Agenda packet — City Council and Authorities Concurrent, March 10, 2026 (part 6 of 7)

I I
Stadium Manager: Vendor: Purchase Order:

Arata will provide one year of maintenance for each of the four commercial compactor units in accordance with the terms set forth in Attachment B, Maintenance Agreement, at no additional cost to Stadium Manager.

Delivery and installation shall be coordinated with the Stadium Manager and performed at times designated by the Stadium Manager, at their sole discretion.

Arata shall invoice Stadium Manager only upon the successful installation and verification of proper operation in accordance with the specifications of each unit. Stadium Manager payment shall be contingent upon each unit being accepted as fully operational.

The total contract price includes all labor, materials, delivery, tools, equipment, and incidental expenses necessary to complete the work in accordance with this purchase order. This includes, but is not limited to, all component parts of each compactor unit, replacement of channel floor guides, electrical materials, concrete anchors, and cutting wheels. 1 SANI-TECH ST1046/36 AUGER COMPACTOR WITH 30-YARD

CONTAINER FOR GARBAGE, RECYCLING, AND LANDFILL
3 $144,560.00 $433,680.00
2 SANI-TECH ST1046/36 AUGER COMPACTOR WITH 15-YARD

CONTAINER FOR COMPOST
1 $143,520.00 $143,520.00
Sub Total: $577,200.00
Tax: $52,669.50
Shipping/Freight: Included
Total: $629,869.50
Reference Quote: 6039, dated February 5, 2026.

Page 2 of 12 ends

Stadium Manager: Vendor: Purchase Order:

STADIUM MANAGER VENDOR
Signature:

Signature:

Name: Francine Melendez Hughes

Name: Nick Arata
Title: Executive Vice President and General Manager

Title:

Email: [email protected]

Date:

Page 3 of 12 ends

Stadium Manager: Vendor: Purchase Order:

1. CONTRACT: This purchase order, which consists of these standard terms and conditions, and any attachments hereto, evidences acceptance by the Forty Niners Stadium Management Company LLC (“Stadium Manager”) of the offer from the provider of goods and services (“Vendor”) which are the subject of this purchase order and constitutes a binding contract upon the terms and conditions set forth herein without further action or agreement of Vendor. In the event of conflict between these standard terms and conditions and the provisions of any attachment hereto these standard terms and conditions shall control.

2. SCHEDULE; TIME OF PERFORMANCE: Vendor shall supply the goods and perform the services, with the schedule and term, as specified herein. Time is of the essence.

3. COMPENSATION; SCHEDULE OF PAYMENT: Compensation, and method of payment, shall be as set forth herein. Vendor shall submit an invoice within thirty (30) calendar days after satisfactory completion of performance. Stadium Manager shall make payment within thirty (30) calendar days after receipt of such invoice. Vendor is responsible for all costs and expenses incident to the performance of this purchase order, including without limitation all costs, taxes, and all other costs of doing business.

4. DISCOUNT PERIODS: Intentionally left blank.

5. SALES TAXES: Vendor shall separately state on all invoices any sales, use or similar taxes imposed by federal or state government applicable to furnishing of the goods.

6. PACKING AND SHIPPING OF GOODS; TITLE AND RISK OF LOSS: All goods shall be delivered “free on board destination” to the location specified herein, full freight prepaid except for special or expedited orders, which shall be agreed upon prior to shipment. Deliveries of goods shall be made without charge for boxing, crating, carting or storage unless otherwise specified, and goods shall be suitably packed to secure lowest transportation costs, and in accordance with the requirements of common carriers, and in such a manner as to assure against damage from weather or transportation. Stadium Manager’s order numbers and symbols must be plainly marked on all invoices, packages, bills of lading and shipping orders. Packing lists shall accompany each box or package shipment. Stadium Manager’s count or weight shall be final and conclusive on shipments not accompanied by packing lists. Shipments for two or more destinations when so directed by Stadium Manager shall be shipped in separate boxes or containers for each destination at no extra charge. Title to and risk of loss on all goods pass to Stadium Manager only upon Stadium Manager’s acceptance of such goods.

7. WARRANTIES: Vendor represents and maintains that it has the expertise in the professional calling necessary to perform the services, and its duties and obligations, expressed and implied, contained herein, and Stadium Manager expressly relies upon Vendor’s representations regarding its skills and knowledge. Vendor shall perform such services and duties in conformance to and consistent with the professional standards of a specialist in the same discipline in the State of California. Vendor warrants that all goods and services shall be delivered or performed free of all liens, claims, security interest or encumbrances, will conform to applicable specifications, drawings, descriptions and samples, and will be merchantable, of good workmanship and material, and free from defect. Vendor assumes design responsibility and warrants that all goods shall be delivered or performed free of design defect and suitable for the purposes intended by Stadium Manager, and that neither purchase, use or resale, nor delivery or performance thereof shall violate any patent, copyright or similar rights. Vendor’s warranties shall run to Stadium Manager and shall not be deemed to be exclusive. Vendor agrees to promptly replace or correct any incomplete, inaccurate or defective goods or services at no further cost to Stadium Manager when defects are due to the negligence, errors or omissions of Vendor. Vendor agrees that for a period of one (1) year after the date of final acceptance by Stadium Manager, Vendor shall within ten (10) business days after being notified in writing by the Stadium Manager of any defect in the work performed by Vendor under this purchase order, commence and prosecute with due diligence all work necessary to correct such defect at its sole cost and expense. For any work so corrected, Vendor’s obligation hereunder to correct defective work shall be reinstated for an additional one-year period, commencing with the date of acceptance of such corrected work by Stadium Manager. Vendor shall perform such tests as the Stadium Manager may require to verify that any corrective actions, including, without limitation, redesigns, repairs, and replacements comply with the requirements of this purchase order. All costs associated with such corrective actions and testing, including the removal, replacement, and reinstitution of equipment and materials necessary to gain access, shall be the sole responsibility of Vendor. In addition to the warranty set forth above, Vendor shall obtain for Stadium Manager all warranties that would be given in normal commercial practice and assign to Stadium Manager any and all manufacturer’s or installer’s warranties for equipment or materials not manufactured by Vendor and provided as part of the goods and services provided herein, to the extent that such third-party warranties are assignable and extend beyond the warranty period set forth above. Vendor shall furnish the Stadium Manager with all warranty and guarantee documents prior to final acceptance of all work covered by this purchase order by the Stadium Manager.

8. CHANGES: Stadium Manager shall have the right by written notice to change the extent of the work covered by this purchase order, the time or place of delivery, the method of shipment or packaging, or to suspend work. Notice of change must be signed

Page 4 of 12 ends

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
by Stadium Manager’s Executive Vice President and General Manager or his/her designee. Upon receipt of any such notice, Vendor shall promptly make the changes in accordance with the terms of the notice. If Vendor believes that the change will cause an increase or decrease in the cost of or time for performance, then Vendor must deliver to Stadium Manager a statement showing the effect of any such changes within ten (10) calendar days of receipt of the Stadium Manager’s notice of change. An equitable adjustment shall be negotiated promptly and the purchase order modified in writing accordingly. Failure of Vendor to submit the statement within the time limit shall constitute its consent to perform the change without increase in compensation or time for performance. Changes may only be made in writing.

9. TERMINATION FOR DEFAULT OR CONVENIENCE: Stadium Manager may, by written notice, terminate this purchase order in whole or in part for default: (i) if Vendor fails to timely deliver the goods, or perform the services, or if no time is specified, within a reasonable time; (ii) if the goods delivered or services performed are incorrect or unsatisfactory; (iii) if Vendor fails to perform any of the other provisions of this purchase order, or so fails to make progress as to endanger performance of this purchase order; or (iv) if the Vendor becomes insolvent. If this purchase order is terminated for default, Stadium Manager, in addition to all other rights afforded by law, shall have the right to charge Vendor the amount by which the costs of fabricating or procuring the goods or services cancelled from another source exceed the compensation specified herein, and Stadium Manager may offset any such charge against any amounts which had or may become payable to Vendor under this purchase order or otherwise. Stadium Manager may, by not less than thirty (30) days written notice to Vendor, terminate this purchase order without cause or penalty.

10. INDEMNITY: TO THE FULLEST EXTENT PERMITTED BY LAW, VENDOR AGREES TO DEFEND, INDEMNIFY AND HOLD

HARMLESS STADIUM MANAGER, ITS AFFILIATES, THE CITY OF SANTA CLARA, THE SANTA CLARA STADIUM AUTHORITY, AND EACH OF THEIR OFFICERS, AGENTS AND EMPLOYEES (COLLECTIVELY, THE “INDEMNIFIED PARTIES”), AGAINST ANY CLAIM, LOSS OR LIABILITY (COLLECTIVELY, “CLAIMS”), INCLUDING WITHOUT

LIMITATION CLAIMS FOR INJURIES OR DEATH TO PERSONS OR DAMAGE TO OR DESTRUCTION OF PROPERTY,

INCLUDING ECONOMIC LOSS, CAUSED BY OR RESULTING FROM THE ACTS OR OMISSIONS OF VENDOR, ITS

OFFICERS, AGENTS, EMPLOYEES OR SUBCONTRACTORS, IN THE PERFORMANCE OF THIS PURCHASE ORDER, OR THE BREACH BY VENDOR OF ANY OF ITS OBLIGATIONS UNDER THIS PURCHASE ORDER. VENDOR’S OBLIGATION

TO PROTECT, DEFEND, INDEMNIFY, AND HOLD HARMLESS, SHALL SPECIFICALLY EXTEND TO ANY AND ALL

EMPLOYMENT- RELATED CLAIMS OF ANY TYPE BROUGHT BY EMPLOYEES, CONTRACTORS, SUBCONTRACTORS OR OTHER AGENTS OF VENDOR. CONTRACTOR WARRANTS THAT IT IS MEETING ITS OBLIGATIONS UNDER THE AFFORDABLE CARE ACT (“ACT”) AND/OR ANY OTHER SIMILAR FEDERAL OR STATE LAW, AND WILL FULLY

INDEMNIFY AND HOLD HARMLESS THE INDEMNIFIED PARTIES FOR ANY PENALTIES, FINES, ADVERSE RULINGS, OR TAX PAYMENTS ASSOCIATED WITH VENDOR’S RESPONSIBILITIES UNDER THE ACT.

11. INSURANCE REQUIREMENTS: Vendor shall, at no cost to Stadium Manager, maintain (or cause to be maintained) the following insurance coverage with insurers having a “Best’s” rating of A-VIII or better: commercial general liability insurance, including coverage for bodily injury, property damage, personal and advertising injury, products/completed operations and contractual liability with a minimum amount of one million US Dollars (USD $1,000,000.00) for each occurrence. Vendor shall provide Stadium Manager with applicable certificates and/or endorsements before work commences.

12. COMPLIANCE WITH THE LAW: Vendor shall comply with all applicable federal, state and local laws, ordinances, codes and regulations.

13. GOVERNING LAW; VENUE: This purchase order shall be governed and construed in accordance with the laws of the State of California. The venue of any suit filed by either Party shall be in the state courts of the County of Santa Clara, or if appropriate, in the United States District Court, Northern District of California, San Jose Division.

14. ASSIGNMENT: Vendor shall not assign any of the work to be performed under this purchase order nor shall Vendor subcontract for complete or substantially completed goods or major components thereof without the prior written consent from Stadium Manager or his/her designee.

15. WAIVER: Vendor agrees that Stadium Manager's waiver of any breach or violation of any provision of this purchase order, or acceptance of any performance, or tender of any payment, shall not be deemed a waiver of any other provision or any subsequent breach of the same or any other provision. Stadium Manager’s inspection and warranty rights are not waived by payment or any other action by Stadium Manager.

16. INDEPENDENT CONTRACTOR: It is understood and agreed that Vendor and all person(s) employed or contracted by Vendor shall act as, and be, an independent contractor and not an employee, agent, joint venturer, or partner of Stadium Manager. Vendor has full rights to manage its employees and contractors under this purchase order. Vendor shall retain the right to provide goods or perform services for others during the term of this purchase order.

Page 5 of 12 ends

Stadium Manager: Vendor: Purchase Order:

17. CONFIDENTIAL INFORMATION: All data, documents, discussions or other information developed or received by or for Vendor in performance of this purchase order are confidential and not to be disclosed to any person except as authorized by Stadium Manager, or as required by law.

18. VENDOR’S BOOKS AND RECORDS: Vendor shall maintain all records evidencing or relating to performance and amounts charged to or paid by Stadium Manager for a minimum period of four (4) years, or for any longer period required by law, from the date of final payment to Vendor pursuant to this purchase order. Any such records shall be made available for inspection or audit, at any time during regular business hours, upon written request by Stadium Manager. Copies of such documents shall be provided to Stadium Manager for inspection at Levi’s Stadium if requested and if practical to do so, otherwise records will be inspected at Vendor’s business location.

19. NON-DISCRIMINATION. Vendor and all of Vendor’s subcontractors shall not discriminate against any employee or applicant for employment because of race, sex, color, religion, religious creed, national origin, ancestry, age, gender, marital status, physical disability, mental disability, medical condition, genetic information, sexual orientation, gender expression, gender identity, military and veteran status, or ethnic background, in violation of federal, state or local law.

20. CONFLICTS OF INTEREST: Vendor certifies that no Stadium Manager officer, employee or authorized representative has any financial interest in the business of Vendor and that no person associated with Vendor has any interest, direct or indirect, which could conflict with the faithful performance of this purchase order. Vendor is familiar with the provisions of California Government Code section 87100, et seq., and certifies that it does not know of any facts which would violate these laws. Vendor will promptly advise Stadium Manager if a conflict arises. Vendor has read and agrees to comply with City of Santa Clara’s Ethical Standards (http://santaclaraca.gov/home/showdocument?id=58299).

21. SEVERABILITY: In case any one or more of the provisions in this purchase order shall, for any reason, be held invalid, illegal or unenforceable in any respect, it shall not affect the validity of the other provisions, which shall remain in full force and effect.

22. PREVAILING WAGE: Vendor acknowledges and agrees that work performed under this purchase order shall not create any right of lien for Vendor at Levi’s Stadium, which is a publicly owned building. Vendor hereby waives and releases any right of lien against Stadium Manager, the City of Santa Clara, the Santa Clara Stadium Authority, or Levi’s Stadium for any work performed by Vendor during the Term of this purchase order. The work provided by Vendor under this purchase order are subject to compliance monitoring and enforcement by the Department of Industrial Relations. During the Term of this purchase order, Vendor warrants that it is registered with the Department of Industrial Relations and qualified to perform work consistent with Labor Code section 1725.5. In accordance with California Labor Code Section 1771, not less than the general prevailing rate of per diem wages for work of a similar character in the locality in which the work is being performed, and not less than the general prevailing rate of per diem wages for holiday and overtime work as provided in the California Labor Code must be paid to all workers engaged in performing the work. In accordance with California Labor Code Section 1770 and following, the Director of Industrial Relations has determined the general prevailing wage per diem rates for the locality in which the work is to be performed; the Stadium Manager has obtained the general prevailing rate of per diem wages and the general rate for holiday and overtime work in the locality in which the work is to be performed for each craft, classification or type of worker needed to perform the Project; and copies of the prevailing rate of per diem wages are on file at the Stadium Manager’ office and will be made available on request. Throughout the performance of the project, Vendor must comply with all applicable laws that apply to wages earned in performance of the work required herein. Vendor assumes all responsibility for such payments and shall defend, indemnify and hold the City of Santa Clara, the Santa Clara Stadium Authority, the Stadium Manager and each of their respective affiliates harmless from any and all claims made by the State of California, the Department of Industrial Relations, any subcontractor, any worker or any other third party with regard thereto. Additionally, in accordance with the California Administrative Code, Title 8, Group 3, Article 2, Section 16000, Publication of Prevailing Wage Rates by Awarding Bodies, copies of the applicable determination of the Director can be found on the web at http://www.dir.ca.gov/DLSR/PWD/ and may be reviewed at any time. Vendor shall provide a certified copy of its payroll, on forms to be determined by the Stadium Manager and consistent with the California Labor Code, within ten (10) days of the Vendor’s receipt of Stadium Manager’ written request therefor. Vendor’s failure to timely comply with this provision may subject the Vendor to penalties pursuant to state law.

Page 6 of 12 ends

Stadium Manager: Vendor: Purchase Order:

ATTACHMENT A

COMPACTOR UNIT(S) SPECIFICATIONS
The specifications and features for each compactor unit are listed below:

I. SANI-TECH ST1046/36 AUGER COMPACTOR WITH 30-YARD CONTAINER: QUANTITY 3 (GARBAGE,

RECYCLING, AND LANDFILL)
Specifications:

Charge box capacity: 4.5 cubic yards
Clear chamber opening: 64” W x 60” D
Cycle time: Continuous
Auger Diameter: Tapered 46” to 36”
Auger Speed: 8 RPM
Auger Torque: 204,000-in. lb.

Displacement rate: 270 cubic yards/hour
Motor: 10 H.P. 480 Volt, 3-Phase
Controls: UL listed 110V
Key-lock start/reverse switch on unit
Mushroom-headed emergency stop switch provides immediate shut down Length of unit: 37’ 2” (with dumper bucket and 30-yard container) Width of unit: 8’ 6” (with 30-yard container)
Height of unit: 8’ 4” (with hopper)
Colors of units:

Garbage: black
Recycling: blue
Landfill: brown
Standard Equipment Included with each unit:

Abrasion resistant alloy steel auger with 6” nozzle extension, continuous duty operation, replaceable cast auger end wear plate, adjustable running time, bin near full/bin full warning lights, enamel finish, liquid tight auger chamber, adjustable compaction density, heavy-duty open top hopper with flared sides (for cart dumper), electronic lubrication system, controls mounted on side of hopper, steel channel guides with flared entry and stops, 30-yard octagonal container with fire hose ports, 100% door seal, hinged metal cover (for container opening) and bin hole diaphragm, ER48/35 electrically powered cart dump system with adjustable hold-downs for Ameri-Kart 1 and 2-yard super heavyduty material handling carts.

Page 7 of 12 ends

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
II. SANI-TECH ST1046/36 AUGER COMPACTOR WITH 15-YARD CONTAINER FOR COMPOST Specifications:

Charge box capacity: 4.5 cubic yards
Clear chamber opening: 64” W x 60” D
Cycle time: continuous
Auger Diameter: tapered 46” to 36”
Auger Speed: 8 RPM
Auger Torque: 204,000-in. lb.

Displacement rate: 270 cubic yards/hour
Motor: 10 H.P. 480 Volt, 3-Phase
Controls: UL listed 110V
Key-lock start/reverse switch on unit
Mushroom-headed emergency stop switch provides immediate shut down Length of unit: 29’ 2” (with dumper bucket and 15-yard container) Width of unit: 8’ (with 15-yard container)
Height of unit: 8’ 4” (with hopper)
Color: green
Standard equipment:

Abrasion resistant alloy steel auger with 6” nozzle extension, continuous duty operation, replaceable cast auger end wear plate, adjustable running time, bin near full/ bin full warning lights, enamel finish, liquid tight auger chamber, adjustable compaction density, heavy-duty open top hopper with flared sides (for cart dumper), electronic lubrication system, controls mounted on side of hopper, steel channel guides with flared entry and stops, 15-yard octagonal container with fire hose ports, 100% door seal, hinged metal cover (for container opening) and bin hole diaphragm, ER48/35 electrically powered cart dump system with adjustable hold-downs for Ameri-Kart 1 and 2-yard super heavyduty material handling carts.

Page 8 of 12 ends

Stadium Manager: Vendor: Purchase Order:

DESIGN DRAWINGS
***REDACTED***

Page 9 of 12 ends

Stadium Manager: Vendor: Purchase Order:

MAINTENANCE AGREEMENT
Arata will provide maintenance for a one-year period for each of the following compactor units at no additional cost to Stadium Manager:

Make Model Frequency
Sani-Tech ST1046/36 90 Days
Sani-Tech ST1046/36 90 Days
Sani-Tech ST1046/36 90 Days
Sani-Tech ST1046/36 90 Days
The one-year maintenance period for each unit will begin on the date each unit is fully installed and operational.

The following services and deliverables will be provided as part of this Maintenance Agreement:

Maintenance will be provided every 90 days and will be scheduled in advance with Stadium Manager.

During each visit, the technician will lube all fittings, guides, and moving parts, check limit switches/photo-eyes/safety switches and pushbutton controls for proper operation, inspect all electrical connections and tighten as needed, adjust sensors/timers as necessary, and visually and functionally inspect equipment for all operational and safety specifications.

Arata will provide grease to top off electronic lubrication system. Any deviation from normal will be reported in writing to the customer. Additional repairs will be performed only upon authorization. Labor, parts and material will be billed at prevailing rates. Equipment must be promptly made available for servicing upon arrival of technician at location or additional labor charges may apply.

Following each preventative maintenance visit, Arata will provide Preventive Maintenance Report which includes the following details:

Preventive Maintenance Report
Customer: Phone:

Location: Date:

Baler/ Compactor Model No: Sani-Tech ST1046/36 Serial No:
1) Is the auto-greaser functional? Yes No
2) Has the auto-greaser been topped off? Yes No
3) Has the unit been lubricated: wheels, hinges, turnbuckles, latches? Yes No 4) Have the chain and sprockets been inspected for alignment/tracking Yes No 5) Are system controls set to specifications? Yes No
6) Is the appearance of the equipment good? Yes No
7) Has all debris been removed under and around the unit? Yes No 8) Has cart dump system been checked for proper operation? Yes No 9) Are the electrical connections in good shape? Yes No 10) Are the controls in good working order? Yes No

Page 10 of 12 ends

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
11) Are all safety switches working and in good condition? Yes No 12) Are all anchor bolts secured? Yes No
13) Has Sonozaire System been checked for proper operation? Yes No 14) Has the customer been shown proper procedures? Yes No Other maintenance performed:
_______________________________________________________________________________________________ _______________________________________________________________________________________________ ______________________________________
Comments:
_______________________________________________________________________________________________ _______________________________________________________________________________________________ ______________________________________
The above work has been performed to my satisfaction.

Manager’s Name____________________________ Phone No. _________________________ Signature___________________________________ Date_____________________________ If there is any problems or questions contact Nick Arata @ (650) 508-1010 Service Technician’s name _____________________________________________________

Page 11 of 12 ends

Attachment C Page 12 of 12

STANDARD WARRANTY POLICY & PROCEDURES
All Equipment manufactured by Sani-Tech Systems, Inc. (herein call the "COMPANY") is thoroughly inspected and tested before leaving the factory and is warranted to be free of defects in workmanship and materials for a period of two (2) years from the date of installation, or two (2) years and two (2) weeks from date of shipment from the COMPANY'S facility (whichever comes first). The COMPANY'S obligation under this warranty is limited to the replacement or repair of defective parts and materials at approved labor costs. All third party PARTS and ACCESSORIES, like Motors and Gearboxes, are solely covered by their original Manufacturer warranties and are subject to the terms herein. Specifically EXCLUDED from this warranty are normal wear and tear items and maintenance tasks including, but not limited to, routine machine adjustments and consumable items like grease, fuses, seals and gaskets.Note: Bin Hole Diaphragms fall under the category of normal wear and tear items as noted above and are EXCLUDED from this warranty.

The warranty shall be considered VOID if any of the following conditions are true: I) The Equipment has been subjected to negligence, accident, improper operation, abuse, misuse, inadequate lubrication or maintenance practices. 2) The Equipment has been repaired by an unqualified, unauthorized service technician. 3) The Equipment has been altered without COMPANY approval. 4) The Equipment has been operated beyond its rated capacity. 5) The Equipment has not been maintained in accordance to prescribed operation, safety and maintenance instructions.

The Equipment covered under this agreement shall be used exclusively by PURCHASER and by no other person and there shall be no third party beneficiary to the express or implied warranties in this agreement.

The PURCHASER assumes all risk and loss resulting from the use of the Equipment whether used alone or in combination with other goods. The COMPANY neither assumes nor authorizes any person to assume for the COMPANY, any other liability in connection with the sale or use of the product sold and there are no oral agreements or warranties affecting this agreement.

The COMPANY makes no warranty of merchantability of the goods, or fitness for a particular purpose. The COMPANY'S liability for loss of product, down time, container service or any other incidental or consequential damage incurred at any time is expressly disclaimed. The COMPANY'S liability in all events and for all purposes is limited to, and shall not exceed, the purchase price paid (for the product) by the PURCHASER.

Any part that is determined by the COMPANY to be defective will be repaired or replaced at the COMPANY'S option. Ifreplaced, The COMPANY will pay for Ground Shipping only. If Expedited Shipping is requested The PURCHASER shall be responsible for any Expedited Shipping costs., travel charges, and taxes pursuant to the perfonnance of this warranty. Any performance pursuant to this warranty shall be at the COMPANY'S facilities or an authorized service location as the COMPANY designates. Replacement parts are subject to a 30-day warranty and are specifically excluded from this Warranty.

PURCHASER (PURCHASER (END USER) RESPONSIBILITY
l: It is the responsibility of the PURCHASER to install the Equipment in conformity with applicable ANSI and OSHA
standards as well as any applicable state, city and/or county codes and regulations. 2: It is the responsibility of the PURCHASER to provide a suitable mounting surface, adequate electric service and electrical connections at installation.
3: It is the responsibility of the PURCHASER to install the compactor in accordance with the COMPANY'S specifications and directions. Failure to follow proper installation and safety procedures may cause Equipment malfunction and create a serious safely hazard. Complete installation instructions are provided in the Owners Manual. Additional instructions may be acquired from the DEALER or from the COMPANY directly. 4: Failure to properly lubricate and maintain the Equipment will void the warranty. It is the responsibility of the PURCHASER to follow a regular preventative maintenance schedule as listed in the Owners Manual. 5: The Owners Manual, supplied during installation, should be retained for future reference. 6: In the event of Equipment or part failure, the customer must contact their local Dealer and provide a description of the problem and the Model and Serial number of the product. In the event that there is no Dealer available, the customermay contact the COMPANY directly.

Date: January 14, 2026

To: Jovan Grogan
Executive Director
Santa Clara Stadium Authority

From: Procurement Department
Forty Niners Stadium Management Company LLC

Subject: Recommendation for Approval and Award of a Single-Source Purchase Order to Arata Equipment Company for the Purchase and Installation of Four Sani-Tech Trash Compactors
Recommendation:

1. Recommend approval and award of a single-source Purchase Order to Arata Equipment Company for 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).

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.

Background:

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 Equipment as part of the original 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.

All four compactors are nearing the end of their useful life and require replacement.

Arata submitted a quotation to replace the units with new Sani-Tech systems.

Single Source Justification:

The Stadium Manager requests a single-source procurement through Arata to purchase and install four new Sani-Tech compactor systems.

STADIUM

FORTY NINERS STADIUM MANAGEMENT COMPANY

This recommendation is consistent with the City’s purchasing code Section

2.105.280(b)(2)–(3), which permits a single or sole source procurement when:
(2) The purchase is required to ensure operation or function to match other products with respect to the repair, expansion, or completion of a system, structure, or program currently in use by the City; and (3) The purchase of an item is only available from one source (sole source).

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.

Selecting a different manufacturer could require engineering redesign and facility changes, including structural, electrical, and logistical adjustments. Potential impacts include:
• 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 SaniTech’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.

We recommend purchasing through Arata, the sole authorized dealer for Sani-Tech equipment in Northern California, making it the only authorized source for this equipment.

Pricing Justification:

These new compactors will replace the original compactors that were purchased from Arata in 2014 at a cost of approximately $330,000 (as part of the original stadium construction). The cost of new replacement compactors is more than the original cost primarily due to twelve years of cost escalation (4% annual increase translates to 2026 pricing of $528,341). In addition, 2026 pricing reflects the manufacturer’s new model, which has replaced all prior models produced since the 2014 purchase. The manufacturer has transitioned to the latest high-performance model with upgraded dumpers and delay kits. These features include larger gearboxes, larger lift arm assembly, and heavy reinforcement in critical areas.

While the total 2026 price reflects a growth rate above the standard CPI, this is considered reasonable given the performance upgrades to the newer units, global tariffs, and the dramatic rise in freight costs over the last 12 years. 4900 Marie P. DeBartolo Way I Santa Clara, CA 95054
Accordingly, the proposed turnkey pricing of $629,869.50 is determined to be fair and reasonable.

Notice of Intent to Award a Single-Source Purchase Order:

Stadium Manager published a Notice of Intent to Award a Single-Source Purchase Order to Arata Equipment Company for Sani-Tech Compactor Systems for Levi's Stadium on Bonfire Interactive, Stadium Manager’s eProcurement portal https://49ers.bonfirehub.com/portal/ on December 22, 2025.

Stadium Manager invited suppliers registered on the portal with specific commodity codes offering such services to submit. The Notice of Intent to Award a Single-Source Purchase Order to Arata Equipment Company for Sani-Tech Compactor Systems for Levi’s Stadium closed on January 6, 2026, at 11:59 p.m. (PT). No submissions were received.

Summary:

Arata Equipment Company has submitted a quote to supply, deliver, and install four new Sani-Tech compactors for a total of $605,643.75, including sales tax, along with a two-year parts and labor warranty for each unit. Approving this purchase will ensure the smooth operation of the stadium, system compatibility, and long-term cost efficiency.

Fiscal Impact:

The compactor replacement project was approved as part of the FY25/26 SCSA Capital Expenditure budget under two projects. The combined approved budget for this project is $766,500.00, broken down as follows:

1. FY25/26 SCSA Capital Expenditure budget referenced under General Building, Trash Compactor Replacement, as a FY24/25 carryover project for $346,500.

2. FY25/26 SCSA Capital Expenditure budget referenced under General Building, Trash Compactor Units for $420,000.

Submission of Post-Award Submittals:

Once Stadium Manager receives approval from the SCSA Board, the agreement will be executed by both parties, and a copy will be forwarded to the Board. Supporting documentation has been provided for review and approval. 4900 Marie P. DeBartolo Way I Santa Clara, CA 95054
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-193 Agenda Date: 3/10/2026

REPORT TO STADIUM AUTHORITY BOARD

SUBJECT
Action on Stadium Authority Bills and Claims for the Month of January 2026

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

The Bills and Claims listing represents the cash disbursements required of normal and usual operations during January 2026. Budget control is set by the Stadium Authority Board through the budget adoption process.

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

Expansion/Waterproofing/Caulk Joint Replacements - Phase 2 · Payments totaling $315,250.19 to the City of Santa Clara for the following:
o $212,963.72 for reimbursement of General and Administrative (G&A) City payroll costs (e.g., Executive Director’s Office (City Manager’s Office), Stadium Authority Counsel’s Office (City Attorney’s Office), and Treasurer’s Office (Finance Department)) o $55,568.80 for Senior and Youth Fees collected from National Football League (NFL) games 6 and 7
o $775.13 reimbursement of G&A non-payroll costs (e.g., office expenses) o $11,180.33 for reimbursement of CapEx Project: Public Safety Secure Law Enforcement Resource Area
o $34,762.21 for reimbursement of Stadium Authority Special Liability Claims related to Levi’s Stadium
· Payments totaling $1,192,902.05 to Forty Niners Stadium Management Company, LLC for January 2026 Stadium Manager Expenses, inclusive of Shared Stadium Expenses · Payment totaling $57,074.74 to Populous Group, LLC for CapEx Project: Levi’s Naming Rights Signage Refurbishment

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378(b)(4) of Title 14 of the California Code City of Santa Clara Page 1 of 2 Printed on 3/6/2026
powered by Legistar™
26-193 Agenda Date: 3/10/2026
of Regulations in that it is a fiscal activity that does not involve any commitment to any specific project which may result in a potential significant impact on the environment.

FISCAL IMPACT
The fiscal impact to the Stadium Authority is $1,802,726.98.

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

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

RECOMMENDATION
Approve the list of Stadium Authority Bills and Claims for January 2026.

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

ATTACHMENTS

1. January 2026 SCSA Bills and Claims
City of Santa Clara Page 2 of 2 Printed on 3/6/2026
powered by Legistar™
Payment Date Vendor Invoice No. Description Fund Amount 01/09/26 Blue's Roofing Co. 31522 CapEx Project: Expansion/Waterproofing/Caulk Joint Replacements - Phase 2 CapEx $ 237,500.00 01/07/26 City of Santa Clara N/A B2526 SCSA Admin Payroll Costs Operating $ 79,581.49 01/09/26 City of Santa Clara N/A Senior/Youth Fee: NFL Games 6, 7 Operating 55,568.80 01/14/26 City of Santa Clara N/A B2601 SCSA Admin Payroll Costs Operating 14,663.94 01/16/26 City of Santa Clara N/A Reimbursement of General & Administrative Costs Operating 775.13 01/16/26 City of Santa Clara N/A Reimbursement of CapEx Project: Public Safety Secure Law Enforcement Resource Area CapEx 11,180.33 01/27/26 City of Santa Clara N/A B2602 SCSA Admin Payroll Costs Operating 118,718.29 01/28/26 City of Santa Clara 97752 Reimbursement of Stadium Authority Special Liability Claims related to Levi's Stadium Operating 34,762.21 315,250.19
01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - Guest Services Operating 40,468.80 01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - Groundskeeping Operating 45,818.63 01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - Security Operating 158,745.11 01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - Insurance Operating 85,977.84 01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - Stadium Ops Operating 290,755.80 01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - Engineering Operating 312,647.68 01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - SBL Sales & Service Operating 193,628.47 01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - Use of StadCo Tenant Improvements Operating 1,237.16 01/02/26 Forty Niners Stadium Management Co, LLC S-INV102700 January 2026 Stadium Manager Expenses - Other General and Administrative Operating 63,622.56 1,192,902.05
01/09/26 Populous Group, LLC 0080028 CapEx Project: Levi's Naming Rights Signage Refurbishment CapEx 57,074.74 January 2026 Total $ 1,802,726.98
Santa Clara Stadium Authority
Bills and Claims
Expenses Paid by Wire or ACH Transfer
For the Month of January 2026

Page 1 of 1 ends

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-16330 Agenda Date: 3/10/2026

REPORT TO COUNCIL

SUBJECT
Action to Adopt the Vision Zero Action Plan and Approve a Recommendation for a New Position in the Department of Public Works to Support Vision Zero Plan Implementation

EXECUTIVE SUMMARY
The City of Santa Clara received Federal Highway Administration (FHWA) Safe Streets and Roads for All (SS4A) grant funding in 2024 to develop a Santa Clara Vision Zero Action Plan (Plan). The Plan sets a goal to eliminate all traffic fatalities and severe injuries on city roadways by 2050. The Plan analyzes eight-year historical collision data within Santa Clara, develops a High-Injury Network to identify locations with a high concentration of collisions, and includes a list of priority projects, program and policy recommendations. The Plan was developed with robust community participation and feedback including the City’s Bicycle and Pedestrian Advisory Committee (BPAC), Senior Advisory Commission, Parks & Recreation Commission, Youth Commission, and City Council.

Adopting the Plan will represent the City’s commitment to end traffic fatalities and severe injuries in Santa Clara and allow the City to pursue future grant opportunities for transportation safety infrastructure improvements.

Additional budget, staffing, and consultant support will be necessary to carry out all recommendations in the Plan. It is requested that Council consider adoption of this Plan and the approval of one Senior Civil Engineer position addition in the Department of Public Works (DPW) to implement, monitor, and track progress citywide. It is anticipated that as the program unfolds and capital funding is obtained, additional DPW staff may be necessary to implement projects. Additional resources would also be necessary to implement other aspects of the Plan, such as traffic enforcement and education efforts. Future funding recommendations will be provided during the annual budgeting process.

BACKGROUND
Vision Zero is a strategy aimed at eliminating all traffic fatalities and severe injuries, while also promoting safe and healthy mobility for everyone. Developing and implementing a Vision Zero Plan is listed as an objective in both the City’s Bicycle Plan and Pedestrian Master Plan. In December 2023, the City Council accepted FHWA SS4A grant funding in the amount of $450,000 to establish the Plan.

The City Council approved an agreement with Kimley-Horn and Associates, Inc. for professional services on May 28, 2024 and the Plan kicked off in July 2024.

This effort involves extensive community engagement and an in-depth citywide safety analysis to identify the most frequent types, locations, severity, and demographics of collisions in Santa Clara.

This effort was coordinated extensively between various City departments, the Bicycle & Pedestrian Advisory Committee (BPAC), Senior Advisory Commission, Youth Commission, and Parks & Recreation Commission. As part of the Plan development process, a Vision Zero Working Group was City of Santa Clara Page 1 of 8 Printed on 3/6/2026
powered by Legistar™
26-16330 Agenda Date: 3/10/2026
formed comprised of city staff, one BPAC representative, and external stakeholders including the County of Santa Clara, VTA, the Cities of San Jose and Sunnyvale, the Silicon Valley Bicycle Coalition, the Santa Clara Unified School District, Santa Clara University, and Mission College. On September 29, 2025, a draft Plan was released for public review and comment. At the October 27, 2025 BPAC meeting, BPAC reviewed and recommended the draft Plan to City Council for adoption.

On November 18, 2025, staff presented the draft Plan during a Council Study Session.

DISCUSSION
A comprehensive Vision Zero program includes both engineering infrastructure improvements and program-related improvements, such as updating existing policies and standards, improving public education, conducting more enforcement, and improving emergency response.

The Plan (Attachment 1) and the full appendices are available on the project webpage:
santaclaraca.gov/VisionZero <http://santaclaraca.gov/VisionZero>. The five main chapters include:

Chapter 1, About Vision Zero:

This chapter discusses the Vision Zero program framework, establishes a Vision Zero Vision Statement and Guiding Principles (Attachment 2), identifies the need for a Vision Zero effort in Santa Clara, and presents a benchmarking analysis of existing City and Santa Clara County plans and policies, as well as state and federal policies.

The Plan sets a goal to eliminate all traffic-related fatalities and severe injuries on city roadways by the year 2050. In compliance with the SS4A program requirements, the Plan must include a public commitment to this goal via resolution (Attachment 3).

Chapter 2, Community Engagement:

This chapter documents the project’s robust engagement process with the public, City Committees and Commissions, and collaboration within the Vision Zero Working Group. The primary goal of engagement was to gather input about traffic safety concerns, including near-misses and community priorities in Santa Clara.

The project team used a variety of communication channels, including the following:
· Dedicated project webpage
· Project email and telephone hotline
· Bilingual project flyers
· Project street signs
· Project bus shelter advertisements
· Safety item giveaways
· Educational video about distracted driving
· City newsletters and social media channels
· Three online surveys with an interactive web map (received over 1,300 survey responses) · Four community workshops
· Six pop-up events
· Five BPAC meetings
· Presentation at the Senior Advisory Commission, Youth Commission, and Parks & Recreation Commission
City of Santa Clara Page 2 of 8 Printed on 3/6/2026
powered by Legistar™
26-16330 Agenda Date: 3/10/2026
With these outreach strategies, the Plan incorporates meaningful engagement with communities to understand their top concerns and their ideas for improving traffic safety. The community strongly voiced the need for improved roadways and enhanced citywide traffic enforcement.

Chapter 3, Safety Analysis:

Understanding the patterns and causes of traffic-related fatalities and severe injuries, also known as KSI (Killed or Severely Injured) collisions, is essential to achieving Vision Zero.

Historical Collision Data: This chapter presents an in-depth analysis of eight years of historical collision data (2016-2023), including collisions that occurred on City roadways, County of Santa Clara expressways (in Santa Clara), and the State-maintained roadway El Camino Real (in Santa Clara).

Key findings include:
· Between 2016 and 2023, there were a total of 7,934 reported collisions, 51 fatal and 139 severe injury collisions (Attachment 4). That is an average of over 6 traffic fatalities and 17 severe injuries annually.
· People walking and biking are most vulnerable. Bicyclists and pedestrians were involved in approximately 35% of all KSI collisions in Santa Clara, compared to 7% when looking at all collision severity types (Attachment 4).
· Historical collision data showed an overall increasing trend of KSI collisions in Santa Clara (Attachment 4).

High-Injury Network: A geospatial identification of higher-risk corridors and intersections was developed, also known as a High-Injury Network (HIN). The HIN identifies the intersections and roadways throughout Santa Clara which experienced a disproportionate number of injury collisions and fatalities. A map of the HIN and list of the HIN roadways and intersections is included in Attachment 5. It is important to note that approximately 60% of all collisions in the study period were concentrated in 16% of the roadways within City limits, including County expressways and El Camino Real. This forms the HIN, which will guide decisions on where to focus safety efforts across Santa Clara. The estimated cost to improve the HIN is $350 million in 2025 dollars.

Collision Profiles: The analysis also identified the top nine collision profiles with key trends among KSI collisions. Each profile focuses on a specific collision pattern identified as a priority concern and is paired with proposed targeted safety countermeasures designed to address the underlying risks. · Bicycle and Pedestrian Collisions
· Driving Under the Influence of Alcohol or Drugs
· Speeding Drivers
· Night-time Collisions
· Pedestrian-involved collisions on the sidewalk or shoulder · Vehicles Running a Red Light or Stop Sign
· Turning Vehicle Conflicts at Intersections
· Collisions Involving Persons Under the Age of 18 or Over 60 Years of Age · Pedestrian Improper Crossing or Not Yielding Right-of-Way Chapter 4, Countermeasure Toolbox:

This chapter includes an engineering toolbox with over 50 state and federal recommended safety City of Santa Clara Page 3 of 8 Printed on 3/6/2026
powered by Legistar™
26-16330 Agenda Date: 3/10/2026
countermeasures to improve transportation safety. It serves as a valuable resource for the City to help identify and implement solutions tailored to location-specific safety challenges for current and future transportation projects. The toolbox is organized into the following six categories with some example countermeasures as shown in Table 1 below:

Table 1: Countermeasure Toolbox Categories and Examples Category Examples
Roadway Segment Improvements Improved lighting, road diet Intersection Design Improvements Close slip lane, high visibility crosswalk Traffic Signal Improvements Protected left-turn signal, leading pedestrian interval
Signs & Markings Retroreflective backplates, advanced stop bars
Speed Management Speed feedback signs, speed humps
Bicycle & Pedestrian Improvements Separated bike lanes, curb extensions Chapter 5: Action Plan to Reach Zero Deaths and Severe Injuries:

Achieving the goals of Vision Zero requires not only a strong policy foundation and data-driven strategies but also a clear and actionable roadmap for implementation. This chapter summarizes the recommended projects, programs, and policy updates for the Santa Clara Vision Zero Program and outlines the implementation approach and funding strategies. Due to the current workload and priorities, it is expected that additional budget, staffing, and consultant support will be necessary to manage the implementation of the Plan.

A. Priority Corridors:

The Plan identified the top ten priority project locations/corridors along the HIN based on a combination of factors, including high concentrations of collisions, the severity of injuries, and community feedback on safety concerns. Table 2 (below) summarizes the priority corridor list.

The estimated cost to improve these top ten priority project locations is $93 million in 2025 dollars.

Table 2: Priority High Injury Network Corridors
(Ranked by KSI Collisions per Average Daily Traffic Volume) Ranking Priority HIN Corridor Limits
1 Monroe Street Lawrence Expressway - Bowers Avenue and San Tomas Aquino Creek Trail - Scott Boulevard
2 De La Cruz Boulevard Central Expressway - Poplar Street 3 Coleman Avenue Trilevel InterchangeDe La Cruz Boulevard (Central Expressway - Lafayette Street) and Coleman Avenue (Reed Street -
the City of San Jose limit line)
4 Scott Boulevard Monroe Street - El Camino Real
5 Homestead Road Lawrence Expressway - Kiely Boulevard
6 Stevens Creek
Boulevard *
Lawrence Expressway - Kiely Boulevard
7 El Camino Real ** Halford Avenue - Scott Boulevard
8 Pruneridge Avenue Lawrence Expressway - Kiely Boulevard 9 Scott Boulevard Bowers Avenue - San Tomas Expressway
City of Santa Clara Page 4 of 8 Printed on 3/6/2026
powered by Legistar™
26-16330 Agenda Date: 3/10/2026
3 Coleman Avenue Trilevel InterchangeDe La Cruz Boulevard (Central Expressway - Lafayette Street) and Coleman Avenue (Reed Street -
the City of San Jose limit line)
4 Scott Boulevard Monroe Street - El Camino Real
5 Homestead Road Lawrence Expressway - Kiely Boulevard
6 Stevens Creek
Boulevard *
Lawrence Expressway - Kiely Boulevard
7 El Camino Real ** Halford Avenue - Scott Boulevard
8 Pruneridge Avenue Lawrence Expressway - Kiely Boulevard 9 Scott Boulevard Bowers Avenue - San Tomas Expressway
10 Montague Expressway
***
Lick Mill Boulevard - US 101
* Shared roadway with City of San Jose.
** Roadway operated and maintained by the State of California (Caltrans). *** Roadway operated and maintained by the County of Santa Clara.

B. Programs and Policy Updates:

The Plan includes a comprehensive list of non-engineering actions and strategies that help achieve zero traffic fatalities and severe injuries. Each action has a proposed implementation timeline, performance measure, and key partners. The recommendations are presented in relation to following six categories:
(1) Vision Zero Program: Overall program initiative, planning and budgeting (2) Safer People: Safety education and driver behavior
(3) Safer Speeds: Speed management and enforcement
(4) Safer Streets: Roadway design and engineering
(5) Safer Vehicles: New vehicle technology and legislation, and impaired driving prevention (6) Post-Collision Care: Emergency response tracking
Key near-term program and policy updates include:
· Update the City’s existing Council approved (1999) Neighborhood Traffic Calming Policy and Program.
· Formalize and conduct multi-department post KSI-collision reviews to discuss potential safety improvements (if any).
· Pursue grant funding opportunities for priority projects and focus enforcement and education efforts on the HIN.
· Incorporate Vision Zero principles into City communications, staff training, data collection, and design review.
· Continue the collaboration of Vision Zero Working Group.

C. Progress and Transparency: This section identifies next steps to implement the priority projects and programs, discusses potential funding sources, and identifies how to measure the Vision Zero program progress.

October 27, 2025 BPAC Meeting
On October 27, 2025, the City’s BPAC reviewed the draft Plan and voted unanimously to recommend that the City Council adopt the Vision Zero Action Plan, with minor textual edits.

November 18, 2025 City Council Study Session
City Council and public members provided comments on the draft Plan and program implementation at the November 18, 2025 City Council Study Session. Staff provided written responses to questions City of Santa Clara Page 5 of 8 Printed on 3/6/2026
powered by Legistar™
26-16330 Agenda Date: 3/10/2026
raised at this meeting (Attachment 6), and the Plan has been updated as needed to address comments raised.

Next Steps
Upon Council approval of the Plan and with approval of an additional staff position in the Department of Public Works, staff will begin acquiring the necessary resources to advance the Plan. As funding becomes available, staff will begin implementing the Vision Zero programs and projects recommended in the Plan. Staff will also continue to pursue outside funding (e.g., grants, regional funding) to assist with implementation and will develop an annual report to monitor and track progress on the recommendations in the Plan. Additionally, Staff will complete a comprehensive update to the Vision Zero Action Plan in five years or as necessary to meet grant requirements.

ENVIRONMENTAL REVIEW
The actions being considered do not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment. Projects to improve transportation safety that may occur as a result of the Plan are subject to future discretionary approvals and appropriate environmental review for such projects will be completed in the future.

FISCAL IMPACT
There are significant funding needs to support the Vision Zero Program, which are currently not funded. Initial implementation of the Vision Zero Program cost is separated into three categories as described below. This report recommends the addition of 1.0 Senior Civil Engineer (Category 1) in the Department of Public Works to oversee the program while the remaining two categories are unfunded.
(1) Vision Zero Program Public Works Staffing: It is recommended that the City Council approve the addition of one Senior Civil Engineer in the Department of Public Works as an initial position addition to oversee and implement the Vision Zero program. This position will pursue grant and regional funding for the priority projects identified in the Plan, update design standards and reviews with a Vision Zero focus, lead interdepartmental post-collision reviews, manage non-engineering program activities such as traffic safety outreach and educational activities, plan and lead traffic-related audits and public meetings, maintain and analyze collision data, track program progress, provide annual reports, update the Plan as necessary, and serve as the key staff liaison to lead the Vision Zero Working Group and coordination and collaboration with all external stakeholders. It is anticipated that additional staff positions will be required if the City is successful in obtaining grant and/or regional funding for infrastructure improvements. Staff will return to City Council for approval of additional staff resources when necessary.

The total annual compensation for the Senior Civil Engineer position in FY 2026/27 is estimated at $311,000. Funding in FY 2026/27 and future years will be allocated as part of the annual budget process. Salary and Benefit costs for the remainder of FY 2025/26 will be absorbed in the General Fund.
(2) Capital Infrastructure Projects: The Plan recommended a total of $350 million (2025 dollars) of capital improvements on the citywide HIN. In the near term, the Plan recommended $93 City of Santa Clara Page 6 of 8 Printed on 3/6/2026
powered by Legistar™
26-16330 Agenda Date: 3/10/2026
million (2025 dollars) of priority capital improvements on the top ten HIN priority corridors (described in Appendix C of the Plan). These improvements are currently unfunded. It should be noted that these priority capital projects are targeted for implementation over the next 10 years, depending on funding availability. Staff will continue to pursue outside funding (e.g., grants, regional funding) to assist with capital infrastructure improvements. (3) Program Improvements and Consultant Support: The Plan recommended a list of Program improvements such as a comprehensive update to the City’s Neighborhood Traffic Calming Program, updates to design standards, on-going consultant service support for proposed Vision Zero educational and outreach programs, Vision Zero staff trainings, and creation and maintenance of an online dashboard. Staff estimates the unfunded need for the remaining program improvements and consultant support at $923,000 in year 1 (after plan adoption), and $190,000 (2025 dollars) annually after year 1. For the first five years of the program, this is estimated at $1.68 million.

Additional budget, staffing, and consultant support will be necessary in the subsequent implementation phases to carry out the recommendations in the Plan. This includes positions within the Police Department to enhance traffic enforcement citywide. The Police Department and Human Resources are currently focused on filling vacant and unfrozen positions approved by the City Council in the current FY 2025/26 budget.

COORDINATION
This item was coordinated with the Finance Department, Police Department, City Attorney’s Office and City Manager’s Office.

ALTERNATIVES

1. Adopt a resolution to approve the Vision Zero Action Plan in substantially the form presented.

2. Do not adopt the Vision Zero Action Plan and provide further direction to staff regarding the Vision Zero Action Plan.

3. Authorize the City Manager to take any and all actions necessary to modify, edit, update, and maintain the Vision Zero Action Plan, and to implement elements of the Plan that do not require Council approval.

4. Approve the addition of 1.0 Senior Civil Engineer position in the Department of Public Works to begin implementation of the Vision Zero Program.

5. Do not approve recommended position in the Department of Public Works and delay implementation of the Vision Zero plan until a position can be added.

RECOMMENDATION
Take action to approve Alternatives 1, 3, and 4 as presented in staff’s report as follows:

City of Santa Clara Page 7 of 8 Printed on 3/6/2026
powered by Legistar™
26-16330 Agenda Date: 3/10/2026

1. Adopt a resolution to approve the Vision Zero Action Plan in substantially the form presented.

4. Approve the addition of 1.0 Senior Civil Engineer position in the Department of Public Works to begin implementation of the Vision Zero Program.

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

ATTACHMENTS

1. Draft Vision Zero Action Plan

2. Vision Zero - Vision Statement and Guiding Principles

3. Resolution Adopting the City of Santa Clara Vision Zero Action Plan

4. Historical Collision Data and Trends

5. Map and List of High-Injury Network Corridors and Intersections

6. Responses to Questions and Comments from the November 18, 2025 City Council Study Session City of Santa Clara Page 8 of 8 Printed on 3/6/2026
powered by Legistar™
City of Santa Clara
Vision Zero Action Plan
March 2026 (DRAFT)
------
6,feat Amer1ic1a P,kwr
Message from
City Manager
Dear Santa Clara Community,
Santa Clara’s Vision Zero Action Plan is a critical step towards reducing and eventually eliminating trafc fatalities and serious injuries on our roadways. Even one trafc death on Santa Clara streets is one too many, which is why we are committed to ensuring safer streets throughout the City of Santa Clara. We aim to do this through enforcement, education, and engineering. With this in mind, our City is adopting a Vision Zero transportation safety initiative. This is our commitment to prioritize street safety and ensure all road users arrive safely at their destinations — whether you walk, bike, drive, ride transit, or use our City’s growing mobility options.

Recent collisions have resulted in injuries and tragic losses. They remind us of the importance of roadway safety, and Santa Clara’s Vision Zero efort is a proactive, long-term approach aimed at preventing these kinds of tragedies in the future.

The City’s current Bicycle Plan as well as our Pedestrian Master Plan outline the need for creating a citywide Vision Zero Plan. Santa Clara has received a federal Safe Streets and Roads for All (SS4A) grant to bring this Vision Zero Plan to life. As we work to eradicate trafc deaths and severe injuries on our streets, this Plan is a data-driven and comprehensive document that was informed by community input, which helped to identify priority projects and programs to enhance trafc safety. The Plan also aligns with the California statewide goal of reducing fatalities and serious injuries on state roadways to zero by 2050.

Achieving Vision Zero is critically important for our growing city. Together, we can foster safer, more inclusive streets for everyone! Santa Clara welcomes your interest and participation in helping move our City towards the goal of eliminating all trafc fatalities and severe injury crashes.

Be safe,
Jōvan D. Grogan, City Manager
City of Santa Clara Vision Zero Action Plan i
Acknowledgements
The City of Santa Clara would like to dedicate this Vision Zero Action Plan (Plan) to the members of our community who experienced life-changing trafc incidents and all advocates dedicated to improving roadway safety in Santa Clara. We extend our sincere gratitude to all those who contributed to the development of this Plan. Special thanks go to the Vision Zero Working Group for their leadership and dedication. We also acknowledge the valuable input from community members and partner agencies that refects our shared commitment to safer streets for all. Your contributions have been vital in moving us closer to a future with zero trafc-related fatalities and severe injuries.

Elected Officials
Lisa M. Gillmor, Mayor
Albert Gonzalez, Councilmember District 1
Raj Chahal, Councilmember District 2
Karen Hardy, Councilmember District 3
Kevin Park, Councilmember District 4
Sudhanshu “Suds” Jain, Councilmember District 5
Kelly G. Cox, Vice Mayor District 6
City of Santa Clara Public Works Staff
Nicole He, Project Manager
Ralph Garcia, Senior Civil Engineer
Steve Chan, Transportation Manager
Carol Shariat, Principal Transportation Planner
Michael Liw, Assistant Director/City Engineer
Craig Mobeck, Director
Consultant Team
Mike Colety, Kimley-Horn
Robert Paderna, Kimley-Horn
Tatiana Lundstrom, Kimley-Horn
Brandi Childress, Kimley-Horn
Zander Dally, Kimley-Horn
Abbey Ibarra, Kimley-Horn
Kristen Mei, Kimley-Horn
Zachary Ramalingam, Kimley-Horn
Julian Kaiser, Kimley-Horn
Ivy Morrison, Circlepoint
Regina Merrill, Circlepoint
Simon Stahl, Circlepoint
City of Santa Clara Commissions/
Committees
Bicycle and Pedestrian Advisory Committee
Senior Advisory Commission
Parks & Recreation Commission
Youth Commission
Vision Zero Working Group
Jake Tomlin, Fire Department
Scott Wilson, Police Department
John Davidson, Community
Development Department
Ben Aghegnehu, County of Santa Clara Roads
and Airports
Alisa Campbell, County of Santa Clara
Public Health
Lauren Ledbetter, VTA
Eugene Maeda, VTA
Michal Healy, Santa Clara Unifed School District
Steve Ross, Santa Clara University
Connor Keese, Mission College
Danny Nguyen, Mission College
Gabriela Landaveri, Silicon Valley Bicycle Coalition
Ken Kratz, Santa Clara Bicycle and Pedestrian
Advisory Committee (BPAC)
Thao Nguyen, City of San Jose
Lillian Tsang, City of Sunnyvale
This project is funded by federal Safe Streets & Roads for All (SS4A) grant and state Ofce of Trafc Safety (OTS) grant.

City of Santa Clara Vision Zero Action Plan ii
Executive Summary
Santa Clara’s Vision Zero Action Plan is a strategic commitment to eliminate all trafic fatalities and severe injuries on city roadways by the year 2050.

City of Santa Clara Vision Zero Action Plan iii
The City of Santa Clara’s Vision Zero Action Plan is
an ambitious strategy aimed at eliminating all trafc
fatalities and severe injuries, while promoting safe
and sustainable mobility for all road users. This
multidisciplinary and collaborative efort unites
stakeholders from various sectors to develop and
implement comprehensive solutions addressing the
complex factors contributing to trafc-related collisions.

Key Objectives and Actions

1. Current State and Need for Action:
a. Trafc fatalities and severe injuries in Santa
Clara remain a concern, with 51 reported fatal
collisions and 139 severe injuries between 2016
and 2023.
b. The city’s growth has led to increased trafc,
further amplifying the risk of collisions.
c. High costs of trafc collisions highlight the
fnancial imperative for safety measures.

2. Implementation Framework:
a. The Safe System Approach minimizes
fatalities and severe injuries by identifying
risk factors and implementing actions and
strategies in safer streets, safer people, safer
speeds, safer vehicles, and post-collision care.
b. Developing a High Injury Network (HIN) as
shown in Figure 1 to identify specifc
corridors and intersections with a high
concentration of collisions and prioritize
infrastructure investment.
c. Emphasizing safety for vulnerable road users,
such as pedestrians and cyclists, who are
involved in 35% of all KSI (Killed or Severely
Injured) collisions in Santa Clara.

3. Priority Actions:

The Plan identifes the following priority actions
encompassing infrastructure projects and other
strategies listed below.

Priority Corridor Projects:
• Monroe Street: Lawrence Expressway to
Bowers Avenue and San Tomas Aquino Creek
Trail to Scott Boulevard
• Lafayette Street: Central Expressway to
Poplar Street
• Coleman Avenue Tri-level Interchange:

De La Cruz Boulevard from Central
Expressway to Lafayette Street and Coleman
Avenue from Reed Street to the City of San
Jose Limit Line
• Scott Boulevard: Monroe Street to El
Camino Real
• Homestead Road: Lawrence Expressway to
Kiely Boulevard
• Stevens Creek Boulevard: Lawrence
Expressway to Kiely Boulevard
• El Camino Real: Halford Avenue to
Scott Boulevard
• Pruneridge Avenue: Lawrence Expressway to
Kiely Boulevard
• Scott Boulevard: Bowers Avenue to San
Tomas Expressway
• Montague Expressway: Lick Mill Boulevard
to US 101
Non-Engineering Strategies:

Table I: Non-Engineering Actions and Strategies
Action Description
Vision Zero Program
VZP-1
Vision Zero
Implementation
Funding Program
Establish funding strategies and secure funding/apply for grant funding to support Vision Zero implementation.

VZP-2 Vision Zero Working
Group / Task Force
Form a multi-agency working group to coordinate Vision Zero implementation and initiatives.

VZP-3 Progress Report Publish annual report on Vision Zero program progress.

VZP-4 Update Vision Zero
Plan Update existing Vision Zero Plan in 5 years or per grant requirement Safer People
SP-1
City Staf
Communications
Training
Conduct training for City staf on efective roadway safety and trafic collisions messaging.

SP-2 Stakeholder
Engagement
Convene local stakeholder group and conduct workshops or walk audits along HighInjury Network (HIN) corridors.

SP-3
Trafic Education
for Safe Routes to
School (SRTS)
Continue providing and expanding trafic safety education (i.e. walking school bus) for students and parents.

SP-4 Trafic Education
for Seniors Provide trafic safety education for pedestrians over 60 years of age.

SP-5 Education
Campaigns
Conduct education campaigns such as installing message signs or media posts on speeding, distracted driving, or other high-risk behaviors.

SP-6
Online Safety
Dashboard & Data
Sharing
Develop online interactive dashboard as a tool to present trafic safety information.

Collaborate on data sharing with neighboring jurisdictions.

Safer Speeds
SSP-1 Speed Management
Implement speed limit reductions in accordance with current state law. Define up to 20% of the city’s street network as Safety Corridors to reduce posted speed limits by 5 miles per hour.

SSP-2 Strategic Trafic
Enforcement
Conduct high-visibility trafic enforcement on speeding, driving under influence (DUI), and violation of trafic control devices along the HIN corridors and/or intersections SSP-3
Collision Data
Focused Training
for Enforcement
and Public Safety
Professionals
Participate in trainings to improve collision reporting practices. Focus area includes improved data on speeding, impairment, distracted driving.

SSP-4
Police Academy
(Vision Zero
Training)
Integrate Vision Zero principles into police training and academy curriculum.

Safer Streets
SST-1 Intersection
Daylighting Implement and enforce citywide intersection daylighting per state law (AB 413).

SST-2 Post KSI-Collision
Review
Develop a multi-department collision review process and conduct post-collision review of fatal and severe injuries collisions to discuss potential improvements.

City of Santa Clara Vision Zero Action Plan iv
City of Santa Clara Vision Zero Action Plan
Action Description
SST-3 Vision Zero Priority
Corridors
Update HIN priority corridors as needed and identify funding for design and implementation of top priority HIN corridors.

SST-4 Trafic Calming
Program Update
Re-evaluate and update existing trafic calming program and policies. Incorporate best practices and update process of implementing trafic calming measures.

SST-5 School Safety
Zones
Establish reduced speed limits of 15 mph in school zones and implement trafic enforcement.

SST-6 Design Review Create an internal procedure for evaluating and, where possible, implementing safety countermeasures on projects located within HIN.

SST-7 Vision Zero Design
Standards
Develop and apply street design that helps reduce stress of walking and biking by deterring vehicle cut-through trafic. Incorporate best practices such as VTA’s Community Design and Transportation Manual, NACTO, and update City design standards as needed.

SST-8
Design Review
Training &
Resources
Provide focused training for City engineers and planners responsible for designing and reviewing street design and safety planning activities. Develop resources (i.e. checklist) to incorporate safety countermeasures
along HIN corridors and intersections.

SST-9
Bicycle and
Pedestrian Count
Data
Identify high activity areas and develop schedule to track pedestrian and cyclist activity at key locations.

SST-10
Expand Santa
Clara’s Bicycle and
Pedestrian Network
Continue expanding and upgrading the existing bicycle and pedestrian network per City’s Bicycle and Pedestrian Master Plans.

SST-11
Intelligent
Transportation
Systems
Explore and implement technologies such as speed monitoring and adaptive trafic signal systems.

SST-12
Improve Data
Collection and
Analysis
Use citywide, newer “big data” sources as a proactive strategy to monitor speed, trafic volume, locations with frequent "near misses”.

Safer Vehicles
SV-1 Subsidized Transit Expand free or discounted transit fares for holidays and special events to reduce impaired driving.

SV-2
Rideshare or
Microtransit
Program for
Impaired Driving
Prevention
Establish subsidized rideshare or microtransit program aimed to reduce impaired driving.

SV-3
Trafic Enforcement
Technologies,
Transportation
Innovation and
Mitigate Future
Risks
Explore new technologies for trafic enforcement that align with Police Department best practice. Explore opportunities and prepare for new forms of transportation and enforcement of standards. Track AB 645 Speed Safety System pilot. Collaborate and exchange knowledge with neighboring cities on related policy updates. Support any new state legislation for safer streets/Vision Zero.

Post-Collision Care
PCC-1 Emergency
Response (ER)
Continue monitoring trafic signal operations with emergency vehicle pre-emption and implement signal and roadway improvements that enhance emergency vehicle response times.
v
Roadway Network
Priority Corridor - City Street
Santa Clara City Limits
Priority Corridor - State

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits
Source: City of Santa Clara Collision Records Database, 2016-2023 High Injury Network Roadways
High Injury Network Intersections

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

WILSON HIGH
SCHOOL
Pruneridge Ave
Central Expy
Tasman Dr
Central Expy
Agnew Rd
Francis Ave
Los Padres Blvd
Halford Ave
Flora Vista Ave
Pomeroy Ave
Lawrence Expy Bing Dr
Benton St
Palm Dr
Market St
Mission College Blvd
Cabrillo Ave

PRIORITY HIGH INJURY

NETWORK CORRIDORS
2016 - 2023
Poplar St
Lehigh Dr
Priority Corridor - State
Priority Corridor - County
Priority Corridor - City Street
Scott Blvd
Forbes Ave s d
r t
Tasman Dr
Lick M
Lafayette St
ill Blvd
Agnew Rd
M
Montague Expy
ission College Blvd
Our Angel's Way
Scott Blvd
Bowers Ave
San Tomas Expy
De La Cruz
Francis Ave
Lafayette St
Blvd
Colema
Cabrillo Ave
n Ave
El Camino R
Benton St
eal
Palm Dr
Ave
Ave
Ave
Vista Flora
Halford
Pomeroy
Homestead Rd
Market St
Bellomy St
Newhall St
Dr Bing
e
Homestead Rd v
Expy
A ogat
San Tomas
arSa
Pruneridge Av
years, or as necessary to meet grant requirements, the Progress and Accountability Vision Zero Action Plan will be updated to reevaluate Santa Clara remains committed to transparent collision data and performance measures. progress reporting and accountability. An annual report on the program’s progress will be published, and in fve Figure 1: Priority High Injury Network Corridors & Intersections High Injury Network Roadways
Great America Pkwy
LEVI'S

STADIUM

CALIFORNIA'S
Priority Corridor - County

SUNNYVALE GREAT AMERICA AGNEWS

HISTORIC MISSION PARK COLLEGE
Central Expy
Central Expy Central Expy
Monroe St

ADRIAN WILCOX

HIGH SCHOOL
Lawrence Expy
Scott Blvd

CABRILLO
MIDDLE
SCHOOL
El Camino Real
El Camino Real
Kiely Blvd

SANTA CLARA

UNIVERSITY

WILSON HIGH

SCHOOL BUCHSER SANTA CLARA

HIGH SCHOOL
Benton St CENTRAL
PARK
MIDDLE
SCHOOL

STRATFORD
SCHOOL
Winchester Blvd
Lawrence Expy
Kiely Blvd
Lo Pa res Blvd
Sou ce: City of San a Clara Collision Records Database, 2016-2023 City of Santa Clara Vision Zero Action Plan
e SAN JOSE Stevens Creek Blvd Stevens Creek Blvd
vi
-
0 D
D
D
Table of Contents
Message from City Manager................................................................................................... i Acknowledgements ............................................................................................................... ii Executive Summary............................................................................................................... iii Glossary...................................................................................................................................1

1. About Vision Zero ........................................................................................ 2 What is Vision Zero? ...............................................................................................................3 Why Vision Zero for Santa Clara?...........................................................................................4 What is a Safe System Approach? .........................................................................................8 Vision Statement, Guiding Principles, and Continued Eforts ..............................................9 Vision Statement .................................................................................................................9 Guiding Principles.............................................................................................................. 10 Continuing Santa Clara’s Eforts........................................................................................ 10

2. Community Engagement...........................................................................14 Outreach Strategies ..............................................................................................................15 How We Engaged with the Community ................................................................................17

3. Safety Analysis...........................................................................................21 High Injury Network .............................................................................................................28 Collision Profiles....................................................................................................................31

4. Countermeasure Toolbox.........................................................................50

5. Action Plan to Reach Zero Deaths and Severe Injuries............................. 58 Priority Project List...............................................................................................................60 Programs and Policy Updates ..............................................................................................64 Actions and Strategies ......................................................................................................65 Progress, Transparency, Accountability.............................................................................. 73 How to Stay Involved ........................................................................................................ 73 Appendices....................................................................................................74 City of Santa Clara Vision Zero Action Plan
Glossary
AB: Assembly Bill
AADT: Annual Average Daily Trafc
ADA: Americans with Disabilities Act
ATP: Active Transportation Plan
BPAC: Bicycle & Pedestrian Advisory Committee
Caltrans: California Department of Transportation
CAP: Climate Action Plan
CIP: Capital Improvement Program
DUI: Driving Under the Infuence
ER: Emergency Response
FHWA: Federal Highway Administration
HIN: High Injury Network
IT: Information Technology
KSI: Collisions resulting in someone being Killed or Severely Injured NACTO: National Association of City Transportation Ofcials NTCP: Neighborhood Trafc Calming Program
PDO: Property Damage Only
RRFB: Rectangular Rapid Flashing Beacon
SRTS: Safe Routes to School
SS4A: Safe Streets and Roads for All
TIMS: Transportation Injury Mapping System
UC: University of California
VMT: Vehicle Miles Travelled
VTA: Valley Transportation Authority
1 1. About Vision Zero
__.,,,-- ,,
,,,,
---
What is Vision Zero?
City of Santa Clara Vision Zero Action Plan 3
Vision Zero is a comprehensive and ambitious
strategy aimed at eliminating all trafc fatalities
and severe injuries while promoting safe and
sustainable mobility for all road users. Originating
from a movement in Sweden in the 1990s, Vision Zero
fundamentally shifts the responsibility of trafc safety from individuals to the broader transportation system.

At its core, Vision Zero is a multidisciplinary
and collaborative efort that unites a wide range
of stakeholders from various sectors, including
government agencies, urban planners, public
health professionals, law enforcement, community
organizations, and the public. This collaboration
is essential for developing and implementing
comprehensive solutions that address the complex
and interconnected factors contributing to
trafc-related collisions. Through a combination
of engineering improvements, policy changes,
educational campaigns, and targeted enforcement,
Vision Zero seeks to create a safer and more
inclusive transportation network.
an Master Plan C

01. Santa Clara Today
e P an Update 2018 C ty of Santa C
Santa Clara Today
Why Vision Zero
for Santa Clara?
The City of Santa Clara is committed to creating safer streets, eliminating trafc-related fatalities, and fostering a community where all residents can travel securely, whether by foot, bicycle, or vehicle. Vision Zero advocates for a proactive approach to trafc safety, prioritizing the design and implementation of infrastructure improvements, enforcing trafc laws strategically, and promoting education programs about safe transportation behaviors. This efort is rooted in the City’s dedication to eliminating all trafc-related fatalities and severe injuries, creating safer streets, and fostering a strong safety culture among all road users. While this initiative complements broader statewide goals for achieving Vision Zero, its core purpose is to address Santa Clara’s unique transportation needs.

1. 2.4% of All Collisions within Santa Clara
Result in a Fatality or Severe Injury:

Between 2016 and 2023, there are 51 reported
fatal collisions and 139 severe injuries in total,
with an average of over 6 trafc fatalities and 17
severe injuries annually, highlighting a pressing
need for enhanced safety measures. Figure 2
presents the fatal and severe injury collisions
within the 8-year study period.

2. Policy Goal from City’s Bicycle and
Pedestrian Master Plans:

Previous planning eforts, including the City of
Santa Clara’s Bicycle Master Plan Update (2018)
and Pedestrian Master Plan (2019), identifed the
adoption of a Vision Zero policy as a key goal to
advance safe, multimodal transportation for
all users.

Pedestri 2019 ity of Santa Clara i
City of Santa Clara
Pedestrian Master Plan
2019
Prepared by
Alta Planning + Design
City of Santa Clara
Bicycle Plan Update
2018
Prepared by
Alta Planning + Design
June 2019
Prepared for
Prepared for
Bicycl l i lara i
City of Santa Clara Vision Zero Action Plan 4
Between 2016 and 2023,
there are 51 reported
fatal collisions and
139 severe injuries

3. Trend of Increasing Pedestrian and Cyclist
Injuries: Collision data indicates that pedestrian
and cyclist injuries have been on the rise. Over the
8-year study period from 2016 to 2023, there were
45 pedestrian collisions and 23 cyclist collisions
resulting in fatalities or severe injuries. Figure
3 presents the fatal and severe injury collisions
involving bicycles and pedestrians. A Vision Zero
Action Plan would prioritize the safety of these
vulnerable road users.

4. Growing City and Growing Traffic:

As the City continues to grow, trafc volumes
have increased, leading to more congestion and a
heightened risk of trafc collisions.

5. High Cost of Traffic Collisions:

Trafc collisions impose a signifcant economic
burden, including medical expenses, property
damage, and lost productivity. In 2023, trafcrelated incidents cost an estimated $157.5 million1 ,
demonstrating the fnancial imperative to reduce
collisions through a Vision Zero approach.

Due to these and other changes in Santa Clara, the
City recognized the need for a Vision Zero Action
Plan. In 2022 the City received a federal Safe Streets
for All (SS4A) grant to develop a citywide Vision
Zero Action Plan and policy, leading to the creation of this Plan.
1 Collision costs calculated using values from the Local Roadway Safety Manual, Caltrans, 2024.

City of Santa Clara Vision Zero Action Plan 5
City of Santa Clara Vision Zero Action Plan
Roadway Network
Santa Clara City Limits
s d
Li
asman Dr
ck M
T
Lafayette St
ill Blvd
Agnew
Rd
Rd
Agnew
M
Expy Montague
ission College Blvd
Our Angel's Way
San Tomas Expy San Tomas Expy
Bowers Ave
De La Cruz Blvd
Francis Ave
Lafayette St
Colem
Cabrillo Ave
an Ave
El Cami
Benton St
Monroe St
no Rea
Flora Vista Ave
Pomeroy Ave
Palm Dr
l
Halford Ave
Homestead Rd
Market St
Bellomy St
Newhall St
Bing Dr
e
Homestead Rd
San Tomas Expy
vA agotaraS
Kiely Blvd
Pruneridge A
Figure 2: Citywide Fatalities and
Severe Injury Collisions K+SI* Crashes by Intersection (2016-2023) 1 Lo Pa res Blvd
2 3 - 4
5 - 6
K+SI* Crashes by Segment
1 Great America Pkwy
LEVI'S

STADIUM
2 CALIFORNIA'S

GREAT AMERICA
AGNEWS

HISTORIC MISSION PARK COLLEGE

SUNNYVALE
Central Expy
Central Expy Central Expy
Monroe St

ADRIAN WILCOX

HIGH SCHOOL
Lawrence Expy
Scott Blvd

CABRILLO
MIDDLE
SCHOOL
El Camino Real Kiely Blvd
El Camino Real

SANTA CLARA

UNIVERSITY

WILSON HIGH

SCHOOL SANTA CLARA
HIGH SCHOOL Benton St BUCHSER
MIDDLE

CENTRAL SCHOOL
PARK

STRATFORD
SCHOOL
Winchester Blvd
Lawrence Expy
ve SAN JOSE
Stevens Creek Blvd Stevens Creek Blvd
Miles City of Santa Clara Vision Zero Action Plan 0 0.5 1 2 6 Roadway Network
D Santa Clara City Limits
K+SI* Crashes by Intersection
o l
• •
-
2 3-4
5 - 6
K+SI* Crashes by Segment
1 - 2
*K+SI: K=Fatality, SI= Severe Injury

SUNNYVALE

SAN JOSE
City of Santa Clara Vision Zero Action Plan

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

WILSON HIGH
SCHOOL
Pruneridge Ave
Central Expy
Tasman Dr
Agnew Rd
Central Expy
Agnew Rd
Francis Ave
Los Padres Blvd
Halford Ave
Flora Vista Ave
Pomeroy Ave
Lawrence Expy Bing Dr
Benton St
Palm Dr
Market St
Mission College Blvd
Cabrillo Ave

BUCHSER
MIDDLE
SCHOOL
Stevens Creek Blvd
De La Cruz Blvd
El Camino Real
Lafayette St
San Tomas Expy
Great America Pkwy
Saratoga Ave
Lawrence Expy
Scott Blvd
Montague Expy
El Camino Real
Winchester Blvd
Benton St
Coleman Ave
San Tomas Expy
Lafayette St
Kiely Blvd
Lick Mill Blvd
Bellomy St
Newhall St
Central Expy
Our Angel's Way
El Camino Real
Stevens Creek Blvd
San Tomas Expy
Monroe St
Homestead Rd
Monroe St
Homestead Rd
Kiely Blvd
Bowers Ave
Class I Bike Facility
Class II Bike Facility
Pedestrian Crashes
Fatal
Severe Injury
Bike Crashes
Fatal
Severe Injury
Figure 3: Citywide Fatalities and
Severe Injury Collisions Involving
Pedestrian Or Cyclists (2016-2023)
7 D
What is a
Safe System Approach?
City of Santa Clara Vision Zero Action Plan 8
The Safe System Approach is a comprehensive
framework for road safety that aims to minimize
fatalities and severe injuries by considering the
entire transportation system and its interactions.

This idea provides a systematic plan to accomplish
Vision Zero, a global movement based on the ethical
belief that no one should be killed or injured in
trafc collisions.

Unlike traditional methods that primarily react to
collisions after they occur, this approach focuses
on identifying risk factors and implementing
preventive measures beforehand. It recognizes that
while human error is inevitable, a well-designed
and redundant system can reduce the chances of
those errors leading to fatalities. The Safe System
Approach emphasizes that trafc safety is a shared
responsibility among road users, designers, policy
makers, and vehicle manufacturers.

By addressing the key principles of road safety — safe
road users, safe vehicles, safe speeds, safe roads, and post-collision care — the Safe System Approach aims
to create a forgiving road system that accommodates
human error and keeps road users safe.

Areas where the Safe System Approach has been
successfully implemented have seen a signifcant
decline in road trafc deaths and injuries2
.

The City of Santa Clara believes that trafc fatalities
and severe injuries are preventable and is committed
to applying a Safe System Approach to improve
roadway safety in the city.
2 SafetyConnect. (2023, September 15). An Introduction to the Safe Systems Approach. SafetyConnect. https://www.safetyconnect.io/post/an-introduction-to-the-safe-systems-approach Vision Statement,
Guiding Principles,
and Continued Eforts
Vision Statement
The City of Santa Clara is dedicated to eliminating
all trafc-related fatalities and severe injuries on
city roadways by 2050 while fostering safe and
sustainable mobility for all road users.

We envision a city where every resident and visitor
can move around with confdence, whether they
choose to walk, bike, drive, or use public transit.

Through collaborative eforts and innovative
solutions, we aim to create a transportation network
that prioritizes human life above all else, making our
streets safer for everyone.

Our commitment is to ensure that
Santa Clara’s streets are safe and
accessible for all roadway users:
pedestrians, cyclists, drivers,
and transit users alike.

City of Santa Clara Vision Zero Action Plan 9
City of Santa Clara Vision Zero Action Plan
Guiding Principles These guiding principles will steer Santa Clara’s eforts as we work towards our goal of zero trafc-
• Safety of Human Life is Our Highest
Priority. Our commitment is to ensure that
Santa Clara’s streets are safe and accessible for
all roadway users: pedestrians, cyclists, drivers,
and transit users alike.
• Traffic-related Fatalities and Severe
Injuries are Preventable and
Unacceptable. We recognize that human
error is inevitable, but serious consequences are
not. Our streets, policies, and systems must be
designed to reduce the risk and severity
of collisions.
• Vision Zero is a Shared Responsibility.

Achieving Vision Zero requires a coordinated,
citywide efort. We will strive to work
collaboratively across departments and with
community partners through engineering,
enforcement, education, and emergency response.
• Community Engagement is Essential.

Meaningful input from residents, businesses,
and local organizations will guide our strategies.

We will listen, learn, and act in partnership with
the community to ensure solutions are inclusive
and efective.
related deaths and severe injuries. Through a
combination of engineering, education, enforcement,
and engagement, we will build a safer and more
connected community for all.

Continuing Santa Clara’s
Eforts
The Santa Clara Vision Zero Action Plan (Plan) is
a high-level planning document that builds on the
City’s existing plans and trafc safety eforts.

Table 1 provides an overview of key City and
County/VTA plans that guide and complement Santa
Clara’s Vision Zero strategies, highlighting their
goals and contributions to a safer, more connected
transportation system. Building upon these existing
eforts, the Plan aims to create a cohesive strategy that accelerates progress towards the goal of eliminating
trafc-related fatalities and severe injuries.
10 City of Santa Clara Vision Zero Action Plan
Table 1: Key Existing City of Santa Clara and County/VTA Plans Document Name Relevance to Santa Clara Vision Zero
City of Santa Clara
General Plan (2010)
Approved in 2010, the City of Santa Clara 2010-2035 General Plan is a comprehensive framework encompassing the City’s land use, mobility and transportation, public facilities and services, environmental quality, sustainability, housing, noise, safety, and conservation.

The Mobility and Transportation section of the General Plan provides goals and policies that would support connected networks that facilitate pedestrian, bicycle, and vehicular movement throughout the City of Santa Clara.

City of Santa Clara
Bicycle Plan
Update (2018)
The Bicycle Plan Update (2018) provides a long-term vision for improving bicycling in the City of Santa Clara with implementation of policy, program, and project recommendations. This plan identifies a goal to develop a Vision Zero policy.

City of Santa
Clara Pedestrian
Master Plan (2019)
The Pedestrian Master Plan includes policies, programs, and project recommendations to make the City of Santa Clara a walkable community that provides a comprehensive network of safe, convenient, and comfortable pedestrian routes for all people of all ages and abilities. This plan identifies challenges to walkability, priority pedestrian zones, and goals highlighting safety, comfort, convenience, active communities, and implementation. This plan identifies a goal to develop a Vision Zero policy.

Santa Clara County
Active Transportation
Plan (2024)
The Santa Clara County Active Transportation Plan (ATP) assesses the current transportation network’s function in serving people biking, walking, and rolling throughout Santa Clara County, and identifies opportunities to enhance safety for these modes of transportation along County-maintained roadways. Development of infrastructure safety improvements and Vision Zero projects along County-maintained roadways within Santa Clara, such as Montague/San Tomas Expressway, Central Expressway and Lawrence Expressway, would support the safety goal of the County ATP.

Santa Clara Valley The VTA Valley Transportation Plan (VTP) provides a long-range transportation plan for Transportation Santa Clara County identifying programs, projects, and policies to address links between Authority (VTA) transportation, land use, air quality, energy use, and community livability. A primary Valley Transportation objective of the VTP would be to encourage an integrated multimodal Plan 2040 transportation system.

Santa Clara Climate
Action Plan (2022)
The Santa Clara Climate Action Plan (CAP) aims to reduce greenhouse gas emissions, enhance sustainability, and prepare the city for climate change impacts through comprehensive mitigation and adaptation strategies. This plan includes maximizing co-benefits, such as improving safety by expanding the bicycle and pedestrian network.

Santa Clara Americans
with Disabilities Act
Transition Plan (2024)
The Santa Clara Americans with Disabilities Act (ADA) Transition Plan outlines the city's strategy to improve accessibility and ensure compliance with the Americans with Disabilities Act by identifying, prioritizing, and addressing barriers in public facilities and infrastructure. It includes an action plan for upgrading sidewalks, ramps, public buildings, and other amenities to meet ADA standards, which improves safety and accessibility for the public overall.

Santa Clara Complete
Streets policy (2018)
The Complete Streets policy aims to create safe, accessible and convenient transportation networks for everyone, regardless of how they travel.

Santa Clara The Neighborhood Trafic Calming Program (NTCP) describes the City’s existing approach Neighborhood to address local neighborhood trafic safety concerns in a systematic manner. This Trafic Calming program serves as a guideline to evaluate and implement trafic calming solutions on Program (1999) neighborhood streets.
11 Federal and
State Policies
In addition to reviewing existing city and county Santa Clara’s active transportation and safety plans, this Plan has incorporated the various strategies. This summary of Program, Policies, and initiatives, policies, and practices concerning Practices can be found in Table 2.

Table 2: Federal and State Policies
Key Document Key Elements
FHWA Safe System
Approach for
Speed Management
Presents a five-stage framework to identify, prioritize, and implement speed management for arterial and residential areas, which is a key element of the Safe System Approach.

FHWA Primer on Safe
System Approach for
Pedestrian and
Bicyclists
Outlines considerations for pedestrians and bicyclists within each Safe System element and provides a benchmark for agencies to evaluate their policies, programs, and practices for Safe System alignment.

Caltrans Director’s
Policy 36 (DP-36)
Commitment from Caltrans to apply the Safe System Approach to eliminate fatal and severe injury collisions on California roadways by 2050. This commitment includes adopting a safety first mindset in prioritizing road safety while eliminating race-, age-, ability- and mode-based disparities in road safety outecomes.

Caltrans Director’s
Policy 37 (DP-37)
Emphasizes Caltrans’ dedication to developing complete streets that support active transportation, transit, and rail, in order to meet the state’s climate and environmental objectives.

Caltrans Design
Information
Bulletin 94 (DIB 94)
Provides new flexibility in design of context-sensitive facilities by integrating the Safe System Approach into Caltrans’ design standards for complete streets projects. It supports Vision Zero by prioritizing proactive, human-centered design strategies that reduce crash severity and protect all road users.

City of Santa Clara Vision Zero Action Plan 12
City of Santa Clara Vision Zero Action Plan
Table 2 (Continued): Federal and State Policies
State Law Key Elements
Assembly Bill 43
(AB 43) (2021)
Grants local jurisdictions the flexibility to establish and enforce speed limits based on safety context rather than solely on the 85th percentile speeds.

Assembly Bill 413
(AB 413) (2023)
Mandates daylighting intersections up to 20 feet on the approach side of a marked or unmarked crosswalk to improve sight distance between motorists and vulnerable road users. By prohibiting parking within this zone, even in the absence of red curb markings, the law proactively reduces crash risk and injury severity, particularly for pedestrians and cyclists at intersections.

Assembly Bill 645
(AB 645) (2023)**
Ofers guidance for implementing speed safety camera pilot programs, enabling automated enforcement using cameras along high injury network corridors. By enabling camera-based enforcement of speeding violations, AB 645 directly aligns with Vision Zero and the Safe System Approach by proactively managing vehicle speeds and reinforcing systemic responsibility for road safety.

Senate Bill 743
(SB 743) (2013*)
Implements a policy change in the State's environmental review process for transportation to quantify driving measures by vehicle miles traveled, a key factor in safety exposure. Eliminates level of service as an environmental impact criterion. * Began statewide implementation in July 2020
** At the time of this Plan development, speed safety camera pilot programs are permitted by only six cities in California, not including Santa Clara 13 2. Community Engagement
Outreach Strategies
The project team conducted robust community
engagement in the development of the Plan.

The primary goal of engagement was to gather
input about community concerns and priorities
surrounding traffic safety in Santa Clara. Using
a variety of communication channels, the project
Phase 1
September–
December 2024
The initial phase
introduced the project,
sought to understand
how community members
experience existing
trafic infrastructure, and
identified community
members’ general and sitespecific trafic
safety concerns.

Survey Responses: Survey Responses: Survey Responses:
245 729 340
Meeting participants: Meeting Participants: Meeting Participants:
18 24 28
Phase 2
January–
March 2025
The second phase
introduced Santa Clara’s
High-Injury Network
(HIN) and confirmed with
stakeholders if they also
had safety concerns in this
area, as well as solicited
feedback on additional
priority areas for trafic
safety improvements.
team prioritized the meaningful engagement of
communities in Santa Clara, with an emphasis on
those who are traditionally underrepresented in
planning processes. Outreach was conducted in
four phases:

Phase 3
March–
April 2025
The third phase presented
the Vision Zero Plan’s
Programs, Policies, and
Countermeasure Toolkit
to solicit feedback,
and allowed the
community to confirm
if the recommendations
accurately addressed their
concerns and priorities
shared in Phases 1 and 2.

Phase 4
May–
July 2025
The final phase of outreach
presented the Priority
Project List and associated
implementation actions
for community input.

The Priority Project List
was developed using
feedback heard in Phase
3 on the proposed
programs, policies, and
countermeasures, and
outreach in Phase 4
served to ensure the final
project list and proposed
programs correspond to
the input heard.

Meeting Participants:
17 City of Santa Clara Vision Zero Action Plan 15
City of Santa Clara Vision Zero Action Plan
Vision Zero Working Group
Comprised of multidisciplinary stakeholders from
City departments and key partner agencies, a Vision
Zero Working Group was established to collaborate
and guide the development of this Plan. The Working
Group includes City staf from Public Works, Police,
Fire, Community Development departments, a
representative from the City’s Bicycle & Pedestrian
Advisory Committee, and external partners from
Santa Clara County Roads & Airport and Public
Health departments, City of San Jose, City of
Sunnyvale, VTA, school district, Mission College,
Santa Clara University, and the Silicon Valley Bicycle
Coalition. The group met quarterly throughout the
project to discuss trafc safety concerns, review
collision analysis results, and collaborate on Vision
Zero actions and strategies.

Bicycle & Pedestrian
Advisory Committee
The City of Santa Clara Bicycle & Pedestrian Advisory
Committee (BPAC) serves as an advisory panel to the
City Council, providing recommendations on policies,
projects, and programs that support and encourage
bicycling and walking. The project team presented at
BPAC meetings to provide updates and solicit input at
major milestones. Aug. 26, 2024 Jan. 27, 2025 Mar. 24, 2025 Jun. 23, 2025 October 2025 Meeting 1
Vision Zero Introduction, Project Overview,
and BPAC Representative Selection
for Vision Zero Working Group
Meeting 2
Collision Analysis and High-Injury Network
Meeting 3
Draft Countermeasure Toolbox
and Actions & Strategies
Meeting 4
Priority Project List and Draft Plan
Meeting 5
Recommend to City Council
for Plan Approval
City Commissions
In addition to regular meetings with the Vision Zero
Working Group and presentations to the BPAC, the
project team also engaged the City’s Youth, Parks &
Recreation, and Senior Advisory Commissions in
Fall 2024 and received input about safety concerns
around the city.
16 How We Engaged
with the Community
Project Webpage
The project webpage, SantaClaraCA.gov/VisionZero,
served as the central clearinghouse for project
information. This webpage included educational
materials, such as Frequently Asked Questions and
meeting presentations, for community members
to easily understand the project purpose. The City
also updated the webpage regularly to announce
upcoming outreach opportunities and online surveys.

Project Hotline and Email
To provide multiple avenues for community
members to submit comments, questions, and input,
the project team developed a dedicated project
hotline and email address. Contact information
received through the hotline and project email, as
well as information received from project event
attendees, was used to develop a project email list.

The project team used this database to distribute
project-related notifcations and email blasts.

Community Surveys & Interactive Webmap
The project team developed three community
surveys to gain stakeholder input at key project
milestones. These surveys allowed the public to
provide specifc feedback at major milestones.
• Survey 1 (September 14, 2024 - December 9,
2024): gathered feedback from the community
through a Safety Survey and an interactive
Safety Map.
• Survey 2 (February 18, 2025 - April 7, 2025):
gathered feedback on how people have
experienced the High Injury Network (HIN) in
Santa Clara.
• Survey 3 ( June 16, 2025 through July 13, 2025):
gathered feedback on the Priority Project List,
Programs/Policies, and Implementable Actions.

For a detailed summary of results and key
takeaways from each survey, please see Appendix A.

City Communications Channels
The project team raised awareness of the project by
leveraging existing City communication platforms
and associated audiences. These platforms include
City of Santa Clara Vision Zero Action Plan 17
VISION
ZERO

REGISTER TODAY
November 7, 6 p.m.
bit.ly /SCVisionZero
Phone: 669 900 6833
Webinar ID: 872 7163 4449
City of Santa Clara Vision Zero Action Plan
the City’s website, e-newsletters, Nextdoor, the Bus Shelter Advertisement City Manager’s Blog, social media channels like To reach transit riders and raise more project Instagram and Facebook, as well as fyers distributed awareness, the City installed several posters at VTA to key partners and locations. bus shelters along El Camino Real.

ACOMPÁÑENOS
en el último Taller Comunitario "Vision
Zero" de la ciudad de Santa Clara
Mejoras de Seguridad y Borrador del Plan "Vision Zero"
Lunes 30 de junio a las 6 p.m.

Zoom En Persona
bit.ly/SC-VZ-Workshop Santa Clara City Hall Council Chambers Teléfono: 669 900 6833 1500 Warburton Ave.

ID de la Reunión Web: Santa Clara, CA 95050
826 5040 3475
Scan QR code to learn more
or visit santaclaraca.gov/
visionzero
Escanee el código QR para
obtener más información o
visite santaclaraca.gov/
visionzero

JOIN US
for the fnal City of Santa Clara
Vision Zero Community Workshop
Safety Improvements and Draft Vision Zero Plan
Monday, June 30, at 6 p.m.

Zoom
bit.ly/SC-VZ-Workshop
In-Person
Phone: 669 900 6833
Webinar ID: 826 5040 3475
1500 Warburton Ave.

Santa Clara City Hall Council Chambers
Santa Clara, CA 95050
For questions, or if you need interpretation at the workshop, contact the project at [email protected] or call (408) 915-6566 by June 23, 2025.

Si tiene preguntas o necesita interpretación durante el taller, comuníquese con el proyecto por [email protected] o llame al (408) 915-6566 antes del 23 de junio de 2025.

Street Signs
To enhance public awareness and visibility of the
Vision Zero initiative, the City installed Vision Zero
branded signage with a link to the project website
along major corridors, including streets with
collision hotspots. These signs were strategically
placed to reach drivers, pedestrians, and bicyclists as they travel in the city
Project Events
The project team held multiple workshops and popup events to keep community members informed and provide them with an opportunity to share
their input and ask the project team questions.

At in-person events, the project team distributed
safety items such as bike lights, clip-on safety lights, and refective armbands, at no cost to community
members. For a detailed summary of results and key
takeaways from each event, please see Appendix B.
18 VISION
ZERO
City of Santa Clara Vision Zero Action Plan
Community Workshops
Workshop #1: Project Introduction
November 7, 2024
Virtual, via Zoom
Workshop #2: HIN and Countermeasure Toolbox
March 5, 2025
In-person, City of Santa Clara City Hall
Workshop #3: Priority Projects and Program List
May 7, 2025
Virtual, via Zoom
Workshop #4: Proposed Improvement and Draft Plan
June 30, 2025
Hybrid, Virtual via Zoom / In-person,
City of Santa Clara City Hall
Pop-up Events
• Art & Wine Festival, September 14-15, 2024
• Santa Clara Farmers Market, November 2, 2024
• Holiday Tree Lighting, December 6, 2024
• Earth Day at Central Park, April 10, 2025
• Bike to Work Day, May 15, 2025
• State of the City, September 24, 2025
19 City of Santa Clara Vision Zero Action Plan
What We Heard from the Community
Top Concerns:
• Speeding and Distracted Driving
• Unsafe Intersections and Poor Visibility at
Intersections Including Oversized Vehicle Parking
• Lack of Safe and Protected Bike Infrastructure
• Non-compliance by Cyclists
• Pedestrian Infrastructure Defciencies
• Lack of Cross-City Bike Connectivity and Safety
in School Zones
• Need for Education, Enforcement, and
Trafc-Calming Measures
“I am glad you are doing this.

I almost got hit by a car this
summer and still have a scar from
the experience. I have felt so scared
walking around Santa Clara since.”
— Survey Respondent
Top Locations of Safety Concerns
from the Community:
• Monroe Street
• De La Cruz Boulevard
• El Camino Real
• Benton Street
• Pruneridge Avenue
• Homestead Road
• Lafayette Street
• Scott Boulevard
• Kiely Boulevard
• Lawrence Expressway
“Bufered bike lines would be a
great way to protect cyclists and
pedestrians as well as encourage
non-motor vehicle travel along
these corridors.”
— Survey Respondent
20 vale
(!!) Cenua\ExPY. 4
lvferffd
A
Ir~
EFremontAve
pertino
"'
Q
PayPal /
EWH~ L:
co
I
ROSE
GARDEN

3. Safety Analysis
Understanding the patterns and causes of trafc-related fatalities and severe injuries is essential to achieving Vision Zero. This section presents an in-depth analysis of 8-year historical collision data to identify high-injury network and locations with elevated safety risks in Santa Clara. By examining where, how, contributing factors to why fatal and severe collisions occur, the City can prioritize safety interventions that will have the greatest impact on improving safety for all. This data-driven approach helps guide strategic decisions and supports the development of targeted actions to eliminate trafc deaths and severe injuries.

Data-driven Approach

1. Collision Trends: Review collision data to 4. Countermeasure Toolbox: Compile proven assess patterns and trends related to the timing, and applicable safety countermeasures based on locations, causes, and parties involved in collisions. nationwide research and best practice, aligning them with corresponding collision profles. 2. High Injury Network (Corridors & Intersections): Identify specifc corridors and 5. Priority Project Locations: Select top ten intersections where a signifcant number of fatal priority corridors with high collision frequency, and severe injury collisions frequently occur. determined by collision density and confrmed by input from the local community. Review collision 3. Collision Profiles: Investigate collision factors reports and conduct feld visits to identify to recognize the most common types of collisions, potential safety improvements. and categorize into 9 collision profles.

City of Santa Clara Vision Zero Action Plan 22
City of Santa Clara Vision Zero Action Plan
Collision Trends
The project team reviewed collision data from January
1, 2016 through December 31, 2023, obtained from
the City’s collision database and supplemented using
the County’s collision database and UC Berkeley’s
Transportation Injury Mapping System (TIMS). The
collision data included collisions that occurred on
County expressways and El Camino Real, and did not
include collisions on highways or private streets. As
shown in Table 3, there were 51 fatal collisions and 139 severe injury collisions, with a total of 7,934 collisions during the 8-year study period. The collision data
was spatially referenced and mapped. Each collision
was assigned to the nearest intersection within 250
feet, or nearest roadway segment if no intersection
was within range. Figure 4 presents the breakdown
of collisions between signalized intersections,
unsignalized intersections, and roadway segments.

Approximately 39% of collisions occurred at signalized
intersections, followed by roadway segments with 34%
and unsignalized intersections with 27%.

Figure 4: Collisions by Facility Type, 2016–2023
Table 3: Collisions by Severity (2016-2023)
Collision Severity Count %
Fatal (Killed) 51 1%
Severe Injury (SI) 139 2%
Other Visible Injury 895 11%
Complaint of Pain 1,437 18%
Property Damage Only (PDO) 5,412 68%
Total 7,934 100%
23 1500
1228
1200 1154
1046 1082
997 993
900
817
451
600
300
0 2016 2017 2018 2019 2020 2021 2022 2023
■ Signalized ■ Unsignalized ■ Segment
City of Santa Clara Vision Zero Action Plan
During the study period, the majority of all collisions, totaling 75% (5,953 incidents), occurred on Cityowned and maintained facilities, as illustrated in Figure 5. Collisions on County expressways
accounted for approximately 15% (1,165), while
collisions along State-maintained facilities
Figure 5: Collisions by Jurisdiction, 2016–2023
Figure 6: KSI Collisions by Jurisdiction, 2016-2023
(El Camino Real) accounted for 10% (816) of
collisions. As shown in Figure 6, a significant amount
of KSI collisions within Santa Clara occurred on
County and State-owned roadways. Between 2016
and 2023, 45% of KSI collisions (86 out of 190)
concentrated on County and State-owned roadways.
24 1500
1200
900
600
300
0 35
30 25
20 15
10 5
0 2016 2017
2016 2017
2018
■ City
2018
■ City
1228
2019 2020 2021 2022 2023
■ County ■ State
35 2019 2020 2021 2022 2023
■ County ■ State
City of Santa Clara Vision Zero Action Plan
Severe Injury
A severe injury is determined by the reporting
police ofcer based on their visual assessment of
a victim at the collision scene. According to the
California Highway Patrol’s Collision Investigation
Manual, a severe injury is one that is not fatal but
results in broken bones, dislocated or distorted
limbs, severe lacerations, or unconsciousness,
either at the scene or when taken from it. This
defnition excludes minor lacerations. It is
important to note that some severe injuries might
not be recognized as such by the reporting ofcer if
they are not visible or otherwise apparent.

People Walking and Biking
are Most Vulnerable
Bicyclists and pedestrians were involved in
approximately 35% of all Fatal and Severe Injury (KSI)
collisions in Santa Clara between 2016-2023, as seen
in Figure 7. Addressing road safety challenges for
vulnerable road users is key to the City achieving its
Vision Zero goal, as collisions involving bicycles and
pedestrians often result in more severe outcomes.

Vulnerable Users
Vulnerable users refers to individuals who are at a
greater risk of trafc-related death or injury because
of demographic factors such as socioeconomic
status, physical or mental abilities, age, or mode
of transportation. This category may encompass
people of color, low-income individuals, those
with limited or no English profciency, individuals
experiencing homelessness, youth, seniors, people
with disabilities, as well as pedestrians and cyclists.

The number of annual KSI collisions involving
cyclists and pedestrians has increased from 2016 to
2023, as seen in Figure 8. 2022 experienced the most
KSI vulnerable road user collisions, with a total of 14.

KSI collisions have overall trended upwards since
2016, peaking in 2023 with 24 KSI collisions.

Figure 9 presents the collision types by severity
recorded during the study period, while Figure 10
presents KSI collisions by type. The most common
collision types resulting in injuries were broadside
Figure 7: Comparison of Collisions
by Mode (2016 – 2023 Data)
collisions (869 injury collisions), rear ends (538)
and vehicle-pedestrian collisions (278), followed by
bicycle collisions (221). Sideswipes and hit object
collisions were the next most common collision
types. Broadside collisions are commonly referred
to as ‘T-Bone’ collisions, and involve a vehicle
striking another vehicle at (or close to) a rightangle. Sideswipes involve two vehicles travelling parallel (or close to parallel) and striking each other along the length of the vehicle. Hit object collisions
are typically single vehicle collisions in which a
driver departs the road, striking a parked car, tree,
or another kind of object.

Broadsides were the most common fatal collision
types during the study period (31), followed by
vehicle-pedestrian collisions (29). Hit-object
collisions and bicycle collisions were involved in 21
and 20 fatal collisions, respectively.
25 • o""?o • 3%
Bicycle o""?o
(262) 12%
• Bicycle
~ (23)
•
Pedestrian
4% ~ (322) 23%
Pedestrian
(45)
93%
-
- Motor
Vehicle 65% (7350) Motor
Vehicle
(122)
All Collisions KSI Collisions
City of Santa Clara Vision Zero Action Plan
Figure 8: Annual KSI Collisions by Mode, 2016–2023
Figure 9: Collision Types by Severity, 2016–2023
26 35 35 .--------------------------------------
20 15
10 5
2016 2017 2018 2019 2020 2021 2022 2023

1.::-:-1 Motor Vehicles Ill Pedestrians-involved lfll Bikes-involved 2000 1928
1858
1781
1500
1019 1000
500
0 Property Damage Only ■ Complaint of Pain ■ Other Visible Injury ■ Severe Injury ■ Fatal City of Santa Clara Vision Zero Action Plan
Figure 10: KSI Collisions by Type, 2016–2023
Speed plays a critical role in collision severity
and the likelihood of pedestrian fatality when
involved in a collision. While a pedestrian has a 10%
likelihood of being killed in a collision at 20 mph,
that probability increases to 40% when travelling at
30 mph and 80% at 40 mph. Unsafe speed was the
most common primary collision factor recorded
during the study period.

The Exponential Role
of Speed in Kinetic Energy
(and Associated Injury Risk)
Source: US Department
of Transportation
27 50 47
■ Fatal ■ Severe Injury
■ If hit by a person ■ % Person Survives ■ % Results in driving at: the Collision a Fatality
90% 10%
60% 40%
20% 80%
High Injury Network
As part of Santa Clara’s commitment to Vision Zero, the City has identifed a High Injury Network (HIN) to guide safety improvements where they are needed most. A high injury network (HIN) was developed to identify intersections and roadways throughout Santa Clara which experienced a disproportionate number of injury collisions and fatalities. By focusing on these high-risk corridors, Santa Clara can make the biggest impact in reducing severe injuries and fatalities. Figure 11 presents the City’s HIN. • Approximately 60% of all collisions in the study The High Injury Network will guide decisions on period (2016–2023) occurred on 16% of the where to focus safety eforts across Santa Clara. It roadways within City limits, including County will be used to identify and prioritize infrastructure expressways and El Camino Real. improvements, such as safer crosswalks, bike lanes, removal of free (uncontrolled) right-turn lanes, as
• Many of the streets in the HIN are arterials, or well as inform education and outreach campaigns streets that carry higher volumes of vehicles at to raise awareness about trafc safety and the City’s higher speeds, including Caltrans and County Vision Zero initiative. Additionally, the HIN will owned streets. A breakdown of HIN streets by support targeted enforcement strategies to address jurisdiction is presented in Table 4. aggressive driving behaviors in the most impacted areas, helping create safer streets for all road users.

Table 4: Breakdown of HIN corridors by jurisdiction These locations are summarized in Appendix G.

Jurisdiction Miles
City 44.5
County 10.3
State 6.8
Total 61.6
City of Santa Clara Vision Zero Action Plan 28
City of Santa Clara Vision Zero Action Plan
Roadway Network

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits
Source: City of Santa Clara Collision Records Database, 2016-2023 High Injury Network Roadways
High Injury Network Intersections

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

HIGH INJURY NETWORK
2016 - 2023
Poplar St
Lehigh Dr
Scott Blvd
Forbes Ave
r t
s d
L
Dr
ic
asman
k M
Lafayette
T
ill Blvd
St
Agnew Rd
M
Expy
is
Montague
sion College Blvd
Our Angel's Way
Scott Blvd
Bowers Ave
San Tomas Expy
De La Cruz
Francis Ave
Lafayette St
Blvd
Colema
Cabrillo Ave
n Ave
El Camino R
Benton St
eal
Palm Dr
Ave
Ave
Ave
Halford
Pomeroy
Flora Vista
Homestead Rd
Market St
Bellomy St
Newhall St
Bing Dr
Homestead Rd e v
Ex
py
A agot
San Tomas
araS
Pruneridge Av
High Injury Network Roadways Figure 11: City of Santa Clara High Injury Network
Santa Clara City Limits
Sou ce: City of San a Clara Collision Records Database, 2016-2023 Great America Pkwy
LEVI'S

STADIUM

CALIFORNIA'S

SUNNYVALE GREAT AMERICA AGNEWS

HISTORIC MISSION PARK COLLEGE
Central Expy
Central Expy Central Expy
Monroe St

ADRIAN WILCOX

HIGH SCHOOL
Lawrence Expy
Scott Blvd

CABRILLO
MIDDLE
SCHOOL
El Camino Real
El Camino Real
Kiely Blvd

SANTA CLARA

UNIVERSITY

WILSON HIGH

SCHOOL BUCHSER SANTA CLARA

HIGH SCHOOL
Benton St CENTRAL
PARK
MIDDLE
SCHOOL

STRATFORD
SCHOOL
Winchester Blvd
Lawrence Expy
e
Kiely Blvd

SAN JOSE
Stevens Creek Blvd
Lo Pa res Blvd
Miles City of Santa Clara Vision Zero Action Plan 29 0 0.5 1 2 Stevens Creek Blvd
-
0 D
Collision Profiles
To efectively address trafc safety in Santa Clara, it is essential to understand the characteristics and trends of collisions occurring on our streets. Collision profles have been developed to highlight key trends among fatal and severe injury collisions in Santa Clara. These profles are based on a detailed analysis of collision data and related environmental factors. Each profle focuses on a specifc collision pattern identifed as a priority concern by the City, and is paired with targeted safety countermeasures designed to address the underlying risks.

The following nine collision profles emerged as the
most critical based on the analysis:
• Bicycle and Pedestrian collisions
• Driving Under the Infuence of Alcohol or Drugs
• Speeding Drivers
• Night-time Collisions
• Pedestrian-involved Collisions on the Sidewalk
or Shoulder
• Vehicles Running a Red Light or Stop Sign
• Turning Vehicle Conficts at Intersections
• Collisions Involving Persons Under the Age of 18
or Over 60 Years of Age
• Pedestrian Code Violations such as Improper
Crossing or Not Yielding Right-of-Way
Together, these collision profles help guide datainformed strategies to reduce the most severe outcomes on our streets and support the City’s
broader Vision Zero goals of eliminating trafcrelated fatalities and severe injuries.

City of Santa Clara Vision Zero Action Plan 30
Collision Profiles
Bicycle and Pedestrian Collisions
Statistics
36% of fatal and severe injury crashes involved a bicyclist or pedestrian.

This is compared to 12% of bicycle and pedestrian crashes across all severities.

Key Countermeasures
Rectangular Rapid
Flashing Beacon
Leading Pedestrian
Interval
Pedestrian Median Fencing
Rectangular Rapid Flashing
Beacons (RRFBs) increase
driver awareness of a
pedestrian crossing the road
in a marked crosswalk. The
pedestrian-activated LED
fashing beacons accompany
a pedestrian crossing
warning sign.

This signal timing strategy
provides pedestrians with
a 3-5 second head start to
cross the road, since drivers
are more likely to see and
yield to pedestrians already
in the crosswalk than
pedestrians that are looking
to begin crossing.

Median fencing provides a
raised barrier to discourage
jaywalking at undesirable
and unsafe locations and
to encourage pedestrians
to cross at the designated
marked crossings.

Potential Non-Engineering Strategies:
• Outreach and education programs to encourage safer
driving behaviors near bicyclists
• Enforce speed limits and the responsibility of drivers to yield to pedestrians
Separated Bike Lanes
Separating vehicular trafc
from bicycles with a physical
barrier provides cyclists with
additional safety and comfort.

Pedestrian
Refuge Island
Raised Pedestrian Crossing
Pedestrian refuge islands
provide a designated space
for pedestrians to wait as
they cross multi-lane roads
in a two-stage crossing.

Pedestrians have time to judge
conficts separately or wait
for an adequate gap in trafc
before crossing.

Raised crossings clearly mark
the limits and location of the
crossing. They allow pedestrians
to cross the road at a constant
grade and appear higher above
the road surface, enhancing their
visibility to drivers. They also
act as speed humps, encouraging
drivers to reduce their speed as
they approach the crosswalk.
• Work with local schools to employ crossing guards, or create walking school buses or bike trains
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
31 Collision Profiles
Bicycle and Pedestrian Collisions

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits
Severe Injury Crash
Fatal Crash

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING

PEDESTRIANS OR CYCLISTS
(2016 - 2023)

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING

PEDESTRIANS OR CYCLISTS
Class I Bike Facility (2016 - 2023)
Class II Bike Facility
Bike Crashes
Fatal Crash
Severe Injury Crash
Pedestrian Crashes
Fatal Crash
Severe Injury Crash
32 Collision Profiles
Driving Under the Influence
of Alcohol or Drugs
Statistics
17% of fatal and severe injury crashes involved a driver under the influence of drugs or alcohol.

Key Countermeasures
Upgraded Lighting
Lighting provides more
comfort, a higher perception of
safety, and a greater awareness
of surroundings for drivers,
pedestrians, and cyclists.

Retroreflective
Backplates
Raised Pavement Markers
Raised pavement markers
increase lane visibility and
create an audible rumble when
driven over by vehicle tires to
alert drivers. Enhanced striping
can guide drivers though
intersections and are efective
at intersections with dual leftturn lanes or ofset lanes.

Installation of trafc signal
head backplates with yellow
retrorefective borders
provides enhanced signal
head visibility, which can
especially help prevent
crashes involving aging
drivers, impaired drivers, or
crashes occurring at night.

Potential Non-Engineering Strategies:
• High-Visibility Saturation Patrols
• Publicized Sobriety Checkpoints
• Educational campaigns to raise awareness on the dangers of driving under the infuence
Flashing Warning Beacons
Median Barrier
Centerline and Edgeline Rumble Strips
Flashing beacons installed in
tandem with warning signage are
proven to raise driver awareness
that they are approaching a
trafc signal. They are especially
efective in situations where
direct line of sight is limited, such
as at horizontal curves or when a
fxed object obscures view of the
intersection.

Median barriers provide
enhanced safety by providing
a raised physical barrier
between opposing lanes of
trafc, reducing the likelihood
of head-on crashes from
vehicles leaving their lane.

Centerline and edgeline
rumble strips an auditory
indication and tactile
rumble, alerting drivers
when they drift out of their
travel lane.
• Expand free or discounted transit fares for holidays and special events to reduce impaired driving
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
33 Cityof
Santa Clara The Center of What's Possible
Collision Profiles
Driving Under the Influence of Alcohol or Drugs

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING

DRIVERS UNDER THE
INFLUENCE (2016 - 2023) Fatal Crash
Severe Injury Crash
34 D
• 0
13% of fatal and severe injury crashes are the result of speeding.

Statistics
Speeding Drivers
Collision Profiles
Key Countermeasures
Speed Feedback Sign
These signs provide drivers
with a visual display of
their travel speeds and
provides warning when
traveling faster than the
recommended speed for an
approaching curve.

Roundabout
A roundabout is an
intersection where trafc
travels around a central
island in a counterclockwise
direction. Vehicles entering
or exiting the roundabout
must yield to vehicles,
bicyclists, and pedestrians. Chokers, Chicanes,
& Bulb-Outs
Traffic Circles
Speed Humps, Speed
Cushions, & Speed Tables
A speed hump is an elongated mound in the roadway
pavement surface extending across the traveled
way. A speed cushion consists of two or more raised
mounds placed laterally across a roadbed , usually
used to accommodate emergency vehicle access.. A
speed table is a vertical trafc calming device, similar to a speed hump that runs transverse to the direction
of trafc and contains a fat section that can be used
for pedestrian crossing facilities.. The speed table is typically longer than a speed hump.

Potential Non-Engineering Strategies:
• Enhanced speed enforcement (greater police presence, higher fnes) • Education campaigns via social media, advertisements, or eye-catching graphics Mini circles use paint and
soft hit posts to replace stopcontrolled intersections with a circular design that slows
trafc and eliminates left
turns, reducing confict points
with pedestrians.

A choker is a horizontal
extension of the curb at a
midblock location on a street
resulting in a narrower roadway
section. Chicanes are a series of
narrowing or curb extensions
that alternate from one side of
the street to the other, forming
an S-shaped, curvilinear
roadway alignment. A bulb-Out
is an extension of the curb that
protrudes into the roadway to
shorten pedestrian crossings and
slow turning vehicles.

For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
35 ~ City of ~ Santa Clara The Center of What's Possible Collision Profiles
Speeding Drivers

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING

UNSAFE SPEEDS
(2016 - 2023) Fatal Crash
Severe Injury Crash
36 D
• 0
Collision Profiles
Night-time Collisions
Statistics
45% of all fatal and severe injury crashes occurred at night. In comparison, 28% of collisions across all severities occurred at night.

Key Countermeasures
Upgraded Lighting
Lighting provides more
comfort, a higher perception of
safety, and a greater awareness
of surroundings for drivers,
pedestrians, and cyclists.

Retroreflective
Backplates
Raised Pavement Markers
Raised pavement markers
increase lane visibility
and create an audible
rumble when driven over
by vehicle tires to alert
drivers. Enhanced striping
can guide drivers though
intersections and are efective
at intersections with dual leftturn lanes or ofset lanes.

Potential Non-Engineering Strategies:
• Outreach and education programs to encourage safer
vehicle speeds and more defensive pedestrian and cyclist behavior at night
• Integrated nighttime seat belt enforcement
Upgraded Signs with
Fluorescent Sheeting
Stop Signs with
Flashing LEDs
HAWK Beacon
A HAWK (high intensity activated
crosswalk beacon) allows protected
pedestrian crossings at midblock
locations, stops vehicle trafc only
when activated by a pedestrian. Unlike
traditional midblock trafc lights for
crosswalks, the signal fashes red once
the pedestrian countdown is activated.

This allows vehicles to proceed after a
full stop if no pedestrian is present.

Signs, including object markers,
with fuorescent retrorefective
sheeting provide enhanced
visibility and driver awareness.

This countermeasure is best
applied at a systemic level.

Stop signs with fashing
LED beacons provide
enhanced visibility and can
improve driver compliance,
particularly at night.
• Dynamic speed limits along segments of concern that are lowered at nighttime
• Create “Fatigue Areas” in underutilized parking lots
where drivers are allowed to rest in their vehicles if they feel drowsy
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
37 Cityof
Santa Clara The Center of What's Possible
Collision Profiles
Night-time Collisions

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES

OCCURRING AT NIGHT
(2016 - 2023) Fatal Crash
Severe Injury Crash
38 D
• 0
31% of pedestrian crash victims were on the sidewalk or shoulder.

Statistics
Collision Profiles
Of-street Collisions
Key Countermeasures
Upgraded Lighting
Lighting provides more
comfort, a higher perception of
safety, and a greater awareness
of surroundings for drivers,
pedestrians, and cyclists.

Road Diet
Implementation of a road
diet reduces travel lanes
by reallocating a portion
of the street right of way
to enhanced bike facilities,
sidewalks, or other roadway
features which improve multimodal safety and access.

Protected Intersection
A protected intersection provides
separate paths for vehicles,
bikes and pedestrians each to
cross the intersection. Corner
refuge island forces drivers to
turn a full 90 degrees before
intersecting a crosswalk and
makes the intersection smaller
overall, shrinking the distance
pedestrians and cyclists have to
traverse.

Potential Non-Engineering Strategies:

New or Upgraded Sidewalk
Along Roadway
Consolidate Driveways
Curb Extensions/Bulb-outs,
Curb Radius Reduction
Widens the sidewalk at
intersections or midblock
crossings to shorten the
pedestrian crossing distance
Provides a dedicated,
grade separated space for
pedestrians to walk.

Reduces number of confict points
where vehicles, pedestrians, and
bicyclists can collide. Rather than
multiple closely spaced driveways
for properties, they are combined
into a single shared access point.
• Outreach and education programs to encourage safer driving behaviors near pedestrians • Create branded fashlights and refective items as part of a safety campaign and distribute to individuals (targeting vulnerable groups) to increase nighttime visibility of pedestrians • Strict enforcement of headlight laws for drivers to ensure proper visibility for cars at night For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
39 Cityof
Santa Clara The Center of What's Possible
Collision Profiles
Of-street Collisions

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING

PEDESTRIAN VICTIMS ON THE

SIDEWALK OR SHOULDER
(2016 - 2023)
Fatal Crash
Severe Injury Crash
40 D
• 0
Collision Profiles
Vehicles Running a Red Light or Stop Sign
Statistics
8% of fatal and severe injury crashes involved vehicles running a red light or stop sign. This often resulted in broadside crashes.

Key Countermeasures
Flashing Warning Beacons
Flashing beacons installed
in tandem with warning
signage are proven to raise
driver awareness that they are
approaching a trafc signal.

They are especially efective
in situations where direct line
of sight is limited, such as at
horizontal curves or when a
fxed object obscures view of the
intersection.

Improved Signage
and/or Reflective Strips
Replace Roadside Pole
Mounted Signal Heads with
Overhead Signal Heads
Retroreflective
Backplates
Installation of trafc signal
head backplates with yellow
retrorefective borders
provides enhanced signal
head visibility, which can
especially help prevent
crashes involving aging
drivers, impaired drivers, or
crashes occurring at night.

Mast-arm mounted signal
heads are more perceptible
by approaching drivers and
can reduce the frequency and
severity of rear-end crashes
related to poor visibility, as well
as broadside crashes due to late
entries into the intersection
during the yellow interval and
red interval violations.

Stop Signs with
Flashing LEDs
Improve Signal Timing
Potential Non-Engineering Strategies:
• Automated enforcement systems or targeted enforcement at locations with safety issues • Outreach and education programs to build better compliance Additional warning signage or
refective strips can be applied
to improve driver visibility
of signage and increase
compliance.

Stop signs with fashing LED
beacons provide enhanced
visibility and can improve
driver compliance, particularly
at night.

Signal timing improvements can
reduce the frequency of crashes
at signalized intersections.

Improvements include coordinating
trafc signals, extending red and
yellow clearance intervals, or adding
phases, such as Leading Pedestrian
Intervals (LPI). Signals can also
be timed to accommodate vehicles
travelling at the posted speed limit,
which limits accelerating and braking
while disincentivizing speeding.

For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
41 Cityof
Santa Clara The Center of What's Possible
Collision Profiles
Vehicles Running a Red Light or Stop Sign

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING

VEHICLES RUNNING A RED

LIGHT OR STOP SIGN
(2016 - 2023)
Fatal Crash
Severe Injury Crash
42 D
• 0
Collision Profiles
Turning Vehicle Conflicts at Intersections
Statistics
11% of fatal and severe injury crashes occurred when turning.

Key Countermeasures
Protected Left-Turn Phase
Directional Median Openings
to Allow (and restrict)
Left-Turns and U-Turns
Left-Turn or
Right-Turn Lane
Providing a dedicated turn
lane can improve trafc fow
and reduce the potential
for rear-end crashes by
providing a dedicated space
for turning vehicles to
decelerate and wait to turn
while outside of the through
lane.

Directional median
openings allow left-turns
from major street while
restricting left and through
movements from minor
street onto the major street,
reducing conficts between
vehicles.

Adding a protected leftturn phase allows drivers to
turn left without navigating
through conficting trafc,
reducing the safety risk of
making a left turn as well
as potential broadside
collisions.

Restrict Right-turn on Red
Restricts right turns during
the pedestrian crossing phase
at locations where a turning
vehicle may confict with
pedestrians in the crosswalk.

A roundabout is an
intersection where trafc
travels around a central
island in a counterclockwise
direction. Vehicles entering or
exiting the roundabout must
yield to vehicles, bicyclists,
and pedestrians.

Roundabout
Splitter Island on
Minor Road Approaches
Splitter islands separate
entering from exiting trafc,
defect and guide trafc
into the intersection, and
improve the visibility of
signage on the intersection
approach. Splitter islands
are best suited for side
street stop-controlled
intersections.

For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
43 ~Cityof
~ Santa Clara The Center of What's Possible
Collision Profiles
Turning Vehicle Conflicts at Intersections

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits
Severe Injury Crash
Fatal Crash

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING

IMPROPER TURNING
(2016 - 2023)
44 D
• 0
Collision Profiles
Pedestrian Code Violations such as
Improper Crossing or not Yielding Right-of-Way
Statistics
10% of pedestrian-involved fatal and severe injury were the result of pedestrians violating a driver’s right-of-way or from improper crossing of a roadway.

Key Countermeasures
Median Fencing
HAWK Beacon
Marked Pedestrian Crossing
This countermeasure
Curb Extensions/Bulb-outs,
Curb Radius Reduction
New or Upgraded Sidewalk
Along Roadway
Provides a dedicated,
is applicable at non- grade separated space for
signalized intersections pedestrians to walk.
without marked pedestrian
crossings, where there are
signifcant trafc volumes,
high travel speeds, and
where pedestrians are
known to be crossing.

Median fencing provides a Widens the sidewalk at
raised barrier to discourage intersections or midblock
jaywalking at undesirable crossings to shorten the
and unsafe locations and pedestrian crossing distance
to encourage pedestrians
to cross at the designated
marked crossings.

A HAWK (high intensity activated
crosswalk beacon) allows protected
pedestrian crossings at midblock
locations, stops vehicle trafc only
when activated by a pedestrian. Unlike
traditional midblock trafc lights for
crosswalks, the signal fashes red once
the pedestrian countdown is activated.

This allows vehicles to proceed after a
full stop if no pedestrian is present.

Potential Non-Engineering Strategies:
• Outreach and education programs to encourage pedestrians to exercise caution and only cross when and where it is safe etc.
• Stricter enforcement of pedestrian right-of way violations For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
45 Cityof
Santa Clara The Center of What's Possible
Collision Profiles
Pedestrian Code Violations such as
Improper Crossing or not Yielding Right-of-Way

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING

PEDESTRIAN RIGHT OF WAY

VIOLATIONS OR IMPROPER
CROSSING (2016 - 2023)
Fatal Crash
Severe Injury Crash
46 D
• 0
Collision Profiles
Collisions Involving Persons Under
the Age of 18 or Over 60 Years of Age
Statistics
13% of fatal or severe injury crashes involved seniors 60+ or children under 18.

Key Countermeasures
Retroreflective
Backplates
Installation of trafc signal
head backplates with yellow
retrorefective borders
provides enhanced signal
head visibility, which can
especially help prevent
crashes involving aging
drivers, impaired drivers, or
crashes occurring at night.

Upgraded Lighting
Lighting provides more
comfort, a higher perception of
safety, and a greater awareness
of surroundings for drivers,
pedestrians, and cyclists.

Curb Extensions/Bulb-outs,
Curb Radius Reduction
Widens the sidewalk at
intersections or midblock
crossings to shorten the
pedestrian crossing distance
Potential Non-Engineering Strategies:
• Outreach and education programs to encourage safe
driving behavior from seniors
• Complete a safe routes for seniors plan and a safe routes to school plan
• Work with local schools to develop education campaigns for children
ADA Ramps & Audible Push
Button Upgrades
Flashing Warning Beacons
Pedestrian Scramble Phase
Upgrade curb ramps and push
buttons that comply with
Americans with Disability
Act (ADA) standards for
accessibility. Accessible
pedestrian signals, including
audible push buttons, improve
access for pedestrians who are
blind or have low vision.

Flashing beacons installed in
tandem with warning signage are
proven to raise driver awareness
that they are approaching a
trafc signal. They are especially
efective in situations where
direct line of sight is limited, such
as at horizontal curves or when a
fxed object obscures view of the
intersection.

Creates a trafc signal phase that
halts all vehicle movements, and
allows pedestrians to freely cross
the intersection in any direction,
including diagonally. This is
supplemented with diagonal
crosswalk markings and signage
indicating the scramble posted
adjacent to countdown heads or
push buttons.
• Work with local schools to employ crossing guards,
walking school buses, and bike trains
• Provide alternative transportation options for aging
drivers, such as demand response vans
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
47 Cityof
Santa Clara The Center of What's Possible
Collision Profiles
Collisions Involving Persons Under
the Age of 18 or Over 60 Years of Age

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

CITYWIDE FATALITIES & SEVERE

INJURY CRASHES INVOLVING
CHILDREN UNDER 18 &
SENIORS (60+) (2016 - 2023) Fatal Crash
Severe Injury Crash
48 D
• 0

4. Countermeasure Toolbox
The Vision Zero Action Plan includes a Countermeasure Toolbox designed to address and mitigate trafcrelated incidents. This comprehensive toolbox provides a range of engineering solutions aimed at enhancing roadway safety for all users. It serves as a valuable resource for identifying and implementing various countermeasures tailored to location-specifc safety challenges. To support an enhanced safety culture through engineering solutions centered on the Safe Systems Approach, the implementation of safety countermeasures must be evaluated and tailored to the specifc location context and trafc conditions. To guide this process, the Countermeasure Toolbox is organized into the following six categories:
• Roadway Segment Improvements:

Enhancements to the roadway infrastructure
aimed at improving safety and reducing trafc
conficts along road segments through measures
such as raised medians, enhanced lighting, and
road diets.
• Intersection Design Improvements:

Structural modifcations at intersections
designed to improve safety and efciency,
including the installation of mast arm mounted
signals, high visibility crosswalks, and
splitter islands.
• Traffic Signal Improvements: Adjustments
and features added to trafc signals to enhance
safety for all road users, such as protected left
turn phases, pedestrian countdown heads, and
emergency vehicle preemption.
• Signs & Markings: Implementation of clear
and refective signage and road markings to
improve visibility and communication of road
rules, including retrorefective signal backplates
and advance warning signs.
• Speed Management: Strategies and physical
measures designed to control and reduce vehicle
speeds for improved safety, such as speed humps,
trafc calming devices, and speed feedback signs.
• Bicycle & Pedestrian Improvements:

Infrastructure improvements to support safe and
convenient travel for cyclists and pedestrians,
including bike lanes, pedestrian refuge islands,
and curb extensions.

City of Santa Clara Vision Zero Action Plan 50
Roadway Segment
Improvements
Engineering Countermeasure Toolbox
Raised Pavement
Markers
Flashing Warning
Beacons Rumble Strips Enhanced
Lighting
Raised Median Delineators, Reflectors or
Object Markers
Convert 2-way Stop or Yield
Control to All Way Stop Road Diet
Two-Way
Left-Turn Lane
Left-Turn or
Right-Turn Lane
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
51 Cityof
Santa Clara The Center of What's Possible
Engineering Countermeasure Toolbox
Intersection Design
Improvements
Mast Arm Mounted Signals Close Slip
Lane
Transverse Rumble Strips
on Approaches
Splitter Island on Minor
Road Approaches
Directional Median
Openings
Acceleration/
Deceleration Lanes
Remove Sightline
Obstructions
High Visibility
Crosswalk
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
52 ~ ,
i ~
,. Cityof
i Santa Clara ~ The Center of What's Possible
Engineering Countermeasure Toolbox
Traffic Signal Protected Left Turn Phase Signal Timing Leading Pedestrian Interval (LPI)
Signal Modifcations
Emergency and/or
Transit Vehicle Preemption Restrict Right-turn on Red Bike Detection Bike Signal
Pedestrian
Countdown Heads
Pedestrian
Scramble Phase
ADA Ramps & Audible
Push Button Upgrades
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
53 .. I .. .. . " ... "
I
i
i
\ Cityof ""' Santa Clara The Center of What's Possible
Engineering Countermeasure Toolbox
Retroreflective
Backplates
Stop Signs with Flashing
LEDs
Improved Signage and/or
Reflective Strips
Upgrade Intersection
Pavement Markings
Edgelines and Centerlines
(install or modify)
Upgraded Signs with
Fluorescent Sheeting
Advanced Curve
Warning Signs
Signs & Markings
Chevrons Along
Horizontal Curves
Advanced Stop Bar
Bike Box
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
54 \ Cityof ""· Santa Clara The Center of What's Possible Engineering Countermeasure Toolbox
Speed Feedback Sign Roundabouts Traffic Circles Speed Humps, Speed Cushions & Speed Tables
Speed Management
Chokers, Chicanes,
& Bulb-outs
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
55 Cityof
Santa Clara The Center of What's Possible
Bicycle & Pedestrian
Improvements
Engineering Countermeasure Toolbox
Bicycle Crossings
and Refuge Corners HAWK Signal
Bike Lanes &
Buffered Bike Lanes
Separated Bike
Lanes
Pedestrian Refuge
Island
Marked Pedestrian
Crossing at
Uncontrolled Location
Pedestrian Median
Fencing
Additional Signage to
Pedestrian Crossing
Raised Pedestrian
Crossing
Curb Extensions/
Bulb-outs, Curb
Radius Reduction
Rectangular Rapid
Flashing Beacon
(RRFB)
For additional information, visit the project website:

SantaClaraCA.gov/VisionZero
56 i i
i i
\ Cityof ""· Santa Clara The Center of What's Possible

5. Action Plan to Reach Zero
Deaths and Severe Injuries
Achieving the goals of Vision Zero requires not only a strong policy foundation and data-driven strategies, but also a clear and actionable roadmap for implementation. The Santa Clara Vision Zero program will begin with tangible improvements on the ground through a coordinated set of priority projects, programs, and policy actions. This section outlines the implementation framework that will guide the City’s efforts, including priority projects along the City’s High Injury Network (HIN), safety actions and strategies, with timelines, responsible departments, and funding strategies.

City of Santa Clara Vision Zero Action Plan 58
Priority Project List
The City of Santa Clara has identifed ten priority project locations along the High Injury Network (HIN) based on a combination of factors, including high concentrations of collisions, the severity of injuries, and community feedback on safety concerns. These locations, which are presented on Figure 11 and listed in Tables 5 and 6, represent areas with the greatest need for intervention and are the focus of targeted safety improvements outlined in this Plan. By addressing these corridors frst, the City aims to make measurable progress toward reducing severe injuries and fatalities on its streets.

City of Santa Clara Vision Zero Action Plan 59
Roadway Network
Priority Corridor - City Street
Santa Clara City Limits
Priority Corridor - State

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits
Source: City of Santa Clara Collision Records Database, 2016-2023 High Injury Network Roadways
High Injury Network Intersections

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

PRIORITY HIGH INJURY

NETWORK CORRIDORS
2016 - 2023
Poplar St
Lehigh Dr
Priority Corridor - State
Priority Corridor - County
Priority Corridor - City Street
Scott Blvd
Forbes Ave s d
r t
Dr
Li
Tasman
ck M
Lafayette
ill Blvd
St
Agnew Rd
M
Montague Expy
ission College Blvd
Our Angel's Way
Scott Blvd
Bowers Ave
San Tomas Expy
De La Cruz
Francis Ave
Lafayette St
Blvd
Colema
Cabrillo Ave
n Ave
El Camino R
Benton St
eal
Palm Dr
Ave
Ave
Ave
Halford
Vista
Pomeroy
Flora
Homestead Rd
Market St
Bellomy St
Newhall St
Dr Bing
e
Homestead Rd v
Expy
A agot
San Tomas
araS
Pruneridge Av
Figure 11: Priority High Injury
Network Corridors
High Injury Network Roadways
Great America Pkwy
Priority Corridor - County LEVI'S

STADIUM

CALIFORNIA'S

SUNNYVALE GREAT AMERICA AGNEWS

HISTORIC MISSION PARK COLLEGE
Central Expy
Central Expy Central Expy
Monroe St

ADRIAN WILCOX

HIGH SCHOOL
Lawrence Expy
Scott Blvd

CABRILLO
MIDDLE
SCHOOL
El Camino Real
El Camino Real
Kiely Blvd

SANTA CLARA

UNIVERSITY

WILSON HIGH

SCHOOL BUCHSER SANTA CLARA

HIGH SCHOOL
Benton St CENTRAL
PARK
MIDDLE
SCHOOL

STRATFORD
SCHOOL
Winchester Blvd
Lawrence Expy
Kiely Blvd
e SAN JOSE
Stevens Creek Blvd Stevens Creek Blvd
Lo Pa res Blvd
Sou ce: City of San a Clara Collision Records Database, 2016-2023 City of Santa Clara Vision Zero Action Plan 60
-
0 D
D
City of Santa Clara Vision Zero Action Plan
Table 5: Santa Clara Priority High Injury Network Corridors (Top Ten based on KSI Collisions per AADT)
Ranking of KSI
Collisions per ADT Priority HIN Corridor Limits
1 Monroe Street Lawrence Expressway to Bowers Avenue and San Tomas Aquino Creek Trail to Scott Boulevard
2 De La Cruz Boulevard Central Expressway to Poplar Street 3 Coleman Avenue Tri-level
Interchange
De La Cruz Boulevard from Central Expressway to Lafayette Street and Coleman Avenue from Reed Street to the City of San Jose limit line
4 Scott Boulevard Monroe Street to El Camino Real
5 Homestead Road Lawrence Expressway to Kiely Boulevard 6 Stevens Creek Boulevard * Lawrence Expressway to Kiely Boulevard 7 El Camino Real ** Halford Avenue to Scott Boulevard
8 Pruneridge Avenue Lawrence Expressway to Kiely Boulevard 9 Scott Boulevard Bowers Avenue to San Tomas Expressway 10 Montague Expressway *** Lick Mill Boulevard to US 101 Note: Infrastructure improvements on non-City right-of-way will require coordination and collaboration with neighboring jurisdictions, the County of Santa Clara, or Caltrans. * Shared roadway with City of San Jose
** Roadway maintained by Caltrans
*** Roadway maintained by County of Santa Clara
Corridor summaries with conceptual layouts and high-level cost estimates for each of the ten priority locations are provided in Appendix C.
61 City of Santa Clara Vision Zero Action Plan
Table 6: Priority Intersections
Locations Collisions KSI
Collisions
Signalized Intersections
San Tomas Exwy and El Camino Real 78 6
Lawrence Exwy and El Camino Real 71 2
San Tomas Exwy and Monroe St 63 3
Great America Pkwy and Mission College Blvd 56 1
Bowers Ave and El Camino Real 53 1
Great America Pkwy and Tasman Dr 47 1
Lafayette St and El Camino Real 46 4
Mission College Blvd and Montague Exwy 44 3
Central Exwy and Lafayette St 42 4
Agnew Rd and Montague Exwy 42 3
Halford Ave and El Camino Real 41 3
San Tomas Exwy and Scott Blvd 41 2
Lawrence Exwy and Monroe St 40 4
Pruneridge Ave and Lawrence Exwy 36 3
Los Padres Blvd and Monroe St 34 3
San Tomas Exwy and Saratoga Ave 33 1
Homestead Rd and Bing Dr 31 2
Cabrillo Ave and Lawrence Exwy/Poinciana Dr 29 4
San Tomas Exwy and Homestead Rd 29 1
Flora Vista Ave and El Camino Real 28 1
Pomeroy Ave and El Camino Real 27 1
Calabazas Blvd and El Camino Real 24 1
Agnew Rd and Lafayette St 21 2
Stevens Creek Blvd and Kiely Blvd 20 2
San Tomas Exwy and Forbes Ave 20 2
Benton St and El Camino Real 16 2
Lehigh Dr and Lawrence Exwy 10 2
El Camino Real and Railroad Ave/Palm Dr 10 2
Unsignalized Intersections
Monroe St and Francis Ave 30 1
Harrison St and Lafayette St 8 2
62 Programs and
Policy Updates
Building on the benchmarking exercise of existing
plans and policies and collaboration with the
Vision Zero Working Group, the Plan includes
a list of policy and program recommendations
to streamline and improve the process of
implementing traffic safety improvements,
enforcement, and educational outreach.

Some key policy and process updates include:
• Update existing Neighborhood Traffic Calming
Program
• Formalize a multi-department post KSIcollision review process to discuss safety improvements
• Prioritize projects and focus enforcement and
education efforts on the high injury network
• Incorporate Vision Zero principles into
City communications, staff training, data
collection, and design review
Table 7 lists the description, implementation
timeline and key partners for each proposed action
and strategy. In accordance with the Safe System
Approach, the recommendations are presented in
relation to following six categories:
• Vision Zero Program: Overall program
initiative, planning and budgeting.
• Safer People: Safety education and
driver behavior
• Safer Speeds: Speed management
and enforcement
• Safer Streets: Roadway design and engineering
• Safer Vehicles: New vehicle technology and
impaired driving prevention
• Post-Collision Care: Emergency response
With sufficient funding and resources, the goal
is to implement the actions within the timelines
identified in Table 7.

City of Santa Clara Vision Zero Action Plan 63
City of Santa Clara Vision Zero Action Plan
Table 7: Actions and Strategies Implementation Timeline:

Short-term: within next five years
Medium-term: five to ten years
Long-term: 10+ years
Action Description Implementation
Timeline Performance Measure Key City Departments
Other Key
Partners
Vision Zero Program
VZP-1
Vision Zero
Implementation
Funding Program
Establish funding
strategies and secure
funding/apply
for grant funding
to support Vision
Zero implementation.

With Plan
Adoption and
align with
City’s budget
process
Development of a
funding strategy
Public Works,
Police,Fire,
Community
Development
Federal/state/
regional/
local agencies
depending on
specific project/
program
VZP-2
Vision Zero
Working Group /
Task Force
Form a multi-agency
working group to
coordinate Vision
Zero implementation
and initiatives.

Short-Term Number of meetings
Public Works,
Police, Fire,
Community
Development
Santa Clara
County, VTA,
School District,
Santa Clara
University, Mission
College, BPAC,
neighboring cities
VZP-3 Progress Report
Publish annual report
on Vision Zero
program progress.

Medium-Term Release of annual
report
Public Works,
Police, City
Manager’s Ofice
Not applicable
VZP-4 Update Vision
Zero Plan
Update existing Vision
Zero Plan in 5 years or
per grant requirement
Medium-Term Number of updates
Public Works,
Police,Fire,
Community
Development
Vision Zero
Working Group
Stakeholders
64 City of Santa Clara Vision Zero Action Plan
Action Description Implementation
Timeline Performance Measure Key City Departments
Other Key
Partners
Safer People
SP-1
City Staf
Communications
Training
Conduct training for
City staf on efective
roadway safety
and trafic
collisions messaging.

Short-Term Number of trainings
Public Works,
Police, Fire, City
Manager’s Ofice
Not applicable
SP-2 Stakeholder
Engagement
Convene local
stakeholder group and
conduct workshops or
walk audits along
High-Injury Network
(HIN) corridors.

Short-Term Number of workshops
or walk audits
Public Works,
Community
Development
Santa Clara
County, VTA,
School District,
Santa Clara
University, BPAC
Continue providing Santa Clara
SP-3
Trafic Education
for Safe Routes to
School (SRTS)
and expanding trafic
safety education (i.e.
walking school bus) for
Short-Term Number of SRTS
events
Public Works,
Police, Fire, Parks
& Recreation
County, School
District, Mission
College, VTA, City
students and parents. of San Jose
SP-4 Trafic Education
for Seniors
Provide trafic
safety education for
pedestrians over 60
years of age.

Medium-Term Number of events
Public Works,
Police, Fire, Parks
& Recreation
Santa Clara
County, VTA
Conduct education
SP-5 Education
Campaigns
campaigns such as
installing message
signs or media
posts on speeding,
distracted driving,
or other
Medium-Term Number of campaigns
and/or message signs
Public Works,
Police, Fire, Parks
& Recreation, City
Manager’s Ofice
Santa Clara
County, VTA,
Mission College,
BPAC
high-risk behaviors.
65 City of Santa Clara Vision Zero Action Plan
Action Description Implementation
Timeline Performance Measure Key City Departments
Other Key
Partners
Develop online
interactive
SP-6
Online Safety
Dashboard & Data
Sharing
dashboard as a tool
to present trafic
safety information.

Collaborate on
data sharing
with neighboring
jurisdictions.

Medium-Term Development of
online data dashboard
Public Works,
Police, Fire,
Information
Technology
Santa Clara
County, VTA,
BPAC, City of San
Jose
Safer Speeds
Implement speed
limit reductions in
SSP-1 Speed
Management
accordance with current
state law. Define up to
20% of the city’s street
network as Safety
Corridors to reduce
Short-Term
Number of speed
surveys completed
and/or streets that
reduced speed limit
Public Works,
Police, Fire Not applicable
posted speed limits by 5
miles per hour.

Conduct high-visibility
trafic enforcement
SSP-2 Strategic Trafic
Enforcement
on speeding, driving
under influence (DUI),
and violation of trafic
control devices along
the HIN corridors and/or
intersections
Short-Term
Number of DUI checks
and/or speeding
citation issued
Police Santa Clara
County, State
66 City of Santa Clara Vision Zero Action Plan
Action Description Implementation
Timeline Performance Measure Key City Departments
Other Key
Partners
SSP-3
Collision Data
Focused Training
for Enforcement
and Public Safety
Professionals
Participate in trainings
to improve collision
reporting practices.

Focus area includes
improved data on
speeding, impairment,
distracted driving.

Medium-Term Number of trainings Public Works,
Police, Fire Not applicable
SSP-4
Police Academy
(Vision Zero
Training)
Integrate Vision Zero
principles into police
training and
academy curriculum.

Long-Term Number of trainings Police Not applicable
Safer Streets
SST-1 Intersection
Daylighting
Implement and enforce
citywide intersection
daylighting per
state law (AB 413).

Short-Term Number of
intersections
Public Works,
Police Not applicable
SST-2 Post KSI-Collision
Review
Develop a multidepartment collision
review process and
conduct post-collision
review of fatal and
severe injuries collisions
to discuss potential
improvements.

Short-Term Number of KSI reviews
completed
Public Works,
Police, Fire
Depends on
location of KSI
Update HIN priority
corridors as needed
SST-3 Vision Zero
Priority Corridors
and identify funding
for design and
implementation of top
priority HIN corridors.

Short-Term Number of updates Public Works Santa Clara
County, VTA
67 City of Santa Clara Vision Zero Action Plan
Action Description Implementation
Timeline Performance Measure Key City Departments
Other Key
Partners
Re-evaluate and
SST-4 Trafic Calming
Program Update
update existing trafic
calming program and
policies. Incorporate
best practices and
update process of
implementing trafic
calming measures.

Short-Term Complete a one-time
program update
Public Works,
Police, Fire
BPAC, Santa Clara
County
SST-5 School Safety
Zones
Establish reduced speed
limits of 15 mph in school
zones and implement
trafic enforcement.

Short-Term Number of school
zones
Public Works
School District,
VTA, Mission
College, BPAC
Create an internal
SST-6 Design Review
procedure for
evaluating and, where
possible, implementing
safety countermeasures
on projects located
within HIN.

Medium-Term Development of a
process
Public Works,
Community
Development
Santa Clara
County, VTA
SST-7 Vision Zero
Design Standards
Develop and apply
street design that helps
reduce stress of walking
and biking by deterring
vehicle cut-through
trafic. Incorporate best
practices such as VTA’s
Community Design and
Transportation Manual,
NACTO, and update City
design standards as
needed.

Medium-Term Development of
design standards
Public Works,
Police, Fire,
Community
Development
BPAC
68 City of Santa Clara Vision Zero Action Plan
Action Description Implementation
Timeline Performance Measure Key City Departments
Other Key
Partners
SST-8
Design Review
Training &
Resources
Provide focused training
for City engineers and
planners responsible for
designing and reviewing
street design and safety
planning activities.

Develop resources (i.e.
checklist) to incorporate
safety countermeasures
along HIN corridors and
intersections.

Medium-Term Number of trainings
Public Works,
Police, Fire,
Community
Development
BPAC
SST-9
Bicycle and
Pedestrian Count
Data
Identify high activity
areas and develop
schedule to track
pedestrian and cyclist
activity at
key locations.

Medium-Term Number of locations Public Works
Santa Clara
County, Mission
College, BPAC
SST-10
Expand Santa
Clara’s Bicycle
and Pedestrian
Network
Continue expanding
and upgrading the
existing bicycle and
pedestrian network
per City’s Bicycle and
Pedestrian
Master Plans.

Long-Term
Number of bicycle
and/or pedestrian
improvement projects
completed
Public Works
Santa Clara
County, VTA,
Mission College,
BPAC
SST-11
Intelligent
Transportation
Systems
Explore and implement
technologies such as
speed monitoring and
adaptive trafic
signal systems.

Long-Term Implementation of
new technologies
Public Works,
Police, Fire,
Information
Technology
Santa Clara
County, VTA
69 City of Santa Clara Vision Zero Action Plan
Action Description Implementation
Timeline Performance Measure Key City Departments
Other Key
Partners
Use citywide, newer Public Works,
SST-12
Improve Data
Collection and
Analysis
“big data” sources as
a proactive strategy to
monitor speed, trafic
volume, locations with
Long-Term Implementation of
new technologies
Police, Fire,
Community
Development,
Information
VTA
frequent "near misses”. Technology
Safer Vehicles
Expand free or
SV-1 Subsidized
Transit
discounted transit fares
for holidays and special
events to reduce
Medium-Term Number of events Public Works VTA
impaired driving.

SV-2
Rideshare or
Microtransit
Program for
Impaired Driving
Prevention
Establish subsidized
rideshare or
microtransit program
aimed to reduce
impaired driving.

Medium-Term Development of a
strategy or program Public Works Santa Clara County, VTA 70 City of Santa Clara Vision Zero Action Plan
Action Description Implementation
Timeline Performance Measure Key City Departments
Other Key
Partners
SV-3
Trafic
Enforcement
Technologies,
Transportation
Innovation and
Mitigate Future
Risks
Explore new
technologies for trafic
enforcement that align
with Police Department
best practice. Explore
opportunities and
prepare for new forms
of transportation
and enforcement of
standards. Track AB 645
Speed Safety System
pilot. Collaborate and
exchange knowledge
Long-Term
Staf participation
in regional/local
coordination meetings
and trainings
Public Works,
Police
Santa Clara
County, VTA, City
of San Jose
with neighboring
cities on related policy
updates. Support any
new state legislation for
safer streets/Vision Zero.

Medium-Term
Installation of
emergency vehicle
pre-emption
Public Works, Fire Santa Clara
County
71 City of Santa Clara Vision Zero Action Plan
Implementation Approach
The City anticipates funding its Vision Zero program
through a variety of means, including dedicated local
funds and pursuit of local, state and federal grants.

This Plan complies with the requirements of SS4A
and Highway Safety Improvement Program (HSIP)
grant programs, so the City can pursue grant funding
for project implementation. A list of potential grant
funding opportunities can be found in Appendix E.

The implementation of safety improvements on the
high-injury network may difer from the ranking
found in the priority projects list, depending on
specifc grant requirements, project readiness, level
of coordination, and funding availability.

Some systemic improvements can be integrated
into the City’s existing annual projects/programs to
achieve broad completion at a reduced cost. Annual
projects/capital programs include quick-build
bicycle & pedestrian projects, annual pavement
rehabilitation program, and annual signal backplate
upgrade. The City will also take a proactive
systemic approach to address trafc safety issues
citywide, for example regularly reviewing citywide
collision data and updating roadway speed surveys.

Given the limited stafng resources, this will
require a shift in City’s resources from responding
to individual citizen requests to a holistic review of
citywide trafc safety issues and prioritization of
improvements on the HIN. Vision Zero and guiding
principles should also be incorporated into City’s
future transportation projects.
72 Progress, Transparency,
Accountability
The City of Santa Clara is committed to ensuring
progress, transparency, and accountability in its
Vision Zero Action Plan. To achieve these goals, the
City will maintain the project page on the city website.

This will serve as a central hub for key data and
ongoing initiatives. The website will feature the High
Injury Network map, providing a visual representation
of areas that require the most attention and
resources. Additionally, annual updates will showcase
ongoing projects and project statuses. By making
this information readily accessible to the public,
Santa Clara aims to foster community engagement,
maintain transparency, and hold itself accountable to
its commitment to reduce trafc fatalities and severe
injuries to zero. Every fve (5) years or as necessary
to meet grant requirements, the City will update the
Vision Zero Plan to reevaluate the collision data and
performance measures.

How to Stay Involved
Check out safety tips on the City’s Vision Zero
webpage at santaclaraca.gov/VisionZero and help
make Santa Clara streets safer!
If you have any service request such as street
maintenance, trafc calming requests, and parking
enforcement, you can submit a service request
through the mobile app: MySantaClara. More details
can be found: santaclaraca.gov/services/make-aservice-request For any inquiries or further information about the
City of Santa Clara’s Vision Zero Action Plan, you
can contact the City of Santa Clara’s Public Works
Department at (408) 615-3000. Additionally, you can
visit us at 1500 Warburton Avenue, Santa Clara, CA
95050 during regular business hours. Your feedback
and participation are invaluable in helping us achieve
our Vision Zero goals and ensure a safer community
for all residents.

City of Santa Clara Vision Zero Action Plan 73
Appendices
The Draft Vision Zero Action Plan Appendices can be viewed and downloaded from https://www.santaclaraca.gov/VisionZero Vision Zero - Vision Statement and Guiding Principles
Vision Statement
The City of Santa Clara is dedicated to eliminating all traffic-related fatalities and severe injuries on city roadways by 2050 while fostering safe and sustainable mobility for all road users.

Guiding Principles

1. Safety of Human Life is Our Highest Priority.

Our commitment is to ensure that Santa Clara’s streets are safe and accessible for all roadway users: pedestrians, cyclists, drivers, and transit users alike.

2. Traffic-related Fatalities and Severe Injuries are Preventable and Unacceptable.

We recognize that human error is inevitable, but serious consequences are not. Our streets, policies, and systems must be designed to reduce the risk and severity of collisions.

3. Vision Zero is a Shared Responsibility.

Achieving Vision Zero requires a coordinated, citywide effort. We will strive to work collaboratively across departments and with community partners through engineering, enforcement, education, and emergency response.

4. Community Engagement is Essential.

Meaningful input from residents, businesses, and local organizations will guide our strategies. We will listen, learn, and act in partnership with the community to ensure solutions are inclusive and effective.

These guiding principles will steer Santa Clara’s efforts as we work towards our goal of zero traffic-related deaths and severe injuries. Through a combination of engineering, education, enforcement, and engagement, we will build a safer and more connected community for all.

Resolution/Adopting the City of Santa Clara Vision Zero Action Plan Page 1 of 2 Rev: 11/7/2025
RESOLUTION NO. _____

A RESOLUTION OF THE COUNCIL OF THE CITY OF SANTA

CLARA ADOPTING THE VISION ZERO ACTION PLAN WITH A

GOAL OF ELIMINATING TRAFFIC FATALITIES AND SEVERE
INJURIES ON CITY STREETS BY THE YEAR 2050
WHEREAS, Vision Zero is a traffic safety strategy designed to reduce and eliminate traffic deaths and severe injuries;
WHEREAS, this strategy is data-driven, using collision statistics and safety analyses to guide decisions and prioritize interventions;
WHEREAS, Vision Zero employs a multidisciplinary approach that brings together engineering, enforcement, education, public health, and emergency response professionals to improve roadway safety;
WHEREAS, the City of Santa Clara’s Bicycle Plan and Pedestrian Master Plan both established a goal of implementing a Vision Zero policy;
WHEREAS, in November 2021, the Federal Infrastructure Investment and Jobs Act (IIJA) was signed into law and authorized $1.2 trillion for transportation and infrastructure spending through Fiscal Year 2026. This included the Safe Streets and Roads for All (SS4A) grant program;
WHEREAS, on December 5, 2023, the City Council accepted the SS4A grant from the Federal Highway Administration (FHWA) to develop a Vision Zero Action Plan; WHEREAS, the Vision Zero Action Plan was developed with robust community engagement, including four community workshops, six community outreach events, three online surveys, an interactive map, and project status updates to the City Council, Bicycle & Pedestrian Advisory Committee, Youth Commission, Senior Advisory Commission, and Parks & Recreation Commission;
WHEREAS, a Vision Zero Working Group was established comprised of City staff, partner agencies, and community stakeholders that guided the development of Vision Zero Action Plan; Resolution/Adopting the City of Santa Clara Vision Zero Action Plan Page 2 of 2 Rev: 11/7/2025
WHEREAS, to comply with the SS4A program requirements, the Vision Zero Action Plan shall include a public commitment to the eventual goal of zero roadway fatalities and serious injuries from a high ranking official and/or elected body in the jurisdiction, including a timeline or target for achieving that goal;
WHEREAS, the Vision Zero Action Plan states a clear goal of eliminating traffic fatalities and serious injuries on the City streets by the year 2050, and outlines specific strategies, projects, and policy recommendations to improve roadway safety for all users, including pedestrians, cyclists, and motorists.

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

1. The City of Santa Clara hereby adopts the Vision Zero Action Plan as attached and referenced herein and approves the goal of eliminating traffic fatalities and severe injuries on City streets by the year 2050.

2. Encourage all City departments, leadership, and staff to proactively support Vision Zero in all aspects of their mission, administration, and service delivery.

3. Direct the City Manager to work with City departments to identify and prioritize available funding and staff resources to advance Vision Zero projects and programs.

4. Direct City staff to continue collaboration with partner agencies, organizations, community groups, and other stakeholders through the Vision Zero Working Group to support ongoing evaluation, performance measurement, and periodic updates to the Vision Zero Action Plan as appropriate.

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

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

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

AYES: COUNCILORS:

NOES: COUNCILORS:

Resolution/Adopting the City of Santa Clara Vision Zero Action Plan Page 3 of 2 Rev: 11/7/2025
ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST: ______________________________

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA
Attachments incorporated by reference:

1. Vision Zero Action Plan
Historical Collision Data and Trends
Table 1: Collisions by Severity (2016 – 2023)
Figure 1: Comparison of Collisions by Mode (2016 – 2023 Data) Collision Severity Count
Fatal (Killed or K) 51
Severe Injury (SI) 139
Other Visible Injury 895
Complaint of Pain 1437
Property Damage Only (PDO) 5,412
Total Collisions 7,934
o~o
o~o 3%
Bicycle
(262) 12%
• Bicycle
~ (23)
•
Pedestrian
4% ~ (322) 23%
Pedestrian
(45)
93%
-
- Motor
Vehicle 65% (7350) Motor
Vehicle
(122)
All Crashes KSI Crashes
Figure 2: Annual KSI (K+SI) Collisions by Mode

*Year 2024 is preliminary data.
15 15 12 15
11 18
12 24 21
5 5
3 3
8 6
7 8
8 2 1
4 2 2
2 7
3 4
22 21
19 20 21
26 26
35 33
0 5
10 15
20 25
30 35
40 2016 2017 2018 2019 2020 2021 2022 2023 2024*
Motor Vehicles Pedestrian-involved Bikes-involved Total - - -
City of Santa Clara Vision Zero Action Plan 29

SUNNYVALE

SAN JOSE
El Camino Real
Lafayette St
San Tomas Ex
py
Great America Pkwy
Saratoga Ave
Lawrence Expy
Scott Blvd
Montague Expy

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

WILSON HIGH
SCHOOL
Pruneridge Ave
Central Expy
Tasman Dr
Mission College Blvd
Cabrillo Ave

BUCHSER
MIDDLE
SCHOOL
Stevens Creek Blvd
De La Cruz Blvd
El Camino Real
Winchester Blvd
Benton St
Coleman Ave
ypxE samoT naS
Lafayette St
Kiely Blvd
Lick Mill Blvd
Bowers Ave
Homestead Rd
Monroe St
Homestead Rd
Kiely Blvd
Central Expy
Agnew Rd
Francis Ave
Los Padres Blvd
Halford Ave
Flora Vista Ave
Pomeroy Ave
Lawrence Expy Bing Dr
Benton St
Palm Dr
Market St
Bellomy St
Newhall St
Central Expy
Our Angel's Way
El Camino Real
Stevens Creek Blvd
Scott Blvd
Source: City of Santa Clara Collision Records Database, 2016-2023 Roadway Network
High Injury Network Roadways
Santa Clara City Limits
City of Santa Clara Vision Zero Action Plan 0 0.5 1 2
Miles

SUNNYVALE

SAN JOSE
0 0.5 1 2
Miles
Roadway Network
Santa Clara City Limits
Source: City of Santa Clara Collision Records Database, 2016-2023 High Injury Network Roadways
High Injury Network Intersections

MISSION

COLLEGE

SANTA CLARA

UNIVERSITY

CENTRAL
PARK

CABRILLO
MIDDLE
SCHOOL

ADRIAN WILCOX

HIGH SCHOOL

CALIFORNIA'S

GREAT AMERICA
LEVI'S

STADIUM

SANTA CLARA

HIGH SCHOOL

STRATFORD
SCHOOL
AGNEWS

HISTORIC
PARK

HIGH INJURY NETWORK
2016 - 2023
Poplar St
Lehigh Dr
Scott Blvd
Forbes Ave
Figure 1: City of Santa Clara
High Injury Network
-
0 D
HIN Intersections and Corridors
HIN Intersections
 Agnew Rd and De La Cruz Boulevard/Montague Expressway  Agnew Rd and Lafayette St
 Benton St and El Camino Real
 Bowers Ave and Kiely Boulevard/El Camino Real
 Bowers Ave and Monroe St
 Cabrillo Ave and Fordham Dr
 Cabrillo Ave and Lawrence Expressway/Poinciana Dr
 Central Expressway and Lafayette St
 Flora Vista Ave and El Camino Real
 French St and Monroe St
 Halford Ave and Helen Ave/El Camino Real
 Homestead Rd and Bing Dr
 Lafayette St and El Camino Real
 Lawrence Expressway and Monroe St
 Lawrence Expressway and El Camino Real
 Lehigh Dr and Lawrence Expressway
 Los Padres Boulevard and Monroe St
 Mission College Boulevard and Montague Expressway
 El Camino Real and Palm Dr/Railroad Ave
 Pomeroy Ave and El Camino Real
 Pruneridge Ave and Lawrence Expressway
 San Tomas Expressway and Homestead Rd
 San Tomas Expressway and San Tomas Expressway/Monroe St  San Tomas Expressway and Saratoga Ave
 San Tomas Expressway and El Camino Real
 Francis Ave and Monroe St
 Stevens Creek Boulevard and Albany Dr/Kiely Boulevard  Stevens Creek Boulevard and Maplewood Ave
HIN Corridors
 Lafayette St: Central Expressway to El Camino Real
 Tri Area
 Agnew Rd: Lafayette St to Montague Expressway
 Benton St: Lawrence Expressway to Kiely Boulevard
 Bowers Ave: Central Expressway to Monroe St
 Cabrillo Rd: Lawrence Expressway to Bowers Ave
 Central Expressway: Lafayette St to De La Cruz Boulevard  De La Cruz Boulevard: Reed St to Tri Area
 De Le Cruz Boulevard: Central Expressway to Tri Area
 El Camino Real: Halford Ave to Lawrence Expressway
 El Camino Real: Kiely Boulevard to San Tomas Expressway  El Camino Real: Lafayette St to City Boundary
 El Camino Real: Lawrence Expressway to Kiely Boulevard  El Camino Real: San Tomas Expressway to Scott Boulevard  El Camino Real: Scott Boulevard to Lafayette St
 Great America Pkwy: Mission College Rd to Us 101 East On/Off Ramp  Homestead Rd: Lawrence Expressway to Kiely Boulevard
VISION ZERO~'~;
CITY OF SANTA CLARA fl/II
HIN Intersections and Corridors
 Homestead Rd: San Tomas Expressway to Scott Boulevard  Homestead Rd: Scott Boulevard to Lafayette St
 Kiely Boulevard: El Camino Real to Homestead Rd
 Kiely Boulevard: Homestead Rd to Stevens Creek Boulevard  Lafayette St: El Camino Real to Poplar St
 Lafayette St: Hwy 237 to Tasman Dr
 Lafayette St: Tasman Dr to Montague Expressway
 Lawrence Expressway: El Camino Real to Homestead Rd
 Lawrence Expressway: El Camino Real to Monroe St
 Lawrence Expressway: Homestead Rd to Stevens Creek Boulevard  Lick Mill Boulevard: Tasman Dr to Montague Expressway  Mission College Boulevard: Great America Pkwy to Montague Expressway  Mission College Boulevard: Our Lady’s Way to City Boundary  Monroe St: Bowers Ave to San Tomas Expressway
 Monroe St: El Camino Real to Newhall St
 Monroe St: Lawrence Expressway to Bowers Ave
 Monroe St: San Tomas Expressway to Scott Boulevard
 Monroe St: Scott Boulevard to El Camino Real
 Montague Expressway: Lafayette St to Lick Mill Boulevard  Montague Expressway: Laurelwood Rd to Lafayette St
 Pruneridge Ave: Lawrence Expressway to San Tomas Expressway  San Tomas Expressway: Central Expressway to Laurelwood Rd  San Tomas Expressway: El Camino Real to Central Expressway  San Tomas Expressway: El Camino Real to Homestead Rd
 San Tomas Expressway: Homestead Rd to Saratoga Ave
 Saratoga Ave: San Tomas Expressway to Bellomy St
 Scott Boulevard: Bowers Ave to San Tomas Expressway
 Scott Boulevard: Monroe St to El Camino Real
 Stevens Creek Boulevard: Lawrence Expressway to Kiely Boulevard  Stevens Creek Boulevard: San Tomas Expressway to Kiely Boulevard  Stevens Creek Boulevard: San Tomas Expressway to Winchester Boulevard  Washington St: Poplar St to Newhall St
 Winchester St: Stevens Creek Boulevard to Newhall St
Priority HIN Corridors
 Monroe Street from Lawrence Expressway to Bowers Avenue and San Tomas Aquino Creek Trail to Scott Boulevard
 Lafayette Street from Central Expressway to Poplar Street  Coleman Avenue Tri-level Interchange: De La Cruz Boulevard from Central Expressway to Lafayette Street and Coleman Avenue from Reed Street to the City of San Jose limit line  Scott Boulevard from Monroe Street to El Camino Real
 Homestead Road from Lawrence Expressway to Kiely Boulevard  Stevens Creek Boulevard from Lawrence Expressway to Kiely Boulevard  El Camino Real from Halford Ave to Scott Boulevard
 Pruneridge Ave from Lawrence Expressway to Kiely Boulevard  Scott Boulevard from Bowers Ave to San Tomas Expressway  Montague Expressway from Lick Mill Boulevard to US 101 VISION ZERO~'~;
CITY OF SANTA CLARA fl/II
Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 1 of 12 ends

Item Question/Comment Commenter Response
1 Is the ~$100M program cost
for 5 years? The Vision
Zero program is for 25
years, and is it correct that
the entire program will cost
half a billion dollars?
Councilmember
Jain
The $100M referenced in the City Council presentation is not for 5 years; it is only an estimate of capital improvement project costs (in 2025 dollars) for the top 10 Priority Corridors identified in the Plan and 5 years of annual Public Works staff/program costs. The total program cost (through year 2050) is estimated to be $405 million (in 2025 dollars). It should be noted that this is a preliminary planning-level estimate, and the goal is to update the Vision Zero Action Plan every five years with a refresh of project and program costs.
2 The City has a Climate
Action Plan that looks at
transportation demand
management and has a
goal of adding separated
bike lanes. The Vision Zero
Action Plan also
recommends adding
separated bike lanes. How
do you separate the costs
for these two programs?
Councilmember
Jain
The 2022 Climate Action Plan outlined high-level programmatic costs and did not include any specific project cost estimates. However, the Vision Zero Action Plan provides more specific project costs on priority corridors based on conceptual engineering design of safety improvements.

Although these two plans have overlapping goals and policies to improve transportation safety, the project cost estimates do not conflict. 3 I like quick-build
improvements and
experiments, for example
the bollards added on
Monroe Street. How
effective have these types
of quick-build improvements
been on Monroe Street, in
terms of reducing collisions
and injuries, especially to
students near the school?
Councilmember
Jain
The quick-build improvement of bollards on Monroe Street near Francis Avenue was installed in late 2022. Staff compared collision data two years before and two years after the installation and note a reduction in collision severity involving students (under age 15) and the overall number of collisions.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 2 of 12 ends

Item Question/Comment Commenter Response
4 How many speed humps do
we have in the city and how
effective are they? There
are some new speed
humps that work for public
safety vehicles. Can you
explain what those are?
Councilmember
Jain
In Santa Clara, we have 8 speed humps on public roadways: 5 on Briarwood Drive just south of Cabrillo Avenue and 3 on Bassett Street just south of Agnew Road. On Briarwood Drive in 2019 (prior to speed hump installation), the 85th percentile speed was 24 MPH. In 2024, the 85th percentile speed was 19 MPH - a 5 MPH speed reduction.

In collaboration with the Fire Department, Public Works staff is finalizing a new speed hump design with two vertical gaps within the speed hump for the Benton Street Bikeway project. These are often referred to as "speed cushions" or “speed lumps” with the goal to allow emergency response vehicles (such a fire trucks) to drive through them without needing to slow down dramatically.
5 Improved street lighting is
important. The City put in
the rainbow crosswalk on
Monroe St in the downtown
area, however it lacks street
lighting. The City installed
many HAWK signals, but
they can be confusing for
public. I have seen yellow
flashing lights on the side in
the street. Does the Plan
envision using these?
Councilmember
Jain
A streetlight currently exists at the rainbow crosswalk location that was installed with the redevelopment in that area. The Plan includes a countermeasure toolbox as a guide for the future design of improvements along the high priority corridors. This toolbox includes improved intersection lighting to facilitate pedestrian crossings as well as pedestrian improvements such as HAWKs (High-Intensity Activated Crosswalk Beacon), Rectangular Rapid Flashing Beacons (i.e. flashing lights at uncontrolled crosswalks) and improved street lighting.

Additionally, to improve the public’s understanding of how HAWKs operate, the plan includes strategies for enhanced public education on traffic control devices such as HAWKs.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 3 of 12 ends

Item Question/Comment Commenter Response
6 I have seen more people
running through red lights
after the pandemic. Police
traffic enforcement is key to
success in achieving Vision
Zero and it is important to
teach people how to drive
safely. Red-light running
cameras would be
supported to enhance
enforcement.

Councilmember
Jain
Automated enforcement using cameras is a strategy that has been implemented by some municipalities to reduce risky driving behavior.

However, this strategy requires significant additional Police staffing to manage a red-light camera running program. Police staff is also aware that some jurisdictions discontinued the use of red-light cameras due to high cost, lack of effectiveness, and legal challenges. While the Plan does not recommend specifically the use of red-light running cameras, it does recommend additional traffic enforcement targeting violation of traffic control devices which includes red-light running behavior. 7 Do we have data of how
Killed or Severely Injured
(KSI) collisions in Santa
Clara compared to County
or other cities?
Councilmember
Chahal
Santa Clara’s Killed or Severely Injured (KSI) collision rate is lower than County of Santa Clara average. With most current available data, in 2021, Santa Clara’s rate was 19.54 KSI collisions per capita, whereas the Countywide rate was 31.62 KSI collisions per capita. Additionally, according to the California Office of Traffic Safety (OTS) data, with most current available data, in 2022, Santa Clara ranked as #4 safest City in California related to the number of KSIs. This rank was among 61 comparable (population size of 100,000-250,000) cities in California. 8 San Jose and Fremont
have traffic cameras. We
should think of adding traffic
cameras, especially at
intersections with more
collisions.

Councilmember
Chahal
Noted. Please see response to question #6 above regarding red-light running cameras.
9 Support for flashing stop
signs, but not HAWK
signals. Flashing stop signs
are low-cost.

Councilmember
Chahal
Noted. Please see response to question #5 above. Currently, staff is focused on installing more Rectangular Rapid Flashing Beacons in lieu of HAWKs.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 4 of 12 ends

Item Question/Comment Commenter Response
10 City should look into ideas
of vehicle free zones, study
best practices from
European countries and
cities such as Helsinki with
regards to Vision Zero
programs. Also, Hoboken,
New Jersey has also
successfully achieved
Vision Zero and can be a
case study.

Councilmember
Chahal Noted.
11 Does City have any
oversight regarding traffic
safety on private property,
for example, the roundabout
inside Costco?
Councilmember
Gonzalez
The City does not have oversight regarding traffic safety on private property. For new development projects, a traffic study may be required to review onsite circulation.
12 Is there any correlation to a
better transit system and
number of Killed or
Severely Injured (KSIs)?
Councilmember
Gonzalez
While the City’s Vision Zero Action Plan (Plan) does not study how a transit system can affect a municipality’s KSI collision rate, there has been research conducted nationally that indicates communities with higher transit ridership have lower per capita traffic fatality rates.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 5 of 12 ends

Item Question/Comment Commenter Response
13 Is there a breakdown of
Killed or Severely Injured
(KSI) collisions in report?
Do we have finer details of
fatal and severe injuries
collisions? Is there a
breakdown of data by age?
Councilmember
Park
The Plan provides breakdown of collision severity (Table 3) and collision types (Figure 9). Collision profiles were also identified to understand the characteristics and trends of KSI collisions including collision data by age. Additionally, the collision summary tables (included as Appendix D of the draft Vision Zero Action Plan) includes injury severity (including KSIs), collision types, pedestrian or bicycle involved collisions, driver behavioral factors, and roadway condition information for all intersections and roadway segments.
14 Along central expressway
between De La Cruz and
Lafayette Street, there is a
different type of crossing
underneath the freeway. It
concerns me that this short
stretch is accident-prone.

Has there been before/after
evaluation conducted when
we made the changes to
that underpass? I'd like to
know why that stretch is
problematic. In the future,
that connection will be
important to connect to
future BART station.

Councilmember
Park
The grade-separated bike and pedestrian undercrossing referenced in the question is north of Central Expressway and De La Cruz Blvd. This location is at the Highway 101 off ramps and Trimble Road (in San Jose) and was completed as part of the VTA's US101/De La Cruz/Trimble Road Interchange Improvements project. Since its construction in August 2024, there was no reported collision at that undercrossing.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 6 of 12 ends

Item Question/Comment Commenter Response
15 How does City get input
from residents who don't
take surveys?
Councilmember
Park
In addition to Vision Zero project surveys, the City used a wide range of strategies to solicit community input: providing project information on the City's Vision Zero webpage, CityNews email updates, project hotline, project email, street signs, bus shelter advertisement (on El Camino Real), tabling at public events, and hybrid community workshops. Moving forward, the City will continue to leverage these existing outreach channels to keep the public abreast of ongoing and future Vision Zero implementation efforts.
16 Support for vehicle free
zones, traffic cameras,
license plate reading
technology.

Councilmember
Park Noted. Please see response to #4 above.
17 Along Kaiser Dr where
there is a road diet, we
narrowed the intersections
with extended curbs into the
streets but that created a
bigger problem: people are
standing closer to turning
vehicles. We need to look at
other ways to slow down
vehicles.

Councilmember
Park
Curb extensions, or bulb-outs, are effective safety countermeasures as they increase pedestrian visibility, shorten crossing distances (thereby reducing pedestrian exposure while crossing intersection), and promote slower vehicular turning speeds. While pedestrians may be closer to the travel lane, this is generally mitigated by slower turning speeds and improved sightlines when curb radius is reduced. It should be noted that curb extensions are very popular and used widely in the Bay Area for the reasons stated above.
18 We need to look at all
aspects of speed humps
and the impact of impeding
public safety (and
emergency response).

Councilmember
Park Noted. Please see response to #4 above.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 7 of 12 ends

Item Question/Comment Commenter Response
19 What criteria can be used to
implement solutions in the
Countermeasure Toolbox?
Councilmember
Hardy
The City will need to review each location/site prior to implementation.

Additionally, several countermeasures will need further studies completed, which consider a number of factors including collision patterns, vehicle speeds, volumes, roadway characteristics, types of roadways affected, adjacent land uses, and bicycle and pedestrian activity. The City will leverage state (Caltrans) and national guidance documents which contains crash reduction factors (CRF) for safety countermeasures to assess expected reduction in collisions. 20 The map of collision
hotspots (Figure 2) shows
some locations of county
expressways, which seems
contradictory to page 24 of
the Plan. Please clarify the
statistics of % collisions
occurred on city streets
versus county and statemaintained roadways.

Councilmember
Hardy
Figure 2 is focused on showing only fatal and severe injury collisions (190 Killed or Severely Injured (KSI) collisions), whereas the statistics on page 24 are based on all 7,934 collisions (KSI and others) within Santa Clara during the 8-year analysis period. A summary of collisions on City streets versus county and state-maintained roadways will be included in the final Plan.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 8 of 12 ends

Item Question/Comment Commenter Response
21 The City Council has
previously approved
bikeway studies for
Pruneridge Avenue, Monroe
Street and Benton Street
but there was no funding for
subsequent implementation.

Will this Vision Zero Plan
help with these projects and
their funding?
Councilmember
Hardy
Yes, Pruneridge Avenue, Monroe Street and Benton Street are all part of the High-Injury Network identified by the Plan. Adopting the Vision Zero Action Plan will help direct staff to prioritize the implementation of safety improvements including the approved bikeways on these streets which includes pursuing grant funding for implementation. However, it should be noted that approval of the Plan alone does not include approval of project funding. The funding allocation will need to happen as a separate action approved by City Council or be incorporated in the bi-annual capital budget process.
22 For those new speed
humps on Briarwood, the
neighborhood expressed
appreciation on this and
also the new stop signs at
Cabrillo/Briarwood.

Councilmember
Hardy
Noted. Speed humps are one of the many countermeasures the Plan's Countermeasure Toolbox.
23 For traffic enforcement,
suggest consideration of
going after vehicles (not
drivers) for violations.

Councilmember
Hardy
Noted. The specifics of traffic enforcement are based on state law. City staff is monitoring any new traffic laws from the state, and one of the listed actions in the Vision Zero Action Plan is to track and support any new legislatives of safer vehicles, particularly around traffic enforcement on driverless vehicles.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 9 of 12 ends

Item Question/Comment Commenter Response
24 Support for left lagging
lights, permissive left-turns,
and protected/permissive
left-turns. San Jose allow
left-turns unprotected at
some of their downtown
intersections when there is
no incoming traffic.

Councilmember
Hardy
Left lagging lights refer to traffic signals where the protected left turn (i.e. left turn arrow signal indication) appears after the opposing straight (through) traffic gets its green light. The City has lagging left turn lights at some locations, and this is a signal timing strategy that is implemented based on location-specific traffic patterns and does not improve safety.

Permissive left-turn phasing can increase collision risk at intersections, particularly broadside collisions, by allowing drivers to turn left when they perceive to have a sufficient gap in opposing through traffic to complete the turn. As noted in the Vision Zero Action Plan, one of the primary safety challenges is intersection safety. Staff may consider left lagging lights, permissive left-turn and protected/permissive left-turn phasing after conducting studies.
25 With the approval of the
Vision Zero Plan, will we get
some funding for these
improvements?
Councilmember
Hardy
Approval of the Vision Zero Action Plan provides a focused effort towards citywide traffic safety and with the creation of the High Injury Network and corresponding top 10 Priority Corridors, the City will be eligible for State and Federal grant opportunities related to traffic safety funding. 26 How does the 15MPH
school zone speed limit
effort play into the Vision
Zero project?
Mayor Gillmor
15 mile per hour (MPH) speed limits in school zones is included as a short-term programmatic improvement in the draft Vision Zero Action Plan. In June 2025, City Council approved an initiative to reduce speed limits on certain streets around schools from 25 to 15 MPH when children are present. The reduced 15 mph speed limit supports the City’s goal of creating safer streets for children walking and biking to school, as lowering speeds in school zones can reduce both the likelihood and severity of collisions for all road users. Installation of 15 mph speed limit signs is now complete, and the new signs have been posted around the following 28 schools:

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 10 of 12 ends

Item Question/Comment Commenter Response

1. Bowers Elementary School

2. Bracher Elementary School

3. Briarwood Elementary School

4. Buchser Middle School

5. Cabrillo Middle School

6. Central Park Elementary School

7. Don Callejon Arts and Design School

8. Eisenhower Elementary School

9. Haman Elementary School

10. Hughes Elementary School

11. Laurelwood Elementary School

12. Millikin Elementary School

13. Montague Elementary School

14. Monticello Academy

15. New Valley High School

16. Pomeroy Elementary School

17. Santa Clara Christian School - Monticello Academy

18. Santa Clara Community Day School

19. Scott Lane Elementary School

20. St. Clare Elementary

21. St. Lawrence Elementary & Middle School

22. Stratford Middle School

23. Stratford School - Dolores Avenue

24. Sutter Elementary School

25. Washington Open Elementary School

26. Westwood Elementary School

27. Wilcox High School and Santa Clara Adult Education

28. Wilson High School
Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 11 of 12 ends

Item Question/Comment Commenter Response
27 Maps in Draft Vision Zero
Report do not show details
of collisions. The
commenter requested
release of detailed crash
data to the public. The
maps in the Draft Plan had
shown zero KSI on
sidewalks or paths of
county expressways. Both
Vision Zero Santa Clara
and San Jose show that
expressways are the safest
roads to walk along, with
zero crashes.

Public
The City utilized collision data obtained from the City’s traffic collision database. Collision data included information on location (intersections, coordinates), injury severity, primary collision factor, violation, party at fault, road conditions, vehicle, safety device used, and demographics. A summary of collisions by facility type (intersections and roadway segments) is provided in the Plan’s appendices.

It is important to note that the Plan does not analyze the safety of walking on expressways as that is outside of the scope of the Citywide study on overall traffic safety. Many segments of expressways that do not have adequate pedestrian facilities prohibit pedestrians.
28 Engineering will make
biggest impact in achieving
Vision Zero. City needs to
commit to redesigning
infrastructure to slow
speeds and improve safety.

Public Noted. The Plan includes priority engineering projects and an engineering countermeasure toolbox.

Santa Clara Vision Zero Action Plan
Responses to Council and Public Comments
November 18, 2025 City Council Study Session

Page 12 of 12 ends

Item Question/Comment Commenter Response
29 Vision Zero is all about
people, and the most
effective way is to make our
streets safer. We need
commitment from City to
make City's streets safer
and take immediate action.

We need to build these
improvements as soon as
we can after the Plan is
approved. I suggest utilizing
repaving projects as a
mechanism to implement
low-cost improvements and
bike lanes.

Public Noted. The Plan recommends a similar implementation approach where feasible.
30 I applaud the Vision Zero
project, and I recognized
the needed urgency of
Vision Zero. The City
Council needs to take
immediate action and
should not wait for another
study: (1) enforcing
intersection daylighting per
AB 43, (2) conducting more
parking enforcement, which
is locally underfunded in the
city, and (3) update Traffic
Calming Policy (1999).

Public Noted. The Plan includes these actions, and the City has been working on these items.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-45 Agenda Date: 3/10/2026

REPORT TO STADIUM AUTHORITY BOARD

SUBJECT
Action on the Proposed Santa Clara Stadium Authority Fiscal Year 2026/27 Operating, Debt Service and Capital Expenditure Plan and Budget, Policies for the Stadium Authority Budget and Compliance and Management, and 2026 Non-NFL Events Marketing Plan, Including an Amendment to the Existing Agreement with Canyon Oaks Ventures, LLC for the Review of the Events Marketing Plan and the Completion of a Stadium Market Trend Analysis

BACKGROUND
The Stadium Management Agreement (Management Agreement) defines the Stadium Operation and Maintenance Plan (SOMP) as the plan designed to achieve a safe and well-maintained Stadium and states that it should include the standards for management and operation of the Stadium, including the required security, staffing, and other required elements of hosting Stadium events. The Forty Niners Stadium Management Company LLC (ManCo or Stadium Manager) is responsible for preparing the SOMP that is presented annually to the Santa Clara Stadium Authority (Stadium Authority). The SOMP is required to include the:

1. Annual Shared Stadium Expense Budget,

2. Annual Public Safety Budget,

3. Capital Expenditure Plan,

4. Marketing Plan.

Each year, Stadium Authority staff prepares a proposed Santa Clara Stadium Authority Operating, Debt Service, and Capital Budget for the Stadium Authority’s twelve-month Fiscal Year (FY), which begins on April 1 and runs through March 31 (in accordance with Article 4 - Records, Accounts, Budgets, and Reports of the Management Agreement).

Section 4.10 of the Management Agreement requires that the Marketing Plan set forth in reasonable detail the Stadium Manager’s plans to develop, implement, and monitor marketing, booking, advertising, and promotion of the Non-NFL Events for Levi’s Stadium.

DISCUSSION
This report to the Stadium Authority Board transmits the Proposed FY 2026/27 Stadium Authority Operating, Debt Service, and Capital Budget (Attachment 1), Public Safety Budget (Attachment 2), and 2026 Levi’s Stadium Events Marketing Plan (Attachment 3). It should be noted that the Public Safety Budget is included in this report for Stadium Authority Board information only, as budget appropriations for the City’s public safety departments are approved by the City Council through the City’s biennial budgeting process.

The budget document contains several key sections including the:

City of Santa Clara Page 1 of 11 Printed on 3/6/2026
powered by Legistar™
26-45 Agenda Date: 3/10/2026
· Stadium Operating Budget, which includes a breakdown of the Stadium Authority’s General and Administrative costs,
· Shared Stadium Manager Expenses, including the total expenses and the Stadium Authority’s share of those expenses,
· Ten-Year Forecast,
· Debt Service Budget; and
· Capital Budget.

In addition, City staff has included glossaries of commonly used financial terms in this proposed budget to facilitate understanding of the types of revenues, expenses, debt, and capital expenses.

In accordance with Sections 4.5 through 4.8 of the Management Agreement, ManCo prepared and submitted a proposed operating, capital, and debt budget for the FY 2026/27 Stadium Authority Budget. Staff followed the budget development process outlined in the Proposed Stadium Authority Board Budget Policy (Attachment 4) in preparing the Proposed FY 2026/27 Stadium Authority Budget.

The proposed budget was presented to the Board and the public at three meetings: Study Sessions on February 24th and March 5th, and a Public Hearing on March 10th, as part of its final consideration for approval.

The following summarizes the timeline of the FY 2026/27 budget process:
· In November 2025, Stadium Authority worked with ManCo to develop the annual budget plan, which included the dates that ManCo would provide all necessary documents as required by the Stadium Lease, Management Agreement, and Stadium Operations Agreement.
· In January 2026, ManCo provided annual documents as outlined in the Stadium Agreements, which were used in the Budget Development Process:
oStadium Operations and Maintenance Plan
§ Annual Shared Expense Budget with Five-Year Projection § Annual Stadium Authority Operations Budget
§ Annual Public Safety Budget
§ Capital Expenditure Plan with Five-Year Projection
§ Levi’s Stadium Events Marketing Plan
oPublic Safety Document Updates
o NFL and Non-NFL Events Parking Plans
· In February 2026, Stadium Authority staff analyzed ManCo’s budget submission including but not limited to the number of full-time equivalents (FTEs) recommended and related personnel costs as well as non-personnel costs and calculated the budget for Stadium Authority General and Administrative (G&A) costs (such as staff costs, consulting, audit, legal, and any reasonable and necessary expenses to support the Board and Stadium Authority operations) as well as any necessary funding to be used for the Stadium Authority’s Discretionary Fund.

City of Santa Clara Page 2 of 11 Printed on 3/6/2026
powered by Legistar™
26-45 Agenda Date: 3/10/2026
The Proposed Budget is presented on an accrual basis, which provides increased transparency for projected revenues and expenses, with added detail about financial transfers. The total Revenues and Expenses in the Stadium Authority Operating Budget for FY 2026/27 are $67.4 million and $64.4 million, respectively.

A summary of key changes and assumptions for the Proposed Budget includes:
· Net Non-NFL Events Revenue estimate for FY 2026/27 totals $4.6 million. The budget is lower than the actuals for FY 2024/25 and FY 2025/26, which were $10.2 million and $6.2 million (projected actuals), respectively. ManCo provided a budget estimate of $3.6 million to $4.6 million for Net-Non-NFL Event Revenue for FY 2026/27. Historically, performance has exceeded preliminary budget estimates, driven by actual event profitability.
· Payments to the City’s General Fund are programmed at $7.5 million in FY 2026/27 for performance rent ($1.8 million), excess revenue distribution ($4.5 million), ground rent ($1.0 million), and Senior/Youth fees ($248,000).
· Non-NFL Ticket Surcharge revenue is estimated to total $4.1 million, reflecting the surcharge collected for tickets sold in FY 2026/27 for Non-NFL Events. · Public Safety cost reimbursements over the agreed-upon threshold for FY2026/27 are $2.5 million; $1.9 million will be paid from the Public Safety Cost Reserve, and $582,000 will be paid from the Discretionary Fund.
· Public Safety Costs 2024 Outstanding Balance paydown of $421,000 from Excess Revenues, which fully pays off the remaining Public Safety Cost 2024 Outstanding balance at the end of FY2026/27.
· Capital Expense (CapEx) Reserve Fund Balance is budgeted to have a balance of $609,000 by the end of FY2026/27. This is obviously insufficient for the facility and will need to be addressed this year, with a plan developed for future years to ensure maintenance can be performed when needed. The Proposed Budget includes an additional $5.7 million transfer from the Operating Reserve to the CapEx Reserve above contractual requirements to provide additional resources for CapEx projects. Stadium Authority will continue to provide oversight and work with ManCo to ensure the projects with the highest priority and needs are addressed within the five-year CapEx plan. As the tenant of Levi’s® Stadium, Forty Niners SC Stadium Company LLC (StadCo) is conducting a Facilities Condition Assessment (FCA), funded at its expense, to support long-term financial planning, operational efficiency, and structural integrity. The FCA will identify necessary repairs, capital improvements, and compliance requirements while optimizing maintenance costs and resource allocation. The FCA is anticipated to be completed in 2027. Once the assessment is complete and received, the Stadium Authority will undertake a vetting of the FCA. It is important to note that the current capital reserve balance is far below an appropriate level, and increasing this balance should be a major focus of future budgetary and capital project planning. The Stadium Authority will also assess and independently verify long-term facility needs at the Stadium. Initial funding for this work is included in the proposed budget, and Stadium Authority staff plans to identify a vendor to initiate the work this year.
· Capital Expense Projects totaling $21.9 million, including general building, security, City of Santa Clara Page 3 of 11 Printed on 3/6/2026
powered by Legistar™
26-45 Agenda Date: 3/10/2026
furnishings and equipment, and public safety investments. This FY 2026/27 request from ManCo is 127% higher than the projected capital spend in FY 2025/26, reflecting increasing capital needs due to the stadium's aging. The Stadium Authority will oversee and collaborate with ManCo to prioritize projects within the five-year CapEx plan. The pending StadCo FCA and the Stadium Authority’s future facility assessment, when complete, will aid future long-term financial planning, operational efficiency, and structural integrity. Given the low capital reserve balance, increasing reserves will be a key focus in future budget and capital planning.
· General and Administrative Budget funding 7.9 full-time equivalent positions totaling $3.4 million. This is the baseline level of support required for Stadium Authority operations and reflects an estimate of staff time for FY 2026/27 activities. · Total estimated Debt Service payments of $21.0 million including debt related to the Community Facilities District ($3.8 million) and Term A Loan ($17.2 million). · Renovation/Demolition Reserve is budgeted to have a balance of $58.4 million by the end of FY 2026/27. This represents more than half of the $70 million required. This is largely due to contributions from excess revenues that have been generated in recent years. As the stadium continues to age, higher capital expenditures will be needed to maintain its state-of-the-art condition, requiring the use of excess revenues to fund these projects. As a result, future contributions to this reserve are anticipated to be reduced.

Key highlights for the Stadium Authority’s 2026/27 budget are as follows:

Operating Budget
Revenues
· FY 2026/27 total budgeted revenues of $67.4 million includes $24.8 million in facility rent, $5.2 million in Stadium Builder License (SBL) revenue, $16.2 million in NFL ticket surcharge, $8.3 million in Naming Rights revenue, $4.6 million in Non-NFL event net revenue, $4.1 million in Non-NFL ticket surcharge, $3.2 million in interest revenue, and $1.0 million in miscellaneous other revenues.
· Non-NFL Events Ticket surcharge revenues are proposed to be $4.1 million in FY 2026/27. Under the 2024 Settlement Agreement, the Non-NFL event ticket surcharge was increased to a minimum of $8.00 per ticket starting in FY 2025/26. The six (6) FIFA World Cup soccer matches are an exception to this the ticket surcharge to those events being $6.00 per ticket. The original draft agreement with FIFA did not provide for a surcharge at all. However, during subsequent negotiations for the terms of the FIFA Assignment and Assumption Agreement, Stadium Authority staff, working with ManCo, were able to negotiate this amount up to $6.00 per ticket. The additional surcharge revenue will be used to reimburse public safety costs that exceed the threshold. · ManCo projected Net Non-NFL Event Revenue to be between $3.6 million and $4.6 million in FY 2026/27. The Stadium Authority used the higher estimate of $4.6 million as the anticipated Net Non-NFL Event Revenue for FY 2026/27. This is based on a projection of five major events (four concerts and one soccer event) and non-ticketed events.

Expenses
· The proposed Operating Budget equals $64.4 million and includes the Stadium Authority’s share of expenses covered under the Management Agreement in the amount of City of Santa Clara Page 4 of 11 Printed on 3/6/2026
powered by Legistar™
26-45 Agenda Date: 3/10/2026
$14.8 million, along with monies sufficient to fulfill the Stadium Authority’s administrative oversight of the Stadium in the amount of $4.6 million, SBL sales and services of $2.5 million, buffet costs of $859,000, utility costs of $1.9 million, ground rent of $1.0 million, performance rent paid to the City of $1.8 million, public safety cost over threshold of $2.5 million, pay down of public safety cost 2024 outstanding balance of $421,000, transfer to the City general fund of $4.5 million and other miscellaneous expenses of $1.8 million. · Total transfers out of $27.8 million include transfers to the Capital Fund for future Stadium capital improvements and the Debt Service Fund for debt service payments.

Reserves
· Total operating reserves are expected to be $96.4 million at the end of FY 2026/27.

This is composed of a Renovation/Demolition Reserve of $58.4 million, an Operating Reserve of $28.5 million, a Stadium Funding Trust Reserve of $8.6 million, and a Discretionary Fund Reserve of $870,000.

Debt Service Budget
· The proposed 2026/27 Debt Service Budget of $21.0 is based on the required debt service payments. Total outstanding debt is projected to decrease by $10.7 million from $209.7 million to $199.0 million.

Capital Expense Budget
· The FY 2026/27 Capital Expense Budget totals $21.9 million. Of this total, $10.8 million of prior year appropriations are carried over into FY 2026/27. New capital improvement appropriations equal $11.1 million
Subsequent Revisions to the Proposed Stadium Authority’s FY 2026/27 Budget Study Sessions were held on February 24 and March 5, 2026, to discuss the Proposed Santa Clara Stadium Authority Fiscal Year 2026/27 Operating, Debt Service, and Capital Budget and Stadium Authority Budget, Compliance, and Management Policies. The following key items were discussed:
· Budgeted net income for FY 2026/27
· Impact of capital funding needs on the distribution to the General Fund · Non-NFL Events: Revenue projections, booking competition with the Convention Center, leveraging the 49ers fanbase, staffing impacts, and maintaining profitability/oversight.
· Funding source for Public Safety Costs (PSC) reimbursement, which are expected to be reimbursed by the Bay Area Host Committee
· Naming Rights requirements and the responsible party to pay liquidated damages · Financial impact of 49ers games being held internationally · Scope and timeline of the Facility Condition Assessments (FCAs) · Capital investment policy and strategies to maintain and keep the stadium in good working order
· Interest revenue budget in FY 2026/27 and interest earned on the Renovation/Demolition reserve
· Source of Stadium Authority Debt Service payments
City of Santa Clara Page 5 of 11 Printed on 3/6/2026
powered by Legistar™
26-45 Agenda Date: 3/10/2026
· Projections and performance metrics to support SBL Sales and Services expenses · Increase in Legal services budget for FY 2026/27 compared to FY 2025/26 projected actuals
· Stadium Manager’s proposal for partial reimbursement of their new offsite leased office space costs
· Non-NFL Event additional ticket surcharge revenue
· Other Expense itemized budget
· Stadium Authority General & Administrative expenses related to FIFA World Cup 2026 (FWC26)
· Reason for declining performance rent in future years · Rationale for SOMP confidentiality
The Board asked questions and discussed the Proposed Budget at the February 24th Study Session.

At the March 5th Study Session, staff provided responses to the questions raised at the prior Study Session. The following provides information outlining changes that were made to the Proposed Budget based on the two study session discussions.

Stadium Authority Share of Stadium Manager Offsite Leased Office Space During the FY 2025/26 budget process, the Stadium Manager proposed to include in the budget a share of offsite leased office space being used by Stadium Manager staff. This was the first year that this was requested. Based on staff review of those costs and feedback from the Board, the Stadium Authority recommended excluding those costs from the proposed budget.

The Stadium Manager has again proposed to include this cost within the Other Expenses line for the FY 2026/27 budget, indicating through their submittal that the Stadium Authority and the Stadium Manager will undergo a meet and confer process in accordance with the contractual agreements on this office space expense line item. Based on feedback provided at the Study Session and staff review of these costs, the Stadium Authority again recommends the exclusion of the offsite office space cost of $620,000 from the proposed budget while the Stadium Authority staff continues the dialogue with the Stadium Manager on next steps.

Civic Event and Discretionary Fund Expense
Stadium Authority staff had included a discretionary fund budget of $1.3 million in the FY 2026/27 proposed budget, which was intended to cover the costs of a Civic Event at Levi’s Stadium. At the time the budget was being prepared, staff were still in discussions with the Stadium Manager about the timing and booking of this event and the Board had not approved it yet. At the February 24, 2026 Council and Authorities Concurrent meeting, the Board took action to approve the community Civic Event to be hosted at Levi’s Stadium on February 28, 2026 in addition to approving a FY 2025/26 budget amendment of $1 million to fund this event from the Stadium Authority Operating Budget from the Discretionary Fund Reserve.

Therefore, the FY 2026/27 Proposed Discretionary Fund Reserve Beginning Fund Balance and the Discretionary Fund Expenses were both reduced by $1 million to reflect the fact that this event and related expenses occurred in FY 2025/26. This adjustment had no impact on the Discretionary Fund Reserve Ending Fund Balance since it is just a timing adjustment.

City of Santa Clara Page 6 of 11 Printed on 3/6/2026
powered by Legistar™
26-45 Agenda Date: 3/10/2026
Shared Stadium Manager Expenses: Security
The Stadium Manager’s proposed Security Shared Expense budget included an increase in FY 2026/27 from the prior year. Through communication and discussion with the Stadium Manager, staff learned that the increase was related to implementation of armed security staff to patrol the stadium 24/7. The Stadium Manager indicated that the Stadium Authority’s 50/50 share of these new costs are approximately $350,000 to $400,000.

The use of armed security guards anywhere in the City of Santa Clara requires review and ultimate approval by the City’s Police Department. At the time of preparing this report, the specific request by the Stadium Manager has not received that approval yet. Further, staff needs time to engage in further discussions with the Stadium Manager about this new budget item as well as analyze it in the context of the Stadium Management Agreement to determine if this cost should in fact be a Shared Stadium Expense (SSE). Currently, staff recommends the reduction of the Shared Stadium Manager Expenses-Security by $400,000 from the proposed budget while the staff continues the discussion with the Stadium Manager and the Stadium Manager’s formal request to the City’s Police Department is processed.

Removal of Certain Carryover CapEx Projects / Other CapEx Changes The Stadium Manager proposed carrying over several CapEx projects that had been carried over for the past three to nine years. Stadium Authority staff asked the Stadium Manager if any of those projects could be closed out, and they indicated that the following projects could be cancelled and removed from the budget.

Original Fiscal
Year Requested
Project Description Amount
2016/17 Miscellaneous $114,950
2022/23 Miscellaneous $114,950
2023/24 A/V - Renewal and Replacements $86,213
Total $316,113
Additionally, the Stadium Authority recommended that the budgeted costs in the Project and Construction Management Firm projects be moved to the respective projects that are being managed. This provides a more accurate picture of the costs of each CapEx project. The Stadium Manager agreed and shifted those budgeted costs to other projects. Carryover funding from certain projects was also combined with new project funding to support the additional scope of previously approved work. Lastly, the requested budget for several other CapEx projects had small adjustments.

Overall, between the cancelled projects noted above and the other adjustments, the total CapEx Project costs were reduced by $358,000.

Stadium Manager’s Five-Year Capital Expenses
In light of the significant investment in capital expenses proposed in the out-years beyond FY City of Santa Clara Page 7 of 11 Printed on 3/6/2026
powered by Legistar™
26-45 Agenda Date: 3/10/2026
2026/27 staff is not comfortable recommending Stadium Authority Board approval of the full FiveYear Capital Expenses Plan at this time. While staff has received a list of projects, included for informational purposes (Attachment 6), staff has not had the opportunity to review these projects in detail. In addition, the Facilities Condition Assessment upon which these out-year projects has not yet been finalized or reviewed by staff. This assessment is also expected to include detail on projects that may be necessary beyond the next five years. Accordingly, staff’s specific recommendation for the Stadium Manager’s Five-Year Capital Expenses is as follows:
(a) Approve the Fiscal Year 2026/27 CapEx projects (Year One), of the Stadium Manager’s 5-Year Capital Expenditure Plan, including such Projects that are to be completed over Multiple Years;
(b) do not approve at this time CapEx projects to be commenced after Fiscal Year 2026/27 (Years 2 through 5); and
(c) upon completion of the Stadium Manager’s Facility Condition Assessment, Stadium Authority staff’s evaluation and completion of its own Facility Condition Assessment, and further discussions with Stadium Manager, return to the Stadium Authority Board with staff’s recommendation for Stadium Authority action on the CapEx program for Years 2 through 5.

Budget Revision Summary
The projected paydown of the Public Safety Cost (PSC) 2024 Outstanding balance in FY 2025/26 increased which results in a smaller balance that is projected to be carried forward into FY 2026/27 and therefore a smaller cost in that year reducing that line by $415,000. Lastly, all of the adjustments to the Stadium Authority Operating Budget noted above result in additional projected Excess Revenue available to transfer to the City’s General Fund, therefore that expense line increased by $924,000.

Total expenses in the Stadium Authority Operating Budget decreased from $65.9 million to $64.4 million, and the total expenses in the Stadium CapEx budget decreased from $22.2 million to $21.9 million
The tables below outline the changes to the expense lines of the FY 2026/27 proposed budget from the study session ($ in thousands).

City of Santa Clara Page 8 of 11 Printed on 3/6/2026
powered by Legistar™
Study
Operating Expense Line Items Session Current Change
SSE Security $2,742 $2,342 ($400)
Discretionary Fund Expense $1,250 $250 ($1 ,000)
Other Exoenses $1 717 $1 09'7 ($620)
IPSC 2024 Outstandiing Balance $836 $421 ($415)
Transfer to the City General Fund $3,550 $4,474 $924
Total Changes to Operating Expenses ($1,51 1)
26-45 Agenda Date: 3/10/2026
Lastly, due to the changes noted above as well as changes to the FY 2025/26 projections, the Beginning and Ending Fund Balance line items for the Discretionary Fund Reserve, Renovation/Demolition Reserve, Stadium Funding Trust Reserve and the Unrestricted Fund Balance were also adjusted.

The Proposed Santa Clara Stadium Authority Fiscal Year 2025/26 Operating, Debt Service, and Capital Budget (Attachment 1) reflects these changes.

Levi’s Stadium Marketing Plan
The Marketing Plan (Attachment 3) is submitted by ManCo and included in the report. Under the Management Agreement, the Stadium Manager is responsible for marketing, promoting, scheduling, and booking Non-NFL Events. Section 4.10 of the Management Agreement requires that the Marketing Plan set forth in reasonable detail the Stadium Manager’s plans to develop, implement, and monitor marketing, booking, advertising, and promotion of the Non-NFL Events for Levi’s Stadium. The Marketing Plan is included in the report as Attachment 3.

The Stadium Authority has contracted with a third-party consultant, Canyon Oaks Ventures, LLC, to conduct market trend research on how large multi-purpose venues market and promote Non-NFL Events and review and assess the 2025 and 2026 Levi’s Stadium Marketing Plans. Together, the review will assess current marketing strategies, benchmark stadium performance, evaluate consistency and impact across marketing and branding, identify industry trends and areas for improvement, and offer recommendations to enhance strategic oversight of Non-NFL Events marketing. The two concurrent work efforts are expected to be completed in May/June 2026. The final reports and recommendations will guide the Stadium Authority’s oversight of the 2026 Marketing Plan, including subsequent review of the 2026 Marketing Plan outcomes; review and analysis of future Marketing Plans and related outcomes; and help inform ongoing discussions with the Stadium Manager related to booking profitable Non-NFL Events. It should be noted that the current agreement will need to be amended to extend the term and add additional funds to complete these two work efforts. The current agreement terms out on March 31, 2026, and has a not-to-exceed amount of $70,618.04. The Executive Director has delegated authority to amend the agreement up to $100,000; however, it is anticipated that additional funds beyond the delegated authority is needed.

Staff recommends that the Board note and file the 2026 Levi’s Stadium Marketing Plan at this time; and direct staff to complete the Stadium Authority’s scope of work with Canyon Oaks on the Marketing Plan Review and stadium market trend analysis, work in collaboration with the Stadium Manager to implement appropriate changes upon completion of the marketing consultant’s reports, and present final reports and results to the Stadium Authority Board in Fall 2026. Staff also recommends delegated authority to the Executive Director to extend the term of the Agreement with Canyon Oaks through December 31, 2026 and increase the not to exceed amount to $130,000.

City of Santa Clara Page 9 of 11 Printed on 3/6/2026
powered by Legistar™
Study
Session
$12,129
$6,690
$1 882
Current
$11 ,747
$6,746
$1 850
Chan e
$382
$32
$358
26-45 Agenda Date: 3/10/2026

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

FISCAL IMPACT
The Proposed FY 2026/27 Budget includes $64.4 million for operating costs (includes transfers out to Debt Service and Capital Funds), $21.0 million for debt service, and $21.9 million for capital (includes a $10.8 million carryover from the prior year).

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

PUBLIC CONTACT
On February 25, 2026, a notice of the public hearing was published in the Santa Clara Weekly and the Proposed Budget (Attachment 1) was available to the public on the City’s website and in 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

1. Adopt the Santa Clara Stadium Authority Fiscal Year 2026/27 Operating, Debt Service, and Capital Budget;

2. With respect to the CapEx Plan: (a) Approve the Fiscal Year 2026/27 CapEx projects (Year One), of the Stadium Manager’s 5-Year Capital Expenditure Plan, including such Projects that are to be completed over Multiple Years; (b) do not approve at this time CapEx projects to be commenced after Fiscal Year 2026/27 (Years 2 through 5); and (c) upon completion of the Stadium Manager’s Facility Condition Assessment, Stadium Authority staff’s evaluation and completion of its own Facility Condition Assessment, and further discussions with Stadium Manager, return to the Stadium Authority Board with staff’s recommendation for Stadium Authority action on the CapEx program for Years 2 through 5.

3. Note and file the 2026 Levi’s Stadium Marketing Plan;

4. Authorize the Executive Director to amend the Agreement with Canyon Oaks Ventures, LLC to extend the term through December 31, 2026, and increase the not to exceed amount up to $130,000, as needed, to complete the described scope of work for a Stadium Non-NFL Event Marketing Plan Review and Market Trend Analysis;

5. Adopt the Stadium Authority Board Budget Policy; and

6. Adopt the Stadium Authority Board Compliance and Management Policy.

City of Santa Clara Page 10 of 11 Printed on 3/6/2026
powered by Legistar™
26-45 Agenda Date: 3/10/2026
Reviewed by: Kenn Lee, Treasurer
Approved by: Jovan Grogan, Executive Director

ATTACHMENTS

1. Santa Clara Stadium Authority Proposed Fiscal Year 2026/27 Operating, Debt Service, and Capital Budget

2. Fiscal Year 2026/27 Annual Public Safety Budget

3. 2026 Levi’s Stadium Events Marketing Plan

4. Stadium Authority Board Budget Policy

5. Stadium Authority Board Compliance and Management Policy

6. Stadium Manager Five-Year Capital Expenditures FY 2027/28 - FY 2030/31 City of Santa Clara Page 11 of 11 Printed on 3/6/2026
powered by Legistar™
Bu
B
n June 8, 2010 the residents of Santa Clara voted to adopt Measure J, the Santa Clara Stadium Taxpayer Protection and Economic Progress Act, resulting in the approval to construct a stadium to be leased by the San Francisco 49ers. Measure J called for the creation of the Santa Clara Stadium Authority (Stadium Authority) to own, develop, construct, operate, and maintain the Stadium. The Stadium Authority exists as a public body, separate and distinct from the City. The Stadium Authority is structured so that the City is not liable for the debts or obligations of the Stadium Authority.

This budget and additional financial information on the Stadium Authority can be found at: “santaclaraca.gov/our-city/santa-clarastadium-authority”.

PROPOSED

FISCAL YEAR
2026/27

OPERATING,
DEBT

SERVICE

AND CAPITAL
BUDGET
1500 Warburton Avenue
Santa Clara, CA 95050
Phone: (408) 615-2210
Website:
https://www.santaclaraca.gov/our
-city/santa-clara-stadiumauthority
Email: communications@
santaclaraca.gov
Santa Clara Stadium
Authority
2 LEV I’S
® STADI UM
3 Table of Contents
Transmittal Letter .................................................................................................................... 4 General Information............................................................................................................... 12 Organizational Chart ............................................................................................................. 13 NFL Event Highlights - Year in Review ................................................................................. 14 Non-NFL Event Highlights - Year in Review ...........................................................................15 Excess Revenues Distribution ................................................................................................16 Stadium Authority Operating Budget ..................................................................................... 18 Stadium Authority Operating Budget Glossary .................................................................. 28 Shared Stadium Manager Expenses ......................................................................................36 Shared Stadium Manager Expenses Glossary ................................................................ ..38 Ten-Year Forecast ................................................................................................................ 40 Stadium Debt Service Budget ................................................................................................44 Stadium Debt Service Budget Glossary ..............................................................................47 Stadium Authority Capital Expense Budget ............................................................................48 Stadium Authority Work Plan ................................................................................................ 58 Santa Clara Stadium
Authority
4 March 10, 2026
Honorable Board Chair and Stadium Authority Board
SUBJECT: Proposed Fiscal Year 2026/27 Operating, Debt Service and Capital Budget Members of the Board,
As required in the Stadium Management Agreement, Section 4.6, I transmit the Proposed Fiscal Year (FY) 2026/27 Operating, Debt Service, and Capital Budget for the Stadium Authority.

This budget provides the necessary funding to administer the duties of the Santa Clara Stadium Authority (Stadium Authority), including:
 Support for operating Levi’s® Stadium (Stadium) for Non-National Football League (Non-NFL) Events through a management company, the Forty Niners Stadium Management Company LLC (ManCo or Stadium Manager);
 Advancement of the FY 2026/27 Work Plan;
 Payment of debt service obligations; and,
 Maintenance of a five-year capital plan.

LEVI’S® STADIUM OVERVIEW
The Stadium Authority exists as a public body, separate and distinct from the City of Santa Clara, and was established to provide for the development and operation of Levi's® Stadium. The elected members of the City Council serve as the governing board for the Stadium Authority, with the Mayor serving as chair, the City Manager as the Executive Director, and the City Attorney as the Stadium Authority’s General Counsel. Levi’s® Stadium, the region’s premier sports and entertainment venue, is home to the San Francisco 49ers, host to Super Bowl 50 and Super Bowl LX, and future host site of FIFA World Cup 2026.

The Stadium Authority owns Levi’s® Stadium and contracts with ManCo for promotion of Non-NFL Events and facility operations and maintenance. This operational structure is implemented by using a variety of ManCo staff, vendors, and public service employees through reimbursement procedures.

The Stadium Authority Board (Board) provides overall governance and oversight of this operational structure. Amongst other due diligence requirements to support these duties, the Board is also responsible for: setting policy; debt and fiscal management; and ensuring implementation of required duties related to operations and capital projects. While meeting the Stadium Authority’s obligations, this budget continues to advance initiatives outlined in the Stadium Authority’s work plan and various work efforts related to Non-NFL Events.

SCSA

SANTA CLARA STADIUM AUTHORITY
Honorable Board Chair and Stadium Authority Board
Re: Proposed Fiscal Year 2026/27 Operating, Debt Service and Capital Budget March 10, 2026
5 Since opening in 2014, Levi’s® Stadium has served as a key economic driver for the City of Santa Clara (City), generating millions in annual revenue for the City and regional economy. Unlike many stadium projects, Levi’s® Stadium was built without property and sales tax increases or ongoing government subsidies, relying instead on 49ers revenue and Non-NFL event income to service all debt. Public contribution to this project was limited to a one-time Redevelopment Agency (RDA) investment and development of a Community Facilities District (CFD) special hotel tax to pay down CFD debt that was used to fund City-owned public infrastructure projects around the Levi’s® Stadium site. Measure J includes provisions that further safeguard taxpayers by providing that neither the City’s General Fund nor Enterprise Funds are used for Stadium operations or debt repayment.

Levi’s® Stadium continues to generate significant revenue from NFL games, concerts, and special events, contributing to ongoing Stadium debt reduction, and contribution to the City’s General Fund.

The Stadium Authority maintains a disciplined financial strategy, prioritizing responsible debt management, operational efficiency, and revenue maximization. Below is an overview of the Stadium Authority's historical financial trajectory from 2013 to 2025:

 Consistent Annual Revenue: The Stadium Authority's revenue has averaged $77.0 million per year, peaking at $123.7 million in the 2014/15 fiscal year due to initial Stadium Builder License (SBL) sales. The lowest revenue was $49.6 million in FY 2020/21, the height of the COVID-19 pandemic.
 Contribution to the City’s General Fund: The City's General Fund has received an average of $3.7 million annually from stadium-related activities. The highest contribution was $19.4 million in FY 2024/25 largely because of the 2024 Settlement Agreement, while the lowest was $390,000 in FY 2020/21, reflecting pandemic impacts. Income to the City includes money from ground rent, performance rent, excess revenue, Senior & Youth Program Fees, and parking fees.
 Reduction of Construction Debt: The Stadium's debt peaked at $653.4 million. As of March 31, 2026, it is projected that this debt will be reduced by 68% to $209.7 million.

Beyond financial returns, Levi’s® Stadium enhances tourism, local business growth, and job creation, reinforcing its role as a vital regional asset. The venue’s ability to attract world-class events, including Super Bowl 50, Super Bowl LX, and FIFA World Cup 2026, underscores its strong reputation and long-term value to Santa Clara.

The Stadium Authority remains committed to financial oversight, transparency, and long-term sustainability, ensuring that Levi’s® Stadium continues to provide economic and community benefits while maintaining fiscal integrity.

PROPOSED BUDGET IN BRIEF
The total Revenues and Expenses in the Stadium Authority Operating Budget for FY 2026/27 are $67.4 million and $64.4 million respectively. Revenues increased by $192,000 or 0.3%, compared to the prior fiscal year budget. Expenses increased by $1.9 million or 3% compared to the prior year budget. This budget also reflects revenues and expenses necessary to operate the Stadium in the context of planning for the FIFA World Cup 2026 soccer matches scheduled for the upcoming year.

A summary of key changes and assumptions for the Proposed Budget include:
 Net Non-NFL Events Revenue estimate for FY 2026/27 totals $4.6 million. This is budgeted lower than the actuals for FY 2024/25 and FY 2025/26, which were $10.2 million and $6.2 million (projected actuals), respectively. ManCo provided a budget estimate of $3.6 million to $4.6 million for Net-Non-NFL Event Revenue for FY 2026/27. Historically, actual performance has exceeded the preliminary budget estimates based on additional event bookings that may occur after the start of the fiscal year.

Stadium Authority staff will continue to work with ManCo on adjustments to their Non-NFL Events revenue budget estimate process so that they are more in line with historical performance trends. Below is a summary of prior budget estimates and actual performance.

As noted above, performance for the prior two fiscal years far exceeded the initial budget estimate.
 FY 2024/25 Non-NFL Events Revenue: Preliminary Budget Estimate: $9.3 million / Actual: $10.2 million
 FY 2025/26 Non-NFL Events Revenue: Preliminary Budget Estimate: $5.3 million / Projected Actual: $6.2 million
 Payments to the City’s General Fund are programmed at $7.5 million in FY 2026/27 for performance rent ($1.8 million), excess revenue distribution ($4.5 million), ground rent ($1.0 million), and Senior/Youth fees ($248,000).
 Public Safety cost reimbursements over the agreed-upon threshold for NFL Public Safety Costs for FY2026/27 is $2.5 million; $1.9 million will be paid for from the Public Safety Cost Reserve, and $582,000 will be paid from the Discretionary Fund.  Public Safety Costs 2024 Outstanding Balance paydown of $421,000 from Excess Revenues which fully pays off the remaining Public Safety Cost 2024 Outstanding Balance at the end of FY2026/27.
 Capital Expense (CapEx) Reserve Fund Balance is budgeted to have a balance of $609,000 by the end of FY2026/27. This is obviously insufficient for the facility and will need to be addressed this year, with a plan developed for future years to ensure that maintenance can occur when needed. The Proposed Budget includes an additional $5.7 million transfer from the Operating Reserve to the CapEx Reserve above contractual requirements to provide additional resources for CapEx projects. Stadium Authority will continue to provide oversight and work with ManCo to ensure the projects with the highest priority and needs are addressed within the five-year CapEx plan. As the tenant of Levi’s® Stadium, Forty Niners SC Stadium Company LLC (StadCo) is conducting a Facilities Condition Assessment (FCA), funded at their expense, to help facilitate long-term financial planning, operational efficiency, and structural integrity. The FCA will identify necessary repairs, capital improvements, and compliance requirements while optimizing maintenance costs and resource allocation. The FCA is anticipated to be completed in FY 2026/27. Once the assessment is complete and received, the Stadium Authority will undertake a vetting of the FCA. It is important to note that the current Honorable Board Chair and Stadium Authority Board
Re: Proposed Fiscal Year 2026/27 Operating, Debt Service and Capital Budget March 10, 2026
7 capital reserve balance is far below an appropriate level and increasing this balance should be a major focus of future budgetary and capital project planning. The Stadium Authority will also assess and independently verify long-term facility needs at the Stadium. Initial funding for this work is included in the proposed budget, and Stadium Authority staff plans to identify a vendor to initiate the work this year.
 Capital Expense Projects totaling $21.9 million, including general building, security, furnishings and equipment, and public safety investments. This FY 2026/27 request from ManCo is 127% higher than the projected capital spend in FY 2025/26 and is a result of increasing capital needs due to the aging of the stadium. The Stadium Authority will oversee and collaborate with ManCo to prioritize projects within the five-year CapEx plan. The pending StadCo FCA and the Stadium Authority’s future facility assessment, when complete, will aid future long-term financial planning, operational efficiency, and structural integrity. Given the low capital reserve balance, increasing reserves will be a key focus in future budget and capital planning.
 General and Administrative Budget funding 7.9 full-time equivalent positions totaling $3.4 million. This is a baseline level of support necessary for Stadium Authority operations and reflects an estimate of staff time necessary for FY 2026/27 activities.  Debt Service payments of $21.0 million, including debt related to the Community Facilities District (CFD) Advance ($3.8 million) and Term A Loan ($17.2 million).  Renovation/Demolition Reserve is budgeted to have a balance of $58.4 million by the end of FY 2026/27. This represents more than half of the $70 million required. This is largely due to contributions from excess revenues that have been generated in recent years. As the stadium continues to age, higher capital expenditures will be needed to maintain its state-ofthe-art condition, requiring the use of excess revenues to fund these projects. As a result, contributions to this reserve have been reduced, and the full funding of this reserve is no longer forecasted to be filled in the next ten years.

KEY ISSUES / THEMES IN THE PROPOSED BUDGET
There are several key issues / themes highlighted below that contribute to the Proposed Budget.

Super Bowl LX & FIFA World Cup 2026 – Levi's® Stadium hosted Super Bowl LX on February 8, 2026 and is scheduled to host six FIFA World Cup 2026 events between June 13 – July 1, 2026.

These events have required significant pre-planning efforts, negotiation and execution of various agreements, and coordination with the NFL, FIFA, Bay Area Host Committee (BAHC), ManCo, and other organizations.

Stadium Authority staff and BAHC executed the Super Bowl LX Interim Funding Agreement in August 2025. This short-term financial arrangement was designed to provide temporary funding for qualified event-related expenses. The Interim Funding Agreement ensured that necessary event-related costs were covered efficiently and without delay, maintained operational continuity, and was later amended to extend its term and provide continued funding. In September 2025, the City Council/Stadium Authority Board approved the League Event Agreement, a comprehensive financial framework between the Stadium Authority, City, BAHC, ManCo, and StadCo that sets forth the terms and responsibilities of each party for hosting Super Bowl LX at Levi’s® Stadium. This agreement, executed in January 2026, includes a commitment from the BAHC to reimburse the City for all qualified event- Honorable Board Chair and Stadium Authority Board
Re: Proposed Fiscal Year 2026/27 Operating, Debt Service and Capital Budget March 10, 2026
8 related planning, training, equipment, public safety services, emergency response, transportation management, and related costs. If BAHC fails to fully reimburse the City for such costs, StadCo will be responsible for covering any resulting shortfall.

In February 2025, the City Council/Stadium Authority Board approved the FIFA World Cup 2026 Assignment and Assumption Agreement and Guaranty of Certain FIFA World Cup 2026 Obligations (World Cup Agreements) between the Stadium Authority, City, BAHC, ManCo, and the Forty Niners Football Company, LLC (TeamCo). The World Cup Agreements assign all obligations to the BAHC with the exception of the Stadium Authority’s obligations under its Naming Rights Agreement with Levi’s® to provide suites (a double suite) and tickets to the six 2026 World Cup soccer matches that will be held at Levi’s® Stadium. The World Cup Agreements include a commitment from the BAHC to reimburse the City for all qualified event-related planning, training, equipment, public safety services, emergency response, transportation management, and related costs. A financial guaranty from TeamCo for public safety costs, payments for field improvements, and third-party approval/buyout costs is also included in the World Cup Agreements.

While management and administrative costs and the Stadium Authority’s obligations to Levi’s® under the Naming Rights Agreement are included in this budget, it should be noted that this budget does not include the full costs to host the six FIFA World Cup 2026 soccer matches since the public safety costs and public safety reimbursements related to these events are included in the City’s budget. In preparing for these world-class events, it is key to ensure the City and Stadium Authority’s continued compliance with Measure J, which requires that the City be reimbursed for all City-related services and event costs for Levi’s® Stadium. The World Cup Agreements, Interim Funding Agreement and League Event Agreement collectively serve as key risk mitigating factors for the City.

Non-NFL Events and Marketing Plan – Over the past three years, ManCo has had success in booking profitable major events such as concerts and soccer matches in addition to smaller, nonticketed special events that have brought in net revenues for the Stadium Authority.

FY2023/24
Actual
FY2024/25
Actual
FY2025/26
Projection
FY2026/27
Budget
$8,266,685 $10,163,814 $6,222,000 $4,600,000
The Net Non-NFL Event Revenue is budgeted at $4.6 million in FY 2026/27, which assumes one (1) soccer match, four (4) concerts, and 50 non-ticketed events. This is 26% lower than the FY 2025/26 projection of $6.2 million, which included two (2) soccer matches, six (6) concerts, and non-ticketed events. CapEx renovations that took place in FY 2025/26 that were needed to support the World Cup affected the ability of ManCo to book as many Non-NFL events as in prior years, resulting in lower projected Non-NFL event net revenue. In addition, the FY 2026/27 budget reflects limited availability for Non-NFL events until July 2026 due to the World Cup. Historically, actual performance has exceeded the preliminary budget adoption based on additional event bookings that may occur after the start of the fiscal year. The events in FY2025/26 also had high ticket prices, which resulted in large sums of cash accruing bank interest revenue leading up to the events. This will not always be the case from year to year.

The Executive Director’s Office will continue to provide oversight and work with ManCo to strive to

SCSA SANTA CLARA STADIUM AUTHORITY
Honorable Board Chair and Stadium Authority Board
Re: Proposed Fiscal Year 2026/27 Operating, Debt Service and Capital Budget March 10, 2026
9 book events that maximize net revenue per event through various efforts, including refining and implementing the Marketing Plan with emphasis in the following areas:
 Enhance Levi’s® Stadium and Santa Clara’s reputation to attract ticketed and non-ticketed Non-NFL major and private events.
 Develop an integrated marketing plan with Discover Santa Clara to increase sales and improve organizational efficiency.
 Leverage best-in-class attribution tools that track successful outcomes to specific marketing strategies and tactics.
 Complete a third-party Stadium Market Trend Analysis and Marketing Plan Assessment that provides market research on how large multi-purpose stadium venues promote and market Non-NFL events, and analyzes and optimizes current marketing strategies to ensure alignment with the Stadium Authority’s broader goals.

The goal of the aforementioned strategies is to ensure that Levi’s® Stadium remains a top-tier venue for both NFL and Non-NFL events while maximizing revenue potential for the City of Santa Clara.

Capital Expense Reserve – Levi’s® Stadium continues to be a world-class sports and entertainment facility; however as it enters its 13th year of operation, many building systems within the stadium are reaching end-of life and finishes are showing signs of wear. To cover CapEx costs, the Stadium lease sets forth requirements for contributions to the Stadium Authority’s CapEx Reserve from both Operations and Excess Revenue each year. The FY 2026/27 Proposed Budget includes an additional $5.7 million transfer from the Operating Reserve to the CapEx Reserve beyond these contractual requirements to help fund capital project costs included in the budget.

The five-year CapEx plan included with this budget is projected to be $75.0 million which is more than twice the prior year’s adopted budget of $35.1 million. The reason for the significant increase is due to the aging of the stadium. StadCo is in the process of facilitating a FCA that will provide additional guidance to future capital needs. It will be important for Stadium Authority staff to complete a detailed review of the FCA once it is completed in 2027 so that the Stadium Authority can continue to collaborate with ManCo to prioritize projects within the five-year CapEx plan. As noted above, the Stadium Authority will also assess and independently verify long-term facility needs at the Stadium.

Initial funding for this work is included in the proposed budget, and Stadium Authority staff plans to identify a vendor to initiate the work this year.

NFL International Games – The NFL has been scheduling international games in recent years to expand its global audience, increase revenue, and serve its growing fan base outside the United States of America. The teams selected to participate lose one traditional home game. For FY 2026/27, the San Francisco 49ers are scheduled to play one home game in Mexico City, which is expected to result in reduced NFL Ticket Surcharge and Senior and Youth Program Fee revenue to the Stadium Authority. This also impacts revenue into the City’s General Fund from Senior and Youth program Fees and potential Stadium Authority excess revenue lost due to less NFL Ticket Surcharge revenue.

The Stadium Authority and the City do not have the ability to impact the NFL’s scheduling decisions, and the Stadium agreements do not provide a mitigation when the NFL reduces home games.

Honorable Board Chair and Stadium Authority Board
Re: Proposed Fiscal Year 2026/27 Operating, Debt Service and Capital Budget March 10, 2026
10 STADIUM AUTHORITY FY 2026/27 WORK PLAN
General & Administrative funding in the amount of $4.6 million provides for staffing and consultant resources required to implement the Stadium Authority FY 2026/27 Work Plan. The FY 2026/27 Work Plan outlines the Stadium Authority’s priorities for the year based on previous Board direction and anticipated work efforts. Within the context of continuing to support ongoing Stadium Authority operations, the following summarizes new work efforts:
 Capital Expense Projects – Develop a long-term capital improvement strategy that will provide oversight of the pending Facilities Condition Assessment to guide CapEx budget priorities.  Economic Impact Study – Implement a third-party review of the Stadium’s financial impacts to the City’s General Fund between 2014 and 2021, and the Stadium’s general economic impact between 2022 and 2025, and a third-party economic impact study of Super Bowl LX and FIFA World Cup 2026.
 Marketing Plan Assessment – Complete third-party review of the 2025 and 2026 Marketing Plans to ensure alignment with the Stadium Authority’s broader goals. Key focus areas include evaluating marketing and branding consistency, assessing media plans for efficiency and Return on Investment (ROI), and identify trends and opportunities for improvement.  Stadium Market Trend Analysis – Complete third-party stadium market trend analysis on how large multi-purpose stadiums market and promote Non-NFL events, structure their marketing plans, and assess industry trends, profitability, and key performance metrics. This analysis will provide insights to benchmark performance. This work is underway, and a draft report is being reviewed.
 FIFA World Cup 2026 – Continue ongoing efforts to support these large events through the implementation of the Assignment and Assumption Agreement with the Bay Area Host Committee and StadCo to coordinate full reimbursement of qualified City/Stadium Authority costs.
 Stadium Neighborhood Relations Ad Hoc Committee – Support and staff the ad hoc committee that was established to address stadium-related impacts on surrounding neighborhoods, including traffic, parking, noise, rideshare activity, public benefits, and quality-of-life concerns.

SUMMARY
The Proposed FY 2026/27 Operating, Debt Service, and Capital Budget is a balanced budget that provides the funding required to operate and maintain Levi’s® Stadium as well as service the Stadium Authority’s debt and build its operating reserves. This includes the resources needed to fully reimburse the City for the general and administrative support it provides to the Stadium Authority.

With operating revenues expected to remain flat year over year, operating expenses are projected to increase by 3%, primarily due to an additional $5.7 million transfer from the Operating Reserve to fund budgeted capital projects. While this increase will affect distributions to the

SCSA SANTA CLARA STADIUM AUTHORITY
Honorable Board Chair and Stadium Authority Board
Re: Proposed Fiscal Year 2026/27 Operating, Debt Service and Capital Budget March 10, 2026
11 Renovation/Demolition Reserve as well as to the City’s General Fund, the Stadium Authority will continue to maintain its fiscal strength.

The Stadium Authority is focused on a few key work efforts and issues in the coming years. Following Super Bowl LX, six FIFA World Cup 2026 soccer matches are scheduled to be played at Levi’s® Stadium in 2026. While significant work has been done to protect the City and its General Fund and prepare for these major events, ongoing planning and execution related to the World Cup remain a central part of the Stadium Authority’s FY 2026/27 Work Plan. The Executive Director’s Office will continue to provide oversight for the day-to-day operations of the Stadium Authority and work with ManCo to strive to maximize net revenues from Non-NFL Events. As Levi’s® Stadium ages, there will continue to be a need to manage the CapEx reserve and continually evaluate the capital projects required to maintain the Stadium.

In closing, I want to thank Stadium Authority staff from multiple departments that worked together as a team in preparing this document. Although there are certain challenges ahead, this budget provides a financial path that will allow the Stadium Authority to successfully oversee the operation and management of Levi’s® Stadium to ensure that it continues to be a first-class sports and entertainment venue that will once again host major events of a global magnitude in the upcoming years.

Respectfully submitted,
Jōvan D. Grogan
Executive Director
12 Introduction
This Santa Clara Stadium Authority (Stadium Authority) Budget Report provides information covering the Proposed Fiscal Year 2026/27 Operating, Debt Service, and Capital Budget as well as comparative data from prior fiscal years. Estimated revenue and expense information (three quarters of actuals and one projected quarter) included in this report for FY 2025/26 is unaudited and, therefore, subject to change as a result of final results and the annual audit conducted by an external and independent auditing firm.

In addition to this report, the Stadium Authority produces annual financial statements within six months of the fiscal year-end (March 31st). These financial statements are audited by an external auditing firm and presented to the Stadium Authority’s Audit Committee and the Stadium Authority Board (Board). Once presented to the Board, the financial statements are published on the Stadium Authority’s web page. The FY 2025/26 audited financial statements will be presented to the Board by the end of September 2026.

The Stadium Authority is 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 to the Forty Niners Stadium Management Company (ManCo or Stadium Manager) or the Stadium Authority are fully reimbursed. Types of services include the following:
 Administrative General Fund costs that are spent during operations are separately tracked using special account codes in the City’s financial system and all such costs are billed for reimbursement.
 General Fund public safety costs for NFL and Non-NFL events (including Super Bowl LX and the 2026 World Cup soccer matches) are separately tracked and all such costs are billed for reimbursement.

Methodology
Information provided in this report is based in part on documentation submitted by ManCo on January 30, 2026. The Capital Budget includes proposals by both the Stadium Authority and Stadium Manager. Per Section 4.6 of the Management Agreement, ManCo is required to submit a budget 45 days prior to the start of the fiscal year. A review of the documents, including the Stadium Authorities' questions on the submittal, is ongoing. Changes to the Proposed Budget will be recommended based upon completion of this analysis and Board feedback during the public Study Session. Final recommendations will be brought forward by the Executive Director’s Office to the Board as part of the adoption of the budget during the March 10, 2026 Board meeting.

GE NE RAL I NF O RM AT I O N
13 The seven elected members of the City Council serve as the governing Board of the Santa Clara Stadium Authority with the Mayor serving as Chairperson of the Authority.

In addition, City of Santa Clara staff serve as Officers of the Stadium Authority, with the City Manager serving as the Executive Director.

ORG ANI Z ATI O NAL CHART
Stadium Authority Board
Stadium Authority Counsel
City Attorney's Office

0.55 FTE

0.30 Counsel/City Attorney

0.10 Chief Assistant City Attorney

0.1 0 Assistant City Attorney

0.05 Risk Manaaer
Auditor

0.05 FTE
Executive Director
Executive Director's Office

3.73 FTE

0.20 Executive Director/City Manager

0.90 Assistant City Manager (3)

0.50 Deputy City Manager

0.15 Assistant to the City Manager

1.69 Management Analyst (3)

0.01 Director of Economic Development
and Sustainability

0.07 Public Information Officer

0.05 Comm & Outreach Manager

0.05 Emergency Services Officer

0.01 Executive Assistant

0.1 0 Other CMO Ad min & Comm
Human Resources

0.06 FTE

0.02 Director of Human Resources

0.02 Assistant Director of Human
Resources

0.02 Human Resources Division Manager
Public Works

0.07 FTE

0.02 Director of Public Works

0.01 Deputy Public Works Director

0.01 Transportation Manager

0.02 City Engineer

0.01 Management Analyst
Community Development

0.04 FTE

0.03 Director of Community Development

0.01 Building Official
Treasurer
Finance

2.77 FTE

0.15 Treasurer/Director of Finance

0.1 5 Assistant Director of Finance

0.10 Purchasing Division Manager

0.05 Contracts Manager

0.02 Principal Accountant/Financial
Analyst

1.00 Principal Financial Analyst

1.00 Management Analyst

0.25 Accounting Tech II

0.05 Other Finance Admin
Secretary
Assistant City Clerk's Office

0.50 FTE

0.20 Assistant City Clerk

0.15 Deputy City Clerk

0.1 O Deputy City Clerk/Records Manager

0.05 Other CC Ad min
Information Technology

0.06 FTE

0.01 Director of Information Technology

0.03 Senior Information Technology
Service Manager (2)

0.01 Office Specialist

0.01 Other Information Technology Admin
Stadium Neighborhood Committee

0.03 FTE
14 The San Francisco 49ers played two (2) pre-season and eight (8) regular season National Football League (NFL) games in FY 2025/26. Ticket sales resulted in approximately $16.1 million of NFL ticket surcharge revenue to the Stadium Authority (based on the 10% NFL ticket surcharge on each ticket sold. Stadium Authority is also expected to collect $300,000 of Senior and Youth Program Fees (based on $0.40 per NFL game ticket, with a maximum of $300,000) that are collected and forwarded to the City.

To meet the contractual parking requirements for events at Levi’s® Stadium, offsite parking lots are used. These lots are above and beyond the City-owned parking lots that are available. Third-party operators who wish to operate an off-site parking lot for sports or entertainment venues are required to secure approvals through the City’s permitting process. If approved, per the City’s Municipal Fee Schedule, these operators remit an off-site parking fee for each car that is parked. This fee is $6.94 for the City’s FY 2025/26 (July 1, 2025 through June 30, 2026). This fee was designed to recover the public safety costs associated with these permitted off-site 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 such event partly offsets the total public safety costs owed for that event. The offsite parking fees are projected at about $529,000 in FY 2025/26. While the revenues and permitting associated with offsite parking are City functions, the Stadium Authority coordinates with the Stadium Manager to ensure that such parking aligns with the stadium’s transportation and parking plans.

NFL EVE N T HI G HL IG HT S - YE AR I N REV I E W

15 As of this report, there were eight (8) public Non-NFL events held at Levi’s® Stadium. A total of 445,016 tickets were sold in FY 2025/26 for these events, generating $1.8 million in base Non-NFL event ticket surcharge revenue (from the $4 per ticket Non-NFL event surcharge). An additional $2.6 million was collected from surcharge revenue exceeding the $4 base surcharge.

There were also 36 smaller special events held with 12,173 total attendees in the first three quarters of FY 2025/26. This is a decrease compared to previous years due to planning activities related to Super Bowl LX and the 2026 World Cup. Examples of these special events include corporate events of various sizes, weddings, holiday parties, etc.

Net Revenues from Non-NFL events are projected to total $6.2 million in FY 2025/26. Historically, actual results have exceeded budgeted projections once final Non-NFL event settlement costs are determined.

The table below shows the Non-NFL events, event date and tickets sold for each event.

Table 1

NO N-NFL EVE N T HI G HL IGHT S - YE AR IN RE VI E W
Event Date
Tickets
Sold
Metallica Concert Day 1 6/20/2025 56,460 Metallica Concert Day 2 6/22/2025 56,703 CONCACAF Gold Cup Soccer 7/2/2025 65,348
The Weeknd Concert Day 1 7/8/2025 48,046
The Weeknd Concert Day 2 7/9/2025 51,375
Morgan Wallen Concert Day 1 8/1/2025 59,012
Morgan Wallen Concert Day 2 8/2/2025 61,205
Earthquakes vs LAFC Soccer 9/13/2025 46,867
Total To Date 445,016
2025/26 Non-NFL Events
16 The Stadium Authority is considered to have Excess Revenues if the Stadium Authority revenues exceed expenses in a lease year. The Excess Revenues are required to be distributed in the order as set forth in Article 14 of the Stadium Lease agreement. The below Excess Revenues flow chart shows the order of distribution.

EX CE S S RE VE NUE S DIS T RI B UTI ON

1. Payoff any outstanding Management Company
Revolving Loan
(Section 14.1 of the Agreement)

3. Fund Stadium Capital Expenditure Reserve up to $1
million
(Section 14.3 of the Agreement)

2. Fund future Stadium Authority Expenses up to $2
million
(Section 14.2 of the Agreement)

4. Fund Operating Expense Reserve up to $10 million
(Section 14.4 of the Agreement)

5. Repay any outstanding principal balance on the
Subordinate Loan
(Section 14.5 of the Agreement)
Not Applicable - The Stadium
Authority does not have any
outstanding Revolving Loan
Completed in Fiscal Year 2014/15
Annual Contribution
Completed in Fiscal Year 2014/15
Completed in Fiscal Year 2022/23
Excess Revenues Distribution Order
(Per Article 14 of the Agreement)

6. Fund Operating Expense Reserve up to $20 million
(Section 14.6 of the Agreement)

7. Fund Renovation/Demolition Reserve (50% of remaining revenues) if the balance is less than $70 million
(Section 14.7 of the First Amendment Agreement)

8. Public Safety Cost 2024 Outstanding Balance (50% of
remaining revenues) until paid off
(Section 14.7 of the First Amendment Agreement)
Completed $20 million contribution
in Fiscal Year 2022/23.

Annual 3% Contribution is Ongoing
In Progress
Future Allocation - Distributions in
the sections above will have to be
met before using excess cash for
this section.

9. Any remaining revenues can be used to pay Stadium
Authority Discretionary Expense, or for any purpose
including distribution to constituent partners of the
Stadium Authority, including the City's general fund
(Section 14.8 of the First Amendment Agreement)
In Progress
-
'" ~
~
r ..,
'"
-
-- [ ] -
• r .., ~
'" r '
~
-
'" ,., ~
/' ~ /
\... '-

17 A summary of the Stadium Authority’s FY 2026/27 Excess Revenue Cash Reserves is as follows:

Table 2

EX CE S S RE VE NUE S DIS T RI B UTI ON (CONT.)
2024/25 2025/26 2026/27
Year-end Projected Proposed
Beginning Balance
Capital Expenditures Reserve (2) $ 16,888,089 19,262,608 $ 12,035,089 $ Operating Reserve 26,095,478 26,878,328 27,684,328 Renovation/Demolition Reserve 31,440,735 43,771,643 53,529,143 Total Beginning Balance 76,798,821 $ 87,538,060 $ 93,248,560 $ Revenue
Other Revenue - $ 636,000 $ 110,000 $
Total Revenue - $ 636,000 $ 110,000 $
Transfers In from Operating
Contribution to Capital Expenditures Reserve 4,262,832 $ 2,768,000 $ 8,518,000 $ Contribution from Excess Revenue:

Capital Expenditures Reserve 1,343,916 1,384,000 1,426,000 Operating Reserve 782,850 806,000 6,497,000 Renovation/Demolition Reserve 12,330,908 9,757,500 4,895,000 Total Transfers In 18,720,506 $ 14,715,500 $ 21,336,000 $ Expenses
Capital Expenditures 7,981,267 $ 9,641,000 $ 20,343,000 $ Total Expenses 7,981,267 $ 9,641,000 $ 20,343,000 $
Transfers Out from Operating Reserve
Contribution to Capital Expenditures Reserve - $ - $ 5,666,000 $ Total Transfers Out - $ - $ 5,666,000 $
Ending Balance
Capital Expenditures Reserve 16,888,089 $ 12,035,089 $ 1,746,089 $ Operating Reserve 26,878,328 27,684,328 28,515,328 Renovation/Demolition Reserve 43,771,643 53,529,143 58,424,143 Total Ending Balance 87,538,060 $ 93,248,560 $ 88,685,560 $ (1) Prepared on a cash basis.
(2) Capital Expenditures Reserve balance excludes the balance in the Authority Construction Account for Stadium Warranty Related Construction.

Santa Clara Stadium Authority
Excess Revenue Cash Reserves Summary (1)
18 The Stadium Authority FY 2026/27 Budget covers the Stadium Authority’s twelve-month fiscal year which runs from April 1, 2026 through March 31, 2027.

Tables are included below as a comparison of revenue and expenditure categories between the FY 2026/27 Proposed Budget and FY 2025/26 Projected Actual performance.

Revenues
Table 3
 FY 2026/27 total budgeted revenues of $67.4 million include $24.8 million in facility rent, $5.2 million in SBL proceeds, $16.2 million in NFL ticket surcharge, $8.3 million in naming rights revenue, $4.6 million in net revenues from Non-NFL events, $4.1 million in Non-NFL events ticket surcharge, $3.2 million in interest revenue, and $1.0 million in other revenues.  Non-NFL Events Ticket surcharge revenues are proposed to be $4.1 million in FY 2026/27.

Under the 2024 Settlement Agreement, the Non-NFL event ticket surcharge was increased to a minimum of $8.00 per ticket starting in FY 2025/26. The six (6) FIFA World Cup soccer matches are an exception to this with the ticket surcharge to those events being $6.00 per ticket. The original draft agreement with FIFA did not provide for a surcharge at all. However during subsequent negotiations for the terms of the FIFA Assignment and Assumption Agreement, Stadium Authority staff, working with ManCo, were able to negotiate this amount up to $6.00 per ticket. The additional surcharge revenue will be used to reimburse public safety costs that exceed the threshold.

Table 4

STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T
Revenues
FY 2025/26
Projected
Actuals
FY 2026/27
Proposed
Budget
Variance
($)
Variance
(%)
NFL Ticket Surcharge 16,123,000 $ 16,166,000 $ 43,000 $ 0.3% SBL Proceeds 6,747,000 5,154,000 (1,593,000) (23.6)%
Interest 5,028,000 3,155,000 (1,873,000) (37.3)%
Net Revenues from Non-NFL Events 6,222,000 4,600,000 (1,622,000) (26.1)% Naming Rights 8,065,000 8,307,000 242,000 3.0%
Sponsorship Revenue (STR) 753,000 794,000 41,000 5.4%
Rent 24,762,000 24,762,000 - 0.0%
Senior & Youth Program Fees 300,000 248,000 (52,000) (17.3)% Non-NFL Events Ticket Surcharge 4,358,000 4,097,000 (261,000) (6.0)% Non-NFL Events PSC Depreciation Reimbursement 116,000 84,000 (32,000) (27.6)% Total Revenues $ 72,474,000 $ 67,367,000 $ (5,107,000) (7.0)% Non-NFL Event Ticket Surcharge Total
TICKET SURCHARGE REVENUE:

Base Ticket Surcharge ($4/ticket) 2,195,000 $
Additional Ticket Surcharge (>$4/ticket) 1,902,000 Total Ticket Surcharge $ 4,097,000 TRANSFERS OF TICKET SURCHARGE REVENUE:

Transfer to Discretionary Fund 1,097,500 $
Transfer to Public Safety Cost Reserve 1,902,000 Total Ticket Surcharge Transfers $ 2,999,500 19 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.)  Net revenues from Non-NFL events are proposed to be $4.6 million in FY 2026/27, based on an estimate of four (4) concerts, one (1) soccer event, and non-ticketed events. Historically, actual performance has exceeded the preliminary budget adoption based on additional event bookings that may occur after the start of the fiscal year.  Interest earnings are received based on bank cash balances and current interest rates.

Earnings are expected to be lower in FY 2026/27 due to anticipated lower interest rates and increased spending on capital projects.  SBL Proceeds are expected to continue to decrease from year to year. Original customers who purchased SBLs on a financing plan when the stadium first opened having completed their payments.

20 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.) Expenses
Table 5
 The Operating Budget includes the Stadium Authority’s share of expenses covered under the Management Agreement in the amount of $14.8 million, along with $21.8 million for operating expenses, including funds to reimburse the City for its staff support, ground rent, performance rent, Senior and Youth Program Fees, funding for SBL sales and service, buffet costs, insurance, payments for public safety costs over threshold, paydown of the PSC 2024 Outstanding Balance and transfer to the City’s General Fund from Excess Revenues and other expenses.  Shared Stadium Manager Expenses is projected to increase by $1.0 million or 8% from the $13.8 million in the current year’s actual projections to $14.8 million. The increase is driven primarily by higher Security costs, partially offset by a reduction in Engineering expenses.  SBL Sales and Service increase by $145,000 or 6% from the current year's actual projections. This increase is due to compensation for Stadium Manager staff, SBL sales, and general and administrative costs.  Performance Rent of $1.8 million proposed in FY 2026/27 is based on $4.6 million in NonNFL Event Revenue. This is a decrease of $811,000 or 31% due to fewer budgeted events.  Stadium Authority General & Administrative costs are proposed to be $4.6 million, which includes costs for staff time, consulting, and administrative services. These costs are further described in detail on page 27 of this report.

Expenses
FY 2025/26
Projected
Actuals
FY 2026/27
Proposed
Budget
Variance
($)
Variance
(%)
Shared Stadium Manager Expenses 13,810,000 $ 14,848,000 $ 1,038,000 $ 7.5% SBL Sales and Service 2,323,000 2,468,000 145,000 6.2%
Buffet Costs 973,000 859,000 (114,000) (11.7)%
Senior & Youth Program Fees (paid to City) 300,000 248,000 (52,000) (17.3)% Ground Rent (paid to City) 1,000,000 1,000,000 - 0.0%
Performance Rent (paid to City) 2,611,000 1,800,000 (811,000) (31.1)% Discretionary Fund Expense 1,000,000 250,000 (750,000) N/A Utilities 1,796,000 1,868,000 72,000 4.0%
Use of StadCo Tenant Improvements 106,000 75,000 (31,000) (29.2)% Stadium Authority General & Administrative 2,442,000 4,107,000 1,665,000 68.2% Stadium Authority Legal Services 200,000 460,000 260,000 130.0% Naming Rights Expense 1,724,000 142,000 (1,582,000) (91.8)% Other Expenses 687,000 1,097,000 410,000 59.7%
PSC Over Threshold 2,560,000 2,500,000 (60,000) (2.3)%
PSC 2024 Outstanding Balance 4,879,000 421,000 (4,458,000) (91.4)% Transfer to City General Fund from Excess Revenues 4,879,000 4,474,000 (405,000) (8.3)% Total Expenses $ 41,290,000 $ 36,617,000 $ (4,673,000) (11.3)% 21 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.)  Public Safety Cost reimbursements and General Fund transfers from Excess Revenue reflect the current FY 2025/26 projected actual activity and FY 2026/27 budget based on operations.

Historically, after the fiscal year begins, strong revenue performance and/or expenditure savings will result in higher Excess Revenue transfers by the end of the year.  The Operating Budget also includes a transfer out of $27.8 million to fund debt service and capital expenditures.

Table 6
As shown in the table above, $17.8 million will be transferred from the Operating Fund to the Debt Service Fund for principal and interest debt service payments. The remaining $9.9 million will be transferred to the Capital Expenditure Fund for Stadium capital improvements.

Reserves  The build-up of reserve balances in accordance with the First Amendment to the Amended and Restated Stadium Lease Agreement is proposed to continue for FY 2026/27. Additional details can be found in the Excess Revenue Distribution section and Stadium Authority Operating Budget Glossary, and Excess Revenue, section of this document.  This budget includes the following reserve balances for the end of FY 2026/27: Operating Reserve ($28.5 million); Renovation/Demolition Reserve ($58.4 million), Stadium Funding Trust Reserve ($8.6 million) and Discretionary Fund Reserve ($870,000).

Fund Transfers Out Transfers In
Operating 27,767,000 $ - $
Debt Service - 17,823,000 Capital Expenditure Fund - 9,944,000 Total $ 27,767,000 $ 27,767,000 22 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.) Chart 1

OPERATING REVENUES
$67.4 Million
■ Rent - $24.SM, 37%
■ NFL Ticket Surcharge - $16.2M, 24%
■ Naming Rights - $8.3M, 12%
■ SBL Proceeds - $5.1 M, 8%
■ Non-NFL Events Revenue - $4.GM, 7%
■ Non-NFL Event Ticket Surcharge - $4.1 M,
6%
■ Interest - $3.2M, 5%
■ Sponsorship Revenue (STR) - $0.SM, <1%
■ Senior & Youth Program Fees - $0.2M, <1%
■ Non-NFL Events PSC Depreciation - $0.1 M,
<1%
23 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.) Chart 2

OPERATING EXPENSES
$0.2
$2.5 $0.4 $0.3
$1.0 $0.1
$64.4 Million
■ Transfers Out - $27 .8M, 43%
■ Shared Stadium Manager Expenses - $14.8M, 23%
■ Stadium Authority General & Administrative - $4.GM, 7% ■ Transfer to City General Fund from Excess Revenues - $4.5M, 7% ■ SBL Sales and Service - $2.5M, 4%
PSC Over Threshold - $2.5M, 4%
■ Utilities - $1 .9M, 3%
■ Performance Rent (paid to City) - $1 .8M, 3%
■ Other Expenses - $1 M, 2%
■ Ground Rent (paid to City) - $1 M, 2%
■ Buffet Costs - $0.9M, 1 %
■ PSC 2024 Outstanding Balance - $0.4M, <1 %
■ Discretionary Fund Expense - $0.3M, <1 %
■ Senior & Youth Program Fees (paid to City) - $0.2M, <1 % Naming Rights - $0.1M, <1 %
■ Use of StadCo Tenant Improvements - $0.1 M, <1 %
24 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.) Table 7

2024/25 2025/26 2025/26 2026/27
Year-end Amended (5) Projected Proposed
Actuals Budget Actuals Budget
Beginning Fund Balance
Discretionary Fund Reserve (2) $ 714,775 2,464,323 $ 714,775 $ 604,775 $ Legal Contingency Reserve - Buffet Costs (3) 3,321,116 - - - Legal Contingency Reserve - Public Safety Costs (3) 7,324,722 - - - Operating Reserve (2)
26,095,478 26,878,328 26,878,328 27,684,328
Public Safety Cost Reserve (2) - - - 16,000
Renovation/Demolition Reserve (2) 31,440,735 43,771,643 43,771,643 53,529,143 Stadium Funding Trust Reserve (2) 3,611,041 3,898,514 3,898,514 7,802,882 Unrestricted 15,915,719 14,643,276 14,643,276 9,654,408 Total Beginning Fund Balance 90,173,134 $ 89,906,536 $ 89,906,536 $ 99,291,536 $ Revenues
NFL Ticket Surcharge (1) $ 15,034,000 14,595,294 $ 16,123,000 $ 16,166,000 $ SBL Proceeds (1) 5,156,000 8,399,593 6,747,000 5,154,000 Interest (1) & (3) 3,421,000 5,919,930 5,028,000 3,155,000 Net Revenues from Non-NFL Events (4) 5,300,000 10,163,814 6,222,000 4,600,000 Naming Rights (2) 8,065,000 7,829,791 8,065,000 8,307,000 Sponsorship Revenue (STR) (1) 722,000 815,811 753,000 794,000 Rent (2) 24,762,000 24,762,000 24,762,000 24,762,000 Senior & Youth Program Fees (1) 270,000 278,582 300,000 248,000 Non-NFL Events Ticket Surcharge (1) 4,356,000 1,393,920 4,358,000 4,097,000 Non-NFL Events PSC Depreciation Reimbursement (1) & (3) 89,000 79,462 116,000 84,000 Other Revenue (1) - 216,285 - - Total Revenues 74,454,482 $ 67,175,000 $ 72,474,000 $ 67,367,000 $ Total Source of Funds 164,627,616 $ 157,081,536 $ 162,380,536 $ 166,658,536 $ Santa Clara Stadium Authority
Operating Budget Summary
25 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.) Table 8

2024/25 2025/26 2025/26 2026/27
Year-end Amended (5) Projected Proposed
Actuals Budget Actuals Budget
Expenses
Shared Stadium Manager Expenses
Stadium Operations (1) $ 3,489,000 2,948,297 $ 3,093,000 $ 3,714,000 $ Engineering (1) 3,752,000 3,012,965 4,020,000 3,652,000 Guest Services (1) 486,000 350,486 473,000 491,000 Groundskeeping (1) 550,000 135,948 367,000 728,000 Security (1) 1,905,000 1,253,332 2,050,000 2,342,000 Insurance (1) 3,530,000 3,426,986 3,530,000 3,636,000 Stadium Management Fee (1) 277,000 662,430 277,000 285,000 Shared Stadium Manager Expenses Subtotal 11,790,444 $ 13,989,000 $ 13,810,000 $ 14,848,000 $ Other Operating Expenses
SBL Sales and Service (1) $ 2,324,000 2,321,749 $ 2,323,000 $ 2,468,000 $ Buffet Costs (2) 927,000 891,679 973,000 859,000 Senior & Youth Program Fees (paid to City) (1) 270,000 278,582 300,000 248,000 Ground Rent (paid to City) (2) 1,000,000 1,000,000 1,000,000 1,000,000 Performance Rent (paid to City) (2) 2,150,000 11,906,629 2,611,000 1,800,000 Discretionary Fund Expense (3) 1,250,000 - 1,000,000 250,000 Utilities (1) 1,796,000 1,581,874 1,796,000 1,868,000 Use of StadCo Tenant Improvements (1) 106,000 172,827 106,000 75,000 Stadium Authority General & Administrative (3) 4,172,000 2,591,183 2,442,000 4,107,000 Stadium Authority Legal Services (3) 515,000 525,321 200,000 460,000 Naming Rights Expense (2) 1,724,000 96,426 1,724,000 142,000 Other Expenses (1) 763,000 388,174 687,000 1,097,000 PSC Over Threshold (3) 2,143,000 2,446,508 2,560,000 2,500,000 PSC 2024 Outstanding Balance (2) 3,294,000 9,486,570 4,879,000 421,000 Transfer to City General Fund from Excess Revenues (2) 3,294,000 6,165,454 4,879,000 4,474,000 Other Operating Expenses Subtotal 39,852,976 $ 25,728,000 $ 27,480,000 $ 21,769,000 $ Total Expenses 51,643,420 $ 39,717,000 $ 41,290,000 $ 36,617,000 $ Transfers Out
Debt Service (2) $ 17,646,000 17,470,912 $ 17,646,000 $ 17,823,000 $ Capital Expenditures Reserve (2) 5,153,000 4,031,748 4,153,000 4,278,000 Capital Expenditures Reserve - Additional Transfers (1) & (3) - 1,575,000 - 5,666,000 Total Transfers Out 23,077,660 $ 22,799,000 $ 21,799,000 $ 27,767,000 $ Ending Fund Balance
Discretionary Fund Reserve (2) $ 714,775 $ 354,775 $ 604,775 $ 869,775 Operating Reserve (2) 26,878,328 27,684,328 27,684,328 28,515,328 Public Safety Cost Reserve (2) - 433,000 16,000 - Renovation/Demolition Reserve (2) 50,358,643 43,771,643 53,529,143 58,424,143 Stadium Funding Trust Reserve (2) 7,604,002 3,898,514 7,802,882 8,580,000 Unrestricted 14,643,276 8,130,788 9,654,408 5,885,290 Total Ending Fund Balance 89,906,536 $ 94,565,536 $ 99,291,536 $ 102,274,536 $ Total Use of Funds 164,627,616 $ 157,081,536 $ 162,380,536 $ 166,658,536 $ (1) Recommended by ManCo. (2) Amounts are based on payment schedule or calculated as instructed per relevant agreements. (3) Recommended by Stadium Authority staff. (4) Net Revenues from Non-NFL Events are provided by ManCo on a cash basis, and table above reflects accrual basis; ManCo anticipating Net Revenues from Non-NFL Events to range from $3,600,000 to $4,600,000 for FY2026/27. (5) Amended Budget as of February 24, 2026.

Santa Clara Stadium Authority
Operating Budget Summary (Cont.)
26 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.) Stadium Authority Board Duties and Proposed General and Administrative (G&A) Budget The Board is a public entity responsible for governing the matters concerning Levi’s® Stadium. As such, the Board is responsible for setting policy direction, ensuring implementation of its policy direction and other due diligence requirements through Stadium Authority staff, and auditing/oversight of its policy implementation, as reasonable and necessary.

The administrative budget totals $4.6 million, or 7%, of the Fiscal Year 2026/27 Proposed Stadium Authority Operating Expense Budget of $64.4 million. With this budget, staff will support the Board with its oversight of Levi’s® Stadium per the various agreements with ManCo and StadCo, such as:

1. Uphold fiduciary responsibilities and debt obligations;

2. Maintain a productive and functional business relationship with StadCo as the Tenant of the Stadium;

3. Ensure that Levi’s® Stadium is maintained in the required condition and operated as a quality NFL and multi-purpose public sports, public assembly, exhibit, and entertainment facility;

4. Work collaboratively with the Stadium Manager to hold safe events at Levi’s® Stadium with minimal impacts to the surrounding residential and business community;

5. Continue developing Board policies as required for proper governance and transparency efforts concerning the Stadium Authority oversight efforts;

6. Continue the current noise monitoring program;

7. Implement public safety expert’s recommendations during events held at Levi’s® Stadium; and

8. Develop and implement oversight initiatives consistent with public entity organizations.

Stadium Authority staff are responsible for the capital and programmatic oversight and audit of Stadium activities. As part of this budget, the oversight of Stadium activities is allocated primarily to the Executive Director, Stadium Authority Counsel, Auditor, Treasurer, and various supporting professional staff.

As such, the Stadium Authority G&A expense budget of $4.6 million provides the financial means to fulfill the Board’s policy direction and strategic initiatives and manage the day-to-day operations of the Stadium Authority. This is a decrease of $120,000 from the FY 2025/26 Amended Stadium Authority General and Administrative Budget of $4.7 million. This decrease reflects the latest salary and benefits information, and an updated estimate of all staff time necessary for FY 2026/27 activities.

27 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T (CO NT.) A breakdown of the Stadium Authority’s portion of the overall operating expense budget of $64.4 million is shown below.

Table 9
Chart 3
Budget Comments
Staff support $ 3,415,000
To support the Stadium Authority with its oversight duties of stadium activities including Stadium Committee
Legal Services As needed for outside legal services 460,000 Audit Services Financial and performance audits performed by external auditors 100,000 Consultants
Community engagement efforts / Ad Hoc Stadium Neighborhood Relations Committee 126,000 - Noise Monitoring Noise monitoring of Levi's Stadium 87,000 Administrative Services 340,000
Peoplesoft improvement, Records Integration Consultant, Fiscal Analysis Consultant, Marketing Plan and Trend Analysis, Consulting Services for Unanticipated Expenses Other Expenses Routine office expenses, travel, training, conferences, banking fees, etc 30,000 Board Stipends Stadium Authority meetings 9,000
Total $ 4,567,000
Proposed Stadium Authority FY2026/27 General and Administrative Budget - Community Outreach/Communications/Engagement
Expense Type
Stadium Authority FY2026/27 General and Administrative Budget and Legal Services Budget

1.9%
■ Staff Support ■ Legal Services ■ Administrative Services ■ Audit Services ■ Community Outreach ■ Noise Monitoring ■ Other expenses ■ Board stipends
28 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T GL OS S ARY Accrual Basis Accounting: The method of recording revenues and expenses when they are earned or incurred, regardless of when cash is exchanged.

Buffet Costs: Starting in the 2024/25 lease year, the Stadium Authority will pay StadCo $90,000 for each NFL Game for complimentary buffets. The $90,000 will grow at 3% per year starting in lease year 2025/26. (Source: First Amendment to Amended and Restated Stadium Lease Agreement).

Contribution to Operating Reserve: The contributions to the operating reserve are funded by means of Excess Revenues (see Excess Revenue on the following page). (Source: The Amended and Restated Stadium Lease Agreement).

Discretionary Fund: This is funded by $2 of the Base Non-NFL ticket surcharge (see Non-NFL Event Ticket Surcharge on page 33) and has been used to cover NFL public safety costs above the public safety cost threshold in the first three fiscal years of operation 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, as noted in the table below. 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. (Source: First Amendment to Amended and Restated Stadium Lease Agreement).

Table10
Discretionary Fund Balance Summary
FY 2024/25
Year-end
Actual
FY 2025/26
Amended
Budget (1)
FY 2025/26
Projected
Actuals
FY 2026/27
Proposed
Budget
Beginning Balance 2,464,323 $ 714,775 $ 714,775 $ 604,775 $ Contributions from Non-NFL Ticket Surcharge Revenue (2) 890,000 696,960 890,000 1,097,000 Discretionary Fund Expenditures - (1,250,000) (1,000,000) (250,000) Public Safety Costs Over Threshold (2,446,508) - - (582,000) Ending Balance $ 714,775 $ 354,775 $ 604,775 $ 869,775
(1) Amended Budget as of February 24, 2026.
(2) Amounts are calculated as instructed per relevant agreements. 29 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T GL OS S ARY (CO NT.)
Excess Revenue: If Stadium Authority revenue exceeds expenses for any lease year, such excess revenues shall be distributed as described in the table below. This table reflects how the excess revenues are projected to be distributed in the 2025/26 Fiscal Year. (Source: First Amendment to Amended and Restated Stadium Lease Agreement).

Table 11
No. Description Amount Funded Notes
Projected Excess Revenues at Year-end 21,705,000 $
1 Payment of ManCo Revolving Loan - $ N/A
2 Funding Operating Reserve up to $2 Million +3% annually - $ Funding requirement met 3 Funding CapEx Reserve an Additional $1 Million +3% annually (1,384,000) $ Funding annual CapEx Reserve 4 Funding Operating Reserve up to $10 Million +3% annually - $ Funding requirement met 5 Prepayment of StadCo Subordinated Loan - $ N/A
6 Funding Operating Reserve up to $20 Million +3% annually (806,000) $ Funding annual Op Reserve 7 Funding Renovation/Demolition Reserve up to $70 Million (50% of remaining Excess Revenues per 8a of First Amendment to Amended and Restated Stadium Lease)
$ Funding Reno/Demo Reserve (9,757,500)
8 Public Safety Costs 2024 Outstanding Balance (Half of remaining 50% of Excess Revenues after transfer to Demo Reserve)
$ N/A (4,878,750)
9 Available for Additional Disbursements as described in the Stadium Lease (4,878,750) $ N/A Balance of Excess Revenues at Year-end - $
2025/26 Projected Result - Use of Excess Revenues
30 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T GL OS S ARY (CO NT.)
Ground Rent: The City has agreed to lease the land under Levi’s® Stadium to Stadium Authority for an initial term of 40 years. The fixed ground rent schedule is noted below for the 40-year initial term. (Source: Ground Lease Agreement)
Table 12
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 $
31 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T GL OS S ARY (CO NT.)
Insurance: ManCo procures insurance for Levi’s® Stadium for the entire year and the cost is split between Stadium Authority and StadCo (see Shared Stadium Manager Expenses on page 37). The Stadium Lease sets the Stadium Authority’s share of insurance expense at $2,550,000 for the first lease year with each succeeding lease year’s insurance expense increasing by 3%. (Source: Stadium Management Agreement & The Amended and Restated Lease Agreement) Interest: This is interest earned from cash on hand.

Naming Rights: Levi Strauss & Co (Levi’s®) pays an annual naming rights fee to Stadium Authority that increases by 3% each contract year. The initial Naming Rights Agreement covered a 20-year term, however, the First Amendment to the Naming Rights Agreement extended the term an additional 10 years. This annual fee is paid in two equal semi-annual installments on or before March 1 st and October 1st. (Source: Naming Rights Agreement & The First Amendment to the Naming Rights Agreement)
The Naming Rights Agreement with Levi’s® requires the Stadium Authority to hold at least 36 “Major Events” (with 25,000+ attendees) every three contract years. However, the Second Amendment to the Stadium Management Agreement states that ManCo would pay the Stadium Authority the amount owed by the Stadium Authority to Levi’s®, as liquidated damages. ManCo has acknowledged responsibility for liquidated damages which are paid by ManCo outside the Stadium Authority’s share of Shared Stadium Manager Expenses. During prior discussions between the Stadium Manager and Levi’s®, it was determined based on the contract language that the first contract year began March 1, 2015. As of this report, the current number of Major Events held at Levi’s® Stadium was twenty-three (23) through the current three-year period. It should be noted that the periods from March 1, 2018 to February 28, 2021 and March 1, 2021 to February 29, 2024 were both impacted by the COVID pandemic. Stadium Authority will continue to work with ManCo and provide oversight during the period between March 1, 2024 to February 28, 2027 to strive to meet the required 36 “Major Events”. The below table reflects the number of major events from March 1, 2015 to date:

Table 13

Net Revenues from Non-NFL Events: ManCo provides management services for Levi’s® Stadium year-round. Additionally, ManCo is responsible for booking and scheduling all Non-NFL events on behalf of the Stadium Authority. ManCo is required by the Stadium Management Agreement to maintain complete and accurate books and records relating to the net income from the Non-NFL events. Those records are reviewed by Stadium Authority staff and/or outside consultants and audited by an independent auditor. After the completion of the fiscal year, the net revenues are paid to Stadium Authority by ManCo. (Source: Stadium Management Agreement)

Number of
Major Events
March 1, 2015 to February 28, 2018 40
March 1, 2018 to February 28, 2021 12
March 1, 2021 to February 29, 2024 14
March 1, 2024 to February 28, 2027 23
Naming Rights Agreement
Three-Year Periods
32 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T GL OS S ARY (CO NT.)
NFL Ticket Surcharge: The Amended and Restated Non-Relocation Agreement states that the Forty Niners Football Company, LLC (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. (Source: Amended and Restated Non-Relocation Agreement)

Non-NFL Event Public Safety Cost Depreciation: Capital expenditure assets used for public safety at Levi’s® Stadium are depreciated quarterly and recognized as a Stadium Authority expense. The depreciation expense has also historically been deducted from Non-NFL event revenue provided by ManCo resulting in a double charge. As a part of the 2024 Settlement Agreement, capital expenditure depreciation expenses for public safety assets on Non-NFL events will be reimbursed to the Stadium Authority by ManCo.

Non-NFL Event Ticket Surcharge: Promoters or sponsors of any ticketed Non-NFL event that is held at Levi’s® Stadium are required to collect at least a $8 per ticket surcharge with 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 NFL public safety costs exceeding the threshold. (Source: First Amendment to Amended and Restated Stadium Lease Agreement).

Other Expenses: Miscellaneous Stadium Authority expenses.

Other Revenue: Miscellaneous Stadium Authority revenues.

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 Non-NFL events are calculated and reported to Stadium Authority by ManCo. 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 year-end. 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 NFL 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. The table on the following page represents a projection of the 2025/26 and 2026/27 fiscal years’ performance-based rent. (Source:

Ground Lease Agreement & First Amendment to Amended and Restated Stadium Lease Agreement)

33 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T GL OS S ARY (CO NT.)
Table 14

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. (Source: Settlement Agreement and Mutual Release (Buffet and PSC Arbitration) and First Amendment to Amended and Restated Stadium Lease Agreement).

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. (Source: First Amendment to Amended and Restated Stadium Lease Agreement).

Public Safety Costs Reserve: This is funded by the additional Non-NFL ticket surcharge proceeds which is the amount exceeding the $4 base Non-NFL ticket surcharge (see Non-NFL Event Ticket Surcharge). The additional Non-NFL ticket surcharge proceeds will be used to cover public safety costs that exceed the threshold. The table below reflects how the public safety cost reserve is proposed to be distributed in the 2026/27 Fiscal Year. (Source: First Amendment to Amended and Restated Stadium Lease Agreement).

Table 15
Rent: The facility rent was originally set at $24.5 million for StadCo to lease the Stadium for their half of the year. As a result of the rent reset arbitration award in favor of Stadium Authority, the facility rent was reset to $24.8 million retro-active to the first lease year. The rent adjustment process is outlined in the Amended and Restated Stadium Lease. (Source: Amended and Restated Stadium Lease Agreement)
Performance Rent Calculation
Fiscal Year
2025/26 Projection
Fiscal Year 2026/27
Budget
Ground Rent 1,000,000 $ 1,000,000 $
Net Non-NFL Event Revenue (Expense) 6,222,000 4,600,000 50% of Net Non-NFL Event Revenue (Expense) 3,111,000 $ 2,300,000 $ Performance Rent Credit from Ground Rent (50% of Ground Rent) (500,000) (500,000) Subtotal $ 2,611,000 $ 1,800,000 Public Safety Credits - $ - $
Other Credits N/A N/A
Net Performance Rent paid to the City of Santa Clara $ 2,611,000 $ 1,800,000 Public Safety Cost Reserve Balance Summary
FY 2026/27
Proposed
Budget
Beginning Balance 16,000 $
Contributions from Non-NFL Ticket Surcharge Revenue (1) 1,902,000
Public Safety Costs Over Threshold (1,918,000) Ending Balance $ - (1) Amounts are calculated as instructed per relevant agreements. 34 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T GL OS S ARY (CO NT.)
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. The fee was originally $0.35 per NFL game ticket up to a maximum of $250,000 per lease year. As a result of the 2024 Settlement Agreement, beginning FY 2024/25 the fee will increase to $0.40 per NFL game ticket up to a maximum of $300,000 per lease year. Every ten lease years thereafter the fee will increase by $0.05 in conjunction with the maximum amount increased by an additional $50,000. (Source: First Amendment to Amended and Restated Stadium Lease Agreement)
Shared Stadium Manager Expenses: ManCo oversees the day-to-day operations of Levi’s® Stadium year-round. Since StadCo leases the Stadium from the Stadium Authority for half of each fiscal year, expenses incurred by the Stadium Manager are shared between StadCo and Stadium Authority. Most Shared Stadium Manager Expenses are split 50/50 between StadCo and Stadium Authority; grounds-keeping is the exception with a 70/30 split (StadCo is responsible for the larger share). In addition, ManCo procures insurance for Levi’s® Stadium that is shared between StadCo and Stadium Authority (see Insurance). (Source: Stadium Management Agreement & The Amended and Restated Stadium Lease Agreement)
Sponsorship Revenue (STR): STR Marketplace, LLC (STR) established a secondary market website to facilitate the transfer and resale of SBLs. In exchange for the use of the Levi’s® Stadium trademarks and links on the website (hence the title Sponsorship Revenue), STR pays Stadium Authority a minimum annual fee of $325,000 based on the commissions that are collected by STR.

In addition to the minimum annual fee, Stadium Authority also receives 50% of any commissions in excess of $650,000. The agreement with STR expires on May 31, 2027. (Source: SBL Website Marketing Agreement & Subsequent Amendments)
Stadium Authority General & Administrative: As an independent public entity, Stadium Authority incurs its own expenses in relation to Board governance, fiduciary responsibilities, oversight, and operations of Levi’s® Stadium. These include, but are not limited to, Stadium Authority staff time and various outside contractors and consultants who are hired to support staff with administering the necessary requirements for owning and operating Levi’s® Stadium and the day-to-day operations of the Stadium Authority. Also included are various administrative-type costs such as bank fees, phone charges, IT equipment maintenance, etc.

Stadium Builder License (SBL) Proceeds: SBL holders who are on a payment plan make annual payments. Additionally, some SBL holders make payments above and beyond their annual scheduled payment plan. There are also sales of new SBLs and/or SBLs that were defaulted and resold. SBL cash collections from all these sources make up SBL proceeds.

Stadium Builder License (SBL) Sales and Service: ManCo provides sales and service to SBL holders on behalf of Stadium Authority. This includes all SBL collection efforts and customer service support. (Source: Agreement for Stadium Builder License Sales & Fourth Amendment to the Stadium Management Agreement)

35 STADI UM AUT HO RI T Y OPE RAT I NG BUDG E T GL OS S ARY (CO NT.)
Stadium Management Fee: ManCo 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. This annual base management fee is split 50/50 between StadCo and Stadium Authority since ManCo manages the Stadium year-round for both entities. In addition to the base management fee, ManCo 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 table below shows the first thirteen (13) years of the base management fee and the stadium marketing and booking fee benchmark. It also shows the first eleven (11) years of net income from Non-NFL events and a projection of the 12th year as well as the applicable marketing and booking fee. (Source: The Stadium Management Agreement)
Table 16
Transfers Out: Transfers from the Stadium Authority Operating Fund to fund Debt Service and Capital Expenditure Projects.

Utilities: StadCo leases the Stadium from Stadium Authority for six months of each fiscal year from August through January. StadCo is therefore responsible for the day-to-day utilities during that period.

Stadium Authority pays for the day-to-day utilities from February through July. Utilities associated with large ticketed Non-NFL events are charged as an expense to the event which is included in the nonNFL event expenses.

Use of StadCo Tenant Improvements: StadCo charges Stadium Authority for use of various StadCo tenant improvements (such as the use of the scoreboard) during Non-NFL events. (Source: Amended and Restated Lease Agreement)
Fiscal Year
Lease
Year
Annual Base
Stadium
Management Fee
(SCSA Share)
Stadium
Marketing and
Booking Fee
Benchmark
Actual/
Projected Net
Income from
Non-NFL 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 $ $ 2,000,000 5,163,329 $ - $ 4,000,000 $ - $ $ 218,545 2018/19 5 225,102 $ 5,627,544 $ $ 2,060,000 18,591 $ - $ 4,120,000 $ - $ $ 225,102 2019/20 6 231,855 $ 5,796,370 $ $ 2,121,800 (2,741,014) $ - $ 4,243,600 $ - $ $ 231,855 2020/21 7 238,810 $ 5,970,261 $ $ 2,185,454 (476,960) $ - $ 4,370,908 $ - $ $ 238,810 2021/22 8 245,975 $ 6,149,369 $ $ 2,251,018 (288,741) $ - $ 4,502,035 $ - $ $ 245,975 2022/23 9 253,354 $ 6,333,850 $ $ 2,318,548 8,809,167 $ 231,855 $ 4,637,096 $ 23,515 $ $ 508,724 2023/24 10 260,955 $ 6,523,866 $ $ 2,388,105 8,266,685 $ 174,282 $ 4,776,209 $ - $ $ 435,237 2024/25 11 268,783 $ 6,719,582 $ $ 2,459,748 10,163,814 $ 245,975 $ 4,919,495 $ 147,673 $ $ 662,430 2025/26(1) 12 $ 276,847 $ 6,921,169 $ 2,533,540 6,222,000 $ - $ - $ - $ $ 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

36 The Stadium Management Agreement between
the Stadium Authority, StadCo, and ManCo was
entered into as of March 28, 2012. This agreement
was developed to provide the Stadium Authority
with the expertise of an outside manager to
oversee the day-to-day operations of Levi’s®
Stadium. Additionally, the Amended and Restated
Stadium Lease Agreement between the Stadium
Authority and StadCo was made and entered into
as of June 19, 2013.

This agreement amended the original stadium
lease to set the initial rent, to allow StadCo to enter into agreements with alternative energy providers,
to cap Stadium Authority’s share of the insurance
costs at a fixed amount each year, and to require
Stadium Authority to fund various reserves.

Per the terms of the Stadium Lease
Agreement, StadCo leases the Stadium
from the Stadium Authority for half of each
fiscal year and is responsible for the
Stadium Manager’s operating expenses
during that period. The Stadium Manager’s
operating expenses for the other half of the
year are the responsibility of the Stadium
Authority. Section 8.3.1 describes the
proportionate share of Stadium Manager
expenses that are owed by the Stadium
Authority and StadCo. Namely, that most
Stadium Managers’ operating expenses are
split 50/50, with grounds-keeping being the
exception, with a 70/30 split, StadCo being
responsible for the larger share.

ManCo procures insurance for Levi’s®
Stadium for the entire year and the cost is
shared between Stadium Authority and
StadCo.

Section 4.7 of the Management Agreement
notes that ManCo will provide an Annual
Shared Stadium Expense Budget to be
proposed annually by Stadium Authority
and StadCo. Once the budget has been
proposed, ManCo invoices Stadium
Authority monthly for its budgeted portion of
shared expenses which include Stadium
Manager’s operating expenses. As part of
the year-end work, the budgeted amounts
that were paid are to be trued up with actual
expenditures.

SHARE D STADI UM MANAGE R EX PE NSE S

37 SHARE D STADI UM MANAGE R EX PE NSE S (CO NT.)
Table 17
Security
Stadium
Operations Engineering Guest Services Groundskeeping Total Total Compensation 3,464,052 $ 6,133,806 $ 4,254,446 $ 641,154 $ 416,140 $ $ 14,909,598 Travel, Meals & Entertainment 18,200 305,136 21,650 68,734 10,033 423,753 Outside Services 853,800 15,800 2,885,776 25,000 1,817,217 5,597,593 General Supplies 23,750 41,572 23,250 127,300 168,683 384,555 Telephone 45,800 672,200 17,640 3,200 1,527 740,367
Equipment 187,200 211,096 75,710 10,040 9,547 493,593
Uniforms 40,000 9,000 18,500 66,400 3,183 137,083
Other 50,000 39,800 7,490 41,150 - 138,440
Subtotal $ 4,682,802 $ 7,428,410 $ 7,304,462 $ 982,978 $ 2,426,330 $ 22,824,982 Security
Stadium
Operations Engineering Guest Services Groundskeeping Total Total Compensation (2) $ 3,066,903 1,732,026 $ 2,127,223 $ 320,577 $ 124,842 $ $ 7,371,571 Travel, Meals & Entertainment 9,100 152,568 10,825 34,367 3,010 209,870 Outside Services 426,900 7,900 1,442,888 12,500 545,165 2,435,353 General Supplies 11,875 20,786 11,625 63,650 50,605 158,541 Telephone 22,900 336,100 8,820 1,600 458 369,878
Equipment 93,600 105,548 37,855 5,020 2,864 244,887
Uniforms 20,000 4,500 9,250 33,200 955 67,905
Other 25,000 19,900 3,745 20,575 - 69,220
Subtotal $ 2,341,401 $ 3,714,205 $ 3,652,231 $ 491,489 $ 727,899 $ 10,927,225 Insurance (3)
3,636,000
Management Fee (4)
285,000
Total $ 14,848,225
(3) The stadium lease sets Stadium Authority's share of insurance expense at $2,550,000 for the first lease year with each succeeding lease year's expense increasing 3%.

Stadium Manager
2026/27 Total Shared Stadium Expenses
Between the Santa Clara Stadium Authority and Forty Niners SC Stadium Company (StadCo) Santa Clara Stadium Authority Proportionate Share of Stadium Expenses (1) (1) The Santa Clara Stadium Authority proportionate share of stadium expenses is rounded to the nearest $1,000 in the operating budget. (4) The stadium management agreement sets the base management fee at $400,000 for the first lease year with each succeeding lease year's management fee increasing 3%. This base management fee is split 50/50 between Stadium Authority and StadCo. (2) Total compensation is based on a total of 75 full time equivalent positions. 38 TE N-YE A R FO R E C AS T ( CO N T.)
Total Compensation: This cost includes full-time staff (75 employees), part-time staff, and benefits.

Stadium Authority pays for 50% of these costs, except for Groundskeeping, which is set at 30%.

 Full-time wages are costs for all management company full-time employees.  Part-time wages are costs for all management company part-time employees. Wages include annual training for all Guest Services Representatives.  Benefits are the costs of employees’ health insurance, pension, vacation time, and all employer taxes.

Travel, Meals & Entertainment: These are costs for employee travel (airfare, ground, lodging, and meals) to stadium management conferences. In addition, this category includes costs for staff meals for general food and beverage, vendor engagement, and the year-end guest service employee appreciation banquet.

Outside Services: Costs for outside service providers, which include the following:
 Janitorial costs related to the janitorial, cleaning, landscaping, and trash services of the interior and exterior of the Stadium during non-event, regular business hours.  Stadium Security costs for staffing 24/7 security guards in and around the Stadium and explosive detection canines.
 Engineering & Maintenance for mandatory safety and general maintenance costs associated with fire sprinklers, fire alarms, elevators, and backflows. Also includes outside sub-contracted calls for services for windows, signage, roof repair, HVAC & electrical, carpet, concrete, or other miscellaneous repairs.

General Supplies: Supplies for stadium operations, janitorial, engineering, and Guest Services (For example: janitorial supplies, general printing costs for stadium signage, deployment sheet, notes, handbooks etc.).

Telephone: These are costs for landlines and internet/data service for the Stadium, net of the costs for the Team’s business offices, and cell service for Stadium Manager’s Stadium Operations and Security Department personnel.

Equipment: Costs associated with stadium operations and security software, including mobile safety application, stadium staff scheduling/event calendar software, surveillance licensing software, and monthly cost for offsite equipment storage.

Uniforms: Guest Services Department’s replacement and replenishment of uniforms.

SHARE D STADI UM MANAGE R EX PE NSE S GL OS SARY

39 STADI U M MANA G E R S HA RE D EXP E NS E S GL O SS ARY ( CO NT.) Other Costs: Costs associated with Stadium Operations (For example: specialized training, command post, CPR first aid, background checks, recruiting, marketing/advertising, and employee retention program).

Tenant Improvements: Interior improvements within Tenant's exclusive facilities and any other improvements within the Stadium that are to be owned by, and constructed at the cost of, Tenant or any Tenant transferee as may be agreed by the Parties (Stadium Authority and StadCo). (Source:

Stadium Lease Agreement).

Table 18
2027/28 2028/29 2029/30 2030/31 2031/32
Total Compensation 7,592,718 $ 7,820,499 $ 8,055,114 $ 8,296,768 $ 8,545,671 $ Travel, Meals & Entertainment 216,166 222,651 229,330 236,210 243,296 Outside Services 2,920,413 3,008,025 3,098,266 3,191,214 3,286,950 General Supplies 163,297 168,196 173,242 178,439 183,792 Telephone 380,975 392,404 404,176 416,302 428,791 Equipment 252,234 259,801 267,595 275,623 283,891 Uniforms 69,942 72,040 74,201 76,427 78,720 Other 71,297 73,435 75,639 77,908 80,245 Total $ 11,667,042 $ 12,017,051 $ 12,377,563 $ 12,748,891 $ 13,131,356 Insurance (1) 3,857,000 3,745,000 3,973,000 4,092,000 4,215,000 Management Fee (2) 303,000 294,000 312,000 321,000 331,000 Total $ 15,706,042 $ 16,177,051 $ 16,662,563 $ 17,161,891 $ 17,677,356 Stadium Manager
Santa Clara Stadium Authority Proportionate Share of Stadium Expenses - Five Year Forecast
(1) The stadium lease sets SCSA's share of insurance expense at $2,550,000 for the first lease year with each succeeding lease year's expense increasing 3%.
(2) The stadium management agreement sets the base management fee at $400,000 for the first lease year with each succeeding lease year's management fee increasing 3%. This base management fee is split 50/50 between SCSA and StadCo. 40 T E N-YE A R F ORE CAS T (CONT.)
The Ten-Year Stadium Authority Financial Forecast (Forecast) provides policymakers and the public with an updated assessment of the Stadium Authority’s fiscal health. The Forecast includes projections for Fiscal Year 2026/27 and the following nine years. The Forecast serves as a strategic planning tool to assist the City Council and Stadium Authority Board, staff and the public with decisionmaking as they work to adopt the budget and consider long-term financial strategies for the City and Stadium Authority.

The Stadium Lease Agreements describe how Excess Revenues are calculated at the end of each Fiscal Year, resulting from revenue and expense cash flows; therefore, the Forecast is prepared on a cash basis. Since the Operating, Debt Service and Capital Expense Budgets are prepared on an accrual basis, there will be timing variances between the budgets included in this report and the Forecast.

In developing the Forecast, different methodologies were used depending on the type of revenue and expense. For example, Naming Rights revenue, Senior and Youth Fees, buffet expenses, insurance expenses, ground rent, base management fees, debt service, etc., are all determined contractually.

Regarding SBL Proceeds, ManCo provided guidance that SBL re-sale activity would level off for the next four years and then begin deflating by 10% each year thereafter. ManCo’s projections for nonNFL Event net revenue were used for 2026/27, and future years assumed four concerts (one soccer match, and 50 private events each year). Lastly, other revenues and expenses were increased annually with inflation.

There are risks inherent in all long-term forecasts. While some of the risks to this Forecast are mitigated by means of the revenues and expenses that are fixed due to contractual agreements, others are not. One risk to this forecast is how the success or failure of the Forty Niners Football Team on the field affects SBL revenue. The team’s success in recent years has driven up SBL revenue, however the converse is also possible. The booking and performance of non-NFL events is another risk. ManCo has been successful in booking a number of events in the past three years and there are currently four (4) concerts and one (1) soccer match scheduled in the coming fiscal year.

However, future events are dependent on if and when music artists are touring each year and if there are sporting matches that can be hosted in Levi’s® Stadium.

The five-year CapEx plan included with this budget is projected to significantly impact this Forecast.

As described in the Transmittal Letter, the five-year CapEx plan amounts to $75.0 million. To fund these projects each year, a draw-down of the Stadium Authority’s Operating Reserve will be required.

While there is projected to be sufficient Excess Operating Revenue to re-fill the Operating Reserve each year, it does negatively impact distributions to the Stadium Authority’s Renovation/Demolition Reserve as well as distributions to the City’s General Fund in FYs 2027/28 to 2035/36.

This Forecast shows net Excess Operating Revenue in each fiscal year with a high of $17.8 million in FY2026/27 and a low of $10.0 million in FY2035/36. This projected excess revenue allows the Stadium Authority to pay off the Public Safety Cost 2024 Outstanding Balance in FY 2026/27 and fill the Operating Reserve each year. The excess revenue also allows for a direct transfer from excess revenue to the City’s General Fund in FY2026/27 of $4.5 million.

TE N-YE AR FO RE CAST
41 T E N-YE A R F ORE CAS T (CONT.)
Overall Stadium Authority Reserves are projected to increase from $105.1 million in FY2026/27 to $115.7 million in FY2035/36. Lastly, the direct impact to the City’s General Fund from Stadium Authority activities is positive every fiscal year in the Forecast ranging from $2.1 million in FY2034/35 to $8.4 million in FY2026/27. This is made up of a combination of Ground Rent (Base and Performance), Senior Youth Fees and Stadium Authority Excess Revenue. 42 T E N-YE A R F ORE CAS T (CONT.)
Table 19
Santa Clara Stadium Authority
10-Year Forecast
(in millions)
Fiscal Year 2026/27 2027/28 2028/29 2029/30 2030/31
Levi's® Stadium Year of Operations 13 14 15 16 17
Operating Activity
Operating Revenue 71.17 $ 65.01 $ 66.58 $ 67.80 $ 68.32 $ Operating Expenses (29.75) (29.73) (30.62) (30.34) (32.17) Transfer to CapEx (2.85) (2.94) (3.03) (3.12) (3.21) Transfer to Discretionary Fund (1.10) (0.49) (0.49) (0.49) (0.49) Transfer to PSC Reserve (1.90) (1.47) (1.47) (1.72) (1.72) Net Cash Flow Available for Debt 35.57 $ 30.38 $ 30.97 $ 32.13 $ 30.73 $ Debt Service Activity
Term A Debt Service (17.82) $ (18.00) $ (18.18) $ (18.36) $ (18.55) $ Net Excess Revenue 17.75 $ 12.38 $ 12.79 $ 13.77 $ 12.18 $ Use of Excess Revenue
Additional Transfer to CapEx (1.43) $ (1.47) $ (1.51) $ (1.56) $ (1.60) $ Transfer to Operating Reserve (6.50) (9.97) (9.99) (9.95) (9.93) Transfer to Reno/Demo Reserve (4.91) (0.47) (0.64) (1.14) (0.32) Paydown PSC 2024 Outstanding Balance (0.42) - - - - PSC Over Threshold - (0.05) (0.65) (0.91) (0.33) Transfer to City General Fund (4.49) (0.42) - (0.21) - Net Operating Cash Flow $ - - $ - $ - $ - $ CapEx Activity
Beginning Balance 13.56 $ 3.27 $ 3.27 $ 3.27 $ 3.27 $
Transfer from Operating 4.28 4.41 4.54 4.67 4.81 Transfer from Operating Reserve 5.66 9.12 9.11 9.04 9.00 Reimbursement from StadCo 0.11 - - - - CapEx Expenses (20.34) (13.53) (13.65) (13.71) (13.81) CapEx End Balance $ 3.27 3.27 $ 3.27 $ 3.27 $ 3.27 $ Public Safety Cost Reserve Activity
Beginning Balance 2.58 $ 1.92 $ 1.47 $ 1.47 $ 1.72 $
Transfer from Operating 1.90 1.47 1.47 1.72 1.72 PSC Over Threshold Expense (2.56) (1.92) (1.47) (1.47) (1.72) PSC Cost Reserve End Balance $ 1.47 1.92 $ 1.47 $ 1.72 $ 1.72 $ Discretionary Fund Activity
Beginning Balance 0.60 $ 1.45 $ 1.36 $ 0.49 $ 0.49 $
Transfer from Operating 1.10 0.49 0.49 0.49 0.49 Discretionary Fund Expense (0.25) - - - - PSC Over Threshold Expense - (0.58) (1.36) (0.49) (0.49) Discretionary Fund End Balance $ 1.36 1.45 $ 0.49 $ 0.49 $ 0.49 $ Reserve Balances
Discretionary Fund Reserve 1.45 $ 1.36 $ 0.49 $ 0.49 $ 0.49 $ Public Safety Cost Reserve 1.92 1.47 1.47 1.72 1.72 Operating Reserve 28.52 29.37 30.25 31.16 32.09 Renovation/Demolition Reserve 58.44 58.91 59.55 60.69 61.01 CapEx Reserve 3.27 3.27 3.27 3.27 3.27 Debt Service Reserve 11.54 11.54 11.54 11.54 11.54 Total Reserve Balances $ 105.92 105.14 $ 106.57 $ 108.87 $ 110.12 $ Public Safety Cost 2024 Outstanding Balance
Beginning Balance 0.42 $
Paydown with Legal Contingency Reserve - Paydown with Excess Revenue (0.42) PSC 2024 End Balance $ - City of Santa Clara General Fund Impact Ground Rent - Base 1.00 $ 1.00 $ 1.00 $ 1.10 $ 1.10 $
Ground Rent - Performance 2.61 1.80 1.89 0.68 1.67 Senior Youth Fee 0.25 0.27 0.27 0.27 0.27 Excess Revenue 4.49 0.42 - 0.21 - Total City of Santa Clara GF Impact $ 3.49 8.35 $ 3.16 $ 2.26 $ 3.04 $ 43 T E N-YE A R F ORE CAS T (CONT.)
Table 20
Santa Clara Stadium Authority
10-Year Forecast
(in millions)
Fiscal Year 2031/32 2032/33 2033/34 2034/35 2035/36
Levi's® Stadium Year of Operations 18 19 20 21 22
Operating Activity
Operating Revenue 68.90 $ 69.50 $ 70.47 $ 71.30 $ 72.17 $ Operating Expenses (32.41) (33.55) (34.17) (34.91) (36.54) Transfer to CapEx (3.31) (3.40) (3.51) (3.61) (3.72) Transfer to Discretionary Fund (0.49) (0.49) (0.49) (0.49) (0.49) Transfer to PSC Reserve (1.72) (1.72) (1.96) (1.96) (1.96) Net Cash Flow Available for Debt 30.97 $ 30.34 $ 30.34 $ 30.33 $ 29.46 $ Debt Service Activity
Term A Debt Service (18.73) $ (18.92) $ (19.11) $ (19.30) $ (19.49) $ Net Excess Revenue 12.24 $ 11.42 $ 11.23 $ 11.03 $ 9.97 $ Use of Excess Revenue
Additional Transfer to CapEx (1.65) $ (1.70) $ (1.75) $ (1.81) $ (1.86) $ Transfer to Operating Reserve (9.37) (9.00) (8.42) (8.05) (7.39) Transfer to Reno/Demo Reserve (0.61) (0.37) (0.53) (0.59) (0.36) Paydown PSC 2024 Outstanding Balance - - - - - PSC Over Threshold (0.61) (0.35) (0.53) (0.58) (0.36) Transfer to City General Fund - - - - - Net Operating Cash Flow $ - - $ - $ - $ - $ CapEx Activity
Beginning Balance 3.27 $ 1.00 $ 1.00 $ 1.00 $ 1.00 $
Transfer from Operating 4.96 5.11 5.26 5.42 5.58 Transfer from Operating Reserve 8.40 8.01 7.40 7.00 6.30 Reimbursement from StadCo - - - - - CapEx Expenses (15.63) (13.12) (12.66) (12.42) (11.88) CapEx End Balance $ 1.00 1.00 $ 1.00 $ 1.00 $ 1.00 $ Public Safety Cost Reserve Activity
Beginning Balance 1.72 $ 1.72 $ 1.72 $ 1.96 $ 1.96 $
Transfer from Operating 1.72 1.72 1.96 1.96 1.96 PSC Over Threshold Expense (1.72) (1.72) (1.72) (1.96) (1.96) PSC Cost Reserve End Balance $ 1.72 1.72 $ 1.96 $ 1.96 $ 1.96 $ Discretionary Fund Activity
Beginning Balance 0.49 $ 0.49 $ 0.49 $ 0.49 $ 0.49 $
Transfer from Operating 0.49 0.49 0.49 0.49 0.49 Discretionary Fund Expense - - - - - PSC Over Threshold Expense (0.49) (0.49) (0.49) (0.49) (0.49) Discretionary Fund End Balance $ 0.49 0.49 $ 0.49 $ 0.49 $ 0.49 $ Reserve Balances
Discretionary Fund Reserve 0.49 $ 0.49 $ 0.49 $ 0.49 $ 0.49 $ Public Safety Cost Reserve 1.72 1.72 1.96 1.96 1.96 Operating Reserve 33.06 34.05 35.07 36.12 37.21 Renovation/Demolition Reserve 61.62 61.99 62.52 63.11 63.47 CapEx Reserve 1.00 1.00 1.00 1.00 1.00 Debt Service Reserve 11.54 11.54 11.54 11.54 11.54 Total Reserve Balances $ 110.79 109.43 $ 112.58 $ 114.22 $ 115.67 $ City of Santa Clara General Fund Impact
Ground Rent - Base 1.10 $ 1.10 $ 1.10 $ 1.20 $ 1.20 $
Ground Rent - Performance 1.03 1.26 0.96 0.61 1.26 Senior Youth Fee 0.27 0.27 0.27 0.31 0.31 Excess Revenue - - - - - Total City of Santa Clara GF Impact $ 2.63 2.40 $ 2.33 $ 2.12 $ 2.77 $ 44 T E N-YE A R F ORE CAS T (CONT.)
Table 21

STADI UM DEBT SERVI CE BUDG ET
2024/25 2025/26 2025/26 2026/27
Year-end Amended (1) Projected Proposed
Actuals Budget Actuals Budget
Beginning Fund Balance
Required Debt Service Reserve 11,536,235 $ 11,536,235 $ 11,536,235 $ 11,536,235 $ Debt Service Reserve 8,122,980 8,706,100 8,706,100 9,358,100 Total Beginning Fund Balance 19,659,215 $ 20,242,335 $ 20,242,335 $ 20,894,335 $ Revenues
Contribution from CFD 3,408,575 $ 3,605,000 $ 3,661,000 $ 3,807,000 $ Total Revenues 3,408,575 $ 3,605,000 $ 3,661,000 $ 3,807,000 $ Transfers In
Transfers In from Operating 17,470,911 $ 17,646,000 $ 17,646,000 $ 17,823,000 $ Total Transfers In 17,470,911 $ 17,646,000 $ 17,646,000 $ 17,823,000 $ Total Source of Funds 40,538,701 $ 41,493,335 $ 41,549,335 $ 42,524,335 $ 2024/25 2025/26 2025/26 2026/27
Year-end Amended (1) Projected Proposed
Actuals Budget Actuals Budget
Expenses
CFD Advance 3,363,652 $ 3,565,000 $ 3,575,000 $ 3,769,000 $ Term A Loan 16,932,714 17,080,000 17,080,000 17,226,000 Total Expenses 20,296,366 $ 20,645,000 $ 20,655,000 $ 20,995,000 $ Ending Fund Balance
Required Debt Service Reserve 11,536,235 $ 11,536,235 $ 11,536,235 $ 11,536,235 $ Debt Service Reserve 8,706,100 9,312,100 9,358,100 9,993,100 Total Ending Fund Balance 20,242,335 $ 20,848,335 $ 20,894,335 $ 21,529,335 $ Total Use of Funds 40,538,701 $ 41,493,335 $ 41,549,335 $ 42,524,335 $ (1) Amended Budget as of February 24, 2026.

Santa Clara Stadium Authority
Debt Service Budget Summary
45 STADI UM DEBT SERVI CE BUDG ET (CONT.)
Debt Service Payment: The FY 2026/27 Debt Service Budget of $21.0 million is based on the required and additional principal and interest debt service payments. A glossary is included at the end of this section that describes the type of debt and the applicable source documents for each loan. Of the $21.0 million budget, $3.8 million represents anticipated contributions from the Community Facilities District (CFD). The total Debt Service Reserves are proposed at $21.5 million.

The following schedule provides a breakdown of the principal and interest payments budgeted in FY 2026/27 for each loan, as well as the beginning and ending balances. The total outstanding debt is proposed to decrease from $209.7 million to $199.0 million. 46 STADI UM DEBT SERVI CE BUDG ET (CONT.)
Table 22
Chart 4
STADI UM DEBT SERVI CE BUDG ET (CONT.)
2026/27 2026/27 2026/27
Debt Interest 2026/27 Beginning Principal Ending
Obligations rates Interest Balance Payments Balance
Stadium Funding Trust Term A Loan 5.00% 8,821,000 $ $ 184,818,249 $ (8,404,935) $ 176,413,314 StadCo CFD Advance(1) 5.73% 1,374,000 24,888,003 (2,350,901) 22,537,102 Total $ 10,195,000 $ 209,706,252 $ (10,755,836) $ 198,950,416 Santa Clara Stadium Authority
Debt Service Payment Schedule
(1)Community Facilities District (CFD) principal payment is an estimate based on anticipated contributions from the CFD.

Any increase in principal for the year is due to adding unpaid interest to the principal. $-
$100
$200
$300
$400
$500
$600
$700
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
$340.2 $325.3
$296.8
$245.3 $228.7
$280.3
$219.6 $209.7$199.0
■
47 Contribution from the Community Facilities District (CFD): The CFD was established for the purpose of financing and constructing publicly owned facilities. To support that, the CFD levies and collects a special hotel tax of 2% on hotel rooms within the CFD. During the construction of Levi’s® Stadium, Stadium Authority spent $35.0 million on CFD infrastructure. All collections from the special CFD hotel taxes are contributed to Stadium Authority to pay down the CFD Advance which was used to fund the construction of the CFD publicly owned facilities. (Source: The Reimbursement Agreement Relating to the CFD)
CFD Advance: StadCo agreed to loan Stadium Authority a not to exceed amount of $35.0 million for CFD infrastructure and with a maximum principal amount of $38.0 million including capitalized interest. This loan bears interest at a fixed rate of 5.73% and the loan is payable solely from amounts received by Stadium Authority from the CFD. (Source: The Authority Promissory Note in Respect of StadCo CFD Advance)
Debt Service Reserve: The required Term A Loan principal payments are due on April 1st each year.

However, the cash transfer from the Operating Fund is made in the prior Fiscal Year, this transfer is the main component of the Debt Service Reserve. The other component is the accrued interest on the CFD Advance and the Term A Loan that is recorded at the end of each Fiscal Year.

Term A Loan: The Stadium Funding Trust (FinanceCo) agreed to loan Stadium Authority $282.8 million to fund construction of Levi’s® Stadium. This loan bears interest at a fixed rate of 5% payable semi-annually, with annual principal payments due beginning in April 2018. It has a maturity date in 2039 and is subject to certain prepayment premiums. The principal payment schedule is noted below. (Source: The Restated Credit Agreement)
Table 23
Required Debt Service Reserve: Stadium Authority agreed to deposit $11.6 million (the Debt Service Reserve Required Amount) into a Debt Service Reserve Account. This amount will remain in the reserve account until the Term A Loan has been fully repaid. (Source: Restated Credit Agreement & Restated Deposit and Disbursement Agreement)

STADI UM DEBT SERVI CE BUDG ET GL OS SARY
Date
Annual Principal
Payment Date
Annual Principal
Payment Date
Annual Principal
Payment
April 1, 2018 12,110,000 $ April 1, 2026 8,404,934 $ April 1, 2033 13,306,164 $ April 1, 2019 12,718,000 $ April 1, 2027 9,001,865 $ April 1, 2034 14,160,901 $ April 1, 2020 13,354,000 $ April 1, 2028 9,630,410 $ April 1, 2035 15,060,270 $ April 1, 2021 14,022,000 $ April 1, 2029 10,292,166 $ April 1, 2036 16,006,521 $ April 1, 2022 14,723,000 $ April 1, 2030 10,988,812 $ April 1, 2037 17,002,017 $ April 1, 2023 15,459,000 $ April 1, 2031 11,722,111 $ April 1, 2038 18,049,239 $ April 1, 2024 7,299,896 $ April 1, 2032 12,493,914 $ April 1, 2039 19,150,793 $ April 1, 2025 7,838,094 $
Term A Loan Amortization (Required Principal Payment Schedule) 48 The Capital Expense (CapEx) Budget is used to fund the purchase or upgrade of fixed assets for the Stadium. While the funding for appropriations occur on an annual basis, the Capital Expense Plan extends for a five-year period (shown on page 58 of this report). Changes to existing projects, as well as the addition of new projects, may occur during the five-year planning period as new needs are identified. The appropriations for capital projects do not lapse at year-end but carryover into future years until the project is complete.

The FY 2026/27 CapEx Budget totals $21.9 million. Of this total, $10.8 million of prior year appropriations are proposed to be carried over from FY 2025/26 ($1.5 million of the proposed carryover amount is for warranty-related construction, and the other $9.3 million is for prior year CapEx projects). As construction and equipment costs continue to rise and the stadium continues to age, adjustments have been included in the projected carryover budget to ensure sufficient funding is available to cover project costs. In addition, the contingency amount included in each project has been increased from 5% to 10% to help address higher construction and equipment costs. New capital improvement appropriations equal $11.1 which include two carryover projects that were combined with new projects due to updates in scope.

A detailed listing of Proposed FY 2026/27 projects is provided starting on page 51 of this report.

Stadium Authority is submitting it as transmitted by the Stadium Manager. The description of specific projects has been excluded to protect sensitive information related to security.

STADI UM AUT HO RI T Y CAP I TAL EXP E NSE BUDGE T
49 Table 24
STADI UM AUT HO RI T Y CAP I TAL EXP E NSE BUDGE T (CO N T .) 2024/25 2025/26 2025/26 2026/27 2026/27 2026/27
Total
Year-end (2) Amended (1) Projected Projected Proposed Proposed Actuals Budget Actuals Carryover Budget Budget
Beginning Fund Balance 19,862,834 $ 17,278,221 $ 17,278,221 $ 12,426,221 $ 12,426,221 $ Revenue
$ 797,607 - $ 636,000 $ - $ 110,000 $ 110,000 $
Total Revenue - $ 797,607 $ 636,000 $ - $ 110,000 $ 110,000 $ Transfers In
$ 5,153,000 4,031,748 $ 4,153,000 $ - $ 4,278,000 $ 4,278,000 $ - 1,575,000 - - - -
- - - - 5,666,000 5,666,000 Total Transfers In 5,606,748 $ 5,153,000 $ 4,153,000 $ - $ 9,944,000 $ 9,944,000 $ Total Source of Funds 25,469,582 $ 23,228,828 $ 22,067,221 $ 12,426,221 $ 10,054,000 $ 22,480,221 $ 2024/25 2025/26 2025/26 2026/27 2026/27 2026/27
Total
Year-end (2) Amended (1) Projected Projected Proposed Proposed Actuals Budget Actuals Carryover Budget Budget
Expenses
Construction 5,021,113 $ 15,673,379 $ 8,953,000 $ 5,139,000 $ 6,608,000 $ 11,747,000 $ Equipment 3,170,248 3,860,847 688,000 3,307,000 3,439,000 6,746,000 Contingency - 813,000 - 845,000 1,005,000 1,850,000 Stadium Warranty Related Construction - 1,528,000 - 1,528,000 - 1,528,000 Total Expenses 8,191,361 $ 21,875,226 $ 9,641,000 $ 10,819,000 $ 11,052,000 $ 21,871,000 $ Ending Fund Balance $ 17,278,221 $ 1,353,602 $ 12,426,221 $ 1,607,221 $ (998,000) $ 609,221 Total Use of Funds 25,469,582 $ 23,228,828 $ 22,067,221 $ 12,426,221 $ 10,054,000 $ 22,480,221 $ (1) Amended Budget as of February 24, 2026. (2) Beginning Fund Balance was adjusted to reflect actual results, which included accruals. (3) Capital projects are rounded to the nearest $1,000 for FY 2026/27.

Santa Clara Stadium Authority
Capital Expense Budget Summary (3)
Transfers In from Operating
Transfers In from Operating - Levi's Naming Rights
Other Revenue
Transfers In from Operating Reserve
50 Project
Number Item Type SCSA Requested Description Cost Contingency (10%) Total Cost L2601 Architectural Adult Changing Facility $ 33,000 330,000 $ 363,000 $ Install adult changing facility to comply with California Building Code requirements.

L2602 Architectural Light-emitting Diode (LED) Lighting Replacement 432,088 4,320,879 4,752,967 Replace existing fluorescent, incandescent, and High-intensity Discharge (HID), and older LED lighting fixtures with new linear LED fixtures and modules compatible with new lighting control system.

L2603 Architectural Seating Bowl Sealant Joints 46,302 463,024 509,326 Replace sealant joints between precast concrete stadia in the seating bowl.

L2604 Architectural Security Lighting 6,750 67,500 74,250 Need new lights installed outside post 3 for the safety of the officers and K9's working this position.

L2606 Building Systems Fire Alarm - Edwards System Technology (EST) 4 Fire Alarm panel upgrade to existing EST 3 system
62,000 620,000 682,000 Existing EST 3 system is being phased out and EST will not be producing EST 3 controllers
L2608 Building Systems Plumbing Fixture and Restroom Automatic Flushing Device Replacement
80,671 806,705 887,376 The current Sloan Soils flushing device to be replaced with the new Royal device. There are 1,500 flushing devices in the stadium and this budget will replace the remaining Soils style flushers. The Royal flushing device is more efficient and costs less to maintain (materials only). This also includes the first of several phases of the project approved in FY 2025/26 to purchase plumbing fixtures and components such as toilets, urinals, sinks, water closets, and hose bibs, replacing end-of-life equipment in stadium restrooms, excluding tenant-exclusive facilities. Labor will be performed by stadium Engineering staff.

Subtotal New CapEx Construction Costs 6,608,108 $ 660,811 $ 7,268,919 $ L2605 Building Systems Cooling Towers $ 42,812 428,123 $ 470,935 $ One (1) of four (4) tower transmissions replaced. Replace the three (3) remaining transmissions. One (1) motor and transmission are showing corrosion and need replacement. Media and fan blades are nearing end of life and need replacement.

L2607 Building Systems HVAC Boilers and Boiler Exhaust Flues 103,711 1,037,113 1,140,824 Existing boiler flue joints are leaking exhaust condensation. The condensate is low in PH, making it highly corrosive to the boiler and surrounding equipment including the cast iron floor drains. This also includes the previous phase of the approved project from FY 2025/26 to replace the boiler and/or critical boiler support components ensuring reliable operations of equipment necessary to support events. The boiler systems generate hot water that is used to maintain comfortable indoor temperatures. The stadium spaces require powerful heating and cooling solutions. Some of these system components are reaching end of life and require replacement.

L2609 Public Safety x Briefing Room Upgrades 273 2,727 3,000 The public safety briefing room is used to brief staff for events at the Stadium. The current room needs a new projector and television to properly display the briefings.

L2610 Public Safety x E-Bikes 1,636 16,364 18,000
Incorporating E-bikes into public safety operations will increase response time efficiencies and promote improved response readiness for personnel.

Bike patrol teams are one of the most important contingents of the public safety deployment, and the bike teams often respond to incidents over the distance of several miles through operational areas of responsibility. With an increase in satellite lots being permitted, the area of public safety coverage has grown. E-bikes will foster expedient response times, while requiring less exertion from personnel, allowing them to be physically ready for a possible emergency engagement. 3 additional E-bikes would allow two teams of four to operate in an enhanced manner.

L2611 Public Safety x Golf Carts 2,727 27,273 30,000 Two (2) golf carts will assist with movement of personnel within the hardened perimeter where the Kawasaki side by sides can be too large or difficult to maneuver. These golf carts allow personnel to better patrol the large areas such as the westside gates. They also assist with prisoner transports of subjects from further distances within the footprint.

Santa Clara Stadium Authority
2026/27 CapEx Budget
51 Project
Number Item Type SCSA Requested Description Cost Contingency (10%) Total Cost L2612 Public Safety x Roll Up Door for Briefing Room $ 909 9,091 $ 10,000 $ Installing a roll up door to the supply room will make distribution of equipment on game days more efficient, saving staff time.

L2613 Technology Back of House (BOH) Control Panels, Amplifiers & Speakers 191,799 1,917,993 2,109,792 The TS-E3 QSYS Controllers (53 total) are well beyond end of life and are no longer supported by QSYS, thus preventing any firmware updates system-wide. The Crestron controllers are also end of life and need to be replaced per input from the 49ers Broadcast Team. There is a desire to standardize on a control panel that can serve the entire stadium (including existing passive volume controllers). Replace ALL controllers with the QSYS TSC-50-G3. All the four and eight channel amplifiers throughout the stadium are original and require replacement as they have begun to fail and the line has been discontinued. If an updated networked amplifier is selected, the existing I/O frames in TRs (set to be replaced in the next two seasons) could be eliminated.

Subtotal New CapEx Equipment Costs $ 3,438,684 $ 343,867 $ 3,782,551 Total New CapEx Project Costs 10,046,792 $ 1,004,678 $ 11,051,470 $ Santa Clara Stadium Authority
2026/27 CapEx Budget (Cont.)
52 Project
Number Item Type SCSA Requested Description Cost Contingency (10%) Total Cost L2201 Architectural Aesthetic Improvements - Premium Areas / Special Event Spaces $ 13,593 135,934 $ 149,527 $ This project will renovate and refresh the premium club spaces in the stadium by replacing carpet and paint in the BNY Clubs, Fii Club, United Club, Yahoo Club and special event spaces. These club spaces are used for numerous events throughout the year. The high traffic experienced in these spaces have worn on finishes and caused the carpet to near the end of life. This project will enhance these premium spaces and ensure Levi's Stadium remains an attractive destination for any and all events. The project was awarded and majority of work is complete with the exception of a minor long-lead item. This is a 2022/23 carryover project.

L1801 Architectural Asphalt 18,781 187,806 206,587 The project will evaluate the current pavement status and provide asphalt overlay and/or seal coat at the visitor parking on the Tasman, Gold 4 & 5 parking lots and South Access Road. Design services will be engaged to evaluate the current condition of pavement and recommend the correct application. Proper overlay and crack fill seals the pavement and prevents the infiltration of water which prevents pavement failure. This is a FY 2018/19 carryover project.

L2306 Architectural Engineering Shop Enhancements 5,225 52,250 57,475 The project invests into the stadium Engineering shop by providing improvements to shop work stations and key shop facilities. It provides necessary resources for stadium Engineering staff to perform maintenance and repair activities. Work station enhancements will improve shop work and storage capabilities. The key shop enhancements provide necessary programming for inventory and key tracking capabilities. This is a FY 2023/24 carryover project.

L2513 Architectural GA Lot Substation Fence 5,225 52,250 57,475 Replace existing damaged fencing and gates due to failed concrete foundation. The fence provides a secure perimeter around the electronic substation equipment in the Great America Parking Lot. Securing this ensures the safe and secure experience for the stadium guests. This is a FY 2025/26 carryover project.

L2402 Architectural LED Retrofit Project - Phase 1 6,224 62,241 68,465 Project will replace existing fixtures that are no longer manufactured and/or inefficient lighting fixtures. Facility staff is unable to procure existing fixture parts and lamps due to new California Title 24 requirements. This project will start phasing out the existing / outdated fixtures with new energy efficient Title 24 compliance fixtures. This is a FY 2024/25 carryover project.

L2510 Architectural LED Retrofit Project - Phase 2 115,998 1,159,975 1,275,973 Project will replace existing fixtures that are no longer manufactured and/or inefficient lighting fixtures. Facility staff is unable to procure existing fixture parts and lamps due to new California Title 24 requirements. This project will start phasing out the existing / outdated fixtures with new energy efficient Title 24 compliance fixtures. This is a FY 2025/26 carryover project.

L2405 Architectural Levi's Naming Rights Signage Refurbishment 31,845 318,447 350,292 The project refurbishes the current four (4) Levi's Naming Rights signs located above the North and South Scoreboards, west side of the suite tower, and on the east side of the grandstands. The current signs have experienced lighting failures despite repeated attempts to repair the signs.

This is a 2024/25 carryover project.

L2304 Architectural Lighting Systems - Fixture Replacement of Major Outdoor Lighting / LED Retrofit / Sports Lighting
6,913 69,130 76,043 This project replaces the current metal halide stadium field / sport lights ("field lights") with an outdoor LED retrofit. LED field lights will dramatically reduce the carbon footprint, lower the number of mercury containing fixtures and cut energy consumption caused by the field lights by up to as much as 40%, which is one of the largest energy consuming systems in the stadium. LED field lights provide an energy efficient solution to upgrade a product that may soon be phased out. LED lights tend to last much longer and require less maintenance than metal halide lights. The design phase for this project was initiated in FY 2023/24. This project was bid and awarded during FY 2024/25. This is a 2023/24 carryover project.

Santa Clara Stadium Authority
2026/27 CapEx Budget Carryover
53 Project
Number Item Type SCSA Requested Description Cost Contingency (10%) Total Cost L2505 Architectural Slip and Fall Protection - South, Northeast, and Northwest Field Tunnels
$ 5,225 52,250 $ 57,475 $
The project will purchase and install synthetic turf flooring for NW, NE and South field level tunnels. The synthetic turf materials provide a walkable surface with appropriate coefficient of friction for foot traffic through tunnels. This is a 2025/26 carryover project.

L2407 Architectural Stormwater System Assessment and Replacements 13,707 137,071 150,778 The project will provide an assessment and servicing of the Levi's Stadium stormwater system. The contractor will inspect, service and replace equipment as necessary. This equipment is necessary for local and state environmental regulations. This is a FY 2024/25 carryover project.

L2409 Architectural Trash Compactor Replacement - Phase 1 34,485 344,850 379,335 This project will replace two (2) waste compactors at the stadium loading dock. The units have reached end of life and are in need of replacement.

This equipment is critical to the operation of the stadium. The project will furnish, deliver and install the new equipment. This is a FY 2024/25 carryover project.

L2512 Architectural Trash Compactor Replacement - Phase 2 41,800 418,000 459,800 This is the second phase of the project, which will replace the remaining two (2) of four (4) waste compactors at the stadium loading dock and accessory equipment. The units have reached end of life and are in need of replacement. This equipment is critical to the operation of the stadium.

The project will furnish, deliver and install the new equipment. This is a 2025/26 carryover project.

L2506 Architectural Walking Route Matting 15,675 156,750 172,425 Installation of resilient flooring walking surface in the service tunnel, which provides a safe and clean delineated walking surface for all events.

Installation of flooring will extend walking surface at 100 service corridor near the Auxiliary Locker Rooms and Visitor Locker Room, which are used for all types of events by teams, officials, and other event performers. This is a 2025/26 carryover project.

L1904 Architectural Women's Locker Room 1,732 17,319 19,051 Convert a portion of the auxiliary locker room area to accommodate a larger private space for female athletes, performers, officials, and other female event day sporting and entertainment professionals visiting or working events at Levi's Stadium. The project will include the design, permitting and construction of alterations necessary to accommodate these new designated spaces necessary to provide equal accommodations. This is a 2019/20 carryover project.

L2403 Building Envelope Broadcast Booth Window System Replacement 15,398 153,982 169,380 The retractable window system in the 400 Level broadcast booth opens for all events. The window casters and rails systems have reached end of life due to frequent use, weather and environmental exposure. This project will replace the wall system to provide reliability of the system and successful operations during events. This is a FY 2024/25 carryover project.

L2406 Building Envelope Coating (Structural Steel, Concrete Walls, etc.) White steel - Phase 1 26,125 261,250 287,375 This project begins to recoat the exterior structural steel of the building structure. The structural steel coat is exposed to sun, rain and other outdoor elements. This project will start the multi-year process of recoating the structural steel. This is a FY 2024/25 carryover project.

L2407 Building Envelope Coating (Structural Steel, Concrete Walls, etc.)White steel - Phase 2 26,125 261,250 287,375 This project applies steel coatings to exterior structural steel of the building structure. The structural steel coatings are exposed to sun, rain and other outdoor elements. This project will continue the multi-year process of recoating the structural steel. This is a FY 2025/26 carryover project.

L2204 Building Envelope Concrete Replacements 4,332 43,322 47,654 The Project will address the concrete at the Northwest stairwell landing on the 700 Level North Plaza area. The railing at the stairwell has been compromised in the past. This project will restore the handrail and concrete at the stairwell, as well as improve the condition by strengthening the reinforcing at the stairwell railing. The project will require demolition of the existing concrete, potentially patch the waterproofing layer of the structural slab, add reinforcing steel, pour concrete, apply traffic coating and re-install the existing handrail at the stairwell. The improved and additionally reinforced slab will improve safety and prevent future damage from carts and other equipment that are used in the nearby area. This is a FY 2022/23 carryover project.

Santa Clara Stadium Authority
2026/27 CapEx Budget Carryover (Cont.)
54 Project
Number Item Type SCSA Requested Description Cost Contingency (10%) Total Cost L2404 Building Envelope Expansion / Waterproofing / Caulk Joint Replacements - Phase 2 $ 6,155 61,548 $ 67,703 $ This is the second phase of the traffic deck recoating with the seating bowl and concourse areas, which are currently showing signs of wear. Phase 1 completed the lower seating bowl and main concourse. The deck coating serves as a secondary waterproofing system for the occupied spaces below these areas and also protects and extends the life of the concrete.

Periodic replacement and recoating of this system is necessary to maintain current waterproofing system and maintain the expected life of the structure . This is a FY 2024/25 carryover project.

L2307 Building Envelope Exterior Stairwell Traffic Coating Refurbishment 7,344 73,436 80,780 The project removes and reinstalls traffic coating material on the exterior stadium emergency and exit staircases in areas where the traffic coating is compromised. The traffic coating replacement at the staircase landings will prevent trip and fall hazards, as well as protect the staircase structures from rust and corrosion. This project will extend the life of the staircases and is necessary due to the unanticipated spalling of the traffic coating materials in specific areas on the staircases. Technical specifications bid documents are developed. This is a 2023/24 carryover project.

L2410 Building Envelope General Areas / Coatings Main Deck 30,510 305,100 335,610 Replace and recoat lymtal traffic deck coating at the lower seating bowl and on the 300 and 700 Level Concourses, which are currently showing signs of wear. The deck coating serves as a secondary waterproofing system for the occupied spaces below these areas and also protects and extends the life of the concrete. Periodic replacement and recoating of this system is necessary to maintain current waterproofing system and maintain the expected life of the structure. This is a FY 2024/25 carryover project. L1903 Building Systems Automatic Logic Control Building Engineering System 5,747 57,474 63,221 Install an automatic logic controller system upgrade to monitor the building's HVAC in all quadrants simultaneously. This updated system will enable graphic interface and help the system to operate more efficiently with time clock management and assisting in potential lighting control energy savings. Increased budget amount due to anticipated additional cost. This is a FY 2019/20 carryover project.

L2511 Building Systems Distribution - High Voltage (PSG 12 KV Electrical Power Study, Assessment and Replacement at Quad Substations)
30,771 307,705 338,476 Completes the Primary Switch Gear 12KV electrical power study and assessment while replacing any compromised or failed equipment to ensure operational reliability. This assessment phase and replacements will address the Primary Switch Gear and four (4) quad substations. This is a FY 2025/26 carryover project.

L2401 Building Systems Distribution - High Voltage Assessment and Replacement - Automatic Transfer Switches (ATS) & Electrical Grids
41,800 418,000 459,800 The project will test, inspect and assess the seven (7) stadium Automatic Transfer Switches (ATS) and supporting electrical switchgear for the three (3) emergency grids. The assessment will inspect and provide a report and recommendation for necessary replacement and modifications necessary to maintain full and safe electrical operation at the stadium. The project includes an allowance for any necessary replacements and / or enhancements identified during the assessment. Replacements and / or modifications are dependent upon the results of the assessment.

Additionally, the project will establish a baseline for this electrical equipment and may determine the need and frequency of future test and inspection of electrical equipment. This is a FY 2024/25 carryover project.

L2303 Building Systems Lighting System - Controls System 3,128 31,282 34,410 The current stadium lighting control system server must be replaced. The current server has reached its end of useful life and is not compatible with future software upgrades. Upgrading the lighting control system server ensures the lighting control system maintains supported and operational.

Technical specifications bid documents are developed. This is a FY 2023/24 carryover project.

Subtotal Carryover CapEx Construction Costs 5,138,622 $ 513,863 $ 5,652,485 $ Santa Clara Stadium Authority
2026/27 CapEx Budget Carryover (Cont.)
55 Project
Number Item Type SCSA Requested Description Cost Contingency (10%) Total Cost L1601 Architectural Main Kitchen Equipment $ 27,596 275,959 $ 303,555 $ General renewal and replacement of kitchen service equipment in the Main Kitchen. Project will include any necessary design, permit, purchase and installation of aging kitchen equipment that is near or at the end of life. This is a FY 2016/17 carryover project.

L2515 Architectural Medical Equipment - General Allowance 9,951 99,509 109,460 A number of pieces of medical equipment in service at the venue for patrons, workers, and performers is at end of life and needs to be replaced, including gurneys, AEDs, EKG Machine, X-ray Flatbed, and other general medical equipment. This general allowance will be used to acquire replacement units. This is a FY 2025/26 carryover project.

L1905 Architectural Install New Kitchen Exhaust Fans throughout the building 24,116 241,155 265,271 Install variable frequency drive (VFD) Units on kitchen exhaust fans for soft start (slow ramp up) capabilities. Kitchen exhaust fans currently operate 100 percent of the time. Installing VFD units will modulate the power and save energy whenever the fan is in use. Soft start extends the life of the equipment and saves energy. This is a FY 2019/20 carryover project.

L1902 Architectural Replace furniture for BNY Field Clubs, United, Levi's 501 & Yahoo clubs and Special Event spaces
275 2,749 3,024 Purchase replacement furniture for clubs and special event spaces to enhance areas and meet client expectations. These spaces are amongst the most utilized in the entire stadium. The current furniture has been in place since the building opened in 2014 and is aging due to normal wear and tear as a result of numerous events in the stadium over the first ten years of operation. The furniture specifications are developed and the RFP is complete. This is a FY 2019/20 carryover project.

L2405 Building Systems CO2 Monitoring & Sensors for Code Compliance 18,601 186,010 204,611 The project will design and install remote CO2 monitoring equipment
utilizing the existing Automatic Logic Controller (ALC) system. The current CO2 monitoring has local alarm three stage alarm, but is not connected to any Building Management System for remote monitoring. A recent CO2 assessment was performed that found the current monitoring system is compliant with all requirements, but the assessment recommended this remote monitoring upgrade as a best practice for safety. This project will evaluate, recommend and design remote CO2 monitoring system for enhanced safety for stadium staff per Authorities Having Jurisdiction. All Beer Cooler locations and Concession Soda Box Locations shall be monitored by the remote monitoring system. This is a FY 2023/24 carryover project.

L2001 Building Systems Enhance Stadium Security Access Control 24,558 245,575 270,133 L2501 Building Systems HVAC 26,125 261,250 287,375 Project addresses general renewal and replacement of necessary HVAC equipment in the stadium to include, but not limited to, cooling tower, pumps, motors, heat pumps, dampers, valves, VFDs, boilers, and/or general mechanical systems. This is a FY 2025/26 carryover project.

L1906 Building Systems Install Stadium Camera Booths Card Readers 8,778 87,780 96,558 L2309 Building Systems Plumbing - Boilers 12,921 129,205 142,126 Project addresses general renewal and replacement of necessary plumbing equipment in the stadium to include, but not limited to, replacement of piping, fittings, vents, joints, switches, cleanouts, valves, drains, traps, primers, strainers, pumps, water heaters, interceptors, filters and/or water softener systems. This is a FY 2023/24 carryover project.

L2503 Building Systems Security - General Allowance 23,744 237,443 261,187 L2311 Building Systems Security - General Allowance 17,141 171,414 188,555 L2509 Building Systems Surveillance - Cameras 26,125 261,250 287,375 L2408 Building Systems Stadium Camera Coverage Upgrade 52,250 522,500 574,750 L2409 Public Safety x Replacement of end of life End User equipment 238 2,381 2,619 This project replaces 5 Desktops, 2 Printers, 1 Precision Desktop and 3 Laptops that are end of life. Costs include equipment, taxes, shipping and deployment costs. This is a FY 2025/26 carryover project.

Santa Clara Stadium Authority
2026/27 CapEx Budget Carryover (Cont.)
56 Project
Number Item Type SCSA Requested Description Cost Contingency (10%) Total Cost L2526 Public Safety x Staff Scheduling Software $ 1,787 17,870 $ 19,657 $ To implement effective and efficient public safety operational plans at the Stadium, staffing support from FTE and per diem employees is necessary.

The police department currently uses an out of date scheduling software platform that is limited in functionality. Securing and utilizing a more robust technology platform will improve scheduling and staff management abilities, including possible check-in/check-out functionality during events.

This is a FY 2025/26 carryover project.

L2203 Public Safety x Replacement of end of life Network equipment 668 6,681 7,349 This project replaces network equipment that was originally installed several years ago and is now end of life and not supported. This replacement cost includes equipment, shipping/tax and installation. This is a FY 2022/23 carryover project.

L2301 Technology Crestron Control & Building Operating System Upgrades - Phase 2 3,135 31,350 34,485 The project provides an upgrade to the existing Crestron Control system.

The proposed upgrade allows the stadium Engineers to utilize the Crestron system to monitor HVAC, Lighting, Electrical, and Fire Alarms. The comprehensive system shall enable these items to interface with one another for stadium Engineers to see a real time view of the building's systems. This project is phase 2 to a project that was completed in FY 2022/23 which evaluated the project and provided direction for phase 2.

This is a FY 2023/24 carryover project.

L1901 Technology Radio Booth Cabling - Phase I 52,730 527,301 580,031 The project will install fiber optic cabling to increase the low voltage cabling backbone. This installation will accommodate the expanding requests received for booth usage during stadium events and will help the stadium keep up with emerging trends. The project will install fiber optic cabling between multiple booths located on the 800 level suite tower location and the broadcast patch panel (Room 01.69.08) near the loading dock on the exterior south end of the stadium. Fiber design shall include TAC-12 and DT-12, or better. New fiber termination panels in each booth, along with additional conduit and raceway is considered. This is a FY 2019/20 carryover project.

Subtotal Carryover CapEx Equipment Costs 3,307,382 $ 330,739 $ 3,638,121 $ Total Carryover CapEx Project Costs 8,446,004 $ 844,602 $ 9,290,606 $ 2026/27 CapEx Budget Carryover (Cont.)
Santa Clara Stadium Authority
57 Table 25
STADI UM AUT HO RI T Y CAP I TAL EXP E NSE BUDGE T (CO N T .) 2026/27 2027/28 2028/29 2029/30 2030/31
Budget (1) Budget Budget Budget Budget
Architectural 9,861,553 $ 10,038,456 $ 7,594,464 $ 5,574,697 $ 3,032,473 $ Building Envelope 1,275,876 1,450,594 2,663,550 3,143,286 2,036,735 Building Systems 6,389,712 1,696,946 3,049,476 2,226,873 8,349,231 Public Safety 90,625 77,000 30,000 2,587,825 - Technology 2,724,309 260,828 310,827 188,096 388,290 Total Capital Expenditures $ 13,523,824 20,342,075 $ 13,648,317 $ 13,720,777 $ 13,806,729 $ (1) Total CapEx Project Costs in table above do not include budget requested for Stadium Warranty Related Construction.

Santa Clara Stadium Authority
Capital Expense Plan Summary - 5 Year Forecast
Stadium Authority Work Plan
58 STADI UM AUT HO RI T Y WORK PL AN
Staff is responsible for supporting the Stadium Authority Board with its contractual oversight of Levi’s® Stadium, managing the day-to-day operations of the Stadium Authority, and coordinating with key partners to ensure the stadium is prepared to host FIFA World Cup 2026 and other major events.

These responsibilities include, but are not limited to:
 Stadium Operations & Financial Oversight: Supporting Non-NFL Event operations through the Stadium Manager, oversight of the annual Marketing Plan, payment of debt service obligations, maintaining a five-year capital plan, accounting and financial management, updating cost estimates and monthly accounting of FIFA World Cup 2026-related staff time and outside vendor costs to ensure proper cost reimbursement per the Assignment and Assumption Agreement with the Bay Area Host Committee (BAHC), closing out Super Bowl LX-related reimbursements, preparation of the annual financial statement and quarterly financial updates, and review and recommendation of procurement requests for Stadium Authority Board approval.
 Operational Management & Compliance: Coordination with the Stadium Manager and City departments to resolve complaints and inquiries related to Levi’s® Stadium, execution of Stadium Builder Licenses, processing Public Records Act requests, reporting of Stadium Authority and Stadium Manager staff meetings and annual reporting of contracts, and implementation of the noise monitoring program and third-party economic impact study of the Stadium.
 Public Safety & Emergency Preparedness: Coordination with the City’s Police, Fire, and Public Works Departments, other City departments, and external partners to enhance security measures, coordination with the City’s Office of Emergency Management to conduct emergency preparedness drills and activate the City’s Emergency Operations Center for key 2026 major events, and procurement of public safety CapEx projects to support and enhance long term safety and security measures at the Stadium.
 Community Benefits & Engagement: Supporting the Stadium Neighborhood Relations Ad Hoc Committee, enhancing communications and coordination between the Stadium and community, supporting job creation and vendor opportunities for local businesses, and coordinating with the City to implement programs that ensure community participation and benefit from the celebration and economic impacts of the 2026 major events.

Work Effort Work Plan Planned Outcome
CapEx Projects  Align on timing, rationale, and costs of proposed capital projects.  Review, track, and coordinate the scheduling and implementation of capital
projects and corresponding procurement
requests with the Stadium Manager.

Ensure Stadium is maintained in
the required condition and
operated as a quality NFL and
multi-purpose public sports, public
assembly, exhibit, and
entertainment facility while
SCSA

SANTA CLARA STADIUM AUTHORITY
Stadium Authority Work Plan
59  Provide continued oversight of the
Levi’s® Naming Rights Signage
consistent with the Naming Rights
Agreement and Levi’s Stadium Naming
Rights Extension and Enhanced Signage
Project Implementation Agreement
requirements.  Develop a long-term capital improvement strategy that will provide oversight of the
pending StadCo Facilities Condition
Assessment to guide CapEx budget
priorities. The Stadium Authority will also
assess and independently verify longterm facility needs at the Stadium. balancing Stadium Authority
resources.

Compliance with Naming Rights
Agreement requirements.

Compliance regarding accessible
parking spaces at Stadium Main
Lot and Stadium.

Economic
Impact Study  Implement third-party review of the
Stadium’s financial impacts to the
City’s General Fund between 2014 and
2021 and the Stadium’s general
economic impact between 2022 and
2025.  Implement third-party economic impact
study of Super Bowl LX and FIFA
World Cup 2026.

Enhance Stadium Authority’s
strategic oversight of Levi’s®
Stadium.

Public Records
Act Requests  Continue to streamline the Public
Records Act Request process.  Continue to respond to records requests in compliance with the
California Public Records Act.

Ensure public transparency while
balancing Stadium Authority
resources.

San Tomas
Aquino Creek
Trail  By review of other venues with shallow
security perimeters and legal
documents that relate to accessing the
area, and consultation with the U.S.

Department of Homeland Security and
other stakeholders, evaluate options
for keeping trail open during events
and/or providing alternate routes if trail
is closed.

Balance Creek trail access and
accessible alternate routes during
NFL games and major Non-NFL
events while mitigating Stadiumrelated safety and risk.

Stadium
Authority Board
Policy Manual  Continue to create manual, beginning
with Governance and Budget policies.  Identify areas where policies are appropriate and propose drafts for the
Board’s approval.

Develop additional policies and
present to Board for inclusion in
manual.

Stadium Authority Work Plan
60 Stadium
Authority
Auditor Annual
Audit Work Plan  Review the Stadium Authority Financial Reporting Policy with staff and external
auditors and provide feedback on best
practices.  Onboard new auditor to perform the annual
financial audit for the Stadium Authority
(contracted service).

Promote transparent, efficient,
effective and fully accountable
public agency through accurate,
independent and objective
audits.

Stadium Market
Trend Analysis  Complete third-party stadium market trend analysis.  Review marketing strategies for large multipurpose stadiums.  Evaluate promotion methods for Non-NFL events.  Assess marketing plan structures used by
similar venues.  Analyze industry trends, profitability, and key performance metrics.  Provide insights to benchmark stadium performance.

Enhance Stadium Authority’s
strategic oversight of Levi’s®
Stadium.

Stadium
Marketing Plan
Review and
Oversight  Complete third-party review the 2025 and
2026 Marketing Plan to ensure alignment
with the Stadium Authority’s goals.  Evaluate marketing strategies, branding consistency, and media plans to ensure
effectiveness and maximize Return on
Investment (ROI).  Analyze data to identify trends and areas for improvement.

Enhance Stadium Authority’s
strategic oversight of Levi’s®
Stadium.

Stadium
Authority
Procurement
Policy  Update key components of the Stadium
Authority Procurement Policy.

Ensure alignment with public
procurement best practices.

Stadium Builder
Licenses  Continue to review and execute
Stadium Builder Licenses.  Continue ongoing efforts to integrate Stadium Builder Licenses into
Laserfiche records system.

Generate funds for debt
repayment.

Ensure effective recordkeeping for
audits and reference.

Stadium Authority Work Plan
61 Stadium
Neighborhood
Relations Ad
Hoc Committee  Support and staff the ad hoc committee
that was established to address stadiumrelated impacts on surrounding neighborhoods, including traffic, parking,
noise, rideshare activity, public benefits,
and quality-of-life concerns.  Gather community feedback on communication and outreach methods
between the City, Stadium, and
residents.  Develop recommendations to improve
transparency, responsiveness, and
coordination.

Improve relations between the
Stadium and community in the
surrounding neighborhoods.

Enhance Stadium Authority’s
strategic oversight of Levi’s®
Stadium.

Super Bowl LX  Coordinate full reimbursement of
remaining qualified City costs under the
League Event Agreement with the City,
BAHC, StadCo, and Stadium Manager.  Provide a report out on final Super Bowl LX reimbursements upon the completion of
such efforts.

Provide transparency and ensure
compliance with League Event
Agreement requirements for
Super Bowl LX reimbursements.

Ensure compliance with Measure
J.

FIFA World Cup
2026  Provide updates to the Board and
Santa Clara community about the
Stadium Authority and City’s
obligations, planning efforts, and
general information related to Levi’s®
Stadium hosting six World Cup 2026
event from June 13 – July 1, 2026.  Implement the Assignment and Assumption Agreement with the City,
BAHC, and StadCo to coordinate full
reimbursement of qualified
City/Stadium Authority costs.  Continue planning efforts and coordination with key partners including
the BAHC, Stadium Manager, and
FIFA.  Provide a report out on final FIFA World
Cup 2026 reimbursements upon the
completion of such efforts.

Provide transparency on the
Stadium Authority and City’s
planning and reimbursement
efforts for FIFA World Cup 2026.

Ensure compliance with
Assignment and Assumption
Agreement requirements for FIFA
World Cup 2026 reimbursements.

Mitigate the Stadium Authority and
City’s risks and liabilities.

Ensure compliance with Measure
J.

FY2026 Annual Public Safety Budget (CONFIDENTIAL)
Forty Niners Stadium Management Company
DRAFT
Amount Footnote
Public Safety Costs - Tenant (NFL Events) $ 3,504,384 1 Public Safety Costs - Authority (Non-NFL Events) $ 3,420,000 2 Public Safety Capital Expenditures (2026/27 Budget) $ 87,615 3 Amortization of 2026/27 Budgeted Public Safety Capital Expenditures $ 8,946 4 Amortization of Prior Years Public Safety Capital Expenditures included in 2026/27 Budget $ 277,092 4 Public Safety Capital Expenditure Amortization in 2026/27 Budget $ 286,038 4 Tenant's Estimated Public Safety Share $ 171,623 4
Stadium Authority's Estimated Public Safety Share $ 114,415 4 Footnotes to Schedule:
1 2
3 4
Assumes 9 home games, and that Public Safety Costs above the threshold will be paid from the Public Safety Cost Reserve.

The proposed Non-NFL Event Public Safety Cost budget is based on six (6) events, assumed to be five (5) concerts and one (1) soccer events, for the 2026-27 fiscal year.

The Stadium Manager has received Public Safety Capital Expenditure requests from the SCSA Finance Director in December 2025 for the 2026-27 fiscal year totaling $87,615. This includes $26,615 of carryover requests for items approved in prior Capital Expenditure Plans.

Please see the 2026-27 Capital Expenditure Plan for more detail.

Public Safety Capital Expenditure amortization for the current lease year is $286,038 which includes $277,092 of amortization from prior year Capital Expenditure purchases. The Tenant's estimated Public Safety Share is $171,623 and the Stadium Authority's estimated Public Safety Share is $114,415.

DRAFT 1/30/2026
FY2025 Public Safety Capital Expenditures (CONFIDENTIAL) Forty Niners Stadium Management Company
DRAFT
Equipment Dept Quantity Useful Life FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 FY26/27 Totals Kubota (4x4 gas powered UTV ambulance) Fire 1 10 15,922 - - - - - - - - - 15,922 Kimtech MTD-103 Advanced (med cart upgrade) Fire 1 10 8,382 - - - - - - - - - 8,382 Kawasaki Pro-FXT LE Black Mule (1) Police 1 10 17,209 - - - - - - - - - 17,209 Kawasaki Pro-FXT LE Black Mule (2) Police 1 10 17,209 - - - - - - - - - 17,209 Kawasaki Pro-FXT LE Black Mule (3) Police 1 10 - 15,738 - - - - - - - - 15,738 Portable Radios Police 20 5 50,980 - - - - - - - - - 50,980 Automatic Chest Compressor Fire 2 5 - 31,102 - - - - - - - - 31,102 Advanced Life Support Monitor Fire 1 5 - 30,810 - - - - - - - - 30,810 Public Safety Command Post Dispatch System Police 1 5 179,966 179,966 CAD Replacement Police 1 5 - 102,181 - 102,181
Diesel Particulate Filter for Stadium Authority Fire Truck Fire 1 10 - 9,392 - - - - - - - - 9,392 APX 8500 Mobile Radio for Stadium Authority Fire Truck Fire 1 10 - 7,150 - - - - - - - - 7,150 LCD3-3 Chemical Warfare Detector Fire 1 10 - 13,734 - - - - - - - - 13,734 Up-Fitting Kawasaki Mules Police 3 10 - 26,451 - - - - - - - - 26,451 Radio Batteries Police 1 3 - - 19,574 - 19,574
Safety Gear for Special Event Officers & Traffic Control Personnel Police 1 2 5,892 5,892 Stadium Vehicles (Gator & Kubota) Upfits Fire 1 10 - - 8,832 - - - - - - - 8,832 Storage Conex Garage for Apparatus Fire 1 10 - - 12,416 - - - - - - - 12,416 Stadium Personal Protective Equipment Fire 1 3 45,238 45,238 Stadium Personal Protective Equipment - FY20 Rollover Fire 1 5 - - - 14,886 - - - - - - 14,886 Heavy Lift Kit Fire 1 10 - - 51,914 - - - - - - - 51,914 Radiation Detector Fire 1 10 - 17,910 - - - - - - - 17,910 Rope Rescue Gear Kit Fire 1 10 - - - 31,500 - - - - - - 31,500 Motorola APX 6000 Radio/Charger/Battery Fire 1 5 - - 4,517 - - - - - - - 4,517 Motorola Earpieces Fire 25 5 - - - 952 - - - - - - 952
Battery Charging Pack for JHAT Crew Fire 1 5 - - - 72 - - - - - - 72 Small Cooler and Ice Pack Fire 1 5 - - - 305 - - - - - - 305 Mass Contamination Hydrant Nozzles Fire 4 5 - - 1,649 - - - - - - - 1,649 Motor Vehicle Barricades Police 8 10 - - 360,892 - - - - - - - 360,892 EOD Blankets/Water Barrier Police 1 5 - - 13,743 - - - - - - 13,743 Bicycles Police 10 5 - - 22,734 - - - - - - - 22,734
Body Worn Cameras (BWCs) for Stadium Events Police 150 5 - - 149,462 - - - - - - - 149,462 Permanent Changeable Signage Public Works 1 10 - - - - - 1,000,000 - 1,000,000 Staff Scheduling Software Police 1 5 - - 23,750 - - - - 23,750 MCI Trailer Fire 1 10 - - - 108,307 - - - - - - 108,307 Dispatch Monitors Police 16 5 - - - 7,582 - - - - - - 7,582 RadHalo Remote Radiation Monitors Fire 4 10 - - - 189,729 - - - - - - 189,729 PPE Replacement (Nomex Tops) - FY21 Fire 15 5 - - - 5,759 - - - - - - 5,759 PPE Replacement (Nomex Bottoms) - FY21 Fire 15 5 - - - 3,287 - - - - - - 3,287 Rigaku CQL 1064nm Handheld Raman Chemical Detector Fire 1 10 - - - 50,348 - - - - - - 50,348 Tru Defender FTX S1 WMD Chemical Detector Fire 1 10 - - - 61,514 - - - - - - 61,514 Vehicle Upfits for John Deere Gator Fire 1 10 - - - 7,729 - - - - - - 7,729 Levi's Stadium Blast Analysis Police 1 1 - - - - 119,750 - - - - - 119,750 Lucas 3, 3.1 CPR Assist Fire 15 8 - - - - - - 36,195 - - - 36,195 PPE Replacement (Nomex Tops) - FY22 Fire 15 5 - - - - - - - 6,004 - - 6,004 Lifepak CR2 AEDs Fire 10 7 - - - - 18,464 - - - - 18,464 PPE Replacement (Nomex Bottoms) Fire 5 3,381 - - - 3,381 Communication Equipment - Console (2023/24 Carryover) Police 1 10 - - - - - - - 30,000 - - 30,000 Replace End of Life Network Equipment 2022 IT 1 7 - - - - - - 17,985 - 7,015 25,000 Medixsafe Narcotics Safe Fire 1 5 - - - - - - 1,675 - - - 1,675 Blackline Combustible Gas Indicators Fire 1 5 - - - - - - 4,183 - - - 4,183 Enclosed Trailer Police 1 10 15,283 - - 15,283
Kawasaki Mules Police 5 10 - - - - - - 148,358 - - - 148,358 Kawasaki Mules v2 Police 5 10 - - - - - 63,475 - - - - 63,475 Blackline Combustible Gas Indicator - FY24 Fire 1 5 - - - - - - - 2,727 - - 2,727 D7 Tactical Decon Spray Fire 6 5 - - - - - - - 524 - - 524 RAID 8 Multi Agent Detection Kit Fire 1 5 - - - - - - - 1,814 - - 1,814 Fire Station 9 Storage Cabinets Fire 2 20 - - - - - - - 2,793 - - 2,793 Radio Batteries v2 Police 1 5 - - - - - - - 28,805 - - 28,805 Radio Batteries/Chargers Police 1 5 - - - - - - - - 6,548 - 6,548 Body Worn Camera Storage Police 1 5 - - - - - - - 28,930 - - 28,930 Livescan Equipment Police 1 5 - - - - - - - 14,888 - - 14,888 Credentialing Equipment Police 1 5 - - - - - - - 15,745 - - 15,745 Replace End of Life End User Equipment (FY25/26) IT 11 5 - - - - - - - 15,000 - 2,500 17,500 Touchscreen Dispatch Monitors Police 4 5 - - - - - - - - 2,850 - 2,850 Temporary Holding Facility (THF) Computer Work Stations Police 2 5 - - - - - - - - 5,000 - 5,000 Kawasaki ATVs and Kimtek Pump Module Fire 2 10 - - - - - - - 70,000 - - 70,000 Kawasaki ATV (FY25/26) Fire 1 10 - - - - - - - 30,000 - - 30,000 Kubota Storage Box Fire 1 15 - - - - - - - - 5,876 - 5,876 Lightweight Chemical Detector (LCD) 4.0 Fire 1 10 - - - - - - - 16,066 - - 16,066 Secure Law Enforcement Resource Area Police 1 15 - - - - - - - 33,277 - - 33,277 E-Bikes (FY25/26) Police 8 5 - - - - - - - 28,585 - - 28,585 Briefing Room upgrades Police 1 10 - - - - - - - - - 3,000 3,000 Golf Carts Police 2 10 - - - - - - - - 30,000 - 30,000
Roll up door for Briefing room Police 1 20 - - - - - - - - 10,000 - 10,000 E-Bikes (FY26/27) Police 3 5 - - - - - - - - 18,000 - 18,000 Staff Scheduling Software (FY25/26) Police 1 5 - - - - - - - - 17,100 - 17,100 Totals $ 15,922 $ 273,746 $ 236,558 $ 739,852 $ 480,641 $ 138,214 $ 1,198,415 87,998 $ $ 349,555 $ 3,608,514 87,615 $ DRAFT 1/30/2026
------- +-
+- +-+- +-+- +-+- +-+- +-+- +-+-- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- + + + + + + + + + + + + + + + + + + + + + + + + + + + + +- +- +- +- +- +- +- +- +- +- +- +- +- +- FY2025 Public Safety Capital Expenditures (CONFIDENTIAL) Forty Niners Stadium Management Company
DRAFT
Equipment In Svc Date Estimate Useful Life FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 FY25/26 Totals Kubota (4x4 gas powered UTV ambulance) Mar-18 10 1,592 - 1,592 1,592 1,592 1,592 1,592 1,592 1,592 1,592 14,330 Kimtech MTD-103 Advanced (med cart upgrade) Mar-19 10 - - 838 838 838 838 838 838 838 838 6,706 Kawasaki Pro-FXT LE Black Mule (1) Mar-19 10 - 1,721 - 1,721 1,721 1,721 1,721 1,721 1,721 1,721 13,767 Kawasaki Pro-FXT LE Black Mule (2) Mar-19 10 - 1,721 - 1,721 1,721 1,721 1,721 1,721 1,721 1,721 13,767 Kawasaki Pro-FXT LE Black Mule (3) Jul-19 10 - 1,180 - 1,574 1,574 1,574 1,574 1,574 1,574 1,574 12,197 Portable Radios Mar-19 5 - 10,196 - 10,196 10,196 10,196 10,196 - - - 50,980 Automatic Chest Compressor Jul-19 5 - 4,665 - 6,220 6,220 6,220 6,220 1,555 - - 31,102 Advanced Life Support Monitor Jul-19 5 - 4,622 - 6,162 6,162 6,162 6,162 1,541 - - 30,810 Public Safety Command Post Dispatch System Mar-19 5 - 35,993 - 35,993 35,993 35,993 35,993 - - - 179,966 CAD Replacement Mar-19 5 - 20,436 - 20,436 20,436 20,436 20,436 - - - 102,181 Diesel Particulate Filter for Stadium Authority Fire Truck Jul-19 10 - - 704 939 939 939 939 939 939 939 7,279 APX 8500 Mobile Radio for Stadium Authority Fire Truck Jan-20 10 - - 179 715 715 715 715 715 715 715 5,184 LCD3-3 Chemical Warfare Detector Oct-19 10 - - 1,373 687 1,373 1,373 1,373 1,373 1,373 1,373 10,301 Up-Fitting Kawasaki Mules Jul-19 10 - 1,984 - 2,645 2,645 2,645 2,645 2,645 2,645 2,645 20,500 Radio Batteries Mar-21 3 - - - 6,525 - 6,525 6,525 - - - 19,574 Safety Gear for Special Event Officers & Traffic Control Personnel Mar-21 2 - - - 2,946 - 2,946 - - - - 5,892 Stadium Vehicles (Gator & Kubota) Upfits Mar-21 10 - - - - 883 883 883 883 883 883 5,299 Storage Conex Garage for Apparatus Sep-20 10 - - 1,242 - 1,242 1,242 1,242 1,242 1,242 1,242 8,691 Stadium Personal Protective Equipment Mar-21 3 - - - 15,079 - 15,079 15,079 - - - 45,238 Stadium Personal Protective Equipment - FY20 Rollover Mar-22 5 - - - - - 2,977 2,977 2,977 2,977 2,977 14,886 Heavy Lift Kit Oct-20 10 - - 2,596 - 5,191 5,191 5,191 5,191 5,191 5,191 33,744 Radiation Detector Jan-21 10 - - - 1,791 448 1,791 1,791 1,791 1,791 1,791 11,193 Rope Rescue Gear Kit Dec-21 10 - - - - 788 3,150 3,150 3,150 3,150 3,150 16,538 Motorola APX 6000 Radio/Charger/Battery Mar-21 5 - - - - 903 903 903 903 903 - 4,517 Motorola Earpieces Mar-21 5 - - - - 190 190 190 190 190 - 952 Battery Charging Pack for JHAT Crew Mar-21 5 - - - - 14 14 14 14 14 - 72 Small Cooler and Ice Pack Mar-21 5 - - - - 61 61 61 61 61 - 305 Mass Contamination Hydrant Nozzles Mar-21 5 - - - - 330 330 330 330 330 - 1,649 Motor Vehicle Barricades Jan-21 10 - - 9,022 - 36,089 36,089 36,089 36,089 36,089 36,089 225,558 EOD Blankets/Water Barrier Jan-21 5 - - - 2,749 687 2,749 2,749 2,749 2,061 - 13,743 Bicycles Dec-20 5 - - 1,137 - 4,547 4,547 4,547 4,547 3,410 - 22,734 Body Worn Cameras (BWCs) for Stadium Events Oct-20 5 - - 14,946 - 29,892 29,892 29,892 29,892 14,946 - 149,462 Permanent Changeable Signage Mar-25 Est 10 - - - - - - - 90,000 - 90,000 180,000 Staff Scheduling Software Jun-20 5 - - 3,563 - 4,750 4,750 4,750 4,750 1,188 - 23,750 MCI Trailer Mar-22 10 - - - - 10,831 - 10,831 10,831 10,831 10,831 54,154 Dispatch Monitors Mar-22 5 - - - - - 1,516 1,516 1,516 1,516 1,516 7,582 RadHalo Remote Radiation Monitors Mar-22 10 - - - - 18,973 - 18,973 18,973 18,973 18,973 94,865 PPE Replacement (Nomex Tops) - FY21 Mar-22 5 - - - - - 1,152 1,152 1,152 1,152 1,152 5,759 PPE Replacement (Nomex Bottoms) - FY21 Mar-22 5 - - - - - 657 657 657 657 657 3,287 Rigaku CQL 1064nm Handheld Raman Chemical Detector Dec-21 10 - - - 1,259 - 5,035 5,035 5,035 5,035 5,035 26,433 Tru Defender FTX S1 WMD Chemical Detector Dec-21 10 - - - 1,538 - 6,151 6,151 6,151 6,151 6,151 32,295 Vehicle Upfits for John Deere Gator Sep-21 10 - - - - 386 773 773 773 773 773 4,251 Levi's Stadium Blast Analysis Mar-23 1 - - - - - - - - - - - Lucas 3, 3.1 CPR Assist Jun-24 8 - - - - - - - 3,393 4,524 4,524 12,442 PPE Replacement (Nomex Tops) - FY22 Sep-24 5 - - - - - - - 600 1,201 1,201 3,002 Lifepak CR2 AEDs Mar-22 7 - - - - - - 3,297 2,638 2,638 2,638 11,210 PPE Replacement (Nomex Bottoms) Sep-23 5 - - - - - - 338 676 676 676 2,367 Communication Equipment - Console (2023/24 Carryover) Mar-26 Est 10 - - - - - - - - 250 3,000 3,250 Replace End of Life Network Equipment 2022 Oct-26 Est 7 - - - - - - - - - 1,786 1,786 Medixsafe Narcotics Safe Dec-23 5 - - - - - - 84 335 335 335 1,089 Blackline Combustible Gas Indicators Dec-23 5 - - - - - - 209 837 837 837 2,719 Enclosed Trailer Mar-24 6 - - - - - - 1,910 (382) 1,528 1,528 4,585 Kawasaki Mules Sep-24 10 - - - - - - - 7,418 14,836 14,836 37,090 Kawasaki Mules v2 Mar-24 10 - - - - - - - 6,348 6,348 6,348 19,043 Blackline Combustible Gas Indicator - FY24 Jun-24 5 - - - - - - - 409 545 545 1,500 D7 Tactical Decon Spray Jun-24 5 - - - - - - - 79 105 105 288 RAID 8 Multi Agent Detection Kit Jun-24 5 - - - - - - - 272 363 363 998 Fire Station 9 Storage Cabinets Sep-24 20 - - - - - - - 105 140 140 384 Radio Batteries v2 Mar-26 Est 5 - - - - - - - - 480 5,761 6,241 Radio Batteries/Chargers Mar-26 Est 5 - - - - - - - - 109 1,310 1,419 Body Worn Camera Storage Mar-26 Est 5 - - - - - - - - 482 5,786 6,268 Livescan Equipment Mar-26 Est 5 - - - - - - - - 248 2,978 3,226 Credentialing Equipment Mar-26 Est 5 - - - - - - - - 262 3,149 3,411 Replace End of Life End User Equipment (FY25/26) Oct-26 Est 5 - - - - - - - - - 1,750 1,750 Touchscreen Dispatch Monitors Mar-26 Est 5 - - - - - - - - 48 570 618 Temporary Holding Facility (THF) Computer Work Stations Mar-26 Est 5 - - - - - - - - 1,000 83 1,083 Kawasaki ATVs and Kimtek Pump Module Mar-26 Est 10 - - - - - - - - 583 7,000 7,583 Kawasaki ATV (FY25/26) Mar-26 Est 10 - - - - - - - - 250 3,000 3,250 Kubota Storage Box Mar-26 Est 15 - - - - - - - - 33 392 424 Lightweight Chemical Detector (LCD) 4.0 Mar-26 Est 10 - - - - - - - - 134 1,607 1,740 Secure Law Enforcement Resource Area Mar-26 Est 15 - - - - - - - - 185 2,218 2,403 E-Bikes (FY25/26) Mar-26 Est 5 - - - - - - - - 476 5,717 6,193 Briefing Room upgrades Oct-26 Est 10 - - - - - - - - - 150 150 Golf Carts Oct-26 Est 10 - - - - - - - - - 1,500 1,500
Roll up door for Briefing room Oct-26 Est 20 - - - - - - - - - 250 250 E-Bikes (FY26/27) Oct-26 Est 5 - - - - - - - - - 1,800 1,800 Staff Scheduling Software (FY25/26) Oct-26 Est 5 - - - - - - - - - 1,710 1,710 Totals $ 1,592 - $ $ 86,518 $ 125,766 $ 209,280 $ 256,525 $ 259,418 $ 178,790 $ 260,334 $ 286,038 $ 1,664,262 Events with tickets sold or available for sale > 20k FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 FY26/27 Totals NFL (StadCo) Events 10 10 12 10 10 12 12 10 10 9 105
SCSA Events 10 9 5 0 0 7 7 8 8 6 60
Total Events 20 19 17 10 10 19 19 18 18 15 165
StadCo Proportion 50% 53% 71% 100% 100% 63% 63% 56% 56% 60% 64% SCSA Proportion 50% 47% 29% 0% 0% 37% 37% 44% 44% 40% 36% Depreciation Split FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 FY26/27 Totals StadCo Depreciation - 61,072 838 125,766 209,280 162,016 163,843 99,328 144,630 171,623 1,138,395 SCSA Depreciation - 25,447 754 - 94,509 - 95,575 79,462 115,704 114,415 525,866 Totals $ 1,592 - $ 86,518 $ 125,766 $ $ 209,280 $ 256,525 $ 259,418 $ 178,790 $ 260,334 $ 286,038 $ 1,664,262 DRAFT 1/30/2026
-------- + + + +
+ + + +
+ + + +
-
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
+ + + +
P a g e | 1
DRAFT 1/30/2026
2026 Marketing Plan
January 31, 2026
LEVI'S® STADIUM
P a g e | 2
DRAFT 1/30/2026
Table of Contents
Levi’s® Stadium Events Definitions and Profiles……………………………………………………………………………………..3 Levi’s® Stadium Private Events………………………………………………………………………………………………………………..4 Looking Back……………………………………………………………………………………………………………………………….4 Looking Forward……………………………………………………………………………………………………………………….20 Levi’s® Stadium Public Events……………………………………………………………………………………………………………….22 Looking Back……………………………………………………………………………………………………………………………..22 Looking Forward……………………………………………………………………………………………………………………….36 Conclusion…………………………………………………………………………………………………………………………………………….44 P a g e | 3
DRAFT 1/30/2026
Levi’s® Stadium Events Definitions and Profiles
The Levi’s Stadium Events business is comprised of two overarching event categories: Public Events and Private Events.

Private Events are generally non-ticketed, invitation-only gatherings, shaped by the nature of the occasion and the client’s goals. They encompass everything from weddings and corporate anniversaries to charitable galas and conferences, representing the majority of the venue’s annual event activity.

Our Private Events sales pipeline is fueled largely by relationships with local companies, our proven track record across a diverse range of events, and the prestige of hosting at a venue known for major moments, including 49ers games, the Super Bowl, COPA America, the College Football National Championship, WrestleMania, and concerts by world-renowned artists.

As a result, our focus extends beyond near-term business performance. We are equally invested in building lasting client relationships and creating opportunities to continually elevate and innovate the guest experience.

Public Events are stadium-wide, ticketed experiences open to all fans. Levi’s Stadium has successfully hosted a diverse array of events, each contributing to the local economic impact, elevating visibility, and strengthening the venue’s brand reputation. Spanning multiple leagues, sports, and entertainment genres, these Public Events have helped solidify Levi’s Stadium as an iconic, nationally recognized destination.

Their high-profile nature keeps the stadium in the public eye, which not only fuels growth within the private events segment of the business but also enhances our ability to attract future marquee events.

P a g e | 4
DRAFT 1/30/2026
Levi’s Stadium Private Events
Looking Back
Leverage Current Customer Base to Land and Expand
A key objective for 2025 was to strengthen and expand our existing client relationships through a "land and expand" strategy, focusing on building long-term trust and driving recurring revenue. Recognizing the importance of early engagement, our team prioritized meaningful touchpoints with our client base throughout the year.

Despite ongoing stadium upgrades from January to June, we transformed potential limitations into opportunities by collaborating across internal teams to maintain a client-focused approach. We also attended local industry events and hosted client entertainment at our new Santa Clara office on Great America Parkway, and executed targeted outreach to re-engage past clients. These efforts resulted in strong repeat business, including Palo Alto Foundation Medical Group (PAFMG) and Plug & Play, both of which hosted two events with us within the same calendar year. Overall, our initiatives strengthened key relationships and established a robust pipeline, preparing us for the post-2026 event landscape.

By April, our sales team had already secured the return of 10 previous private events, which was an early signal of momentum building ahead of next year’s major events. With Super Bowl LX and the FIFA World Cup already sparking demand, we’ve hosted key activations that demonstrate just how powerful the anticipation for 2026 can be. These early wins not only validate our strategy but also set the stage for next year’s private events and are made even more compelling by an enhanced stadium experience for future clients.

To further support outreach and leverage our existing client base, the events team also focused on increasing content and brand visibility through targeted email campaigns, reaching our internal database of more than 6,000 accounts.

April: Global Meetings Industry Day
GLOBAL

MEETINGS

INDUSTRY DAY
APRIL 3, 2025 I #GMID2025
POWERED BY U.S. TRAVEL ASSOCIATION
Today, the Levi's@ Stadium Events Team proudly recognizes Global Meetings Industry Day! We celebrate the power of face -to face events and the impact they have on businesses, communities, and connections worldwide.
#McetingsMatter #CM ID2025
LEVI'S"' .,-
STADIUl't\, 11~
P a g e | 5
DRAFT 1/30/2026
April: “Celebrating our MVPs!”
May: Season Release
TODAY. WE HUDDLE UP TO RECOGNIZE THE REAL MVP$ ...
v1 s Stadium Events 1i •••••••••• From the Le -, ® earn • , thank you for b • changers. eing the ultimate game- ·.1r - ........ ~ fCt'; , ... __ , r
,· '( ...,-_~, ~ , • ~--..__ •
" '
V@U STADIUM
NoW that the schedule has been released •••

REACH OUT TO OUR TEAM TODA'I
TO BOOK AN'I REMAINING DATES!
APRIL

JANUARY

FEBRUARY
MARCH
s M T w T F s s M T w T F s s M T w T F s s M T w T F s 1 2 3 4
1 1 1 2 3 4 5
5 6 7 8 9 10 11 2 3 4 5 6 7 8 2 3 4 5 6 7 B 6 7 8 9 10 11 12 12 13 14 15 16 17 18 9 10 11 12 13 14 15 9 10 11 12 13 14 15 13 14 15 16 17 18 19 "'
16 17 18 19 20 21 22
?? 23 24 25 16 17 1B 19 20 21 22 23 24 25 26 27 2B 29 20 21 22 23 24 25 26 " . o< ?f; 27 28 30 31
27 28 29 30
AUGUST
P a g e | 6
DRAFT 1/30/2026
2025 Marketing Campaign Performances
Table 1
Campaign Name Date
Emails
Delivered
Emails
Opened
%
Opened
Clicks
%
Clicked
CTOR
Global Meetings Industry
Day (social post)

04.03 - - - 50 5.3% -
Celebrating our MVPs! 04.23 6,158 2,119 34.4% 228 3.7% 11% Season Release
(social post)

05.14 - - - 45 2.9% -
Client Event Recap
(social post)

9.18 - - - 701 27.7% -
SF Travel Email Campaign 12.02 4,300 1,204 28% 403 9.37% 33.5% Our marketing campaigns this year delivered steady support for private event sales, though overall output was lower than in previous years due to team staffing transitions. Despite reduced campaign activity, we saw strong inbound interest driven by our growing reputation, major upcoming events, and continued client referrals, allowing us to remain focused on high-quality engagements and revenue-producing opportunities.

Maximize Strategic Partnerships with DMO and Industry Events On February 14th, Levi’s Stadium Events was proudly featured in the inaugural 2025 - 2026 Official Discover Santa Clara Guide, produced by Madden Media in partnership with Discover Santa Clara. This milestone has already sparked meaningful collaboration opportunities with the DMO while delivering early ROI and laying the groundwork for even greater impact in the months ahead.

Almost immediately after the feature, new strategic sales opportunities emerged for the team to partner with Discover Santa Clara and local hoteliers. Highlights include:
● Participation in Discover Santa Clara’s exhibit booth at the MPI NCC Annual Convention and Expo in March.
● Hosting Discover Santa Clara’s sales team at the Admin Awards in April with complimentary tickets to our exclusive evening event.
● Reviving our client showcase, which provided the Discover Santa Clara team with a dedicated 1:1 meeting time with over 50 prospective clients in attendance.
● Participation in Discover Santa Clara’s exhibit booth at the Amazon Client Partner Fair in August As we look ahead to an exciting year of major 2026 events, it has become abundantly clear: a united front with our local DMO is essential to driving strong, sustainable business to Levi’s Stadium.

P a g e | 7
DRAFT 1/30/2026
Inaugural 2025 - 2026 Official Discover Santa Clara Guide: Levi’s® Stadium Events Feature P a g e | 8
DRAFT 1/30/2026
Levi’s Stadium Events joins Discover Santa Clara at Amazon Client Partner Fair Throughout the calendar year, the sales team made a focused effort to collaborate with Discover Santa Clara’s sales team on joint prospecting opportunities. From co-hosting clients at industry events like MPI NCC’s Annual Conference & Expo to strengthening our presence at the Admin Awards, this partnership was a clear driver of momentum in 2025.

On August 7th, the team joined Discover Santa Clara and seven local hotel partners at Amazon’s Client Partner Fair, where we had the opportunity to promote Levi’s Stadium as a premier event venue to approximately 45 Amazon executive admins and planners. Representing one of Discover Santa Clara’s five exhibit booths, Levi’s Stadium showcased alongside key hotel partners, including the Hyatt Regency Santa Clara, Hilton Santa Clara, Hyatt Centric Santa Clara, Marriott Santa Clara, Element Santa Clara, AC Hotel San Jose Santa Clara, and Delta Hotels by Marriott Santa Clara Silicon Valley.

Our presence at this event played a key role in reinforcing Santa Clara’s hospitality ecosystem and highlighting Levi’s Stadium as a standout option for unique, large-scale gatherings. • D •
,,,
O@@® • &
• •
~\
~ ~ ~
D •
<:::> ftWII D
. \)
,,,
•
AUCUST7TH Q 11:00-1:00PM
SJC 02.200-221 COME EAT DRINK AND
Vail-Zennatt MEET SOME OF YOUR

LOCAL VENDORS

WIN PRIZES

NETWORK WITH OTHERS
FOR MORE INFORMAffON: CONTACT @RENEE POW
FUNSWACi

FROM LOCAL

VENDORS
P a g e | 9
DRAFT 1/30/2026
SF Travel’s 2025-2026 Meeting & Travel Planner Guides: Levi’s Stadium Events Feature To expand our reach among meeting and event planners across the Bay Area, Levi’s Stadium Events renewed its partnership with Miles Partnership on behalf of SF Travel Association, the official destination marketing organization for the City and County of San Francisco. This renewal includes placements in the May 2025 - April 2026 editions of both the Meeting Planner Guide (MPG) and Travel Planner Guide (TPG), which serve as resources designed to connect with highly qualified meeting planners, tour operators, and event organizers.

Running from May 1, 2025, through April 30, 2026, these guides will provide yearlong visibility and serve as goto tools for professionals booking meetings, conventions, corporate events, and group travel throughout the Bay Area. Through this renewed partnership, Levi’s Stadium Events will gain exposure on SF Travel’s website, email newsletters, and industry promotions, offering direct access to key decision-makers.

Elevat e client experiences with unparalleled amenities, breatht aking views, and world-class service. Cont act our sales t eam today to plan yo ur next event and discover why Levi's® Stadium is where unforgett able moments are made.

GET I TOUCH
[email protected] 415-G0-49ERS EXT. 3
P a g e | 10
DRAFT 1/30/2026
Meeting Planner Guide Feature
Travel Planner Guide Feature
Mlll"IIN., WH.11"1,NfWJ'~I IIIOICONIOUIOI MJITINOC>IU ~ NllONl90.,+00DS •tVONO OfTTINO .. OUNO VfNUH SPECIAL EVENTS 2025
ThrOUQhOUI the yea,, there's no shollege ol things 10 do end see In ~n Francisco, which Includes the city's many spec~! events end festival$. Wlille these event$ ere e fun time to visit the city, they can result In slfeet closures ,-a, The Moscone Ct1nl&1" end Impact lo<:al uensl1. For your pl,!lnnlng conv11nlenc::e, the lolowlng Is a 11st ol !Kuning, ermuel t!Vt1nts to bt! ewer11 of when p,lenn,ng yoor n11-1 ml!i!tlng.

Pleostt nore: AH dores cmd locot/otts of local events ore subjKf ro change/conc11llarioo and should b-. confirmed with sponsors. For o mo,e detoi/ed events calendar. visit 1ft,ovelcom.

OII.OUJITIHLUn-tllll--.cnEMAflON (:HEllll'l"k01$0MH$TIVAI. ............. -.+-Hl!l'5 -•~!il3JJ1J ----· .-....,....._.. __ ._..OCll.l ..... TION
a.-,•15ttl.:.OOO ----
--
ST.NTltlCK'lll,\\1--
----.. ~c-
___
Scon the code to unlock on ebike
on us. Per minute ,_, opply,
.... , ... NC:1$CO_
Clll811ATIONAHO--
-•.,C-C--II • 11--.aur
--.... , ... NC:1$CO_ .. , _ _
HAU' ....... ,_,..__._..
---
fOI.SONl!ltll"T, _ __ ... ,.....,_
----
fUHWIH-HIAHCIICO
-
Experience San Francisco like a
local with Bay Wheels bikeshare.
e nnwnlnnrl nnrl rirlA
P a g e | 11
DRAFT 1/30/2026
Additionally, Levi’s Stadium had the opportunity to launch a custom email campaign in December, strategically timed to target future booking opportunities beyond the major events of 2026.

View it in VOi.i!" browser
!!P-!late ema1 preferences
Ho1iday Parties and Festive Events at Levi's Stad'um!
Celebrate the season at Levi's Stadium! Enjoy premium even spaces with patios that overlook the inner bowl, unforgettable views of the inner stadium bowl, optional field access, customizable menus, and exciting entertainment activations. Everything you need to elevate your event! As a true one-stop shop, our team can plan and execute your event from start to finish, ensuring a seamless and stress-free experience.

SECURE YOUR DATE NOW
Dinners and Galas
From the excitement of game days to t·he
sophistication of galas, our premium spaces
become stunning backdrops for your next
dinner. Want a stage, entertainment, or
sometlling extra? Consider it done.

LEARN MORE
P a g e | 12
DRAFT 1/30/2026
MPI NCC Silver Sponsorship
This year, Levi’s Stadium Events entered into its first annual sponsorship with the Northern California Chapter of Meeting Professionals International (MPI NCC). The team has been an active member of the chapter for several years by regularly attending chapter events and serving as board members. This new sponsorship marks a strategic step forward in strengthening our presence within the San Francisco Bay Area and Silicon Valley markets.

MPI NCC represents a powerful network of meeting professionals, with members planning over 4,000 meetings in the U.S. and 1,000 internationally. Collectively, they wield more than $848 million in buying power. Over half of its members manage budgets ranging from $250,000 to $10 million and host meetings with 2,500+ attendees.

California, notably, hosts more meetings than any other state in the country.

For the 2025 sponsorship year, Levi’s Stadium Events will proudly serve as the chapter’s first-ever venue entity sponsor. Our sponsorship package includes complimentary registrations to all MPI NCC events, brand exposure through MPI NCC’s website and social media platforms, and marketing visibility to the largest MPI chapter in the world with nearly 500 members, including over 250 active planners. This level of access enables the team to foster deeper relationships with key decision-makers, stay informed about industry trends, and consistently position Levi’s Stadium as a premier venue option for high-impact private events. 2025 Industry Events
Meetings and Conferences
Where innovation, technology, and
entertainment come together. With versatile
meeting spaces, a dedicated audio-visual
team, and collaborative creative partners,
Levi's Stadium equips you with everything
needed to host a meeting that truly stands
out.

LEARN MORE
Receptions and Celebrations
Celebrate your employees in a big way!
From barbecues and live music o games
and employee celebrations, Levi's Stadium
brings the fun. Plan your next company
appreciation event with us and elevate it witn
custom content on our new video boards.

LEARN MORE
P a g e | 13
DRAFT 1/30/2026

MPI NCC ACE
The Levi’s Stadium Events sales team participated in the MPI Northern California Chapter’s Annual Convention Expo in Monterey, CA. This immersive two-day conference went beyond the typical setup, offering hands-on experiences, interactive discussions, and dynamic sessions designed to challenge perspectives and inspire new ideas for the future of the events industry. With over 300 planners and suppliers in attendance, the event centered on interactive sessions designed to enhance event planning strategies, explore the role of artificial intelligence in the event industry, and discover ways to integrate sustainability into events.

This year, MPI ACE introduced traditional exhibit booths, creating a new opportunity for collaboration with Discover Santa Clara. Levi’s Stadium Events joined Discover Santa Clara’s exhibit booth, alongside Hyatt Regency Santa Clara, Hilton Santa Clara, Hyatt Centric Santa Clara, Embassy Suites Santa Clara, and Delta Hotels by Marriott Santa Clara Silicon Valley. This partnership provided a unique chance for Levi’s Stadium to unite with Discover Santa Clara and our local partners.

The conference highlighted the latest industry trends, with sessions covering topics such as integrating AI into event workflows and planning, innovative design trends, and strategies for negotiating proposals and contracts.

Key Takeaways:

The Power of AI in Events: AI is being utilized to develop marketing campaigns and build attendee/guest profiles, similar to CRM systems. Third-party planners are also using AI to draft agreements.

State of the Industry: Hotel prices have surged compared to 2019, contributing to higher overall budgets, as the U.S. is now 32% more expensive. The U.S. is expected to experience a "Decade of Sports" through 2034, attracting an estimated 40 million new travelers. Starting in 2026, prices for hotels and venues are projected to rise for meetings and events.

Marketing Trends: Nostalgia is a key theme in current marketing campaigns. For example, movie remakes were hugely successful in 2024, as people crave familiar themes in conversations.

Contract Trends: Shorter booking windows are leading to stricter agreements, reducing opportunities for negotiation. It’s recommended that clients review agreements earlier to avoid lengthy contracts with NDAs.
2025 SSEG Huddle Up
Levi’s Stadium Events attended the 10th Annual Stadium Special Event Group (SSEG) Huddle Up Conference.

SSEG, founded in March 2014, was established to foster collaboration, share best practices, and exchange business models that aim to boost non-game day event revenues, manage costs effectively, and deliver P a g e | 14
DRAFT 1/30/2026
exceptional guest experiences. Its diverse membership consists of multi-generational event professionals from all 30 NFL stadiums who are involved in selling and/or operating events at their venues.

This conference offered valuable content and networking opportunities for over 60 attendees. Session topics cover a wide range of subjects, including:
● Key event industry initiatives
● Wellness and personal development
● Revenue generation and cost management
● Food and beverage trends
● Technology
● Sustainability
● Marketing
This year’s agenda featured insights from industry leaders, such as Jonathan Kraft, President of the Kraft Group, who will share his expertise on revenue generation and the critical role of special events at NFL stadiums.

In 2025, a new Leadership Track will be introduced, designed for those who lead teams within their organizations.

SSEG Leadership is focused on department heads who manage budgets and make key decisions for their teams.

This track will center around discussions on:
● Calendar Management
● Booking Policies
● Retaining Talent
Also debuting in 2025, SSEG’s Huddle Up Conference was sponsored by Momentus Technology, offering attendees one-on-one appointments with the Momentus team for dedicated support on their platform.

Momentus Technology, a leading venue and event management software used by 75% of professional sports organizations, helps organizations efficiently manage event spaces and operations. Levi’s Stadium Events actively uses Momentus Technology (formerly Ungerboeck) for customer relationship management, calendar management, sales prospect tracking, and reporting. This new integration with the Huddle Up content will provide invaluable support for our team’s daily operations, offering insights into upcoming features and ways to optimize our platform.

Each year, Levi’s Stadium eagerly anticipates attending Huddle Up to gain insights into emerging industry trends, discover new sales tools, enhance guest satisfaction, and collaborate with fellow industry professionals. 2025 Admin Awards Silicon Valley-SF Bay Area
Since 2018, Levi’s Stadium Events has proudly sponsored the Silicon Valley Admin Awards and has been supporting the San Francisco chapter since 2019. The Admin Awards is the only public program dedicated to recognizing and celebrating the achievements of administrative professionals. Held annually in seven cities and growing, the event honors admins nominated by their colleagues and supervisors. While highly competitive, the Admin Awards is a celebration for all attendees, offering awards, entertainment, networking, and fun.

P a g e | 15
DRAFT 1/30/2026
Last year, the Admin Awards organization merged the Silicon Valley and San Francisco chapters into a single, large-scale celebration event. As part of our new sponsorship package, Levi’s Stadium Events is invited to attend monthly Advisory Board meetings with administrative professionals from leading Bay Area companies. These meetings provide valuable opportunities to foster relationships and promote Levi’s Stadium as a premier destination for meetings and events.

The sponsorship also includes marketing opportunities through social media, email campaigns, and the Admin Awards website. At the awards event, Levi’s Stadium Events had the opportunity to volunteer at the registration booth for increased visibility, as well as present an award to an administrative professional, with extra podium time and sponsor/logo recognition. Levi’s Stadium also extended invitations to Discover Santa Clara’s sales team and partners at Levy Restaurants to give first-hand access to our reach. After the event, the sales team will receive a list of attendees and honorees, typically including 300-500 corporate professionals from the Bay Area.

In addition to our continued sponsorship for 2025, Levi’s Stadium Events has been selected for inclusion in the newly launched Admin Awards Preferred Partner Directory - a curated resource designed to spotlight trusted vendors and venues across industries. From August to December 2025, Levi’s Stadium will be prominently featured on AdminAwards.com, which reaches over 20,000 decision-makers monthly across a wide range of sectors.

This invitation-only directory was created in direct response to growing demand from the national Admin Awards community for a reliable, vetted alternative to traditional B2B platforms. Every listing is either personally recommended by administrative professionals, utilized by the Admin Awards team, or thoroughly vetted for quality and reputation - and we’re proud to be included.

The program offers a scalable, high-return-on-investment marketing channel for B2B services and venues. This added visibility not only deepens our relationship with the Admin Awards network but also positions Levi’s Stadium Events as a go-to venue for executive and administrative decision-makers across the nation.

ADMINAWARDSN --PREFERRED PARTNER ---
AoM1N-APPROV Eo RESOURCES YOU CAN TRUST .

P a g e | 16
DRAFT 1/30/2026
MPI NCC Corks & Forks
The Levi’s Stadium Events sales team attended the 10th anniversary celebration of MPI NCC’s Corks & Forks. This premier industry event provided an evening of networking with industry peers, potential clients, and top Bay Area culinary professionals. As a beloved tradition of Meeting Professionals International Northern California Chapter, the event brings together wineries and caterers to compete for attendees’ tastes while also offering an educational session focused on collaboration with potential clients.

The event featured a key panel discussion on the evolving landscape of hospitality and event planning, with insights from leading industry figures: Stephanie Glanzer, CMP, Chief Sales Officer and Senior Vice President of MGM Resorts International, and Juan Muñoz-Oca, Chief Operating Officer of Vinattieri 1385, the company importing wines from Marchesi Antinori to the U.S. This session covers innovative strategies, leveraging partnerships, embracing culinary trends, and adapting to shifting consumer preferences in the dynamic hospitality industry.

Just a week after the event, the team received a new event inquiry from Envire, Inc. for a 100-person holiday party, directly tied to a connection made at Corks & Forks. Opportunities like this highlight the value of attending local chapter events and the impact they can have on driving revenue for stadium events.

Key Meetings:
● Genentech
● Gilead Sciences
● Streamlinevents, Inc.
● PricewaterhouseCoopers, LLC
● Envire, Inc.

Client Retention During Stadium Upgrades
What could have been a year of transition or dormancy due to stadium upgrades in preparation for Super Bowl LX and the 2026 FIFA World Cup became a strategic opportunity to elevate our private events experience. Instead of pausing, we leaned in by reshaping the narrative and generating excitement among prospective clients about the future of private events at Levi’s Stadium. A key focus this past year was leveraging our existing client base.

By enhancing our client showcase, we offered top clients an exclusive preview of the post-2026 event experience, positioning Levi’s Stadium not just as a world-class sports venue but as the premier destination for unforgettable private events in the years ahead.

Client Showcase - First Look: The Season Ahead
As part of our 2025 sales and marketing strategy, Levi’s Stadium Events proudly hosted the return of The First Look: The Season Ahead on Wednesday, August 14, 2025, in the Cache Creek Field Club. This annual client showcase was designed to provide prospective private event clients with an exclusive, behind-the-scenes look at the stadium’s upgrades following six months of renovations and to inspire bold, creative thinking for their future events at Levi’s Stadium.

P a g e | 17
DRAFT 1/30/2026
The evening blended curated networking and premium hospitality with interactive experiences that highlighted the stadium’s versatility and premium offerings:
● A behind-the-scenes experience highlighting how Levi’s Stadium is transforming the future of private events.
● A “Game Day Credential” passport activity, encouraging clients to engage directly with our sales, service, and partner teams - including Discover Santa Clara and Levy Restaurants - for the chance to win exclusive prizes.
● Event inspiration and premium enhancements, featuring local offerings and creative ways to elevate programs using the stadium’s unique capabilities.
● A professional headshot station, providing attendees with complimentary updated portraits.

We extended targeted invitations to our core client base, suite holders, and corporate partners for an immersive cocktail reception that positioned Levi’s Stadium as a premier venue for private events in 2025. The program was strategically timed to capitalize on the momentum of upcoming marquee events, including Super Bowl LX and the FIFA World Cup, while also driving immediate pipeline growth for private bookings.

Goals & Outcomes
● Drive Revenue: Prospective clients experienced Levi’s Stadium’s upgraded spaces and elevated amenities firsthand, sparking conversations that led directly to near-term and long-term booking opportunities.
● Encourage Engagement: The “Game Day Credential” activity successfully facilitated one-on-one meetings with sales, service, Levy Restaurants, and Discover Santa Clara, ensuring personalized discussions of client event needs and fostering meaningful connections. As a direct result, the sales team secured two site visit requests and one confirmed holiday party opportunity. ● Strengthen Industry Relationships: By delivering a high-touch, hospitality-forward experience, the showcase deepened relationships with top clients, event planners, and local partners, reinforcing Levi’s Stadium’s reputation as a trusted, innovative, and client-focused venue.

The 2025 showcase not only celebrated the stadium’s transformation but also served as a powerful business development tool, laying the groundwork for sustained revenue growth and stronger industry partnerships heading into 2026’s marquee event season.
52 Contracted Private Events and Holiday Party Success
Increasing the number of private events at Levi’s Stadium was a key focus for the sales team. As of November, we have successfully exceeded last year's total, securing 52 external events. Since January, the team has qualified over 700 event opportunities (450 inbound leads since April). While not all opportunities can be realized due to stadium availability, budget constraints, and event scope limitations, the demand for private events remains strong.

Securing holiday party bookings was a key priority for the team heading into the fall season, and this year’s results show significant growth in both volume and revenue. December 2025 will host double the number of events compared to 2024 and triple the number of events hosted in 2023, reflecting strong demand for premium, P a g e | 18
DRAFT 1/30/2026
experiential gatherings at the stadium. Between December 1st and 19th alone, we are projecting more than $1 million in revenue. This surge underscores the increasing value clients place on hosting at Levi’s Stadium and highlights the effectiveness of our early outreach and relationship-building strategies.

Quick Turn Events
Since 2021, Levi’s Stadium Events has experienced a steady increase in event opportunities, with a growing number of clients inquiring about booking private event spaces less than 30 days in advance. We refer to these as “quick-turn events.”
Quick-turn events necessitate an agile sales approach, characterized by prompt responses, expedited proposals, and expedited agreements. They also depend on clear communication across internal departments to align operations under tight timelines. From a service standpoint, these events often present challenges due to external rental windows and compressed planning schedules, placing added pressure on stadium logistics. Of the 51 events secured in 2025, 34% were booked with a lead time of less than four weeks.

Despite these demands, quick turns have become a standard part of the private event landscape. Year after year, the team continues to deliver exceptional execution with professionalism and reliability that earns the trust of our clients - resulting in repeat business and long-term partnerships.

Levi’s Stadium Events Public Event Prospecting for Private Events Following the completion of our six-month stadium upgrades, public events resumed at Levi’s Stadium in June, showcasing the diversity and scale of our venue offerings. This return also provided the private events team with a unique opportunity to utilize hospitality suites during concerts and international soccer matches, engaging prospective clients in a high-touch, experiential setting.

For the sales team, these activations provided valuable one-on-one time with clients and showcased the full Levi’s Stadium Events experience outside of an NFL game day. These moments led to real-time lead generation, nearly immediate bookings for 2025 holiday parties, interest in large-scale events such as a 1,000-person sales kickoff in 2026, and even strategic conversations around simplifying contract processes for enterprise clients.

By optimizing public events as prospecting platforms, we created a powerful sales pipeline, strengthened client relationships, and demonstrated the venue’s unmatched flexibility, making these opportunities a key driver in this year’s success.

Continued Success with Client Satisfaction Scores
The events team continues to raise the bar for client satisfaction, consistently maintaining a high standard of excellence year after year. In 2025, our service team achieved an impressive average client satisfaction score of

4.5 out of 5 on post-event surveys for external events - surpassing expectations once again. Every client receives a survey following their event, offering valuable feedback across all touchpoints, including booking, event P a g e | 19
DRAFT 1/30/2026
planning, food and beverage quality, and day-of experience elements such as parking, security, cleanliness, and AV services.

This year, the team successfully supported over 52 private events and 8 public events, showcasing both scale and consistency in service delivery. These results reflect our unwavering commitment to creating exceptional experiences at Levi’s Stadium even during a year marked by infrastructure upgrades and major event preparations.

Post-Event Client Survey Scores (averages):
● Event Sales: 4.5/4.25
● Event Service: 4.5/4.25
2025 Key Performance Indicators (KPIs)
Table 2
2025 Year-to-Date Performance 2025 Goal YTD
Gross Revenue $2,700,000 $3,200,000
Client Satisfaction Scores (1-5)
Event Sales 4.25 4.5
Event Planning 4.25 4.5
Overall Experience 4.25 4.5
P a g e | 20
DRAFT 1/30/2026
Looking Forward
Levi’s Stadium Events Spotlight Series - Video Board Campaign As part of our sales strategy, we’re looking to pilot a video board campaign during our public event season to promote private event bookings to a broader audience. The graphics were developed in collaboration with Marketing and strategically timed to appear post-event (after egress lights come on following concerts and after the run of show for soccer matches) to avoid disrupting the guest experience.

Looking ahead, Levi’s Stadium plans to build on this initiative during next year’s public events, with the goal of tracking performance and optimizing the campaign’s impact on private event conversions.

Maximize Strategic Partnerships with DMOs
This past year, the sales team heard directly from clients and industry peers about the critical role that destination marketing organizations, such as Discover Santa Clara and SF Travel, and local chapters of Meeting Professionals International play in supporting off-site venues, including Levi’s Stadium. When destinations and professional networks thrive, venues like ours benefit. Building on this momentum, we are working with Discover Santa Clara on their upcoming FAM event, which will be geared toward FIFA coming to Levi’s to excite meeting planners and media about considering Santa Clara and the stadium for events beyond the big games. This FAM event also provides our team with invaluable face time with attendees, allowing us to engage directly, highlight our private event possibilities, and position ourselves at the top of mind for future opportunities. We’re excited to continue strengthening these collaborations and look forward to the opportunities they will bring in the year ahead.

Relationship Building with Event Planners and Industry Executives In 2026, our marketing and sales efforts will focus on deepening relationships with existing clients while expanding our reach across the Bay Area as the stadium transitions between two major global events. Building on the success of our client entertainment initiatives, we will expand our footprint by increasing our presence at regional industry events, such as Connect West, and prioritizing in-person connections through client office visits and informal coffee or lunch meetings. With on-site access limited due to the large-scale 2026 events, we will further leverage digital engagement by promoting our virtual 360-degree site visit tools to help clients visualize their events and stay connected to the stadium experience.

P a g e | 21
DRAFT 1/30/2026
To strengthen our pipeline for the year ahead, we will re-engage leads impacted by the 2025 stadium upgrades and the 2026 exclusive windows, focus on early outbound efforts ahead of fall and holiday booking cycles, and reinvest in targeted advertising to keep our brand visible throughout the region. By combining strategic marketing with personalized outreach, we will maintain strong brand exposure, rebuild momentum after a unique operational year, and effectively position Levi’s Stadium as the preferred venue for private events.

P a g e | 22
DRAFT 1/30/2026
Levi’s Stadium Public Events
Looking Back
Since opening in 2014, Levi’s Stadium has established itself as a go-to stage for elite entertainment and major sporting events, elevating Santa Clara’s profile while delivering a meaningful economic boost. To date, the venue has driven more than $2 billion in positive economic impact, fueled by 49ers home games, Super Bowl 50, and a wide range of public events.

Landing Super Bowl LX and FIFA World Cup 2026 further cemented Levi’s Stadium as a premier host site for globally significant moments. The influx of favorable media coverage strengthened its appeal, as promoters evaluated future tours and tentpole events. That momentum helped power one of the most successful stretches in stadium history: from June through September, Levi’s Stadium welcomed six concerts and two soccer matches, each producing strong results and profitability.

In addition to revenue generated through ticket fees, concessions, and merchandise, these public events also added value for SBL holders. Members enjoyed priority presale opportunities for premium seating at many shows and events, providing them with earlier access ahead of the general public.

Public Events in 2025
Thanks to strategic planning and diligent efforts, the events team successfully hosted eight full-stadium events at Levi’s Stadium, showcasing a diverse range of entertainment and sports:

Metallica
Metallica’s two-night stop at Levi’s Stadium on June 20 and 22 drew the band’s largest Bay Area concert crowd ever, with 110,000+ fans across both shows. The massive in-the-round stage production maximized the stadium’s floor space, bringing tens of thousands onto the field and into the stands, while Santa Clara’s warm summer evenings set the stage for high-energy performances. Together, the scale of Levi’s Stadium and the energy of Santa Clara turned Metallica’s visit into one of the venue’s standout concert moments of 2025.

Concacaf Gold Cup Semifinal.

Levi’s Stadium hosted the Concacaf Gold Cup semifinal on July 2, where Mexico edged Honduras 1 - 0 to book a spot in the tournament final. Raúl Jiménez scored the decisive second-half goal as the match delivered a lively, big-event atmosphere and showcased the venue’s ability to stage top-tier international soccer. The night also set a Levi’s Stadium soccer attendance record, drawing 70,975 fans.

The Weeknd
The Weeknd brought his “After Hours Til Dawn” tour to Levi’s Stadium on July 8 and 9, selling out backto-back nights with a high-impact production featuring towering visuals, dramatic lighting, and stadiumfilling sound. With 95,000+ fans across both shows, the event further affirmed Levi’s Stadium as a premier stop for the world’s biggest headliners.

Morgan Wallen
P a g e | 23
DRAFT 1/30/2026
Morgan Wallen’s 2025 appearances at Levi’s Stadium positioned Santa Clara at the center of a major country music showcase. Held August 1 and 2, the sold-out performances featured Wallen’s “I’m the Problem Tour” with support from Miranda Lambert, Anne Wilson, and Brooks & Dunn.

San Jose Earthquakes vs. Los Angeles FC
The San Jose Earthquakes and LAFC drew a record-breaking crowd of 50,978 fans, the highest attendance ever for a standalone Earthquakes home match. LAFC jumped out immediately with a first-minute goal by Son Heung-min and two quick strikes from Denis Bouanga in the 9th and 12th minutes to seize early control. San Jose answered in the 18th minute and added a late own-goal tally, but LAFC’s fast start held up for a 4 - 2 finish in a high-energy, big-stage night of soccer at Levi’s Stadium.

The events team’s proactive approach and strong relationships with promoters were crucial in overcoming scheduling challenges and securing these high-profile events. Our flexibility and commitment ensured an exceptional season, with eight events successfully executed in just four months.

Diverse Line-Up
The events team is focused on proactively booking a dynamic, diversified calendar that expands our audience and broadens Levi’s Stadium’s customer base. In 2025, our concert slate spanned country, heavy metal, and R&B, attracting distinct fan communities and reinforcing the venue’s versatility.

Building on the momentum and media attention surrounding FIFA World Cup 2026, we also activated Northern California’s rapidly growing soccer market by hosting MLS matchups and the Concacaf Gold Cup semifinal, both of which set attendance records.

Profitability
Beyond delivering eight distinct events, the Events team generated outstanding profitability across the board.

Each deal was built from a disciplined, full-venue revenue strategy, optimizing every major income stream and negotiating terms designed to maximize net profit. We achieved these results while maintaining strong promoter relationships through balanced, mutually beneficial agreements that foster long-term partnership growth.

Owned and Operated Marketing Assets
The events team leveraged Levi’s Stadium and the 49ers owned and operated marketing channels to maximize event awareness, drive viewership across platforms, and strengthen the Levi’s Stadium brand while supporting revenue growth.

Promotions were executed across Levi’s Stadium and 49ers digital and social channels, including dedicated event pages on levisstadium.com and targeted email campaigns.

Levi’s Stadium’s subscriber database includes 87,000 accounts, including 9,200 SBL members, supplemented by an email list of 120,000 previous concert buyers and approximately 1,600 subscribers who have opted into Music & Entertainment updates.

P a g e | 24
DRAFT 1/30/2026
To further extend reach, we also deploy app push notifications, with 100,000 opted-in subscribers receiving realtime updates on Levi’s Stadium events.

Example of Event Marketing on Levi’s Stadium Social Channels P a g e | 25
DRAFT 1/30/2026
Example of Event Marketing on Levi’s Stadium Social Channels :'\ livenationnorcal and levisstadium ... l!!.l,.,. JI The Weeknd, Playbo1 Cart1 Timeless

T H E WEEKND
RHOURS
Tll

PLAY OI CARTI
g,"' levisstadium and livenationnorcal • • •
MIRANDA0 B1~~~,u

LAMBERT
ANNE WILSON •
AUGUST 1°• & 2 -rt

SANTA CLARA, CA
LEVI'S® STADIUM
TICKETS ON SALE FRIDAY, JAN. 31 AT 10AM
BUY TICKETS AT MORGANWALLEN.COM
P a g e | 26
DRAFT 1/30/2026
Example of Event Marketing on Levi’s Stadium Social Channels ~ levisstadium • • •
P a g e | 27
DRAFT 1/30/2026
Conference Attendance and Proactive Outreach
Building and maintaining strong relationships, along with ongoing professional development within the live entertainment industry, is essential to delivering a successful event calendar. Attending industry conferences and conducting intentional outreach to secure in-person meetings remain the most effective ways to strengthen partnerships and generate new opportunities for Levi’s Stadium.

With approval of the travel and entertainment budget, the Events team attended multiple conferences, conducted proactive outreach, and secured numerous in-person meetings with key decision-makers. These efforts helped position Levi’s Stadium as a premier destination for large-scale events in Santa Clara.

Conferences and Proactive Outreach Included:

Pollstar Live!
The Stadium Manager traveled to Los Angeles to attend Pollstar Live, the premier global conference for live entertainment professionals and the flagship event of Pollstar magazine, the leading trade publication in the industry. This three-day event featured insightful discussions led by top innovators in the live entertainment industry. It kicked off with Production Live, a full-day event focused on the production and logistics behind live events, and continued with Pollstar Live, culminating in the highly anticipated annual Pollstar Awards celebration.

Attending Pollstar Live offered a unique opportunity to gain a comprehensive, behind-the-scenes understanding of the global live entertainment industry. Topics discussed during the conference included:
● Industry insights from top leaders, including executives, artists, agents, promoters, venue managers, and production specialists:
○ The latest trends in touring and ticketing
○ Innovations in fan engagement and technology
○ Business models shaping the future of live events
● Production knowledge into the nuts and bolts of live show execution:
○ Tour logistics and transportation
○ Stage design, lighting, and sound innovations
○ Safety and sustainability in live event production
● Strategic thinking and problem-solving when tackling real-world challenges:
○ Navigating crisis scenarios (like wildfires, pandemics, etc.) ○ Contract negotiation and deal-making strategies
○ Data-driven decision-making in tour planning
● Recognition of excellence during The Pollstar Awards:
○ Who’s leading the industry
○ Groundbreaking tours, venues, and creative concepts
● Market forecasting and global outlook:

P a g e | 28
DRAFT 1/30/2026
○ Perspective on international markets, emerging technologies (like AI and immersive experiences) ○ Economic trends impacting the entertainment world
● Networking and career growth
○ Booking agents, promoters, and venue reps
○ Production crews and service providers
○ Marketing experts and media professionals
The insights and best practices shared during the conference will be leveraged to enhance operations, expand partnerships, and identify new opportunities for securing additional stadium content.

Metallica at Nissan Stadium
The Stadium Manager successfully secured two nights of Metallica performances at Levi’s Stadium, which took place on June 20 and 22. To further strengthen relationships with all parties involved in the booking, the Stadium Manager traveled to Nashville to attend Metallica’s show at Nissan Stadium and meet with key stakeholders.

During the trip, the Stadium Manager met with Live Nation, the current tour promoter, as well as Metallica’s agency, which also represents Billy Joel - another major act that was set to perform at Levi’s Stadium.

This in-person engagement provided an opportunity for strategic discussions focused on 2026 stadium tours and routing. Conversations centered around aligning tour windows to attract multiple large-scale performances from global artists. These meetings served as a valuable platform for reinforcing essential industry relationships and laying the foundation for securing future marquee concert bookings at Levi’s Stadium.

Sports Business Journal Sports Business Awards Judging Panel The Stadium Manager’s Vice President of Levi’s Stadium Events was honored with a distinguished selection to serve on the judging committee for the Sports Business Journal (SBJ) Sports Business Awards - one of the most respected recognitions in the sports industry. This prestigious appointment underscores both the executive’s industry leadership and the national reputation of Levi’s Stadium as a premier venue for world-class sports and entertainment.

Presented annually by Sports Business Journal, a leading authority on the business of sports, the Sports Business Awards recognize excellence and innovation across the industry. Award categories span a wide spectrum, including Best in Sports Media, Talent Representation, Brand Activation, Sports Facility of the Year, Sports League of the Year, and Executive of the Year. Each year’s nominations include some of the most influential brands, agencies, venues, and individuals shaping the future of sports.

Being selected as a judge places the Vice President among an elite group of industry experts, executives, and SBJ editors entrusted with evaluating top-tier submissions. This role provided invaluable opportunities to connect with key stakeholders across the sports business landscape, further strengthening Levi’s Stadium’s positioning within the industry. It also enabled the Vice President to spotlight Levi’s Stadium as a state-of-the-art venue capable of hosting some of the most significant and high-profile events in sports and entertainment.

P a g e | 29
DRAFT 1/30/2026
Participation in the judging process for such a prestigious event not only highlights the caliber of leadership at Levi’s Stadium but also reinforces the venue’s growing influence and reputation on a national scale.

Concacaf Gold Cup Final
Securing the 2025 Concacaf Gold Cup Semifinal on July 2 was the result of years of dedicated relationship-building and an extensive RFP process. The match proved to be a landmark achievement for Levi’s Stadium, drawing a record-breaking crowd of 70,975 attendees - the highest attendance ever recorded for a soccer match at the Stadium.

This success was not solely a product of procedural excellence but also of cultivating and maintaining strategic partnerships. Recognizing the significance of host engagement, Concacaf invited the Vice President of Levi’s Stadium Events to attend the tournament final on July 6 at NRG Stadium in Houston. This invitation reflected Concacaf’s acknowledgment of Levi’s Stadium as a valued partner.

The presence of Levi’s Stadium leadership at the final match served to reinforce an already strong relationship with Concacaf. These kinds of direct, in-person engagements are instrumental in ensuring that Levi’s Stadium remains top of mind for future tournament hosting opportunities. By fostering meaningful industry relationships and demonstrating consistent commitment to excellence, Levi’s Stadium is well-positioned to attract premier international events in the years to come.

Eric Church Band Golf Tournament presented by Messina Touring Group At the invitation of Messing Touring Group (MTG), the Stadium Manager participated in the Eric Church Band Golf Tournament - an important opportunity to strengthen existing relationships with tour managers and key promoters. With several stadium-level tours planned for 2026 and beyond, this engagement ensured that Levi’s Stadium remains a top venue option for Messina’s large-scale live events.

Since 2012, the Eric Church Band has raised over $3 million through its annual ECB Golf Tournament and Auction, with all proceeds supporting MusiCares, a vital organization serving the music community.

MusiCares supports the people behind music - because music gives so much to the world. MusiCares offers a comprehensive safety net of critical health and welfare services to the music community, focusing on three essential areas:
● Mental Health & Addiction Recovery - Assistance for counseling, psychiatric care, inpatient and outpatient treatment, sober living, and more.
● Health Services - Financial support during medical crises and access to preventive care, including dental, medical, hearing, and vocal health clinics.
● Human Services - Help with essential living expenses such as rent, utilities, car payments, and insurance.

Programs also address housing, legal support, senior services, and career development.

Core Values:
● Service: Compassionate and tailored assistance driven by expertise and empathy. ● Inclusivity: A welcoming, accessible community built for everyone in music - not just an industry. ● Empowerment: Creating a safe space to be heard, access resources, and thrive.

P a g e | 30
DRAFT 1/30/2026
● Integrity: Upholding commitments and building trust with clients and donors.

The annual ECB Golf Tournament is proudly sponsored by MTG - a valued partner of Levi’s Stadium Events.

Founded in 2001 by Louis Messina and headquartered in Austin, TX, MTG is a leading full-service concert promotion company. Known for its innovation and longevity, MTG has promoted record-breaking tours for global artists like:
● Taylor Swift
● Eric Church
● Kenny Chesney
● Blake Shelton
● George Strait
● Ed Sheeran
● Shawn Mendes
● The Lumineers
Sports Business Journal Game Changers Conference
The 2025 edition of SBJ Game Changers took place on September 24 and 25 at the New York Marriott Marquis in Times Square, New York. Key executives across the sports and entertainment industry attend this conference annually, and having Levi’s Stadium represented strengthens the stadium’s brand presence and reinforces its reputation as a premier venue for the world’s top sporting events.

This milestone year for SBJ Game Changers highlighted both the continuity and evolution of the Game Changers program, as nearly 600 women from across the sports business spectrum have been honored since its inception in 2011. The gathering drew executives, rights holders, agency professionals, brand leaders, media, and rising professionals - all united around advancing women’s leadership, shaping the future of sports, and paving pathways for the next generation.

Key Themes & Conversations - The panels and sessions in 2025 centered on major forces transforming women’s sports, including monetization, visibility, leadership pipelines, and content strategies. Below are some of the standout topics and takeaways.

Trends & Priorities in Sports Business - One of the early panels, featuring Amina Bulman (Boston Legacy FC, CRO), Kim Damron (Learfield President, Sports Properties), Dedra DeLilli (Toyota NA VP, Marketing Communications), and Danita Johnson (D.C. United POBO), focused on current and emerging trends in sports business, especially as they relate to women’s sports.
● Brand awareness, fan experience, and analytics: Bulman emphasized that launching a new club in the NWSL’s upcoming season relies heavily on grassroots marketing and analytical insight, not just traditional playbooks.
● For Johnson, enhancing the game-day experience (pricing, parking, amenities) was central, especially in anticipation of the 2026 World Cup, which presents a massive opportunity for fan acquisition. ● Monetization in women’s sports: Damron spotlighted the deliberate growth of sponsorship revenue (citing a ~24% increase, versus an industry average nearer 12%) via thoughtful, strategic investments in women’s sports.

P a g e | 31
DRAFT 1/30/2026
● New revenue streams: The panel explored “taboo” or underutilized assets, such as jersey patches and field logos, particularly if regulations (like the NCAA’s rules) evolve to permit their use. ● Data & insights as currency: DeLilli emphasized that giving brands access to fan data and audience analytics is among the most valuable assets one can offer, enabling smarter, more tailored sponsorships and experiences.
● On where the industry must do better: Bulman called for deeper professional leadership training (beyond functional skills). Damron emphasized the importance of promoting women into senior roles. Johnson emphasized the need to create opportunities for individuals whose paths into the industry diverge from established norms.

Brand Investment & Partnership Models - A recurring thread: how to structure brand engagement in women’s sports in ways that are meaningful - not checkbox sponsorships, but deep, authentic relationships. ● Panelists, such as Kerry Scalora (Michelob Ultra, Anheuser-Busch) and Dan Fleetwood (SAP, global sponsorships), emphasized that brand investment should be rooted in audience alignment and value, rather than simply optics.
● Rather than viewing women’s sports as a side project, they argued it should be integrated into brand strategies with access to athletes, storytelling opportunities, and shared assets (“less red tape, more white space”) to allow sponsors flexibility and authenticity. ● The panel wrapped with advice for newcomers: engage your network, ask questions, and take every opportunity to learn. (A recurring mentor-mentee theme at the event.) Visibility & Media Exposure - Another critical challenge surfaced often: how do we make women’s sports more visible so that they’re not peripheral or “the secondary option”? ● Julie Uhrman (Angel City co-founder) discussed how the biggest hurdle for women’s sports is making events as discoverable as their men’s counterparts. Women’s events often suffer from weaker scheduling, lower promotion, and less favorable media placement. ● The role of non-official content emerged as an accelerator. In previous years, speakers noted that a significant portion of women’s sports views originate from fan-generated content or clips shared outside of official channels. Amplifying that content - and integrating it with official assets - helps expand reach. ● No matter how many sponsorship deals or corporate dollars flow in, they cannot substitute for consistent, quality broadcast/media exposure. Many echoed the need to “just show the games” - regular scheduling, primetime windows, accessible platforms.

Leadership, Mentorship & Career Growth - One of the heartbeats of Game Changers is its focus on people - not just deals or metrics, but how women rise, connect, and support one another. ● The conference programs consistently include mentor/mentee matchups, networking receptions, and periodic reflective sessions. For instance, in 2022, the CSM Mentoring Challenge was connected to a reception the night before the main event.
● In prior years’ recaps, attendees commented on how special it was to gather with peers who face similar hurdles, leadership challenges, and ambitions - creating a safe space for vulnerability, sharing ups and downs, and fueling resilience.

P a g e | 32
DRAFT 1/30/2026
● A recurring piece of advice across panels: don’t be shy about reaching out, asking questions, and leaning into your existing network. (One speaker in 2022 emphasized: “having conversations with your network … broaden your scope.”)
The Honoree Ceremony & Symbolic Moments - The Awards Celebration is more than a social night - it’s a moment of affirmation, legacy-building, and inspiration.
● In 2025, the Celebration took place on September 24, with Bonnie Bernstein, sports journalist and CEO of Walk Swiftly Productions, serving as emcee.
● Past honorees (from earlier classes) were invited to an exclusive pre-ceremony reception, giving the community an opportunity to reconnect across cohorts.
● The next evening, the full conference provided a context to frame those awards - not as isolated honors, but as points in ongoing continuity of momentum, accountability, and collective evolution.

Strengths, Tensions & Takeaways - Upon reviewing coverage and participant reflections, several strengths and challenges emerge.

Strengths
● Integrated agenda: The conference strikes a balance between big-picture industry trends, tactical case studies, and personal development. You don’t just hear about challenges - you hear from people living them.
● Cross-sector representation: Speakers and attendees include rights holders (teams, leagues), brands, agencies, media, and tech, which helps bridge silos and spark cross-pollination. ● Symbolic power: The Game Changers awards create a visible benchmark and legacy, inspiring newcomers and honoring those who’ve pushed the field.
● Real conversations on equity, access, and inclusion: It doesn’t shy away from difficult questions - underrepresentation in leadership, structural barriers, and how to build pathways for those without traditional entry points.

Tensions & Open Questions
● Monetization vs. integrity: As more dollars enter women’s sports, how do partners avoid overcommercialization, tokenism, or misalignment with audience values? The tension between maximizing revenue and preserving authenticity is always present.
● Broadcast & media bottlenecks: While sponsorship and brand investment can grow steeply, many speakers assert that consistent visibility remains the linchpin. Without reliable media exposure, other efforts risk being muted.
● Leadership pipelines: The gap between mid-level women in the industry and senior leadership remains daunting. Many expressed concern that too few are being nurtured or promoted to C-suite levels. ● Scaling across levels: Many strategies that work for major leagues or marquee women’s sports can’t easily translate to smaller leagues, colleges, or regional teams. Tailoring models for scale remains a challenge.
● Sustainability over hype: The momentum is real now, but sustaining growth - especially in economic downturns or shifting media landscapes - demands strategic rigor, flexibility, and constant adaptation.

What to Watch Moving Forward
P a g e | 33
DRAFT 1/30/2026
● Evolution of “sponsorship assets” - as nontraditional assets (e.g., patches, in-stadium signage, content rights, data packaged rights) gain wider acceptance, especially in women’s sports contexts. ● Media rights & distribution innovation - who steps in to make women’s sports more accessible (streaming partners, nontraditional platforms, fan-driven feeds).
● Leadership development programs - whether more formal pipelines, executive training, or mentorship networks scale to move more women into C-suite roles.
● Cross-industry brand partnerships - which brands outside the traditional sports vertical get serious about women’s sport, and how creative those partnerships become. ● Audience engagement & community building - how clubs and rights holders lean into nontraditional content, social-first strategies, creator collaborations, and immersive experiences. ● Measuring impact beyond dollars - how the industry defines and tracks success (e.g,. retention, fan lifetime value, social impact), especially in women’s sports.

Unplugged & Uncorked
The Stadium Manager allocated funds from the approved marketing budget to attend the Fourth Annual Unplugged & Uncorked event, held on October 8 in New York City.

Co-chaired by AEG’s President of Global Touring, Unplugged & Uncorked was founded in 2021 by leading figures in the music industry. The event has since evolved into a premier gathering that combines philanthropy and celebration, raising awareness and funds for pediatric research and care through an independently organized, transparent, and audited fundraising initiative. Attendees enjoy an evening of live music, wine, and camaraderie - all in support of meaningful causes.

This year’s event partnered with Musicians On Call (MOC) to advance their mission of bringing live and recorded music to the bedsides of patients, families, and caregivers in healthcare settings. Since its first bedside program at Memorial Sloan Kettering in New York City 25 years ago, MOC’s volunteers have delivered the healing power of music to more than 1.2 million people across all 50 states through bedside, virtual, and streaming programs, making it the nation’s leading provider of live music in hospitals.

By attending the event, the Stadium Manager strengthened existing relationships, particularly with AEG, the world’s second-largest concert promoter and a key content partner for Levi’s Stadium. The event also provided valuable opportunities to connect with prominent promoters, artists, agents, and venue executives from organizations such as ASM Global, CAA, Independent Artist Group, Live Nation, Oak View Group, and Wasserman.

These engagements supported ongoing discussions about upcoming stadium tours and the inclusion of Levi’s Stadium in future routing plans.

Gridiron Stadium Network
The Stadium Manager plays a significant role in the Gridiron Stadium Network. Levi’s Stadium’s Vice President of Events served as Vice Chairperson for two years and now serves as Chairperson.

P a g e | 34
DRAFT 1/30/2026
The Gridiron Stadium Network was founded to raise awareness and promote the unique assets of its member stadiums. Currently representing 17 NFL venues, the GSN focuses on maximizing opportunities and enhancing the utilization of these state-of-the-art facilities for a variety of events, including sports, entertainment, and public or private gatherings. The network supports its members in attracting and developing events, whether for a single venue or multiple locations. From sold-out concerts and major sporting events to smaller shows and conferences, GSN members are committed to delivering exceptional experiences for audiences, performers, and corporate, community, and third-party partners.

Gridiron Stadium Network member benefits include:
● Monthly All Member Meeting
○ Each month, all Member representatives gather together via video conference to discuss the performance of current events, upcoming events, new event opportunities, event challenges, and any other topics Members wish to discuss.
● Monthly Executive Committee Meetings
○ Each month, members of GSN’s Executive Committee gather via video conference to discuss the overall business of the group, including annual budgeting, marketing initiatives, ongoing strategy, new ideas to present to the full Membership, Annual Meeting planning, and more. The Executive Committee is currently comprised of eight Member representatives, who are elected by the full Membership each year at the Annual All-Member Meeting. ● Semi-Annual Sub-Committee Meetings
○ At least twice a year, Members hold Sub-Committee Meetings via video conference to delve deeper into specific issues, challenges, trends, and best practices. Currently, GSN holds meetings in the areas of Event Services & Facility Operations, as well as Event Marketing & Promotions.

These meetings provide a platform for different team members from each participating member’s staff to discuss details related to a particular tour’s setup, extra security measures, new credentialing protocols, event-specific marketing ideas, and more with their respective colleagues.
● Annual In-Person Meetings
○ At the conclusion of each fiscal year, leaders from all Member Stadiums convene for three days in person in a different location each year. Members meet to discuss the previous year’s highlights & challenges, data reviews (cumulative ticket sales, grosses, etc.), new industry trends, Membership financials & budgeting, and more. Membership also hosts group dinners and receptions during this time with third parties to foster deeper relationships with concert promoters, booking agents, sports leagues, and sports promoters. ● Sponsored Networking Events
○ Each year, GSN hosts key networking receptions to benefit its members, providing an opportunity for them to interact with colleagues at third-party events. One of the most important networking events occurs at the annual Pollstar Live Conference, the largest international gathering of concert and touring industry executives worldwide. This Memberhosted event provides an atmosphere of conversation with the power players of the touring business, which can ultimately lead to more events for all members' stadiums. ● Shared Ticket Counts
○ The sharing of information is critical to Members, so we closely monitor all GSN-related event counts to compare numbers and provide assistance to any Member who may need help with a P a g e | 35
DRAFT 1/30/2026
particular event. This sharing of data is closely guarded but typically results in a great flow of fresh commentary amongst the Members.

P a g e | 36
DRAFT 1/30/2026
Looking Forward
Public Events Secured for 2026
The events team has already successfully secured four events for 2026:

Ed Sheeran
Ed Sheeran officially announced the North American leg of his worldwide LOOP Tour, bringing one of the most anticipated stadium tours of 2026 to Santa Clara’s own Levi’s Stadium on July 25. As part of a major tour spanning the U.S. and Canada, the tour will showcase an all-new set design and feature music from Sheeran’s newly released album, 'Play,' alongside fan favorites and chart-topping classics. The LOOP Tour expands on his already announced 2026 dates in New Zealand and Australia, following the global success of his record-breaking Mathematics Tour. The announcement comes just after the debut of Play, a critically praised album that marks a new chapter for Sheeran as he explores fresh global influences and evolves his signature sound. With Levi’s Stadium continuing to solidify its place as a premier West Coast destination for major touring artists, Sheeran’s upcoming stop is set to be a standout moment for Santa Clara in 2026.

AC/DC
AC/DC electrified fans worldwide by announcing the continuation of their POWER UP Tour, with Santa Clara’s Levi’s Stadium set to host one of the most anticipated rock shows of 2026 on August 5. As part of a 21-date run that spans major cities across the Americas, our iconic stadium will once again welcome one of the world’s greatest rock bands for a full-scale, high-energy performance worthy of its massive production. Levi’s Stadium provides the ideal stage for AC/DC’s powerful live show, which accompanies their global chart-topping album POWER UP.

San Jose Earthquakes vs. Los Angeles FC
The San Jose Earthquakes released their 2026 MLS schedule, featuring a mix of major rivalry games, highprofile matchups, and marquee events across the Bay Area. The season begins February 21 at PayPal Park and includes key home clashes with LA Galaxy, LAFC, San Diego FC, and Seattle Sounders FC, plus a special appearance from global star Thomas Müller when Vancouver visits. As part of their annual largevenue showcases, the Quakes will once again host their vibrant Mexican Heritage Night match against LAFC at Levi’s Stadium on September 19, where recent crowds have surpassed 50,000 fans. Building on a strong 2025 campaign and leading into the excitement of the 2026 FIFA World Cup, the Earthquakes expect a season filled with big moments, community events, and high-energy matchdays across Santa Clara and San Jose.

Bruno Mars
Global superstar Bruno Mars will bring The Romantic Tour to Levi’s Stadium on October 10, marking his first full headlining tour in nearly a decade and his first-ever stadium tour. This follows the massive success of his 24K Magic World Tour and recent global performances, including a celebrated Las Vegas residency and record-breaking international dates.

The announcement comes alongside news of Mars’ long-awaited fourth solo album, The Romantic, and continued chart dominance with hits like the GRAMMY®-winning “Die With A Smile” with Lady Gaga and P a g e | 37
DRAFT 1/30/2026
“APT.” with ROSÉ, which became Apple Music’s most streamed song of 2025 and topped global charts worldwide.

Diverse Line-Up
Our events team continues to intentionally shape a wide-ranging schedule designed to reach new audiences and strengthen Levi’s Stadium’s position as a premier multi-genre destination. The upcoming season already reflects this approach, with a slate that includes global pop phenomenon Ed Sheeran, rock legends AC/DC, a high-profile MLS showdown between the San Jose Earthquakes and Los Angeles FC and global superstar Bruno Mars. These early announcements underscore our commitment to variety and our ability to appeal to distinctly different fan bases.

Profitability
Looking ahead, we will continue to prioritize profitability in every event we secure. Our approach centers on structuring deals that fully leverage stadium-wide revenue opportunities while ensuring terms that support strong financial outcomes. This disciplined strategy allows us to grow our event portfolio responsibly and sustain long-term value.

Continued Use of Owned and Operated Marketing Assets
We will continue to leverage Levi’s Stadium and the 49ers' digital, social, in-venue, and direct-to-consumer platforms to maximize visibility and audience reach for all upcoming events through integrated marketing efforts across email, web, app, and game-day assets.

P a g e | 38
DRAFT 1/30/2026
Example of Event Marketing on Levi’s Stadium Social Channels P a g e | 39
DRAFT 1/30/2026
Example of Event Marketing on Levi’s Stadium Social Channels ® levisstadium • • •
P a g e | 40
DRAFT 1/30/2026
Example of Targeted Email Campaigns

STADIUM
Ed Sheeran is bringing the Loop Tour to Levi's® Stadium on July 25, 2026! Click here or the button below to be alerted once tickets are on sale.

GET TICKET ALERTS
Unsubscribe I Manage Preferences I Privacy Policy I Terms of Use I View as Web Version © Levi's® Stadium
4900 Marie P. DeBartolo Way, Santa Clara, CA, 95054
Add [email protected] to your email contact list/address book to ensure delivery of future emails from Levi's® Stadium.

This email was sent to you because you are a Levi's® Stadium subscriber or you've previously expressed interest in music/entertainment at Levi's® Stadium.

P a g e | 41
DRAFT 1/30/2026
Example of Targeted Email Campaigns

STADIUM
AC/DC is bringing the Power Up Tour to Levi's® Stadium on August 5, 2026 with special guest The Pretty Reckless!
Tickets will go on sale this Friday, November 7th. Click here or the button below to be alerted.

This email was sent to you because you are a Levi's® Stadium subscriber or you've previously expressed interest in music/entertainment at Levi's® Stadium.

P a g e | 42
DRAFT 1/30/2026
Example of Targeted Email Campaigns

STADIUM
Primetime is BACK at Levi's® Stadium. The San Jose Earthquakes return on Saturday, September 19, 2026, for a primetime showdown with LAFC.

Click here or the button below to be alerted when tickets are available.

GET TICKET ALERTS
Unsubscribe I Manage Preferences I Privacy Policy I Terms of Use I View as Web Version © Levi's® Stadium
4900 Marie P. DeBartolo Way, Santa Clara, CA 95054
Add [email protected] to your email contact list/address book to ensure delivery of future emails from Levi's® Stadium.

This email was sent to you because you are a Levi's® Stadium subscriber or you've previously expressed interest in music/entertainment at Levi's® Stadium.

P a g e | 43
DRAFT 1/30/2026
Continued Conference Attendance and Proactive Outreach
We will continue to invest in relationship-building and professional development by attending key industry conferences and conducting intentional outreach throughout the year. By maintaining a consistent presence and prioritizing in-person engagement with partners and key decision-makers, we will further strengthen our market position. These sustained efforts will help ensure Levi’s Stadium remains a premier destination for major live events.

Gridiron Stadium Network
We will remain deeply engaged in the Gridiron Stadium Network, where our Stadium Manager continues to play a key leadership role. With Levi’s Stadium’s Vice President of Events now serving as Chairperson, we will continue to support and contribute to the network’s collaborative efforts and shared initiatives in the year ahead. This ongoing involvement strengthens our industry relationships, enhances our access to best practices, and positions Levi’s Stadium to secure high-profile events by staying closely connected to trends, opportunities, and partners across all GSN member venues.

P a g e | 44
DRAFT 1/30/2026
Conclusion
As we reflect on another successful year and prepare for sustained growth, we are confident in the strength of our marketing plan, which outlines a strategic approach to attracting prominent private and public events.

Through proactive client engagement, targeted marketing strategies, innovation, and collaboration, we will continue delivering highly profitable events for the Stadium Authority.

Board Policy Manual
Proposed
March 10, 2026
Stadium Authority Board Budget Policy
The Santa Clara Stadium Authority (Stadium Authority) has a responsibility to the Santa Clara community, its financing agencies, the Forty Niners Stadium Management Company (ManCo), and other stakeholders to manage the Stadium finances wisely and with transparency and to plan for the provision of services desired by, and in the best interest of, the public.

The Proposed Operating, Debt Service, and Capital Budget for the Stadium Authority is developed as required in the Stadium Authority Management Agreement, Section 4.6:

Annual Operating Budget. The budget provides the necessary funding to administer the duties of the Stadium Authority, including:
• Funding for operating the Stadium for Non-NFL events through ManCo, • Advancement of the FY 2026/27 Work Plan;
• Payment of debt service obligations; and,
• Maintenance of a five-year capital plan.

Through the Management Agreement, ManCo is held to a Standard of Care as outlined in Section 2.9 of the Management Agreement, which states:

2.9 Standard of Care. Subject to the limitations set forth in this Agreement, the Budget, and the Stadium Lease, the Stadium Manager shall exercise prudent, commercially reasonable good faith efforts in managing and operating the Stadium in accordance with the terms hereof so as to (a) maintain the Stadium in the Required Condition and operate the Stadium as a quality NFL and multi-purpose public sports, public assembly, exhibit and entertainment facility, to a standard of quality comparable to other similar facilities (except that the parties recognize that portions of the Stadium may be in need of capital upgrades); (b) control Manager Operating Expenses, StadCo Operating Expenses and Stadium Authority Operating Expenses; and (c) maximize Operating Revenues.

This policy is designed to provide standards for financial decision-making consistent with applicable law, agreements, and debt covenants and establish parameters for directing the financial affairs of the Stadium.

This policy is meant to be dynamic and is subject to change as the needs arise or when additional information is available. All amendments will be approved by the Stadium Authority Board (Board) at a public meeting.

SCSA
SAtHA CLARA STADIUM AUTHORITY
Stadium Authority Board Budget Policy
Proposed
February 24, 2026
A. Budget Objectives:

1. Ensure proper governance and accountability as reflected in the annual budget.

2. Identify needs of the community, ManCo, and key stakeholders (such as Stadium Builder License holders/season ticket holders, fans, and event attendees).

3. Inform and communicate clearly and thoroughly to the community as a whole the Stadium Authority’s fiscal position and budget schedule/hearings to actively participate in the Stadium Board’s budget deliberations.

4. Align the budget with Stadium Authority Board priorities and duties, as proposed by ManCo, Stadium Authority staff, and/or Board members.

5. Identify and budget the resources required to perform services and accomplish policy objectives.

6. Ensure the long-term upkeep and maintenance of the Stadium.

7. Set standards to measure, monitor, and evaluate the Stadium Authority’s accomplishment of budget objectives and expenditure of appropriations:
 Quarterly Financial Reports
 Annual Budget Review and Adoption
 Annual Financial Statements

8. Focus on business process redesign in order to improve productivity and quality, flexibility, and cost-effectiveness of service delivery (e.g., streamlining, simplifying, reorganizing functions, and reallocating resources).

B. Budget Policy Statements:

1. Stadium Authority Staff will submit a structurally balanced budget (revenues will equal or exceed expenses) for Stadium Authority Board approval to cover annual debt requirements and operating and maintenance expenses. If a structural imbalance occurs, a plan will be developed and implemented to correct the imbalance.

2. Stadium Authority Executive Director will submit the annual proposed budget to the Board in compliance with the relevant provisions of the Stadium Management Agreement in late February/early March for Board review and public input and the Board will adopt the annual budget before March 31st of each year.

3. The Stadium Authority Budget will comply with all local, including Measure J, State, and Federal legal requirements.

4. The Stadium Authority Budget will provide for adequate maintenance and repair of capital assets and equipment for the Stadium:
a. An annual capital budget will be prepared and approved by the Board as part of the annual budget.
b. A five-year capital plan will be prepared and updated annually. The plan will prioritize all anticipated capital projects.

5. The Stadium Authority will maintain a budgetary control system to ensure adherence to the budget and will use a budget/encumbrance control system to ensure proper budgetary control. Budgetary appropriation control for expenditures shall be at the fund level.

6. Stadium Authority staff will prepare quarterly reports comparing actual revenues and expenses to budgeted amounts.

SCSA SANTA CLARA STADIUM AUTHORITY
Stadium Authority Board Budget Policy
Proposed
February 24, 2026

7. Stadium Authority staff will bring forward budget amendments for Board consideration during the year in order to address unanticipated needs, emergencies, or compliance with Stadium agreements.

8. The Stadium Authority Budget will be prepared using the accrual basis.

9. The Stadium Authority Treasurer is responsible for coordinating the overall preparation of the Stadium Authority’s budget and analyzing its content, reflective of expenses for operations of ManCo and Stadium Authority staff, debt requirements, and capital expenses.

A. Budget Development Process:

The Stadium Authority Treasurer is responsible for coordinating the overall preparation of the Stadium Authority’s budget and analyzing its content. The goal of each budget development process is that the Budget is presented to the Board and the public at one Study Session and one Public Hearing before its final approval of the annual budget. The following are key steps to the budget development process:

1. In November of each year (or before), Stadium Authority staff will meet with the ManCo and develop the annual budget development plan which includes the date that the ManCo will provide all necessary documents as required by the Stadium Lease and Stadium Management Agreement.

2. No later than 45 days prior to the start of the upcoming fiscal year, the ManCo will provide annual documents as outlined in the Stadium Agreements, which will be used in the Budget Development Process.
 Stadium Operations and Management Plan (Source: Stadium Management Agreement)
 Annual Shared Expense Budget w/ Five Year Projection (Source:

Stadium Management Agreement)
 Annual Stadium Operations Budget (Source: Stadium Management Agreement)
 Annual Public Safety Budget (Source: Stadium Management Agreement)
 Capital Expenditure Plan with Five Year Projection (Source: Stadium Management Agreement)
 Non-NFL Event Marketing Plan (Source: Stadium Management Agreement)

3. Stadium Authority staff will analyze ManCo’s budget submission including but not limited to the number of FTEs recommended and related personnel costs; line item recommended expenses; and strategic focus of recommended resources using various tools such as historical expense analysis, incremental increases, and base budget review.

4. Stadium Authority staff will calculate the budget for Stadium Authority General and Administrative costs (such as staff costs, consulting, audit, legal, and any reasonable and necessary expenses to uphold its support of the Board).

5. Stadium Authority staff will calculate any necessary funding to be used for the Stadium Authority’s Discretionary Fund.

SCSA SANTA CLARA STADIUM AUTHORITY
Stadium Authority Board Budget Policy
Proposed
February 24, 2026

6. Stadium Authority staff will compile a draft budget incorporating the items provided by ManCo and calculated by staff and will submit the document to the Stadium Authority Board at a Study Session or Public Hearing for review and seeking input from the public and the Board.

7. Prior to March 31st, staff will submit the proposed Annual Stadium Authority Budget to the Board for final approval.

SCSA SANTA CLARA STADIUM AUTHORITY
Board Policy Manual
Proposed
March 10, 2026
Stadium Authority Board Compliance and
Management Policy
This policy sets the framework for compliance of the mandates of The Santa Clara Stadium Taxpayer Protection and Economic Progress Act (Measure J), passed by the voters of the City of Santa Clara in June 2010 and the management of Levi’s® Stadium (Stadium). Measure J was the legislation that approved the development on City-owned land of a Stadium suitable for the exhibition of professional football games and other event subjects, however, to the binding requirements set forth in Measure J to safeguard the City’s General and Enterprise Fund and protect City taxpayers. Measure J was enacted for the following purposes:

1. Generate New Revenue for Santa Clara

2. Create New Jobs

3. Provide Taxpayer Protections

4. Generate Community Funding
To ensure that the Stadium operates within the boundaries of Measure J and that it is managed effectively, the Stadium Authority Board (Board) established the following Board priority in January 2017:
 Ensure Compliance with Measure J and Manage Levi’s Stadium The Board is committed to complying with the regulations of Measure J and governance of the Stadium Authority and its activities through the below framework:
.
 Oversight – effective management of the Stadium
 Commitment – to the citizens of Santa Clara to protect the community and safeguard the City’s General Fund
 Compliance – with Measure J and various Stadium agreements  Transparency – to provide information required for decision making  Communication – to keep the public informed of issues related to the Stadium  Adequate Resources – to maintain the necessary resources, including staffing, to effectively manage the Stadium
 Enforcement – to require that Stadium contracts and agreements are accurately followed
SCSA
SAtHA CLARA STADIUM AUTHORITY
Stadium Authority Board Compliance and Management Policy Proposed
February 24, 2026
 Monitoring – perform compliance and financial audits by both internal and external auditors
 Corrective Action – audit report of all findings which will require a written response to any non-compliant finding
Board decisions must be aligned to the voter approved Measure J legislation and evaluation of this initiative must be reviewed against the purpose for which Measure J was established. The intent of the above framework is to provide transparency of conventional activities that the Stadium Authority will engage in to ensure Measure J compliance.

SCSA SANTA CLARA STADIUM AUTHORITY

FORTY NINERS STADIUM MANAGEMENT COMPANY
5-YEAR CAPITAL EXPENDITURES
DRAFT
Project Name Category 2027 2028 2029 2030
ADA Platforms Architectural 1,500,000 - - -
Adult Changing Facility Architectural - - - -
Air Compressors Architectural 114,950 - - -
Beer Systems Architectural 410,107 - - -
Beverage Distribution System Architectural - - - 327,943 Bridge - Pedestrian - Reseal walkways and Paint Bridges Architectural - - - 196,766 Exhaust hood/Fire Protection Systems Architectural - 342,849 358,277 - Field Tunnel Synthetic Turf Architectural - - - 373,801 Interior Renovation Non-Public Areas Architectural - - - 374,400 Landscaping - Structure (Planters) and perimeter re-do Architectural - - - 131,177 LED Lighting Replacement Architectural 2,627,963 2,746,221 3,558,554 - Pavement Resurfacing Architectural - 404,918 - -
Premium Areas Architectural 2,410,116 1,906,241 1,640,910 - Press Areas - Interior Finishes Architectural - - - 988,415 Production Equipment Architectural - - - 622,252
Replace Furniture - First Aid Hospital Beds Architectural 68,970 - - - Seating Bowl Sealant Joints Architectural 1,049,873 2,194,234 - - Security Lighting Architectural - - - -
Seismic Joints Architectural 369,096 - - -
Storm Drain Issues Architectural - - 16,957 17,720
Tire Shredder Architectural 131,234 - - -
Trench Drain Replacement Architectural 118,111 - - -
Wayfinding Signs Architectural 1,238,036 - - -
Ceilings - Grid or Metal Outdoor Stadium Building Envelope 143,688 180,184 - - CMU/ Cast Concrete walls Building Envelope - 102,855 107,483 112,320 Concrete Stairs Building Envelope - 137,140 143,311 149,760 Cooling Tower Conduit Building Systems - - 374,042 390,873 Doors - Club-Front Entrance (Glass doors /aluminum frames Building Envelope - 240,246 - - Exposed Staircase Coatings Building Envelope - 277,708 - - Exterior Facing Fixed Glazing Building Envelope 147,963 - - 628,992 Fall Protection System as needed scaffold tower ladders Building Envelope - 12,012 - - Metal panel system and copings Building Envelope - - 921,967 - Overhead Coiling Doors Building Envelope - - - 292,032
Slab on Grade Building Envelope - - - 853,632
Steel Coatings Building Envelope - 963,406 1,970,525 -
Swisspearl Exterior Panel System Building Envelope 500,000 750,000 - - Window Gasket Replacement Building Envelope 658,944 - - - ACS Electrified Door Hardware Building Systems - - - 374,400 Air Separator Building Systems - - - 168,480
Backflow Preventers repair/replace as needed Building Systems 57,475 - - - Closed Loop Condenser Water Pumps Building Systems - - 155,851 - Concourses DW Heating Building Systems - 1,079,975 - -
Condenser Water systems and VAV wet units Building Systems 114,950 - - - DRAFT 1/30/2026

FORTY NINERS STADIUM MANAGEMENT COMPANY
5-YEAR CAPITAL EXPENDITURES
DRAFT
Project Name Category 2027 2028 2029 2030
Cooling Towers Building Systems 492,128 - - 84,240
Distribution - High Voltage Outdoor replacement main switchboard 12kv Building Systems - - - 1,967,656 Elevator Modernization Building Systems 287,375 420,430 - - Escalator Skirt Lighting + Skirt Replacement Building Systems - - - 426,816 Escalator Steel Stop Switch Cover Building Systems - 130,283 136,145 142,272 Expansion Tanks Building Systems - - - 247,104
Fire Alarm - EST 4 Fire Alarm panel upgrade to existing EST 3 system Building Systems - - - - Fire Suppression System Novec gas and Pumps/fixtures Building Systems - 120,123 - - Heat Exchanger Building Systems 114,950 - - -
Heat Pumps Building Systems - 501,417 523,981 245,500
HHW Boilers Building Systems - - - 252,720
HHW Pumps Building Systems - - - 224,640
HP Main AHUs Building Systems - - - 1,159,928
HVAC Boilers Exhaust Flues Building Systems - - - -
Inverter Replacement in Level 100 B Quad Building Systems - - - 119,958 Irrigation - Interior field and roof garden pumps and piping Building Systems 22,990 - - - Loop Condenser Water Pumps Building Systems - - 95,660 - Packaged DX Roof Top Units Building Systems - - - 424,794 Plumbing Building Systems - 120,123 - -
Restroom Automatic Flushing Device Replacement Building Systems - - - - Sanitary Valves Building Systems 492,128 514,274 537,416 561,600 Sideline Synthetic Turf Base Building Systems - - - 1,111,967 Smoke Curtains Building Systems - 162,853 - -
Surveillance - Command Center Equip. Building Systems 114,950 - - - TV Monitors in Elevator Cabs Building Systems - - - 24,336 VFDs Building Systems - - 403,779 421,949
Briefing Room Upgrades Public Safety - - - -
E-Bikes Public Safety 24,000 - - -
Golf Carts Public Safety - - - -
Kawasaki ATVs Public Safety 53,000 - 53,000 -
Lifepak Heart Monitor/Defibrilator Public Safety - - 60,000 - Lightweight Chemical Detector (LCD) 4.0 Public Safety - - 30,000 - Motorola APX Radios Public Safety - - 168,825 -
Portable Raman Spectrometer Public Safety - - 60,000 -
Radios Public Safety - - 2,116,000 -
Replace End of Life User Equipment Public Safety - 30,000 25,000 - Rolll Up Door for Briefing Room Public Safety - - - -
TruDefender Infrared Public Safety - - 75,000 -
Backbone Fiber Optics Technology 88,583 - - -
BOH Control Panels, Amplifiers & Speakers Technology 172,245 179,996 188,096 196,560 Broadcast Headend (Main I/O) Technology - - - 48,859
JBTs and SMPTE Fiber - JBT Cabling Package Technology - 130,831 - 142,871 TOTALS 13,523,823 13,648,317 13,720,777 13,806,729
DRAFT 1/30/2026

FORTY NINERS STADIUM MANAGEMENT COMPANY
5-YEAR CAPITAL EXPENDITURES
DRAFT
Project Name Category 2027 2028 2029 2030
Footnotes to Schedule;
- Projected costs and projects have been adjusted based on anticipated event schedule, staffing, and available resources. - Project priorities and cost estimates will be revised based on independent condition assessments that are in process. *Does not include any carryforward projects from 2025
DRAFT 1/30/2026
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-120 Agenda Date: 3/10/2026

REPORT TO COUNCIL

SUBJECT
Public Hearing: Action to Terminate Two Historic Property Preservation Agreements (Mills Act Contracts) at 1711 Main Street and 906 Monroe Street / 1341 Homestead Road (CONTINUED FROM JANUARY 27, 2026)

BACKGROUND
The Mills Act is an economic incentive program designed to encourage the restoration and preservation of qualified historic buildings by private property owners. Enacted in 1972, the legislation authorizes participating local governments to enter into contracts with owners of eligible historic properties. In exchange for property tax relief, owners agree to actively maintain and restore their properties in accordance with an approved ten-year restoration plan.

The Planning Division of the Community Development Department administers the Mills Act program for the City of Santa Clara. As part of the program, the City conducts audits of Mills Act properties every five years to ensure compliance with approved restoration plans. The most recent audit occurred in 2017; the audit originally scheduled for 2022 was postponed until 2024 due to the COVID -19 pandemic.

During the audit, property owners are required to submit documentation demonstrating compliance with their restoration plans. Acceptable documentation includes receipts, invoices, photographs, and other records of eligible improvements and maintenance work. Property owners may also choose to schedule an on-site inspection with City staff in lieu of submitting documentation.

Despite repeated outreach attempts by staff, one property owner did not respond to the audit and another property owner did not submit adequate documentation. As a result, these properties were identified as noncompliant with the requirements of their Historic Property Preservation Agreements and are subject to cancellation of their Historic Property Preservation Agreements (Mills Act Contracts).

DISCUSSION
Upon entering into a Mills Act Contract, property owners sign a Historic Property Preservation Agreement with the City, which is also recorded with the County. This agreement requires owners to provide any information requested by the City to verify compliance and outlines both nonrenewal and termination procedures. The contracts automatically renew for an additional ten years unless the City or owner initiates non-renewal or cancellation.

There are currently 132 Mills Act properties in the City of Santa Clara. As part of the 2024/2025 audit process, all property owners were contacted via mail and/or email and asked to submit self-reported documentation, such as invoices, photographs, and written descriptions of work completed. When City of Santa Clara Page 1 of 4 Printed on 3/6/2026
powered by Legistar™
26-120 Agenda Date: 3/10/2026
the property address and the owner’s mailing address differed, notifications were sent to both, as verified through Santa Clara County assessment records. Property owners were also offered the option to schedule an on-site inspection in lieu of submitting documentation.

For owners who did not respond to the initial outreach, City staff conducted multiple follow-up efforts, including phone calls, certified mail, and attempted in-person delivery of notices by Code Enforcement staff. Despite these efforts, two property owners remained nonresponsive:
• 1711 Main Street
• 906 Monroe Street / 1341 Homestead Road (currently bank-owned) The property at 1711 Main Street entered into the Historic Property Preservation Agreement in 2000 under previous ownership. The current owners purchased the home in 2012 and participated in the 2017 audit, including an on-site inspection. At that time, the property was found to be in general compliance. During the current audit, the owners have only provided a narrative description of work completed from the original 10-Year Plan approved in 2000. They noted that most of the work in the 10-Year Plan, including rewiring, flooring replacement and refinishing, rear and basement additions, painting, and other electrical work, was completed by the previous owners prior to their purchase of the house in 2012. Because the 2000 plan is now outdated, documentation demonstrating ongoing maintenance or additional completed work is necessary to verify continued compliance with the program. Staff records show only one building permit since the 2017 audit, a reroof in 2019 (File No.

BLD2019-56460) was applied for. The owners also referenced a new water heater installed in 2020, but no permit for this work was found. Staff conducted a windshield survey and observed that the exterior of the home appears to be in disrepair.

The property at 906 Monroe Street entered into the Historic Property Preservation Agreement in 1998 under previous ownership. There are two residences on the property, however only 906 Monroe Street is listed on the City Historic Resource Inventory (HRI) and is subject to the Mills Act. During the 2017 audit, the owners at that time selected an on-site inspection with staff, and the residence was found to be in fair condition. The property is currently bank owned following an unsuccessful redevelopment proposal. Bank representatives have not responded to requests for audit participation.

Section 3(c) of the City’s standard Historic Property Preservation Agreement, which was used for both properties, provides that a failure to allow verification of compliance through periodic on-site inspections constitutes a breach of contract. Section 4(a) requires Owners to furnish the City with any information requested by the City to determine compliance with the terms of the Agreement.

Because both of the property owners listed above failed to respond to repeated requests for information or to allow for on-site examination of the properties, both properties are considered to be in breach of both sections of their agreements.

California Government Code Section 50284 requires that a duly noticed public hearing be held before a Mills Act contract can be cancelled. At the November 4, 2025, Council meeting, the Council voted to set the termination hearing for January 27, 2026. Mailed notices were sent to the affected property owners, and a public notice was published in the Santa Clara Weekly as required.

If the Council votes to terminate the agreements, the property owners will be subject to a cancellation fee equal to 12.5 percent of the current fair market value of the property as determined by the county City of Santa Clara Page 2 of 4 Printed on 3/6/2026
powered by Legistar™
26-120 Agenda Date: 3/10/2026
assessor, as required by the California Government Code. This fee is paid to the county auditor and allocated to each jurisdiction in the tax rate area where the property is located. The properties will remain listed on the City’s HRI and will continue to be subject to all requirements of the Historic Preservation Ordinance. Any future work on the structures will still require historic review and approval consistent with City regulations.

January 27, 2026, City Council hearing
At the January 27, 2026, City Council hearing, the Council voted to continue this item to the March 10, 2026, hearing and directed staff to make one additional attempt to contact the property owners.

Pursuant to that direction, staff contacted the bank representative for the bank-owned property located at 906 Monroe Street via email. The contact, Marc Burridge with Arixa, confirmed receipt of the correspondence but did not provide the information required to complete the audit (see Attachment 1).

Staff also mailed a hard copy, sent an email, and hand-delivered an additional notification letter to the owners of 1711 Main Street. The correspondence explicitly outlined the 12.5 percent cancellation fee.

To date, there has been no response. A copy of the notification letter is included as Attachment 2.

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

FISCAL IMPACT
If the Mills Act contracts are cancelled, the City will notify the County of the properties that would no longer receive the associated property tax relief. For the City of Santa Clara, the annual relief amounts for the two properties range from approximately $53 to $353 (2024/25 value) (Source:

Santa Clara County Assessor’s Office). The City would also receive a portion of assessed cancellation fees.

COORDINATION
This report was coordinated with the City Attorney’s Office.

Prior to the original hearing held on January 27, 2026, mailed notices were sent to the affected property owners at both the subject properties and the owners’ mailing addresses, if different, on January 15, 2026. In addition, a notice was published in the Santa Clara Weekly on January 14, 2026.

City of Santa Clara Page 3 of 4 Printed on 3/6/2026
powered by Legistar™
26-120 Agenda Date: 3/10/2026

RECOMMENDATION
Hold the public hearings, consider all testimony presented and, based upon the evidence presented:

1. Terminate the Mills Act Contract for the property located at 1711 Main Street due to violation of Sections 3(c) and 4(a) of the Agreement, effective immediately;

2. Terminate the Mills Act Contract for the property located at 906 Monroe Street / 1341 Homestead Road due to violation of Sections 3(c) and 4(a) of the Agreement, effective immediately; and

3. Direct the Community Development Director to inform the affected property owners and the County and take all other actions necessary to implement the terminations.

Reviewed by: Afshan Hamid, Director, Community Development Department Approved by: Jovan Grogan, City Manager

ATTACHMENTS

1. Email Correspondence: 906 Monroe Street

2. Mailed Correspondence: 1711 Main Street

3. 1711 Main Street Historic Preservation Agreement

4. 906 Monroe Street Historic Preservation Agreement
City of Santa Clara Page 4 of 4 Printed on 3/6/2026
powered by Legistar™
You don't often get email from [email protected]. Learn why this is important From: Marc Burridge
To: Rebecca Bustos
Cc: Myron Von Raesfeld
Subject: RE: 906 Monroe Street - Owner Contact
Date: Tuesday, February 03, 2026 2:53:59 PM
Attachments: TDUS 2024.06.07 - recorded - 930 & 950 Monroe St.pdf Hi Rebecca.

Thanks for letting us know this property falls under the Mills Act. Arixa is the original lender, and we foreclosed, transferring title to our REO LLC. LP Monroe St hasn’t owned the property since June 2024. Attached is the recorded Trustee’s Deed for reference.

That said, we will review the checklist and the original plan from 1998. As for a 10-year plan, we acquired the property through our foreclosure, so our plan is to sell 906 and 1341 sometime this year.

Regards,
Marc Burridge
Director Special Assets | Risk Management
Arixa Capital | Crosswind Financial
Direct: (424) 467-1750
Mobile: (805) 754-8222
Email: [email protected]
From: Rebecca Bustos <[email protected]>
Sent: Tuesday, February 3, 2026 1:19 PM
To: Marc Burridge <[email protected]>
Cc: Myron Von Raesfeld <[email protected]>
Subject: RE: 906 Monroe Street - Owner Contact
Hello Marc,
My name is Rebecca, and I oversee the City’s historic preservation program. I’m writing to follow up on the Mills Act audit for the property at 906 Monroe Street.

At this time, the City is moving forward with the process to remove the property from the Mills Act program. Over the past two years, the City has attempted to contact the property owners through mailed notices sent to both the property address and the owner of record with the County, LP Monroe Street LLC.

I
The Historic Preservation Agreement (attached), originally executed by the previous owners in 1998, requires property owners to comply with audits and provide supporting documentation. These agreements run with the land and remain in effect despite changes in ownership.

To retain the Mills Act contract, you must complete the audit checklist in full, including photographs and expenditure records. This process allows you to document all relevant work completed on the property, including projects not included in the original 10-Year Plan. In addition, you will need to submit a new 10-Year Plan demonstrating your continued commitment to the program. If these items are not submitted, staff will proceed with termination of the agreement.

At the January 27, 2026 Council meeting, the City Council voted to continue the termination hearing to March 10. To allow sufficient time for staff review prior to that hearing, please submit the completed checklist and new 10-Year Plan no later than Friday, February 20.

If the Council ultimately votes to terminate the agreement, property owners are subject to a cancellation fee equal to 12.5 percent of the current fair market value of the property, as determined by the County Assessor, in accordance with the California Government Code. The property will remain listed on the City’s Historic Resources Inventory and will continue to be subject to all requirements of the Historic Preservation Ordinance. Any future work on the structures will require historic review and approval consistent with City regulations.

Please let me know if you have any questions or would like to discuss the process further.

Best,
Rebecca Bustos | Principal Planner
Community Development Department, Planning Division
1500 Warburton Avenue, Santa Clara, CA 95050
Direct: 408.615.2464 | [email protected]
From: Myron Von Raesfeld <[email protected]>
Sent: Tuesday, February 03, 2026 10:03 AM
To: Rebecca Bustos <[email protected]>; Marc Burridge <[email protected]> Subject: Re: 906 Monroe Street - Owner Contact
Rebecca,
Yes Arixa is the current owner of the properties located at 906 Monroe and 950 Monroe St. Marc Burridge is the new contact for Arixa and I am copying him on this email as well. Marc, This is Rebecca who works for the city of Santa Clara and can be very helpful with the historic nature of 906 Monroe. I am sure Arixa would like to keep the Mills Act for 906 Monroe St if at all possible.

They are working on some of the necessary repairs to keep this home in good shape for many years. I do know there is some porch rot that they are going to address.

If you could let us know what you need from us in order to maintain the Mills Act we will work to accomplish those tasks.

Myron Von Raesfeld
Real Estate Broker
Keller Williams Bay Area Estates
CA DRE: 00866594
Real Estate Broker
Parker James Properties
North Carolina Lic: 302419
408-472-4025

YOUR SILICON VALLEY TO RALEIGH CONNECTION
On Tue, Feb 3, 2026 at 12:52 PM Rebecca Bustos <[email protected]> wrote:

Hi Myron,
I’m following up on our conversation late last year regarding the Mills Act Contract for the property at 906 Monroe Street.

At its January 27 meeting, the Council reviewed the termination recommendation and continued the item, requesting that staff make one additional attempt to contact the property owner.

Can you confirm whether Arixa Secured Income Fund LLC is the current owner of the property? If so, could you please provide an appropriate contact person? For your awareness, LP Monroe Street is still listed as the owner in County records.

Thank you,
Rebecca Bustos | Principal Planner
Community Development Department, Planning Division
1500 Warburton Avenue, Santa Clara, CA 95050
Direct: 408.615.2464 | [email protected]
1500 Warburton Avenue ● Santa Clara, CA 95050 ● Phone 408-615-2450 ● Fax: 408-247-9857 ● www.SantaClaraCA.gov Community Development
February 5, 2026
Via Email and U.S. Mail
Loriana Hatch and Timothy Hatch
1711 Main Street
Santa Clara, CA 95050
Email: [email protected]
This letter serves as final notice regarding the Mills Act contract associated with your property located at 1711 Main Street in the City of Santa Clara.

As part of the 2024–2025 audit cycle, the City made multiple outreach attempts, including mailed notices, follow-up calls, and certified correspondence, to obtain documentation demonstrating compliance with the approved ten-year restoration and maintenance plan for your Mills Act contract. To date, the City has not received sufficient documentation to confirm that the terms of the contract have been met.

In accordance with the Mills Act and California Government Code Section 50280 et seq., the City Council reviewed this matter on January 27, 2026, and voted to continue the hearing to the following date:

Date: March 10, 2026
Time: 7 p.m.

Location: Santa Clara City Council Chambers
1500 Warburton Avenue
Santa Clara, CA 95050
At this hearing, the City Council will determine whether to terminate your Mills Act contract due to non-compliance with program requirements. You or your representative may attend the hearing and provide testimony or documentation relevant to the Council’s decision. Please note that if the Council votes to terminate the Mills Act contract, the property owner is subject to a cancellation fee equal to 12.5 percent of the current fair market value of the property, as determined by the County Assessor, consistent with state law.

To retain the Mills Act contract, you must complete the audit checklist in full, including photographs and expenditure records. This process allows you to document all relevant work completed on the property, including projects not included in the original 10-Year Plan. In addition, you will need to submit a new 10-Year Plan demonstrating your continued commitment to the program. To allow sufficient time for staff review prior to that hearing, please submit the completed checklist and new 10-Year Plan no later than Monday, February 23, 2026.

Subject: Final Notice - Scheduled Hearing for Termination of the Mills Act Contract for Your Property
City of
Santa Clara
ThP. CentP.r of What's Possible
If you have any questions or wish to discuss your contract status before the hearing, please contact me directly.

Sincerely,
Rebecca Bustos, Principal Planner
[email protected] / 408.615.2450
Enclosures: Mills Act Audit Checklist
10-Year Plan
ror benefit ol the City ol
mta Clara. Ree<!>med ~
~ rn!l'ge m,rl,.,.. Secti.of.ll 6103
~ f thP 1 .. ·-~'!,~!~t"'nltr~r::.1i-r:t Cn-~'-'-'
('f"\!'lFORMED COPY: This document has
r •• ,C?Gn compared with the original.

SANTA CLARA COUNTY RECORDER
Doc": 15487892
12/07/2000 2•29 PM

HISTORIC PROPERTY PRESERVATION AGREEMENT
This Agreement, (herein, "Agreement"), is made and entered into this ~day of De:-61:u,v , 2000, ("Effective Date"), by and between, Alan and Bertha Dent ("OWNERS"), owner of certain real property located in Santa Clara, and the City of Santa Clara, California, a chartered municipal corporation, ("CITY"). CITY and OWNERS may be referred to herein individually as a "Party" or collectively as the "Parties" or the "Parties to this Agreement."
A. Recitals.
(1) California Government Code Section 50280, et seq. authorizes the CITY to enter into contracts with the OWNERS of qualified Historical Property to provide for the use, maintenance, and restoration of such Historical Property so as to retain its characteristics as property of historical significance. (2) OWNERS possess fee title in and to that certain real property, together with associated structures and improvements thereon, shown on the 1998 Santa Clara County Property Tax Rolls as Assessors' Parcel Number 224-27-001 and generally located at the street address 1711 Main Street, in the City of Santa Clara, ("Historic Property"). A legal description of the Historic Property is attached hereto as "Legal Description," marked as "Exhibit "A," and incorporated herein by reference. (3) The Historic Property is on the City of Santa Clara Historic Resources Inventory.
(4) CITY and OWNERS, for their mutual benefit, now desire to enter into this agreement both to protect and preserve the characteristics of historical significance of the Historic Property and to qualify the Historic Property for an assessment of valuation pursuant to Section 439.2 of the California Revenue and Taxation Code.

B. Agreement.

NOW, THEREFORE, CITY and OWNERS, in consideration of the mutual covenants and conditions set forth herein, do hereby agree as follows:

Mills Act 1711 MainStreet 1
(1) Effective Date and Term of Agreement This Agreement shall be effective and commence on {JtJ;TOf3E7t., ltfnf, 2000, and shall remain in effect for a term of ten (10) years thereafter. Each year upon the anniversary of the effective date, such initial term will automatically be extended as provided in paragraph 2, below. (2) Renewal.
(a) Each year on the anniversary of the effective date of this Agreement, ("renewal date"), one (1) year shall automatically be added to the initial term of this Agreement unless notice of nonrenewal is mailed as provided herein. (b) If either the OWNERS or CITY desire in any year not to renew the Agreement, OWNERS or CITY shall serve written notice of nonrenewal of the Agreement. Unless such notice is served by OWNERS to CITY at least ninety (90) days prior to the annual renewal date, or served by CITY to OWNERS at least sixty (60) days prior to the annual renewal date, one (1) year shall automatically be added to the balance of the remaining term of the Agreement as provided herein. (c) OWNERS may make a written protest of the notice. CITY may, at any time prior to the annual renewal date of the Agreement, withdraw its notice to OWNERS of nonrenewal. If either CITY or OWNERS serves notice to the other of nonrenewal in any year, the Agreement shall remain in effect for the balance of the term then remaining, either from its original execution date or from the last renewal date of the Agreement, whichever may apply.
(3) Standards for Historical Property. During the term of this Agreement, the Historic Property shall be subject to the following conditions, requirements, and restrictions:
(a) OWNERS shall preserve and maintain the characteristics of historical significance of the Historic Property. "The Secretary of Interior's Rehabilitation Standards," marked as Exhibit "B" to this agreement, and incorporated herein by this reference, contains a list of those minimum standards and conditions for maintenance, use, and preservation of the Historic Property, which shall apply to such property throughout the term of this Agreement.
(b) OWNERS shall, when necessary or as determined by the Director of Planning and Inspection, restore and rehabilitate the property according to the rules and regulations of the Office of Historic Preservation of the State Department of Parks and Recreation and in accordance with the attached schedule of potential home improvements, drafted by the applicant owners and approved by the City Council, attached hereto as "The Description of the Preservation and Restoration Efforts," marked as Exhibit "C" to this agreement, and incorporated herein by this reference. (c) OWNERS shall allow for periodic examinations, by prior Mills Act 1711 MainStreet 2
appointment, of the interior and exterior of the Historic Property by representatives of the County Assessor, State Department of Parks and Recreation, State Board of Equalization, and the CITY. The Director of Planning and Inspection shall determine when periodic examinations may be necessary to determine the eligibility of the property involved, and to determine the OWNERS' compliance with the terms and provisions of this Agreement.
(4) Provision for Information.
(a) OWNERS hereby agree to furnish CITY with any and all information requested by the CITY to determine compliance with the terms and provisions of this Agreement.
(b) It shall be the duty of the OWNERS to keep and preserve, for the term of the Agreement, all records as may be necessary to determine the eligibility of the property involved, and the OWNERS' compliance with the terms and provisions of this Agreement, including, but not limited to blueprints, permits, historical and/or architectural review approvals, and schedules of potential home improvements drafted by the OWNERS and approved by the City Council.
(5) Cancellation.
(a) CITY, following a duly noticed public hearing as set forth in California Government Code Sections 50280, et seq., may cancel this Agreement if it determines any one of the following:
(i) the OWNERS breached any of the terms or conditions of this Agreement; (ii) the OWNERS have allowed the property to deteriorate to the point that it no longer meets standards for a qualified historic property; (iii) the OWNERS have allowed the property to deteriorate to the point that it no longer meets standards as provided for in the Uniform Codes as adopted by the City Code, which include, but are not limited to the Uniform Housing Code, the California State Historic Building Code, the Uniform Fire Code, and the Uniform Code for the Abatement of Dangerous Buildings;
(iv) the OWNERS have not complied with any other local, state, or federal laws and regulations.
(b) CITY may also cancel this Agreement if it determines that the OWNERS have failed to restore or rehabilitate the property in the manner specified in Mills Act I 711 MainStreet 3
subparagraph 3(b) of this Agreement.
(c) In the event of cancellation, OWNERS shall be subject to payment of those cancellation fees set forth in California Government Code Sections 50280, et seq.
(6) No Waiver of Breach"
(a) No waiver by CITY of any breach under this Agreement shall be deemed to be a waiver of any other subsequent breach. CITY does not waive any claim of breach by OWNERS if CITY does not enforce or cancel this Agreement. All other remedies at law or in equity which are not otherwise provided for under the terms of this Agreement or in the City's laws and regulations are available to the City. (7) Arbitration.
(a) Any controversies between OWNERS and CITY regarding the construction or application of this Agreement, and claim arising out of this contract or its breach, shall be submitted to arbitration upon the written request of one party after the service of that request on the other party.
(b) If a dispute arises under this contract, either party may demand arbitration by filing a written demand with the other party. (c) The parties may agree on one arbitrator. If they cannot agree on one arbitrator, there shall be three: one named in writing by each of the parties within five days after demand for arbitration is given, and a third chosen by the two appointed.

Should either party refuse or neglect to join in the appointment of the arbitrator( s) or to furnish the arbitrator(s) with any papers or information demanded, the arbitrator(s) may proceed ex parte.
(d) A hearing on the matter to be arbitrated shall take place before the arbitrator(s) in the city of Santa Clara, County of Santa Clara, state of California, at the time and place selected by the arbitrator(s). The arbitrator(s) shall select the time and place promptly and shall give party written notice of the time and place at least fifteen (15) days before the date selected. At the hearing, any relevant evidence may be presented by either party, and the formal rules of evidence applicable to judicial proceedings shall not govern. Evidence may be admitted or excluded in the sole discretion of the arbitrator(s). The arbitrator(s) shall hear and determine the matter and shall execute and acknowledge the award in writing and cause a copy of the writing to be delivered to each of the parties.
(e) If there is only one arbitrator, his or her decision shall be binding and conclusive on the parties; and if there are three arbitrators, the decision of any two shall be binding and conclusive. The submission of a dispute to the arbitrator(s) and Mills Act 1711 MainStreet 4
the rendering of a decision by the arbitrator(s) shall be a condition precedent to any right of legal action on the dispute. A judgment confirming the award may be given by any Superior Court having jurisdiction, or that Court may vacate, modify, or correct the award in accordance with the prevailing provisions of the California Arbitration Act. (f) The costs of arbitration shall be borne by the losing party or shall be borne in such proportions as the arbitrator(s) determine. (8) Binding Effect of Agreement.
(a) The OWNERS hereby subject the Historic Property described in Exhibit "A" hereto to the covenants, reservations, and restrictions as set forth in this Agreement. CITY and OWNERS hereby declare their specific intent that the covenants, reservations, and restrictions as set forth herein shall be deemed covenants running with the land and shall pass to and be binding upon the OWNERS' successors and assigns in title or interest to the Historic Property. Each and every contract, deed, or other instrument hereinafter executed, covering, encumbering, or conveying the Historic Property, or any portion thereof, shall conclusively be held to have been executed, delivered, and accepted subject to the covenants, reservations, and restrictions expressed in this Agreement, regardless of whether such covenants, reservations, and restrictions are set forth in such contract, deed, or other instrument. (b) CITY and OWNERS hereby declare their understanding and intent that the burden of the covenants, reservations, and restrictions set forth herein touch and concern the land in that OWNERS' legal interest in the Historic Property. (c) CITY and OWNERS hereby further declare their understanding and intent that the benefit of such covenants, reservations, and restrictions touch and concern the land by enhancing and maintaining the historic characteristics and significance of the Historic Property for the benefit, which includes, but is not limited to the benefit to the public street generally located at 1711 Main Street, CITY, public, and OWNERS.
(9) Notice.
(a) Any notice required to be given by the terms of this Agreement shall be provided at the address of the respective parties as specified below or at any other address as may be later specified by the parties hereto.

CITY: City of Santa Clara
Attn: City Clerk
1500 Warburton Avenue
Santa Clara, CA 95050
Mills Act 1711 MainStreet 5
OWNERS: Alan and Bertha Dent
1711 Main Street
Santa Clara, CA 95050
(b) Prior to the entering a contract for sale of the Historic Property, OWNERS shall give thirty (30) days notice to the CITY and it shall be provided at the address of the respective parties as specified above or at any other address as may be later specified by the parties hereto.
(10) No Partnership or Joint Enterprise Created. None of the terms, provisions, or conditions of this Agreement shall be deemed to create a partnership between the parties hereto and any of their heirs, successors, or assigns; nor shall such terms, provisions, or conditions cause them to be considered joint ventures or members of any joint enterprise.
(11) Hold Harmless and Indemnification. To the extent permitted by law, OWNERS agree to protect, defend, hold harmless and indemnify CITY, its City Council, commissions, officers, agents, and employees from and against any claim, injury, liability, loss, cost, and/or expense or damage, however same may be caused, including all costs and reasonable attorney's fees in providing a defense to any claim arising therefrom for which OWNERS shall become legally liable arising from OWNERS' acts, errors, or omissions with respect to or in any way connected with the prosecution of the work performed by OWNERS pursuant to this Agreement.
(12) Attorneys' Fees. In the event legal proceedings are brought by any party or parties to enforce or restrain a violation of any of the covenants, reservations, or restrictions contained herein, or to determine the rights and duties of any party hereunder, the prevailing party in such proceeding may recover all reasonable attorney's fees to be fixed by the court or arbitrator, in addition to costs and other relief ordered by the court.
(13) Restrictive Covenants Binding. All of the agreements, rights, covenants, reservations, and restrictions contained in this Agreement shall be binding upon and shall inure to the benefit of the parties herein, their heirs, successors, legal representatives, assigns and all persons acquiring any part or portion of the Historic Property, whether by operation of law or in any manner pursuant to this Agreement. (14) Mills Act Historic Property Contract Application Requirements. An application for a Mills Act Historic Property Contract shall be made through the Planning Division and shall include the following:
a. a Historic Resources Inventory form;
b. the description of the preservation or restoration efforts to be undertaken Mills Act 1711 MainStreet 6
as referenced in paragraph 3 (b) as Exhibit "C";
c. a statement of justification for the Mills Act Historic Property designation and reassessment; and,
d. the Mills Act Historic Property Contract filing fee pursuant to paragraph

17. (15) Mills Act Historic Property Contract Approval. Based upon the Historic and Landmarks Commission's ("Commission") review of the Mills Act Historic Property Contract criteria and recommendation to Council, and based upon the recommendation and approval by Council, a Mills Act Historic Property Contract may be entered into with OWNERS. The decision of the City Council shall be final and conclusive in the matter. Failure of the Council to act on a Mills Act Historic Property Contract within 45 days shall be deemed to be a denial. (16) Recordation. No later than twenty (20) days after the parties execute and enter into this Agreement, the CITY shall cause this Agreement to be recorded in the office of the County Recorder of the County of Santa Clara. (17) Fees. The Planning Department may collect such Mills Act Historic Property Contract application fee of $200.00 (two hundred dollars), or other fees for the administration of this contract as are authorized from time to time by the City Council.

OWNERS shall pay the County Recorder's Office recordation fees for recordation of this Mills Act Historic Property Contract and the recordation of the OWNERS' updated Historic Resources Inventory form.
(18) Ordinary Maintenance. Nothing in this contract shall be construed to prevent the ordinary maintenance or repair of any exterior architectural feature in or on any Historic Property covered by this contract that does not involve a change in design, material, or external appearance thereof, nor does . this contract prevent the construction, reconstruction, alteration, restoration, demolition, or removal of any such external architectural feature when the Director of Planning and Inspection determines that such action is required for the public safety due to an unsafe or dangerous condition which cannot be rectified through the use of the California State Historic Building Code and when such architectural feature can be replaced according to the Secretary of Interior's Standards.
(19) California State Historic Building Code. The California State Historic Building Code ("SHBC") provides alternative building regulations for the rehabilitation, preservation, restoration, or relocation of structures designated as Historic Properties.

The SHBC shall be used in the CITY's building permit procedure for any Historic Property which is subject to the provisions of a Mills Act Historic Property Contract, except as otherwise provided in this agreement or the SHBC. Nothing in this agreement shall be deemed to prevent any fire, building, health, or safety official from enforcing laws, ordinances, rules, regulations, and standards to protect the health, Mills Act 1711 MainStreet 7
safety, welfare, and property of the owners or occupants of the Historic Property or the public.
(20) Preservation Easements.
(a) Preservation easements on the facades of buildings designated as a Historical Property may be acquired by the CITY, or on the CITY's behalf, by a nonprofit group designated by the CITY through purchase, donation, or condemnation pursuant to California Civil Code Section 815.
(b) The owner(s), occupant, or other person in actual charge of a Historical Property or a resource, building, or structure shall keep in good repair all of the exterior portions of such Historic Property, resource, building, or structure, and all interior portions thereof whose maintenance is necessary to prevent deterioration and decay of any exterior architectural feature.
(c) It shall be the duty of the Director of Planning and Building Inspection to enforce this section.
(21) Severability. If any section, sentence, clause, or phrase of this contract is, for any reason, held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, or by subsequent preemptive legislation, such decision shall not affect the validity and enforceability of the remaining provisions, or portions of this contract, and shall not be affected thereby. The City Council hereby declares that it would have passed this contract and adopted this contract, and each section, sentence, clause, or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, or phrases be declared invalid or unconstitutional. (22) Integrated Agreement ~ Totality of Agreement. This Agreement embodies the agreement between CITY and OWNERS and its terms and conditions.

No other understanding, agreements, or conversations, or otherwise, with any officer, agent, or employee of CITY prior to execution of this Agreement shall affect or modify any of the terms or obligations contained in any documents comprising this Agreement.

Any such verbal agreement shall be considered as unofficial information and in no way binding upon CITY.
(23) Captions. The captions of. the various sections, paragraphs and subparagraphs are for convenience only and shall not be considered or referred to in resolving questions of interpretation.
(24) Statutes and Law Governing Contract. This Agreement shall be governed and construed in accordance with the statutes and laws of the State of California.
(25) Amendments. This Agreement may be amended, in whole or in part, Mills Act 1711 MainStreet 8
only by a written recorded instrument executed by the parties hereto.

IN WITNESS WHEREOF, CITY and OWNERS have executed this Agreement on the day and year first written above.

APPROVED AS TO FORM:

ATTEST:

By:~ <f: .d:,,,t,. J.0CCIGNOE
City Clerk

CITY OF SANT A CLARA
Address:
1500 Warburton Avenue
Santa Clara, California 95050
Telephone: (408) 984-3000
"City"
(Signature of Person(s) executing the Agreement on behalf of Owner(s)) By: ___ q_£ __ _
Alan Michael Dent Title: Owner
and
Title: Owner
Local Address: 1711 Main Street
Santa Clara, CA 95050
Telephone: (408) 249-8532
I :\p\2000\hlc\millsact\ 1711 Maincontract
Mills Act I 711 Main 9
California All-Purpose Acknowledgment

STATE OF CALIFORNIA
) ss

COUNTY OF SANTA CLARA)
On October 23, 2000, before me, Bernadette Desousa, a Notary Public in and for said County and State, personally appeared Jennifer Sparacino personally known to me to be the person whose name is subscribed to the within instrument and acknowledged to me that she executed the same in her authorized capacity, and that by her signature on the instrument the person, or the entity upon behalf of which the person acted, executed the instrument. j ft ft A.A.Al :1h4' A ft ft ft ft r i - ~=~~ ~~;~~~ , z ~ Notary Public - Califania i z ~ J . Santo Claro County l J - w w .z~c:=~: ~r: J: :.Z:'
WITNESS my hand and official seal.

NOTARY PUBLIC, STATE OF CALIFORNIA
THIS CERTIFICATE MUST BE ATTACHED TO THE DOCUMENT DESCRIBED BELOW:

Historic Property Preservation Agreement (Mills Act) - 1711 Main Street.

STATE OF CALIFORNIA )
) ss

COUNTY OF SANTA CLARA)
California All-Purpose Acknowledgment
On October 13, 2000 , before me, Bernadette Desousa , a Notary Public in and for said County and State, personally appeared Alan Michael Dent and Bertha Maria Banuet Dent proved to me on the basis of satisfactory evidence to be the persons whose names are subscribed to the within instrument and acknowledged to me that they executed the same in their authorized capacities, and that by their signatures on the instrument the persons, or the entity upon behalf of which the persons acted, executed the instrument.
~ ·41~~
o A RYUBUC, STATE OF CALIFORNIA
THIS CERTIFICATE MUST BE ATTACHED TO THE DOCUMENT DESCRIBED BELOW:

Historic Property Preservation Agreement - 1711 Main Street.

The Legal Description of Historic Property
Exhibit "A"
Assessor's Parcel Number: 224-27-001
Address: 1711 Main Street
Legal Desc1iption:

Situated in the City of Santa Clara
BEGINNING at the intersection of the Northwesterly line of Reeve Street, with the Northeasterly line of Main Street, as said Streets are shown on the Map hereinafter referred to; thence Northeasterly along the Northwesterly line of said Reeve Street, 102.50 feet to the Southernmost corner of that certain parcel of land as conveyed by Frances Dutra Andrada to Arthur J. Williams, et ux, by Deed dated December 4, 1945 and recorded December 11, 1945 in Book 130i of Official Records, Page 376, Santa Clara County Records; thence Northwesterly along the said Southwesterly line of said parcel so conveyed to Williams, 60 feet, more or less, to the Easternmost corner of that certain parcel of land as conveyed in the Deed from Frances Dutra P.JJ.drada to Joseph L. Mello, et ux, dated November 6, 1947 and recorded November 6, 1947 in Book 1453 of Official Records, Page 237, Santa Clara County Records; thence Southv,resterly along the Southeasterly line of said parcel so conveyed to Mello, 102.50 feet to the said Northeasterly line of Main Street; thence Southeasterly along said Northeasterly line of Main Street, 60 feet to the point of beginning.

Bein.g a portion of Lot 3 of Block 8 North, Range 1 West, as shown upon that certain Map entitled, "Map of the town and sub-lots oCSanta Clara, Santa Clara County, California, surveyed by J.J. Bowen, County Surveyor, July, 1866", which Map was filed for record in the Office of the Recorder of the County of Santa Clara, State of California, in Book "B" of :tv'faps, at Page 103.

Assessor's Parcel Number: 224-27-001
The Secretary of Interior 1 s Rehabilitation Standards
Exhibit "B.,
"Rehabilitation means the process of returning a property to a state of utility, through repair or alteration, which makes possible an efficient contemporary use while preserving those portions and features of the property which are significant II to its historic, architectural, and cultural values,
The following "Standards for Rehabilitationr• shall be used by the Secretary of the Interior when determining if a
rehabilitation project qualifies as "certified rehabilitation'r pursuant to the Tax Reform Act of 1976, the Revenue Act of 1978, and the Economic Recovery Tax Act of 1981. These standards are a section of the Secretary's "Standards for Historic Pres er vat ion Pro j e ct s 11 and appear i u Ti t 1 e 3 6 o f the Code of Federal Regulations, Part 67 (formerly 36 CFR Part 1208).

1. Every reasonable effort shall be made to provide a compatible use for a property which requires minimal alteration of the building, structure, or site and its environment, or to use a property for its originally intended purpose.

2. The distinguishing original qualities or character of a building, structure, or site and its environment shall not be destroyed. The removal or alteration of any historic material or distinctive architectural features should be avoided when possible.

3. All buildings, structures, and sites shall be recognized as products of their ow"T'. time. Alterations that have no historical basis and which seek to create an earlier appearance shall be discouraged.

4. Changes which may have taken place in the course of time are evidenie of the history and development of a building, structure, or site and its environment. These changes may have acquired significance in their own right, and this significance shall be recognized and respected.

5. DistL.-lctive stylistic features or examples of skilled craftsmanship which characterize a building, structure, or site shall be treated with sensitivity.

6. Deteriorated architectural features shall be repaired rather than replaced, wherever possible. In the event replacement is necessary, the new material should match the material being replaced in composition, design, color, texture, and other visual qualities.

Repair or replacement of missing architectural features should be based on accurate duplications of features, substantiated by historic; physical, or pictorial evidence rather than on conjectural designs or the availability of different architectural elements from other buildings or structures.

7. The surface cleaning of structures shall be undertaken with che gentlest means possible. Sandblasting and other cleaning methods that will damage the historic building materials shall nOt be undertaken.

8. Every reasonable effort shall be made to protect and preserve archeological resources affected Dy, or adjacent to any project.

9. Contemporary design for alterations and additions to existing properties shall not be discouraged when such alterations and additions do not destroy significant historical, architectural or cultural material, and such design is compatible with the size, scale, color, material, and character of the property, neighborhood or environment.

10. Wherever possible, new additions or alterations to structures shall be done in such a manner that if such additions or alterations were to be removed in the future, the essential form and integrity of the structure would be unimpaired,

GUIDELINES FOR APPLYING THE SECRETARY OF THE INTERIOR'S STANDARDS FOR

REHABILITATION
The following guidelines are designed to help individual property owners formulate plans for the rehabili.tation, preservation, and continued use of historic buildings consistent with the intent of the Secretary of the Interior's "Standards for Rehabilitation." The guidelines pertain to buildings of all occupancy and construction types, sizes, and materials. They apply to permanent and temporary construction on the exterior and interior of historic buildings ~s well as new attached or adjacent construction.

Techniques, treatments, and methods consistent with the Secretary's "Standards for Rehabilitation" are listed in the "recommended" column on the left. Not all recommendations listed under a treatment will apply to each project proposal. Rehabilitation auproaches, materials, and methods which may adversely affect a building's architectural and historic qualities are listed in the "not recommended" column on the right. Every effort will be made to uodate and expand the guidelines <l.S arlditional techniques and treatments become known.

Specific information on rehabilitation and preservation technology may be obtained by writing to the Technical Preservation Services Division, National Park Service, U.S. Department of the Interior, Washington, D.C. 20240, or the appropriate State Historic Preservation Officer. Advice should also be. sought from qualified professionals, including architects, architectural historians, and archeologists skilled in the preservation, restoration, and rehabilitation of old buildings.

To: Gloria Sciara
Historic Resources Coordinator
City of Santa Clara, City Planning Office
From: Alan M. Dent & Bertha M. Banuet-Dent
Subjed: Application for Mms Act Historic Prnperty Contrad for 1711 Main Street 1) We are requesting to enter into a Mills Act Contract for our property at 1711 Main Street in Santa Clara, Parcel number 224-27-1.
2) The house is listed in the City of Santa Clara Architecturally or Historically Significant Properties as Adopted by City Council April, 1991, rev. 3/15/99. It is listed as a Pioneer Gothic revival with an uncertain build date of 1905. The house does have square nails which were supposedly discontinued prior to 1900. 3) The Historic Resources Inventory on this house is on file at the City Planning Offices and was prepared Jan. 1981 with previous owners.
4) We purchased the house in March of 2000. While the basic structure of the house was in good condition, the house suffers from substandard work, uncompleted remodeling, and generally poor upkeep. The house inspection report generalized that other than the electric, gas, water, mud sill foundation, garage, yard, enclosed rear addition roof and floor, lack of appliances (furnace, stove, washer/dryer etc .. ), floors, and peeling paintjob, the house was in good shape. The Inspection report is available upon request. 5) The basic house measures 24'x36' or around 864 sq. ft. At the time of purchase, the previous homeowner included the upstairs section in the area calculation but that area is not habitable since it lacks ventilation, windows, and egress. 6) I am estimating that I can afford around $10,000/year for home rehabilitation while our property tax is close to $4000/year. I do not want to go further in debt to make the house more livable so the benefits that a Mills act contract would have on the house are direct. 7) The following is an itemized list that we are considering as part of the rehabilitation process. We are willing to consider any suggestions you may have.

1. Rewire House -This project is already in process. House originally had 30 amp single phase fuse box and knob & tube wiring. A Romex circuit was recently added by the previous owner but not installed properly. Floor sockets are not covered and wire junctions are just hanging. Current wiring is a safety hazard; especially since we are expecting a child in October (year 0).

2. Paint Outside House - Exterior paint is peeling and falling off. Many surfaces are not covered. Scrape old paint, possible lead paint hazard. (Year 1)

3. Paint Inside House -Interior white paint is more yellow. Walls are inconsistent in material, texture, and cover. Possible lead paint hazard. (year 1)

4. Install kitchen cabinets -There are no cabinets or counters in the kitchen. (year 1)

5. Remove ugly aluminum shed -Previous owner placed shed in driveway. (year 2)

6. Remove Chain link fence and replace with wood picket fence-Chain link fence is a tacky eyesore and is not of period. (year 2-3)

7. Repair/Replace and re-finish floorboards -Softwood floorboards are missing, soaked in Termite poison, replaced with fiberboard, and in need of refinishing.(year 3-4)

8. Install Sprinkler System and repair yard-although not of historic period, a sprinkler system is needed to properly water the yard before the yard is replanted. The yard is mainly weeds. (year 4-5)

9. Replace Garage -The current garage roof is exposed and open, much of the garage is damaged, and the wood floors are unserviceable. The current garage measures 10'x30' and makes the backyard un-useable. We would replace the garage with a 20'x24' garage. The appearance would be closer to that of a barn in that the door style would remain similar (swing out). (year 1-4)

10. Install Basement -With under 900 sqft of living space and not permitted to build up, we would like to replace the Mud Sill foundation with a cement basement foundation The 100 year old wood currently in contact with the ground does show signs of damage. (years 5-8)

11. Ventilate Roof-Currently the roof lacks any ventilation except for the holes in the roof. We need suggestions as to what methods are acceptable. (year 1-2)

12. Install heating/AC system -The house does not have any type ofHVAC. (year 1)

13. Install new plumbing -Replace current plastic hose main pipe with copper pipe.

Finished after new basement. (year 8)

14. Add on to rear of house -We have been advised that the house cannot be made any wider, our only choice is then to make the house longer. When the basement is added, we will need to move the house forward a few feet to allow room for adding on. (Year 7-10).

15. Move water heater inside -When we bought the house, the water heater was outside and exposed on a rotting wooden stand outside. I have temporarily placed it on a metal stand in a metal enclosure. Considerations for the water heater are to place it inside the basement or garage once completed. There is not any room currently inside the house for the water heater.

16. Build wood enclosure for electrical panel. The metal electrical panel would look better inside a wooden enclosure. (year 1-3)
AlanM. Dent
Homeowner
1 711 Main Street
Santa Clara, CA 95050
( 408) 249-8532 (h)
(408) 584-4117 (w)
Bertha M. Banuet-Dent
State of Caiifornia - The ' es Agency 3er. No.

DEPARTMENT OF PARKS ,, r1ECREATION

HISTORIC RESOURCES INVENTORY
HASS Hf.ER NR __ SHL __ Loe __
UTM: At~lg{31Yof[i3Vb~O B _______ _
c _______ D
IDENTIFICATION none

1. Common name: ---------------------------------------

2. 3.

Historic name: ___ n_o_n_e _________________________________ _ Street or rural address: __ 1_7_1_1 __ M_a_i_· _n_S_t_r_e_e_t _______________________ _ Citv.. __ s_a_n_t_a_C_l_a_r_a _________ Zip _______ County __ s_a_n_t_a __ c_l_2_r_a _____ _

4. Parcel number: _...1.?~;1a.:-:.?{..../-.=.-..J._ ___________ ---'-____________________ _

5. Present Owner: _ J_o_h_n_a_n_d_M_a_r...,y_F_l_o_r ___________ Address: 1 71 1 Main $ t reet City ______ S_a_n_t_a_C_l_a_r_a ____ Zip 95050 Ownership is: Public _____ Private _____ _

6. Present Use: ___ r_e_s_i_d_e_n_c_e ________ Original use: __ r_e_s_i_d_e_n_c_e ___________ _

DESCRIPTION
7a. Architectural style: Pioneer /Gothic Revival
7b. Briefly describe the present physical description of the site or structure and describe any major alterations from its original condition:
1711 Main Str~et is a one-story, square in plan, Pioneer and Gothic Revival cottage. The most notable element of the style is the center gablet at the roof facade. The house is sheathed in shiplap siding. A plain frieze, trimmed in white, highlights the cornice. The centered front door is covered by a small shed roof supported by two squared wood columns. The facade is symmetrical with double-hung windows located on either side of the porch. A paneled front door can be seen behind the screen door.

8. Constructj~6f..:j_ 0 .

Estimated ____ t=actual __ _

9. h. unknown Arc 1tect _________ _
1 O. Bu ilder __ u:::_n~k.:.:n::::.o.:.:w.:..n,___ ____ _

11. Approx. property size ( in feet)
Fronra~---- De~h---- or approx. acreage ______ _

12. Date(s) of endosed photograph(s)
March '79

13. 14.

Conditio·n:

Alterations:

Excellent __ G. J _,. __ Fair __ Deteriorated __ No lon!:l~,- in existence no apparent exterior ~lt~ratio6s

15. Surroundings: (Check more than one if necessary) Open land __ Scattered buildings __ Derisely built-up __ _ Residential ~Industrial __ Commercial_·_· _Other:

16. Threats to site: None known __ Private development__ Zoning __ Vandalism Public Works project__ Other: __,r.<:.,._,,e,.,;=...,.._· ....w .... "-'='-i..._ ____________________ _

17. Is the structure: On its original site? X Moved? ___ _ Unknown? ___ _

18. Related features: =----------------------------------------

SIGNIFICANCE

19. Briefly state historical and/or architectural importance (include dates, events, and persons as~ociated with the site.)

20. 21.

22. 1711 Main Street represents an example of P~oneer and Gothic.~ styles combined to form a small workingman's cottage. While the house does not qualify for listing on the Nation~l Registe~J it has been noted as an example ·of a particular style loca1.T~:(;·· and is located within one of Santa Clara's oldest neighborhoods.

Examination of Sanborn Fire Insurance Maps, and City directories show that the house was built sometime between 1901 and 1919.

Main theme of the historic resource: (lf more than one is checked, number in order of importance.)
-Architecture __,. ___ Arts & Leisure ______ _
Economic/Industrial __ Exploration/Settlement ___ _
Government ____ Military ________ _
Religion ______ Social/Education _____ _
Sources (List books, documents, surveys, personal interviews and their dates).

Sanborn Fire Insurance Maps,
1891, 1901, 1930
City directories, 1900, 1920,
1925.

Date Jan. 1981 form prepared _____________ _
By (name) Urban/Rural Conservation fo
Organizationcity of Santa Clara
Address: l 500 Warburton Avenue
City " Santa Clara Zip 95050
Phone:. 984-3111 •
Locational sketch map (draw and label site and
surrounding streets, roads, and prominent landmarks):
, \ , iNORTH
\~
. s
!:>
I_,
\.,;,_,
\ ·'
~JP\ \
\\ \

THE CITY OF SANTA CLARA

OFFICE OF THE

CITY CLERK/CITY AUDITOR
www.ci.santa-clara.ca. us

CALIFORNIA CITY HALL
1500 WARBURTON AVE.

SANTA CLARA. CA 95050
(408) 615-2220
FAX (408) 241-6771

EXTRACT OF CITY COUNCIL MINUTES OF THE CITY
OF SANTA CLARA FOR MEETING HELD ON OCTOBER 10, 2000
............ "MOTION was made by Diridon, seconded and unanimously carried (Matthews and Nadler absent), that, per the Director of Planning and Inspection (8/24/00), the Council approve and authorize the City Manager to execute a Historic Property Preservation Agreement (Mills Act) with Alan and Bertha Dent for the property located at 1711 Main Street which will qualify the property for tax incentives." ....... ..

I, the undersigned City Clerk of the City
of Santa Clara, do hereby certify that the
above and foregoing is a true and correct
copy of an Excerpt of the Minutes of a
meeting of the City Council of the City of
Santa Clara, held on
October 10, 2000,
J
AFTER RECORDING RETURN TO: RECEIVED
City of Santa Clara
City Clerk
OCT 2 7 1998
1500 Warburton Avenue PLANNING DEPT.

Santa Clara, CA 95050 . ~ This document has
. . '.'-.--.-~ . d 'th the original. Rat aeeli ggmparca o~~TY RECORDER eANtACLARA .

IDSTORIC PROPERTY PRESERVATION AGREEMENT
•
This Agreement, (herein, "Agreement"), is made and entered into this o2),J day of T dJ. , 1998, ("Effective Date"), by and between, Michael Kohl ("OWNER"), owner""aicertain real property located in Santa Clara, and the City of Santa Clara, California; a chartered municipal corporation, ("CITY"). CITY and OWNERS may be referred to herein individually as a "Party" or collectively as the "Parties" or the· "Parties to this Agreement. II A. Recitals.
(1) California Government Code Section 50280, et seq. authorizes the CITY to enter into contracts with the OWNERS of qualified Historical Property to provide for the use, • maintenance; and restoration of such Historical Property so as to retain its characteristics as · property of historical significance. · • • •
(2) OWNERS possess fee title in and to that certain real property, together with . associated structures and . improvements thereon, shown on the .1998 Santa Clara County Property Tax Rolls as Assessors' Parcel Number 269-20-095, and generally located at the street address 906 Monroe Street, in the City of Santa Clara, ("Historic Property"). A legal description of the Historic Property is attached hereto as "Legal Description," marked as "Exhibit "A," and incorporated herein by reference.
(3) The Historic Property is on the City of Santa Clara Historic Resources Inventory.
(4) CITY and OWNERS, for their mutual benefit, now desire to enter into this agreement both to protect and preserve the characteristics of historical significance of the Historic Property and to qualify the Historic Property for an assessment of valuation pursuant . to Section 439 .2 of the California Revenue and Taxation Code.

B. Agre:ement.

NOW; THEREFORE, CITY and OWNERS, in consideration of the mutual covenants · and conditions set forth herein, do hereby agree as follows:

Mills Act Contract - 906 Monroe Street
cf'&if •~e:?.-t 1~·· ·rti.,b ·City ui
Sa:nila Car,.. f,e,cowded h-""1i
of eb;Lpgcc .,a· der §ectlo,'l 6105
of ~tig t,; .. _., , ~· -.· ,)•71#'!,.~·mit C,(i6.e..
(1) Effective Date and Term of Agreement. This Agreement shall be effective and commence on June 23 , 1998, and shall remain in effect for a term of ten (10) years thereafter. Each year upon the anniversary of the effective date, such initial term will automatically be extended as provided in paragraph 2, below. (2) Renewal.
(a) Each year on the .anniversary of the effective date of this Agreement, ("renewal date"), one (1) year shall automatically be added to the initial term of this Agreement unless notice of nonrenewal is mailed as provided herein. (b) If either the OWNERS or CITY desire in any year not to renew the Agreement, OWNERS or CITY shall serve written notice of nonrenewal of the Agreement.

Unless such notice is served by OWNERS to CITY at least ninety (90) days prior to the annual renewal date, or served by CITY to OWNERS at least sixty (60) days prior to the annual renewal date, one (1) year shall automatically be added to the balance of the remaining term of the Agreement as provided herein.
(c) OWNERS may make a written protest of the notice. CITY may, at any time prior to the annual renewal date of the Agreement, withdraw its notice to OWNERS of nonrenewal. If either CITY or OWNERS serves notice to the other of nonrenewal in any year, the Agreement shall remain in effect for the balance of the term then remaining, either from its original execution date or from the last renewal date of the Agreement, whichever may apply.
(3) Standards for Historical Property. During the term of this Agreement, the Historic Property shall be subject to the following conditions, requirements, and restrictions:
(a) OWNERS shall preserve and maintain the characteristics of historical significance of the Historic Property. "The Secretary of Interior's Rehabilitation Standards, " marked as Exhibit "B" to this agreement, and incorporated herein by this reference, contains a list of those minimum standards and conditions for maintenance, use, and preservation of the Historic Property, which shall apply to such property throughout the term of this Agreement. (b) OWNERS shall, when necessary or as determined by the Director of Planning and Inspection, restore and rehabilitate the property according to the rules and regulations of the Office of Historic Preservation of the State Department of Parks and Recreation and in accordance with the attached schedule of potential home improvements, drafted by the applicant owners and approved by the City Council, attached hereto as "The Description of the Preservation and Restoration Efforts," marked as Exhibit "C" to this agreement, and incorporated herein by this reference.

Mills Act Contract - 906 Monroe Street 2
~ .. r ~e,ne,tH olt tne City o!
Sant.a Gh.ra. Recorded fz'00
of chllrge under Section 610:l
of lh~ f;-0v~¥1l1ffi®~t (AJd<.!,l.
(c) OWNERS shall allow for periodic examinations, by prior appointment, of the interior and exterior of the Historic Property by representatives of the County Assessor, State Department of Parks and Recreation, State Board of Equalization, and the CITY. The Director of Planning and Inspection shall determine when periodic examinations may be necessary to determine the eligibility of the property involved, and to determine the OWNERS' compliance with the terms and provisions of this Agreement. (4) Provision for Information.
(a) OWNERS hereby agree to furnish CITY with any and all information requested by the CITY to determine compliance with the terms and provisions of this Agreement.
(b) It shall be the duty of the OWNERS to keep and preserve, for the term of the Agreement, all records as may be necessary to determine the eligibility of the property involved, and the OWNERS' compliance with the terms and provisions of this Agreement, including, but not limited to blueprints, permits, historical and/or architectural review approvals, and schedules of potential home improvements drafted by the OWNERS and approved by the City Council.
(5) Cancellation.
(a) CITY, following-a duly noticed public hearing as set forth in California Government Code Sections 50280, et seq., may cancel this Agreement if it determines any one of the following:
(i) · the OWNERS breached any of the terms or conditions of this Agreement; (ii) the OWNERS have allowed the property to deteriorate to the point that it no longer meets standards for a qualified historic property; (iii) the OWNERS have allowed the property to deteriorate to the point that it no longer meets standards as provided for in the Uniform Codes as adopted by the City Code, which include, but are not limited to the Uniform Housing Code, the California State Historic Building Code, the Uniform Fire Code, and the Uniform Code for the Abatement of Dangerous Buildings;
(iv) the OWNERS have not complied with any other local, state, or federal laws and regulations. •
(b) CITY may also cancel this Agreement if it determines that the OWNERS have failed to restore or rehabilitate the property in the manner specified in subparagraph 3(b) of this Agreement.

City Council and Authorities ConcurrentMarch 10, 2026

City Council and Authorities Concurrent
March 10, 2026