Agenda packet — City Council and Authorities Concurrent, March 10, 2026 (part 5 of 7)

3. 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 9th DAY OF OCTOBER, 2018, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

Attachments incorporated by reference:

1. Legislative Advocacy Position Policy
Davis, Kolstad, Mahan, O'Neill, and Watanabe and
Mayor Gillmor
None
None
None

JENNIFER YAMAGUMA

ACTING CITY CLERK

CITY OF SANTA CLARA
Resolution/Adoption of Legislative Advocacy Position Policy Rev: 11 /22/17

Page 2 of 2 ends

For Council Consideration on March 10, 2026
Legislative Advocacy Position

BROADBAND, CABLE SERVICES, AND WIRELESS TELECOMMUNICATIONS FACILITIES Overview
The federal and state governments have made efforts to limit or preempt local control over placement of wireless telecommunications facilities and supporting structures in and outside the rights of way. Over the past several years, actions by federal and state lawmakers, and regulating entities, have resulted in the adoption of regulations and orders controlling local authority over placement of wireless facilities, including the adoption of “shot clocks” requiring local agencies to complete review of projects within a specified time period.

Additionally, through Federal Communications Commission (FCC) rulemaking, there have been efforts in recent years to address whether local franchising authorities (LFAs) can regulate incumbent cable operators and cable television services. The City has its own government access channel (Santa Clara City Television on Comcast cable channel 15 and AT&T U-verse 99), which may be negatively impacted by FCC rulings, in addition to state and federal legislation. Santa Clara City Television is used to provide important information to the public, such as live and recorded airings of Council meetings, City special events, programs, and public service announcements.

Guiding Principles
The City of Santa Clara’s guiding principles for legislative advocacy include and are not limited to:
• Support the League of California Cities and National League of Cities positions on priority bills that benefit Santa Clara.
• Protect local revenue sources and prevent unfunded mandates. • Protect and/or increase funding for specific programs and services. • Protect and/or increase local government discretion.
• Advance approved policies such as the City’s Statement of Values, the General Plan, or the Climate Action Plan.

Legislative Advocacy Position
The City believes that it should maintain local authority over the placement of wireless telecommunications facilities, in order to ensure that a balance is reached between the infrastructure needs and the needs of the community. As such, the City:
• Supports efforts to increase access to broadband to address the digital equity divide, including in underserved urban communities, while ensuring the placement and installation of needed equipment does not undermine local permitting authority and does not pose an undue nuisance for residents.
• Supports efforts to retain and expand local control of permitting wireless telecommunications and non-cable services facilities in the public-right-of-way and on City property.
• Supports legislation that provides opportunity for public input on the placement of wireless telecommunications facilities.

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
• Supports legislation and policies that would provide options for recovering costs associated with providing broadband services.
• Monitors legislation related to distributed energy generation via back-up power at wireless telecommunications facilities.
• Monitors regulatory and rulemaking activities by the Federal Communications Commission, and California Public Utilities Commission, for potential impacts to telecommunications, broadband, and cable infrastructure within the City. • Opposes legislation and efforts to limit the amount of time, or scope, of local review of the placement of wireless facilities.

Legislative Advocacy Position
For Council Consideration on March 10, 2026

COMMUNITY SERVICES
Overview
The City of Santa Clara offers a wide range of community services through Santa Clara City Library, parks and recreational facilities, and in partnership with community organizations and non-profits. The Santa Clara City Library is a dynamic community hub that provides access to information, literacy resources, educational programming, and civic engagement opportunities for the Santa Clara community. Through its three branches at Central Park Library, Northside Branch Library, and Mission Branch Library and the Bookmobile, Santa Clara City Library delivers high quality, efficient services in collections, technology and information access, literacy and English as a Second Language (ESL), programming, community partnerships, and facilities. The City’s Parks and Recreation Department provides planning, development, operation, maintenance, and rehabilitation of the City's twenty-seven (27) neighborhood parks, thirteen (13) mini parks, two (2) community parks, three (3) open space sites, ten (10) recreation buildings, four (4) trails, eleven (11) joint use facilities, and eleven (11) bodies of water at five sites. Facilities include community centers, neighborhood park buildings, community gardens, playgrounds, pools, restrooms, picnic areas, turf, trees, vegetation, athletic fields, and joint use facilities. The Department also assists the public with facility rentals, community services, cultural programs, special events, enhanced natural environments, fitness and wellness programs, as well as sports and aquatics opportunities.

Additionally, the City partners with community organizations and non-profits like Triton Museum of Art to provide the Santa Clara community with services such as free public access to art exhibitions and educational programs.

Legislative Advocacy Position
With the goal of enhancing community sports and its recreational and arts assets, the City:
• Supports legislation and efforts that provide direct funding to cities based on needs, regardless of cities’ income level, for community services including staffing, infrastructure, and materials.

City of
Santa Clara
The Center of What's Possible
Legislative Advocacy Position
For Council Consideration on March 10, 2026
• Supports collaborative efforts between local water districts and local jurisdictions to address carbon sequestration and water retention to directly benefit parks and city facilities.
• Supports legislation and funding that promotes increased access to parks, open space, and outdoor recreational opportunities.
• Supports efforts to restore the nature environment specially through parks: revegetation, reforestation, and urban forestry programs.
• Supports efforts and funding to promote the usage of reclaimed or recycled water, and reduce the amount of potable water used, in parks and other municipal outdoor applications.
• Supports funding for accessibility improvements that support developmentally based play for all ages and abilities.
• Supports funding and efforts that enhance programs that serve low-income seniors, including providing access to nutritional meals.
• Supports funding to expand neighborhood associations and efforts to facilitate and promote neighborhood beautification projects.
• Supports funding and efforts to provide resource and recreational services for unhoused individuals, as well as resources for training staff who come in contact with vulnerable populations.
• Supports California Library Association’s positions on priority legislation that benefits Santa Clara.
• Supports funding and efforts to promote early literacy, family literacy, and life-long learning.
• Supports legislation that promote equity, diversity, and inclusion-related staffing, collections, and programming.
• Supports funding and efforts to maintain or increase afterschool or school break-related enrichment activities for students.
• Supports legislation, funding, and resources to offer wraparound services to vulnerable populations.
• Supports funding and efforts to provide programs and services that encourage sustainable practices in the community.

City of
Santa Clara
The Center of What's Possible
Legislative Advocacy Position
For Council Consideration on March 10, 2026
• Supports funding, additional resources, and additional staffing to provide outreach and mental health resources to communities that currently lack adequate access to these services.
• Supports state and federal funding and resources to provide free meals and accompanying education opportunities to students.
• Supports state and federal funding and resources to create a more informed, engaged, and welcoming experience for immigrants.

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
Legislative Advocacy Position

EMERGENCY MANAGEMENT
Overview
As exemplified by the COVID-19 Pandemic and recent all-hazard emergencies, emergency preparedness and management are essential to the City’s ability to effectively respond and provide continued services to the community. The City’s Office of Emergency Services maintains an Emergency Operations Center (EOC) in “response-ready” condition to serve as the City’s hub for emergency management activities in support of large-scale emergencies or planned events.

In the event of any all-hazard emergency, the City will closely monitor county, state and federal orders, guidance and legislation to see how they apply to Santa Clara, advocate for regional, state, and federal resources and funding to provide as needed assistance to individuals and businesses that have been negatively impacted, and focus on economic recovery.

Guiding Principles
The City of Santa Clara’s guiding principles for legislative advocacy include and are not limited to:
• Support the League of California Cities’ and National League of Cities’ positions on priority bills that benefit Santa Clara.
• Protect local revenue sources and prevent unfunded mandates. • Protect and/or increase funding for specific programs and services. • Protect and/or increase local government discretion.
• Advance approved policies such as the City’s Statement of Values, the General Plan, or the Climate Action Plan.

Legislative Advocacy Position
In order to adequately prepare for and manage emergencies to protect the community, the City of Santa Clara:
• Supports efforts to provide direct relief funding to local jurisdictions, especially small and medium-sized cities, which can be utilized to mitigate, prepare, respond to, and recover from any all-hazard emergencies and emergent crises and threats, including offsetting lost revenue and reimbursing incurred costs.
• Supports the temporary suspension of certain time-specific statutory and meeting requirements and flexibility to adjust city services as needed to mitigate, prepare, respond to, and recover from any future all-hazard emergencies. • Supports federal and state efforts to help mitigate the economic impacts from all-hazard emergencies on the City and its’ businesses and residents. • Supports public health efforts and resources to help mitigate the spread of infectious disease, including providing access to personal protective equipment and encouraging residents to receive approved vaccinations.
• Supports legislative efforts and funding to assist local governments with the development of wildfire mitigation plans.

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
• Supports legislative efforts and funding for mutual aid to assist with emergency operations and streamline reimbursement processes.
• Supports legislation efforts and funding for emergency management infrastructure. • Supports funding and efforts for cybersecurity resilience, preparedness, response, mutual aid, and forensic investigation capabilities.
• Supports expedited California Disaster Assistance Act and Stafford Act reimbursement funding activities.
• Monitors homeowner and renters’ insurance protection efforts and legislation, and advocate for reasonable, affordable, and accessible programs for Santa Clara residents. • Opposes efforts to reduce local jurisdictions’ autonomy as it relates to disaster recovery and management.
• Opposes efforts to shift responsibility, to the City, of programs that have traditionally been carried out, or funded, by federal, state, or county governments.

For Council Consideration on March 10, 2026
Legislative Advocacy Position

ENERGY LEGISLATION, REGULATIONS AND ISSUES
Overview
The City’s electric utility, Silicon Valley Power (SVP) has a mission to be a progressive, serviceoriented utility, offering reliable, competitively priced services for the benefit of Santa Clara and its customers. Additionally, in 2018, SVP adopted a Strategic Plan that is intended to address the challenges facing the utility over a ten-year period. The Strategic Plan contains over thirty strategic initiatives in four distinct areas: Utility Performance Excellence; Customer Engagement and Satisfaction; Progress and Innovation Focus; and Community and Environmental Stewardship. The Legislative Advocacy Position works to further the objectives outlined in the Strategic Plan, and complements the other Legislative Advocacy Positions adopted by the City.

Guiding Principles
The City follows the below guiding principles for all areas of legislative advocacy:
• Support the positions of the League of California Cities, and National League of Cities, on priority bills that benefit Santa Clara.
• Protect local revenue sources and prevent unfunded mandates. • Protect and/or increase funding for specific programs and services that benefit the City of Santa Clara and its residents.
• Protect and/or increase local government discretion.
• Advance approved policies, such as the City’s Statement of Values, the General Plan, and the Climate Action Plan.

Legislative Advocacy Position
In order to ensure the City can provide safe, reliable, and affordable energy to ratepayers, while operating in an environmentally and fiscally conscious manner, the City will:
• Support policies that will help ensure that transmission level Public Safety Power Shutoffs (PSPS) events do not unnecessarily burden local communities that are dependent on investor owned utility (IOU) transmission infrastructure. • Support legislation that would provide local public agencies with financial resources to prepare for, and mitigate the impacts from, planned power outage events. • Support efforts to increase advance notice for Emergency Energy Alerts to allow for preparation of backup power generation, or other alternative power supply during disruptions.
• Support efforts to align wildfire-related liability with fault, safeguarding public utility customers against exorbitant rate increases when their utility acts prudently. • Support efforts to expand energy generation and transmission infrastructure, including CEQA streamlining, permit streamlining, and other efforts that will help the City meet the pace of decarbonization goals.
• Support efforts to reduce supply chain delays negatively impacting the ability to secure equipment for electric utilities.

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
• Support legislation and efforts to enhance funding for grid transforming technologies that includes but are not limited to clean energy, energy storage, and transmission development.
• Support legislation and other efforts to promote the public retention of energy and utility assets, as well as other efforts aimed at mitigating increased costs for utility providers and customers.
• Support policies that recognize energy affordability and provide financial incentives or assistance to residents and businesses.
• Support legislation or regulatory efforts that would allow Tier 4 diesel generators or better to run to help support the grid during peak demand periods. • Support Northern California Power Agency (NCPA), American Public Power Association (APPA), and California Municipal Utilities Association (CMUA) positions on legislation that benefit Santa Clara.
• Support policies and legislation that allow SVP to provide safe, reliable, affordable energy to businesses and residents.
• Support legislation streamlining the CEQA processes for rebuilding infrastructure damaged by wildfires.
• Support efforts to increase the utilization of hydropower, including, but not limited to streamlining of hydropower relicensing processes and including hydropower as part of the Renewable Portfolio Standard.
• Monitor Natural Gas Transportation and Electric Transmission Owner rate-making and regulatory activities to ensure it meets its obligations and agreements and advocate for changes that would mitigate adverse impacts to SVP and other publicly owned utilities (POUs).
• Monitor the development of new market initiatives from state and regional grid operators which may result in new energy-related products and changes to electric grid operations.

Staff will advocate for changes that would benefit or protect SVP ratepayers. • Monitor and participate with federal, state and local governments and stakeholders in the development of new regulations and advocate for changes that enhance system reliability and mitigate operational and ratepayer impacts.
• Monitor and support transmission related activities focusing on enhancing the reliability and deliverability of clean energy resources and advocating for greater transparency and assurance that transmission access charges are allocated equitably between the various beneficiaries.
• Oppose legislation and efforts that limit the amount of time, or scope, of local review of energy-related developments within the City.
• Oppose legislation and efforts that increases the supply chain costs for electricity generating or transmission equipment and components.
• Oppose legislation that would impose additional costs on SVP customers, or would require the implementation of programs whose costs would be passed on to SVP customers.

For Council Consideration on March 10, 2026
Legislative Advocacy Position

HOUSING
Overview
The lack of affordable housing in the State and region continues to have an increasingly profound impact on the City of Santa Clara. In January 20253, Santa Clara County conducted its biennial Point-in-Time Count and found that there were over 10,7119,903 individuals experiencing homelessness in the County. 835% of those individuals were residents of Santa Clara County when they became homeless. As cities across the state struggle to address the growing affordable housing and homelessness crisis as housing prices continue to soar, housing continues to be a key legislative priority for the State Legislature and regional agencies.

Legislative Advocacy Position
The City of Santa Clara is committed to being a leader at the local level in providing affordable housing, as well as making a fair share contribution to the overall need for housing production within Silicon Valley, and will continue to proactively take concrete steps to realize new housing production within the City. Santa Clara is also prepared to participate in broader regional efforts that are collaborative, recognize the unique characteristics of local jurisdictions, and provide opportunities for local representation.

The City is concerned about potential measures imposed at the State or regional level that reduce local control, recognizing that in some instances such measures can be necessary or helpful to advance common goals across multiple jurisdictions, but is also recognizing that such efforts may have unintended consequences, limited effectiveness, or create inequities due to a lack of consideration of localized circumstances.

In an effort to achieve these goals, the City will:
• Advocate for more regional, state and federal resources (e.g., funding, more housing vouchers, legal authority, technical support, streamlining administrative processes) to address local housing needs.

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
• Support legislation that would establish additional ongoing funding streams for the construction, preservation, and operation of local affordable housing developments and including funding for staff and programs.
• Support legislation and efforts that provide increased access to resources to address the needs of the most vulnerable residents, including families experiencing homelessness, through street outreach and assessment, case management services, mental health care and substance use treatment, capital and operating dollars for shelter, interim and transitional housing, supportive housing, extremely low-income affordable housing, and homelessness prevention services.
• Support legislation and efforts that provide resources for small to medium sized cities, including funding for staffing, to plan and implement strategies that address the impacts of homelessness on public facilities and services.
• Support efforts and funding for the development of sanctioned safe parking sites, including streamlined permitting, site preparation, hygiene services, waste removal services, program operations, case management, security measures, and programs to prevent pollution that may cause public health threats.
• Support efforts to collaborate with the State, County, local jurisdictions, business sector, non-profit, and philanthropic partners to leverage available resources and bring in new funding streams to expand the reach of the interim and supportive housing system. • Support federal efforts to preserve and strengthen the low-income housing tax credit program and federal tax exemptions for private activity bonds. • Support legislation preserving and expanding, federal tax exemptions for state and local taxes, including state and local property, sales, and income taxes, and maintaining federal tax exemptions for mortgage interest payments on primary residences. • Support legislation that provides local jurisdictions with authority over land use decisions and fully incorporates the involvement of local community members and an understanding of the conditions unique to the community.
• Support efforts to streamline California Environmental Quality Act provisions to facilitate the production of affordable housing and reduce delays due to unmerited litigation. • Support legislation to amend liability insurance requirements, and other regulatory barriers related to the development of condominiums, related to condominiums, to reduce delays and facilitate construction of these multifamily housing developments. • Support legislation that provides homeowners, renters, and businesses with access to affordable private property insurance, including in areas that are subject to natural disasters such as earthquakes or wildfires.
• Support provisions to allow school districts to effectively mitigate the impacts of new development, including the ability to consider increasing the allowable school mitigation fee level.
• Support efforts to increase and index school mitigation fee rates to more realistically reflect current school facility costs.
• Support legislation that aims to increase homeownership, particularly for first-time buyers and workforce housing, through down payment assistance, increasing the ability to borrow money, or through other forms of assistance.
• Support legislation that creates a more equitable Regional Housing Needs Allocation (RHNA) process that takes into account local factors including existing proportion of deed restricted affordable housing stock in each City, availability of developable land, and other factors related to developing the regional allocation of housing units.

For Council Consideration on March 10, 2026
• Support planning processes that align with state objectives and the City’s adopted Housing Element.
• Support legislation that would require the Department of Housing and Community Development to consistently provide timely detailed review and clear, consistent and specific requirements for achieving Housing Element certification and pro-housing designation, to further streamline the local jurisdictions’ housing policy review and adoption processes.
• Oppose measures that reduce local control over land use and planning decisions and are punitive in nature towards local government.
• Oppose efforts to reduce local, state, and/or federal funding for affordable housing, rehabilitation of substandard housing, new park facilities, neighborhood improvements, and public services, such as public safety and emergency response. • Oppose housing, development, and zoning objectives or directives at the regional level that conflict with state requirements and/or do not integrate seamlessly into the state’s existing Housing Element review process.
• Monitor legislation related to the zoning and development of housing in Very High Fire Hazard Severity Zones.
• Monitor legislation related to the facilitation/streamlining of housing in Industrial Zoning districts or General Plan designations, which would further reduce local discretion on such projects.

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

HUMAN RESOURCES AND PUBLIC SECTOR EMPLOYMENT
Overview
The City of Santa Clara provides a myriad of services to the community, including police, fire, public works, electric utility, planning, parks and recreation, and library services. The City employs approximately 1,203.50 full-time equivalent employees that provide the and other services to the community. These services provide opportunities and careers for all types of interests, and the City should endeavor to leverage the rewards and benefits that come with working for the City.

To ensure that the City can compete with other local municipalities, and the private sector, to attract, hire and retain a talented workforce, the City endeavors to support various policies and efforts that assist in the hiring and retention process.

Legislative Advocacy Position
The City:
• Supports efforts to preserve local government’s ability to manage its own employment issues, including, but not limited to, hiring, evaluating, disciplining, and negotiating collective bargaining agreements.
• Supports working with City bargaining units in finding solutions to address the service delivery needs of the community while being mindful of the City’s revenue and expenditures, and recruitment and retention of the City’s workforce. • Supports efforts to increase the long-term financial stability of CalPERS. • Supports federal and state efforts to create a more informed, engaged, and welcoming experience for immigrants.
• Supports comprehensive immigration reform which provides opportunities to achieve economic and educational success and contribute to our community. • Supports and increase in work visas allowing employers to hire foreign workers that require advanced technical skills, as well as support programs that stimulate the economy through job creation and capital investment by foreign investors.

City of
Santa Clara
The Center of What's Possible
For City Council Consideration on March 10, 2026
• Supports efforts that protect children, including undocumented children, with the continuation of the Deferred Action for Childhood Arrivals (DACA) Program and the Dream Act.
• Supports efforts to update the Public Records Act process that balance public agencies’ resources while maintaining transparency and accountability. • Monitors efforts to regulate the use of artificial intelligence by public agencies. • Opposes new federal or state unfunded mandates that would increase the City’s postemployment obligations.

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

PUBLIC SAFETY
Overview
As a city that is consistently named one of the safest cities in the country, Santa Clara is committed to promoting a living and working environment that allows for the best quality of life.

The City believes that crime prevention and enforcement efforts are integral to creating and maintaining a safe environment for residents and visitors. At the same time, the City recognizes that crime prevention and enforcement efforts alone cannot foster community safety and wellness; education, intervention and prevention efforts on various public safety topics, such as gun violence, gang activity, alcohol and tobacco use, pedestrian, driver and bicycle safety, and driving under the influence, are equally important.

As the State and region continues to experience civil unrest and an unprecedented number of natural and man-made disasters, the City recognizes the importance of a comprehensive approach to public safety. The City is committed to maintaining rapid, All-Hazards 911 response, and providing caring, community-oriented service to protect life, property, and the environment.

Legislative Advocacy Position
In order to maintain public health and safety, and promote the best quality of life, the City will:
• Support legislation that standardizes policies, training and accountability in the use of police canines to enhance both officer and community safety. • Support efforts and funding that promotes rapid implementation, enforcement, and prosecution of laws aimed at reducing gun violence.
• Support legislation that toughens penalties for chronic criminals. • Support efforts that continue to address addiction as a health issue requiring treatment and drug and theft crimes, as well as a stricter stance on repeat offenders, through a new approach to prosecution and sentencing, including but not limited to “wobbler” offenses.

A far-reaching approach with the intent to address the negative implications of Assembly Bill 109 (approved by the Legislature in 2011), Proposition 47 (approved by voters in 2014) and Proposition 57 (approved by voters in 2016) balances public safety with fair and proportionate treatment for offenders.
• Support efforts that facilitate the timely and complete implementation of voter-approved public safety initiatives, such as Proposition 36, as well as legislatively approved measures aimed at reducing crime and increasing public safety.

City of
Santa Clara
The Center of What's Possible
For City Council Consideration on March 10, 2026
• Support the expansion of the number of crimes where DNA is collected, a list that was limited when some crimes were reclassified from felonies to misdemeanors. • Support legislation that preserves, or expands, funding levels for public safety programs, services, reimbursement of administrative costs associated with grant implementation, reimbursement for administrative costs incurred by civilian/professional personnel, record keeping and reporting, and equipment, such as the Edward Byrne Memorial Justice Assistance Grants.
• Support initiatives that maintain existing tools/resources available to officers to respond to calls for service, enhance investigation resources, and aid in crime fighting while increasing officer and public safety.
• Support legislation that addresses crime trends and attempts to curb illegal activity, including but not limited to, illegal street racing and sideshow activity, thefts from automobile burglaries, organized retail thefts, drug trafficking, and human trafficking, all of which are growing trends in our region.
• Support efforts to fund the towing of abandoned vehicles, including unoccupied recreational vehicles (RVs).
• Support legislation that identifies new funding sources for fire and law enforcement agencies to promote First Responder wellness and employee training for all classifications of employees in public safety.
• Support legislation that recognizes the importance of a comprehensive risk management approach to emergency preparedness, fire prevention, fire suppression, and emergency medical services.
• Support legislation that provides funding for emergency preparedness, including community risk reduction strategies like community education programs (e.g., CERT, CPA), staff training, interagency cooperation, and enhanced equipment and technology. • Support legislation that expands the implementation and testing of emergency alert systems and emergency public information outreach.
• Support legislation that enhances public safety professionals’ ability to respond to all types of emergencies and communicate within and across jurisdictions. • Support efforts to maintain public agencies’ ability to provide 911-system ambulance transportation and other emergency medical services.
• Support measures that aim to return revenue generated from the enforcement of crimes back to the originating agency to sustain their efforts. • Support the local regulation of Unmanned Aircraft Systems (UAVs), including the right to authorize use of UAVs by public safety agencies and the right to restrict or prohibit UAV use that interferes with, or poses a threat to, emergency operations or public safety. • Support legislation that aims to assist individuals in crisis, including those who may be experiencing homelessness, victims of human trafficking, domestic violence victims and survivors, and other vulnerable populations.
• Support funding and efforts for public safety resources to implement a holistic approach to supporting the unhoused community and its perceived impact on community safety. • Support legislation and efforts that recognize the importance of developing a comprehensive preparedness strategy (e.g. mutual aid, unified command, interoperability, cyber disobedience, critical infrastructure, social media, etc.) to respond to civil unrest with input from emergency responders and allied stakeholders for local response.

For City Council Consideration on March 10, 2026
• Support more training and funding for law enforcement, and non-law enforcement, response to individuals experiencing mental health and substance abuse issues, including de-escalation training.
• Support legislation that promotes third-party communication and translation resources (e.g., sign language and/or foreign language training, document translation, etc.) as well as professional development resources among First Responders to increase the number of multi-lingual professionals and enhance written communication tools to the public. • Support the inclusion of stipends, reimbursement and/or allocation associated with new legislation that increases data collection and reporting, particularly when there is a need for specialized software or equipment to do so.
• Support legislation and efforts that aim to provide funding and public safety resources that will be used and implemented to ensure safe and successful major events throughout the City.
• Support legislation that allows officers to initiate a vehicle pursuit, and to have the responsibility to terminate the pursuit when the benefits of immediate apprehension are outweighed by the hazards of continuing the pursuit.
• Support legislation and funding that strengthen recruitment and retention of public safety personnel, including workforce housing incentives and other strategies that improve affordability and long-term staffing stability in high-cost regions. • Monitor the California Police Chiefs Association and California Fire Chiefs’ Association positions on legislation and advocate for those that benefit Santa Clara and align with the League of California Cities’ position.
• Oppose public safety legislation that imposes unfunded mandates on local agencies for new programs or increased service levels.

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

REGIONAL ISSUES AND COLLABORATION
Overview
While the City of Santa Clara is unique in many ways, it experiences many of the same issues as other cities in the region. The City works closely with other jurisdictions to address a variety of issues that impact residents and businesses in Silicon Valley and the greater San Francisco Bay Area, such as affordable housing, homelessness, transportation, emergency management, sustainability, water conservation, and airplane noise. In addition, the City benefits from cost sharing and close coordination between nearby jurisdictions for the implementation of new policies and programs.

Legislative Advocacy Position
The City recognizes the importance of regional collaboration and, as such, the City:
• Contributes to, and supports the efforts of, regional organizations such as Santa Clara County Cities Association and Silicon Valley Economic Development Alliance to advance regional goals that benefit the San Francisco Bay Area and Silicon Valley. • Supports federal and state legislation to provide funding for regional solutions to local problems, such as housing, homelessness, emergency management and response, water supply, climate change, sustainability, resiliency, and transportation. • Supports efforts to maintain and protect federal and state funding for existing City programs and services.
• Supports legislation and funding efforts that provide benefits to local small businesses. • Continues to support regional efforts to work with local agencies and federal representatives to mitigate the effects of aircraft noise. • Supports legislation that provides funding to assist with the mitigation of impacts from aircraft noise.
• Supports efforts to engage local public agencies and members of the community prior to any changes in flight paths, or airport operations that may impact surrounding areas. • Supports state and regional water conservation efforts as Santa Clara moves to adopting “Making Water Conservation a California Way of Life” regulations while advocating for state funding and technical assistance to limit impacts on rate payers. The City also City of
Santa Clara
The Center of What's Possible
For City Council Consideration on March 10, 2026
supports efforts to work with local, state and federal partners to mitigate the effects future droughts on water supply reliability using a streamlined and flexible regulatory framework. • Supports efforts to mitigate supply chain and workforce issues across energy, water, transportation, development and maintenance sectors.
• Supports regional, State, and federal funding and resources that will assist the City, Santa Clara Stadium Authority, and greater San Francisco Bay Area with hosting major events at Levi’s Stadium.
• Support efforts to modernize the Brown Act, particularly as in pertains to the rules related to usage of, and public notice requirements for, remote videoconferencing technology for meetings.
• Supports legislation and other efforts to mitigate the number of communities where residents lack access to affordable, healthy food options, and increase the availability of healthy food options within existing food deserts.
• Monitors regional issues and new legislation to ensure that they benefit the region and its residents.
• Monitors legislation related to artificial intelligence (AI) and its impact on communities through the direct application of AI, the job and economic opportunities generated through AI-related employers, and the impact on regional resources.

For Council Consideration on March 10, 2026
Legislative Advocacy Position

SUSTAINABILITY AND ENVIRONMENTAL PROTECTION
Overview
The City of Santa Clara is committed to creating a sustainable city for its residents and businesses. The City strives to conduct its operations in a way that is environmentally conscious and promotes sustainability. The City is dedicated to collaborating with regional stakeholders to improve the air quality, water quality, and overall environmental quality of life for the residents and businesses of the City.

Legislative Advocacy Position
Sustainability and environmental issues at the state and federal levels will likely result in new legislation and regulatory changes that could significantly impact the City. The City’s monitoring and advocacy efforts will be geared towards ensuring that emerging legislation and regulations align with the City’s interests in providing sustainable services to its residents and businesses through the following:
• Support opportunities to further reform the California Environmental Quality Act process to match California’s very ambitious and accelerated goals related to sustainability and environmental protection, including Greenhouse Gas emissions reductions while protecting local land use authority.
• Support energy goals and policies that remain technology agnostic and commercially available, and oppose policies that choose specific technologies or energy procurement mandates that can lead to increased customer costs while discouraging innovation. • Support legislation that removes barriers to the electrification of buildings and transportation, as well as legislation that provides regulatory streamlining of reporting and other actions that preserve local decision-making authority. • Support a comprehensive approach to climate policy that optimizes GHG reductions across multiple sectors (transportation, electricity, buildings, etc.). • Support funding opportunities and other financial incentives that facilitate the installation of electric vehicle charging infrastructure at multi-family housing complexes, schools, and other publicly accessible spaces.

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
• Support funding opportunities that will assist with the transition of the City’s vehicle fleet to low- or zero-emission vehicles.
• Support efforts to provide flexibility in the transition of the City’s vehicle fleet to low- and zero-emission vehicles, as to take into account the limited availability of vehicles, availability of specialized features, costs associated with the transition, power availability to charge electric vehicles, and potential reliability impacts. • Advocate for the flexibility to optimize the portfolio of GHG emissions reduction opportunities identified in the City’s Climate Action Plan and includes, but not limited to, new renewable energy and storage procurement, water conservation and energy efficiency, smart grid solutions, increase waste diversion, sustainable land use, increase tree canopy, building decarbonization, transportation electrification among other actions in the portfolio.
• Support efforts to streamline permitting and construction of compost and other facilities that enable jurisdictions to comply with SB 1383 and efforts to broaden procurement requirements for local jurisdiction to comply with SB 1383. • Support legislation and funding related to recycled water state, regional, and local efforts to reduce imported water supplies and supplant the use of potable water and preserve local groundwater supplies.
• Support legislation and regulatory efforts that aid the City’s Pretreatment Program, Fats, Oils & Grease (FOG) Inspection Program, and Operations and Maintenance of the sanitary sewer collections system.
• Support urban runoff pollution regulations, water conservation and recycling, and pollution controls that benefit the City.
• Support legislation and regulatory efforts that enable the City to collect fees to support the storm drain collection system.
• Support legislation, regulations, and funding to strengthen forest management and fire prevention activities and improve emergency preparedness and response. These include, but are not limited to, the modernization of vegetation and forest management practices for wildfire prevention and carbon sequestration and biomass production for energy, forest thinning, and other activities to improve the health of forests damaged by infestation of bark beetles, plant pathogens, drought, or other hazards that exponentially increase wildfire dangers.
• Support legislation and funding for resiliency to develop home hardening, defensible space at the home and neighborhood level.
• Support California Energy Commission (CEC) and California Public Utilities Commission (CPUC) efforts to accelerate building and transportation decarbonization through Title 24 Part 6 (CalGreen) code with consideration of cost effectiveness studies. • Support telework policies that reduce carbon emissions and traffic congestion. • Support transitioning from diesel backup generators to battery-based or other environmentally sustainable backup generators technology as appropriate. • Support legislation that provides residents and businesses with incentives for undertaking decarbonization activities, such as replacing aging heat pumps, hot water heaters, and appliances.
• Support efforts to expand energy generation, distribution infrastructure and transmission infrastructure to enhance power availability that will help the City meet the pace of energy/load growth combined with decarbonization goals.

For Council Consideration on March 10, 2026
• Oppose federal or state efforts to permit additional oil drilling off the California coast to maintain consistency with the City’s Climate Action Plan and efforts to reduce dependency on fossil fuels.
• Oppose legislation and regulatory efforts that create new reporting requirements that may be duplicative and resource intensive for local jurisdictions. • Monitor energy related legislation including but not limited to that which impacts renewable energy, energy efficiency and conservation, resiliency, smart grid solutions, energy storage, demand response, distributed energy and building and transportation electrification.
• Monitor legislation and regulatory efforts that may have a regional and local impact on greenhouse gas (GHG) emissions and advocate for effective and equitable approaches to emissions reduction.
• Monitor legislation and water quality regulations related to contaminants of emerging concern and advocate for funding for treatment of these contaminants. • Monitor Lead and Copper Rule Revision legislation and support funding to better protect communities from exposure to lead in drinking water.
• Monitor research and regulations on Per-and Poly-fluoroalkyl Substances (PFASs) and their impacts on the environment and drinking water, and advocate for funding for treatment of PFASs.
• Monitor legislation and regulatory efforts related to recycling and solid waste and advocate for legislation and regulations that enable mixed waste processing and composting to remain viable pathways for waste compliance.
• Monitor legislation and regulations related to the National Pollutant Discharge Elimination System and support efforts that are attainable and reflect local conditions and circumstances and oppose those that do not.
• Monitor legislation and regulations related to the San Jose/Santa Clara Regional Wastewater Facility (RWF), and support efforts related to the National Pollutant Discharge Elimination System. The RWF is regulated by the National Pollutant Discharge Elimination System permit under the Clean Water Act administered by San Francisco Bay Regional Water Quality Control Board. New regulations are focused on Contaminants of Emerging Concern, Toxicity, and Nutrient Reduction.
• Track the progress of the South Bay Salt Ponds Restoration Project and its proximity and potential impacts to the Regional Wastewater Facility, which Santa Clara jointly owns with the City of San Jose, and support regional planning and funding efforts. • Track the progress of the South San Francisco Bay Shoreline Project and the Santa Clara County Subregional Shoreline Adaptation Plan and support associated regional resiliency planning and infrastructure improvements that provide coastal flood protection from a rising sea level. Support funding efforts to ensure that Santa Clara’s infrastructure and community assets are considered and protected as the Bay Area plans and constructs resiliency projects.

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

TRANSPORTATION ISSUES
Overview
The City of Santa Clara believes that a robust transportation network, and related infrastructure, is a critical element to a successful and thriving community. The City works with the federal government, state government, and regional stakeholders to ensure that residents and businesses have access to traditional modes of transportation and promote alternative modes to alleviate traffic congestion and pollution. Additionally, it is important for the City’s transportation network to continue to evolve to best serve the future needs of the community. To that end, local efforts are underway to promote and provide secure funding for alternative modes of transportation included within, such as updates to the City’s Traffic Impact Fee program, the City’s Multimodal Improvement Plan, Bicycle Master Plan Update 2018, Pedestrian Master Plan, and Creek Trail Network Expansion Master Plan., Americans with Disabilities Act (ADA) Self Evaluation and Transition Plan, Silicon Valley Hopper All-Electric Rideshare Program with the City of Cupertino, and Vision Zero Action Plan. Additionally, City staff is working with other transportation agencies to support their significant regional projects, including BART Phase II (VTA), and the High Speed Rail project.

Legislative Advocacy Position
To ensure that the City and greater region are able to meet the current transportation needs of the community and plan for future needs, the City is advocating for the following positions:
• Support legislative, regulatory, funding, and regional efforts to reduce the amount of traffic congestion on area freeways and County expressways and reduce vehicle miles traveled. • Support legislation and efforts that provide funding for diverse transportation projects, such as local streets and roads improvements, shuttle programs, public transit, railroad crossing improvements, bicycle and pedestrian projects, intelligent transportation system improvements, corridor capacity and traffic safety improvements, and highway interchange improvements.
• Support legislation and efforts to ensure accountability and fairness during the adoption and implementation of regional transportation ballot measures. • Support efforts that will alleviate traffic congestion and promote alternative modes of transportation that benefit Santa Clara residents and businesses and that support the City’s commitment to environmental sustainability.

City of
Santa Clara
The Center of What's Possible
For City Council Consideration on March 10, 2026
• Support efforts to integrate fare payments, schedules, transfers, and technology across multiple transit agencies to enhance regional transit service connectively. • Support efforts to ensure financial stability for local public transit operators. • Support legislation that promotes the safe operation of e-bikes, including requirements for safety training, helmets and safety equipment appropriate for the class of e-bike being operated, and age-appropriate restrictions for certain classifications of e-bikes. • Support efforts to provide protections to the public (all roadway users: pedestrians, drivers, and cyclists) that prevent conflicts and promote safe autonomous vehicle operations on Santa Clara roadways.
• Monitor state and local efforts to place regional transportation funding measures on the ballot for consideration by voters.
• Monitor legislation related to local operations and regulation of municipal roadways, shared mobility uses in municipalities, and how municipalities study traffic congestion or vehicle miles traveled to measure transportation impacts of projects. • Oppose efforts to reduce the City’s representation on regional transportation planning agencies.
• Oppose efforts to reduce local government access to SB 1 local streets and roads funding.

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

WATER SUPPLY AND CONSERVATION
Overview
The City of Santa Clara operates 1921 wells that tap the underground aquifers and make up about 62% of the City's potable water supply. The underground aquifers are replenished from local reservoirs by the Santa Clara Valley Water District (SCVWD) water recharge program and through surface water infiltration. The remaining water is supplied by water imported from the SCVWD and the San Francisco Public Utilities Commission (SFPUC) through the Hetch-Hetchy Reservoir.

For certain approved non-potable uses, recycled water from the San Jose/Santa Clara Regional Wastewater Facility's South Bay Recycled Water (SBWR) facility is used. This highly treated water is delivered through separate pipelines and makes up about 20% of the water sales in the City. Recycled water offsets the use of potable sources in drought-prone California and is a reliable source for conservation of potable sources. The City continues to work closely with SBWR in order to increase recycled water supplies in order to meet existing demands within the City.

The City continually works to meet State reporting requirements. The State Water Resources Control Board adopted new regulations in July 2024, Making Conservation a California Way of Life, that establish unique efficiency goals for each urban retail water supplier in California. As part of the regulation, suppliers—not individual households or businesses—will be held to Urban Water Use Objectives. Starting January 1, 2025, and by January 1 every year after, each urban retail water supplier must calculate its Urban Water Use Objective and, beginning January 1, 2027, annually demonstrate compliance with its objective.

Legislative Advocacy Position
In order to ensure that the City is able to maintain an affordable and reliable supply of quality water, the City maintains the following advocacy positions:
• Support Making Conservation a California Way of Life legislation and funding. • Support and implement water conservation, or demand reduction, measures for businesses and residents including state regulatory efforts which build on ongoing efforts to “Making Water Conservation a California Way of Life.” City of
Santa Clara
The Center of What's Possible
For City Council Consideration on March 10, 2026
• Support California Municipal Utilities Association (CMUA) positions on legislation that benefit Santa Clara.
• Support State initiatives to fund water supply projects to improve water supply conditions including expediting permitting for recharge and other projects to mitigate the ongoing climate-driven emergency drought conditions.
• Support regional water conservation including potable and recycled water supply efforts in cooperation with agencies such as Santa Clara Valley Water District, City of San Jose, San Francisco Public Utilities Commission (SFPUC), and the Bay Area Water Supply and Conservation Agency.
• Support efforts to establish alternative funding sources for water infrastructure and improved water quality projects.
• Support state and regional efforts to delivery water to Santa Clara customers using clean energy and other environmentally sustainable practices. • Support legislation and funding to protect the public health of the community from the exposure to water quality contaminants including lead in drinking water at daycares, school facilities, residences, and commercial facilities. • Support legislation and funding with regional partners that allows purified recycled water to be added to the potable water supply through indirect and direct applications that improve local water resiliency for residents and businesses. • Support regional partners and wholesale water providers in their efforts to ensure water supply reliability by protecting against any water rights curtailments under the California current water rights system that might impact Santa Clara customers. • Support legislation that provides flexibility to utilize revenue for the implementation of lowincome rate assistance programs, or similar assistance programs. • Support legislation and efforts aimed at reducing water loss, including increased penalties associated with water and water related appurtenances theft. • Work with regional partners to maintain the reliability of the water supply and water sustainability to support current customers and to allow for expected growth in the near future and beyond.
• Monitor federal, state, and regional activity related to the Bay-Delta Plan. Support a comprehensive Bay-Delta watershed voluntary settlement agreement between stakeholders that includes SFPUC.
• Oppose legislative efforts to impose new taxes or fees on drinking water.

For Council Consideration on March 10, 2026
Legislative Advocacy Position

Legislative Advocacy Position
Adopted by City Council on December 12, 2023

City of
Santa Clara
The Center of What's Possible
Legislative Advocacy Position
Adopted by City Council on December 12, 2023
• Supports collaborative efforts between local water districts and local jurisdictions to address carbon sequestration and water retention to directly benefit parks and city facilities.
• Supports legislation and funding that promotes increased access to parks, open space, and outdoor recreational opportunities.
• Supports efforts to restore the nature environment specially through parks: revegetation, reforestation, and urban forestry programs.
• Supports efforts and funding to promote the usage of reclaimed or recycled water, and reduce the amount of potable water used, in parks and other municipal outdoor applications.
• Supports funding for accessibility improvements that support developmentally based play for all ages and abilities.
• Supports funding and efforts that enhance programs that serve low-income seniors, including providing access to nutritional meals.
• Supports funding to expand neighborhood associations and efforts to facilitate and promote neighborhood beautification projects.
• Supports funding and efforts to provide resource and recreational services for unhoused individuals, as well as resources for training staff who come in contact with vulnerable populations.
• Supports California Library Association’s positions on priority legislation that benefits Santa Clara.
• Supports funding and efforts to promote early literacy, family literacy, and life-long learning.
• Supports legislation that promotes equity, diversity, and inclusion-related staffing, collections, and programming.
• Supports funding and efforts to maintain or increase afterschool or school break-related enrichment activities for students.
• Supports legislation, funding, and resources to offer wraparound services to vulnerable populations.
• Supports funding and efforts to provide programs and services that encourage sustainable practices in the community.
• Supports funding, additional resources, and additional staffing to provide outreach and mental health resources to communities that currently lack adequate access to these services.
• Supports state and federal funding and resources to provide free meals and accompanying education opportunities to students.
• Supports state and federal funding and resources to create a more informed, engaged, and welcoming experience for immigrants.

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
Legislative Advocacy Position

For Council Consideration on March 10, 2026
Legislative Advocacy Position

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
• Support legislation and efforts to enhance funding for grid transforming technologies that include but are not limited to clean energy, energy storage, and transmission development.
• Support legislation and other efforts to promote the public retention of energy and utility assets, as well as other efforts aimed at mitigating increased costs for utility providers and customers.
• Support policies that recognize energy affordability and provide financial incentives or assistance to residents and businesses.
• Support legislation or regulatory efforts that would allow Tier 4 diesel generators or better to run to help support the grid during peak demand periods. • Support Northern California Power Agency (NCPA), American Public Power Association (APPA), and California Municipal Utilities Association (CMUA) positions on legislation that benefit Santa Clara.
• Support policies and legislation that allow SVP to provide safe, reliable, affordable energy to businesses and residents.
• Support legislation streamlining the CEQA processes for rebuilding infrastructure damaged by wildfires.
• Support efforts to increase the utilization of hydropower, including, but not limited to streamlining of hydropower relicensing processes and including hydropower as part of the Renewable Portfolio Standard.
• Monitor Natural Gas Transportation and Electric Transmission Owner rate-making and regulatory activities to ensure it meets its obligations and agreements and advocate for changes that would mitigate adverse impacts to SVP and other publicly owned utilities (POUs).
• Monitor the development of new market initiatives from state and regional grid operators which may result in new energy-related products and changes to electric grid operations.

Staff will advocate for changes that would benefit or protect SVP ratepayers. • Monitor and participate with federal, state and local governments and stakeholders in the development of new regulations and advocate for changes that enhance system reliability and mitigate operational and ratepayer impacts.
• Monitor and support transmission related activities focusing on enhancing the reliability and deliverability of clean energy resources and advocating for greater transparency and assurance that transmission access charges are allocated equitably between the various beneficiaries.
• Oppose legislation and efforts that limit the amount of time, or scope, of local review of energy-related developments within the City.
• Oppose legislation and efforts that increase the supply chain costs for electricity generating or transmission equipment and components.
• Oppose legislation that would impose additional costs on SVP customers, or would require the implementation of programs whose costs would be passed on to SVP customers.

For Council Consideration on March 10, 2026
Legislative Advocacy Position

HOUSING
Overview
The lack of affordable housing in the State and region continues to have an increasingly profound impact on the City of Santa Clara. In January 2025, Santa Clara County conducted its biennial Point-in-Time Count and found that there were over 10,711 individuals experiencing homelessness in the County. 83% of those individuals were residents of Santa Clara County when they became homeless. As cities across the state struggle to address the growing affordable housing and homelessness crisis as housing prices continue to soar, housing continues to be a key legislative priority for the State Legislature and regional agencies.

City of
Santa Clara
The Center of What's Possible
For Council Consideration on March 10, 2026
• Support legislation that would establish additional ongoing funding streams for the construction, preservation, and operation of local affordable housing developments and including funding for staff and programs.
• Support legislation and efforts that provide increased access to resources to address the needs of the most vulnerable residents, including families experiencing homelessness, through street outreach and assessment, case management services, mental health care and substance use treatment, capital and operating dollars for shelter, interim and transitional housing, supportive housing, extremely low-income affordable housing, and homelessness prevention services.
• Support legislation and efforts that provide resources for small to medium sized cities, including funding for staffing, to plan and implement strategies that address the impacts of homelessness on public facilities and services.
• Support efforts and funding for the development of sanctioned safe parking sites, including streamlined permitting, site preparation, hygiene services, waste removal services, program operations, case management, security measures, and programs to prevent pollution that may cause public health threats.
• Support efforts to collaborate with the State, County, local jurisdictions, business sector, non-profit, and philanthropic partners to leverage available resources and bring in new funding streams to expand the reach of the interim and supportive housing system. • Support federal efforts to preserve and strengthen the low-income housing tax credit program and federal tax exemptions for private activity bonds. • Support legislation preserving and expanding, federal tax exemptions for state and local taxes, including state and local property, sales, and income taxes, and maintaining federal tax exemptions for mortgage interest payments on primary residences. • Support legislation that provides local jurisdictions with authority over land use decisions and fully incorporates the involvement of local community members and an understanding of the conditions unique to the community.
• Support efforts to streamline California Environmental Quality Act provisions to facilitate the production of affordable housing and reduce delays due to unmerited litigation. • Support legislation to amend liability insurance requirements, and other regulatory barriers related to the development of condominiums, to reduce delays and facilitate construction of these multifamily housing developments.
• Support legislation that provides homeowners, renters, and businesses with access to affordable private property insurance, including in areas that are subject to natural disasters such as earthquakes or wildfires.
• Support provisions to allow school districts to effectively mitigate the impacts of new development, including the ability to consider increasing the allowable school mitigation fee level.
• Support efforts to increase and index school mitigation fee rates to more realistically reflect current school facility costs.
• Support legislation that aims to increase homeownership, particularly for first-time buyers and workforce housing, through down payment assistance, increasing the ability to borrow money, or through other forms of assistance.
• Support legislation that creates a more equitable Regional Housing Needs Allocation (RHNA) process that takes into account local factors including existing proportion of deed restricted affordable housing stock in each City, availability of developable land, and other factors related to developing the regional allocation of housing units.

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

HUMAN RESOURCES AND PUBLIC SECTOR EMPLOYMENT
Overview
The City of Santa Clara provides a myriad of services to the community, including police, fire, public works, electric utility, planning, parks and recreation, and library services. The City employs approximately 1,203.5 full-time equivalent employees that provide the and other services to the community. These services provide opportunities and careers for all types of interests, and the City should endeavor to leverage the rewards and benefits that come with working for the City.

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

For Council Consideration on March 10, 2026
Legislative Advocacy Position

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

TRANSPORTATION ISSUES
Overview
The City of Santa Clara believes that a robust transportation network, and related infrastructure, is a critical element to a successful and thriving community. The City works with the federal government, state government, and regional stakeholders to ensure that residents and businesses have access to traditional modes of transportation and promote alternative modes to alleviate traffic congestion and pollution. Additionally, it is important for the City’s transportation network to continue to evolve to best serve the future needs of the community. To that end, local efforts are underway to promote and secure funding for alternative modes of transportation included within, the City’s Multimodal Improvement Plan, Bicycle Master Plan, Pedestrian Master Plan, Creek Trail Network Expansion Master Plan, Americans with Disabilities Act (ADA) Self Evaluation and Transition Plan, Silicon Valley Hopper All-Electric Rideshare Program with the City of Cupertino, and Vision Zero Action Plan. Additionally, City staff is working with other transportation agencies to support their significant regional projects, including BART Phase II (VTA), and the High Speed Rail project.

For City Council Consideration on March 10, 2026
Legislative Advocacy Position

WATER SUPPLY AND CONSERVATION
Overview
The City of Santa Clara operates 21 wells that tap the underground aquifers and make up about 62% of the City's potable water supply. The underground aquifers are replenished from local reservoirs by the Santa Clara Valley Water District (SCVWD) water recharge program and through surface water infiltration. The remaining water is supplied by water imported from the SCVWD and the San Francisco Public Utilities Commission (SFPUC) through the Hetch-Hetchy Reservoir.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-242 Agenda Date: 3/10/2026

REPORT TO COUNCIL

SUBJECT
Action to Waive Second Reading and Adopt Ordinance No. 2085 Establishing the Citywide Objective Design Standards Ordinance for Multi-Family and Residential Mixed-Use Projects by Adding a New Chapter 18.27 to the City Code

BACKGROUND
At the February 24, 2026 Council meeting, proposed Ordinance No. 2085 was passed for the purpose of publication. Pursuant to City Charter Sections 808 and 812, a summary of proposed Ordinance No. 2085 was published to the Santa Clara Weekly on March 4, 2026, and copies were posted in three public places.

DISCUSSION
The proposed ordinance would add a new Chapter 18.27 to the Zoning Code to establish objective design standards for certain multifamily and residential mixed-use projects. Recent state legislation has limited the City’s authority to impose subjective design standards on multifamily development.

Although the City has already established a variety of objective design standards in its specific plans and precise plans, there are relatively few Citywide standards for multifamily developments. The proposed ordinance would utilize criteria that have already been adopted for the Downtown Precise Plan, Patrick Henry Drive Specific Plan, Tasman East Specific Plan, and Lawrence Station Area Plan, as they have already undergone public review. The City will return with a second phase of new development standards at a later date.

ENVIRONMENTAL REVIEW
The adoption of the Citywide Objective Design Standards is an implementation action of the 2023- 2031 Housing Element for which the City prepared an Addendum to the 2010-2035 General Plan Environmental Impact Report (EIR). The Addendum indicated that the adoption of the Housing Element, and its implementing actions, would not result in environmental impacts beyond those described in the General Plan Update EIR. At the conclusion of the public hearing on January 26, 2023, the Planning Commission voted to recommend that the City Council approve the Addendum, and on January 31, 2023, the City Council adopted the Addendum. The recommended actions all fall within the scope of the adopted Addendum.

FISCAL IMPACT
There is no fiscal impact to the City for processing the request other than administrative time and expense for staff to draft this report and coordinate the environmental assessment.

COORDINATION
This item was coordinated with the Community Development Department.

City of Santa Clara Page 1 of 2 Printed on 3/6/2026
powered by Legistar™
26-242 Agenda Date: 3/10/2026

PUBLIC CONTACT
A summary of proposed Ordinance No. 2085 was published to the Santa Clara Weekly on March 4, 2026, and copies were posted in three public places and made available for public inspection at the City Clerk’s Office.

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
Waive Second Reading and Adopt Ordinance No. 2085 Establishing the Citywide Objective Design Standards Ordinance for Multi-Family and Residential Mixed-Use Projects by Adding a New Chapter

18.27 to the City Code.

Reviewed by: Glen Googins, City Attorney
Approved by: Jovan Grogan, City Manager

ATTACHMENTS

1. Ordinance No. 2085 (Intro)
City of Santa Clara Page 2 of 2 Printed on 3/6/2026
powered by Legistar™
Ordinance/Zoning Code Update for ODS Phase I Page 1 of 5 Rev: 09/2019
ORDINANCE NO. 2085

AN ORDINANCE OF THE CITY OF SANTA CLARA,

CALIFORNIA, TO ESTABLISH CITYWIDE OBJECTIVE

STANDARDS FOR MULTI-FAMILY AND MIXED-USE

RESIDENTIAL PROJECTS BY ADDING A NEW CHAPTER

18.27 TO TITLE 18 (“ZONING”) OF “THE CODE OF THE
CITY OF SANTA CLARA, CALIFORNIA”
BE IT ORDAINED BY THE CITY OF SANTA CLARA AS FOLLOWS:

WHEREAS, Senate Bill 35 (2017) allows eligible multifamily and residential mixed-use development proposals meeting certain affordability requirements to utilize a streamlined ministerial approval process, provided that the projects comply with “objective zoning standards, objective subdivision standards, and objective design review standards” as provided in California Government Code Sections 65913.4; WHEREAS, the Housing Accountability Act, Government Code Section 65589.5, limits a public agency’s authority to disapprove certain housing development project that comply with applicable, objective general plan and zoning standards and criteria in effect as of the application completeness date;
WHEREAS, Senate Bill 330 (2019), also known as the “Housing Crisis Act,” limits cities’ authority to enact subjective design standards, and provides that eligible residential projects are only subject to applicable, objective general plan and zoning standards in effect at the time an application is deemed complete;
//
//
//
//
//
Ordinance/Zoning Code Update for ODS Phase I Page 2 of 5 Rev: 09/2019
WHEREAS, “objective zoning standards, objective subdivision standards, and objective design review standards” is defined as: “standards that involve no personal or subjective judgment by a public official and are uniformly verifiable by reference to an external and uniform benchmark or criterion available and knowable by both the development applicant or proponent and the public official before submittal” under Government Code Section 65913.14(a)(5);
WHEREAS, the City now intends to adopt objective standards that would apply to multifamily and residential mixed-use projects subject to SB 35, SB 330, the Housing Accountability Act, or any other applicable state law; and WHEREAS, as an implementing action of the 2010 – 2035 General Plan, the proposed city-wide objective standards for multi-family and mixed-use residential projects ordinance falls within the scope of the January 31, 2023 Addendum to the 2010 – 2035 General Plan EIR.
//
//
//
//
//
//
//
//
//
//
Ordinance/Zoning Code Update for ODS Phase I Page 3 of 5 Rev: 09/2019

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

SECTION 1: That the Table of Contents of Article 2, “Zones, Allowable Uses, and Development Standards”, of Title 18, “Zoning”, of “The Code of the City of Santa Clara, California” (“SCCC”) is hereby amended to read as follows:

Article 2 – Zones, Allowable Uses, and Development Standards July 2025
Title 18 – Zoning Code

TABLE OF CONTENTS
Chapter 18.10 – Residential Zones (R1, R2, R3, R4, R5, R6, UC, UV, HD Flex)2-Error! Bookmark not defined.

18.10.010 – Purposes of Residential Zones ------------------------------------- 2-Error! Bookmark not defined.

18.10.020 – Land Uses and Permit Requirements----------------------------- 2-Error! Bookmark not defined.

18.10.030 – Residential Development Standards ------------------------------ 2-Error! Bookmark not defined.

18.10.040 – Other Applicable Regulations --------------------------------------- 2-Error! Bookmark not defined.

Chapter 18.12 – Commercial Zones (C-C, C-N, C-R)------ 2-Error! Bookmark not defined.

18.12.010 – Purpose of Commercial Zones ------------------------------------- 2-Error! Bookmark not defined.

18.12.020 – Commercial Land Uses and Permit Requirements ------------ 2-Error! Bookmark not defined.

18.12.030 – Commercial Development Standards ----------------------------- 2-Error! Bookmark not defined.

18.12.040 – Other Applicable Regulations --------------------------------------- 2-Error! Bookmark not defined.

Chapter 18.14 – Mixed Use Zones (MU-NC, MU-CC, MU-RC, MU-MD, MU-VHD)2-Error! Bookmark not defined.

18.14.010 – Purpose of Mixed Use Zones --------------------------------------- 2-Error! Bookmark not defined.

18.14.020 – Mixed Use Land Uses and Permit Requirements -------------- 2-Error! Bookmark not defined.

18.14.030 – Mixed Use Development Standards------------------------------- 2-Error! Bookmark not defined.

18.14.040 – Other Applicable Regulations --------------------------------------- 2-Error! Bookmark not defined.

Chapter 18.16 – Office and Industrial Zones (LO-RD, HO-RD, LI, HI)2-Error! Bookmark not defined.

18.16.010 – Purpose of Office and Industrial Zones--------------------------- 2-Error! Bookmark not defined.

18.16.020 – Office and Industrial Land Uses and Permit Requirements - 2-Error! Bookmark not defined.

18.16.030 – Office and Industrial Development Standards ------------------ 2-Error! Bookmark not defined.

18.16.040 – Other Applicable Regulations --------------------------------------- 2-Error! Bookmark not defined.

Chapter 18.18 – Special Purpose Zones (OS, PQP) ------ 2-Error! Bookmark not defined.

18.18.010 – Purpose of Special Purpose Zones-------------------------------- 2-Error! Bookmark not defined.

18.18.020 – Special Purpose Land Uses and Permit Requirements ------ 2-Error! Bookmark not defined.

18.18.030 – Special Purpose Development Standards ----------------------- 2-Error! Bookmark not defined.

18.18.040 – Other Applicable Regulations --------------------------------------- 2-Error! Bookmark not defined.

Ordinance/Zoning Code Update for ODS Phase I Page 4 of 5 Rev: 09/2019
Chapter 18.20 – Planned Development Zone (PD) -------- 2-Error! Bookmark not defined.

18.20.010 – Purpose of Planned Development Zones ------------------------ 2-Error! Bookmark not defined.

18.20.020 – Planned Development Zone Land Uses and Permit Requirements2-Error! Bookmark not defined.

18.20.030 – Planned Development Zone Standards -------------------------- 2-Error! Bookmark not defined.

Chapter 18.22 – Lawrence Station Area Plan Zoning District (LSAP)2-Error! Bookmark not defined.

18.22.010 – Application --------------------------------------------------------------- 2-Error! Bookmark not defined.

18.22.020 – Intent ---------------------------------------------------------------------- 2-Error! Bookmark not defined.

18.22.030 – Allowable Uses --------------------------------------------------------- 2-Error! Bookmark not defined.

18.22.040 – Development Standards---------------------------------------------- 2-Error! Bookmark not defined.

18.22.050 – Parking Requirements ------------------------------------------------ 2-Error! Bookmark not defined.

18.22.060 – Additional Development Standards-------------------------------- 2-Error! Bookmark not defined.

Chapter 18.24 – Two-Unit Dwelling Residential Development and Urban Lot Splits ------------------------------------------------------------------------------2.-Error! Bookmark not defined.

18.24.010 – Purpose ------------------------------------------------------------------ 2-Error! Bookmark not defined.

18.24.020 – Applicability-------------------------------------------------------------- 2-Error! Bookmark not defined.

18.24.030 – Construction of multiple units in single-family zones ---------- 2-Error! Bookmark not defined.

18.24.040 – Development Standards applicable to all lots with two units 2-Error! Bookmark not defined.

18.24.050 – Development Standards within R-1 building envelope-------- 2-Error! Bookmark not defined.

Chapter 18.26 – Downtown Form-Based Code------------- 2-Error! Bookmark not defined. "Chapter 18.27 – Objective Design Standards for City-wide Multi-Family and Residential Mixed-Use Projects
---------------------------------------------------------------------------- 2-Error! Bookmark not defined.1

18.27.010 – Introduction ---------------------------------------------------------------------------------------------------- 2-71

18.27.020 – Site Design ---------------------------------------------------------------------------------------------------- 2-74

18.27.030 – Building Design----------------------------------------------------------------------------------------------- 2-76

18.27.040 – Pedestrian Level Design ---------------------------------------------------------------------------------- 2-83" SECTION 2: That a new Chapter 18.27, “Objective Design Standards for City-wide MultiFamily and Residential Mixed-Use Projects”, is added to Article 2, “Zones, Allowable Uses, and Development Standards”, of Title 18, “Zoning”, of the SCCC and will read as shown on Attachment 1 (“Proposed Zoning Code Amendment”).

SECTION 3: Savings clause. The changes provided for in this ordinance shall not affect any offense or act committed or done or any penalty or forfeiture incurred, or any right established or accruing before the effective date of this ordinance; nor shall it affect any prosecution, suit or proceeding pending or any judgment rendered prior to the effective date of this ordinance. All fee schedules shall remain in force until superseded by the fee schedules adopted by the City Council.

Section 4: Effective date: This ordinance shall take effect thirty (30) days after its final adoption; however, prior to its final adoption it shall be published in accordance with the requirements of Section 808 and 812 of "The Charter of the City of Santa Clara, California."
PASSED FOR THE PURPOSE OF PUBLICATION this 24th day of February, 2026, by the following vote:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

Attachments incorporated by reference:
1 . Proposed Zoning Code Amendment
Ordinance/Zoning Code Update for ODS Phase I
Rev: 09/2019
Chahal, Cox, Gonzalez, Jain, and Park, and
Mayor Gillmor
None
Hardy
None
ATTEST: ~

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

Page 5 of 5 ends

Article 2 – Zones, Allowable Uses, and Development Standards Chapter 18.27 1 Santa Clara Zoning Code, Title 18 February 2026 2-71
Chapter 18.27 – Objective Design Standards for City-wide Multi-Family and Residential Mixed-Use Projects
Sections:

18.27.010 – Introduction

18.27.020 – Site Design

18.27.030 – Building Design

18.27.040 – Pedestrian Level Design

18.27.010 – Introduction
A. Intent.

1. The Objective Design Standards identify specific design elements that are required for all multi-family residential and residential mixed-use projects. The intent of the Objective Design Standards is to allow flexibility and creativity in design while providing a clear set of standards and expectations for applicable projects. The Objective Design Standards in this document are a compilation of adopted Objective Design Standards from the City’s Specific Plans and Focus Areas.

2. Residential multi-family and mixed-use development in the City of Santa Clara is regulated by the General Plan, Zoning Ordinance, Specific Plans, and other applicable regulatory documents. Compliance with these regulations is supported by a design review process established in Santa Clara City Code (SCCC) Chapter 18.120.

3. The City’s Objective Design Standards are intended to be consistent with Government Code Section 65913.4 and 66300(a)(7) as they do not “involve personal or subjective judgment by a public official” and they “are uniformly verifiable by reference to an external and uniform benchmark or criterion”.

4. The Objective Design Standards will do the following:
a. Provide clear, objective, and measurable standards for multi-family and residential mixed-use projects throughout the city;
b. Streamline project review of housing, in accordance with State law; c. Ensure buildings are appropriate to their surroundings and environment; d. Promote thoughtful, context-sensitive site design;
e. Maintain and enhance Santa Clara’s built environment through quality architectural design; and
f. Promote a pedestrian scale urban environment that enriches the quality of life of its citizens.

B. Applicability.

1. The Objective Design Standards are applicable to new multi-family development and residential mixed-use development, and additions to existing multi-family or residential mixed-use development.

Chapter 18.27 Objective Design Standards
2-72 February 2026 Santa Clara Zoning Code, Title 18

2. For modifications to existing residential mixed-use developments where no additional square footage is proposed, these standards and guidelines shall only apply to the use being modified (e.g., a ground floor retail storefront remodel will not trigger any architectural changes to residential units).

3. These standards are additive to the zoning development standards specified in SCCC Chapter 18.10 (Residential Zones) and SCCC Chapter 18.14 (Mixed-Use Zones).

Development pursuant to any California state law that references objective design standards, including but not limited to Government Code Section 65589.5 (Housing Accountability Act) and Section 65913.4 must abide by these standards.

4. These objective design standards are intended to supplement, and not repeal, any existing objective standards applicable to a precise plan or specific plan area. In the event of any conflict between standards, the precise/specific plan standards shall control.

5. The specific applicability of these objective design standards will be determined by the multi-family or residential mixed-use product type (such as townhouses, podium/wrapstyle buildings) that is proposed. The following table breaks down the applicability of the standards.

Table 2-19
Objective Design Standards Applicability
Design Standard Product Type
Townhouse Podium/Wrap-Style
Site Design
Site Access (Parking) -- •
Site Access (Loading Zone) -- •
Site Access (Driveways) -- •
Site Organization (Public Realm Extension) • • Site Access (Corner Building Orientation) -- • Building Design
Massing (Building Length) -- •
Massing (Massing Increment Dimensional
Standards). • •
Massing (Massing Increment Design) • •
Massing (Massing Increments as Distinct
Buildings) -- •
Massing (Distinct Buildings) -- •
Façade Design (Facade Composition) -- •
Façade Design (Base, Middle and Top) • •
Façade Design (Façade Fenestration) • •
Façade Design (Parking Structure Façade
Standards) -- •
Access & Entrance Design (Building Orientation) • •
Access & Entrance Design (Primary Entrances) • •
Access & Entrance Design (Frequency of
Entries) -- •
Access & Entrance Design (Vehicular Access) -- •
Article 2 – Zones, Allowable Uses, and Development Standards Chapter 18.27 1 Santa Clara Zoning Code, Title 18 February 2026 2-73
C. Glossary. The definitions below are only applicable within these Objective Design Standards, and do not apply elsewhere in the Santa Clara City Code.

1. Podium-Style Building. A development project that involves a horizontal separation between an upper building and a lower, or podium, building. The lower building typically is constructed out of concrete; the upper building (some three to five stories tall) is made of wood.

2. Primary Materials. Any wall finish material or color that occupies more than 50 percent of the façade.

3. Product Type. The proposed multi-family or residential mixed-use building type, including townhouses, podium style buildings, and wrap-style buildings.

4. Special Paving. A distinct impermeable material such as natural stone paver, unit concrete pavers, brick, textured and colored concrete.

5. Townhouses. Attached side-by-side or stacked units that generally have front doors on one side and garages on the back side. Most townhouses have two-car garages, either two spaces wide or two tandem spaces (end to end). The front doors look onto a public street, private drive, or common open space, while the garages are usually lined up along an alley with garage doors on both sides. This development type typically includes tuck-under garage parking and additional surface parking spaces for visitors.

6. Wrap-Style Building. A development project that typically consists of a central abovegrade concrete parking structure surrounded or “wrapped” by 4 – 7 stories of wood or steel construction.

D. Organization of Objective Design Standards. The Objective Design Standards are organized into three design components: site design, building design, and pedestrian level design.

1. Site Design. These standards apply to the site layout to foster multimodal connectivity and create cohesive neighborhoods.

Design Standard Product Type
Townhouse Podium/Wrap-Style
Materials (Primary Materials) • •
Pedestrian Level Design
Ground Floor Treatment - Retail (Facade
Transparency and Ground Floor Retail) -- •
Ground Floor Treatment - Residential(Ground
Floor Access) -- •
Ground Floor Treatment - Residential (Stoops) -- •
Ground Floor Treatment – Live/Work
(Entrances) -- •
Open Space Design (Podium Style Buildings) -- •
Open Space Design (Pathways) -- •
Open Space Design (Special Paving) • •
Open Space Design (Public Art) -- •
Open Space Design (Refuse & Recycling
Receptacles) • •
Alley & Service Access (Lighting) -- •
Alley & Service Access (Alleys) • •
Chapter 18.27 Objective Design Standards
2-74 February 2026 Santa Clara Zoning Code, Title 18

2. Building Design. These standards apply to the architectural features such as massing, fenestration, and articulation.

3. Pedestrian Level Design. These standards apply to the ground floor frontage to promote pedestrian activity and human-scale development.

18.27.020 – Site Design
A. Purpose and Goals. This section provides site design standards to create more pedestrianfriendly functional communities through expanded pedestrian access, convenient multi-modal connections, and human-scaled block sizes.

B. Site Access and Layout.

1. Parking. Parking shall be located at least 10 feet away from streets and other public and communal spaces so that it is not visible. Parking shall be located behind buildings, underground, or at the interior of the block except where there is ground floor retail.

2. Loading Zones. Locate loading zones and rideshare pick-up / drop-off areas at least 45 feet away from bus stops.

Figure 2-5
Site Access and Layout – Parking and Loading Zones

3. Driveways and Access. Driveway access shall be designed to clearly prioritize pedestrians, according to the following requirements:
a. Driveway crossings shall maintain the elevation of the sidewalk.

Figure 2-6
Site Access and Layout – Driveway Crossing
Parking
Parl<ing located
behind building
and/or underground
Podium/Wrap Structure
Bus Stop
Parking located
min. 10 feet away
from street and
communal spaces.

Loading Zone
min. 45 feet
away from bus
stop
Article 2 – Zones, Allowable Uses, and Development Standards Chapter 18.27 1 Santa Clara Zoning Code, Title 18 February 2026 2-75
b. Driveway aprons shall not extend into the pedestrian clear walkway where cross slopes are limited to a maximum of two percent steeper driveway slopes are permitted in the furnishing and edge zones of the streets. c. The dimensions and design of parking entry and exit points shall be coordinated with the requirements for stormwater treatment areas and street trees.
d. Greenways or open spaces shall have a maximum of one curb cut per frontage.

C. Site Organization, Planning, and Design.

1. Public Realm Extensions. While most buildings and ground-floor units will front onto and take their primary access from the adjacent Public Realm right-of-way, some buildings and ground-floor units may take this primary access from shared private spaces and connections that function as extensions of the public realm into a site. Such spaces comprise a “Semi-Public Realm” and serve as transitions between fully public and fully private spaces. Public Realm Extensions are subject to the following standards:
a. Connectivity. Public realm extensions also provide connections through blocks. This is accomplished with a paseo or through a sequence of courts and paseos linking together through the block. Where non-vehicular paths are used, full and unrestricted public access shall be provided throughout the route.
b. Design. No wall or fence enclosing a public realm extension may exceed three (3) feet in height.

Figure 2-7
Public Realm Extensions
Public realm extensions also provide
connections through blocks. This is
accomplished with a paseo or through
a sequence of courts and paseos
linking together through the block.

UULJU LJ LJ
__....::....,,:::::::..__ Driveway crossings shall
maintain the elevation of
the sidewalk
ur l,! _______j ___ L-.JU _______ !.J
r.------- --- -------:,
Chapter 18.27 Objective Design Standards
2-76 February 2026 Santa Clara Zoning Code, Title 18

2. Corner Building Orientation. Ensure that corner buildings actively address both streets by having pedestrian entrances on each frontage.

Figure 2-8
Corner Building Orientation

18.27.030 – Building Design
A. Purpose and Goals. This section provides architectural design standards to create functional and welcoming human-scaled buildings that blend well with their surroundings and support active streets and public spaces.

B. Massing.

1. Building Length. To create a more interesting and walkable public realm, individual buildings shall be no longer than 150 feet in length, except as follows. For those buildings that are longer than 150 feet in length, a building notch shall be provided on the podium starting at the street level and extending to the roof, for the entire height of the façade, to break up the massing. The building notch shall have a minimum dimension of 25 feet in width and 10 feet in depth.

Figure 2-9
Massing – Building Length
- --~-:::,......__ each frontage o Pedestrian en/race;
~:e street for corner
buildings
Article 2 – Zones, Allowable Uses, and Development Standards Chapter 18.27 1 Santa Clara Zoning Code, Title 18 February 2026 2-77

2. Massing Increment Dimensional Standards.

Table 2-20
Massing Increment Dimensional Standards

3. Distinct Buildings Using Massing Increment Design. A Podium- Style Building shall appear as distinct buildings when it occupies more than 200 linear feet of street frontage. At a minimum, it shall appear as three (3) distinct buildings using massing increment design:
a. There shall be differences in facade materials and color between Distinct Buildings.
b. There shall be differences in the type and composition of facade openings and architectural elements between distinct buildings.
c. The building base heights of adjacent Distinct Buildings shall differ by an entire floor.
d. A Massing Increment Design shall only be repeated up to a maximum of three (3) times on the same project elevation.
(1) Repeated Massing Increments shall not be immediately adjacent to each other.
(2) Forecourts may provide separation between repeated Massing Increment Designs.

Figure 2-10
Massing Increment Design and Dimensional Standards
Objective Design Standard Dimensions
A Massing Increment (max.) 150 feet
B Façade Height Difference between Massing Increments (min.) 10% of Lesser Façade Height C Building Base Height Difference between Massing Increments 3 feet Chapter 18.27 Objective Design Standards
2-78 February 2026 Santa Clara Zoning Code, Title 18
C. Façade Design.

1. Façade Composition. Facade elements shall be organized by a grid. Patterns of openings within each individual facade or Building Increment shall be organized into a grid per the standards below.
a. Horizontal Alignment of Elements. Rooflines, openings, and materials within each facade or facade module must align horizontally and be consistent in style across the entire width.
b. Vertical Alignment of Openings into Bays. The entirety of a building’s façade or massing increments shall be clearly divided into vertical bays, subject to the following:
(1) Façade bays shall extend from the ground to the top of the façade and are defined by vertical structure (solid portions of wall, piers, etc.) which extends from the ground to the top of the façade. (2) Each bay must be stacked within bays as illustrated in the figure below. Openings shall be arranged symmetrically within bays. (3) Each bay shall be at minimum 15 feet wide.

Figure 2-11
Façade Composition
A Podium-style building shall appear as
distinct buildings when it occupiers more _______ _..
than 200 linear feet of street frontage
mm
mm
JD
c::::::::::::J
Article 2 – Zones, Allowable Uses, and Development Standards Chapter 18.27 1 Santa Clara Zoning Code, Title 18 February 2026 2-79

2. Base, Middle and Top. Buildings shall have a Base, Middle, and Top. a. The Building’s Base floor shall be differentiated from the rest of the façade whether through a change in material, change in type of opening, belt course, or a combination of these elements.
b. The Building’s Middle floor(s) features shall be repetitive, with only up to three variations in façade elements between each floor
c. The Building’s Top floor shall feature some form of capping element, such as a cornice, enhanced ornamentation, or a decorative parapet. In larger buildings, the upper most floor shall be visually incorporated into the building’s top design.

I I
• Bay •
I I •◄ ►• I I
Facade elements shall be organized by a grid. Roof/ines, openings, and other materials must align horizontally. Facade elements or massing increments shall be divided into vertical bays.

Chapter 18.27 Objective Design Standards
2-80 February 2026 Santa Clara Zoning Code, Title 18
Figure 2-12
Base, Middle, and Top

3. Facade Fenestration.
a. Fenestration Area. Façade shall be designed with fenestration – openings on the façade, including windows and doors – in the amounts listed in subparagraph b below.
b. Fenestration amount is calculated as a percentage of openings – including all windows and doors on the façade – to an area of façade. Each portion of the façade grid must have a fenestration percentage which falls within the range identified by Table 2-21.

Table 2-21
Fenestration Areas
Figure 2-13
Fenestration Area
Fenestration Areas Dimensions
Base of Building 40% - 95%
Middle & Top of Building 25% - 70%
-----===========i
Top
IJI
Middle
----- ========~ •
□~ Base
DOD DD□
□
Article 2 – Zones, Allowable Uses, and Development Standards Chapter 18.27 1 Santa Clara Zoning Code, Title 18 February 2026 2-81
c. General to Base, Middle, and Top. Window jams shall be set in a minimum of four (4) inches from the main façade plane. Trim/ moldings on the façade do not count toward this recess depth.
d. Specific to the Top. Upper-floor wall openings shall be square or taller than they are wide. Individual vertically proportioned windows can be grouped side by side to form a horizontal ensemble of windows.

4. Parking Structure Façade Standards.
a. Façade Design. Parking Structure Facades shall be designed to fit into the urban context in one of the two following ways:
(1) The Façades meet the Massing Standard of this document. (2) Facades designed as art walls, murals, or screens that incorporate decorative, graphic, or sculptural elements. Such facades are subject to recommendations from the Cultural Arts Commission and the Historical & Landmarks Commission, followed by Community Development Director or their designee approval, based on the following Required Finding:
a. Façade design is using durable, element-resistant, materials and techniques.
b. Future-Proof Parking. Parking Garages shall be designed to accommodate conversions to other uses and shall have at least one of the following features:
(1) Level floor, apart from necessary ramps.
(2) Floors with 10 feet minimum clear height from floor to ceiling. (3) Cut-outs for planned shafts in decks and other structural members to accommodate future utilities (heating, cooling, venting, etc.).

D. Access and Entrance Design.

1. Building Orientation. Buildings shall be oriented to ensure the primary facades and entrance areas of all buildings face the street, open spaces, or other pedestrianoriented circulation areas.

Figure 2-14
Building Orientation for Podium/Wrap-Style Buildings – Entrance Areas 25%- 70%
25%- 70%
45% - 95%
Chapter 18.27 Objective Design Standards
2-82 February 2026 Santa Clara Zoning Code, Title 18
Figure 2-15
Building Orientation for Townhomes – Entrance Areas

2. Primary Entrances. Primary entrances shall feature at least two of the following:
a. Architectural features, such as a prominent tower feature or a peaked roof form, and/or a variation in building color/materials.
b. Recess or projection.
c. Pedestrian weather protection (i.e. canopy, overhand, or arcade). d. Streetscape including outdoor patio, integral planters, or wing walls that incorporate landscaped areas and/or places for sitting.

Figure 2-16
Primary Entrances
I
,-
' --
L -
Pedestrian
Paseo
Primary Street
Entrance areas facing the street, open spaces,
or other pedestrian-oriented circulation areas
Common
Open Space
Local Roadway
- ,-~ -----+---+-r-Entrances of
interior units
face the shared
pedestrian
pathway
---..----'-+---+-+---Entrances of
units along a
right-of-way face
the right-of-way
Article 2 – Zones, Allowable Uses, and Development Standards Chapter 18.27 1 Santa Clara Zoning Code, Title 18 February 2026 2-83

3. Frequency of Entries (Podium/Wrap-Style). The quantity of building entrances on a street has a drastic effect on the perceived liveliness of a street. The frequency of entrances is regulated by Table 2-22.

Table 2-22
Frequency of Entries (Podium/Wrap-Style)

4. Vehicular Access.
a. Vehicular access openings hall be no more than 13 feet wide. Where adjacent openings are necessary to provide entries or exits, they shall be separated by a pier (a portion of wall) of at least two (2) feet in width. b. Gates which open to allow cars to enter (excluding security doors that are shut when the garage is not accessible) shall be inset from the façade by a minimum of 20 feet, to allow cars to await entry without blocking the sidewalk.

Figure 2-17
Vehicular Access Design
Façade Area Residential Mixed-Use
Frequency of Building Entries
(max. distance between entries) 100 feet 75 feet
JJII~
-;::::;---- Projection
--------
Architecture fi
as peaked eature such roof form
and pedestrian protection weather
Integral planters • landsaped to incorporate areas
Chapter 18.27 Objective Design Standards
2-84 February 2026 Santa Clara Zoning Code, Title 18

5. Materials.
a. Primary Materials. Untreated plastics, unfinished metal, corrugated fiberglass and non-architectural grade plywood shall not be used as primary materials.

18.27.040 – Pedestrian Level Design
A. Purpose. This section provides standards to enhance the character of new development’s street frontage to promote pedestrian activity.

B. Ground Floor Retail and Active Uses.

1. Ground Floor Retail. Ground floor retail uses shall be at the same grade as the adjacent sidewalk.

2. Façade Transparency. Facades of all commercial structures shall incorporate transparent features (clear glass on windows and doors) over a minimum percentage of the surface area at ground-level.
a. Retail uses: a minimum of 75% shall be transparent.
b. Other uses: a minimum of 35% shall be transparent.

3. Ground Floor Residential.
a. Ground Floor Access. Where residential units are located at the ground floor, at least 50% of units on each frontage must be individually accessed from the sidewalk via stoops, side yards or other means.
b. Stoops. Stoops shall have a minimum five (5)-foot landing depth with room for a table and chairs to provide an opportunity for residents to engage in the social life of the street.
0 Vehicular Opening Max. 13 feet wide
® Min. 2 feet wide pier
© Gates inset min. 20 feet
C
□
Article 2 – Zones, Allowable Uses, and Development Standards Chapter 18.27 1 Santa Clara Zoning Code, Title 18 February 2026 2-85
c. Stoops that face public rights of way shall be set at least 24 inches above sidewalk grade.

Figure 2-18
Ground Floor Residential – Stoop Design
C. Ground Floor Live/Work.

1. Entrances. Because live/work units are meant to be public facing, they shall be entered at-grade and are not required to be elevated above sidewalk level.

D. Open Space Design.

1. Podium – Style Building.
a. Podium – Style buildings shall have outdoor spaces, such as on-site plazas, interior courtyards, patios, terraces and gardens.
b. Podium – Style buildings shall have privately owned public open space of at least 15 feet wide and 500 square feet in size.

Figure 2-19
Open Space Design – Podium – Style Buildings

2. Pathways. Pedestrian paths through the site shall be at least five (5) feet wide.

Site
Plaza
0 Min. 5-foot landing depth
@ Min. 24 inches above
sidewalk grade
- -:...:::...=4..:..=-------j----- square-feet
Upper floor open
space pockets visible
from streets
Privately Owned
Public Space
Chapter 18.27 Objective Design Standards
2-86 February 2026 Santa Clara Zoning Code, Title 18

3. Special Paving. Special Paving shall be used for the following areas:
a. Pedestrian crossing (mid-block, raised pedestrian crossings/speed tables, etc.).

4. Public Art. Outdoor plazas and semi-public courtyards shall have public art elements such as sculptures, fountains, and art pieces.

5. Refuse & Recycling Receptacles. Provide a maximum of one receptacle every 200 feet along streets if proposing more than 10 units. Additional receptacles should be provided only if a private sponsor provides continued maintenance. a. Provide one receptacle at each corner of intersections.

E. Alleys and Service Access.

1. Lighting. Provide lighting in alleyways for safety.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-249 Agenda Date: 3/10/2026

REPORT TO COUNCIL

SUBJECT
Action to Approve Additional Positions and Eliminate One Position in the Community Development Department (Deferred from February 24, 2026)

BACKGROUND
The Community Development Department (CDD) is comprised of three divisions: Building, Planning, and Housing and Community Services (Housing), with each Division offering key City services to residents and developers. As part of the FY 2025/26 and FY 2026/27 Adopted Operating Budget, positions were approved to be added to the Building and Housing Divisions. In the Building Division, one Senior Inspector, one Plans Examiner, and one Business Analyst were added, while in the Housing Division, one Management Analyst and one Staff Analyst were added. After additional review and recruitment efforts, additional position changes are recommended for the Building and Housing Divisions.

The Building Division is responsible for providing services for the design, construction, use and maintenance of all buildings and structures within the city; a significant component of this includes the permitting process. As part of this Division, a CDD Innovation Group was formed, comprised of a full-time Management Analyst position, a full-time Business Analyst position, and two As-Needed (AN) staff. This group is tasked with managing and implementing improvements to the City’s enterprise permitting system, Accela, improving and identifying other technology tools, and web content management.

The Housing Division is dedicated to expanding and preserving affordable housing opportunities, implementing the Affordable Housing Ordinance and administering housing-related grants. This also includes implementation and maintaining State certification of the City’s Housing Element.

Both Divisions are facing increased workload, with limited staffing capacity to address needs. In the Building Division, the City initiated an audit of the building permit process focused on the assessment of internal controls, to evaluate the efficiency of the permitting processes and the accuracy of permit fee assessment and collection. The Building Division acknowledged gaps in the process and has also been actively implementing improvements. The Division is also tasked with improving website accessibility and various other technology projects. The Building Permit process improvements are a City Council priority and the staff will assist with the priority.

In the Housing Division, recent and continued State law changes have raised the bar on what jurisdictions must include in their Housing Element workplans to earn State certification. These actions cover a range of areas including housing production, preservation, tenant protection, displacement and homelessness prevention, affirmatively furthering fair housing, increasing economic mobility, and more. With these higher expectations, reporting requirements have also City of Santa Clara Page 1 of 7 Printed on 3/6/2026
powered by Legistar™
26-249 Agenda Date: 3/10/2026
grown. The primary penalty for not making progress on Housing Element implementation is decertification of the Housing Element. The Housing Element implementation is a City Council priority and the staff will assist with the priority.

To address these changes and provide additional support in both Divisions, key staff augmentations are recommended, including the addition of one Business Analyst (Job Code 262) and one Communications Coordinator (Job Code 338) in the Building Division. In the Housing Division, the addition of one Senior Planner (Job Code 765) is recommended, partially offset by the elimination of

1.0 Staff Analyst II position; the Senior Planner is also anticipated to support the Planning Division in some day-to-day operations.

DISCUSSION
Building Division Augmentation
The Community Development Department continues to develop and maintain the Accela platform to streamline the permitting processes for all development projects and users alike. Over the past three years, CDD has made many improvements and expanded the service level for both internal and external customers; the latest software enhancement, is “Gwiz,” an Artificial Intelligence interactive assistant which improves navigation for customers when using the Accela customer online portal, will go live in a few weeks. These upgrades will make navigating Accela easier and more intuitive for the typical customer who is trying to submit a permit application.

In addition, the City Manager’s Office Communications Team has launched a citywide effort known as the Web Content Audit, to carefully review and improve each web page for each department and ensure content is relevant, clear, and easy to navigate and to ensure that all links are functioning properly. This effort has resulted in recommendations to significantly improve the website and content accessibility and CDD is working to address those recommendations.

The two As Needed (AN) staff of the CDD Innovation Group have been diligently working on these and other projects in CDD but the workload is unsustainable for part-time staff. Therefore, CDD is requesting to add one full-time Communications Coordinator and one full-time Business Analyst to the Innovation Group. The maintenance of the Division’s existing systems and future technology projects require ongoing, permanent staff support. As long as there are technological software platforms in use, there will be a need to have full-time staff devoted solely to these systems.

Currently, there is not enough bandwidth within the existing Building Division staff to absorb the work generated by the technology efforts and the needs of the multitude of Accela user accounts. Specific requirements and technical knowledge is necessary to fill these roles and currently, there are no positions in the Division that address this need.

The requested positions will play a crucial role in continuing to increase successful outcomes and results while also allowing current staff to continue focusing on permitting, plan review and administrative support-based roles and recommendations per the building permit process audit.

Details and goals for the Communications Coordinator and Business Analyst are as follows:

Communications Coordinator (Job Code 338)
This Communications Coordinator classification will focus mainly on two major areas of responsibility; centralizing the Department’s communication efforts, ensuring that both internal and public-facing messages are strategic, consistent, and impactful; and ensuring that all technology platforms, City of Santa Clara Page 2 of 7 Printed on 3/6/2026
powered by Legistar™
26-249 Agenda Date: 3/10/2026
including the Accela Knowledge Base (an internal resource which enables City staff to research topics and navigate all aspects of the Accela system), and related business processes are properly documented, organized, and accessible. This will reduce operational risks and improve efficiency across departments.

One critical recommendation that has recently been identified as part of the Web Content Audit effort is to ensure that all documents on the City’s public website are equally accessible and searchable for all visitors to ensure access to government programs and services for as much of the community as possible.

This position will also support other CDD efforts such as creating marketing materials and launching campaigns for new development proposals, customer services such as Expedited Plan Review, PreApproved Accessory Dwelling Unit service, updating the CDD website, and creating QR codes for public use for Citywide community events such as the Santa Clara Art & Wine Festival. Additionally, with CDD’s role in processing current and long-range projects, the Department function also includes community outreach through digital services.

At the same time, along with the technological growth and development for CDD’s complex systems such as the Accela Civic Platform, the volume and complexity of institutional knowledge significantly increases. Without a dedicated role to manage this knowledge, the risk of losing critical information related to these systems grows, especially as key employees leave or retire. The Communication Coordinator will address these challenges by ensuring that all technology platforms and related business processes are properly documented, organized, and accessible, thus reducing operational risks and improving efficiency across departments.

Without this position, the City will need to explore other options to ensure ongoing compliance with ADA requirements mandate that all public facing content on the web and various databases must be made accessible. Failure to comply with ADA requirements could lead to potential legal consequences and lawsuits.

The key finding of the building permit process audit was a Policy & Procedures manual gap, which will take longer to resolve without the addition of full-time staff. Customers will experience frustration and feel blindsided if impactful updates or changes to the system are not properly communicated in an organized, timely manner. This increases phone call volume, customer escalations, and contributes to poor customer service experiences.

There are 27 Accela Knowledge Base article requests on the backlog waiting to be documented and the number of requests is growing. Without a full-time role, this backlog will grow, and Policy & Procedures efforts will be negatively impacted. Ongoing updates to the existing 70 Standard Operating Procedures articles will be deprioritized and risk being out-of-date. Approximately 242 staff members throughout the various City departments have relied on the Accela Knowledge Base and, without a dedicated staff member to help maintain this resource, this critical training platform will become outdated with stale content. The City Council Priorities include the creation of FAQs, flowcharts, and other materials to help customers with the permitting process. Without the approval for this Communications Coordinator position, these work items risk being delayed and the quality will not be at the caliber of the department, or its customers’ expectations.

Business Analyst (Job Code 262)
City of Santa Clara Page 3 of 7 Printed on 3/6/2026
powered by Legistar™
26-249 Agenda Date: 3/10/2026
New technologies are being researched and implemented on an ongoing basis in an effort to achieve the highest levels of customer satisfaction. At the same time, existing systems and technology projects continue to demand staff resources to manage and resolve routine technical support maintenance needs, updates and new implementations.

There are currently approximately 60,000 active users on the Accela Permitting Online Portal and there are over 400 active internal City user accounts. The most recent data from SharePoint Site Analytics, a user activity tracking tool, over 60% of staff utilize the Accela Knowledge Base on a regular basis. Furthermore, since its inception, data indicates there have been 20,335 visits by internal staff to the Accela Knowledge Base. Due to the software platforms’ ever-changing nature with updates, upgrades, shifts in content, and new regulations, the demands to keep information current and functional for all users is an ongoing effort. The Division identified the need for a Business Analyst as there is not enough bandwidth to provide dedicated, ongoing support to the external and internal user accounts.

A customer survey was conducted, and the results identified a need for a more user-friendly interface for Accela’s Permitting Online Portal (POP). Improvements were identified and CDD, along with other departments such as Fire and Public Works, selected a vendor through a bid and award process. The new and improved POP is in the last phases of development and testing. This technological enhancement for the POP system is targeted to go live in the coming weeks. The Business Analyst will manage all existing and future Accela enhancement projects by continuing to work closely with Purchasing and the various City department stakeholders.

The Business Analyst role will also manage technical configurations, support report migration and data analytics for permitting operations, and provide user training and support for internal staff and customers. Additionally, this role will ensure that the Accela Knowledge Base serves as a hub for processes and procedures, ensuring that valuable institutional knowledge is documented and preserved.

If the Business Analyst role is not approved, other staff members’ time and bandwidth will continue to be negatively impacted and the ability to focus and plan for the necessary long-term structural improvements will be neglected. Collaborative relationships among internal stakeholders and partnering departments will not have a centralized ‘orchestrator’ to ensure pertinent information is communicated and received by all impacted parties. CDD would not be able to meet City Council priorities or address the audit key findings within a reasonable timeline (i.e., five years as opposed to three years). CDD would continue to rely on consultant services for every issue or enhancement, big or small, thereby impeding self-sustaining independence. CDD currently is utilizing a As Needed on a part time basis for the last four years. Through the four years, it has proven that a full time position is necessitated based on the work load and the specific skill set required to accomplish the tasks.

Having a full time staff will allow CDD to maintain consistency in the workload and support all three divisions. While the addition of the Business Analyst position will alleviate some of the Division’s use of consultant services, it will not eliminate the need for these types of services. Any cost savings that is recognized will help offset the position cost in future years.

Housing Division Staffing Change
As part of the FY 2025/26 and FY 2026/27 Adopted Biennial Operating Budget, approved by the City Council on June 10, 2025, a Staff Analyst II (Job Code 797) position was added to the Community Development Department to support the Housing Element. After the approval, the Department City of Santa Clara Page 4 of 7 Printed on 3/6/2026
powered by Legistar™
26-249 Agenda Date: 3/10/2026
conducted the recruitment, and it was determined that the specifications under the Senior Planner classification are better suited to support the Housing Element effort. Currently, CDD is utilizing an As Needed staff who is similar to a Senior level planner for Housing Element implementation. The Housing Element has multiple and complex tasks such as Anti-Displacement, working with regional agencies, reporting to the State, and prioritizing actions from the Housing Element. Based on the work, a Senior Planner is best suited as they would bring a deeper level of knowledge versus a Staff Analyst who is similar to a starting position. Based on these results, the addition of a Senior Planner position, partially offset by the elimination of the Staff Analyst position, is recommended.

The City’s sixth cycle Housing Element is now certified and covers the period between 2023-2031.

Each year, the City must report progress on many new programs and tasks via the Annual Progress Report (APR). The APR reporting process has also grown and now requires more staff time. Program deliverable dates are based on what is written in the Housing Element. Some programs will need to start six to twelve months ahead of when they are slated for completion to allow time for outreach, analysis, and public hearings. In addition, new housing laws and changes to existing laws require ongoing diligence to identify actions that local governments must take to remain in compliance.

These changes often require the creation of new procedures and workflows. The primary penalty for not making progress on the Housing Element implementation is decertification, which allows for builder’s risk provisions to kick in which waters down local control over land use. A secondary penalty is ineligibility for State and Regional housing, transportation and infrastructure funding. A third penalty is monetary fines.

In addition to Housing Element Implementation, the Bay Area Metropolitan Transportation Commission (MTC) adopted the Transit Oriented Communities Policy (TOC), and it requires jurisdictions to demonstrate compliance to ensure eligibility and/or competitiveness for the next round of OBAG transportation funding in 2026. OBAG funding can be used for climate initiatives, transit, multi-modal operations improvements, complete streets and active transportation, Vision Zero traffic safety, and payment management. OBAG awards are managed by the Department of Public Works.

The purpose of this framework is to ensure that areas around transit stations and corridors are developed to support transit ridership, minimize residential and commercial displacement, and to create equitable transit-oriented communities.

The TOC Policy adds an additional layer to the Housing Element work by requiring the City to adopt specific policies and programs that meet specific regional criteria by early 2026. This is when the next OBAG application is slated to become available. It is important that the City implement a specific set of policies and programs in station areas (or citywide) to gain TOC compliance.

With the added work to implement the City’s adopted Housing Element, more robust reporting requirements, tracking of new and changing State laws, and to become compliant with MTC’s TOC Policy there is a need for full-time staff that would be devoted to the specific work. Given the responsibility and depth of knowledge required for the work and the need for the person to work independently, the request is to add a Senior Planner level position.

Senior Planner (Job Code 765)
The Housing Element Senior Planner will be responsible for implementing a range of new policies and programs in the City’s adopted 2023-2031 Housing Element. This position will help track changing State laws and requirements, conduct research and policy analysis, plan and conduct stakeholder outreach, coordinate and manage consultants, serve as the City’s liaison to the Santa Clara Community Planning Collaborative, gather and organize data for analysis and mapping, City of Santa Clara Page 5 of 7 Printed on 3/6/2026
powered by Legistar™
26-249 Agenda Date: 3/10/2026
manage ordinance updates, write staff reports, evaluate programs, draft presentations for City Council, and more. This position will report jointly to the Housing and Community Services Manager and the Planning Manager.

Some Housing Element work is currently being undertaken by an As Needed Senior Planner that has the extensive experience and technical expertise in this area of work. Due to restrictions on asneeded staffing, this position will be vacated by the end of the fiscal year. The City Council previously approved a Staff Analyst position to support the Housing Element, however, after CDD conducted the recruitment, it was determined that the Senior Planner classification is better suited to support the Housing Element effort due to the required technical knowledge, education and experience.

If the Senior Planner position is not approved, it will be extremely challenging to implement the long list of Housing Element actions on schedule and to achieve MTC/ABAG TOC compliance by 2026 for OBAG funding. The Housing and Community Services and Planning Divisions simply cannot do more with the existing staffing. The greatest risk of not approving this position is the decertification of the Housing Element, activation of Builder’s Remedy provisions which limit the City’s power to regulate land use and lower competitiveness for $15M in 2026 OBAG funds.

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

FISCAL IMPACT
In the Building Division, the total annual compensation for the Communication Coordinator is $229,083, while total annual compensation for the Business Analyst is $244,526. These costs would be covered by the Building Development Services Fund and the Technology Fee Reserve in the General Fund. The positions are covered by revenue generated from development fees.

In the Planning and Housing Divisions, the total annual compensation for the Senior Planner position is $260,527, while the cost savings from the elimination of the Staff Analyst II position totals $229,083, for a net cost of $31,444. This cost would be covered by the General Fund.

Given the anticipated hiring timelines for these positions, there are minimal estimated costs in FY 2025/26 that are expected to be absorbed within existing appropriations. Based on data since 2021, historically the revenue is well above the projected adopted budget. In addition, there is salary savings from staff positions that are not filled. The costs of these positions will be factored into the FY 2026/27 budget.

COORDINATION
This report has been coordinated with the Finance and Human Resources Departments.

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 Page 6 of 7 Printed on 3/6/2026
powered by Legistar™
26-249 Agenda Date: 3/10/2026
(408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION
Approve the addition of one Business Analyst, one Communications Coordinator position, and one Senior Planner position, and the elimination of one Staff Analyst II position in the Community Development Department.

Reviewed by: Afshan Hamid, Director, Community Development Approved by: Jovan Grogan, City Manager
City of Santa Clara Page 7 of 7 Printed on 3/6/2026
powered by Legistar™
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-56 Agenda Date: 3/10/2026

REPORT TO STADIUM AUTHORITY BOARD

SUBJECT
Action on the Santa Clara Stadium Authority Financial Status Report for Quarter Ending December 31, 2025 and Approve Related Budget Amendments

BACKGROUND
In Fiscal Year 2014/15, the Stadium Authority Board (“Board”) requested that staff prepare quarterly Santa Clara Stadium Authority (“Stadium Authority”) Financial Status Reports. These reports provide an update on the events held at Levi’s® Stadium, Stadium Authority finances, and the impact of Stadium Authority activity on the City of Santa Clara’s (“City”).

This report provides information covering the Stadium Authority’s third quarter of the 2025/26 fiscal year (“FY”), which runs from October 1, 2025 - December 31, 2025.

The Adopted Stadium Authority Budget incorporates the estimated revenues and expenses for all Stadium Authority funds. The attached Financial Status Report provides the budget to actual revenue and expense summaries for the operating, debt service, and capital funds. Analysis of the financial activity through the fiscal year measures the adherence to the budget and allows the Stadium Authority to monitor and project revenues and expenses. Any significant variances are explained in the reports.

DISCUSSION
The attached financial status report provides information covering the Stadium Authority’s third quarter (October 1, 2025 - December 31, 2025) of FY 2025/26. The report summarizes National Football League (“NFL”) and Non-NFL event activity at Levi’s® Stadium and describes the financial impact of these events on the Stadium Authority and City since FY 2014/15. The report also provides the budget to actual revenue and expense summaries for the operating, debt service, and capital funds. Analysis of the financial activity through the fiscal year measures the adherence to the budget and allows the Stadium Authority to monitor and project revenues and expenses. Any significant variances are explained in the report.

NFL Event Revenue and Expenses
There were nine NFL games held in the third quarter of FY 2025/26. Levi’s® Stadium hosted two preseason NFL games of the 2025 season on August 9th and 23rd and seven regular NFL season games of the 2025 season which are detailed in the report. This resulted in $14.2 million in NFL ticket surcharge for the Stadium Authority and $248,000 of Senior and Youth Program Fees for the City.

Public safety costs for NFL games totaled an estimated $5.5 million which will be fully reimbursed to the City by a combination of payments from ManCo and offsite parking fees that were collected.

City of Santa Clara Page 1 of 7 Printed on 3/6/2026
powered by Legistar™
26-56 Agenda Date: 3/10/2026
Non-NFL Event Revenue and Expenses
There were eight ticketed Non-NFL events and 36 special events which are detailed in the report.

The eight ticketed Non-NFL events generated an average net revenue of $871,000 per event. Table 1 below summarizes revenues and expenditures for the eight ticketed events. $ In Millions
Ticketed Event Revenue Expense Net
Concert 1 $ 4.0 $ 2.5 $ 1.5
Concert 2 3.6 2.4 1.2
Sporting Event 1 1.6 0.7 0.9
Concert 3 2.3 1.5 0.8
Concert 4 2.0 1.2 0.8
Concert 5 2.2 1.4 0.8
Concert 6 2.3 1.5 0.8
Sporting Event 2 0.8 0.6 0.2
Total Ticketed Non-NFL Net Revenue to Date $ 18.8 $ 11.8 $ 7.0 Levi's® Stadium
Ticketed Non-NFL Events Revenue and Expenditure Summary As of December 31, 2025
Table 1
The Non-NFL event ticket sales generated $1.8 million in base ticket surcharge revenue from the $4 per ticket base surcharge for this period. One half of the base Non-NFL ticket surcharge was deposited into the discretionary fund in accordance with Section 12.1 of the Stadium Lease, with the remaining half being accounted for as general Stadium revenues. As part of the Buffet and Public Safety Cost Settlement Agreement, the Non-NFL Ticket Surcharge was increased to a minimum of $8 per ticket. Proceeds collected in excess of the $4 base Non-NFL ticket surcharge generated $2.6 million in additional Non-NFL ticket surcharge and was deposited in the public safety cost reserve.

Public safety costs for these events totaled an estimated $4.6 million. The City will be fully reimbursed by a combination of payments from ManCo on behalf of the Stadium Authority and offsite parking fees that were collected.

When combining ticketed and non-ticketed Non-NFL revenues to date, Table 2 below shows approximately $7.8 million in net revenue (excluding surcharge revenue) through the end of the third quarter. This is a decrease of $2.3 million from the prior year’s Non-NFL event net revenue of $10.1 million for the quarter. It should be noted the financial information provided are preliminary numbers and subject to change as additional revenues and/or expenditures are recorded.

Table 2
Levi’s Stadium
Net Revenue for Non-NFL Events
by Event Type
Historical Year-to-Date Through December 31, 2025

EVENT TYPE
No. of
Events Net Revenue
No. of
Events Net Revenue
No. of
Events Net Revenue
Ticketed Events
Concerts 5 $ 5,600,578 3 $ 4,685,031 6 $ 5,890,869
Sporting events:
2025/262023/24 2024/25
City of Santa Clara Page 2 of 7 Printed on 3/6/2026
powered by Legistar™
26-56 Agenda Date: 3/10/2026

EVENT TYPE
No. of
Events Net Revenue
No. of
Events Net Revenue
No. of
Events Net Revenue
Ticketed Events
Concerts 5 $ 5,600,578 3 $ 4,685,031 6 $ 5,890,869
Sporting events:

Football (non-NFL) 0 - 0 - 0 -
Soccer 3 305,067 5 3,639,745 2 1,076,017
Miscellaneous events 0 - 0 - 0 -
Net Revenue from Ticketed Events 8 $ 5,905,645 8 $ 8,324,776 8 $ 6,966,886 Subtotal Ticketed Events - Other Expenses (3) $ - $ - $ - 37 $ 1,191,841 51 $ 2,086,969 36 $ 977,971
Other Operating Income (1) $ 1,712,309 $ 1,328,627 $ 1,171,797 Other Operating Expenses (2) $ (1,057,378) $ (1,632,901) $ (1,295,710) Total Non-NFL Net Revenue (3) 45 $ 7,752,417 59 $ 10,107,471 44 $ 7,820,944 2025/26
Net Revenue from Special Events (weddings,
corporate events, etc.)
2023/24 2024/25
(1) Other Operating Income is income not attributable to a specific event. Examples are interest income and reimbursements unrelated to a specific event.
(2) Other Operating Expenses are expenses not attributable to a specific event. Examples are event selling expenses, administrative expenses and miscellaneous costs.
(3) Net Revenue from Non-NFL Events does not include Non-NFL Event Ticket Surcharge.

Stadium Builder Licenses (“SBLs”)
SBLs account for 7.7% of the Stadium Authority’s annual budgeted revenue in FY 2025/26. There is a total of 67,495 currently active SBLs. Through the third quarter, since inception, the value of the active SBLs amount to $561.3 million of which $535.9 million has already been collected.

Stadium Authority Budgets
The detailed analysis of Stadium Authority budget to actual financials is provided in the attached Financial Status Report. In summary, total operating revenues were $49.6 million representing 74% of the overall budget for revenues and total operating expenses were $19.6 million or 49% of the budget. The debt service fund was able to pay down $9.4 million in debt, bringing total Stadium Authority debt down to $210.2 million. Capital expenses were $8.4 million representing 39% of the overall CIP budget.

FY 2025/26 Stadium Authority Budget Adjustments
From time to time, budget adjustments may be necessary to align revenues or expenditures to actual or unexpected activity during the course of a fiscal year, known after the adoption of the Stadium Authority Budget. On March 11, 2025, the Stadium Authority Board adopted the Santa Clara Stadium Authority FY 2025/26 Operating, Debt Service, and Capital Budget. As of the timing of the publication of this report, additional information from FY 2025/26 has resulted in recommended budget adjustments as follows:

Operating Budget:
1) NFL Ticket Surcharge: The Forty Niners Football Company, LLC collects a 10% ticket surcharge on the price of admission to all NFL games held at Levi’s® Stadium on behalf of the Stadium Authority. The Stadium Authority is projected to receive $1.1 million more NFL Ticket Surcharge revenue than budgeted due to higher ticket prices and more tickets sold than budgeted. Therefore, a budget adjustment of $1.1 million is needed to reflect the increase in City of Santa Clara Page 3 of 7 Printed on 3/6/2026
powered by Legistar™
26-56 Agenda Date: 3/10/2026
budgeted. Therefore, a budget adjustment of $1.1 million is needed to reflect the increase in revenue.
2) SBL Proceeds: Cash collected from annual payments from SBL holders on a payment plan and payment from sales on new SBLs and/or SBLs that were defaulted make up SBL proceeds. The Stadium Manager projects $6.7 million of SBL proceeds will be collected in the current year, $1.6 million more than the current budget due to higher re-sale activity than originally projected, therefore a budget amendment of $1.6 million is needed to reflect the increase in revenue.
3) Interest: The Stadium Authority was maintaining a higher bank balance than anticipated over the first three quarters of the fiscal year since spending on CapEx projects has been lower than budgeted and bank interest rates were higher than projected. The Stadium Authority projects $5 million in interest revenue, $1.6 million more than budgeted. A budget amendment of $1.6 million is needed to reflect the increase in revenue. 4) Net Revenues from Non-NFL Events: The Stadium Manager is responsible for booking and scheduling all Non-NFL events on behalf of the Stadium Authority. As required by the Stadium Management Agreement, Stadium Manager is also required to maintain complete and accurate books and records related to the net income from Non-NFL events. The Stadium Manager projects $6.2 million of net revenue from Non-NFL events will be collected, $922,000 more than the current budget, therefore, a budget amendment of $922,000 is needed to reflect the increase in revenue.
5) Senior and Youth Program Fees Revenue: Super Bowl LX was held at Levi’s Stadium resulting in the collection of additional Senior and Youth Program Fees (based on $0.40 per ticket up to the maximum of $300,000). It is projected that the Stadium Authority will collect $300,000 of Senior and Youth Program Fees which is $30,000 higher than budget. A budget amendment is needed to reflect the increase in revenue. 6) Shared Stadium Manager Expenses-Stadium Operations: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Stadium Operation expenses are anticipated to be lower than budgeted due to cost savings. A budget adjustment is needed to reflect the decrease in Stadium Operations expense of $350,000. 7) Shared Stadium Manager Expenses-Engineering: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Engineering expenses are anticipated to be higher than budgeted due to increased personnel and maintenance costs. A budget adjustment is needed to reflect the increase in Engineering expense of $300,000. 8) Shared Stadium Manager Expenses-Guest Services: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Guest Services expenses are anticipated to be lower than budgeted due to cost savings. A budget adjustment is needed to reflect the decrease in Guest Services expense of $10,000.
9) Shared Stadium Manager Expenses-Groundskeeping: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Groundskeeping expenses are anticipated to be lower than budgeted, primarily driven by only one field replacement needed City of Santa Clara Page 4 of 7 Printed on 3/6/2026
powered by Legistar™
26-56 Agenda Date: 3/10/2026
in FY 2025/26. A budget adjustment is needed to reflect the decrease in Groundskeeping expense of $150,000.
10)Shared Stadium Manager Expenses-Security: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Security expenses are anticipated to be higher than budgeted, primarily driven by stadium security enhancements. A budget adjustment is needed to reflect the increase in Security expense of $180,000. 11)Buffet Costs: In FY 2025/26, the complimentary buffet cost due to StadCo totals $927,000 for the NFL season or $92,700 per NFL game. The Stadium Authority has the option to request StadCo to track buffet expenses and provide detailed accounting records at the Stadium Authority’s expense. This fee is calculated at 5% of the annual buffet cost. The Stadium Authority has elected this service for FY 2025/26, therefore, a budget amendment of $47,000 is needed to reflect the additional cost for the buffet accounting fee. 12)Senior and Youth Program Fees (paid to the City): Super Bowl LX was held at Levi’s Stadium resulting in the collection of additional Senior and Youth Program Fees (based on $0.40 per ticket up to the maximum of $300,000). It is projected that the Stadium Authority will collect $300,000 of Senior and Youth Program Fees which is $30,000 higher than budget. A budget amendment is needed to reflect the increase in the payment to the City’s General Fund by $30,000.
13)Performance Rent: The Performance-Based rent owed to the City is described in the Ground Lease and the Amended and Restated Stadium Lease. As outlined in the agreements, the City can receive Performance-Based rent for each Lease Year equal to 50% of net revenue from Non-NFL events less the sum of the Performance-Based Rent Credits. Performance-Based Rent was budgeted at $2.2 million for FY 2025/26. Non-NFL event net revenue is projected to be higher than budgeted resulting in an increase to Performance-Based rent owed to the City of $461,000. Therefore, a budget amendment of $461,000 is needed to reflect this increase. 14)Public Safety Cost (PSC) Over Threshold: Due to the 2024 Settlement Agreement, the public safety cost threshold in FY 2025/26 will equal $374,400 per game. Based on projected actual NFL public safety costs, it is estimated that the public safety costs over the threshold will total $2,560,000, which is $417,000 more than the current budget. This amount will be paid with the public safety cost reserve so that there are no impacts to the Performance Based Rent paid to the City. A budget adjustment of $417,000 is needed to reflect the payment of PSC over threshold totaling $2,560,000.
15)PSC 2024 Outstanding Balance: As part of the 2024 Settlement Agreement, public safety costs over the threshold for FY 2017/18 to FY 2023/24 amounting to approximately $14.8 million were redefined as “PSC 2024 Outstanding Balance.” Based on projected revenues and expenses, it is anticipated that $4.9 million will be available to pay down the PSC 2024 Outstanding Balance. This represents $1.6 million more in excess revenues than is currently in budget. Therefore, a budget adjustment of $1.6 million is needed to reflect the payment toward the PSC 2024 Outstanding Balance.
16)Transfer to City General Fund from Excess Revenues: Under the 2024 Settlement Agreement the terms of the Stadium Lease has been amended, restructuring the distribution of excess City of Santa Clara Page 5 of 7 Printed on 3/6/2026
powered by Legistar™
26-56 Agenda Date: 3/10/2026
revenues originally to be deposited to the Renovation/Demolition Reserve to instead allocate 25% to the City’s General Fund. The transfer of $3.3 million in excess revenues to the City’s General Fund is budgeted for FY 2025/26. Based on projected actuals, $4.9 million is expected to be transferred to the City’s General Fund. Therefore, a budget amendment of $1.6 million is needed to reflect the increased payment.
17)Ending Fund Balance - Public Safety Cost Reserve: Due to the 2024 Settlement Agreement, the public safety cost threshold in FY 2025/26 is $374,400 per game. Based on projected actual NFL public safety costs, it is estimated that the public safety costs over the threshold will be $417,000 more than the current budget. This amount will be paid with the public safety cost reserve so that there are no impacts to the Performance Based Rent paid to the City. A budget adjustment of $417,000 is needed to reflect the decrease to the Public Safety Cost Reserve.
18)Ending Fund Balance - Renovation/Demolition Reserve: Due to the 2024 Settlement Agreement, excess revenues that would fund the renovation/ demolition reserve will receive 50% of the remaining revenues. Of the remaining 50%, half will go toward paying off the PSC 2024 Outstanding Balance, and the other half will be distributed to the City’s General Fund.

Based on anticipated excess revenues, the Ending Fund Balance - Renovation/Demolition Reserve is expected to be $53.6 million, an increase of $3.2 million from budget. Therefore, a budget amendment of $3.2 million is needed to reflect the increase in the Ending Fund Balance Renovation/Demolition Reserve.
19)Ending Fund Balance - Stadium Funding Trust Reserve: The Stadium Funding Trust Reserve is required to have sufficient funds to cover the stadium’s operating and maintenance expenses for the first three months of the following fiscal year. Based on projected expenses for the first three months of FY 2026/27 the Ending Fund Balance - Stadium Funding Trust Reserve is anticipated to increase by $199,000, therefore, a $199,000 budget amendment is needed to reflect the increase in the reserve.
20)Ending Fund Balance - Unrestricted: The Ending Fund Balance - Unrestricted is anticipated to decrease by $1.9 million due to the actions taken above. A budget amendment of $1.9 million is needed to reflect the decrease in the Ending Fund Balance - Unrestricted.

Capital Budget:
1) Livescan Equipment: This project funds the purchase of a new monitor and hardware for fingerprinting equipment at the stadium’s temporary holding facility. The upgraded system is necessary to be compatible with the Santa Clara County’s updated booking system. The total project cost, including applicable sales tax, is $17,000. Staff is requesting a budget amendment to increase the project allocation from $15,000 to $17,000, an increase of $2,000, to fully fund the purchase.
2) Kawasaki ATVs and Kimtek Pump Module: This project replaces two John Deere Gators (utility vehicles) purchased in 2015 that are at the end of the 10-year useful life. The fire pump module will provide fire suppression capabilities for parking lot vehicles. Due to unanticipated costs associated with upgrading the ATV springs to safely support the added weight of the installed water tank and pump, staff is requesting approval to reallocate $500 from the existing City of Santa Clara Page 6 of 7 Printed on 3/6/2026
powered by Legistar™
26-56 Agenda Date: 3/10/2026
installed water tank and pump, staff is requesting approval to reallocate $500 from the existing Kawasaki ATV project budget to the Kawasaki ATV with Kimtek Pump Module project. 3) Ending Fund Balance: The Ending Fund Balance is anticipated to decrease by $2,000 due to the actions taken above. A budget amendment of $2,000 is needed to reflect the decrease in the Ending Fund Balance - Unrestricted.

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 an administrative activity that will not result in direct or indirect physical changes in the environment.

FISCAL IMPACT
The Stadium Authority FY 2025/26 budget appropriation is maintained at the fund level. At the end of the third quarter of FY 2025/26, spend has been within budget.

From time to time, budget adjustments are necessary to reflect new information and align budgets with actual revenues and expenses. Attachment 2 summarizes adjustments to the FY 2025/26 Operating and Capital Budget based on updated FY 2025/26 projected actuals, reflecting revenue increases as well as both increases and decreases in expenses, as noted above.

COORDINATION
This report was coordinated with the Stadium Manager per Section 4.6 of the Management Agreement between Stadium Authority, Stadium Manager, and StadCo, as well as the Executive Director’s 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 (408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION

1. Note and file the Santa Clara Stadium Authority Financial Status Report for the Quarter Ending December 31, 2025; and

2. Approve the FY 2025/26 Budget Amendments in the Operating Budget in the aggregate amount of $5,239,000 to reflect changes in projected revenues and expenses, and amendments to the Capital Budget in the aggregate amount of $2,000 to increase and reallocate project expenses, offset by a reduction in Ending Fund Balance, all as more specifically provided in Attachment 2.

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

ATTACHMENTS

1. SCSA Financial Status Report for the Quarter Ending December 31, 2025

2. FY 2025/26 Budget Amendments
City of Santa Clara Page 7 of 7 Printed on 3/6/2026
powered by Legistar™
SCSA
Santa Clara Stadium Authority

SANTA CLARA

STADIUM AUTHORITY

FINANCIAL STATUS REPORT
Quarter Ending December 31, 2025
March 10, 2026
'==: WELCOME TO ==a LEVI ' S® STADIUM
,_
1 Table of Contents
Introduction ................................................................................................................................. 2 NFL Events ................................................................................................................................. 3 Non-NFL Events ......................................................................................................................... 7 Discretionary Fund .................................................................................................................... 12 Public Safety Cost Reserve....................................................................................................... 12 Stadium Builder Licenses .......................................................................................................... 12 Santa Clara Stadium Authority Budget Status Reports .............................................................. 15 Operating Budget .................................................................................................................. 15 Operating Budget – Recommended Budget Adjustments ...................................................... 17 Debt Service Budget ..............................................................................................................23 Capital Expense (Cap Ex) Budget ......................................................................................... 26 Cap Ex Budget – Recommended Budget Adjustments .......................................................... 28 City of Santa Clara Net General Fund Impact ........................................................................... 30 Public Safety and Administrative Cost Reimbursement ......................................................... 30 Rents and Senior and Youth Fee ........................................................................................... 31 Other Revenue Impacts ......................................................................................................... 31 Glossary.................................................................................................................................... 32 Appendix ................................................................................................................................... 37 2 Introduction
This Santa Clara Stadium Authority (“Stadium Authority”) Financial Status Report provides information covering the first three quarters of the Stadium Authority’s 2025/26 fiscal year (FY) which ended on December 31, 2025. Comparative data from prior fiscal years are also included.

In addition to these quarterly reports, the Stadium Authority produces annual financial statements. The FY 2024/25 financial statements were audited by an external audit firm and presented to the Stadium Authority’s Audit Committee (Audit Committee) on September 22, 2025 and submitted to the Stadium Authority Board (Board) to note and file the financial statements on October 21, 2025. The financial statements are published on the Stadium Authority’s website.

The Stadium Authority also prepares a detailed budget prior to the beginning of each fiscal year. The FY 2025/26 budget was adopted by the Board on March 11, 2025.

Stadium Authority finances are structured so that the City of Santa Clara (City) is not liable for the debts or obligations of the Stadium Authority. All services provided by the City, including administrative and public safety, to the Forty Niners Stadium Management Company, LLC (Stadium Manager) or the Stadium Authority are fully reimbursed.

Methodology
Information provided in this report was based in part on documentation submitted by the Stadium Manager. Specifically, National Football League (NFL) and Non-NFL event statistics and financial information relating to the Stadium Manager expenses are provided by the Stadium Manager. Stadium Authority staff has access to select financial information submitted by the Stadium Manager provided through the Financial Management System and event reports received for Non-NFL events. These reports are received 45 days after each event for events with attendance greater than 25,000. More detailed documents are received within 90 days after the close of the quarter. For all other financial information, a full detailed review and/or audit of source documentation has not been completed by the Stadium Authority for this report.

The information provided reflects the best known and available at the time of the writing of this report and is subject to further revision and review. Revisions may occur based on the timing of revenue and expenditure activity for events in this quarter that continue beyond the timing of this report. Consequently, the Board’s notation and filing of this report should not be considered an approval of the accuracy of the information in the report. 3 NFL Events
This section provides year to date and comparative data for NFL games categorized as pre-season and regular season games.

The San Francisco Forty-Niners (49ers) played a total of nine NFL games (two preseason games and seven regular season games) at Levi’s® Stadium through quarter ending December 31, 2025. There was a total of 619,371 tickets sold to these NFL games, an average of 68,819 per game. This is down by 827 or 1% when compared to the same period in the prior fiscal year. The ticket sales resulted in $14.2 million in NFL ticket surcharge revenue (10% of ticket sales) to the Stadium Authority. The average NFL ticket surcharge revenue was $1.6 million per game in the current year which is up by $115,000 or 8% from the same period in the prior fiscal year. A total of $248,000 of Senior and Youth Program Fees, which is based on $0.40 per NFL ticket sold, were collected through the end of the third quarter of the fiscal year. These fees were transferred to the City’s General Fund in support of such programs.

A total of 67,945 cars were parked in the permitted offsite parking lots generating $472,000 in offsite parking fees derived from the $6.94 per parking space for all NFL events. The Tasman parking lot had a total of 3,030 parked cars and generated an additional $15,000 for the General Fund through the end of the third quarter of the fiscal year. The overall average number of cars parked per game in the permitted offsite lots and the Tasman lots went down by 428 or 5% when compared to the prior fiscal year.

There was $5.5 million of NFL event public safety costs in the current reporting period which is an average of $606,000 per game. This is an increase from the prior year average (through December 31, 2024) of $539,000. The increase is due to two factors.

First, wage and benefit costs increase from one year to the next. Second, the Finance Department changed the methodology for general stadium related public safety costs that are not attributable to specific events (e.g. double-badger onboarding, training, supplies, uniforms, body worn camera licensing etc.). In prior years, all of these costs were accumulated and allocated to each event at the end of the fiscal year when all costs have been reconciled. In the current year, staff is including an estimate of these general stadium allocable costs as the events occur so that the City is reimbursed sooner. A final reconciliation and true-up will be done at the end of the year. Due to this change, the current year costs in the interim quarters (Q1-Q3) appear significantly higher. When you normalize for this methodology change, the average NFL event pubic safety costs for all of last year was $595,000, or on average, an increase of $11,000 (+2%) per event when compared to the current reporting period. This will be reflected in the year-end report. Of the $5.5 million NFL event public safety costs, $4.1 million or 74% are direct City costs, $873,000 or 16% are outside agency costs and $528,000 are other miscellaneous public safety costs. Of these costs, $472,000 were covered by the offsite parking fee. The remaining $5.0 million was invoiced to the Stadium Manager. Typically, it can take 30-60 days from when an expense occurs to be invoiced because of the timing of the payroll and the cost reconciliation process. On average, after an invoice is sent, the Stadium Manager pays the invoice within 75 days of the invoice date. As of February 27, 2026, approximately $2.8 million in public safety costs remains outstanding. 4 Statistics for the NFL games held at Levi’s® Stadium in the first three quarters of the 2025/26 fiscal year are shown in Table 1 and comparative data from the last five years of operations can be found in Table 2. Additional historical data can be found in the Appendix.
5 Table 1
Game 1 vs
Broncos
Game 2 vs
Chargers
Game 3 vs
Cardinals
Game 4 vs
Jaguars
Game 5 vs
Falcons
Game 6 vs
Rams
Game 7 vs
Panthers
Game 8 vs
Titans
Game 9 vs
Bears 2025/26
08/09/25 08/23/25 09/21/25 09/28/25 10/19/25 11/09/25 11/24/25 12/14/25 12/28/25 YTD Total No. of Tickets Sold 66,706 67,638 68,680 68,789 69,438 69,327 69,595 69,266 69,932 619,371 NFL Ticket Surcharge 1,076,207 $ 1,084,643 $ 1,605,907 $ 1,603,214 $ 1,628,048 $ 1,959,409 $ 1,628,302 $ 1,615,673 $ 1,968,420 $ $ 14,169,822 Senior/Youth Program Fees 26,682 $ 27,055 $ 27,472 $ 27,516 $ 27,775 $ 27,731 $ 27,838 $ 27,706 $ 27,973 $ $ 247,748 Cars Parked at Offsite Lots 5,971 6,450 7,983 8,105 8,388 9,015 6,818 7,474 7,741 67,945 City Offsite Parking Fee 41,439 $ 44,763 $ 55,402 $ 56,249 $ 58,213 $ 62,564 $ 47,317 $ 51,870 $ 53,723 $ $ 471,538 Cars Parked on Tasman Lots 223 331 241 388 410 435 436 283 283 3,030 City Tasman Lot Parking Fee $ 1,115 $ 1,655 $ 1,205 $ 1,940 $ 2,050 $ 2,175 $ 2,180 $ 1,415 $ 1,415 $ 15,150 Stadium Public Safety Costs 599,822 $ 626,922 $ 668,512 $ 633,717 $ 613,387 $ 628,814 $ 563,070 $ 538,932 $ 578,215 $ $ 5,451,390 Less: Offsite Parking Fee Credit (41,439) $ (44,763) $ (55,402) $ (56,249) $ (58,213) $ (62,564) $ (47,317) $ (51,870) $ (53,723) $ $ (471,538) Reimbursable Stadium Public Safety Costs 558,383 $ 582,159 $ 613,110 $ 577,468 $ 555,174 $ 566,250 $ 515,753 $ 487,062 $ 524,492 $ $ 4,979,852 Amount Reimbursed 556,626 $ 573,141 $ 579,621 $ 542,165 $ 523,904 $ - $ - $ - $ - $ $ 2,775,456 Levi's® Stadium
2025/26 NFL Event Statistics
As of December 31, 2025
6 Table 2
2021/22 Q3 2022/23 Q3 2023/24 Q3 2024/25 Q3 2025/26 Q3
Total Total Total Total Total
No. of NFL Events 9 9 9 10 9
No. of Tickets Sold 604,546 624,746 617,452 696,456 619,371 NFL Ticket Surcharge 8,900,398 $ 10,382,333 $ 11,523,355 $ 14,596,336 $ 14,169,822 $ Senior/Youth Program Fees 211,591 $ 218,661 $ 216,108 $ 278,582 $ 247,748 $ Cars Parked at Offsite Lots 63,718 66,868 68,371 81,358 67,945 City Offsite Parking Fee 376,573 $ 409,901 $ 440,309 $ 545,912 $ 471,538 $ Cars Parked on Tasman Lots 3,930 - - 1,778 3,030 City Tasman Lot and Golf Course Parking Fee 19,650 $ - $ - $ 8,890 $ 15,150 $ Stadium Public Safety Costs 4,534,124 $ 4,037,765 $ 4,400,657 $ 5,394,140 $ 5,451,390 $ Less: Offsite Parking Fee Credit (376,573) $ (409,901) $ (440,309) $ (545,912) $ (471,538) $ Reimbursable Stadium Public Safety Costs 4,157,551 $ 3,627,864 $ 3,960,348 $ 4,848,228 $ 4,979,852 $ Levi's® Stadium
Historical NFL Event Statistics
7 Non-NFL Events
This section provides year to date and comparative data for Non-NFL events categorized as events ranging from high school and college football games, international soccer matches, concerts, wedding fairs, and special events. During the current reporting period, there were a total of 445,016 tickets sold for the eight ticketed Non-NFL events that were held, resulting in $1.8 million Non-NFL event base ticket surcharge revenue (from the $4 per ticket base surcharge for Non-NFL events) and $2.6 million in additional ticket surcharge revenue, derived from the additional proceeds exceeding the $4 per ticket base surcharge. This is an increase in base ticket surcharge revenue of $386,000 or 27.7% over the same period in the prior year due to larger scale Non-NFL events taking place in the current period. It is also the first year that additional surcharge revenue has been collected.

Stadium Manager reports that there were also 36 smaller special events held at Levi’s® Stadium which is 15 events less than the same period of the prior fiscal year. The attendance at these events also decreased from 22,926 in the prior period to 12,173 in the current year, a 47% decrease. Examples of these special events include corporate events of various sizes, weddings, holiday parties, high school dances, etc.

In correlation with the Non-NFL events held during the current reporting period, there were 42,870 cars parked at offsite lots and the City earned a total of $295,000 in related offsite parking fees, which is derived from the $6.71 per parking space fee for events taking place prior to July 2025 and $6.94 per parking space for all events thereafter. The revenues earned from this offsite parking fee supports public safety costs for Non-NFL events.

Total Non-NFL event public safety costs were $4.6 million, an increase of $1.6 million from the prior year. As noted previously, this increase in cost is due to larger scale events being held in the current year when compared to the prior year. In addition, the increase in wage and benefit costs as well as the change in methodology described in the NFL Events section on page three are both factors in the increase in public safety costs. Of these costs, $295,000 was covered by the offsite parking fee. The remaining $4.3 million was invoiced to the Stadium Manager of which $4.3 million has been reimbursed to the City.

Statistics for FY 2025/26 events are shown in Table 3 and comparative data from the last five years of operations are shown in Table 4.
8 Table 3
Concert 1
Day 1
Concert 1
Day 2 Soccer Match 1 Concert 2 Day 1
Concert 2
Day 2
Concert 3
Day 1
Concert 3
Day 2 Soccer Match 2
2025/26 YTD
06/20/25 06/22/25 07/02/25 07/08/25 07/09/25 08/01/25 08/02/25 09/13/25 Total No. of Scanned Attendees 55,157 55,828 64,857 47,125 51,288 58,172 61,083 44,451 437,961 No. of Tickets Sold 56,460 56,703 65,348 48,046 51,375 59,012 61,205 46,867 445,016 Non-NFL Base Ticket Surcharge 225,840 $ 226,812 $ 261,392 $ 192,184 $ 205,500 $ 236,048 $ 244,820 $ 187,468 $ 1,336 $ $ 1,781,400 Non-NFL Additonal Ticket Surcharge 338,760 $ 340,218 $ 392,088 $ 288,276 $ 308,250 $ 354,072 $ 367,230 $ 187,468 $ - $ $ 2,576,362 Total Ticket Surcharge 564,600 $ 567,030 $ 653,480 $ 480,460 $ 513,750 $ 590,120 $ 612,050 $ 374,936 $ 1,336 $ $ 4,357,762 No. of Non-NFL Special Events 36 36
Non-NFL Special Event Attendees 12,173 12,173
Cars Parked at Offsite Lots 4,628 5,501 6,457 5,002 4,611 5,450 6,809 4,412 - 42,870 City Offsite Parking Fee 31,054 $ 36,912 $ 44,812 $ 34,714 $ 32,000 $ 37,823 $ 47,254 $ 30,619 $ - $ $ 295,188 Stadium Public Safety Costs 635,455 $ 609,095 $ 622,877 $ 528,133 $ 517,962 $ 625,125 $ 617,499 $ 476,414 $ 6,597 $ $ 4,639,157 Less: Offsite Parking Fee Credit (31,054) $ (36,912) $ (44,812) $ (34,714) $ (32,000) $ (37,823) $ (47,254) $ (30,619) $ - $ $ (295,188) Reimbursable Public Safety Costs 604,401 $ 572,184 $ 578,065 $ 493,419 $ 485,962 $ 587,302 $ 570,244 $ 445,795 $ 6,597 $ $ 4,343,968 Amount Reimbursed 604,196 $ 572,184 $ 570,072 $ 493,419 $ 485,962 $ 587,085 $ 570,234 $ 426,035 $ 3,828 $ $ 4,313,014 Levi's® Stadium
FY 2024/25 Non-NFL Event Statistics
As of December 31, 2025
2025/26 YTD
Special Events
9 Table 4
Table 5 summarizes ticketed Non-NFL revenues and expenditures by event. There were 8 ticketed Non-NFL events held in FY 2025/26 and generated an average net revenue of $871,000 per event. The inclusion of this information is to provide a greater level of transparency and provide the overall financial results of the Non-NFL events.

Table 5
Table 6 and 7 show Non-NFL net revenue by event type and event revenue and expenses by category. For FY 2025/26, the Stadium Manager had projected Non-NFL events to 2021/22 Q3 2022/23 Q3 2023/24 Q3 2024/25 Q3 2025/26 Q3
Total Total Total Total Total
No. of Non-NFL Ticketed Events - 7 8 8 8
No. of Tickets Sold - 240,364 397,940 348,480 445,016 Non-NFL Base Ticket Surcharge - $ 961,456 $ 1,591,760 $ 1,393,920 $ 1,781,400 $ Non-NFL Additonal Ticket Surcharge (1) $ - - $ - $ - $ 2,576,362 $ Total Ticket Surcharge - $ 961,456 $ 1,591,760 $ 1,393,920 $ 4,357,762 $ No. of Non-NFL Special Events 1 56 37 51 36 Non-NFL Special Event Attendees - 22,410 18,433 22,926 12,173 Cars Parked at Offsite Lots - 35,302 38,716 37,341 42,870 City Offsite Parking Fee - $ 215,155 $ 247,937 $ 246,495 $ 295,188 $ Stadium Public Safety Costs 1,827 $ $2,529,464 3,293,398 $ 3,057,627 $ 4,639,157 $ Less: Offsite Parking Fee Credit - $ (215,155) $ (247,937) $ (246,495) $ (295,188) $ Reimbursable Public Safety Costs 1,827 $ 2,314,309 $ 3,045,461 $ 2,811,132 $ 4,343,968 $ (1) The First Amendment to Amended and Restated Lease Agreement increased the ticket surcharge to a minimum of $8 per ticket starting in FY 2025/26. The surcharge exceeding the $4 per ticket base is shown in the table as additional ticket surcharge.

Historical Non-NFL Event Statistics
Levi's® Stadium
$ In Millions
Ticketed Event Revenue Expense Net
Concert 1 4.0 $ 2.5 $ 1.5 $
Concert 2 3.6 2.4 1.2 Sporting Event 1 1.6 0.7 0.9
Concert 3 2.3 1.5 0.8
Concert 4 2.0 1.2 0.8
Concert 5 2.2 1.4 0.8
Concert 6 2.3 1.5 0.8
Sporting Event 2 0.8 0.6 0.2
Total Ticketed Non-NFL Net Revenue to Date $ 18.8 $ 11.8 $ 7.0 Levi's® Stadium
Ticketed Non-NFL Events Revenue and Expenditure Summary As of December 31, 2025
10 result in estimated net revenues of $5.3 million when the FY 2025/26 budget was adopted.

In the third quarter of FY 2025/26, ticketed events and non-ticketed special events contributed $7.0 million and $978,000 in net revenues, respectively. There was also additional interest income of $1.2 million earned on Non-NFL events cash reserves offset by $1.3 million of non-event specific other expenses.

Stadium Manager reported a net revenue of $7.8 million for the current reporting period.

This is a decrease of $2.3 million from the prior year’s Non-NFL event net revenue of $10.1 million. The main driver for the decrease in net revenue from ticketed events is the reallocation of additional ticket surcharge previously reported to Non-NFL event revenue and now allocated to the Public Safety Cost Reserve. The other factor affecting NonNFL event net revenue is related to the special events. As noted above, there were 15 fewer special events in the current reporting period when compared to the same time last year, a 30% decline. The reason for the decline in the number of events is because the stadium underwent significant upgrades in preparation for Super Bowl LX and FIFA World Cup 2026, which impacted the Stadium Manager’s ability to host as many events as the prior year.

Table 6

EVENT TYPE
No. of
Events
Net
Revenue
No. of
Events
Net
Revenue
No. of
Events
Net
Revenue
No. of
Events Net Revenue
No. of
Events
Net
Revenue
Ticketed Events
Concerts 0 - $ 6 $ 6,131,747 5 $ 5,600,578 3 $ 4,685,031 6 $ 5,890,869 Sporting events:

Football (non-NFL) 0 - 0 - 0 - 0 - 0 - Soccer 0 - 1 451,890 3 305,067 5 3,639,745 2 1,076,017 Miscellaneous events 0 - 0 - 0 - 0 - 0 - Net Revenue from Ticketed Events 0 - $ 7 6,583,637 $ 8 5,905,645 $ 8 8,324,776 $ 8 6,966,886 $ Subtotal Ticketed Events - Other Expenses (3) $ - - $ - $ - $ - $ 6 96,187 $ 56 1,998,619 $ 37 1,191,841 $ 51 2,086,969 $ 36 977,971 $ Other Operating Income(1) $ 63,987 - $ 1,712,309 $ 1,328,627 $ 1,171,797 $ Other Operating Expenses(2) $ (495,578) - $ (1,057,378) $ (1,632,901) $ (1,295,710) $ Total Non-NFL Net Revenue (3) 6 96,187 $ 63 8,150,665 $ 45 7,752,417 $ 59 10,107,471 $ 44 7,820,944 $ (1) Other Operating Income are income not attributable to a specific event. Examples are interest income and reimbursements unrelated to a specific event. (2) Other Operating Expenses are expenses not attributable to a specific event. Examples are event selling expenses, administrative expenses and miscellaneous costs. (3) Net Revenue from Non-NFL Events does not include Non-NFL Event Ticket Surcharge.

Net Revenue from Special Events (weddings,
corporate events, etc.)
Net Revenue for Non-NFL Events
by Event Type
Historical Year-to-Date through December 31, 2025
Levi's Stadium
2021/22 2022/23 2024/25 2023/24 2025/26
11 Table 7
2025/26
YTD Total
REVENUE:

Special Event Revenue 3,251,827 $
Ticket Platform Fees 6,971,921 Suite Ticket Revenue 675,554 Parking 2,884,393 Food & Beverage - Ticketed Events 5,536,799
Food & Beverage - Special Events 373,355 Miscellaneous(1) 3,946,602
Total Revenue $ 23,640,451
EXPENSE:

Public Safety/Security 7,014,503 $
Event Staff 3,853,114 Parking 2,326,342
Catering - Special Events 2,136,754
General Event Related Expenses 4,598,751
Expense Reimbursement from Event Licensee(2)
(5,405,667)
Miscellaneous(3)
1,295,710
Total Expense $ 15,819,507
Subtotal Net Revenue 7,820,944 $
TICKET SURCHARGE REVENUE:

Base Ticket Surcharge ($4/ticket) 1,781,400 $
Additional Ticket Surcharge (>$4/ticket) 2,576,362 Subtotal Ticket Surcharge $ 4,357,762 Total Net Revenue & Ticket Surcharge 12,178,706 $
TRANSFERS OF TICKET SURCHARGE REVENUE:

Transfer to Discretionary Fund 890,700 $
Transfer to Public Safety Cost Reserve 2,576,362 $
(3) Includes catered events department staff costs, non-event specific staff costs, and other expenses.

Levi's® Stadium
Non-NFL Event Results by Category
As of December 31, 2025
(2) Expenses incurred for Non-NFL events can either be the responsibility of the SCSA or the Event Licensee depending on the nature of the expense. This figure represents the total expenses incurred by the SCSA that were the responsibilty of the Event Licensee for which the SCSA has been reimbursed, net of the Event Licensee's share of ancillary revenues. (1) Includes venue rental fees, net merchandise sales, interest income, and other revenues. 12 Discretionary Fund
The Discretionary Fund is funded by revenue equal to $2 of the base Non-NFL event ticket surcharge. The eight ticketed Non-NFL event contributed $891,000 to the Discretionary Fund in the current period. This is based on the tickets sold provided by the Stadium Manager.

Table 8 shows the revenues and expenses in the Discretionary Fund for the last five years. Additional historical data can be found in the Appendix. The balance at the end of this reporting period was $1.6 million.

Table 8
Public Safety Cost Reserve
The Public Safety Cost Reserve is funded by proceeds from the additional Non-NFL ticket surcharge that exceed the $4 per ticket base ticket surcharge. During the current period, eight ticketed Non-NFL event contributed $2.6 million to the Public Safety Cost Reserve.

This is based on the tickets sold provided by the Stadium Manager.

Table 9 shows revenues in the Public Safety Cost Reserve. This is the first-year additional surcharge revenue has been collected.

Table 9
Stadium Builder Licenses
The total principal value of currently active Stadium Builder Licenses (“SBLs”) is $561.3 million and, as of December 31, 2025, 95.5% of the total principal value of all SBLs sold (i.e., $535.9 million) had been collected. Payment for the sale of SBLs are financed over 10 years.

SBL holders that finance their purchase pay an annual interest rate of 8.5% and payments Fiscal Year
Beginning
Balance Revenue Expenses Ending Balance
2021/22 2,327,832 $ - $ (18) $ 2,327,850 $
2022/23 2,327,850 639,896 1,300,051 1,667,695 2023/24 1,667,695 796,628 - 2,464,323 2024/25 2,464,323 696,960 2,446,508 714,775 2025/26 714,775 890,700 - 1,605,475 Discretionary Fund Reserve
Fiscal Year
Beginning
Balance Revenue Expenses Ending Balance
2025/26 $ - $ 2,576,362 $ - $ 2,576,362
Public Safety Cost Reserve
13 are due by March 1st each year. The majority of SBL holders make their payments on time. For those that do not pay on time, SBL service staff, working for Stadium Manager on the Stadium Authority’s behalf, contact the SBL holders and attempt to collect the full amounts owed. Ultimately, a SBL can be defaulted for non-payment. Once a SBL is defaulted, the SBL holder in default loses their right to buy season tickets as well as their priority rights to tickets to Non-NFL events, and forfeits any money they had invested in the SBL. Defaulted SBLs are then available for resale.

When SBL holders do not purchase NFL season tickets, their SBL is not defaulted, however they lose exclusive rights to their seats and their seats may be sold to another SBL holder. This results in cases where a seat may have more than one SBL associated with it and why there are currently more active SBLs than there are available SBL seats.

If the original SBL holder decides to purchase season tickets in the future, they can relocate to a new seat in the same or higher price level, subject to availability. If the relocation results in a change in price level, they need to pay for the difference between their original SBL and the new one. If they chose not to relocate, they must wait for their seat to be available again before they can purchase NFL season tickets.

There is a total of 67,495 currently active SBLs. This is a decrease of 59 from the total active SBLs at the end of the prior fiscal year (March 31, 2025). The main reasons for the decrease are due to SBL defaults offset by sale of new SBLs and the customer seat relocation program. The customer seat relocation program allows customers to trade in their SBLs in return for others in a different location as long as the total face value of the new seats is equal to or greater than the original seats.

During the current reporting period, 629 SBLs were sold for a total face value of $4.4 million. The customer seat relocation program resulted in an increase of $692,000 to the SBL face value, while netting 257 more SBLs. There were also 945 SBLs defaulted during the quarter with a face value of $5.9 million.

Additional details regarding currently active SBLs are noted in Table 10. 14 Table 10
SBL Seats
Available
SBL Seats Sold
as of 3/31/25
New SBL
Sales
Net SBL
Relocations
SBL
Defaults
SBL Seats
Sold SBL Value SBL Collected % SBL Principal Collected
100 100 - - - 100 14,082,625 $ 14,065,243 $ 99.9%
942 942 - - - 942 75,360,000 $ 74,714,566 $ 99.1%
2 2 - - - 2 80,000 $ 79,600 $ 99.5%
4,684 4,945 28 3 (41) 4,674 140,220,000 $ 135,198,671 $ 96.4% 3,083 3,475 43 7 (34) 3,099 61,980,000 $ 57,468,973 $ 92.7% 87 90 - - - 87 1,522,500 $ 1,190,279 $ 78.2%
7 7 - - - 7 105,000 $ 105,000 $ 100.0%
2,198 2,163 10 3 (37) 2,174 26,088,000 $ 24,898,608 $ 95.4% 7 7 - - - 7 70,000 $ 69,915 $ 99.9%
21,023 20,656 199 - (225) 20,997 125,982,000 $ 120,593,966 $ 95.7% 14,503 14,311 231 (20) (341) 14,373 71,865,000 $ 65,915,353 $ 91.7% 927 916 - (1) (1) 925 3,700,000 $ 3,684,157 $ 99.6%
89 88 - - - 89 267,000 $ 264,863 $ 99.2%
40 36 - - - 40 100,000 $ 99,998 $ 100.0%
19,829 18,392 118 265 (266) 19,946 39,892,000 $ 37,480,462 $ 94.0% 33 26 - - - 33 33,000 $ 32,973 $ 99.9%
66,156 67,554 629 257 (945) 67,495 $ 561,347,125 $ 535,862,627 95.5% Plus: Interest on financed SBLs $ 67,383,993
Total Principal & Interest $ 603,246,620
(1) This table does not include $39.59 million that has been collected life-to-date from defaulted SBL holders. $ 17,500
$ 1,000
$ 5,000
$ 4,000
$ 3,000
$ 2,500
$ 2,000
Total
$ 10,000
Santa Clara Stadium Authority
Currently Active Stadium Builder License (SBL) Summary (1) Through December 31, 2025
Seat Value
$ 141,392
$ 80,000
$ 40,000
$ 30,000
$ 20,000
$ 15,000
$ 12,000
$ 6,000
15 Santa Clara Stadium Authority Budget Status Reports
Operating Budget
With 75% of the fiscal year complete, total operating revenues for the third quarter of the 2025/26 Fiscal Year were $49.6 million representing 74% of the overall budget for revenues. During the current reporting period, the Stadium Authority collected $4.4 million in SBL proceeds or 85% of what was budgeted. All SBL proceeds are to be transferred to the debt service fund per applicable loan agreements. Stadium Authority also recognized $18.6 million in rent from Forty Niners SC Stadium Company, LLC (StadCo), $4.4 million in Non-NFL ticket surcharge, $4 million in Naming Rights revenue and $358,000 in sponsorship (STR) revenue all of which are expected to meet or exceed budget this fiscal year.

Total Operating expenses were $19.6 million, or 49% of the annual budget. Shared Stadium Manager expenses were at 74% of the budget, or $10.3 million of the $14 million budgeted amount and SBL Sales and Service expenses were 75% of the budget or $1.7 million. The Stadium Authority pays for all utility costs from February 1st through July 31st and the tenant (StadCo) pays for utility costs from August 1st through January 31st (Tenant Season). Therefore, utility costs are 67% of the budget for the year, or $1.2 million. The current period covers 67% (four out of the six months) that the Stadium Authority is responsible for utility costs. Lastly, Stadium Authority G&A costs were tracking below budgeted levels at $2.9 million or 39% of the budget.

Additional details are shown in Table 11.
16 Table 11
Budget to Budget to Amended(1) YTD Actual % Final YTD Actual % Budget Actuals Difference Received Budget Actuals Difference Received Beginning Fund Balance
Discretionary Fund Reserve 714,775 $ 714,775 $ - $ NA 2,464,323 $ 2,464,323 $ - $ NA Legal Contingency Reserve - Buffet Costs - - - NA 3,321,116 3,321,116 - NA Legal Contingency Reserve - Public Safety Costs - - - NA 7,324,722 7,324,722 - NA Operating Reserve 26,878,328 26,878,328 - NA 26,095,478 26,095,478 - NA Renovation/Demolition Reserve 43,771,643 43,771,643 - NA 31,440,735 31,440,735 - NA Stadium Funding Trust Reserve 3,898,514 3,898,514 - NA 3,611,041 3,611,041 - NA Unrestricted 14,643,276 14,643,276 - NA 15,915,719 15,915,719 - NA Total Beginning Fund Balance 89,906,536 $ 89,906,536 $ - $ NA 90,173,134 $ 90,173,134 $ - $ NA Revenue NFL Ticket Surcharge 15,034,000 $ 14,169,823 $ 864,177 $ 94% 14,595,000 $ 14,594,945 $ 55 $ 100% SBL Proceeds 5,156,000 4,383,219 772,781 85% 7,969,000 5,257,360 2,711,640 66% Interest 3,421,000 3,515,171 (94,171) 103% 5,435,000 4,347,665 1,087,335 80% Net Revenues from Non-NFL Events 5,300,000 - 5,300,000 0% 9,250,000 - 9,250,000 0% Naming Rights 8,065,000 3,972,751 4,092,249 49% 7,830,000 3,857,040 3,972,960 49% Sponsorship Revenue (STR) 722,000 357,757 364,243 50% 519,000 458,042 60,958 88% Rent 24,762,000 18,571,500 6,190,500 75% 24,762,000 19,946,500 4,815,500 81% Senior & Youth Program Fees 270,000 247,748 22,252 92% 279,000 278,582 418 100% Non-NFL Event Ticket Surcharge 4,356,000 4,357,922 (1,922) 100% 1,149,000 1,393,920 (244,920) 121% Non-NFL Events PSC Depreciation Reimbursement 89,000 - 89,000 0% - - - NA Other Revenue - 28,937 (28,937) NA - - - NA Total Revenue 67,175,000 $ 49,604,828 $ 17,570,172 $ 74% 71,788,000 $ 50,134,054 $ 21,653,946 $ 70% Total Source of Funds 157,081,536 $ 139,511,364 $ 17,570,172 $ 89% 161,961,134 $ 140,307,188 $ 21,653,946 $ 87% Budget to Budget to Amended(1) YTD Actual % Final YTD Actual % Budget Actuals Difference Used Budget Actuals Difference Used Expenses
Shared Stadium Manager Expenses
Stadium Operations 3,489,000 $ 2,616,801 $ 872,199 $ 75% 3,384,000 $ 2,537,962 $ 846,038 $ 75% Engineering 3,752,000 2,813,829 938,171 75% 3,935,000 2,951,408 983,592 75% Guest Services 486,000 364,218 121,782 75% 621,000 465,420 155,580 75% Groundskeeping 550,000 412,368 137,632 75% 316,000 237,366 78,634 75% Security 1,905,000 1,428,705 476,295 75% 1,602,000 1,201,249 400,751 75% Insurance 3,530,000 2,647,352 882,648 75% 3,427,000 2,570,239 856,761 75% Stadium Management Fee 277,000 1 276,999 0% 533,000 - 533,000 0% Shared Stadium Mngr Exps Subtotal 13,989,000 $ 10,283,274 $ 3,705,726 $ 74% 13,818,000 $ 9,963,644 $ 3,854,356 $ 72% Other Operating Expenses
SBL Sales and Service 2,324,000 $ 1,742,655 $ 581,345 $ 75% 2,611,000 $ 1,835,734 $ 775,266 $ 70% Buffet Costs 927,000 927,000 - 100% 900,000 891,679 8,321 99% Senior & Youth Fees (paid to City) 270,000 247,748 22,252 92% 279,000 278,582 418 100% Ground Rent (paid to City) 1,000,000 1,000,000 - 100% 1,000,000 1,000,000 - 100% Performance Rent (paid to City) 2,150,000 - 2,150,000 0% 11,450,000 - 11,450,000 0% Discretionary Fund Expense 1,250,000 - 1,250,000 0% 250,000 - 250,000 0% Utilities 1,796,000 1,197,440 598,560 67% 1,711,000 991,921 719,079 58% Use of StadCo Tenant Improvements 106,000 102,495 3,505 97% 172,000 144,311 27,689 84% Stadium Authority G&A 4,687,000 1,808,128 2,878,872 39% 4,288,000 2,133,982 2,154,018 50% Naming Rights Expense 1,724,000 1,724,318 (318) 100% 136,000 96,426 39,574 71% Other Expenses 763,000 572,853 190,147 75% 748,000 560,832 187,168 75% PSC Over Threshold 2,143,000 - 2,143,000 0% 2,312,000 - 2,312,000 0% PSC 2024 Outstanding Balance 3,294,000 - 3,294,000 0% 9,487,000 - 9,487,000 0% - 3,294,000 3,294,000 0% 6,166,000 - 6,166,000 0%
Other Operating Expenses Subtotal 25,728,000 $ 9,322,637 $ 16,405,363 $ 36% 41,510,000 $ 7,933,467 $ 33,576,533 $ 19% Total Expenses 39,717,000 $ 19,605,911 $ 20,111,089 $ 49% 55,328,000 $ 17,897,111 $ 37,430,889 $ 32% Transfers Out Debt Service 17,646,000 $ 17,645,846 $ 154 $ 100% 17,471,000 $ 17,429,874 $ 41,126 $ 100% Capital Expenditures Reserve 5,153,000 - 5,153,000 0% 4,032,000 - 4,032,000 0% CapEx Reserve - Levi's Naming Rights - - - NA 1,575,000 - 1,575,000 0% Total Transfers Out 22,799,000 $ 17,645,846 $ 5,153,154 $ 77% 23,078,000 $ 17,429,874 $ 5,648,126 $ 76% Ending Fund Balance
Discretionary Fund Reserve 354,775 $ 1,605,475 $ (1,250,700) $ NA 477,323 $ 3,161,283 $ (2,683,960) $ NA Operating Reserve 27,684,328 26,878,328 806,000 NA 26,878,478 26,095,478 783,000 NA Public Safety Cost Reserve 433,000 2,576,362 (2,143,362) NA - - - NA Renovation/Demolition Reserve 50,358,643 43,771,643 6,587,000 NA 43,772,576 31,440,735 12,331,841 NA Stadium Funding Trust Reserve 7,604,002 14,791,290 (7,187,288) NA 5,750,645 14,035,564 (8,284,919) NA Unrestricted 8,130,788 12,636,509 (4,505,721) NA 6,676,112 30,247,143 (23,571,031) NA Total Ending Fund Balance 94,565,536 $ 102,259,607 $ (7,694,071) $ NA 83,555,134 $ 104,980,203 $ (21,425,069) $ NA Total Use of Funds 157,081,536 $ 139,511,364 $ 17,570,172 $ 89% 161,961,134 $ 140,307,188 $ 21,653,946 $ 87% (1)Adjustments include previously approved budget amendments through February 24, 2026 Transfer to City General Fund from Excess Revenues
Santa Clara Stadium Authority
Operating Budget Status Report
For the Period Ending December 31, 2025 and 2024
Period Ending December 31, 2025 Period Ending December 31, 2024 17 Operating Budget – Recommended Budget Adjustments
From time to time, budget adjustments may be necessary to align revenues or expenditures to actual or unexpected activity during the course of a fiscal year, known after the adoption of the Stadium Authority Budget.

On March 11, 2025, the Stadium Authority Board adopted the Santa Clara Stadium Authority FY 2025/26 Operating, Debt Service, and Capital Budget. The following budget adjustments are recommended based on FY 2025/26 projected actuals. 1) NFL Ticket Surcharge: The Forty Niners Football Company, LLC collects a 10% ticket surcharge on the price of admission to all NFL games held at Levi’s® Stadium on behalf of the Stadium Authority. The Stadium Authority is projected to receive $1.1 million more NFL Ticket Surcharge revenue than budgeted due to higher ticket prices and more tickets sold than budgeted. Therefore, a budget adjustment of $1.1 million is needed to reflect the increase in revenue.
2) SBL Proceeds: Cash collected from annual payments from SBL holders on a payment plan and payment from sales on new SBLs and/or SBLs that were defaulted make up SBL proceeds. The Stadium Manager projects $6.7 million of SBL proceeds will be collected in the current year, $1.6 million more than the current budget due to higher re-sale activity than originally projected, therefore a budget amendment of $1.6 million is needed to reflect the increase in revenue. 3) Interest: The Stadium Authority was maintaining a higher bank balance than anticipated over the first three quarters of the fiscal year since spending on CapEx projects has been lower than budgeted and bank interest rates were higher than projected. The Stadium Authority projects $5 million in interest revenue, $1.6 million more than budgeted. A budget amendment of $1.6 million is needed to reflect the increase in revenue.
4) Net Revenues from Non-NFL Events: The Stadium Manager is responsible for booking and scheduling all Non-NFL events on behalf of the Stadium Authority. As required by the Stadium Management Agreement, Stadium Manager is also required to maintain complete and accurate books and records related to the net income from Non-NFL events. The Stadium Manager projects $6.2 million of net revenue from Non-NFL events will be collected, $922,000 more than the current budget, therefore, a budget amendment of $922,000 is needed to reflect the increase in revenue.
5) Senior and Youth Program Fees Revenue: Super Bowl LX was held at Levi’s Stadium resulting in the collection of additional Senior and Youth Program Fees (based on $0.40 per ticket up to the maximum of $300,000). It is projected that the Stadium Authority will collect $300,000 of Senior and Youth Program Fees which is $30,000 higher than budget. A budget amendment is needed to reflect the increase in revenue.
18 6) Shared Stadium Manager Expenses-Stadium Operations: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Stadium Operation expenses are anticipated to be lower than budgeted due to cost savings.

A budget adjustment is needed to reflect the decrease in Stadium Operations expense of $350,000.
7) Shared Stadium Manager Expenses-Engineering: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Engineering expenses are anticipated to be higher than budgeted due to increased personnel and maintenance costs. A budget adjustment is needed to reflect the increase in Engineering expense of $300,000.
8) Shared Stadium Manager Expenses-Guest Services: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Guest Services expenses are anticipated to be lower than budgeted due to cost savings.

A budget adjustment is needed to reflect the decrease in Guest Services expense of $10,000.
9) Shared Stadium Manager Expenses-Groundskeeping: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Groundskeeping expenses are anticipated to be lower than budgeted, primarily driven by only one field replacement needed in FY 2025/26. A budget adjustment is needed to reflect the decrease in Groundskeeping expense of $150,000. 10) Shared Stadium Manager Expenses-Security: Based on information provided by the Stadium Manager, projected actuals for FY 2025/26 Security expenses are anticipated to be higher than budgeted, primarily driven by stadium security enhancements. A budget adjustment is needed to reflect the increase in Security expense of $180,000.
11) Buffet Costs: In FY 2025/26, the complimentary buffet cost due to StadCo totals $927,000 for the NFL season or $92,700 per NFL game. The Stadium Authority has the option to request StadCo to track buffet expenses and provide detailed accounting records at the Stadium Authority’s expense. This fee is calculated at 5% of the annual buffet cost. The Stadium Authority has elected this service for FY 2025/26, therefore, a budget amendment of $47,000 is needed to reflect the additional cost for the buffet accounting fee.
12) Senior and Youth Program Fees (paid to the City): Super Bowl LX was held at Levi’s Stadium resulting in the collection of additional Senior and Youth Program Fees (based on $0.40 per ticket up to the maximum of $300,000). It is projected that the Stadium Authority will collect $300,000 of Senior and Youth Program Fees which is $30,000 higher than budget. A budget amendment is needed to reflect the increase in the payment to the City’s General Fund by $30,000. 13) Performance Rent: The Performance-Based rent owed to the City is described in 19 the Ground Lease and the Amended and Restated Stadium Lease. As outlined in the agreements, the City can receive Performance-Based rent for each Lease Year equal to 50% of net revenue from Non-NFL events less the sum of the Performance-Based Rent Credits. Performance-Based Rent was budgeted at $2.2 million for FY 2025/26. Non-NFL event net revenue is projected to be higher than budgeted resulting in an increase to Performance-Based rent owed to the City of $461,000. Therefore, a budget amendment of $461,000 is needed to reflect this increase.
14) Public Safety Cost (PSC) Over Threshold: Due to the 2024 Settlement Agreement, the public safety cost threshold in FY 2025/26 will equal $374,400 per game.

Based on projected actual NFL public safety costs, it is estimated that the public safety costs over the threshold will total $2,560,000, which is $417,000 more than the current budget. This amount will be paid with the public safety cost reserve so that there are no impacts to the Performance Based Rent paid to the City. A budget adjustment of $417,000 is needed to reflect the payment of PSC over threshold totaling $2,560,000.
15) PSC 2024 Outstanding Balance: As part of the 2024 Settlement Agreement, public safety costs over the threshold for FY 2017/18 to FY 2023/24 amounting to approximately $14.8 million were redefined as “PSC 2024 Outstanding Balance.” Based on projected revenues and expenses, it is anticipated that $4.9 million will be available to pay down the PSC 2024 Outstanding Balance. This represents $1.6 million more in excess revenues than is currently in budget. Therefore, a budget adjustment of $1.6 million is needed to reflect the payment toward the PSC 2024 Outstanding Balance.
16) Transfer to City General Fund from Excess Revenues: Under the 2024 Settlement Agreement the terms of the Stadium Lease has been amended, restructuring the distribution of excess revenues originally to be deposited to the Renovation/Demolition Reserve to instead allocate 25% to the City’s General Fund.

The transfer of $3.3 million in excess revenues to the City’s General Fund is budgeted for FY 2025/26. Based on projected actuals, $4.9 million is expected to be transferred to the City’s General Fund. Therefore, a budget amendment of $1.6 million is needed to reflect the increased payment.
17) Ending Fund Balance - Public Safety Cost Reserve: Due to the 2024 Settlement Agreement, the public safety cost threshold in FY 2025/26 is $374,400 per game.

Based on projected actual NFL public safety costs, it is estimated that the public safety costs over the threshold will be $417,000 more than the current budget. This amount will be paid with the public safety cost reserve so that there are no impacts to the Performance Based Rent paid to the City. A budget adjustment of $417,000 is needed to reflect the decrease to the Public Safety Cost Reserve. 18) Ending Fund Balance – Renovation/Demolition Reserve: Due to the 2024 Settlement Agreement, excess revenues that would fund the renovation/ demolition reserve will 20 receive 50% of the remaining revenues. Of the remaining 50%, half will go toward paying off the PSC 2024 Outstanding Balance, and the other half will be distributed to the City’s General Fund. Based on anticipated excess revenues, the Ending Fund Balance – Renovation/Demolition Reserve is expected to be $53.6 million, an increase of $3.2 million from budget. Therefore, a budget amendment of $3.2 million is needed to reflect the increase in the Ending Fund Balance Renovation/Demolition Reserve.
19) Ending Fund Balance – Stadium Funding Trust Reserve: The Stadium Funding Trust Reserve is required to have sufficient funds to cover the stadium’s operating and maintenance expenses for the first three months of the following fiscal year. Based on projected expenses for the first three months of FY 2026/27 the Ending Fund Balance – Stadium Funding Trust Reserve is anticipated to increase by $199,000 therefore, a $199,000 budget amendment is needed to reflect the increase in the reserve.
20) Ending Fund Balance - Unrestricted: The Ending Fund Balance – Unrestricted is anticipated to decrease by $1.9 million due to the actions taken above. A budget amendment of $1.9 million is needed to reflect the decrease in the Ending Fund Balance – Unrestricted.

Additional details are shown in Table 12
Table 12
Santa Clara Stadium Authority
2025/26 Operating Budget Adjustment
Item
#
Line Item Source of
Funds
Use of
Funds
Explanation
1 NFL Ticket Surcharge $1,089,000 This action increases the Operating Budget for NFL
Ticket Surcharge
Revenue due to higher
ticket sales than
projected.
2 SBL Proceeds $1,591,000 This action increases the
Operating Budget for SBL
Proceeds due to higher
SBL resale activity than
anticipated.
3 Interest $1,607,000 This action increases the
Operating Budget for
Interest Revenue due to
higher bank balances and
interest rates than
expected.
4 Net Revenues from NonNFL Events$922,000 This action increases the Operating Budget for Net
21 Revenues from Non-NFL
Events because of
greater Non-NFL Event
activity than budgeted by
the Stadium Manager.
5 Senior and Youth Fees $30,000 This action increases the Operating Budget for the
Senior and Youth
Program Fees due to
additional collections from
Super Bowl LX.
6 Shared Stadium Manager
Expenses – Stadium
Operations
($350,000) This action decreases the
Operating Budget for the
Shared Stadium Manager
Expenses - Stadium
Operations due to lower
anticipated expenses
than budgeted.
7 Shared Stadium Manager
Expenses – Engineering
$300,000 This action increases the
Operating Budget for the
Shared Stadium Manager
Expenses - Engineering
due to higher anticipated
expenses than budgeted.
8 Shared Stadium Manager
Expenses – Guest
Services
($10,000) This action decreases the
Operating Budget for the
Shared Stadium Manager
Expenses – Guest
Services due to lower
anticipated expenses
than budgeted
9 Shared Stadium Manager
Expenses – Grounds
Keeping
($150,000) This action decreases the
Operating Budget for the
Shared Stadium Manager
Expenses – Grounds
Keeping due to lower
anticipated expenses
than budgeted
10 Shared Stadium Manager
Expenses – Security
$180,000 This action increases the
Operating Budget for the
Shared Stadium Manager
Expenses - Security due
to higher anticipated
expenses than budgeted
11 Buffet Costs $47,000 This action increases the
Operating Budget for
Buffet Costs. Buffet costs
are anticipated to be
higher due to the buffet
accounting fee.
12 Senior and Youth Fees
(paid to the City)
$30,000 This action increases the
Operating Budget for the
22 Senior and Youth
Program Fees due to
additional collections from
Super Bowl LX.
13 Performance Rent (paid to
the City)
$461,000 This action increases the
Operating Budget for
Performance Rent due to
higher projected net NonNFL Event Revenues
than budgeted.
14 PSC Over Threshold $417,000 This action increases the Operating Budget for
PSC Over Threshold
estimated for FY 2025/26.
15 PSC 2024 Outstanding
Balance
$1,606,000 This action increases the
Operating Budget for
PSC 2024 Outstanding
Balance from anticipated
additional excess
revenues.
16 Transfer to City General
Fund from Excess
Revenues
$1,606,000 This action increases the
Operating Budget for the
Transfer to City General
Fund from anticipated
additional excess
revenues.
17 Ending Fund Balance –
Public Safety Cost
Reserve
($417,000) This action decreases the
Public Safety Cost
Reserve balance for PSC
Over Threshold estimated
for FY 2025/26.
18 Ending Fund Balance –
Reno/Demo Reserve
$3,212,000 This action increases the
Reno/Demo Reserve
balance from anticipated
excess revenues.
19 Ending Fund Balance –
Stadium Funding Trust
Reserve
$199,000 This action increases the
Stadium Funding Trust
Reserve due to the
requirement to fund the
reserve to cover the first
three months of O&M
expenses in the following
Fiscal Year.
20 Ending Fund Balance –
Unrestricted
($1,892,000) This action decreases the
Unrestricted Ending Fund
Balance to offset all the
actions taken above.

Total $5,239,000 $5,239,000
23 Debt Service Budget
The Stadium Authority’s FY 2025/26 debt service revenue budget of $3.6 million represents anticipated contributions from the Community Facilities District (CFD). The CFD levies and collects a special hotel tax on hotel rooms within the CFD. All collections from the special CFD hotel taxes are contributed to Stadium Authority to pay down the CFD Advance. The CFD Advance is payable solely from amounts received by the Stadium Authority from the CFD. During the first three quarters, $2.7 million was contributed by the CFD, or 74% of the annual budget. Of this amount, $2.7 million was collected and used to pay down the CFD Advance.

Total Stadium Authority debt service expenses for the current reporting period were $17.5 million, or 85% of the budgeted amount. The debt service expenses for the CFD Advance and the Term A Loan were $2.7 million and $14.8 million, respectively.

As of December 31, 2025, the total outstanding amount of Stadium Authority debt had declined to $210.2 million. This is a reduction in principal of $9.4 million from the March 31, 2025 outstanding debt amount of $219.6 million.

Additional details are shown in Tables 13 and 14 and Chart 1. 24 Table 13
Budget to Budget to
Amended(1) YTD Actual % Final YTD Actual %
Budget Actuals Difference Received Budget Actuals Difference Received Beginning Fund Balance
Required Debt Service Reserve 11,536,235 $ 11,536,235 $ - $ NA 11,536,235 $ 11,536,235 $ - $ NA Debt Service Reserve 8,706,100 8,706,100 - NA 8,122,980 8,122,980 - NA Total Beginning Fund Balance 20,242,335 $ 20,242,335 $ - $ NA 19,659,215 $ 19,659,215 $ - $ NA Revenue
Contribution from CFD 3,605,000 $ 2,673,842 $ 931,158 $ 74% 3,457,000 $ 2,454,522 $ 1,002,478 $ 71% Total Revenues 3,605,000 $ 2,673,842 $ 931,158 $ 74% 3,457,000 $ 2,454,522 $ 1,002,478 $ 71% Transfers In
Transfers In from Operating 17,646,000 $ 17,645,846 $ 154 $ 100% 17,471,000 $ 17,429,874 $ 41,126 $ 100% Total Transfers In 17,646,000 $ 17,645,846 $ 154 $ 100% 17,471,000 $ 17,429,874 $ 41,126 $ 100% Total Source of Funds 41,493,335 $ 40,562,024 $ 931,311 $ 98% 40,587,215 $ 39,543,611 $ 1,043,604 $ 97% Budget to Budget to
Amended(1) YTD Actual Final YTD Actual
Budget Actuals Difference % Used Budget Actuals Difference % Used Expenses
CFD Advance 3,565,000 $ 2,682,825 $ 882,175 $ 75% 3,429,000 $ 2,570,174 $ 858,826 $ 75% Term A Loan 17,080,000 14,768,778 2,311,222 86% 16,933,000 14,524,510 2,408,490 86% Total Expenses 20,645,000 $ 17,451,603 $ 3,193,397 $ 85% 20,362,000 $ 17,094,683 $ 3,267,317 $ 84% Ending Fund Balance
Required Debt Service Reserve 11,536,235 $ 11,536,235 $ - $ NA 11,536,235 $ 11,536,235 $ - $ NA Debt Service Reserve 9,312,100 11,574,186 (2,262,086) NA 8,688,980 10,912,692 (2,223,712) NA Total Ending Fund Balance 20,848,335 $ 23,110,421 $ (2,262,086) $ NA 20,225,215 $ 22,448,927 $ (2,223,712) $ NA Total Use of Funds 41,493,335 $ 40,562,024 $ 931,311 $ 98% 40,587,215 $ 39,543,611 $ 1,043,604 $ 97% (1)Adjustments include previously approved budget amendments through February 24, 2026 Debt Service Budget Status Report
For the Period Ending December 31, 2025 and 2024
Period Ending December 31, 2024
Santa Clara Stadium Authority
Period Ending December 31, 2025
25 Table 14
Chart 1
Type of Indebtedness Interest Rates
Outstanding as of
March 31, 2025 Net Change
Outstanding as of
December 31, 2025
Stadium Funding Trust Loan:

Term A Loan 5.00% $ 192,656,344 $ (7,838,094) $ 184,818,249 StadCo CFD Advance 5.73% 26,952,920 (1,543,411) 25,409,509 Total $ 219,609,263 $ (9,381,505) $ 210,227,759
Period Ending December 31, 2025
Santa Clara Stadium Authority
Debt Summary Report
$-
$100
$200
$300
$400
$500
$600
$700
Mar 2012 Mar 2013 Mar 2014 Mar 2015 Mar 2016 Mar 2017 Mar 2018 Mar 2019 Mar 2020 Mar 2021 Mar 2022 Mar 2023 Mar 2024 Mar 2025 Dec 2025 Total Outstanding Debt (in millions)
Construction Loan StadCo Agency Advance Term B Loan Term A Loan StadCo CFD Advance StadCo Subordinated Loan $41.1
$396.1
$653.4
$561.6
$464.7
$429.8
$382.7
$325.3 $340.2
$296.8 $280.3
$245.3 $228.7 $219.6 $210.2
■ ■ ■ ■ ■ ■
26 Capital Expense (CapEx) Budget
As part of the Capital Expense (“CapEx”) Plan, the following projects have been completed as of the current reporting period:
 Lightweight Chemical Detector (LCD) 4.0
 Radio Batteries
The following projects were underway during the current reporting period:
 Concrete Replacements
 Expansion / Waterproofing / Caulk Joint Replacements - Phase 2  IT Replacement of End of Life Network Equipment
 Kawasaki ATVs and Kimtek Pump Module
 Levi’s® Naming Rights Signage Refurbishment
 Lighting System - Controls System
 Lighting Systems – Fixture Replacement of Major Outdoor Lighting/LED Retrofit  Plumbing - Boilers
 Replacement of End of Life Network Equipment
 Secure Law Enforcement Resource Area
The CapEx Budget increased from $18.6 million to $21.9 million in the current reporting period. A total of $8.4 million has been spent during the first three quarters of FY 2025/26, which amounts to 39% of the budget. The main reason that this is below budget is due to the timing of activity for Capital Expenditure projects. There has also been no activity on warranty work which makes up 7% of the CapEx Budget.

Additional details are shown below in Table 15.
27 Table 15
Budget to Budget to
Amended(1) YTD Actual % Final YTD Actual %
Budget Actuals Difference Received Budget Actuals Difference Received Beginning Fund Balance 17,278,221 $ 17,278,221 $ - $ NA 19,862,834 $ 19,862,834 $ - $ NA Revenue
Other Revenue 797,607 $ 535,614 $ 261,993 $ 67% - $ - $ - $ NA Total Revenue 797,607 $ 535,614 $ 261,993 $ 67% - $ - $ - $ NA Transfers In
Transfers In from Operating 5,153,000 $ - $ 5,153,000 $ 0% 4,032,000 $ - $ 4,032,000 $ 0% Transfers In from Operating - Levi's Naming Rights - - - NA 1,575,000 - 1,575,000 0% Total Transfers In 5,153,000 $ - $ 5,153,000 $ 0% 5,607,000 $ - $ 5,607,000 $ 0% Total Source of Funds 23,228,828 $ 17,813,835 $ 5,414,993 $ 77% 25,469,834 $ 19,862,834 $ 5,607,000 $ 78% Budget to Budget to
Amended(1) YTD Actual Final YTD Actual
Budget Actuals Difference % Used Budget Actuals Difference % Used Expenses
Construction 15,673,379 $ 7,968,531 $ 7,704,848 $ 51% 15,697,725 $ 2,054,854 $ 13,642,871 $ 13% Equipment 3,860,848 467,530 3,393,318 12% 5,943,000 3,087,754 2,855,246 52% Contingency & Misc 813,000 - 813,000 0% 973,000 - 973,000 0% Stadium Warranty Related Construction 1,528,000 - 1,528,000 0% 1,528,000 - 1,528,000 0% Total Expenses 21,875,227 $ 8,436,061 $ 13,439,166 $ 39% 24,141,725 $ 5,142,608 $ 18,999,117 $ 21% Ending Fund Balance 1,353,601 $ 9,377,773 $ (8,024,172) $ NA 1,328,109 $ 14,720,226 $ (13,392,117) $ NA Total Use of Funds 23,228,828 $ 17,813,835 $ 5,414,993 $ 77% 25,469,834 $ 19,862,834 $ 5,607,000 $ 78% (1)Adjustments include previously approved budget amendments through February 24, 2026 CapEx Budget Status Report
For the Period Ending December 31, 2025 and 2024
Period Ending December 31, 2024
Santa Clara Stadium Authority
Period Ending December 31, 2025
28 CapEx Budget – Recommended Budget Adjustments
From time to time, budget adjustments may be necessary to align revenues or expenditures to actual or unexpected activity during the course of a fiscal year, known after the adoption of the Stadium Authority Budget. The budget amendments recommended in this report include CapEx projects that requires a budget amendment due to unanticipated costs. 1) Livescan Equipment: This project funds the purchase of a new monitor and hardware for fingerprinting equipment at the stadium’s temporary holding facility.

The upgraded system is necessary to be compatible with the Santa Clara County’s updated booking system. The total project cost, including applicable sales tax, is $17,000. Staff is requesting a budget amendment to increase the project allocation from $15,000 to $17,000, an increase of $2,000, to fully fund the purchase. 2) Kawasaki ATVs and Kimtek Pump Module: This project replaces two John Deere Gators (utility vehicles) purchased in 2015 that are at the end of the 10-year useful life. The fire pump module will provide fire suppression capabilities for parking lot vehicles. Due to unanticipated costs associated with upgrading the ATV springs to safely support the added weight of the installed water tank and pump, staff is requesting approval to reallocate $500 from the existing Kawasaki ATV project budget to the Kawasaki ATV with Kimtek Pump Module project. 3) Ending Fund Balance: The Ending Fund Balance is anticipated to decrease by $2,000 due to the actions taken above. A budget amendment of $2,000 is needed to reflect the decrease in the Ending Fund Balance – Unrestricted.

29 Santa Clara Stadium Authority
2025/26 CIP Budget Adjustment
Item
#
Line Item Source of Funds Use of Funds Explanation
1 Livescan Equipment $2,000 This action increases the
Capital Expenditure
Budget by $2,000 due to
unanticipated costs.
2 Kawasaki ATVs and
Kimtek Pump Module
$500 This action increases the
Capital Expenditure
Budget by $500
reallocating funds from
Kawasaki ATV to
Kawasaki ATVs and
Kimtek Pump Module due
to unanticipated costs.
2 Kawasaki ATV ($500) This action decreases the
Capital Expenditure
Budget by $500,
reallocating funds from
Kawasaki ATV to
Kawasaki ATVs and
Kimtek Pump Module due
to unanticipated costs.
3 Ending Fund Balance ($2,000) This action decreases the Capital Expenditure
Budget by $2,000 to offset
action taken for the
Livescan Equipment.
30 City of Santa Clara Net General Fund Impact
During the current reporting period there was a total of $1.9 million that was contributed to the General Fund as shown in Table 16. This section of the report also provides information on General Fund revenue and expenditure impacts resulting from the stadium.

Table 16
Public Safety and Administrative Cost Reimbursement
As described in earlier sections of this report, costs incurred by the City on NFL and NonNFL events are tracked and billed to the Stadium Manager. Reimbursement is monitored and included in this report. In the current reporting period, public safety costs incurred in support of NFL and Non-NFL events held at Levi’s® Stadium totaled $5.5 million and $4.6 million, respectively. The reimbursements come from a combination of payments from the Stadium Manager and the offsite parking fees that were collected. As of the report date, the City has received $2.8 million in NFL and $4.3 million in Non-NFL public safety reimbursements from the Stadium Manager.

The current balance of the Public Safety Costs (PSC) 2024 Outstanding Balance is $5.3 million and is projected to be paid through excess revenues. It is currently estimated that the PSC 2024 Outstanding Balance will be paid off by FY 2026/27. See the Glossary for more information on this balance.

In addition to public safety costs, administrative costs are also tracked and billed to the Stadium Authority. These include the cost of providing overall stadium management, financial, human resource, legal, and other services to the Stadium Authority. In the third quarter of FY 2025/26, a total of $1.4 million of administrative staff costs were incurred by the General Fund, which have been reimbursed to the City.

Ground Rent 1,000,000 $
Senior and Youth Fee 247,748 Tasman Parking Lot 15,150 Sales Tax 676,562 $ 1,939,460
City of Santa Clara
Net General Fund Impact
For Stadium Authority
Total Net General Fund Impact
Period Ending December 31, 2025
31 Rents and Senior and Youth Fee
As noted above, the City’s General Fund collected ground rent of $1 million. Additionally, the Senior and Youth Fee generated $248,000, of which the entire amount has been forwarded to the City in support of senior and youth programs. See the Glossary for more information on these revenues and how they are calculated.

Other Revenue Impacts
General Fund sales tax, property tax, and transient occupancy tax (TOT) collections have benefited from the direct and indirect economic activity related to stadium events.

Food and beverage concession sales and merchandise sales at Levi’s® Stadium are taxable, resulting in sales tax revenue for the City. The last quarter of sales tax collections from Levi’s® Stadium transactions generated $677,000 for the City’s General Fund. In addition to the direct sellers at the Stadium, other businesses in Santa Clara are benefiting from the influx of people coming to attend one or more events at Levi’s® Stadium, resulting in potentially more sales tax collections for the General Fund.

In accordance with State Law, StadCo must pay possessory interest property tax based on their lease of Levi’s® Stadium from the Stadium Authority. This revenue is collected by the county and placed into the Redevelopment Property Tax Trust Fund (RPTTF).

Amounts remaining in the RPTTF after paying any enforceable obligations of the Successor Agency are distributed to taxing entities in the same proportion as secured property taxes. The City’s proportion is approximately 10%.

Many stadium events bring travelers to the region, resulting in hotel stays which generate TOT collections for the City’s General Fund. Although it is impossible to say exactly what portion of the City’s TOT collections is due to the stadium, it is clear that hotels both inside and outside the City have benefited, resulting in increases in TOT collections in Santa Clara and our neighboring cities.
32 Glossary
This section of the report provides details behind key terms that are used in the body of this report.

Discretionary Fund – This is funded by $2 of the base Non-NFL ticket surcharge and has been used to cover NFL public safety costs above the public safety cost threshold and other items at the Stadium Authority’s discretion. It is anticipated that the discretionary fund will continue to cover NFL public safety costs above the threshold. Stadium Authority may transfer up to half of the balance of the Discretionary Fund over $1.0 million from the Discretionary Fund to the City’s General Fund if (1) adequate provision has been made for the replacement of and upgrades to capital improvements contemplated under the Public Safety Plan and (2) an equal amount is transferred from the Discretionary Fund to Stadium Authority’s operating fund to be included as Stadium Authority Revenue.

Ground Lease – The Ground Lease Agreement has an initial term of 40 years commencing on the date of substantial completion which was July 31, 2014. The amount of annual base ground rent that is payable by the Stadium Authority to the City is noted in the Table 17.
33 Table 17
Net Non-NFL Event Revenue – Net Non-NFL event revenue is remitted by Stadium Manager to the Stadium Authority on a yearly basis. This is done annually because the final reconciliation of the Non-NFL event revenues and expenses does not occur until after the conclusion of each fiscal year.

NFL Ticket Surcharge – The Amended and Restated Non-Relocation Agreement states that the Team will collect a 10% NFL ticket surcharge on the price of admission to all NFL games on behalf of Stadium Authority during the Surcharge Term which currently ends the last day of the 25th lease year or March 31, 2039
Lease Year Fiscal Year
Annual Fixed
Ground Rent
Cumulative
Total
1 2014/15 180,000 $ 180,000 $
2 2015/16 215,000 $ 395,000 $
3 2016/17 250,000 $ 645,000 $
4 2017/18 285,000 $ 930,000 $
5 2018/19 320,000 $ 1,250,000 $
6 2019/20 355,000 $ 1,605,000 $
7 2020/21 390,000 $ 1,995,000 $
8 2021/22 425,000 $ 2,420,000 $
9 2022/23 460,000 $ 2,880,000 $
10 2023/24 495,000 $ 3,375,000 $
11 2024/25 1,000,000 $ 4,375,000 $
12 2025/26 1,000,000 $ 5,375,000 $
13 2026/27 1,000,000 $ 6,375,000 $
14 2027/28 1,000,000 $ 7,375,000 $
15 2028/29 1,000,000 $ 8,375,000 $
16 2029/30 1,100,000 $ 9,475,000 $
17 2030/31 1,100,000 $ 10,575,000 $
18 2031/32 1,100,000 $ 11,675,000 $
19 2032/33 1,100,000 $ 12,775,000 $
20 2033/34 1,100,000 $ 13,875,000 $
21 2034/35 1,200,000 $ 15,075,000 $
22 2035/36 1,200,000 $ 16,275,000 $
23 2036/37 1,200,000 $ 17,475,000 $
24 2037/38 1,200,000 $ 18,675,000 $
25 2038/39 1,200,000 $ 19,875,000 $
26 2039/40 1,300,000 $ 21,175,000 $
27 2040/41 1,300,000 $ 22,475,000 $
28 2041/42 1,300,000 $ 23,775,000 $
29 2042/43 1,300,000 $ 25,075,000 $
30 2043/44 1,300,000 $ 26,375,000 $
31 2044/45 1,400,000 $ 27,775,000 $
32 2045/46 1,400,000 $ 29,175,000 $
33 2046/47 1,400,000 $ 30,575,000 $
34 2047/48 1,400,000 $ 31,975,000 $
35 2048/49 1,400,000 $ 33,375,000 $
36 2049/50 1,500,000 $ 34,875,000 $
37 2050/51 1,500,000 $ 36,375,000 $
38 2051/52 1,500,000 $ 37,875,000 $
39 2052/53 1,500,000 $ 39,375,000 $
40 2053/54 1,500,000 $ 40,875,000 $
34 Non-NFL Event Ticket Surcharge – The Amended and Restated Stadium Lease Agreement requires that the promoter or sponsor of any Non-NFL event collect a NonNFL event ticket surcharge of $4 per ticket. The Lease Agreement sets aside one-half of the base Non-NFL event ticket surcharge for stadium operating and maintenance costs and one-half for discretionary expenses of the Stadium Authority. The First Amendment to Amended and Restated Lease Agreement increased the ticket surcharge to a minimum of $8 per ticket starting in FY 2025/26 a $1 escalator in FY 2028/29 and every four years thereafter on behalf of Stadium Authority. One-half of the $4 base surcharge that is paid to Stadium Authority covers general stadium operations and the other half funds the Stadium Authority Discretionary Fund. The additional proceeds exceeding the $4 base surcharge will be deposited to the Public Safety Cost Reserve to be used to pay public safety costs exceeding the threshold.

Offsite Parking Fees – Parking lot operators who wish to operate a parking lot for sports or entertainment venues are required to go through the City’s permitting process. If approved, per the City’s Municipal Fee Schedule, these operators remit an offsite parking fee for each car that is parked for sports or entertainment events. This fee is designed to recover the public safety costs associated with these permitted offsite parking lots.

Therefore, when invoicing for NFL or Non-NFL public safety costs for a particular event held at Levi’s® Stadium, the offsite parking fee that is collected for said event partly offsets the total public safety costs owed for that event. In the City’s FY 2025/26 (July 1, 2025 through June 30, 2026) the offsite parking fee is $6.94.

Performance-Based Rent – Stadium Authority pays the City performance-based rent on top of the fixed ground rent. After the completion of the fiscal year, net income from NonNFL events are calculated and reported to Stadium Authority by Stadium Manager. With the finalized Non-NFL events report, Stadium Authority calculates the performance-based rent to be remitted to the City during July following the Stadium Authority’s fiscal yearend. The basic calculation for the performance-based rent is 50% of the net income from Non-NFL events for any given lease year less the sum of Performance-Based Rent Credits. The Performance-Based Rent Credits include (1) 50% of the fixed ground rent for the current lease year, (2) the amount, if any, that the Public Safety Costs exceed the Public Safety Cost Threshold for the current lease year, (3) following the Tax Allocation Termination Date, the amount of Received Possessory Interest Tax (PIT), and (4) the amount of any credit for Disproportionate Taxes for the current lease year.

Public Safety Costs – For each NFL and Non-NFL event held at Levi’s® Stadium, a public safety plan is developed and implemented. Multiple City departments provide staffing, materials, and supplies to support the public safety plan. Services are provided through a combination of City staff, contracts with other agencies (e.g. California Highway Patrol, County Sheriff’s Office, and City of Sunnyvale) and some vendor provided services.
35 The Amended and Restated Stadium Lease Agreement section 7.5 states that the tenant is responsible for reimbursing the City for the public safety costs attributed to NFL events at Levi’s® Stadium. Additionally, Article 5 of the Stadium Management Agreement notes that the Stadium Manager is responsible for paying Non-NFL event expenses on behalf of the Stadium Authority. Therefore, the cost of providing public safety services are tracked through the City’s financial system and invoices are sent to the Stadium Manager.

All of these costs are reimbursed to the City of Santa Clara.

Public Safety Costs (PSC) 2024 Outstanding Balance: As part of the 2024 Settlement Agreement, public safety costs over the threshold for FY 2017/18 to FY 2023/24 would not be treated as Credited Public Safety Costs and therefore would not affect the calculation of Performance Based Rent. Instead, these costs amounting to approximately $14.8 million have been redefined as “PSC 2024 Outstanding Balance” which would be paid from a legal contingency reserve and future excess revenues until paid off.

Table 18
Public Safety Costs Over Threshold: As of the 2024/25 lease year, the public safety cost threshold will equal $360,000 per game. For lease year 2025/26 and each lease year thereafter the threshold will increase by 4%. Public safety costs incurred above the annual threshold will be repaid over time with additional proceeds from the Non-NFL event ticket surcharge and the discretionary fund. The threshold for the current lease year is $374,400.

Senior and Youth Program Fees – During the lease terms, StadCo collects City of Santa Clara Senior and Youth Program Fees on behalf of Stadium Authority. As of FY 2024/25 the fee was $0.40 per NFL game ticket up to a maximum of $300,000 per lease year.

Every ten lease years the fee will increase by $0.05 in conjunction with the maximum amount increasing by an additional $50,000.

Fiscal Year
Outstanding
Balance
Actual/Projected
Payments
Remaining
Balance
2023/24 14,786,346 $ - $ 14,786,346 $
2024/25 14,786,346 $ 9,486,570 $ 5,299,776 $
2025/26 5,299,776 $ 4,879,000 $ 420,776 $
PSC 2024 Outstanding Balance
36 Stadium Management Fee – The Stadium Manager receives an annual base management fee to manage Levi’s® Stadium. The fee was $400,000 in the first lease year and increases by 3% annually as detailed in the table below. This annual base management fee is split 50/50 between StadCo and the Stadium Authority since the Stadium Manager manages the stadium year-round for both entities. In addition to the base management fee, the Stadium Manager also receives a stadium marketing and booking fee (incentive fee) which is based on a percentage of the amount that the net income from Non-NFL events exceeds the marketing and booking fee benchmark. The marketing and booking fee benchmark was $5 million in the first lease year and also increases by 3% annually as detailed in the table below. The annual stadium management fee for each of the first ten lease years are noted in the Table 19 below.

Table 19
Fiscal Year
Lease
Year
Annual Base
Stadium
Management
Fee (SCSA
Share)
Stadium
Marketing
and Booking
Fee
Benchmark
Net Income
from NonNFL Events
1st Tier -
paid at 10%
Fee
Additional
Stadium
Marketing and
Booking Fee
10% 1st Tier
2nd Tier -
paid at
15% Fee
Additional
Stadium
Marketing and
Booking Fee
15% 2nd Tier
Total Stadium
Management
Fee
2014/15 1 200,000 $ 5,000,000 $ 5,207,553 $ 10,378 $ - $ 210,378 $ 2015/16 2 206,000 5,150,000 6,079,016 46,451 - 252,451 2016/17 3 212,180 5,304,500 5,316,894 620 - 212,800 2017/18 4 218,545 5,463,635 5,163,329 2,000,000 - 4,000,000 - 218,545 2018/19 5 225,102 5,627,544 18,591 2,060,000 - 4,120,000 - 225,102 2019/20 6 231,855 5,796,370 (2,741,014) 2,121,800 - 4,243,600 - 231,855 2020/21 7 238,810 5,970,261 (476,960) 2,185,454 - 4,370,908 - 238,810 2021/22 8 245,975 6,149,369 (288,741) 2,251,018 - 4,502,035 - 245,975 2022/23 9 253,354 6,333,850 8,809,167 2,318,548 231,855 4,637,096 23,515 508,724 2023/24 10 260,955 6,523,866 8,266,685 2,388,105 174,282 4,776,209 - 435,237 2024/25 11 268,783 6,719,582 10,163,814 2,459,748 245,975 4,919,495 147,673 662,430 2025/26 (1) 12 276,847 6,921,169 6,222,000 2,533,540 - 5,067,080 - 276,847 2026/27 13 285,152 7,128,804 (1) Net income from Non-NFL events for FY2025/26 is projected.

To be determined
37 Appendix
This section of the report provides additional historical data for the tables referenced in the body of this report.

Table 20
2014/15 Q3 2015/16 Q3 2016/17 Q3 2017/18 Q3 2018/19 Q3 2019/20 Q3 2020/21 Q3 Total Total Total Total Total Total Total
No. of NFL Events 10 9 9 10 10 10 - No. of Tickets Sold 682,095 602,268 588,794 643,189 651,237 662,731 - NFL Ticket Surcharge 8,366,290 $ 7,448,271 $ 7,403,778 $ 7,806,190 $ 8,076,510 $ 8,412,291 $ - $ Senior/Youth Program Fees 238,734 $ 210,794 $ 206,078 $ 225,116 $ 227,933 $ 231,956 $ - $ Cars Parked at Offsite Lots 90,024 51,375 61,310 54,107 56,390 64,960 - City Offsite Parking Fee 442,919 $ 260,985 $ 321,264 $ 293,260 $ 317,476 $ 380,016 $ - $ Cars Parked on Tasman Lots 4,983 6,184 4,653 5,530 4,729 5,751 - City Tasman Lot and Golf Course Parking Fee 141,445 $ 125,035 $ 23,265 $ 27,650 $ 23,645 $ 28,755 $ - $ Stadium Public Safety Costs 2,414,028 $ 2,092,697 $ 2,497,858 $ 2,388,347 $ 2,994,735 $ 3,701,510 $ - $ Golf Course Public Safety Costs 180,766 $ 71,000 $ - $ - $ - $ - $ - $ Subtotal Event Public Safety Costs 2,594,794 $ 2,163,698 $ 2,497,858 $ 2,388,347 $ 2,994,735 $ 3,701,510 $ - $ Less: Offsite Parking Fee Credit (442,919) $ (260,985) $ (321,264) $ (293,260) $ (317,476) $ (380,016) $ - $ Reimbursable Stadium Public Safety Costs 2,151,875 $ 1,902,713 $ 2,176,593 $ 2,095,087 $ 2,677,259 $ 3,321,494 $ - $ Levi's® Stadium
Historical NFL Event Statistics
38 Table 21
2014/15 Q3 2015/16 Q3 2016/17 Q3 2017/18 Q3 2018/19 Q3 2019/20 Q3 2020/21 Q3 Total Total Total Total Total Total Total
No. of Non-NFL Ticketed Events 7 15 17 11 11 8 - No. of Tickets Sold 248,591 623,687 579,059 319,580 290,341 183,874 - Non-NFL Base Ticket Surcharge 916,656 $ 2,455,816 $ 2,316,236 $ 1,278,320 $ 1,161,364 $ 735,496 $ - $ Non-NFL Additonal Ticket Surcharge (1) $ - - $ - $ - $ - $ - $ - $ Total Ticket Surcharge 916,656 $ 2,455,816 $ 2,316,236 $ 1,278,320 $ 1,161,364 $ 735,496 $ - $ No. of Non-NFL Special Events 138 171 101 84 87 64 - Non-NFL Special Event Attendees 42,808 97,747 43,526 51,928 32,593 22,155 - Cars Parked at Offsite Lots 16,054 55,720 60,969 25,741 26,041 17,127 - City Offsite Parking Fee 78,986 $ 278,703 $ 313,978 $ 138,087 $ 144,407 $ 98,547 $ - $ Cars Parked on Golf Course 5,413 19,743 9,562 - - - - City Golf Course Parking Fee 27,065 $ 98,715 $ 47,810 $ - $ - $ - $ - $ Stadium Public Safety Costs 1,217,852 $ 3,003,358 $ 2,938,082 $ 1,601,824 $ 1,948,594 $ 1,556,785 $ - $ Golf Course Public Safety Costs 55,701 $ 113,440 $ 39,905 $ - $ - $ - $ - $ Subtotal Event Public Safety Costs 1,273,553 $ 3,116,799 $ 2,977,987 $ 1,601,824 $ 1,948,594 $ 1,556,785 $ - $ Less: Offsite Parking Fee Credit (78,986) $ (278,703) $ (313,978) $ (138,087) $ (144,407) $ (98,547) $ - $ Reimbursable Public Safety Costs 1,194,567 $ 2,838,096 $ 2,664,009 $ 1,463,737 $ 1,804,187 $ 1,458,238 $ - $ (1) The First Amendment to Amended and Restated Lease Agreement increased the ticket surcharge to a minimum of $8 per ticket starting in FY 2025/26. The surcharge exceeding the $4 per ticket base is shown in the table as additional ticket surcharge.

Levi's® Stadium
Historical Non-NFL Event Statistics
39 Table 22
Fiscal Year
Beginning
Balance Revenue Expenses Ending Balance
2014/15 - $ 715,770 $ - $ 715,770 $
2015/16 715,770 1,238,542 714,028 1,240,284 2016/17 1,240,284 1,164,698 699,129 1,705,853 2017/18 1,705,853 768,564 1,209,342 1,265,075 2018/19 1,265,075 796,294 101,267 1,960,102 2019/20 1,960,102 367,748 - 2,327,850
2020/21 2,327,850 - 18 2,327,832
Discretionary Fund Reserve
Attachment 2
Item # Line Item Source of
Funds
Use of
Funds
Explanation
1 NFL Ticket Surcharge $ 1,089,000 This action increases the NFL Ticket Surcharge from $15,034,000 to $16,123,000 as a result of higher NonNFL event ticket sales. 2 SBL Proceeds $ 1,591,000 This action increases the Operating Budget for SBL Proceeds from $5,156,000 to $6,747,000 due to higher
SBL resale activity than anticipated.
3 Interest $ 1,607,000 This action increases the Operating Budget for Interest Revenue from $3,421,000 to $5,028,000 due to higher
bank balances and interest rates than expected.
4 Net Revenues from Non-NFL Events $ 922,000 This action increases the Operating Budget for Net Revenues from Non-NFL Events from $5,300,000 to
$6,222,000 because of greater Non-NFL Event activity
than budgeted by the Stadium Manager.
5 Senior and Youth Fees $ 30,000 This action increases the Operating Budget for the Senior and Youth Program Fees from $270,000 to
$300,000 due to additional collections from Super Bowl
LX.
6 Shared Stadium Manager Expenses –
Stadium Operations
$ (350,000) This action decreases the Operating Budget for the Shared Stadium Manager Expenses - Stadium
Operations from $3,489,000 to $3,139,000 due to lower
anticipated expenses than budgeted.
7 Shared Stadium Manager Expenses –
Engineering
$ 300,000 This action increases the Operating Budget for the Shared Stadium Manager Expenses - Engineering from
$3,752,000 to $4,052,000 due to higher anticipated
expenses than budgeted.
8 Shared Stadium Manager Expenses –
Guest Services
$ (10,000) This action decreases the Operating Budget for the Shared Stadium Manager Expenses – Guest Services
from $486,000 to $476,000 due to lower anticipated
expenses than budgeted.
9 Shared Stadium Manager Expenses –
Grounds Keeping
$ (150,000) This action decreases the Operating Budget for the Shared Stadium Manager Expenses – Grounds
Keeping from $550,000 to $400,000 due to lower
anticipated expenses than budgeted.
10 Shared Stadium Manager Expenses –
Security
$ 180,000 This action increases the Operating Budget for the Shared Stadium Manager Expenses - Security from
$1,905,000 to $2,085,000 due to higher anticipated
expenses than budgeted.
11 Buffet Costs $ 47,000 This action increases the Operating Budget for Buffet Costs from $927,000 to $974,000. Buffet costs are
anticipated to be higher due to the buffet accounting
fee.
12 Senior and Youth Fees (paid to the
City)
$ 30,000 This action increases the Operating Budget for the Senior and Youth Program Fees from $270,000 to
$300,000 due to additional collections from Super Bowl
LX.
13 Performance Rent (paid to the City) $ 461,000 This action increases the Operating Budget for Performance Rent from $2,150,000 to $2,611,000 due
to higher projected net Non-NFL Event Revenues than
budgeted.

Santa Clara Stadium Authority
2025/26 Operating Budget Adjustment
1 Attachment 2
Item # Line Item Source of
Funds
Use of
Funds
Explanation
Santa Clara Stadium Authority
2025/26 Operating Budget Adjustment
14 PSC Over Threshold $ 417,000 This action increases the Operating Budget for PSC Over Threshold estimated for FY 2025/26 from
$2,143,000 to $2,560,000.
15 PSC 2024 Outstanding Balance $ 1,606,000 This action increases the Operating Budget for PSC 2024 Outstanding Balance from $3,294,000 to
$4,900,000 due to anticipated additional excess
revenues.
16 Transfer to City General Fund from
Excess Revenues
$ 1,606,000 This action increases the Operating Budget for the Transfer to City General Fund from $3,294,000 to
$4,900,000 due to anticipated additional excess
revenues.
17 Ending Fund Balance – Public Safety
Cost Reserve
$ (417,000) This action decreases the Public Safety Cost Reserve balance from $433,000 to $16,000 due to PSC Over
Threshold estimate for FY 2025/26.
18 Ending Fund Balance – Reno/Demo
Reserve
$ 3,212,000 This action increases the Reno/Demo Reserve balance from $50,358,643 to $53,570,643 due to anticipated
excess revenues.
19 Ending Fund Balance – Stadium
Funding Trust Reserve
$ 199,000 This action increases the Stadium Funding Trust Reserve from $7,604,002 to $7,803,002 due to the
requirement to fund the reserve to cover the first three months of O&M expenses in the following Fiscal Year.
20 Ending Fund Balance – Unrestricted $ (1,892,000) This action decreases the Unrestricted Ending Fund Balance from $8,130,788 to $6,238,788 to offset all of
the actions taken above.

Total $ 5,239,000 $ 5,239,000
2 Attachment 2
Item # Line Item Source of
Funds
Use of
Funds
Explanation
1 Livescan Equipment $ 2,000 This action increases the Capital Expenditure Budget by $2,000 (from $15,000 to $17,000) due to
unanticipated costs. The revised project budget is
$17,000.
2 Kawasaki ATVs and Kimtek Pump
Module
$ 500 This action increases the Capital Expenditure Budget by $500 (from $73,500 to $74,000) reallocating funds
from Kawasaki ATV to Kawasaki ATVs and Kimtek
Pump Module due to unanticipated costs. The
revised project budget is $74,000).
2 Kawasaki ATV $ (500) This action decreases the Capital Expenditure Budget by $500 (from $31,500 to $31,000),
reallocating funds from Kawasaki ATV to Kawasaki
ATVs and Kimtek Pump Module due to unanticipated
costs. The revised project budget is $31,000.
3 Ending Fund Balance $ (2,000) This change to the Ending Fund Balance offsets the recommended actions above.

Total $ 0 $ 0
Santa Clara Stadium Authority
2025/26 CIP Budget Adjustment
3 City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-84 Agenda Date: 3/10/2026

REPORT TO STADIUM AUTHORITY BOARD

SUBJECT
Action on Purchase Order with Arata Equipment Company for the Trash Compactor Units and Trash Compactor Replacement CapEx Projects at Levi’s Stadium

BACKGROUND
Pursuant to Section 2.9 of the Stadium Management Agreement between the Santa Clara Stadium Authority (Stadium Authority), Forty Niners SC Stadium Company LLC (StadCo), and Forty Niners Stadium Management Company LLC (Stadium Manager), the Stadium Manager is responsible for maintaining Levi’s Stadium (Stadium) “in the Required Condition and operate the Stadium as a quality NFL and multi-purpose public sports, public assembly, exhibit and entertainment facility….” The Stadium Authority Fiscal Year (FY) 2025/26 Capital Expense (CapEx) Budget includes $346,500 for a Trash Compactor Replacement line item and $420,000 for a Trash Compactor Units line item.

The two projects will replace four total waste compactors and accessory equipment at the stadium loading dock that are nearing their end of life.

The Stadium Manager is requesting Stadium Authority Board approval of the following actions related to the Trash Compactor Replacement and Trash Compactor Units CapEx Projects:

1. Approve approval and award of a single-source purchase order with Arata Equipment Company (Arata), for the removal and disposal of four existing commercial trash compactor units and the purchase and installation of four new Sani-Tech trash compactors at Levi’s Stadium in the amount of $629,869.50 (inclusive of all applicable sales tax); and

2. Authorize the Stadium Manager to execute change orders up to 10% or $62,986.95 for a total not to exceed amount of $692,856.45, in amounts determined by the Stadium Manager to be necessary and appropriate to address unexpected essential electrical modifications (such as any damaged aboveground electrical hookups) required to ensure the proper installation and operation of the compactor units.

The Stadium Manager has provided a Recommendation Memo that summarizes the new request (Attachment 1).

DISCUSSION
Stadium Authority staff reviewed the Stadium Manager’s Recommendation for Award memo, supporting documentation, and draft purchase order (Attachment 2) for consistency against the City’s requirements for single and sole source procurements (Santa Clara City Code Section 2.105.280).

Levi’s Stadium operates four all-electric auger compactor systems manufactured by Sani-Tech Systems, Inc. (Sani-Tech), which were purchased from and installed by Arata as part of the original City of Santa Clara Page 1 of 4 Printed on 3/6/2026
powered by Legistar™
26-84 Agenda Date: 3/10/2026
stadium construction in 2014, to address tight space constraints and meet the City of Santa Clara’s waste collection requirements. The compactors are specifically designed for flat-floor installation and to match Mission Trails’ collection equipment. The systems feature specialized electrical hookups automated tipping mechanisms, custom floor guide rails, and advanced safety and control features, allowing for efficient, high-volume operation with less maintenance and fewer waste pickups.

In their Recommendation Memo, the Stadium Manager explained that the compactor systems and layout at Levi’s Stadium were custom-designed during original construction for Sani-Tech equipment.

The proposed replacement units are fully compatible with the existing footprint, floor guide rails, electrical infrastructure, and Mission Trails’ truck specifications, allowing installation with no facility modifications.

Additionally, the Stadium Manager explained that selecting a different manufacturer could require engineering redesign and facility changes, including structural, electrical, and logistical adjustments.

They outlined the following potential impacts:
· Physical Footprint: The space is sized for four Sani-Tech units; alternate dimensions could reduce capacity or require expansion.
· Electrical Infrastructure: Existing high-voltage connections support Sani-Tech’s all-electric drive and would likely need rewiring or relocation.
· Logistical Alignment: Floor guide rails are matched to Sani-Tech bin wheels to ensure proper alignment with Mission Trails’ trucks; alternate bins would likely require new guides.

The Stadium Manager obtained a quote from Arata to remove and dispose of the four existing trash compactor units at the Stadium and replace them with four new Sani-Tech systems. Specifically, the quote includes removal and disposal of existing systems, and supplying, delivering, and installing four new Sani-Tech compactors for a total of $629,869.50, including sales tax, along with a two-year parts and labor warranty for each unit. Arata is the sole authorized dealer for Sani-Tech equipment in Northern California, making it the only authorized source for this equipment.

The Stadium Manager has also submitted a pricing justification for the replacement trash compactors. As stated in their Recommendation Memo, the original compactors were purchased from Arata in 2014, as part of the original stadium construction, at a cost of approximately $330,000.

The proposed replacement cost reflects 12 years of cost escalation. Applying an estimated 4% annual escalation factor results in an adjusted 2026 equivalent cost of approximately $528,341. In addition, Arata has discontinued the 2014 model and now manufacturers the latest high-performance model. The new model includes upgraded dumpers and delay kits, larger gearboxes, larger lift arm assembly, and heavy reinforcement in critical areas.

Although the total 2026 price reflects a growth rate above the standard Consumer Price Index (CPI), the Stadium Manager considers the increase reasonable given the documented cost escalation, product enhancements, global tariffs, and significant increases in freight costs. Stadium Authority staff has reviewed the pricing justification and the Stadium Manager’s analysis and agrees that that the proposed pricing is fair and reasonable.

The Stadium Manager issued a Notice of Intent to Award a Sole Source Purchase Order to Arata Equipment Company for Sani-Tech Compactor Systems for Levi’s Stadium (“Notice of Intent to Award City of Santa Clara Page 2 of 4 Printed on 3/6/2026
powered by Legistar™
26-84 Agenda Date: 3/10/2026
a Sole-Source Purchase Order”) on their procurement platform, Bonfire Interactive, on December 22, 2025 through January 7, 2026. The purpose of the notice was to inform the vendor community of the Stadium Manager’s intent to enter into a sole source agreement with Arata, state the justification for the sole source, and invite vendors to propose alternate equipment capable of meeting the Stadium’s operational and technical requirements.

The Bonfire platform automatically sends postings to registered vendors that have selected commodity codes for services and projects that their respective company can provide. In this case, the Stadium Manager selected the following commodity codes for their Notice of Intent to Award a Sole Source Purchase Order: Cleaning Equipment and Supplies; Compactors; Packaging Compactors; and Stationary Waste Compactors. Through this process, 495 vendors in the Bonfire platform received a notification about the Notice of Intent to Sole Source a Purchase Order through the Bonfire recommendation engine. The Stadium Manager did not receive any submissions to their Notice of Intent to Award a Single Source Purchase Order, confirming that no other vendors could meet the Stadium’s needs and justifying the sole source procurement.

Based on the provided documentation and information, staff recommends approval of the Stadium Manager’s request. It should be noted that the Purchase Order with Arata attached to the report contains redaction of the vendor’s propriety design drawings. The Stadium Authority has an unredacted copy of the draft Purchase Order.

The Stadium Authority Counsel’s Office has reviewed the requested purchase order for comparison to the Stadium Authority’s customary language. Nothing in the proposed purchase order changes the Stadium Authority’s rights under the Management Agreement and specifically with respect to any dispute that may arise from the Stadium Manager’s obligations under the Management Agreement.

The Stadium Authority reserves all rights to confirm and dispute charges by and payments to the Stadium Manager during a fiscal year-end reconciliation/true-up, including but not limited to changes based on improper allocation, calculation, lack of support, or failure to comply with the Parties’ contracts or California law. The Stadium Authority may raise related questions before the fiscal yearend reconciliation/true-up, which the Stadium Manager agrees to assess and respond to in good faith.

ENVIRONMENTAL REVIEW
The action being considered is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15302 “Replacement or Reconstruction” as the activity consists of the replacement of existing utility systems involving negligible or no expansion of capacity. .

FISCAL IMPACT
The FY 2025/26 CapEx Budget contains $346,500 for a Trash Compactor Replacement line item and $420,000 for a Trash Compactor Units line item. There are sufficient funds between the two line items to cover the Stadium Manager’s request. The Stadium Authority is responsible for all CapEx Project costs.

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

PUBLIC CONTACT
City of Santa Clara Page 3 of 4 Printed on 3/6/2026
powered by Legistar™
26-84 Agenda Date: 3/10/2026
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION

1. Approve approval and award of a single-source purchase order with Arata Equipment Company, for the removal and disposal of four existing commercial trash compactor units and the purchase and installation of four new Sani-Tech trash compactors at Levi’s Stadium (Trash Compactor Replacement and Trash Compactor Units CapEx Projects) in the amount of $629,869.50 (inclusive of all applicable sales tax); and

Prepared by: Christine Jung, Deputy City Manager
Approved by: Jovan D. Grogan, Executive Director

ATTACHMENTS

1. Purchase Order with Arata Equipment Company - Proprietary Design Redacted

2. Stadium Manager’s Recommendation Memo
City of Santa Clara Page 4 of 4 Printed on 3/6/2026
powered by Legistar™
Stadium Manager: Vendor: Purchase Order:

Forty Niners Stadium Management Company LLC
Procurement
4900 Marie P DeBartolo Way
Santa Clara, California 95054
[email protected]
Arata Equipment Company
1655 Old County Road
San Carlos, CA 94070
Nick Arata, [email protected]
(650)508-1010
10394
Purchase Order Date: Month XX, 2026

SHIP ALL ITEMS TO
Forty Niners Stadium Management
Company LLC
Receiving
ATTN: Roger Elu
4900 Marie P DeBartolo Way
Santa Clara, California 95054

BILL TO
Forty Niners Stadium Management
Company LLC
Accounts Payable
C/O: Roger Elu
4949 Marie P DeBartolo Way
Santa Clara, California 95054
Email: [email protected]
ATTENTION:

Roger Elu
[email protected]
Budget: SCSA CapEx - Project: Trash Compactor Replacement, Trash Compactor Units ITEM
#

DESCRIPTION QTY UNIT
PRICE
TOTAL
PRICE
Arata Equipment Company (“Arata” or “Vendor”) shall remove and dispose of four (4) existing commercial compactor units manufactured by Sani-Tech Systems, Inc. (“Sani-Tech”), and shall provide, deliver, and install four (4) new SaniTech commercial compactor units in accordance with the specifications in Attachment A, Compactor Unit(s) Specifications, which is attached and incorporated herein by reference, as well as the design drawings in Schedule 1 to Attachment A, Design Drawings, also attached and incorporated herein by reference.

Arata shall perform a turn-key installation of the four (4) new Sani-Tech compactor units. The removal services shall proceed as follows:
• Remove the existing assemblies from the sides of the dumper buckets. • Disconnect and forklift existing container away from compactor. • Unbolt and remove existing electrical conduit and disconnect from cart dumper cage/compactor for reutilization with new equipment.
• Unbolt and cut flush existing anchor bolts on compactor and steel channel guides. • Forklift cart dumper, cage, auger compactor, and channel guides out of the way. • Load all old equipment onto truck to remove from jobsite.

The installation services shall proceed as follows:
• Offload and position the new cart dumper, cage, compactor, and channel guides in the same position as the previous units.
• Position and secure new cart dumper with cage and anchor it to concrete. • Remount existing electrical conduit and disconnect.
• Position new auger compactor and anchor it to concrete. • Make electrical connection. Arata shall be shall be solely responsible for verifying that these circuits are adequate, compatible, and compliant with all applicable codes and requirements, and for performing all necessary work to ensure a fully compliant and operational installation. • Position new wheel guides and anchor it to concrete.
• Forklift new container into channel guides and attach it to new compactor. • Test run each unit for proper operation.
• Provide training to customer on the proper usage of new equipment.

Arata shall ensure proper demolition and disposal and/or recycling of old materials, and other waste generated as part of the project in compliance with local, state, and federal rules, regulations, ordinances, and laws. Arata shall divert all recyclable waste materials to appropriate recycling centers as required for compliance with the local jurisdiction’s waste diversion ordinances. Arata shall complete and execute any certification forms required by Stadium Manager or other applicable agencies having jurisdiction to document Arata’s compliance with these diversion requirements. All costs incurred for these waste diversion efforts shall be the responsibility of the Arata.

Page 1 of 12 ends

City Council and Authorities ConcurrentMarch 10, 2026

City Council and Authorities Concurrent
March 10, 2026