Agenda packet — City Council and Authorities Concurrent, April 21, 2026 (part 1 of 10)

City of Santa Clara
Joint Meeting Agenda of the
City Council and Authorities Concurrent &
Santa Clara Stadium Authority Board
Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
5:30 PMTuesday, April 21, 2026
The City of Santa Clara is conducting City Council meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely). • Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306
o Phone 1(669) 900-6833
How to Submit Written Public Comment Before City Council Meeting:

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

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

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

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

City of Santa ClaraCity of Santa Clara Page 1 of 12 Printed on 4/17/2026 Meeting Agenda April 21, 2026

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

1. Study Session on 2025-2030 Community Plan to End
Homelessness and Updates on Local Work Efforts
26-400
Consider staff's report and presentations on the
regional Draft 2025-30 Community Plan to End
Homelessness and local work efforts, and provide
feedback.

Recommendation:
7:00 PM JOINT CITY COUNCIL/STADIUM AUTHORITY BOARD MEETING Call to Order in the Council Chambers
Pledge of Allegiance and Statement of Values
Roll Call

CONTINUANCES/EXCEPTIONS/RECONSIDERATIONS

2. Exception - Item Withdrawn by Staff
Public Hearing: Action on an Ordinance of the City of Santa Clara, California, Authorizing the Installation of Supergraphic Signs on Building Surfaces in the Vicinity of Levi’s Stadium During a Limited Time Period Surrounding FIFA World Cup 2026 Special Events
26-473
Staff desires to withdraw this item from Council
consideration. Unless the Council desires to proceed
otherwise, no action is necessary.ot
Recommendation:

SPECIAL ORDER OF BUSINESS

3.A 26-305 2026 Santa Clara Relay for Life

3.B 26-339

3.C
Recognition of Funds Raised to Benefit Local Programs from the 2025 Santa Clara Historic Home Tour
Recognition
of Partnership with the Silicon Valley Office of
Protocol
26-342
Study Session - 5:30 PM | Regular Meeting - 7:00 PM
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda April 21, 2026

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

4.A Action on the March 5, 2026 Special Santa Clara Stadium Authority Board Meeting, March 10, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting and March 24, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes
26-470
Approve the March 5, 2026 Special Santa Clara
Stadium Authority Board Meeting, March 10, 2026
Joint City Council and Authorities Concurrent & Santa
Clara Stadium Authority Board Meeting and March
24, 2026 Joint City Council and Authorities
Concurrent & Santa Clara Stadium Authority Board
Meeting Minutes.

Recommendation:

4.B Board, Commissions and Committee Minutes26-8
Note and file the Minutes of:

Historical and Landmarks Commission - March 5,
2026
Stadium Neighborhood Relations Ad Hoc
Subcommittee - December 15, 2025
Recommendation:

4.C Action on the City of Santa Clara Public Facilities Financing Corporation
Federal and State Income Tax Exempt Reporting
for Fiscal Year 2024/25
26-252
Accept and Authorize the PFFC Executive Director, or
designee, to file the 2024 Internal Revenue Service
Form 990 (Return of Organization Exempt from
Income Tax) and the State of California Form 199
(Exempt Organization Annual Information Return) on
behalf of the City of Santa Clara Public Facilities
Financing Corporation in substantially the forms
presented.

Recommendation:

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4.D Action on Monthly Financial Status and Investment Reports for F
ebruary 2026 and Approval of the Related Budget
Amendments
26-373

1. Note and file the Monthly Financial Status Report
and Monthly Investment Report for February 2026
as presented; and

2. Approve the Fiscal Year 2025/26 budget
amendments in the following funds (as detailed in
the Fiscal Impact section of the staff report and
Attachment 3 of the staff report):
a. In the General Fund, recognizes wildland
reimbursement revenue and appropriates the
funds to the Fire Department, with a net impact
of $227,315;
b. In the Building Development Services Fund,
increases the Materials, Services, Supplies
budget and decreases the unrestricted ending
fund balance, with a net impact of $0;
c. In the Fire Certified Unified Program Agency
(CUPA) Fund, recognizes enforcement fine
revenue and appropriates a portion of the
funding to the Fire Department, establishes a
restricted CUPA Enforcement Fines Reserve,
allocating the remaining revenue to this
reserve, with a net impact of $119,200; and
d. In the Library Operating Grant Trust Fund,
recognizes grant funding and establishes a
Pacific Library Partnership California Library
Services Act grant appropriation, with a net
impact of $3,711.

Items 2a - 2d, five affirmative Council votes
required to appropriate additional revenue and
for the use of unused balances.

Recommendation:

4.E Action on a Resolution to Authorize an Increase in the Business License
Tax Corresponding to an Increase in the Annual
Inflation Rate Effective July 1, 2026
26-314
Adopt a resolution authorizing the annual inflation
adjustment for the Business License Tax, effective
July 1, 2026, in the amount of 2.5% as allowable under
Santa Clara City Code Section 3.40.160
Recommendation:

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4.F Action to Delegate Authority to the City Manager to Issue Purchase
Orders to Mader Supply, LLC for the Purchase of
Steel Transmission Poles for an Aggregate Maximum Amount of $5,000,000, Funded by Silicon Valley Power
26-327

1. Authorize the City Manager or designee to issue
Purchase Orders to Mader Supply, LLC, for the
purchase of steel transmission poles with an
aggregate maximum compensation of $5,000,000
through June 30, 2031, with price escalations
based on adjustments to the Bureau of Labor
Statistics Producer Price Index, subject to the
appropriation of funds; and

2. Authorize the City Manager or designee to take
any actions as necessary to implement and
administer the Purchase Orders, and to negotiate
and execute amendments to the Purchase Orders
to make de minimis changes, subject to the above
maximum compensation limit and review and
approval as to form by the City Attorney.

Recommendation:

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4.G Action on the Award of a Public Works Contract for the Northwest
Loop Capacity Upgrade Project to Henkels & McCoy
West, LLC, for a Not-to-Exceed Amount of $1,996,557, Inclusive of a 15% Contingency, Funded by the Northwest Loop Capacity Upgrade Capital Improvement Project (CIP No. 2444) Budget 26-188

1. Determine the proposed actions are exempt from
CEQA pursuant to Section 15302 (Class 2 -
Replacement or Reconstruction) of Title 14 of the
California Code of Regulations;

2. Award the Public Works Contract for the Northwest
Loop Capacity Upgrade Project (CIP No. 2444) to
the lowest responsive and responsible bidder,
Henkels & McCoy West, LLC, in the amount of
$1,736,136, and authorize the City Manager or
designee to execute a public works contract
(Contract) in substantially the form attached to this
Report to Council, subject to the review and final
approval as to form by the City Attorney; and

3. Authorize the City Manager or designee to (a)take
any actions necessary to implement and
administer the Contract including executing any
and all documents required for the award,
completion, or acceptance of the Project and (b)
approve any necessary change orders not to
exceed 15% of the original contract price, or
$260,421, for a total contract amount
not-to-exceed $1,996,557, funded by the Electric
Utility Capital Fund.

Recommendation:

4.H Action on Amendment No. 7 to the Agreement for Professional Services with Perkins + Will for the Tasman East Specific Plan 26-241
Authorize the City Manager to execute Amendment
No. 7 to the Agreement with Perkins + Will for
professional services to prepare the Amendment to
the Tasman East Specific Plan by extending the term
of the agreement through December 31, 2026.

Recommendation:

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4.I Action on a Resolution of Intention for Parking Maintenance District No. 122 - Franklin Square
26-163

1. Adopt a Resolution of Intention to order that the
alternative method for the levy of benefit
assessment be made applicable to the City of
Santa Clara Parking Maintenance District No.
122;

2. Set a hearing date of June 9, 2026, to approve the
Director’s Report FY 2026/27; and

3. Authorize the publication, mailing, and posting of
the Notice of Public Hearing as stated in the
Resolution of Intention.

Recommendation:

4.J Adoption of a Resolution of Intention for Maintenance District No. 183 - Santa Clara Convention Center Complex
26-164

1. Adopt a Resolution of Intention to order that the
alternative method for the levy of benefit
assessment be made applicable to the Santa
Clara Convention Center Complex Maintenance
District No. 183;

2. Set a hearing date of June 9, 2026 to approve the
Director’s Report FY 2026/27; and

3. Authorize the publication, mailing, and posting of
the Notice of Public Hearing as stated in the
Resolution of Intention.

Recommendation:

4.K Action on a Resolution Acknowledging Receipt by City Council of
a State-Mandated Compliance Report on Required Annual
Fire Inspections of Certain Occupancies, and Approving
Alignment of the SB 1205 Report With Annual Discussion of the Municipal Fee Schedule
26-223
Adopt a Resolution acknowledging receipt of a report
made by the Fire Chief of the Santa Clara Fire
Department regarding the inspection of certain
occupancies requiring annual inspections in such
occupancies pursuant to sections 13146.2, 13146.3,
and 13146.4 of the California Health and Safety Code
and approving alignment of the SB 1205 report with
annual discussion of the Municipal Fee Schedule.

Recommendation:

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4.L Action to Authorize the City Manager to (1) Execute Amendment No. 1 to the Substation Agreement with 1220 Santa Clara Propco, LLC for the Memorex Junction Substation and (2) Negotiate and Execute Amendments to Other Existing Customer Substation Agreements to Allow for Load Ramp Acceleration and/or Additional Capacity, Subject to Power Availability and Incorporation of Standardized Terms for Curtailment and Other Conditions
26-330

1. Authorize the City Manager or designee to execute
Amendment No. 1 to the Substation Agreement by
and between the City of Santa Clara, California,
and 1220 Santa Clara Propco, LLC, in
substantially the form presented, subject to the
review and approval as to final form by the City
Attorney;

2. Authorize the City Manager or designee to
negotiate and execute amendments to existing
substation agreements with customers to allow for
accelerated load ramps and/or additional capacity
and subject to (a) SVP or CAISO grid limitations
and (b) the inclusion of curtailment control
provisions, revised capacity commitments, and
other SVP standardized agreement term, in final
forms reviewed and approved by the City Attorney;
and

3. Authorize the City Manager or designee to take
any and all actions as are necessary or advisable
to implement and administer the agreements as
amended.

Recommendation:

4.M Informational Report on 2026 Q1 Legislative Updates26-401 Note and file the informational report on 2026 Q1
legislative updates.

Recommendation:

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4.N Authorize the City Manager to execute the 2026-2029 Memorandum
of Understanding Between the City of Santa
Clara and the Santa Clara Firefighters, International Association of Firefighters, Local 1171 (Unit 1), Approve a Corresponding Update to the Unit 1 Classified Salary Plan, and Approve Related Budget Amendment
26-462

1. Authorize the City Manager to execute a 2026-
2029 Memorandum of Understanding and any
related Side Letter Agreements Between the City
of Santa Clara and the Santa Clara Firefighters,
International Association of Firefighters, Local
1171 (Unit 1) on the terms presented, as reflected
in the Mediation Joint Recommendation, in a final
form approved by the City Attorney;

2. Adopt a Resolution Updating the Salary Plan for
various Unit 1 classified positions to satisfy the
requirements of California Code of Regulations
Section 570.5; and

3. Approve the FY 2025/26 budget amendment in the
General Fund to increase the Fire Department
appropriation by $576,000 and decrease the
unrestricted ending fund balance by $576,000
(five affirmative Council votes required for the
use of unused balances).

Recommendation:

4.O Adopt a Resolution Updating the Average Per-Acre Land Values and Park Development Costs Per Capita Used for Setting the Parkland In-Lieu Fee Schedule for New Residential
Development for FY 2026/27
26-260
Adopt a resolution, in accordance with City Code
Chapter 17.35, establishing average per-acre land
values and park development costs used for
calculating parkland in-lieu fees for residential
development for FY 2026/27 and updating the
Municipal Fee Schedule.

Recommendation:

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

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CONSENT ITEMS PULLED FOR DISCUSSION

5. Action on the 2026 City Council Priority Setting Session Framework
DEFERRED FROM APRIL 7, 2026
26-460
Approve the 2026 City Council Priority Session
Framework and Annual City Council Priority Setting
Session Framework
Recommendation:

PUBLIC HEARING/GENERAL BUSINESS

6. Public Hearing: Action on the Adoption of the Proposed FY 2026/27 Municipal Fee Schedule
26-235
Adopt a Resolution for the “City of Santa Clara
2026/27 Municipal Fee Schedule” which

1. Sets new fees, rates and charges (collectively
“fees”);

2. Amends existing fees; and

3. Deletes certain fees; for various City departments
effective on July 1, 2026.

Recommendation:

REPORTS OF MEMBERS, SPECIAL COMMITTEES AND COUNCILMEMBER 030 REQUESTS

CITY MANAGER/EXECUTIVE DIRECTOR REPORT

ADJOURN TO CLOSED SESSION

CLOSED SESSION

7. Conference with Labor Negotiators (CC)
Pursuant to Gov. Code § 54957.6
City
representatives: Aracely Azevedo, Marco Mercado, Ashley Lancaster, Glen Googins and Su Reuter
Employee Organization(s):

Unclassified Fire Management (Unit #9B)
26-463
Public Comment
The public may provide comments regarding the Closed Session item(s) just prior to the Council beginning the Closed Session. Closed Sessions are not open to the public.

Convene to Closed Session (Council Conference Room)

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ADJOURNMENT

REPORTS OF ACTION TAKEN IN CLOSED SESSION, IF ANY REQUIRED, TO BE PRESENTED BY THE CITY ATTORNEY IN PERSON IN COUNCIL CHAMBERS AND AT THE NEXT MEETING ON MAY 5, 2026.

The next regular scheduled meeting is on Tuesday, May 5, 2026 in the City Hall Council Chambers.

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

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

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

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

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

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

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

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

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

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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-400 Agenda Date: 4/21/2026

REPORT TO COUNCIL

SUBJECT
Study Session on 2025-2030 Community Plan to End Homelessness and Updates on Local Work Efforts

BACKGROUND
On July 8, 2025, the City of Santa Clara (City) hosted a City Council Study Session on homelessness. The session provided an overview of the supportive housing system, updates on city services, and sought feedback on a two-year homelessness response implementation workplan.

There are three primary purposes of this Study Session. First, representatives of the Santa Clara County (County) Continuum of Care will share results of the 2020-25 Community Plan to End Homelessness (2020-25 Community Plan) (Attachment 1) adopted in 2020 and introduce the draft 2025-30 Community Plan (Draft 2025-30 Community Plan) (Attachment 2). Second, City staff will discuss how the draft Citywide Plan to Reduce Homelessness and its Impacts (Citywide Plan) generally aligns with the new Draft 2025-30 Community Plan. This discussion will allow the City to finalize its local plan later this year and ensure it is informed by any new strategies and ideas that may have come up during the County’s update process. Lastly, City staff will provide updates on local work efforts related to homelessness.

DISCUSSION
2020-25 Community Plan to End Homelessness
Continuums of Care (CoCs) are required by the U.S. Department of Housing and Urban Development (HUD) to coordinate the regional homelessness response system. As part of that role, the CoC brings together local governments, service providers, and other stakeholders to assess needs, use system and outcome data, and set regional priorities across outreach, shelter, housing, and supportive services. The Draft 2025-30 Community Plan serves as the regional plan for Santa Clara County and in its final form will inform strategies and investments of federal, state, and local funding to address homelessness and its causes over the next five years. The Santa Clara County CoC is currently in the process of gathering feedback on the Draft 2025-30 Community Plan, after which it will seek endorsement of the final plan from local jurisdictions throughout Santa Clara County in Fall 2026. As background, this plan introduction and endorsement process models what occurred for the 2020-25 Community Plan, which the Santa Clara City Council endorsed on March 16, 2021.

The 2020-25 Community Plan was structured around three core strategies:

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

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

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3. To improve quality of life for unsheltered individuals and create healthy neighborhoods for all .

Over the course of the last five years in which this plan was in place, the CoC, the County, cities, service providers, housing developers, people with lived experience of homelessness, and countless other stakeholders have contributed to the region meeting and exceeding several important goals related to the above strategies.
2020 - 2025 Community Plan to End Homelessness Key Results Countywide City of Santa Clara
Permanently Housed 20,830 1,894
Obtained Temporary Housing & Shelter27,073 3,443
Received Homelessness Prevention Assistance38,060 1,514 Draft 2025-30 Community Plan to End Homelessness
The Draft 2025-30 Community Plan to End Homelessness is structured around four Focus Areas, each with multiple strategies and sub-strategies supporting them:

1. Prevent people from becoming homeless

2. Continue to house people and support them in retaining their housing

3. Strengthen access to care and services for people experiencing unsheltered homelessness.

4. Center and invest in people with lived experience to lead and transform the homeless system.

Since Fall 2025, the CoC has been meeting with a wide range of community stakeholders, including staff at local agencies, to develop and gather feedback on their draft 2025-30 Community Plan strategies. Through this process, City staff provided input based on the specific challenges that homelessness presents in the City, different opportunities the City has participated in the larger systems of care, and existing strategies and workplan items that are included in Santa Clara’s draft Citywide Plan.

Santa Clara’s Citywide Plan to Reduce Homelessness and its Impacts The City of Santa Clara’s draft localCitywide Plan to Reduce Homelessness and its Impacts was developed by a task force including City staff, community members from every City Council District, people with lived experience, and other stakeholders.

Homebase, a consulting firm, organized the task force and drafted the Citywide Plan based on the priorities and input of the task force. The Draft Citywide Plan presented at the July 8, 2025 Study Session includes a two-year workplan (respectively, Attachments 3 and 4) organized under six strategies that address homelessness and related impacts. They are:
• Strategy 1: Prevent homelessness for City residents who are at-risk. • Strategy 2: Increase availability of short-term shelter, permanent supportive housing, and Extremely Low Income (ELI) housing
• Strategy 3: Conduct proactive street outreach to engage people who are unsheltered and connect them to resources.
• Strategy 4: Address basic needs of people living outside, including health, and hygiene • Strategy 5: Reduce the impacts of unsheltered homelessness throughout the community • Strategy 6: Foster productive community conversation about the causes, needs, and City of Santa Clara Printed on 4/17/2026Page 2 of 4
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experience of homelessness to foster support and volunteerism.

Despite being developed independently and at different times, the Draft 2025-30 Community Plan and the City of Santa Clara’s Draft Citywide Plan share many of the same goals. Both plans emphasize the importance of prevention, seek to expand housing and shelter opportunities, and strengthen access to services for people experiencing homelessness.

The primary difference between the two plans is in Strategy 5 of the Draft Citywide Plan, which focuses on the impacts of homelessness on the broader community and includes work around blight reduction, sanitation, and vehicle enforcement. This difference is an important reminder of the varying roles that agencies play in addressing homelessness, as well as the different challenges that agencies experience.

At the July 8, 2025 Study Session, City staff and the County received feedback and a number of questions from the City Council. Staff has provided formal responses to these questions in Attachment 5 of this report.

Updates on Local Work Efforts
As part of this Study Session item, staff will provide a presentation with updates on local work efforts related to homelessness. Those efforts include:
· City Council Priority: Provide Interim Supportive Housing and Outreach Services for the Unhoused
o Pending agreement under negotiation with WeHOPE to expand homelessness services through street outreach/case management, temporary hotel program, and inclement weather hotel program. Staff is evaluating the feasibility of changes to the pending agreement requested by the vendor.
o 30-suite interim family housing development at Benton Street and Lawrence Expressway.
· City Council Priority: Off Street Parking for RVs/People Living in Cars o Sub-sequent evaluation of potential sites to develop safe parking program on City- owned properties.
o Alternative options to utilize real estate broker services to identify potential private properties for safe parking program and/or conduct a Request for Proposals for private property owners to host safe parking program on their property. · Potential Relocation of Dignity on Wheels - Mobile Shower and Laundry Service o Evaluation of usage data.
o In response to the Council’s interest/comments, staff identified a potential site near transit and other basic needs services to relocate program.

Next Steps
The City’s Study Session on the regional Draft 2025-30 Community Plan is among the first that the Santa Clara County CoC and Santa Clara County’s Office of Supportive Housing are holding as they gather input and feedback from policy makers and other stakeholders across the county. It is anticipated that the final plan, inclusive of feedback from the community where viable, will be finalized in late Summer or Fall 2026. At that time, the CoC will seek endorsement from the City of Santa City of Santa Clara Printed on 4/17/2026Page 3 of 4
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Clara and other cities. City staff will aim to present a final draft of the Citywide Plan to City Council at the same Council meeting for adoption to ensure that it aligns with the new regional plan. In the interim period, staff will continue working on the local efforts outlined above based on the Council’s feedback during the Study Session and other work items within two-year workplan in the Draft Citywide Plan.

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

FISCAL IMPACT
While there are no costs to present the information in this report other than staff and administrative time, costs could be incurred or proposed depending on the recommendations or direction provided by the City Council in this Study Session to bring back proposals for funding consideration.

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

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

RECOMMENDATION
Consider staff's report and presentations on the regional Draft 2025-30 Community Plan to End Homelessness and local work efforts, and provide feedback.

Reviewed by: Afshan Hamid, Director, Community Development and Christine Jung, Deputy City Manager, City Manager’s Office
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. 2020-25 Community Plan to End Homelessness

2. Draft 2025-2030 Community Plan to End Homelessness

3. Draft Citywide Plan to Reduce Homelessness and Its Impacts

4. Draft Citywide Plan to Reduce Homelessness and Its Impacts - Appendix A: Two-Year Workplan

5. Responses to Council Feedback and Questions from July 8, 2025 Study Session City of Santa Clara Printed on 4/17/2026Page 4 of 4
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2020–20252020–2025

COMMUNITY PLAN

TO END HOMELESSNESS

SANTA CLARA COUNTYSANTA CLARA COUNTY
Acknowledgements
The Community Plan Steering Committee would like to thank the many community stakeholders, people with lived experience of homelessness, and organizations for their participation in the process to update the plan and their valuable input.

For a full list of organizations that participated in the process, see page 14.

Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 1 Table of Contents
Introduction
Our Homelessness Crisis
Ending Homelessness in Santa Clara County

The Strategies
Strategy 1: Address the Root Causes of
Homelessness Through System and Policy Change
Strategy 2: Expand Homelessness Prevention and
Housing Programs to Meet the Need

Strategy 3: Improve Quality of Life for Unshelter
ed
Individuals and Create Healthy Neighborhoods for All
Thank you!
2 4
6 10
11 13
14 16
2 | Santa Clara County Community Plan to End Homelessnes: 2020–2025 Helped 8,884 households
resolve their homelessness,
representing
14,132 people
Doubled the number of supportive
housing units in Santa Clara County
Doubled our temporary housing
and emergency shelter capacity
Launched a new
homelessness
prevention system
that now serves
about
1,000
households
annually
Led a community-wide
campaign that has successfully
housed more than
1,600 veterans
and engaged nearly
800 private landlords
in the effort
Voters approved $950 million to develop
affordable housing through the 2016 Measure A
Affordable Housing Bond and raised another
$100 million in private contributions to support
the implementation of the community plan
Supportive Housing System Progress 2015-2019
Thanks to the collective efforts of partners throughout the community, over the past ﬁve years, we have done the following:

In 2015, the community came together to create a roadmap for ending homelessness in Santa Clara County. This plan— which was centered around a collective impact response and the proven Housing First model—set an ambitious goal to create 6,000 new housing opportunities and identified innovative strategies and programs for reducing homelessness.

Introduction
Introduction
•••••••••••••••••••••• •••••••••••••••••••••• •••••••••••••••••••••• •••••••••••••••••••••• •••••••••••• •••••••••••• •••••••••••• •••••••••••• •••••••••••• •••••••••••• ······o •••••• ...... I •••••• ••••••
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 3 Introduction
Despite our progress creating a supportive housing system that assists thousands of homeless individuals and families each year, the crisis continues to grow. The systemic factors driving homelessness in our community— from the failed policies at the local, state, and national level to the extreme lack of housing options that are affordable for low-income residents—remain stronger than ever and are pushing more of our neighbors onto the streets every day.

These challenges have been compounded by the novel coronavirus (COVID-19) pandemic that arrived in our community as this plan was in development, making implementation of many of these strategies even more urgent. This public health crisis has ground our local economy to a halt, leaving many more households on the brink of homelessness due to job loss, lack of childcare, and economic uncertainty. The pandemic has also required a massive and immediate response by our crisis response system to quickly ramp up shelter capacity, increase access to hygiene services for people living outside, and protect those people experiencing homelessness who are particularly vulnerable. As a result, as this plan goes into effect, we anticipate there will be many more people experiencing or at risk of homelessness who will need immediate support, which will require our community to continue to be flexible and innovative in our responses to homelessness.

To truly end homelessness in Santa Clara County, we must summon the collective will and resources to not only respond to the current crisis and scale our successful housing strategies, but also address and eliminate the root causes of homelessness in our community.

Community Plan Steering Committee Members
Ky Le, Co-Chair
Jennifer Loving, Co-Chair
Jan Bernstein Chargin
Louis Chicoine
Erin Connor
Katherine Harasz
Miguel Marquez
Jacky Morales-Ferrand
Joel John Roberts
Claudine Sipili
Leland Wilcox
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1 Applied Survey Research, “Santa Clara County Homeless Census & Survey Comprehensive Report 2019.” 2019. https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Pages/HomelessnessCensusandSurvey.aspx 2 Public Policy Institute of California, “Income Inequality in California.” 2020. https://www.ppic.org/publication/income-inequality-in-california/ 3 Bay Area Equity Atlas, “Earned income growth for full-time wage and salary workers: Santa Clara County, CA, 2000–2015.” https://bayareaequityatlas.org/indicators/income-growth#/?geo=04000000000006085 4 | Santa Clara County Community Plan to End Homelessnes: 2020–2025 Our Homelessness Crisis
According to the 2019 Point-in-Time count, there are 9,706 individuals experiencing homelessness on any given night in Santa Clara County. 1 Families with children, seniors, individuals with disabilities, veterans, youth and young adults are all represented in the county’s diverse homeless population. More than 80% of these individuals are unsheltered—sleeping outside, in cars, or other places not meant for human habitation. We expect that these numbers will increase over the coming months as the full impact of the COVID-19 pandemic is felt.

The gap between the rich and the poor in our community, combined with the lack of housing development particularly at the lowest income levels, is fueling the homelessness crisis. According to the Public Policy Institute of California, families at the highest income levels in the Bay Area (the 90th percentile) have more than 12 times the income of families at the bottom (the 10th percentile).2 Those at the bottom rung of the economic ladder have also not shared in the region’s significant economic growth. Between 2000 and 2015 in Santa Clara County, workers with earnings in the 10th percentile saw their income decline by 12%.3 This income inequality has been further exacerbated by the economic slowdown caused by the COVID-19 pandemic as many low-income households living paycheck-to-paycheck struggle to make rent and pay for other basic needs.

Our Homelessness Crisis
-20%
-10%
0%
10%
20%
-12% -10%
2%
10% 12%
10th
percentile
0 to Extremely Low-Income Threshold
0 to 50% of AMI
0 to 80% of AMI
0 to 100% of AMI
20th
percentile
50th
percentile 80th
percentile
90th
percentile
Earned income growth for full-time wage and salary workers Santa Clara County, CA: 2000-2015
Affordable & Available Rental Homes “Per 100 Renter Households” San Jose Metropolitan Area: 2018
0 20 40 60 80 100
34 80
46 94
Black/African Americans
0%
5%
10%
15%
20% 16.9%

2.5%
Homeless
Population
General
Population
Black/African Americans
American Indian/Alaskan Natives
<1%
American Indian/
Native Alaskans
Homeless
Population
General
Population
0%
1%
2%
3%
4%
5%
6%
7%
8% 7.4%
Hispanic/Latinx
Hispanic/Latinx
0%
10%
20%
30%
40%
50%
Homeless
Population
General
Population

43.7%
27%
4 National Low-Income Housing Coalition, “The Gap: A Shortage of Affordable Homes.” 2020. https://reports.nlihc.org/sites/default/files/gap/Gap-Report_2020.pdf Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 5 Our Homelessness Crisis
In addition, longstanding and structural racial inequities continue to affect who becomes homeless in our community. A recent report commissioned by Destination: Home found that people of color are dramatically more likely than their white counterparts to become homeless in Santa Clara County, and that poverty alone cannot explain disparities in homelessness. For example:

While the brunt of this crisis is borne by our unhoused neighbors, we know its impacts are felt much more broadly. Our neighborhoods, first responders, businesses, and environment are also suffering the consequences of our region’s severe homelessness crisis.

Even worse, the problem continues to grow as more people are slipping into homelessness than ever before—the result of growing income inequality, gentrification and displacement, rising housing costs, an extreme housing shortage, and a lack of sufficient safety net services to adequately care for the most vulnerable in our community. In fact, for every homeless family or individual we connect to housing, between two and three more are experiencing homelessness for the very first time.

If this trend continues, in addition to the nearly 10,000 individuals currently experiencing homelessness, another 20,000 are at-risk of falling into homelessness over the next five years—far more than our supportive housing system currently has the capacity to serve. -20%
-10%
0%
10%
20%
-12% -10%
2%
10% 12%
10th
percentile
0 to Extremely Low-Income Threshold
0 to 50% of AMI
0 to 80% of AMI
0 to 100% of AMI
20th
percentile
50th
percentile 80th
percentile
90th
percentile
Earned income growth for full-time wage and salary workers Santa Clara County, CA: 2000-2015
Affordable & Available Rental Homes “Per 100 Renter Households” San Jose Metropolitan Area: 2018
0 20 40 60 80 100
34 80
46 94
Black/African Americans
0%
5%
10%
15%
20% 16.9%

43.7%
27%
-20%
-10%
0%
10%
20%
-12% -10%
2%
10% 12%
10th
percentile
0 to Extremely Low-Income Threshold
0 to 50% of AMI
0 to 80% of AMI
0 to 100% of AMI
20th
percentile
50th
percentile 80th
percentile
90th
percentile
Earned income growth for full-time wage and salary workers Santa Clara County, CA: 2000-2015
Affordable & Available Rental Homes “Per 100 Renter Households” San Jose Metropolitan Area: 2018
0 20 40 60 80 100
34 80
46 94
Black/African Americans
0%
5%
10%
15%
20% 16.9%

43.7%
27%
Compounding the impacts of this inequality is the fact that housing costs are higher than ever and housing that is affordable to the lowest-income families is not being produced. In fact, the National Low-Income Housing Coalition’s most recent report, The Gap: A Shortage of Affordable Homes, found that in 2018 there were only 34 affordable and available units for every 100 extremely low-income renter households in the San Jose metro area.4 6 | Ending Homelessness
Ending Homelessness in Santa Clara County
Photo of Villas on the Park. Courtesy of Dahlin Group Architecture Planning and Mark Davidson Photography I I
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Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 7 Solving this crisis is one of the great moral challenges facing us. It will require tremen - dous effort, new partnerships, and even bolder strategies—and it will require the entire community to be a part of the solution.

We must take immediate actions that can improve the quality of life for the huge number of unsheltered residents in our community. We must increase shelter capacity and increase interim housing options, and we must expand services to meet their basic health and safety needs.

We need to significantly scale our housing development and programs to meet the growing need in our community. This includes building many thousands more supportive housing units, expanding our homelessness prevention strategies, and enhancing the way our supportive housing system serves those in need.

Most importantly, we will never end homelessness in our community if we do not attack the systemic root causes that continually push more of our neighbors into homelessness.

As a result, we must address inequitable land use and housing policy to allow every jurisdiction to achieve their Regional Housing Needs Allocation goals for very low and extremely low-income housing production. We must ensure every resident who is able to work can access living wage employment and we must reverse decades-long structural inequities that have driven people of color and other vulnerable residents onto the streets.

None of this will be easy or cheap. In fact, just meeting the affordable housing needs of our community would require several billion dollars. But we cannot accept a future in which thousands of our neighbors are forced to live outside. Every member of our community deserves a safe and stable home—and it is our collective responsibility to make this vision a reality.

Ending Homelessness
in Santa Clara County
As we implement the strategies in this plan, we will raise the voices of people with lived experience and share power with our unhoused and recently-housed neighbors. We will focus on policies and programs that reduce racial inequity, in an effort to reverse the disproportionately high rates of people of color who are unhoused.

Ending Homelessness in Santa Clara County
8 | Santa Clara County Community Plan to End Homelessnes: 2020–2025 Our Plan
The 2020–2025 Community Plan to End Homelessness will serve as our roadmap for ending homelessness in Santa Clara County and is organized around three main strategies:

Our Plan
The strategies included in this plan are grounded in evidence-based practices, lessons learned over the past five years, and robust conversation and input from more than 8,000 members of our community; including people with lived experience of homelessness, subject matter experts, key stakeholders, and community members.

In addition, this plan sets aggressive targets designed to reverse the current growth in home- lessness we are experiencing and bring us one step closer to our collective goal of eliminating homelessness in our community.

Address the root causes
of homelessness
through system and
policy change
Expand homelessness
prevention and housing
programs to meet the
need
Improve quality of life
for unsheltered
individuals and
create healthy
neighborhoods for all
STRATEGY 1 STRATEGY 2 STRATEGY 3
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 9 Our Plan
Our Targets
*The reduction in annual inflow target was based on annual inflow prior to the COVID-19 pandemic.

This target will be reevaluated once the longer term impacts of COVID-19 are known.

By 2025, we will:

Achieve a 30% reduction in annual
inflow of people becoming homeless*
Expand the Homelessness Prevention System
and other early interventions to serve
2,500 people per year
House 20,000 people through
the supportive housing system
Double temporary housing and shelter capacity to
reduce the number of people sleeping outside
Address the racial inequities present among
unhoused people and families and track progress toward
reducing disparities
ttt
•••••••••••••••••••••••• •••••••••••••••••••••••• •••••••••••••••••••••••• •••••••••••••••••••••••• •••••••••••••••••••••••• •••••••••••••••••••••••• ······~ ············ •••••• • ••••••••••• ...... I ........... . •••••• • ••••••••••• •••••• • ••••••••••• 10 | Santa Clara County Community Plan to End Homelessnes: 2020–2025 Reaching these ambitious goals will require a
collaborative community response based on proven,
evidence-based strategies to end homelessness as well
as innovative approaches that maximize the resources
available.

The strategies are organized under three areas of focus that make up the basic framework for the plan.

The Strategies
The Strategies
To end homelessness in our community, we must address its root causes. This plan sets a five-year goal of reducing new unhoused individuals and families in a given year by 30%. The strategies below are targeted to address the entrenched economic and societal causes of homelessness through transformational systemic and policy change. The system we live in has created social, economic, and racial disparities and it will take monumental shifts in policies and priorities to make effective change. While eliminating these disparities across our community will take more than the five years covered by this plan, we can make substantial progress towards this important goal by implementing the strategies below.

Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 11 The Strategies
STRATEGY 1
Address the Root Causes of Homelessness
Through System and Policy Change
Ensure that people accessing safety net services have
the support they need to obtain and maintain housing.

Ensure that people involved in the criminal
justice system do not become homeless.
1 2
Adopt housing screening and
referral processes for individuals
and families accessing safety
net services.

Support households with
incarcerated family members to
prevent homelessness.

Expand housing resources available to
Medi-Cal recipients accessing services in
the Specialty Mental Health System.

Expand housing
programs for families
involved in the child
welfare system.

Expand existing and develop new housing and workforce development programs to successfully reintegrate people leaving probation, parole, jails, and prisons into the community.

Advocate for the state and the federal
government to increase funding and
access to safety net services.

Expand and diversify housing
programs for foster youth to meet
their long-term housing needs, so no
foster youth become homeless.

A
A
D
B
B
E
C
12 | Santa Clara County Community Plan to End Homelessnes: 2020–2025 Create the conditions to develop enough affordable
housing to meet the need in our community.

Protect residents from evictions, displacement,
and housing discrimination.

Ensure all residents who are able to work
have access to living wage employment.

Expand public and private sector support
for ending and preventing homelessness.
3 4
5 6
Work with cities to change local
land use and housing policy to allow
for development of more affordable
housing and help reverse housing
disparities that have negatively
impacted people of color.

Adopt and
implement
new fair
housing plans
for the region.

Support efforts
to increase the
minimum wage
to a living wage in
Santa Clara County.

Increase community
engagement and
support for affordable
and supportive housing
development throughout
the county.

Advocate for
flexible funding
that can speed
up and create
more affordable
housing.

Identify
underutilized land
across the county to
be used for dense
affordable housing
development.

Strengthen local rent
control and tenant
protections.

Partner with corporations
to create living wage job
opportunities for people
who are unhoused or at
risk of homelessness.

Provide leadership
opportunities for people
with lived experience of
homelessness to shape how
we address homelessness in
our community.

Prioritize development
of housing for extremely
low-income individuals
and families making 30%
of Area Median Income or
less and set joint targets.Provide legal assistance to ensure that individuals and families most severely
impacted by the lack of affordable
housing, namely people of color, have
equal access to housing.Provide training, internships,
and mentorships to help
people who are unhoused or at
risk of homelessness to obtain
access to living wage jobs.

Create a county-wide education campaign that increases
awareness of the causes and impacts of homelessness and ongoing efforts to end homelessness.

Create a fund to
preserve both
naturally affordable
and income-restricted
affordable housing.Invest in social
enterprises that train
and employ people who
are unhoused or at risk
of homelessness.

A
A
A
A
DB
B
B
B
C
C
C
C
D
D
STRATEGY 1 Address the Root Causes of Homelessness Through System and Policy Change (Continued)
The Strategies
L,..___i _ ___JI
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 13 While Strategy 1 aims to close the gaps in our social safety net and address the other systemic causes of homelessness, we know that there will be some people over the next five years who will still become unhoused due to a severe shortage of affordable and accessible housing. To end homelessness, we will need to continue to build capacity to provide a broad array of housing and services over the next five years.

The Strategies
STRATEGY 2
Expand Homelessness Prevention and
Housing Programs to Meet the Need
Increase the capacity of supportive housing
programs for people experiencing homelessness. 1
Expand the supportive housing system to provide housing and services to help 20,000 unhoused people secure stable, permanent housing. Expansion would target the following:
• 7,000 people housed in Permanent Supportive Housing
programs that pr
ovide long-term support.
• 10,000 people housed through Rapid Rehousing
programs that provide short- and medium-term support.
• 3,000 people housed through Housing Problem Solving
and other short-term or one-time assistance.

Develop programs tailored to the
needs of specific populations of people
experiencing homelessness, including:
• Youth and young adults
• Older adults (55+) and seniors
• Families with children
• Adults (ages 25 to 54) without children
A B
Provide a broad range of supports
to prevent homelessness.2
Expand the Homelessness Prevention System to prevent
homelessness for an additional 7,000 households who are at risk by providing targeted financial assistance and supportive services.

Provide targeted financial resources to prevent
homelessness and eviction for severely rent-
burdened residents living in existing affordable units.

A B
Create a state-of-the-art
supportive housing system.3
Center the voices of people
who have lived experience
of homelessness, especially
people of color, in the
policy and program design
decisions of the supportive
housing system.

Increase access
to supportive
housing programs
for people of color
by addressing
racial bias in our
system.

Invest in professional
development and
competitive pay to
attract and retain
a highly qualified
workforce of homeless
service provider staff.

Incentivize hiring of
people who have
lived experience of
homelessness to reflect
the client population—
especially people of color
and LGBTQI+ persons.

A DB C
,_______ I !
tr
14 | Santa Clara County Community Plan to End Homelessnes: 2020–2025 The first two strategies of the plan seek to end and prevent homelessness for as many people as possible over the next five years. However, the reality is that many people will remain unhoused due to an extreme housing crisis and increasing income inequality. To address this immediate crisis in our community and ensure healthy neighborhoods for all, we must begin by doubling our temporary housing and shelter capacity to serve 2,000 additional households each night and increase investment in health, safety and other basic services to better meet the needs of people living in unsheltered conditions and build connections to housing programs and safety net services offered throughout the county.

STRATEGY 3
Improve Quality of Life for Unsheltered Individuals
and Create Healthy Neighborhoods for All
Double the number of year-round temporary housing beds and offer a variety of welcoming temporary housing options throughout the county.1 Build new partnerships to host emergency
shelter, safe places to park and access services,
and sanctioned encampments that are not swept
and include hygiene and supportive services.

Ensure that all families with children under 18
years old who are unhoused have access to
emergency shelter or temporary housing.

Provide opportunities
for people who have
lived experience of
homelessness to provide
peer-to-peer support.

Reduce barriers to shelter such as allowing
for pets, storage of personal items,
greater privacy, longer stays, and provide
higher levels of safety for residents.

Provide more public services in
neighborhoods hosting emergency
shelter or temporary housing programs.

Expand hours at
new and existing
shelters to remain
open during the day.

Increase the number of
street outreach staff and
case managers working
in encampments.

A
D
D
B
E
C
C
Increase street outreach, hygiene services, and transportation options to match the needs of unsheltered residents. 2
Increase access to basic
hygiene resources,
including bathrooms,
showers, and laundry
Increase the number of free
public transit passes and
other transportation options
for people who are unhoused
to access services.

A B
Increase mental health and
substance use services.3
Increase the number of mobile
crisis teams with clinical staff,
and expand their hours, to
support individuals experiencing
severe mental health and
substance use crises.

Develop a plan to
eliminate service access
and treatment gaps
for unsheltered people
struggling with chronic
and severe mental illness.

Increase the number
of beds available for
substance use treatment
and provide the follow-up
supportive services needed
to prevent relapses.

Increase access to
mental health treat-
ment for people
who are unhoused
and struggling with
mental illness.

A DB C
The Strategies
__ I !
'·"
• Share data across safety net, criminal justice, and housing systems to better predict and target households who are experiencing homelessness or at risk of homelessness.
• Better utilize data collected in the homeless system of care and across County departments to know what is working
well, what programs need improvement, and to identify
inequities in the system.
• Provide demographic data, including race and ethnicity, in all reports on homelessness to highlight and address inequities.
• Create accessible dashboards that show our progress and hold our systems accountable.
• Provide trauma-informed care and racial equity/anti-racism training to all staff working with people experiencing
homelessness.
• Increase access to services, including providing system navigation resources and training to all staff working with people experiencing homelessness.
• Align racial equity work in the homelessness sector with other racial equity initiatives in Santa Clara County.
• Expand partnerships with corporations, philanthropic
institutions, and individual donors to secure private funding to reduce and prevent homelessness.
• Align and coordinate with other community efforts to
address homelessness, such as the Homelessness Task
Force.

Process Improvements Across Strategies 1, 2, and 3
Throughout our work, we must continue to expand coordination between systems, increase the use of data to improve programs, and increase training opportunities for all partners, including:

Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 15 The Strategies
STRATEGY 3 Improve Quality of Life for Unsheltered Individuals and Create Healthy Neighborhoods for All (Continued)
Engage a cross-section of community partners
to address the needs of unsheltered residents.

Ensure that community spaces are safe and
welcoming for housed and unhoused residents.
4 5
Increase outreach to
city and County staff
and business and
neighborhood associations
about available resources
to assist people who are
unhoused.

Partner with new private sector, community-based,
and faith-based organizations to create safe and
welcoming community spaces in every community for
unhoused people to access services during the day.

Engage the private
sector to contribute
funding to support
health and safety
services and shelter
for people who are
unhoused.

Work with community organizations, cities, County agencies, and neighborhood associations to ensure that public spaces such as parks, libraries, and community centers remain clean, well-maintained, and welcoming to all.

Increase coordination
between agencies
engaging people living
in encampments to
ensure consistent and
humane approaches to
encampment resolution.

Create a referral system
where unhoused
residents can access
information and services,
such as available
temporary housing and
homeless services.

A
A
B
B
C D
16 | Santa Clara County Community Plan to End Homelessnes: 2020–2025 Thank You!
The Community Plan Steering Committee would like to thank the following agencies and staff who participated in the Community Plan Work Group to gather community input and update the community plan:

The Steering Committee and Work Group would like to thank the many people who are currently or formerly unhoused who shared their input and experiences to inform the community plan, including the following:

The Steering Committee and Work Group would like to thank the following community stake- holders, agencies, and organizations for participating in the process:
• County of Santa Clara: Jackie MacLean, Hilary
Barroga, Kathryn Kaminski, Hilary Armstrong
• City of San José: Sarah Zárate, Ragan Henninger
• Destination: Home: Ray Bramson, David Low
• City of Morgan Hill: Rebecca Gar
cia
• City of Mountain View: W
ayne Chen
• LifeMoves: Bruce Ives
• Sacred Heart Community Service: Erin Stanton
• Community Solutions: Erin O’Brien
• Lived Experience Advisory Board
• Sacred Heart’
s Survivors of the Streets
• HomeFirst Sunnyvale Shelter’s Client Collaborative
• Clients/residents from Hope’s Corner, Bill Wilson
Center, New Haven Inn, and Second Street Studios
• Abode Services
• Alta Vista High School
• Amigos de Guadalupe
• Anthem Blue Cross
• Bill Wilson Center
• Bitfocus
• Catholic Charities of Santa Clara County
• Charities Housing
• Cisco
• Cities Association of Santa Clara County
• City Team
• City of Cupertino
• City of Morgan Hill
• City of Mountain View
• City of Palo Alto
• City of San José
• City of Milpitas
• City of Santa Clara
• Community Services Agency
• Community Solutions
• County of Santa Clara:
o Behavioral Health Services
o Office of the District Attor
ney
o Probation Department
o Public Defender Office
o Public Health Department
o Reentry Services
o Santa Clara Valley Medical Center
o Social Services Agency
o Office of Supportive Housing
o Office of Equity and Social Justice
o Offices of Supervisors Cindy Chavez, Dave
Cortese, Susan Ellenberg, Joe Simitian, and
Mike Wasserman
o Valley Homeless Healthcar
e Program
• David and Lucile Packard Foundation
• Destination: Home
• Dependency Advocacy Center
Thank You!
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 17 • Downtown Business Association
• Downtown Streets T
eam
• EAH Housing
• East Side Union High School District
• Family Supportive Housing
• First Community Housing
• Gilroy Compassion Center
• HomeFirst
• Housing Trust Silicon V
alley
• Humane Society of Silicon Valley
• Hunger at Home
• Kaiser Permanente
• Kids in Common
• Law Foundation of Silicon Valley
• LifeMoves
• LinkedIn
• Los Altos Community Foundation
• Mental Health Systems
• Next Door Solutions
• On Lok
• PA
TH
• Razing the Bar
• Resources for Community Development
• Santa Clara County City Managers Association
• Santa Clara County Housing Authority
• Santa Clara County Office of Education
• Santa Clara County Domestic Violence Advocacy
Consortium
• Santa Clara Family Health Plan
• Sacred Heart Community Service
• Salvation Army
• Silicon Valley Community Foundation
• Silicon Valley Council of Nonpr
ofits
• Silicon Valley at Home
• Silicon Valley Independent Living Center
• Silicon Valley Or
ganization
• South Bay Coalition to End Human Traf
ficking
• Spectrum Equity
• St. Joseph Family Center
• Sunnyvale Community Services
• The Health Trust
• United Way Bay Ar
ea
• U.S. Department of Veterans Af
fairs
• West V
alley Community Services
• YWCA of Silicon Valley
Thank You!

3.3.26 Draft
1 Santa Clara County: Community Plan to End
Homelessness

Focus Area 1
Prevent people from becoming homeless.

Strategy A – Expand programs and investments to prevent people from becoming homeless.

Sub-Strategies
A1: Increase public and private funding for homelessness prevention programs.

A2: Strengthen and sustain a high-impact homelessness prevention system.

A3: Align policy and affordable housing investment to improve housing stability for households at-risk of homelessness.

Strategy B – Ensure services are effective to prevent people from becoming homeless.

Sub-Strategies
B1. Prevent evictions through early identification, tenant protections, and system coordination.

B2: Enforce fair housing protections and increase access to legal services to combat housing discrimination.

B3: Leverage health care resources to prevent homelessness.

Strategy C – Enhance coordination across systems to prevent people from becoming homeless.

Sub-Strategies
C1: Prevent homelessness at discharge or system exit through coordination with health care or behavioral health institutions, foster care, or criminal legal systems.

C2: Establish partnerships to increase income and employment for those at-risk of homelessness.

C3: Strengthen partnerships with safety net services for a community-driven approach to preventing homelessness.

A
ft u
Santa Clara County Continuum of Care

Draft 3.3.26 2
Focus Area 2
Continue to house people and support them in retaining their housing.

Strategy A – Increase and maintain a range of housing options that meets the need.

Sub-Strategies
A1: Increase public and private funding to build more permanent housing and implement system improvements.

A2: Increase public and private funding to expand temporary housing capacity and implement system improvements.

A3: Prioritize development of housing for extremely low-income individuals and families making 30% of Area Median Income or less and set joint targets.

A4: Build up programs and services to reach geographically underserved areas of the county.

A5 Strengthen and diversify permanent housing capacity and options to meet varied needs and acuity levels.

A6: Strengthen and diversify temporary housing capacity and options, including Emergency Interim Housing (EIH), to meet varied needs and acuity levels.

A7: Co-design innovative and inclusive housing and service models with people with lived experience that expand access to diverse, permanent housing solutions.

Strategy B – Increase consistency, diversity, and quality of housing and services for people accessing the housing system.

Sub-Strategies
B1: Standardize high-quality service delivery and individualized care across the housing system.

B2: All housing programs are safe, healthy, and accessible to everyone.

B3: Improve tenancy support for participants in permanent housing programs.

B4: Invest in equitable workforce development programs for people with lived experience within the homeless system.

B5: Promote skill-building and career advancement opportunities for people with lived experience within the homeless system.

B6: Support the development and implementation of programs led by people with lived experience that provide peer support, housing navigation, and mentorship.

Strategy C – Improve system coordination throughout the housing system.

Sub-Strategies
C1: Reduce returns to homelessness and program exits.

Draft 3.3.26 3
C2: Increase coordination between property management and service providers to ensure housing stability.

C3: Reduce housing search time and expand landlord capacity for scattered site housing programs.

Focus Area 3
Strengthen access to care and services for people experiencing unsheltered homelessness.

Strategy A – Build capacity and expand access to trusted, culturally responsive, and coordinated services and resources throughout Santa Clara County.

Sub-Strategies
A1: Identify sustainable funding for increased access to care and services for people experiencing unsheltered homelessness.

A2: Prioritize peer-led and community-driven outreach and communications models to effectively serve underserved regions and populations who are historically underserved or overrepresented in the homeless system.

A3: Improve system-wide access to real-time, understandable, and comprehensive resource information and availability.

Strategy B – Increase consistency, variety, and quality of outreach, basic, and essential needs services.

Sub-Strategies
B1: Expand service delivery offerings for basic and essential needs and to support stability.

B2: Ensure that service providers are equipped with the skills, capacity, and ability to effectively serve those in unsheltered situations.

B3: Create a consistent, person-centered approach to address vehicular homelessness.

B4: Connect impacted populations to culturally responsive services.

Strategy C – Invest in approaches that improve outcomes and reduce harm for people living unsheltered and the community at-large.

Sub-Strategies
C1: Strengthen coordination between behavioral health, homeless service providers, and public safety partners to divert non-violent homeless-related calls away from law enforcement.

C2: Expand re-entry and behavioral health services as alternatives to arrest or emergency room admission.

C3: Decrease the number of people residing in encampments and reduce criminalization of homelessness for those who are unsheltered

Draft 3.3.26 4
Focus Area 4
Center and invest in people with lived experience to lead and transform the homeless system.

Strategy A – Expand the representation of people with lived experience in leadership roles and decision-making bodies.

Sub-Strategies
A1: Build capacity of local jurisdictions and organizations to increase lived experience in leadership roles and decision-making bodies
A2: Create accessible and flexible leadership opportunities that consider varying interests, availability, and backgrounds
A3: Reduce structural barriers to participation.

Strategy B – Build leadership capacity and advancement pathways for people with lived experience.

Sub-Strategies
B1: Provide opportunities such as mentorship and education for people with lived experience to establish pathways for leadership advancement.

B2: Support transitions from advisory roles to formal decision making and leadership positions.

B3: Advance equity in hiring, advancement, and retention of people with lived experience.

Strategy C – Equip homeless system partners to effectively partner with people with lived experience.

Sub-Strategies
C1: Establish standards and best practices to support authentic lived experience engagement
C2: Formalize processes to regularly evaluate the quality and depth of lived experience engagement and use findings to drive improvement.

C3: Develop clear accountability measures to transparently demonstrate how lived experience input informs decisions and system change.
1 City of Santa Clara ’s
Citywide Plan to Reduce Homelessness and Its
Impacts

Draft
July 8, 2025

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

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

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

THE SUPPORTIVE HOUSING SYSTEM IN SANTA CLARA COUNTY

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

SUPPORTIVE SERVICES ARE NECESSARY TO LONG-TERM HOUSING STABILITY.

CRISIS RESPONSE RESOURCES ARE NEEDED WITHIN THE CITY LIMITS.

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

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

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

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

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

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

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

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

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

City of Santa Clara Homelessness Taskforce

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Extremely Low-Income and Supportive Housing:

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

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

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

Calabazas Community Apartments:

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

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

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

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

Kifer Senior Apartments:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Lack of affordable housing is a key driver of homelessness.

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

2.7%

13.5%

0.0%

5.0%

10.0%

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

0.3%

4.9%

0.0%

2.0%

4.0%

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

15.8%

45.8%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%
Total
Population
Experiencing
Homelessness
Identifying as
Hispanic or Latinx
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15 The primary unmet need for people at risk of or experiencing homelessness across the county is access to housing they can afford, with the services and resources they need to remain stably housed. Such services could include ongoing case management and regular mental health care, not just crisis care.

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

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

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

Supportive services are necessary to long -term housing stability .

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

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

Crisis response resources are needed within the city limits .

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

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

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

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

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

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

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

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

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

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

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

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

Work Items

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

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

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

9 For a summary of the input from Homelessness Taskforce discussions and the community engagement process see Appendix C. While all input provided by community members during the planning process was reviewed and considered, not all community input resulted in strategies. There are multiple reasons for this, including that some activities suggested through community input have been shown to cause harm to already vulnerable people while not meaningfully reducing homelessness or mitigating its impacts. Many actions which may temporarily appear to reduce the presence of unsheltered individuals do not result in reductions in homelessness and may erode or prevent the trust that is critical to meaningfully engage and support people experiencing homelessness. This plan focuses on strategies that have the potential to reduce homelessness and its impacts in a meaningful and sustainable way.
19 1.4: By 2026, explore implementation of policies to prevent displacement and/or facilitate a soft landing when relocation is unavoidable including but not limited to the following:
• Policies that minimize displacement resulting from code enforcement • No net loss policy for income restricted affordable housing • Longer notification requirements for tenants when housing will be redeveloped • Landlord paid relocation benefits for tenants impacted by no cause and no-fault evictions • Creating a rental deposit cap
Strategy Area 2: Increase availability of short -term shelter , permanent supportive housing , and Extremely Low Income (ELI) housing
Aligns with Countywide Community Plan Strategies 1 and 2 Objectives
✓ Create new shelter and housing that is affordable and accessible to people experiencing or at risk of homelessness.
✓ Use all the tools available to the City to increase housing affordability, especially at ELI levels. ✓ Reduce opposition to new development at all stages – from initial planning through operation.

Work Items

2.1: By 2031, add 136 new emergency shelter, interim housing, rapid rehousing, or shared supportive housing beds/units to provide shelter options for unhoused residents in Santa Clara who are waiting for placement in permanent affordable housing.
• Include people with lived experience in the planning process to ensure that new options are designed to meet the needs of people living in unsheltered situations. • Set aside beds and interim housing for unhoused residents currently living in the City of Santa Clara.

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

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

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

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

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

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

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

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

Work Items

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

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

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

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

Strategy Area 4: Address basic needs of people living outside, including health, and hygiene
Aligns with Countywide Community Plan Strategy 3
Objectives:
✓ Create opportunities for engagement, connection, and trust-building with people living unsheltered by providing resources to meet basic needs and build a foundation for making progress toward housing goals.
✓ Address the immediate unsheltered crisis in the City by creating spaces for people experiencing homelessness to safely stay, address immediate needs, and access services. ✓ Improve the accessibility and experience of public areas throughout the City for both housed and unhoused residents.
22 Work Items

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

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

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

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

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

Work Items

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

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

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

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

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

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

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

Work Item s

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

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

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

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

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

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

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

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

26 Appendix B: Two-Year Implementation Budget

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Ongoing Work Items (17 Items)

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

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

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

Work efforts are underway
and in the implementation
phase.

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

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

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

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

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

2 Strategy Area Work Items Status Department Resource Needs

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

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

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

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

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

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

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

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

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

Community
Development –
Housing &
Community
Services Division

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

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

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

unhoused residents currently living
in the City of Santa Clara.

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

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

Both projects are currently
pending funding through the
State.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Community
Development –
Housing &
Community
Services Division

This effort is being
completed by
existing staff.

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

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

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

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

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

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

management team that will
implement these tasks.

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

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

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

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

Completing with
existing
resources.

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

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

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

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

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

Objectives:
• Create opportunities for
engagement, connection,
and trust-building with
people living unsheltered by
providing resources to meet
basic needs and build a
foundation for making
progress toward housing
goals.
• Address the immediate
unsheltered crisis in the City
by creating spaces for
people experiencing
homelessness to safely stay,
address immediate needs,
and access services.
• Improve the accessibility and
experience of public areas

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

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

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

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

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

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

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

outreach for people
experiencing homelessness.

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

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

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

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

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

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

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

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

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

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

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

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

Funding source(s)
to be identified).

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

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

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

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

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

Currently there is an informal
workflow for routing issues.

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

Completing with
existing
resources.

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

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

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

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

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

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

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

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

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

Community
Development –
Planning Division

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

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

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

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

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

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

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

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

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

and Parks and Recreation
teams.

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

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

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

9.30.040 and the procedures
incorporated in the Tucker
Construction agreement.

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

Completing with
existing staff and
allocated and
resources.

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

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

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

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

13 Strategy Area Work Items Status Department Resource Needs

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

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

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

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

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

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

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

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

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

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

Pending / Resource-Contingent Work Items (7 Items)

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

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

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

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

Community
Development –
Housing &
Community
Services Division

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

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

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

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

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

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

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

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

New work effort.

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

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

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

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

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

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

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

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

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

17 Strategy Area Work Items Status Department Resource Needs

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

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

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

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

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

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

Additional staffing
resources are
required to
implement this
work effort.

Strategy Area 6: Foster
productive community
conversation about the

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

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

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

1 Responses to July 8, 2025 Homelessness Study Session
City Council Questions

General Questions

1. What is the origin of the City’s unhoused population, are they local or are unhoused individuals coming to city from other locations?

According to the County’s 2025 Point-in-Time Count, most people experiencing homelessness in Santa Clara County reported living in the county longer than ten years (70 percent), while only two percent lived there for less than a year. At this time, the City does not have this information at the jurisdictional level.

2. What is the definition of “chronically homeless?”

The County’s Point-in-Time Count uses the U.S. Department of Housing and Urban Development (HUD) definition. Under this definition, an individual or family is considered chronically homeless if they have a qualifying disability, such as a serious mental illness, substance use disorder, developmental disability, or physical disability, and have either been continuously homeless for at least 12 months or experienced at least four separate episodes of homelessness in the past three years that together total 12 months. For families, the head of household or a minor child must meet these criteria.

3. How is “at-risk of homelessness” defined?

“At-risk of homelessness” is defined by HUD as individuals or families who are very low-income (below 30% of Area Median Income), lack the resources or support networks to maintain housing, and are at imminent risk of losing their housing within 14 days. This includes households facing eviction, unsafe living conditions, or discharge from an institution without stable housing identified.

The County’s Homelessness Prevention System also considers additional risk factors, such as high rent burden, sudden loss of income, pending eviction, domestic violence, or unsafe living arrangements in determining individuals who are “at-risk of homelessness. ”

4. Are the City’s homelessness prevention services only available to city residents?

Tenant Based Rental Assistance is for Santa Clara residents, but other services are available countywide as the City participates in the County’s Homelessness Prevention System. Santa Clara is the only city in the County, other than San Jose, that has invested in the Homelessness Prevention System, and has done so for years. The $50,000 annual investment directly benefits at- risk Santa Clara residents and contributes to the services/resources that they receive through the prevention system. These funds have contributed to the prevention support that over 1,500 Santa Clara residents have received over the past 5 years (2020-25).

2 5. What is the relationship between the County and developers?

The County typically lends out funding to developers to develop or preserve 100% affordable housing. The County supports the construction of new affordable rental and ownership housing as well as permanent supportive housing with wrap around services. In some cases, the County owns or acquires land and works with developers to produce new housing opportunities on those sites.

6. Is it realistic that this type of homelessness (unhoused for 2+years) can be addressed?

People who are unhoused for a number of years can and do exit homelessness. This typically requires permanent, stable housing, ongoing supportive services, income stability, among other things. Multiple work items in the Two-Year Plan aim to address these strategies.

7. Is the Benton & Lawrence project interim or. transitional housing?

The Benton Lawrence project will provide interim housing for families with minor children. Staff is planning to bring the City/County revenue agreement to Council for consideration at a June or July 2026 Council meeting.

8. Addressing rising unsheltered numbers despite increased shelter capacity: Are we looking at how the vacancy rates are increasing as the number of unsheltered individuals is also increasing?

Overall, the inflow of unhoused people continues to outpace the housing and shelter that is available. The City receives annual updates on inflow/outflow at the City and County level. The City does not operate homeless shelters nor do we receive consistent data on the utilization of shelter beds throughout the County throughout the year. Anecdotally, we hear that some unhoused residents avoid congregate shelters for a variety of reasons including safety, lack of privacy, lack of secure storage for belongs, short term stays, prohibitions with bringing pets into shelter, and more.

Shelter occupancy may also vary by season (less vacancy during extreme weather for example).

Interim non-congregate housing tends to address some of these design issues and is generally viewed as more desirable than typical congregate shelter.

Enforcement

9. What are the City’s current creek access and enforcement policies?

The City complies with state and federal laws, including Johnson v. Grants Pass, in determining when and how enforcement can be conducted. The Santa Clara Police Department’s Community Response Team (CRT) coordinates with the Santa Clara Valley Water District (Valley Water) to enforce trespassing, public safety, and environmental protection policies along creeks.

Enforcement is primarily complaint-driven, with prioritization given to locations presenting fire hazards, environmental degradation, and/or threats to public health and safety. Current enforcement practices involve a 72-hour advance notice and outreach to individuals prior to scheduled encampment cleanups which are coordinated by CRT and implemented through the City’s existing agreement with Tucker Construction.

3 10. If a safe parking site is established, can the City develop policies that would limit RV street parking citywide? Such as, requiring individuals to move their residential vehicles (RV) to a safe parking site, and providing street parking permits when the site is full.

Limiting or prohibiting RV parking on public streets would require the City to adopt an ordinance regulating when and where RVs may park. If the City pursues adopting such an ordinance, the ordinance could be developed to restrict RV parking on public streets and direct individuals to a designated safe parking site, while also establishing a permit system for special circumstances, such as when an RV safe parking site is full. Several cities in the region, such as San Francisco, San Jose, Palo Alto, Mountain View, and Cupertino, have adopted such ordinances, although each jurisdiction has different restrictions, and has faced different complications. It is important to note that at this time, the City does not have a RV safe parking program in place.

11. Has the City considered prohibiting RV rentals to prevent exploitation of unhoused individuals?

The City has not considered prohibiting RV rentals. Such prohibition would be difficult to monitor or enforce as most tenants are unlikely to report their landlord for fear of retaliation and/or displacement. However, vanlording does occur and staff recognizes the risks associated with renting unsafe or sub-standard RVs to unsheltered individuals and will monitor this issue for potential future action.

Funding

12. Considering potential federal funding cuts, what are the financial challenges the City is facing and what programs would be impacted?

Staff and the City’s legislative consultant, Townsend Public Affairs, continue to monitor federal legislation to assess their potential impact on local programs. Since the July 8, 2025 Study Session, there have been changes to certain federal program criteria and reductions to federal funding sources such as the Housing and Urban Development’s (HUD) Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME). Legal concerns with new terms and conditions set forth in Federal Grant Agreements and new federal policies for entitlement funding are also creating financial challenges. Potential federal funding cuts or changes to program criteria may have eventual impacts on the City’s ability to offer Tenant Based Rental Assistance and it may impact how the County and the Santa Clara County Continuum of Care provide their services.

13. What is the City’s future budget planning given the County’s reduced social services spending/funding?

The Draft Citywide Plan to Reduce Homelessness and Its Impacts included a budget for the two- year plan. With respect to social services, the County does not currently fund many of the direct services at the local level that the City is looking to implement outlined under the ongoing and planned work items, including regular, locally based street outreach/case management, temporary hotel program, inclement weather hotel program. The City plans to utilize awarded State funds to cover the street outreach/case management, temporary hotel program, inclement weather hotel program. There is also an additional $87,828 remaining from State funds that can be utilized for

4 other services, which may include pop-up resource fairs. There is an unfunded need for a safe parking program should the City move forward with this effort.

14. Why is the County eliminating the CRT team’s PERT coordinator position? Is there any City funding available to help the County maintain its CRT PERT Coordinator?

The County previously expressed an interest in transitioning the PERT Clinician position to the County’s Mobile Crisis Response Team. However, as a result of feedback from multiple cities, that the cities wished to continue with the assigned Clinician model, the County has engaged with the interested cities to prepare a new MOU, including Santa Clara (negotiations are underway). The funding source for the new MOU will likely be opioid settlement monies together with grant monies.

Although the City’s MOU with the County for this service expired at the end of 2025, the Clinician assigned to the City has continued to work with, and is currently working with, the Police Department’s Community Response Team.

Draft Citywide Plan to Reduce Homelessness and Two-year Workplan

15. There is a gap in in the workplan, Strategy 1: Preventive measures are largely unaddressed in the ongoing or pending work items.

In the two-year workplan that was originally shared with the City Council on July 8, 2025, there were four ongoing work items related to Strategy 1. These work efforts focus on partnering with key organizations to reduce rent burdens for seniors at the Belovida apartment complex, exploring increasing the City’s investment in the County’s Homelessness Prevention System to increase access to rental assistance, deposit assistance, among other things, expanding the City’s investment in Tenant Based Rental Assistance to serve additional households, and exploring the implementation of policies to prevent displacement and/or facilitate a soft landing when relocation is unavoidable. Aside from increasing affordable housing, which the City continues to do, these work items will provide financial assistance and address root causes of housing instability. There are also other work items in the two-year workplan that focus on supportive services, such as behavioral and mental healthcare (offered respectively through PERT and Care Solace at the City).

Together, these strategies provide a foundation of what the City can effectively do as a local jurisdiction to prevent homelessness.

As noted in a separate response, Santa Clara is the only city in the County, other than San Jose, that funds the County’s Homelessness Prevention System (the County and Destination: Home funds the remaining portion). Bill Willson Center is now a Homelessness Prevention System access point and the City’s designated Homelessness Prevention System service provider.

16. Who is ultimately accountable for implementing and evaluating the strategy items in the City’s homelessness response plan?

The City Manager’s Office and Community Development – Housing and Community Services Division is responsible for administering and coordinating the Citywide Plan to Reduce Homelessness and Its Impacts; however, the Two-Year Workplan (Appendix A in the Citywide Plan) designates the City departments responsible for/involved with implementing each work item. Staff plans to provide the City Council annual progress updates on the City’s workplan. In March 2026,

5 Community Development – Housing and Community Services Division hired a new Management Analyst to support with the day-to-day management of these work efforts.

17. What is the City doing to prevent homelessness in the future, not just currently?

The City invests annually in the County’s Homelessness Response System; funds a Tenant-Based Rental Assistance Program that provides deposit assistance, case management, and rental assistance for a year, Project Sentinel to provide landlord and tenant education and conflict mediation to prevent eviction, displacement, and in some cases homelessness, and services that support survivors or domestic violence and help them find housing; has and continues to invest funds into Permanent and Interim Supportive Housing developments in Santa Clara.

Additionally, as part of a 2026 State budget request process, the City requested funding to support the implementation of a three-year pilot program that would expand in-person Homelessness Prevention System services through a dedicated case manager. This pilot program would increase capacity for local in-person case management services and would focus on the needs of seniors and other special needs residents who face barriers to staying housed or transitioning to housing they can afford. The program is designed to assist residents overcome challenges to navigating the complex and fast-moving affordable housing search process. Additionally, the program would allocate funding for one-time direct assistance to help cover essential costs such as transportation expenses, security deposits, and other housing related expenses.

18. Structural inequities were not addressed in the presentation:
o How is the City addressing structural inequities and racial disparities? o Are services being delivered in accordance with the racial makeup of the City’s unhoused community?
o What racial equity metrics is the City using in its interventions?

Staff recognizes that different groups are disproportionately represented among the City’s unhoused community based on the County’s data. At this time, the City is in the process of trying to initiate a number of direct services and these will include metrics for client demographics and languages spoken to help inform future services and program development.

RV Safe Parking

19. Any possibility of drug-sniffing dogs at safe parking sites?

Safe parking program rules would prohibit drug use, violence, and disruptive behavior. While the City can develop the program however it wishes within legal parameters, best practices emphasize supportive rules rather than program policies that are associated with policing such as drug sniffing dogs, which may be stigmatizing to participants and deter program participation.

20. What are the City’s RV towing costs vs. operating a safe parking program?

The City’s FY 2025/26 and FY 2026/27 budget includes $67,000 per year for citywide towing, which is not specific to RVs. As part of the Draft Citywide Plan to Reduce Homelessness and Its Impacts Two-Year Workplan Work Item 5.2, staff recommended expanding the City’s towing capacity. In the

6 draft workplan, staff also recommended increasing the budget for encampment cleanups, which are performed through a third-party vendor and used at the same time as towing abandoned/illegally parked vehicles. Due to increased enforcement of RVs, the Police Department and Finance plan to bring forth budget amendment(s) for this fiscal year at year-end related to these costs.

The cost of operating an RV safe parking program depends on multiple factors including use of City- owned property versus leasing a private property site, program model type: 24/7 versus overnight parking, lot size, and services provided. In early 2025, staff estimated $1.6 million in funding is needed to operate a 24/7 safe parking pilot program on a City-owned property that can host 30-40 RVs for 2–3 years assuming there is minimal site preparation cost and no lease payment. However, staff is exploring alternative options to identify potential private properties that may be interested in hosting safe parking at this time.

It is important to note that a key tradeoff to consider when comparing towing costs versus the costs of operating a safe parking program is that towing unhoused individuals’ automobiles, including RVs, does not directly address homelessness. In contrast, a safe parking program has ongoing costs but provides structured services and pathways to housing, which are crucial in addressing homelessness.

21. Currently there are too many requirements to set up a safe parking site on non-City properties and would like less stringent requirements.

Safe parking programs that are operated on private property need to comply with zoning, fire safety, Americans Disability Act accessibility, environmental health requirements, among other things.

Whereas some regulations are under the City’s authority and can be addressed in a City ordinance should the City continue its efforts to develop a safe parking program, other regulations are beyond the City’s ability to modify.

22. Requesting additional details about a potential City RV safe parking program, including:
o General program rules
o Are there time limits for participants?
o What support services would be available onsite? Would WeHOPE Dignity on Wheels services be available?
o How will waste management be handled?

23. Will there be public meetings regarding potential RV parking sites?

24. Will the City present one or multiple RV safe parking sites and gather public feedback?

Responses to #22-24 are included below.

Safe parking programs require participants to sign a participant agreement acknowledging and adhering to program rules. Program rules generally prohibit weapons, drug use, and disruptive behavior to ensure a safe and secure environment for all participants and the surrounding community.

Safe parking program time limits generally range from 30 to 90 days, with extensions possible if space is available. Additionally, requirements also vary by program type, overnight or 24/7. For example, at an overnight program with operating hours from 7:00 PM to 7:00 AM, participants are

7 assigned a space for X days but must move their vehicle each morning by 7:00 AM and may return at 7:00 PM to park in the same space. In contrast, at a 24/7 parking site participants can remain parked in their assigned space for the entire X days without ever needing to move their vehicles. The safe parking programs that staff visited in the region and discussed in detail with other local cities’ staff operated on a 24/7 model.

Safe parking programs generally provide onsite support services, such as case management and basic needs services, and bio-waste removal. The City’s service agreement with WeHOPE for mobile shower and laundry services through its Dignity on Wheels program will term out in February 2027. Should a safe parking program be implemented before then and if the Council wants to incorporate the service onsite as part of the program, additional funding will be required as it is only currently funded to operate once a week.

If the City identifies one or more potential safe parking sites, staff plans to complete a robust community outreach process to gather feedback before presenting a proposed program to Council for consideration.

WeHOPE Services – Temporary Hotel Program (THP) and Inclement Weather Hotel Program (IWHP)

25. What are the room capacity & damage protocols for the Temporary Hotel Program (THP) and Inclement Weather Hotel Program (IWHP)?

The City and WeHOPE anticipated initiating services in November 2025 after Council approval of the service agreement; however, the vendor subsequently requested updates to the service agreement prior to execution. Staff has been working with WeHOPE to address their requests in a way that is feasible for the City.

It should be noted that each service operator will have different program rules, however, these are up to the City’s administrative review and approval. WeHOPE’s policy for both the THP and IWHP is to limit room occupancy to a maximum of four clients per room, unless hotel policy states a maximum of less than four, in which case the hotel policy will apply. Additionally, WeHOPE will verify that all individuals sharing a hotel room are family members or otherwise have an established prior relationship.

The agreement currently being negotiated with WeHOPE proposes to allocate $12,813 for the THP and $5,625 for the IWHP for potential hotel room maintenance and repairs. These allocations will ensure that resources are available to address any potential damages or repairs, thereby maintaining program continuity and supporting positive partnerships between the City, WeHOPE and participating hotels.

26. What are the locations of the THP and IWHP hotels?

If the City and WeHOPE reach agreement, it is proposed that the THP and IWHP will be operated in partnership with hotels located within the City of Santa Clara. The proposed terms of the agreement under negotiation with WeHOPE provide that in the event that no rooms are available during an inclement weather activation, the contractor may secure hotel rooms as close to City

8 limits as possible, preferably within five miles. At the time of the November 2025 Council approval of the agreement, a hotel located on El Camino Real was confirmed as the THP and intended IWHP hotels.

27. What services are offered at the THP and IWHP hotel sites?

The agreement is still being negotiated, however, the City desires that the THP will provide five hotel rooms year-round for unhoused residents actively participating in WeHOPE case management services. Under the current draft agreement, participants may occupy a hotel room for up to 30 days while working toward a permanent housing solution or other transitional housing opportunity.

During their stay, each participant works with a WeHOPE case manager who helps them develop a housing plan, secure any necessary documents, enroll in benefits, and connect to health and behavioral health services as needed. While in the program, participants receive daily meals, hygiene supplies, wellness checks, and regular room inspections to ensure a safe and supportive environment.

The current draft of the agreement being negotiated provides that the IWHP will provide up to ten hotel rooms during severe weather activations for a maximum of 45 nights per year. Rooms are offered on a first-come, first-served basis to unhoused Santa Clara residents. WeHOPE staff are onsite 24/7 to ensure program rules are followed. Participants receive meals, intake and exit planning, and access to WeHOPE’s case management services. Similar to the THP , case managers will provide supportive services and connections to health and behavioral health services as needed.

28. Provide a status update on Abode outreach positions; did these positions ever get funded? Is the City transitioning to WeHope for outreach?

Abode’s HEAT team provides periodic outreach to 13 cities and is funded by the County. Their schedule rotates bi-weekly. The HEAT team consists of one program manager, three Community Health Outreach Workers, and three outreach specialists. They focus on people with moderate to severe mental health issues and work to enroll clients, help clients work towards being “document ready” for supportive housing, conduct VI-SPDAT vulnerability assessments, and provide items needed for unsheltered living. The HEAT team works closely with the County’s Coordinated Entry Team to find clients and help them through the steps of getting placed into supportive housing. The HEAT team has established a good working relationship with the Police Department’s CRT but they are stretched thin and some cities have opted to pay for a dedicated staff or a team to provide more in depth services.

29. Requesting additional details about the Dignity on Wheels Program, including:
o How effective is the program?
o Why is the program located at Marsalli Park?
o Can the program rotate locations?
o Can the program be located at food distribution sites or other locations where unhoused individuals are located such as libraries or senior centers?

The Dignity on Wheels program was moved from Bassett Drive to Marsalli Park due to low usage, lack of transit access, and changing patterns of RV encampments. Marsalli Park is more centrally located and adjacent to three bus lines. Since relocating to Marsalli Park in October 2024, the

9 Dignity on Wheels program has increased average monthly usage from 15 people at Bassett to 28 at Marsalli Park, despite lower than average utilization during the first three months. In most months, more than 30 people use the program at its current location at Marsalli Park.

It is not recommended to rotate locations because unhoused people may not be able to find the service if they do not have regular internet access or a cell phone. Generally, it takes several months for unhoused residents to trust that the service will be there and to use it.

At the July 8, 2025 Study Session, several Councilmembers expressed interest in relocating this service to a different location where unhoused individuals could also receive other basic needs services (i.e., food), which the agreement with WeHOPE for the mobile shower and laundry services does allow. Staff has identified a potential site to relocate the Diginity on Wheels program that is accessible to several north/south and east/west transit lines, and in proximity to resources. As part of the April 21, 2026 Study Session, staff is requesting Council feedback on the potential relocation.

If relocated, staff will monitor and evaluate program data and other considerations to measure the effectiveness of the new site.

30. Can the City conduct quarterly surveys through its outreach services for the City to better understand its homelessness issue?

The City participates in the County’s Point-in-Time Count, which is a national effort to complete a count of sheltered and unsheltered people experiencing homelessness on a single night in January.

The 2025 Point-in-Time Count included a survey. Together, the count and survey provide data and information that provides more details about people experiencing homelessness in our community and the causes of their homelessness. A street outreach team’s primary responsibility is to provide assessments and service connection; however, they can collect data and feedback on the program which will further inform the program and future services.

Proposed Additional Homelessness Services/Programs

31. Is the City considering tiny homes as a cost effective, more permanent solution to housing individuals?
There is currently no work item in the Two-Year Workplan related to tiny homes. Similar to a potential safe parking program, there will be difficulty finding a City-owned site that can host the program.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-473 Agenda Date: 4/21/2026

REPORT TO COUNCIL

SUBJECT
Exception - Item Withdrawn by Staff
Public Hearing: Action on an Ordinance of the City of Santa Clara, California, Authorizing the Installation of Supergraphic Signs on Building Surfaces in the Vicinity of Levi’s Stadium During a Limited Time Period Surrounding FIFA World Cup 2026 Special Events

DISCUSSION
This item was initiated by City staff based on perceived business community interest and benefit in having supergraphic signs allowed buildings within the vicinity of Levi’s Stadium during World Cup events. However, the market for such signs and community interest has waned. Accordingly, staff is withdrawing the item from consideration.

Also of note, on April 8, 2026, the item was presented to the Planning Commission for their consideration and recommendation. The Planning Commission voted 6 -1 to deny the proposal.

ENVIRONMENTAL REVIEW
This item is not a project under CEQA. Therefore, no environmental action is required.

PUBLIC CONTACT
On March 18, 2026, a notice of public hearing was published in The Weekly, a newspaper of general circulation.

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
Staff desires to withdraw this item from Council consideration. Unless the Council desires to proceed otherwise, no action is necessary.

Reviewed by: Afshan Hamid, Community Development Director Approved by: Jovan Grogan, City Manager

ATTACHMENT

1. Supergraphic Ordinance - Newspaper Notice
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CITY OF SANTA CLARA NOTICE OF

PLANNING COMMISSION AND CITY COUNCIL HEARINGS
Wednesday, April 8, 2026, and Tuesday, April 21, 2026
You are hereby notified that on Wednesday, April 8, 2026, at the hour of 6:00 p.m. the Planning Commission will consider the proposed project as described below. The hearing will take place in the City Hall Council Chambers, 1500 Warburton Avenue, Santa Clara, CA and online with methods for the public to participate remotely. Participation details are noted in the meeting agenda when posted (72-hours before the meeting):
https://santaclara.legistar.com/Calendar.aspx.

On Tuesday, April 21, 2026, at the hour of 7:00 p.m. the City Council will consider and take action on the project described below. The hearing will be conducted in person ( City Hall Council Chambers, 1500 Warburton Avenue, Santa Clara, CA) and online with methods for the public to participate remotely.
 Via Zoom:
https://santaclaraca.zoom.us/j/9976759306
Meeting ID: 997-0675-9306
 Phone 1(669) 900-6833
How to Submit Written Public Comment Before City Council Meeting:

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

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

Project Name: Supergraphic Sign Ordinance; Location: a certain area surrounding Levi’s Stadium; Project Description: An ordinance of the City of Santa Clara, California, authorizing the installation of Supergraphic signs on building surfaces in the vicinity of Levi's S tadium during a limited time period surrounding the FIFA World Cup 2026 special events; CEQA Determination:

Exempt per Section 15301 (Class 1 Existing Facilities); Applicant: City of Santa Clara.

At the meeting you may be heard on this matter if you so desire. If you challenge this land use decision in court, you may be limited to raising only those issues you or someone else raised at the public hearing or in written correspondence delivered to the City at or prior to the close of the public hearing. The full administrative record may be viewed at the Planning Division, City Hall 1500 Warburton Avenue, Santa Clara. Should you have any questions, please call the Planning Division office at (408) 615-2450. Public comments can be made via email to the Planning Division ([email protected]) and written comments may be submitted to the Planning Division, City Hall, 1500 Warburton Avenue, Santa Clara by Wednesday afternoon of the week prior to the meeting so they can be included in the Planning Commission and/or Council packets.

AMERICANS WITH DISABILITIES ACT (ADA) In accordance with the Americans with Disabilities Act of 1990, the City of Santa Clara will ensure that all existing facilities will be made accessible to the maximum extent feasible. Reasonable modifications in policies, procedures and/or practices will be made as necessary to ensure full and equal access and enjoyment of all programs and activities for all ind ividuals with a disability. Individuals with severe allergies, environmental illness, multiple chemical sensitivity or related disabilities should contact the City's ADA office (408) 615-3000, to discuss meeting accessibility. In order to allow participation by such individuals, please do not wear scented products to meetings at City facilities.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-305 Agenda Date: 4/21/2026

REPORT TO COUNCIL

SUBJECT
2026 Santa Clara Relay for Life

BACKGROUND
The Santa Clara Relay for Life is a local community fundraising event that brings together individuals, families, businesses, and organizations to support the fight against cancer. Participants form teams, walk in honor of those impacted by cancer and raise funds for research, patient services, and education. At the event, Relay for Life will celebrate survivors and recognize caregivers and those who are fighting against cancer. In the evening, the event will host a luminaria ceremony to remember all the lives lost.

Cancer affects millions of people, and Relay for Life provides an opportunity for the community to come together, honor survivors, remember those lost, and take action.

The funds raised will support the mission of the American Cancer Society and support cancer research, assistance to patients such as free rides to treatment, a 24/7 helpline for support and information, and programs that promote prevention and early detection.

The Santa Clara Relay for Life event strengthens community bonds by encouraging local businesses, schools, and residents to participate in a meaningful cause while enjoying a day of remembrance, celebration, and action. For more information and to participate, visit the Santa Clara Relay for Life webpage at: <https://secure.acsevents.org/site/STR?pg=entry&fr_id=111802>

DISCUSSION
This year, the American Cancer Society will host Relay for Life of Santa Clara on May 2, 2026, at Franklin Square, located at Jackson Street and Homestead Road from 2 p.m. to 9 p.m.

Jonathan Oh from the Santa Clara Relay for Life event will be present to share information about the 2026 Relay for Life at the April 21, 2026, City Council meeting.

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

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

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website City of Santa Clara Printed on 4/17/2026Page 1 of 2
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26-305 Agenda Date: 4/21/2026
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.

Reviewed by: Aimee Escobar, Management Analyst, City Manager’s Office Approved by: Jovan D. Grogan, City Manager
City of Santa Clara Printed on 4/17/2026Page 2 of 2
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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-339 Agenda Date: 4/21/2026

REPORT TO COUNCIL

SUBJECT
Recognition of Funds Raised to Benefit Local Programs from the 2025 Santa Clara Historic Home Tour

BACKGROUND
The Santa Clara Historic Home Tour began in 1978 to showcase unique homes in Santa Clara and to benefit local nonprofits. A few years later, the tour became an annual holiday event sponsored by the Historic Preservation Society of Santa Clara, with assistance from the Old Quad Residents’ Association. The proceeds from the tour are awarded to organizations that either promote historic preservation in Santa Clara or have supported the Santa Clara Historic Home Tour.

DISCUSSION
During the April 21, 2026, City Council meeting, the City Council will recognize the efforts of the Santa Clara Historic Home Tour and acknowledge their commitment to giving back to the local community.

Representatives Janet Stevensen and Carol Lucero from the Santa Clara Historic Home Tour will present checks to the following recipients during the meeting:

1. Old Quad Residents Association (OQRA)

2. Santa Clara Fire Museum

3. South Bay Historical Railroad Society

4. Santa Clara Women’s Club

5. Santa Clara Senior Center Health & Wellness Program

6. Santa Clara Arts & Historical Consortium

7. Santa Clara Historical & Genealogical Society

8. Santa Clara Parade of Champions

9. Historic Preservation Society of Santa Clara (HPSSC)

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

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

PUBLIC CONTACT
City of Santa Clara Printed on 4/17/2026Page 1 of 2
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26-339 Agenda Date: 4/21/2026
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.

REPORT TO COUNCIL

SUBJECT
Recognition of Partnership with the Silicon Valley Office of Protocol

BACKGROUND
The City of Santa Clara is hosting six (6) FIFA World Cup matches at Levi’s® Stadium (Stadium).

The City of Santa Clara will welcome the following countries to the Stadium: Qatar, Switzerland, Austria, Jordan, Turkey, Paraguay, Algeria, and Australia, among two other countries, to be determined in Round 32 of the FIFA tournament to our City.

DISCUSSION
In anticipation of hosting representatives from the countries playing at the Stadium, among others visiting Santa Clara during the FIFA World Cup, the City executed a Memorandum of Understanding (MOU) with the Silicon Valley Office of Protocol (SVOP). This partnership ensures that the City of Santa Clara has access to SVOP’s high-quality protocol services and global engagement opportunities to support the City in welcoming the 10 foreign delegations and dignitaries, among other country representatives. The MOU term runs through the 2026 calendar year, with annual renewal, and does not include financial compensation.

In preparation for hosting representatives from countries competing at the Stadium, as well as other international visitors during the FIFA World Cup, the City executed a Memorandum of Understanding (MOU) with the Silicon Valley Office of Protocol (SVOP). This partnership provides the City of Santa Clara with access to SVOP’s professional protocol services and global engagement opportunities, supporting efforts to welcome foreign delegations, dignitaries, and other international representatives.

The MOU extends through the 2026 calendar year, includes an annual renewal option, and does not involve financial compensation.

The SVOP was established in 2014 in partnership with the U.S. Department of State, serves 54 cities and 5 counties in Silicon Valley, providing critical protocol expertise, diplomatic coordination, and international business engagement support.

SVOP will support the City of Santa Clara across four key areas: diplomatic engagement and hosting, event protocol, civic and economic diplomacy, and training. This includes coordinating visits and logistics for international delegations, providing cultural guidance and translation support, advising on ceremonial protocols for major events like FIFA World Cup, and facilitating connections with global business and civic leaders. SVOP will also help advance economic development opportunities, strengthen international relationships, and offer cross-cultural training and protocol guidance for City officials and staff.

ENVIRONMENTAL REVIEW
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26-342 Agenda Date: 4/21/2026
This is an information report only and no action is being taken by the City Council and no environmental review under the California Environmental Quality Act (“CEQA”) is required.

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

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.

Reviewed by: Paulina Morales, Assistant City Manager
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. 2026 Memorandum of Understanding between Silicon Valley Office of Protocol and the City of Santa Clara
City of Santa Clara Printed on 4/17/2026Page 2 of 2
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Memorandum of Understanding
Between the City of Santa Clara and the Silicon Valley Office of Protocol

This Memorandum of Understanding (MOU) is made and entered into by and between the City of Santa Clara, a chartered municipal corporation (“City”), and the Silicon Valley Office of Protocol, a nonpartisan, 501 (c) (3) nonprofit organization (“SVOP”).

I. Purpose
The purpose of this MOU is to establish a collaborative relationship between the City and SVOP, where SVOP acts as the Official Protocol Partner to the City, to support international engagement and protocol-related activities, including but not limited to diplomatic visits, cultural exchanges, collaborations with the US Government, and major events such as the FIFA World Cup 2026 and Super Bowl LX (2026).

This partnership is intended to enhance the City’s ability to engage with international stakeholders, demonstrate Santa Clara’s leadership on the global stage, and ensure visiting dignitaries, delegations, and international partners are received with professionalism, respect, and cultural fluency.

II. Background
SVOP, established in 2014 in partnership with the U.S. Department of State, serves 54 cities and 5 counties in Silicon Valley, providing critical protocol expertise, diplomatic coordination, and international business engagement support. This partnership ensures that the City of Santa Clara has access to SVOP’s high-quality protocol services and global engagement opportunities, reinforcing its role in Silicon Valley’s international economic and diplomatic landscape.

III. Areas of Collaboration
SVOP, led by the Chief of Protocol, will support Santa Clara in the following areas:

1. Diplomatic Engagement and Hosting
- Coordinate visits for consular and governmental delegations - Assist with dignitary arrival/departure protocols and hospitality - Provide cultural briefings and consultation (including etiquette) SVOP will assist in facilitating the procurement of translation services as needed. -Coordinate dignitary engagement related to these events, including VIP arrivals, official ceremonies, and hosted receptions

Docusign Envelope ID: D94D7E18-EC2B-4E24-8F17-B37BB8E74D8B

2. Event Protocol and Ceremonial Support
- Advise on official ceremonies, seating order, flag display, gift-giving/exchange, and recognition/ceremonial protocols

- Offer guidance on events associated with the Super Bowl and FIFA World Cup. - Support opportunities for residents, students, and cultural groups to participate in official welcomes

3. Civic and Economic Diplomacy
- Facilitate introductions between international delegations and City, business, and civic leaders
- Support trade delegations, investment visits, and international business missions tied to Santa Clara’s innovation and technology ecosystem -Share relevant city events or programming with international business leaders, dignitaries, or cultural ambassadors.
- Strengthen long-term relationships that may lead to foreign direct investment, job creation, and economic diversification

- Support sister city engagement, cultural exchange, and investment dialogue

4. Training and Capacity Building
- Coordinate cross-cultural training and protocol workshops for Mayor, City Council and City departments upon request

- Provide on-call consultation for official international engagements IV. Term
This MOU shall be effective for the duration of the 2026 calendar year and is subject to renewal on a yearly basis, unless amended or terminated as described in Section VI.

V. Financial Terms
The parties agree to explore funding or cost-sharing mechanisms to support specific activities related to the 2026 World Cup, Super Bowl, or other diplomatic efforts. Any financial commitments will be formalized through separate agreements or addenda. Unless a separate written agreement is executed, each party shall bear their own costs in connection with this MOU.

Docusign Envelope ID: D94D7E18-EC2B-4E24-8F17-B37BB8E74D8B VI. Modification and Termination
This MOU may be amended by mutual written agreement. Either party may terminate the MOU with thirty (30) days' written notice to the other party.

VII. Points of Contact
City of Santa Clara
Reena Brilliot
Director of Economic Development
[email protected]
(408) 615-2206

Silicon Valley Office of Protocol
Deanna Tryon
Chief of Protocol
[email protected]
(650) 207-2755
VIII. Nature of Agreement
This MOU expresses the good-faith intentions of both parties and is not legally binding. No financial commitments shall be implied unless explicitly agreed upon in writing.

IX. Signatures
IN WITNESS WHEREOF, the parties have executed this Memorandum of Understanding as of the dates written below:

City of Santa Clara
By: ___________________________
Name: Jovan Grogan
Title: City Manager
Date: January ,2026

Silicon Valley Office of Protocol
By: ___________________________
Deanna Tryon
Chief of Protocol
Date:

Docusign Envelope ID: D94D7E18-EC2B-4E24-8F17-B37BB8E74D8B ~
Signed by:
2)- r,,,,,,o.,,,
93CC49BC5CFD41 D ...

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-470 Agenda Date: 4/21/2026

REPORT TO COUNCIL

SUBJECT
Action on the March 5, 2026 Special Santa Clara Stadium Authority Board Meeting, March 10, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting and March 24, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes

RECOMMENDATION
Approve the March 5, 2026 Special Santa Clara Stadium Authority Board Meeting, March 10, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting and March 24, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes.

City of Santa Clara Printed on 4/17/2026Page 1 of 1
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6:00 PM Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
03/05/2026

Page 1 ends

Draft
Boardmember Chahal participated remotely from the following location:
627 Sector 11, Panchkula HR 134109 India
The City of Santa Clara is conducting Santa Clara Stadium Authority Board meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely). • Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306
o Phone 1(669) 900-6833
How to Submit Written Public Comment Before Santa Clara Stadium Authority Board Meeting:

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

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

City of Santa Clara
Meeting Minutes for the
Call and Notice of Special Meeting of the
Santa Clara Stadium Authority Board
03/05/2026Meeting Minutes

Page 2 ends

1. 26-263
Secretary Pimentel confirmed a quorum.

Conference with Legal Counsel-Anticipated Litigation
Pursuant to Gov. Code § 54956.9(d)(4) - Initiation of litigation --Number of potential cases: 1 potential case
Conference with Legal Counsel-Anticipated Litigation
Pursuant to Gov. Code § 54956.9(d)(2) - Exposure to litigation --Facts and circumstances not disclosed on agenda
Pursuant to Gov. Code § 54956.9(e)(1)
Public Comment
None.

Convene to Closed Session (Council Conference Room)
Chair Gillmor adjourned into Closed Session at 6:08 PM. 7:00 PM SPECIAL STADIUM AUTHORITY BOARD MEETING
Call to Order in the Council Chambers
Chair Gillmor called the Special Meeting to order at 7:16 PM.

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

Boardmember Cox recited the Statement of Values.

NOTICE IS HEREBY GIVEN that, pursuant to the provisions of California Government Code §54956 (“The Brown Act”) and Section 708 of the Santa Clara City Charter, the Chair calls for a Special Meeting of
the Santa Clara Stadium Authority Board, to commence and convene on March 5, 2026, at 6:00 pm to be held virtually and in the City Hall Council Chambers located in the East Wing of City Hall at 1500 Warburton Avenue, Santa Clara, California, to consider the following matter(s) and to potentially take action with respect to them.

Closed Session - 6:00 PM | Special Meeting - 7:00 PM
6:00 PM CLOSED SESSION
Call to Order in the Council Chambers
Chair Gillmor called the Closed Session to order at 6:06 PM.

Confirmation of Quorum
Call and Notice of Special Meeting of the
Santa Clara Stadium Authority Board
03/05/2026Meeting Minutes
Roll Call
Secretary Pimentel recited the AB23 announcement and Statement of Behavioral Standards.

Secretary Pimentel also noted that any registered Lobbyist speaking during the Public Meeting will need to identify themselves and whom they represent.

Vice Chair Albert Gonzalez, Boardmember Raj Chahal,
Boardmember Karen Hardy, Boardmember Kevin Park,

Present: 6 -
Boardmember Kelly Cox, and Chair Lisa M. Gillmor

Absent: 1 - Boardmember Suds Jain
A motion was made by Boardmember Chahal, seconded by Vice Chair Gonzalez, to excuse Boardmember Jain.

Aye: Vice Chair Gonzalez, Boardmember Chahal, Boardmember Hardy, Boardmember Park, Boardmember Cox, and Chair Gillmor
6 -

Absent: 1 - Boardmember Jain

REPORTS OF ACTION TAKEN IN CLOSED SESSION MATTERS
Stadium Authority Counsel Googins reported that there was no reportable action from Closed Session.

STUDY SESSION

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Call and Notice of Special Meeting of the
Santa Clara Stadium Authority Board
03/05/2026Meeting Minutes

2. 26-245 Study Session: Discussion of the Proposed Santa Clara Stadium Authority Fiscal Year 2026/27 Operating, Debt Service and Capital Budget and Stadium Authority Budget, Compliance and Management Policies, and Marketing Plan (Continued from February 24, 2026)
Recommendation:

Review and provide input and/or direction on the Proposed Santa Clara Stadium Authority Fiscal Year 2026/27 Operating, Debt Service, and Capital Budget, Proposed Stadium Authority Budget, Compliance and Management Policies, and 2026 Levi’s Stadium Events Marketing Plan.

Executive Director Grogan made some opening remarks and introduced Treasurer Lee who provided a Powerpoint presentation on the Proposed Santa Clara Stadium Authority Fiscal Year 2026/27 Budget, 2026 Marketing Plan, and Compliance and Management Policies.

Board questions and comments followed.

Treasurer Lee, Executive Director Grogan, Stadium Authority Counsel Googins, Alex Acton (Director of Finance, San Francisco 49ers), and Jihad Beauchman (General Counsel, San Francisco 49ers) addressed Board questions. Alex Acton (Director of Finance, San Francisco 49ers) noted that he is a registered lobbyist.

Boardmember Chahal left the meeting at 8:35 PM.

Public Comment: None

ADJOURNMENT
The meeting was adjourned at 9:17 PM.

The next regular scheduled meeting is on Tuesday, March 10, 2026 in the City Hall Council Chambers.

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

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

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

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

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Call and Notice of Special Meeting of the
Santa Clara Stadium Authority Board
7:00 PM Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
03/10/2026

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

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

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

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

Council. For the final document, you may contact the Office of the City Clerk at (408) 615-2220 or [email protected].
03/10/2026Meeting Minutes

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Call to Order in the Council Chambers
Mayor/Chair Gillmor called the regular meeting at 7:05 PM.

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

Council/Boardmember Cox recited the Statement of Values.

Roll Call
Vice Mayor/Chair Albert Gonzalez, Council/Boardmember Karen Hardy, Council/Boardmember Kevin Park, Council/Boardmember Suds Jain,

Present: 6 -
Council/Boardmember Kelly Cox, and Mayor/Chair Lisa M. Gillmor

Absent: 1 - Council /Boardmember Raj Chahal
A motion was made by Council/Boardmember Park, seconded by Vice Mayor/Chair Gonzalez, to excuse Council/Boardmember Chahal from this meeting.

Aye: Vice Mayor/Chair Gonzalez, Council/Boardmember Hardy, Council/ Boardmember Park, Council/Boardmember Jain, Council/Boardmember Cox, and Mayor/Chair Gillmor
6 -

Absent: 1 - Council /Boardmember Chahal

CONTINUANCES/EXCEPTIONS/RECONSIDERATIONS
City Manager Grogan requested that Item 6 be continued to a meeting date uncertain.

A motion was made by Councilmember Hardy, seconded by
Councilmember Jain, to continue Item 6 to a meeting date uncertain.

Aye: Vice Mayor Gonzalez, Councilmember Hardy, Councilmember Park, Councilmember Jain, and Councilmember Cox
5 -

Absent: 1 - Councilmember Chahal
Recused: 1 - Mayor Gillmor

SPECIAL ORDER OF BUSINESS
7:00 PM JOINT CITY COUNCIL/STADIUM AUTHORITY BOARD MEETING Jo Joint Council and Authorities Concurrent
& Stadium Authority Board Meeting
Assistant City Clerk/Secretary Pimentel recited the AB23 announcement and Statement of Behavioral Standards.

Assistant City Clerk/Secretary Pimentel also noted that any registered Lobbyist speaking during the Public Meeting will need to identify themselves and whom they represent.
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1.A 26-156

1.B 26-157

CONSENT CALENDAR
Proclamation of March 2026 as Youth Arts Month
Mayor Gillmor, on behalf of the Council, proclaimed March 2026 as Youth Arts Month.

Sophia Fojas (Arts Coordinator, Santa Clara County Office of Education) and Chandra Henry (Coordinator of Instructional Resources & Library Services, Santa Clara United School District) accepted the proclamation and provided some remarks.

Cliff Rawson (Music Director, Don Callejon Arts and Design School) introduced his orchestra class and provided a musical performance.

Council comments followed.

Proclamation of March 2026 as Women’s History Month
Mayor Gillmor, on behalf of the Council, proclaimed March 2026 as Women's History Month.

Gabrielle Pitre (Hackworth Fellow, Santa Clara University) and Jade Haddad (IGNITE Santa Clara University) accepted the proclamation and provided some remarks.

Council/Boardmember Jain pulled Items 2.E (recommendations B and
E only) and 3.A.

Public member Jay Ess pulled Items 2.F, 2.H, and 2.K.

A motion was made by Council/Boardmember Hardy, seconded by Vice Mayor/Chair Gonzalez, to approve the balance of the Consent Calendar (except items 2.E (recommendations B and E only), 2.F,

2.H, 2.K, and 3.A).

Aye: Vice Mayor/Chair Gonzalez, Council/Boardmember Hardy, Council/ Boardmember Park, Council/Boardmember Jain, Council/Boardmember Cox, and Mayor/Chair Gillmor
6 -

Absent: Councilmember Chahal1 -

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2.A 26-239 Action on the February 2, 2026 Special City Council & Santa Clara Stadium Authority Board Meeting Minutes (DEFERRED FROM
FEBRUARY 24, 2026)
Recommendation:

Approve the February 2, 2026 Special City Council & Santa Clara Stadium Authority Board Meeting Minutes.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to approve the February 2, 2026 Special City Council & Santa Clara Stadium Authority Board Meeting Minutes.

2. B 26-268 Action on the January 27, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting and February 3, 2026 Special City Council & Santa Clara Stadium Authority Board Meeting Minutes
Recommendation:

Approve the January 27, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting and February 3, 2026 Special City Council & Santa Clara Stadium Authority Board Meeting Minutes.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to approve the January 27, 2026 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting and February 3, 2026 Special City Council & Santa Clara Stadium Authority Board Meeting Minutes.

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Aye: Vice Mayor/Chair Gonzalez, Council/Boardmember Hardy, Council/ Boardmember Park, Council/Boardmember Jain, Council/Boardmember Cox, and Mayor/Chair Gillmor
6 -

Absent: 1 - Councilmember Chahal

Aye: Vice Mayor/Chair Gonzalez, Council/Boardmember Hardy, Council/ Board
member Park, Council/Boardmember Jain, Council/Boardmember Cox, and Mayor/Chair Gillmor
6 -

Absent: 1 - Councilmember Chahal
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2.C 26-5 Board, Commissions and Committee Minutes
Recommendation: Note and file the Minutes of:

Historical and Landmarks Commission - November 6, 2025
Senior Advisory Commission February 10, 2025
Senior Advisory Commission July 21, 2025
Senior Advisory Commission August 18, 2025
Senior Advisory Commission October 20, 2025
Senior Advisory Commission November 17, 2025
Youth Commission January 13, 2026
Cultural Commission January 5, 2026
Cultural Commission February 2, 2026
A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to note and file the Minutes of: Historical and Landmarks Commission - November 6, 2025, Senior Advisory Commission February 10, 2025, Senior Advisory Commission July 21, 2025, Senior Advisory Commission August 18, 2025, Senior Advisory Commission October 20, 2025, Senior Advisory
Commission November 17, 2025, Youth Commission January 13, 2026, Cultural Commission January 5, 2026, and Cultural Commission February 2, 2026.

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

Absent: Councilmember Chahal1 -

2.D 26-158
Action on City Bills and Claims Report for the period January 10, 2026 - February 6, 2026
Recommendation:

Approve the list of Bills and Claims for January 10, 2026 - February 6, 2026.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to approve the list of Bills and Claims for January 10, 2026 - February 6, 2026.

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

Absent: Councilmember Chahal1 -

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2.E 26-107 Action on Monthly Financial Status and Investment Reports for December 2025 and Approve the Related Budget Amendments
Recommendation: 1. Note and file the Monthly Financial Status Report and Monthly Investment Report for December 2025 as presented; and

2. Approve
the FY 2025/26 budget amendments in the following funds (as detailed in the Fiscal Impact section of the staff report and Attachment 3 of the staff report):
a. In the General Fund, increases the other fees for service estimate and the miscellaneous other revenue estimate and appropriates funding to the Fire Department and Non-Departmental, with a net impact of $418,600;
b. In the Downtown Parking Maintenance District Fund, transfers funding to the Public Buildings Fund and decreases the unrestricted ending fund balance, with a net impact of $0;
c. In the Electric Utility Fund, decreases the transfer to the Vehicle Replacement Fund and increases the unrestricted ending fund balance, with a net impact of $0;
d. In the Parks and Recreation Capital Fund, increases the Mitigation Fee Act revenue estimate and increases the Park Impact Fees Monitoring project, the Parkland Acquisition project, the Community ISC Aquatic Facility project, and the Ending Fund Balance, with a net impact of $13,297,955;
e. In the Public Buildings Capital Fund, recognizes a transfer from the Downtown Parking Maintenance District Fund and establishes a Public Facilities Paid Parking project, with a net impact of $180,000;
f. In the Public Donations Fund, recognizes and appropriates non-resident youth sports participation fees, donations, and interest earnings for the Wade Brummal Scholarship Program, with a net impact of $20,797;
g. In the Sewer Utility Fund, transfers funding to the Vehicle Replacement Fund and decreases the unrestricted ending fund balance, with a net impact of $0;
h. In the Storm Drain Capital Fund, decreases the other agencies revenue estimate and decreases the unrestricted ending fund balance, with a net impact of ($126,281);
i. In the Streets and Highways Capital Fund, adjusts the other agencies revenue estimate, increases the transfer to the Traffic Mitigation Fund, and adjusts the unrestricted ending fund balance, with a net impact of $149,379;
j. In the Traffic Mitigation Fund, recognizes a transfer from the Streets and Highways Capital Fund and increases the unrestricted ending fund balance, with a net impact of $144,379;
k. In the Vehicle Replacement Fund, adjusts transfers from the Electric Utility, Sewer Utility, and Water Utility Fund and adjusts the capital

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outlay appropriation, with a net impact of ($3,000); and l. In the
Water Utility Fund, transfers funding to the Vehicle
Replacement Fund and decreases the unrestricted ending fund balance, with a net impact of $0.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to (1) note and file the Monthly Financial Status Report and Monthly Investment Report for December 2025 as presented; and (2) approve the Fiscal Year 2025/26 budget amendments in the following funds (a) in the General Fund, increases the other fees for service estimate and the miscellaneous other revenue estimate and appropriates funding to the Fire Department and Non-Departmental, with a net impact of $418,600; (c)
in the Electric Utility Fund, decreases the transfer to the Vehicle Replacement Fund and increases the unrestricted ending fund balance, with a net impact of $0; (d) in the Parks and Recreation Capital Fund, increases the Mitigation Fee Act revenue estimate and increases the Park Impact Fees Monitoring project, the Parkland Acquisition project, the Community ISC Aquatic Facility project, and the Ending Fund Balance, with a net impact of $13,297,955; (f) in the Public Donations Fund, recognizes and appropriates non-resident youth sports participation fees, donations, and interest earnings for the Wade Brummal Scholarship Program, with a net impact of $20,797; (g) in the Sewer Utility Fund, transfers funding to the Vehicle Replacement Fund and decreases the unrestricted ending fund balance, with a net impact of $0; (h) in the Storm Drain Capital Fund, decreases the other agencies revenue estimate and decreases the unrestricted ending fund balance, with a net impact of ($126,281); (i) in the Streets and Highways Capital Fund, adjusts the other agencies revenue estimate, increases the transfer to the Traffic Mitigation Fund, and adjusts the unrestricted ending fund balance, with a net impact of $149,379; (j) in the Traffic Mitigation Fund, recognizes a transfer from the Streets and Highways Capital Fund and increases the unrestricted ending fund balance, with a net impact of $144,379; (k) in the Vehicle Replacement Fund, adjusts transfers from the Electric Utility, Sewer Utility, and Water Utility Fund and adjusts the capital outlay appropriation, with a net impact of ($3,000); and (l) in the Water Utility Fund, transfers funding to the Vehicle Replacement Fund and decreases the unrestricted ending fund balance, with a net impact of $0.

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

Absent: Councilmember Chahal1 -

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2.G 26-115 Action on the Award of Purchase Orders to Bosco Oil Company DBA Valley Oil and Tom Lopes Distributing, Inc. DBA Western States Oil Company for the Purchase of Unleaded Fuel 87-Octane, Ultra-Low Sulfur Diesel, and Renewable Diesel Fuel Through January 31, 2029 and Ratify Purchase Orders Issued After Prior City Council Authorization Expired Recommendation:

1. Authorize the City Manager or designee to execute purchase orders for unleaded fuel 87-octane gasoline, ultra-low sulfur diesel, and renewable diesel fuel with Bosco Oil Company DBA Valley Oil and Tom Lopes Distributing, Inc. DBA Western States Oil Company pursuant to the County of Santa Clara’s cooperative fuel agreements, for an aggregate not-to-exceed maximum compensation of $1,338,000 (inclusive of the ratified amount below) for the period from January 12, 2026 through January 11, 2027, and for an aggregate not-to-exceed maximum compensation of $3,000,000 from January 12, 2027 through January 31, 2029 (in the event the County extends the existing agreements or awards successor agreements), subject to budget appropriations and the final review/approval as to form by the City Attorney; and

2. Ratify purchase orders issued between January 12, 2026 and the date of City Council approval to Bosco Oil Company DBA Valley Oil and Tom Lopes Distributing, Inc. DBA Western States Oil Company in a total amount not-to-exceed $300,000, which is included in the total authorization above.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to (1) authorize the City Manager or designee to execute purchase orders for unleaded fuel 87-octane gasoline, ultra-low sulfur diesel, and renewable diesel fuel with Bosco Oil Company DBA Valley Oil and Tom Lopes Distributing, Inc. DBA Western States Oil Company pursuant to the County of Santa Clara’s cooperative fuel agreements, for an aggregate not-to-exceed maximum compensation of $1,338,000 (inclusive of the ratified amount below) for the period from January 12, 2026 through January 11, 2027, and for an aggregate not-to-exceed maximum compensation of $3,000,000 from January 12, 2027 through January 31, 2029 (in the event the County extends the existing agreements or awards successor agreements), subject to budget appropriations and the final review/approval as to form by the City Attorney; and (2) ratify purchase orders issued between January 12, 2026 and the date of City Council approval to Bosco Oil Company DBA Valley Oil and Tom Lopes Distributing, Inc. DBA Western States Oil Company in a total amount not-to-exceed $300,000, which is included in the total authorization above.

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

Absent: Councilmember Chahal1 -

2.I 26-16420 Action on Traffic Calming Measures along Harold Avenue as part of the South of Forest Neighborhood Traffic Calming Study
Recommendation:

Alternative 2: Waive the 100% concurrence requirement of the NTCP and allow the installation of two speed humps on Harold Avenue, one at location #1 at 35 Harold Avenue and one at location #2A at 140 Harold Avenue.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to waive the 100% concurrence requirement of the Neighborhood Traffic Calming Program and allow the installation of two speed humps on Harold Avenue, one at location #1 at 35 Harold Avenue and one at location #2A at 140 Harold Avenue.

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

Absent: Councilmember Chahal1 -

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2.J 26-17230 Action on Four Resolutions Delegating Authority to the City Manager/Executive Director, Director of Human Resources, and Risk Manager or their designees to Act on Behalf of the City of Santa Clara, Santa Clara Stadium Authority, Sports and Open Space Authority, and Housing Authority, with Regard to Official Matters of the Public Risk Innovation, Solution and Management Joint Powers Authority Recommendation:

Approve four Resolutions, as follows:

1. City of Santa Clara Resolution Delegating Authority to the City Manager, Director of Human Resources, and Risk Manager or their designees to Act on Behalf of the City of Santa Clara with Regard to Official Matters of the Public Risk Innovation, Solution and Management Joint Powers Authority;

2. Santa Clara Stadium Authority Resolution Delegating Authority to the Executive Director or his designee(s) to Act on Behalf of the Santa Clara Stadium Authority with Regard to Official Matters of the Public Risk Innovation, Solution and Management Joint Powers Authority;

3. City of Santa Clara Sports and Open Space Authority Resolution Delegating Authority to the Contract Administrator or his designee(s) to Act on Behalf of the City of Santa Clara Sports and Open Space Authority with Regard to Official Matters of the Public Risk Innovation, Solution and Management Joint Powers Authority; and

4. Santa Clara Housing Authority Resolution Delegating Authority to the Executive Director or his designee(s) to Act on Behalf of the Santa Clara Housing Authority with Regard to Official Matters of the Public Risk Innovation, Solution and Management Joint Powers Authority.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to adopt (1) Resolution No. 26-9540 Delegating Authority to the City Manager, Director of Human Resources, and Risk Manager or their designees to Act on Behalf of the City of Santa Clara with Regard to Official Matters of the Public Risk Innovation, Solution and Management Joint Powers Authority; (2) Resolution No. 26-2 (SA) Delegating Authority to the Executive Director or his designee(s) to Act on Behalf of the Santa Clara Stadium Authority with Regard to Official Matters of the Public Risk Innovation, Solution and Management Joint Powers Authority; (3) Resolution No. 26-1 (SOSA) Delegating Authority to the Contract Administrator or his designee(s) to Act on Behalf of the City of Santa Clara Sports and Open Space Authority with Regard to Official Matters of the Public Risk Innovation, Solution and Management Joint Powers Authority; and (4) Resolution No. 26-1 (HA) Delegating Authority to the Executive Director or his designee(s) to Act on Behalf of the Santa Clara Housing Authority with Regard to Official Matters of the Public Risk Innovation, Solution and Management

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Joint Powers Authority.

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

Absent: Councilmember Chahal1 -

2.L 26-195 Action to Authorize the Use of City Water and Sewer Utility Forces at Various Locations to Implement Water Main Replacement Projects, Including Projects Scheduled for Construction in Calendar Year 2026 and Ratification of Completed Projects
Recommendation:

1. Determine that the proposed actions are exempt from CEQA pursuant to Section 15302(c) (Class 2 - Replacement or Reconstruction) of Title 1 of California Code of Regulations; and

2. Declare and determine in accordance with Section 1310 of the City Charter that the public works described in this report and generally located at White Drive, Benton Street, Las Palmas Drive, Loyola Drive, Buchanan Drive, Chromite Drive, Glad Drive, Agate Drive, Meadowbrook Drive, Crystal Drive, Borax Drive, Amethyst Drive, Pruneridge Drive, Hillsdale Drive, Giannini Drive, Pruneridge Avenue (West), Meadow Avenue, Larsen Court, La Herran Drive, Hillsdale Avenue, La Salle Avenue, De Soto Avenue, Randolph Avenue, Magellan Avenue, Daniel Way, Montclair Drive, Fulton Court, and Cody Court, are better performed by the City with its own employees based on the information set forth in this Report to Council and authorize the performance of these public works consistent with this authorization, including ratification of completed projects.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to (1) determine that the proposed actions are exempt from CEQA pursuant to Section 15302(c) (Class 2 - Replacement or Reconstruction) of Title 1 of California Code of Regulations; and (2) declare and determine in accordance with Section 1310 of the City Charter that the public works generally located at White Drive, Benton Street, Las Palmas Drive, Loyola Drive, Buchanan Drive, Chromite Drive, Glad Drive, Agate Drive, Meadowbrook Drive, Crystal Drive, Borax Drive, Amethyst Drive, Pruneridge Drive, Hillsdale Drive, Giannini Drive, Pruneridge Avenue (West), Meadow Avenue, Larsen Court, La Herran Drive, Hillsdale Avenue, La Salle Avenue, De Soto Avenue, Randolph Avenue, Magellan Avenue, Daniel Way, Montclair Drive, Fulton Court, and Cody Court, are better performed by the City with its own employees based on the information set forth in this Report to Council and authorize the performance of these public works consistent with this authorization, including ratification of completed projects.

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

Absent: Councilmember Chahal1 -

2.M 26-64 Action on the City’s 2026 Legislative Advocacy Positions Recommendation: Adopt the 2026 Legislative Advocacy Positions on Broadband, Cable Services, and Wireless Telecommunications Facilities; Community Services; Emergency Management; Energy Legislation, Regulations and Issues; Housing; Human Resources and Public Sector Employment; Public Safety; Regional Issues and Collaboration; Sustainability and Environmental Protection; Transportation Issues; and Water Supply and Conservation in the forms presented.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to adopt the 2026 Legislative Advocacy Positions on Broadband, Cable Services, and Wireless Telecommunications Facilities; Community Services; Emergency Management; Energy Legislation, Regulations and Issues; Housing; Human Resources and Public Sector Employment; Public Safety; Regional Issues and Collaboration; Sustainability and Environmental Protection; Transportation Issues; and Water Supply and Conservation in the forms presented.

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

Absent: Councilmember Chahal1 -

2.N 26-242
Action to Waive Second Reading and Adopt Ordinance No. 2085 Establishing the Citywide Objective Design Standards Ordinance for Multi-Family and Residential Mixed-Use Projects by Adding a New Chapter 18.27 to the City Code
Recommendation:

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

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to waive Second Reading and adopt Ordinance No. 2085 Establishing the Citywide Objective Design Standards Ordinance for Multi-Family and Residential Mixed-Use Projects by Adding a New Chapter 18.27 to the City Code.

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

Absent: Councilmember Chahal1 -

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2.O 26-249 Action to Approve Additional Positions and Eliminate One Position in the Community Development Department (Deferred from February 24, 2026) Recommendation: Approve the addition of one Business Analyst, one Communications Coordinator position, and one Senior Planner position, and the elimination of one Staff Analyst II position in the Community Development Department.

A motion was made by Councilmember Hardy, seconded by Vice Mayor Gonzalez, to approve the addition of one Business Analyst, one Communications Coordinator position, and one Senior Planner position, and the elimination of one Staff Analyst II position in the Community Development Department.

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

Absent: Councilmember Chahal1 -

SANTA CLARA STADIUM AUTHORITY BOARD CONSENT CALENDAR

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3.B 26-84 Action on Purchase Order with Arata Equipment Company for the Trash Compactor Units and Trash Compactor Replacement CapEx Projects at Levi’s Stadium
Recommendation:

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

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.

A motion was made by Boardmember Hardy, seconded by Vice Chair Gonzalez, to (1) approve and award of a single-source purchase order with Arata Equipment Company, for the removal and disposal of four existing commercial trash compactor units and the purchase and installation of four new Sani-Tech trash compactors at Levi’s Stadium (Trash Compactor Replacement and Trash Compactor Units CapEx Projects) in the amount of
$629,869.50 (inclusive of all applicable sales tax); and (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.

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

Absent: Councilmember Chahal1 -

3.C 26-193
Action on Stadium Authority Bills and Claims for the Month of January 2026 Recommendation: Approve the list of Stadium Authority Bills and Claims for January 2026.

A motion was made by Boardmember Hardy, seconded by Vice Chair Gonzalez, to approve the list of Stadium Authority Bills and Claims for January 2026.

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

Absent: Councilmember Chahal1 -

PUBLIC PRESENTATIONS
John Connor voiced his concerns regarding federal immigration enforcement.

Howard Gibbins spoke regarding Super Bowl LX's impact on his business.

Brian Darby spoke regarding electrical utility fires.

David Kertes spoke regarding the Economic Development & Marketing Committee meetings.

Noah MacDonald requested Council agendize a discussion of Downtown RFP and selection committee.

Council questions followed.

City Manager Grogan addressed Council questions.

Anthony Becker (time donated by Fred, Liz Munoz, and Abel) made a Council Policy 030 request to investigate the disclosure of confidential information from Closed Session.

CONSENT ITEMS PULLED FOR DISCUSSION

PUBLIC HEARING/GENERAL BUSINESS

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5. 26-45 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
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.

Executive Director Grogan provided a Powerpoint presentation on Action on the Proposed Santa Clara Stadium Authority Fiscal Year 2026/27 Budget, and Compliance and Management Policies, and 2026 Marketing Plan.

Chair Gillmor, Vice Chair Gonzalez, and Boardmember Park left the dias at 8:13 PM.

Executive Director Grogan called for a recess at 8:14 PM.

Chair Gillmor reconvened the meeting at 8:16 PM.

Executive Director Grogan and Treasurer Lee provided a Powerpoint presentation on Action on the Proposed Santa Clara Stadium Authority FY 2026/27 Budget, and Compliance and Management Policies, and 2026

Page 16 ends

City Council and Authorities ConcurrentApril 21, 2026

City Council and Authorities Concurrent
April 21, 2026