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
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.
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.
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.
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.
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.
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.