City Council and Authorities Concurrent
February 10, 2026

Juliette Substation Expansion Project 2025 Form SPECIAL CONDITIONS 2462 Page 107
that all partnering and dispute resolution efforts are documented through meeting minutes, issue logs, action plans, and resolution agreements to maintain a clear record of decisions made and commitments established. All expenditures must be pre-approved by the City, with detailed documentation and justification provided.

Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

3.4 Allowance of $100,000 for addressing unanticipated environmental requirements that may arise during the project. It covers costs related to unforeseen regulatory changes, additional environmental studies, mitigation measures, and compliance with local, state, and federal environmental laws. This allowance ensures the project can promptly respond to unexpected environmental conditions without delays. All expenditures must be pre-approved by the City, with proper documentation and justification provided. The Contractor shall provide comprehensive documentation, including cost breakdowns, justification reports, regulatory correspondence, and impact assessments. Additionally, periodic updates shall be submitted detailing the status of environmental compliance efforts, potential risks, and any recommended adjustments to mitigation strategies.

Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

3.5 Allowance of $250,000 for supporting, working around, removing, replacing, and/or relocating unforeseen existing overhead utilities and unanticipated underground utilities encountered during construction. It covers costs associated with coordination with utility providers, temporary supports, modifications, and necessary adjustments to ensure the safe and efficient execution of the project.

This allowance also accounts for unexpected underground utility conflicts that may require rerouting, protection, or removal to maintain compliance with project specifications and regulatory requirements. All expenditures related to utility coordination, relocation, and adjustments under this allowance must be pre- approved by the City.

Detailed documentation, including utility provider correspondence, cost breakdowns, proposed changes, regulatory approval, and justification for any changes to the project scope, must be provided to ensure full transparency. The Contractor is also responsible for ensuring compliance with all applicable regulatory requirements, such as utility clearance standards, safety regulations (e.g., OSHA), and municipal or state codes related to utility installation and maintenance. Additionally, the Contractor must provide regular updates regarding the status of utility adjustments, any potential delays associated with utility work, and any further unforeseen conflicts that may arise during the project.

Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

3.6 Allowance of $300,000 for addressing unforeseen conditions related to perimeter wall construction and unforeseen utility relocations that may arise related to the wall construction. It covers costs associated with unexpected site conditions, structural modifications, foundation adjustments, and additional materials or labor required to complete the perimeter wall as designed. Additionally, this allowance accounts for the identification, coordination, and relocation of unforeseen utilities that may conflict with the construction of the wall. All expenditures related to perimeter wall construction and related unforeseen utility relocation must be pre- Juliette Substation Expansion Project 2025 Form SPECIAL CONDITIONS 2462 Page 108
approved by the City. The Contractor is required to provide comprehensive documentation to justify the incurred costs, including detailed cost breakdowns, modified design plans, communications with utility companies, and any necessary permits or regulatory approvals. Detailed reports on the status of utility relocations, and potential delays must be submitted regularly to ensure project continuity
Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

3.7 Allowance of $15,000 for tree removal necessary for the project. It covers the costs associated with the identification, removal, and disposal of trees that may obstruct construction activities or fall within the project’s designated work area.

The allowance includes expenses for labor, equipment, permits, and any necessary environmental mitigation measures required for tree removal. This ensures the project can proceed without delays due to unforeseen tree-related obstacles. All expenditures must be pre-approved by the City, with proper documentation and justification provided. Detailed records of tree removal, including permits, site conditions, and environmental reports, must be submitted for review and approval.

Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

3.8 Allowance of $150,000 for differing site conditions related to electrical work that may arise during construction. It covers costs associated with unexpected site conditions, such as unanticipated subsurface obstacles, existing utility conflicts, or unforeseen modifications to the electrical infrastructure. This allowance ensures that any unforeseen challenges impacting the installation of electrical systems, wiring, or equipment can be addressed without delays, keeping the project on track. All expenditures must be pre-approved by the City, with detailed documentation and justification provided. The Contractor is required to submit written reports documenting the nature of the unforeseen conditions, the corrective actions taken, and the associated costs incurred. This ensures transparency in how the allowance is utilized and maintains proper project oversight. By including this allowance, the project ensures flexibility to adapt to unexpected site conditions, allowing for the smooth and timely installation of electrical systems without disruption to the project timeline or budget.

Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

3.9 Allowance of $150,000 for differing site conditions related to civil/structural work that may be encountered during construction. It covers costs associated with unforeseen challenges such as unexpected soil conditions, existing infrastructure conflicts, or unanticipated structural modifications required to meet design specifications. This allowance ensures that any unexpected conditions impacting foundation work, site grading, structural supports, or related civil activities can be promptly addressed without causing project delays.

All expenditures must be pre-approved by the City, with proper documentation and justification provided. The Contractor is required to submit written reports documenting the nature of the unforeseen conditions, the corrective actions taken, and the associated costs incurred. This ensures transparency in how the Juliette Substation Expansion Project 2025 Form SPECIAL CONDITIONS 2462 Page 109
allowance is utilized and maintains proper project oversight. By including this allowance, the project ensures flexibility to adapt to unexpected site conditions, allowing for the smooth and timely civil and structural installation without disruption to the project timeline or budget.

Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

3.10 Allowance of $100,000 for extracting, handling, storing, testing, treating, transporting, and disposing of unforeseen contaminated soils and/or additional hazardous materials encountered during construction. It covers the costs associated with the identification, testing, and proper disposal of materials that are found to be contaminated or hazardous, including soil sampling, transportation to certified disposal facilities, and compliance with environmental regulations. This allowance ensures that any unanticipated environmental concerns are addressed promptly and in accordance with safety standards, preventing delays in project progress. All expenditures related to contaminated soil and hazardous materials must be pre-approved by the City. Proper documentation, including receipts for testing, transportation, disposal, and environmental compliance reports, must be provided for approval. The contractor will be required to submit detailed justifications for all costs, as well as reports on the status and progress of contamination removal and disposal efforts. By including this allowance, the project ensures that unforeseen environmental challenges are managed efficiently, minimizing delays and maintaining compliance with safety and environmental standards, ultimately protecting both project timelines and the surrounding community.

Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

3.11 Allowance of $100,000 for unforeseen conditions related to vendor delays in delivering equipment supplied by the City. It covers costs associated with project disruptions caused by late deliveries, including extended labor costs, schedule adjustments, temporary storage, rescheduling of subcontractors, and any necessary modifications to the construction sequence. The allowance ensures that the project can effectively manage delays by implementing mitigation strategies such as temporary workarounds and alternate installation plans. The contractor shall also implement contingency planning, such as staging partially completed work for future completion once delayed equipment arrives, pre- installing related infrastructure where possible, and adjusting workforce allocations to optimize productivity during delay periods. All expenditures under this allowance must be pre-approved by the City and accompanied by detailed documentation, including a written explanation of proposed mitigation measures, and a breakdown of additional costs incurred. The contractor shall provide itemized invoices, time impact analyses, and supporting evidence such as labor logs and subcontractor rescheduling notices. Additionally, the contractor must demonstrate efforts made to minimize the impact of the delay, including any cost- saving measures implemented or alternative solutions considered.

Work under this Allowance will be made on a time and materials basis, in accordance with Sections 6.3 and 6.4 of the General Conditions.

4. Construction Manager Role and Authority. Noam Mayraz with AECOM, is the Construction Manager for this Project. The Construction Manager will assist City in the management of the construction of the Project. The Construction Manager may perform services in the areas of supervision and coordination of the work of Contractor and/or other contractors, Juliette Substation Expansion Project 2025 Form SPECIAL CONDITIONS 2462 Page 110
scheduling the Work, monitoring the progress of the Work, providing City with evaluations and recommendations concerning safety and the quality of the Work, recommending the approval of progress payments to Contractor, or other services for the Project in accordance with the Construction Manager’s contract with City.

4.1 Communications. Contractor must submit all notices and communications relating to the Work directly to the Construction Manager in writing, as follows:

Noam Mayraz – [email protected]
With a copy to the Engineer:

Eyassu Rumicho – [email protected]
With a copy to the City Project Manager
Joseph Bruzzone ([email protected])

4.2 On-Site Management and Communication Procedures. The Construction Manager will provide and maintain a management team on the Project site to provide contract administration as an agent of City, and will establish and implement coordination and communication procedures among City, the Design Professional, Contractor, and others.4.3 Contract Administration Procedures.

The Construction Manager will establish and implement procedures for reviewing and processing requests for clarifications and interpretations of the Contract Documents, Shop Drawings, samples, other submittals, schedule adjustments, Change Order proposals, written proposals for substitutions, payment applications, and maintenance of logs.

4.4 Pre-Construction Conference. Contractor shall attend the pre-construction conference, during which the Construction Manager will review the Contract administration procedures and Project requirements.

4.5 Contractor’s Construction Schedule. The Construction Manager will review Contractor’s construction schedules and will verify that each schedule is prepared in accordance with the requirements of the Contract Documents.

5. Laydown/Staging Area. Contractor must comply with the following requirements:

5.1 No City owned parcels or properties are available for use by Contractor for a laydown/staging area. Contractor shall secure, at the Contractor's own expense, any areas necessary for plant sites, storage of equipment or materials, or for other purposes.

5.2 The right of way shall be used only for purposes that are necessary to perform the required Work. Contractor shall not occupy the right of way, or allow others to occupy the right of way, for purposes which are not necessary to perform the required Work.

5.3 If Contractor proposes use of City-owned parcels or properties, the Contractor shall be aware that use of City-owned parcels or properties requires the Contractor to enter into a License Agreement with the City and is subject to approval by City. A License Agreement takes a minimum of two months to process. Any proposals made by the Contractor for use of City-owned parcels or properties shall be made to the Engineer within 15 days of the City’s issuance of a notice of award. Nothing in this Section implies or guarantees that City-owned Juliette Substation Expansion Project 2025 Form SPECIAL CONDITIONS 2462 Page 111
parcels or properties are available for use by Contractor. Use of City-owned parcels or properties shall be at the Contractor's own risk, and subject to the provisions of the License Agreement.

6. Construction Sequence. Contractor shall prepare and submit at the pre-construction conference a phasing plan identifying the sequence of construction Work and traffic control needed to complete the Project. The project’s phasing plan shall be compliant with any applicable OSHA and Ca/lOSHARegulations, as the work will be performed in an energized substation. The staging and phasing plan shall be subject to review and approval by the City, prior to start of construction. A proposed Construction phasing plan has been provided in these specifications for reference only.

7. Definitions. The following definitions apply to all of the Contract Documents unless otherwise indicated, e.g., additional definitions that apply solely to the Specifications or other technical documents.

Qualified Electrical Worker: Defined by Cal/OSHA Regulation §2700, A qualified person who by reason of a minimum of two years of training and experience with high- voltage circuits and equipment and who has demonstrated by performance familiarity with the work to be performed and the hazards involved.

8. Certification. Provide Qualified Electrical Worker certification for each key personnel proposed by Contractor for this Project., The On-Site Superintendent and safety representative must be a Qualified Electrical Worker.

9. Safety Plan. Provide a Site Specific Safety Plan (SSSP) for this Project and all employee training documentation prior to start of the Work. The SSSP shall be at the Worksite along with the Illness Prevention Program at all times.

10. Safety Meetings. Contractor’s On-site Superintendent, Safety Representative, and any primary Subcontractors requested by City, must conduct and/or attend, as applicable the daily safety tailgate (Job Hazard Analysis) where the daily work plan is discussed.

11. Protective Gear. Contractor must supply personal protective equipment (“PPE”) to all of Contractor’s personnel and ensure that, if an exposure exists, all affected personnel use the PPE.

At a minimum, Contractor shall supply the following:

11.1. SAFETY GLASSES: Z87 rated safety glasses or safety goggles (to wear over prescription glasses). Prescription safety glasses meeting the Z87 requirement with side shields (or if they are made as safety glasses). To clarify, this doesn’t cover operations such as welding. Construction workers who need to work indoors must have a pair of clear, cloudy, or transition lenses. Otherwise, they can be shaded safety glasses.

11.2. HARD HAT(S): ANSI Z89.1, Type 1 (protection from falling objects/ top of head impacts) or Type 2 (protection from op, front, back, and side impacts), and Class E (rated for up to 20,000 volts).

11.3. CLOTHING: Minimum CAT 2 (arc rating of 8 cal/cm2) long sleeve shirt/ pants or coveralls. FR clothing must be inspected, worn, maintained, laundered, and replaced per the manufacturers recommendations.”

11.4. REFLECTIVE/ HIGH VISIBILITY VESTS: ANSI 107 Class II or III and CAT 2 FR rated.

11.5. SAFETY BOOTS: Meets the requirements of ASTM F 2412 and ASTM F 2413 and should have a reinforced toe (fiberglass/ composite or steel if Electric Hazard rated), puncture resistant, and adequate heel.

END OF SPECIAL CONDITIONS

Juliette Substation Expansion Project 2025 Form ATTACHMENT A 2462 Page 112
ATTACHMENT A – CHANGE ORDER

CONTRACT CHANGE ORDER NO. ____

PROJECT NAME:

PROJECT ID NO.:

CITY CONTRACT COMMITMENT NO.:

ORIGINAL CONTRACT PRICE: $
PREVIOUS APPROVED CHANGE ORDERS (TOTAL NET CHANGE): $
CURRENT CHANGE ORDER (INCREASE/DECREASE, IF ANY): $
ADJUSTED CONTRACT PRICE: $
CONTRACTOR:

DESCRIPTION OF CHANGE ORDER: The City hereby authorizes the following change(s) in the Work or the Contract Documents:

CHANGE IN CONTRACT PRICE:

Net Change This Change Order:

CHANGE IN CONTRACT TIME:

Net Change in Contract Time Per This Change Order:
- Working Days
Juliette Substation Expansion Project 2025 Form ATTACHMENT A 2462 Page 113
Contractor Certification: By signing this Change Order, Contractor certifies that it will provide all labor, materials, supplies, tools, equipment, transportation, traffic control, facilities, permits, utilities, services, and incidentals necessary to timely perform and complete the Work in this Change Order in accordance with the Contract Documents. Contractor agrees that this Change Order is complete and comprehensive with respect to the subject matter of this Change Order, including any added, deleted, or changed Work. This Change Order is fully inclusive of all costs related to the changes in this Change Order, including direct and indirect costs (including, but not limited to, any and all overhead and costs incurred due to lost efficiency or delays of any kind), and any other costs, expenses, or time extensions not included herein are deemed waived. The terms set forth in this Change Order constitute full resolution, settlement, accord and satisfaction with respect to the subject matter of this Change Order as to any adjustment of the Contract Price or Contract Time or any modification of the Contract Documents in relation thereto. Contractor hereby waives and releases the City from any pending or future claims, including, but not limited to, subcontractor or supplier claims, relating to the subject matter of this Change Order and waives any further adjustment to the Contract Price or Contract Time or further modification of the Contract Documents in relation thereto. With regard to this release, Contractor expressly waives the terms of Civil Code § 1542 which provides:
“A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party.”
Failure to Execute: If Contractor fails to promptly execute this Change Order or if Contractor disputes the terms of this Change Order, City may unilaterally approve this Change Order as set forth in Article 6 of the General Conditions. Contractor may dispute the terms of a unilateral Change Order by submitting a timely Claim pursuant to Article 12 of the General Conditions.

All other terms and conditions in the Contract Documents and all previous Change Orders which have not been addressed in this Change Order remain unchanged and continue in full force and effect. This Change Order is not valid until signed by City.

CONTRACTOR Accepted and Agreed By: Date:

CITY OF SANTA CLARA Approved By: Date:

Juliette Substation Expansion Project 2025 Form ATTACHMENT B 2462 Page 114

ATTACHMENT B - ESCROW AGREEMENT FOR SECURITY DEPOSITS IN LIEU OF

RETENTION
(Public Contract Code § 22300)
This Escrow Agreement (“Agreement”) is made and entered into on this _____ day of __________, 20__, by and between the City of Santa Clara, a chartered Municipal Corporation of the State of California, whose address is 1500 Warburton Avenue, Santa Clara, California 95050, hereinafter called “Owner”; ________________________, whose address is _________________________________, hereinafter called “Contractor”; and <City, as escrow agent OR___________>, a state or federally chartered bank in the State of California, whose address is ____________ _____, hereinafter called “Escrow Agent”.

For the consideration hereinafter set forth, the Owner, Contractor, and Escrow Agent agree as follows:
(1) Pursuant to Section 22300 of the Public Contract Code of the State of California, Contractor has the option to deposit securities with Escrow Agent as a substitute for retention earnings required to be withheld by Owner pursuant to the Construction Contract (Contract Number 2462) entered into between the Owner and Contractor for the Juliette Substation Expansion Project in the amount of <$______________> dated <______________, 20__> (hereinafter referred to as the “Contract”). Alternatively, on written request of the Contractor, the Owner shall make payments of the retention earnings directly to the Escrow Agent. When the Contractor deposits the securities as a substitute for Contract earnings, the Escrow Agent shall notify the Owner within 10 days of the deposit. The market value of the securities at the time of the substitution shall be at least equal to the cash amount then required to be withheld as retention under the terms of the Contract between the Owner and Contractor. Securities shall be held in name of the City of Santa Clara, and shall designate the Contractor as the beneficial owner. (2) The Owner shall make progress payments to the Contractor for those funds which otherwise would be withheld from progress payments pursuant to the Contract provisions, provided that the Escrow Agent holds securities in the form and amount specified above. (3) When the Owner makes payment of retentions earned directly to the Escrow Agent, the Escrow Agent shall hold them for the benefit of the Contractor until the time that the escrow created under this contract is terminated. The Contractor may direct the investment of the payments into securities. All terms and conditions of this Agreement and the rights and responsibilities of the parties shall be equally applicable and binding when the Owner pays the Escrow Agent directly.
(4) Contractor shall be responsible for paying all fees for the expenses incurred by Escrow Agent in administering the Escrow Account and all expenses of the Owner. These expenses and payment terms shall be determined by the Owner, Contractor, and Escrow Agent.
(5) The interest earned on the securities or the money market accounts held in escrow and all interest earned on that interest shall be for the sole account of Contractor and shall be subject to withdrawal by Contractor at any time and from time to time without notice to the Owner.
(6) Contractor shall have the right to withdraw all or any part of the principal in the Escrow Account only by written notice to Escrow Agent accompanied by written authorization from the Owner to the Escrow Agent that Owner consents to the withdrawal of the amount sought to be withdrawn by Contractor.

Juliette Substation Expansion Project 2025 Form ATTACHMENT B 2462 Page 115
(7) The Owner shall have a right to draw upon the securities in the event of default by the Contractor. Upon seven days’ written notice to the Escrow Agent from the Owner of the default, the Escrow Agent shall immediately convert the securities to cash and shall distribute the cash as instructed by the Owner.
(8) Upon receipt of written notification from the Owner certifying that the Contract is final and complete, and that the Contractor has complied with all requirements and procedures applicable to the Contract, Escrow Agent shall release to Contractor all securities and interest on deposit less escrow fees and charges of the Escrow Account. The escrow shall be closed immediately upon disbursement of all moneys and securities on deposit and payments of fees and charges.
(9) Escrow Agent shall rely on the written notifications from the Owner and the Contractor pursuant to Sections (5) to (8), inclusive, of this Agreement and the Owner and Contractor shall hold Escrow Agent harmless from Escrow Agent’s release and disbursement of the securities and interest as set forth above.
(10) The names of the persons who are authorized to give written notice or to receive written notice on behalf of the Owner and on behalf of Contractor in connection with the foregoing, and exemplars of their respective signatures are as follows:

On behalf of Owner: On behalf of Contractor:
_________________________________ ______________________________ Title Title
_________________________________ _ _____________________________ Name Name
_________________________________ ______________________________ Signature Signature
_________________________________ ______________________________ Address Address
_________________________________ ______________________________ City/State/Zip City/State/Zip
On behalf of Escrow Agent:
_________________________________
Title
_________________________________
Name
_________________________________
Signature
_________________________________
Address
_________________________________
City/State/Zip
At the time the Escrow Account is opened, the Owner and Contractor shall deliver to the Escrow Agent a fully executed counterpart of this Agreement.

Juliette Substation Expansion Project 2025 Form ATTACHMENT B 2462 Page 116
IN WITNESS WHEREOF, the parties have executed this Agreement by their proper officers on the date first set forth above.

Owner: Contractor:
_________________________________ ____________________________________ _________________________________ ____________________________________ Title Title
_________________________________ ____________________________________ Name Name
_________________________________ ____________________________________ Signature Signature
REVIEWED AS TO FORM:
_________________________________
City Attorney
___________________________, 20__
Date

Juliette Substation Expansion Project 2025 Form ATTACHMENT C 2462 Page 117
ATTACHMENT C – AGREEMENT AND RELEASE OF ANY AND ALL CLAIMS

This Agreement and Release of Any and All Claims (“Agreement and Release”) is made and entered into on this _______ day of ____________________, 20__ (the “Effective Date”), by and between the City of Santa Clara, California, a chartered California municipal corporation, whose primary place of business is located at 1500 Warburton Avenue, Santa Clara, CA 95050 (“City”), and ____________________ <insert Contractor’s name>, a __________________ <choose one: corporation/partnership/individual>, whose primary place of business is located at _____________ <insert Contractor’s address> (“Contractor”). City and Contractor may be referred to in this Agreement and Release individually as a “Party” or collectively as the “Parties.”

RECITALS

A. City and Contractor entered into Contract Number 2462 (“Contract”) for Work on the City’s Juliett Substation Expansion Project (“Project”).

B. The Work under the Contract has been completed.

C. City wishes to close out the Project and tender Final Payment to Contractor, including release of all undisputed retention, if any, pursuant to Public Contract Code § 7107.

D. Defined terms used in this Agreement and Release have the meaning provided in Article 1 of the Contract General Conditions unless otherwise specified.

Now, therefore, it is mutually agreed between City and Contractor as follows:

AGREEMENT

1. City’s determination of Final Payment, including deductions for liquidated damages, if any, or other deductions or withholdings is as follows:

Original Contract Price $ ___________________________________

Modified Contract Price $ ___________________________________

Total Payment to Date $ ___________________________________

Liquidated Damages $ ___________________________________

Other Deductions* $ ___________________________________

Other Withholding** $ ___________________________________

Payment Due Contractor $ ___________________________________

*Other Deductions includes the following:
<_________________________________________>

Juliette Substation Expansion Project 2025 Form ATTACHMENT C 2462 Page 118
** Other Withholding includes the following:
<_______________________________________>

2. Subject to the provisions of this Agreement and Release, City will pay Contractor $<_________________> as Final Payment. <Alternatively, replace with the following if City is authorizing the release of funds: Subject to the provisions of this Agreement and Release, City will authorize the release of the funds from the escrow retention account to Contractor $< > as Final Payment.>

3. Contractor acknowledges that its sole and exclusive remedy for any claims against City arising from the Contract is to submit a timely, written Claim pursuant to Article 12 of the General Conditions.

4. Contractor acknowledges and hereby agrees that there are no unresolved or outstanding claims in dispute against City arising from or related to the Contract, except for the Claims listed below, whether pending or not yet submitted. The following Claims are disputed (the “Disputed Claims”) and are specifically excluded from the operation of this Agreement and Release:

Claim No. Date Submitted Description of Claim
Amount of Claim

[Contractor: Complete as indicated, using an attachment if needed. If there are no Disputed Claims, write “No Disputed Claims” above.]

5. This Agreement and Release will be effective as a full, final and general release of all claims, demands, actions, causes of action, obligations, costs, expenses, damages, losses and liabilities of Contractor against City, and each of its officers, employees, consultants, and agents, including, but not limited to, the City Council and Engineer, arising from or related to the Contract, except for the Disputed Claims set forth in Section 4, above. Nothing in this Agreement and Release shall limit or modify Contractor’s continuing obligations described in Section 7 of this Agreement and Release, below.

6. Consistent with and subject to the limitations of California Public Contract Code § 7100, Contractor hereby agrees that, in consideration of the payment set forth in Section 2 of this Agreement and Release, Contractor hereby releases and forever discharges City, and each of its officers, employees, consultants, and agents, including, but not limited to, the City Council and Engineer, from any and all liability, claims, demands, actions or causes of action of whatever kind or nature arising out of or in any way relating to the Contract, with the exception of the Disputed Claims set forth in Section 4, above.

7. Guarantees and warranties for the Work, and any other continuing obligations of Contractor, including, but not limited to, bond and indemnity obligations, shall remain in full force and effect as specified in the Contract Documents.

Juliette Substation Expansion Project 2025 Form ATTACHMENT C 2462 Page 119

8. Contractor hereby waives the provisions of California Civil Code § 1542, which provides as follows:

A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party.

9. The provisions of this Agreement and Release are contractual in nature and not mere recitals, and shall be considered independent and severable. If any provision of this Agreement and Release or any part thereof is held invalid in whole or in part under any Laws, then that provision or part shall remain in force and effect only to the extent permitted by Laws, and the remaining provisions of this Agreement and Release shall also remain in full force and effect, and shall be enforceable.

10. Contractor represents and warrants that it is the true and lawful owner of all Claims and other matters released pursuant to this Agreement and Release. Each party represents and warrants that it has been represented by counsel of its own choosing in connection with this Agreement and Release.

11. City’s rights under the Contract survive completion of the Work, termination of the Contract, and execution of this Agreement and Release.

12. The individuals executing this Agreement and Release represent and warrant that they have the full right, title, power, legal capacity, and authority to enter into and to execute this Agreement and Release on behalf of the respective legal entities of the Contractor and the City. If Contractor is a corporation, signatures from two officers of the corporation are required pursuant to California Corporations Code § 313.

[Signatures are on the following page.]

* * * CAUTION: THIS IS A RELEASE - READ BEFORE EXECUTING * * *

Juliette Substation Expansion Project 2025 Form ATTACHMENT C 2462 Page 120
The Parties acknowledge and accept the terms and conditions of this Agreement and Release as evidenced by the following signatures of their duly authorized representatives.

It is the intent of the Parties that this Agreement shall become operative on the Effective Date.

CONTRACTOR: ___________________________________________________ Business Name

s/_______________________________

_________________________________
Name, Title

Date: ____________________________

Second Signature (See Section 13):

s/_______________________________

_________________________________
Name, Title

Date: ____________________________

CITY:

s/_______________________________

________________________________
Name, Title

Date: ___________________________
Juliette Substation Expansion Project 2025 Form TECHNICAL SPECIFICATIONS 2462 Page 121
Technical Specifications
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-16930 Agenda Date: 2/10/2026

REPORT TO COUNCIL

SUBJECT
Approval of the Annual Investment Policy for the City of Santa Clara, its Agencies and Corporations

BACKGROUND
Section 904 of the City Charter states that the Director of Finance is required to “have custody of all investments and invested funds of the City government, or in possession of such government in a fiduciary capacity and have the safe-keeping of all bonds and notes of the City and the receipt and delivery of City bonds and notes for transfer, registration or exchange.” In accordance with Government Code §53646, the City Council adopted an investment policy (“Investment Policy”), and the Director of Finance brings that policy to City Council on an annual basis, particularly highlighting any changes to the policy for consideration and approval by the City Council. In addition, the Investment Policy itself (Section S) requires annual approval by the City Council.

Council Policy 017 (Investment Policy: Annual Statement) provides the framework and guidance for managing investment portfolio of the City of Santa Clara, its agencies and corporations (collectively referred to as “City”). The Investment Policy expands on this Council Policy by providing further guidance and processes.

The Investment Policy is a written document that governs the selection of investments and provides staff with guidance for consistent, informed investment decision making, which applies to all investable assets of the City of Santa Clara, its subsidiaries, the Successor Agency for the Redevelopment Agency of the City of Santa Clara, the Sports and Open Space Authority, the Stadium Authority, and the Housing Authority, except if otherwise specified. As required by Government Code §53600.5, the Investment Policy also makes clear its investment objectives, which are, in order of priority, 1) safety of principal, 2) liquidity, and 3) return on investment. The Investment Policy is reviewed and updated annually in order to promote prudent investment decisions and to remain compliant with State and Federal laws.

DISCUSSION
The City’s Investment Policy is regularly reviewed to determine if periodic updates are necessary and prudent. As part of this review, staff recommend the following key updates to the 2026 Investment Policy:

1. Increase Maximum per Issuer allowable portfolio percentage holdings in Mortgage-Backed Securities (MBS) and Collateralized Mortgage Obligations (CMO) issued or guaranteed by the U.S. government or any agency or instrumentality thereof from 10% to 15% of portfolio dollars.

Recently, Freddie Mac has been the only government agency issuing MBS. Therefore, the per issuer percentage has limited the City’s ability to fully invest in this investment class. The increase provides additional opportunities to diversify the portfolio when this class of security City of Santa Clara Printed on 2/6/2026Page 1 of 3
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26-16930 Agenda Date: 2/10/2026
presents relative value. This per Issuer increase does not change the total Maximum Holdings 15% of portfolio-dollars limit of MBS and CMO securities combined.

Section H. Authorized and Suitable Investments (page 4)

2. Increase the maximum maturity period for the investment in prime quality commercial paper to 397 days from 270 days. In 2025, the California Legislature passed, and the Governor signed Senate Bill 858 increasing the maximum allowable maturity in Commercial Paper to 397 days.

This change will keep the Investment Policy consistent with State statute.

Section H. Authorized and Suitable Investments (page 5)

3. Increase the Maximum Holdings allowable portfolio percentage in Asset-Backed Securities (ABS) from 10% to 15% of portfolio dollars, as the current portfolio allocation is approaching 8% and has consistently delivered excellent performance. The increase provides additional opportunities to diversify the portfolio when this class of security presents relative value.

However, combined ABS and Medium-Term Corporate Notes total Maximum Holdings percentage cannot exceed 35% of total portfolio dollars, to confine the exposure to the corporate sector.

Section H. Authorized and Suitable Investments (pages 6 & 7) The approved Investment Policy will be included in the City of Santa Clara Council Policy Manual as Council Policy 017 (Attachment 1) and published on the City’s website.

The Investment Policy (Attachment 2 - redline and Attachment 3) as submitted is in compliance with the City Charter and applicable state law.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378(b)(5) of Title 14 of the California Code of Regulations in that it is an administrative activity that will not result in direct or indirect changes in the environment.

FISCAL IMPACT
There is no cost to the City other than administrative staff time and expense.

COORDINATION
This report has been coordinated with 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 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.

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26-16930 Agenda Date: 2/10/2026

RECOMMENDATION
Approve in the form presented the updated Annual Investment Policy for the City of Santa Clara, its Agencies and Corporations.

Reviewed by: Kenn Lee, Director of Finance
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Council Policy 017 Investment Policy: Annual Statement

2. Investment Policy 2026 (redline)

3. Investment Policy 2026
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City of Santa Clara
Council Policy Manual

INVESTMENT POLICY: ANNUAL STATEMENT
Rev. April 2019 P&P 017 Page 1 of 2
PURPOSE To provide the framework and guidance for managing the City’s investment portfolio. It is the policy of the City of Santa Clara (City) to invest public funds, including bond proceeds, reserves and other special City funds, in a manner that maximizes safety and liquidity while earning a market rate of return commensurate with the investment risk; meets the daily cash flow demands of the City; and conforms to all state and local statutes governing the investment of public funds.

POLICY

The investment policy of the City (the “Investment Policy”) is intended to provide for the prudent and efficient investment of the City's temporarily idle cash while safely maximizing returns within carefully defined investment parameters. The City shall invest public funds, including bond proceeds, reserves and other special City funds, in a manner consistent with this Investment Policy while meeting the daily cash flow demands of the City and conforming to all state and local statutes governing the investment of public funds.

Authority, Scope and Prudence

• Authority - The City Charter, Article IX, Section 904 gives the Director of Finance (the “Director”) the authority and responsibility to deposit and invest all City funds.

• Scope - The Investment Policy a pplies to all deposits, investments and other assets of the City, its subsidiaries, the Successor Agency for the Redevelopment Agency of the City of Santa Clara, the Sports and Open Space Authority, the Stadium Authority, and the Housing Authority.

• Prudence - Employees delegated responsibility for the investment of public monies by the Director (“Investment Personnel”), as trustees of public monies, shall adhere to the “prudent investor” standard when managing the City’s funds in light of the purposes, terms, and other circumstances of the City. Investment Personnel shall refrain from engaging in any activity that impairs, or has the potential to impair, their ability to make impartial investment decisions for the City.

PROCEDURE

Investment Objectives and Criteria

The primary objectives, in priority order, of the City’s investment activities shall be safety, liquidity, and yield.

Internal Controls

The City’s Finance Department shall establish internal controls that are designed to prevent losses due to fraud, negligence, third -party misrepresentation, and City of
Santa Clara
The Center of What's Possible
City of Santa Clara
Council Policy Manual

INVESTMENT POLICY: ANNUAL STATEMENT
Rev. April 2019 P&P 017 Page 2 of 2
other foreseeable circumstances that may arise in the operations of the investment function. T he internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be derived and (2) the valuation of costs and benefits requires estimates and judgments by management.

Reporting

The Director of Finance shall provide periodic investment reports to the City Council. The reports shall contain, but not be limited to, the following:
• A listing of individual securities held at the end of the reporting period by authorized investment category.
• The rate of return on the unrestricted investment portfolio compared to selected benchmark.
• Final maturity of all investments listed.
• Weighted average maturity of the unrestricted investment portfolio. • Coupon, discount or earnings rate.
• Par value, amortized book value and market value.
• Percentage of the portfolio represented by each investment category.

Investment Policy Adoption

The Investment Policy shall be reviewed annually by the City Council and any modifications made thereto must be approved by the City Council.

Attachments:

1. Investment Policy

City of
Santa Clara
The Center of What's Possible

CITY OF SANTA CLARA

INVESTMENT POLICY
A. Introduction
The investment policy of the City of Santa Clara (the “Investment Policy”) is intended to provide for the prudent and efficient investment of the City of Santa Clara's temporarily idle cash while safely maximizing returns within carefully defined investment parameters. The City of Santa Clara (the “City”) shall invest public funds, including bond proceeds, reserves and other special City funds, in a manner consistent with this Investment Policy while meeting the daily cash flow demands of the City and conforming to all state and local statutes governing the investment of public funds.

It is the City's full intent, at the time of purchase, to hold all investments until maturity. Through the maintenance of sufficient diversification of investments of varying maturities, the forced liquidation of investments at a loss shall be avoided, if at all possible. However, securities may be sold prior to maturity to adjust the portfolio duration or improve the risk structure, liquidity, or yield of the portfolio.

For a list of terms and definitions commonly used in cash management, see “Appendix A - Glossary of Cash Management Terms”.

B. Authority, Scope and Prudence
• Authority - California Government Code Section 53607 give s the legislative body of a California local agency the authority to delegate the responsibility to invest or reinvest the funds of the local agency to a designated official. The City of Santa Clara Charter, Article IX, Section 904 gives the Director of Finance (the “Director”) the authority and responsibility to deposit and invest all City funds. It authorizes the Director to invest the City’s idle cash in allowable investment vehicles with a maximum remaining maturity of five years at the time of purchase. The City Council may grant express authority either specifically or as part of an approved investment program to invest in securities with remaining maturities that exceed the five-year restriction. Authority must be given to the Director at least three months prior to the investment. California Government Code Section 53601 also allows the City to invest in the same investment securities as authorized by the City Council.
• Scope - The Investment Policy applies to all deposits, investments and other assets of the City, its subsidiaries, the Successor Agency for the Redevelopment Agency of the City of Santa Clara, the Sports and Open Space Authority, the Stadium Authority, and the Housing Authority, except otherwise specified.

These funds are reported in the City’s Annual Comprehensive Financial Report and include the General Fund, Special Revenue Funds, Debt Service Funds, Capital Project Funds, Trust and Agency Funds, and Enterprise Funds. Deposit of funds is in accordance with the provision of the State Constitution and the laws of the State of California (Government Code Sections 53601 and 53635) governing the handling, depositing and securing of public funds. Investment of City issued debt proceeds and debt reserve funds are separately governed by individual bond indentures adopted by the City Council.

Investment of the Forrest and Evalyne Bentzien Trust Fund is governed by the Agreement By and Between the City of Santa Clara, California and the Mission City Community Fund Regarding the Investment, Disbursement and Distribution of Funds in the Forrest and Evalyne Bentzien Non- Expendable Trust Fund approved by City Council and dated July 25, 2000 (the “Bentzien Trust Fund CITY OF SANTA CLARA | 202 5 6 INVESTMENT POLICY 1
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Agreement”), and is not subject to the provisions of this Investment Policy. The Bentzien Trust Fund Agreement defines the rights and responsibilities of the City in its capacity as Trustee and the Mission City Community Fund as the beneficiary of the Trust, to assure compliance with the California Probate Code and the Evalyne Bentzien Will.
• Prudence - Employees delegated responsibility for the investment of public monies by the Director (“Investment Personnel”), as trustees of public monies, shall adhere to the “prudent investor” standard when managing the City’s funds in light of the purposes, terms, and other circumstances of the City. This standard requires the exercise of reasonable care, skill, and caution, and is to be applied to investments in the context of the total portfolio and as part of an overall investment strategy, which should incorporate risk and return objectives reasonably suitable to the City. Duties must be performed with the care, prudence and diligence that a person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City.

Investment Personnel shall refrain from engaging in any activity that impairs, or has the potential to impair, their ability to make impartial investment decisions for the City.

Investment Personnel acting in accordance with written procedures and the Investment Policy and exercising due diligence shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to control adverse developments.

C. Investment Objectives and Criteria
The primary objectives, in priority order, of the City’s investment activities shall be:
• Safety - Safety of principal is the foremost objective of the investment program. Investment of City funds shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. The City shall diversify its investments by investing funds among a variety of financial institutions and securities offering independent returns, all in accordance with this Investment Policy. • Liquidity - The investment portfolio will remain sufficiently liquid to enable the City to meet all cash needs, which may be reasonably anticipated, for the operation of the City. • Yield - The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, commensurate with the investment risk constraints and the cash flow characteristics of the portfolio.

D. Delegation of Authority
Authority to manage the City’s banking depository and investment program is derived from the City Charter.

Management responsibility for the banking depository and investment program is hereby delegated to the Director of Finance who shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities and procedures of Investment Personnel.

The City may engage the services of an external investment manager to assist in the management of the City's investment portfolio in a manner consistent with the City's objectives (“External Investment Manager”). The External Investment Manager may be granted discretion to purchase and sell investment securities in accordance with the State Constitution, the laws of the State of California and this Investment Policy. Any External CITY OF SANTA CLARA | 202 5 6 INVESTMENT POLICY 2
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Investment Manager must be registered under the Investment Advisers Act of 1940 and shall act as a fiduciary to the City.

E. Ethics and Conflicts of Interest
Officers and Investment Personnel involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program-or impair their ability to make impartial investment decisions. Officers and Investment Personnel shall disclose in their annual conflict of interest statement all material financial interests in financial institutions that conduct business within the City, and they shall further disclose any large personal financial/investment positions that could be related to the performance of the City.

F. Authorized Financial Institutions
The Director of Finance, or his/her designee, shall maintain a list of financial institutions and broker/dealers authorized to provide investment services to the City (“Authorized Financial Institutions”). Authorized Financial Institutions must be authorized to provide investment services in the State of California and may include “primary” dealers or regional dealers that qualify under Securities & Exchange Commission Rule 15C3-1 (uniform net capital rule). No public deposit shall be made except in a qualified public depository as established by State laws.

All financial institutions and broker/dealers who desire to become an Authorized Financial Institution must provide audited financial statements, proof of required licenses or registration, and written confirmation that they have read and shall abide by the City’s Investment Policy.

Authorized Financial Institutions shall be expected to actively participate in the bid/offer process for securities in which they are market makers. In addition, it will be expected that the Authorized Financial Institutions will be able to fill the entire order being solicited and that there shall be no delay in completing the transaction on the contractual settlement date.

The Director of Finance, or his/her designee, periodically reviews the financial conditions and registrations of financial institutions and broker/dealers that deal with the City. The City is under no obligation to transact business with any financial institution and may at any time remove a financial institution from the list of Authorized Financial Institutions at the City’s discretion.

If the City has contracted with an External Investment Manager, the External Investment Manager may use their own list of approved issuers, brokers/dealers and financ ial institutions (“Investment Manager Authorized Institutions”) to conduct transactions on the City’s behalf. All due diligence regarding Investment Manager Authorized Institutions shall be the responsibility of the External Investment Manager, if applicable.

G. Competitive Bidding Process
When practicable, Investment Personnel of the City and any External Investment Manager shall enter into transactions for the purchase or sale of securities on a competitive bid basis, seeking offers or bids from at least three authorized broker/dealers or Investment Manager Author ized Institutions, respectively. From time to time the City may enter into transactions involving securities for which there is not an active secondary market or where other Authorized Financial Institutions do not have the security available for sale and therefore, competitive bidding is not available. If competitive bidding on a security is not practicable or possible, Investment Personnel or any External Investment Manager will seek to verify pricing by other reasonable means.

The bidding process shall be fully documented for all transactions and complete records shall be available for audit and reporting purposes.

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In all cases, placement shall be made consistent with the safety, liquidity and yield objectives of this Investment Policy.

H. Authorized and Suitable Investments
Special care must be taken to ensure that the list of instruments includes only those allowed by law and those that local investment managers are trained and competent to handle. The City is empowered by the State of California Government Code and the City Charter to invest in the following types of securities. Additionally, bond proceeds are invested in accordance with the requirements outlined in the specific bond indenture of trust. All percentage limitations and credit criteria apply at time of purchase.  U.S. Treasury Bills, Notes and Bonds and Securities Guaranteed or Backed by the Full Faith and Credit of the U.S. Government
Maximum Holdings = 100% of portfolio dollars
Maximum per Issuer = 100% of portfolio dollars
Maximum Maturity = 7 year final maturity
 U.S. Government Agency Securities (exclusive of Agency MBS or CMO Securities, see below category) such as the Federal Home Loan Bank (FHLB), the Federal National Mortgage Association (FNMA), the Federal Home Loan Mortgage Corporation (FHLMC), the Federal Farm Credit Bank (FFCB), local agencies, and other U. S. government-sponsored enterprises. These investments must be rated in the top three rating categories by two of the three largest nationally recognized statistical rating organizations (NRSROs).

Maximum Holdings = 80% of portfolio dollars
Maximum per Issuer = 40% of portfolio dollars
Maximum Callable = 30% of portfolio dollars
Maximum Maturity = 7 year final maturity
 Mortgage-Backed Securities (MBS) and Collateralized Mortgage Obligations (CMO) issued or guaranteed by the United States of America or any agency or instrumentality (including government sponsored enterprises) of the United States of America. Defined as a mortgage passthrough security, collateralized mortgage obligation, or mortgage-backed bond). Securities eligible for investment under this subdivision shall be rated AA or its equivalent or better by an NRSRO and rated no lower than AA by any NRSRO.

Maximum Holdings = 15% of portfolio dollars
Maximum per Issuer = 1015% of portfolio dollars
Maximum Weighted Average Life with Current Public Securities Association (PSA) Prepayment Assumptions = 12 years at time of purchase for MBS and 6 years at time of purchase for CMO Maximum Final Maturity for MBS’s and CMO’s = 30 years with balloon payments considered final At the time of purchase, a CMO must pass the “high-risk” test, using current prepayment assumptions, mandated by the Federal Financial Institution Examination Council (the “FFIEC”) for U.S. Depository Institution investment holdings. Prohibited CMO securities are Interest Only (IO), Principal Only (PO), Residuals and Inverse Floaters. CMO issues must be a Sequential Pay (SEQ), a Planned Amortization Class (PAC), a Very Accurately Defined Maturity (VADM) class or a pass-through CMO.

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 Negotiable Certificates of Deposit issued by a nationally or state-chartered bank, a savings association or a federal association, a state or federal credit union , or by a federally licensed or by a state-licensed branch of a foreign bank. CDs eligible for investment under this subdivision shall be rated A or its equivalent or better by at least one NRSRO and no lower than A by any NRSRO or if the CD has a maturity less than 1 year then shall be rated A-1 or better by at least one NRSRO and rated no lower than A-1 by any NRSRO.

Maximum Holdings = 30% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 5 year final maturity
 Bankers Acceptances otherwise known as bills of exchange or time drafts that are drawn on and accepted by a commercial bank.

Maximum Holdings = 25% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 180 days
 Commercial Paper of "prime” quality of the highest ranking or of the highest letter and numerical rating as provided for by an NRSRO. The entity that issues the commercial paper shall meet all of the conditions in either paragraph (1) or (2) below:

1. The entity meets the following criteria:
a. Is organized and operating in the United States as a general corporation. b. Has total assets in excess of five hundred million dollars ($500,000,000). c. Has debt other than commercial paper, if any, that is rated in a rating category of A or its equivalent or higher by an NRSRO.

2. The entity meets the following criteria:
a. Is organized within the United States as a special purpose corporation trust, or limited liability company.
b. Has program-wide credit enhancements including, but not limited to, overcollateralization, letters of credit, or a surety bond.
c. Has commercial paper that is rated A-1 or higher, or the equivalent, by an NRSRO.

Maximum Holdings = 25% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars and no more than 10% of the outstanding commercial paper of any single issuer
Maximum Maturity = 270 397 days
 Local Agency Investment Fund of the State of California. Purchases may be made up to the maximum amount allowed by the State of California. Securities owned in the Local Agency Investment Fund of the State of California will not count towards maximum percentages of other categories.  Repurchase Agreements subject to requirements of the California Government Code Section 53601(j). A Master Repurchase Agreement must be signed with the counterparty. The market value of securities that underlay a repurchase agreement shall be maintained at 102 percent or greater of the funds borrowed against those securities and the value shall be adjusted on a daily basis.

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Maximum Holdings = 50% of portfolio dollars
Maximum per Issuer = 20% of portfolio dollars
Maximum Maturity = 60 days
 Reverse Repurchase Agreements. Reverse repurchase agreements with the prior approval of the City Council and subject to requirements of the California Government Code Sections 53601(j).

Maximum Holdings = 20% of portfolio dollars
Maximum per Issuer = 10% of portfolio dollars
Maximum Maturity = 92 days
 Municipal Obligations, including: (1) bonds, notes, warrants and other evidences of indebtedness of any local agency within California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the local agency, or by a department, board, agency, or authority of the local agency, (2) registered state warrants or treasury notes or bonds of the state of California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the state or by a department, board, agency, or authority of the state, and (3) registered treasury notes or bonds of any of the other 49 states in addition to California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of any of th e other 49 states, in addition to California. These investments shall be rated A or its equivalent or better by at least one NRSRO and rated no lower than A by any NRSRO.

Maximum Holdings = 20% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 7 year final maturity
 Medium Term Corporate Notes
(1) defined as all corporate and depository institution debt securities issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Notes eligible for investment under this subdivision shall be rated A or its equivalent or better by at least one NRSRO and rated no lower than A- by any NRSRO.

Maximum Holdings(1) = 25% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 5 year final maturity
(1) Medium Term Corporate Notes and Asset-Back Securities combined Maximum Holdings cannot exceed 35% of portfolio dollars
 Supranational Obligations defined as United States dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development, International Finance Corporation, or Inter-American Development Bank, and eligible for purchase and sale within the United States. Investments under this subdivision shall be rated AA or its equivalent or better by an NRSRO and rated no lower than AA by any NRSRO.

Maximum Holdings = 20% of portfolio dollars
Maximum per Issuer = 10% of portfolio dollars
Maximum Maturity = 5 year final maturity
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 Asset-Backed Securities (1) defined as an equipment lease-backed certificate, consumer receivable passthrough certificate, or consumer receivable-backed bond. Securities eligible for investment under this subdivision shall be rated AA or its equivalent or better by an NRSRO and rated no lower than AA by any NRSRO.

Maximum Holdings
(1) = 1015% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = Maximum remaining maturity of 5 years or less (1) Medium Term Corporate Notes and Asset-Back Securities combined Maximum Holdings cannot exceed 35% of portfolio dollars
 Non-negotiable Certificates of Deposit of a public bank, as defined in State of California Government Code Section 57600 and pursuant to collateralization requirements of this Investment Policy.

Maximum Holdings = 10% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 5 year final maturity
 Mutual Funds and Money Market Funds consisting of investment vehicles permitted under Sections 53601 and 53635 of the California Government Code. To be eligible for City investments, mutual funds shall have the following:

1. The highest rating provided by not less than two of the three largest NRSROs.

2. An investment advisor registered with the Securities and Exchange Commission for not less than five years having investment experience in the underlying securities and with assets under management in excess of $500 million.

3. The purchase price of the shares shall not include any commission fees.

Money Market Funds must meet either 1 or 2 above and 3. A thorough analysis of the pool/fund is required prior to investing, and on a continual basis. Analysis shall include creditworthiness, size, safety, ease of investment liquidation, frequency of earnings distributions, frequency of account statements, and investment portfolio strategy. Securities owned in mutual funds and investment pools will not count towards maximum percentages of other categories.

Maximum Holdings = 20% of portfolio dollars
Maximum per Fund = 10% of portfolio dollars
 Joint Powers Authority Investment Pools organized pursuant to Section 6509.7 that invests in the securities and obligations under Sections 53601 of the California Government Code. To be eligible for City investments, the joint powers authority issuing the shares shall have retained an investment adviser that meets all of the following criteria:

1. The adviser is registered or exempt from registration with the Securities and Exchange Commission.

2. The adviser has not less than five years of experience investing in the securities and obligations authorized in under Section 53601.

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3. The adviser has assets under management in excess of $500 million.

Maximum Holdings = 100% of portfolio dollars
Maximum per Issuer = 100% of portfolio dollars
I. Investment Pools
The City will complete due diligence for any pooled investments the City invests in. The Director of Finance or his/her designee will collect and evaluate the following information for each fund prior to investment:
• Permitted investments and objectives
• Description of interest calculation
• Method/frequency of interest distribution
• Treatment of gains/losses
• Method/frequency of audits
• Description of eligible investors
• Limits/minimum account sizes, types of assets, transaction sizes, and number of transactions • Limits on withdrawals
• Frequency of statements and reporting of underlying investments • Reserves or retained earnings
• Fee schedules
J. Review of Investment Portfolio and Security Downgrades The portfolio shall be reviewed quarterly to determine that al l securities held by the City are in compliance with this Policy.

If securities owned by the City are downgraded to a level below the quality required for purchase under this Investment Policy, the Director of Finance, or his/her designee, shall review the credit situation and make a determination as to whether to sell or retain such securities in the portfolio. Such determination shall be documented and approved by the Director of Finance.

K. Sustainable Investing
The City desires to invest in entities that support community well-being through environmentally and socially sound practices and fair labor practices and equality of rights regardless of sex, race, age, disability, or sexual orientation. To meet these environmental and social investm ent goals the City or External Investment Manager shall apply the following criteria to investment selection:

The City’s portfolio shall not include investment in companies in the industries or subindustries listed below.

Where industry/subindustry classifications are not applicable, the City shall avoid investing in companies whose primary business involves one or more of the business ac tivities detailed below. The City's External Investment Manager shall provide the City information on their screening process. • Fossil Fuel Extraction, Refining, and Distribution
• Tobacco Manufacturing and Production
• Firearms Manufacturing
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L. Collateralization
Collateralization with marketable securities will be required on non-negotiable certificates of deposit and repurchase (and reverse repurchase) agreements in accordance with California Government Code Section 53601 and 53630 et seq. In order to anticipate market changes and provide a level of security for all funds, the collateralization level shall be at least 102% of market value of principal and accrued interest for repurchase (and reverse repurchase) agreements and at least 110% of market value for non-negotiable certificates of deposit.

The City reserves the right to require additional collateral if the City believes such additional amount is warranted.

The City may waive the collateralization requirements for any portion of the deposit that is covered by Federal Deposit Insurance.

Collateral shall always be held by an independent third party with whom the City or the counterparty has a current custodial agreement. Clearly marked evidence of ownership (safekeeping receipt) must be supplied to the City and retained. The counterparty shall have the right to substitute substantially the same securities as originally deposited as collateral.

M. Safekeeping and Custody
All security transactions, including collateral for repurchase agreements, entered into by the City shall be conducted on a delivery-versus-payment (DVP) basis. Securities shall be held by a third party custodian designated by the Director of Finance, or his/her designee, and evidenced by safekeeping receipts.

N. Diversification
The City will diversify its investments by security type and institution. Maximum percentage holdings for each security type and institution shall conform to this Investment Policy and the maximum allowed under the California Government Code Section 53601.

The minimum percentage of securities portfolio holdings for U.S. Treasury Bills, Notes and Bonds and Securities Guaranteed or Backed by the Full Faith and Credit of the U.S. Government; U.S. Government Agency Securities (not including MBS and CMO), and Municipal Obligations shall be 30%, combined.

All percentage restrictions on authorized investments are based on the cost value of the portfolio as of the trade date of the investment. In the event that portfolio percentage restrictions are violated due to a reduction in cost value of the portfolio, the City may, but will not be required to, liquidate securities to meet the maximum holdings requirements.

O. Maximum Term of Investment
To the extent possible, the City will attempt to match its investments with anticipated cash flow requirements.

Effective 2022, the City is authorized, per California Government Code Section 53601, to purchase securities maturing more than five years from the date of purchase for the following investment types: (a) U.S. Treasury Bills, Notes and Bonds and Securities Guaranteed or Backed by the Full Faith and Credit of the U.S.

Government, (b) U.S. Government Agency Securities (including MBS and CMO), and (c) Municipal Obligations.

For purposes of compliance with this Policy, an investment’s term or remaining maturity shall be measured from the settlement date to final maturity. A security purchased shall not have a forward settlement date exceeding 45 days from the time of investment.

No greater than 30% of the portfolio’s cost value may include securities with a final maturity greater than five (5) years at any time.

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P. Internal Controls
The City’s Finance Department shall establish internal controls that are designed to prevent losses due to fraud, negligence, third-party misrepresentation, and other foreseeable circumstances that may arise in the operations of the investment function. The internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assura nce recognizes that (1) the cost of a control should not exceed the benefits likely to be derived and (2) the valuation of costs and benefits requires estimates and judgments by management.

The internal controls shall address the following points:
 Collusion - Collusion is a situation where two or more employees are working together to defraud their employer.
 Separation of duties - By separating the persons who perform and authorize the transactions from the people who record or otherwise account for the transactions, a separation of duties is achieved.  Safekeeping - Securities purchased from any broker or dealer shall be placed with the City’s depository bank in its trust department for safekeeping. Securities shall be held in a manner that establishes the City’s right of ownership. Evidence of ownership shall be demonstrated by a monthly safekeeping statement which shall be reconciled on a timely basis to internal holding reports.  Clear Delegation of Authority - Subordinate staff members must have a clear understanding of their authority and responsibility to avoid improper actions.  Written Confirmation - Due to the potential for error arising from telephone transactions, all telephone transactions shall be supported by written communications and approved by appropriate Investment Personnel.
 Delivery - Where applicable, investment transactions of the City shall be conducted using standard delivery-vs-payment procedures.
 Daily Procedures - Detailed written procedures shall be created and regularly maintained so that critical investment functions may be performed in the absence of the person normally responsible for performing such work. The procedures should include reference to custody and safekeeping, wire transfer agreements, banking service contracts and collater al/depository agreements. Such procedures shall include explicit delegation of authority to persons responsible for investment transactions. No person may engage in a depository or investment transaction except as provided under the terms of this Investment Policy and the procedures established by the Director of Finance.  Annual Audit - On an annual basis, the City’s financial statements and business practices are audited by an external auditor. Included in the annual audit shall be testing of the City’s compliance with the Investment Policy.

Q. Performance Standard
As preservation of capital is the City’s top priority, the City’s investment strategy shall assume that an investment is being held to maturity or other redemption date as set forth in the security’s official offering documentation (i.e., callable securities). Trading in response to economic conditions and market valuations will be permitted in CITY OF SANTA CLARA | 202 5 6 INVESTMENT POLICY 11
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response to changing market conditions; to improve the quality, yield, or target duration in the portfolio; address a liquidity need of the portfolio; or to remove a security with a declining credit or financial outlook.

The City also recognizes the importance of obtaining an adequate rate of return throughout budgetary and economic cycles, commensurate with the investment risk constraints and cash flow requirements. The performance of the long-term securities portfolio managed by External Investment Manager shall be compared to a benchmark established by the Director of Finance. The benchmark shall reflect the objectives, strategy, and goals of the City’s investment program.
 The benchmark is the ICE BaML 1-5 Year US Treasury Index.

In accordance with generally accepted accounting principles, the City or the External Investment Manager, if any, shall mark-to-market investments on a monthly basis using an independent pricing source. Market values will be looked upon as indications of market movements and volatility in making investment decisions rather than an indication of performance.

R. Reporting
The Director of Finance shall provide monthly investment reports to the City Council. The reports shall contain, but not be limited to, the following:
• A listing of individual securities held at the end of the reporting period by authorized investment category.
• A listing of transactions pursuant to California Government Code 53607. • The performance of the portfolio compared to the established benchmark. • Final maturity of all investments listed.
• Weighted average maturity of the unrestricted investment portfolio. • Coupon, discount or earnings rate.
• Par value, cost value and market value.
• Percentage of the portfolio represented by each investment category.

S. Investment Policy Adoption
The Investment Policy shall be reviewed annually by the City Council and any modifications made thereto must be approved by the City Council.

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Santa Clara

APPENDIX A

GLOSSARY OF CASH MANAGEMENT TERMS
AGENCIES: A debt security issued by a federal or federally sponsored agency. Federal agencies are backed by the full faith and credit of the U.S. Government. Federally sponsored agencies (FSAs) are backed by each particular agency with a market perception that there is an implicit government guarantee. An example of a federal agency is the Government National Mortgage Association (GNMA). An example of an FSA is the Federal National Mortgage Association (FNMA).

ASK: The price at which securities are offered.

BANKERS’ ACCEPTANCE (BA): A draft or bill of exchange accepted by a bank or trust company. The accepting institution guarantees payment of the bill, as well as the issuer.

BASIS POINT: A unit of measurement used in the valuation of fixed-income securities equal to 1/100 of 1 percent of yield (e.g., 1/4 of 1 percent is equal to 25 basis points).

BID: The price offered by a buyer of securities. (When you are selling securities you ask for a bid.) See Offer.

COST VALUE: The value at which a security is carried on the financial records of an investor. The cost value may differ significantly from the security's current value in the market.

BROKER: A broker brings buyers and sellers together for a commission.

CALLABLE BOND: A bond issue in which all or part of its outstanding principal amount may be redeemed prior to maturity by the issuer under specified conditions.

CALL PRICE: The price at which an issuer may redeem a bond prior to maturity.

CERTIFICATE OF DEPOSIT (CD): A time deposit with a specific maturity evidenced by a certificate. Large- denomination CD’s are typically negotiable.

COLLATERAL: Securities, evidence of deposit or other property which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies.

COMMERCIAL PAPER: Short-term obligations with maturity ranging from 2 to 270 days issued by banks, corporations, and other borrowers to investors with temporarily idle cash. Such instruments are unsecured and usually discounted, although some are interest-bearing.

COUPON: Interest rate on a debt security the issuer promises to pay to the holder until maturity, expressed as an annual percentage of face value.

DEBENTURE: A bond secured only by the general credit of the issuer.

CITY OF SANTA CLARA | 2025 INVESTMENT POLICY A-1
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Santa Clara
DELIVERY VERSUS PAYMENT (DVP): There are two methods of delivery of securities: delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt for the securities.

DERIVATIVES: (1) Financial instruments whose return profile is linked to, or derived from, the movement of one or more underlying index or security, and may include a leveraging factor, (2) financial contracts based upon notional amounts whose value is derived from an underlying index or security (interest rates, foreign exchange rates, equities or commodities).

DISCOUNT: The difference between the cost price of a security and its maturity when quoted at lower than face value. A security selling below original offering price shortly after sale also is considered to be at a discount.

DISCOUNT RATE: Interest rate that the Federal Reserve charges member banks for loans, using government securities or eligible paper as collateral.

DISCOUNT SECURITIES: Non-interest bearing money market instruments that are issued at a discount and redeemed at maturity for full face value, e.g., U.S. Treasury Bills.

DISCOUNT YIELD: Yield on a security sold at a discount.

DIVERSIFICATION: Dividing investment funds among a variety of securities offering independent returns.

FEDERAL DEPOSIT INSURANCE CORPORATON (FDIC): A federal agency that insures bank deposits.

FEDERAL FUNDS (FED FUNDS): Funds placed in Federal Reserve banks by depository institutions in excess of current reserve requirements. These depository institutions may lend Fed Funds to each other overnight or on a longer term basis. Depository institutions may also transfer funds among each other on a same-day basis through the Federal Reserve banking system. Fed Funds are considered to be immediately available funds.

FEDERAL FUNDS RATE: The rate of interest at which Federal Funds are traded. This rate is currently pegged by the Federal Reserve through open-market operations.

FEDERAL HOME LOAN BANKS (FHLB): Government sponsored wholesale banks which lend funds and provide correspondent banking services to member commercial banks, thrift institutions, credit unions and insurance companies. The mission of the FHLBs is to liquefy the housing related assets of its members who must purchase stock in their district Bank.

FEDERAL FARM CREDIT BANK (FFCB): The Federal Farm Credit Banks Funding Corporation is an integral part of the Farm Credit System , a leading provider of loans, leases and services to U.S. agriculture and rural America. FFCB is a government-sponsored enterprise that consolidates the financing activities of the Federal Land Banks, the Federal Intermediate Credit Banks, and the Banks for Cooperatives.

FEDERAL HOME LOAN MORTGAGE CORPORATION (FHLMC): A publicly chartered agency that buys qualifying residential mortgages from lenders, packages them into new securities backed by those pooled mortgages, provides certain guarantees, and then resells the securities on the open market. FHLMC’s stock is owned by savings institutions across the U.S. and is held in trust by the FHLB System.

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City of
Santa Clara
FEDERAL NATIONAL MORTGAGE ASSOCIATION (FNMA or Fannie Mae): FNMA, like GNMA was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a federal corporation working under the auspices of the Department of Housing and Urban Development (HUD). It is the largest single provider of residential mortgage funds in the United States. Fannie Mae, as t he corporation is called, is a private stockholder-owned corporation. The corporation’s purchases include a variety of adjustable mortgages and second loans, in addition to fixed-rate mortgages. FNMA’s securities are also highly liquid and are widely accepted. FNMA assumes and guarantees that all security holders will receive timely payment of principal and interest.

FEDERAL OPEN MARKET COMMITTEE (FOMC): Consists of seven members of the Federal Reserve Board and five of the twelve Federal Reserve Bank Presidents. The President of the New York Federal Reserve Bank is a permanent member, while the other Presidents serve on a rotating basis. The Committee periodically meets to set Federal Reserve guidelines regarding purchases and sales of Government Securities in the open market as a means of influencing the volume of bank credit and money.

FEDERAL RESERVE SYSTEM: The central bank of the United States created by Congress and consisting of a seven member Board of Governors in Washington, D.C., 12 regional banks and about 5,700 commercial banks that are members of the system.

GOVERNMENT NATIONAL MORTGAGE ASSOCIATION (GNMA or Ginnie Mae): Securities influencing the volume of bank credit guaranteed by GNMA and issued by mortgage bankers, commercial banks, savings and loan associations, and other institutions. Security holders are protected by the full faith and credit of the U.S. Government.

Ginnie Mae securities are backed by the FHA, VA or FmHA mortgages. The term “pass-throughs” is often used to describe Ginnie Maes.

GUARANTEED INVESTMENT CONTRACT (GIC): A contract between an insurance company and a corporate profit-sharing or pension plan that guarantees a specific rate of return on the invested capital over the life of the contract.

IDLE FUNDS: Money in the treasury not required for the immediate needs of the local agency.

INVESTMENT-GRADE OBLIGATIONS: An investment instrument suitable for purchase by institutional investors under the prudent investor rule. Investment-grade is restricted to those obligations rated BBB or higher by a rating agency.

LIQUIDITY: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes.

MARKET VALUE: The price at which a security is trading and could presumably be purchased or sold.

MASTER REPURCHASE AGREEMENT: A written contract covering all future transactions between the parties to repurchase---reverse repurchase agreements that establishes each party’s rights in the transactions. A master agreement often specifies, among other things, the right of the buyer-lender to liquidate the underlying securities in the event of default by the seller-borrower.

MATURITY: The date upon which the principal or stated value of an investment becomes due and payable.

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City of
Santa Clara
MONEY MARKET: The market in which short-term debt instruments (bills, commercial paper, banker’s acceptances, etc.) are issued and traded.

NATIONALLY RECOGNIZED STATISTICAL RATING ORGANIZATION (NRSRO): A credit rating agency that issues credit ratings that the U.S. Securities and Exchange Commission permits other financial firms to use for certain regulatory purposes.

OFFER: The price asked by a seller of securities. (When you are buying securities, you ask for an offer.) See Ask and Bid.

OPEN MARKET OPERATIONS: Purchases and sales of government and certain other securities in the open market by the New York Federal Reserve Bank as directed by the FOMC in order to influence the volume of money and credit in the economy. Purchases inject reserves into the bank system and stimulate growth of money and credit; sales have the opposite effect. Open market operations are the Federal Reserve’s most important and most flexible monetary policy tool.

PREMIUM: The amount by which the price paid for a security exceeds the security's par value.

PORTFOLIO: A combined holding of a variety of investments. The purpose of a portfolio is to reduce risk by diversification.

PRIMARY DEALER: A group of government securities dealers who submit daily reports of market activity and positions and monthly financial statements to the Federal Reserve Bank of New York and are subject to its informal oversight. Primary dealers include the Securities and Exchange Commission (SEC)-registered securities broker- dealers, banks, and a few unregulated firms.

PRIMARY MARKET: A market for new issues of securities. A market is primary if the proceeds of sales go to the issuer of the securities sold.

PRIME RATE: A preferred interest rate charged by commercial banks to their most creditworthy customers.

Many interest rates are keyed to this rate.

PRINCIPAL: The face value or par value of a debt instrument.

PRUDENT INVESTOR RULE: A guideline that states that a fiduciary must consider the needs of the beneficiaries, the provision of regular income, minimize risk and preserve assets. The Prudent Investor Rule applies to the investment decision-making process and no single investment decision should be judged in isolation, but rather as part of the entire portfolio. The Prudent Investor Rule mandates fiduciaries apply the principle of diversification when constructing portfolios.

RATE OF RETURN: The yield obtainable on a security based on its purchase price or its current market price.

REPURCHASE AGREEMENT (RP or REPO): A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed price on a fixed date. The security “buyer” in effect lends the “seller” money for the period of the agreement, and the terms of the agreement are structured to co mpensate him/her for this.

Dealers use RP extensively to finance their positions. Exception: When the Fed is said to be doing RP, it is lending money that is, increasing bank services.

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City of
Santa Clara
SAFEKEEPING: A service to customers rendered by banks for a fee whereby securities and valuables of all types and descriptions are held in the bank’s vault for protection.

SECONDARY MARKET: A market made for the purchase and sale of outstanding issues following the initial distribution.

SECURITIES AND EXCHANGE COMMISSION: Agency created by Congress to pr otect investors in securities transactions by administering securities legislation.

STRUCTURED NOTES: Notes issued by Government Sponsored Enterprises (FHLB, FNMA, etc.) and Corporations that have imbedded options (e.g., call features, step-up coupons, floating rate coupons, derivative- based returns) into their debt structure. Their market performance is impacted by the fluctuation of interest rates, the volatility of the imbedded options and shifts in the shape of the yield curve.

TREASURY BILLS: A non-interest bearing discount security issued by the U.S. Treasury to finance the national debt. Most bills are issued to mature in three months, six months or one year.

TREASURY BONDS: Long-term coupon-bearing U.S. Treasury securities issued as direct obligations of the U.S.

Government and having initial maturity more than ten years.

TREASURY NOTES: Medium-term coupon-bearing U.S. Treasury securities issued as direct obligations of the U.S. Government and having initial maturity from two to ten years.

WEIGHTED AVERAGE MATURITY (WAM): The average maturity of all the securities that comprise a portfolio.

YIELD: The rate of annual income return on an investment, expressed as a percentage. (a) INCOME YIELD is obtained by dividing the current dollar income by the current market price for the security. (b) NET YIELD or YIELD TO MATURITY is the current income yield minus any premium above par or plus any discount from par in the purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond.

YIELD-TO-CALL (YTC): The rate of return an investor earns from a security assuming the security is redeemed (called) prior to its stated final maturity date.

YIELD-TO-MATURITY (YTM): The rate of return an investor earns on a security held to maturity when both interest payments and the investor's potential capital gain or loss are included in the calculation of return.

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City of
Santa Clara

City of Santa Clara
2026
Investment Policy
City of
Santa Clara

CITY OF SANTA CLARA | 2026 INVESTMENT POLICY
1 CITY OF SANTA CLARA

INVESTMENT POLICY

A. Introduction

The investment policy of the City of Santa Clara (the “Investment Policy”) is intended to provide for the prudent and efficient investment of the City of Santa Clara's temporarily idle cash while safely maximizing returns within carefully defined investment parameters. The City of Santa Clara (the “City”) shall invest public funds, including bond proceeds, reserves and other special City funds, in a manner consistent with this Investment Policy while meeting the daily cash flow demands of the City and conforming to all state and local statutes governing the investment of public funds.

It is the City's full intent, at the time of purchase, to hold all investments until maturity . Through the maintenance of sufficient diversification of investments of varying maturities, the forced liquidation of investments at a loss shall be avoided, if at all possible. However, securities may be sold prior to maturity to adjust the portfolio duration or improve the risk structure, liquidity, or yield of the portfolio.

For a list of terms and definitions commonly used in cash management, see “Appendix A - Glossary of Cash Management Terms”.

B. Authority, Scope and Prudence

• Authority - California Government Code Section 53607 gives the legislative body of a California local agency the authority to delegate the responsibility to invest or reinvest the funds of the local agency to a designated official. The City of Santa Clara Charter, Article IX, Section 904 gives the Director of Finance (the “Director”) the authority and responsibility to deposit and invest all City funds. It authorizes the Director to invest the City’s idle cash in allowable investment vehicles with a maximum remaining maturity of five years at the time of purchase. The City Council may grant express authority either specifically or as part of an approved investment program to invest in securities with remaining maturities that exceed the five-year restriction. Authority must be given to the Director at least three months prior to the investment. California Government Code Section 53601 also allows the City to invest in the same investment securities as authorized by the City Council.

• Scope - The Investment Policy applies to all deposits, investments and other assets of the City, its subsidiaries, the Successor Agency for the Redevelopment Agency of the City of Santa Clara, the Sports and Open Space Authority, the Stadium Authority, and the Housing Authority, except otherwise specified.

These funds are reported in the City’s Annual Comprehensive Financial Report and include the General Fund, Special Revenue Funds, Debt Service Funds, Capital Project Funds, Trust and Agency Funds, and Enterprise Funds. Deposit of funds is in accordance with the provision of the State Constitution and the laws of the State of California (Government Code Sections 53601 and 53635) governing the handling, depositing and securing of public funds. Investment of City issued debt proceeds and debt reserve funds are separately governed by individual bond indentures adopted by the City Council.

Investment of the Forrest and Evalyne Bentzien Trust Fund is governed by the Agreement By and Between the City of Santa Clara, California and the Mission City Community Fund Regarding the Investment, Disbursement and Distribution of Funds in the Forrest and Evalyne Bentzien Non- Expendable Trust Fund approved by City Council and dated July 25, 2000 (the “Bentzien Trust Fund City of
Santa Clara

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2 Agreement”), and is not subject to the provisions of this Investment Policy. The Bentzien Trust Fund Agreement defines the rights and responsibilities of the City in its capacity as Trustee and the Mission City Community Fund as the beneficiary of the Trust, to assure compliance with the California Probate Code and the Evalyne Bentzien Will.

• Prudence - Employees delegated responsibility for the investment of public monies by the Director (“Investment Personnel”), as trustees of public monies, shall adhere to the “prudent investor” standard when managing the City’s funds in light of the purposes, terms, and other circumstances of the City. This standard requires the exercise of reasonable care, skill, and caution, and is to be applied to investments in the context of the total portfolio and as part of an overall investment strategy, which should incorporate risk and return objectives reasonably suitable to the City. Duties must be performed with the care, prudence and diligence that a person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City.

Investment Personnel shall refrain from engaging in any activity that impairs, or has the potential to impair, their ability to make impartial investment decisions for the City.

Investment Personnel acting in accordance with written procedures and the Investment Policy and exercising due diligence shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to control adverse developments.

C. Investment Objectives and Criteria

The primary objectives, in priority order, of the City’s investment activities shall be:

• Safety - Safety of principal is the foremost objective of the investment program. Investment of City funds shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. The City shall diversify its investments by investing funds among a variety of financial institutions and securities offering independent returns, all in accordance with this Investment Policy. • Liquidity - The investment portfolio will remain sufficiently liquid to enable the City to meet all cash needs, which may be reasonably anticipated, for the operation of the City. • Yield - The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, commensurate with the investment risk constraints and the cash flow characteristics of the portfolio.

D. Delegation of Authority

Authority to manage the City’s banking depository and investment program is derived from the City Charter.

Management responsibility for the banking depository and investment program is hereby delegated to the Director of Finance who shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities and procedures of Investment Personnel.

The City may engage the services of an external investment manager to assist in the management of the City's investment portfolio in a manner consistent with the City's objectives (“External Investment Manager”). The External Investment Manager may be granted discretion to purchase and sell investment securities in accordance with the State Constitution, the laws of the State of California and this Investment Policy. Any External City of
Santa Clara

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3 Investment Manager must be registered under the Investment Advisers Act of 1940 and shall act as a fiduciary to the City.

E. Ethics and Conflicts of Interest

Officers and Investment Personnel involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program-or impair their ability to make impartial investment decisions. Officers and Investment Personnel shall disclose in their annual conflict of interest statement all material financial interests in financial institutions that conduct business within the City, and they shall further disclose any large personal financial/investment positions that could be related to the performance of the City.

F. Authorized Financial Institutions

The Director of Finance, or his/her designee, shall maintain a list of financial institutions and broker/dealers authorized to provide investment services to the City (“Authorized Financial Institutions”). Authorized Financial Institutions must be authorized to provide investment services in the State of California and may include “primary” dealers or regional dealers that qualify under Securities & Exchange Commission Rule 15C3-1 (uniform net capital rule). No public deposit shall be made except in a qualified public depository as established by State laws.

All financial institutions and broker/dealers who desire to become an Authorized Financial Institution must provide audited financial statements, proof of required licenses or registration, and written confirmation that they have read and shall abide by the City’s Investment Policy.

Authorized Financial Institutions shall be expected to actively participate in the bid/offer process for securities in which they are market makers. In addition, it will be expected that the Authorized Financial Institutions will be able to fill the entire order being solicited and that there shall be no delay in completing the transaction on the contractual settlement date.

The Director of Finance, or his/her designee, periodically reviews the financial conditions and registrations of financial institutions and broker/dealers that deal with the City. The City is under no obligation to transact business with any financial institution and may at any time remove a financial institution from the list of Authorized Financial Institutions at the City’s discretion.

If the City has contracted with an External Investment Manager, the External Investment Manager may use their own list of approved issuers, brokers/dealers and financial institutions (“Investment Manager Authorized Institutions”) to conduct transactions on the City’s behalf. All due diligence regarding Investment Manager Authorized Institutions shall be the responsibility of the External Investment Manager, if applicable.

G. Competitive Bidding Process

When practicable, Investment Personnel of the City and any External Investment Manager shall enter into transactions for the purchase or sale of securities on a competitive bid basis, seeking offers or bids from at least three authorized broker/dealers or Investment Manager Authorized Institutions, respectively. From time to time the City may enter into transactions involving securities for which there is not an active secondary market or where other Authorized Financial Institutions do not have the security available for sale and therefore, competitive bidding is not available. If competitive bidding on a security is not practicable or possible, Investment Personnel or any External Investment Manager will seek to verify pricing by other reasonable means.

The bidding process shall be fully documented for all transactions and complete records shall be available for audit and reporting purposes.

City of
Santa Clara

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4 In all cases, placement shall be made consistent with the safety, liquidity and yield objectives of this Investment Policy.

H. Authorized and Suitable Investments

Special care must be taken to ensure that the list of instruments includes only those allowed by law and those that local investment managers are trained and competent to handle. The City is empowered by the State of California Government Code and the City Charter to invest in the following types of securities. Additionally, bond proceeds are invested in accordance with the requirements outlined in the specific bond indenture of trust. All percentage limitations and credit criteria apply at time of purchase.

 U.S. Treasury Bills, Notes and Bonds and Securities Guaranteed or Backed by the Full Faith and Credit of the U.S. Government

Maximum Holdings = 100% of portfolio dollars
Maximum per Issuer = 100% of portfolio dollars
Maximum Maturity = 7 year final maturity

 U.S. Government Agency Securities (exclusive of Agency MBS or CMO Securities, see below category) such as the Federal Home Loan Bank (FHLB), the Federal National Mortgage Association (FNMA), the Federal Home Loan Mortgage Corporation (FHLMC), the Federal Farm Credit Bank (FFCB), local agencies, and other U. S. government-sponsored enterprises. These investments must be rated in the top three rating categories by two of the three largest nationally recognized statistical rating organizations (NRSROs).

Maximum Holdings = 80% of portfolio dollars
Maximum per Issuer = 40% of portfolio dollars
Maximum Callable = 30% of portfolio dollars
Maximum Maturity = 7 year final maturity

 Mortgage-Backed Securities (MBS) and Collateralized Mortgage Obligations (CMO) issued or guaranteed by the United States of America or any agency or instrumentality (including government sponsored enterprises) of the United States of America. Defined as a mortgage passthrough security , collateralized mortgage obligation, or mortgage-backed bond) . Securities eligible for investment under this subdivision shall be rated AA or its equivalent or better by an NRSRO and rated no lower than AA by any NRSRO.

Maximum Holdings = 15% of portfolio dollars
Maximum per Issuer = 15% of portfolio dollars
Maximum Weighted Average Life with Current Public Securities Association (PSA) Prepayment Assumptions = 12 years at time of purchase for MBS and 6 years at time of purchase for CMO Maximum Final Maturity for MBS’s and CMO’s = 30 years with balloon payments considered final

At the time of purchase, a CMO must pass the “high-risk” test, using current prepayment assumptions, mandated by the Federal Financial Institution Examination Council (the “FFIEC”) for U.S. Depository Institution investment holdings. Prohibited CMO securities are Interest Only (IO), Principal Only (PO), Residuals and Inverse Floaters. CMO issues must be a Sequential Pay (SEQ), a Planned Amortization Class (PAC), a Very Accurately Defined Maturity (VADM) class or a pass-through CMO.

City of
Santa Clara

CITY OF SANTA CLARA | 2026 INVESTMENT POLICY
5  Negotiable Certificates of Deposit issued by a nationally or state-chartered bank, a savings association or a federal association, a state or federal credit union, or by a federally licensed or by a state -licensed branch of a foreign bank. CDs eligible for investment under this subdivision shall be rated A or its equivalent or better by at least one NRSRO and no lower than A by any NRSRO or if the CD has a maturity less than 1 year then shall be rated A-1 or better by at least one NRSRO and rated no lower than A-1 by any NRSRO.

Maximum Holdings = 30% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 5 year final maturity

 Bankers Acceptances otherwise known as bills of exchange or time drafts that are drawn on and accepted by a commercial bank.

Maximum Holdings = 25% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 180 days

 Commercial Paper of "prime” quality of the highest ranking or of the highest letter and numerical rating as provided for by an NRSRO. The entity that issues the commercial paper shall meet all of the conditions in either paragraph (1) or (2) below:

1. The entity meets the following criteria:
a. Is organized and operating in the United States as a general corporation. b. Has total assets in excess of five hundred million dollars ($500,000,000). c. Has debt other than commercial paper, if any, that is rated in a rating category of A or its equivalent or higher by an NRSRO.

2. The entity meets the following criteria:
a. Is organized within the United States as a special purpose corporation trust, or limited liability company.
b. Has program-wide credit enhancements including, but not limited to, overcollateralization, letters of credit, or a surety bond.
c. Has commercial paper that is rated A-1 or higher, or the equivalent, by an NRSRO.

Maximum Holdings = 25% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars and no more than 10% of the outstanding commercial paper of any single issuer
Maximum Maturity = 397 days

 Local Agency Investment Fund of the State of California. Purchases may be made up to the maximum amount allowed by the State of California. Securities owned in the Local Agency Investment Fund of the State of California will not count towards maximum percentages of other categories.

 Repurchase Agreements subject to requirements of the California Government Code Section 53601(j). A Master Repurchase Agreement must be signed with the counterparty. The market value of securities that underlay a repurchase agreement shall be maintained at 102 percent or greater of the funds borrowed against those securities and the value shall be adjusted on a daily basis.

City of
Santa Clara

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6 Maximum Holdings = 50% of portfolio dollars
Maximum per Issuer = 20% of portfolio dollars
Maximum Maturity = 60 days

 Reverse Repurchase Agreements. Reverse repurchase agreements with the prior approval of the City Council and subject to requirements of the California Government Code Sections 53601(j).

Maximum Holdings = 20% of portfolio dollars
Maximum per Issuer = 10% of portfolio dollars
Maximum Maturity = 92 days

 Municipal Obligations, including: (1) bonds, notes, warrants and other evidences of indebtedness of any local agency within California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the local agency, or by a department, board, agency, or authority of the local agency, (2) registered state warrants or treasury notes or bonds of the state of California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the state or by a department, board, agency, or authority of the state, and (3) registered treasury notes or bonds of any of the other 49 states in addition to California, including bonds payable solely out of the revenues from a revenue- producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of any of the other 49 states, in addition to California. These investments shall be rated A or its equivalent or better by at least one NRSRO and rated no lower than A by any NRSRO.

Maximum Holdings = 20% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 7 year final maturity

 Medium Term Corporate Notes
(1) defined as all corporate and depository institution debt securities issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Notes eligible for investment under this subdivision shall be rated A or its equivalent or better by at least one NRSRO and rated no lower than
A- by any NRSRO.

Maximum Holdings(1) = 25% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 5 year final maturity

(1) Medium Term Corporate Notes and Asset-Back Securities combined Maximum Holdings cannot exceed 35% of portfolio dollars

 Supranational Obligations defined as United States dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development, International Finance Corporation, or Inter -American Development Bank, and eligible for purchase and sale within the United States. Investments under this subdivision shall be rated AA or its equivalent or better by an NRSRO and rated no lower than AA by any NRSRO.

Maximum Holdings = 20% of portfolio dollars
Maximum per Issuer = 10% of portfolio dollars
Maximum Maturity = 5 year final maturity
City of
Santa Clara

CITY OF SANTA CLARA | 2026 INVESTMENT POLICY
7  Asset-Backed Securities (1) defined as an equipment lease-backed certificate, consumer receivable passthrough certificate, or consumer receivable -backed bond. Securities eligible for investment under this subdivision shall be rated AA or its equivalent or better by an NRSRO and rated no lower than AA by any NRSRO.

Maximum Holdings(1) = 15% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = Maximum remaining maturity of 5 years or less

(1) Medium Term Corporate Notes and Asset-Back Securities combined Maximum Holdings cannot exceed 35% of portfolio dollars

 Non-negotiable Certificates of Deposit of a public bank, as defined in State of California Government Code Section 57600 and pursuant to collateralization requirements of this Investment Policy.

Maximum Holdings = 10% of portfolio dollars
Maximum per Issuer = 5% of portfolio dollars
Maximum Maturity = 5 year final maturity

 Mutual Funds and Money Market Funds consisting of investment vehicles permitted under Sections 53601 and 53635 of the California Government Code. To be eligible for City investments, mutual funds shall have the following:

1. The highest rating provided by not less than two of the three largest NRSROs.

2. An investment advisor registered with the Securities and Exchange Commission for not less than five years having investment experience in the underlying securities and with assets under management in excess of $500 million.

3. The purchase price of the shares shall not include any commission fees.

Money Market Funds must meet either 1 or 2 above and 3. A thorough analysis of the pool/fund is required prior to investing, and on a continual basis. Analysis shall include creditworthiness, size, safety, ease of investment liquidation, frequency of earnings distributions, frequency of account statements, and investment portfolio strategy. Securities owned in mutual funds and investment pools will not count towards maximum percentages of other categories.

Maximum Holdings = 20% of portfolio dollars
Maximum per Fund = 10% of portfolio dollars

 Joint Powers Authority Investment Pools organized pursuant to Section 6509.7 that invests in the securities and obligations under Sections 53601 of the California Government Code. To be eligible for City investments, the joint powers authority issuing the shares shall have retained an investment adviser that meets all of the following criteria:

1. The adviser is registered or exempt from registration with the Securities and Exchange Commission.

2. The adviser has not less than five years of experience investing in the securities and obligations authorized in under Section 53601.

City of
Santa Clara

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8 3. The adviser has assets under management in excess of $500 million.

Maximum Holdings = 100% of portfolio dollars
Maximum per Issuer = 100% of portfolio dollars

I. Investment Pools

The City will complete due diligence for any pooled investments the City invests in. The Director of Finance or his/her designee will collect and evaluate the following information for each fund prior to investment:

• Permitted investments and objectives
• Description of interest calculation
• Method/frequency of interest distribution
• Treatment of gains/losses
• Method/frequency of audits
• Description of eligible investors
• Limits/minimum account sizes, types of assets, transaction sizes, and number of transactions • Limits on withdrawals
• Frequency of statements and reporting of underlying investments • Reserves or retained earnings
• Fee schedules

J. Review of Investment Portfolio and Security Downgrades

The portfolio shall be reviewed quarterly to determine that all securities held by the City are in compliance with this Policy.

If securities owned by the City are downgraded to a level below the quality required for purchase under this Investment Policy, the Director of Finance, or his/her designee, shall review the credit situation and make a determination as to whether to sell or retain such securities in the portfolio. Such determination shall be documented and approved by the Director of Finance.

K. Sustainable Investing

The City desires to invest in entities that support community well -being through environmentally and socially sound practices and fair labor practices and equality of rights regardless of sex, race, age, disability, or sexual orientation. To meet these environmental and social investment goals the City or External Investment Manager shall apply the following criteria to investment selection:

The City’s portfolio shall not include investment in companies in the industries or subindustries listed below.

Where industry/subindustry classifications are not applicable, the City shall avoid investing in companies whose primary business involves one or more of the business activities detailed below. The City's External Investment Manager shall provide the City information on their screening process. • Fossil Fuel Extraction, Refining, and Distribution
• Tobacco Manufacturing and Production
• Firearms Manufacturing
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10 L. Collateralization

Collateralization with marketable securities will be required on non-negotiable certificates of deposit and repurchase (and reverse repurchase) agreements in accordance with California Government Code Section 53601 and 53630 et seq. In order to anticipate market changes and provide a level of security for all funds, the collateralization level shall be at least 102% of market value of principal and accrued interest for repurchase (and reverse repurchase) agreements and at least 110% of market value for non-negotiable certificates of deposit.

The City reserves the right to require additional collateral if the City believes such additional amount is warranted.

The City may waive the collateralization requirements for any portion of the deposit that is covered by Federal Deposit Insurance.

Collateral shall always be held by an independent third party with whom the City or the counterparty has a current custodial agreement. Clearly marked evidence of ownership (safekeeping receipt) must be supplied to the City and retained. The counterparty shall have the right to substitute substantially the same securities as originally deposited as collateral.

M. Safekeeping and Custody

All security transactions, including collateral for repurchase agreements, entered into by the City shall be conducted on a delivery-versus-payment (DVP) basis. Securities shall be held by a third party custodian designated by the Director of Finance, or his/her designee, and evidenced by safekeeping receipts.

N. Diversification

The City will diversify its investments by security type and institution. Maximum percentage holdings for each security type and institution shall conform to this Investment Policy and the maximum allowed under the California Government Code Section 53601.

The minimum percentage of securities portfolio holdings for U.S. Treasury Bills, Notes and Bonds and Securities Guaranteed or Backed by the Full Faith and Credit of the U.S. Government; U.S. Government Agency Securities (not including MBS and CMO), and Municipal Obligations shall be 30%, combined.

All percentage restrictions on authorized investments are based on the cost value of the portfolio as of the trade date of the investment. In the event that portfolio percentage restrictions are violated due to a reduction in cost value of the portfolio, the City may, but will not be required to, liquidate securities to meet the maximum holdings requirements.

O. Maximum Term of Investment

To the extent possible, the City will attempt to match its investments with anticipated cash flow requirements.

Effective 2022, the City is authorized, per California Government Code Section 53601, to purchase securities maturing more than five years from the date of purchase for the following investment types: (a) U.S. Treasury Bills, Notes and Bonds and Securities Guaranteed or Backed by the Full Faith and Credit of the U.S.

Government, (b) U.S. Government Agency Securities (including MBS and CMO), and (c) Municipal Obligations.

For purposes of compliance with this Policy, an investment’s term or remaining maturity shall be measured from the settlement date to final maturity. A security purchased shall not have a forward settlement date exceeding 45 days from the time of investment.

No greater than 30% of the portfolio’s cost value may include securities with a final maturity greater than five (5) years at any time.

City of
Santa Clara

CITY OF SANTA CLARA | 2026 INVESTMENT POLICY
11 P. Internal Controls

The City’s Finance Department shall establish internal controls that are designed to prevent losses due to fraud, negligence, third-party misrepresentation, and other foreseeable circumstances that may arise in the operations of the investment function. The internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be derived and (2) the valuation of costs and benefits requires estimates and judgments by management.

The internal controls shall address the following points:

 Collusion - Collusion is a situation where two or more employees are working together to defraud their employer.
 Separation of duties - By separating the persons who perform and authorize the transactions from the people who record or otherwise account for the transactions, a separation of duties is achieved.  Safekeeping - Securities purchased from any broker or dealer shall be placed with the City’s depository bank in its trust department for safekeeping. Securities shall be held in a manner that establishes the City’s right of ownership. Evidence of ownership shall be demonstrated by a monthly safekeeping statement which shall be reconciled on a timely basis to internal holding reports.  Clear Delegation of Authority - Subordinate staff members must have a clear understanding of their authority and responsibility to avoid improper actions.  Written Confirmation - Due to the potential for error arising from telephone transactions, all telephone transactions shall be supported by written communications and approved by appropriate Investment Personnel.
 Delivery - Where applicable, investment transactions of the City shall be conducted using standard delivery-vs-payment procedures.
 Daily Procedures - Detailed written procedures shall be created and regularly maintained so that critical investment functions may be performed in the absence of the person normally responsible for performing such work. The procedures should include reference to custody and safekeeping, wire transfer agreements, banking service contracts and collateral/depository agreements. Such procedures shall include explicit delegation of authority to persons responsible for investment transactions. No person may engage in a depository or investment transaction except as provided under the terms of this Investment Policy and the procedures established by the Director of Finance.  Annual Audit - On an annual basis, the City’s financial statements and business practices are audited by an external auditor. Included in the annual audit shall be testing of the City’s compliance with the Investment Policy.

Q. Performance Standard

As preservation of capital is the City’s top priority, the City’s investment strategy shall assume that an investment is being held to maturity or other redemption date as set forth in the security’s official offering documentation (i.e., callable securities). Trading in response to economic conditions and market valuations will be permitted in City of
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12 response to changing market conditions; to improve the quality, yield, or target duration in the portfolio; address a liquidity need of the portfolio; or to remove a security with a declining credit or financial outlook.

The City also recognizes the importance of obtaining an adequate rate of return throughout budgetary and economic cycles, commensurate with the investment risk constraints and cash flow requirements. The performance of the long-term securities portfolio managed by External Investment Manager shall be compared to a benchmark established by the Director of Finance. The benchmark shall reflect the objectives, strategy, and goals of the City’s investment program.

 The benchmark is the ICE BaML 1-5 Year US Treasury Index.

In accordance with generally accepted accounting principles, the City or the External Investment Manager, if any, shall mark-to-market investments on a monthly basis using an independent pricing source. Market values will be looked upon as indications of market movements and volatility in making investment decisions rather than an indication of performance.

R. Reporting

The Director of Finance shall provide monthly investment reports to the City Council. The reports shall contain, but not be limited to, the following:
• A listing of individual securities held at the end of the reporting period by authorized investment category.
• A listing of transactions pursuant to California Government Code 53607. • The performance of the portfolio compared to the established benchmark. • Final maturity of all investments listed.
• Weighted average maturity of the unrestricted investment portfolio. • Coupon, discount or earnings rate.
• Par value, cost value and market value.
• Percentage of the portfolio represented by each investment category.

S. Investment Policy Adoption

The Investment Policy shall be reviewed annually by the City Council and any modifications made thereto must be approved by the City Council.

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APPENDIX A

GLOSSARY OF CASH MANAGEMENT TERMS

AGENCIES: A debt security issued by a federal or federally sponsored agency. Federal agencies are backed by the full faith and credit of the U.S. Government. Federally sponsored agencies (FSAs) are backed by each particular agency with a market perception that there is an implicit government guarantee. An example of a federal agency is the Government National Mortgage Association (GNMA). An example of an FSA is the Federal National Mortgage Association (FNMA).

ASK: The price at which securities are offered.

BANKERS’ ACCEPTANCE (BA): A draft or bill of exchange accepted by a bank or trust company. The accepting institution guarantees payment of the bill, as well as the issuer.

BASIS POINT: A unit of measurement used in the valuation of fixed-income securities equal to 1/100 of 1 percent of yield (e.g., 1/4 of 1 percent is equal to 25 basis points).

BID: The price offered by a buyer of securities. (When you are selling securities you ask for a bid.) See Offer.

COST VALUE: The value at which a security is carried on the financial records of an investor. The cost value may differ significantly from the security's current value in the market.

BROKER: A broker brings buyers and sellers together for a commission.

CALLABLE BOND: A bond issue in which all or part of its outstanding principal amount may be redeemed prior to maturity by the issuer under specified conditions.

CALL PRICE: The price at which an issuer may redeem a bond prior to maturity.

CERTIFICATE OF DEPOSIT (CD): A time deposit with a specific maturity evidenced by a certificate. Large- denomination CD’s are typically negotiable.

COLLATERAL: Securities, evidence of deposit or other property which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies.

COMMERCIAL PAPER: Short-term obligations with maturity ranging from 2 to 270 days issued by banks, corporations, and other borrowers to investors with temporarily idle cash. Such instruments are unsecured and usually discounted, although some are interest-bearing.

COUPON: Interest rate on a debt security the issuer promises to pay to the holder until maturity, expressed as an annual percentage of face value.

DEBENTURE: A bond secured only by the general credit of the issuer.

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DELIVERY VERSUS PAYMENT (DVP): There are two methods of delivery of securities: delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt for the securities.

DERIVATIVES: (1) Financial instruments whose return profile is linked to, or derived from, the movement of one or more underlying index or security, and may include a leveraging factor, (2) financial contracts based upon notional amounts whose value is derived from an underlying index or security (interest rates, foreign exchange rates, equities or commodities).

DISCOUNT: The difference between the cost price of a security and its maturity when quoted at lower than face value. A security selling below original offering price shortly after sale also is considered to be at a discount.

DISCOUNT RATE: Interest rate that the Federal Reserve charges member banks for loans, using government securities or eligible paper as collateral.

DISCOUNT SECURITIES: Non-interest bearing money market instruments that are issued at a discount and redeemed at maturity for full face value, e.g., U.S. Treasury Bills.

DISCOUNT YIELD: Yield on a security sold at a discount.

DIVERSIFICATION: Dividing investment funds among a variety of securities offering independent returns.

FEDERAL DEPOSIT INSURANCE CORPORATON (FDIC): A federal agency that insures bank deposits.

FEDERAL FUNDS (FED FUNDS): Funds placed in Federal Reserve banks by depository institutions in excess of current reserve requirements. These depository institutions may lend Fed Funds to each other overnight or on a longer term basis. Depository institutions may also transfer funds among each other on a same-day basis through the Federal Reserve banking system. Fed Funds are considered to be immediately available funds.

FEDERAL FUNDS RATE: The rate of interest at which Federal Funds are traded. This rate is currently pegged by the Federal Reserve through open-market operations.

FEDERAL HOME LOAN BANKS (FHLB): Government sponsored wholesale banks which lend funds and provide correspondent banking services to member commercial banks, thrift institutions, credit unions and insurance companies. The mission of the FHLBs is to liquefy the housing related assets of its members who must purchase stock in their district Bank.

FEDERAL FARM CREDIT BANK (FFCB): The Federal Farm Credit Banks Funding Corporation is an integral part of the Farm Credit System , a leading provider of loans, leases and services to U.S. agriculture and rural America. FFCB is a government-sponsored enterprise that consolidates the financing activities of the Federal Land Banks, the Federal Intermediate Credit Banks, and the Banks for Cooperatives.

FEDERAL HOME LOAN MORTGAGE CORPORATION (FHLMC) : A publicly chartered agency that buys qualifying residential mortgages from lenders, packages them into new securities backed by those pooled mortgages, provides certain guarantees, and then resells the securities on the open market. FHLMC’s stock is owned by savings institutions across the U.S. and is held in trust by the FHLB System.

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FEDERAL NATIONAL MORTGAGE ASSOCIATION (FNMA or Fannie Mae): FNMA, like GNMA was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a federal corporation working under the auspices of the Department of Housing and Urban Development (HUD). It is the largest single provider of residential mortgage funds in the United States. Fannie Mae, as the corporation is called, is a private stockholder -owned corporation. The corporation’s purchases include a variety of adjustable mortgages and second loans, in addition to fixed-rate mortgages. FNMA’s securities are also highly liquid and are widely accepted. FNMA assumes and guarantees that all security holders will receive timely payment of principal and interest.

FEDERAL OPEN MARKET COMMITTEE (FOMC): Consists of seven members of the Federal Reserve Board and five of the twelve Federal Reserve Bank Presidents. The President of the New York Federal Reserve Bank is a permanent member, while the other Presidents serve on a rotating basis. The Committee periodically meets to set Federal Reserve guidelines regarding purchases and sales of Government Securities in the open market as a means of influencing the volume of bank credit and money.

FEDERAL RESERVE SYSTEM: The central bank of the United States created by Congress and consisting of a seven member Board of Governors in Washington, D.C., 12 regional banks and about 5,700 commercial banks that are members of the system.

GOVERNMENT NATIONAL MORTGAGE ASSOCIATION (GNMA or Ginnie Mae): Securities influencing the volume of bank credit guaranteed by GNMA and issued by mortgage bankers, commercial banks, savings and loan associations, and other institutions. Security holders are protected by the full faith and credit of the U.S. Government.

Ginnie Mae securities are backed by the FHA, VA or FmHA mortgages. The term “pass-throughs” is often used to describe Ginnie Maes.

GUARANTEED INVESTMENT CONTRACT (GIC): A contract between an insurance company and a corporate profit-sharing or pension plan that guarantees a specific rate of return on the invested capital over the life of the contract.

IDLE FUNDS: Money in the treasury not required for the immediate needs of the local agency.

INVESTMENT-GRADE OBLIGATIONS: An investment instrument suitable for purchase by institutional investors under the prudent investor rule. Investment-grade is restricted to those obligations rated BBB or higher by a rating agency.

LIQUIDITY: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes.

MARKET VALUE: The price at which a security is trading and could presumably be purchased or sold.

MASTER REPURCHASE AGREEMENT: A written contract covering all future transactions between the parties to repurchase---reverse repurchase agreements that establishes each party’s rights in the transactions. A master agreement often specifies, among other things, the right of the buyer-lender to liquidate the underlying securities in the event of default by the seller-borrower.

MATURITY: The date upon which the principal or stated value of an investment becomes due and payable.

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MONEY MARKET: The market in which short -term debt instruments (bills, commercial paper, banker’s acceptances, etc.) are issued and traded.

NATIONALLY RECOGNIZED STATISTICAL RATING ORGANIZATION (NRSRO): A credit rating agency that issues credit ratings that the U.S. Securities and Exchange Commission permits other financial firms to use for certain regulatory purposes.

OFFER: The price asked by a seller of securities. (When you are buying securities, you ask for an offer.) See Ask and Bid.

OPEN MARKET OPERATIONS: Purchases and sales of government and certain other securities in the open market by the New York Federal Reserve Bank as directed by the FOMC in order to influence the volume of money and credit in the economy. Purchases inject reserves into the bank system and stimulate growth of money and credit; sales have the opposite effect. Open market operations are the Federal Reserve’s most important and most flexible monetary policy tool.

PREMIUM: The amount by which the price paid for a security exceeds the security's par value.

PORTFOLIO: A combined holding of a variety of investments. The purpose of a portfolio is to reduce risk by diversification.

PRIMARY DEALER: A group of government securities dealers who submit daily reports of market activity and positions and monthly financial statements to the Federal Reserve Bank of New York and are subject to its informal oversight. Primary dealers include the Securities and Exchange Commission (SEC)-registered securities broker- dealers, banks, and a few unregulated firms.

PRIMARY MARKET: A market for new issues of securities. A market is primary if the proceeds of sales go to the issuer of the securities sold.

PRIME RATE: A preferred interest rate charged by commercial banks to their most creditworthy customers.

Many interest rates are keyed to this rate.

PRINCIPAL: The face value or par value of a debt instrument.

PRUDENT INVESTOR RULE: A guideline that states that a fiduciary must consider the needs of the beneficiaries, the provision of regular income, minimize risk and preserve assets. The Prudent Investor Rule applies to the investment decision-making process and no single investment decision should be judged in isolation, but rather as part of the entire portfolio. The Prudent Investor Rule mandates fiduciaries apply the principle of diversification when constructing portfolios.

RATE OF RETURN: The yield obtainable on a security based on its purchase price or its current market price.

REPURCHASE AGREEMENT (RP or REPO): A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed price on a fixed date. The security “buyer” in effect lends the “seller” money for the period of the agreement, and the terms of the agreement ar e structured to compensate him/her for this.

Dealers use RP extensively to finance their positions. Exception: When the Fed is said to be doing RP, it is lending money that is, increasing bank services.

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SAFEKEEPING: A service to customers rendered by banks for a fee whereby securities and valuables of all types and descriptions are held in the bank’s vault for protection.

SECONDARY MARKET: A market made for the purchase and sale of outstanding issues following the initial distribution.

SECURITIES AND EXCHANGE COMMISSION: Agency created by Congress to protect investors in securities transactions by administering securities legislation.

STRUCTURED NOTES: Notes issued by Government Sponsored Enterprises (FHLB, FNMA, etc.) and Corporations that have imbedded options (e.g., call features, step-up coupons, floating rate coupons, derivative- based returns) into their debt structure. Their market performance is impacted by the fluctuation of interest rates, the volatility of the imbedded options and shifts in the shape of the yield curve.

TREASURY BILLS: A non-interest bearing discount security issued by the U.S. Treasury to finance the national debt. Most bills are issued to mature in three months, six months or one year.

TREASURY BONDS: Long-term coupon-bearing U.S. Treasury securities issued as direct obligations of the U.S.

Government and having initial maturity more than ten years.

TREASURY NOTES: Medium-term coupon-bearing U.S. Treasury securities issued as direct obligations of the U.S. Government and having initial maturity from two to ten years.

WEIGHTED AVERAGE MATURITY (WAM): The average maturity of all the securities that comprise a portfolio.

YIELD: The rate of annual income return on an investment, expressed as a percentage. (a) INCOME YIELD is obtained by dividing the current dollar income by the current market price for the security. (b) NET YIELD or YIELD TO MATURITY is the current income yield minus any premium above par or plus any discount from par in the purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond.

YIELD-TO-CALL (YTC): The rate of return an investor earns from a security assuming the security is redeemed (called) prior to its stated final maturity date.

YIELD-TO-MATURITY (YTM): The rate of return an investor earns on a security held to maturity when both interest payments and the investor's potential capital gain or loss are included in the calculation of return.

City of
Santa Clara
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-47 Agenda Date: 2/10/2026

REPORT TO COUNCIL

SUBJECT
Action on a Resolution to Rename the existing “Advisory Committee” on Deferred Compensation matters to the “Deferred Compensation Committee,” Expand its Role to Advise on All City Deferred Compensation Plans, and Clarify the Committee’s Duties and Responsibilities

BACKGROUND
On or about January 21, 1975, through passage and adoption of Resolution No. 3444, the City created an Advisory Committee on deferred compensation which has advised concerning the City’s deferred compensation plan. Subsequently, the City adopted an IRS section 457(b) Deferred Compensation Plan, and on or about October 7, 2025, the City adopted another deferred compensation plan, an IRS section 401(a) Deferred Compensation Plan (Attachment 1). Staff recommends that the Advisory Committee be authorized to advise the City concerning both the IRS section 457(b) and 401(a) Deferred Compensation Plans.

Additionally, staff recommends renaming the Advisory Committee to the “Deferred Compensation Committee,” clarify that the Deferred Compensation Committee is created to advise the City concerning its Deferred Compensation Plans, and state that the Deferred Compensation Committee has duties and responsibilities consistent with those enumerated in the City’s Municipal Code for the City’s Boards and Commissions.

DISCUSSION
In order to better reflect its role and function, City staff recommends the City Council adopt a resolution to rename the Advisory Committee the Deferred Compensation Committee, and clarify the Committee is created to advise the City concerning all of its Deferred Compensation Plans.

Additionally, staff recommends that the duties and responsibilities of the Committee be updated to be as consistent with those enumerated in the City’s Municipal Code for the City’s Boards, Commissions, and Committees as follows:

The Advisory Committee is renamed the Deferred Compensation Committee, continues to and operates under the authority of the City Manager, and shall be comprised of up to seven persons who are eligible officers and employees under the City’s Deferred Compensation Plans, who shall be appointed by the City Manager; and
The Committee shall act in an advisory capacity and make recommendations to the City Manager or designee concerning the City’s deferred compensation plans and shall have the powers and duties granted to City’s boards and commissions, as set forth in the City’s Municipal Code, including but not limited to, Municipal Code §§2.120.020 (Powers and duties generally - Attachment 2), 2.120.030 City of Santa Clara Printed on 2/6/2026Page 1 of 2
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26-47 Agenda Date: 2/10/2026
(Meetings), and 2.120.040 (Utilization of City personnel).

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.

FISCAL IMPACT
There should be no or minimal fiscal impact with the renaming and clarifying duties and responsibilities of the Advisory Committee. Staff time to prepare this report and support the Deferred Compensation Committee is budgeted in the City’s Adopted Operating Budget.

COORDINATION
This report has been coordinated with the Finance Department and City Attorney’s Office.

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

RECOMMENDATION
Adopt the Resolution renaming the existing “Advisory Committee” on deferred compensation as the “Deferred Compensation Committee,” updating its duties and responsibilities on the terms presented.

Reviewed by: Marco Mercado, Acting Director of Human Resources Approved by: Jōvan D. Grogan, City Manager

ATTACHMENTS

1. Resolution to Rename and Set Forth Duties and Responsibilities of the Advisory Committee on Deferred Compensation

2. Municipal Code section 2.120.020, 2.120.030, and 2.120.040.

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RESOLUTION NO. _____

A RESOLUTION OF THE CITY OF SANTA CLARA,

CALIFORNIA RENAMING AND SETTING FORTH THE

DUTIES AND RESPONSIBILITIES O F THE ADVISORY

COMMITTEE ON DEFERRED COMPENSATION

WHEREAS, the City of Santa Clara established a deferred compensation program whereby City officers and or employees can voluntarily authorize a deferral of a portion of their compensation to be invested in an Internal Revenue Service (IRS) approved deferred compensation plan authorized by the City Council, and regulated under applicable state and federal law, and IRS rules and regulations, known as a §457(b) Deferred Compensation Plan within the meaning of section 457(b) of the Internal Revenue Code of 1986, as amended; and

WHEREAS, on January 21, 1975, through passage and adoption of Resolution No. 3444, the City created an Advisory Committee (“Committee”) on deferred compensation and the Committee has advised concerning the City’s IRS section 457(b) Deferred Compensation Plan; and

WHEREAS, on October 7, 2025, the City adopted its qualified Internal Revenue Code §401(a) Deferred Compensation plan in the name of and for the benefit of eligible officers and employees and desires to vest the Advisory Committee with the authority to advice the City Manager concerning the City’s Deferred Compensation Plans, including but not limited to the 401(a) Deferred Compensation Plan and the 457(b) Deferred Compensation Plan, the City now renames and clarifies the Committee’s purpose, duties, and responsibilities.

NOW THEREFORE, BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:

1. The City Manager or designee is responsible for the operation of the City’s Deferred Compensation Plans and making determinations concerning questions arising out of the administration, interpretation, and application of the Plans;

2. The Advisory Committee is renamed the Deferred Compensation Committee, continues to and operates under the authority of the City Manager, and shall be comprised of up to seven persons who are eligible officers and employees under the City’s Deferred Compensation Plans, who shall be appointed by the City Manager; and

3. The Committee shall act in an advisory capacity and make recommendations to the City Manager or designee concerning the City’s deferred compensation plans and shall have the powers, duties, and responsibilities granted to City’s boards and commissions, as set forth in the City’s Municipal Code, including but not limited to, Municipal Code §§2.120.020, 2.120.030, and 2.120.040.

Effective date. This resolution shall become effective immediately.

I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION

PASSED AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE ___ DAY OF _________, 2026, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST:
______________________________

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
City of Santa Clara, CA
Thursday, January 15, 2026
Title 2. Administration and Personnel
Chapter 2.120. BOARDS AND COMMISSIONS
Article I. Establishment, Powers and Duties Generally
§ 2.120.020. Powers and duties generally.

The boards and commissions of the City shall have the following general powers, duties and responsibilities in addition to those set forth in Article X of the Charter:

To establish rules and regulations governing the election of their officers, the holding of meetings and the conduct of business.

To utilize all appropriate techniques in crystallizing and testing public sentiment on major public issues in their respective fields.

To make budget recommendations.

To hold official hearings as required by law or requested by the City Council.

To advise and recommend on City policies and procedures pertinent to their respective activities and functions.

To support and adhere to all City policies promulgated by the City Council and to establish needed interim policies in the absence of the same.

To provide information and promote good public relations between the City and the general public.

To receive at least two hours of training in general ethics principles and ethics laws relevant to their public service every two years, as required by state law and the City Council.

To perform such other related functions as may be assigned to them by the City Council. (Formerly § 2-91; Ord. 1837 § 1, 5-6-2008; Ord. 947)
§ 2.120.030. Meetings.

Each board or commission of the City with members thereon appointed by the City Council shall hold regular meetings at the times and on the days indicated by resolution of the City Council except when such day falls on a City holiday, and shall hold such special meetings as it may require. The times and days for holding regular meetings are subject to amendment from time to time by resolution of the City Council. A copy of the applicable resolution(s) is and will be available for public inspection in the office of the City Clerk.
(Formerly § 2-91.1; Ord. 1569 § 1, 5-26-1987; Ord. 1300 § 1, 11-12-1974; Ord. 1298 § 2, 10-15-1974) § 2.120.040. Utilization of City personnel.
1/15/26, 10:10 AM City of Santa Clara, CA Powers and duties generally. https://ecode360.com/print/SA4626?guid=47544500,47544510,47544511 1/2 The various boards and commissions may utilize the services of the appropriate City departmental personnel in carrying out their respective functions, subject to the administrative control of the City Manager.
(Formerly § 2-92; Ord. 947)
1/15/26, 10:10 AM City of Santa Clara, CA Powers and duties generally. https://ecode360.com/print/SA4626?guid=47544500,47544510,47544511 2/2 City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-17320 Agenda Date: 2/10/2026

REPORT TO COUNCIL

SUBJECT
Action on Adoption of a Resolution Declaring Weeds a Public Nuisance and Setting March 24, 2026, for Public Hearing to Consider Testimony Regarding Non-Compliant Lots

BACKGROUND
On February 23, 1976, the City Council approved an agreement with the County of Santa Clara, designating its Department of Consumer & Environmental Protection Agency to administer weed abatement for the City of Santa Clara. For 49 years, this department has efficiently managed the Weed Abatement Program (“Program”), delivering satisfactory results for Santa Clara residents. As a result, the agreement has reduced the City staff’s administrative duties related to the program.

The County and City of Santa Clara work together to reduce fire risk and urban blight in our community. The Program prevents fire hazards by addressing overgrown vegetation and the accumulation of combustible materials, and improves neighborhood appearance by reducing neglected, overgrown, and unsightly conditions.

Santa Clara Municipal Code Chapter 8.15, in line with the California Government Code, establishes weed abatement procedures. It directs property owners to abate weeds promptly using their own resources. If owners fail to comply after proper notification, the City authorizes the County Department of Consumer & Environmental Protection Agency to inspect, remove, and destroy weeds on non-compliant lots or parcels.

DISCUSSION
The Fire Department recommends that the City Council authorize the County of Santa Clara to commence with the 2025-2026 Weed Abatement Program for the forthcoming year. In accordance with Section 8.15 of the City Code, the City Council is requested to adopt the Resolution (Attachment 1) declaring weeds to be a public nuisance and requests that the City Council authorize the posting of a Notice of Public Hearing (Attachment 2) to be held on March 24, 2026 for public input on the proposed removal and/or destruction of weeds on non-compliant lots or parcels identified in the County Commencement Report. Upon authorization, the County program will implement inspection, compliance, and enforcement procedures for affected properties as summarized below.

Under the County Weed Abatement Program, all lots or parcels on the Commencement List will be charged a basic inspection fee. If a parcel is not in compliance during inspection, the property owner faces an additional failed inspection fee and receives a final courtesy notice to abate the weeds. If the hazards remain unaddressed, the County contractor will complete the abatement. The County’s contractor uses equipment such as tractors and/or hand tools only to abate hazards, which limits environmental impacts
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If the property owner does not approve the County contractor to enter their property, the County will obtain a warrant to do so. The property owner is responsible for payment of the contractor’s fees, the warrant fee, and a County administrative fee. These charges are added to the property owner’s property tax bill. Properties that meet and maintain minimum fire safety standards are only charged the annual inspection fee and are removed from the list after three consecutive years of compliance.

The City Council has the authority to remove properties from the Commencement List and waive fees, creating a possible shortfall in funding for the County Program. If the Program does not recover all its costs, participating jurisdictions must pay the remaining amount based on each jurisdiction’s proportional share of properties within the Program. If the City Council removes a significant number of properties from the Commencement List, rendering the Program financially unviable within Santa Clara, the County may exercise its right to cancel the agreement.

By partnering with the County, the City uses existing infrastructure and operational efficiencies. This avoids extra costs and staffing needed for an independent compliance and abatement program. The approach lowers financial and administrative impact and supports community safety. Significant program changes, such as a City-managed model, would need careful fiscal and operational review to ensure long-term success.

ENVIRONMENTAL REVIEW
Staff recommends that the City Council determine that the actions being considered are exempt from the California Environmental Quality Act (“CEQA”) pursuant to section 15308 of Title 14 of the California Code of Regulations as the Weed Abatement Program is authorized by both state and local ordinance, to assure the maintenance, restoration, enhancement, or protection of the environment.

FISCAL IMPACT
In previous years, the Program has had minimal fiscal impact on the City and was adequately funded by fees charged to non-compliant property owners. These fees paid for inspection, administrative, and abatement services, and kept the Program self-sufficient under the County's cost-recovery model. The City’s administrative role has been, and will continue to be, limited to staff time for complaint tracking, inspection coordination, agenda preparation, community inquiries, and City Council support.

This year, the County has notified participating jurisdictions, including the City, of a projected budget shortfall for FY 2026/27. This shortfall is driven by reduced work order fees and lower abatement activity in 2025. Each participating agency will be invoiced based on its proportional share of properties in the County program. The City’s estimated cost for FY2026/27 is $47,893, representing

10.64% of all program parcels in the County. The final invoice will be provided after June 30, 2026. If needed, staff will return to the City Council with proposed budget amendments at the second public hearing, tentatively set for July 28, 2026.

COORDINATION
This report has been coordinated with the Community Development Department, Finance Department, City Attorney’s Office, and City Manager’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board City of Santa Clara Printed on 2/6/2026Page 2 of 3
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26-17320 Agenda Date: 2/10/2026
outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION

1. Determine the proposed actions are exempt from CEQA pursuant to Section 15308 (Actions by Regulatory Agencies for Protection of the Environment) of Title 14 of the California Code of Regulations;

2. Adopt a Resolution ordering the abatement of nuisance consisting of growing weeds in the City; and

3. Set March 24, 2026, as the date for the required Public Hearing to consider testimony regarding non-compliant lots.

Reviewed by: Ruben Torres, Fire Chief
Approved by: Jovan Grogan, City Manager

ATTACHMENTS

1. Resolution Declaring Weeds a Nuisance

2. Notice to Destroy Weeds
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Resolution/Declaring Weeds a Public Nuisance Page 1 of 2 RESOLUTION NO. _____

A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA

DECLARING WEEDS TO BE A PUBLIC NUISANCE AND

SETTING A HEARING DATE FOR THE CITY COUNCIL TO HEAR

PUBLIC INPUT REGARDING THE PROPOSED DESTRUCTION

OR REMOVAL OF WEEDS

BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:

WHEREAS, weeds are growing in the City of Santa Clara upon streets, alleys, sidewalks, and upon private property; these weeds bear seeds of a wingy or downy nature or may grow and, when dry, become a fire menace or those weeds that are otherwise noxious and dangerous; and,
WHEREAS, Santa Clara City Code § 8.15.030 authorizes the City Council to pass a resolution declaring such weeds to be a public nuisance, and states that unless such a nuisance is abated, the work of abating the nuisance shall be done by the City, with the expenses assessed upon the lots from which the weeds are removed.

NOW THEREFORE, BE IT FURTHER RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:

1. That these weeds constitute and will continue to constitute a public nuisance, and it is ordered that this public nuisance be abated in the manner provided in Chapter 8.15 [entitled "Weeds" ] of Title 8 [entitled “Health and Safety”] of "The Code of the City of Santa Clara, California" and the "Agreement for the Abatement of Weeds by County of Santa Clara for City of Santa Clara" (a copy is on file in the office of the City Clerk).

2. That on March 24, 2026, at 7:00 p.m., or as soon as the matter may be heard, in the Council Chambers of the City of Santa Clara, public comment regarding the proposed destruction or removal of weeds shall be heard.

3. That the City Manager, or their designee, is hereby directed to cause notice of the adoption of this resolution and notice of this hearing to be given by posting and by publication in the manner and form provided in §§ 8.15.030, 8.15.040 and 8.15.080 of "The Code of the City Resolution/Declaring Weeds a Public Nuisance Page 2 of 2 of Santa Clara, California.”

4. That the Santa Clara County Agricultural Commissioner is also directed to give notice by mail to the owner or owners of each individual parcel of land upon which weeds will be abated by the City at least ten (10) calendar days prior to such abatement. Before the expiration of the ten-day period, any owner may voluntarily proceed to abate the nuisance. The notice may be given by mail, addressed to the owner at the last known address as shown on the last County Equalized Assessment Roll.

5. Effective date. This resolution shall become effective immediately.

I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION PASSED

AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE ___ DAY OF _________, 2026, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST: ______________________________

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

Attachments incorporated by reference: None

City of Santa Clara
Notice to Destroy Weeds

NOTICE IS HEREBY GIVEN that on January 27, 2026, pursuant to the provisions of § 8.15 et seq. of the Code of the City of Santa Clara, California, the City Council passed a resolution declaring that all weeds growing upon any private property or in any public street or alley, as defined in § 8.15.010 of the Code of the City of Santa Clara, constitute a public nuisance; this nuisance must be abated by the removal of the weeds.

NOTICE IS FURTHER GIVEN that property owners shall, without delay, remove all weeds from their property and the abutting half of the street in front and alleys, if any, behind the property and between the lot lines as extended, or the weeds will be destroyed or removed and the nuisance abated by the County authorities, in which case the cost of the destruction or removal will be assessed upon the lots and lands from which or from the front or rear of which, the weeds have been destroyed or removed, and the cost will constitute a lien upon the lots or lands until paid, and will be collected upon the next tax roll upon which general municipal taxes are collected.

NOTICE OF PUBLIC HEARING. All property owners wanting to provide input regarding the proposed destruction or removal of the weeds are hereby notified to attend a meeting , either in person or remotely, of the City Council of the City of Santa Clara to be held in the Council Chambers of the City Hall, 1500 Warburton Avenue, Santa Clara, California, on March 24, 2026, at 7:00 p.m., to have their comments heard by the City Council. The link for remote attendance can be found on the City of Santa Clara website.

AMERICANS WITH DISABILITIES ACT (ADA). The City complies with the Americans with Disabilities Act (ADA). If you need additional information or assistance, please contact the City’s ADA Coordinator at (408) 615-3000.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-139 Agenda Date: 2/10/2026

REPORT TO COUNCIL

SUBJECT
Authorize the City Manager to execute the 2026-2029 Memorandum of Understanding Between the City of Santa Clara and the International Brotherhood of Electrical Workers (IBEW), Local Union 1245 (Unit 3) and Approve a Corresponding Update to the Unit 3 Classified Salary Plan

BACKGROUND
The International Brotherhood of Electrical Workers (IBEW), Local Union 1245 (hereafter, “Unit 3”) Memorandum of Understanding (hereafter, “MOU”)expired on December 31, 2025. The City and Unit 3 began negotiations on a successor MOU in September 2025 and met approximately ten (10) times, including pre-impasse mediation. On or about January 23, 2026, the City and Unit 3 reached a Mediation Joint Recommendation on terms for a successor MOU. On or about January 28, 2026, Unit 3 notified the City that the Mediation Joint Recommendation was ratified by Unit 3 membership.

Updated Salary Plan
Section 9 of the Personnel and Salary Resolution requires City Council approval of compensation plans for both classified and unclassified positions. California Code Regulations Section 570.5 requires the adoption of updated publicly available salary schedules by the governing body. The attached Resolution approves the updated salary plan for all classifications represented by Unit 3 consistent with the terms of the subject MOU.

DISCUSSION
The recommended action authorizes the City Manager to execute a successor Memorandum of Understanding with a term of January 1, 2026, through and including December 31, 2029, that incorporates the terms of the Mediation Joint Recommendation on a successor MOU.

The following is a summary of the notable provisions of the Mediation Joint Recommendation, and a complete copy of the Mediation Joint Recommendation is attached.

Term:

January 1, 2026 - December 31, 2029
Wages:

Effective the first pay period after Council adoption, all salary ranges for employees holding positions in classifications assigned to Unit 3 shall be increased by approximately 5.0%.

Effective the first pay period after January 1, 2027, all salary ranges for employees holding positions in classifications assigned to Unit 3 shall be increased by approximately 5.0%.

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in classifications assigned to Unit 3 shall be increased by approximately 4.0%.

Effective the first pay period after January 1, 2029, all salary ranges for employees holding positions in classifications assigned to Unit 3 shall be increased by approximately 5.0%.

Awarded Compensatory Time Off (CTO):

Effective the first pay period of each calendar year, employees in classifications assigned to Unit 3 must be in paid status the workday immediately preceding the first day of the first pay period of the calendar year in which Awarded CTO is provided, and the workday immediately following the first day of the first the first pay period of the calendar year in which Awarded CTO is provided.

Employees hired after the first pay period in any calendar year shall be credited with a pro-rata share of award CTO based upon the proportion of the calendar year remaining after their hire date.

CTO Cash Out:

Effective the first pay period of calendar year 2028, there shall be no cash out of CTO.

Grievance Process:

Both parties have agreed to modify the current grievance procedure to eliminate the Joint Grievance Committee. Thus, as part of Step 5 of the Grievance process, if the employee continues to dispute the City Manager's decision, the employee shall request that the matter be referred to an arbitrator, who shall render a decision on the grievance to the Union and the City Manager. The decision of the arbitrator shall be final and binding.

Contracting Out:

It is recognized that the City has the right to use outside contractors. In exercising this right, the City shall not use outside contractors if the contract results in the elimination of a position filled by an IBEW bargaining unit employee. Prior to scheduling outside contractors for work that can be performed by an IBEW bargaining unit employee, the City shall offer pre-planned overtime to IBEW bargaining unit employees on a voluntary basis to determine if sufficient employees volunteer for the specific assignment (e.g., a full crew).

Further, the City shall endeavor to maintain an active hire eligibility list or, in the absence of such a list, post a recruitment for vacant Electrician and Journey Lineworker IBEW represented positions within 30 working days of a position being vacated.

Footwear:

Effective Fiscal Year 2026-2027, employees shall receive an annual flat dollar lump sum (non- pensionable) of $500 each fiscal year, up from the current annual amount of $280. This amount is to be paid on the paycheck associated with the first full pay period after July 1. Employees promoted or hired into the bargaining unit after December 31 will receive the flat dollar lump sum (non- pensionable) amount of $250 for that fiscal year.

Standby Pay (Pilot Program):

To minimize the length of any unforeseen power outage and/or reduce the response time for any maintenance services, the following Standby Pilot Program provisions shall be utilized for employees assigned to Transmission & Distribution and Substations.

SVP will normally post a sign-up sheet for employees to sign up for standby duty at least a week prior City of Santa Clara Printed on 2/6/2026Page 2 of 4
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SVP will normally post a sign-up sheet for employees to sign up for standby duty at least a week prior to the scheduled standby duty, as determined by SVP. SVP will select employees who volunteer for standby based on the lowest standby hours first.

An employee who is working standby duty and is called back shall receive both standby pay and emergency overtime.

During the Pilot period, the parties will meet periodically to evaluate the program. Changes will be by mutual agreement. Unless the City provides written notice on or before November 30, 2028, this Pilot Program shall expire on December 31, 2028.

Updated Salary Plan:

The City of Santa Clara contracts with the California Public Employees’ Retirement System (CalPERS) to provide retirement benefits for employees in both classified and unclassified positions.

When the City makes modifications to the salary schedules for its classified or unclassified positions, the City Council must approve and adopt the publicly available salary schedules to comply with California Code of Regulations (CCR) section 570.5. The Classified Salary Plan has been modified to reflect the 5.0% salary range increase for classifications assigned to Unit 3.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project”within the meaning of the California Environmental Quality Act (“CEQA”)pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.

FISCAL IMPACT
The City regularly budgets the total compensation cost for its current employees and integrates known and projected cost increases from MOUs in the City’sannual budget. The ten-year forecast also incorporates the projected labor costs. The costs of this MOU are within budget authority approved by the City Council through the negotiation process.

The chart below reflects the estimated changes in costs in the Electric Utility Fund over the term of the MOU. In FY 2025/26, the impact of the January 2026 wage increase is $571,000, which is expected to be covered within the existing budget. Staff will monitor expenditures throughout the year and will bring forward a budget action at a later date if needed.

Estimated Costs
Item Description Estimated Cost
Wages
Wages (January 2026) 5% wage increase $1.14 M
Wages (January 2027) 5% wage increase $1.20 M
Wages (January 2028) 4% wage increase $1.01 M
Wages (January 2029) 5% wage increase $1.31 M
Total Wages $4.66 M
Footwear (July 2026) $500/year stipend
(increase from $280)
$20K/year
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Item Description Estimated Cost
Wages
Wages (January 2026) 5% wage increase $1.14 M
Wages (January 2027) 5% wage increase $1.20 M
Wages (January 2028) 4% wage increase $1.01 M
Wages (January 2029) 5% wage increase $1.31 M
Total Wages $4.66 M
Footwear (July 2026) $500/year stipend
(increase from $280)
$20K/year
It should be noted that at this time there it is difficult to determine the cost of the Standby Pay Pilot Program as it is yet to be determined how often the City will need volunteers to be on standby.

COORDINATION
This report has been coordinated with the Finance Department and City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’sofficial-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’swebsite and in the City Clerk’sOffice 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’sOffice at (408) 615-2220, email [email protected], or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION

1. Authorize the City Manager to execute a 2026-2029 Memorandum of Understanding and related Side Letter Agreements Between the City of Santa Clara and the International Brotherhood of Electrical Workers (IBEW), Local Union 1245 (Unit 3) on the terms presented, as reflected in the Mediation Joint Recommendation, in a final form approved by the City Attorney; and

2. Adopt a Resolution Updating the Salary Plan for various Unit 3 classified positions to satisfy the requirements of California Code of Regulations Section 570.5.

Reviewed by: Marco Mercado, Acting Director of Human Resources Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. City-IBEW Local 1245 (Unit 3) Mediation Joint Recommendation

2. Classified Salary Plan (Effective February 15, 2026) and Approved February 10, 2026

3. Resolution Approving Update Classified Salary Plan Effective February 15, 2026 City of Santa Clara Printed on 2/6/2026Page 4 of 4
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TERM
WAGES
CTO

STANDBY PAY

MEDIATION JOINT RECOMMENDATION
City of Santa Clara - IBEW Local 1245 (Unit 3)
4 YEARS (1/1/26 - 12/31/29)
• 1sT PAY PERIOD AFTER ADOPTION=
• 1 ST PAY PERIOD OF 2027 =
• 1 ST PAY PERIOD OF 2028 =
• 1 ST PAY PERIOD OF 2029 =
TOTAL

SEE ATTACHED
• Must be on paid status to receive it.
5%
5%
4%
5%
19%
• Would be prorated when an employee returns from leave. • Elimination of CTO cashout

SIDE LETTER (PILOT PROGRAM)
Sideletter for a 2-year Pilot Program
A. Voluntary Standby Duty
In order to minimize the length of any unforeseen power outage and/or reduce the response time for any maintenance service, the following standby provisions shall be utilized for employees assigned to T&D and Substations.

SVP will post normally a sign-up sheet for employees to sign up for standby duty at least a week prior to scheduled standby duty, as determined by SVP. SVP will select employees who volunteer for standby based on the lowest standby hours first.

It is the employee's responsibility to confirm their phone is working, sufficiently charged, has sufficient reception at all times . Employees on standby are expected to immediately answer all calls from SVP. If an employee misses a call it is expected they will call back within ten minutes of receiving the call. The employee who volunteers for standby duty must be available for contact and fit to report to work. If the employee is contacted by the City to respond, the worker will leave their location promptly and report to work.

Employees shall receive standby pay for each standby period as follows:
• Regular workday: 3 hours at straight time
• Regular Day Off: 6 hours at straight time
• Holiday: 8 hours at straight time
An employee who is working standby duty who is called back shall receive both standby pay and emergency overtime. Employees working standby duty may not work Nighttime Shutdowns while on standby. However, they may sign up for other pre-arranged overtime during the standby duty timeframe .

B. Reassignment of Standby Duty
If an employee is signed up for a standby duty period and is unable to fulfill the standby duty, the employee will be responsible for finding their own replacement and notifying the department. Standby duty can be traded only in full-day increments.

AUTONOMOUS

TECHNOLOGIES

GRIEVANCE

PROCESS

HOLIDAYS

CONTRACTING
OUT

FOOTWEAR

ESTIMATORS
FOR THE CITY:

MEDIATION JOINT RECOMMENDATION
City of Santa Clara - IBEW Local 1245 (Unit 3)
C. Expiration of Pilot
During the Pilot period, the parties will meet periodically to evaluate the program.

Changes will be by mutual agreement. Unless the City provides written notice on or before November 30, 2028 this Pilot Program shall expire on December 31 , 2028.

SIDE LETTER TO BE ATTACHED TO MOU
The City and the Union recognize that new technologies, including but not limited to Artificial Intelligence ("Al"), have the potential to improve services, and that when used in the City workplace setting:

1. Technology can help with delivering safe, efficient and effective services to the public. Technology has the potential to improve information access. The parties agree that new technologies must be implemented consistent with the law, including protection of patienUclient confidentiality and public safety;

2. Technology, in part, is intended to enhance, not degrade skills of bargaining unit positions;

3. Consistent with the Meyer-Milias-Brown Act (MMBA) and prior to implementation of any new technology that significantly or adversely affects working conditions of employees covered under this MOU, the County shall provide notice to the Union and an opportunity to meet and confer about negotiable effects under the MMBA.

SEE ATTACHED
• Elimination of Joint Grievance Committee
• Add Arbitration

SEE ATTACHED
• Observation of holiday

SEE ATTACHED

SEE ATTACHED

AS PROPOSED BY CITY IN PACKAGE PROPOSAL A (SEE ATTACHED) FOR THE UNION:

Charles Sakai
Lead Negotiator
Jt ,·/b
Sheila Lawton
Lead Negotiator, IBEW Local 1245

2025 CITY OF SANTA CLARA- IBEW LOCAL 1245 (UNIT 3) NEGOTIATIONS CITY and Unit 3 Negotiations - Compensatory Time Off
Proposed Language :1
Modify Article 10 as follows:

10. HOLIDAYS AND AWARDED COMPENSATORY TIME OFF (CTO)
C. Awarded Compensatory Time Off (CTO)
Effective Jrnfy-4th e first pay period of each calendar year, each represented employees employed on that date will continue to receive credit for 16 hours of compensatory time off (CTO) to be used as Priority CTO. To qualify for awarded CTO, an existing employee must be in paid status the workday immediately preceding the first day of the first pay period of the calendar year in which Awarded CTO is provided, and the workday immediately following the first day of the first the first pay period of the calendar year in which Awarded CTO is provided.

This awarded CTO will have priority over utilization of earned CTO and will not be unreasonably denied by the City provided that the request to use CTO on a priority basis is received in writing at least 24 hours in advance of the intended usage.

Denial of such usage by the City will be based upon emergency work or inability of the City to provide required services if such request were granted.

Employees hired after ~the first pay period in any calendar year 2004 shall be credited with a pro-rata share of awarded CTO based upon the proportion of the calendar year remaining after their hire date.

Add the following to Article 13:

13. OVERTIME
G. Effective the first pay period of 2028, there shall be no cash out of CTO. 1 The proposed language is subject to review and approval by the City Attorney's Office City of Santa Clara

2025 CITY OF SANTA CLARA-IBEW LOCAL 1245 (UNIT 3) NEGOTIATIONS CITY and Unit 3 Negotiations - Grievance Procedure
Proposed Language: 1

34. GRIEVANCE PROCEDURE
The City's employee grievance process is established in City Manager's Directive #47 (CMD #47), titled On the Job Personnel Grievances. This CMD generally describes the process available to individual employees to clarify (and modify, if so required) interpretations of City rules, regulations, procedures and policies. If an employee chooses not to have Union representation, the employee will follow the grievance procedure in CMD #47. The procedure for appeals on suspension. demotions, and dismissals is set forth in the Civil Service Rules and Regulations. The procedure for complaints of applicants or employees alleging discrimination is set forth in the City Affirmative Action Plan, a copy of which is on file in the Office of Testing and Classification and that of the City Clerk.

The following procedure is in place for represented employees who choose to have Union representation during the course of the Grievance process.

A. STEP 1
Step 1 of the process is the informal discussion between the employee and his/her supervisor. Should this informal process not result in resolution of the grievance, the employee shall reduce his/her grievance to writing and submit it to his/her department head for formal action.

B. STEP 2
Within five (5) working days (or at a later date by mutual agreement between the employee, his/her representative and the department head in order to accommodate scheduling problems) of the receipt of the formal grievance, the department head shall review the entire grievance file through a meeting with the employee and his/her Union representative. Within five (5) working days from the date of this meeting, the department head will respond in writing to the employee, setting forth his/her resolution to the problem. The employee must respond within five (5) working days to the department head in writing as to whether the grievance has been resolved or is still unresolved. If the matter has not been resolved as a result of this step, the department head shall immediately forward all written material, including the original grievance, to the Municipal Employee Relations Officer (MERO) for action.

C. STEP 3
Within five (5) working days, (or later by mutual agreement), of the receipt of the grievance material, the MERO shall review the entire grievance file through a meeting with the employee, his/her Union representative and any additional parties who the MERO or Union feels can help to resolve the grievance. Within five (5) working days from the date of this meeting, the MERO will respond in writing to the employee, setting forth his/her resolution to the problem. The employee must respond within five (5) 1 The proposed language is subject to review and approval by the City Attorney's Office City of Santa Clara

2025 CITY OF SANTA CLARA- IBEW LOCAL 1245 (UNIT 3} NEGOTIATIONS working days to the MERO by written acknowledgment on the response as to whether the grievance has been resolved or is still unresolved. If the matter has not been resolved as a result of this step, the MERO shall forward all written material, including the original grievance, to a Joint G~mm¼lteethe City Manager.

D. STEP 4
Within fifteen (15) working days of the receipt of the grievance material the City Manager shall review the entire matter and render a decision, in writing as to the resolution of the grievance. This review may include a meeting with the parties • ding the employee and his/her Union re • e) and. if such a i Janee Committee will meet. Such Committee shall
ee-oomposed of four (4) members: T•,i.<o (2) members representing the City and two (2) members representing the Union. The Grievant and the Director of Electric Utility {GHhe Directar's de~ot-be committee memb~ shall be
present at the meeting. The Committee shall render an advisory opinion to the City ~within ten (10) working days unless extended by mutual agreement. The City Ma-Aag-eF-shall render a final decision within five (5) ~ - E. STEP 5
_1._lf the employee (through the Union) continues to dispute the decision of the City Manager, the employee (through the Union) shall, within fifteen (15) working days of the City Manager's decision, request that the matter be referred to a Mediator appointed by-tR~fornia State Mediation/Conciliation Service, who shall render an advisory opinion on the merits of the grievance to the City Manager. The City Manager may accept, modify or reject the advisory opinion of the Mediator. The ~ion shall be final an arbitrator, who shall render a decision on the grievance to the Union and City Manager. The decision of the arbitrator shall be final and binding.

2. The parties agree that the time limits set forth herein are of the essence of this procedure and are to be strictly complied with. Time limits may be extended only by written mutual agreement of the parties.

3. The cost of the arbitrator shall be shared equally by the City and the Union and shall be selected by mutual agreement between the City and the Union or selected from a list of seven (7) qualified arbitrators provided by the State of California Conciliation Service. Any costs associated with the mutually agreed upon joint request for a list of persons qualified to act as arbitrators from the State of California Mediation and Conciliation Service shall be divided equally between the parties. The City will process the joint request after receiving the Union's share of the cost for obtaining the list.

4. Within ten (10) working days following receipt of the above referenced list. the parties shall meet to select the arbitrator. The right to strike the first name shall be City of Santa Clara

2025 CITY OF SANTA CLARA - IBEW LOCAL 1245 (UNIT 3) NEGOTIATIONS determined by lot and the parties shall alternately strike one name from the list until only one (1) name remains, and that person shall be the arbitrator.

5. The arbitrator shall have all pertinent written materials and witnesses used by either party in their review of the grievance available during his/her deliberations.

Costs of representatives. Witnesses or materials shall be assumed by each party to the grievance. Court reporter fees are also shared equally among the parties.

City of Santa Clara

2025 CITY OF SANTA CLARA-IBEW LOCAL 1245 (UNIT 3) NEGOTIATIONS CITY and Unit 3 Negotiations - HOLIDAYS AND AWARDED COMPENSATORY TIME OFF (CTO)
Proposed Language: 1

10. HOLIDAYS AND AWARDED COMPENSATORY TIME OFF {CTO)
D. The pay period following the date when all bargaining unit employees are entering their own time directly into the payroll system. employees in the classifications of Troubleshooter . Electric and Water System Operator. Senior Electric and Water System Operator will observe holidays on the actual holiday (not the observed date).
1 The proposed language is subject to review and approval by the City Attorney's Office City of Santa Clara

2025 CITY OF SANTA CLARA- IBEW LOCAL 1245 (UNIT 3) NEGOTIATIONS CITY and Unit 3 Negotiations - Contracting Out
Proposed Language: 1

NEW CONTRACTING OUT
It is recognized that the City has the right to use outside contractors. In exercising this right. the City shall not use outside contractors if the contract results in the elimination of a position filled by an IBEW bargaining unit employee. Prior to scheduling outside contractors for work that can be performed by an IBEW bargainlng unit employee, the City shall offer pre-planned overtime to IBEW bargaining unit employees on a voluntary basis to determine if sufficient employees volunteer for the specific assignment (e.g., a full crew).

Further, the City shall endeavor to maintain an active hire eligibility list or. in the absence of such a list. post a recruitment for vacant Electrician and Journey Lineworker IBEW­ represented positions within 30 working days of a position being vacated. 1 The proposed language is subject to review and approval by the City Attorney's Office City of Santa Clara

2025 CITY OF SANTA CLARA- IBEW LOCAL 1245 (UNIT 3) NEGOTIATIONS City and Unit 3 Negotiations - Footwear, Safety Clothing and Tools Proposed Language: 1

25. FOOTWEAR. SAFETY CLOTHING AND TOOLS
For Fiscal Year 2025-26, Represented employees who are required to wear special work boots (or shoes) will be reimbursed an amount not to exceed $280 each fiscal year toward the purchase or repair of the work boots (or shoes), orthotic shoe inserts, or safety clothing. Effective Fiscal Year 2026-2027, employees shall receive a flat dollar lump sum (non-pensionable) amount of $500 each fiscal year (to be paid on the paycheck associated with the first full pay period after July 1st).

Employees who are required to wear special work boots (or shoes) are subject to disciplinary action if they do not have them available at the work site. Safety clothing shall be limited to overalls/coveralls, jackets, vests and long sleeved shirts. All clothing worn on the job, whether reimbursed or not, must be in compliance with State of California Regulations.

Tools will be provided or replaced for employees in accordance with the Department Tool Replacement & Responsibility Policy.

An employee must be employed in a classification assigned to the bargaining unit at the time of the disbursement of the flat dollar lump sum (non-pensionable) amount of $500.

However. employees promoted or hired into the bargaining unit before December 31 will receive the flat dollar lump sum (non-pensionable) amount of $500 and employees promoted or hired into the bargaining unit after December 31 will receive the flat dollar lump sum (non-pensionable) amount of $250 for that fiscal year. 1 The proposed language is subject to review and approval by the City Attorney's Office City of Santa Clara

SIDE LETTER AGREEMENT

BETWEEN

THE CITY OF SANTA CLARA
AND
IBEW LOCAL 1245 (UNIT 3)
ELECTRICAL ESTIMATOR (437) AND SENIOR ELECTRICAL ESTIMATOR (726)

CLASSIFICATIONS
The City and Unit 3 agree to continue to meet regarding the Electrical Estimator (Job Code 437) and Senior Electrical Estimator ( Job Code 726) classifications, including but not limited to career path and schedules.

This Side Letter Agreement is considered part of the tentative agreement for a successor Memorandum of Understanding (or "MOU") between the parties, and shall become effective only as part of the overall tentative agreement for a successor MOU, and when signed by all parties below and approved by City Council.

FOR THE CITY:

Charles Sakai
Lead Negotiator
Date
Marco Mercado Date
Acting Director of Human Resources
FOR UNIT 3:

Sheila Lawton
Lead Negotiator
Leon Alcantar
IBEW Local 1245 (Unit 3)
Date
Date
City of Santa Clara
Classified Salary Plan
Effective: 02/15/2026
Approved: 02/10/2026
Job Title
Job
Code
Union
Code
Sal
PlanGrade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Account Clerk I 210 578 A 019 39.886269 $ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ Account Clerk II 215 578 A 023 44.062788 $ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ Account Clerk III 220 578 A 025 46.318673 $ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ Accountant 205 578 A 031 53.575154 $ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ Accounting Technician I 216 578 A 018 38.922462$ 6,746.56$ 80,958.72$ 40.843096$ 7,079.47$ 84,953.64$ 42.973269$ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ Accounting Technician II 217 578 A 020 40.843096$ 7,079.47$ 84,953.64$ 42.973269$ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ Associate Engineer (Civil) 321 4 E 034 67.189788$ 11,646.23$ 139,754.76$ 70.682827$ 12,251.69$ 147,020.28$ 74.090481$ 12,842.35$ 154,108.20$ 77.800788$ 13,485.47$ 161,825.64$ 81.767308$ 14,173.00$ 170,076.00$ 83.909596$ 14,544.33$ 174,531.96$ 85.997712$ 14,906.27$ 178,875.24$ Associate Planner 240 578 A 036 60.433500 $ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ 77.104673$ 13,364.81$ 160,377.72$ Asst Elec Utility Engineer 230 4 E2 032 70.037538$ 12,139.84$ 145,678.08$ 73.409538$ 12,724.32$ 152,691.84$ 77.214462$ 13,383.84$ 160,606.08$ 80.942192$ 14,029.98$ 168,359.76$ 85.002404$ 14,733.75$ 176,805.00$ 87.160212$ 15,107.77$ 181,293.24$ 89.325692$ 15,483.12$ 185,797.44$ Asst Engineer (Civil) 228 4 E 032 64.100538 $ 11,110.76$ 133,329.12$ 67.189788$ 11,646.23$ 139,754.76$ 70.682827$ 12,251.69$ 147,020.28$ 74.090481$ 12,842.35$ 154,108.20$ 77.800788$ 13,485.47$ 161,825.64$ 79.772365$ 13,827.21$ 165,926.52$ 81.767308$ 14,173.00$ 170,076.00$ Asst Planner 232 578 A 029 51.060808 $ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ 65.022115$ 11,270.50$ 135,246.00$ Asst Training Officer 233S 1S C1 041 63.881126 $ 15,501.82$ 186,021.84$ 67.129409$ 16,290.07$ 195,480.84$ 70.480714$ 17,103.32$ 205,239.84$ 74.038104$ 17,966.58$ 215,598.96$ 77.806484$ 18,881.04$ 226,572.48$ 79.685769$ 19,337.08$ 232,044.96$ 81.682830$ 19,821.70$ 237,860.40$ Asst Wtr & Sanitary Swr Super 229 578 A 038 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 73.598596$ 12,757.09$ 153,085.08$ 77.104673$ 13,364.81$ 160,377.72$ 79.039269$ 13,700.14$ 164,401.68$ 81.008769$ 14,041.52$ 168,498.24$ Auto Services Utility Worker 244 578 A 015 36.142846$ 6,264.76$ 75,177.12$ 37.937712$ 6,575.87$ 78,910.44$ 39.886269$ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 45.145327$ 7,825.19$ 93,902.28$ 46.318673$ 8,028.57$ 96,342.84$ Automotive Technician I 248 6 G 020 40.337712 $ 6,991.87$ 83,902.44$ 42.379846$ 7,345.84$ 88,150.08$ 44.611500$ 7,732.66$ 92,791.92$ 46.934308$ 8,135.28$ 97,623.36$ 49.222096$ 8,531.83$ 102,381.96$ 50.450192$ 8,744.70$ 104,936.40$ 51.685269$ 8,958.78$ 107,505.36$ Automotive Technician II 249 6 G 022 42.379846 $ 7,345.84$ 88,150.08$ 44.611500$ 7,732.66$ 92,791.92$ 46.934308$ 8,135.28$ 97,623.36$ 49.222096$ 8,531.83$ 102,381.96$ 51.685269$ 8,958.78$ 107,505.36$ 52.976538$ 9,182.60$ 110,191.20$ 54.169558$ 9,389.39$ 112,672.68$ Automotive Technician III 250 6 G 028 49.222096$ 8,531.83$ 102,381.96$ 51.685269$ 8,958.78$ 107,505.36$ 54.169558$ 9,389.39$ 112,672.68$ 56.801192$ 9,845.54$ 118,146.48$ 59.713558$ 10,350.35$ 124,204.20$ 61.159212$ 10,600.93$ 127,211.16$ 62.625865$ 10,855.15$ 130,261.80$ Building Maint Worker 260 6 G 026 46.934308 $ 8,135.28$ 97,623.36$ 49.222096$ 8,531.83$ 102,381.96$ 51.685269$ 8,958.78$ 107,505.36$ 54.169558$ 9,389.39$ 112,672.68$ 56.801192$ 9,845.54$ 118,146.48$ 58.253942$ 10,097.35$ 121,168.20$ 59.713558$ 10,350.35$ 124,204.20$ Business Analyst 262 578 A 035 58.980865 $ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Business Analyst-Fiber 262A 578 A 035 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Business Analyst-Public Benef 262B 578 A 035 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Buyer 270 578 A 032 54.769385 $ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Chief of Party 310 578 A 034 57.528173 $ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ Chief Storekeeper 319 578 A 032 54.769385 $ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Code Enforcement Officer 330 578 A 032 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Code Enforcement Technician 329 578 A 023 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ Combination Inspector 336 578 A 037 61.956115 $ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 77.104673$ 13,364.81$ 160,377.72$ 79.039269$ 13,700.14$ 164,401.68$ Communication Technician I 346 578 A 028 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Communication Technician II 345 578 A 032 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Communications Coordinator 338 578 A 032 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Community Svc Officer I 347 10 H 017 42.284481$ 7,329.31$ 87,951.72$ 44.401269$ 7,696.22$ 92,354.64$ 46.678615$ 8,090.96$ 97,091.52$ 49.102038$ 8,511.02$ 102,132.24$ 51.598327$ 8,943.71$ 107,324.52$ 52.904885$ 9,170.18$ 110,042.16$ 54.160327$ 9,387.79$ 112,653.48$ Community Svc Officer II 348 10 H 022 47.853923$ 8,294.68$ 99,536.16$ 50.269846$ 8,713.44$ 104,561.28$ 52.904885$ 9,170.18$ 110,042.16$ 55.415885$ 9,605.42$ 115,265.04$ 58.299058$ 10,105.17$ 121,262.04$ 59.656788$ 10,340.51$ 124,086.12$ 61.007019$ 10,574.55$ 126,894.60$ Crime Analyst 350 578 A 032 54.769385 $ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Customer Service Rep 364 578 A 019 39.886269 $ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ Customer Service Rep - Permit 369 578 A 019 39.886269$ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ Customer Service Supervisor 367 578 A 028 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Deputy Fire Marshal Haz Mats 376 1 C 040 85.687731$ 14,852.54$ 178,230.48$ 90.109788$ 15,619.03$ 187,428.36$ 94.639904$ 16,404.25$ 196,851.00$ 99.305135$ 17,212.89$ 206,554.68$ 104.409058$ 18,097.57$ 217,170.84$ 107.055577$ 18,556.30$ 222,675.60$ 109.641346$ 19,004.50$ 228,054.00$ Deputy Fire Marshal I 372 1 C 034 74.102481 $ 12,844.43$ 154,133.16$ 77.768423$ 13,479.86$ 161,758.32$ 81.677423$ 14,157.42$ 169,889.04$ 85.687731$ 14,852.54$ 178,230.48$ 90.109788$ 15,619.03$ 187,428.36$ 92.364808$ 16,009.90$ 192,118.80$ 94.639904$ 16,404.25$ 196,851.00$ Deputy Fire Marshal II 373 1 C 038 81.677423 $ 14,157.42$ 169,889.04$ 85.687731$ 14,852.54$ 178,230.48$ 90.109788$ 15,619.03$ 187,428.36$ 94.639904$ 16,404.25$ 196,851.00$ 99.305135$ 17,212.89$ 206,554.68$ 101.870596$ 17,657.57$ 211,890.84$ 104.409058$ 18,097.57$ 217,170.84$ Deputy Fire Marshal III 374 1 C 040 85.687731 $ 14,852.54$ 178,230.48$ 90.109788$ 15,619.03$ 187,428.36$ 94.639904$ 16,404.25$ 196,851.00$ 99.305135$ 17,212.89$ 206,554.68$ 104.409058$ 18,097.57$ 217,170.84$ 107.055577$ 18,556.30$ 222,675.60$ 109.641346$ 19,004.50$ 228,054.00$ Driver/Eng 24 Hrs 380S 1S C1 033 52.546484 $ 12,751.28$ 153,015.36$ 55.191223$ 13,393.07$ 160,716.84$ 57.948874$ 14,062.26$ 168,747.12$ 60.829080$ 14,761.19$ 177,134.28$ 63.881126$ 15,501.82$ 186,021.84$ 65.490495$ 15,892.36$ 190,708.32$ 67.129409$ 16,290.07$ 195,480.84$ Driver/Eng 24Hr-Training Prem 380P 1S C1 034 53.856635$ 13,069.21$ 156,830.52$ 56.520989$ 13,715.76$ 164,589.12$ 59.361964$ 14,405.17$ 172,862.04$ 62.276621$ 15,112.46$ 181,349.52$ 65.490495$ 15,892.36$ 190,708.32$ 67.129409$ 16,290.07$ 195,480.84$ 68.782912$ 16,691.32$ 200,295.84$ Driver/Eng 80 Hrs 380 1 C 033 72.299827 $ 12,531.97$ 150,383.64$ 75.938769$ 13,162.72$ 157,952.64$ 79.733077$ 13,820.40$ 165,844.80$ 83.696019$ 14,507.31$ 174,087.72$ 87.895385$ 15,235.20$ 182,822.40$ 90.109788$ 15,619.03$ 187,428.36$ 92.364808$ 16,009.90$ 192,118.80$ Driver/Eng Training Division 380T 1 C 038 81.677423$ 14,157.42$ 169,889.04$ 85.687731$ 14,852.54$ 178,230.48$ 90.109788$ 15,619.03$ 187,428.36$ 94.639904$ 16,404.25$ 196,851.00$ 99.305135$ 17,212.89$ 206,554.68$ 101.870596$ 17,657.57$ 211,890.84$ 104.409058$ 18,097.57$ 217,170.84$ Elec & Water System Op - Cert 390R 3 R6 037 98.220346$ 17,024.86$ 204,298.32$ 103.049538$ 17,861.92$ 214,343.04$ 108.341135$ 18,779.13$ 225,349.56$ 113.890788$ 19,741.07$ 236,892.84$ 119.635962$ 20,736.90$ 248,842.80$ 122.517519$ 21,236.37$ 254,836.44$ 125.630308$ 21,775.92$ 261,311.04$ Elec & Water System Opertr 390 3 D1 037 92.661923$ 16,061.40$ 192,736.80$ 97.215346$ 16,850.66$ 202,207.92$ 102.204635$ 17,715.47$ 212,585.64$ 107.442981$ 18,623.45$ 223,481.40$ 112.868019$ 19,563.79$ 234,765.48$ 115.580481$ 20,033.95$ 240,407.40$ 118.515462$ 20,542.68$ 246,512.16$ Elec Crew Foreperson 550 3 D1 039 97.215346 $ 16,850.66$ 202,207.92$ 102.204635$ 17,715.47$ 212,585.64$ 107.442981$ 18,623.45$ 223,481.40$ 112.868019$ 19,563.79$ 234,765.48$ 118.515462$ 20,542.68$ 246,512.16$ 121.414673$ 21,045.21$ 252,542.52$ 124.456327$ 21,572.43$ 258,869.16$ Elec Helper/Driver 435 3 D2 020 61.303154 $ 10,625.88$ 127,510.56$ 64.513904$ 11,182.41$ 134,188.92$ 67.795558$ 11,751.23$ 141,014.76$ 71.130577$ 12,329.30$ 147,951.60$ 74.688058$ 12,945.93$ 155,351.16$ 76.564500$ 13,271.18$ 159,254.16$ 78.449942$ 13,597.99$ 163,175.88$ Elec Maintenance Worker 415 3 D2 022 64.513904$ 11,182.41$ 134,188.92$ 67.795558$ 11,751.23$ 141,014.76$ 71.130577$ 12,329.30$ 147,951.60$ 74.688058$ 12,945.93$ 155,351.16$ 78.449942$ 13,597.99$ 163,175.88$ 80.326500$ 13,923.26$ 167,079.12$ 82.229769$ 14,253.16$ 171,037.92$ Elec Meter Technician 426 3 D1 032 82.016250 $ 14,216.15$ 170,593.80$ 86.071673$ 14,919.09$ 179,029.08$ 90.474058$ 15,682.17$ 188,186.04$ 94.831904$ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 102.204635$ 17,715.47$ 212,585.64$ 104.774885$ 18,160.98$ 217,931.76$ Elec Util Database Administrat 177 578 A 043 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 83.027135$ 14,391.37$ 172,696.44$ 87.231635$ 15,120.15$ 181,441.80$ 89.354712$ 15,488.15$ 185,857.80$ 91.568712$ 15,871.91$ 190,462.92$ Elec Util Electrician Apprent 887 3 D1 026 71.095038$ 12,323.14$ 147,877.68$ 74.501250$ 12,913.55$ 154,962.60$ 78.254365$ 13,564.09$ 162,769.08$ 82.016250$ 14,216.15$ 170,593.80$ 86.071673$ 14,919.09$ 179,029.08$ 88.268481$ 15,299.87$ 183,598.44$ 90.474058$ 15,682.17$ 188,186.04$ Elec Util Electrician Tech 890 3 D1 035 88.268481$ 15,299.87$ 183,598.44$ 92.661923$ 16,061.40$ 192,736.80$ 97.215346$ 16,850.66$ 202,207.92$ 102.204635$ 17,715.47$ 212,585.64$ 107.442981$ 18,623.45$ 223,481.40$ 110.119962$ 19,087.46$ 229,049.52$ 112.868019$ 19,563.79$ 234,765.48$ Step 7Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 1 of 5 City of Santa Clara
Classified Salary Plan
Effective: 02/15/2026
Approved: 02/10/2026
Job Title
Job
Code
Union
Code
Sal
PlanGrade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 7Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Elec Util Network Administrat 436 578 A 043 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 83.027135$ 14,391.37$ 172,696.44$ 87.231635$ 15,120.15$ 181,441.80$ 89.354712$ 15,488.15$ 185,857.80$ 91.568712$ 15,871.91$ 190,462.92$ Elec Utility Electrician 885 3 D1 032 82.016250 $ 14,216.15$ 170,593.80$ 86.071673$ 14,919.09$ 179,029.08$ 90.474058$ 15,682.17$ 188,186.04$ 94.831904$ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 102.204635$ 17,715.47$ 212,585.64$ 104.774885$ 18,160.98$ 217,931.76$ Elec Utility Engineer 428 4 E2 042 89.325692 $ 15,483.12$ 185,797.44$ 93.966000$ 16,287.44$ 195,449.28$ 98.420712$ 17,059.59$ 204,715.08$ 103.401288$ 17,922.89$ 215,074.68$ 108.667904$ 18,835.77$ 226,029.24$ 111.297519$ 19,291.57$ 231,498.84$ 113.911558$ 19,744.67$ 236,936.04$ Elec Utility Equip Operatr 429 3 D2 022 64.513904$ 11,182.41$ 134,188.92$ 67.795558$ 11,751.23$ 141,014.76$ 71.130577$ 12,329.30$ 147,951.60$ 74.688058$ 12,945.93$ 155,351.16$ 78.449942$ 13,597.99$ 163,175.88$ 80.326500$ 13,923.26$ 167,079.12$ 82.229769$ 14,253.16$ 171,037.92$ Elec Utility Gen Tech 431 3 D1 035 88.268481 $ 15,299.87$ 183,598.44$ 92.661923$ 16,061.40$ 192,736.80$ 97.215346$ 16,850.66$ 202,207.92$ 102.204635$ 17,715.47$ 212,585.64$ 107.442981$ 18,623.45$ 223,481.40$ 110.119962$ 19,087.46$ 229,049.52$ 112.868019$ 19,563.79$ 234,765.48$ Elec Utility IT Sys Spc 440 578 A 036 60.433500 $ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ 77.104673$ 13,364.81$ 160,377.72$ Electrical Estimator 437 3 D1 027 72.820385 $ 12,622.20$ 151,466.40$ 76.377808$ 13,238.82$ 158,865.84$ 80.130923$ 13,889.36$ 166,672.32$ 84.017423$ 14,563.02$ 174,756.24$ 88.268481$ 15,299.87$ 183,598.44$ 90.474058$ 15,682.17$ 188,186.04$ 92.661923$ 16,061.40$ 192,736.80$ Energy Consrvation Specialist 446 578 A 021 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ 53.575154$ 9,286.36$ 111,436.32$ Engineering Tech 460 578 A 021 41.904750 $ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ 53.575154$ 9,286.36$ 111,436.32$ Engineering Tech (Elec) 460A 578 A 021 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ 53.575154$ 9,286.36$ 111,436.32$ Engineering Tech (Fiber) 460F 578 A 021 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ 53.575154$ 9,286.36$ 111,436.32$ Equipment Operator 470 6 G 027 48.092250 $ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 58.253942$ 10,097.35$ 121,168.20$ 59.713558$ 10,350.35$ 124,204.20$ 61.159212$ 10,600.93$ 127,211.16$ Fiber Splicing Technician 488 3 D1 032 82.016250$ 14,216.15$ 170,593.80$ 86.071673$ 14,919.09$ 179,029.08$ 90.474058$ 15,682.17$ 188,186.04$ 94.831904$ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 102.204635$ 17,715.47$ 212,585.64$ 104.774885$ 18,160.98$ 217,931.76$ Financial Analyst 472 578 A 033 56.145346 $ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ Fire Application Data Analyst 491 578 A 032 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Fire Captain - Training 475T 1 C 043 92.364808 $ 16,009.90$ 192,118.80$ 96.975923$ 16,809.16$ 201,709.92$ 101.870596$ 17,657.57$ 211,890.84$ 107.055577$ 18,556.30$ 222,675.60$ 112.389173$ 19,480.79$ 233,769.48$ 115.109942$ 19,952.39$ 239,428.68$ 117.992712$ 20,452.07$ 245,424.84$ Fire Captain 24 Hrs 475S 1S C1 038 59.361964 $ 14,405.17$ 172,862.04$ 62.276621$ 15,112.46$ 181,349.52$ 65.490495$ 15,892.36$ 190,708.32$ 68.782912$ 16,691.32$ 200,295.84$ 72.173571$ 17,514.12$ 210,169.44$ 74.038104$ 17,966.58$ 215,598.96$ 75.883022$ 18,414.28$ 220,971.36$ Fire Captain 24Hr-Trng Premium 475P 1S C1 039 60.829080$ 14,761.19$ 177,134.28$ 63.881126$ 15,501.82$ 186,021.84$ 67.129409$ 16,290.07$ 195,480.84$ 70.480714$ 17,103.32$ 205,239.84$ 74.038104$ 17,966.58$ 215,598.96$ 75.883022$ 18,414.28$ 220,971.36$ 77.806484$ 18,881.04$ 226,572.48$ Fire Captain 80 Hrs 475 1 C 038 81.677423 $ 14,157.42$ 169,889.04$ 85.687731$ 14,852.54$ 178,230.48$ 90.109788$ 15,619.03$ 187,428.36$ 94.639904$ 16,404.25$ 196,851.00$ 99.305135$ 17,212.89$ 206,554.68$ 101.870596$ 17,657.57$ 211,890.84$ 104.409058$ 18,097.57$ 217,170.84$ Fire Plan Draftsperson 482 578 A 025 46.318673 $ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ Fire Prevention Specialist I 489 10 H2 012 37.816038$ 6,554.78$ 78,657.36$ 39.717462$ 6,884.36$ 82,612.32$ 41.567423$ 7,205.02$ 86,460.24$ 43.756385$ 7,584.44$ 91,013.28$ 45.945231$ 7,963.84$ 95,566.08$ 47.131846$ 8,169.52$ 98,034.24$ 48.318404$ 8,375.19$ 100,502.28$ Fire Prevention Specialist II 478 10 H2 035 66.338423$ 11,498.66$ 137,983.92$ 69.684346$ 12,078.62$ 144,943.44$ 73.140981$ 12,677.77$ 152,133.24$ 76.833404$ 13,317.79$ 159,813.48$ 80.776442$ 14,001.25$ 168,015.00$ 82.781019$ 14,348.71$ 172,184.52$ 84.756288$ 14,691.09$ 176,293.08$ Fire Protection Engineer 492 10 H2 041 76.833404$ 13,317.79$ 159,813.48$ 80.776442$ 14,001.25$ 168,015.00$ 84.756288$ 14,691.09$ 176,293.08$ 88.913019$ 15,411.59$ 184,939.08$ 93.416077$ 16,192.12$ 194,305.44$ 95.678769$ 16,584.32$ 199,011.84$ 98.103519$ 17,004.61$ 204,055.32$ Firefighter I 24 Hrs 487S 1S C3 018 36.481731 $ 8,852.90$ 106,234.80$ 39.244286$ 9,523.28$ 114,279.36$ 42.207940$ 10,242.46$ 122,909.52$ 45.392431$ 11,015.23$ 132,182.76$ Firefighter I 24Hr-Trng Premiu 487P 1S C3 019 37.380824$ 9,071.08$ 108,852.96$ 40.211456$ 9,757.98$ 117,095.76$ 43.248173$ 10,494.89$ 125,938.68$ 46.511126$ 11,286.70$ 135,440.40$ Firefighter I 80 Hrs 487Y 1 C2 018 50.196000 $ 8,700.64$ 104,407.68$ 53.997058$ 9,359.49$ 112,313.88$ 58.074808$ 10,066.30$ 120,795.60$ 62.456423$ 10,825.78$ 129,909.36$ Firefighter I Training Div 487T 1 C2 019 56.470500$ 9,788.22$ 117,458.64$ 60.746712$ 10,529.43$ 126,353.16$ 65.334173$ 11,324.59$ 135,895.08$ 70.263462$ 12,179.00$ 146,148.00$ Firefighter II 24 Hrs 480S 1S C1 030 48.822280 $ 11,847.54$ 142,170.48$ 51.226566$ 12,430.98$ 149,171.76$ 53.856635$ 13,069.21$ 156,830.52$ 56.520989$ 13,715.76$ 164,589.12$ 59.361964$ 14,405.17$ 172,862.04$ 60.829080$ 14,761.19$ 177,134.28$ 62.276621$ 15,112.46$ 181,349.52$ Firefighter II 24H-Trng/Premiu 480P 1S C1 031 50.034190$ 12,141.63$ 145,699.56$ 52.546484$ 12,751.28$ 153,015.36$ 55.191223$ 13,393.07$ 160,716.84$ 57.948874$ 14,062.26$ 168,747.12$ 60.829080$ 14,761.19$ 177,134.28$ 62.276621$ 15,112.46$ 181,349.52$ 63.881126$ 15,501.82$ 186,021.84$ Firefighter II 80 Hrs 480 1 C 030 67.175596 $ 11,643.77$ 139,725.24$ 70.483731$ 12,217.18$ 146,606.16$ 74.102481$ 12,844.43$ 154,133.16$ 77.768423$ 13,479.86$ 161,758.32$ 81.677423$ 14,157.42$ 169,889.04$ 83.696019$ 14,507.31$ 174,087.72$ 85.687731$ 14,852.54$ 178,230.48$ Firefighter II Training Div 480T 1 C 035 75.938769$ 13,162.72$ 157,952.64$ 79.733077$ 13,820.40$ 165,844.80$ 83.696019$ 14,507.31$ 174,087.72$ 87.895385$ 15,235.20$ 182,822.40$ 92.364808$ 16,009.90$ 192,118.80$ 94.639904$ 16,404.25$ 196,851.00$ 96.975923$ 16,809.16$ 201,709.92$ Fleet Coordinator 466 578 A 026 47.471077 $ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ Forensic Coordinator 486 578 A 034 57.528173 $ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ Grounds Maint Worker I 485 6 G 019 39.411346 $ 6,831.30$ 81,975.60$ 41.348250$ 7,167.03$ 86,004.36$ 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 49.222096$ 8,531.83$ 102,381.96$ 50.450192$ 8,744.70$ 104,936.40$ Grounds Maint Worker I 485A 6 G 019 39.411346$ 6,831.30$ 81,975.60$ 41.348250$ 7,167.03$ 86,004.36$ 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 49.222096$ 8,531.83$ 102,381.96$ 50.450192$ 8,744.70$ 104,936.40$ Grounds Maint Worker II 490 6 G 021 41.348250 $ 7,167.03$ 86,004.36$ 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 51.685269$ 8,958.78$ 107,505.36$ 52.976538$ 9,182.60$ 110,191.20$ Grounds Maint Worker II 490A 6 G 021 41.348250$ 7,167.03$ 86,004.36$ 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 51.685269$ 8,958.78$ 107,505.36$ 52.976538$ 9,182.60$ 110,191.20$ Grounds Maint Worker III 495 6 G 023 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 54.169558$ 9,389.39$ 112,672.68$ 55.502942$ 9,620.51$ 115,446.12$ Grounds Maint Worker III 495A 6 G 023 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 54.169558$ 9,389.39$ 112,672.68$ 55.502942$ 9,620.51$ 115,446.12$ Health & Wellness Coordinator 123 578 A 023 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ Housing Inspector 500 578 A 035 58.980865 $ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Human Resources Assistant 509 578 A 019 39.886269$ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ Human Resources Technician 508 578 A 023 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ Jail Service Officer 353 10 H 022 47.853923 $ 8,294.68$ 99,536.16$ 50.269846$ 8,713.44$ 104,561.28$ 52.904885$ 9,170.18$ 110,042.16$ 55.415885$ 9,605.42$ 115,265.04$ 58.299058$ 10,105.17$ 121,262.04$ 59.656788$ 10,340.51$ 124,086.12$ 61.007019$ 10,574.55$ 126,894.60$ Journey Lineworker 560 3 D1 035 88.268481 $ 15,299.87$ 183,598.44$ 92.661923$ 16,061.40$ 192,736.80$ 97.215346$ 16,850.66$ 202,207.92$ 102.204635$ 17,715.47$ 212,585.64$ 107.442981$ 18,623.45$ 223,481.40$ 110.119962$ 19,087.46$ 229,049.52$ 112.868019$ 19,563.79$ 234,765.48$ Journey Lineworker Apprentice 561 3 D1 026 71.095038$ 12,323.14$ 147,877.68$ 74.501250$ 12,913.55$ 154,962.60$ 78.254365$ 13,564.09$ 162,769.08$ 82.016250$ 14,216.15$ 170,593.80$ 86.071673$ 14,919.09$ 179,029.08$ 88.268481$ 15,299.87$ 183,598.44$ 90.474058$ 15,682.17$ 188,186.04$ Journey Lineworker Apprentice 561R 3 D1 029 76.377808$ 13,238.82$ 158,865.84$ 80.130923$ 13,889.36$ 166,672.32$ 84.017423$ 14,563.02$ 174,756.24$ 88.268481$ 15,299.87$ 183,598.44$ 92.661923$ 16,061.40$ 192,736.80$ 94.831904$ 16,437.53$ 197,250.36$ 97.215346$ 16,850.66$ 202,207.92$ Key Customer Representative 505 578 A 035 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Legal Office Specialist III 519 578 A 024 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ Librarian I 530 578 A 026 47.471077 $ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ Librarian I - Cataloging 530C 578 A 026 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ Librarian I - Reference 530A 578 A 026 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ Librarian I - Youth Services 530B 578 A 026 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 2 of 5 City of Santa Clara
Classified Salary Plan
Effective: 02/15/2026
Approved: 02/10/2026
Job Title
Job
Code
Union
Code
Sal
PlanGrade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 7Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Librarian II 535 578 A 030 52.352942 $ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 65.022115$ 11,270.50$ 135,246.00$ 66.579577$ 11,540.46$ 138,485.52$ Librarian II - Cataloging 535C 578 A 030 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 65.022115$ 11,270.50$ 135,246.00$ 66.579577$ 11,540.46$ 138,485.52$ Librarian II - Reference 535A 578 A 030 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 65.022115$ 11,270.50$ 135,246.00$ 66.579577$ 11,540.46$ 138,485.52$ Librarian II - Youth Services 535B 578 A 030 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 65.022115$ 11,270.50$ 135,246.00$ 66.579577$ 11,540.46$ 138,485.52$ Library Assistant I 526 578 A 016 36.973846 $ 6,408.80$ 76,905.60$ 38.922462$ 6,746.56$ 80,958.72$ 40.843096$ 7,079.47$ 84,953.64$ 42.973269$ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 46.318673$ 8,028.57$ 96,342.84$ 47.471077$ 8,228.32$ 98,739.84$ Library Assistant II 528 578 A 020 40.843096 $ 7,079.47$ 84,953.64$ 42.973269$ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ Library Circulation Supervsr 529 578 A 028 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Library Prog Coord - Tech Svcs 534D 578 A 034 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ Library Prog Coord-Technology 534F 578 A 034 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ Library Program Coord - Ref 534B 578 A 034 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ Library Program Coordinator 534 578 A 034 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ Library Technology Assistant 754C 578 A 025 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ Literacy Advocate 562 578 A 012 33.621519 $ 5,827.73$ 69,932.76$ 35.325635$ 6,123.11$ 73,477.32$ 36.973846$ 6,408.80$ 76,905.60$ 38.922462$ 6,746.56$ 80,958.72$ 40.843096$ 7,079.47$ 84,953.64$ 41.904750$ 7,263.49$ 87,161.88$ 42.973269$ 7,448.70$ 89,384.40$ Literacy Program Supervisor 563 578 A 028 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Literacy Student/Tutor Coord 564 578 A 020 40.843096$ 7,079.47$ 84,953.64$ 42.973269$ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ Materials Handler 570 578 A 019 39.886269 $ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ Mechanical Maintenance Worker 580 6 G 029 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 58.253942$ 10,097.35$ 121,168.20$ 61.159212$ 10,600.93$ 127,211.16$ 62.625865$ 10,855.15$ 130,261.80$ 64.211885$ 11,130.06$ 133,560.72$ Meter Data Analyst 601 578 A 027 48.595500 $ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ Meter Reader 595 578 A 021 41.904750 $ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ 53.575154$ 9,286.36$ 111,436.32$ Office Assistant 933 578 A 012 33.621519 $ 5,827.73$ 69,932.76$ 35.325635$ 6,123.11$ 73,477.32$ 36.973846$ 6,408.80$ 76,905.60$ 38.922462$ 6,746.56$ 80,958.72$ 40.843096$ 7,079.47$ 84,953.64$ 41.904750$ 7,263.49$ 87,161.88$ 42.973269$ 7,448.70$ 89,384.40$ Office Records Specialist 934 578 A 019 39.886269$ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ Office Specialist II 936 578 A 018 38.922462 $ 6,746.56$ 80,958.72$ 40.843096$ 7,079.47$ 84,953.64$ 42.973269$ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ Office Specialist III 938 578 A 022 42.973269 $ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ Office Specialist IV 939 578 A 024 45.145327 $ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ Park Foreperson 615 578 A 033 56.145346 $ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ Park Maint Crafts Worker 620 6 G 029 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 58.253942$ 10,097.35$ 121,168.20$ 61.159212$ 10,600.93$ 127,211.16$ 62.625865$ 10,855.15$ 130,261.80$ 64.211885$ 11,130.06$ 133,560.72$ Permit Center Supervisor 040 578 A 039 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 81.008769$ 14,041.52$ 168,498.24$ 83.027135$ 14,391.37$ 172,696.44$ Permit Technician 621 578 A 023 44.062788 $ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ Plans Examiner 630 578 A 041 68.304692 $ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 83.027135$ 14,391.37$ 172,696.44$ 85.052481$ 14,742.43$ 176,909.16$ 87.231635$ 15,120.15$ 181,441.80$ Police Lieutenant 645 2 B 043 105.413596 $ 18,271.69$ 219,260.28$ 110.690481$ 19,186.35$ 230,236.20$ 116.204481$ 20,142.11$ 241,705.32$ 122.013288$ 21,148.97$ 253,787.64$ 128.066423$ 22,198.18$ 266,378.16$ 131.315942$ 22,761.43$ 273,137.16$ 134.529346$ 23,318.42$ 279,821.04$ Police Officer 650 2 B 031 78.663058 $ 13,634.93$ 163,619.16$ 82.566692$ 14,311.56$ 171,738.72$ 86.722038$ 15,031.82$ 180,381.84$ 91.056981$ 15,783.21$ 189,398.52$ 95.593327$ 16,569.51$ 198,834.12$ 98.008846$ 16,988.20$ 203,858.40$ 100.388423$ 17,400.66$ 208,807.92$ Police Officer - FTO 650T 2 B 033 82.566692 $ 14,311.56$ 171,738.72$ 86.722038$ 15,031.82$ 180,381.84$ 91.056981$ 15,783.21$ 189,398.52$ 95.593327$ 16,569.51$ 198,834.12$ 100.388423$ 17,400.66$ 208,807.92$ 102.904558$ 17,836.79$ 214,041.48$ 105.413596$ 18,271.69$ 219,260.28$ Police Records Spec I 641 10 H2 018 43.756385 $ 7,584.44$ 91,013.28$ 45.945231$ 7,963.84$ 95,566.08$ 48.318404$ 8,375.19$ 100,502.28$ 50.757981$ 8,798.05$ 105,576.60$ 53.418577$ 9,259.22$ 111,110.64$ 54.686135$ 9,478.93$ 113,747.16$ 55.953923$ 9,698.68$ 116,384.16$ Police Records Spec II 643 10 H2 022 48.318404$ 8,375.19$ 100,502.28$ 50.757981$ 8,798.05$ 105,576.60$ 53.418577$ 9,259.22$ 111,110.64$ 55.953923$ 9,698.68$ 116,384.16$ 58.865019$ 10,203.27$ 122,439.24$ 60.235962$ 10,440.90$ 125,290.80$ 61.599346$ 10,677.22$ 128,126.64$ Police Records Supervisor 644 10 H2 026 53.418577$ 9,259.22$ 111,110.64$ 55.953923$ 9,698.68$ 116,384.16$ 58.865019$ 10,203.27$ 122,439.24$ 61.599346$ 10,677.22$ 128,126.64$ 64.687442$ 11,212.49$ 134,549.88$ 66.338423$ 11,498.66$ 137,983.92$ 67.989231$ 11,784.80$ 141,417.60$ Police Sergeant 665 2 B 037 91.056981 $ 15,783.21$ 189,398.52$ 95.593327$ 16,569.51$ 198,834.12$ 100.388423$ 17,400.66$ 208,807.92$ 105.413596$ 18,271.69$ 219,260.28$ 110.690481$ 19,186.35$ 230,236.20$ 113.422269$ 19,659.86$ 235,918.32$ 116.204481$ 20,142.11$ 241,705.32$ Police Training Coordinator 648 578 A 026 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ Power Account Clerk I 662 578 A 019 39.886269 $ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ Power Account Clerk III 664 578 A 025 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ Power Contract Specialist 661 578 A 033 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ Principal Elec Estimator 669 3 D1 035 88.268481 $ 15,299.87$ 183,598.44$ 92.661923$ 16,061.40$ 192,736.80$ 97.215346$ 16,850.66$ 202,207.92$ 102.204635$ 17,715.47$ 212,585.64$ 107.442981$ 18,623.45$ 223,481.40$ 110.119962$ 19,087.46$ 229,049.52$ 112.868019$ 19,563.79$ 234,765.48$ Principal Engrg Tech (Elec) 670 578 A 032 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Principal Engrg Tech (Fiber) 670A 578 A 032 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Public Safety Dispatcher I 339 10 H3 025 52.600212$ 9,117.37$ 109,408.44$ 55.212000$ 9,570.08$ 114,840.96$ 57.957750$ 10,046.01$ 120,552.12$ 60.815192$ 10,541.30$ 126,495.60$ 63.769096$ 11,053.31$ 132,639.72$ 65.309423$ 11,320.30$ 135,843.60$ 66.976269$ 11,609.22$ 139,310.64$ Public Safety Dispatcher II 340 10 H3 028 56.491904$ 9,791.93$ 117,503.16$ 59.431038$ 10,301.38$ 123,616.56$ 62.191673$ 10,779.89$ 129,358.68$ 65.309423$ 11,320.30$ 135,843.60$ 68.643000$ 11,898.12$ 142,777.44$ 70.354385$ 12,194.76$ 146,337.12$ 72.051000$ 12,488.84$ 149,866.08$ Public Works Inspector 680 578 A 033 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ Public Works Supervisor 151 578 A 038 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 73.598596$ 12,757.09$ 153,085.08$ 77.104673$ 13,364.81$ 160,377.72$ 79.039269$ 13,700.14$ 164,401.68$ 81.008769$ 14,041.52$ 168,498.24$ Pump Maintenance Technician 677 6 G 027 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 58.253942$ 10,097.35$ 121,168.20$ 59.713558$ 10,350.35$ 124,204.20$ 61.159212$ 10,600.93$ 127,211.16$ Purchasing Clerk 678 578 A 019 39.886269 $ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ Purchasing Utility Worker 679 578 A 015 36.142846$ 6,264.76$ 75,177.12$ 37.937712$ 6,575.87$ 78,910.44$ 39.886269$ 6,913.62$ 82,963.44$ 41.904750$ 7,263.49$ 87,161.88$ 44.062788$ 7,637.55$ 91,650.60$ 45.145327$ 7,825.19$ 93,902.28$ 46.318673$ 8,028.57$ 96,342.84$ Recreation Coordinator 693 578 A 027 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ Recreation Coord-Therapeutics 693A 578 A 027 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ Recreation Program Supervisor 691 578 A 032 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 3 of 5 City of Santa Clara
Classified Salary Plan
Effective: 02/15/2026
Approved: 02/10/2026
Job Title
Job
Code
Union
Code
Sal
PlanGrade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 7Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Recreation Supervisor 685 578 A 032 54.769385 $ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Recruit Police Officer 689 2R B2 031 57.908077 $ 10,037.40$ 120,448.80$ 60.805327$ 10,539.59$ 126,475.08$ 63.846346$ 11,066.70$ 132,800.40$ 67.038231$ 11,619.96$ 139,439.52$ 70.388365$ 12,200.65$ 146,407.80$ 72.149712$ 12,505.95$ 150,071.40$ 73.954212$ 12,818.73$ 153,824.76$ Resource Analyst II 696 578 A 035 58.980865 $ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Service Coordinator-Inspector 792 3 D1 037 92.661923$ 16,061.40$ 192,736.80$ 97.215346$ 16,850.66$ 202,207.92$ 102.204635$ 17,715.47$ 212,585.64$ 107.442981$ 18,623.45$ 223,481.40$ 112.868019$ 19,563.79$ 234,765.48$ 115.580481$ 20,033.95$ 240,407.40$ 118.515462$ 20,542.68$ 246,512.16$ Service Coord-Inspector(Fiber) 792F 3 D1 034 86.071673$ 14,919.09$ 179,029.08$ 90.474058$ 15,682.17$ 188,186.04$ 94.831904$ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 104.774885$ 18,160.98$ 217,931.76$ 107.442981$ 18,623.45$ 223,481.40$ 110.119962$ 19,087.46$ 229,049.52$ Sewer Inspection Technician 783 6 G 027 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 58.253942$ 10,097.35$ 121,168.20$ 59.713558$ 10,350.35$ 124,204.20$ 61.159212$ 10,600.93$ 127,211.16$ Sr Accounting Technician 208 578 A 026 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ Sr Business Analyst 722 578 A 038 63.478615 $ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 73.598596$ 12,757.09$ 153,085.08$ 77.104673$ 13,364.81$ 160,377.72$ 79.039269$ 13,700.14$ 164,401.68$ 81.008769$ 14,041.52$ 168,498.24$ Sr Center Coordinator 715 578 A 027 48.595500 $ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ Sr Customer Service Rep 724 578 A 022 42.973269$ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ Sr Elec & Water Syst Op - Cert 777R 3 R6 040 105.566423$ 18,298.18$ 219,578.16$ 111.062538$ 19,250.84$ 231,010.08$ 116.727865$ 20,232.83$ 242,793.96$ 122.517519$ 21,236.37$ 254,836.44$ 128.698500$ 22,307.74$ 267,692.88$ 131.926904$ 22,867.33$ 274,407.96$ 135.137481$ 23,423.83$ 281,085.96$ Sr Elec & Water System Operatr 777 3 D1 040 99.589962$ 17,262.26$ 207,147.12$ 104.774885$ 18,160.98$ 217,931.76$ 110.119962$ 19,087.46$ 229,049.52$ 115.580481$ 20,033.95$ 240,407.40$ 121.414673$ 21,045.21$ 252,542.52$ 124.456327$ 21,572.43$ 258,869.16$ 127.488981$ 22,098.09$ 265,177.08$ Sr Elec Crew Foreperson 551 3 D1 551 104.699654$ 18,147.94$ 217,775.28$ 109.934654$ 19,055.34$ 228,664.08$ 115.431404$ 20,008.11$ 240,097.32$ 121.202942$ 21,008.51$ 252,102.12$ 127.263173$ 22,058.95$ 264,707.40$ 130.444731$ 22,610.42$ 271,325.04$ 133.705731$ 23,175.66$ 278,107.92$ Sr Elec Meter Technician 729 3 D1 038 94.831904$ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 104.774885$ 18,160.98$ 217,931.76$ 110.119962$ 19,087.46$ 229,049.52$ 115.580481$ 20,033.95$ 240,407.40$ 118.515462$ 20,542.68$ 246,512.16$ 121.414673$ 21,045.21$ 252,542.52$ Sr Elec Util Elec Tech 785 3 D1 038 94.831904 $ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 104.774885$ 18,160.98$ 217,931.76$ 110.119962$ 19,087.46$ 229,049.52$ 115.580481$ 20,033.95$ 240,407.40$ 118.515462$ 20,542.68$ 246,512.16$ 121.414673$ 21,045.21$ 252,542.52$ Sr Elec Util Eng 730 4 E2 046 98.420712 $ 17,059.59$ 204,715.08$ 103.401288$ 17,922.89$ 215,074.68$ 108.667904$ 18,835.77$ 226,029.24$ 113.911558$ 19,744.67$ 236,936.04$ 119.549481$ 20,721.91$ 248,662.92$ 122.573423$ 21,246.06$ 254,952.72$ 125.581788$ 21,767.51$ 261,210.12$ Sr Elec Util Eng/Control-Comm 730I 4 E2 046 98.420712$ 17,059.59$ 204,715.08$ 103.401288$ 17,922.89$ 215,074.68$ 108.667904$ 18,835.77$ 226,029.24$ 113.911558$ 19,744.67$ 236,936.04$ 119.549481$ 20,721.91$ 248,662.92$ 122.573423$ 21,246.06$ 254,952.72$ 125.581788$ 21,767.51$ 261,210.12$ Sr Elec Util Eng/Distbn Plan 730D 4 E2 046 98.420712$ 17,059.59$ 204,715.08$ 103.401288$ 17,922.89$ 215,074.68$ 108.667904$ 18,835.77$ 226,029.24$ 113.911558$ 19,744.67$ 236,936.04$ 119.549481$ 20,721.91$ 248,662.92$ 122.573423$ 21,246.06$ 254,952.72$ 125.581788$ 21,767.51$ 261,210.12$ Sr Elec Util Eng/Fiber 730L 4 E2 046 98.420712 $ 17,059.59$ 204,715.08$ 103.401288$ 17,922.89$ 215,074.68$ 108.667904$ 18,835.77$ 226,029.24$ 113.911558$ 19,744.67$ 236,936.04$ 119.549481$ 20,721.91$ 248,662.92$ 122.573423$ 21,246.06$ 254,952.72$ 125.581788$ 21,767.51$ 261,210.12$ Sr Elec Util Eng/Generation 730E 4 E2 046 98.420712$ 17,059.59$ 204,715.08$ 103.401288$ 17,922.89$ 215,074.68$ 108.667904$ 18,835.77$ 226,029.24$ 113.911558$ 19,744.67$ 236,936.04$ 119.549481$ 20,721.91$ 248,662.92$ 122.573423$ 21,246.06$ 254,952.72$ 125.581788$ 21,767.51$ 261,210.12$ Sr Elec Util Eng/Opr Planning 730F 4 E2 046 98.420712$ 17,059.59$ 204,715.08$ 103.401288$ 17,922.89$ 215,074.68$ 108.667904$ 18,835.77$ 226,029.24$ 113.911558$ 19,744.67$ 236,936.04$ 119.549481$ 20,721.91$ 248,662.92$ 122.573423$ 21,246.06$ 254,952.72$ 125.581788$ 21,767.51$ 261,210.12$ Sr Elec Util Eng/Prot Relay 730A 4 E2 046 98.420712$ 17,059.59$ 204,715.08$ 103.401288$ 17,922.89$ 215,074.68$ 108.667904$ 18,835.77$ 226,029.24$ 113.911558$ 19,744.67$ 236,936.04$ 119.549481$ 20,721.91$ 248,662.92$ 122.573423$ 21,246.06$ 254,952.72$ 125.581788$ 21,767.51$ 261,210.12$ Sr Elec Util Generation Tech 733 3 D1 038 94.831904$ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 104.774885$ 18,160.98$ 217,931.76$ 110.119962$ 19,087.46$ 229,049.52$ 115.580481$ 20,033.95$ 240,407.40$ 118.515462$ 20,542.68$ 246,512.16$ 121.414673$ 21,045.21$ 252,542.52$ Sr Electrical Estimator 726 3 D1 031 80.130923 $ 13,889.36$ 166,672.32$ 84.017423$ 14,563.02$ 174,756.24$ 88.268481$ 15,299.87$ 183,598.44$ 92.661923$ 16,061.40$ 192,736.80$ 97.215346$ 16,850.66$ 202,207.92$ 99.589962$ 17,262.26$ 207,147.12$ 102.204635$ 17,715.47$ 212,585.64$ Sr Energy Systems Analyst 744 578 A 043 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 83.027135$ 14,391.37$ 172,696.44$ 87.231635$ 15,120.15$ 181,441.80$ 89.354712$ 15,488.15$ 185,857.80$ 91.568712$ 15,871.91$ 190,462.92$ Sr Engineer (Civil) 322 4 E3 041 82.840500 $ 14,359.02$ 172,308.24$ 87.136846$ 15,103.72$ 181,244.64$ 91.417212$ 15,845.65$ 190,147.80$ 95.915135$ 16,625.29$ 199,503.48$ 100.759615$ 17,465.00$ 209,580.00$ 103.290692$ 17,903.72$ 214,844.64$ 105.781500$ 18,335.46$ 220,025.52$ Sr Engineering Tech 745 578 A 028 49.775827 $ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Sr Human Resources Assistant 510 578 A 020 40.843096$ 7,079.47$ 84,953.64$ 42.973269$ 7,448.70$ 89,384.40$ 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 51.060808$ 8,850.54$ 106,206.48$ 52.352942$ 9,074.51$ 108,894.12$ Sr Human Resources Technician 747 578 A 024 45.145327$ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ Sr Inspector 750 578 A 039 65.022115 $ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 81.008769$ 14,041.52$ 168,498.24$ 83.027135$ 14,391.37$ 172,696.44$ Sr Instrument & Control Tech 753 3 D1 038 94.831904$ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 104.774885$ 18,160.98$ 217,931.76$ 110.119962$ 19,087.46$ 229,049.52$ 115.580481$ 20,033.95$ 240,407.40$ 118.515462$ 20,542.68$ 246,512.16$ 121.414673$ 21,045.21$ 252,542.52$ Sr Key Customer Representative 752 578 A 039 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 81.008769$ 14,041.52$ 168,498.24$ 83.027135$ 14,391.37$ 172,696.44$ Sr Library Asst 754 578 A 025 46.318673 $ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ Sr Library Asst-Public Svc 754B 578 A 025 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ Sr Materials Handler 760 578 A 023 44.062788 $ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ Sr Permit Technician 766 578 A 027 48.595500 $ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 56.145346$ 9,731.86$ 116,782.32$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ Sr Planner 765 578 A 041 68.304692 $ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 83.027135$ 14,391.37$ 172,696.44$ 85.052481$ 14,742.43$ 176,909.16$ 87.231635$ 15,120.15$ 181,441.80$ Sr Plans Examiner 773 578 A 045 75.344596 $ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 83.027135$ 14,391.37$ 172,696.44$ 87.231635$ 15,120.15$ 181,441.80$ 91.568712$ 15,871.91$ 190,462.92$ 93.810635$ 16,260.51$ 195,126.12$ 96.129346$ 16,662.42$ 199,949.04$ Sr Public Safety Dispatcher 725 10 H3 034 65.309423$ 11,320.30$ 135,843.60$ 68.643000$ 11,898.12$ 142,777.44$ 72.051000$ 12,488.84$ 149,866.08$ 75.615231$ 13,106.64$ 157,279.68$ 79.536519$ 13,786.33$ 165,435.96$ 81.553154$ 14,135.88$ 169,630.56$ 83.577000$ 14,486.68$ 173,840.16$ Sr Resource Analyst 771 578 A 043 71.831654 $ 12,450.82$ 149,409.84$ 75.344596$ 13,059.73$ 156,716.76$ 79.039269$ 13,700.14$ 164,401.68$ 83.027135$ 14,391.37$ 172,696.44$ 87.231635$ 15,120.15$ 181,441.80$ 89.354712$ 15,488.15$ 185,857.80$ 91.568712$ 15,871.91$ 190,462.92$ Staff Aide I 794 578 A 024 45.145327 $ 7,825.19$ 93,902.28$ 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ 57.528173$ 9,971.55$ 119,658.60$ Staff Aide II 795 578 A 026 47.471077 $ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ Staff Aide II - Envir Programs 795A 578 A 026 47.471077$ 8,228.32$ 98,739.84$ 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 58.980865$ 10,223.35$ 122,680.20$ 60.433500$ 10,475.14$ 125,701.68$ Staff Analyst I 796 578 A 032 54.769385 $ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 68.304692$ 11,839.48$ 142,073.76$ 70.050635$ 12,142.11$ 145,705.32$ Staff Analyst II 797 578 A 034 57.528173 $ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ Street Maint Worker I 811 6 G 019 39.411346 $ 6,831.30$ 81,975.60$ 41.348250$ 7,167.03$ 86,004.36$ 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 49.222096$ 8,531.83$ 102,381.96$ 50.450192$ 8,744.70$ 104,936.40$ Street Maint Worker II 812 6 G 021 41.348250 $ 7,167.03$ 86,004.36$ 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 51.685269$ 8,958.78$ 107,505.36$ 52.976538$ 9,182.60$ 110,191.20$ Street Maint Worker III 813 6 G 023 43.453558 $ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 54.169558$ 9,389.39$ 112,672.68$ 55.502942$ 9,620.51$ 115,446.12$ Street Maint Worker IV 814 6 G 029 50.450192 $ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 58.253942$ 10,097.35$ 121,168.20$ 61.159212$ 10,600.93$ 127,211.16$ 62.625865$ 10,855.15$ 130,261.80$ 64.211885$ 11,130.06$ 133,560.72$ Street Sweeper Operator 825 6 G 028 49.222096 $ 8,531.83$ 102,381.96$ 51.685269$ 8,958.78$ 107,505.36$ 54.169558$ 9,389.39$ 112,672.68$ 56.801192$ 9,845.54$ 118,146.48$ 59.713558$ 10,350.35$ 124,204.20$ 61.159212$ 10,600.93$ 127,211.16$ 62.625865$ 10,855.15$ 130,261.80$ Time & Material Clerk 845 578 A 028 49.775827 $ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Traffic Operations Engineer 851 4 E 038 74.090481$ 12,842.35$ 154,108.20$ 77.800788$ 13,485.47$ 161,825.64$ 81.767308$ 14,173.00$ 170,076.00$ 85.997712$ 14,906.27$ 178,875.24$ 90.088385$ 15,615.32$ 187,383.84$ 92.362731$ 16,009.54$ 192,114.48$ 94.637019$ 16,403.75$ 196,845.00$ Tree Trimmer II 780 6 G 026 46.934308 $ 8,135.28$ 97,623.36$ 49.222096$ 8,531.83$ 102,381.96$ 51.685269$ 8,958.78$ 107,505.36$ 54.169558$ 9,389.39$ 112,672.68$ 56.801192$ 9,845.54$ 118,146.48$ 58.253942$ 10,097.35$ 121,168.20$ 59.713558$ 10,350.35$ 124,204.20$ All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 4 of 5 City of Santa Clara
Classified Salary Plan
Effective: 02/15/2026
Approved: 02/10/2026
Job Title
Job
Code
Union
Code
Sal
PlanGrade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 7Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Troubleshooter 860 3 D1 038 94.831904 $ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 104.774885$ 18,160.98$ 217,931.76$ 110.119962$ 19,087.46$ 229,049.52$ 115.580481$ 20,033.95$ 240,407.40$ 118.515462$ 20,542.68$ 246,512.16$ 121.414673$ 21,045.21$ 252,542.52$ Underground Crew Leader 877 3 D1 036 90.474058$ 15,682.17$ 188,186.04$ 94.831904$ 16,437.53$ 197,250.36$ 99.589962$ 17,262.26$ 207,147.12$ 104.774885$ 18,160.98$ 217,931.76$ 110.119962$ 19,087.46$ 229,049.52$ 112.868019$ 19,563.79$ 234,765.48$ 115.580481$ 20,033.95$ 240,407.40$ Utility Business Systems Spc 569 578 A 035 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Utility Conserv/Effcy Coord 913 578 A 028 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Utility Crew Supervisor 881 578 A 035 58.980865 $ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Utility Field Services Worker 897 578 A 023 44.062788$ 7,637.55$ 91,650.60$ 46.318673$ 8,028.57$ 96,342.84$ 48.595500$ 8,423.22$ 101,078.64$ 51.060808$ 8,850.54$ 106,206.48$ 53.575154$ 9,286.36$ 111,436.32$ 54.769385$ 9,493.36$ 113,920.32$ 56.145346$ 9,731.86$ 116,782.32$ Utility Field Svcs Supervisor 896 578 A 028 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Utility Inspection Supervisor 467 578 A 035 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Utility Inspection Technician 469 6 G 027 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 58.253942$ 10,097.35$ 121,168.20$ 59.713558$ 10,350.35$ 124,204.20$ 61.159212$ 10,600.93$ 127,211.16$ Utility Locator (Fiber) 899 3 D2 022 64.513904 $ 11,182.41$ 134,188.92$ 67.795558$ 11,751.23$ 141,014.76$ 71.130577$ 12,329.30$ 147,951.60$ 74.688058$ 12,945.93$ 155,351.16$ 78.449942$ 13,597.99$ 163,175.88$ 80.326500$ 13,923.26$ 167,079.12$ 82.229769$ 14,253.16$ 171,037.92$ Utility Services Technician 892 578 A 028 49.775827$ 8,627.81$ 103,533.72$ 52.352942$ 9,074.51$ 108,894.12$ 54.769385$ 9,493.36$ 113,920.32$ 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 61.956115$ 10,739.06$ 128,868.72$ 63.478615$ 11,002.96$ 132,035.52$ Utility Worker 895 6 G 019 39.411346 $ 6,831.30$ 81,975.60$ 41.348250$ 7,167.03$ 86,004.36$ 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 49.222096$ 8,531.83$ 102,381.96$ 50.450192$ 8,744.70$ 104,936.40$ Water & Sewer System Operator 902 578 A 035 58.980865$ 10,223.35$ 122,680.20$ 61.956115$ 10,739.06$ 128,868.72$ 65.022115$ 11,270.50$ 135,246.00$ 68.304692$ 11,839.48$ 142,073.76$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ 75.344596$ 13,059.73$ 156,716.76$ Water Resources Specialist 907 578 A 034 57.528173$ 9,971.55$ 119,658.60$ 60.433500$ 10,475.14$ 125,701.68$ 63.478615$ 11,002.96$ 132,035.52$ 66.579577$ 11,540.46$ 138,485.52$ 70.050635$ 12,142.11$ 145,705.32$ 71.831654$ 12,450.82$ 149,409.84$ 73.598596$ 12,757.09$ 153,085.08$ Water Service Technician I 904 6 G 025 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 56.801192$ 9,845.54$ 118,146.48$ 58.253942$ 10,097.35$ 121,168.20$ Water Service Technician II 903 6 G 027 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 55.502942$ 9,620.51$ 115,446.12$ 58.253942$ 10,097.35$ 121,168.20$ 59.713558$ 10,350.35$ 124,204.20$ 61.159212$ 10,600.93$ 127,211.16$ Water/Sewer Maint Worker I 914 6 G 019 39.411346$ 6,831.30$ 81,975.60$ 41.348250$ 7,167.03$ 86,004.36$ 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 49.222096$ 8,531.83$ 102,381.96$ 50.450192$ 8,744.70$ 104,936.40$ Water/Sewer Maint Worker II 917 6 G 023 43.453558$ 7,531.95$ 90,383.40$ 45.783462$ 7,935.80$ 95,229.60$ 48.092250$ 8,335.99$ 100,031.88$ 50.450192$ 8,744.70$ 104,936.40$ 52.976538$ 9,182.60$ 110,191.20$ 54.169558$ 9,389.39$ 112,672.68$ 55.502942$ 9,620.51$ 115,446.12$ All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 5 of 5 Resolution/Update Classified Salary Plan (eff 02-15-26) Page 1 of 2 Rev: 7/27/2023
RESOLUTION NO. 25- _____

A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA

TO ADOPT THE AMENDED CLASSIFIED SALARY PLANS FOR

VARIOUS POSITIONS WITH AN APPROVAL DATE OF
FEBRUARY 10, 2026, AND AN EFFECTIVE DATE OF
FEBRUARY 15, 2026

WHEREAS, the City of Santa Clara contracts with CalPERS to provide retirement benefits; WHEREAS, to comply with the California Code Regulations section 570.5, the City of Santa Clara shall among other things, have publicly available pay schedules approved and adopted by the City Council which shall indicate an effective date and date of any revisions; and, WHEREAS, as required by the California Code Regulations section 570.5 and as mandated by CalPERS, the City Council deems it to be in the best interests of the City to adopt the Amended Classified Salary Plan for City of Santa Clara classifications when there are salary modifications to existing classifications, and when new classifications are created and salary ranges need to be established or when existing classifications a re deleted, with an approval date of February 10, 2026, and an effective date of February 15, 2026.

NOW THEREFORE, BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:

1. That the City hereby adopts the attached Amended Classified Salary Plan, and the attached Classified Salary Plan , for classified positions assigned to the International Brotherhood of Electrical Workers, Local Union 1245, Bargaining Unit (Unit #3).

2. Effective date. In accordance with the California Code Regulations section 570.5 and to comply with CalPERS, the attached salary schedule for classified positions shall be effective February 15, 2026, and adopted with an approval date of February 10, 2026.

I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION PASSED

AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE ____ DAY OF ____, 2026, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

Resolution/Update Classified Salary Plan (eff 02-15-26) Page 2 of 2 Rev: 7/27/2023
ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST: ______________________________

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

Attachments incorporated by reference:

1. Classified Salary Plan (Effective February 15, 2026) and Approved February 10, 2026 City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-46 Agenda Date: 2/10/2026

REPORT TO STADIUM AUTHORITY BOARD

SUBJECT
Action on Stadium Authority Bills and Claims for the Month of December 2025

BACKGROUND
Disbursements made by the Stadium Authority are based on invoices submitted for payment. Prior to payment, staff reviews all disbursement documents to ensure that the invoiced goods or services have been provided.

The Bills and Claims listing represents the cash disbursements required of normal and usual operations during December 2025. Budget control is set by the Stadium Authority Board through the budget adoption process.

DISCUSSION
At its March 11, 2025 meeting, the Stadium Authority Board adopted the Santa Clara Stadium Authority Fiscal Year 2025-26 Operating, Debt Service, and Capital Budget which runs from April 1, 2025 to March 31, 2026. Significant expenditures (greater than $5,000) paid in December 2025 include:
· Payment totaling $237,500.00 to the Blue’s Roofing Co. for Capital Expense (CapEx) Project:

General Areas/Coatings
· Payment totaling $8,250.00 to Canyon Oaks for Stadium Market Research · Payments totaling $399,789.63 to the City of Santa Clara for the following:
o $142,863.04 for reimbursement of General and Administrative (G&A) City payroll costs (e.g., Executive Director’s Office (City Manager’s Office), Stadium Authority Counsel’s Office (City Attorney’s Office), and Treasurer’s Office (Finance Department)) o $136,500.40 for Senior and Youth Fees collected from National Football League (NFL) games 1 through 5
o $1,046.66 reimbursement of G&A non-payroll costs (e.g., office expenses) o $14,957.98 for reimbursement of CapEx costs for the Public Safety Secure Law Enforcement Resource Area
o $64,596.58 for reimbursement of CapEx costs for the Public Safety Kawasaki ATV & Kimtek Pump Module
o $23,759.26 for reimbursement of CapEx costs for the Public Safety Kawasaki ATV o $16,065.71 for reimbursement of CapEx costs for the Public Safety Lightweight Chemical Detector
· Payment totaling $95,168.90 to EyeP-Solutions for CapEx Project: Security General Allowance
· Payments totaling $1,532,200.41 to Forty Niners Stadium Management Company, LLC for the following:

City of Santa Clara Printed on 2/6/2026Page 1 of 3
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26-46 Agenda Date: 2/10/2026
o $1,455,968.56 for December 2025 Stadium Manager Expenses, inclusive of Shared Stadium Expenses
o $294.42 for reimbursement of CapEx costs for the Concrete Replacement project o $1,121.37 for reimbursement of CapEx costs for the Plumbing Boilers project o $43,657.31 for reimbursement of CapEx costs for the Naming Rights Signage project o $31,158.75 for reimbursement of CapEx costs for the Security General Allowance project
· Payment totaling $881,535.75 to Forty Niners SC Stadium Co, LLC for Community Facilities District (CFD) Advance Payment - Principal & Interest
· Payments totaling $27,792.20 for Legal Services (September thru November) · Payment totaling $5,344.70 to InTWO, Inc for Financial Management System Monthly Services (November 2025)
· Payment totaling $28,646.15 to Motorola Solutions Inc. for CapEx Project: Public Safety Radio Batteries
· Payment totaling $10,260.00 to O.C. McDonald Co Inc. for CapEx Project: Plumbing - Boilers · Payment totaling $77,354.62 to Pivot Interiors for CapEx Project: Furniture Replacement · Payment totaling $20,507.50 to Wilson, Ihrig & Associates, Inc. for July 2025 to October 2025 Stadium Noise Monitoring Services
Names of law firms have been redacted from the Bills and Claims report. The Supreme Court of California in Los Angeles County Board of Supervisors v. Superior Court, (2016) 2 Cal.5th 282, held that invoices specifying the amounts billed by a law firm to a client fall within the scope of attorney- client privilege while the matters are active. In accordance with the Supreme Court’s ruling, the names of law firms retained by the Stadium Authority, and the specific amounts billed by each, have been redacted from the public report to maintain the confidentiality of billing records for specific legal services. The aggregate amount spent on legal services in the subject time period has been provided.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378(b)(4) of Title 14 of the California Code of Regulations in that it is a fiscal activity that does not involve any commitment to any specific project which may result in a potential significant impact on the environment.

FISCAL IMPACT
The fiscal impact to the Stadium Authority is $3,328,543.43.

COORDINATION
This report has been coordinated with the Executive Director and Stadium Authority Counsel’s Offices.

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 City of Santa Clara Printed on 2/6/2026Page 2 of 3
powered by Legistar™
26-46 Agenda Date: 2/10/2026
(408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION
Approve the list of Stadium Authority Bills and Claims for December 2025.

Reviewed by: Kenn Lee, Treasurer
Approved by: Jovan D. Grogan, Executive Director

ATTACHMENTS

1. December 2025 SCSA Bills and Claims
City of Santa Clara Printed on 2/6/2026Page 3 of 3
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Santa Clara Stadium Authority
Bills and Claims
Expenses Paid by Wire or ACH Transfer
For the Month of December 2025
Payment Date Vendor Invoice No. Description Fund Amount 12/12/25 Blue's Roofing Co. 31503 CapEx Project: General Areas/Coatings CapEx $ 237,500.00 12/23/25 Canyon Oaks 0064 10/25 Stadium Market Research Operating 8,250.00 12/04/25
12/12/25
12/16/25
12/16/25
12/16/25
12/16/25
12/16/25
12/16/25
City of Santa Clara
City of Santa Clara
City of Santa Clara
City of Santa Clara
City of Santa Clara
City of Santa Clara
City of Santa Clara
City of Santa Clara
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
B2524 SCSA Admin Payroll Costs
Senior/Youth Fee: NFL Games 1-5
B2525 SCSA Admin Payroll Costs
Reimbursement of General & Administrative Costs
Reimbursement of CapEx Project: Public Safety Secure Law Enforcement Resource Area Reimbursement of CapEx Project: Public Safety Kawasaki ATV & Kimtek Pump Module Reimbursement of CapEx Project: Public Safety Kawasaki ATV Reimbursement of CapEx Project: Public Safety Lightweight Chemical Detector Operating
Operating
Operating
Operating
CapEx
CapEx
CapEx
CapEx
$ 83,779.27
136,500.40
59,083.77
1,046.66
14,957.98
64,596.58
23,759.26
16,065.71
399,789.63
12/24/25
12/24/25
EyeP-Solutions Inc.

EyeP-Solutions Inc.
25-217
25-443
CapEx Project: Security General Allowance
CapEx Project: Security General Allowance
CapEx
CapEx
47,584.45
47,584.45
95,168.90
12/04/25
12/04/25
12/04/25
12/04/25
12/04/25
12/04/25
12/04/25
12/04/25
12/04/25
12/04/25
12/12/25
12/12/25
12/12/25
12/12/25
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
Forty Niners Stadium Management Co, LLC
S-INV102483
S-INV102483
S-INV102483
S-INV102483
S-INV102483
S-INV102483
S-INV102483
S-INV102483
S-INV102483
S-INV102483
07312025SCSA-CPX
07312025SCSA-CPX
07312025SCSA-CPX
08262025SCSA-CPX
December 2025 Stadium Manager Expenses - Guest Services December 2025 Stadium Manager Expenses - Groundskeeping December 2025 Stadium Manager Expenses - Security
December 2025 Stadium Manager Expenses - Insurance
December 2025 Stadium Manager Expenses - Stadium Ops
December 2025 Stadium Manager Expenses - Engineering
December 2025 Stadium Manager Expenses - Stadium Builder License (SBL) Buffet December 2025 Stadium Manager Expenses - SBL Sales & Service December 2025 Stadium Manager Expenses - Use of StadCo Tenant Improvements December 2025 Stadium Manager Expenses - Other General and Administrative Reimbursement of CapEx Project: Concrete Replacement
Reimbursement of CapEx Project: Plumbing Boilers
Reimbursement of CapEx Project: Naming Rights Signage
Reimbursement of CapEx Project: Security General Allowance Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
CapEx
CapEx
CapEx
CapEx
40,468.80
45,818.63
158,745.11
163,644.35
290,755.80
312,647.68
185,400.00
193,628.47
1,237.16
63,622.56
294.42
1,121.37
43,657.31
31,158.75
1,532,200.41
12/19/25 Forty Niners SC Stadium Co, LLC N/A CFD Advance Payment - Principal & Interest Debt Service 881,535.75 12/23/25 Hanson Bridgett LLP 1542464 11/25 Legal Services Operating 12/23/25 Hanson Bridgett LLP 1542465 11/25 Legal Services Operating 12/24/25 Hanson Bridgett LLP 1537167 09/25 Legal Services Operating 12/24/25 Hanson Bridgett LLP 1539716 10/25 Legal Services Operating 12/24/25 Hanson Bridgett LLP 1542463 11/25 Legal Services Operating 12/09/25 Wilke Fleury LLP 189392 10/25 Legal Services Operating 12/12/25 Wilke Fleury LLP 189946 11/25 Legal Services Operating 152.10
9,560.70
15,340.50
1,260.00
1,368.90

55.00 55.00
27,792.20
12/12/25 InTWO, Inc. 46885-US Financial Management System Monthly Services (November 2025) Operating 369.80 12/12/25 InTWO, Inc. 46884-US Financial Management System Monthly Services (November 2025) Operating 4,974.90 5,344.70
12/24/25 Motorola Solutions Inc 8282253361 CapEx Project: Public Safety Radio Batteries CapEx 28,646.15

Santa Clara Stadium Authority
Bills and Claims
Expenses Paid by Wire or ACH Transfer
For the Month of December 2025
Payment Date Vendor Invoice No. Description Fund Amount 12/12/25 O.C. McDonald Co Inc Application 12 CapEx Project: Plumbing - Boilers CapEx 10,260.00 12/24/25 Pivot Interiors PJIN-000120149 CapEx Project: Furniture Replacement CapEx 77,354.62 12/24/25 San Jose Mailing 8416 Postcards Stadium Committee Operating 4,193.57 12/12/25 Wilson, Ihrig & Associates, Inc. 22162N21 Stadium Noise Monitoring Services (July to October 2025) Operating 20,507.50 December 2025 Total $ 3,328,543.43

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-16610 Agenda Date: 2/10/2026

REPORT TO COUNCIL

SUBJECT
Review and Approve the Library Strategic Plan and Library Facilities Master Plan

BACKGROUND
In 2025, the Santa Clara Public Library (“Library”) completed drafts of two key planning studies, the Library Strategic Plan and the Library Facilities Master Plan. The Strategic Plan, provides a clear 3- year vision of operational and service priorities. The Strategic Plan includes specific and actionable initiatives to guide staff work towards effective achievement of goals. The Facilities Master Plan, also based on strong community engagement and data analysis as well as professional facility and community assessments, provides a 20-year plan to guide the maintenance and capital investment decisions for the Library system.

Strategic Plan
The Library Strategic Plan is the result of considerable community engagement, which included 1,543 survey responses in English, Spanish, Chinese, Japanese and Korean, focus groups, interviews, and engagements with community, staff and the Board of Library Trustees. Further bolstered by analysis of demographic data and community needs, the Strategic Plan identified 3 key organizational priorities to focus and align Library efforts towards impactful improvements in service for the community.

Priority #1 is Increasing Community Connection. As a public service-oriented department, the Library listened closely to the feedback received from the community. Based on the feedback, the Library identified a need to communicate and collaborate more closely with library users and non-users to increase the impact of services and to reach more of the public. Objectives include increasing collaboration and partnerships with local schools and community organizations, and strengthening marketing and outreach to increase access. Stronger communication and partnership with the community is the primary path to bringing library services closer to the community we serve.

Priority #2 is Improving Capacity. The Library focuses on improvements to organizational structures, training, tools and policies to provide the best service with current resources, including prioritizing volunteer and staff development.

Priority #3 is Building a Stronger Today for a Better Tomorrow. This final priority focuses on specific changes and improvements to make now, in order to plant the seeds for strong development and growth in the coming 3 years. This includes developing processes and implementing technology to improve access to information and services, operate more effectively, and better measure and evaluate the use and effectiveness of programs and services. It also includes prioritizing the maintenance and adaptation of Library facilities to current needs, realized in part with the draft Facilities Master Plan.

City of Santa Clara Printed on 2/6/2026Page 1 of 3
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26-16610 Agenda Date: 2/10/2026
Facilities Master Plan
The Facilities Master Plan is a data-driven analysis providing concrete recommendations for the short -, medium- and long-term maintenance and development of Library facilities to meet community service needs. Recommendations are based on data from facility review and demographic study.

Recommendations are also informed by collaboration with the Community Development Department, Finance and the Department of Public Works. This input helped to keep Library system facility recommendations aligned with the needs and priorities of the City of Santa Clara as a whole.

Well-timed to inform use of Measure I funds, the Facilities Master Plan includes recommendations for renovations of existing Library facilities to align more closely with current service needs and community priorities. It also considers growth over the next 20 years, providing recommendations to help meet the community’s changing needs in terms of technology, meeting and gathering spaces.

The Facilities Master Plan also details ways in which facility design can help support the implementation of service improvements.

The Facilities Master Plan also includes a recommendation for updating Library language in the City of Santa Clara General Plan. References to the Library in the existing General Plan is limited to a few outdated paragraphs outlining current facilities and possible future growth needs. The Facilities Master Plan proposes specific language and updates to the General Plan to make Library references more current and aligned with references to other related community services. General Plan recommended nexus language has been coordinated with and approved by the Community Development Department.

The Facilities Master Plan is not prescriptive but rather provides expert-informed recommendations and guidance for maintaining the Library system of the City of Santa Clara. The Plan encourages collaboration and cooperation to build support for public and private partnerships, joint-use and co- location, and alternative fundings as potential resources. Design planning and construction will still require Council approval.

DISCUSSION
This study session will update and inform Council of the goals, objectives and plans developed by the Library to work towards outcome-focused operational improvements in the Strategic Plan, written in a way to help guide Library leadership and staff with intentionality to provide better service to the community. It also provides a 20-year Facilities Master Plan for Council’s consideration. The 20-year Facilities Master Plan identifies the maintenance, renovation and growth needs that must be addressed to align with the City’s long term service goals for the community.

ENVIRONMENTAL REVIEW
The action being considered for this study session does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b) (5), an administrative activity that will not result in direct or indirect physical changes to the environment.

FISCAL IMPACT
There is no fiscal impact associated with the preparation of this report or with the study session. The FY 2022/23 Adopted Budget included General Fund funding for the Library Strategic Plan ($250,000) and the Library Facilities Master Plan ($250,000) studies.

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26-16610 Agenda Date: 2/10/2026
The Library Facilities Master Plan identified construction projects with a cost of over $55 million for existing and new facilities (2025 dollars) as well as ongoing costs for deferred maintenance and staffing that are currently unfunded. Measure I, approved by the voters in November 2024, includes funding of $9.0 million for the renovation/expansion of the libraries that could be used to fund a portion of the construction projects. Additional funding would need to be identified to support the majority of the recommended projects. Some of the potential funding strategies identified in the Library Facilities Master Plan include philanthropic support, public-private partnerships, the reallocation of the debt service funding for the Central Park Library once it is paid off in 2032, partnering with a developer, the evaluation of a future General Obligation bond option, a parcel tax, as well as the City’s General Fund.

COORDINATION
This report was coordinated with the City Manager’s Office and the Community Development Department.

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

RECOMMENDATION
Approve the Updated Draft Library Strategic Plan and Library Facilities Master Plan in substantially the forms presented
Reviewed by: Patty Wong, City Librarian
Approved by: Jovan Grogan, City Manager

ATTACHMENTS

1. Library Strategic Plan and Facilities Master Plan Council Review Presentation 2026

2. Library Strategic Plan

3. Library Facilities Master Plan
City of Santa Clara Printed on 2/6/2026Page 3 of 3
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Library Strategic
Plan and Facilities
Master Plan
February 10, 2026
Library Strategic Plan and
Facilities Master Plan
2 Santa Clara

CITY LIBRARY
Strategic Plan 2025-2028
The Future Starts Here!
sclibrary.org
Strategic
Plan
3 Santa Clara
~ CITY LIBRARY
Strategic Plan 2025-2028
The Future Starts Here!
sclibrary.org
Library Strategic Plan
• 3-year Strategic Plan: 2025-2028
Mission
Enhance lives and strengthen our diverse communities by providing the best in information, cultural and technical enrichment, a wide range of programs and services, and opportunities to achieve dreams.

Vision
Discover what’s possible 4
Based on data and community
engagement
• Organizational priorities and objectives were
developed from
– Community survey with 1,543 responses in 5 languages (1.2% of Santa Clara population) – Demographic data
– Focus groups (13) and interviews (19) representing organizations, stakeholders and individuals from diverse local communities
– Strengths, Opportunities, Aspirations, and Results (SOAR) analysis and meetings with Board and staff – All Staff surveys
– National and local library best practices and trends analysis 5 Key points from data analysis and
community engagement
• High satisfaction with staff and services
• Desire for greater access to library spaces
• Need for greater awareness of services
• Desire for library to represent diverse cultures and languages in the community
• Interest in innovative technology and digital literacy • Library as a community resource, a place to connect to community, social and civic services, life needs related to career, immigration, housing, health and parenting 6
Organizational Priorities
• Priority Group #1: Increasing Community Connection
– External partnerships
– Fundraising
– Marketing and public relations
• Priority Group #2: Improving Capacity
– Organizational structure
– Policies
– Volunteer and staff development
• Priority Group #3: Building a stronger today for a better tomorrow – Operational efficiencies
– Measurement and evaluation
– Library Facilities
– Technology
7 Priority #1: Increasing Community Connection
• External partnerships
– Actively seek and strengthen partnerships with schools, organizations and institutions to expand service to library users.
• Fundraising
– Partner with the Santa Clara Board of Library Trustees and the Santa Clara City Library Foundation and Friends to support and enhance library services. • Marketing and public relations
– Promote library services through a variety of print, electronic, and media opportunities. 8 Priority #2: Improving Capacity
• Organizational structure
– Establish and maintain an organizational structure that supports the Library’s service priorities.
• Policies
– Operate within a policy framework that reflects the Library’s values and promotes effective and efficient service delivery.
• Volunteer and staff development
– Expand recruitment, training, and deployment of volunteers and staff that provide and support quality customer service for all library users. 9
Priority #3: Building a stronger today for a
better tomorrow
• Operational efficiencies
– Utilize technologies and processes that improve access to information, enhance customer service, and maximize efficient service delivery.
• Measurement and evaluation
– Incorporate measurement and evaluation into operational practices. • Library Facilities
– Provide and maintain safe and attractive facilities and plans for the future. • Technology
– Deploy technology that enables library users to easily access information, collections and services, and enables staff to effectively and efficiently perform their assigned tasks. 10 Next Steps for Strategic Plan
• Library has developed specific, actionable initiatives, included in the Strategic Plan
• Next steps are reviewing plan with staff and developing processes to monitor and report on progress
• Future goals to establish regular community surveys,
annual report, and refresh plan regularly 11
Facilities
Master
Plan
12 Library Facilities Master Plan
• 20-year Facilities Master Plan: 2025-2045
• Includes:
– Property condition assessments and recommendations for all existing Library facilities, as well as long-term needs to accommodate growth – Estimated pricing and funding strategies
– Recommended nexus language to update Library section in General Plan 13 Based on data and community
engagement
• Recommendations developed from
– Community engagement at the Library, Art & Wine Festival 2024, and Comic Con 2024, with over 620 participants in 4 languages
– Demographic data
– Staff and stakeholder engagement and surveys
– National and local library best practices and trends analysis, peer library data – Facility and service reviews and observations
14 Key points from data analysis and
community engagement
• Community feedback shows a desire for
– More meeting rooms, gathering and study spaces
– More access to technology
– Materials and services in all languages
• Demographic data shows
– 68% non-white population
– 56% speak language other than English at home
– Over 95% of the community have computers at home
15 Service and Population
16 Recommendations:

Central Park Library 1
17 Minimum additional staffing 6 FTE
Annual cost: $745,348
Additional recommendations to be included in design planning:

8. Expand Library Café service out to the Park

9. Renovate public restrooms
Collectiion
larg,e print
med ia
new books
periodicols

2. lntelinotiono l Hub,
commun ity iving room
a rea for learning/g roups
expanded oollectiion

3. Library of llhings stomge
move office to back of house
move business cente r to atJii um n iohe
Centra l Park library Modernization/ Renovat ion: $101838 ,6 33 Con struc tion Project Cost $8,912,700
FF&E: S910,000
Ad d itiona l Building Needs : Sl,Ol51833

4. Meetiing1s/st1..1dy rooms
move fiction collect ion u p,starrs

5. Business cen ter
printers in niche
collaborat ion tab le

6. Ma1ker Spece
podcast room
a,ctivity area and storage
g reen screen

7. Enhonoed c arfe
demonstrati i,0111 kitchen occessi ble lrom
mo k.er space and oarfe zone
Recommendations:

Central Park Library 2
18 . 11111111°
0~
0 • --=:a: -----
l. Santa c la rai Povilio n
la1rger entry
enhanced g,enea logiY, local history
meet ing space I wor1ktoom

2.. Commun ity Pavi I ion
lounge, a rea
col laborartion area

3.. Business Povilio n
wl meet ing rooms: and cowo rking space
6_ G.eneclogiY wor1kiroom move to bo:cl:: of house
use existing for public
7 _ R·ea:d sa nto Claro Li·tteracy c entter
pub lie fac ing
pnivarte meeting room
offiices in staff a rea
8_ Relocated Teen Zone
viewab le from serv ice desk
con be used for otihers when nott used by teens
shared service desk with adu lt collec tion
4_ Focus I study Pavil ion 9_ Reduced col!ectiion of adult fiiction and non fict ion for better access to mee1ting room and
collaborat ion space
5_ Fmmdotiion omoes move to back of house,
use existing space for publ ic
Recommendations:

Mission Branch Library
19 Tool Library additional staffing:
2 PT Library Assistant
Annual cost: $123,989
,.-------~---' I
I
I
I
I
I
I
I
I
I
~-----------------------]
I
I
I
I
I
I
I
I
I
I
Mis s ion BHmCh Add ition: Sl,476,603
Coo stnJCbion Project Cost Sl,252,8 00
FF&!E: $10,470
Add itional Building Needs: $.213,333
! ------------------------
-- -- --------- T 7
I I
I I
I
_____ _________________ 1-0-_J

1. Rewortk staff area improve workflow.

Remove the sink to allow for mo re counter
spa,ce and sto ra.ge

2. lnsta 11 privacy pod in th is a1loove ( non a:dc)
which ocn be used for la,ctation private
phone, ro lls, or decomp ression tiime.

3. Ensure occess ib!e service desk and provide
barriier between public on.d staff ..

4. Allow arftter hours access to comm unity
room by replacing doo rs and secu11ity
a:ccess.

S. ~rovide tiool lending library with ovenhead
g:ara:g,e door access to pa1rk side. Provide,
dedicated par1~ing to a I low ea,se of use.

6. Pirovide enlarged storage room for
commun ity room. This allows existing
commun ity room kitchen to Junction as
intended.

7. Add restrooms tihat serve for atl:er hours
accesstto commun ity room and for park
us,ers. Provide door secu rity to allow oooess
tio either or both.

8. Move, self checks to stream Ii ne service and
spa:ce, rm prove usab ility. Pirov"de iPa:dis that
function as OPACs on ends of shelving to
free up floor spooe for other func tions.

9. Meeting room that is currently occup ied by
Read Santa c 1ara1.

Recommendations:

Northside Branch Library
20 l Better use of outdoor space
commun ity go rd!en.s
shad!e
to b les and c hoers

2. After hours access to pro gIram room
secu ritty contro ls
ofter hours rests rooms existing

3. More qu iet spo:ce/ rooms

4. No reduct ion of collectiion would like g rowth

5. Ease corn,p ressed staff spa.oe
more ernoient AHM 0i)IOut
odd collc boratiion space
more staff d!esk area and storage
smelle r sticff bathroom

6. Modify service desk for bette r :storage of
Library oflh in,gis.

7. Adjust shelving to allow for better
Norths ide Branch Modern izat ion / Renovat ion: Sl,063,983 Construction Project Coot S792,450
FF&E: $55,200
Add itional Building Needs: $213,333
connect ion to d!oyligtrtt/views

8. Replace 4-person tab es llhat get used by 1
person1 witih inde pendent sectiing1 in loung,e
& booth style.

9. Shift shelving nortth (no reducti on) tor better
sigMlines; odd browsing benches and ticble
for puzzles/ tableto p games (tween}

10. open co llabo rotio n spo:ce:s.

11. More variety in adult lounge furni:shingis.

12. Right-size meetii ng room for room width

13. Additiona l space becomes srudy room or
sticH room .

14. Move, self-cheds and business center
activiti es to llhe• e:xistii ngI n iahes.

Recommendations:

Northwest Branch
21 – A new branch of 18,000-20,000 sf should be added to the Northwest area of the city to accommodate planned development.
• Currently Northside Branch Library serving a population of 24,404 • The projected population in North Santa Clara is expected to increase to 48,460 by 2045 based on permit applications, doubling service population – New branch should provide hands-on learning and 21st century programming akin to that provided at Central Park Library, albeit at a smaller scale. Provide patrons places to meet and study, collection, community gathering spaces with after hours access, connection to shaded green space and learning gardens, maker space, and children’s and teen spaces.
– Joint use space (ex: with Parks and Recreation, or gym), expansion of existing space or incorporating into development project would be more efficient use of city funds.

Minimum staffing 11 FTE
Annual cost: $1,495,809Construction Project Cost $36,277,200 FF&E: Sl,000,000
Residential BUilldlng Permit Heat Map based on CSC devacpmsnt pmjects stay map.

Recommendations:

Station Area Plan
22 – Shared or leased tenant space ~6,000 sf
– Recommended for estimated 6,750 service population and activate high-transit, high-use corridor.
– Provide curated collection, patron holds, hands-on learning area, and small meeting room and study spaces.
– Other alternative small implementation models being explored in partnership with Parks & Recreation include kiosk and self-service models.

Minimum staffing 6 FTE
Annual cost: $817,546
Station Area Sateilite Branch : $4,502.550
Construction Project Cost $4,202,550 FF&E: S300,000
Funding Strategies
23 – Measure I
• Facilities Master Plan recommendations for Mission and Northside Branches • At Central, Measure I funding to be utilized for public restrooms renovation and access control to facilitate after-hours use of Community Rooms
• Design planning for all three current locations
• Not enough to do all Central recommendations
– Northwest Potential funding strategies:
• When Central Park Library COP fund paid off (2032) reallocate funds to support new joint use facility; Explore public-private partnerships and launch a capital campaign with philanthropic funding; Leverage GFOA’s Putting Assets to Work Program to incorporate mixed-use development and generate ongoing revenue; Joint use with Parks & Recreation; Evaluate GO Bond option, incorporating philanthropic approach.
– Station Area Plan
• Bond funds, though may be restricted if leased space; Explore opportunities for partnership with developer to fund construction; Explore philanthropic support for innovative service models.
– Philanthropic support
• Santa Clara City Library Foundation and Friends
– City support through General Plan
General Plan Updates
• The current General Plan includes only very brief language referencing the Library Current Library Language in General Plan

5.9.2 Schools and Community Facilities Goals and Policies 24 The Library Facilities Master Plan includes a section with language related to the Library, recommended
for inclusion in the next revision of the City of Santa Clara General Plan. This language has
been reviewed and coordinated with the
Community Development Department, and is
provided for Council consideration for the
next appropriate opportunity to update the
General Plan.

5.9.2-P2

5.9.2-P3
Libraries
Existing libraries in Santa Clara a re the Central Park Libra1y, the main libra1y. located on Homestead Road, and the Mission Library Family Reading Center, located in the h istortc core of the City. The Central Park Library is 84,000 square feet and was reconstrn cted and expanded in 2004. With more t han 1.6 million visitors per year, and over 3,000 people per d ay using the library, the facility is able to handle the existing volume of people and activities; features include: group s tudy and large community rooms, a computer training classroom, genealogy and local histmy collection, and an extensive collection of mate1ials for educational and recreational use. The Mission Library Family Reading Center, located on Lexington Street at Main Street. is a full service library facility including Read Santa Clara, the adult and family literacy program of the Santa Clara City library.

In a ddition to existing facilities, a 15,700-square -foot Northside Branch Library was approve d for development in Rivermark. The design phase is scheduled to begin in 2010. Land has been set aside for this purpose.

Additional library facilities may be needed to meet the demand from the addition of approximately 33,000 new residents anticipated as a result oft.his General Plan. Given that the large Central Park Libra1y facility is located in the southern portion of the City, it i s relatively close to, and could serve. anticipated new development along El Camino Real, Homestead Road, Kiely Boulevard and Stevens Creek Boulevard. New libra1y facilities may. however, be needed to serve the anticipated development in the nmth ern portion of the City. This will need to be evaluated as part of the comprehe nsive planning process for new residential development in the Future Focus Areas.I
Pe1iodically evaluate library services and facilities in order to respond to changing community demands.

Provide library services that are accessible and of adequate size to serve community residents, particularly for Future Focus Areas, nott h of the Caln·ain conidor.

Next Steps for Facilities Master Plan
• The Library Facilities Master Plan is well-timed to inform use of Measure I funds.
• Recommendations are not prescriptive. Library is working in coordination with CMO and Finance to prioritize recommendations, funding and timing strategies. This may include fundraising through the Santa Clara City Library Foundation and Friends.
• Language to update Library sections in City General Plan is included and ready for CMO and Council to review at the appropriate time. • Detailed Property Condition Assessments are available to inform maintenance recommendations, to be coordinated with Public Works and Finance for ongoing maintenance. 25
Santa Clara

CITY LIBRARY
Strategic Plan 2025-2028
The Future Starts Here!
sclibrary.org
Dear Community:

The Santa Clara City Library 2025-2028 Strategic Plan is designed to meet the needs of our diverse community and residents of all ages. Although specific to the next three years of service, it is an evergreen document - the Organ izationa l Priorities will remain the same - as a staff we w ill work to update the initiatives and activities periodically based upon the feedback we receive from you and our assessment of community needs.

This plan is the result of two years of work , more than 1500 responses from library users, non-users, and residents, more than two dozen focus groups and more than 50 stakeholder inte rviews. Three key Organiza tiona l Priorities emerged from this array of community inpu t:
• Increase Community Connection through stronger partnerships, fundra ising and public awareness .

Improve Capacity through organizat ional structure and resilience, support ive infrastructure through policy review and modernization, and volunteer and staff development to maintain quality customer service for all library users.

Build a Stronger Today for a Better Tomorrow - a focus on the future through operational efficiencies that improve access and enhance customer service.

We will strengthen measurement and eva luation to gather data to better inform and bui ld programs and services, mainta in our existing bui ldings, plan for library service and facilities as our popu lation grows, and use technology to improve and expand service.

A specia l thank you to the Board of Library Trustees, our staff and volun teers, and espec ially our community members who participated in this strong work. I hope you will see your ideas , suggestions, input and priorities reflected in our Strateg ic Plan for 2025-2028. Please continue to share your though ts to help us improve your Library.

Thank you for dream ing with us about wha t the Santa Clara City Library could and shou ld be for our commun ity.

In service and with great appreciat ion,
Patty Wong
City Librarian
sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 A New Mission:
sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 01 Core Resources, Services & Programs
With purpose and benefit to the community, the Library provides information resources, collections, services, and programs to support the diverse interests and needs of users of all ages.

Children will have access to
materials, services, and programs
designed to ensure that they will
enter school ready to learn and
thrive academically.

Children will have access to
materials, services, and programs
that engage their imagination ,
curiosity and explore topics
of personal interest.
sclibrary.org
Children
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 02 Teens
sclibrary.org
Teens will have access to
materials and programs that
respond to their current interests
and prov ide pleasurab le reading ,
viewing, and listening experiences.

Teens will have the resources
they need to explore topics of
personal interest and continue
to learn throughout their lives.

Teens will have access
to technologies and online
resources that will help them
deve lop techn ical proficiencies,
thrive academically, succeed
in col lege and career goals,
and connect to the global
community.

SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 03 Adults will have the resources
they need to explore topics of
persona l interest and cont inue
to learn throughout the ir lives.

Adu lts will have conven ient,
timely access to a variety of
new and popu lar materia ls.
sclibrary.org
Adults
Adults can access services
and resources to help them
accomplish life goals , develop
career and professional skills,
and connec t to their
communi ty.

SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 04 Everyone will have access to
welcoming physical places to
meet and interact with others
or work independen tly on
personal projects.

Everyone will have access to
technology and technical support
in multiple languages.

Everyone can access
materials, resources and
programs to satisfy their curiosity,
support sustainability efforts,
engage their imaginations,
and explore topics of
personal interest.
sclibrary.org
All Ages
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 05 sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 06 Increase
Community
Connection
sclibrary.org
PRIORITY GROUP 0
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 07 Increase Community Connection
External
Partnerships
Actively seek and strengthen
partnerships with organizations
and institutions to expand
service to library users.

Partner with the Santa Clara Board
of Library Trustees and the Santa
Clara City Library Foundation and
Friends to support and enhance
B library services.

Promo te library
services through a variety
of print , electronic, and
media opportuni ties.
sclibrary.org
PRIORITY GROUP 0
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 08 ( External Partnerships
Actively seek and strengthen partnerships with organizations and institutions to expand service to library users.

Initiative 1A.1
Incorporate local
technology companies ,
businesses, local community
groups , and non-profit
organizations .

Initiative 1A.3
Develop shared resources
for better public service ,
including collabo rative
program spaces.

Initiative 1A.5
Expand internship
and volunteer pathways.

Initiative 1A.2
Develop partnerships to
connect community to local
resources beyond Library's
scope.

Initiative 1A.4
Expand student access to
Library services through field trips,
class visits, and library cards for
all students .

Deve lop outreach to better
understa nd the needs of non- users.

Strengthen multicultural
outreach and services.

Extend services to help new
immigrants integrate to commun ity.

PRIORITY GROUP 0
)
sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-20 28 I 09 ( Fundraising
Partner with the Board of Library Trustees and the Library Foundation & Friends to support and enhance library services.

Coordinate with Santa
Clara City Library
Foundat ion and Friends
to grow fundra ising
opportun ities.

Initiative 18.2
Develop attractive and
up-to-date fund raising
mater ials that encourage
giving aligned with the
Library's priorities.

Celebrate the Foundation
& Friends 25th Anniversary .

PRIORITY GROUP 0
)
sclibr ary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-20 28 I 10 ( Marketing and Public Relations)
sclibr ary.org
Promote library services through a
variety of print, electronic , and media opportunities.

Santa Clara City Library
11k llki,s • 19K foltowffi
Intro
Visit sclibrary.org to get a lil:nry card and check
out all of our e-.-t>nls and bCCffi to resourct s.
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~ 263S Home-stNd Rd, Santa dara. CA. Un;ted
S.ate-s. California
\. (408)61S·l900
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school diWict partners!
Develop an
outreach and marketing
plan, to include support for
a communications
coordinator.

Activate translation
functionality on website.

Strengthen multilingual
communications and outreach .

Initiative 1C.3
Develop and implement
an Annual Report to share
Library impact in the
community.

PRIORITY GROUP 0
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-20 28 I 11 sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 12 Improve
Capacity
sclibrary.org
PRIORITY GROUP f}
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 13 Improve Capacity
PRIORITY GROUP @
sclibrary.org
Establish and maintain an
organiza tional structure that
suppo rts its service priorities
Review and update policies where
needed to reflect the Library's
values and promote effective and
efficient service delivery.

B
Expand recruitment, training,
and deployment of volunteers and
staff that provide and support
quality customer service
for all library users.

SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 14 Organizational __ Policies [ Structure J (
Establish and maintain
an organizational structure
that supports its service
priorities.

Initiative 2A.1
Conduct an organizational
review, to include updating job
descriptions and ensuring most
effective delivery of service
and the staff complement to
deliver that service.

Review and update policies
where needed to reflect the
Library's values and promote
effective and efficient
service delivery.

Initiative 2B.1
Complete review
and update of current
policies to enhance
service and community
access.

Complete regular
review and update
of policies at least
every five years.

PRIORITY GROUP f}
)
sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 15 ( Volunteer and Staff Development)
Expand recruitment , training, and deployment of
volunteers and staff that provide and support quality
customer service for all library users.

Initiative 2C.1
Support collaboration and
staff talents and skills to develop
stronger library services.
sclibrary.org
Grow collaboration with the
Youth Advisory Commission
and local high schools.

Support staff professional
development with in-person
and virtual opportunities to
attend trainings and
conferences.

Plan regular volunteer
& staff recognition and
appreciation efforts.

PRIORITY GROUP f}
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 16 sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 17 sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 18 Build a Stronger
Today for a Better
Tomorrow
------------
PRIORITY GROUP @)
sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 19 Build a Stronger Today
for a Better Tomorrow
Operational
Effi,ciencies
• . -
service and maximize
efficient service delivery
through stronger use of
technology a nd process
improvements.

Provide and main tain
safe and attractive
facilities and plans
for the futu re.
sclibrary.org
PRIORITY GROUP @)
Measurement
Incorporate measurement
and evaluation into the
Library's operational
practices.

Deploy technology that
enables library users to
easily access information,
collections and services, and
enables staff to effectively
D
and efficiently perform
their assigned tasks.

SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 20 ( Operational Efficiencies
Enhance customer service and maximize efficient
service delivery through stronger use of technology
and process improvements.

Initiative 3A.1
Streng then service as a
community hub and navigation
center, to help visitors connect wit h
social, educatio nal, cul tural and
governmen tal resources beyond
the Library.

Provide information resources
for high-demand needs, such as
immigra tion services, food distribution
resources, and economic and social
resources for the vulne rable
and unhoused.

Estab lish target for
returned materials to shelf
within 2 days .

Initiative 3A.3
Establish proce d ures to
ensure that new mate rials
are processed a nd made
available to the public in
a timely manne r.

Initiative 3A.4
Evalua te catalog
effic iency .

Strengthen promo tion
of collection and resources
for pub lic awa reness and
a ccess.

PRIORITY GROUP @)
)
sclibrary .org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 21 C Measurement and Evaluation :J
sclibrary.org
Incorporate measurement and evaluation
into the Library's operational practices.

Acquire data collection
software and implement
public dashboard.

Initiative 3B.3
Provide training for
designated staff to ensure
that library use data is
collected in a consistent
manner throughout
the library.

Strengthen data collection
of community feedback
including non-users.

Develop methodology
to regular ly update the Board
of Library Trustees on progress
on all objectives included in
the strategic plan .

PRIORITY GROUP @)
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 22 (
sclibr ary.org
Library Facilities
Provide and maintain safe and
attractive facilities and plans for the future.

Initiative 3C.1
Adopt a Facilities Master Plan
that plans for maintenance
and care of Library facilities and
support of future services that
reflect the growth in
the community.

Develop and implement
a process to provide regular
updates on the projects
recommended in the Facilities
Master Plan.

Initiative 3C.5
Coordinate with City
Management to incorporate
Library update to Genera l Plan.

Initiative 3C.2
Increase capacity to provide
after-hours Community Meeting Room
access to the public.

Renovate public library spaces to
provide more private study rooms,
community gathering spaces and the
Central Park Library cafe with
access to the park .

Explore alternative
models to provide library
service to underserved areas,
such as kiosks and self-service
models.

Implement Strategic
Energy Management efforts for
sustainable practices to save
energy use, reduce costs and
regularly maintain facility
operations.

PRIORITY GROUP @)
)
SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 20 25-2028 I 23 ( Technology
Deploy technology that enables library users to easily access information, collections and services, and enables staff to effectively and efficiently perform their assigned tasks.

Initiative 3D.1
Establish and maintain
Technology Plan to manage
updates to techno logical
services, equipment,
makerspace and resources.

Explore funding
strategies to provide current
technologies and training
support for the public .

Develop and implement a
plan to enhance the usefulness
of the Library's website and
expand access to information
and resources in languages
spoken by community
residents.

Develop and support
mobile opp to improve
community access.

PRIORITY GROUP @)
)
sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 24 OR. RONJON NAG
sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 25 sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025-2028 I 26 Acknowledge,nents:

Santa Clara City Library Staff
Patty Wong , City Librarian
Mila Rianto, Assistant City Librarian
Sarni James, Management Analyst
Lee Hagan, Library Division Manager,
Support Services
Central Park Library Staff
Mission Branch Library Staff
Northside Branch Library Staff
Board of Library Trustees
Jonathon Evans, Chair
Debbie Tryforos, Vice-Chair
Steve Ricossa, Trustee
G. Salim Mohammed , Trustee
Daniel Huynh, Trustee
Santa Clara City Library Foundation
and Friends
JoAnn Davis, Executive Director
Santa Clara City Mayor and Council
Lisa M. Gillmor , Mayor
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, Vice Mayor , District 6
Special Thanks
Fast Forward Libraries, Consultant
June Garcia, Library Consultant
And a spec ial thanks to the residents of Santa Clara , and to all who use the Library!
sclibrary.org SANTA CLARA CITY LIBRARY'S STRATEGIC PLAN 2025- 2028

MISSION

BRANCH LIBRARY
1098 Lexingto n Street
Santa Clara. CA 9500
408 -615-2964
Mon.

Tue.

Wed.

Thu.

Fri.

Sat.

Sun.
9a.m.-5p .m.
11 a.m. - 7 p.m.
9 a.m. - 5 p.m.
9 a.m. - 5 p.m.
9 a.m. • 5 p.m.
9a.m . - 4p.m.

Closed
~ Santa Clara
~ CITY LIBRARY

CENTRAL

PARK LIBRARY
2635 Homestead Road
Santa Clara, CA 95051
408-615-2900
Mon . 10 a.m. - 6 p.m.

Tue. 10 a.m. - 7 p.m.

Wed. 10 a.m. - 7 p.m.

Thu . 10 a.m. - 7 p.m.

Fri. 10 a.m. • 6 p.m.

Sat. 10 a.m. - 5 p.m.

Sun . 1 p.m. - 5 p.m.

NORTH SIDE

BRANCH LIBRARY
695 Moreland Way
Santa Clara , CA 95054
408·615-5500
Mon. 10 a.m. - 6 p.m.

Tue. 10 a.m. • 7 p.m.

Wed. 10 a.m. - 6 p.m.

Thu . 10 a.m. - 7 p.m.

Fri. 10 a.m. - 6 p.m.

Sat. 10 a.m. - 4 p.m.

Sun . Closed
With your library
card you can:

Access more than 450,000
books, movies, music,
and more!
Get free digital books &
audiobooks.

Stream free movies and
music.

Enjoy multil ingual
resources for all ages!
Access t echnology for
sc hool, wor k, and more!
Sign-up
today!
English-speaking adults who
want to improve basic reading,
writing and math skills may
contact Read Santa Clara at:
408-61 5-2956

BOOKMOBILE
408-615-2907
sclibrary .org
Santa Clara City Library
Library Facilities Master Plan
July 30, 2025

Table of Contents
Planning Principles 5
Executive Summary 7
Recommendations 13
Community and Staff Engagement 20
SCCL Demographics and Circulation Data 26
Mission Branch 38
Library Service Assessment 40
Recommendations 45
Pricing 49
Northside Branch 50
Library Service Assessment 52
Recommendations 57
Pricing 59
Central Library 60
Library Service Assessment 62
Recommendations 67
Pricing 70
New locations Recommendations 71
Staffing 74
Cost Schedule 78
Cost Timeline 80
Funding Strategies 82
Recommendations 83
Library Funding Strategies 86
General Plan 92
Energy Management and Sustainability 105
Appendices 106
A. Stakeholder meeting minutes 107
B. Public Engagement summary 135
C. Staff meeting minutes 139
D. Staff survey 152
E. Peer Library Data 189
E. Property Facilities Assessment 191
Mission Branch Library 192
Northside Branch Library 225
Central Park Library 263
G. FFE Solutions 306
Acknowledgments
The following groups and people have generously given
their time and attention to make this assessment possible.

Santa Clara Libraries Staff
Santa Clara Library Staff
Patty Wong, City Librarian
Mila Rianto, Assistant City Librarian
Sami James, Management Analyst
Lee Hagan, Library Division Manager, Support Services
Central Park Library Staff
Mission Branch Library Staff
Northside Branch Library Staff
Advisory Committees
Development Cabinet
Historical & Landmarks Commission
Parks & Recreation Commission
Planning Commission
Senior Advisory Commission
Station Area Task Force
Youth Commission
Board of Library Trustees
Santa Clara City Library Foundation and Friends Board
Special Thanks
Jōvan D. Grogan, City Manager
Elizabeth Klotz, Assistant City Manager
Reena Brilliot, Director of Economic Development & Sustainability, City Manager’s Office Gaurav Garg, Director and Chief Information Officer, Information Technology Afshan Hamid, Director of Community Development
Craig Mobeck, Director of Public Works
Raj Singh, Senior Information Technology Services Manager, Information Technology Ken Winland, Building Maintenance Manager, Public Works Lesley Xavier, Planning Manager, Community Development
Members of the Santa Clara City Community
Author
MSR Design
Contributors
Pathway Group
June Garcia, LLC
Building Analytics
Rider Levett Bucknall
2 3
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Santa Clara City Library branch locations
These principles serve as our overarching guidelines for translating the City of Santa Clara Library’s vision, mission, values, and goals. They apply both to the libraries at the system level and the branch level. While each community presents different circumstances and needs that will necessarily impact the library services, these principles assist each location in embodying the core values of Santa Clara City Library and will help accomplish their mission of, “enhancing lives and strengthening our diverse communities by providing the best in information, cultural and technical enrichment, a wide range of programs and services, and opportunities to achieve dreams.”

PLANNING PRINCIPLES
Planning Principles
One Santa Clara—a common experience
Embody the Library’s vision, mission, and values through shared services and experience.

Together, each branch shares resources and programs to provide holistic services to the entire community.

Neighborhood—each branch is unique
Each branch is unique to its neighborhood, and specific services are tailored to meet its community’s needs.

Discover what’s possible—all branches working together
Partnerships, both inside and outside the building, strengthen connections to the community, city, parks and recreation, and other services. Strong partnerships will ensure the library is able to provide information resources, collections, services, and programs to support the diverse interests and needs of customers of all ages.

Along with these principles, it is the intent of this plan to align with, and support, City of Santa Clara’s goals and general plan.
4 5
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment

MISSION
CENTRAL PAR 0

EXECUTIVE SUMMARY
Executive Summary
Library Facilities Master Plan
A Library Facilities Master Plan for Santa Clara
City Library (SCCL) provides information to
guide decisions regarding future capital
investments for the next 20 years. The plan
utilizes three categories of inputs to help
establish priorities and create a flexible
approach to system-wide updates.
• Stakeholder input
• Usage and demographic data (e.g., SCCL,
City of Santa Clara)
• Existing facilities and service observations
The plan provides an analysis of each existing
branch within the system. The ability of each
location to serve the public is contextualized
by comparing it to national trends in
library service. Additionally, each branch is
considered in the context of other branches
and community dynamics to help reduce
duplication, ensure proper service coverage,
and promote efficiencies. The plan seeks to
establish minimum requirements, prepare each
branch for the future, promote activation of
all locations from both the neighborhood and
community and promote system-wide use.

Paths to funding the recommendations in
this plan have been identified with options
in a flexible timeline that can be adapted to
changing economic conditions. The funding
plan begins with recommendations for current
available bond funds and looks to potential
future funding sources for meeting the
continued community needs and growth.

All existing facilities’ conditions have been
assessed. Year-to-year cost projections
for maintenance required—escalated on a
timeline for budgeting purposes—are included
in this plan. It is recommended that these
improvements be funded through the general
fund annually, as not to pull resources for future
needs. Bond funds typically can not be used for
maintenance needs.

The timeline also takes into account ongoing
new operational energy costs and staffing costs
to provide a holistic look at funding needs. All
recommended projects shall follow the City
of Santa Clara’s Sustainability and Energy
Management and Sustainability Policy, included
in this report for reference.

Stakeholder Input
SCCL and MSR Design held engagement sessions
at all library branches and at community events
that included staff, community members, and
community stakeholders.

The team received 567 online survey responses
and spoke to over 620 participants over the
course of more than 35 combined hours of
engagement. Materials were provided in four
different languages.

Executive Summary & Recommendations
Community engagement at SCCL’s 2024 Comic Con
7 SCCL Facilities Planning + Condition Assessment

EXECUTIVE SUMMARY
The following needs have emerged from the
input:
• Expanded hours including weeknights and
weekends.
• More connection to the outdoors (e.g., learning
gardens, shaded areas, and outdoor play
areas adjacent to libraries).
• 21st century library programming in the form of
hands on learning and access to technology
and AV studio-like learning spaces.
• Continued support, welcoming spaces, classes
and services for ESL community members.
• More meeting rooms and study spaces with
up to date, easy to use technology.
• Materials and services in all languages.
• Places for Santa Clara’s diverse cultures and
communities to come together.
• Ease of access for all community members.

These themes suggest that the existing library
facilities would benefit from:
• More/improved program spaces for all-ages
with after hour access.
• Increased small study and meeting spaces.
• Improved indoor/outdoor access.
• Spaces that support and celebrate the
cultural diversity of the area.

Library Usage and City Demographic Data
To allow comparison to peers, data is collected
from the Institute of Museum and Library
Services (IMLS, www.imls.gov). The below
analysis draws from 2022, the most current data
available from IMLS. Later in the report, more
recent information from SCCL is provided but this
can not be compared to peer libraries.

Library Collection key points
• The size of the physical collection is greater
than the average collection of peer libraries.
• There is a large number of languages spoken
in the city which influences collection size
• Re-balancing based on demographics and
languages spoken is needed (i.e., English
collection should be right sized per the
peer average; the number of international
languages would increase the need for a
larger collection size).
• The collection needs to be updated and
modernized to include more digital collection
• Periodic weeding should continue at all
branches to ensure the collection continues
to stay relevant and all neighborhoods have
access to desired materials in the languages
of the community.
• Future planning at the branch level should
consider neighborhood browsing preferences
and demographic makeup to inform
proportions of program space to collection
space.
• International language collections should be
available to some extent at all libraries but rely
on interlibrary loan to allow the majority of the
collection to be housed at Central Park Library.

Library Circulation and Use Data key points
• The average physical circulation per capita
for SCCL’s peer group is 1.31. SCCL’s physical
circulation rates system-wide are 3.48, over 3x
higher than library peers. Circulation is highest
at Central Park Library; the Northside and
Mission branches are both lower than the peer
library average.
• SCCL has a slightly lower than average
program count with slightly higher than
average program attendance. Children’s
programs attendance rate is exactly average.
• The SCCL is open one-fourth of the hours
of its peer average with almost double the
operating revenue and about 73% of visitors.

FSCS ID Library Name Locale Legal Basis Fiscal Year
Service Area
Population
Branch
Libraries Bookmoblies hours/year
Total Operating
Revenue ($)
Total
Library
Program
Children's
Program
Total Program
Attendance
Childre
Progra
Attendan
CA0125 SANTA CLARA CITY LIBRARY City (12) Municipal Government (city, town or village)
2022 130,127 2 1 2,864 11,024,757 793 169 29,330 11,457 Median Value of Peer Libraries 138,014 2 0 8,390 6,709,519 838 279 23,250 11,45 see appendix
FSCS ID Library Name Locale Legal Basis Fiscal Year
Service Area
Population
Branch
Libraries Bookmoblies hours/year
Total Operating
Revenue ($)
Total
Library
Program
Children's
Program
Total Program
Attendance
Childre
Progra
Attendan
CA0125 SANTA CLARA CITY LIBRARY City (12) Municipal Government (city, town or village)
2022 130,127 2 1 2,864 11,024,757 793 169 29,330 11,457 Median Value of Peer Libraries 138,014 2 0 8,390 6,709,519 838 279 23,250 11,457 see appendix
FSCS ID Library Name Locale Legal Basis Fiscal Year
Service Area
Population
Branch
Libraries Bookmoblies hours/year
Total Operating
Revenue ($)
Total
Library
Program
Children's
Program
Total Program
Attendance
Children's
Program
Attendance Physical Visits
Registered
Users Total Circulation
books and
other
printed
material
Internet
Computers
Computer
Uses
Wireless
Sessions
Total Operating
Revenue ($) Per
Service Pop
Total
Staff
CA0125 SANTA CLARA CITY LIBRARY City (12) Municipal Government (city, town or village)
2022 130,127 2 1 2,864 11,024,757 793 169 29,330 11,457 248,926 59,794 1,798,394 453,506 120 17,013 67,275 85 49.8 Median Value of Peer Libraries 138,014 2 0 8,390 6,709,519 838 279 23,250 11,457 342,043 55,545 727,667 181,094 110 32,650 98,951 66 55 see appendix
When the library is open it is working hard. However some realignment of operating revenue and the number of hours open should be considered.

City of Santa Clara Demographic Data Key Points:

Per the most currently available census data, Santa Clara is a highly diverse and non-white community (32% of the population is white). 45% of the population is foreign born. 56% of the population speaks a language other than English at home. Over 95% of the population has access to a computer and have a broadband Internet subscription. 65% of the population that can have a bachelor’s degree or higher, does. In short, this is a highly educated community with ample access to computers. It is also a community with a large number of people new to the area and country, which should be reflected in library services and materials by:
• Offering introductions to services of the library, community, and government. • Offering programming and materials in many different languages. • Providing educational programming and celebrating the great diversity of cultures.

The need for desktop computers in the library is a lower priority than its peers, due to the high percentage of households with computers and high-speed Internet access. information above is from https://www.imls.gov/search-compare and assumes all library system have 1 central library 8 9
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment

EXECUTIVE SUMMARY
2007 first iphone
1999 first blackberry
1992 first smartphone
1985 first commercial laptop
1998 e-books in libraries
2003 free ebook lending
1975 online catalog reality
2015 Smithsonian declares
card catalog dead
2020’s partnerships and
hands-on learning
initial construction
building addition
minor renovation
legend
A System Overdue for Investment
A review of branch operations and space layout
for the SCCL system reveals the following:
• All library locations were designed prior to
major shifts in library service trends related
to hands-on learning and mobile information
access (though the Northside and Mission
branches have elements of the new service
model).
• Central Park Library was designed and built
during the emergence of mobile technology.

It hasn’t been updated to address new
programming elements and staffing models
resulting from mobile technology. Re-planning
Central Park Library provides opportunities for
greater efficiency and a potential net gain of
usable space for updated programming.
2030
2020
2010
2000
1990
1980
1970
1960
1950

NORTHSIDE

CENTRAL

MISSION FAMILY READING CENTER BRANCH
library service transforma-
tion = new approach to
library design
The return on investment in libraries can be
substantial. Studies in Texas, Florida, Indiana,
Ohio, Pennsylvania, South Carolina, Vermont,
Wisconsin, and Minnesota corroborate this
with ROI’s ranging from $2.38 to $6.96 for
every dollar spent.

Bureau of Business Research IC 2 Institute

MISSION

CENTRAL PARK

NORTHSIDE
Residential Building Permit Heat Map
based on CSC development projects story map.

This provides direction to allocate the projected
population growth to a specific library service area.

Current SQ FT: 7,906 sf
Current pop served: 18,546 ppl*
Projected 2045 pop served: 23,357 ppl
Existing Sq ft / capita : .42
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
Current SQ FT: 17,355 sf
Current pop served: 24,404 ppl*
Projected pop served: 48,460 ppl
Current Sq ft / capita : .71
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75

EXECUTIVE SUMMARY
Current SQ FT: 88,550 sf
Current pop served: 89,526 ppl*
Projected pop served: 92,734 ppl
Current Sq ft / capita : .42
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75

MISSION BRANCH LIBRARY

NORTHSIDE BRANCH LIBRARY

CENTRAL PARK LIBRARY
A Growing Community
The City of Santa Clara is a rapidly growing community with a 2025 population of 131,887 people, with a projected 2030 population of 154,524 (table 5.2-1 in the City’s General Plan). By 2040 the population is expected to expand to 159,500 (see City’s May 2024 Housing Element). Projections show the City of Santa Clara will grow more rapidly than other places in Santa Clara County and will be approximately 164,000 by 2045. The area north of the city will see more population growth as demonstrated by the residential building permit heat map, with growth focused around public transportation lines. The south is already developed and zoned for low density housing. Growth is the south is projected to be about a quarter of what is expected north of HWY 101. The below projected populations are estimated based on data provided in the City’s General Plan and Housing Element. The numbers account for a population growth of 32,078 by 2045 with 75% of that in the Northside branch service area (24,059). A projected 60% of the 25% remaining is allocated to Mission branch area due to the Station Area Plan already underway (4,811). 40% of the 25% remaining is allocated to Central Park (3,208). Central Park serves as a main library and includes system administration. For this reason, the required square footage is over the .75 that is a typical SF / capita for 21st century libraries.

In 2045, Mission Branch service area should
have 17,518sf.

As a site-challenged building, Mission Branch
is currently, and will continue to be, undersized
for the population served. However, a modest
addition and its proximity to Central Park Library
alleviates the undersizing issue. This will be
discussed in the recommendations section.

Northside Branch area is projected to double by
2045. To accommodate this growth Northside
Branch service area should have 36,345 sf.

Northside Branch is currently sized well for
its service population, but will quickly be
undersized.

In 2045, Central Park Library service area should
have 69,550 sf. However, administration and
other main library functions are housed here,
requiring more square footage.

Central Park Library is currently rightsized and
will remain so with projected population growth.
*number provided by SCCL
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SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment ' •
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EXECUTIVE SUMMARY
The Role of Libraries Today
Library services have changed dramatically since the early 2000’s, with less emphasis placed on the physical collection and a greater emphasis on providing access to electronic resources and services for 21st Century literacies, including expanded programming, spaces and technologies for content- creation, community gathering, active learning, and spaces for community partners to expand services to the community. Recommendations to follow bring the SCCL system into alignment with services provided in next-generation libraries.

Flexible program spaces that can be used outside of program hours Dedicated teen spaces
Outdoor community spaces

EXECUTIVE SUMMARY
Production studios
Sensory rooms
Job skills training
Recommendations

RECOMMENDATIONS
The following recommendations reflect the planning
team’s knowledge and understanding of the needs
for Santa Clara City Library. Recommendations may
need to be reordered depending on funds available,
unexpected population shifts, or any number of
outside factors.

1. Maintain all existing libraries.

The existing buildings in the system are well cared-
for and well-constructed. Continued maintenance
is required to ensure they will be an asset to the
community for decades to come. The appendix
includes a Property Condition Assessment (PCA) for
each branch. The assessments include top priority
maintenance issues in 2025 dollars. The maintenance
should be accomplished with funds as they become
available and completed in order of importance.

Primary maintenance recommendations:
• Central Park Library. Replacement or coating of
flat roofs; replacement of joints around exterior
of building. Mechanical equipment was installed
during original project and is at its useful lifespan;
should be replaced.
• Northside Branch. Original installation of the exterior stone cladding is a known ongoing issue with
resolution anticipated soon, and thus not included
as an item in the PCA report. The library is in good
working order and should be maintained as
required.
• Mission Branch. Replacement of the roof;
replacement of asphalt concrete to the south of
the building (due to cracking).

2. Provide updated services and spaces in
existing libraries.

Mission and Northside branches are vital to their
respective communities. Growth projections suggest
that both branches are or will be undersized for the
communities served. Due to site constraints neither
building can be e xpanded enough
to meet projected populations. It is

recommended that these branches
undergo renovation to ensure they
are providing the best services for the
communities they serve, and that new
branches or service points in these
areas of the city are provided to cover
the additional population growth
projected.

Central Park Library functions as the

main library and is considerably
larger than the two neighborhood
branches. Because of its size Central
Park Library has the ability to offer
more diverse spaces and 21st century
programming with modest renovation
and reconfiguration.

3. E
xpand to serve a growing
population.

Ease of access to library buildings
was noted in stakeholder feedback
as being a critical component of a
successful library system. To make the
library accessible to the entire City of
Santa Clara, it is recommended that a
satellite branch be created as part of
the Station Area Plan and that a new
branch, or a joint-use, leased or
repurposed available space, be created in
the northwest quadrant of the city.

These new service locations will
provide library services
to both newly
developing areas and round out
coverage of the SCCL system.
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SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment

RECOMMENDATIONS
moderate
renovationmajor renovation
+ addition
Recommended investments in North Santa Clara
•
Short term | Allow after hours access to the large program room of Northside Branch by modifying existing doors to the library and providing additional security at required doors. Replacement of automatic material handling (AMH) system is underway which will provide additional usable staff space.
• Intermediate term | Renovate interior of Northside Branch to provide more meeting and/or study rooms. Move shelving and equipment and purchase new furniture to provide more places for patrons to study and meet and allow staff better sight-lines throughout the building. Due to the exterior stone cladding issues, the timing of a renovation of this location may be affected. • Long term | A new branch of 18,000-20,000sf should be added to the northwest area of the city to accommodate planned development. The branch should provide collection, meeting space, outdoor programming space, and 21st century programming (e.g., hands-on learning). A joint use, such as pairing the new northwestern branch with other services (e.g., a recreation center, senior center) would provide residents access to multiple services with efficient use of city funds. The branch could also be incorporated into a development project, leased space, or make use of existing inactive city-owned facilities. • easy access for future
populations and
development
• shared facility to
efficiently use public
funds in providing the
community with both a
library and recreation
function
• services and spaces
that provide 21st century
library programs,
technology, collection,
and meeting rooms
• outdoor space for
gathering, library
programs, connections
to parks for large
community events
• improved entry
• flexible seating
• meeting rooms
• after hours
access to
community
room
• improved staff
space to allow
collaboration
• improved
outdoor space
to include
community
gardens and
shade
new branch

RECOMMENDATIONS
major
renovation
satellite
branch
• 21st century
program spaces
like maker space,
production studio
• special collections
to celebrate Santa
Clara, Read Santa
Clara; expanded
international
language
collection
• meeting spaces of
all sizes
addition
• after-hours
access to the
program room
and additional
toilets, storage,
and tool library
• staff space
efficiencies;
relocate and
update library
technologies
• easy access to
library services
• market place
and other areas
for people to work
and collaborate
Recommended investments in South Santa Clara
•
Short term | Minor renovation and addition to Mission Branch. Although this building has the newest renovation in the system, the community would benefit from after hours access to the programming room. Accommodating expanded access requires a bathroom and would benefit from a larger storage room to allow the existing kitchen to be used for its intended purpose. After hours access to restrooms benefits the park as well. Therefore, ideally the renovation is designed to allow safe access to the restrooms from the meeting room outside of regular library hours as well from the park when the library is not in use. Activation at Senior Center and Community Resource Center is also recommended. • Intermediate term
| Add a satellite branch near the Station Area Plan development, ideally as part of a larger complex (e.g., as a storefront in a shopping center). The branch location should provide access to library services north of the rail line. Provide 24 hour library kiosks in this zone to test interim need and use.
• Long term | Major renovation of Central Park Library. This branch should provide 21st century library
programming—and has the square footage to do so. Realignment of staff and public spaces will make room for additional spaces meeting 21st Century library needs (e.g., a maker lab, production studio,
enhanced community lounge with larger international collection, additional meeting spaces, a cafe that extends service to the park).
14 15
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment 5 new
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RECOMMENDATIONS
An analysis of community needs, population projections, demographics, and an evaluation of existing library spaces influence the order of priority, and availability of resources. The geographic location of planned development and population growth in relationship to the geographic location and size of existing facilities are the leading factors in the priorities of the recommendations. These plan recommendations reflect current need.. Factors may change over time and necessitate an adjustment of priorities.

Below is a summary of priorities (in order from high to low priority)

1. Northside Branch Modernization / Renovation

2. Mission Branch Addition

3. Station Area Satellite Branch (new location)

4. Northwest Branch (new
or re-purposed city-owned location; noted potential for joint-use partner as library / recreation center)

5. Central Park Library Modernization / Renovation
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.

Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.

FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.

Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.

The below estimates may change depending on the project’s design and options implemented. All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction.

See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.

1. Northside Branch Modernization / Renovation: $1,063,983 • Construction Project Cost: $792,450
• FF&E: $55,200
• Additional Building Needs: $213,333

2. Mission Branch Addition: $1,476,603
• Construction Project Cost: $1,252,800
• FF&E: $10,470
• Additional Building Needs: $213,333
Priority of Needs

RECOMMENDATIONS

3. Station Area Satellite Branch: $4,502,550
• Construction Project Cost: $4,202,550
• FF&E: $300,000

4. Northwest Branch: $37,277,200
• Construction Project Cost: $36,277,200
• FF&E: $1,000,000

5. Central Park Library Modernization / Renovation: $10,838,633 • Construction Project Cost: $8,912,700
• FF&E: $910,000
• Additional Building Needs: $1,015,833
At the intersection of the City of Santa Clara residents’ needs and the cost to meet those needs are the potential funding mechanisms to provide the resources necessary to meet such needs. Our recommendations take into account current and potential (future) funding sources.

Utilization of 2024 Bond Funds

• Santa Clara passed Measure I in 2024 with ~$9M designated for library improvements. • The plan prioritizes renovations for Northside Branch, Mission Branch, and Central Park Library • The possibility for using bond funds for the Station Area Satellite Branch could be explored pending timing of securing potential development partners. However, if the development partnership is in a leased space there may be restrictions on the use of bond funds for this new branch location.
• Partner with Santa Clara City Library Foundation and Friends to identify philanthropic support for projects (similar to recent Northside Branch and Central Park Library projects).

Philanthropic Support
• Strengthen collaboration with the Santa Clara City Library Foundation and Friends by aligning its mission with the library’s strategic and master plans.
• Develop a fundraising plan and provide training for The Santa Clara City Library Foundation and Friends and library leadership.

Potential funding strategies based on project
Future Northwest Branch
• Once the Central Park Library COP fund is paid off (2032), reallocate the funds to support a new joint use facility
• Explore public-private partnerships and launch a capital campaign with philanthropic funding to Funding Recommendations
16 17
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment

RECOMMENDATIONS
enhance community support and limit taxpayer costs.
• Leverage GFOA’s (Government Finance Officers Association) Putting Assets to Work Program to incorporate mixed-use development and generate ongoing revenue. https://www.gfoa.org/paw • Collaborate with Parks & Recreation to advocate for a joint-use library and recreation center, maximizing city resources.
• Evaluate a General Obligation (GO) Bond option instead of a COP for future library projects, incorporating philanthropic support to increase voter approval.

Station Area Satellite Branch
• Explore opportunities for a partnership with a developer to fund construction. • Explore philanthropic support for innovative service models, such as satellite locations, that bring library resources closer to where community members live and gather..

Deferred Maintenance
• Work with city management to create a capital maintenance plan for high-priority deferred maintenance projects that won’t be covered in upcoming renovations. • Consider funding deferred maintenance projects not included in the master plan renovations through capital funds from the city, or through an opt-in round-up program or a parcel tax within the next 2-3 years.

Growth Based Funding Analysis
When communities consider building new infrastructure or enhancing existing facilities, it’s important to acknowledge that resultant fees or taxes can have financial implications for developers, taxpayers, and the broader community. Our work is designed to provide public administrators and policymakers a comprehensive overview of funding tools, including examples of how Santa Clara’s peer communities have effectively utilized such tools. We have also provided high-level justifications and data for their application now and in the future.

We are recommending the following per-capita library space needs based on community needs, future growth, population service area, and physical access to library services:
• Central Park Library: 0.75 sf per capita
• Northside Branch Library: 0.75 sf per capita
• Mission Branch: 0.75 sf per capita
With new development comes additional needs to serve those specific geographic areas. Part of the infrastructure needed to support new residents includes additional library facilities.

This Facilities Master Plan aligns the library with the City of Santa Clara’s General Plan, correlates with the Santa Clara City Library’s Strategic Plan, and recommends facility planning standards by which changes for the next 20 years are made.

RECOMMENDATIONS
Future Needs
This Library Facilities Master Plan Report identifies current deficiencies and future needs of the library and how population growth in the next 20 years will impact the resources necessary to meet the needs of the growing population. Service population growth will create increased demand for library services. This increased demand will create inadequate service levels and inequality of services unless services—and access to services—expand. This facility master plan addresses deferred maintenance needs, additional space needs, and additional staffing needs to support the services necessary to meet the needs of residents and in correlation with the city’s general plan.

Funding and Capital Improvement Plan
This facilities master plan acts as a capital improvement plan that identifies key projects and areas for improvement and provides funding options that bring together public and private dollars to enable the library to achieve the recommendations. Understanding potential funding sources allows the plan to be a comprehensive guiding strategic document. These recommendations will help city leaders, developers, and community stakeholders understand the financial impacts and pathways available to ensure long-term growth and sustainability for the library.

The approach ties current and future community growth to infrastructure demands. By analyzing community demographics, current city budgets, past and current bonds, past philanthropic support and existing library COPs, we have identified opportunities for funding both “low hanging fruit” and more substantial projects that will support the demands of a growing community.

Reasonable Benefit
With population growth and development comes increased demand for facilities that support the growth, heightened wear and tear on buildings, increased maintenance, and needs for expansion and/or replacement. Future growth and development will require additional investments in library facilities to maintain current library service levels. We have outlined growth-related infrastructure needs that must be addressed proactively to avoid overburdening current services.

California law states that in order to charge certain fees to developers a city must demonstrate a “reasonable relationship” between the fees and the impacts caused by the development. A “nexus report” provides the analysis for specific fees that may be charged.

It should be noted that population growth and future development will necessitate the need for expansion of library space and operations. These burdens posed should be taken into account by the city when determining development fees on a per capita basis as outlined in this report. 18 19
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Community Engagement

COMMUNITY ENGAGEMENT
Public & Stakeholder Engagement Summary
620+
Participants
35+
Hours of In-Person
Discussion
2 Open, In Person Public
Sessions
567
Online Survey Responses
9 Stakeholder Organizations or
Groups Engaged
63 Stakeholder Organizations or
Group Participants
4 Languages in Which Materials
Were Available
(Korean, Spanish,
Mandarin, and English)
0 to 18
38%
19 to 34
21%
35 to 54
27%
55+
13%
50%
10%
8%
16%
4%
5%
7% Central
Mission
Northside
Other
Bookmobile
Digital User
Non-User
50%
10%
8%
16%
4%
5%
7% Central
Mission
Northside
Other
Bookmobile
Digital User
Non-User
Age of Participants
Typical Branch Used
21 SCCL Facilities Planning + Condition Assessment
■
■
■
■
■

COMMUNITY ENGAGEMENT
Key themes from public engagement
MSR Design collaborated with Santa Clara
City Library (SCCL) at two major events in the
community to provide access to the widest
diversity of library users and non-users. MSR
Design participated in community engagement
during the Art and Wine Festival in September
of 2024 and during SCCL’s Comic Con event in
October of 2024. Feedback boards were also left
in all three branch library lobbies for one month.

Through all the public participation, the above
pictured programming types rose to the top as
priorities.

The number one priority noted in the feedback
was a lack of hours at all branches. The SCCL
system is currently expanding service hours and
should continue to prioritize this before making
building improvements to the branches.

All buildings are deficient on diverse
meeting and program spaces that support
Public Engagement
contemporary library service expectations.

The lack of accessible maker spaces, content
creation studios, flexible programming spaces,
and quiet meeting spaces is broadly observed
by the public.

For all branches there is need to accommodate
more types of programming, and programming
that requires easy clean up, in the large meeting
rooms. There are limited meeting and study
spaces for public use; these are becoming more
of a demand. 21st century library programming
includes hands on learning, healthy living and
wellbeing support, and outdoor programming.

All of these aspects of service are desired but
there is not adequate space to host this type of
programming.

Community members want the library to be the
“third space” of its community (after home and
work) and to provide services to accommodate
a full day in the library. They desire a place that
evolves with the changing technology and
needs of the community.
outdoor community space
teaching gardens
sensory room /
support spaces
children’s play space
library of things age-dedicated spaces
access to food & drink
makers space
fitness studio
Staff Engagement Meetings
MSR Design held meetings with library staff
at each branch to discuss the existing
scope of library services and programs, and
opportunities for improvement to better cater
to the community’s needs. June Garcia, LLC
conducted a survey for staff which is available
in the appendix. Findings of both inputs are
summarized below.

There are two primary obstacles to expanding
library services and programs: staffing and
facilities. All three locations noted a lack of
staffing as an obstacle to providing basic library
services, expanded services, and programs.

Related, staff noted that deficiency of hours
open to the public prevents the system from
being as effective as possible for the community.

The staff at the Mission and Northside branches
shared that their buildings are too small for
their respective communities. Space is limited
for collection, staff needs (office and storage),
and programming. They are unable to provide
adequate meeting and quiet study spaces to
Library Staff Visioning

COMMUNITY ENGAGEMENT
meet patron demand, or 21st century library
programming.

Library staff throughout the system noted that
lack of quiet study space and meeting space
was felt by both the public and staff.

Digital literacy programming and access to
modern and emerging technology is needed at
all locations to reduce the digital divide.

The City of Santa Clara is a constantly changing
and diversifying community. The staff noted that
programs and spaces should be created to help
new residents get to know Santa Clara, find their
local community and support network, and have
a place to come for help navigating the new,
and sometime complex systems of the City.

Community input often reflected a lack of
understanding of all the great library services
and offerings. Communicating this, and boosting
the library’s identity within its communities in
general, is critical.

Staff engagement activities at Northside Branch and Central Park Library. 22 23
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment

COMMUNITY ENGAGEMENT
MSR Design led meetings with nine entities
that included boards, committees, and task
forces to inform the Facilities Master Plan and
to gather feedback and insights about how the
library could better serve the community. Below
are common themes from the conversations.

See the appendix for meeting minutes of each
conversation.

System-level improvements identified
• Expand library evening and weekend hours at
all branches
• Ensure easy access to libraries for all.
• Provide more meeting spaces.
• Updated technology for easy of use and to
allow staff to focus on other aspects of their
jobs.
• Provide expanded range of programs and
services and items to check out.
• Collaborate with local companies to
provide more educational / job skills training
programming.
• Celebrate Santa Clara with partnerships,
spaces, and programming.

Branch-level improvements identified
• Allow after hours access to large program
spaces.
• Ensure all buildings are accessible.
• Increased study and workspaces.
• Provide outdoor program spaces and learning
gardens.
• In addition to working and reading, patrons
would like more social spaces.
• More specialty spaces: maker spaces,
recording studios, and object lending libraries
would greatly expand the library user base.
• More activities and programs for all ages.

How could SCCL better serve the community?
• Increase community outreach and promotion
of programs and resources. Several people
said they were not aware of all the library
offers.
• Provide more programming for all age groups.

Adult programming is highly desired in
particular.
• Foster partnerships with other organizations
such as schools, museums, and businesses.
• Provide more technology access.
• Create more community spaces.
• Offer more support for those new to the area
and the United States.
• Be the “third Space” for all ages and
community members.

Stakeholder Summary
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24 SCCL Facilities Planning + Condition Assessment
The analysis of demographic data provides
us with a comprehensive view of the service
area for the Santa Clara City Library system.

By examining demographic factors such as
population, age, race, education, and household
income we can construct a holistic profile of the
communities served by each branch.

This profile serves as a valuable tool for
determining the specific services required by
each community and enables each library to
optimize its facilities by reorganizing services
to better meet local requirements. This data
also assists in making decisions about potential
renovations, expansions, or the addition of new
SCCL branches.

Population and Growth
The city is growing and is projected to increase
125% by the year 2045. The majority of growth
is expected in the north portion of the city.

Low to moderate growth is anticipated in the
southern area of the city, as this area is already
developed and has minimal growth potential
due to zoning.

Branch Library Service Populations
Library service areas do not always perfectly
align with geographical boundaries.

The service areas are defined by the zip code
locations in a geographical area. Central Park
Library serves zip codes 95051, 95052, and 95053;
Mission Branch serves 95050; and Northside
Branch serves 95054. The distance between
the Central Park and Mission branches is only
two miles; some adjustments to that zip code
division were made based on information
provided by Integrated Library System. This
adjustment allocates more of the population
to Central based on library card use statistics.

This combined approach led to a more
accurate distribution of service across branches
Demographics

SCCL DEMOGRAPHICS AND CIRCULATION DATA
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
Mission Central Park Northside
population served
https://www.zip-codes.com/city/ca-santa-clara.asp
Service Population by location
SCCL Demographics and Circulation Data
27 SCCL Facilities Planning + Condition Assessment
J089
9 0
-

SCCL DEMOGRAPHICS AND CIRCULATION DATA
Fact
Santa Clara,
California
Santa Clara
County,
California United States

POPULATION
Population estimates, July 1, 2023, (V2023) 131,062 1,877,592 334,914,895 Population estimates base, April 1, 2020, (V2023) 127,862 1,936,279 331,464,948 Population, percent change - April 1, 2020 (estimates base) to July 1, 2023, (V2023) 2.50% -3.00% 1.00%
Population, Census, April 1, 2020 127,647 1,936,259 331,449,281 Population, Census, April 1, 2010 116,468 1,781,642 308,745,538

AGE AND SEX
Persons under 5 years, percent 5.60% 5.00% 5.50%
Persons under 18 years, percent 17.80% 19.90% 21.70%
Persons 65 years and over, percent 11.10% 15.40% 17.70% Female persons, percent 47.90% 49.10% 50.50%

RACE AND HISPANIC
White alone, percent 31.90% 49.20% 75.30%
Black alone, percent (a) 2.10% 2.90% 13.70%
American Indian and Alaska Native alone, percent (a) 0.50% 1.20% 1.30% Asian alone, percent (a) 47.60% 41.90% 6.40%
Native Hawaiian and Other Pacific Islander alone, percent (a) 0.70% 0.50% 0.30% Two or More Races, percent 9.10% 4.40% 3.10%
Hispanic or Latino, percent (b) 16.10% 25.00% 19.50%
White alone, not Hispanic or Latino, percent 28.60% 27.60% 58.40%

POPULATION CHARACTERISTICS
Veterans, 2019-2023 2,512 41,154 16,569,149
Foreign-born persons, percent, 2019-2023 45.40% 41.00% 13.90%

HOUSING
Owner-occupied housing unit rate, 2019-2023 41.20% 55.30% 65.00% Median value of owner-occupied housing units, 2019-2023 $1,527,900 $1,382,800 $303,400 Median selected monthly owner costs - with a mortgage, 2019-2023 $4,000+ $4,000+ $1,902 Median selected monthly owner costs -without a mortage, 2019-2023 $899 $1,083 $612 Median gross rent, 2019-2023 $2,985 $2,814 $1,348

FAMILIES AND LIVING ARRANGEMENTS
Households, 2019-2023 48,601 654,467 127,482,865
Persons per household, 2019-2023 2.57 2.85 2.54
Living in the same house 1 year ago, percent of persons age 1 year+ , 2019-2023 77.60% 85.90% 87.30%
Language other than English spoken at home, percent of persons age 5 years+, 2019-2023 56.20% 54.70% 22.00%

COMPUTER AND INTERNET USE
Households with a computer, percent, 2019-2023 98.10% 97.80% 94.80% Households with a broadband Internet subscription, percent, 2019- 95.80% 95.10% 89.70%

EDUCATION
High school graduate or higher, percent of persons age 25 years+, 94.00% 89.30% 89.40% Bachelor's degree or higher, percent of persons age 25 years+, 2019- 65.30% 55.90% 35.00% HEALTH
With a disability, under age 65 years, percent, 2019-2023 4.80% 5.00% 9.10% Persons without health insurance, under age 65 years, percent 3.30% 4.10% 9.50%

TRANSPORTATION
Mean travel time to work (minutes), workers age 16 years+, 2019-2023 23.1 27 26.6

INCOME AND POVERTY
Median households income (in 2023 dollars), 2019-2023 $173,670 $159,674 $78,538 Per capita income in past 12 months (in 2023 dollars), 2019-2023 $84,533 $77,018 $43,289 Persons in poverty, percent 7.80% 7.60% 11.10%
The above information is from the census bureau (https://www.census.gov/data.html). Anything highlighted in pink is notable for the area (higher or lower than the united states average).
with Central Park Library serving 68% of the
population, Mission Branch 14%, and Northside
Branch 18%.

Household Composition and Age
A comparison of household composition data
reveals that 71% of the population of Santa Clara
is between 18 and 65. 5.6% of the population is
younger than 5 years, aligned with the national
average. Population of over 65 years of age
is 6.6% lower than the national average. Older
adults are spread evenly across all SCCL branch
service populations, while the under 18 cohort
is slightly higher in the service populations for
Central and Northside branches.

One-person households are highest for Mission
Branch’s service population. Multi-generational
families are highest near Northside Branch.

Race & Ethnicity
The Santa Clara community is quite diverse and
has a significantly a smaller proportion of white
residents (31%) than the national average (75%)
and Santa Clara County average (49%). Asians
make up the largest proportion of the population
at 48%, followed by Hispanic or Latino at 16%. The
area will continue to diversify as the number of
persons not born in the United States continues
to rise per the current trend. The need to provide
a sense of community for newcomers to the
country, meaningful programming in multiple
languages, and ESL library materials for an
ethnically diverse community is a distinguishing
characteristic of this system.

Education
With multiple higher education institutions
in the region and with a work force primarily
for technology companies housed in the city,
education levels are markedly higher than the
national average and Santa Clara County. 65%
of residents have a bachelor’s degree or higher;
35% have a master’s degree or higher.

SCCL DEMOGRAPHICS AND CIRCULATION DATA
Access to computer and Internet use
Many people in the area are involved with the
technology industry and area schools provide
laptops and tablets to students. 96% of residents
have access to broadband as compared to the
national average of 90%.

Social Vulnerability Index
The social vulnerability index describes
communities that are vulnerable to disasters
based on 15 social factors grouped into four
themes: socioeconomic, population, housing,
and transportation. Factors accessed include
poverty, housing, and vehicle access.

Santa Clara housing is becoming exceedingly
expensive in comparison to wages. The
unhoused community is growing, mirroring a
national trend. Even in this tech-heavy area the
gap in digital literacy and access is still present.

The City of Santa Clara has medium-to-
high levels of vulnerability in housing and
transportation near each branch library. There
is a medium-to-high level of vulnerability near
Northside Branch regarding socioeconomic
status and household characteristics. This is
also an area of the city with high percentage of
multi-generational households.
28 29
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment r---------------------------------------------------------------------------------------------------~ I I I I

SCCL DEMOGRAPHICS AND CIRCULATION DATA
Population Density Over 65
Population Density Over 18
Population Density White Alone
Population Density Asian Alone
Graphic Source: https://www.census.gov/library/visualizations/2021/geo/demographicmapviewer.html None of the library locations have a significant senior population.

Central Park has the largest precentage of the population under 18.

Santa Clara Caucasian population is lower than US
average.

Santa Clara Asian population is significant all libraries in the system but most significant near Central Park.

SCCL DEMOGRAPHICS AND CIRCULATION DATA
Population Density One Person Households
Population Density Multi-generational Households
Population Density
Graphic Source: https://www.census.gov/library/visualizations/2021/geo/demographicmapviewer.html Mission Branch has more single household users and may
have more patrons looking for social activities.

Northside has the highest number of multi-generational
households and should accommodate larger groups of
people and address the need for people who need quiet
place to conduct business and study.

The population is denses near Central and Mission. With the most room for growth in the Northside service area.
30 31
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment ..,.",
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SCCL DEMOGRAPHICS AND CIRCULATION DATA
Graphic Source: https://www.fema.gov/node/cdc-social-vulnerability-index Santa Clara has a low level of vulnerability in relationship to racial and ethnic minority status. If levels were high in a particular area, the library that provides service to that area would need focused programming to address that need.

Santa Clara has areas that are medium high and low medium in relationship to housing type and transportation. It is critical that libraries serving these areas have additional programming and services that help these communities such as book mobiles, shuttle services, and access to social services on a regular basis. All three libraries have this need.

The Center for Disease Control and Prevention (CDCs) combines various census data to establish areas of vulnerability. It is important to understand vulnerable groups to establish library locations and services to help address these vunerabilities. The following maps provide visual clarity where library locations and specialty services are needed.

SCCL DEMOGRAPHICS AND CIRCULATION DATA
Graphic Source: https://www.fema.gov/node/cdc-social-vulnerability-index Santa Clara’s median household income is over double the national average and has a lower percentage of the population that are below the poverty line. However, Northside has a significant portion of medium high vulnerability in socioeconomic status and could provide such services as free lunches during the summer months and provide access to other social services.

Santa Clara has some areas of medium high vulnerability for household characteristics. Things considered in this index are people who are very young or old, single parent households, and limited english proficiency. Both Northside and Central should focus on ESL classes and programming.
32 33
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Racial & Ethnic Minority Status California: St atewide Compar ison By census Tract t 2022 l..aw•Mcdi-um
Level of Vulne rab ility
Medlum •Hlet'!
Housing Type & Transportation California: Statewide Compar ison By Census Tract t 2022 ✓ L_,_-----il" _ _
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SCCL DEMOGRAPHICS AND LIBRARY USE
Library Use
Library Circulation
Circulation has steadily increased but is not yet
back to its rate before the Covid-19 pandemic
even with the growth of digital circulation that is
4 times of the pre-pandemic numbers.

Investment in digital materials and regular
weeding of physical materials should be
continued system wide.

Circulation Per Capita 2022
Library Collection Size
According to the National Center for Education
Statistics, the average collection size in
U.S. public libraries is 2.2 times the service
population. SCCL’s peer libraries (see appendix
G) have an average collection size of 1.3 times
the service population.

SCCL’s physical collection is higher than
average, at 3.5 times the service population. This
is in part due to the large number of languages
spoken in Santa Clara, and the importance of
having materials reflective of its community.

However, the collection—in particular English
language materials—may benefit from weeding
to maintain a relevant collection, make room
for more materials in other languages, and free
floor space for much-desired study and lounge
seating or program space. Expanding the digital
collection matches the growth of digital check
outs
Collection and circulation per capita are in
alignment at the Central Park and Mission
branches. Circulation is proportionately half at
Northside Branch, suggesting that its collection
should be realigned to better suit patron needs.

Collection Per Capita 2022

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 4.50
Mission Central Park Northside
collection / capita

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00

16.00 18.00
Mission Central Park Northside
Circulation/capita
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
2018 2019 2020 2021 2022 2023
system circulation
circulation electronic
circulaton physical
System Circulation System Wide
digital
physical
Annual Library Use Data
The annual number of visits doesn’t provide
sufficient perspective on how well the library
is performing within the community. To gain a
better understanding of library use it is important
to compare annual visits against the overall
service population.

Annual visits to the SCCL system are under 1/3 of
pre-pandemic numbers. This may be attributed
to the limited hours the library is open. SCCL was
open 1/4 of the time of its peer libraries in 2023.

SCCL is making an effort to continue to increase
its hours and this should increase the number

SCCL DEMOGRAPHICS AND LIBRARY USE
of visits. Northside Branch has the highest visits
per capita in the system, and also the system’s
lowest circulation numbers. This may indicate
that people use the library primarily to study,
socialize, or attend programs.

Computer use
SCCL has a higher number of desktop
computers per capita (.92) compared to
peer libraries (.79), but has half the number
of computer uses per year. Residences in
this area due to higher education levels and
income use their own devices within the library
and rely more on WiFi and less on desktop
computers. This suggests that SCCL can reduce
computers throughout the system to make more
room for study areas, collaboration zones, or
programming.

Annual Visits per Branch 2022
Annual Visits Per Capita 2022
Computers Per
Branch
Computers Per
Capita

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 system wide Central Park Northside Mission
visitors / capita
399,409
269,798
82,625
31,388
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
system wide Central Park Northside Mission
V isitors
12 81
27 0
10 20
30 40
50 60
70 80
90 Mission Central Park Northside
computer terminals at
each branch

0.00 0.20

0.40 0.60

0.80 1.00

1.20 Mission Central Park Northside
computers / 1000 capita
0 200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2018 2019 2020 2021 2022 2023
V isitors
Annual Visit System Wide
34 35
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment ■ -
I I I

SCCL DEMOGRAPHICS AND LIBRARY USE
Library Programs
Library programs give community members opportunities to learn about new topics, expand their skills, and access technology. Programs draw new people to the library, encourage lifelong library use, and build community. Drop-in and informal programming for teens can support connected learning and provide opportunities outside of school and home to socialize with peers.

Programming for children supports literacy and provides caregivers with opportunities to connect.

SCCL provides less than the average number of programs compared to its peers but has 126% more participation. SCCL’s programming for children is 21% of total programming compared to its peer libraries at 33%. Community input shows a desire for more adult and multi-generational programming.

Number of Programs Program Attendance
Programming events at SCCL locations
0 200
400
600
800
1,000
1,200
1,400
1,600
2018 2019 2020 2021 2022 2023
Number of Programs
0 20,000
40,000
60,000
80,000
100,000
120,000
2018 2019 2020 2021 2022 2023
Program Attendance
virtual programming was provided during
COVID pandemic years

SCCL DEMOGRAPHICS AND LIBRARY USE
Space Use Data
Due to wide differences in community needs and resources there is not a fixed square foot (SF) per capita target for a library system. General rule-of-thumb standards range from 0.5 SF/capita to

0.75 SF/capita. The median SF/capita of SCCL branches is 0.67 which suggests the system is able to perform as a whole; however this number is skewed due to the size of Central Park Library.

Central Park Library has the largest square footage in the SCCL system. Large portions of the building are occupied by inefficiently planned staff and back-of-house functions. A more efficient layout of Central Park would yield more space for public functions and 21st Century library programming. Mission and Northside branches contain staff work spaces that are efficiently planned (bordering on too tight) and do not allow similar reshuffling in order to gain public space.

Building Square Feet Per Capita
Total Building Square Feet
Space Use at Each Branch
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Mission Northside Central
Space Use (Library Only)
-5000
5000
15000
25000
35000
45000
55000
65000
75000
Mission Northside Central
Space Use (Library Only)
Technology
Adult Collection
Children’s Collection
Marketplace
Meeting / Study
Staff
Restrooms
Program Room
Mech/BOH

0.42 0.89

0.71 0.00

0.10 0.20

0.30 0.40

0.50 0.60

0.70 0.80

0.90 1.00
Mission Central Park Northside
square footage / capita
36 37
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment

I I I I
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Santa Clara City Library
Mission Branch

MISSION BRANCH
Branch Information (FY23-24)
Square Feet: 7,906 sf
Collection Size: 20,023
Annual Circulation: 48,281
Annual Visits: 54,302
Annual Program Attendance: 16,680
10 Min Drive From Each LibraryWalkability Map (30 Min Walk) Northside Branch
Mission Branch
Central Park Library
89 98 51
Ease of access to libraries is critical. The scores to the left (out of 100 for each mode of transportation) and
maps above demonstrate how accessible Mission
Branch is to the surrounding community and relative
to the other libraries in the system..
39 SCCL Facilities Planning + Condition Assessment
■
■
■
.,

MISSION BRANCH
Library Service Assessment
Space Use Allotment
Branch Circulation (physical materials only,
eResources not counted by branch)
Branch Visits
Branch Information
Mission Branch is located in a historic area of the city and serves as a vital resource for multiple generations, and especially families. This branch’s patrons visit their library more frequently than patrons at the other SCCL libraries. They are also more likely to visit simply to enjoy the space (as noted in the 2023 Learning Report).

The library is housed in the oldest building of the system. The building was built in 1955 and subsequently renovated in 2000 and 2018. The library provides space for collection, seating, computers, study and meeting rooms, children’s area, and large program room. It is located within a park with a ring of parking that serves both the library and park. Read Santa Clara (RSC) is very active at this branch and currently utilizes one meeting room. This branch is undersized for its current community and will continue to be undersized in the future due to site constraints.

Technology - 393 sf
Adult Collection - 2,118 sf
Children’s Collection - 1,258 sf
Marketplace - 917 sf
Meeting / Study - 472 sf
Staff - 832 sf
Restrooms - 359 sf
Program Room - 1,159 sf
Mech/BOH - 1,006 sf
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2018 2019 2020 2021 2022 2023
Mission
Circulation by branch (physical materials only,
eResources not counted by branch)
SQ FT: 7,906 sf
Current pop served: 18,546 ppl*
Projected 2045 pop served: 23,357 ppl
Existing Sq ft / capita : .42
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
2018 2019 2020 2021 2022 2023
2018 2019 2020 2021 2022 2023

MISSION BRANCH

1. Deficient evening and weekend hours.

2. Lack of room for community-requested tool library and Library of Things and dedicated parking.

3. Lack of outdoor playground at park, and other exterior amenities, including a walkway linking parking to library.

4. Community room lacks storage, access to existing kitchen, and after hours access (security controls + access to restroom).

5. Space is loud and lacks wall and counter space for convenient location for self checks and information and OPAC stations.

6. Lack of separation between staff and public spaces.

7. Read Santa Clara occupies a meeting room that is needed for programs and community meetings..

DN
1/8" = 1'-0"000
1 CONCEPT 1 LEVEL 1
1/8" = 1'-0"000
2 BASEMENT EXISTING FLOOR PLAN
DN
1/8" = 1'-0"000
1 CONCEPT 1 LEVEL 1
1/8" = 1'-0"000
2 BASEMENT EXISTING FLOOR PLAN
Technology
Adult Collection
Children’s Collection
Marketplace
Meeting / Study
Staff
Restrooms
Program Room
Mech/BOH
N
2 3
4 5
6 7
2 BASEMENT
Assessment Summary
40 41
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment 100%
90%
80%
70%
60%
-
■
.•
50%
40% ■ • I
30%
60,000
50,000
20%
40,000
10%
0%
30,000
I
20,000
I
■ 10,000
I
■

MISSION BRANCH
Branch Programs Quantity
Visitors per Capita
Circulation per Capita
Branch Program Attendance
Visitors per Square Foot
Circulation per Square Foot

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 4.50
system wide Mission
visitors / sf
2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 system wide Mission system wide Mission
system wide Mission system wide Mission

MISSION BRANCH
unusable program room kitchengated play area; too much sun for use children’s collection and seating open
to all areas of library
study rooms are well used business center
circulation corridor off program room
cramped staff workspacecovered patio non-ADA basement storage area 42 43
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment IU!
..

3.50 3.00
250
200

1.50 1.00

0.50 0.00

16.00 14.00

12.00 10.00

8.00 6.00

4.00 2.00

0.00 - I • -
•
H,(IOO

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18.00 16.00

14.00 12.00

10.00 8.00

6.00 4.00

2.00 0.00
I -

MISSION BRANCH
Energy Use by Source (2021-2023)
EUI Analysis (2021-2023)
Energy Use Intensity, or EUI, is a measure of how much energy a building uses relative to its size, expressed as energy per unit of area per year (kBtu/ft²/yr). A lower EUI indicates a more energy-efficient building.
98 33.5

10.0 39.2
0 20
40 60
80 100
120
2006 Baseline EUI Existing EUI Target EUI EUI to Meet Energy Code Today
(Estimated)
Opportunity to Optimize Energy Use:

Existing EUI Compared to Targets
Mission Branch
0 0.1

0.2 0.3

0.4 0.5

0.6 0.7

0.8 0.9
1 0
5000
10000
15000
20000
25000
22-Feb 22-Apr 22-Jun 22-Aug 22-Oct 22-Dec 23-Feb 23-Apr 23-Jun 23-Aug 23-Oct 23-Dec Monthly Energy Use
Mission Branch
Electricity (kWh) Gas (CCF, or cubic feet)
Mission Branch is LEED Silver Certified V3 New Construction from its 2018 renovation and uses all electric energy. The building is currently meeting 2021 building codes for EUI and is the highest- performing building of the three current SCCL buildings. While this building is performing in accordance with the energy code requirements, there is room for improvement to achieve the target EUI of 10 kbtu/sf/year. To decrease the EUI solar panels could be applied to the roof as part of the roof replacement strategy.

Energy Use

MISSION BRANCH
Recommendations

1. 660 sf addition

2. area of site modifications, 5,900sf
Renovation
Major Renovation
Outdoor Space
Addition
What does this branch need to be a great neighborhood library? • Additional storage and after-hours access to the community room, with restrooms that are accessible both to the exterior and community room. Storage would allow existing kitchen to be used as intended.
• A tool library with dedicated parking on-site.
• Access for public to all meeting rooms and study rooms. Relocate the Mission contingent of Read Santa Clara (RSC) to Central Park Library to combine all of RSC in one location and provide regular scheduled hours at Mission Branch to serve this community. • Up-to-date and user-friendly technology for patrons, allowing staff to focus on other tasks. • Clear delineation between public and staff space. Add “pod” for staff when privacy when needed. • A teen space that can be utilized by others during school hours DN
1/8" = 1'-0"02
1 LEVEL 1 FURNITURE PLAN Copy 1
44 45
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment ■ - ■
■
□
Cl
□
Recommendations Addition

MISSION BRANCH
DN
1/8" = 1'-0"02
1 LEVEL 1 FURNITURE PLAN Copy 1

1. Rework staff area improve workflow.

Remove the sink to allow for more counter
space and storage

2. Install privacy pod in this alcove (non ada)
which can be used for lactation, private
phone calls, or decompression time.

3. Ensure accessible service desk and provide
barrier between public and staff.

4. Allow after hours access to community
room by replacing doors and security
access.

5. Provide tool lending library with overhead
garage door access to park side. Provide
dedicated parking to allow ease of use.

6. Provide enlarged storage room for
community room. This allows existing
1 2
3 4
5 6
7 8
6 community room kitchen to function as
intended.

7. Add restrooms that serve for after hours
access to community room and for park
users. Provide door security to allow access
to either or both.

8. Move self checks to streamline service and
space, improve usability. Provide iPads that
function as OPACs on ends of shelving to
free up floor space for other functions.

9. Meeting room that is currently occupied by
Read Santa Clara.
9 Recommendations Flipped Program Option

MISSION BRANCH
DN
1/8" = 1'-0"02
1 LEVEL 1 FURNITURE PLAN Copy 1In addition to the building recommendations, below is an option that looks at furniture and
programming to reduce noise and increase
functionality of the building

1. Teen area relocates to north end, with
separate computers.

2. Marketplace: relocate new/display
materials and holds & public computers

3. Adult collections and seating remain near
study rooms.

4. Children’s area re-locates to have direct
access to program room (less travel
between and can use program room as
louder play space with acoustic control
when not in use).
1 2
3 4
46 47
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment :J~CD
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MISSION BRANCH

1. Provide path around site to connect street
parking safely to library entrances

2. Provide play equipment near library

3. Provide parking for tool library
This scope is provide to reflect all feedback
provided by community engagement and
opportunity for Parks and Library collaboration.

It is not included in any budgeting in this report
1 2
3 N
Cost Estimate
Mission Branch would benefit from a renovation and modest addition to enhance its ability to serve the community. Existing finishes are in good condition and it is assumed that minimal work would be necessary outside of the construction zones. It may be possible to keep the library open during most of the construction; however, there will be disruption to the program room and service desk if the recommendations are carried out as described.

Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.

Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.

FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.

Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.

The below estimates may change depending on the project’s design and options implemented.

All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction. See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.

The following costs are in 2025 dollars. See timeline graphic for recommended timing and escalated costs.

Mission Branch Addition: $1,476,603
• Construction Project Cost: $1,252,800
• FF&E: $10,470
• Additional Building Needs: $213,333
48 49
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Santa Clara City Library
Northside Branch Library

NORTHSIDE BRANCH LIBRARY
Branch Information (FY23-24)
Square Feet: 17,355
Collection Size: 59,267
Annual Circulation : 132,050
Annual Visits : 142,008
Annual Program Attendance: 15,451
74 81 43
10 Min Drive From Each LibraryWalkability Map (30 Min Walk) Northside Branch
Mission Branch
Central Park Library
Ease of access to libraries is critical. The scores to the left (out of 100 for each mode of transportation)
and maps above demonstrate how accessible
Northbranch is to the surrounding community and
relative to the other libraries in the system..
51 SCCL Facilities Planning + Condition Assessment
■
■
■
.,
Northside Branch is the newest branch of the system. It opened in August 2014. Northside Branch experiences the highest number of visits per capita in the system and has the lowest circulation per capita. It currently has the highest number of computers per capita at a number well above peer averages. This library’s service population seems to value its programming and space higher than its physical collection. Visits and circulation are both well below pre-pandemic numbers, likely due to decreased hours. Increasing operational hours may impact both metrics. Therefore, it is not recommended to reduce collection before testing the impact an increase in hours may have on use.

Focus for this library should be on creating more space for people to study, meet, and learn.

Library Service Assessment

NORTHSIDE BRANCH LIBRARY
Space Use Allotment
Branch Circulation (physical materials only,
eResources not counted by branch)
Branch Visits
Branch Information
Technology - 737 sf
Adult Collection - 3173 sf
Teen Collection - 883 sf
Children’s Collection - 2533 sf
Marketplace - 2045 sf
Meeting / Study - 640 sf
Staff - 1823 sf
Restrooms - 562 sf
Mech/BOH - 563 sf
Program Room - 2003 sf
Circulation - 1283 sf
SQ FT: 17,355 sf
Current pop served: 24,404 ppl*
Projected pop served: 48,460 ppl
Current Sq ft / capita : .71
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
2018 2019 2020 2021 2022 2023
2018 2019 2020 2021 2022 2023

NORTHSIDE BRANCH LIBRARY

1. Underutilized exterior space (windy, lack of shade).

2. No after hours access to program room.

3. Too few meeting rooms with poor acoustics between rooms.

4. Large service desk without functioning storage for Library of Things.

5. 4 person study tables occupy significant amount of space but are seldom used by 4 people at the same time.

6. Inefficient staff area and Automatic Material Handling system..

7. Shared parking with adjacent park. ADA parking is remote from library entrance.

8. Large number of underutilized public computers and inefficient business center.

N
UP
1/8" = 1'-0"
02 1

NORTHSIDE PROGRAM PLAN
1 Technology
Adult Collection
Children’s Collection
Marketplace
Meeting / Study
Staff
Restrooms
Program Room
Mech/BOH
2 3
4 5
6 7
8 Assessment Summary
52 53
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment 100%
90%
80%
70%
350,000
300,000
60%
250,000
200,000
150,000
I
50% • 100,000
I I
,,,
50,000
• 40%
•
30%
350 ,000 •
300,000 ■
20% 250,000 ■
200,000 ■
■
10%
150,000
100,000
I
■
50,000
■
0% ■

NORTHSIDE BRANCH LIBRARY
Branch Programs Quantity
Visitors per Capita
Circulation per Capita
Branch Program Attendance
Visitors per Square Foot
Circulation per Square Foot

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00
system wide Northside
circulation/ capita

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00

16.00 system wide Northside
circulation / sf

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 4.50

5.00 system wide Northside
visitors / sf

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 system wide Northside
visitors/ capita
2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 system wide Northside system wide Northside
system wide Northside system wide Northside

NORTHSIDE BRANCH LIBRARY
community postings
gated outdoor patio
business center
main entry
AMH and staff workroom
children’s play area
holds & friends book sale
main service desk wiht large study table
enclosed teen area
54 55
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment 500 35,000
450 30,000
400
350 25,000
300 20,000
250
200
I
150
15,000
100
10,000
50 I I I I

5.000

NORTHSIDE BRANCH LIBRARY
Energy Use by Source (2021-2023)
EUI Analysis (2021-2023)
Energy Use Intensity, or EUI, is a measure of how much energy a building uses relative to its size, expressed as energy per unit of area per year (kBtu/ft²/yr). A lower EUI indicates a more energy-efficient building.
98 45.9

10.0 39.2
0 20
40 60
80 100
120
2006 Baseline EUI Existing EUI Target EUI EUI to Meet Energy Code Today
(Estimated)
Opportunity to Optimize Energy Use:

Existing EUI Compared to Targets
Northside Branch

0.00 50.00
100.00
150.00
200.00
250.00
300.00
350.00
400.00
0 5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
22-Feb 22-Apr 22-Jun 22-Aug 22-Oct 22-Dec 23-Feb 23-Apr 23-Jun 23-Aug 23-Oct 23-Dec Monthly Energy Use
Northside Branch
Electricity (kWh) Gas (CCF, or cubic feet)
Northside Branch is certified LEED V3 Silver and uses both gas and electric for energy use. 104 solar panels are installed on the roof, which generate 40 kW of power. The building heating and cooling is provided by a Variable Air Volume (VAV) system. Heat is produced by two gas-powered boilers serving hot water coils to perimeter VAV boxes. The building is currently being assessed through a Strategic Energy Management (SEM) program with the goal to optimize energy use. In addition to any fine-tuning or changes made to the system based on outcomes of the SEM program, an all-electric boiler and hot water heater and increased solar panels on the roof could have a positive impact on energy use.

Energy Use
EUI for the Northside Branch
is estimated using KBtu.

Estimated gas usage is
based on invoiced dollar
amounts (rather than
actual therms) and is likely
represented as slightly
higher than the building’s
actual EUI.

NORTHSIDE BRANCH LIBRARY
Recommendations
Renovation
Major Renovation
Outdoor Space
Addition
What does this branch need to be a great neighborhood library? • After-hours access to program room with improved entry sequence. • Additional meeting and study rooms.
• Flexible furniture designed for 1-2 person use.
• Reduction of public computers and more efficiently designed business center. • More efficient staff space (reduce restroom size, provide more efficient AMH configuration). • Right-sized meeting room to allow for more meeting rooms or expanded staff space. • Reconfigured service desk for improved Library of Things storage. • Community gardens and a more user-friendly outdoor space. • More space: however the site constraints will not accommodate an addition that meets the growth in this area. Instead, build a new branch
or otherwise provide services for northwest portion of city. • If possible, reduce shelving count by removing low circulating collection when weeding.

RREF
LM2100
LM2100
1/8" = 1'-0"000
1 LEVEL 1 FLOOR PLAN
56 57
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment I - ■
r
■
□
Cl
□

NORTHSIDE BRANCH LIBRARY
Recommendations
UP
RREF
LM2100
LM2100

1. Better use of outdoor space
• community gardens
• shade
• tables and chairs

2. After hours access to program room
• security controls
• after hours restsrooms existing

3. More quiet space/rooms

4. No reduction of collection, would like growth

5. Ease compressed staff space
• more efficient AHM layout
• add collaboration space
• more staff desk area and storage
• smaller staff bathroom

6. Modify service desk for better storage of
Library of Things.

7. Adjust shelving to allow for better
connection to daylight/views

8. Replace 4-person tables that get used by 1
person with independent seating in lounge
& booth style.

9. Shift shelving north (no reduction) for better
sightlines; add browsing benches and table
for puzzles/tabletop games (tween)

10. Open collaboration spaces.

11. More variety in adult lounge furnishings.

12. Right-size meeting room for room width.

13. Additional space becomes study room or
staff room.

14. Move self-checks and business center
activities to the existing niches.
1 2
3 5
6 7
9 10
11 12 1314
8 7
Cost Estimate
Northside Branch would benefit from a renovation to improve staff and patron experience and use.

Existing finishes are in good condition; it is assumed that minimal work would be required outside of the construction zones. Due to the nature of the renovations recommended, pricing assumes that Northside Branch will be closed during renovation.

Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.

Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.

FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.

Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.

The below estimates may change depending on the project’s design and options implemented.

All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction. See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.

The following costs are in 2025 dollars. See timeline graphic for recommended timing and escalated costs.

Northside Branch Modernization / Renovation: $1,063,983 • Construction Project Cost: $792,450
• FF&E: $55,200
• Additional Building Needs: $213,333
58 59
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment ===
Will Will
Will Will
Will Will
Will Will
Will Will
Will Will
Will Will
Will Will
Will Will
Will Will
Will Will
Santa Clara City Library
Central Park Library

CENTRAL PARK LIBRARY
Branch Information (FY23-24)
Square Feet: 88,550 sf
Collection Size: 311,093
Annual Circulation: 1,383,329
Annual Visits: 385,988
Annual Program Attendance: 33,653
10 Min Drive From Each LibraryWalkability Map (30 Min Walk) Northside Branch
Mission Branch
Central Park Library
Ease of access to libraries is critical. The scores to the left (out of 100 for each mode of transportation) and
maps above demonstrate how accessible Central
Park is to the surrounding community and relative to
the other libraries in the system..
78 80 38
61 SCCL Facilities Planning + Condition Assessment
■
■
■
.,

CENTRAL PARK LIBRARY
Library Service Assessment
Central Park Library, open in 2004, is on the south side of Central Park. It is accessed from large parking lots to the south and west, and from the park to the north. The building was designed for a now outdated and less efficient staffing model and prior to hands on learning and technology being a cornerstone in library services. This two story library houses administration, the foundation, and the Read Santa Clara (RSC) offices.

Visits and circulation remain below pre-pandemic levels, likely due to reduced library hours. However, Central Park Library matches peer library levels for visits and circulation per capita. The bookmobile is stationed at Central and is a key service element for the system.

Space Use Allotment
Branch Circulation (physical materials only,
eResources not counted by branch)
Branch Visits
Branch Information
Adult Collection - 27, 638 sf
Children’s Collection - 9068 sf
Teen Collection - 2442 sf
Marketplace - 6966 sf
Meeting / Study - 1398 sf
Staff - 15,879 sf
Restrooms - 2214 sf
Circulation - 5344 sf
Program Room - 3923 s f
Partner Space - 2900 sf
Mech/BOH - 1279 sf
78 80 38
SQ FT: 88,550 sf
Current pop served: 89,526 ppl*
Projected pop served: 92,734 ppl
Current Sq ft / capita : .42
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
2018 2019 2020 2021 2022 2023
2018 2019 2020 2021 2022 2023

CENTRAL PARK LIBRARY
UP
UP
UP
DN
DN
UP
DN
1" = 10'-0"000
1CONCEPT 1 LEVEL 1
N
1" = 10'-0"03
1CONCEPT 1 LEVEL 2

LEVEL ONE

LEVEL TWO

1. Teen area is not flexible
and lacks collaboration
space and technology.

2. Inadequate storage for
Library of Things

3. Fire-rated corridor and
building services that
would be difficult to
move shown dashed.

4. Inefficient and visually
hidden business
center.

5. Limited connection to
park.

6. No public face for Read
Santa Clara.

7. Genealogy room is
tucked away.

8. Undersized
international collection.

9. Underutilized
periodicals area.

10. Outdated study space.

11. Too few meeting
/ study rooms for
demand.

12. Shelving hides entries
to pavilions (space
10,9,8,7).

13. Underutilized staff
space that is hard
to convert to public
use due to building
infrastructure and
security to staff
elevator.

14. Current Foundation
office space is better
utilized for public
space; adjacent
inefficient business
center.
1 2
3 4
5 6
7 9
8 10
11 12
12 13
14 Technology
Adult Collection
Children’s Collection
Marketplace
Meeting / Study
Staff
Restrooms
Program Room
Mech/BOH
Assessment Summary
62 63
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment ~
100%
90%
--------80%
70% 2,500,000
2,000 ,000
60% 1.500,000
50% ---
1,000,000
I I I
500,000
I ---40%
30 % 1,200 ,000
1,000,000
20% 800 ,000
■
■
10%
600,000
I
400 ,000
0%
200,000
I
■
I
■
-
■
■

CENTRAL PARK LIBRARY
Branch Programs Quantity
Visitors per Capita
Circulation per Capita
Branch Program Attendance
Visitors per Square Foot
Circulation per Square Foot
-
100
200
300
400
500
600
700
800
900
1,000
2018 2019 2020 2021 2022 2023
Central Park
Programs by branch
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2018 2019 2020 2021 2022 2023
Central Park
Program Attendance by branch

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00

16.00 18.00
system wide Central Park
circulation / capita

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50
system wide Central Park
visitors / capita

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 system wide Central Park
visitors / sf

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00

16.00 18.00

20.00 system wide Central Park
circulation / sf
2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 system wide Central Park system wide Central Park
system wide Central Park system wide Central Park

CENTRAL PARK LIBRARY
level one staff workroom and AMH
level two focus pavilion
level two central vaulted space
level one main service desk
level two pavilion
level two pavilion
level one cafe seating and park exit
level two genealogy room
undefined teen zone
64 65
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment

I I I I I

CENTRAL PARK LIBRARY
Energy Use by Source (2021-2023)
EUI Analysis (2021-2023)
Energy Use Intensity, or EUI, is a measure of how much energy a building uses relative to its size, expressed as energy per unit of area per year (kBtu/ft²/yr). A lower EUI indicates a more energy-efficient building.
98 77.6

10.0 39.2
0 20
40 60
80 100
120
2006 Baseline EUI Existing EUI Target EUI EUI to Meet Energy Code Today
(Estimated)
Opportunity to Optimize Energy Use:

Existing EUI Compared to Targets
Central Library

0.00 500.00
1000.00
1500.00
2000.00
2500.00
3000.00
3500.00
4000.00
4500.00
5000.00
0 50000
100000
150000
200000
250000
300000
350000
22-Feb 22-Apr 22-Jun 22-Aug 22-Oct 22-Dec 23-Feb 23-Apr 23-Jun 23-Aug 23-Oct 23-Dec Monthly Energy Use
Central Library
Electricity (kWh) Gas (CCF, or cubic feet)
Central Park Library was built in 2004 and is cooled by a Variable Air Volume (VAV) system with roof top units and heating provided by two gas boilers. Gas is also used for the hot water heater.

This building’s energy use is slightly better than the baseline for buildings of its age. This building is also going through the SEM program which will provide SCCL with a list of suggestions regarding upgrading the building for improved energy use.

Energy Use
The EUI for Central Park
Library is estimated using
actual Kbtu. Estimated gas
usage is based on invoiced
dollar amounts (rather
than actual therms) and is
likely represented as slightly
higher than the building’s
actual EUI.

CENTRAL PARK LIBRARY
Recommendations
Renovation
Major Renovation
Outdoor Space
Addition
What does this branch need to
be a great central library?
• A literacy center for RSC.
• Maker space hub with green
screen and podcast studio.
• Enhanced teen space .
• More mobile, flexible furniture.
• A celebrate Santa Clara /
genealogy space with gallery.
• Become the community hub
with an ESL and International
language focus.
• Reorganized and reduced
adult collection by reducing
the number of books that aren’t
circulating.
• Enhanced cafe that can be
used as a teaching kitchen to
celebrate and teach about all
the cultures of Santa Clara.
• More space allocated for
public use.
• More efficiently organized staff
areas including conference
rooms and reorganized
storage areas..

REF
Oven
1/16" = 1'-0"A903
1LEVEL 1 FURNITURE PLAN-REC-OPTION 1 - no furn1/16" = 1'-0"A903 2LEVEL 2 FURNITURE PLAN-REC-OPTION 1 Copy 1
REF
Oven
1/16" = 1'-0"A903
1LEVEL 1 FURNITURE PLAN-REC-OPTION 1 - no furn1/16" = 1'-0"A903 2LEVEL 2 FURNITURE PLAN-REC-OPTION 1 Copy 1
Level 1
Level 2
66 67
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment /"\···1
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1/16" = 1'-0"06
1LEVEL 1 FURNITURE PLAN-REC-OPTION 1
1/16" = 1'-0"06
2LEVEL 2 FURNITURE PLAN-REC-OPTION 1
Recommendations level one
1 Collection
large print
media
new books
periodicals

2. International Hub
community living room
area for learning/groups
expanded collection

3. Library of Things storage
move office to back of house
move business center to atrium niche

4. Meetings/study rooms
move fiction collection upstairs

5. Business Center
printers in niche
collaboration table

6. Maker Space
podcast room
activity area and storage
green screen

7. Enhanced Cafe
demonstration kitchen accessible from
maker space and cafe zone
1 2
3 4
5 6
7 CENTRAL PARK LIBRARY
1/16" = 1'-0"06
2LEVEL 2 FURNITURE PLAN-REC-OPTION 1Recommendations level two

1. Santa Clara Pavilion
larger entry
enhanced genealogy, local history
meeting space / workroom

2. Community Pavilion
lounge area
collaboration area

3. Business Pavilion
w/ meeting rooms and coworking space

4. Focus / study Pavillion

5. Foundation Offices move to back of house
use existing space for public

6. Genealogy Workroom move to back of house
use existing for public

7. Read Santa Clara Literacy Center
public facing
private meeting room
offices in staff area

8. Relocated Teen Zone
viewable from service desk
can be used for others when not used by teens
shared service desk with adult collection

9. Reduced collection of adult fiction and non fiction for better access to meeting room and
collaboration space
1 2
3 4
5 6
7 8
8 CENTRAL PARK LIBRARY
9 9
7 68 69
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment ~~--=
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Cost Estimate

CENTRAL PARK LIBRARY
The scope of renovation at Central Park Library is presented as a range of interventions. The recommendations shown and priced are the most minimal intervention to provide the services requested and needed by the community. Quantity of interior finishes, lighting, and mechanical updates have been minimized. The costs assume the areas renovated will be shut down during renovation to provide maximum return on investment. A temporary building utilizing additional funds or a phased renovation approach are both possible solutions to provide continuity of services, and carry additional costs. Furniture updates are a large part of the recommendations and could be completed prior to building renovation(s). It should be noted, however, that while updating the furniture will improve building function, that alone will not provide the 21st century library programming the community needs and desires.

Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.

Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.

FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.

Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.

The below estimates may change depending on the project’s design and options implemented.

All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction. See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.

Central Park Library Modernization / Renovation: $10,838,633 • Construction Project Cost: $8,912,700
• FF&E: $910,000
• Additional Building Needs: $1,015,833

STATION AREA SATELLITE BRANCH
Recommendations
The Station Area Plan will bring an influx of people to the Mission Branch’s region of the city. Mission Branch is already undersized for its community and the rail line will make it difficult for new Station Area neighbors to access Mission Branch. Therefore the plan’s recommendation is to identify an additional library location, ideally housed with another community program or in a shared building.

The recommendation based on anticipated service population is for a 9,000 sf of additional library space in this region. Rather than a stand-alone building of this scale, which would likely be cost- prohibitive and delay provision of needed library services to the area, this team’s recommendation is for a leased tenant space of approximately 6,000 sf. This would provide appropriate services for the area—a curated collection, patron holds, focused hands on learning area, and small meeting and study spaces—while relying on the building owner to provide shared programmatic needs (e.g., restrooms, loading, mechanical).

Cost Estimate
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.

Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.

FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.

Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.

The below estimates may change depending on the project’s design and options implemented.

All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction. See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.

The following costs are in 2025 dollars. See timeline graphic for recommended timing and escalated costs. The below costs are for the build out only not the ongoing cost of rent.

Station Area Satellite Branch: $4,502,550
• Construction Project Cost: $4,202,550
• FF&E: $300,000
70 71
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment

NORTHWEST BRANCH
Recommendations
Based on service area population projections a new Northwest Branch should be sized at approximately 20,000 sf
. This new branch should be easily accessible by all modes of transportation (e.g., bus, rail, biking, walking, automobiles). The branch should provide hands-on learning and 21st century programming akin to that provided at Central Park Library, albeit at a smaller scale.

Northwest Branch will provide patrons with places to meet and study, collection, community gathering spaces with after hours access, and a connection to shaded green space and learning gardens. The Northside and Northwest branches will work in tandem to provide a full scope of library services and access to residents living north of Highway 101.

Given the recommended scale, it would be appropriate for this branch to be a standalone building. The branch could also be part of a development project or paired with another city function to optimize use of public funding (e.g., recreation center, park). Should projected development materialize at a lower level, or funding a new branch prove inadvisable, lower-cost alternatives would include activating services at other available city-owned facilities, developing a joint-use space, or leasing space. Recommendations and cost estimates for a new branch apply if development keeps pace with projections.

Cost Estimate
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.

Construction Project Cost
includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.

FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.

Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.

The below estimates may change depending on the project’s design and options implemented.

All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction.

See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.

The following costs are in 2025 dollars. See timeline graphic for recommended timing and escalated costs.
• Northwest New Building: $37,277,200
• Construction Project Cost: $36,277,200
• FF&E: $1,000,000
72 SCCL Facilities Planning + Condition Assessment
Potential funding strategies based on project
Future Northwest Branch
• Once the Central Park Library COP fund is paid off (2032), reallocate the funds to support a new joint use facility
• Explore public-private partnerships and launch a capital campaign with philanthropic funding to enhance community support and limit taxpayer costs.
• Leverage GFOA’s (Government Finance Officers Association) Putting Assets to Work Program to incorporate mixed-use development and generate ongoing revenue. https://www.gfoa.org/paw • Collaborate with Parks & Recreation to advocate for a joint-use library and recreation center, maximizing city resources.
• Evaluate a General Obligation (GO) Bond option instead of a COP for future library projects, incorporating philanthropic support to increase voter approval. • Long term I A new branch of 18,OO0-2O,OOOsf shou ld be added to the northwest oreo of the city to accommodate planned development The brar.ch should prov ide collectiOI'\ meeting space , outdoo r programming space, and 21st centu ry programming (e.g, hands-on learn ing). A JOint use, such os pairing the new northwestern branch with other seNices (e.g~ a recreation center) would provide residents access to multiple services with efficient use of city funds . The branch could also be incorporated into o development project
Northwest Branch Library
This new branch library of approximately 20,000 sf will provide collections, study rooms, meeting rooms. a maker space, and children's and teen spaces . Using the Northside staffing count as a guide, and assum ing this location will be open 48 hours per week. it is recommended that the following add itiona l staff will be needed to provide services to the commun ity. The proposed FTE may need to be increased depend ing on how the service model for the design is set up (e.g.., multiple floors may require add itional staff; the focus and nature of the maker space may requ ire staffing durin g open hours} . Ideally this location hos more than one central service point. even if it was not sta ffed every hour the branch was open. Eleven (11) FTE is the m inimum numbe r of staff recommen ded. (1) Progrom Coordinotor
(2) Librarian I
(1) Senior Library Assistant
(1) Library Techno logy Assistant
(3) Full-t ime library Assistants
(2) Half-time Library Assistants
(2) Half-time Library Techno logy Consu ltant
(2) Half-time Page
Total II rn
Annual Cost in 2025 Dollars: $1,495,809 R .. ld<lndoJ Bui ding Permit .-1 Mop DONcton C$C dt~III' p,o/teUlfO')',,.

Santa Clara City Library
Staffing Recommendations
Staffing
Additional staff will be needed to accommodate the increased services for an increased population.

Planning for the increased staffing impacts on longterm operational costs is accounted for in funding models that are developed for each of the recommendations.

The purpose of the facility master plan staffing recommendations is to identify the staffing need for each facility based on recommendations and to provide an estimated annual cost (in 2025) dollars for the staffing. As funding models are developed based on these recommendations, annual staffing costs will need to be updated to current and predicted standards.

The staffing costs in this document are based on current salary and pay scales for the library, including benefits.

The following are each of the facility master plan recommendations with associated staffing and cost recommendations.

Ongoing Deferred Maintenance
No additional staff are recommended to meet the needs of the ongoing deferred maintenance recommendations.

Northside Branch Library Modernization
No additional staff are recommended to meet the needs of the interior reconfiguration of the Northside Branch. Existing staff levels will still be able to support the programming associated with this interior renovation.

Mission Branch Library Addition
With the introduction of the Tool Library, additional staff will be needed to meet the needs of Mission Branch per the below.
• (2) Half-time Library Assistant
Total 1 FTE
Annual Cost in 2025 Dollars
: $123,989
Recommendations
75 SCCL Facilities Planning + Condition Assessment
Station Area Satellite Branch Library
This new leased or partnered tenant space of +/- 6,000 sf is meant to provide a small collection, focused hands-on learning, and small study spaces. Using the Mission Branch Library staffing count as a guide, and assuming this location will be open 47 hours per week, it is recommended that the following staff will be needed to provide services to the community:
• (1) Program Coordinator
• (1) Librarian I
• (2) Full-time Library Assistants
• (3) Half-time Library Assistants
• (1) Half-time Page
Total 6 FTE
Annual Cost in 2025 Dollars
: $817,546
Northwest Branch Library
This new branch library of approximately 20,000 sf will provide collections, study rooms, meeting rooms, a maker space, and children’s and teen spaces. Using the Northside staffing count as a guide, and assuming this location will be open 48 hours per week, it is recommended that the following additional staff will be needed to provide services to the community. The proposed FTE may need to be increased depending on how the service model for the design is set up (e.g., multiple floors may require additional staff; the focus and nature of the maker space may require staffing during open hours). Ideally this location has more than one central service point, even if it was not staffed every hour the branch was open. Eleven (11) FTE is the minimum number of staff recommended. • (1) Program Coordinator
• (2) Librarian I
• (1) Senior Library Assistant
• (1) Library Technology Assistant
• (3) Full-time Library Assistants
• (2) Half-time Library Assistants
• (2) Half-time Library Technology Consultant
• (2) Half-time Page
Total 11 FTE
Annual Cost in 2025 Dollars:
$1,495,809
Central Park Library Modernization / Renovation
The recommended interior renovation and reconfiguration of Central Park Library will provide new services including a maker space, expanded teen area, and international community hub. The reconfiguration will provide a more efficient layout. The building’s public space will be expanded and the staff area will be reduced and made more efficient and supportive of workflows. Based on these new services and additional public space, and assuming this location is open 53 hours per week, it is recommended that the following additional staff will be needed to provide services to the community:
• (1) Library Technology Assistant (Maker Space)
• (2) Library Technology Consultant (Maker Space)
• (1) Librarian I (International hub)
• (1) Librarian I (Local History)
• (1) Facility Support (Building Maintenance Worker)
Total 6 FTE
Annual Cost in 2025 Dollars:
$745,348
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Cost Schedule
The cost timeline provides options that align anticipated funding landscapes and capital investment recommendations. Costs are escalated according to our suggested order of priority to provide a flexible tool for mapping investment and planning purposes.

As funding availability and economic markets change these recommendations and timeline will naturally need to be revisited. It is recommended that costs and escalation are updated to current market data and trends at critical points in the future for sound decision making and planning.

Cost Timeline
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Cost
Schedule
Timeline
YR 1 YR 2 YR 3 YR 4 YR 5 YR 6 YR 7 YR 8 YR 9 YR 10 YR 11 YR 12 YR 13 YR 14 YR 15 YR 16 YR 17 YR 18 YR 19 YR 20 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 Northside $5,239 $1,719 $1,719 $5,171 $28,221 $1,851 $120,989 $124,080 $276,025 $3,696 $2,146 $2,210 $77,465 $2,345 $2,415 $4,413 $160,615 $2,639 $7,978 $2,799 Mission $11,646 $857 $887 $29,747 $50,955 $955 $14,513 $156,370 $40,187 $2,419 $26,708 $1,141 $2,643 $1,210 $239,031 $2,888 $1,322 $64,139 $3,156 $1,445 Central Park $214,503 $44,991 $604,251 $176,722 $19,361 $52,538 $27,672 $27,236 $21,529 $143,799 $604,183 $1,271,066 $691,679 $62,772 $46,739 $88,259 $27,272 $34,049 $36,473 $29,801 TOTAL PER YEAR $231,388 $47,567 $606,857 $211,640 $98,537 $55,344 $163,174 $307,686 $337,741 $149,914 $633,036 $1,274,416 $771,788 $66,327 $288,185 $95,560 $189,210 $100,827 $47,608 $34,045 Deferred Maintenance 3% escalation per year General Funds, Round-up Funds, and Parcel Tax are the funding tools available for options to meet these ongoing deferred maintenance costs.

Northside (portion of current bond and building fund??)​ Option 01 and 02 and 03 Modernization / Renovation​ 792,450$
FF&E 55,200$
Additional Requests 213,333$
Recommended Capital Funding Sources Option 01 1,060,983$ 2024 Bond Recommended Capital Funding Sources Option 02
Recommended Building Operations Funding Needs No additional energy costs: Ongoing Existing Operational energy / utility costs Recommended Staffing Operations Funding Needs No additional staffing cost - existing staffing levels will adequately support this addition.

Mission addition (portion of current bond)​ Option 01 Option 02 and 03 Addition 1,252,800$ $ 1,342,031 FF&E 10,470$ $ 11,216 Additional Requests 213,333$ $ 228,528 Recommended Capital Funding Sources 1,476,603$ 2024 Bond 1,581,774$ 2024 Bond Recommended Additional Building Operations Funding Needs 40,502$ 41,717$ 42, 968$ 44,257$ 45,585$ 46,953$ 48,361$ 49,812$ 51,306$ 52,846$ 54,431$ 56,064$ 57,746$ 59,478$ 61,263$ 63,101$ 64,994$ 66,943$ Recommended Additional Staffing Operations Funding Needs $131,540 $135,486 $139,551 $143,737 $148,049 $152,491 $157,066 $161,778 $166,631 $171,630 $176,779 $182,082 $187,544 $193,171 $198,966 $204,935 $211,083 $217,415 Central Park Modernization / Renovation​ Option 01 (Phase 01) Option 02 Option 01 (Phase 02) Option 03 Addition 4,750,720$ $ 10,850,512 6,018,070$ 12, 956,079$ FF&E 970,218$ $ 1,107,975 1,229,043$ 1, 322,980$ Additional Requests 1,082,935$ $ 1,236,697 Completes in Phase 1 1,476,681$ Recommended Capital Funding Sources 6,803,873$ 13,195,184$ COP Transition / Bond with New Northwest 7,247,113$ 15,755,740$ COP Transition Bond with New Northwest 6,532,413$ 2024 Bond 2024 Bond 6,427,242$ Potential for use of parcel tax for phase 2 271,460$ 2024 Bond Interest Philanthropy 6,767,942$ Recommended Additional Building Operations Funding Needs No additional energy costs: Ongoing Existing Operational energy / utility costs Recommended Additional Staffing Operations Funding Needs 838,896$ 864,063$ 889,984$ 916,684$ 944,185$ 972,510$ 1,001,685$ 1,031,736$ 1,062,688$ 1,094,569$ 1,127,406$ 1,161,228$ 1,196,065$ 1,231,947$ 1,268,905$ 1,306,972$ Station area satellite branch (+/- 6,000 sf)​ Leased tenant space ​or Partnership Opportunity based - should start conversations now with developers / potential partners and make happen when opportunity is there Tenant Improvement Cost shown escalating each year 4,202,550$ 4,349,639$ 4,501,877$ 4,648,188$ 4,799,254$ 4,943,231$ 5,091,528$ 5,244,274$ 5,401,602$ FF&E shown escalating each year 300,000$ 310,500$ 321,368$ 331,812$ 342,596$ 352,874$ 363,460$ 374,364$ 385,595$ Recommended Additional Capital Funding Sources Development fees, parcel tax, P3 public private partnership (Opton to use current bond funds instead of Central Phase 01 only if bond funds can be used under the terms of a potential lease or agreement with a developer.) Recommended Additional Building Operations Funding Needs 24,929$ 25,677$ 26, 448$ 27,241$ 28,058$ 28,900$ 29,767$ 30,660$ 31,580$ 32,527$ 33,503$ 34,508$ 35,543$ 36,610$ 37,708$ 38,839$ 40,004$ 41,204$ Recommended Additional Staffing Operations Funding Needs 867,335$ 893,355$ 920, 155$ 947,760$ 976,193$ 1,005,478$ 1,035,643$ 1,066,712$ 1,098,713$ 1,131,675$ 1,165,625$ 1,200,594$ 1,236,612$ 1,273,710$ 1,311,921$ 1,351,279$ 1,391,817$ 1,433,572$ Northwest (+/-20,000 sf)​ New Branch (potential pairing with recreation center) COP Transition Timing Recommendation New 20,000 sf branch library $43,951,027
FF&E $1,211,533
45,162,560$
Recommended Capital Funding Sources Option 01 COP Transition Planning (COP on central is paid off in 2032 and could allow for new COP if planned ahead properly) Recommended Capital Funding Sources Option 02 Development Fees , Foundation / philanthropy Recommended Capital Funding Sources Option 03 Bond with Rec Center Recommended Additional Building Operations Funding Needs 177,452$ 182, 775$ 188,259$ 193,906$ 199,724$ 205,715$ 211,887$ 218,243$ 224,791$ 231,534$ 238,480$ Recommended Additional Staffing Operations Funding Needs $15,862,295 $16,338,164 $16,828,309 $17,333,158 $17,853,153 $18,388,747 $18,940,410 $19,508,622 $20,093,881 $20,696,697 $21,317,598 NOTES:

Project Costs for building new construction, additions, and renovations / modernizations use 2024 prevailing wage and are increased by 35% from the RLB report to include owner soft costs including 10% owners contingency, 10% A/E fees, 15% permits, internal costs, project management Escalation is applied to maintenance, construction and renovation costs as in the RLB report with 3.75% for 2025, 3.50% for 2026 and 2027, 3.25% for 2028 and 2029, and 3.00% for all years thereafter and should be adjusted based on current or new projected rates of inflation over time Operational utility energy costs are escalated at 3% annually and should be adjusted based on current or new projected rates of construction escalation over time.

Staffing Costs are escalated at 3% annually and should be adjusted based on current or new projected rates of inflation over time.

Current bond funds of $9M area available plus an additional $70,000 of current library funds identified to be used for FF&E upgrades in the Northside Library for a total of $9,070,000 of current funding available. It is recommended that these funds be used now to minimize the affect of escalation.

Ongoing Deferred Maintenance Reccommended Budget: See Building Analytics Report in Facility Master Plan for base non-escalated costs
YR 1 YR 2 YR 3 YR 4 YR 5 YR 6 YR 7 YR 8 YR 9 YR 10 YR 11 YR 12 YR 13 YR 14 YR 15 YR 16 YR 17 YR 18 YR 19 YR 20 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 Northside $5,239 $1,719 $1,719 $5,171 $28,221 $1,851 $120,989 $124,080 $276,025 $3,696 $2,146 $2,210 $77,465 $2,345 $2,415 $4,413 $160,615 $2,639 $7,978 $2,799 Mission $11,646 $857 $887 $29,747 $50,955 $955 $14,513 $156,370 $40,187 $2,419 $26,708 $1,141 $2,643 $1,210 $239,031 $2,888 $1,322 $64,139 $3,156 $1,445 Central Park $214,503 $44,991 $604,251 $176,722 $19,361 $52,538 $27,672 $27,236 $21,529 $143,799 $604,183 $1,271,066 $691,679 $62,772 $46,739 $88,259 $27,272 $34,049 $36,473 $29,801 TOTAL PER YEAR $231,388 $47,567 $606,857 $211,640 $98,537 $55,344 $163,174 $307,686 $337,741 $149,914 $633,036 $1,274,416 $771,788 $66,327 $288,185 $95,560 $189,210 $100,827 $47,608 $34,045 Deferred Maintenance 3% escalation per year General Funds, Round-up Funds, and Parcel Tax are the funding tools available for options to meet these ongoing deferred maintenance costs.

Northside (portion of current bond and building fund??)​ Option 01 and 02 and 03 Modernization / Renovation​ 792,450$
FF&E 55,200$
Additional Requests 213,333$
Recommended Capital Funding Sources Option 01 1,060,983$ 2024 Bond Recommended Capital Funding Sources Option 02
Recommended Building Operations Funding Needs No additional energy costs: Ongoing Existing Operational energy / utility costs Recommended Staffing Operations Funding Needs No additional staffing cost - existing staffing levels will adequately support this addition.

Mission addition (portion of current bond)​ Option 01
Option 02 and 03
Addition 1,252,800$ $ 1,342,031 FF&E 10,470$ $ 11,216 Additional Requests 213,333$ $ 228,528 Recommended Capital Funding Sources 1,476,603$ 2024 Bond 1,581,774$ 2024 Bond Recommended Additional Building Operations Funding Needs 40,502$ 41,717$ 42,968$ 44,257$ 45,585$ 46,953$ 48,361$ 49,812$ 51,306$ 52,846$ 54,431$ 56,064$ 57,746$ 59,478$ 61,263$ 63,101$ 64,994$ 66,943$ Recommended Additional Staffing Operations Funding Needs $131,540 $135,486 $139,551 $143,737 $148,049 $152,491 $157,066 $161,778 $166,631 $171,630 $176,779 $182,082 $187,544 $193,171 $198,966 $204,935 $211,083 $217,415 Central Park Modernization / Renovation​ Option 01 (Phase 01) Option 02 Option 01 (Phase 02) Option 03 Addition 4,750,720$ $ 10,850,512 6,018,070$ 12,956,079$ FF&E 970,218$ $ 1,107,975 1,229,043$ 1,322,980$ Additional Requests 1,082,935$ $ 1,236,697 Completes in Phase 1 1,476,681$ Recommended Capital Funding Sources 6,803,873$ 13,195,184$ COP Transition / Bond with New Northwest 7,247,113$ 15,755,740$ COP Transition Bond with New Northwest 6,532,413$ 2024 Bond 2024 Bond 6,427,242$ Potential for use of parcel tax for phase 2 271,460$ 2024 Bond Interest Philanthropy 6,767,942$ Recommended Additional Building Operations Funding Needs No additional energy costs: Ongoing Existing Operational energy / utility costs Recommended Additional Staffing Operations Funding Needs 838,896$ 864,063$ 889,984$ 916,684$ 944,185$ 972,510$ 1,001,685$ 1,031,736$ 1,062,688$ 1,094,569$ 1,127,406$ 1,161,228$ 1,196,065$ 1,231,947$ 1,268,905$ 1,306,972$ Station area satellite branch (+/- 6,000 sf)​ Leased tenant space ​or Partnership Opportunity based - should start conversations now with developers / potential partners and make happen when opportunity is there Tenant Improvement Cost shown escalating each year 4,202,550$ 4,349,639$ 4,501,877$ 4,648,188$ 4,799,254$ 4,943,231$ 5,091,528$ 5,244,274$ 5,401,602$ FF&E shown escalating each year 300,000$ 310,500$ 321,368$ 331,812$ 342,596$ 352,874$ 363,460$ 374,364$ 385,595$ Recommended Additional Capital Funding Sources Development fees, parcel tax, P3 public private partnership (Opton to use current bond funds instead of Central Phase 01 only if bond funds can be used under the terms of a potential lease or agreement with a developer.) Recommended Additional Building Operations Funding Needs 24,929$ 25,677$ 26,448$ 27,241$ 28,058$ 28,900$ 29,767$ 30,660$ 31,580$ 32,527$ 33,503$ 34,508$ 35,543$ 36,610$ 37,708$ 38,839$ 40,004$ 41,204$ Recommended Additional Staffing Operations Funding Needs 867,335$ 893,355$ 920,155$ 947,760$ 976,193$ 1,005,478$ 1,035,643$ 1,066,712$ 1,098,713$ 1,131,675$ 1,165,625$ 1,200,594$ 1,236,612$ 1,273,710$ 1,311,921$ 1,351,279$ 1,391,817$ 1,433,572$ Northwest (+/-20,000 sf)​ New Branch (potential pairing with recreation center) COP Transition Timing Recommendation New 20,000 sf branch library $43,951,027
FF&E $1,211,533
45,162,560$
Recommended Capital Funding Sources Option 01 COP Transition Planning (COP on central is paid off in 2032 and could allow for new COP if planned ahead properly) Recommended Capital Funding Sources Option 02 Development Fees , Foundation / philanthropy Recommended Capital Funding Sources Option 03 Bond with Rec Center Recommended Additional Building Operations Funding Needs 177,452$ 182,775$ 188,259$ 193,906$ 199,724$ 205,715$ 211,887$ 218,243$ 224,791$ 231,534$ 238,480$ Recommended Additional Staffing Operations Funding Needs $15,862,295 $16,338,164 $16,828,309 $17,333,158 $17,853,153 $18,388,747 $18,940,410 $19,508,622 $20,093,881 $20,696,697 $21,317,598 NOTES:

Project Costs for building new construction, additions, and renovations / modernizations use 2024 prevailing wage and are increased by 35% from the RLB report to include owner soft costs including 10% owners contingency, 10% A/E fees, 15% permits, internal costs, project management Escalation is applied to maintenance, construction and renovation costs as in the RLB report with 3.75% for 2025, 3.50% for 2026 and 2027, 3.25% for 2028 and 2029, and 3.00% for all years thereafter and should be adjusted based on current or new projected rates of inflation over time Operational utility energy costs are escalated at 3% annually and should be adjusted based on current or new projected rates of construction escalation over time.

Staffing Costs are escalated at 3% annually and should be adjusted based on current or new projected rates of inflation over time.

Current bond funds of $9M area available plus an additional $70,000 of current library funds identified to be used for FF&E upgrades in the Northside Library for a total of $9,070,000 of current funding available. It is recommended that these funds be used now to minimize the affect of escalation.

Ongoing Deferred Maintenance Reccommended Budget: See Building Analytics Report in Facility Master Plan for base non-escalated costs
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Funding Strategies

FUNDING STRATEGIES
Priority of Needs
This master plan analyzed community needs, population and demographic projections, and existing library spaces. The geographic location of planned development and population growth in relationship to the geographic location and size of existing facilities is a leading factor in the priorities of the plan recommendations.

The following is a summary of project priorities (listed from higher to lower priority):

1. Northside Branch Modernization / Renovation

2. Mission Branch Addition

3. Station Area Satellite Branch (new location)

4. Northwest Branch (new
new or re-purposed city-owned location; notable potential for joint-use or partnership)

5. Central Park Library Modernization / Renovation
Funding Priorities and Timelines
Funding secured at the publishing of this report includes bond funds of $9,000,000 and $70,000 of library funds earmarked for FF&E upgrades in the Northside Branch, bringing the total available funding to $9,070,000. While a significant sum, it is not enough to cover all of the identified needs.

Necessarily, currently available funding will influence the order of the project priorities in order to utilize currently available funding most effectively (and to avoid delays in using the money that effectively reduces “buying power”). Considerations influencing a reordering of the above priority list include:

Station Area Satellite Branch
• The addition of this new branch assumes reliance on opportunities for partnership in the planned development. The timeline for a project is variable based upon when a partnership is found and agreement forged (e.g., with a developer, business, or organization). • The Station Area Satellite Branch may rely on use of a leased space, if a condominium agreement isn’t available. It would be difficult to utilize bond funding for the build-out of a leased space. • Due to the above considerations the Station Area Satellite Branch is not recommended for use of the current bond dollars.
• This team’s recommendation is to immediately begin discussions regarding funding strategies and to investigate potential partnerships to seize the opportunity presented by the Station Area development.

Northwest Branch
• The need for this branch is dependent upon future development and carries significant cost.

Recommendations: Cost and Funding
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FUNDING STRATEGIES
• This team’s recommendation is to delay this new branch and instead utilize COP funds that become available in 2032 (or utilize a new a general obligation bond).

Should a partnership and/or desirable space open quickly for Station Area Branch, or development in the Northwest get underway sooner than anticipated, this team suggests maintaining the needs- based order of priority. However, given the above considerations and current landscape an adjusted prioritizing of projects follows (listed in order of priority, highest to lowest):

Project Priority 01: Northside Branch Modernization / Renovation • Interior renovation as described in this document
• Furniture, fixtures and equipment (FF&E) updates
• Additional building needs:
◊ Re-installation of security systems to create after-hours public access to meeting rooms and restrooms.
◊ Replace automatic doors.
◊ Provide power and data ports in floor at patio enclosure. ◊ Add window tint on north clerestory windows.

Project Priority 02: Mission Branch
• Addition / renovation as described in this document
• FF&E: wire racks for tool lending storage
• Additional building needs:
◊ Re-installation of security systems to create after-hours public access to meeting rooms and restrooms.
◊ Replace automatic doors.
◊ Renovate staff break room to resolve needed repairs that have an impact on electrical system, walls, roof, and HVAC within the break room space.

Project Priority 03: Central Park Library Modernization / Renovation While the preferred priority for Central Park Library renovation would be after the new Station Area Satellite Branch and new Northwest Branch there will be additional 2024 bond funds available after the Northside and Mission Branch projects are completed. These funds should be applied toward the Central Park Library modernization. If additional funding through philanthropy or other means becomes available the entire renovation could be completed. However, the assumption at this report’s writing is that the Central Park Library renovation will be divided into two phases, with phase two being completed concurrent with the New Northwest bonding (i.e., timed to take advantage of paying off the current COP).

Central Park Library scope:
• Modernization / renovation as described in this document

FUNDING STRATEGIES
• FF&E refresh
• Additional building needs:
◊ Re-installation of security systems to create after-hours public access to meeting rooms. ◊ Toilet room renovations for Level 01 (Level 02 is included in the plan’s modernization / renovation scope).
◊ Staff work area renovation for loading, facilities, foundation, friends, and technical services on level 01.
◊ iStar panel for access badge readers.
◊ Replace automatic doors.

The following is a summary of costs for each project, in 2025 dollars and minus associated staffing needs. See timeline graphic for timing and escalated costs.

Northside Branch Modernization / Renovation: $1,063,983 • Construction Project Cost: $792,450
• FF&E: $55,200
• Additional building needs: $213,333
Mission Branch Addition: $1,476,603
• Construction Project Cost: $1,252,800
• FF&E: $10,470
• Additional building needs: $213,333
Station Area Satellite Branch: $4,502,550
• Construction Project Cost: $4,202,550
• FF&E: $300,000
Northwest Branch: $37,277,200
• Construction Project Cost: $36,277,200
• FF&E: $1,000,000
Central Park Modernization / Renovation: $10,838,633
• Construction Project Cost: $8,912,700
• FF&E: $910,000
• Additional building needs: $1,015,833
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FUNDING STRATEGIES
The planning team has identified project needs that would be best funded outside of the current bond funding to optimize the current available bond funds for the main priorities. The following list includes recommendations that fit into other funding sources:
• Solar panel parking lot shade structures at Central Park Library and Northside Branch. This type of project is well-suited for grants and philanthropy.
• Generator to support cooling / warming centers at Central Park Library and Northside Branch.

This type of project is well-suited for grants and philanthropy. • Central Park Library roof replacement. Recommendations for roof are included in deferred maintenance report by Building Analytics (see appendix). Utilize annual operational funds. • Central Park Library boiler replacement: Recommendations for boilers are included in deferred maintenance report by Building Analytics (see appendix). Utilize annual operational funds. • Central Park Library exterior lighting. Recommend adding to deferred maintenance projects list, utilizing annual operational funds.
• Lighting software and hardware switchboard at the Central Park Library: Recommend adding to deferred maintenance, utilizing annual operational funds.

Utilization of 2024 Bond Funds
Santa Clara passed Measure I in 2024 with ~$9M designated for library improvements. • Prioritize renovations for Mission Branch, Northside Branch, and Central Park Library. • Work with Santa Clara City Library Foundation and Friends to identify additional philanthropic support to maximize the projects (similar to the past Northside Branch and Central Park Library projects).

Philanthropic Support
• Strengthen collaboration with the library foundation by aligning its mission with the library’s strategic and master plans.
• Develop a fundraising plan.
• Provide fundraising training for Santa Clara City Library Foundation and Friends and library leadership.

Potential strategies for specific project needs:

Future Northwest Branch
• When the Central Park Library COP is paid off in 2032, consider reallocating the funds to support a new facility.
• Explore public-private partnerships and launch a capital campaign with philanthropic funding to

FUNDING STRATEGIES
Future Station Area Satellite Branch
• Explore opportunities for a developer partnership to fund construction. • Utilize potential philanthropic interest for a new approach to meeting the community where they are.

Deferred Maintenance
• Work with city management to create a capital maintenance plan for high-priority deferred maintenance projects that aren’t otherwise covered in renovations. • Deferred maintenance projects not included in the master plan renovations could be funded through capital funds from the city or supported by an opt-in round-up program or a parcel tax within the next 2-3 years.

At the intersection of the City of Santa Clara residents’ needs and the cost to meet those needs are the potential funding mechanisms to provide the resources necessary to meet such needs.

Whenever communities consider building new infrastructure or enhancing existing facilities, it’s important to acknowledge that any fees or taxes can have financial implications for developers, taxpayers, and the broader community. This section is designed to provide public administrators and policymakers with a comprehensive overview of funding tools, including examples of how Santa Clara, or peer communities have effectively utilized them to support community growth. We have also provided some high-level justifications and data for their application now and in the future if updated.

This includes not only traditional mechanisms like development fees, parcel taxes, and bonds but also philanthropic contributions, public-private partnerships, and small opt-in opportunities. Strategic use of diverse funding mechanisms will help minimize financial strain, maximize community benefit, and provide flexibility to adapt to future needs and opportunities.

In an ever-changing economic and regulatory environment, we recommend that these tools be regularly evaluated and updated to ensure that all potential funding avenues are still allowable and optimized.

Growth based funding analysis
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FUNDING STRATEGIES
Existing and Future Growth Projections
When population growth occurs, certain needs require a per-capita increase in order to meet the continued service levels in new and growing communities. For example, developers pay impact fees to pay for new infrastructure associated with the impact of the development. In the example of impact fees, a “Nexus Study” is often completed to assess and justify the impact fee. This growth- based funding analysis similarly shows the impact population growth has on the necessary infrastructure of the library system.

A Nexus Study assesses the impact fee for a “public facility or capital facilities including public buildings, community facilities, land, infrastructure, and/or other public improvements, as well as equipment and supplies with a long duration of use… A development impact fee that is used to mitigate the impacts of new development on facilities and will be spent on capital projects that improve or expand facilities to accommodate growth in service demand from new development.” (https://www.hcd.ca.gov/sites/default/files/docs/policy-and-research/plan-report/nexus-study- template.pdf)
The purpose of the report is to ensure there is a transparent process and that any fees placed on developers is proportional to the project’s impact. This “Growth Based Funding Analysis” incorporates the potential of impact fees as one of many mechanisms that can be used to meet the needs of new development and the needs of the existing community residents where improvements or additional space is needed.

These increased needs for the Santa Clara City Public Library take on the form of its ability to deliver library services (i.e., facilities, facility operation and maintenance, and staffing operations).

State of California population projections and City of Santa Clara staff and development task forces suggest the City of Santa Clara has an approximate 2025 population of 132,000 with 25% growth projected in the next 20 years, for a population of 165,000.

Determination of Facility Standards and Demand
Historically libraries used a per-capita ratio of approximately 1 square foot of space per person to determine a library facility size. Per historic library planning standards this would mean that in 2025 the library needs a total of 132,000 sf across its system (versus its current 105,125 sf, or .79 sf per capita). However, library planning now takes into account other factors such as more efficient use of flexible and adaptable spaces, shared and partnered spaces, increasing digital collections, and identifying specific community needs (and the space required to meet those needs).

Santa Clara City Public Library has a disproportionate allocation of space to geographic location of the population. Central Park Library is a larger building than the service population would suggest.

However, this location serves as an administrative hub for the system and also provides system-wide programming and so the larger size is appropriate.

FUNDING STRATEGIES
This is important to understand in the context of square footage per capita, as there is currently enough space per capita system-wide, but much of that space is at Central Park Library and not easily accessible geographically to those that need it. The plan provides different square footage per capita numbers for different regions of the city to ensure the square footage is allocated properly across the city:

Central Park Library: 0.75 sf per capita
Northside Branch Library: 0.75 sf per capita
Mission Branch: 0.60 sf per capita
Future Needs
This Library Facilities Master Plan Report identifies current deficiencies and future needs of the library and how population growth in the next 20 years will impact the resources necessary to meet the needs of a growing population. Library service population growth will create increased demand for library services. Left unaddressed, increased demand will create inadequate service levels and inequality of services. As noted in this facility master plan deferred maintenance, additional building needs, and additional staffing are required to support the programming and services for residents in correlation with the city’s general plan.

Future needs include ongoing maintenance of building assets and updates and new facilities required to maintain the existing level of service as the population grows. With the recommendations for expanded or new infrastructure comes the potential for new staffing and operation cost. Our report outlines those needs, potential efficiencies, and funding recommendations for building-related costs for city and library leaders to consider. Future staffing projections are also included; however, funding strategies for staffing will need to be identified internally within the city funding structure.

The plan’s recommendations are plotted against a proposed timeline and recommended funding sources. The schedule of maintenance, space modernization, and new facilities acts as a priority list.

There is flexibility to adjust the timeline of projects based on economic, market, and funding factors.

Funding Sources and Purpose
The following are potential funding sources to meet the plan’s needs in alignment with the city’s General Plan.

Certificate of Participation (COP): A lease-financing tool that provides flexibility without requiring the same level of approval as a GO bond. The City used a COP to fund the Central Park Library, with final payments expected in 2032.
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FUNDING STRATEGIES
Library Parcel Tax: A flat annual property tax to support library operations, facility improvements, or service expansions. A proposed tax of $36.88 per home could generate approximately $1.7M annually.

Similar taxes have been implemented and successfully renewed in Santa Clara County.

Developer Impact Fees: A fee for new developments to fund public infrastructure and community services. Note that current California law requires a nexus report before implementation.

General Obligation Bond: A voter-approved funding mechanism that allows municipalities to raise funds for pulbic projects by issuing bonds and are typically repaid through property taxes.

Public-Private Partnerships (P3s): A model that leverages private investment to reduce taxpayer burden and enhance community services. Mixed-use developments could generate revenue for operations and construction costs.

Mixed-Use Government Facility: A joint-use space combining a library with other community services (e.g., recreation or senior centers) to maximize efficiency, community support, and funding opportunities.

Municipal Bond: A financial tool that does not require a vote and is typically repaid through lease payments from teh facility it funds rather than general taxes.

Round-Up Program: A voluntary utility bill donation program where residents round up their payments to support library initiatives. A 25% participation rate in Santa Clara could yield $200,000 annually for ongoing operations.

Philanthropic Support: The library’s foundation has historically funded programming and capital projects. Strengthening and aligning the relationship between the two organizations will help with fundraising efforts and support the library’s strategic goals.

FUNDING STRATEGIES
Funding and Capital Improvement Plan
This facilities master plan acts as a capital improvement plan that identifies key projects and improvement provides funding options that bring together both public and private dollars.

Understanding potential funding options provides a comprehensive document to strategically guide the organization.

The approach mirrors the principles of a Nexus Report by tying together current and future community growth to infrastructure use and demands. By analyzing current community demographics, city budgets, past and current bonds, past philanthropic support and existing library COPs, we have identified opportunities for funding the “low hanging fruit” as well as opportunities for more substantial projects that will support the demands of a growing community.

Reasonable Benefit
With population growth and development comes increased demand for facilities that support the growth, heightened wear and tear on buildings, increased maintenance, and needs for expansion and/or replacement. Future growth and development will require additional investments in library facilities to maintain current library service levels. We have outlined growth-related infrastructure needs that must be addressed proactively to avoid overburdening current services.

California law states that in order to charge certain fees to developers a city must demonstrate a “reasonable relationship” between the fees and the impacts caused by the development. A “nexus report” provides the analysis for specific fees that may be charged.

Development fees may only provide a portion of the funds toward a municipal project; other funding mechanisms may be required to cover the full cost. It should be noted that population growth and future development will necessitate the need for expansion of library space and operations to maintain current library service levels. These burdens posed should be taken into account by the city when determining development fees.
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City of Santa Clara General Plan 2010-2035

FUNDING STRATEGIES
The following recommended additions / changes to the Santa Clara General Plan are intended to provide language regarding library development to meet current and future community needs. Existing references to the library in the General Plan are included to emphasize opportunities to better integrate library priorities with the General Plan.

TABLE OF CONTENTS

5.9 Public Facilities and Services
Add: 5.9.4 Library Goals and Policies
Remove the library text from 5.9.2 Schools and Community Facilities Goals and Policies, and create a new section specific to Libraries. Much like Parks, Open Space, and Recreation, libraries are connected directly to community needs and population growth. The information generated by the library’s facilities master plan provides important planning data and recommendations that support and enhance the current General Plan. 8 Appendices
Add: 8.16 Library Inventory
• Existing Libraries
• New Library Facilities and Proposed Development
List of Figures
Add: 5.9-3 Libraries and Growth Map
Add: Figure 5.9-4 Community Engagement Summary
List of Tables
Add: 8.16-1 Existing Libraries
Add: 8.16-2 New Library Facilities with Proposed Development

THE SANTA CLARA VISION