tabling resources like
TRUST come to their
Central Park and Mission
Branch locations once a
month for additional support
and lists of resources for
supportive connections. Staff
also meets regularly with
North County
representatives to share
updates and learn about
best practices. The City’s
homelessness resources
webpage is in the progress
of being updated to help
community members better
navigate available
resources.

• Community
Development
– Housing &
Community
Services
(Lead
Department)
• Library
• City
Manager’s
Office
Existing work
efforts can be
completed with
existing staff. New
work efforts will be
assigned to the
new Housing &
Community
Services
Management
Analyst.

Pending / Resource-Contingent Work Items (7 Items)

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

15 Strategy Area Work Items Status Department Resource Needs Strategy Area 2: Increase
availability of short-term
shelter, permanent supportive
housing, and Extremely Low
Income (ELI) housing

2.7 By 2031, work towards the
Housing Element goal of permitting
1,436 extremely low and 1,436
very low income units.

The Housing Element
Annual Progress Report that
was presented to Council on
March 25, 2025 reflected 0
extremely low-income and
20 very low- income units
that have been permitted.

Community
Development –
Housing &
Community
Services Division

These types of
development
require a deeper
subsidy, usually in
the form of loans
and several
sources of grants.

The City, County,
and State have
limited resources
and without a
County or regional
bond, many
projects are stuck.

A state affordable
housing bond (AB
736) is under
consideration in
2025, which the
City provided a
letter of support
for.

2.8 Seek partnerships with housing
developers and government
agencies to leverage new state
and regional funding for interim
housing, permanent supportive
housing, and ELI housing.

New work effort. Community
Development –
Housing &
Community
Services
The City, County,
and State have
limited resources
and without a
County or regional
bond, there is
limited work that
can be done.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

16 Strategy Area Work Items Status Department Resource Needs Strategy Area 3: Conduct
proactive street outreach to
engage people who are
unsheltered and connect them
to resources

3.4 Explore opportunities to
support peer outreach that trains
and employs people with lived
experience of homelessness to
provide street outreach and
system navigation services.

New work effort.

Community
Development –
Housing &
Community
Services Division
Additional staffing
resources are
required to
implement this
new work effort.

Strategy Area 4: Address
basic needs of people living
outside, including health, and
hygiene

4.3 (a) Establish safe and
welcoming places for people living
in unsheltered situations to access.

These locations should be places
where people can find day-time
respite from inclement weather,
rest indoors, access restrooms,
use computers, Wi-Fi, and phones,
charge devices, and access
services.
• Establish standards for access
to basic needs and services
including but not limited to
water and charging stations to
incorporate in such places.

The City’s libraries provide a
safe and welcoming place
for all community members,
including people living in
unsheltered situations. All
library locations provide
respite from inclement
weather, restrooms, Wi-Fi
and technology, and various
classes and services. The
City also activates day-time
heating and cooling centers
accessible to all community
members during inclement
weather events, as
necessary and appropriate.

Based on staffing capacity,
staff will work on researching
and establishing a set of
standards, which may
include additional resources.

• City
Manager’s
Office (Lead
Department)
• Community
Development
– Housing &
Community
Services
Division
• Library
• Parks and
Recreation

Existing staff will
try to accomplish
this work effort,
however,
additional staffing
resources may be
required to
implement this
new work effort
depending on
workload capacity.

City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

17 Strategy Area Work Items Status Department Resource Needs

4.3 (b) Establish safe and
welcoming places for people living
in unsheltered situations to access.

These locations should be places
where people can find day-time
respite from inclement weather,
rest indoors, access restrooms,
use computers, Wi-Fi, and phones,
charge devices, and access
services.
• Establish a navigation center
with volunteers and/or paid
staff who can engage with,
provide information, and
connect people with services
as needed.

Organizing a navigation
center or having a dedicated
person present on a regular
basis (full or part-time) will
require new resources,
either through a service
provider or a new City
position (which requires a
new job classification).

• City
Manager’s
Office (Lead
Department)
• Community
Development
– Housing &
Community
Services
Division
• Library
Additional
resources are
required to
implement this
new work effort. At
a minimum, the
annual cost of a
part-time position
through a service
provider is
estimated at
$40,000. This
amount does not
include any staff
time it will take to
scope out this
work and procure
this service.

4.4 Explore what it would take to
install and maintain storage
options for people experiencing
sheltered and unsheltered
homelessness and to enable safe
storage of personal items.

Staff has completed some
preliminary research on this
topic but this work effort
requires additional due
diligence.
• Community
Development
– Housing &
Community
Services
Division (Co-
Lead
Department)
• City
Manager’s
Office (Co-
Lead
Department)
• Police

Additional staffing
resources are
required to
implement this
work effort.

Strategy Area 6: Foster
productive community
conversation about the

6.1 (b) Engage people with lived
experience of homelessness to
inform decision-making about
New work effort. Community
Development –
Housing &
This new work
effort may be
assigned to the
City of Santa Clara’s Citywide Plan to Reduce Homelessness and Its Impacts Appendix A – Two-year Workplan
Draft for July 8, 2025 Study Session Discussion

18 Strategy Area Work Items Status Department Resource Needs causes, needs, and
experience of homelessness
to foster support and
volunteerism.
funding, housing development, and
to support community education
efforts.
• By 2027, coordinate with the
Lived Experience Advisory
Board-SV to obtain input about
funding decisions and
community engagement
efforts.

Community
Services Division
new Housing &
Community
Services
Management
Analyst,
depending on
workload capacity.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-754 Agenda Date: 7/8/2025

REPORT TO COUNCIL

SUBJECT
Proclamation of July 2025 as Parks and Recreation Month

BACKGROUND
The National Recreation and Park Association (NRPA) has been celebrating Park and Recreation Month in July since 1985, promoting building strong, vibrant, and resilient communities through the power of parks and recreation, and recognizing the more than 160,000 full-time park and recreation professionals, along with hundreds of thousands of part-time and seasonal workers and volunteers, who maintain our country’s local, state, and community parks.

Each July, the City of Santa Clara celebrates park and recreation professionals and how they improve the lives of tens of millions of people, making a lasting impact in communities across the country. Park and recreation programs are essential to community health and well-being and help cultivate lifelong friendships, memories, and family bonds that people hold dear decades later.

DISCUSSION
The Santa Clara Parks & Recreation Department is responsible for the design, development, operations, and maintenance of over 350 acres of regional, community, neighborhood and mini parks, open space, community centers, recreation and aquatics facilities, joint use facilities and athletic fields.

Parks and recreation is integral to communities throughout the country promoting the physical, social, emotional and cognitive health and wellness of the community. These programs, services, events, and facilities enrich the lives of Santa Clara residents. Furthermore, visitors may contribute to the community’s economic prosperity through expansion of the local tax base, increased tourism, the attraction and retention of businesses, and crime reduction.

Proclaiming July as Park and Recreation Month is an opportunity for the City Council to officially acknowledge the importance of parks and recreation and the benefits it provides to the people we serve. NRPA’s 2025 theme, “Build Together, Play Together ," reinforces several initiatives the Parks & Recreation Department is leading to develop and maintain sustainable parks and green spaces for current and future generations.

Residents are encouraged to celebrate Parks and Recreation Month by:
· Participating in the Parks Master Plan survey
· Providing input on the new 4.2-acre community park at the southern end of the Santa Clara Park development near the San Tomas Aquino Creek Trail
City of Santa Clara Printed on 7/3/2025Page 1 of 2
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25-754 Agenda Date: 7/8/2025
· Sharing your Garden Harvest at the Second Sunday Garden Share on July 13 at Eddie Souza Park & Garden
· Grabbing some friends and tickets to see Roberta Jones Junior Theaters rendition of Disney’s Alice in Wonderland Jr. July 15-17
· Joining us for Sunset Cinema on July 18 with The Wild Robot in Central Park · Dancing the night away at a Summer Concert in Central Park on July 11 (SONA) or July 25 (Orquesta Borinquen)
· Enjoying music and activities at To the Bridge Music Hour on July 26 at Magical Bridge Playground
· Registering for a high-quality program - from art to yoga · Cooling off at Recreation Swim at Warburton Pool or Mary Gomez Swim Center · Picnicking in your local park or visit our newest park - Gateway Crossings on the 1200 block of Coleman Avenue

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

FISCAL IMPACT
There is no fiscal impact to the city other than staff time.

COORDINATION
This report was coordinated between the City Attorney’s Office and Parks & Recreation Department.

Prepared by: Carolyn McDowell, Senior Management Analyst Reviewed by: Damon Sparacino, Parks & Recreation Department Director Reviewed by: Elizabeth Klotz, Assistant City Manager
Approved by: Jovan D. Grogan, City Manager

ATTACHMENT

1. Parks and Recreation Month Proclamation
City of Santa Clara Printed on 7/3/2025Page 2 of 2
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City of SantaClara

WHEREAS, parks and recreation is an integral part of communities promoting health and wellness, improving the physical and mental health of people who live near parks; and

WHEREAS, parks and recreation encourages physical activities by providing space for popular sports, hiking trails, swimming pools and many other activities designed to promote active lifestyles; and

WHEREAS, parks and recreation is a leading provider of healthy meals, nutrition services and education activities; and

WHEREAS, park and recreation programming and education activities, such as out -of-school time programming, fine and performing arts, youth sports and environmental education, are critical to childhood development enhancing self-esteem and positive self-image; and

WHEREAS, parks and recreation increases a community’s economic prosperity through increased property values, expansion of the local tax base, increased tourism, the attraction and retention of businesses, and crime reduction; and

WHEREAS, our parks and natural recreation areas ensure the ecological beauty of our community and provide a place for children and adu lts to connect with nature and recreate outdoors.

NOW, THEREFORE, I, LISA M. GILLMOR, by virtue of the authority vested in me as Mayor, and on behalf of the City of Santa Clara, do hereby proclaim July 2025, as
Parks and Recreation Month

Given under my hand and the Seal of the City of Santa Clara, California, this 8th day of July 2025.

LISA M. GILLMOR

MAYOR, CITY OF SANTA CLARA

ALBERT GONZALEZ
COUNCILMEMBER , DISTRICT 1

RAJ CHAHAL
COUNCILMEMBER, DISTRICT 2

KAREN HARDY
COUNCILMEMBER, DISTRICT 3

KEVIN PARK
COUNCILMEMBER, DISTRICT 4

SUDS JAIN
COUNCILMEMBER, DISTRICT 5

KELLY G. COX
COUNCILMEMBER, DISTRICT 6
Commendation

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-783 Agenda Date: 7/8/2025

REPORT TO COUNCIL

SUBJECT
Action on the June 3, 2025 Special City Council Meeting Minutes, June 10, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, and June 16, 2025 Special City Council Meeting Minutes

RECOMMENDATION
Approve the June 3, 2025 Special City Council Meeting Minutes, June 10, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, and June 16, 2025 Special City Council Meeting Minutes.

City of Santa Clara Printed on 7/3/2025Page 1 of 1
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City of Santa Clara
Meeting Minutes
Call and Notice of Special Meeting of the
City Council
Draft
5:30 PM Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
06/03/2025

Page 1 ends

The City of Santa Clara is conducting City Council meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely).

How to Submit Written Public Comment Before City Council Meeting:

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on this agenda, which are not exempt from disclosure
pursuant to the California Public Records Act, that are distributed to a majority of the legislative body will
be available for public inspection at the Office of the City Clerk at Santa Clara City Hall, 1500 Warburton Avenue, Santa Clara, CA 95050 at the same time that the public records are distributed or made available to the legislative body. Any draft contracts, ordinances and resolutions posted on the Internet site or distributed in advance of the Council meeting may not be the final documents approved by the City Council. For the final document, you may contact the Office of the City Clerk at (408) 615-2220 or [email protected].
• Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306
o Phone 1(669) 900-6833

NOTE: Please note eComments and Emails received as public comment will not be read aloud during the meeting.
06/03/2025Council and Authorities Concurrent
Meeting
Meeting Minutes
NOTICE IS HEREBY GIVEN that, pursuant to the provisions of California Government Code §54956 (“The Brown Act”) and Section 708 of the Santa Clara City Charter, the Mayor calls for a Special Meeting of the City Council of the City of Santa Clara, to commence and convene on June 3, 2025, at 5:30 pm to be held virtually and in the City Hall Council Chambers located in the East Wing of City Hall at 1500 Warburton Avenue, Santa Clara, California, to consider the following matter(s) and to potentially take action with respect to them.
5:30 PM SPECIAL COUNCIL MEETING
Call to Order in the Council Chambers
Mayor Gillmor called the meeting to order at 5:40 PM.

Pledge of Allegiance and Statement of Values
Council recited the Pledge of Allegiance.

Councilmember Hardy recited the Statement of Values
Roll Call
Assistant City Clerk Pimentel recited the AB23 announcement and Statement of Behavioral Standards.

Councilmember Albert Gonzalez, Councilmember Raj Chahal, Councilmember Karen Hardy, Councilmember Kevin Park, Vice Mayor Kelly Cox, and Mayor Lisa M. Gillmor

Present: 6 -
Councilmember Suds JainAbsent: 1 -
A motion was made by Councilmember Park, seconded by
Councilmember Hardy, to excuse Councilmember Jain from
tonight's meeting.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Vice Mayor Cox, and Mayor Gillmor 6 -

Absent: Councilmember Jain1 -

INTERVIEWS

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1. 25-631 Action to Conduct Applicant Interviews and Appoint Five Applicants to the Senior Advisory Commission to Serve Three Partial Terms Ending June 30, 2026, One Partial Term Ending June 30, 2027, and One Partial Term Ending June 30, 2028
Recommendation:

Appoint Five Applicants to the Senior Advisory Commission, three to Serve Three Partial Terms each Ending June 30, 2026, one to serve One Partial Term Ending June 30, 2027, and one to serve One Partial Term Ending June 30, 2028
Assistant City Clerk provided a verbal report on the interview and appointment process.

Council conducted in-person and virtual interviews to appoint five Commissioners to the Senior Advisory Commission to serve three partial terms ending June 30, 2026, one partial term ending June 30, 2027, and one partial term ending June 30, 2028.

A motion was made by Councilmember Chahal, seconded by
Councilmember Hardy, to (1) appoint Alma Soto to the Senior Advisory Commission to serve a partial term ending June 30, 2028, (2) appoint Rick Andrews to the Senior Advisory Commission to serve a partial term ending June 30, 2027; (3) appoint Kris Kishor Kapadia to the Senior Advisory Commission to serve a partial term ending June 30, 2026; and (4) appoint Rebecca J. Selden to the Senior Advisory Commission to serve a partial term ending June 30, 2026.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Vice Mayor Cox, and Mayor Gillmor 6 -

Absent: Councilmember Jain1 -

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2. 25-630 Action to Conduct Applicant Interviews and Appoint Two Applicants to the Bicycle and Pedestrian Advisory Committee to Serve One Partial Term Ending June 30, 2027, and One Full Term Ending June 30, 2029 Recommendation:

1. Appoint two Applicants to the Bicycle and Pedestrian Advisory Committee, one to Serve One Partial Term Ending June 30, 2027, and one to Serve One Full Term Ending June 30, 2029; and

2. Establish an Eligibility List for Six Months should a Vacancy Occur Assistant City Clerk Pimentel noted that Perry Penvenne submitted a letter of resignation from the Bicycle & Pedestrian Advisory Committee.

A motion was made by Councilmember Hardy, seconded by
Concilmember Chahal, to (1) accept the resignation of Perry Penvenne and declare the immediate vacancy on the Bicycle & Pedestrian Advisory Committee and (2) add the vacancy to the list of terms to be appointed at tonight's meeting.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Vice Mayor Cox, and Mayor Gillmor 6 -

Absent: Councilmember Jain1 -
Council conducted in-person and virtual interviews to appoint three Committee Members to the Bicycle and Pedestrian Advisory Committee to serve one partial term ending June 30, 2027, one partial term ending June 30, 2028, and one full term ending June 30, 2029
A motion was made by Councilmember Chahal, seconded by
Councilmember Hardy, to (1) appoint Vernon Shure to the Bicycle & Pedestrian Advisory Committee to serve a partial term ending June 30, 2027, (2) appoint Jonathan Marinaro to the Bicycle & Pedestrian Advisory Committee to serve a partial term ending June 30, 2028; (3) appoint Jorge Haro to the Bicycle & Pedestrian Advisory Committee to serve a full term ending June 30, 2029; and (4) establish an eligibility list with Ram Iyengar for an automatic appointment should a vacancy occur within the next six months.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Vice Mayor Cox, and Mayor Gillmor 6 -

Absent: Councilmember Jain1 -

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3. 25-632 Action to Conduct Applicant Interviews and Appoint Two Applicants to the Cultural Commission to Serve One Partial Term Ending June 30, 2028, and One Full Term Ending June 30, 2029
Recommendation:

1. Appoint two Applicants to the Cultural Commission, one to Serve One Partial Term Ending June 30, 2028, and one to Serve One Full Term Ending June 30, 2029; and

2. Establish an Eligibility List for Six Months should a Vacancy Occur Council conducted in-person and virtual interviews to appoint two Commissioners to the Cultural Commission to serve one partial term ending June 30, 2028, and one full term ending June 30, 2029.

Mayor Gillmor called for a recess at 7:53 PM and reconvened the meeting at 8:05 PM.

A motion was made by Councilmember Chahal, seconded by
Councilmember Gonzalez to (1) appoint Kuku Das to the Cultural Commission to serve a partial term ending June 30, 2028, (2) appoint Charles Pontious to the Cultural Commission to serve a full term ending June 30, 2029; (3) establish an eligibility list with Esther Rubin for an automatic appointment should a vacancy occur within the next six months.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Vice Mayor Cox, and Mayor Gillmor 6 -

Absent: Councilmember Jain1 -

ADJOURNMENT
The meeting was adjourned at 8:43 PM.

A motion was made by Councilmember Chahal, seconded by Councilmember Hardy, to adjourn the meeting.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Vice Mayor Cox, and Mayor Gillmor 6 -

Absent: 1 - Councilmember Jain
The next regular scheduled meeting is on Tuesday, June 10, 2025 in the City Hall Council Chambers.

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In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

STREAMING SERVICES: As always, the public may view the meetings on SantaClaraCA.gov, Santa Clara City Television (Comcast cable channel 15 or AT&T U-verse channel 99), or the livestream on the City’s YouTube channel or Facebook page.

AB23 ANNOUNCEMENT: Members of the Santa Clara Stadium Authority, Sports and Open Space Authority and Housing Authority are entitled to receive $30 for each attended meeting.

Note: The City Council and its associated Authorities meet as separate agencies but in a concurrent manner. Actions taken should be considered actions of only the identified policy body.

LEGEND: City Council (CC); Stadium Authority (SA); Sports and Open Space Authority (SOSA); Housing Authority (HA); Successor Agency to the City of Santa Clara Redevelopment Agency (SARDA); Bayshore North Project Enhancement Authority (BNPEA); Public Facilities Financing Corporation (PFFC)
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

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Call and Notice of Special Meeting
of the City Council
5:30 PM Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
06/10/2025

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City of Santa Clara
Meeting Minutes of the
Joint City Council and Authorities Concurrent &
Santa Clara Stadium Authority Board
Draft
The City of Santa Clara is conducting City Council meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely). • Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306
o Phone 1(669) 900-6833
How to Submit Written Public Comment Before City Council Meeting:

1. Use the eComment tab located on the City Council Agenda page https://santaclara.legistar.com/Calendar.aspx). eComments are directly sent to the iLegislate application used by City Council and staff, and become part of the public record. eComment closes 15 minutes before the start of a meeting.

NOTE: Please note eComments and Emails received as public comment will not be read aloud during the meeting.

site or distributed in advance of the Council meeting may not be the final documents approved by the City Council. For the final document, you may contact the Office of the City Clerk at (408) 615-2220 or [email protected].
06/10/2025Meeting Minutes
5:30 PM CLOSED SESSION
25-729 Ecomments
Call to Order in the Council Chambers
Mayor Gillmor called the Closed Session to order at 5:35 PM.

Confirmation of Quorum
Deputy City Clerk Nguyen confirmed a quorum.

1. 25-556 Public Employee Performance Evaluation (CC)
Pursuant to Government Code § 54957(b)(1)
Title: City Attorney
Public Comment
None.

Convene to Closed Session (Council Conference Room)
Mayor Gillmor
adjourned into Closed Session at 5:37 PM.
7:00 PM JOINT CITY COUNCIL/STADIUM AUTHORITY BOARD MEETING Call to Order in the Council Chambers
Mayor/Chair Gillmor called the regular meeting to order at 7:10 PM.

Pledge of Allegiance and Statement of Values
Council/Board recited the Pledge of Allegiance.

Council/Boardmember Hardy recited the Statement of Values

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Roll Call
Deputy City Clerk Nguyen recited the AB23 announcement and Statement of Behavioral Standards.

Deputy City Clerk Nguyen also noted that any registered Lobbyist speaking during the Public Meeting will need to identify themselves and whom they represent.

Mayor/Chair Gillmor requested a moment of silence in remembrance of Craig Connelly (Coach, Santa Clara Lions Pop Warner Football Club).

Council/Boardmember Albert Gonzalez, Council/Boardmember Raj Chahal, Council/Boardmember Karen Hardy, Council/Boardmember Kevin Park, Council/Boardmember Suds Jain, Vice Mayor/Chair Kelly Cox, and Mayor/Chair Lisa M. Gillmor

Present: 7 -

REPORTS OF ACTION TAKEN IN CLOSED SESSION MATTERS
Mayor Gillmor reported that there was no reportable action from Closed Session.

CONTINUANCES/EXCEPTIONS/RECONSIDERATIONS
None.

SPECIAL ORDER OF BUSINESS

2.A 25-316 Proclamation of June 2025 as Pride Month in the City of Santa Clara Mayor Gillmor, on behalf of the Council, proclaimed June 2025 as Pride Month.

Sera Fernando (Manager, County of Santa Clara Office of LGBTQ Affairs) accepted the proclamation and provided some remarks.

2.B 25-450 Proclamation of June 19, 2025 as Juneteenth in the City of Santa Clara Mayor Gillmor, on behalf of the Council, proclaimed June 19, 2025 as Juneteenth.

Winston Ashby (Director, PARTI Program) accepted the proclamation and provided some remarks.

Council comments followed.

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CONSENT CALENDAR
Vice Mayor/Chair Cox
noted that she will recuse herself from Item 3.G
regarding Action to Establish a Silicon Valley Power Scholarship - Silicon Valley Power Sustainable Futures (SVPSF) Post-baccalaureate Fellowship and to Delegate Authority to the City Manager to Negotiate a Final Grant Agreement with Santa Clara University due to a conflict of interest with her employment at Santa Clara University.

A motion was made by Council/Boardmember Gonzalez, seconded by Council/Boardmember Chahal, to approve the Consent Calendar (except Item 3.G).

Aye:

3.A 25-699 Action on the May 13, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, May 20, 2025 Joint Special Meeting of the City Council & Planning Commission Meeting Minutes, May 27, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, May 29, 2025 Special City Council Meeting Minutes, and May 29, 2025 Special City Council and Santa Clara Stadium Authority Board Meeting Minutes.

Recommendation:

Approve the May 13, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, May 20, 2025 Joint Special Meeting of the City Council & Planning Commission Meeting Minutes, May 27, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, May 29, 2025 Special City Council Meeting Minutes, and May 29, 2025 Special City Council and Santa Clara Stadium Authority Board Meeting Minutes.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to approve the May 13, 2025 Joint City

Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, May 20, 2025 Joint Special

Meeting of the City Council & Planning Commission Meeting Minutes, May 27, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, May 29, 2025 Special City Council Meeting Minutes, and May 29, 2025 Special City Council and Santa Clara Stadium Authority Board Meeting Minutes.

Aye:

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3.B 25-11 Board, Commissions and Committee Minutes
Recommendation: Note and file the Minutes of the Governance and Ethics Committee Special Meeting - May 1, 2025
A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to note and file the Minutes of the Governance and Ethics Committee Special Meeting - May 1, 2025

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

3.C 25-568
Action on City Bills and Claims Report for the period April 12, 2025 - May 9, 2025
Recommendation:

Approve the list of Bills and Claims for April 12, 2025 - May 9, 2025.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to approve the list of Bills and Claims for April 12, 2025 - May 9, 2025.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

3.D 25-387
Action on Amendments to Agreement with JPMorgan Chase Bank for Banking Services to the City
Recommendation:

1. Approve and authorize the City Manager to execute Amendment No. 1 to the General Banking Services Agreement with JPMorgan Chase Bank, N.A. to add Digital Bill Payment services on the terms and in substantially the form presented, in a final form approved by the City Attorney; and

2. Authorize the City Manager to exercise one additional five-year option to extend the term of the Agreement through December 15, 2035.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to (1) approve and authorize the City Manager to execute Amendment No. 1 to the General Banking Services Agreement with JPMorgan Chase Bank, N.A. to add Digital Bill Payment services on the terms and in substantially the form presented, in a final form approved by the City Attorney; and (2) authorize the City Manager to exercise one additional five-year option to extend the term of the Agreement through December 15, 2035.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

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3.E 25-612 Approve a Resolution with Revisions to the Personnel & Salary Resolution to Update Sections related to Sick Leave and Military Leave to Reflect and Clarify Current City Practices.

Recommendation:

Approve a Resolution in the form presented with revisions to the Personnel & Salary Resolution to update and revise the sections related to Sick Leave and Military Leave to reflect and clarify current City practices.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to adopt Resolution No. 25-9448 in the form presented with revisions to the Personnel & Salary Resolution to update and revise the sections related to Sick Leave and Military Leave to reflect and clarify current City practices.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

3.F 25-330
Action on a Resolution Adopting the Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program for the Homestead Substation Rebuild Project
Recommendation:

Adopt a Resolution adopting the Mitigated Negative Declaration and the Mitigation, Monitoring and Reporting Program for the Homestead Substation Rebuild Project.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to adopt Resolution No. 25-9449 adopting the Mitigated Negative Declaration and the Mitigation, Monitoring and Reporting Program for the Homestead Substation Rebuild Project.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

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3.G 25-636 Action to Establish a Silicon Valley Power Scholarship - Silicon Valley Power Sustainable Futures (SVPSF) Post-baccalaureate Fellowship and to Delegate Authority to the City Manager to Negotiate a Final Grant Agreement with Santa Clara University
Recommendation:

1. Authorize the City Manager to execute the Santa Clara University Grant Agreement to establish the Silicon Valley Power Sustainable Futures Post-baccalaureate Fellowship with a City of Santa Clara funding obligation of $138,720 over two years, in substantially the form presented, and a final form approved by the City Attorney.

2. Authorize the City Manager to (a) extend the Grant Agreement for an additional two years with a City of Santa Clara funding obligation of an additional $138,720 with a 4% adjustment as set forth in the agreement; and (b) take any actions as necessary to implement and administer the Grant Agreement.

Vice Mayor Cox recused herself from this item due to a conflict of interest with her employment at Santa Clara University.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to (1) authorize the City Manager to execute the Santa Clara University Grant Agreement to establish the Silicon Valley Power Sustainable Futures Post-baccalaureate Fellowship with a City of Santa Clara funding obligation of $138,720 over two years, in substantially the form presented, and a final form approved by the City Attorney; and (2) authorize the City Manager to (a) extend the Grant Agreement for an additional two years with a City of Santa Clara funding obligation of an additional $138,720 with a 4% adjustment as set forth in the agreement; and (b) take any actions as necessary to implement and administer the Grant Agreement.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, and Mayor Gillmor 6 -
Recused: Vice Mayor Cox1 -

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3.H 25-81 Action to Authorize the City Manager to Issue Purchase Orders and Negotiate and Execute an Agreement for Services with ZOM Inc., (Doing Business as Eagle Security Service) to Provide As-Needed Services of Physical Access Control Systems for Silicon Valley Power Recommendation:

1. Authorize the City Manager or designee to issue purchase orders to and negotiate and execute an agreement with ZOM Inc., doing business as Eagle Security Service (Agreement), to provide as-needed Physical Access Control Systems (PACS) services or other services for Silicon Valley Power for a term starting on June 1, 2025, and ending on May 31, 2029, with a maximum compensation of $1,000,000, to be funded by the Electric Utility Fund, subject to the review and approval as to form by the City Attorney; and

2. Authorize the City Manager or designee to take any actions as necessary to implement and administer the Agreement, and to negotiate and execute amendments to the Agreement to: (a) add or delete services consistent with the scope of services, (b) adjust future rates based on market conditions, (c) extend the term by up to five additional years through May 31, 2034, (d) make de minimis changes, and (e) increase the maximum compensation by up to $1,000,000 for a total maximum compensation of $2,000,000 over the nine-year term, subject to the appropriation of funds and review and approval as to form by the City Attorney.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to (1) authorize the City Manager or designee to issue purchase orders to and negotiate and execute an agreement with ZOM Inc., doing business as Eagle Security Service (Agreement), to provide as-needed Physical Access Control Systems (PACS) services or other services for Silicon Valley Power for a term starting on June 1, 2025, and ending on May 31, 2029, with a maximum compensation of $1,000,000, to be funded by the Electric Utility Fund, subject to the review and approval as to form by the City Attorney; and (2) authorize the City Manager or designee to take any actions as necessary to implement and administer the Agreement, and to negotiate and execute amendments to the Agreement to: (a) add or delete services consistent with the scope of services, (b) adjust future rates based on market conditions, (c) extend the term by up to five additional years through May 31, 2034, (d) make de minimis changes, and (e) increase the maximum compensation by up to $1,000,000 for a total maximum
compensation of $2,000,000 over the nine-year term, subject to the appropriation of funds and review and approval as to form by the City Attorney.

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Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

3.I 25-521
Action to Authorize the City Manager to Negotiate and Execute Agreements and Purchase Orders with CMMS Data Group, Inc. (CDG) for MVP Plan Computerized Maintenance Management Software Related to Silicon Valley Power Operations
Recommendation:

1. Authorize the City Manager or designee to issue purchase orders and to negotiate and executed agreements or amendments with CMMS Data Group, Inc. for MVP Plant Computerized Maintenance Management Software (CMMS) and associated services for a maximum compensation of $900,000 for the period between January 1, 2020, through December 31, 2031, subject to the appropriation of funds and review and approval as to form by the City Attorney; and

2. Authorize the City Manager or designee to take any actions necessary to implement and administer the purchase orders or agreements, including negotiating and executing amendment(s) to (a) add or delete services associated with the services, (b) adjust future rates based on market conditions, and (c) make de minimis changes, subject to budget appropriations and review and approval as to form by the City Attorney.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to (1) authorize the City Manager or designee to issue purchase orders and to negotiate and execute agreements or amendments with CMMS Data Group, Inc. for MVP Plant Computerized Maintenance Management Software (CMMS) and associated services for a maximum compensation of $900,000 for the period between January 1, 2020, through December 31, 2031, subject to the appropriation of funds and review and approval as to form by the City Attorney; and (2) authorize the City Manager or designee to take any actions necessary to implement and administer the purchase orders or agreements, including negotiating and executing amendment(s) to (a) add or delete services associated with the services, (b) adjust future rates based on market conditions, and (c) make de minimis changes, subject to budget appropriations and review and approval as to form by the City Attorney.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

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3.J 25-638 Action on Amendment No. 1 to the Agreement with Sedgwick Claims Management Services, Inc., for Third Party Administrator (TPA) Services in Support of the City's Self-Insured Workers' Compensation Program Recommendation:

Authorize the City Manager or designee to negotiate and execute Amendment No. 1 to the agreement with Sedgwick Claims Management Services, Inc. for third-party administration services supporting the City’s Self-Insured Workers' Compensation Program to extend the term by three years through June 30, 2028 and increase the maximum compensation by $1,289,078 for a revised total not-to-exceed compensation amount of $3,143,657, subject to the appropriation of funds and review and approval as to form by the City Attorney.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to authorize the City Manager or designee to negotiate and execute Amendment No. 1 to the agreement with Sedgwick Claims Management Services, Inc. for third-party administration services supporting the City’s Self-Insured Workers' Compensation Program to extend the term by three years through June 30, 2028 and increase the maximum compensation by
$1,289,078 for a revised total not-to-exceed compensation amount of $3,143,657, subject to the appropriation of funds and review and approval as to form by the City Attorney.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

3.K 25-650
Action to Waive Second Reading and Adopt Ordinance No. 2077, the Second Zoning Code “Cleanup” Ordinance Updating the City’s Wireless Facilities Regulations for Consistency With Federal Law; Updating the Density Bonus Provisions to Incorporate Recent Changes to the Government Code; Revising Reasonable Accommodation Requirements to Implement the Housing Element; and Making Other Minor Changes Recommendation:

Waive Second Reading and Adopt Ordinance No. 2077, the Second Zoning Code “Cleanup” Ordinance
A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to waive second reading and adopt Ordinance No. 2077, the Second Zoning Code “Cleanup” Ordinance

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -
Santa Clara Stadium Authority Board Consent Calendar

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4. 25-578 Action on Stadium Authority Bills and Claims for the Month of April 2025 Recommendation: Approve the list of Stadium Authority Bills and Claims for April 2025.

A motion was made by Boardmember Gonzalez, seconded by
Boardmember Chahal, to approve the list of Stadium Authority Bills and Claims for April 2025.

Aye:

Boardmember Gonzalez, Boardmember Chahal, Boardmember
Hardy, Boardmember Park, Boardmember Jain, Vice Chair Cox, and Chair Gillmor
7 -

PUBLIC PRESENTATIONS
Susan Hinton spoke regarding plastic pollution.

Howard Gibbins spoke regarding upcoming events in the City of Santa Clara and a past event celebrating former Councilmember Debi Davis.

Linda requested a street sign near Monroe Street and Lawrence Expressway.
25-728 Post Meeting Material

CONSENT ITEMS PULLED FOR DISCUSSION
None.

PUBLIC HEARING/GENERAL BUSINESS

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5. 25-57 Public Hearing: Action on Resolutions Approving Water, Sewer and Recycled Water Amended Rates to be Effective July 1, 2025 Recommendation: Alternative 1: Conduct a public hearing, tabulate protest votes, and if less than a majority protest is tabulated, Adopt the Proposed Resolutions Establishing the Water Rate Schedule 2025-01, Recycled Water Rate Schedule 2025-02 and Sewer Rate Schedule S-25, with Increases in Rates as Indicated in the Schedules
Mayor Gillmor opened Public Hearing.

City Manager Grogan made some opening remarks and introduced Adil Aly and Director of Water and Sewer Utilities Welling who provided a Powerpoint presentation on Water, Sewer, and Recycles Water Amended Rates.

Council questions followed.

Director of Water and Sewer Utilities Welling and Tom Francis (Water Resources Manager, Bay Area Water Supply & Conservation Agency) addressed Council questions
Deputy Clerk Nguyen noted that the City Clerk's Office received 13 written protests for water rate increase and 14 written protests for sewer rate increase which is not a majority of the identified parcel owners subject to the fee; therefore, the protest did not constitute a majority protest under Proposition 218.

Council discussion followed.

A motion was made by Councilmember Jain, seconded by
Councilmember Hardy, to close the Public Hearing.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -
A motion was made by Councilmember Hardy, seconded by
Councilmember Gonzalez, to adopt (1) Resolution No. 25-9450 establishing the Water Rate Schedule 2025-01, and Recycled Water Rate Schedule 2025-02; and (2) Resolution No. 25-9451 establishing the Sewer Rate Schedule S-25, with increases in rates as indicated in the schedules.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor 6 -
Nay: Councilmember Park1 -

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Mayor Gillmor, on behalf of the Council, took this opportunity to present a commendation to Director of Water and Sewer Utilities Welling for his service to the City of Santa Clara.

Director of Water and Sewer Utilities Welling accepted the commendation and provided some remarks.

6. 25-642 Report on City Vacancies and Recruitment Efforts, Pursuant to Assembly Bill (AB) 2561
Recommendation: Note and File the Report on City Vacancies and Recruitment Efforts, Pursuant to Assembly Bill (AB) 2561
City Manager Grogan made some opening remarks and introduced Deputy Director of Human Resources Lancaster who provided a Powerpoint presentation on vacancies and recruitment.

Council questions followed.

City Manager Grogan and Deputy Director of Human Resources Lancaster addressed Council questions.

Public Comment: Jeevan Valath
Leslie Loretto
Jeremy Schmidt
Council discussion followed.

A motion was made by Councilmember Hardy, seconded by
Councilmember Jain, to note and file the Report on City Vacancies and Recruitment Efforts, pursuant to Assembly Bill (AB) 2561.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

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7. 25-272 Public Hearing: Action on the Adoption of the Proposed FY 2025/26 & FY 2026/27 Biennial Operating Budget and FY 2025/26 Capital Improvement Program Changes
Recommendation:

1. Approve the Proposed FY 2025/26 and FY 2026/27 Biennial Operating Budget and FY 2025/26 Capital Budget changes, including the recommended revisions detailed in Attachment 3;

2. Approve the Appropriation Schedule for operating funds totaling $1,724,952,360 in FY 2025/26 and $1,557,721,778 in FY 2026/27 and the FY 2025/26 Appropriation Schedule for capital funds totaling $777,527,724 as detailed in Attachment 4;

3. Approve the Housing Authority FY 2025/26 expenditure budget of $459,878 and FY 2026/27 expenditure budget of $471,936 as presented in the Operating Budget;

4. Approve the Sports and Open Space Authority FY 2025/26 expenditure budget of $11,404 and FY 2026/27 expenditure budget of $11,612 as presented in the Operating Budget; and

5. Direct staff to bring forward recommended revisions to the Capital Projects Reserve funding target included the City’s Budget and Fiscal Policies informed by results of the Fiscal Sustainability Plan.

Mayor Gillmor opened the Public Hearing.

City Manager Grogan made some opening remarks and introduced Director of Finance Lee who provided a Powerpoint presentation on Adoption of the Proposed Biennial Operating Budget and Capital Improvement Program Changes.

Council questions followed.

City Manager Grogan and Director of Finance Lee addressed Council questions.

Public Comment: Edward Strine
Council discussion followed.

A motion was made by Councilmember Chahal, seconded by
Councilmember Gonzalez, to close the Public Hearing.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

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A motion was made by Councilmember Chahal, seconded by
Councilmember Hardy, to (1) approve the Proposed FY 2025/26 and FY 2026/27 Biennial Operating Budget and FY 2025/26 Capital Budget changes; (2) approve the Appropriation Schedule for operating funds totaling $1,724,952,360 in FY 2025/26 and $1,557,721,778 in FY 2026/27 and the FY 2025/26 Appropriation Schedule for capital funds totaling $777,527,724; (3) approve the Housing Authority FY 2025/26 expenditure budget of $459,878 and FY 2026/27 expenditure budget of $471,936 as presented in the Operating Budget; (4) approve the Sports and Open Space Authority FY 2025/26 expenditure budget of $11,404 and FY 2026/27 expenditure budget of $11,612 as presented in the Operating Budget; and (5) direct staff to bring forward recommended revisions to the Capital Projects Reserve funding target included the City’s Budget and Fiscal Policies informed by results of the Fiscal Sustainability Plan.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

8. 25-538
Action Establishing the City's Fiscal Year 2025/26 Appropriations Limit of $697,292,626 Pursuant to Article XIIIB of the California State Constitution Recommendation:

Adopt a Resolution Establishing the City's Fiscal Year 2025/26 Appropriations Limit of $697,292,626 Pursuant to Article XIIIB of the California State Constitution.

Mayor Gillmor opened the Public Hearing.

Council questions followed.

City Manager Grogan and Director of Finance Lee addressed Council questions.

Public Comment: Edward Strine
Council discussion followed.

A motion was made by Councilmember Chahal, seconded by
Councilmember Gonzalez, to close the Public Hearing.

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Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -
A motion was made by Councilmember Chahal, seconded by
Councilmember Gonzalez, to adopt Resolution No. 25-9452 establishing the City's FY 2025/26 Appropriations Limit of $697,292,626 Pursuant to Article XIIIB of the California State Constitution.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

9. 25-111
Public Hearing: Action on a Resolution Approving the Levy of Benefit Assessment upon the City of Santa Clara Parking Maintenance District No. 122 - Franklin Square
Recommendation:

Adopt a Resolution approving the levy of benefit assessment upon the City of Santa Clara Parking Maintenance District No. 122 and approving, confirming, and adopting the Director’s Report for FY 2025/26.

Mayor Gillmor recused herself from this item due to a conflict of interest as her office is within the subject area.

Vice Mayor Cox opened the Public Hearing.

City Manager Grogan made some opening remarks and introduced Director of Public Works Mobeck who provided a verbal presentation on the Levy of Benefit Assessment upon the City of Santa Clara Parking Maintenance District No. 122 - Franklin Square.

Council questions followed.

Director of Public Works Mobeck addressed Council questions.

A motion was made by Councilmember Jain, seconded by
Councilmember Gonzalez, to close the Public Hearing.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, and Vice Mayor Cox
6 -
Recused: Mayor Gillmor1 -

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A motion was made by Councilmember Jain, seconded by
Councilmember Hardy, to adopt Resolution No. 25-9453 approving the levy of benefit assessment upon the City of Santa Clara Parking Maintenance District No. 122 and approving, confirming, and adopting the Director’s Report for FY 2025/26 and reserving the right to dissolve the Maintenance District at any time.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Park, Councilmember Jain, and Vice Mayor Cox
6 -
Recused: Mayor Gillmor1 -
Vice Mayor/Chair Cox
called for a recess at 11:03 PM and
Mayor/Chair Gillmor reconvened the meeting at 11:42 PM.

10. 25-112 Public Hearing: Action on a Resolution Approving the Levy of Benefit Assessment Upon Maintenance District No. 183 - Santa Clara Convention Center Complex
Recommendation:

1. Declare that all the ballots sent to property owners within Maintenance District No. 183 have been received and counted and that a majority of property owners have approved the proposed levy of benefit assessment in accordance with Proposition 218; and

2. Adopt a resolution approving the levy of benefit assessment upon the Santa Clara Convention Center Complex - Maintenance District No. 183, and approving, confirming, and adopting the Director’s Report for FY 2025/26.

Mayor Gillmor opened Public Hearing.

City Manager Grogan made some opening remarks and introduced Director of Public Works Mobeck who provided a verbal
presentation on the Levy of Benefit Assessment Upon Maintenance District No. 183 - Santa Clara Convention Center Complex.

Council questions followed.

Director of Public Works Mobeck addressed Council questions.

A motion was made by Councilmember Gonzalez, seconded by Councilmember Chahal, to close the Public Hearing.

Aye: Councilmember Gonzalez, Councilmember Chahal,
Councilmember Hardy, Councilmember Park, Councilmember
Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

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A motion was made by Councilmember Park, seconded by
Councilmember Chahal, to (1) declare that all the ballots sent to property owners within Maintenance District No. 183 have been received and counted and that a majority of property owners have approved the proposed levy of benefit assessment in accordance with Proposition 218; and (2) adopt Resolution No. 25-
9454 approving the levy of benefit assessment upon the
Santa Clara Convention Center Complex - Maintenance District No. 183, and approving, confirming, and adopting the Director’s Report for FY 2025/26.

Aye: Councilmember Gonzalez, Councilmember Chahal,
Councilmember Hardy, Councilmember Park, Councilmember
Jain, Vice Mayor Cox, and Mayor Gillmor
7 -

11. 25-401
Resolution Authorizing an Ad Valorem Tax Levy Based on a Debt Service Estimate to be Provided to Santa Clara County Respecting Unsold General Obligation Bonds for Fiscal Year 2025/26 Recommendation:

Adopt the Resolution Authorizing an Ad Valorem Tax Levy Based on a Debt Service Estimate to be Provided to Santa Clara County Respecting Unsold General Obligation Bonds for Fiscal Year 2025/26.

Mayor Gillmor requested that this item be continued to the next available meeting.

A motion was made by Councilmember Chahal, seconded by
Councilmember Hardy, to continue this item to the June 24, 2025 City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting.

Aye: Councilmember Gonzalez, Councilmember Chahal,
Councilmember Hardy, Councilmember Park, Vice Mayor Cox, and Mayor Gillmor
6 -
Nay: 1 - Councilmember Jain
REPORTS OF MEMBERS, SPECIAL COMMITTEES AND COUNCILMEMBER 030 REQUESTS Councilmember Jain noted that he visited Dallas Area Rapid Transit last week
Vice Mayor Cox announced the Cities Association annual picnic is tomorrow.

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CITY MANAGER/EXECUTIVE DIRECTOR REPORT
None.

ADJOURNMENT
The meeting was adjourned in memory of Craig Connelly (Coach, Santa Clara Lions Pop Warner Football Club), Mildred McClintock (Resident), and Dane Mechlin (Chef) at 12:06 AM.

A motion was made by Council/Boardmember Park, seconded by Council/Boardmember Gonzalez, to adjourn the meeting.

Aye: Council/Boardmember Albert Gonzalez, Council/Boardmember Raj Chahal, Council/Boardmember Karen Hardy, Council/Boardmember Kevin Park, Council/Boardmember Suds Jain, Vice Mayor/Chair Kelly Cox, and Mayor/Chair Lisa M. Gillmor
7 -
The next special meeting is on Monday, June 16, 2025 in the City Hall Council Chambers.

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In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

AB23 ANNOUNCEMENT: Members of the Santa Clara Stadium Authority, Sports and Open Space Authority and Housing Authority are entitled to receive $30 for each attended meeting.

Note: The City Council and its associated Authorities meet as separate agencies but in a concurrent manner. Actions taken should be considered actions of only the identified policy body.

LEGEND: City Council (CC); Stadium Authority (SA); Sports and Open Space Authority (SOSA); Housing Authority (HA); Successor Agency to the City of Santa Clara Redevelopment Agency (SARDA); Bayshore North Project Enhancement Authority (BNPEA); Public Facilities Financing Corporation (PFFC)
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

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City of Santa Clara
Meeting Minutes
Call and Notice of Special Meeting of the
City Council
Draft
5:30 PM Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
06/16/2025

Page 1 ends

The City of Santa Clara is conducting City Council meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely).

How to Submit Written Public Comment Before City Council Meeting:

Agendas, Staff Reports and some associated documents for City Council items may be viewed on the Internet at https://santaclara.legistar.com/Calendar.aspx All
public records relating to an open session
item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that
are distributed to a majority of the legislative body will be available for public inspection at the Office of the City Clerk at Santa Clara City Hall, 1500 Warburton Avenue, Santa Clara, CA 95050 at the same time that the public records are distributed or made available to the legislative body. Any draft contracts, ordinances and resolutions posted on the Internet site or distributed in advance of the Council meeting may not be the final documents approved by the City Council. For the final document, you may contact the Office of the City Clerk at (408) 615-2220 or [email protected].
• Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306
o Phone 1(669) 900-6833

NOTE: Please note eComments and Emails received as public comment will not be read aloud during the meeting.
06/16/2025Meeting Minutes
NOTICE IS HEREBY GIVEN that, pursuant to the provisions of California Government Code §54956 (“The Brown Act”) and Section 708 of the Santa Clara City Charter, the Mayor calls for a Special Meeting of the City Council of the City of Santa Clara, to commence and convene on June 16, 2025, at 5:30 pm to be held virtually and in the City Hall Council Chambers located in the East Wing of City Hall at 1500 Warburton Avenue, Santa Clara, California, to consider the following matter(s) and to potentially take action with respect to them.
5:30 PM SPECIAL COUNCIL MEETING
Call to Order in the Council Chambers
Mayor Gillmor called the meeting to order at 5:34 PM.

Pledge of Allegiance and Statement of Values
Council recited the Pledge of Allegiance.

Councilmember Hardy recited the Statement of Values.

Roll Call
Assistant City Clerk Pimentel recited the AB23 announcement and Statement of Behavioral Standards.

Councilmember Albert Gonzalez, Councilmember Raj Chahal, Councilmember Karen Hardy, Councilmember Suds Jain, and Mayor Lisa M. Gillmor

Present: 5 -
Councilmember Kevin Park, and Vice Mayor Kelly CoxAbsent: 2 - INTERVIEWS Page 2City of Santa Clara Printed on 07/03/2025 Call and Notice of Special Meeting
of the City Council
06/16/2025Meeting Minutes

1. 25-686 Action to Conduct Applicant Interviews and Appoint One Applicant to the Historical and Landmarks Commission to Serve One Full Term Ending June 30, 2029
Recommendation:

1. Appoint one Applicant to the Historical and Landmarks Commission to Serve One Full Term Ending June 30, 2029; and

2. Establish an Eligibility List for Six Months should a Vacancy Occur Assistant City Clerk Pimentel provided a verbal report on the interview and appointment process.

Council conducted in-person interviews to appoint one Commissioner to the Historical and Landmarks Commission to serve one full term ending June 30, 2029.

A motion was made by Councilmember Chahal, seconded by
Councilmember Gonzalez, to appoint Kaushal Varshney to the Historical and Landmarks Commission to serve a full term ending June 30, 2029.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Jain, and Mayor Gillmor
4 -
Nay: Councilmember Hardy1 -

Absent: Councilmember Park, and Vice Mayor Cox2 -

2. 25-726
Action to Conduct Applicant Interviews and Appoint One Applicant to the Parks and Recreation Commission to Serve One Full Term Ending June 30, 2029
Recommendation:

1. Appoint one Applicant to the Parks and Recreation Commission to Serve One Full Term Ending June 30, 2029; and

2. Establish an Eligibility List for Six Months should a Vacancy Occur Council conducted in-person interviews to appoint one Commissioner to the Parks and Recreation Commission to serve one full term ending June 30, 2029.

A motion was made by Councilmember Chahal, seconded by
Councilmember Gonzalez, to (1) appoint Edward A. Souza to the Parks and Recreation Commission to serve a full term ending June 30, 2029; and (2) establish an eligibility list with Monique Hovery-Coate for an automatic appointment should a vacancy occur within the next six months.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Jain, and Mayor Gillmor
5 -

Absent: Councilmember Park, and Vice Mayor Cox2 -

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06/16/2025Meeting Minutes

ADJOURNMENT
The meeting was adjourned at 6:37 PM.

A motion was made by Councilmember Chahal, seconded by
Councilmember Gonzalez, to adjourn the meeting.

Aye: Councilmember Gonzalez, Councilmember Chahal, Councilmember Hardy, Councilmember Jain, and Mayor Gillmor
5 -

Absent: 2 - Councilmember Park, and Vice Mayor Cox
The next special meeting is on Tuesday, June 17, 2025 in the City Hall Council Chambers.

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Call and Notice of Special Meeting
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06/16/2025Council and Authorities Concurrent
Meeting
Meeting Minutes

In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

AB23 ANNOUNCEMENT: Members of the Santa Clara Stadium Authority, Sports and Open Space Authority and Housing Authority are entitled to receive $30 for each attended meeting.

Note: The City Council and its associated Authorities meet as separate agencies but in a concurrent manner. Actions taken should be considered actions of only the identified policy body.

LEGEND: City Council (CC); Stadium Authority (SA); Sports and Open Space Authority (SOSA); Housing Authority (HA); Successor Agency to the City of Santa Clara Redevelopment Agency (SARDA); Bayshore North Project Enhancement Authority (BNPEA); Public Facilities Financing Corporation (PFFC)
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-13 Agenda Date: 7/8/2025

REPORT TO COUNCIL

SUBJECT
Board, Commissions and Committee Minutes

COUNCIL PILLAR
Enhance Community Engagement and Transparency

RECOMMENDATION
Note and file the Minutes of:

1. Bicycle & Pedestrian Advisory Committee - March 24, 2025

2. Board of Library Trustees - May 5, 2025
City of Santa Clara Printed on 7/3/2025Page 1 of 1
powered by Legistar™
City of Santa Clara
Meeting Minutes
Bicycle & Pedestrian Advisory Committee
Draft
4:00 PM Hybrid Meeting
City Hall Council Chambers
1500 Warburton Avenue
Santa Clara, CA 95051
03/24/2025
The City of Santa Clara is conducting the Bicycle and Pedestrian Committee meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely). • Via Zoom:
https://santaclaraca.zoom.us/j/83368467068
Meeting ID: 833 6846 7068 or

Phone: 1 (669) 900-6833
1 CALL TO ORDER AND ROLL CALL
Chair Hardy called the meeting to order at 4:01 PM.

Member Penvenne arrived at 4:24 PM.

Chair Karen Hardy, Member Perry Penvenne, Member Betsy Megas, Member Bruce Donoghue, Member Ken Kratz, and Member Guillermo Jenaro
Present 6 -
Member Sukrit Ganesh, and Member Hung DuongExcused 2 -
Vice Chair Sudhanshu JainAbsent 1 -
A motion was made by Member Megas and seconded by Member Kratz to excuse Member Duong and Member Ganesh. The motion carried by the following votes.

Aye: Chair Hardy, Member Megas, Member Donoghue, Member Kratz, and Member Jenaro
5 -
Excused: Member Ganesh, and Member Duong2 -

Absent: Vice Chair Jain, and Member Penvenne2 -

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03/24/2025Bicycle & Pedestrian Advisory
Committee
Meeting Minutes
2 PUBLIC PRESENTATIONS
Video: [00:05:00]
Diane Harrison requested to move up the agenda item of Bike To Shop Day and suggested the Committee listen to ideas from Santa Clara high school students regarding their recent email addressed to BPAC about improving pedestrian safety around the high school.

Member Kratz suggested the Committee consider creating a future agenda item and a subcommittee related to this matter.
3 CONSENT CALENDAR
A. 25-225 Bicycle and Pedestrian Advisory Committee Meeting Minutes of January 27, 2025 (Chair Hardy)
Recommendation: Approve the Bicycle and Pedestrian Advisory Committee Meeting Minutes of January 27, 2025.

Video: [00:06:30]
Member Kratz made an amendment to the draft meeting minutes: change "Senior Center" to "station organizer" in "Announcement".

A motion was made by Member Kratz and seconded by Member Jenaro to Approve the Consent Calendar as amended. The motion carried by the following votes.

Aye: Chair Hardy, Member Megas, Member Donoghue, Member Kratz, and Member Jenaro
5 -
Excused: Member Ganesh, and Member Duong2 -

Absent: Vice Chair Jain, and Member Penvenne2 -
4 REPORTS FOR COMMITTEE INFORMATION
A. 25-230 Police Verbal Update (Wilson)
This agenda item was not discussed at the meeting due to Officer Wilson not being present.
5 REPORTS OF SPECIAL COMMITTEES

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A. 25-231 Subcommittee on Police Collision History (Donoghue, Kratz, Penvenne, Granvold)
Subcommittee commented that they would like to make
recommendations to the Vision Zero project.
6 ACTION ITEMS / GENERAL BUSINESS
A. 25-243 Fiscal Year 2025-26 BPAC Work Plan Approval (Liw) Recommendation: Review and approve staff’s recommended Fiscal Year 2025-26 Work Plan and discuss the BPAC’s Accomplishments and Priorities.

Video: [00:04:15]
Public Works Assistant Director Liw presented an overview of the Fiscal Year 2025-26 BPAC Work Plan.

Committee comments and questions followed.

Assistant Director Liw addressed Committee questions.

Public Speaker: Diane Harrison
A motion was made by Member Jenaro and seconded by Member Megas to approve staff's recommended Fiscal Year 2025-26 Work Plan. The motion carried by the following votes.

Aye: Chair Hardy, Member Penvenne, Member Megas, Member Donoghue, Member Kratz, and Member Jenaro
6 -
Excused: Member Ganesh, and Member Duong2 -

Absent: Vice Chair Jain1 -
Assistant Director Liw presented ideas of BPAC's accomplishments and priorities and shared next steps to follow up with Committee for the upcoming meeting with City Council.

Committee comments followed.

Public Speaker: Gabby Landaveri.

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Committee
Meeting Minutes
B. 25-257 2026 Annual Paving Project - List of Streets (Shariat) Recommendation: Approve the staff recommended bicycle facilities for the 2026 Annual Maintenance and Rehabilitation Project.

Video: [01:02:00]
Principal Transportation Planner Shariat presented the list of streets and proposed bicycle improvements in the 2026 Annual Paving Project.

Committee comments followed.

Public Speaker: Joel Reeve
A motion was made by Member Kratz and seconded by Member Penvenne to Approve Staff Recommendation. The motion carried by the following votes.

Aye: Chair Hardy, Member Penvenne, Member Megas, Member Donoghue, Member Kratz, and Member Jenaro
6 -
Excused: Member Ganesh, and Member Duong2 -

Absent: Vice Chair Jain1 -
7 REPORTS FOR COMMITTEE INFORMATION (CONTINUED)
A. 25-232 Santa Clara Vision Zero: Collision Profiles, Countermeasure Toolbox, Actions and Strategies (He)
Video: [01:45:00]
Associate Engineer He and Mr. Paderna from Kimley-Horn
Associates provided an update on Vision Zero Plan.

Committee comments and questions followed regarding collision profiles and safety countermeasures.

Associate Engineer He and Mr. Paderna addressed Committee questions.

Public Speakers: Tom Freitas, Diane Harrison.

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Meeting Minutes
B. 25-235 Public Works Verbal Update (Liw/Chan)
Video: [02:37:30]
Transportation Manager Chan and Public Works Assistant Director Liw provided an update on recent activities at the Public Works Department.

Committee comments and questions followed.

Transportation Manager Chan addressed Committee questions.

Public Speaker: Diane Harrison.

C. 25-233 Daylighting Law AB 413 (Chan)
Video: [02:59:00]
Transportation Manager Chan provided a report on Daylighting Law AB 413.

Committee comments and questions followed.

Transportation Manager Chan addressed Committee questions.

D. 25-234 City Lane Width Standard, Review & Implementation (Chan) Video: [03:12:00]
Transportation Manager Chan provided a report on City's current standards and practices related to traffic lane widths.

Committee comments and questions followed.

Transportation Manager Chan addressed Committee questions.

Public Speaker: Diane Harrison.

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Committee
Meeting Minutes
E. 25-238 Grant Activity Verbal Update (Shariat)
Video: [03:30:40]
Principal Transportation Planner Shariat provided an update on recent grant activities.

Committee comments and questions followed regarding the Silicon Valley Hopper program.

Public Works Assistant Director Liw addressed Committee questions.

Public Speaker: Diane Harrison.

Member Donoghue left the meeting at 8:37 PM.

F. 25-236
Valley Transportation Authority Bicycle and Pedestrian Advisory Committee Meetings Update (Megas)
Video: [03:38:00]
Member Megas provided an update on recent VTA Bicycle and Pedestrian Advisory Committee meetings.

Committee comments and questions followed.

Member Megas addressed Committee questions.

G. 25-237 Santa Clara Station Area Task Force Update (Ganesh) This agenda item was not discussed at the meeting due to Member Ganesh not being present.
8 REPORTS OF SPECIAL COMMITTEES (CONTINUED)
A. 25-240 Subcommittee on Bicycle Story Maps (Megas and Penvenne) The subcommittee had no update.

B. 25-241 Subcommittee on Bike to Shop Day (Megas, Kratz, and Harrison) Video: [03:52:00]
Diane Harrison provided an update and asked Committee and staff to help publicize the Bike to Shop Day event.

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Committee
Meeting Minutes
C. 25-242 Subcommittee on Roundabouts (Megas, Ganesh, Kratz, and Harrison) The subcommittee had no update.
9 ANNOUNCEMENTS
Committee made several announcements about upcoming events:
(1) District 6 group bike infrastructure ride on April 5; (2) Open house event at Santa Clara Caltrain station on April 5 and 6; (3) Viva Calle in City of San Jose on April 13;
(4) Remind community members to pledge to ride in advance of Silicon Valley Bike Coalition Bike to Wherever Days;
(5) El Camino Real bicycle ride on May 17; and
(6) Bike to Shop Day on May 24.
10 ADJOURNMENT
The meeting was adjourned at 9:11 PM.

The next scheduled meeting will be on Monday, June 23, 2025 at 4:00 PM.

MEETING DISCLOSURES

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03/24/2025Bicycle & Pedestrian Advisory
Committee
Meeting Minutes
The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

Agendas and other written materials distributed during a public meeting that are public record will be made available by the City in an appropriate alternative format.

Contact the City Clerk’s Office at 1 408-615-2220 with your request for an alternative format copy of the agenda or other written materials.

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City of Santa Clara
Meeting Minutes
Board of Library Trustees
Board
Approved
6:00 PM Hybrid Meeting, Edinger Room
Central Park Library
2635 Homestead Rd, Santa Clara, CA 95051
05/05/2025
The City of Santa Clara is conducting the Board of Library Trustees meeting in a hybrid manner (in- person and continues to have methods for the public to participate remotely). • Via Zoom:
o https://santaclaraca-gov.zoom.us/j/85864257230
Meeting ID: 858 6425 7230 or
o Phone: 1(669) 900-6833
PUBLIC PARTICIPATION IN ZOOM WEBINAR: Please follow the guidelines below when participating in a Zoom Webinar:
- The meeting will be recorded so you must choose 'continue' to accept and stay in the meeting. - If there is an option to change the phone number to your name when you enter the meeting, please do so as your name will be visible online and will be used to notify you that it is your turn to speak. - Mute all other audio before speaking. Using multiple devices can cause an audio feedback. - Use the raise your hand feature in Zoom when you would like to speak on an item and lower when finished speaking. Press *9 to raise your hand if you are calling in by phone only. -
Identify yourself by name before speaking on an item.
- Unmute when called on to speak and mute when done speaking. If there is background noise coming from a participant, they will be muted by the host. Press *6 if you are participating by phone to unmute. - If you no longer wish to stay in the meeting once your item has been heard, please exit the meeting.

CALL TO ORDER AND ROLL CALL
Chair Evans called the meeting to order at 6:02 PM.

Chair Jonathon Evans, Trustee Daniel Huynh, Vice-Chair Stephen Ricossa, and Trustee Debbie Tryforos
Present 4 -
Absent 1 - Trustee G. Salim Mohammed

CONSENT CALENDAR

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CONSENT ITEMS PULLED FOR DISCUSSION
1 25-466 Action on the Board of Library Trustees Meeting Minutes of April 7, 2025 Recommendation: Approve the Board of Library Trustees Meeting Minutes of April 7, 2025 Vice-Chair Ricossa pulled the minutes for discussion and noted that in item 3, in which a subcommittee was signed to draft a letter, the names of the members assigned to the subcommittee were not included. Trustees Huynh and Mohammed were assigned to the subcommittee and it was requested that the minutes be amended to include their names.

A motion was made by Trustee Tryforos, seconded by Trustee Ricossa, to approve the minutes as amended.

Aye: 4 - Chair Evans, Trustee Huynh, Vice-Chair Ricossa, and Trustee Tryforos

Absent: 1 - Trustee Mohammed

PUBLIC PRESENTATIONS
Trustee Mohammed arrived at 6:07 PM.

JoAnn Davis, Executive Director of the Santa Clara City Library Foundation and Friends, gave an update to the Board of upcoming Foundation activities.

Patio sales will be held at Northside Branch Library on May 9 and 23, 2025. A Saturday sale will be held at Central Park Library on May 16 and 17, 2025.

On May 10, 2025, the same day as the Bricks by the Book program, the Foundation will have a table at Mission Branch Library for the Relay for Life event from 3 PM to 6 PM. The Board were reminded that the Library will be closed on May 26, 2025 for Memorial Day. On May 28, 2025 there will be a Foundation fundraiser held in partnership with Red Robin in Rivermark Plaza, with 20 percent of food sale profits being donated to the Foundation. On May 31, 2025, the Foundation will host a Board of Directors retreat to engage in strategic planning. On June 2, 2025, at the time of the regular Board of Library Trustees meeting, the Board will host the Santa Clara City Library Foundation and Friends Board for a joint meeting. An update was provided on Librarypalooza, the annual Library fundraiser which raised over $30,000 for the Library, about $23,000 of which was net profit, an increase from the prior year. The Foundation also updated the Advocacy page on their website, lovethelibrary.org, to share information on how to advocate for the restoration of federal funding to the Institute for Museum and Library Services . It was shared that at the beginning of May 2025 nearly all the funding needed to support Summer Adventure has already been raised.

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GENERAL BUSINESS
2 25-414 Action on Revised Library Rules of Conduct and Revised Policy for Children Visiting the Library
Recommendation: 1. Review and approve the following:
a. Revised Santa Clara City Library Rules of Conduct (Attachment 1-2); and
b. Revised Santa Clara City Library Policy for Children Visiting the Library (Attachment 3-4).

City Librarian Patty Wong informed the Board of revisions made to the Library Rules of Conduct, and to the Policy for Children Visiting the Library for their review and approval. Deputy City Attorney Luis Haro provided additional detail about the updates made, including that the prior Food and Drink Policy was incorporated into the Library Rules of Conduct. The Board discussed the contents of the updates to the policies, how they would apply in different scenarios, and requested the name of the Children Visiting the Library Policy be updated to Policy for Youth Visiting the Library, which City Librarian Wong concurred was a good change. JoAnn Davis shared information on the Foundation's policy regarding minor volunteers.

A motion was made by Trustee Mohammed, seconded by Trustee Huynh to approve the revised policies.

Aye: Chair Evans, Trustee Huynh, Trustee Mohammed, Vice-Chair Ricossa, and Trustee Tryforos
5 -

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3 25-532 Discussion and Possible Action on Work Plan Presentation to Council Recommendation: Review and discuss work plan presentation to Council.

City Librarian Wong shared that the same contents the Board previously approved for their Work Plan had been incorporated into a Council template for their review, and that she anticipates their meeting with Council to review the Work Plan may occur in July. She also shared that the proposed operating budget book was released and available online, and that it recommended a partial restoration of the collection budget, an additional $145,000 in each of the next two years. She shared this reflected one-time funds, not an ongoing restoration of the collection budget, and less than the budget lost in the prior operating cycle, which is why the language in the Work Plan recommends advocacy for a complete restoration of the collection budget. The presentation was reviewed and some updates provided on status of several items, including that the Collection Development Policy which the Board had approved revisions to had already been approved and accepted by the California State Library.

She shared that she would be reviewing a draft Strategic Plan with the City Manager, and anticipates in the future a possible joint study session with Council for both the Strategic Plan and Facilities Master Plan. The Board made a minor revision to the Work Plan.

A motion was made by Vice-Chair Ricossa, seconded by Trustee Huynh to approve the work plan as amended.

Aye: Chair Evans, Trustee Huynh, Trustee Mohammed, Vice-Chair Ricossa, and Trustee Tryforos
5 -

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4 25-508 Discussion and Possible Action on Conducting Outreach to Support the Library due to Federal Funding Cuts to Library Services and Potential Establishment of a Subcommittee to Implement Board’s Actions Recommendation: Discuss and take action to identify next steps in supporting and advocating for the Library in the community.

City Librarian Wong provided an update to the Board on the state of recent federal funding cuts to library services. She shared that there was a court ordered injunction halting further dissolution of the Institute for Museum and Library Services (IMLS), resulting in one lawsuit, and that this impacts loss of staff rather than preserving funding for programs and for the state libraries. Information on the local direct impacts felt by the Library so far were the elimination of databases and some electronic resources, some of which are relied on by schools including the Santa Clara Unified School District. She shared that she would be meeting with them shortly to share this information, and that the Library was also exploring options for better pricing on these resources which will no longer be federally funded, in case a solution might be found to their elimination from the collection.

The Board reviewed the draft letters written to congressional representatives by Trustee Huynh and Trustee Mohammed. Chair Evans agreed to sign them on behalf of the Board so they could be sent out the following day. City Librarian Wong indicated she would share these with the appropriate City staff as well, as Council had expressed interest in sending a letter to support federal library funding when they awarded the Proclamation of National Library Week on April 6, 2025. As the Board had approved the drafting and sending of this letter at the last Board meeting on April 7, 2025, no further action was taken.

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5 25-519 Discussion and Action on Agenda Setting for Joint Meeting with Santa Clara City Library Foundation and Friends Board
Recommendation: Prepare an agenda for the discussion with the Santa Clara City Library Foundation and Friends Board at the June 2, 2025 regular Board of Library Trustees meeting.

With coordination from Vice-Chair Ricossa and Trustee Tryforos, the Foundation Board and Board of Library Trustees coordinated a date for a joint meeting, to take place during the next regular Board of Library Trustees meeting on June 2, 2025, to be held at Mission Branch Library. The proposed schedule was discussed and approved, with a planned Meet and Greet at 5:30 PM - 6:00 PM, a joint meeting to be held from 6:00 PM - 7:00 PM, and a regular Board meeting from 7:00 PM - 8:00 PM. The Board discussed possible agenda topics, and agreed that staff would review, prioritize and organize them, review these with Chair Evans to develop an agenda appropriate for a first initial joint meeting, and share the agenda with the Foundation Board. Through the Executive Director, JoAnn Davis, t was agreed that any items not discussed due to limited time could be captured as parking lot items for future scheduled meetings.

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STAFF REPORT

TRUSTEES REPORT

ADJOURNMENT
The joint meeting with the Board of the Santa Clara City Library Foundation and Friends was discussed further, and the Board was in agreement that staff would coordinate with Chair Evans on the regular Board agenda items for the second half of the June 2, 2025 meeting. Deputy City Attorney Luis Haro provided an update on the situation with Northside Branch Library tile damage.

Trustee Mohammed anticipates a schedule conflict for the June 2, 2025 meeting and will be absent. Two Trustees are unavailable for the August 4, 2025 regular meeting, and the Board agreed to cancel this meeting and schedule a special meeting instead for August 18, 2025. Due to Chair Evans anticipating a schedule conflict for the October 6, 2025 regular meeting, Vice- Chair Ricossa will lead that meeting. The September 8, 2025 meeting will coincide with International Literacy Day, on which the Career Online High School (COHS) program led by Read Santa Clara will hold a small graduation ceremony. The Board agreed to recognize the graduates at approximately 6:00 PM. The Board were reminded of upcoming City Council Study Sessions for the new biennial Operating Budget, scheduled for May 13, 2025, and May 27, 2025. The public hearing for the adoption of the new FY 2025/26 and FY 2026/27 Operating Budget is scheduled for June 10, 2025. The Board also received a list of Library-related conferences for their information, for board development purposes.

The Board further discussed the agenda for the upcoming joint meeting with the Board of the Santa Clara City Library Foundation and Friends, concurring that the Library would organize the agenda topics, shorten them as appropriate, review with Chair Evans and then share with JoAnn Davis, Executive Director of the Santa Clara City Library Foundation and Friends, and Kathy Betts, President of the Executive Committee of the Board of the Santa Clara City Library Foundation and Friends.

The meeting was adjourned at 8:05 PM.

A motion was made by Trustee Huynh, seconded by Trustee Mohammed to adjourn the meeting.

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Aye: Chair Evans, Trustee Huynh, Trustee Mohammed, Vice-Chair Ricossa, and Trustee Tryforos
5 -
The Board of Library Trustees Meeting is adjourned to June 2, 2025, at 6:00 PM.

The June meeting will take place at Mission Branch Library, Community Room, 1098 Lexington St., Santa Clara, CA 95050.

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The time limit within which to commence any lawsuit or legal challenge to any quasi- adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker."
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.

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MEETING DISCLOSURES
DRAFT
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-69 Agenda Date: 7/8/2025

REPORT TO COUNCIL

SUBJECT
Actions on a Proposed Award of Contract for the Lafayette Street Class IV Bikeway and Pavement Rehabilitation Project to O’Grady Paving, Inc., Authorize the City Manager to Execute a Funding Agreement with Santa Clara Valley Transportation Authority for 2016 Measure B Funding, and Related Budget Amendments

COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Services and Infrastructure

BACKGROUND
The Lafayette Street Class IV Bikeway and Pavement Rehabilitation Project (Project) consists of implementing bicycle lanes along Lafayette Street between Laurelwood Road and Reed Street, including pavement rehabilitation (Attachment 1). The scope of work includes repair and replacement of asphalt pavement; adjustment of utility valves and covers; construction of accessible concrete ramps in accordance with the requirements of the Americans with Disabilities Act (ADA); installation of traffic striping, markings, markers, and signs; traffic signal modifications; and other necessary work to complete the Project.

In 2016, Santa Clara County voters approved “Measure B,” a 30-year half-cent county-wide sales tax to fund improvements for nine transportation related program categories including a pedestrian and bicycle category. The Santa Clara Valley Transportation Authority (VTA) administers these funds and in December 2019, issued a call for projects for bicycle/pedestrian capital projects. The City’s application for the Lafayette Street Class IV Bikeway Project was awarded $1,197,000 and is a high priority recommendation in the City’s Bicycle Plan. On July 13, 2021, Council approved a grant funding agreement for $200,000 with VTA for the design phase of the Project.

On August 22, 2023, Council was presented several options for implementing bicycle lanes along Lafayette Street between Laurelwood Road and Reed Street. Council selected the option that included the installation of protected bicycle lanes through this corridor. As part of this approval, Council authorized parking removal through a pilot program along Lafayette Street between Memorex Drive and Reed Street in order to implement the protected bikeway. This portion of the Project will be monitored for approximately one year after construction and staff will return to Council for a decision to either make the modifications permanent or to restore parking, remove the protected bicycle lanes and install a Class II (striped) bicycle lane on one side of the roadway and no bicycle lane (share the road) on the other side of the roadway. Additionally, due to the significant investment in bikeway infrastructure on Lafayette Street, staff coordinated the pavement maintenance and rehabilitation needs identified for Lafayette Street in the City’s pavement program to be completed concurrently with the bikeway improvements.

On December 12, 2023, Council approved a design professional services agreement with BKF City of Santa Clara Printed on 7/3/2025Page 1 of 4
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25-69 Agenda Date: 7/8/2025
Engineers to develop the design and construction documents to implement the Project and based on the inclusion of pavement rehabilitation into the project scope updated the Project name to the Lafayette Street Class IV Bikeway and Pavement Rehabilitation Project.

DISCUSSION
On May 8, 2025, a competitive Request for Bids (RFB) for construction of the Project was published on the City’s bid notification system, BidNet Direct. The RFB was viewed by various vendors, including contractors, suppliers, plan rooms, and builder exchanges, among others. Additional vendors were also able to view the RFB as members of various plan rooms and builder exchanges.

Staff also reached out directly to contractors and vendors who had viewed similar projects in the past.

On May 29, 2025, the bid opening for the Project was held via video conference. Two bids were received ranging from $4,087,445 to $4,464,464. The Bid Summary is included as Attachment 2. The lowest bid, submitted by O’Grady Paving, Inc. (O’Grady) in the amount of $4,087,445, is 21.9 percent below the Engineer’s Estimate of $5,233,300. O’Grady’s bid was reviewed by staff and the City Attorney’s Office for compliance with the terms and conditions of the bid documents and has been determined to be the lowest responsive and responsible bid. Staff recommends awarding the construction contract to O’Grady Paving, Inc. The contract includes prevailing wage requirements.

In order to receive the 2016 Measure B Bicycle/Pedestrian Capital Projects grant funds for the construction phase of the Project, VTA requires a separate funding agreement (Attachment 3). This agreement provides $997,000 in 2016 Measure B funds towards construction costs.

ENVIRONMENTAL REVIEW
This project being considered is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15301(c), “Existing Facilities,” as the activity consists of the repair, maintenance or minor alteration of existing facilities involving no or negligible expansion of the use beyond that presently existing, and specifically includes the repair of existing highways and streets.

FISCAL IMPACT
The approximate cost of the contract is $4,087,445 plus a 10 percent contingency, or $408,745, for any potential change orders for a total not-to-exceed contract amount of $4,496,190.

The Project construction phase is recommended to be funded through a combination of 2016 Measure B grant funds and the reallocation of project funds from the Pedestrian and Bicycle Enhancement Facilities project and the Annual Street Maintenance and Rehabilitation Program project. The following budget amendment table includes actions to recognize the $997,000 in 2016 Measure B grant funds, reallocate $99,700 from the Pedestrian and Bicycle Enhancement Facilities project and reallocate $3,250,000 from the Annual Street Maintenance and Rehabilitation Program project and appropriate these funds to the Lafayette Street Class IV Bikeway and Pavement Rehabilitation Project.

In addition, staff recommends transferring $135,900 from the Buildings and Grounds project in the Water Utility Capital Fund and $34,000 from the Sewer Utility Fund to the Lafayette Street Class IV Bikeway and Pavement Rehabilitation project for the portion of the project costs associated with those funds. This Project involves removing and replacing water valve boxes and adjusting sanitary City of Santa Clara Printed on 7/3/2025Page 2 of 4
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25-69 Agenda Date: 7/8/2025
sewer manhole covers.

Budget Amendment
FY 2025/26
Current Increase/
(Decrease)
Revised
Streets and Highways Capital Fund
Revenues
2016 Measure B Grant $10,426,760 $997,000 $11,423,760
Transfers From
Water Utility Capital Fund $0 $135,900 $135,900
Sewer Utility Fund $0 $34,000 $34,000
Expenditures
Annual Street Maintenance and
Rehabilitation Program
$28,280,021 ($3,250,000) $25,030,021
Pedestrian and Bicycle Enhancement
Facilities
$676,062 ($99,700) $576,362
Lafayette Street Class IV Bikeway and
Pavement Rehabilitation
$9,183 $4,516,600 $4,525,783
Water Utility Capital Fund
Transfers To
Streets and Highways Capital Fund $0 $135,900 $135,900
Expenditure
Buildings and Grounds $5,620,608 ($135,900) $5,484,708
Sewer Utility Fund
Transfers To
Streets and Highways Capital Fund $0 $34,000 $34,000
Fund Balance
Unrestricted Ending Fund Balance $3,714,617 ($34,000) $3,680,617

COORDINATION
This report has been coordinated with the Finance Department, Water & Sewer Utilities Department, and the City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website City of Santa Clara Printed on 7/3/2025Page 3 of 4
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25-69 Agenda Date: 7/8/2025
and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION

1. Determine that the proposed actions are exempt from CEQA pursuant to Section 15301 (Existing Facilities) of Title 14 of California Code of Regulations;

2. Approve and authorize the City Manager to execute the funding agreement between the City of Santa Clara and Santa Clara Valley Transportation Authority, including minor modifications, amendments, and time extensions, if needed, in final forms approved by the City Attorney;

3. Award the Public Works Contract for the Lafayette Street Class IV Bikeway and Pavement Rehabilitation Project to O’Grady Paving, Inc., the lowest responsive and responsible bidder, in the amount of $4,087,445 and authorize the City Manager to execute any and all documents associated with, and necessary for the award, completion, and acceptance of this Project, in final forms approved by the City Attorney;

4. Authorize the City Manager to execute change orders up to approximately 10 percent of the original contract price, or $408,745 for a total project budget not to exceed amount of $4,496,190, in final forms approved by the City Attorney; and

5. Approve the following FY 2025/26 budget amendments:
a. In the Streets and Highways Capital Fund, recognize grant revenue of $997,000 from Valley Transportation Authority, recognize transfers of $135,900 from the Water Utility Capital Fund and $34,000 from the Sewer Utility Fund, and increase Lafayette Street Class IV Bikeway and Pavement Rehabilitation project appropriation by $1,166,900, (five affirmative Council votes required to appropriate additional revenue) ;
b. In the Streets and Highways Capital Fund, reduce the Pedestrian and Bicycle Enhancement Facilities project appropriation by $99,700, reduce the Annual Street Maintenance and Rehabilitation Program project appropriation by $3,250,000, and increase the appropriation in the Lafayette Street Class IV Bikeway project appropriation by $3,349,700 (majority affirmative Council votes required) ;
c. In the Water Utility Capital Fund, establish a transfer to the Streets and Highways Capital Fund and reduce the Buildings and Grounds appropriation by $135,900 (majority affirmative Council votes required) ; and
d. In the Sewer Utility Fund, establish a transfer to the Streets and Highways Capital Fund and reduce the unrestricted ending fund balance by $34,000 (five affirmative Council votes required for the use of unused balances).

Reviewed by: Craig Mobeck, Director of Public Works
Approved by: Jovan Grogan, City Manager

ATTACHMENTS

1. Project Location Map

2. Bid Summary

3. Agreement
City of Santa Clara Printed on 7/3/2025Page 4 of 4
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PROJECT

LOCATION
US-101

CENTRAL EXPWY

MARTIN AVE

REED ST

LAURELWOOD RD

WALSH AVE

LAFAYETTE ST
Laurelwood to Reed
---LOCATION MAP---

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Attachment 2
Bid Summary

LAFAYETTE STREET CLASS IV BIKEWAY AND PAVEMENT
REHABILITATION PROJECT (CE 24-25-01)

BID SUMMARY Bid Opening Date: May 29, 2025
ENGINEER’S ESTIMATE: $ 5,233,300.00
Contractor Total Bid ($) Percentage above/below
Engineer’s Estimate
O’Grady Paving, Inc $ 4,087,445.00 21.9% below
DeSilva Gates Construction, LLC $ 4,464,464.00 14.7% below

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FUNDING AGREEMENT

BETWEEN

CITY OF SANTA CLARA
AND

SANTA CLARA VALLEY TRANSPORTATION AUTHORITY
FOR
LAFAYETTE STREET CLASS IV BIKEWAY PROJECT – CONSTRUCTION PHASE

This Agreement (“Agreement”) is between the City of Santa Clara (“City”) and Santa Clara Valley Transportation Authority (“VTA”) and is entered into as of the last date of signature below (“Effective Date”). City and VTA may be individually referred to as a “Party” or collectively referred to as the “Parties.”

I. RECITALS

A. Whereas, on June 24, 2016, the VTA Board of Directors adopted a resolution to place a ballot measure before Santa Clara County voters in November 2016 to authorize a one-half of one percent retail transaction and use tax for 30 years for nine transportation-related program categories (“2016 Measure B”);

B. Whereas, on November 8, 2016, Santa Clara County voters enacted 2016 Measure B;

C. Whereas, on October 5, 2017, the VTA Board of Directors (i) established the 2016 Measure B Program (“Program”), which includes a Bicycle and Pedestrian program category to fund bicycle and pedestrian projects and educational programs (“Bike/Ped Category”) and (ii) adopted the 2016 Measure B Bicycle & Pedestrian Program Guidelines (“Bike/Ped Guidelines”), attached as Exhibit A;

D. Whereas, on December 3, 2019, VTA issued a Call-for-Projects for the FY 2020 – FY 2030 2016 Measure B Bicycle & Pedestrian Capital Projects Competitive Grant Program;

E. Whereas, on or about March 13, 2020, City submitted an application to VTA for the Lafayette Street Class IV Bikeway Project (“Project”) in response to the Call-for-Projects for the FY 2020 – FY 2030 2016 Measure B Bicycle & Pedestrian Capital Projects Competitive Grant Program (“Project Application”);

F. Whereas, on June 4, 2020, the VTA Board of Directors approved the 10-year priority project list for the 2016 Measure B Bicycle & Pedestrian Capital Projects Competitive Grant Program which included the Lafayette Street Class IV Bikeway Project as the second highest priority ranked project, and authorized the VTA General Manager to execute the necessary agreements for 2016 Measure B Bicycle & Pedestrian Capital Projects Competitive Grant Program funds;

G. Whereas, on August 11, 2021, City and VTA executed a funding agreement for the final design phase for the Project;

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H. Whereas, City has completed the design phase for the Project up to a 65% design level of completions and desires to complete the design phase of the project and proceed to the construction phase of the project thereafter; and

I. Whereas, VTA and City now desire to specify the terms and conditions under which VTA will administer Bike/Ped Category funds to City per the Bike/Ped Guidelines for the construction phase for the Project.

NOW, THEREFORE, for good and valuable consideration, the Parties agree as follows:

II. AGREEMENT

A. Project Description.

The Lafayette Street Class IV Bikeway Project includes the construction of a Class IV separated bikeway on Lafayette Street from Laurelwood Road to Reed Street in the City of Santa Clara, California. The components of the Project include:
i. New, removal, relocation, or modification of street signage associated with the bikeway, as needed, inclusive of any parking signage associated with changed parking regulations needed for construction of the new bikeway;
ii. New, removal, replacement, or modification of pavement striping and markings, including:
a. Striping and markings for the Class IV bike way inclusive of all edge lines, limit lines, guide lines, buffer zone markings, and symbols;
b. Colorized pavement marking treatments at bicycle/vehicle conflict zones; c. Striping and markings for adjacent vehicular lanes where and as necessary due to changing lane configurations and widths to provide space for the bikeway; d. Striping and marking of pedestrian street crossings; e. Striping or curb mar kings associa ted with changed parking regulations needed for the construction of the new bikeway;
iii. New physical bicycle/vehicle separators, such as delineators; iv. Modifications to Traffic Signals, including:
a. Implementation of bicycle detection at signalized intersections; b. Installation or modification of pedestrian countdown heads per the Project’s Complete Streets Checklist submitted by City with the Project Application; v. Removal, construction, or reconstruction of striped or concrete medians or islands as needed for changed lane configurations and widths or as needed for complete street operational or safety considerations;
vi. Pavement rehabilitation within the horizontal li mits of the new bike lanes including buffers within the Project limits, including ancillary or preparatory work such as patching potholes, asphalt resurfacing, or adjusting surface features and utilities;

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vii. Improvements as required by the County of Santa Clara at the intersection of Lafayette Street and Central Expressways as a conditions of approval for permit(s) necessary for the portions of the Project traversing through County right-of-way;

B. Term of Agreement.

The term of this Agreement will commence on the Effective Date and continue through the earlier of:
(i) December 31, 2027, (ii) completion of the Project, (iii) termination of the Project, or (v) termination of this Agreement pursuant to these terms and conditions.

C. Cost of Project.

Total Project Construction Cost. The total cumulative dollar amount actually incurred and expended toward the construction of the Project by City, as measured at the completion or termination of the Project (“Total Project Construction Cost”) is expected to be as follows based on 95% design level of completion estimates:

Class IV Bikeway: $1,895,371 (“Total Project Construction Cost”)

D. Financial Contribution to Cost of Project.

1. VTA’s Financial Contribution to the Project. VTA will contribute Bike/Ped Category funds in an amount of up to 90% of the Total Project Construction Cost, not to exceed $997,000, for City to use for completion of the Project. All funds will be available on a reimbursement basis for Eligible Costs (as defined in Paragraph F below) pursuant to this Agreement.

2. City’s Financial Contribution to the Project. City is solely responsible for (i) all funds it has expended toward construction of the Project prior to the Effective Date; and (ii) all funds required to complete construction of the Project above VTA’s Financial Contribution to the Project In all circumstances, City must contribute a minimum of 10% of the Total Project Construction Cost.

3. Project Savings. If the Project is completed under the Budgeted Project Cost, VTA’s Financial Contribution to the Project will be reduced to an amount that is 90% of the actual Total Project Construction Cost, and City must contribute a minimum of 10% of the actual Total Project Construction Cost.

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City Council and Authorities ConcurrentJuly 8, 2025

City Council and Authorities Concurrent
July 8, 2025