1. Park is devoid of vegetation variety
2. Park has some vegetation variety
3. Park has distinct ground cover, understory, and canopy plants
4. Park has large variety of plant types, colors, and seasonal interest Absence of visible drainage issues or erosion
Visual inspection of puddling, flooding issues, or areas that are being eroded
1. There is significant signs of flooding or erosions throughout the park
2. There are some areas with flooding or erosion issues
3. There are minimal signs of flooding
4. There is no presence of flooding or erosion issues
Safety + Comfort
Compatibility with neighbors
1. Adjacent uses are not appropriate
2. Adjacent uses could raise concerns
3. Adjacent uses are appropriate
4. Adjacent uses benefit each other
Level of Activation during site visit
Are people in the park and using the amenities?
1. There was no one present
2. There were a few people present
3. There were many people present
4. There were many, many people present
Adjacent Derelict Features (off-site, nearby)
1. Multiple derelict features
2. Some derelict features
3. One derelict feature
4. No derelict features
Graffiti, Vandalism, Broken Furniture
1. Significant signs of graffiti, vandalism, or purposely broken furniture
2. Some signs of graffiti, vandalism, or purposely broken furniture
3. Few signs of graffiti, vandalism, or purposely broken furniture
4. No signs of graffiti, vandalism, or purposely broken furniture Evidence of Illicit or Unauthorized Use
Illicit uses such as evidence of camping, littering, graffiti
1. Active evidence of illicit uses, camping, or vacancy
2. Some evidence of illicit uses
3. Trace evidence of illicit uses
4. No evidence of illicit uses
Road/ Traffic Calming Measures Around Park
1. No traffic calming measure - excessive traffic speed common
2. Limited traffic calming measures on higher trafficked streets
3. Some traffic calming measures
4. Well integrated and designed traffic calming measures that successfully slow traffic
Line of Sight/ Openness
Evaluation will only apply to use zones of park, i.e., parks next to open spaces or creeks will not be negatively scored by the presence of tallerlun-maintained vegetation
1. Lots of overgrown vegetation and hidden areas, line of sight very obstructed
2. Overgrown vegetation, or hidden areas present near use zones
3. Some overgrown vegetation but generally open near use zones
4. No overgrown vegetation inhibiting clear sightlines through park structures, etc. (n/a if
no such adjacent uses)
"Eyes on the Street"
Evaluation of park edges for natural surveillance and amount of activation through sidewalks, neighboring use, stoop conditions, walls.
1. No eyes on the street
2. Few eyes on the street
3. Some eyes on the street
4. Many eyes on the street
Ease of Navigation
Easily and quickly understandable path system and/or park layout
1. Confusing, circuitous, and non-intuitive circulation system
2. Path system present and connects park elements
3. Path system present and connects park elements very well
4. Quickly understandable and intuitive path system
Nighttime Safety (is applicable)
Does the park feel like it could be safe at night - i.e., enough lighting?
1. No lighting, feels very unsafe
2. Some lighting near amenities, large areas that are unlit
3. Lighting present, most areas are lit and feel safe
4. Extensive lighting, no concerns about safety
Mitigation of Views/ Noise
Effective mitigation of unappealing surrounding land uses, such as industrial facilities, derelict
1. Park does not mitigate unappealing surrounding land uses or noise
2. Park has some screening of unappealing surrounding land uses or noise
3. Park has somewhat adequate screening of unappealing surrounding uses
4. Park completely screens unappealing surrounding land uses, unappealing surroundings or noise imperceptible
I Sign.age, Maps.and City I Acc&»;bilfty (Potentj Presence of I Sidewalks a.nd I Path Connectr,;ty Wfthj Nearby bike lanes and I I Adjacent Trails Of I Acce5& + Connectivity Sco,e Park Name Edge Permeability Crosswalks and Sufficient Parking Public Tra.nsportation nearby Branding ADA Issues) Crossing Signals Surrounding Circulation Park adequate bike parking Trailheads A&f'ew Park ' • 4 ' • • • 4 • 3.7
Bowers Park ' • 4 ' • • • 4 3.8
,.entral Part ' 3 4 ' • • • 4 3 ' 3.50
Everett N\l'arez Jr. Park ' ' 3 ' • • • 4 3.5
Everett N. •Eddie• Souza Park ' • 4 ' ' • • 4 • 3.55
Fuller Street Park • • 4 • • • • 4 4.0
Henry Schmidt Park • ' 2 • 4 ' • 4 3.50
Marv Gomez Park 2 3 3 ' 3 3 3 3 2.75
Memorial Cross Park ' 1 1 ' 1 1 1 1 .5 71428571
Parkway Part 2 ' 2 ' • 3 ' 4 3
Signage. Maps.and City I Acceu;bility (Potent;a1 Presence of Sidewalks and Path Connectivity Within Nearby bike lanes and Adjacent Trails or I Access + Connectivity Score Park Name Edge Permeability Crosswalks and Sufficient Parking Public Transportation nearby Branding ADA Issues) Crossing Signals Surrounding Circulation Park adequate bike parking Trailheads Steve Carli Park ' ' ' 4 4 ' 4 4 3.5
Thom.as Barrett Park • ' ' ' 4 4 ' 4 3.50
Warburton Partc and Pool ' 4 ' ' 4 2 ' 4 3.25
Vincent Fiorillo & Family Park ' 4 4 4 4 4 ' 4 3.7 5
,.reekside Park • 4 4 ' 4 4 2 1 4 3.22
Meadow Part ' • 4 4 4 4 4 1 4 3.55
BUI Wilson, Jr. Part 2 • 4 1 2 4 ' 2 2 2 .66C55565i
Bracher Park ' 4 ' ' ' • ' 2 3 3.111111111
Earl R Carmichael Park 2 I 3 ' ' 2 1 ' 3 2.25
Homeridge Park ' ' 2 4 4 ' 3 4 3.25
Signage, Maps,and City I Acceu;bilfty (Potent;al Presence of Sidewalks a.nd Path Connectivity Within Nea,by bike lanes and Adjacent Trails Of I Ac,c,es.s + Connectivity Sco,e Park Name Edge Permeability Crosswalks a.nd Sufficient Parking Public Transportation nearby Branding ADA ls.sues) Crossing Signals Surrounding Circulation Park adequate bike parking Trailheads enny Strand Park 1 3 3 • 3 2 2 4 2.7 5
Machado Park • 3 4 ' 3 2 ' 4 3.25
Maywood Parli: • 3 3 ' • • • 4 S.625
lSAP- Park A - Amphitheater • 1 4 • • • • 4 • 3.67
I.SAP- Park B - la Rambla & Kifer • 1 4 • • • 4 • 3.6
I.SAP- Park C - Par Course Equip &
Sfke Lockers • I 1 4 • • • 4 • 3.63
I.SAP- Part D - Spori Couri • 1 4 • • • • 4 • 3.67
I.SAP- Park E- Playground 3 2 4 • • • • 4 • 3.666566667 I.SAP- Park F - Copper & IGfer • I 1 4 ' • • 4 • 3.35
I.SAP- Park G - Community Garden 3 1 3 • • 3 3 s.o
Signage, Maps.and City I Acceu;bilfty(Potent;a1 Presence of Sidewalks and Path Connectw;ty w;11,J Nearby bike laoos and I I Adjacent Trails o, Acces.& + Connectivity Sco,e Park Name Edge Permeability Crosswalks a.nd Sufficient Parking Public Tra.nsportation nearby Branding ADA ls.sues) Crossing Signals Surrounding Circulation Park adequate bike parking Trailheads I.SAP- Park H - Dog Paric • 2 2 ' 3 • 4 3.14
Westwood Oaks Park 3 I 3 3 2 3 • 2 4 3
,.ftv Plaza Paric • • 3 • • 2 2 4 3.375
-
Civic Center Park • • 4 • • • 2 3 3.525
Fremont Paric • • 3 ' • • 3 3 3.5
Geof Goodfellow Sesquicentennial
Paric • • 4 • • 2 4 3.714285 714
Larry J Marsalli Park 1 3 4 2 2 3 3 4 2.75
Rotary Park • • 1 ' • • 3 3 3.25
War M emorial Playground 3 3 3 • 2 4 3.17
A&Jlews Historic Park 1 3 4 • • • 3 4 3.35
I Signage, Maps.and City I Acceu;bility (Poten, J Presence of I Sidewalks and Path Connectr1;1y w ;thj Nearby bike laoos and I I Adjacent Trails Of I Aooes.& + Connectivity ScOfe Park Name Edge Permeability Crosswalks a.nd Sufficient Parking Public Tra.nsportation nearby Branding ADA Issues) Crossing Signals Surrounding Circulation Park adequate bike parking Trailheads Fairway GSen Pa rk ' • ' ' • ' ' ' 3.3
lick Mill Part ' ' ' • • • ' 4 • 3.56
Live Oak Park • ' ' ' • ' • 4 s.s
Montague Park '. • 4 • • • 3 3 3.71
IT'hamien Park • • 4 ' • • • 4 • 3.SSSSSSSS9
Ulistac Natural Area 1 • 1 ' ' • • 1 • 2 .66665656 7
Vegetation Tree Canopy fLe.c Amenities Buildings/ Restroom Trash Receptacles Seating/ Benches Condition Score (Updated from Site Park Name Paving Condition Condition Condition Playground Condition Condition Facilities Condition (if lighting Condition Condition Condition Condition Score Kitchell Score Observations) applicable) fA,gnewPark 4 • ' 4 4 • 4 4 4 1 3.59
Bowers Park 2 • 4 4 4 1 4 3 3 1.0 3 . .2
!central Part 2 • 4 4 ' • 4 4 4 2 3.67
Everett Nvare.z Jr. Park 1 2 ' ' ' • 4 2 2 • 2.555555556 Everett N. •Eddie• Souza Park 4 • 4 4 4 • 4 4 4 • 4
Fuller Street Park 3 • ' ' 4 3 4 4 4 • 3.555555555
Henry Schmidt Park 2 3 4 1 ' • ' 4 3 2 3.00
Marv Gomez Park 1 2 4 1 ' 3 ' 1 ' 2.0 2.1
Memorial Cross Park • ' 4 4 3 3 3.60
Parkway Part 3 2 4 4 ' • 4 3 3 3 3.222222222
Vegetation Tree Canopy Flee Amenities Buildings/ Restroom Trash ReceptaclM Searing/ Benches Condition Score {Updated from Site Park Name Paving Condition Condition Condition Playground Condition Condition Facilities Condition (if Lighting Condition Condition Condition Condition Scote Kitchell Score Observations) applicable) I
Steve Carli Park 1 4 4 4 ' 4 4 4 3 2.0 S.4
Thom.as Barrett Park 4 4 4 ' ' 4 ' 3 4 • 355
Warburton Partc and Pool 1 1 2 2 2 2 2 1 2 2 1.5566 55567 Vincent Fiorillo & Family Park 4 4 4 • 4 4 I 4 • ~.00
,.reekside Park 4 4 4 4 4 4 4.0 4.0
Meadow Part 4 4 4 4 4 4 4 4 4 • 4
BUI Wilson, Jr. Part 3 4 4 4 4 , 4 4 4 3.9 3.SSSSBSSS9
Bracher Park 4 4 4 4 ' 4 4 4 3 3.$ 75
'
Earl R Carmichael Park 2 3 ' ' 4 3 ' 3 2 2 2.SS
Homeridge Park 1 1 ' 4 1 3 3 ' 3 3 1.0 2 .S
Vegetation Tree Canopy Rec Amenities Buiklings/ Restroom Trash Receptacles Seating/ Benches Condition Score (Updated from Site Park Name Paving Condition Condition Condition Playground Condition ConditMln Facilities Condition (if lilghting Condition ConditMln Condition Condition ScOfe Kitchell Score Obwrvations) applicable) Jenny Strand Park 3 2 ' ' ' 1 2 2 2 2 2 2.30
Machado Part 3 3 ' ' ' 3 • 4 2 3 2 3.1
Maywood Parii: 2 1 ' 2 1 1 1 2 2 1 2 1.6
I.SAP- Park A - Amphitheater 4 4 4 ~.o • 4 4 4 • 4
I.SAP- Park 8 - La Rambla & Kifer • 4 4 4 • 4 • 4 • ~.00 I.SAP- ParkC - Par Course Equip &
• 4 4 4 4 Bike Lockers • 4 • • 4.0 4.0
I.SAP- Park O • Sport Court 4 4 4 4 4 • 4 4 4 • ~.00
I.SAP- Park E- Playground 4 4 4 4 • 4 4 4 • 4
I.SAP- Park F - Copper & l(Jfer 4 4 4 4 • 4 4 4 • 4
I.SAP- ParkG - Community Garden 3 4 2 4 • 4 4 4 , .. 3.625 Vegetation Tree Canopy fLe.c Amenities Buildings/ Restroom Trash Receptacles Seating/ Benches Condition Score (Updated from Site Park Name Paving Condition Condition Condition Playground Condition Condition Facilities Condition (if lighting Condition Condition Condition Condition Score Kitchell Score Observations) applicable) I.SAP· Park H • Dog Park 4 4 4 • 4 4 4 • .!:.00
!Westwood Oaks Park • 4 4 4 4 4 • 4 • 4 1.0 4.0
ptyPlm Parlc • 4 4 ' " 4 • • 2 3.55
Civic Center Park 3 2 ' • ' 2 3 3 2 .5 57142557
Fremont Park 4 1 4 ' 1 • 4 4 3 2 3.111111111
!Geof Goodfellow Sesquicentennial
Park 4 2 ' • 4 1 3 • '
Larry J Mars.am Park 3 2 4 2 ' 3 • 4 4 3 ' 3.20
Rotary Park ' 2 2 2 • 4 1 2 1 2.50
!War M emoriaJ Playground 2 3 4 2 3 • 4 4 ' • 3.222222222 fA,.news Historic Park 4 4 4 • 4 4 4 4.0 4.0
--
Vegetation Tree Canopy Rec Amenities Buiklings/ Restroom Trash Receptacles Seating/ Benches Condition Score (Updated from Site Park Name Paving Condition Condition Condit;on Playground ConditMln Conditjon Facilities Condition (if lighting Condition Conditjon Condit;on Condition Scote Kitchell Score Observations) applicable) Fairway Glen Park • 4 • • • 4 ' • ' • • 3.SO
lick Mill Part ' ' • 1 ' ' • ' ' 2 '
Live Oak Park • 4 ' • ' 4 , • • • • s.a
Montague Park • 4 • • • 4 • • I • 2 • I
Thamien Park • 2 ' • ' 4 • • • • 4.0 S .. 5
Ul1stac Natural Area ' ' • • • ' ' 3.50
Diversity of Activities/ Absence of visible Availability of comfort Park Name Uses, relevance and Apptopriate Amenity Distribution of shady Variety and Shrubs and drainage issues or Compatibility with amenities (drinking fountains, Relevanoe and variety of play level of Activation during Functionality Score variety of recreational Adjacencies and sunny areas r .... erosion Neighbors seating, restrooms, trash) equiptment site visit (people using it?} amenities
fA,gnewPark 4 • 4 2 1 ' 4 • • 3.3
Bowers Park 3 • 4 • 3 ' 4 • ' 356
!central Part 4 • 4 • 3 • 4 • • 3.59
Everett Nvare.z Jr. Park ' ' 4 ' • • ' 3 2 3.222222222
Everett N. •Eddie• Souza Park • • 2 • • • 4 • 4 3.75
Fuller Street Park • , 2 3 2 , • 3 3 3.2
Henry Schmidt Park • • • 3 • • 2 1 • 3.33
Marv Gomez Park 3 ' 4 3 3 1 2 1 2 2.4!1.4444!1.44
Memorial Cross Park 1 1 4 • • 1 1 2.255714285
Parkway Part 2 • 4 3 3 2 4 • 3 3.222222222
Diversity of Activities/ Absence of visible Availability of comfort Park Name Uses, relevance and Apptopriate Amenity Distribution of shady Variety and Shrubs and drainage issues or Compatibility with amenities (drinking fountains, Relevanoe and variety of play level of Activation during Functionality Score variety of recreational Adjacencies and sunny areas r .... erosion Neighbors seating, restrooms, trash) equiptment site visit (people using it?} amenities
Steve Carli Park • • • ' • ' 2 • • 3 .4~4444~44
!Thom.as Barrett Park 3 , • • • , • • ' 3.666=.66667
!Warburton Part and Pool ' ' • 1 • • 3 ' ' 3
Mncent Fiorino & Family Park • • • • • • ' 3.71428 5 714 !Creekside Park 2 2 • • • • • 1 3.125
Meadow Part • • • • • • • • ' 3.SSSS5SS39
am Wilson. Jr. Part ' • ' ' • ' • • ' 3.t.4
Bracher Park ' ' ' ' • 2 • ' • 3.22
Earl R Carmichael Park ' ' • ' ' • • ' 1 2.59
Horneridge Park 3 ' 3 ' 1 2 ' • ' 2.75
Diwrsity of Activities/ Absence of visible Availability of comfort Park Name Uses, relevance and Apptopriate Amenity Distribution of shady Variety and Shrubs and drainage issues or Compatibility with amenities (drinking fountains. Relevance and variety of play level of Activation during Functionality Score variety of recreational Adjacencies and sunny areas r,... erosion Neighbors seating, restrooms, trash) equiptment site visit (people using it?) amenities
enny Strand Park 2 2 3 3 2 ' ' 1 2 2. 11
Machado Park 2 ' 4 ' ' ' 4 4 ' '
Maywood Park ' 1 ' 1 2 ' ' 2 4 2.111111111
I.SAP- Park A - Amphitheater 3 ' 4 4 4 • 4 3.714265 714 I.SAP- Park 8 • La Rambla & Kifer ' • 4 4 2 • 4 1 3.125 I.SAP- ParkC- Par Course Equip &
' Sfke Lockers • 4 4 4 • 4 1 3.375
I.SAP- Park D • Sport Court 4 • 4 4 4 , 4 ' 1 3555555555 I.SAP- Park E- Playground 4 • 4 4 4 • 4 4 1 3.666e56667 I.SAP- Park F - Copper & IGfer 2 ' 4 4 4 • 4 1 3.125
I.SAP- Park G - Community Garden 3 • 3 4 ' • 4 1 3.2 5
Diversity of Activities/ Absence of visible Availability of comfort Park Name Uses, relevance and Apptopriate Amenity Distribution of shady Variety and Shrubs and drainage issues or Compatibility with amenities (drinking fountains, Relevanoe and variety of play level of Activation during Functionality Score variety of recreational Adjacencies and sunny areas r .... erosion Neighbors seating, restrooms, trash) equiptment site visit (people using it?} amenities
I.SAP- Park H - Dog Park 4 , 4 4 4 2 4 4 1 3.4~4444~44
!Westwood Oaks Park 3 2 3 2 3 3 4 2.8 571425 57
lc"ltV Plaza Park 3 3 4 4 4 • 3 4 3.63
Civic Center Park • 4 3 4 1 4 2 3.1
Fremont Pa.rte 4 • 3 4 4 • 4 4 4 3.59
!Geof Goodfellow Sesquic-entennial 1 1 2 4 4 1 1 1 1.SS Park Larry J Marr.am Park 2 3 3 1 3 1 4 1 1 2. 11
Rotary Park • 4 1 3 • 3 3 1 Z.Si S
!War Memorial Playground 3 • 4 3 4 • 4 4 4 3.777777775
fA,gnews Historic Pa.rte 1 1 4 4 4 1 3 1 2.35
Di..-er&ity of Activities/ Absence of visible Availability of comfort Park Name Use&, relevance and Apptopriate Amenity Distribution of shady Variety and Shrubs and drainage issue& or Compatibility with arnenitie& (drinking fountains. Relevance and variety of p'8y level of Activation during Functionality Score variety of recreational Adjacencies and sunny areas Trees e<OSion Neighbors seating, restrooms, trash) equiptment site visit (people using it?} amenities
Fairway Glen Park 2 • 2 ' • ' 2 • 1 2.67
Lick Mill Part • • • • • 1 • 1 ' 3.1
Live Oak Park ' • • ' ' • • • • 3.65e556567
Montague Park • • 3 ' • ' ' • • 3.4~4444~44
Thamien Park • • 2 ' ' • • • • 3555555555
Ul1stac Natural Area • • • ' ' 1 ' 3
-
Park Name Adjacent Oerefkt Featur&S Graffiti, Vandalism, Evidence of Illicit or Road/Traffic Calming Measures line of Sight/Openness Eyes on the Street Ease of Navigation Nighttime Safet y Mitigation of Views/ Noise from Safety + Comfort Score Broken Furniture Unauthorized Use Around Park Surrounding Land Uses jA&new Park 4 • 4 ' 2 ' ' 4 3 3.3
Sowers Park 4 • 4 ' 3 ' ' ' 4 3.33
!Central Part 4 ' 4 ' 3 ' ' ' 4 3.33
Everett Atvarez Jr. Park 4 ' 4 ' 4 4 4 4 4 3.777777778
Everett N. •Eddie" Souza Park 4 • 4 1 4 ' 4 ' 1 3.00
Fuller Street Park 4 • 4 4 4 ' 4 4 , ..
Henry Schmidt Park 4 • 4 ' 4 ' 4 ' ' 3.S.5
Marv Gomez Park 4 • 4 2 2 ' ' ' 1 2.777i77778
Memorial Cross Park ' • 4 1 4 1 ' 1 1 2.~4:144~44:l
Parkway Part 4 ' 4 2 ' ' ' ' 2 2.SSSSSSSB~
-
Park Name Adjacent Derelict Features Graffiti., Vandalism, Evidence of Lllicit or Road/Traffic Calming Measures line of Sight/Openness Eyes on the Street Ease of Navigation Nighttime Safety Mitigation of Views/ Noise from Safety + Comfort Score Broken Furniture Unauthorized Use Around Park Surrounding Land Uses Steve Carli Park • • 4 3 3 3 3 4 • 3.555555555
Thom.as Barrett Park • • 4 4 • 3 4 4 • 3.S~
Warburton Partc and Pool • • 4 3 3 3 3 3 3 3.33
Vincent Fiorillo & Family Park • • 4 4 • 3 4 4 • 3.9
,.,eekside Park • • 4 2 3 • 3 4 2 3.4
Meadow Part • • 4 4 3 • 4 4 • 3.S~
BUI Wilson, Jr. Part • • 4 2 3 • 4 4 3 3.5-5
Bracher Park • • 4 3 • 3 4 4 2 3.555555555
Earl R Carmichael Park • • 4 2 2 3 2 3 3 3.00
Homeridge Park • • 4 4 3 3 3 4 • 3.7
Park Name Adjacent Derelict Featur&S Graffiti. Vandalism., Evidence of Illicit or Road/ Traffic Calming Measures line of Sight/Openness Eyes on the Street Ease of Navigation Nighttime Safety Mitigation of Views/ Noise from Safety + Comfort Score Broken Furniture Unauthorized Use Around Park Surrounding Land Uses Uenny Strand Park • • • 2 1 3 3 2 '·"
Machado Park • • • 3 3 3 3 • 3 3.&.4444&.444
Maywood Park • • • 2 ' • 3 • ' 3.22.222222.2
I.SAP· Park A · Amphitheater • • • • • • • • • •
I.SAP· Park 8 • La Rambla & Kifer • • • • 4 • • • • &. .O I.SAP· ParkC • Par Course Equip &
Bike Locters • , • • • • • • • 4.00
I.SAP· Park D • Spor, Couri • , • • • • • • • 4.00
I.SAP· Park E· Playground • • • • • • • • • •
I.SAP· Park F • Copper & ~er • • 3 2 • • • • 3 3.S.5
I.SAP· Park G • Community Garden • • • • • ' • • • 3.9
Park Name Adjacent Derelict Features Graffiti, Vandalism. Evidence of Illicit or Road/ Traffic Calming Measures Line of Sight/Openness Eyes on the Street Ease of NaYigat ion Nighttime Safety Mit igation of Vif!Ws/ Noise from Safety + Comfort Score Broken Furniture Unauthorized Use Around Park Surrounding l and Uses I.SAP· Park H • Dog Park 4 • 4 3 4 4 4 4 3 3.78
!Westwood Oaks Park 4 3 3 ' 4 4 4 3.57142S5i1
ptyPlm Parlc 4 • 4 4 ' 4 3 4 4 3.777i777i8
CiYiC Center Park 4 • 4 1 4 ' 4 4 1 3.22222222.2
Fremont Park 4 • 4 3 4 4 4 4 4 3.9
!Geof Goodfellow Sesquicentennial
Park 4 • 1 2 4 ' 4 3 1 2.59
Larry J Mars.am Park 4 3 3 1 3 ' 4 3 1 2.76
Rotary Park 4 • 4 3 4 4 4 4 4 3.59
!War M emoriaJ Playground 4 • 4 4 ' 4 4 3 3.75
fA,.news Historic Park 4 • 4 3 3 ' 3 4 4 3 . .!:4444.!:4:14 Park Name Adjacent Derelict Features Graffiti, Vandalis-in, Evidence of Illicit or Road/ Traffic Calming Measures line of Sight/Openness Eyes on the Street Ease of Navigation Nighttime Safety Mitigation of VittWs/ Noise from Safety + Comfort Score Broken Furniture Unauthorized Use Around Park Surrounding Land Uses Fairway Glen Park • • 4 ' • ' 4 ' • 3.7
Lick Mill Part • • 4 4 2 2 4 4 3 '·""
live Oak Park • • 4 4 4 • 4 4 4 4.00
Montague Park • • 4 ' 4 ' 4 4 4 3.1777777iB
Thamien Park • • 4 ' 3 • 4 4 4 3.S
Ulistac Natural Area • • 4 2 1 1 4 2 4 2.S~
Park Name AcceH + Comectivity Score Condition Score Kitchell Score Condition Scote (Updated from Site Functionality Scon Safety + Comfort Score Ovetall Raring Obsefvations) jA&new Park 3.7 • 1 3.89 3.3 ,., 3.5-6
Sowers Park 3.S 3 1.0 ,., 3.56 3.33 3.47
!Central Part 3.50 • 2 3.67 3.69 3.33 '·"'
Everett Atvarez Jr. Park 3.5 2 4 2555555555 3.222222222 3.777777778 3.26 Everett N. •Eddie" Souza Park 3.55 • 4 • 3.78 ,.oo , ..
Fuller Street Park 4.0 • 4 3555555555 3.2 ,.s 3.CS
Henry Schmidt Park 3.50 ' 2 3.00 3.33 3.5-5 3.35
Marv Gomez Park 2.75 2 2 .0 2.1 2.4444~4444 2.777777778 2.52 Memorial Cross Park 1.571425571 ' 3 3.60 2.265714286 2.~444~~444 2.475395325 Parkway Part 3 3 3 3.22222.2222 3.222222222 2.SSSSSSSSS ,.os -- -- ---
Park Name Access + Comectivity Score Condition Score Kitchell Scote Condition Score (Updated from Site Functionality Scon Safely + Comfort Score Overall Raring Obse,vations) Steve Carli Park 3.5 3 2.0 , .. 3.4444.!.:4444 3.5 55555556 3.4 9 !Thom.as Barrett Park 3.50 4 4 3.55 3.656656667 3.39 3.6 52777778 !Warburton Part and Pool 3.25 2 2 1. 66566565 7 3 3.33 2.S Mncent Fiorino & Family Park 3.75 4 4 t.:.00 3.71425 5714 3.9 3.54 !Creekside Park 3.22 4 t.:.O 4.0 3 .12 5 3 . .!.: , ...
Meadow Part 3.56 4 4 4 3.SBSSSSSS9 3.39 3.S3
am Wilson. Jr. Part 2.665656.567 4 3 .9 S.SS88SSS89 3.44 3.S.6 3 . .!.:
Bracher Park 3.111111111 3 3.8 75 3.22 3.555555556 , ...
Earl R Carmichael Park 2.25 2 2 2.89 2.69 , .oo 2.76
Horneridge Park 3.25 3 1 .0 2.5 2.78 3.7 3.0 5
Park Name Access + Comectivity Score Condition Score Kitchell Score Condition Score (Updated from Site Functionality Scon1 Safecy + Comfort Score Ove,all Rating Observations) enny Strand Park 2.75 2 2 2 .30 2.11 2.So 2.51
Machado Park S.25 ' 2 , .1 ' 3.~444~~444 3.20
I·
Maywood Parli: 3.625 1 2 1.6 2.111111111 3.222222222 5
lSAP- Park A - Amphitheater 3.67 • 4 4 3.714255714 4 3.S5 I.SAP- Park B - la Rambla & Kifer , .. • 4 !l.00 3.1 25 4 .0 3.69 I.SAP- Park C - Par Course Equip & S.63 Sfke Lockers • 4.0 4.0 3.375 4.00 3.75 I.SAP- Part D - Spori Couri S.67 4 4 !:..00 3.555555556 4.00 3.S1 I.SAP- Park E- Playground 3.6.66656.667 • 4 4 3.€.6565C667 • 3.SJ I.SAP- Park F - Copper & IGfer S.38 • 4 4 S.12 5 3.5-6 3.5 I.SAP- Park G - Community Garden 3.0 • , .. 3.625 S.25 3 .9 , ...
Park Name AcceM + Connectivity Score Condition Score Kitchell Scote Condition Score {Updated from Site Functionality Scon1 Safety + Comfort Score Ove,all Rating Obse,vations) I.SAP· Park H • Dog Parl: 3.14 • 4 ~.00 3.4444~4444 3.78 3.59 Westwood Oaks Park 3 4 1 .0 4.0 2.5 571~2857 3.5 7142S571 3.35 Cftv Plaza Paric 3.375 • 2 3.8S S.63 3.777777778 3.563194444 Civic Center Park 3.525 3 3 2.85 7142857 3.1 3.222222222 3.21 Fremont Paric 3.5 3 2 S.111111111 S.89 3.9 3.6
Geof Goodfellow Sesquicentennial 3.7142S5714 3 4 ' 1.88 2.S9 2.57 ?aric Larry J M arr.am Park 2.75 3 3 3.20 2.11 2.7,8 2.71
Rotary Park 3.25 2 1 2 .50 2 .875 3.S9 3.128472222
War M emorial Playground 3.17 3 4 S.222222222 3.777777778 3.75 3.5 A&flews Historic Park 3.38 • 4 .0 4.0 2.38 3.~444"'444 3.30 Park Name Access + Comectivity Score Condition Score Kitchell Score Condition Score (Updated from Site Functionality Scon1 Safecy + Comfort Score Ove,all Rating Observations) Fairway Glen Park 3.3 • 4 3.80 2.57 ,., ,.,
Lick Mill Part 3.55 ' 2 ' 3.1 '·"" 3.28
Live Oak Park ,.s • 4 3.S 3.6 55556 557 4.00 3.7
Montague Park 3.71 • 2 • 3.4444~4444 3.77i7777i8 3.i3
Thamien Park 3.SSSSSSSS9 • ~.o 3.5 3.555555555 ,.s , ...
Ul1stac Natural Area 2.655556 557 ' 3 3.50 ' 2.S? 3.013SSSSS9 10 | SANTA CLARA PARKS & RECREATION MASTER PLAN
Appendix D:
Programming
Assessment
D
1 PROGRAM AND SERVICES ASSESSMENT
OVERVIEW OF PRIORITIES AND CORE PROGRAM AREAS
The Santa Clara Parks and Recreation Department has a professional staff that annually delivers a comprehensive parks and recreation program to Santa Clara residents. Department staff are responsible for the management and implementation of a diverse array of recreation programs, special communitywide events, and the operation of multiple facilities. Employees are engaged year-round in planning, implementing, conducting, and evaluating programs and events. All functions within the Department combine to provide hundreds of offerings in the areas of youth camps, aquatics, sports, health, fitness, literacy, senior services, and special events. But in addition to the provision of services provided directly by the Department, partnerships with other organizations are utilized throughout the service area.
Through formal and informal cooperative relationships, various nonprofit agencies and other community partners assist with delivering select programs and indoor space to provide access for programs.
CORE PROGRAM APPROACH
The vision of the Department is to be a premier parks and recreation systems in the region providing all residents access to high-quality programs and experiences. Part of realizing this vision involves identifying Core Program Areas to create a sense of focus around activities and outcomes of greatest importance to the community as informed by current and future needs. However, public recreation is challenged by the premise of being all things to all people, especially in a diverse community such as Santa Clara. The philosophy of the Core Program Area assists staff, policy makers, and the public to focus on what is most important. Program areas are considered as Core if they meet many of the following categories:
• The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community.
• The program area consumes a relatively large portion (5% or more) of the agency’s overall budget.
• The program area is offered 3-4 seasons per year.
• The program area has wide demographic appeal.
• There is a tiered level of skill development available within the programs area’s offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market. 2 SANTA CLARA RECREATION CORE PROGRAM AREAS
The Department currently offers programs in eight (8) Core Program Areas. These core program areas are listed below:
ENSURING THE RIGHT CORE PROGRAM MIX
The Core Program Areas provided by Santa Clara currently appear to meet some of the community’s major needs as identified in the survey results, but the program mix must be evaluated on a regular basis to ensure that the offerings within each Core Program Area – and the Core Program Areas themselves – align with changing leisure trends, demographics, and needs of residents. NRPA recommends that six determinants be used to inform what programs and services are provided by the Department. According to NRPA, those determinants are:
• Conceptual foundations of play, recreation, and leisure – Programs and services should encourage and promote a degree of freedom, choice, and voluntary engagement in their structure and design. Programs should reflect positive themes aimed at improving quality of life for both individuals and the overall community.
• Organizational philosophy, mission, and vision – Programs and services should support the City’s and the Department’s vision statements, values, goals, and objectives. These center on promoting personal health, community well-being, social equality, environmental awareness, and economic vitality.
Core Program/Service Area Brief Description
Aquatics Offer year round lap swim and from time to time, aqua fit programs. Seasonally offer Recreation Swim and Swim Lessons. Swim Lesson include group and privates for children and adults.
Athletics Recurring group recreational and/or instructional sports leagues, programs and activities operated, taught, or managed by the department through contract or staff or volunteers throughout a season Enrichment
Group or individual recreational and/or instructional classes, support groups, activities, special interest programs, STEM programs, arts and crafts, etc. for all ages operated, taught, or managed by the department through contract or staff
Older Adults Provide facilities, programs, and services that meet the needs of older adults (50+) living in the City of Santa Clara at different stages and levels of life.
Performing Arts
In keeping with the vision of founder Roberta Jones, and our 45-year history, Roberta Jones Junior Theatre provides youth in Santa Clara with high-quality recreational experiences in Theatre Arts. All children are welcome to participate on stage and backstage in our productions. Our program fosters a strong sense of place and community for participants and the general public. Youths are given opportunities for self expression in a fun, safe environment where they improve self esteem, confidence and social skills while learning the value of personal responsibility from adult role models.
Rentals/Reservations
Rental of facilities, parks, and other amenities for exclusive use of full or partial facility on a one-time basis by the general public Waiver and discounting of fees for specific types of uses/users such as other government users and community civic meetings addressed in the facility use policy.
Special Events (City) Themed activities and events that may or may not require registration that include, food events, entertainment, holiday-themed, cultural celebrations and other special interests.
Special Event Permitting
Events planned and implemented by outside organizations that may be co-sponsored at various levels by the City. These events are of the magnitude that require City permits of some type as they are reliant on City public spaces to be the host venue. City sponsorship typically includes fee discounts, fee waivers, inkind services. 3 • Constituent interests and desired needs – Departments should actively seek to understand the recreational needs and interests of their constituency. This not only ensures an effective (and ethical) use of taxpayer dollars, but also helps to make sure that programs perform well and are valued by residents.
• Creation of a constituent-centered culture – Programs and services reflect a Departmental culture where constituents’ needs are the prime factor in creating and providing programs. This should be reflected not only in program design, but in terms of staff behaviors, architecture, furniture, technology, dress, forms of address, decision-making style, planning processes, and forms of communication.
• Experiences desirable for clientele – Programs and services should be designed to provide the experiences desirable to meet the needs of the participants/clients in a community and identified target markets. This involves not only identifying and understanding the diversity of needs in a community, but also applying recreation programming expertise and skills to design, implement, and evaluate a variety of desirable experiences for residents to meet those needs. • Community opportunities – When planning programs and services, a department should consider the network of opportunities afforded by other organizations such as nonprofits, schools, other public agencies, and the private sector. Departments should also recognize where gaps in service provision occur and consider how unmet needs can be addressed.
AGE SEGMENT ANALYSIS
The table below depicts each program along with the age segments they serve. Recognizing that many programs serve multiple age segments, Primary and secondary markets were identified.
AGE SEGMENT ANALYSIS – CURRENT SEGMENTS SERVED
Findings from the analysis show that the Department provides a strong balance of programs across all age segments. All segments are targeted as a primary market for all eight core programs.
This balance should be maintained moving forward, and the Department should update this Age Segment Analysis every year to note changes or to refine age segment categories. Given the growing population trend for residents ages 55 and over and the growing demand for services in this age bracket, it is also recommended that the Department further segment this group into 65-74 and 75+. These two subCore Program Area Preschool
(5 and Under)
Elementary
(6-12)
Teens
(13-17) Adult (18-34)
Adult
(35- 54)
Senior
(55-64)
Senior
(65+)
Aquatics P P S P P P P
Athletics P P P S S S S
Enrichment P P P P P P P
Older Adults P P P
Performing Arts P P P P
Rentals/Reservations P P P P P P P
Special Events (City) P P P P P P P
Special Event Permitting P P P P P P
TOTAL 6 7 6 6 6 6 6
AGES SERVED
Primary Market (P) or Secondary Market (S)
4 segments will have increasingly unique needs and expectations for programs and services in coming years, and program planning will be needed to provide differing requirements.
Age Segment Analyses should ideally be done for every program offered by the Department. Program coordinators/managers should include this information when creating or updating program plans for individual programs. An Age Segment Analysis can also be incorporated into Mini Business Plans for comprehensive program planning.
LIFECYCLE ANALYSIS
A lifecycle analysis involves reviewing every program identified by City of Santa Clara staff to determine the stage of growth or decline for each as a way of informing strategic decisions about the overall recreation program portfolio. The various stages of program lifecycles are as follows:
• Introduction - New program; modest participation.
• Take-Off - Rapid participation growth.
• Growth - Moderate, but consistent participation growth. • Mature - Slow participation growth.
• Saturated - Minimal to no participation growth; extreme competition. • Decline - Declining participation.
This analysis is not based on strict quantitative data, but rather is based on the staff’s knowledge of their program areas. The table below shows the percentage distribution of the various lifecycle categories of the Department’s eight core program/service areas.
RECREATION PROGRAM LIFECYCLE ANALYSIS - CURRENT DISTRIBUTION AND
RECOMMENDATIONS
Overall, the lifecycle analysis results indicate an unbalanced distribution of all programs across the lifecycle. A combined total of 87.5% (7 of 8) of the core program areas fall into the Introduction, Takeoff, and Growth stages. It is recommended that this be 50-60% of the overall program portfolio to provide Percentage Number Actual
Distribution
Best Practice
Distribution
Introduction 0% 0
Take-Off 38% 3
Growth 50% 4
Mature 13% 1 12.5% 40%
Saturated 0% 0
Decline 0% 0
Total 100% 8
Core Programs: Lifecycle Stage
87.5% 50-60%
0.0% 0-10%
5 new programs to align with trends and help meet the evolving needs of the community. This is likely due to the reintroduction of recreation programming following the Covid-19 pandemic.
In addition to the need to always introduce new programming to meet community needs, it is also important to have a stable core segment of programs that are in the Mature stage. Currently, the Department only has 12.5% (1 of 8) of their core program areas in this category. It is recommended that this be approximately 40% to provide stability to the overall program portfolio, but without dominating the portfolio with programs that are advancing to the later stages of the lifecycle. Programs in the Mature stage should be tracked for signs they are entering the Saturation or Decline stages. There should be an ongoing process to evaluate program participation and trends to ensure that program offerings continue to meet the community’s needs.
Currently there are zero (0) core program areas that are saturated or declining. It is recommended to keep as few programs as possible in these two stages, but it is understood that programs eventually evolve into saturation and decline. If programs never reach these stages, it is an indication that staff may be “over-tweaking” their offerings and abbreviating the natural evolution of programs. This prevents programs from reaching their maximum participation, efficiency, and effectiveness. For Departments challenged by doing the most they can with limited resources, this has the potential to be an area of concern.
As programs enter the Decline stage, they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, it is recommended to modify these programs to begin a new lifecycle with the introductory stage or to add new programs based upon community needs and trends.
Staff should complete a lifecycle review on an annual basis and ensure that the percentage distribution closely aligns with desired performance.
PROGRAM PARTICIPATION
A key component of the program assessment is the evaluation of program and service participation. The City of Santa Clara interfaced 2022-2024 program/service participant information via a GIS mapping tool to evaluate the locations of the community where program participants live. 2022-2024 Overall User Participation
The participation map is to be interpreted as the lighter blue areas indicating no to low participation from those geographical areas while the redder and yellow colors represent higher participation.
The mapping of the participation data shows:
• Significant geographical distribution.
• The Central Expressway (east-west) and the San Tomas Expressway (north-south) on the map helps to contextualize the data geographically.
• There is clear geographical division of participation, with most participation coming from residents that live in the central and southern areas of Santa Clara while most of the participation from the northern areas of the community comes from the residential neighborhoods clustered near Lick Mill Boulevard.
6 Combined Santa Clara, California
2022, 2023 & 2024 All Program Participants Parks and Recreation N
A
101
82 Santa Clara
Less Participants,- -----------iA~r;J~:~ :->-.J
Local Road .J
Major Road ~
Highway '\J
Santa Clara City c:J
More Participants Boundary
7 STATISTICALLY VALID SURVEY RESULTS
ETC Institute administered a needs assessment survey for Santa Clara during the winter of 2024-25. The survey was administered as part of the City’s Parks and Recreation Master Plan. The survey results aid the City of Santa Clara in taking a resident-driven approach to making decisions that will enrich and positively affect the lives of residents.
The major program and service findings of the survey are summarized on the following pages.
Program Participation and Quality Ratings
• Program Participation
Thirty-nine percent (39%) of households participated in Santa Clara Parks and Recreation Department programs over the past 12 months which is above the national benchmark of 36%. by % of respondents
Santa Clara (2024) National Average
Have you/your household participated in any recreation programs offered in your community during the past year?
39%
61%
36%
64%
Yes
No
0% 20% 40% 60% 80%
City of Santa Clara Parks and RecreationNeeds Assessment Survey ETC Institute (2024) 52
• D
8 • Program Quality:
Of households that participated in programs, 18% rated the quality of programs as “excellent” and 56% rated the quality of programs as “good”. The combined excellent/good rating of 74% is below the national benchmark combined rating of 85%.
Please rate the overall condition of all the recreation programs and events you/your households have visited over the past year.
56%
24%
36%
49%
12%
2%
Poor
3%
by % of respondents (excluding "not provided”)
Santa Clara (2024) National Average
18%
Excellent
Good
Fair
0% 20% 40% 60%
City of Santa Clara Parks and RecreationNeeds Assessment Survey ETC Institute (2024) 53
- D
9 Barriers to Participating in Programs
Thirty-one percent (31%) of households did not participate in Santa Clara Parks and Recreation Department programs over the past 12 months due to inconvenient program time offerings, which is nearly twice the national benchmark of 16%. Other top barriers include I don’t know what is offered (25%) and Too busy/not interested (22%).
by % of respondents (multiple selections could be made) Santa Clara (2024) National Average
If your household has not participated in any recreation programs in your community during the past year, please check all of the reasons that prevent you from participating.
31%
25%
22%
18%
18%
14%
11%
9%
6%
6%
2%
16%
38%
18%
9%
12%
9%
25%
19%
7%
14%
18%
9%
2%
4%
Program times are not convenient
I don't know what is offered
Too busy/not interested
Program not offered
Fees are too high/lack of financial assistance
Classes are full
Use programs of other agencies
Lack of quality programs
Registration is difficult
Too far from home
Lack of quality instructors
Lack of transportation
Language/cultural/age barriers
0% 20% 40%
City of Santa Clara Parks and RecreationNeeds Assessment Survey ETC Institute (2024) 54
- D
I
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10 Overall Satisfaction
Of households that participated in programs, 14% are very satisfied with the overall value of the programs, activities and events offered by the department and another 37% are satisfied. The combined very satisfied/satisfied score of 51% is below the national benchmark combined score of 62%.
Please rate your overall level of satisfaction with the value your household receives from the parks and recreation programs, activities, and events offered in your community.
37%
13%
25%
37%
31%
34%
Dissatisfied
2%
5%
Very Dissatisfied
1%
by % of respondents (excluding "don’t know”)
Santa Clara (2024) National Average
14%
Very Satisfied
Satisfied
Neutral
City of Santa Clara Parks and RecreationNeeds Assessment Survey 0% 20% 40%
ETC Institute (2024) 55
• D
11 Priority Investment Ratings
The purpose of the Program Priority Investment Ratings is to provide a prioritized list of recreation program needs for the community served by the Santa Clara Parks and Recreation Department.
The results of the priority ratings for Recreation Programs are shown in the chart below and are to be interpreted as follows:
• High Priority – seek opportunities to expand or add programming immediately. • Medium Priority – continue to offer at current service levels while monitoring the need to expand based on population growth.
• Low Priority – do not add if not currently offering. If currently offering, continue to do so at current service levels while utilizing a target market approach (age specific, skill specific, location specific, etc.). Monitor for the need to increase programming due to population growth.
Please Note: Adding special events will not only require dedicated staffing for the Parks and Recreation Department, but consideration also must be given to additional city resources required to support special events such as public safety and transportation management.
MS0
Top Priorities for Investment for Programs/Activities Based on Priority Investment Rating
Fitness & wellness programs
Outdoor recreation
Water fitness programs/lap swimming
Community special events
Swim lessons
Cultural enrichment programs
Performing arts programs
Visual arts/crafts/performing arts programs
Pickleball lessons & leagues
After school programs for youth of all ages
Outdoor environmental/nature camps & programs
Recreation/competitive swim team
STEAM/tech classes
Sports leagues
Out of school day camps
Tennis lessons & leagues
Preschool programs/early childhood education
Programs for at risk youth/crime prevention
Gymnastics/tumbling programs
Programs for people with special needs
Out of school sports camps
Lawn bowling activities/leagues
eGaming/eSports
ETC Institute (2024 )
0 so 100 150 200
64 12
OTHER KEY FINDINGS
• Cost Recovery Policy: The Parks and Department’s Cost Recovery Policy was adopted by City Council in April 2022. The policy is rooted in best management practices that align program benefit with the level of cost recovery.
o Programs with the highest level of community benefit will have the lowest level of cost recovery.
o Programs that have the greatest level of individual or group benefit will target the highest level of cost recovery.
• Program Evaluation: Assessment and evaluation tools to measure the success of programs and services are not currently in place and success is primarily determined by program participation rates and enrollment.
• Customer Satisfaction and Retention: The Department currently does not track customer satisfaction or retention percentages.
• Staffing: Staffing levels should be evaluated as current levels are not sufficient to expand recreation program offerings.
• Public Input: The Department does not utilize survey tools to continually gather feedback on needs and unmet needs for programming.
• Marketing: The Department utilizes several marketing strategies to inform City residents of the offerings of the community; however, it lacks a formalized Marketing Plan which can be utilized to create target marketing strategies.
• Volunteers: The Department has a strong volunteer program. • Partnerships: The Department utilizes several partner providers to deliver programs to Santa Clara residents but lacks a formal partnership policy.
KEY RECOMMENDATIONS
• Program Evaluation Tools: Pre- and post-program tools should be developed and utilized to evaluate the quality and success of the programs more fully. Sample EXCEL tools have been provided as a stand-alone document.
• Time Offerings of Programs: Survey residents to determine the best time offerings by core program area and adjust time offerings based on the results. • Increasing Quality and Value: Survey current program participants to determine the reasons as to why the quality ratings and value scores are below that of national benchmarks and take action to increase the ratings/scores.
• Participation Data Analysis: Through ongoing participation data analysis, create strategies to expand participation from all geographical areas in programs and services offered by the department.
13 • Expand programs and services in the areas of greatest demand: Ongoing analysis of the participation trends of programming and services in Santa Clara is significant when delivering high quality programs and services. By doing so, staff will be able to focus their efforts on the programs and services of the greatest need and reduce or eliminate programs and services where interest is declining. Specific efforts should be made to increase programming in the areas of greatest UNMET need as identified in the statistically valid survey. • Marketing: Develop a formal marketing program that aligns with how residents would most like to receive information.
• Partnerships: Executing a formal partnership policy is standard operating procedure for best practice park and recreation agencies. It is highly recommended that Santa Clara develops a formal partnership policy and utilizes this policy as the foundation for updating existing partnership agreements. This will ensure the most effective and efficient use of taxpayer dollars that are supporting the partnerships. A sample partnership policy has been provided as a standalone document. 12 | SANTA CLARA PARKS & RECREATION MASTER PLAN
Appendix E:
Facilities
Assessment
E
CITY OF SANTA CLARA
PARKS FACILITY MASTER PLANJune 25 2025DRAFT FACILITIES
AGENDA
2 1) Facilities Overview
Summary Existing + Planned Facilities
2) Community Needs and Priorities
National Standards Community Priorities Space Use Matrix Comparable Communities 3) System Strategies + Improvement Options
SF Facility Recommendation & Map Existing Facilities Planned + Future Facilities Proposed Program at Future Facilities
ADMINISTRATIVE DRAFT
Montague Swim Center Mission City Center for Performing Arts International Swim Center Mary Gomez Pool Warburton Pool Youth Soccer Park Reed & Grant Sports Park Community Recreation Center* Santa Clara Senior Center* Youth + Teen Center* Future Library / Community Center in North Santa Clara*Facilities in bold are included in the assessments completed for the Parks Facility Master Plan.
ADMINISTRATIVE DRAFT
Youth Soccer Park
Reed & Grant Sports Park
SANTA CLARA PARKS & RECREATION FACILITIES OVERVIEW
Source: City of Santa Clara and WRT, 2024
City-Owned Facilities
® Community Center
O Pool
Planned Facilities
® Community Center
Joint-Use Facilities
® Community Center
0 Pool
- City of Santa Clara Park
r-·
_ _j Cities
-- Creeks
--+- CalTrain
VTA Light Rail
VTA Stations
CalTrain Station
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Source: City of Santa Clara and WRT, 2024
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Future Library/
Cwommunity Center '\
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Swim 0 Center
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ADMINISTRATIVE DRAFT
1 2
3 4
6 5
RECREATION FACILITIES ( EXISTING + PLANNED)
Indoor Rec Facility
ADMINISTRATIVE DRAFT
7 1. Community Rec Center 2. Senior Center DEDICATED USE
3. Teen Center DEDICATED USE 4. Youth Activity Center (YAC)7. Future North Facility
5. Youth Soccer Park 6. Reed & Grant Sports Park
Future Rec Facility
....
•··········· 111 ··················
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•••••••··
................................................... Meridian ................................. {
ADMINISTRATIVE DRAFT
Address: 969 Kiely BoulevardYear Built: 1962
Square footage: 29,630
BCI Calculated Value 4*
BCI Condition Rating GOOD*
BUILDING SUMMARYReplacement value: $31,500,000*
Current needs: $1,027,000*FACILITY CONDITION INDEX* Based on Kitchell Report 2017 Facility Condition Assessment, expect increased costs and possible changes to the listed condition rating
COMMUNITY RECREATION CENTER FACILITY SUMMARY
ADMINISTRATIVE DRAFT
SIZE
• Diablo and Adobe
rooms are both undersized
FUNCTIONALITY
/ FLEXIBILITY
• Courtyard lacks
connection to the
Auditorium
• Lobby can be reenvisioned to act
as a Community Living Room
• Diablo room floor
has water damage
OPERATIONS
• Preschool lacks
privacy
• Create comfortable
drop-in waiting, and informal use opportunities in lobby
SYSTEMS
• Complete deferred
maintenance
options
• Facility mechanical
systems need update
• Electrical system
needs update
• Replace
fluorescent lighting with LEDs
TECHNOLOGY
COMMUNITY RECREATION CENTER ASSESSMENT SUMMARY
ADMINISTRATIVE DRAFT
Address: 1303 Fremont StreetYear Built: 1973 original building, 2007 renovationSquare footage: 45,000 (2 stories)
BCI Calculated Value 2*
BCI Condition Rating GOOD*
BUILDING SUMMARYReplacement value: $32,550,000*Current needs: $504,000*
FACILITY CONDITION INDEX
* Based on Kitchell Report 2017 Facility Condition Assessment, expect increased costs and possible changes to the listed condition rating
SANTA CLARA SENIOR CENTER FACILITY SUMMARY
ADMINISTRATIVE DRAFT
SIZE FUNCTIONALITY TECHNOLOGY
/ FLEXIBILITY
OPERATIONS SYSTEMS
• Facility is full
service senior center that offers full compliment of programs including fitness and aquatics • Dedicated
use limits availability of flexible, multi-use multi-gen spaces • Finishes, flooring,
cabinetry, lighting need upgrading (specific examples include tile in the locker rooms, ceiling tiles, wall coverings, plastic laminate casework) • Skylights needs to
be replaced
• Address deferred
maintenance items
• Aquatics needs
separate system from rest of facility for dehumidifying and HVAC • Upgrade to be able
to function as a warming / cooling center
• Technology
updates throughout
SANTA CLARA SENIOR CENTER ASSESSMENT SUMMARY
ADMINISTRATIVE DRAFT
Address: 2446 Cabrillo AveYear Built: 2003
Square footage: 7,535
FACILITY CONDITION INDEX
BCI Calculated Value 1*
BCI Condition Rating GOOD*
BUILDING SUMMARYReplacement value: $9,300,000*
Current needs: $191,000*
* Based on Kitchell Report 2017 Facility Condition Assessment, expect increased costs and possible changes to the listed condition rating
TEEN CENTER FACILITY SUMMARY
ADMINISTRATIVE DRAFT
SIZE FUNCTIONALITY TECHNOLOGY
/ FLEXIBILITY
OPERATIONS SYSTEMS
• SF seems adequate
• Add storage and
acoustic separation in program room
• Update dividers in
program rooms
• Entry sequence is
inefficient and is challenging to survey
• Update finishes,
and FFE for better operations
• Reconfigure
entrance and front desk layout for more visibility / access • Complete deferred
maintenance options
• Update security
and security technology
TEEN CENTER ASSESSMENT SUMMARY
ADMINISTRATIVE DRAFT
Address: 2446 Cabrillo AveYear Built: 1990
Square footage: 19,800 (1 story)Facility owned and operated by Santa Clara School District.
Not assessed as part of Recreation Facilities Master Plan - because of the Santa Clara Unified School District’s ownership, limited availability/access for City's use for programming. * Based on Kitchell Report 2017 Facility Condition Assessment, expect increased costs and possible changes to the listed condition rating
FACILITY CONDITION INDEX
BCI Calculated Value 3*
BCI Condition Rating GOOD*
BUILDING SUMMARYReplacement value: $21,000,000*
Current needs: $453,000*
YOUTH ACTIVITY CENTER – Limited Availability FACILITY SUMMARY AGENDA
12 1) Facilities Overview
Summary Existing + Planned Facilities
2) Community Needs and Priorities
National Standards Community Priorities Space Use Matrix Comparable Communities 3) System Strategies + Improvement Options
SF Facility Recommendation & Map Existing Facilities Planned + Future Facilities Proposed Program at Future Facilities
ADMINISTRATIVE DRAFT
PLANNING STANDARDS
NATIONWIDE1 Recreation Center/ Gym per 32,091 Residents* PACIFIC SOUTHWEST1 Recreation Center/Gym per 49,990 Residents*Not including childcare, CBO, senior centers space~0 .75-2 SF/Resident
for Indoor Community Facilities
*Based on NRPA’s 2025 Agency Performance Review – Indoo r Park Facilities
r. ~··· ....
. ~.
•
•
• •
• • • • • • •
•
••
• • • • • •
• • •
I , •
ADMINISTRATIVE DRAFT
25 28
32 43
45 47
49 5858
60 71
73 74
75 79
85 94
9797
104
113
156
184
0 20 40 60 80 100 120 140 160 180 200
Lawn Bowling
Skate Parks
Specialty Bike Parks
Splash Pads
Environmental Education Center
Diamond Sports Fields
Tennis Courts
Golf Course
Universally Accessible Play Areas
Rectangular Sports Fields
Off-Leash Dog Park
Community Gardens
Outdoor Amphitheater / Performing Arts
Pickleball Courts
Indoor Basketball / Volleyball Courts
Outdoor Exercise / Fitness Equipment
Outdoor Multi-Use Courts
Indoor Walking / Jogging Track
Community Center
Picnic Areas & Shelters
Open Space & Conservation Areas
Swimming Pool
Multi-Use Trails
Top Priorities for Investment for Facilities/Amenities Based on Priority Investment Rating
CITY OF SANTA CLARA PARKS AND RECREATION NEEDS ASSESSMENT Indoor Facility Priorities:
INDOOR WALKING / JOGGING TRACK
COMMUNITY CENTER
INDOOR BASKETBALL/VOLLEYBALL COURTS
PERFORMING
ARTS
City of Santa Clara, California 2024 Parks and Recreation Needs Assessment Survey Findings Report, ETC Institute
I I I I I
I I I I I I I I
I I I I I I
I I I
I I I
I I I I I
I I
I I
I I
ADMINISTRATIVE DRAFT
28 32
46 5050
51 56
57 60
68 77
83 84
85 87
88 97
105
116
157
158
179
200
0 50 100 150 200 250
E-Gaming / E-Sports
Lawn Bowling Activities / Leagues
Out of School Sports Camps
Gymnastics / Tumbling Programs
Programs for People with Special Needs
Programs for at Risk Youth / Crime Prevention
Preschool / Early Childhood Programs
Tennis Lessons & Leagues
Out of School Day Camps
Sports Leagues
STEAM / Tech Classes
Recreation / Competitive Swim Team
Environmental / Nature Camps & Programs
After-School Youth Programs
Pickleball Lessons & Leagues
Visual Arts / Crafts / Performing Arts
Performing Arts Programs
Cultural Enrichment Programs
Swim Lessons
Community Special Events
Water Fitness Programs / Lap Swimming
Outdoor Recreation
Fitness & Wellness Programs
Top Priorities for Investment for Programs / Activities Based on Priority Investment Rating
CITY OF SANTA CLARA PARKS AND RECREATION NEEDS ASSESSMENT Indoor Program Priorities:
FITNESS &
WELLNESS CENTER
CULTURAL ENRICHMENT PROGRAMS
VISUAL ARTS /
CRAFTS
PERFORMING
ARTS PROGRAMS
AFTER-SCHOOL
YOUTH PROGRAMS
City of Santa Clara, California 2024 Parks and Recreation Needs Assessment Survey Findings Report, ETC Institute ---------' I I I
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ADMINISTRATIVE DRAFT
SPACE USE/ACTIVITY MATRIX
USAGE RATES
Room % OccupiedApprox. Size
Adobe Room 950 SF 67%
Arts & Crafts Room
8 00 SF 30%
Ceramics Lab 800 SF 85%
Diablo Room 600 SF 30%Auditorium 5000 SF 70%Mission Room 1700 SF 59% Music Room 600 SF 67%
El Camino Room 1900 SF 85%
Programming spaces in the Community Recreation Center are programmed @ 85% of availability during peak use hours (3-8pm), with many of the program rooms being fully utilized during those hours.
COMMUNITY RECREATION CENTER
COMM
U
NITY RECREATION CENTER
HOU
RS Adobe Arts & Crafts Ceramics Diablo Auditorium Mission Music Room El Camino
Room Room Lab Room Room Room
8:30AM • Typical Adult Use
9:00AM • •
•• Typical Child Use
9:30AM • •
•• • Typical Weekend Use
10:00AM • •
•• 10:30AM
11 :00AM • •
••
11 :30AM • • •
•• 12:00 PM • • •
•• 12:30 PM • • •
•• • 1:00 PM • 1:30 PM
2:00PM •
4:00PM 4:30PM
6:30PM •
8:30 PM 9:00 PM • • • 9:30 PM •
ADMINISTRATIVE DRAFT
SPACE USE/ACTIVITY MATRIX
USAGE RATESRoom % OccupiedApprox. SizeCeramics 715 SF 59% Classroom
890 89%
Conference Room 320 19%
Dance Theater 48%Fitness Room 4800 SF 11%Free Speech Area 30% Pool 5000 SF 33%Lapidary 400 33%Multi-Purpose Room 3000 SF 22%Multi-Purpose / 1635 SF 41% Aerobics
SC Warm Water Pool 2500 SF 33%Woodshop 700 SF 19%
Typical Older Adult Use
SANTA CLARA SENIOR CENTER
CLOSES AT 3PM M/W/F
CLOSES AT 7PM T/TH
Programming spaces in the Senior Center are programmed @ 20% of availability during peak use hours for general recreation uses (3-8pm), with many of the program rooms being unused during those hours.
Conference Dance Hours Ceramics Classroom Room Theatre
8:30AM
9:00 AM
9:30AM • •
10:00 AM • • • • 0 10:30 AM • • • • 0 11:00AM • • • • 0 11:30 AM • • • • 0 12:00 PM • • • 0 12:30 PM • • • 0 1:00 PM • • 1:30 PM • • •
2:00 PM • • • 2:30 PM • • • - • • --- v -- • 3:00 PM 3:30 PM J 0 4:00 PM • 0 4:30 PM I • 0
5:00 PM I • 0 5:3,0 PM I • 0 6:00 PM I • 0 16:30 PM • 0 7:00 PM I • 0 7:30 PM I 0 8:00 PM
-LD - - -
---
-
8:30 PM 0 '9:00 PM 0 9:30 PM
SENIOR CENTER
Fitness Free
Room Speech Pool Lapidary Area
• • • • • • • • • • • • • • • • • • • • • • • • • • - - - -- -
• • •
- L _l_
-
1 -
I I
Multi- MultiPurpose Purpose/
Room Aerobics
• • • • • • • • • • • • • •
_O •
0 -----
-
-
-
scwarm
Water
Pool
• • •
• • • • • •
,_
-
I
Woodshop
• • • • • I
-
- '
I
I
I
I
I
I
j '
-
• Activity Use
0 Meeting Use
e External Use
ADMINISTRATIVE DRAFT
1. Community Rec Center 2. Reed & Grant Sports Park 3. Youth Soccer Park 4. Senior Center Santa Clara Recreation Facilities
RENO. EXPANS. NEW NOTES: 2017 FCA RATING BUILDING SF
1. Community/Recreation Center 29,630 4 / Good Deferred maintenance, operational, and functional improvements needed. 12. Reed & Grant Sports Park 3,800 N/A* *Project opened Oct. 28, 2020 – after the 2017 FCA.
3. Youth Soccer Park 7,000 3 / Good Large multipurpose room and small conference room – used sporadically for meetings. 1 Total SF 85,430 (**This includes Senior Center SF below, with the recommendation to expand programming to include multi-generational)
INDOOR RECREATION FACILITIES OVERVIEW
SPECIAL USE
1. Teen Center 7,535 1 / Good Deferred maintenance, operational, and functional improvements needed.
Deferred maintenance, operational, and functional improvements needed.
Recommendation is to expand programming to include multigenerational programs 2. Senior Center1 45,000** 2 / Good 1 See previous slides 16-18 for SF breakdown of each room in these facilities.
ADMINISTRATIVE DRAFT
COMPARABLE COMMUNITY FACILITIES
Planned Facilities
Special Purpose Facilities(Youth/Senior/Early Childhood Recreation/Childcare)/ Sports Center (SF)
General Purpose Facilities
(Community/Recreation Centers)(SF)
Total SF / 2035 ProjectedPopulation
Total SF / 2020 CurrentPopulation
Current Total SF of Indoor Facilities
2035Population
2020 CITY Population1
21,620
6 154,825 85,430 0.67 0.55 29,630 | 3,800 45,000 | 7,000 2 127,647 Santa Clar
a
184,300 106,995 0.68 0.5
8 24,982 | 23,000 | 6,900 10,872 | 28,229 | 19,912
3 Sunnyvale 155,805
90,600 101,575 1.23 1.1
2 27,000 25,000 | 8,775 | 12,000 | 28,800
4 82,376 Mountain View
*The city is currently in the process of
de
veloping an FMP to 1) address
aging, undersized facilities and 2) plan
for new facility (facilities) to meet the unmet community need. 24,500 14,100 | 4,800 | 3,700
7 121,500 64,700* 0.62* 0.53
* | 15,600 | 2,000
5 San Mateo 104,490
30,300 7,000 | 40,000 | 26,000 | 4,800 | 3,700 136,900 111,800 1.07 0.81 5 Daly City 104,901
Notes:
All indoor facilities noted here are City-owned
1 Source: Population: Census, April 20202 Based on City of Santa Clara 2010-2035 General Plan 3 Source: LAFCO of Santa Clara County4 Source: ABAG Population Projections5 Source: ABAG 20096 Proposed SF for recreation space in North Santa Clara library and recreation center7 Total SF includes Seasonal Aquatic Center List includes comparable nearby communities that are
classified as Class III** cities per the NRPA in their National Gold Medal Awards program. **Class III = population 75,001 to 150,000
THE CURRENT SQUARE FEET / POPULATION IS BELOW THE NATIONAL STANDARD AND WELL BELOW COMPARABLE COMMUNITIES. I I AGENDA
21 1) Facilities Overview
Summary Existing + Planned Facilities
2) Community Needs and Priorities
National Standards + Benchmark Cities Community Priorities Space Use Matrix 3) System Strategies + Improvement Options
SF Facility Recommendation & Map Existing Facilities - Renovation, Improvements, Expansion Community Recreation CenterSenior Center
Teen Center
Planned + Future Facilities Proposed Program at Future Facilities
ADMINISTRATIVE DRAFT
PLANNING STANDARDS RECOMMENDATION
NATIONWIDE1 Recreation Center/ Gym per 30,709 Residents* PACIFIC SOUTHWEST1 Recreation Center/Gym per 49,990 Residents*Not including childcare, CBO, senior centers space~0 .75-2 SF/Resident
for Indoor Community Facilities
*Based on NRPA’s 2021 Agency Performance Review – Indoo r Park Facilities
Recommendation for Santa Cl
ara: ~1 SF/Resident.
Facilities to include all major program spaces.
......
ADMINISTRATIVE DRAFT
1.0 sf/cap = 69,570 SF of additional Indoor Facility space for 2035 projected Citywide Need
STRATEGY TO MEET COMMUNITY / RECREATION SPACE ADDITIONAL NEED FACILITY PLANNED SQ. FT. LOCATION NOTES
Add community hall, enclose courtyard, and
expand program spaces
1. Expansion of CRC 5-10,000 SF CRC
Co-located with new library, multi-purpose community/recreation center 21,620 SF of Recreation North of Highway 101
Space
2. New North Santa Clara Library & Rec Center
Recreation Center with multi-court gymnasium with athletic, health and wellness focus
3. New Recreation Facility With Multicourt Gym 40,000 - 60,000 SF TBD TOTAL 66,620 - 86,620
SANTA CLARA CURRENT CONDITIONS
SF/Cap 2035 (if no increased Indoor
Facilities SF)
Santa Clara Population 2035 (Projected)
Current Total SF of Indoor SF/Cap 2020
Facilities
Santa Clara Population 2020127,647 85,430 SF 0.67 154,825 0.55 COMMUNITY / RECREATION SPACE: PROJECTED NEEDS 2035
SANTA CLARA RECOMMENDATIONS
Santa Clara Population 2035 Recommended SF/Cap 2035(Projected) Recommended Total SF of Indoor Facilities155,000 SF (rounded) 154,825 1.0 155,000 SF - 85,430 SF = 69,570 SF projected need
ADMINISTRATIVE DRAFT
2. Reed & Grant Sports Park
Santa Clara Recreation Facilities
EXISTING EXIST. SF NEW SF RENO EXPANS. NEW NOTES:
1. Community/Recreation Center 29,630 40,000 Deferred maintenance, operational, and functional improvements needed. 2. Reed & Grant Sports Park 3,800 3,8003. Youth Soccer Park 7,000 7,000* *Consider possible expansion of facility.
Deferred maintenance, operational, and functional improvements needed.
Recommendation is to expand programming to include multigenerational programs. 4. Senior Center* 45,000 45,000 Total SF 85,430 95,800
FUTURE / PROPOSED
21,620* *Planned recreation SF from 2021 study. The full proposed building is 47,000 SF. 1. Proposed North Santa Clara Library & Rec Center 40,000 -
60,000 SF 2. Proposed Recreation Facility
Total Planned SF 157,420 - 177,420
SPECIAL USE
1. Teen Center 7,535 7,535 Deferred maintenance, operational, and functional improvements needed.
1. Community Rec Center 3. Youth Soccer Park 4. Senior Center COMMUNITY / RECREATION FACILITIES: RECOMMENDATION
ADMINISTRATIVE DRAFT
13,542
15,504
23,354
15,822
16,269
15,578
12,635
SANTA CLARA RECREATION FACILITIES RECOMMENDATIONSADMINISTRATIVE DRAFT Mission City Center for Performing Arts Montague Swim Center International Swim Center Mary Gomez Pool Warburton Pool Montague Swim Center
Mission City Center
for Performing Arts
International Swim Center
Mary Gomez Pool
Warburton Pool
Community
Recreation Center
Youth + Teen Center
Santa Clara
Senior Center
Community Recreation Center (Renovated + Expanded) Santa Clara Senior Center (Renovated + Increased Programming)
Youth + Teen Center (Renovated) Youth Soccer Park (Possible Expansion TBD) Reed & Grant Sports Park Youth Soccer Park
Reed & Grant Sports Park
2A. Future
Recreation Facility
2B. Future
Recreation Facility
Future Library / Recreation
Center in North Santa Clara
Proposed – 1. Future Library / Recreation Center in North SC Proposed – 2. Future Recreation Facility at either
o A. Station Area Specific Plan, oro B. Mission College LegendExisting Recreation Facility included in City Facility SFProposed Future Facilities Aquatics (NOT included in City Facility SF)
Performing Arts (NOT included in City Facility SF)
23,354
Population per Neighborhood
Source: City of Santa Clara and WRT, 2024
City-Owned Facilities
® Community Center
0 Pool
Planned Facilities
® Community Center
Joint-Use Facilities
® Community Center
0 Pool
SANTA CLARA
,, I
CUPERTINO
·-,
,-,._.'.::~~- - -'"----=-=-----..!...- -----"·-'------~~ Source: City of Santa Clara and WRT, 2024
ADMINISTRATIVE DRAFT
13,542
15,504
23,354
15,822
16,269
15,578
12,635
PROPOSED FUTURE FACILITIESADMINISTRATIVE DRAFT
LegendExisting Recreation Facility included in City Facility SFProposed Future Facilities Aquatics (NOT included in City Facility SF)
Performing Arts (NOT included in City Facility SF)
23,354
Population per Neighborhood
2A. Future
Recreation Facility
1. Future Library / Recreation
Center in North Santa Clara
Proposed – 1. Future Library / Recreation Center in
North Santa Clara
Proposed – 2. Future Recreation Facility at either
o A. Station Area Specific Plan, oro B. Mission College 2B. Future Facility at
Mission College 1 2A 2B
Source: City of Santa Clara and WRT, 2024
City-Owned Facilities Joint-Use Faci lities
® Community Center ® Community Center
0 Pool O Pool
Planned Facil ities
® Community Center
SUNNYVALE
Meadow Park )
,
SANTA CLARA
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;
Senior Cent
r ... i
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-,
..,~_...!..!-l_ r - - -- -.---.-----~~
I
CUPERTINO
Community
Recreation
r .
• L. .
L____,.
L._,
L,.-"lt.;--I:.....-- -'"----=-=-----~- _.....:.,. _ ___,;'-"·-'----- - .:..:....;.!. ~ Source: City of Santa Clara and WRT, 2024
MILPITAS
SANJOSE
N O 0 1 03 0.5 Miles A : j I I
ADMINISTRATIVE DRAFT
Address: 969 Kiely BoulevardYear Built: 1962
Square footage: 29,630
BUILDING IMPROVEMENT RECOMMENDATIONS:Functional + Operational Improvements:• Renovate interior finishes, furniture, and lighting and update mechanical and electrical systems
• Enclose or protect courtyard to provide more program space• Create “community living room” space in lobby• Expand the building footprint where possibleDeferred Maintenance Items needed w/in 10 years*:• Priority 1 (Year 1): Exterior doors + grilles, horizontal openings, overhead exterior enclosures, interior doors, domestic water distribution, fixed furnishings, pedestrian plazas, playgrounds • Priority 2 (Year 2): Exterior walls + windows, wall finishes, flooring, site development
• Priority 3 (Year 3): Roofing, heating + cooling systems, HVAC, electrical, parking lot, landscaping
* Based on Kitchell Report 2017 Facility Condition Assessment, expect increased costs and possible changes to the listed condition rating
COMMUNITY RECREATION CENTER FACILITY OVERVIEW
ADMINISTRATIVE DRAFT
o Enclose/cover
for additional program space
o Reconfigure to
relate better to adjacent spaces
o Expand to be 900 SF
o Reconfigure or expando Repair water damageo Revise flooring for program flexibility o Backstage restrooms
and floors need to be rebuilt
o Complete deferred
maintenance items
o Renovate lobby to incorporate
“community living room” concept
LARGE PROGRAM ROOM
o Add fencing for privacy
COMMUNITY RECREATION CENTER ANALYSIS
...
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• j(•1;ffllfll
ADMINISTRATIVE DRAFT
COMMUNITY RECREATION CENTER PRELIMINARY SITE OPPORTUNITIES • FUT
LOT
AND RO
EXPANSION
OPPORTUNITY
EXPANSION
OPPORTUNITY
ADMINISTRATIVE DRAFT
COMMUNITY HALL
COMMUNITY
LIVING ROOM
RECOMMENDATIONS:Renovate and expand facility to meet current best practices for 21stcentury recreation/community center design- Update finishes, lighting, A/V, furniture, and address deferred maintenance items
- Expand facility to include a new
multi-purpose community hall to support multi purpose programming, community events and celebrations, and facility rentals - Enclose the existing courtyard
to support additional programming needs, and to create a warm and inviting people space for people to connect.
COMMUNITY RECREATION CENTER FACILITY RECOMMENDATIONS
ADMINISTRATIVE DRAFT * Based on Kitchell Report 2017 Facility Condition Assessment, expect increased costs and possible changes to the listed condition rating BUILDING IMPROVEMENT RECOMMENDATIONS:Functional + Operational Improvements:• Re-envision layout and re-program rooms for efficiency, flexibility, and multi-generational programming for expanded capacity?
• Update finishes, furniture, and lighting•
Upgrade HVAC system to be able to function as a warming / cooling center and create separate system for the aquatics
Deferred Maintenance Items needed w/in 10 years*:•
Priority 1 (Year 1):
Domestic water distribution
• Priority 2 (Year 2): Lighting
• Priority 3 (Year 3): Exterior doors + grilles, interior partitions, sanitary drainage, fixed furnishings
• Priority 4 (Year 4): Roof construction, AV Communication• Priority 5 (Year 5): Horizontal openings, interior doors, wall and ceiling finishes
Address: 1303 Fremont StreetYear Built: 1973 original building, 2007 renovation Square footage: 45,000 (2 stories)
SANTA CLARA SENIOR CENTER FACILITY OVERVIEW
ADMINISTRATIVE DRAFT
o Replace HVAC/ dehumidifier in aquatics roomo Need separate system from rest of facility for dehumidifying and HVAC
o General upgrades recommended throughout:
finishes, flooring, etc.
o Finishes, flooring, cabinetry, technology, lighting,
space layout upgrades throughout
o Multipurpose room is out of
date and needs upgraded technology, finishes, FFE
o Senior Center functions as a warming and cooling center and needs updates to reflect that use
o Facility has a backup generator
SANTA CLARA SENIOR CENTER FACILITY ANALYSIS
FIRST FLOOR
SECOND FLOOR
} ! ds
("
()
.J)
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::=I:
-ill
"'
1-----
1 1IJ-(1 1
ADMINISTRATIVE DRAFT
SANTA CLARA SENIOR CENTER FACILITY RECOMMENDATIONS
ADMINISTRATIVE DRAFT
RECOMMENDATIONS:Renovate facility to meet current best practices for 21st century senior center design- Update finishes, lighting, A/V, furniture, and address deferred maintenance items
- Update facility to properly
function as a warming / cooling center
- Replace HVAC / dehumidifier in
aquatics room
Expand programming offerings to be more accessible to all generations- Retain dedicated senior spaces to support major senior programming that is provided on a daily basis - Add special hours for seniors vs.
other populations for shared use spaces for swim classes, pool use, and other use of multipurpose spaces Convert special-use rooms to be multi-purpose rooms to provide more spaces for diverse programming & increase use
SANTA CLARA SENIOR CENTER FACILITY RECOMMENDATIONS
ADMINISTRATIVE DRAFT
Address: 2446 Cabrillo AveYear Built: 2003
Square footage: 7,535
* Based on Kitchell Report 2017 Facility Condition Assessment, expect increased costs and possible changes to the listed condition rating BUILDING IMPROVEMENT RECOMMENDATIONS:Functional + Operational Improvements:• Add acoustic separation and new dividers in programming spaces• Re-envision layout for efficiency and flexibility• Update finishes, furniture, and lighting• Update security technologyDeferred Maintenance Items needed w/in 10 years*:• Priority 1 (Year 1): Domestic water distribution• Priority 2 (Year 2): Exterior doors + grilles, cooling systems • Priority 3 (Year 3): Domestic water distribution• Priority 4 (Year 4): Interior partitions, lighting• Priority 5 (Year 5): Roof appurtenances, flooring
YOUTH & TEEN CENTER FACILITY OVERVIEW
ADMINISTRATIVE DRAFT
o No storageo Complete deferred
maintenance items
o Update finishes
throughout the facility
o Typical registration for
after school program: 400
o Typical daily participation:
80-110
o Restrooms not visible
and hard to survey
o Lack of acoustic
separation
between activities: pool table / noisier activities interspersed with quieter activities o High volume
results in poor acoustics
o No visual connection between
indoor and outdoor space
o Makes surveillance challenging
o Front desk: entry sequence is dysfunctional o Staff reception desk: can’t see who is coming and going (makeshift desk in foyer to provide surveillance and check-in opportunities) o Poor quality dividers
between classroom and arts room
YOUTH & TEEN CENTER FUNCTIONAL ASSESSMENT
r---
I
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1 ---------
ADMINISTRATIVE DRAFT
RECOMMENDATIONS:Renovate facility to meet current best practices for 21stcentury teen center design- Update finishes, lighting, A/V, furniture, and address deferred maintenance items
- Add acoustic separation
between activities in the multipurpose room
- Reconfigure entrance and
front desk layout for more visibility access
- Add visual connections
between indoor and outdoor spaces
- New dividers in the
computer room, classroom, and arts room
- Consider reorganizing the
layout of the spaces for increased
YOUTH & TEEN CENTER FACILITY RECOMMENDATIONS
AGENDA
38 1) Facilities Overview
Summary Existing + Planned Facilities
2) Community Needs and Priorities
National Standards + Benchmark Cities Community Priorities Space Use Matrix 3) System Strategies + Improvement Options
SF Facility Recommendation & Map Existing Facilities Planned + Future Facilities - New North Santa Clara Plan Community/Recreation Center collocated with Library - New Recreation Facility w/ Gymnasium in Station Area - Partnership with Mission College Proposed Program at Future Facilities
ADMINISTRATIVE DRAFT
GSF
Proposed Future North Santa Clara
GSF Library & Recreation Center
Proposed Future Recreation CenterGymnasium (3) Library & Community Center 25,380 Fitness / Dance Studio Senior 6,110
Fitness / Cardio Gym / Fitness 7,520
Lobby / Reception Active Recreation 6,110
Staff Offices Common Entry 1,880
Total 40,000-60,000 47,000
EXAMPLE IMAGE FOR REFERENCE EXAMPLE IMAGE FOR REFERENCE RECOMMENDATION FOR 2 NEW RECREATION FACILITIES
ADMINISTRATIVE DRAFT
LOBBY/
RECEPTION
STAFF OFFICES:
800 SF
LIBRARY &
COMMUNITY
CENTER: 25380 SF
SENIOR: 6110 SF
GYM / FITNESS:
7520 SF
ACTIVE
RECREATION:
6110 SF
LOBBY/
RECEPTION:
1880 SF
Proposed Future Recreation Center40,000-60,000 SF
Proposed Future North Santa ClaraLibrary & Recreation Center – 47,000 SF
GYMNASIUMS
(3)
SMALL: 8K SF
MEDIUM: 10K SF
LARGE: 12K SF
CARDIO / WEIGHTS: 400 SF
GROUP
EXERCISE: 1000 SF
DANCE STUDIO:
800 SF
NEW RECREATION CENTERS EXAMPLE PROGRAMS
THANK YOU
14 | SANTA CLARA PARKS & RECREATION MASTER PLAN
Appendix F:
Maintenance
Assessment
F
GENERAL PARKS MAINTENANCE ASSESSMENT AND ANALYSIS
PARKS MAINTENANCE OVERVIEW
The City of Santa Clara's Parks & Recreation Department is responsible for managing and maintaining the city's extensive park system, recreation facilities, pools, and cemeteries. Their mission is to support a vibrant and active quality of life for all community members through excellent facilities, services, programs, and events.
The department's maintenance responsibilities encompass a wide range of tasks to ensure the safety, functionality, and aesthetic appeal of public spaces. Key areas of focus include:
• Grounds Maintenance: Regular upkeep of lawns, gardens, and open spaces to provide clean and inviting areas for public use.
• Facility Maintenance: Ensuring that recreation centers, pools, and other public facilities are in good working order and meet the community's needs.
• Playground and Equipment Upkeep: Routine inspections and maintenance of playgrounds and recreational equipment to ensure safety and compliance with current standards. • Irrigation System: Managing and maintaining water systems to support the health of park landscapes.
• Tree and Plant Care: Preserving the health and appearance of trees and plants within parks and along public boulevards.
• Mission City Memorial Park, the city's only public cemetery: Providing burial services and ongoing upkeep of the grounds, including landscaping, irrigation, and monument care. This maintenance ensures a respectful and peaceful environment for visitors. • Trail Maintenance: Maintaining trails to provide safe and enjoyable pathways for walking, jogging, and biking.
• Graffiti Removal: Promptly addressing vandalism to maintain the cleanliness and appearance of public spaces.
• Storm Drain Management: Keeping storm drains clear of debris, such as leaves, to prevent flooding and protect local creeks from pollution.
These efforts are coordinated in collaboration with the Public Works Department, which oversees the design, construction, and maintenance of public infrastructure, including streets, sidewalks, curbs, storm drains, street trees, medians, and traffic signs/markings.
Through these comprehensive maintenance activities, the City of Santa Clara ensures that its parks and recreational facilities remain safe, functional, and enjoyable for all residents and visitors.
MAINTENANCE MODES
Regular maintenance requires unit-based quantification for most major resource requirements and provides methods for projecting future resource needs. The City’s maintenance efforts as detailed are expansive and address diverse aspects of maintaining high-quality parks, amenities, and infrastructure to preserve the integrity of public assets and their meaningful use. The prevailing objectives of a standards-based park maintenance program are presented below but not in order of importance:
• Maintain and improve the sites, grounds, facilities, and structures of the City’s parks system to provide optimal and enjoyable use.
• Provide landscaping and general maintenance for a multitude of City amenities, including but not limited to, landscaped beds and turf, urban open spaces, urban forests, and selected park buildings and structures.
• Be responsive to maintenance needs of the City’s open-space tracts. Particular attention must be paid to access points, trail repair, erosion control, and trash removal. • Protect and preserve the value of City assets so that long-term maintenance costs are minimal due to extending the service life of those assets.
Many of the objectives assigned to the Park’s maintenance teams go beyond the traditional responsibilities of park maintenance employees.
It is recommended that all park maintenance agencies adopt a system of park and ground maintenance levels wherein functions are organized into a tiered structure with three different levels of service. These levels are referred to as maintenance modes, and each has a unique standard that dictates routine maintenance tasks and their frequency. The appropriate maintenance mode is assigned to each park or site, which creates a framework for organizing and scheduling tasks and responsibilities at each location.
A description of each of the maintenance modes utilized by the City of Santa Clara is provided below:
MAINTENANCE MODE/LEVEL A
Maintenance Mode/Level A (Mode/Level A) applies to parks or sites that require the highest maintenance standard in the system. These parks or sites are often revenue producing facilities, such as the athletic fields, where the quality and level of maintenance has a direct impact on the park facility’s ability to maximize revenue generation.
MAINTENANCE MODE/LEVEL B
Maintenance Mode/Level B (Mode/Level B) applies to parks or sites that require a moderate level of effort and maintenance standards in the system. These include developed and undeveloped parks with amenities that are heavily used such as trails, community and pocket parks, and special-use facilities found in the City’s parks system.
MAINTENANCE MODE/LEVEL C
Maintenance Mode/Level C (Mode/Level C) applies to parks or sites that require a nominal level of effort and maintenance standards in the system. These include undeveloped parks with minimal amenities.
PARKS MAINTENANCE DESIRED OUTCOMES
It's important to establish the outcomes of parks maintenance work for several key reasons:
• Clarity and Direction: Clearly defined outcomes provide staff with a clear understanding of their responsibilities and the goals they need to achieve. This helps in aligning their efforts with the overall objectives of the park maintenance program.
• Accountability: When outcomes are established, it becomes easier to hold staff accountable for their work. They know what is expected of them and can be evaluated based on these criteria. • Efficiency and Productivity: Defined outcomes help in prioritizing tasks and managing time effectively. Staff can focus on what needs to be done first and allocate resources, accordingly, leading to increased productivity.
• Motivation and Engagement: Knowing the desired outcomes can boost morale and motivation.
When staff understands the impact of their work on the community and the environment, they are more likely to be engaged and committed to their tasks. • Quality Control: Establishing outcomes ensures that the maintenance work meets certain standards and quality benchmarks. This helps in maintaining the park's appearance, safety, and functionality.
• Training and Development: Clear outcomes can highlight areas where staff may need additional training or support. This allows supervisors to provide targeted training programs to enhance their skills and performance.
As a part of this study, the Consulting team and city staff have established the following outcomes for the maintenance of the Santa Clara parks system.
TURF ATHLETIC FIELDS
Sub-category A B C
Color 85% of lawn is uniformly green, with less than 15% bare or brown.
75% of lawn is uniformly green, with less than 25%
bare or brown.
65% of lawn is uniformly green, with less than 35%
bare or brown.
Cleanliness No large (greater than 1 inch by 1 inch) pieces of trash or debris is visible within 30 feet.
No large (greater than 3 inches by 3 inches) pieces of
trash or debris is visible within 30 feet.
No large (greater than 6 inches by 6 inches) pieces of
trash or debris is visible within 30 feet.
Height/Mowed Lawn is uniform in height, 1-2 inches height, No areas of excess grass length
Lawn is uniform in height, 2-3 inches height, No areas
of excess grass length Lawn is uniform in height, 3-5 inches height Drainage/Flooding No standing water 1 hour after irrigation or 1 day after rain
No standing water 2 hours after irrigation or 2 days
after rain
No standing water 6 hours after irrigation or 4 days
after rain
Fencing
Fence, kickboards, and backstops are free of chips
(larger than 2x2 inches), and not rotten, broken,
cracked. Are fastened securely.
Fence, kickboards, and backstops are free of chips
(larger than 4x4 inches), and not rotten, broken,
cracked. Mostly fastened securely.
Fence, kickboards, and backstops are free of chips
(larger than 6x6 inches), with some rotten, broken,
cracked. Not fastened securely.
Functionality Fields Turf is maintained to correct standards per sport.
Turf is maintained to broad standards for multiple
sports, broadleaf and grassy weeds present over
10%
Turf is maintained to provide minimum safety
standards, broadleaf and grassy weeds present over
30%
Infields
Infield smooth, free of large holes or mounds (not
including pitcher’s mound), edged lips, foul lines clear and delineated, warning track clear (where
applicable) and free of weeds.
Infield smooth, free of large holes or mounds (not
including pitcher’s mound), lips 1" or less, foul lines clear and delineated, warning track (where
applicable) with 10% weeds.
Infield hard with some holes or mounds (not including
pitcher’s mound), non-edged lips, foul lines absent,
warning track (where applicable) with more than 10%
of weeds.
Bleachers 90% seating is present and free of sharp edges of protrusions.
80% seating is present and free of sharp edges of
protrusions.
70% seating is present and free of sharp edges of
protrusions.
Graffiti All areas (including backstop, kickboards, backstops) are free of graffiti.
All areas (including backstop, kickboards, backstops)
are free of graffiti larger than 6" in length and 2" in height
All areas (including backstop, kickboards, backstops)
are free of graffiti larger than one foot in length and six inches in height
Lighting 100% of lighting should be operational 90% of lighting should be operational 75% of lighting should be operational Turf Athletic Fields
Maintenance Outcomes
NON-ATHLETIC FIELD TURF AREAS
OUTDOOR ATHLETIC COURTS
PARK AMENITIES/FURNISHINGS
Sub-category A B C
Color 85% of lawn is uniformly green, with less than 15% bare or brown.
75% of lawn is uniformly green, with less than 25%
bare or brown.
65% of lawn is uniformly green, with less than 35%
bare or brown.
Cleanliness No large (greater than 2 inches by 2 inches) pieces of trash or debris is visible within 30 feet.
No large (greater than 4 inches by 4 inches) pieces of
trash or debris is visible within 30 feet.
No large (greater than 6 inches by 6 inches) pieces of
trash or debris is visible within 30 feet.
Drainage/Flooding No standing water 2 hours after irrigation or 2 days after rain
No standing water 3 hours after irrigation or 3 days
after rain
No standing water 6 hours after irrigation or 4 days
after rain
Height/Mowed Lawn is uniform in height, 3- 5 inches height, No areas of excess grass length
Lawn is uniform in height, 3- 6 inches height, No
areas of excess grass length Lawn is uniform in height, 3- 7 inches height.
Fencing Fences are not rotten, broken, cracked, and are fastened securely.
Fences are not rotten or broken. Some boards are
cracked and are mostly fastened securely.
Fences may be rotten, broken and/or cracked, and
are not fastened securely.
Trees Tree canopy is free of dead limbs, and damage. Tree canopy is free of dead limbs. May have damage to trunk or crown.
Tree canopy may have dead twigs and limbs, some
damage to trunk or crown.
Hardscape Trails and pathways are clearly defined, are even and are free of cracks
Trails and pathways are clearly defined, are mostly
even and have some cracks
Trails and pathways are not clearly defined, are uneven with cracks Edging 90% of edges clearly defined around trails, concrete paths, and between sections
80% of edges clearly defined around trails, concrete
paths, and between sections
60% of edges clearly defined around trails, concrete
paths, and between sections
Lighting 95% of lighting should be operational 75% of lighting should be operational 65% of lighting should be operational Non-Athletic Field Park Areas
Maintenance Outcomes
Sub-category A B C
Cleanliness Court is free of large trash (greater than 2x2x2) and debris within the court
Court is free of large trash (greater than 3x3x3) and
debris within the court
Court is free of large trash (greater than 6x6x6) and
debris within the court
Painting/Striping 95% of the courts are painted with clear lines that are not worn through
80% of the courts are painted with clear lines that are not worn through
60% of the courts are painted with clear lines that are not worn through
Surface Quality
Surface is free of cracks (No vertical separation
greater than 1/4 inch (width of a pen) and free of tree root intrusions – a.k.a. a uniform flat surface.
Surface has some cracks (No vertical separation
greater than 1/4 inch (width of a pen) and free of tree root intrusions. Some surface degradation.
Surface has cracks greater than 1/2". Much of the
surface is degraded.
Functionality of
Structures
95 % of sports related equipment is present and
operational.
90 % of sports related equipment is present and
operational.
80 % of sports related equipment is present and
operational.
Tennis/Pickleball Tennis/pickleball nets are present and free of holes, pulled tight, with posts are securely anchored
Tennis/pickleball nets are present and free of holes,
mostly tight, with posts securely anchored
Tennis/pickleball nets are present, but with some
holes. Posts and tensioners may be malfunctioning.
Basketball
All basketball backboards are anchored securely and
are vertical, straight and painted. Basketball nets are acceptable.
All basketball backboards are anchored securely and
are vertical and straight. Basketball nets may be
tattered.
All basketball backboards are anchored securely and
are vertical and straight. Missing basketball nets are
acceptable.
Fence/Tennis windflaps
All fencing is free of holes, and secured to fencing.
Tennis Windscreens shall have flaps or windows with
reinforced edges.
Windscreens may have some holes, mostly secured
to fencing.
Windscreens are tattered with holes, loosely secured
to fencing. Windscreens have tattered edges.
Graffiti Courts, backboards, and all other sports related equipment is free of graffiti.
Courts, backboards, and all other sports related
equipment is free of graffiti one foot in length and 3
inches in height
Courts, backboards, and all other sports related
equipment is free of graffiti one foot in length and 6
inches in height
Painting 95% of amenities are painted with no rust or rot. 80% of amenities are painted with no rust or rot. 60% of amenities are painted with no rust or rot.
Drainage/flooding No standing water 1 day after rain No standing water 2 days after rain No standing water 3 days after rain Lighting 95% of all lighting is operational and working. 75% of all lighting is operational and working. 65% of all lighting is operational and working.
Outdoor Athletic Courts
Maintenance Outcomes
Sub-category A B C
Cleanliness
Benches, grills, and picnic shelters are free of large
debris, rust, food, and/or mildew Grills are clean with no grease and ash build-up
Benches, grills, and picnic shelters are free of large
debris, rust, food, and/or mildew Grills are clean with less than 2 inches of grease and ash build-up
Benches, grills, and picnic shelters have some debris,
rust, food, and/or mildew. Grills are infrequently
cleaned. Less than 3 inches of grease and ash buildup
Structural integrity and
functionality
99% of amenities are operational and structurally
sound. Benches are anchored and do not have
protrusions/large splinters, excess rust, or rot.
Drinking fountains are operational and clean.
90% of amenities are operational and structurally
sound. Benches are anchored and do not have
protrusions/large splinters, excess rust, or rot.
Drinking fountains are operational.
80% of amenities are operational and structurally
sound. Benches are anchored but have splinters,
rust, or rot. Drinking fountains may not be
operational.
Painting 90% of amenities are painted with no rust or rot. 90% of amenities are painted with no rust or rot. 90% of amenities are painted with no rust or rot.
Graffiti Bench, picnic tables, grills and other amenities are free of graffiti.
Bench, picnic tables, grills and other amenities are
free of graffiti 6" in length and 2" high
Bench, picnic tables, grills and other amenities are
free of graffiti one foot in length and 6 inches in
height
Park Signage Park signage is readable, clear, painted, free of large chips, secured and free of rot or rust.
Park signage is readable, clear, painted, may be
chipped and peeling. Secured and free of rot or rust.
Park signage is faded, illegible, pealing. Secured
and free of rot or rust.
Waste and Recycling
Receptacles
90% of all receptacles are clean and 100% are free
of graffiti. Immediate areas surrounding 90% of all
waste receptacles are free of litter and debris. 99%
of receptacles are not overflowing. Waste
receptacles are painted with no large cracks or
damage
90% of all receptacles are clean and 90% free of
graffiti. Immediate areas surrounding 90% of all
waste receptacles are free of litter and debris. 90%
of receptacles are not overflowing.
80% of all receptacles are clean and 80% are free of
graffiti. Immediate areas surrounding 80% of all
waste receptacles are free of litter and debris. 90%
of receptacles are not overflowing. Trash receptacles
are free of graffiti one foot 6 x 12 inches.
Park Amenities/Furnishings
Maintenance Outcomes
PLAYGROUNDS
RESTROOMS
Sub-category A B C
Cleanliness
Children Play Area is free of large debris larger than
2x2x2, and hazards such as animal feces, sharp
protrusions, etc.
Children Play Area is free of large debris larger than
3x3x3, and hazards such as animal feces, sharp
protrusions, etc. Some weeds p;resent.
Children Play Area is free of large debris larger than
4x4x4, and hazards such as animal feces, sharp
protrusions, etc. Weeds present.
Functionality of
equipment
99% of playground equipment is present and free
from excessive wear, deterioration, and any potential
hazards, broken equipment. Any broken equipment
will be clearly marked with tape, swings are not
ripped or damaged.
90% of playground equipment is present and free
from excessive wear, deterioration, and any potential
hazards, broken equipment. Any broken equipment
will be clearly marked with tape, swings are not
ripped or damaged.
70% of playground equipment is present and free
from excessive wear, deterioration, and any potential
hazards, broken equipment. Any broken equipment
will be clearly marked with tape, swings are not
ripped or damaged.
Integrity of equipment
99% of play structures are free of cracks larger than
1/2 inch (width of a pen), nets, rot, loose bolts,
missing end caps, and other. No hazardous sharp
edges, protrusions, or other things
90% of play structures are free of cracks larger than
1/2 inch (width of a pen), nets, rot, loose bolts,
missing end caps, and other. No hazardous sharp
edges, protrusions, or other things
85% of play structures are free of cracks larger than
1/2 inch (width of a pen), nets, rot, loose bolts,
missing end caps, and other. No hazardous sharp
edges, protrusions, or other things
Signage Signs are painted, without peeling or chipped paint, free of rot and properly secured
Signs are painted, some peeling or chipped paint,
free of rot and properly secured
Signs are painted, with some peeling or chipped
paint, some deterioration, properly secured
Surface quality 100% of the surface is free of holes, flakes, buckling, or weeds. No areas showing black weed barrier.
95% of the surface is free of holes, flakes, buckling,
or weeds. No areas showing black weed barrier.
90% of the surface is free of holes, flakes, buckling,
or weeds. Some areas showing black weed barrier.
Fencing Fence free of holes, protrusions, sharp edges, and is securely fastened
Fence free of holes, protrusions, sharp edges, and is
mostly fastened
Fence free of holes, protrusions, sharp edges. Some
loose elements.
Graffiti All of children play structures are free of graffiti. All of children play structures are free of large graffiti (greater than 6 inches by 3 inches) or any obscenities
All of children play structures are free of large graffiti (greater than 6 inches by 3 inches) or any obscenities
Painting 99% of play structures are painted. 90% of play structures are painted with no areas larger than 6 inches by 6 inches
70% of play structures are painted with no areas
larger than 6 inches by 6 inches
Drainage No pooling of water on rubber surface with
depression or signs of standing water.
No pooling of waters, rubber surface with depression
or signs of standing water.
Some pooling of water on rubber surface with
depression and signs of standing water.
Playgrounds
Maintenance Outcomes
Sub-category A B C
Cleanliness
Bathroom ceilings, walls, partitions, toilets, urinals, sinks, mirrors, and floors are sanitary and free of dirt, debris, and cobwebs
Bathroom ceilings, walls, partitions, toilets, urinals, sinks, mirrors, and floors are sanitary. Restroom
may have some dirt, debris, and cobwebs
NA
Functionality/Integrity of
structures
All toilets, urinals, partitions, hand dryers, Soap
dispensers, faucets, floor and sink drains, and mirrors are operational, have proper drainage (where
applicable) and are free of leaks (where applicable)
All toilets, urinals, partitions, hand dryers, Soap
dispensers, faucets, floor and sink drains are
operational, have proper drainage (where applicable)
Fixtures may have minor leaks.
NA
Lighting All light fixtures are operational and have no cracks All light fixtures are operational but may have cracks NA Graffiti Restrooms are free of graffiti. Restrooms are free of graffiti greater than foot in length and 6 inches in height NA
Odor Bathrooms are free of offensive odors Bathrooms may have offensive odors NA Signage Door signage is visible, and in clean working
conditions Door signage is visible. May have graffiti. NA Supply Inventory Toilet paper, paper towels, and seat cover dispensers shall be stocked *where applicable)
Toilet paper replenished as needed. No paper
towels. No seat cover dispensers. NA
Waste receptacle Are not overflowing and present May be full or overflowing but present. NA Drainage Drains are free of debris, and no standing water Drains may have some debris. No standing water NA Restrooms
Maintenance Outcomes
PARK MAINTENANCE – STATISTICALLY VALID SURVEY RESULTS
ETC Institute administered a needs assessment survey for Santa Clara during the winter of 2024-25. The survey was administered as part of the City’s Parks and Recreation Master Plan. The survey results aid the City of Santa Clara in taking a resident-driven approach to making decisions that will enrich and positively affect the lives of residents.
The parks maintenance findings of the survey are summarized on the following pages.
Park Visitation and Quality
• Park Visitation
Ninety-two percent (92%) of households visited Santa Clara parks and facilities over the past 12 months which is above the national benchmark of 81%.
by % of respondents
Santa Clara (2024) National Average
Have you/your household visited any parks or recreation facilities/amenitiesin your community during the past year?
92%
81%
9%
19%
Yes
No
0% 25% 50% 75% 100%
City of Santa Clara Parks and RecreationNeeds Assessment Survey ETC Institute (2024) 50
- D
• Condition
Of households that visited parks and facilities, 9% rated the condition of parks as “excellent” and 55% rated the quality as “good”. The combined excellent/good rating of 64% is below the national benchmark combined rating of 82%.
Please rate the overall condition of all the parks and recreation facilities/amenities you/your households have visited over the past year.
55%
28%
7%
35%
47%
15%
Poor
3%
by % of respondents (excluding "not provided”)
Santa Clara (2024) National Average
9%
Excellent
Good
Fair
0% 20% 40% 60%
City of Santa Clara Parks and RecreationNeeds Assessment Survey ETC Institute (2024) 51
- D
Maintenance Satisfaction and Importance
• Maintenance Satisfaction
Approximately half of the maintenance activities performed by the Parks Maintenance division receive a combined very satisfied/satisfied rating of 50% or greater. Areas of the greatest improvement are
o Graffiti removal/vandalism repair
o Athletic field/court maintenance
o Dog Park Maintenance
o Restroom Maintenance
Q16. Please rate your satisfaction with each of the following maintenance activities provided in the Santa Clara parks and recreation system. by percentage of respondents (excluding "don’t know”)
16% 35% 36% 11%
13% 37% 29% 17%
14% 34% 35% 14%
10% 36% 33% 16%
12% 34% 36% 12%
14% 31% 33% 13%
13% 31% 29% 22%
12% 28% 35% 16%
11% 26% 39% 15%
7% 29% 33% 22%
21% 39% 25% 9% 6%
21% 39% 23% 13% 5%
17% 40% 26% 13% 5%
17% 40% 27% 10%
15% 41% 25% 12%
17% 38% 33% 10%
16% 36% 27% 14%
6%
6%
4%
6%
2%
4%
3%
5%
7%
9%
4%
9%
9%
9%
9% 23% 28% 17% 23%
20% 40% 60%
Very Satisfied Satisfied Neutral Dissatisfied
Mowing
Playground safety & maintenance
Landscape care (flower beds)
Pavilion/picnic area maintenance
Path/trail (paved)maintenance
Urban forest/tree maintenance
Trash/litter/waste pickup
Natural area/conservation area management
Trail (non-paved) maintenance
Community/recreation/senior center maintenance
Graffiti removal/vandalism repair
Athletic outdoor court maintenance
Athletic field maintenance
Waterways/rivers/streams
Dog park (off leash) maintenance & care
Specialized facility maintenance
Restroom maintenance
Pool/splash pad/spray ground maintenance
0% 80% 100%
Very Dissatisfied
City of Santa Clara Parks and RecreationNeeds Assessment Survey ETC Institute (2024)
- - - - - 36
• Importance:
The top five most important maintenance activities as expressed by Santa Clara residents are as follows
o Path/trail (paved) maintenance – 56% combined very satisfied/satisfied rating o Restroom maintenance - 36% combined very satisfied/satisfied rating o Trash/litter/waste pickup - 52% combined very satisfied/satisfied rating o Graffiti removal/vandalism repair - 46% combined very satisfied/satisfied rating o Playground safety & maintenance - 60% combined very satisfied/satisfied rating Q17. Which of the four maintenance activities are most important to you/your household?
by percentage of respondents who selected the items as one of their top four choices 2%
34%
29%
27%
27%
21%
17%
14%
13%
13%
13%
13%
13%
12%
12%
12%
11%
8%
Path/trail (paved)maintenance
Restroom maintenance
Trash/litter/waste pickup
Graffiti removal/vandalism repair
Playground safety & maintenance
Community/recreation/senior center maintenance
Natural area/conservation area management
Pavilion/picnic area maintenance
Trail (non-paved) maintenance
Athletic field maintenance
Waterways/rivers/streams
Urban forest/tree maintenance
Athletic outdoor court maintenance
Landscape care (flower beds)
Pool/splash pad/spray ground maintenance
Mowing
Dog park (off leash) maintenance & care
Specialized facility maintenance
0% 20% 40%
Top choice 2nd choice 3rd choice 4th choice
City of Santa Clara Parks and RecreationNeeds Assessment Survey ETC Institute (2024) - - - - 37
GENERAL OPERATION KEY FINDINGS AND RECOMMENDATIONS
MAINTENANCE MANAGEMENT PLAN
Findings: Through the review of data and workshops with staff, the PROS Consulting team determined that the Parks Division does try to operate within the maintenance modes identified above. Parks maintenance also generally follows a written set of routine park and grounds maintenance standards.
However, a formalized, documented, detailed maintenance management plan does not exist. A formalized maintenance management plan includes not only maintenance modes and standards for each park but also tracks the performance of the work against a set of defined outcomes as well as the costs expended to achieve each outcome. A maintenance management plan is typically memorialized within an asset-based work order management system.
Recommendation: Develop a comprehensive maintenance management plan with defined outcomes and maintenance standards for each park in the system utilizing this study as a resource for doing so.
Recommendation: Align work plans to not only increase levels of satisfaction but also with how the levels of importance the community places on the various maintenance activities performed by the division.
GIS-BASED ASSET MANAGEMENT WORK ORDER SYSTEM
Findings: Parks maintenance in the City of Santa Clara does not currently utilize a GIS-based asset management work order system. This inhibits the city’s ability to easily document maintenance work (including time and resources required to perform the work) and manage asset replacement schedules.
Recommendation: Implement a GIS-based asset management work order system to track lifecycle maintenance requirements that are tied to weekly and monthly work orders. This will help the staff to stay ahead of preventative maintenance and limit breakdowns. Further, utilizing the system will provide staff with the necessary “actual cost” data for work being performed. The typical components of a work order management system are as follows:
• Schedule Work Activities
o Detailed framework for asset management by incorporating GIS into the asset repository.
Allows for grouping of assets by location, type, age, or other key parameters. These groupings can then be used to create maintenance activities such as preventive work, reactive work, tests, or inspections.
• Mapping Tools
o ArcGIS maps are an integral part of the work management process. This allows for the creation of map visualizations of database queries including open work orders, service requests, or work orders of a specific type and assignment. These tools empower both management and staff to interact with asset data.
• Data Mobility
o A variety of tools to help maintenance staff access and update valuable information while in the field.
• Asset Management
o Track work performed on any asset at any given time throughout its lifecycle. Users can easily search for active work orders and view them dynamically on the GIS map. Track overdue work orders and monitor work associated with a specific task, contractor, or project.
• Track Unproductive Time
o A key component of creating an efficient parks maintenance operation is to minimize unproductive time, such as travel time between parks. Travel time on average should not exceed the maximum threshold of 2.2 hours for every 8-hour day.
ROLE AND RESPONSIBILITY OF PARKS MAINTENANCE BY PARK TYPE Findings:
• General Fund Parks: The day to day maintenance city “general-funded” parks and athletic complexes is solely the responsibility of the City of Santa Clara. • Community Facility District (CFD) Parks:
o The City of Santa Clara is responsible for irrigation maintenance, general parks maintenance, and playground maintenance in LMD Parks.
o The City of Santa Clara contracts with a third party service provider for the turf maintenance, landscape maintenance (shrubs, bushes, plants, etc.), and weed abatement at all city-owned parks within the LMDS. The City of Santa Clara does supplement as needed the work performed by the third party service provider on as needed basis.
Recommendation: A functional, efficient and effective irrigation system is critical for the health of turf, plants and shrubs in Northern California, especially given the region's climate and water availability. • Seasonal Watering Needs: Northern California experiences extended dry periods, particularly in the summer. During these times, an irrigation system ensures that green infrastructure receive the necessary water to survive and thrive.
• Native Plants: Many native plants and grasses have adapted to the local climate and can survive with minimal irrigation. However, even these plants benefit from supplemental watering during prolonged dry spells or drought conditions.
• New Plantings: Newly installed turf and planted shrubs and trees require consistent moisture to establish their root systems. An irrigation system helps maintain the right moisture levels, especially during the critical first few months after planting. • Efficient Water Use: Modern irrigation systems can be programmed to deliver water efficiently, reducing waste and ensuring that plants get the right amount of water at the right time.
Given the critical relationship between the irrigation systems and the quality and health of turf, shrubs and plants, it is recommended that the city shift the responsibility of maintaining the irrigation system to the third party service provider.
VEHICLES AND EQUIPMENT
Finding: The Department does not lack the necessary equipment to perform tasks.
Recommendation: Continue to invest in new equipment as the park system grows while continually reinvesting in existing vehicles and equipment to ensure consistent delivery of parks maintenance.
COMMUNITY VOLUNTEER SUPPORT PROGRAMS
Finding: The City of Santa Clara does not currently have formalized community volunteer programs to help support general park maintenance and upkeep.
Recommendation: Maintenance operations are typically budgeted within a Parks and Recreation Division that does not have direct revenue sources that can offset expenditures. There are opportunities, however, to reduce expenditure through the following strategies. • Adopt-a-Trail Programs: These programs are like the popular “adopt-a-mile” highway programs most states utilize. Adopt-a-trail programs can also take the form of cash contributions in the range of $12,000 to $16,000 per mile to cover operational costs. • Adopt-a-Park Programs: These are small-grant programs that fund new construction and provide maintenance support. Adopt-A-Park programs can also take the form of cash contributions in the range of $1,000 to $5,000 per acre to cover operational costs. • Operational Partnerships: Partnerships are operational funding sources formed from two separate agencies, such as two government entities, a non-profit and a public agency, or a private business and a public agency. Two partners jointly share risk, operational costs, responsibilities, and asset management based on the strengths of each partner.
PARK CONSTRUCTION PROJECT MANAGEMENT STAFFING
Finding: The City of Santa Clara does not currently have staffing capacity dedicated to the management and oversight of construction projects occurring withing parks.
Recommendation: Capacity will be needed (two to three construction project managers) to oversee construction projects tied to the $106MM allocation of the Measure I Bond approved by voters in November 2024 for park projects. This capacity will also be needed to oversee and manage smaller ongoing lifecycle replacement projects completed by the Parks Maintenance construction crew.
PARK MAINTENANCE STAFFING
Finding: The Department struggles with the hiring and retention of full-time staff, which greatly impacts the quality and continuity of park maintenance. As of November 2024, the division had vacancies for 16 full-time positions (or 32% of full-time staffing capacity). The following section provide further analysis on the staffing capacity of the Parks Maintenance Division.
PARKS MAINTENANCE STAFFING AND FINANCIAL ANALYSIS
PARKS MAINTENANCE DIVISION ORGANIZATIONAL CHART
CEMETERY DIVISION
Parks Foreperson (TB
Future Position
CMW (142) D. McDowell GM2 (167) I. Leatiota GM2 (159) J. Placencia GM3 (152) J. Ramires-Amador GM1 (178) - VACANT GM3 (153) E. RosaGM3 (150) F. Reyes GM 1 (179) J. Billingsly GM2 (158) FROZEN FY 2022GM3 (151) VACANT GM1 (174) C. Juarez-SanchezGM1 (1503) S. Hernandez
GM2 (162) FROZEN FY 2022 Shop Steward GM1 (176) J. Martinez Crafts Worker (143) J. Souza GM2 (168) VACANT GM1 (180) K. Fitzpatrick GM3 (149) G. Picard GM1 (181) A. Khoury GM2 (163) VACANTGM1 (182) D. Correa GM3 (147) M. ZendejasGM1 (186) A. Gardea GM3 (146) H. PantelGM2 (164) VACANTGM1 (187) VACANTGM2 (1870) VACANT GM2 (165) VACANT GM2 (161) VACANT
GM1 (189) R. AnayaGM2 (188) C. FlexenGM1 (183) FROZEN FY 2022 CW I (200)- M. Reyes GM1 (173) VACANT GM2 (166) M. Osuna CW III (197)- VACANT GM1 (172) C. Monteiro GM2 (1625) J. Rasul GM II (1420)- J. Ramirez GM3 (148) B. Bradbury GM2 (169) VACANT Construction & Repair 26 Acres GM 3(153) E. Rosa GM2 (157) L. Aligo
Cemetery Crew GM 1 (184) - VACANT GM1 (185) J. Billingsley R. Castro A. Auerbach G. Wieler
Parks Foreperson (139) Parks Foreperson (138) Parks Foreperson (138) Grounds & Buildings Grounds, Buildings & Pools Construction & Repair Grounds & Fields Mow Crew L. Fuentes (vacant) D. Abernethy
Parks Manager (133) Parks Manager (132)
Z. Garay F. Banks
Cemetery Parks
OS II (199) OS II (1511)
Cemetery Manager (196)
D. Seale VACANT (L. Fuentes)
PARKS & PLAYGROUNDS DIVISION Parks & Recreation Commission Deputy Director of Parks & Rec. (130)
-
-
PARKS MAINTENANCE STAFFING ANALYSES
For the following analyses, please note that 1,760 annual work hours = 1 full-time employee (FTE) equivalent.
PARKS MAINTENANCE STAFFING LEVELS
The Parks Maintenance Division is comprised of approximately 50 full-time equivalents (FTES) dedicated to maintaining the parks and recreation system.
BEST PRACTICE STAFFING LEVELS PARKS, POOLS AND FACILITIES The current staffing capacity, when fully staffed, is sufficient to meet the maintenance needs of the current parks and recreation system.
MAINTENANCE FUNCTION
ANNUAL BEST PRACTICE
STAFFING LEVEL
(FTES)
ANNUAL BEST PRACTICE
STAFFING LEVEL
(LABOR HOURS)
Open Space Maintenance 1.3 2,346.67
Cemetery 2.6 4,576.00
Developed Parks Maintenance 24.1 42,460.00
Athletic Fields 8.7 15,253.33
Pool Maintenance Services 2.5 4,400.00
Recreation Center Custodial Services 6.8 11,963.89
Recreation Center Maintenance Services 4.1 7,178.34
TOTALS 36.73 88,178.23
CURRENT TOTAL ANNUAL LABOR HOURS
TOTAL ANNUAL LABOR HOURS NEEDED
TOTAL ANNUAL LABOR HOUR GAP
ANNUAL FTES NEEDED
88,000.00
88,178.23
0.10 Parks and Recreation Maintenance Staffing Summary
178.23
I
I
I
I
ANNUAL PARK OPERATION AND MAINTENANCE FUNDING
Based on analysis conducted by the project team as summarized in the table below, the proposed annual operational funding for parks, pools and facilities maintenance is approximately $12.8 Million which is in-line with the recommended funding level as detailed below.
Park / Facility
Classification Unit Direct Costs Indirect Costs Total Costs Inventory Unit Cost Developed Parks Acres $4,053,000 $1,737,000 $5,790,000 193.00 $30,000 Cemetery Acres $364,000 $156,000 $520,000 26.00 $20,000 Open Space Acres $140,000 $60,000 $200,000 40.00 $5,000 Athletic Fields Fields $273,000 $117,000 $390,000 13.00 $30,000 Swimming Pools Number $262,500 $112,500 $375,000 5.00 $75,000 Recreation Centers Square Feet $3,568,775 $1,529,475 $5,098,250 101,965.00 $50 TOTALS $8,661,275 $3,711,975 $12,373,250
Average Maintenance Cost Calculations
16 | SANTA CLARA PARKS & RECREATION MASTER PLAN
Appendix G:
Community
Engagement
Summary
G
COMMUNITY ENGAGEMENT SUMMARY
CONTENTS
01 PARKS + REC COMMISSION
02 POP UPS + ONLINE SURVEY 1
03 FOCUS GROUPS
04 STATISTICALLY-VALID SURVEY
05 KEY FINDINGS + GUIDING THEMES
06 WORKSHOP + ONLINE SURVEY 2
--RKS&
CREATION MASTERP\AN 8
PROJECT OVERVIEW + TIMELINE
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Demographics
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2023 2024
OCT NOV DEC
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ENGAGEMENT PLAN t LJ
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Mapping
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MAR APR I MAY JUN Ml'IW AUG SEPT OCT
RESOURCE+ DATA COLLECTION
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PARKS + RECREATION 1
COMMISSION
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+ OUTREACH
MEETINGS
POP-UP EVENTS
FIR
STATISTICALLY
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SURVEY
Draft #');
Recommendations {:;t/
2025
Action Plan
□ Final Parks
Master Plan
DEC JAN FEB MAR APR MAY JUN I JUL AUG SEP I OCT
IMPLEMENTATION PLAN DEVELOPMENT
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E COMMUNITY
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CITY
PARKS + RECREATION
COUNCIL
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01 PARKS + RECREATION
COMMSSION
PARKS + RECREATION
COMMISSION
AUGUST 12, 2024
SUSTAINABLE PARKS VISION: Focus on maintenance
and funding to ensure quality parks and recreation.
EFFECTIVE MASTER PLAN: Establish clear priorities
and a course of action for park and program
improvements.
FUNDING STRATEGIES: Explore partnerships, grants,
and corporate contributions.
RECREATION EMPHASIS: Increase offerings to meet
community needs locally.
COMMUNITY ENGAGEMENT: Broaden input through
diverse, accessible outreach methods.
02 POP-UPS + ONLINE
SURVEY 1
RICHARDSON BAY LINEAL PARK
TIBURON, CA
POP-UPS + ONLINE SURVEY OVERVIEW
Concert in the Park
• Aug. 16, 2024
• ~60 people engaged
Art & Wine Festival
• Sept. 14, 2024
• ~216 people engaged
Northside Library +
Pruneridge Shopping
Center
• Sept. 28, 2024
• ~77 people engaged
700+
PEOPLE ENGAGED!
Parade of Champions
• Oct. 5, 2024
• ~48 people engaged
Online Pop-up Survey
• Sept. 9 – Oct. 28, 2024
• 300 responses
(including 10 in
Spanish/Mandarin)
RICHARDSON BAY LINEAL PARK
TIBURON, CA
POP UP BOARDS
WHY DO A PARKS MASTER PLAN? ;,,Por que hacer un plan maestro de parques? -itJ...-.te _..,..,._le -...-..... ................ ...., ,...._ ------ ....... "_
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RKS&
CREATION MA5TI'RPlAN
WHAT WOULD YOU LIKE TO SEE MORE OF
IN SANTA CLARA PARKS?
Place a dot.
;,,Que te gustaria ver mas en Jos parques de Santa Clara? • Coloque un punto.
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RKS&
CREATION MA5T1'R PlAN
TELL US MORE!
The key issues and desired outcomes we hear from the
community will help shape the Santa Clara Parks &
Recreation Master Plan.
;Cutintanas m8s!
Los prob/emas clave y los resultados deseados que escuchamos de fa comunidad ayudaran a dar forma al Plan Maestro de Parques y Recreaci6n de Santa Clara.
WHAT'S YOUR VISION FOR PARKS & RECREATION IN SANTA CLARA? ,CUAL ES SU VISl6N PARA EL SISTEMA DE PARQUES Y RECREACl6N DE SANTA CLARA? WHAT DO YOU LIKE ABOUT PARKS & RECREATION IN SANTA CLARA? ,QUE LE GUSTA DEL SISTEMA DE PARQUES Y RECREACl6N DE SANTA CLARA?
WHAT SHOULD BE IMPROVED IN SANTA CLARA PARKS & RECREATION FACILITIES &PROGRAMS?
,QUI! SE DEBE MEJORAR EN LOS PARQUES, INSTALACIONES Y PROGRAMAS DE RECREACJ6N DE SANTA CLARA?
RICHARDSON BAY LINEAL PARK
TIBURON, CA
WHICH PARK IS
YOUR FAVORITE?
Agnew Park
Agnews Historic Park
Bill Wilson Jr. Park
Bowers Park
Bracher Park
Central Park
I 1
• • 1
•
4 4
City Plaza Park
Civic Center Park
Creekside Park
Dog Park at Reed & Grant
Earl R. Carmichael Park
Everett Alvarez Jr. Park
Everett N. "Eddie" Souza Park
3 • 2
• 1
• 1
• 2
Fairway Glen Park o
Fremont Park
Fuller Street Park o
. 0
12 13
10 Geof Goodfellow Sesquicentennial Park
Henry Schmidt Park
Homeridge Park
International Swim Center
Jenny Strand Park
Larry J. Marsalli Park
Lawrence Station Area Plan Parks
Lick Mill Park
Live Oak Park
... 9
____ ,, 0
1 0
Machado Park , s
Magic Bridge at Central Park I 2
Mary Gomez Park s
Maywood Park •-• 12
Mission Center for Performning Arts I 1
Mission City Memorial Park , o
Montague Park ■ 3
Montague Swim Center ■ 3
Parkway Park ■ 2
Raymond G. Gamma Dog Park - s
Reed and Grant Street Sports Park ■ 2
Rotary Park
San Tomas Trail • s
Santa Clara PAL BMX Track I 1
Santa Clara Skate Park 1
Santa Clara Senior Center ill 3
Santa Clara Youth Soccer Park I 1
Steve Carli Park s
Teen Center 1
Thamien Park
Thomas Barrett Park
Ulistac Natural Area •-----• 21
War Memorial Park
Warburton Park & Pool
Washington Park Baseball Field o
Westwood Oak Park
- s
0 163
50 100 150 200
RICHARDSON BAY LINEAL PARK
TIBURON, CA
WHICH PARK
NEEDS
IMPROVEMENT
THE MOST?
Agnew Park
- 2
Agnews Historic Park 0
Bill Wilson Jr. Park 0
Bowers Park 30
Bracher Park .. 3
Central Park 73
City Plaza Park
- 4
Civic Center Park 5
Creekside Park 0
Dog Park at Reed & Grant 0
Earl R. Carmichael Park 7
Everett Alvarez Jr. Park -- 4
Everett N. "Eddie" Souza Park
- 3
Fairway Glen Park
Fremont Park 4
Fuller Street Park
- 2 Geof Goodfellow Sesquicentennial Park • 1
Henry Schmidt Park 50
Homeridge Park 4
International Swim Center
. 2
Jenny Strand Park 4
Larry J. Marsalli Park 5
Lawrence Station Area Plan Parks 0
Lick Mill Park 11
Live Oak Park
:- 3
Machado Park 2
Magic Bridge at Central Park 0
Mary Gomez Park 13
Maywood Park 15
Mission Center for Performning Arts 6
Mission City Memorial Park
Montague Park
- 0 3
Montague Swim Center 13
Parkway Park
Raymond G. Gamma Dog Park 1
Reed and Grant Street Sports Park 1
Rotary Park 11111 1
San Tomas Trail 3
Santa Clara PAL BMX Track 0
Santa Clara Skate Park 3
Santa Clara Senior Center 1
Santa Clara Youth Soccer Park
. 1
Steve Carli Park 2
Teen Center 7
Thamien Park
- 3
Thomas Barrett Park 0
Ulistac Natural Area 8
War Memorial Park 2
Warburton Park & Pool 21
Washington Park Baseball Field 2
Westwood Oak Park 0
20 40 60 80
RICHARDSON BAY LINEAL PARK
TIBURON, CA
WHAT WOULD
YOU LIKE TO SEE
MORE OF IN
SANTA CLARA
PARKS?
Community Events
Play Areas
Trees & Shade
Dog Parks
Habitat Restoration
Performance Areas / Theaters
Splash Pad
Multi-Purpose Lawn
Seating
Outdoor Exercise Areas
Community Gardens
Bike Facilities
Sports Fields
Aquatic Facilities
Sports Courts
Park Safety & Comfort
39 58
52 52
60 47 :
49 45 i
45 i
57 46
Youth Activities •' ______________ ---1 59
Gym / Recreation Center
Accessibility for All
A Connected Trail System
Senior Activities
Yoga & Meditation Areas
Nature/ Outdoor Education
Picnic & Barbeque Areas
Other
18 38
36 41
54 46
46 50
87 69
80 120
98 100 150 200
RICHARDSON BAY LINEAL PARK
TIBURON, CA
OPEN-ENDED RESPONSES
EVENTS, PROGRAMS, AND INCLUSIVITY
Strong demand for parks to be
community gathering places, with more
affordable and inclusive programs for all
ages, especially youth and seniors.
GREEN SPACES AND ENVIRONMENTAL
SUSTAINABILITY
Emphasis on expanding shaded green
spaces, using native plants, and
maintaining parks as resilient and ecofriendly havens.
SAFETY, MAINTENANCE, AND
CONNECTIVITY
Focus on clean, well-maintained, and
safe parks, along with better connectivity
through walking/biking paths and
accessible infrastructure
03 FOCUS GROUPS
RICHARDSON BAY LINEAL PARK
TIBURON, CA
Groups
• Sports and Athletics (3 participants)
• Santa Clara Activities League
• Santa Clara Westside Little League
• Swim team
• Community Connectors (4)
• Historical Landmarks Commission
• Discover Santa Clara
• Mission College
• Parks and Rec department
• Senior Advocates (4)
• Santa Clara Senior Advisory Commission
• Senior Center members
FOCUS GROUPS
SEPTEMBER 26, 2024
• Planning and Development (5)
• Water and Sewer Utilities
• Parks and Recreation Department
• Economic Development Director
• Edgecore Digital Infrastructure
• Hunter Properties
• Specialized Users (11)
• Youth and Teen Center
• Senior Advisory Commission
• Santa Clara Lawn Bowling Club
• Women’s League
• Ulitstac Natural Area
• Recreation Center Performing Arts programs
Key Takeaways
FACILITY & MAINTENANCE NEEDS: There is strong
demand for improved and expanded recreational
facilities, better maintenance of parks, and the
addition of amenities like pickleball courts, indoor
gyms, and multiuse sports fields.
ACCESS, INCLUSION & CONNECTIVITY: Expanding
inclusive and accessible recreational opportunities,
improving trail connections, and ensuring parks and
programs accommodate diverse age groups and
interests.
FUNDING & STAFFING CHALLENGES: Addressing
insufficient funding and understaffing is essential to
maintaining facilities, improving programming, and
ensuring parks and recreation services meet
community needs.
FOCUS GROUP TAKEAWAYS
Key Takeaways
INSUFFICIENT FUNDING: Funding is a significant
barrier to maintaining and improving facilities.
FACILITY IMPROVEMENTS: There is a demand for
additional multiuse sports fields to accommodate
various sports (soccer, softball, flag football games
and practices), especially as community sports
programs grow.
AQUATIC PROGRAM CHALLENGES: Aquatic programs
are struggling due to limited availability of pools and outdated facilities, highlighting the need for
modernized infrastructure and dedicated spaces for
community and competitive swimming.
#1 SPORTS + ATHLETICS
Key Takeaways
COMMUNITY & USE OF PARKS: Enhance park facilities and
event offering to engage different demographics, such as young and older adults.
FUNDING & MAINTENANCE CHALLENGES: A need for
additional revenue streams to address deferred
maintenance and infrastructure needs, as well as a plan to ensure parks remain safe and enjoyable.
EMPHASIZING LOCAL IDENTITY & HISTORY: Highlight Santa
Clara’s unique history and character through public art and community events.
#2 COMMUNITY
CONNECTORS
Central Park
Santa Clara, CA
Key Takeaways
COMMUNITY & INCLUSIVITY: Community spaces such as
the senior center foster social connections among diverse groups.
PARKS & RECREATION NEEDS: Parks should serve a wider
range of activities, including pickleball and bocce, and need public restrooms.
TRAIL CONNECTIONS: There is a need for improved trail
connections between parks.
DEVELOPMENT & FUNDING CHALLENGES: Concerns about
development pressures and the provision of adequate park space. The funding for parks and recreation is seen as a challenge.
#3 SENIOR ADVOCATES
Santa Clara Senior Center
Santa Clara, CA
RICHARDSON BAY LINEAL PARK
TIBURON, CA
Key Takeaways
INTEGRATION OF PARKS IN URBAN DEVELOPMENT: Need
for better planning tools to ensure that new developments incorporate adequate park spaces that are functional and accessible.
ADAPTATION TO CHANGING DEMOGRAPHICS: Park
development standards should be reevaluated to ensure
they are realistic and beneficial for the community as the city’s demographics shift.
INNOVATIVE LAND USE OPPORTUNITIES: There are
potential opportunities to repurpose vacant office spaces for recreational uses, like indoor sports and community centers, which could help address recreational needs while also leveraging available resources.
#4 PLANNING +
DEVELOPMENT
Creekside Park
Santa Clara, CA
Key Takeaways
RECREATION FACILITY NEEDS: Demand for
more/improved recreational facilities, including
dedicated pickleball and volleyball courts, indoor gym, and a restored ISC.
MAINTENANCE: Need for better maintenance of
existing parks and recreation facilities.
ACCESS & INCLUSIVITY: Desire for more inclusive and
accessible recreational opportunities for various age
groups and interests, including more events for adults
and outdoor activities for seniors.
STAFFING & MANAGEMENT ISSUES: Concern regarding
understaffing in parks and recreation, leading to
inadequate services and programming.
#5 SPECIALIZED USERS
Warburton Park
Santa Clara, CA
04 STATISTICALLY VALID
SURVEY
RICHARDSON BAY LINEAL PARK
TIBURON, CA
STATISTICALLY VALID SURVEY
A survey was sent to a random sample of residents in early November 2024 to gain a clear understanding of residents’ parks and recreation needs and priorities. A total of 342 households completed the survey, translating to a statistically-valid sample.
Have you/your household visited any parks or recreation facilities/amenities in your community during the past year?
by % of respondents
• santa Clara (2024) Nat onal Average
92%
Yes
81%
9%
No
0% 25% 50% 75% 100%
Please rate your overall level of satisfaction with the value your household receives from the parks and recreation programs, activities, and events offered in your community.
by % of respondents (excluding "don't know" )
• santa Clara (2024) National Average
Very Satisfied
37%
Satisfied
37%
Neutral
Dissatisfied
Very Dissatisfied
0% 20% 40%
TOP PRIORITIES
FOR FACILITIES/
AMENITIES
Multi-use trails and
swimming pool scored
both high levels of unmet
need and level of
importance.
Open space &
conservation areas scored
lower on levels of unmet
need, but high on
importance.
Multi-use trails
Swimming pool
Open space & conservation areas
Picnic areas & shelters
Indoor walking/jogging track
Community center
Outdoor multi-use courts
Outdoor exercise/fitness equipment
Indoor basketball/volleyball courts
Pickleball courts
Outdoor amphitheater/outdoor performing arts venue
Community gardens
Off-leash dog park
Rectangular sports fields
Golf course
Universally accessible play areas
Tennis courts
Diamond sports fields
Environmental education center
Splash pads
Specialty bike parks
Skate parks
Lawn bowling
0 50 100 150 200
TOP PRIORITIES
FOR PROGRAMS/
ACTIVITIES
All 5 program/activities
deemed High Priority were
in the top five on both the
unmet needs ranking and
importance ranking.
Fitness & wellness programs
scored the highest level of
unmet need and level of
importance with a “perfect”
score of 200—the maximum
unmet need and
importance.
Fitness & wellness programs
Outdoor recreation
Water fitness programs/lap swimming
Community special events
Swim lessons
Cultural enrichment programs
Performing arts programs
Visual arts/crafts/performing arts programs
Pickleball lessons & leagues
After school programs for youth of all ages
Outdoor environmental/nature camps & programs
Recreation/competitive swim team
STEAM/tech classes
Sports leagues
Out of school day camps
Tennis lessons & leagues
Preschool programs/early childhood education
Programs for at risk youth/crime prevention
Gymnastics/tumbling programs
Programs for people with special needs
Out of school sports camps
Lawn bowling activities/leagues
eGaming/eSports
0 so 100 150 200
RICHARDSON BAY LINEAL PARK
TIBURON, CA
We did not ask about exactly the
same items in the survey and the
pop-ups, but there is overlap in the
feedback from both.
STATISTICALLY-VALID SURVEY
1. Multi-use Trails
2. Swimming Pool
3. Open Space and Conservation Areas
4. Picnic Areas and Shelters
5. Indoor Walking/Jogging Track
6. Community Center
7. Outdoor Multi-use Courts
8. Outdoor Exercise/Fitness Equipment
9. Indoor Basketball/Volleyball Courts
10. Pickleball Courts
11. Outdoor Amphitheater/Outdoor Performing Arts Venue
12. Community Gardens
13. Off-leash Dog Park
14. Rectangular Sports Fields
15. Golf Course
16. Universally Accessible Play Areas
17. Tennis Courts
18. Diamond Sports Fields
19. Environmental Education Center
20. Splash Pads
21. Specialty Bike Parks
22. Skate Parks
23. Lawn Bowling
POP-UPS
1. Trees and Shade
2. Aquatic Facilities
3. A Connected Trail System
4. Play Areas
5. Splash Pads
6. Habitat Restoration
7. Multi-purpose Lawn
8. Youth Activities
9. Community Events
10. Sport Courts
11. Gym/Recreation Center
12. Dog Parks
13. Performance Areas/Theaters
14. Outdoor Exercise Areas
15. Seating
16. Park Safety & Comfort
17. Senior Activities
18. Picnic & Barbecue Areas
19. Community Gardens
20. Sport Fields
21. Bike Facilities
22. Accessibility for All
23. Nature/Outdoor Education
24. Yoga and Meditation Areas
SURVEY & POP-UP
COMPARISON:
AMENITIES
RICHARDSON BAY LINEAL PARK
TIBURON, CA
STATISTICALLY-VALID SURVEY
1. Fitness and Wellness Programs
2. Outdoor Recreation
3. Water Fitness Programs/Lap Swimming
4. Community Special Events
5. Swim Lessons
6. Cultural Enrichment Programs
7. Performing Arts Programs
8. Visual Arts/Crafts/Performing Arts Programs
9. Pickleball Lessons and Leagues
10. After School Programs for Youth of All Ages
11. Outdoor Environmental/Nature Camps and Programs
12. Recreation/Competitive Swim Team
13. STEAM/Tech Classes
14. Sports Leagues
15. Out of School Day Camps
16. Tennis Lesson and Leagues
17. Preschool Programs/Early Childhood Education
18. Programs for At Risk Youth/Crime Prevention
19. Gymnastics/Tumbling Programs
20. Programs for People with Special Needs
21. Out of School Sports Camps
22. Lawn Bowling Activities/Leagues
23. eGaming/eSports
POP-UPS
1. Trees and Shade
2. Aquatic Facilities
3. A Connected Trail System
4. Play Areas
5. Splash Pads
6. Habitat Restoration
7. Multi-purpose Lawn
8. Youth Activities
9. Community Events
10. Sport Courts
11. Gym/Recreation Center
12. Dog Parks
13. Performance Areas/Theaters
14. Outdoor Exercise Areas
15. Seating
16. Park Safety & Comfort
17. Senior Activities
18. Picnic & Barbecue Areas
19. Community Gardens
20. Sport Fields
21. Bike Facilities
22. Accessibility for All
23. Nature/Outdoor Education
24. Yoga and Meditation Areas
SURVEY & POP-UP
COMPARISON:
PROGRAMS
We did not ask about exactly the
same items in the survey and the
pop-ups, but there is overlap in the
feedback from both.
05 KEY FINDINGS &
GUIDING THEMES
GUIDING THEMES
A connected trail system is a key priority for community members—in both the pop ups and survey.
Aquatic facilities and water fitness/swimming
lessons and programs are high priority for
community members. Limited and outdated
facilities are causing a strain on aquatic
programming and community swimming.
New and expanded community events would be
welcomed in the community and could highlight Santa
Clara’s park spaces and unique character.
Funding for parks, programming, and maintenance is a
big issue. It is difficult to maintain parks and facilities to the desired standard, and provide adequate staffing, with the current funding.
TRAILS
FUNDING & MAINTENANCE AQUATICS
COMMUNITY EVENTS
GUIDING THEMES
Prioritizing inclusivity and accessibility for all
ages and abilities was stated as a key priority.
Comfort amenities in parks are important. More and
better-maintained restrooms, trees and shade, and
picnic areas and seating are desired by the community
and improve accessibility.
There is demand for new and additional sports facilities, like pickleball, volleyball, and bocce courts. Multiuse fields are also needed. Soccer, softball, baseball, and flag football requires practice and game space, especially as community sports programs continue to grow.
Green spaces, native plants, and resiliency are
important to the community. Parks and open spaces
can provide recreation opportunities and well as
conservation opportunities.
COMFORT AMENITIES
SPACES & ACTIVITIES FOR ALL OPEN SPACE & CONSERVATION AREAS
SPORTS FACILITIES
GUIDING THEMES
An indoor track, a community center, and indoor
basketball and volleyball courts all ranked relatively high on the survey. An indoor gymnasium facility could
address this demand.
The community ranked fitness & wellness programs as
the most important program/activity, as well as
reporting that there it is the program/activity with the highest level of unmet need in the survey. This is a clear priority for the community.
FITNESS & WELLNESS PROGRAMS INDOOR RECREATION FACILITIES 06 WORKSHOP
WORKSHOP
• June 26, 2025
• ~20 people in attendance
• Small groups discussion and open house formats
• No specific feedback received about aquatics or future parks Key Takeaways – Overall
• Restroom upgrades, pickleball courts, Senior Center improvements and extended hours, sports fields and courts, walking trails, and comfort amenities were the most frequently mentioned topics in all workshop responses
• There is openness to interagency collaboration, especially with schools, to expand community use and programming
RICHARDSON BAY LINEAL PARK
TIBURON, CA
SMALL GROUP ACTIVITY
Idea Exchange – Pairs
• Divide into pairs/trios and take turns answering the
four provided prompts
• As each person shares, the other group member(s)
will record their response on the provided cards.
Table Discussion – Small groups
• Discuss the answers written on the cards and work
together to identify common ideas and themes.
• Once you’re done, bring all the cards up to the open
house boards and place them on the corresponding
poster.
1 What park do you use the most?
What additional features or improvements
would you like to see in that park?
Place answer cards below.
OPEN HOUSE
In the open house gallery, boards highlighted key ideas for Santa Clara’s future and invited attendees to leave
feedback.
• Goals – Big-picture priorities to guide improvements
• Park Improvements – Common upgrades needed at
existing parks
• Future Parks – Planned parks, gaps in access, and ideas for new parks
• Outdoor Amenities – What outdoor features are most
needed
• Indoor Recreation – Upgrades and potential new
centers/gyms
• Aquatics – Vision for better aquatic facilities and a new center
FUTURE PARKS The Parks & Recreation Master Plan will help shape how and where we create new parks to serve all our neighborhoods and a growing population.
Santa Clara has a robust park system, with over 50 public parks covering 277 acres. An additional 70 acres of parkland are planned as part of future development. The map below illustrates how both existing and planned parks are distributed across the community.
Most residents are within a 10-minute walk of a park. However, a few residential areas remain underserved. The purple circles on the map highlight areas where the City may want to explore adding new parkland to ensure more equitable access across Santa Clara.
We want to hear from your vision for future parks in Santa Clara ! Future Parks - Planned & Potential to Fill Access Gaps What's your vision for future parks in Santa Clara? l MILPITA
CUPERTINO •
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Do you have any thoughts or ideas for
locations of future parks? ,_,,,_,-
Share them on a sticky note below,
Place a dot next to ideas that excite you or write/draw new ideas on a sticky note
I • , . .
· ·' • ~'r,;i:.('.
·~-:_-,~,~-~ -~
Place a sticky note with your ideas
here!
Place a sticky note with your ideas
here!
DISCUSSION QUESTIONS
Key Takeaways
• Central Park was, by far, reported as the most used
• Henry Schmidt Park, Steve Carli Park, and Live Oak
Park were also mentioned multiple times
• The Senior Center was the only indoor facility that
workshop participants reported using
What park do you use the most?
What additional feawres or improvements would you like to see in that park? \.. __________ _
What indoor recreation facilities do you use?
What indoor recreation facilities would you like to see added in Santa Clara?
DISCUSSION QUESTIONS
Key Takeaways
• Lawn bowling, trails, tennis courts, and pickleball courts were reported as the most frequented outdoor recreation facilities • Workshop participants reported that the following changes would attract them to engage in recreation programs more often:
• Longer hours
• Easier reservation system
• Better promotion of programs
• More walking trails
• Multigenerational programs (e.g. music in the park, all-family games, arts and crafts fair)
• Improved/increased senior programs (e.g. field trips) • More accessible and plentiful parking
• Specific amenities (pickleball and mahjong were noted) What outdoor recreaoon facilities do you use?
What outdoor recreaoon facilities would you like to see added in Santa Clara? ~ t would attract you and your household to participate in recreaoon programs more ofl9n?
\.. ~
PLAN GOALS
Place a dot next to the goals you think are most important.
Paths & Trails
Maintenance & Aging
Infrastructure
Aquatics
Recreation Facilities
Programs
Functional & Inclusive Parks
Green Spaces &
Conservation Areas
Community Events
0 2 4 6 8 10
@iii<S&
CREATION MASTERPIJ\N
PLAN GOALS
The following goals were developed based on community input and analysis of the City's parks and recreation system. Which goals are most important to you? Place a dot next to the three goals you think are most important.
Paths & Trails
Create walking paths and trails to support robust
connectivity to parks.
•
-
Maintenance & Aging Infrastructure
Provide resources and implementation strategies to
address maintenance needs and aging infrastructure.
0 Aquatics
Develop aquatics facilities to support community
demand for recreational and competitive programs.
e Recreation Facilities
Develop indoor recreation facilities that meet current
and future community recreation needs.
e Programs
Design and implement recreation programs that
contribute to the well-being and quahty of llfe w1thm
the community.
-
Functional & Inclusive Parks
Provide functional parkland and recreational amenities
that are inclusive, safe, and accessible for all ages/
abilities.
0 Green Spaces & Conservation Areas
Prioritize green spaces, including sustainable
practices and resources to protect the environment
and natural habitats.
-
Community Events
Offer and expand community events that highlight
Santa Clara's unique character and culture.
Are there any goals you would add, remove, or modify? Why? What actions would you like to see the City take to achieve these goals?
PARK IMPROVEMENTS
Key Takeaways
• More restrooms
• Repair pavement on walking trails
• Additional amenities needed, specifically
diamond fields and pickleball courts
• More plantings and gardens
• Additional lighting in parks
• Improve parking accessibility
~
iii<S& PARK IMPROVEMENTS
CREATION MA5rERPU\N The City of Santa Clara has identified a set of common park improvements across va rious locations. Which of the improvements listed below do you support? Place a dot next to the three proposed improvements you think are most important. a Add n_ew recreational
V.S, amenities
•
Have a specific place in mind?
Tell us more on a sticky note
Plant additional or more
diverse vegetation and
trees
Have a specific place in mind?
Tell us more on a sticky note
Anything else?
Install identity,
educational, and
wayfinding signage
Have a specific place in mind?
Tell us more on a sticky note.
Install complete walking
loops in parks
Have a specific place in mind?
Tell us more on a sticky note.
~ Connnect paths and trails
.. to parks and provide
trailhead amenities
Have a specific place in mind?
Tell us more on a sticky note.
Improve park
comfort (restrooms,
seating, shade, trash
receptacles, etc.)
Have a specific place in mind?
Tell us more on a sticky note.
PARK IMPROVEMENTS
Place a dot next to the three proposed improvements you think are most important.
Add new recreationa I amenities
Install identity,, educational!,
and wayfinding signage
Connect paths and tra iils to parks
and providde trail head amenities
Plant additiona I or mo,re diverse
vegetation and trees
Install complete walking
loops in parks
!Improve park comfort
0 2
I
I
4 6 8 10
OUTDOOR RECREATION
Key Takeaways
• Need more diamond fields
• Pickleball courts are desired
• Strong support for the ISC to reopen
• Passive recreation features, like game
tables and relaxation spaces, are desired
• Update and/or relocated the BMX track
OUTDOOR RECREATION Active and passive recreation amenities are centra l to good-functioning parks. Which amenities do you think Santa Clara needs more of?
PLANNING FOR THE FUTURE
The map and table below show the current park amenities by location and amenity count. As the population grows and changes, and planned upgrades and additions are completed, the amount of eachparkamenitynecdstoadcquatolyservethecommunitychanges.
The Santa Clara Parks and Recreation Master Plan will establish what park amenities are needed overthe next tenyears.Wewanttohear fromyouwhat isneeded!
SUNNYVALE
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Do you have any feedback about park amenities?
Place a dot next to the amenities you would like to
see more of:
Santa Clara
currently has ...
2 Diamond Field
15 Multiuse Field
11 Soccer Field
0 Cricket Field
19 Basketball Court
2 Pickleball Court
35 Tennis Court
9 Volleyball Court
3 Dog park
0 Splash Pads
33 Playgrounds
In 2035, Santa Clara
could have ...
•
OUTDOOR RECREATION
Place a dot next to the amenities you would like to see more of.
Diamond Field
Multiuse Field
Soccer Field
Cricket Field
Basketball Court
Pickleball Court
Tennis Court
Volleyball Court
Dog Park
Splash Pads
Playgrounds
Reservable Picnic Shelters
0 I I
I
I
2 4 6 8 10
INDOOR RECREATION
Key Takeaways
• Update systems (mechanical, electrical, etc.)
• A sports complex or indoor gymnasium is desired, and
could be rented out to generate revenue
• Desire for community rooms and space for parties,
meetings, etc.
• Indoor pickleball courts are desired
INDOOR RECREATION
~
~ - Santa Clara's existing indoor recreation facilities serve us wel l, but they can be improved and new faci lities may be added. Please share your ideas!
EXISTING FACILITY IMPROVEMENTS
0 Community Recreation Center 29,6J0SF
A Senior Center U' 45,000SF
A Youth & Teen Center V 1,soosF
·
i_t• _•
.:---..._ _ -
Proposed Improvements
• 10,000SFexpansionwithamutti-purposecommunlty
hall
• Renovateinteriorfinisl'les,fumiture,andlighting
- Enclosecourtyardtoprovidemoreprogramspace
- Create 'communrty living room' space in lobby
• Upgrademechanicalandelectricalsystems
Proposed Improvements
• Expandprogrammingtobemoreaccessibleecross
all generations,includingdedicatedtimefornonseniorgroupsafterSeniorCenterhours. • Convertspecial-useroomsintoflexible,multi-purpose
spaces toimproveoverall utilizalion
, Updatefinishes,fumiture,andlighting
• UpgradeHVACsystern
Proposed Im provements
• Updatefinishes,lighting,NV,furniture,andaddress
de'erred rnaintenance
• Reconfigureentranceandfrontdeskforbetter
visibility and access
• lnstallnewdividers inthecomputerroom,classroom,
and arts room
• Considerreorganizinglayoutfofimprovedefficiency
POTENTIAL NEW FACILITIES
A Potential North Santa Clara Library & Recreation Center V 47,000$F Proposed Featu res
• Library & Community Center
• Senior recreatioo & programming
, Gym/fitness
• Activerecreation
, Lobby/reception
Do you have any feedback about indoor recreation?
Santa Clara Indoor Recreation Facilities map
~ , \
/ SANJOSE
Note: Two possible locations Im a Mure ,ecreation cenlerlgymnas1um a,e shown. ® Potential Future Recreation Center/ Gymnasium 40,000 - 60,000SF Proposed Features
, 3gymnasiums
• Fitness/dance studio
• Fitness/cardio space
• Lobby/reception
• Staff offices
07 ONLINE SURVEY 2
DEMOGRAPHICS
What is your zip code? What age group are you in?
803
RESPONSES!
95050 261- 33.8% 18 or under 8-1%
95051 371 - 48.1% 18 - 24 8-1%
25 - 34 80-10.3%
95054 95-12.3%
35 - 49 269 -34 %
Other 45- 5.8%
229·2+ 50 - 64
0 100 200 300 400
65 or over 184-23 7%
0 100 150 200 250 300
PROPOSED GOALS
Which goals are most important to you? Arrange the goals to indicate their importance level, from highest to lowest.
Respondents ranked the goals in the following order:
1. Create walking paths and trails to support robust connectivity to parks.
2. Provide resources and implement strategies to address maintenance needs and aging infrastructure.
3. Provide functional parkland and recreational amenities that are inclusive, safe, and accessible for all ages/abilities.
4. Prioritize green spaces, including sustainable practices and resources to protect the environment and natural habitats.
5. Design and implement recreation programs that contribute to the well-being and quality of life within the community.
6. Develop aquatics facilities to support community demand for recreational and competitive programs.
7. Develop indoor recreation facilities that meet current and future community recreation needs.
8. Offer and expand community events that highlight Santa Clara’s unique character and culture.
PROPOSED IMPROVEMENTS
Consider the proposed improvements and arrange them by importance, from highest to lowest.
Respondents ranked the improvements in the following order:
1. Repurpose underused areas for recreational amenities.
2. Enhance and modernize restrooms.
3. Provide additional seating, trash receptacles, and shade.
4. Install complete walking loops in parks.
5. Connect paths and trails to parks.
6. Plant additional or more diverse vegetation, trees, and plants.
7. Upgrade vehicular and bicycle parking.
8. Provide screening from major streets or noise-producing uses.
9. Install informational, educational, and wayfinding signage.
PRIORITY PARK IMPROVEMENTS
What outdoor recreation amenities would you like to see added in Santa Clara? • Sports Facilities(~428)
• Requests include basketball courts, tennis and pickleball courts, and open grass fields. • Playgrounds and Kid-Friendly Spaces (~397)
• Multiple mentions of modernized, inclusive, or nature-based playgrounds. • Trails and Walking Paths (~191)
• Many participants asked for walking paths, loop trails, trail connections, or places to walk safely.
• Water Features(~165)
• A consistent theme includes splash pads, water play areas, or interactive fountains, especially for children.
• Picnic & Gathering Areas (~161)
• Residents want picnic tables, shaded seating, and BBQ areas. • Nature and Quiet Spaces(~134)
• A few comments focus on nature preserves, quiet gardens, or butterfly/pollinator zones. • Dog Parks (~86)
• Several residents want more dog parks or expanded off-leash areas.
PRIORITY PARK IMPROVEMENTS
What indoor recreation facilities would you like to see added in Santa Clara? • Indoor Sports Facilities (~80)
• Indoor courts for activities such as:
• Sports leagues
• After-school programs
• Summer camps
• Enrichment classes
• Aquatics Facilities (~60)
• Indoor swimming pools for:
• Lap swimming
• Water aerobics
• Family swim
• Swim lessons
• Fitness and Wellness Spaces(~45)
• Spaces for fitness, group exercise, and mental wellness:
• Gyms or fitness studios
• Yoga/meditation rooms
• Weight training and cardio rooms
• Youth and Teen Spaces(~30)
• Dedicated indoor spaces for children and teens:
• Recreation centers
• Teen lounges
• Game rooms (ping pong, foosball, etc.)
• Multipurpose and Community Rooms(~25)
• Flexible indoor spaces for:
• Classes and events
• Meetings and rentals
• Cultural programs
• Inclusive and Accessible Amenities (~15)
• ADA-accessible
• Senior-friendly
• Culturally inclusive
PRIORITY PARK IMPROVEMENTS
What recreation programs would you and/or your household like to see improved or added? • Aquatics Programs(~55)
• Very high demand for expanded swimming
opportunities:
• More swim lessons (for kids, adults, and all skill
levels)
• Lap swimming
• Open swim time
• Family-oriented swim activities
• Youth Enrichment & Sports Programs(~40)
• Desire for a broader range of activities for kids and teens:
• Team sports (soccer, basketball, etc.)
• STEM, arts, music, and dance
• After-school or weekend enrichment programs
• Adult and Senior Recreation (~35)
• Residents want more adult-specific offerings,
especially for seniors:
• Social gatherings, clubs, and games
• Health and wellness education
• Low-impact physical activity
• Fitness & Wellness Programs (~30)
• Requests for programs that promote active lifestyles:
• Group fitness (Zumba, aerobics, yoga)
• Adult fitness or personal training
• Outdoor fitness opportunities
• Expanded Program Access (~20)
• Feedback suggests that current offerings are:
• Too limited in capacity
• Not at convenient times
• Difficult to register for
• Inclusive and Multigenerational Programming (~15)
• Several respondents mentioned the need for:
• All-ages events and activities
• Family-based recreation
• Multilingual or culturally relevant programming
MOST POPULAR PARKS, FACILITIES & AMENITIES
ONLINE SURVEY 2 vs. WORKSHOP RESPONSES
Online Survey 2
• Central Park, Henry Schmidt Park, and Mary
Gomez Park & Pool are the most used parks
• The Community Recreation Center is the most
used indoor facility, followed by the Senior
Center and then the Youth and Teen Center
• Trails & walking paths, playgrounds, and
Swimming pools are the most used recreation
amenities
Workshop
• Central Park, Henry Schmidt Park, Steve Carli
Park, and Live Oak Park are the most used parks
• The Senior Center is the only facility reported
• Lawn bowling, trails, tennis courts, and
pickleball courts are the most used recreation
amenities
**Multi-use trails, swimming pools, and open space & conservations areas were the top three priority amenities/facilities reported in the statistically-valid survey. 18 | SANTA CLARA PARKS & RECREATION MASTER PLAN
Appendix H:
StatisticallyValid Survey
Findings
H
City of Santa Clara, California
2024 Parks and Recreation
Needs Assessment Survey
Findings Report
Submitted to the City of Santa Clara, California by:
ETC Institute
725 W. Frontier Lane,
Olathe, KS 66061
January 2025
Contents
Section 1: Executive Summary ............................................. 1 Section 2: Charts and Graphs ............................................... 9 Section 3: Benchmarks....................................................... 48 Section 4: Priority Investment Ratings (PIR)....................... 57 Section 5: I-S Analysis......................................................... 65 Section 6: Tabular Data ...................................................... 69 Section 7: Survey Instrument ........................................... 118 1 Executive Summary
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 1 Santa Clara, California
Parks and Recreation Needs Assessment Survey
Executive Summary
Overview
ETC Institute administered a parks and recreation needs assessment survey for the City of Santa Clara, California during the winter of 2024-2025. The purpose of the survey was to help determine parks and recreation priorities for the community.
Methodology
ETC Institute mailed a survey packet to a random sample of households throughout the City of Santa Clara. Each survey packet contained a cover letter, a copy of the survey, and a postage‐ paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online.
After the surveys were mailed, ETC Institute followed up with residents to encourage participation. To prevent people who were not residents of Santa Clara from participating, everyone who completed the survey online was required to enter their home address prior to submitting their survey. ETC Institute then matched the addresses entered online with the addresses originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not included in the final database for this report.
A total of 342 households completed the survey. The overall results for the sample of 342 residents have a precision of at least +/‐5.3% at the 95% level of confidence.
This report contains the following:
• Executive Summary with major findings (Section 1)
• Charts showing the overall results of the survey (Section 2) • Benchmarks (Section 3)
• Priority Investment Ratings (PIR) (Section 4)
• Importance-Satisfaction Analysis (Section 5)
• Tabular data showing the overall results for all questions on the survey (Section 6) • A copy of the cover letter and survey instrument (Section 7) The major findings of the survey are summarized in the following pages.
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 2 Facilities/Programs Use
Facilities Use: Ninety-two percent (92%) of respondents indicated that they have visited a facility in the past year. 15% visit the parks/facilities more than 5 times a week, 33% visit the parks/facilities 2-4 times a week, 17% visit once a week, 19% visit 1-3 times a month, and 16% visit less than once a month. 9% rated the physical condition excellent, 55% rated the physical condition good, 28% rated fair, and 7% rated poor. The common reasons that respondents were using the facilities were: walk for exercise (78%), play on a playground (31%), and participate in a program/attend an event league (29%).
Programs Use: Thirty-nine percent (39%) of respondents indicated that they have participated in a program/activity in the past year. 18% rated the programs/activities excellent, 56% rated the programs/activities good, 24% rated fair, and 2% rated poor. The barriers that have prevented them from participating in programs/activities more often are: program times are not convenient (31%), old & outdated facilities (25%), and I don’t know what is offered (25%).
Outside Organizations
Respondents selected the organizations they use for programs/activities in the past year. The commonly used organizations were: City of Santa Clara (67%), neighboring cities (41%), and Santa Clara County (34%). The reasons why respondents may have used other organizations for recreation programs/activities were: program times are more convenient (29%), offers programs that I am interested in (29%), and newer facilities (21%).
Communication
The most used resources that respondents used most to keep up with the parks and recreation services are: city activity guide (69%), city website (51%), and banners at parks or city facilities (42%). Based on the sum of top three choices, the commonly used resources were: city activity guide (49%), city website (37%), and email/eBlasts from city (35%).
Benefits, Importance, and Improvements to Parks and Recreation Agreement: Respondents rated their level of agreement with the statements about some potential benefits of the City’s parks and recreation services. The most agreed statements were:
makes Santa Clara a more desirable place to live (80%), preserves open space & protects the environment (79%), and improves my (my household’s) physical health & fitness (78%). Based on the sum of top 4 choices, the statements/benefits most important to households are:
improves my (my household’s) mental health & reduces stress (48%), improves my (my household’s) physical health & fitness (45%), and makes Santa Clara a more desirable place to live (42%).
Funding for Improvements/Additions: Based on the sum of top 4 choices, the actions (listed in the survey) that respondents are most willing to fund are: general repair & increase maintenance of parks & facilities (42%), develop new trail & bike lane connections (30%), and improve existing aquatic facilities (28%).
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 3 Additional Finding
Satisfaction: 14% were very satisfied with the overall value received from parks and recreation services, 37% were satisfied with the overall value received from parks and recreation services, 31% were neutral, 13% were dissatisfied, and 5% were very dissatisfied.
Single/Multi-Day Event Concepts: Based on the sum of top three choices, the single/multi-day event concepts that respondents are most interested in participating are: food events (64%), entertainment (45%), and holiday celebrations (33%).
Recreation Facilities/Amenities Needs and Priorities
Facility Needs: Respondents were asked to identify if their household had a need for 23 recreation facilities and amenities and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities.
The three facilities with the highest percentage of households that have an unmet need:
1. Multi-use trails
2. Open space & conservation areas
3. Picnic areas & shelters
Facility Importance: In addition to assessing the needs for each facility, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four facilities that ranked most important to residents:
1. Multi-use trails
2. Swimming pool
3. Open space & conservation areas
4. Picnic areas & shelters
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 4 Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on facilities and (2) how many residents have unmet needs for the facilities. [Details regarding the methodology for this analysis are provided in Section 4 of this report.]
Based the Priority Investment Rating (PIR), the following facilities were rated as high priorities for investment:
• Multi-use trails (PIR=184)
• Swimming pool (PIR=156)
• Open space & conservation areas (PIR=113)
The chart on the next page shows the Priority Investment Rating for each of the 23 facilities assessed in the survey.
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 5 Top Priorities for Investment for Facilities/ Amenities Based on Priority Investment Rating
Multi-use trails
Swimming pool
Open space & conservation areas
Picnic areas & shelters
Indoor walking/jogging track
Community center
Outdoor multi-use courts
Outdoor exercise/ fitness equipment
Indoor basketball/volleyball courts
Pickleball courts
Outdoor amphitheater/ outdoor performing arts venue
Community gardens
Off-leash dog park
Rectangular sports fields
Golf course
Universally accessible play areas
Tennis courts
Diamond sports fields
Environmental education ce nter
Splash pads
Specialty bike parks
Skate parks
Lawn bow ling
32 28
- 25
0 49
47 45
43 50
60 58
58 85
79 75
74 73
71 97
97 94
184
156 Hi h Priorit
113 110+
104
Medium Priorit
70-109
~
or less
100 150 200
Recreation Programs/Activities Needs and Priorities
Programs Needs: Respondents were asked to identify if their household had a need for 23 recreation programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities.
The three programs with the highest percentage of households that have an unmet need:
1. Fitness & wellness programs
2. Community special events
3. Outdoor recreation
Program Importance: In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four facilities that ranked most important to residents:
1. Fitness & wellness programs
2. Outdoor recreation
3. Water fitness programs/lap swimming
4. Community special events
Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on facilities and (2) how many residents have unmet needs for the programs. [Details regarding the methodology for this analysis are provided in Section 4 of this report.]
Based the Priority Investment Rating (PIR), the following programs were rated as high priorities for investment:
• Fitness & wellness programs (PIR=200)
• Outdoor recreation (PIR=179)
• Water fitness programs/lap swimming (PIR=158)
• Community special events (PIR=157)
• Swim lessons (PIR=116)
The chart below shows the Priority Investment Rating for each of the 23 programs assessed in the survey.
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 6 City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 7 Top Priorities for Investment for Programs/ Activities Based on Priority Investment Rating
Fitness & w ellness programs
Outdoor recreation
Water fitness programs/ lap swimming
Community special events
Swim lessons
Cultural enrichment programs
Performing arts programs
Visual arts/ crafts/ performing arts programs
Pickleball lessons & leagues
After school programs for youth of all ages
Outdoor environmental/ nature camps & programs
Recreation/ competitive swim team
STEAM/ tech classes
Sports leagues
Out of school day camps
Tennis lessons & leagues
Preschool programs/ early childhood education
Programs for at risk youth/ crime prevention
Gymnastics/ tumbling programs
Programs for people with special needs
Out of school sports camps
Lawn bowling activities/ leagues
eGaming/ eSports
0 so 100 150 200
Investment Priorities
Recommended Priorities. In order to help the City identify investment priorities, ETC Institute conducted an Importance‐Satisfaction (I‐S) analysis. This analysis examined the importance residents placed on each maintenance item and the level of satisfaction with each maintenance item. By identifying the items of high importance and low satisfaction, the analysis identified which item will have the most impact on overall satisfaction with the maintenance items in the future. If the City wants to improve its overall satisfaction rating, the City should prioritize investments in the items with the highest Importance Satisfaction (I‐S) ratings. Details regarding the methodology for the analysis are provided in Section 5 of this report.
Overall Priorities for the Maintenance by Major Category. This analysis reviewed the importance of and satisfaction with the maintenance. Based on the results of this analysis, the items that are recommended as the top priorities in order to raise the parks overall satisfaction rating are listed below:
• Restroom maintenance (I-S=0.1858)
• Path/trail (paved) maintenance (I-S=0.1495)
• Graffiti removal/vandalism repair (I-S=0.1439)
• Trash/litter/waste pickup (I-S=0.1274)
The table below shows the Importance‐Satisfaction rating for the eighteen major categories of the maintenance that were rated.
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 8 2024 Importance-Satisfaction Rating
Santa Clara, California
Maintenance
Most
Category of Service Important %
High Priority (IS .10-.20)
Restroom maintenance 29%
Path/trail (paved) maintenance 34%
Graffiti removal/vandalism repair 27%
Trash/litter/waste pickup 27%
Medium Priority {IS <.10}
Community/recreation/senior center maintenance 17%
Playground safety & maintenance 21%
Pool/splash pad/spray ground maintenance 12%
Athletic field maintenance 13%
Waterways/rivers/streams 13%
Natural area/conservation area management 14%
Trail (non-paved) maintenance 13%
Athletic outdoor court maintenance 12%
Urban forest/tree maintenance 13%
Pavilion/picnic area maintenance 13%
Landscape care (flower beds) 12%
Dog park (off leash) maintenance & care 8%
Mowing 11%
Specialized facility maintenance 2%
Most
Important
Rank
2 1
4 3
6 5
15 10
11 7
9 13
12 8
14 17
16 18
ImportanceSatisfaction Satisfaction Satisfaction I-S Rating % Rank Rating Rank
36% 17 0.1858 1
56% 5 0.1495 2
46% 11 0.1439 3
52% 7 0.1274 4
48% 10 0.0868 5
60% 2 0.0850 6
32% 18 0.0805 7
45% 13 0.0724 8
44% 14 0.0719 9
51% 8 0.0695 10
51% 9 0.0663 11
45% 12 0.0655 12
54% 6 0.0S83 13
57% 4 0.0580 14
57% 3 0.0S13 15
40% 15 0.0501 16
60% 1 0.0442 17
38% 16 0.0131 18
2 Charts and Graphs
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 9 Q1. Including yourself, how many people in your household are...
Under age 5
Ages 5-9 6%
5%
Ages 10-14
5%
Ages 15-19
6%
Ages 20-24
5%
Ages 25-34
14%
Ages 35-44
16%
Ages 45-54
14%
Ages 55-64
14%
Ages 65-74
10%
Ages 75-84
5%
Ages 85+
1%
by percentage of persons in household
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 10
Q2. Have you/your household visited any parks or recreation facilities offered by the City of Santa Clara during the past year?
Yes
92%
No
8%
by percentage of respondents
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 11
Q2a. How often do you visit Santa Clara parks and/or recreation facilities? 15%
2-4 times a week
33%
Once a week
17%
1-3 times a month
19%
Less than once a month
16%
by percentage of respondents who responded “YES” to Q2 (excluding "don’t know”) More than 5 times
a week
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 12
Q2b. Overall, how would you rate the physical condition of all the parks and recreation facilities you have visited?
Excellent
9%
Good
55%
Fair
28%
Poor
7%
by percentage of respondents who responded “YES” to Q2 (excluding "not provided”) City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 13
Q2c. Please check all the following reasons that you/your household currently use the parks and recreation facilities.
by percentage of respondents who responded “YES” to Q2 (multiple selections could be made) 78%
31%
29%29%
29%
28%
26%
24%
23%
18%
13%
13%
11%
Walk for exercise
Play on a playground
Participate in a program/attend an event/league
Picnicking/family-friend gathering
Walk dog(s)
Hang out
Play non-league/program sports
Ride a bike
Run/jog
Go swimming/use a splash pad
Watch birds/wildlife
People watch
Read a book
0% 40% 80%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 14
Q3. Has your household participated in any recreation programs/activities during the past year?
Yes
39%
No
61%
by percentage of respondents
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 15
Q3a. How would you rate the overall quality of the City of the recreation programs and/or activities in which your household has participated? Excellent
18%
Good
56%
Fair
24%
Poor
2%
by percentage of respondents who responded “YES” to Q3 (excluding "not provided”) City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 16
Q4. From the following list, please check all the organizations that you/your household have used for recreation programs/activities during the past year. by percentage of respondents (multiple selections could be made) 67%
41%
34%
24%
20%
19%
13%
8%
7%
City of Santa Clara
Neighboring cities
Santa Clara County
Public/private schools
Places of worship
Private clubs
Private & non-profit youth sports
Private summer camps
Homeowners association
0% 20% 40% 60% 80%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 17
Q4a. If you/your household have used other organizations for recreation programs/activities, please check all the following reasons as to why you do so. by percentage of respondents (multiple selections could be made) 29%29%
21%
7%7%7%
Program times are more convenient
Offers programs that I am interested in
Newer facilities
Quality of instructors
Value of program matches the fee paid
Closer to my home
0% 20% 40%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 18
Q5. Please check all the following reasons that prevent you/your household from participating in the City of Santa Clara recreation programs/activities more often. by percentage of respondents (multiple selections could be made) 31%
25%25%
22%
18%
18%
14%
11%
9%
6%
6%
5%
4%
2%
2%2%2%
Program times are not convenient
Old & outdated facilities
I don't know what is offered
Too busy/not interested
Program not offered
Fees are too high
Classes are full
Use programs offered by other agencies
Lack of quality programs
Registration is difficult
Too far from my home
Poor customer service by staff
Lack of quality instructors
Lack of right program equipment
Lack of transportation
Lack of trust in government
Language/cultural barriers
0% 20% 40%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 19
Q6. Households that have a need for various facilities/amenities. by percentage of respondents who indicated need
77%
72%
68%
62%
55%
52%
51%
49%
48%
45%
44%
39%
37%
36%
35%
35%
31%
29%
27%
24%
22%
20%
20%
Multi-use trails
Open space & conservation areas
Picnic areas & shelters
Swimming pool
Outdoor multi-use courts
Community center
Outdoor exercise/fitness equipment
Outdoor amphitheater/outdoor performing arts venue
Community gardens
Universally accessible play areas
Indoor walking/jogging track
Rectangular sports fields
Indoor basketball/volleyball courts
Tennis courts
Off-leash dog park
Pickleball courts
Diamond sports fields
Environmental education center
Golf course
Splash pads
Skate parks
Lawn bowling
Specialty bike parks
0% 25% 50% 75% 100%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 20
Q6b. Estimated number of households who have a need for facilities/amenities. by number of households based on an estimated 48,601 households in the City of Santa Clara 37,617
34,993
33,000
30,084
26,585
25,273
24,738
23,717
23,134
21,627
21,433
18,906
17,837
17,448
17,205
16,865
14,921
14,191
13,074
11,518
10,595
9,817
9,672
Multi-use trails
Open space & conservation areas
Picnic areas & shelters
Swimming pool
Outdoor multi-use courts
Community center
Outdoor exercise/fitness equipment
Outdoor amphitheater/outdoor performing arts venue
Community gardens
Universally accessible play areas
Indoor walking/jogging track
Rectangular sports fields
Indoor basketball/volleyball courts
Tennis courts
Off-leash dog park
Pickleball courts
Diamond sports fields
Environmental education center
Golf course
Splash pads
Skate parks
Lawn bowling
Specialty bike parks
0 20,000 40,000 60,000
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 21
Q6c. How well needs are being met for various facilties/amenities. by percentage of respondents (excluding "no need")
19%
24%
21%
22%
23%
20%
18%
16%
23%
16%
22%
12%
13%13%
14%
11%
10%
12%
10%
7%7%
7%
8%
41%
34%
33%
32%
30%
28%
29%
29%
22%
28%
22%
28%
27%
26%
23%
25%
22%
17%
16%
17%
16%
15%
13%
28%
31%
35%
25%
28%
33%
35%
33%
31%
28%
28%
34%
28%
32%
33%
27%
36%
20%
23%
27%
30%
36%
28%
13%
12%
11%
22%
19%
19%
18%
22%
25%
28%
29%
26%
32%
29%
29%
37%
31%
51%
52%
49%
47%
42%
51%
Open space & conservation areas
Picnic areas & shelters
Universally accessible play areas
Community gardens
Community center
Multi-use trails
Tennis courts
Diamond sports fields
Off-leash dog park
Skate parks
Lawn bowling
Rectangular sports fields
Specialty bike parks
Outdoor amphitheater/outdoor performing arts venue
Outdoor multi-use courts
Environmental education center
Outdoor exercise/fitness equipment
Golf course
Indoor walking/jogging track
Indoor basketball/volleyball courts
Swimming pool
Splash pads
Pickleball courts
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024)
-
-
-
-
22 Q6d. Estimated number of households in Santa Clara whose facility/amenity needs are only “partly met" or “not met”.
by number of households with need based on an estimated 48,601 households in the City of Santa Clara 23,135
19,448
16,642
16,624
15,903
14,468
14,067
13,926
13,592
13,323
11,929
11,362
10,781
9,970
9,532
9,243
9,230
9,083
8,962
8,237
5,934
5,832
5,547
Swimming pool
Multi-use trails
Outdoor multi-use courts
Outdoor exercise/fitness equipment
Indoor walking/jogging track
Outdoor amphitheater/outdoor performing arts venue
Open space & conservation areas
Picnic areas & shelters
Indoor basketball/volleyball courts
Pickleball courts
Community center
Rectangular sports fields
Community gardens
Universally accessible play areas
Off-leash dog park
Golf course
Tennis courts
Environmental education center
Splash pads
Diamond sports fields
Skate parks
Specialty bike parks
Lawn bowling
0 10,000 20,000 30,000
Not Met Partly Met
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 23
-
-
Q7. Which four facilities/amenities are most important to your household? by percentage of respondents who selected the items as one of their top four choices 51%
32%
30%
27%
25%
20%
16%
15%
13%13%
12%
11%
10%
9%
9%
7%
6%
5%
4%4%
3%
2%
1%
Multi-use trails
Swimming pool
Open space & conservation areas
Picnic areas & shelters
Community center
Community gardens
Off-leash dog park
Indoor walking/jogging track
Indoor basketball/volleyball courts
Outdoor multi-use courts
Universally accessible play areas
Golf course
Outdoor exercise/fitness equipment
Outdoor amphitheater/outdoor performing arts venue
Pickleball courts
Rectangular sports fields
Diamond sports fields
Tennis courts
Specialty bike parks
Environmental education center
Splash pads
Skate parks
Lawn bowling
0% 20% 40% 60%
Top choice 2nd choice 3rd choice 4th choice
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 24
-
-
-
Q8. Households that have a need for various programs/activities. by percentage of respondents who indicated need
60%
56%
51%
46%
45%
39%
38%
37%
34%
33%
31%
30%
29%
25%
25%
21%
21%21%
21%
20%
20%
17%
13%
Fitness & wellness programs
Community special events
Outdoor recreation
Cultural enrichment programs
Water fitness programs/lap swimming
Visual arts/crafts/performing arts programs
Swim lessons
Performing arts programs
Outdoor environmental/nature camps & programs
STEAM/tech classes
Sports leagues
Pickleball lessons & leagues
Recreation/competitive swim team
Tennis lessons & leagues
After school programs for youth of all ages
Gymnastics/tumbling programs
Out of school day camps
Out of school sports camps
Programs for at risk youth/crime prevention
Programs for people with special needs
Preschool programs/early childhood education
Lawn bowling activities/leagues
eGaming/eSports
0% 20% 40% 60% 80%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 25
Q8b. Estimated number of households who have a need for programs/activities. by number of households based on an estimated 48,601 households in the City of Santa Clara 29,015
27,362
24,592
22,113
22,016
18,760
18,614
18,177
16,330
16,038
15,212
14,532
13,997
12,296
11,907
10,401
10,20610,206
10,109
9,817
9,477
8,068
6,367
Fitness & wellness programs
Community special events
Outdoor recreation
Cultural enrichment programs
Water fitness programs/lap swimming
Visual arts/crafts/performing arts programs
Swim lessons
Performing arts programs
Outdoor environmental/nature camps & programs
STEAM/tech classes
Sports leagues
Pickleball lessons & leagues
Recreation/competitive swim team
Tennis lessons & leagues
After school programs for youth of all ages
Gymnastics/tumbling programs
Out of school day camps
Out of school sports camps
Programs for at risk youth/crime prevention
Programs for people with special needs
Preschool programs/early childhood education
Lawn bowling activities/leagues
eGaming/eSports
0 20,000 40,000
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 26
Q8c. How well needs are being met for various programs/activities. by percentage of respondents (excluding "no need”)
17%
14%
13%
14%
12%
12%
9%
11%
9%
8%
11%
11%
12%
10%
11%11%
9%
10%
7%
6%
7%
9%
6%
32%
26%
22%
22%
23%
23%
25%
21%
22%
23%
20%19%
18%
19%
18%
15%
17%
15%
17%
16%
11%
9%
12%
32%
39%
30%
26%
28%
28%
38%
37%
41%
35%
39%
31%
32%
37%
22%
36%
27%
34%
30%
34%
21%
34%
30%
20%
21%
34%
38%
36%
38%
28%
31%
28%
34%
30%
39%
39%
34%
49%
38%
47%
41%
45%45%
61%
48%
52%
Community special events
Cultural enrichment programs
Preschool programs/early childhood education
Gymnastics/tumbling programs
Sports leagues
Tennis lessons & leagues
Fitness & wellness programs
Visual arts/crafts/performing arts programs
Performing arts programs
STEAM/tech classes
After school programs for youth of all ages
Out of school sports camps
Lawn bowling activities/leagues
Outdoor environmental/nature camps & programs
eGaming/eSports
Out of school day camps
Outdoor recreation
Swim lessons
Programs for people with special needs
Programs for at risk youth/crime prevention
Recreation/competitive swim team
Water fitness programs/lap swimming
Pickleball lessons & leagues
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 27
-
-
-
-
Q8d. Estimated number of households in Santa Clara whose program/activity needs are only “partly met" or “not met”.
by number of households with need based on an estimated 48,601 households in the City of Santa Clara 19,179
18,198
18,032
14,037
13,942
13,334
12,794
12,488
11,974
11,496
11,449
11,067
9,796
8,228
8,054
7,976
7,511
7,392
7,093
6,698
6,085
5,663
4,526
Fitness & wellness programs
Outdoor recreation
Water fitness programs/lap swimming
Community special events
Swim lessons
Cultural enrichment programs
Visual arts/crafts/performing arts programs
Performing arts programs
Pickleball lessons & leagues
Outdoor environmental/nature camps & programs
Recreation/competitive swim team
STEAM/tech classes
Sports leagues
After school programs for youth of all ages
Tennis lessons & leagues
Programs for at risk youth/crime prevention
Out of school day camps
Programs for people with special needs
Out of school sports camps
Gymnastics/tumbling programs
Preschool programs/early childhood education
Lawn bowling activities/leagues
eGaming/eSports
0 10,000 20,000
Not Met Partly Met
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 28
-
-
Q9. Which four programs/activities are most important to your household? by percentage of respondents who selected the items as one of their top four choices 1%
32%
30%
26%
22%
16%
15%
14%
12%
10%
10%
9%
8%8%
8%
8%
7%
6%
6%
6%
5%5%
1%
Fitness & wellness programs
Outdoor recreation
Community special events
Water fitness programs/lap swimming
Swim lessons
After school programs for youth of all ages
Cultural enrichment programs
Performing arts programs
Outdoor environmental/nature camps & programs
Pickleball lessons & leagues
Preschool programs/early childhood education
Recreation/competitive swim team
Visual arts/crafts/performing arts programs
STEAM/tech classes
Sports leagues
Out of school day camps
Gymnastics/tumbling programs
Tennis lessons & leagues
Out of school sports camps
Programs for at risk youth/crime prevention
Programs for people with special needs
eGaming/eSports
Lawn bowling activities/leagues
0% 20% 40%
Top choice 2nd choice 3rd choice 4th choice
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 29
-
-
-
-
Q10. From the list below, which three of the single or multi-day event concepts would you/your household be most interested in participating? by percentage of respondents who selected the items as one of their top three choices 64%
45%
33%
31%
19%
15%
13%
11%
10%
9%
6%
Food events
Entertainment
Holiday celebrations
Cultural celebrations
Competitions
Health & wellness events
Sports tournaments
Educational workshops for seniors & youth
Environmental event
Employment/job fairs
Summer Camp Information Fair
0% 20% 40% 60% 80%
Top choice 2nd choice 3rd choice
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 30
-
-
-
Q11. If you or someone in your household is over 50 years old, please indicate how well your/their needs are being met for each of the programs/activities listed below that promote active aging.
by percentage of respondents (excluding "no need”)
13%13%
16%
6%
13%
15%
8%
6%
3%
6%
7%
9%
8%
9%
7%
10%
8%
24%
21%
18%
24%
16%
14%
20%
20%
23%
19%
18%
16%
17%
15%
17%
11%
13%
30%
40%
39%
35%
35%
35%
43%
25%
23%
42%
43%
27%
39%
32%
38%
35%
38%
34%
27%
28%
34%
36%
37%
29%
49%
52%
33%
32%
48%
37%
44%
38%
44%
43%
Special events at the senior center
Lunch/meal programs
Weekly programs
Arts & crafts programs & activities
Special interest classes
Transportation programs/services
Financial services program
Legal assistance programs
Alzheimer/Parkinson's programs
Healthy living programs & screenings
Music classes & programs
Support groups
Volunteer opportunities programs
Dance lessons & programs
Computer classes & programs
Day trips, tours, & excursions to popular tourist
Housing programs
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 31
-
-
-
-
Q12. Which four programs/services are most important to your household? by percentage of respondents who selected the items as one of their top four choices 5%
15%
14%
13%
12%
10%
8%
7%
7%
7%
6%
6%
6%
5%
4%4%
2%
Day trips, tours, & excursions to popular tourist
Arts & crafts programs & activities
Special interest classes
Healthy living programs & screenings
Special events at the senior center
Volunteer opportunities programs
Computer classes & programs
Weekly programs
Transportation programs/services
Financial services program
Lunch/meal programs
Dance lessons & programs
Housing programs
Music classes & programs
Legal assistance programs
Alzheimer/Parkinson's programs
Support groups
0% 5% 10% 15% 20%
Top choice 2nd choice 3rd choice 4th choice
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 32
-
-
-
-
Q13. Please rate your level of agreement with the following statements about some potential benefits of the City of Santa Clara's parks and recreation services. by percentage of respondents (excluding "don’t know”)
41%
37%
38%
36%
33%
29%
30%
29%
28%
26%
26%
21%
39%
43%
40%
41%
39%
42%
40%
40%
38%
40%
37%
32%
16%
15%
17%
19%
21%
20%
21%
25%
25%
29%
27%
36%
4%
5%
3%
3%
6%
7%
7%
6%
8%
6%
8%
10%
0%
1%
2%
1%
1%
3%
2%
0%
1%
2%
1%
Makes Santa Clara a more desirable place to live
Preserves open space & protects the environment
Is age-friendly & accessible to all age groups
Increases my (my household's) property value
Provides volunteer opportunities for the community
Helps to attract new residents
Provides jobs/professional development for youth
0% 20% 40% 60% 80% 100%
Strongly Agree Agree Neutral Disagree Strongly Disagree Improves my (my household's) physical health &
fitness
Improves my (my household's) mental health &
reduces stress
Provides positive social interactions for me (my
household/family)
Helps to reduce crime in my neighborhood & keep
kids out of trouble
Positively impacts economic/business
development/tourism
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 33
-
-
-
-
-
Q14. Which four of the benefits are most important to you/your household? by percentage of respondents who selected the items as one of their top four choices 48%
45%
42%
36%
25%
22%
22%
21%
9%
9%
8%
8%
Makes Santa Clara a more desirable place to live
Preserves open space & protects the environment
Provides volunteer opportunities for the community
Helps to attract new residents
Provides jobs/professional development for youth
0% 20% 40% 60%
Top choice 2nd choice 3rd choice 4th choice
Improves my (my household's) mental health &
reduces stress
Improves my (my household's) physical health &
fitness
Helps to reduce crime in my neighborhood & keep
kids out of trouble
Increases my (my household's) property value
Is age-friendly & accessible to all age groups
Provides positive social interactions for me (my
household/family)
Positively impacts economic/business
development/tourism
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 34
-
-
-
-
Q15. Please rate your level of satisfaction with the overall value that your household receives from Santa Clara parks, trails, recreation facilities, pools, programs, or services.
Very satisfied
14%
Satisfied
37%
Neutral
31% Dissatisfied
13%
Very dissatisfied
5%
by percentage of respondents (excluding "don’t know”)
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 35
Q16. Please rate your satisfaction with each of the following maintenance activities provided in the Santa Clara parks and recreation system. by percentage of respondents (excluding "don’t know”)
21%
21%
17%
17%
15%
17%
16%
16%
13%
14%
10%
12%
14%
13%
12%
11%
7%
9%
39%
39%
40%
40%
41%
38%
36%
35%
37%
34%
36%
34%
31%
31%
28%
26%
29%
23%
25%
23%
26%
27%
25%
33%
27%
36%
29%
35%
33%
36%
33%
29%
35%
39%
33%
28%
9%
13%
13%
10%
12%
10%
14%
11%
17%
14%
16%
12%
13%
22%
16%
15%
22%
17%
6%
5%
5%
6%
6%
4%
6%
2%
4%
3%
5%
7%
9%
4%
9%
9%
9%
23%
Mowing
Playground safety & maintenance
Landscape care (flower beds)
Pavilion/picnic area maintenance
Path/trail (paved) maintenance
Urban forest/tree maintenance
Trash/litter/waste pickup
Natural area/conservation area management
Trail (non-paved) maintenance
Community/recreation/senior center maintenance
Graffiti removal/vandalism repair
Athletic outdoor court maintenance
Athletic field maintenance
Waterways/rivers/streams
Dog park (off leash) maintenance & care
Specialized facility maintenance
Restroom maintenance
Pool/splash pad/spray ground maintenance
0% 20% 40% 60% 80% 100%
Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 36
-
-
-
-
-
Q17. Which of the four maintenance activities are most important to you/your household?
by percentage of respondents who selected the items as one of their top four choices 2%
34%
29%
27%
27%
21%
17%
14%
13%13%
13%
13%
13%
12%
12%
12%
11%
8%
Path/trail (paved) maintenance
Restroom maintenance
Trash/litter/waste pickup
Graffiti removal/vandalism repair
Playground safety & maintenance
Community/recreation/senior center maintenance
Natural area/conservation area management
Pavilion/picnic area maintenance
Trail (non-paved) maintenance
Athletic field maintenance
Waterways/rivers/streams
Urban forest/tree maintenance
Athletic outdoor court maintenance
Landscape care (flower beds)
Pool/splash pad/spray ground maintenance
Mowing
Dog park (off leash) maintenance & care
Specialized facility maintenance
0% 20% 40%
Top choice 2nd choice 3rd choice 4th choice
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 37
-
-
-
-
Q18 (1-9). Improvements to Existing Facilities: The following is a list of actions the City of Santa Clara could take to improve the parks and recreation system. Please indicate your support for each potential action.
by percentage of respondents (excluding "don’t know”)
55%
48%
53%
46%
44%
41%
35%
34%
27%
34%
33%
26%
33%
32%
32%
33%
33%
22%
11%
16%
13%
17%
21%
19%
27%
25%
25%
0%
2%
5%
2%
2%
8%
4%
6%
14%
0%
3%
2%
2%
1%
2%
3%
12%
Improve existing aquatic facilities
Improve restroom facilities in existing parks
Improve playgrounds in existing parks
Renovate recreation/senior centers
0% 20% 40% 60% 80% 100%
Very Supportive Somewhat Supportive Neutral Not Supportive Not At All Supportive General repair & increase maintenance of parks & facilities Add/expand/improve trails/walking loops in existing parks Improve/expand natural open space areas in existing parks Improve ADA/disabled persons accessibility at parks
Add Wi-Fi/other technology improvements to existing parks City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 38
-
-
-
-
-
Q18 (10-15). Developing New Facilities: The following is a list of actions the City of Santa Clara could take to improve the parks and recreation system. Please indicate your support for each potential action.
by percentage of respondents (excluding "don’t know”)
45%
44%
37%
35%
21%
19%
29%
28%
31%
33%
24%
26%
20%
17%
22%
25%
29%
31%
5%
7%
5%
5%
15%
11%
1%
4%
5%
2%
12%
12%
Develop new parks
Develop new trail & bike lane connections
Develop new sports facilities
Develop/improve community-wide event venues
Develop new off-leash dog parks
Develop new splashpads
0% 20% 40% 60% 80% 100%
Very Supportive Somewhat Supportive Neutral Not Supportive Not At All Supportive City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 39
- - - - -
Q19. Which four actions would you be most willing to fund? by percentage of respondents who selected the items as one of their top four choices 42%
30%
28%
27%
25%
22%
21%
20%
16%
13%
11%
10%
9%
9%
4%
Develop new trail & bike lane connections
Improve existing aquatic facilities
Improve restroom facilities in existing parks
Develop new parks
Improve playgrounds in existing parks
Develop new sports facilities
Renovate recreation/senior centers
Develop/improve community-wide event venues
Develop new off-leash dog parks
Develop new splashpads
0% 20% 40% 60%
Top choice 2nd choice 3rd choice 4th choice
General repair & increase maintenance of parks & facilities Add/expand/improve trails/walking loops in existing parks Improve/expand natural open space areas in existing parks Improve ADA/disabled persons accessibility at parks
Add Wi-Fi/other technology improvements to existing parks City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 40
-
-
-
-
Q20. From the following list, please check all of the ways you learn about the City’s parks, recreation facilities, and programs, events, activities and services. by percentage of respondents (multiple selections could be made) 69%
51%
42%
38%
33%
30%
23%
19%
19%
12%
11%
9%
7%
3%
City activity guide
City website
Banners at parks or City facilities
Friends & neighbors
Email/eBlasts from City
City weekly newsletter
Materials at parks or recreation facilities
Promotions at special events
Facebook
Flyers
Instagram
Newspaper
Conversations with recreation staff
X/Twitter
0% 40% 80%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 41
Q21. Which three methods of communication would you most prefer the City use to communicate with you about recreation programs/activities? by percentage of respondents who selected the items as one of their top three choices 49%
37%
35%
30%
22%
15%
13%
11%
7%
6%
6%
6%
2%
2%
City activity guide
City website
Email/eBlasts from City
City weekly newsletter
Banners at parks or City facilities
Facebook
Instagram
Materials at parks or recreation facilities
Promotions at special events
Friends & neighbors
Newspaper
Flyers
X/Twitter
Conversations with recreation staff
0% 20% 40% 60%
Top choice 2nd choice 3rd choice
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024)
-
-
-
42 Q22. How many years have you lived in the City of Santa Clara? 6-10 years
13%
11-20 years
18%
0-5 years
24%
21-30 years
15%
31+ years
29%
by percentage of respondents (excluding "not provided”) City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 43
Q23. Are you/your family of Hispanic, Spanish, or Latino/a/x ancestry? Yes
17%
No
83%
by percentage of respondents (excluding "not provided”) City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 44
Q24. Which of the following best describes your race/ethnicity? by percentage of respondents (multiple selections could be made) 47%
31%
2%
1%
1%
5%
Asian or Asian Indian
White
Black or African American
Native Hawaiian or other Pacific Islander
American Indian or Alaska Native
Other
0% 20% 40% 60%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 45
Q25. Your gender:
Male
49%
Female
50%
Non-binary
1%
by percentage of respondents (excluding "prefer not to answer”) City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 46
Q26. Your age:
35-44
20%
45-54
20%
18-34
20%
55-64
20%
65+
20%
by percentage of respondents
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 47
3 Benchmarks
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 48 City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 49
National Benchmarks
Note: The benchmarking data contained in this report is protected intellectual property. Any reproduction of
the benchmarking information in this report by persons or organizations not directly affiliated with the City of Santa Clara is not authorized without written consent from ETC Institute.
by % of respondents
Have you/your household visited any parks or recreation facilities/amenities in your community during the past year?
92%
9%
81%
19%
Yes
No
0% 25% 50% 75% 100%
Santa Clara (2024) National Average
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 50
- D
by % of respondents (excluding "not provided”)
Please rate the overall condition of all the parks and recreation facilities/amenities you/your households have visited over the past year.
9%
55%
28%
7%
35%
47%
15%
3%
Excellent
Good
Fair
Poor
0% 20% 40% 60%
Santa Clara (2024) National Average
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 51
- D
by % of respondents
Have you/your household participated in any recreation programs offered in your community during the past year?
39%
61%
36%
64%
Yes
No
0% 20% 40% 60% 80%
Santa Clara (2024) National Average
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 52
- D
by % of respondents (excluding "not provided”)
Please rate the overall condition of all the recreation programs and events you/your households have visited over the past year.
18%
56%
24%
2%
36%
49%
12%
3%
Excellent
Good
Fair
Poor
0% 20% 40% 60%
Santa Clara (2024) National Average
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 53
- D
by % of respondents (multiple selections could be made) If your household has not participated in any recreation programs in your community during the past year, please check all of the reasons that prevent you from participating.
31%
25%
22%
18%18%
14%
11%
9%
6%6%
4%
2%2%
16%
38%
18%
9%
12%
9%
25%
19%
7%
14%
18%
9%
4%
Program times are not convenient
I don't know what is offered
Too busy/not interested
Program not offered
Fees are too high/lack of financial assistance
Classes are full
Use programs of other agencies
Lack of quality programs
Registration is difficult
Too far from home
Lack of quality instructors
Lack of transportation
Language/cultural/age barriers
0% 20% 40%
Santa Clara (2024) National Average
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 54
- D
by % of respondents (excluding "don’t know”)
Please rate your overall level of satisfaction with the value your household receives from the parks and recreation programs, activities, and events offered in your community.
14%
37%
31%
13%
5%
25%
37%
34%
2%
1%
Very Satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatisfied
0% 20% 40%
Santa Clara (2024) National Average
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 55
- D
by % of respondents (multiple selections could be made) Please check all the ways you currently use to learn about parks and recreation programs, activities, and events in your community.
69%
51%
42%
38%
33%
23%
19%
12%
9%
7%
15%
26%
32%
40%
30%
18%
14%
31%
25%25%
Activities Guide
Website
Banners at parks or facilities
Friends and neighbors
Emails from the department
Promotions at special events
Flyers
Newspaper and/or community publication
Conversations with recreation staff
0% 20% 40% 60% 80%
Santa Clara (2024) National Average
Handout materials at parks or recreation facilities
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 56
- D
4 Priority Investment Ratings
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 57 Overview
The Priority Investment Rating (PIR) was developed by ETC Institute to provide governments with an objective tool for evaluating the priority that should be placed on parks and recreation investments. The Priority Investment Rating was developed by ETC Institute to identify the facilities/programs residents think should receive the highest priority for investment. The Priority Investment Rating reflects the importance residents place on items (sum of top 4 choices) and the unmet needs (needs that are only being met 50% or less) for each facility/program relative to the facility/program that rated the highest overall. Since decisionsrelated to future investmentsshould consider both the level of unmet need and the importance of facilities/programs, the PIR weights each of these components equally.
The PIR reflects the sum of the Unmet Needs Rating and the Importance Rating as shown in the equation below:
PIR = UNR + IR
For example, suppose the Unmet Needs Rating for playgrounds is 26.5 (out of 100) and the Importance Rating for playgrounds is 52 (out of 100), the Priority Investment Rating for playgrounds would be 78.5 (out of 200).
How to Analyze the Charts:
• High Priority Areas are those with a PIR of at least 110. A rating of 110 or above generally indicates there is a relatively high level of unmet need and residents generally think it is important to fund improvements in these areas. Improvements in this area are likely to have a positive impact on the greatest number of households. • Medium Priority Areas are those with a PIR of 70-109. A rating in this range generally indicates there is a medium to high level of unmet need or a significant percentage of residents generally think it is important to fund improvements in these areas. • Low Priority Areas are those with a PIR below 49. A rating in this range generally indicates there is a relatively low level of unmet need and residents do not think it is important to fund improvements in these areas. Improvements may be warranted if the needs of very specialized populations are being targeted.
The following pages show the Unmet Needs Rating, Importance Rating, and Priority Investment Rating for facilities and programs.
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 58 Priority Investment Rating (PIR)
Unmet Needs Rating for Facilities/Amenities
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need 100.0
84.1 71.971.9
68.7 62.5
60.8 60.2
58.7 57.6
51.6 49.1
46.6 43.1
41.2 40.0
39.9 39.3
38.7 35.6
25.6 25.2
24.0 Swimming pool
Multi-use trails
Outdoor multi-use courts
Outdoor exercise/fitness equipment
Indoor walking/jogging track
Outdoor amphitheater/outdoor performing arts venue
Open space & conservation areas
Picnic areas & shelters
Indoor basketball/volleyball courts
Pickleball courts
Community center
Rectangular sports fields
Community gardens
Universally accessible play areas
Off-leash dog park
Golf course
Tennis courts
Environmental education center
Splash pads
Diamond sports fields
Skate parks
Specialty bike parks
Lawn bowling
0.0 40.0 80.0 120.0
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 59
Importance Rating for Facilities/Amenitites
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important 100.0
55.7 52.1
45.6 44.3
29.3 28.6
26.2 22.1
20.2 18.4
17.8 15.2
13.2 11.511.5
10.8 8.9
7.2 5.2
3.9 2.6
1.3 Multi-use trails
Swimming pool
Open space & conservation areas
Community center
Picnic areas & shelters
Off-leash dog park
Indoor walking/jogging track
Community gardens
Outdoor multi-use courts
Indoor basketball/volleyball courts
Golf course
Pickleball courts
Universally accessible play areas
Outdoor exercise/fitness equipment
Outdoor amphitheater/outdoor performing arts venue
Diamond sports fields
Rectangular sports fields
Tennis courts
Specialty bike parks
Environmental education center
Splash pads
Skate parks
Lawn bowling
0.0 40.0 80.0 120.0
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 60
184
156
113
104
97 97
94 85
79 75
74 73
71 60
58 58
49 47
45 43
32 28
25 Multi-use trails
Swimming pool
Open space & conservation areas
Picnic areas & shelters
Indoor walking/jogging track
Community center
Outdoor multi-use courts
Outdoor exercise/fitness equipment
Indoor basketball/volleyball courts
Pickleball courts
Outdoor amphitheater/outdoor performing arts venue
Community gardens
Off-leash dog park
Rectangular sports fields
Golf course
Universally accessible play areas
Tennis courts
Diamond sports fields
Environmental education center
Splash pads
Specialty bike parks
Skate parks
Lawn bowling
0 50 100 150 200
Top Priorities for Investment for Facilities/Amenities Based on Priority Investment Rating
Medium Priority
(70-109)
Lower Priority (69
or less)
High Priority
(110+)
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 61
Unmet Needs Rating for Programs/Activities
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need 100.0
94.9 94.0
73.2 72.7
69.5 66.7
65.1 62.4
59.9 59.7
57.7 51.1
42.9 42.0
41.6 39.2
38.5 37.0
34.9 31.7
29.5 23.6
Fitness & wellness programs
Outdoor recreation
Water fitness programs/lap swimming
Community special events
Swim lessons
Cultural enrichment programs
Visual arts/crafts/performing arts programs
Performing arts programs
Pickleball lessons & leagues
Outdoor environmental/nature camps & programs
Recreation/competitive swim team
STEAM/tech classes
Sports leagues
After school programs for youth of all ages
Tennis lessons & leagues
Programs for at risk youth/crime prevention
Out of school day camps
Programs for people with special needs
Out of school sports camps
Gymnastics/tumbling programs
Preschool programs/early childhood education
Lawn bowling activities/leagues
eGaming/eSports
0.0 40.0 80.0 120.0
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 62
Importance Rating for Programs/Activities
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important 100.0
83.683.6
64.1 43.6
41.8 35.5
31.4 24.424.424.4
23.3 21.6
21.3 19.5
17.1 15.3
14.6 11.1
9.49.4 4.2
2.1 Fitness & wellness programs
Outdoor recreation
Community special events
Water fitness programs/lap swimming
Swim lessons
After school programs for youth of all ages
Cultural enrichment programs
Performing arts programs
Pickleball lessons & leagues
Outdoor environmental/nature camps & programs
Preschool programs/early childhood education
Recreation/competitive swim team
Visual arts/crafts/performing arts programs
Out of school day camps
STEAM/tech classes
Sports leagues
Gymnastics/tumbling programs
Tennis lessons & leagues
Programs for people with special needs
Programs for at risk youth/crime prevention
Out of school sports camps
eGaming/eSports
Lawn bowling activities/leagues
0.0 40.0 80.0 120.0
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 63
200
179
158
157
116
105
97 88
87 85
84 83
77 68
60 57
56 51
50 50
46 32
28 Fitness & wellness programs
Outdoor recreation
Water fitness programs/lap swimming
Community special events
Swim lessons
Cultural enrichment programs
Performing arts programs
Visual arts/crafts/performing arts programs
Pickleball lessons & leagues
After school programs for youth of all ages
Outdoor environmental/nature camps & programs
Recreation/competitive swim team
STEAM/tech classes
Sports leagues
Out of school day camps
Tennis lessons & leagues
Preschool programs/early childhood education
Programs for at risk youth/crime prevention
Gymnastics/tumbling programs
Programs for people with special needs
Out of school sports camps
Lawn bowling activities/leagues
eGaming/eSports
0 50 100 150 200
Top Priorities for Investment for Programs/Activities Based on Priority Investment Rating
Medium Priority
(70-109)
Lower Priority (69
or less)
High
Priority
(110+)
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 64
5 I-S Analysis
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 65 Overview
Today, officials have limited resources which need to be targeted to the maintenance items that are of the most benefit to their residents. Two of the most important criteria for decision making are (1) to target resources toward the maintenance items with the highest importance to; and (2) to target resources toward those maintenance items where residents are the least satisfied. The ImportanceSatisfaction (IS) rating is a unique tool that allows public officials to better understand both highly important decision-making criteria for each of the maintenance items that are assessed on the survey.
This version of the Importance-Satisfaction rating is based on the maintenance items and utilizes the concept that public agencies will maximize overall resident satisfaction by emphasizing areas where the level of satisfaction is relatively low, and the perceived importance of the item is relatively high.
Methodology
The rating is calculated by summing the percentage of responses for the maintenance items selected as the first, second, and third most important maintenance item for the City to emphasize. The sum is then multiplied by 1 minus the percentage of respondents who indicated they were positively satisfied with the City’s performance in the related area (the sum of the ratings of 4 and 5 on a 5-point scale excluding “Don’t Know” responses). “Don’t Know” responses are excluded from the calculation to ensure the satisfaction ratings among the maintenance activities are comparable. [IS=Importance x (1-Satisfaction)].
Respondents were asked to identify the maintenance item they think should receive the most emphasis from the City. Thirty-four percent (34%) of respondents selected Path/trail (paved) maintenance as one of the most important maintenance item for the City to emphasize. With regard to satisfaction, 56% of respondents surveyed rated the City’s overall performance in Path/trail (paved) maintenance, as a “4” or “5” on a 5-point scale (where “5” means “Very Satisfied”) excluding “Don’t Know” responses. The I-S rating for Number of Path/trail (paved) maintenance was calculated by multiplying the sum of the most important percentages by 1 minus the sum of the satisfaction percentages. In this example 34% was multiplied by 56% (1-0.5630). This calculation yielded an I-S rating of 0.1495 which ranked second out of eighteen maintenance categories.
The maximum rating is 1.00 and would be achieved when 100% of the respondents select an item as one of their top three choices to emphasize over the next two years and 0% indicate they are positively satisfied with the delivery of the maintenance items.
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 66 Importance-Satisfaction Analysis
The lowest rating is 0.00 and could be achieved under either of the following two situations:
• If 100% of the respondents were positively satisfied with the delivery of the maintenance items • If none (0%) of the respondents selected a maintenance items as one for the three most important areas for the City to emphasize over the next two years.
Interpreting the Ratings
Ratings that are greater than or equal to 0.20 identify areas that should receive significantly more emphasis over the next two years. Ratings from 0.10 to 0.20 identify service areas that should receive increased emphasis. Ratings less than 0.10 should continue to receive the current level of emphasis. • Definitely Increase Emphasis (IS>=0.20)
• Increase Current Emphasis (0.10<=IS<0.20)
• Maintain Current Emphasis (IS<0.10)
The results for Santa Clara, CA are provided on the following pages.
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 67 Importance-Satisfaction Analysis
2024 Importance-Satisfaction Rating
Santa Clara, California
Maintenance
Category of Service
Most
Important %
Most
Important
Rank
Satisfaction
%
Satisfaction
Rank
ImportanceSatisfaction
Rating
I-S Rating
Rank
High Priority (IS .10-.20)
Restroom maintenance 29% 2 36% 17 0.1858 1
Path/trail (paved) maintenance 34% 1 56% 5 0.1495 2
Graffiti removal/vandalism repair 27% 4 46% 11 0.1439 3 Trash/litter/waste pickup 27% 3 52% 7 0.1274 4
Medium Priority (IS <.10)
Community/recreation/senior center maintenance 17% 6 48% 10 0.0868 5 Playground safety & maintenance 21% 5 60% 2 0.0850 6
Pool/splash pad/spray ground maintenance 12% 15 32% 18 0.0805 7 Athletic field maintenance 13% 10 45% 13 0.0724 8
Waterways/rivers/streams 13% 11 44% 14 0.0719 9
Natural area/conservation area management 14% 7 51% 8 0.0695 10 Trail (non-paved) maintenance 13% 9 51% 9 0.0663 11
Athletic outdoor court maintenance 12% 13 45% 12 0.0655 12 Urban forest/tree maintenance 13% 12 54% 6 0.0583 13
Pavilion/picnic area maintenance 13% 8 57% 4 0.0580 14
Landscape care (flower beds) 12% 14 57% 3 0.0513 15
Dog park (off leash) maintenance & care 8% 17 40% 15 0.0501 16 Mowing 11% 16 60% 1 0.0442 17
Specialized facility maintenance 2% 18 38% 16 0.0131 18 Note: The I-S Rating is calculated by multiplying the "Most Important" % by (1-'Satisfaction' %) Most Important %: The "Most Important" percentage represents the sum of the first, second, and third most important responses for each item. Respondents were asked to identify the items they thought should be the City's top priorities.
Satisfaction %: The "Satisfaction" percentage represents the sum of the ratings "5" and "4" excluding 'don't knows.' Respondents ranked their level of satisfaction with each of the items on a scale of 5 to 1 with "5" being Very Satisfied and "1" being Very Dissatisfied. © 2024 DirectionFinder by ETC Institute
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 68 6 Tabular Data
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 69 Q1. Including yourself, how many people in your household are...
Mean Sum
number 2.8 955
Under age 5 0.2 53
Ages 5-9 0.1 46
Ages 10-14 0.1 44
Ages 15-19 0.2 59
Ages 20-24 0.1 47
Ages 25-34 0.4 134
Ages 35-44 0.4 152
Ages 45-54 0.4 135
Ages 55-64 0.4 133
Ages 65-74 0.3 94
Ages 75-84 0.1 45
Ages 85+ 0.0 13
Q2. Have you or any members of your household visited any parks or recreation facilities offered by the City of Santa Clara during the past 12 months?
Q2. Have your household members visited any City
parks or recreation facilities during past 12 months Number Percent Yes 313 91.5 %
No 29 8.5 %
Total 342 100.0 %
Q2a. How often do you visit Santa Clara parks and/or recreation facilities? Q2a. How often do you visit Santa Clara parks and/or
recreation facilities Number Percent
More than 5 times a week 46 14.7 %
2-4 times a week 101 32.3 %
Once a week 54 17.3 %
1-3 times a month 60 19.2 %
Less than once a month 49 15.7 %
Don't know 3 1.0 %
Total 313 100.0 %
WITHOUT DON’T KNOW
Q2a. How often do you visit Santa Clara parks and/or recreation facilities? (without "don't know") Q2a. How often do you visit Santa Clara parks and/or
recreation facilities Number Percent
More than 5 times a week 46 14.8 %
2-4 times a week 101 32.6 %
Once a week 54 17.4 %
1-3 times a month 60 19.4 %
Less than once a month 49 15.8 %
Total 310 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 70 Q2b. Overall, how would you rate the physical condition of ALL the City of Santa Clara parks and recreation facilities you have visited?
Q2b. How would you rate overall physical condition of
all City parks & recreation facilities you have visited Number Percent Excellent 29 9.3 %
Good 169 54.0 %
Fair 87 27.8 %
Poor 22 7.0 %
Not provided 6 1.9 %
Total 313 100.0 %
WITHOUT NOT PROVIDED
Q2b. Overall, how would you rate the physical condition of ALL the City of Santa Clara parks and recreation facilities you have visited? (without "not provided")
Q2b. How would you rate overall physical condition of
all City parks & recreation facilities you have visited Number Percent Excellent 29 9.4 %
Good 169 55.0 %
Fair 87 28.3 %
Poor 22 7.2 %
Total 307 100.0 %
Q2c. Please CHECK ALL the following reasons that you and members of your household currently use Santa Clara parks and recreation facilities.
Q2c. Reasons your household members currently use
Santa Clara parks & recreation facilities Number Percent Participate in a program/attend an event/league 92 29.4 % Walk for exercise 245 78.3 %
Walk dog(s) 90 28.8 %
Play on a playground 96 30.7 %
Picnicking/family-friend gathering 92 29.4 %
People watch 41 13.1 %
Read a book 35 11.2 %
Hang out 86 27.5 %
Ride a bike 75 24.0 %
Run/jog 71 22.7 %
Go swimming/use a splash pad 57 18.2 %
Watch birds/wildlife 42 13.4 %
Play non-league/program sports (basketball, tennis, pickleball, soccer, lawn bowling) 80 25.6 %
Other 16 5.1 %
Total 1118
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 71 Q2c-14. Other:
Q2c-14. Other Number Percent
Pickleball 2 12.5 %
Workout 2 12.5 %
Gym 1 6.3 %
Relax 1 6.3 %
Play with grandkids 1 6.3 %
Use gym at senior center 1 6.3 %
Sometimes just driving by and admiring our city parks 1 6.3 % Attend Arts and Wine Festival 1 6.3 %
Walk kid 1 6.3 %
Grandkids 1 6.3 %
Doing fun stuff 1 6.3 %
Play catch with my son 1 6.3 %
Roller skate 1 6.3 %
BBQ in picnic areas 1 6.3 %
Total 16 100.0 %
Q3. Has your household participated in any recreation programs or activities offered by the City of Santa Clara during the past 12 months?
Q3. Has your household participated in any City
recreation programs or activities during past 12 months Number Percent Yes 134 39.2 %
No 208 60.8 %
Total 342 100.0 %
Q3a. How would you rate the overall quality of the City of Santa Clara recreation programs and/or activities in which your household has participated?
Q3a. How would you rate overall quality of City
recreation programs and/or activities in which your
household has participated Number Percent
Excellent 24 17.9 %
Good 73 54.5 %
Fair 31 23.1 %
Poor 3 2.2 %
Not provided 3 2.2 %
Total 134 100.0 %
WITHOUT NOT PROVIDED
Q3a. How would you rate the overall quality of the City of Santa Clara recreation programs and/or activities in which your household has participated? (without "not provided") Q3a. How would you rate overall quality of City
recreation programs and/or activities in which your
household has participated Number Percent
Excellent 24 18.3 %
Good 73 55.7 %
Fair 31 23.7 %
Poor 3 2.3 %
Total 131 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 72 Q4. From the following list, please CHECK ALL the organizations that you or members of your household have used for recreation programs and activities during the past 12 months.
Q4. Organizations your household members have used
for recreation programs & activities during past 12 months Number Percent City of Santa Clara 228 66.7 %
Santa Clara County 117 34.2 %
Neighboring cities 141 41.2 %
Public/private schools 82 24.0 %
Places of worship (e.g., synagogues, churches) 69 20.2 % Private & non-profit youth sports 44 12.9 %
Private summer camps 27 7.9 %
Private clubs (tennis, health, swim, fitness) 65 19.0 % Homeowners association 25 7.3 %
Other 14 4.1 %
Total 812
Q4-10. Other:
Q4-10. Other Number Percent
Senior center 2 15.4 %
Library 1 7.7 %
Events in parks 1 7.7 %
Open space authority 1 7.7 %
Mountain view swimming pool 1 7.7 %
Adult Ed at Unified FUHSD, YMCA 1 7.7 %
RPEA picnic 1 7.7 %
Private dance studio 1 7.7 %
Pacific Hockey Association, Sharks Ice 1 7.7 %
SENIOR CENTER 1 7.7 %
Cemetary 1 7.7 %
Sharr's Ice 1 7.7 %
Total 13 100.0 %
Q4a. If you or members of your household have used other organizations for recreation programs and activities, please CHECK ALL the following reasons as to why you do so.
Q4a. Reasons why your household has used other
organizations for recreation programs & activities Number Percent Quality of instructors 1 7.1 %
Newer facilities 3 21.4 %
Value of program matches the fee paid 1 7.1 %
Program times are more convenient 4 28.6 %
Offers programs that I am interested in 4 28.6 %
Closer to my home 1 7.1 %
Other 3 21.4 %
Total 17
Q4a-7. Other:
Q4a-7. Other Number Percent
Good swimming pool 1 33.3 %
Santa Clara no longer has public golf facilities 1 33.3 % No ice hockey in city parks 1 33.3 %
Total 3 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 73 Q5. Please CHECK ALL the following reasons that prevent you and members of your household from participating in the City of Santa Clara recreation programs or activities more often.
Q5. Reasons that prevent your household from
participating in City recreation programs or activities more often Number Percent
Lack of quality instructors 13 3.8 %
Old & outdated facilities 84 24.6 %
Use programs offered by other agencies 37 10.8 %
I don't know what is offered 84 24.6 %
Lack of quality programs 32 9.4 %
Fees are too high 60 17.5 %
Too far from my home 20 5.8 %
Program times are not convenient 107 31.3 %
Classes are full 48 14.0 %
Program not offered 63 18.4 %
Registration is difficult 22 6.4 %
Poor customer service by staff 17 5.0 %
Lack of transportation 5 1.5 %
Lack of right program equipment 8 2.3 %
Too busy/not interested 75 21.9 %
Lack of trust in government 5 1.5 %
Language/cultural barriers 5 1.5 %
Other 20 5.8 %
Total 705
Q5-18. Other
• courts are not in good condition, not available
• For use of field, priority is not given to Santa Clara residents, pool are all closing, organizations from other cities are taking resident spots. Restrictions at skate park are to rigorous. Take a page out of Sunnyvale park and rec and open things up to residents
• health issues
• Hours of operation
• Ill health and fear of Covid.
• Interested, but too busy
• Lack of cycling infrastructure, if it is too difficult to walk or bike to, better to stay safe at home • Lazy
• No facility for special/disabled.
• no good swimming pool
• no indoor lap swimming pool
• Not enough offerings
• post covid inertia, health
• prioritized other activity
• sanitation issues
• SPOUSE TOO DISABLED
• too few fitness classes for adults after work hours
• TRAVELING
• We are satisfied with walking daily for exercise. Do not go out at night anymore. • work full time, age
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 74 Q6. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=342)
Fully met Mostly met Partly met Not met No need
Q6-1. Community center (multi-use space for
all ages) 11.7% 15.8% 14.6% 9.9% 48.0%
Q6-2. Community gardens 10.2% 15.2% 11.7% 10.5% 52.3%
Q6-3. Diamond sports fields (e.g., baseball,
softball) 5.0% 8.8% 10.2% 6.7% 69.3%
Q6-4. Environmental education center 3.2% 7.3% 7.9% 10.8% 70.8% Q6-5. Golf course 3.2% 4.7% 5.3% 13.7% 73.1%
Q6-6. Indoor basketball/volleyball courts
(indoor gyms) 2.6% 6.1% 9.9% 18.1% 63.2%
Q6-7. Indoor walking/jogging track 4.4% 7.0% 9.9% 22.8% 55.8% Q6-8. Lawn bowling 4.4% 4.4% 5.6% 5.8% 79.8%
Q6-9. Multi-use trails (biking, walking,
jogging, hiking) 15.5% 21.9% 25.7% 14.3% 22.5%
Q6-10. Off-leash dog park 8.2% 7.6% 10.8% 8.8% 64.6%
Q6-11. Open space & conservation areas 13.5% 29.5% 19.9% 9.1% 28.1% Q6-12. Outdoor amphitheater/outdoor
performing arts venue 6.4% 12.6% 15.8% 14.0% 51.2%
Q6-13. Outdoor exercise/fitness equipment 5.3% 11.4% 18.4% 15.8% 49.1% Q6-14. Outdoor multi-use courts (basketball,
badminton, pickleball, tennis) 7.9% 12.6% 18.1% 16.1% 45.3% Q6-15. Pickleball courts (dedicated) 2.9% 4.4% 9.6% 17.8% 65.2% Q6-16. Picnic areas & shelters 16.4% 22.8% 20.8% 7.9% 32.2% Q6-17. Rectangular sports fields (e.g., football,
lacrosse, rugby, soccer) 4.7% 10.8% 13.2% 10.2% 61.1%
Q6-18. Skate parks 3.5% 6.1% 6.1% 6.1% 78.1%
Q6-19. Specialty bike parks (BMX park/pump
track) 2.6% 5.3% 5.6% 6.4% 80.1%
Q6-20. Splash pads 1.8% 3.5% 8.5% 9.9% 76.3%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 75 Q6. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all.
Fully met Mostly met Partly met Not met No need
Q6-21. Swimming pool 4.4% 9.9% 18.4% 29.2% 38.0%
Q6-22. Tennis courts (dedicated) 6.4% 10.5% 12.6% 6.4% 64.0% Q6-23. Universally accessible play areas 9.4% 14.6% 15.5% 5.0% 55.6% Q6-24. Other 0.3% 0.6% 0.9% 1.2% 97.1%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 76
WITHOUT NO NEED
Q6. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
(N=342)
Fully met Mostly met Partly met Not met
Q6-1. Community center (multi-use space for
all ages) 22.5% 30.3% 28.1% 19.1%
Q6-2. Community gardens 21.5% 31.9% 24.5% 22.1%
Q6-3. Diamond sports fields (e.g., baseball,
softball) 16.2% 28.6% 33.3% 21.9%
Q6-4. Environmental education center 11.0% 25.0% 27.0% 37.0% Q6-5. Golf course 12.0% 17.4% 19.6% 51.1%
Q6-6. Indoor basketball/volleyball courts
(indoor gyms) 7.1% 16.7% 27.0% 49.2%
Q6-7. Indoor walking/jogging track 9.9% 15.9% 22.5% 51.7% Q6-8. Lawn bowling 21.7% 21.7% 27.5% 29.0%
Q6-9. Multi-use trails (biking, walking,
jogging, hiking) 20.0% 28.3% 33.2% 18.5%
Q6-10. Off-leash dog park 23.1% 21.5% 30.6% 24.8%
Q6-11. Open space & conservation areas 18.7% 41.1% 27.6% 12.6% Q6-12. Outdoor amphitheater/outdoor
performing arts venue 13.2% 25.7% 32.3% 28.7%
Q6-13. Outdoor exercise/fitness equipment 10.3% 22.4% 36.2% 31.0% Q6-14. Outdoor multi-use courts (basketball,
badminton, pickleball, tennis) 14.4% 23.0% 33.2% 29.4%
Q6-15. Pickleball courts (dedicated) 8.4% 12.6% 27.7% 51.3% Q6-16. Picnic areas & shelters 24.1% 33.6% 30.6% 11.6%
Q6-17. Rectangular sports fields (e.g., football,
lacrosse, rugby, soccer) 12.0% 27.8% 33.8% 26.3%
Q6-18. Skate parks 16.0% 28.0% 28.0% 28.0%
Q6-19. Specialty bike parks (BMX park/pump
track) 13.2% 26.5% 27.9% 32.4%
Q6-20. Splash pads 7.4% 14.8% 35.8% 42.0%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 77
WITHOUT NO NEED
Q6. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
Fully met Mostly met Partly met Not met
Q6-21. Swimming pool 7.1% 16.0% 29.7% 47.2%
Q6-22. Tennis courts (dedicated) 17.9% 29.3% 35.0% 17.9% Q6-23. Universally accessible play areas 21.1% 32.9% 34.9% 11.2% Q6-24. Other 10.0% 20.0% 30.0% 40.0%
Q6-24. Other:
Q6-24. Other Number Percent
Senior Center 2 20.0 %
Indoor badminton or outdoor badminton nets 1 10.0 %
Play structures 1 10.0 %
PARKS WITH KIDS PLAY AREAS 1 10.0 %
Indoor gym and pool at senior center 1 10.0 %
Playgrounds 1 10.0 %
Roller Hockey 1 10.0 %
18-hole golf course 1 10.0 %
NEED DOG PARK 1 10.0 %
Total 10 100.0 %
Q7. Which FOUR facilities/amenities from the list in Question 6 are MOST IMPORTANT to your household? Q7. Top choice Number Percent
Community center (multi-use space for all ages) 35 10.2 % Community gardens 4 1.2 %
Diamond sports fields (e.g., baseball, softball) 9 2.6 % Environmental education center 2 0.6 %
Golf course 16 4.7 %
Indoor basketball/volleyball courts (indoor gyms) 8 2.3 % Indoor walking/jogging track 15 4.4 %
Multi-use trails (biking, walking, jogging, hiking) 61 17.8 % Off-leash dog park 17 5.0 %
Open space & conservation areas 23 6.7 %
Outdoor amphitheater/outdoor performing arts venue 2 0.6 % Outdoor exercise/fitness equipment 3 0.9 %
Outdoor multi-use courts (basketball, badminton, pickleball, tennis) 8 2.3 %
Pickleball courts (dedicated) 4 1.2 %
Picnic areas & shelters 21 6.1 %
Rectangular sports fields (e.g., football, lacrosse, rugby, soccer) 12 3.5 % Skate parks 2 0.6 %
Specialty bike parks (BMX park/pump track) 4 1.2 %
Swimming pool 38 11.1 %
Tennis courts (dedicated) 7 2.0 %
Universally accessible play areas 14 4.1 %
None chosen 37 10.8 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 78 Q7. Which FOUR facilities/amenities from the list in Question 6 are MOST IMPORTANT to your household? Q7. 2nd choice Number Percent
Community center (multi-use space for all ages) 16 4.7 % Community gardens 18 5.3 %
Diamond sports fields (e.g., baseball, softball) 3 0.9 % Environmental education center 4 1.2 %
Golf course 9 2.6 %
Indoor basketball/volleyball courts (indoor gyms) 13 3.8 % Indoor walking/jogging track 14 4.1 %
Multi-use trails (biking, walking, jogging, hiking) 61 17.8 % Off-leash dog park 13 3.8 %
Open space & conservation areas 32 9.4 %
Outdoor amphitheater/outdoor performing arts venue 10 2.9 % Outdoor exercise/fitness equipment 8 2.3 %
Outdoor multi-use courts (basketball, badminton, pickleball, tennis) 12 3.5 %
Pickleball courts (dedicated) 11 3.2 %
Picnic areas & shelters 28 8.2 %
Rectangular sports fields (e.g., football, lacrosse, rugby, soccer) 3 0.9 % Specialty bike parks (BMX park/pump track) 3 0.9 %
Splash pads 2 0.6 %
Swimming pool 25 7.3 %
Tennis courts (dedicated) 3 0.9 %
Universally accessible play areas 3 0.9 %
None chosen 51 14.9 %
Total 342 100.0 %
Q7. Which FOUR facilities/amenities from the list in Question 6 are MOST IMPORTANT to your household? Q7. 3rd choice Number Percent
Community center (multi-use space for all ages) 21 6.1 % Community gardens 19 5.6 %
Diamond sports fields (e.g., baseball, softball) 6 1.8 % Environmental education center 2 0.6 %
Golf course 4 1.2 %
Indoor basketball/volleyball courts (indoor gyms) 11 3.2 % Indoor walking/jogging track 16 4.7 %
Lawn bowling 2 0.6 %
Multi-use trails (biking, walking, jogging, hiking) 36 10.5 % Off-leash dog park 16 4.7 %
Open space & conservation areas 27 7.9 %
Outdoor amphitheater/outdoor performing arts venue 6 1.8 % Outdoor exercise/fitness equipment 10 2.9 %
Outdoor multi-use courts (basketball, badminton, pickleball, tennis) 15 4.4 %
Pickleball courts (dedicated) 13 3.8 %
Picnic areas & shelters 21 6.1 %
Rectangular sports fields (e.g., football, lacrosse, rugby, soccer) 2 0.6 % Skate parks 2 0.6 %
Specialty bike parks (BMX park/pump track) 4 1.2 %
Splash pads 4 1.2 %
Swimming pool 25 7.3 %
Tennis courts (dedicated) 4 1.2 %
Universally accessible play areas 7 2.0 %
None chosen 69 20.2 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 79 Q7. Which FOUR facilities/amenities from the list in Question 6 are MOST IMPORTANT to your household? Q7. 4th choice Number Percent
Community center (multi-use space for all ages) 14 4.1 % Community gardens 26 7.6 %
Diamond sports fields (e.g., baseball, softball) 2 0.6 % Environmental education center 6 1.8 %
Golf course 8 2.3 %
Indoor basketball/volleyball courts (indoor gyms) 11 3.2 % Indoor walking/jogging track 7 2.0 %
Lawn bowling 2 0.6 %
Multi-use trails (biking, walking, jogging, hiking) 18 5.3 % Off-leash dog park 10 2.9 %
Open space & conservation areas 20 5.8 %
Outdoor amphitheater/outdoor performing arts venue 13 3.8 % Outdoor exercise/fitness equipment 13 3.8 %
Outdoor multi-use courts (basketball, badminton, pickleball, tennis) 8 2.3 %
Pickleball courts (dedicated) 1 0.3 %
Picnic areas & shelters 22 6.4 %
Rectangular sports fields (e.g., football, lacrosse, rugby, soccer) 8 2.3 % Skate parks 1 0.3 %
Specialty bike parks (BMX park/pump track) 3 0.9 %
Splash pads 5 1.5 %
Swimming pool 20 5.8 %
Tennis courts (dedicated) 4 1.2 %
Universally accessible play areas 17 5.0 %
None chosen 103 30.1 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 80 SUM OF TOP 4 CHOICES
Q7. Which FOUR facilities/amenities from the list in Question 6 are MOST IMPORTANT to your household? (top 4)
Q7. Top choice Number Percent
Community center (multi-use space for all ages) 86 25.1 % Community gardens 67 19.6 %
Diamond sports fields (e.g., baseball, softball) 20 5.8 % Environmental education center 14 4.1 %
Golf course 37 10.8 %
Indoor basketball/volleyball courts (indoor gyms) 43 12.6 % Indoor walking/jogging track 52 15.2 %
Lawn bowling 4 1.2 %
Multi-use trails (biking, walking, jogging, hiking) 176 51.5 % Off-leash dog park 56 16.4 %
Open space & conservation areas 102 29.8 %
Outdoor amphitheater/outdoor performing arts venue 31 9.1 % Outdoor exercise/fitness equipment 34 9.9 %
Outdoor multi-use courts (basketball, badminton, pickleball, tennis) 43 12.6 %
Pickleball courts (dedicated) 29 8.5 %
Picnic areas & shelters 92 26.9 %
Rectangular sports fields (e.g., football, lacrosse, rugby, soccer) 25 7.3 % Skate parks 5 1.5 %
Specialty bike parks (BMX park/pump track) 14 4.1 %
Splash pads 11 3.2 %
Swimming pool 108 31.6 %
Tennis courts (dedicated) 18 5.3 %
Universally accessible play areas 41 12.0 %
None chosen 37 10.8 %
Total 1145
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 81 Q8. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=342)
Fully met Mostly met Partly met Not met No need
Q8-1. After school programs for youth of all
ages 2.6% 5.0% 9.6% 7.3% 75.4%
Q8-2. Community special events 9.6% 17.8% 17.8% 11.1% 43.6% Q8-3. Cultural enrichment programs 6.1% 12.0% 17.8% 9.6% 54.4% Q8-4. eGaming/eSports 1.5% 2.3% 2.9% 6.4% 86.8%
Q8-5. Fitness & wellness programs 5.3% 14.9% 22.8% 16.7% 40.4% Q8-6. Gymnastics/tumbling programs 2.9% 4.7% 5.6% 8.2% 78.7% Q8-7. Lawn bowling activities/leagues 2.0% 2.9% 5.3% 6.4% 83.3% Q8-8. Out of school day camps 2.3% 3.2% 7.6% 7.9% 78.9% Q8-9. Out of school sports camps 2.3% 4.1% 6.4% 8.2% 78.9% Q8-10. Outdoor environmental/nature camps &
programs 3.5% 6.4% 12.3% 11.4% 66.4%
Q8-11. Outdoor recreation (hiking, canoe,
kayak, archery, etc.) 4.4% 8.8% 13.7% 23.7% 49.4%
Q8-12. Performing arts programs (dance/
music) 3.5% 8.2% 15.2% 10.5% 62.6%
Q8-13. Pickleball lessons & leagues 1.8% 3.5% 9.1% 15.5% 70.2% Q8-14. Preschool programs/early childhood
education 2.6% 4.4% 5.8% 6.7% 80.4%
Q8-15. Programs for at risk youth/crime
prevention 1.2% 3.2% 7.0% 9.4% 79.2%
Q8-16. Programs for people with special needs 1.5% 3.5% 6.1% 9.1% 79.8% Q8-17. Recreation/competitive swim team 2.0% 3.2% 6.1% 17.5% 71.1% Q8-18. Sports leagues 3.8% 7.3% 8.8% 11.4% 68.7%
Q8-19. STEAM (science, technology,
engineering, arts & mathematics)/tech classes 2.6% 7.6% 11.7% 11.1% 67.0% Q8-20. Swim lessons 3.8% 5.8% 13.2% 15.5% 61.7%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 82 Q8. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all.
Fully met Mostly met Partly met Not met No need
Q8-21. Tennis lessons & leagues 2.9% 5.8% 7.0% 9.6% 74.6% Q8-22. Visual arts/crafts/performing arts
programs 4.4% 7.9% 14.3% 12.0% 61.4%
Q8-23. Water fitness programs/lap swimming 4.1% 4.1% 15.5% 21.6% 54.7% Q8-24. Other 0.3% 0.3% 0.0% 1.2% 98.2%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 83
WITHOUT NO NEED
Q8. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
(N=342)
Fully met Mostly met Partly met Not met
Q8-1. After school programs for youth of all
ages 10.7% 20.2% 39.3% 29.8%
Q8-2. Community special events 17.1% 31.6% 31.6% 19.7%
Q8-3. Cultural enrichment programs 13.5% 26.3% 39.1% 21.2% Q8-4. eGaming/eSports 11.1% 17.8% 22.2% 48.9%
Q8-5. Fitness & wellness programs 8.8% 25.0% 38.2% 27.9% Q8-6. Gymnastics/tumbling programs 13.7% 21.9% 26.0% 38.4% Q8-7. Lawn bowling activities/leagues 12.3% 17.5% 31.6% 38.6% Q8-8. Out of school day camps 11.1% 15.3% 36.1% 37.5%
Q8-9. Out of school sports camps 11.1% 19.4% 30.6% 38.9% Q8-10. Outdoor environmental/nature camps &
programs 10.4% 19.1% 36.5% 33.9%
Q8-11. Outdoor recreation (hiking, canoe,
kayak, archery, etc.) 8.7% 17.3% 27.2% 46.8%
Q8-12. Performing arts programs (dance/
music) 9.4% 21.9% 40.6% 28.1%
Q8-13. Pickleball lessons & leagues 5.9% 11.8% 30.4% 52.0% Q8-14. Preschool programs/early childhood
education 13.4% 22.4% 29.9% 34.3%
Q8-15. Programs for at risk youth/crime
prevention 5.6% 15.5% 33.8% 45.1%
Q8-16. Programs for people with special needs 7.2% 17.4% 30.4% 44.9% Q8-17. Recreation/competitive swim team 7.1% 11.1% 21.2% 60.6% Q8-18. Sports leagues 12.1% 23.4% 28.0% 36.4%
Q8-19. STEAM (science, technology,
engineering, arts & mathematics)/tech classes 8.0% 23.0% 35.4% 33.6% Q8-20. Swim lessons 9.9% 15.3% 34.4% 40.5%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 84
WITHOUT NO NEED
Q8. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
Fully met Mostly met Partly met Not met
Q8-21. Tennis lessons & leagues 11.5% 23.0% 27.6% 37.9% Q8-22. Visual arts/crafts/performing arts
programs 11.4% 20.5% 37.1% 31.1%
Q8-23. Water fitness programs/lap swimming 9.0% 9.0% 34.2% 47.7% Q8-24. Other 16.7% 16.7% 0.0% 66.7%
Q8-24. Other
• badminton
• basketball league
• basketball league
• Golf
• Parks for my grandkids to play at when they visit. We like the remodeled Westwood oaks and Homeridge playgrounds
• physical fitness area
Q9. Which FOUR programs/activities from the list in Question 8 are MOST IMPORTANT to your household? Q9. Top choice Number Percent
After school programs for youth of all ages 23 6.7 %
Community special events 40 11.7 %
Cultural enrichment programs 11 3.2 %
Fitness & wellness programs 38 11.1 %
Gymnastics/tumbling programs 7 2.0 %
Lawn bowling activities/leagues 1 0.3 %
Out of school day camps 4 1.2 %
Out of school sports camps 3 0.9 %
Outdoor environmental/nature camps & programs 6 1.8 %
Outdoor recreation (hiking, canoe, kayak, archery, etc.) 29 8.5 % Performing arts programs (dance/music) 9 2.6 %
Pickleball lessons & leagues 11 3.2 %
Preschool programs/early childhood education 13 3.8 %
Programs for at risk youth/crime prevention 1 0.3 %
Recreation/competitive swim team 11 3.2 %
Sports leagues 1 0.3 %
STEAM (science, technology, engineering, arts & mathematics)/ tech classes 4 1.2 %
Swim lessons 13 3.8 %
Tennis lessons & leagues 6 1.8 %
Visual arts/crafts/performing arts programs 2 0.6 %
Water fitness programs/lap swimming 32 9.4 %
None chosen 77 22.5 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 85 Q9. Which FOUR programs/activities from the list in Question 8 are MOST IMPORTANT to your household? Q9. 2nd choice Number Percent
After school programs for youth of all ages 12 3.5 %
Community special events 23 6.7 %
Cultural enrichment programs 13 3.8 %
eGaming/eSports 4 1.2 %
Fitness & wellness programs 32 9.4 %
Gymnastics/tumbling programs 5 1.5 %
Lawn bowling activities/leagues 1 0.3 %
Out of school day camps 8 2.3 %
Out of school sports camps 4 1.2 %
Outdoor environmental/nature camps & programs 10 2.9 %
Outdoor recreation (hiking, canoe, kayak, archery, etc.) 23 6.7 % Performing arts programs (dance/music) 10 2.9 %
Pickleball lessons & leagues 8 2.3 %
Preschool programs/early childhood education 7 2.0 %
Programs for at risk youth/crime prevention 3 0.9 %
Programs for people with special needs 2 0.6 %
Recreation/competitive swim team 8 2.3 %
Sports leagues 8 2.3 %
STEAM (science, technology, engineering, arts & mathematics)/ tech classes 5 1.5 %
Swim lessons 20 5.8 %
Tennis lessons & leagues 6 1.8 %
Visual arts/crafts/performing arts programs 6 1.8 %
Water fitness programs/lap swimming 20 5.8 %
None chosen 104 30.4 %
Total 342 100.0 %
Q9. Which FOUR programs/activities from the list in Question 8 are MOST IMPORTANT to your household? Q9. 3rd choice Number Percent
After school programs for youth of all ages 6 1.8 %
Community special events 19 5.6 %
Cultural enrichment programs 11 3.2 %
Fitness & wellness programs 28 8.2 %
Gymnastics/tumbling programs 3 0.9 %
Out of school day camps 9 2.6 %
Out of school sports camps 2 0.6 %
Outdoor environmental/nature camps & programs 8 2.3 %
Outdoor recreation (hiking, canoe, kayak, archery, etc.) 30 8.8 % Performing arts programs (dance/music) 12 3.5 %
Pickleball lessons & leagues 5 1.5 %
Preschool programs/early childhood education 4 1.2 %
Programs for at risk youth/crime prevention 5 1.5 %
Programs for people with special needs 9 2.6 %
Recreation/competitive swim team 4 1.2 %
Sports leagues 8 2.3 %
STEAM (science, technology, engineering, arts & mathematics)/ tech classes 10 2.9 %
Swim lessons 10 2.9 %
Tennis lessons & leagues 2 0.6 %
Visual arts/crafts/performing arts programs 13 3.8 %
Water fitness programs/lap swimming 11 3.2 %
None chosen 133 38.9 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 86 Q9. Which FOUR programs/activities from the list in Question 8 are MOST IMPORTANT to your household? Q9. 4th choice Number Percent
After school programs for youth of all ages 9 2.6 %
Community special events 6 1.8 %
Cultural enrichment programs 12 3.5 %
Fitness & wellness programs 10 2.9 %
Gymnastics/tumbling programs 7 2.0 %
Lawn bowling activities/leagues 1 0.3 %
Out of school day camps 3 0.9 %
Out of school sports camps 10 2.9 %
Outdoor environmental/nature camps & programs 11 3.2 %
Outdoor recreation (hiking, canoe, kayak, archery, etc.) 22 6.4 % Performing arts programs (dance/music) 9 2.6 %
Pickleball lessons & leagues 9 2.6 %
Preschool programs/early childhood education 5 1.5 %
Programs for at risk youth/crime prevention 7 2.0 %
Programs for people with special needs 5 1.5 %
Recreation/competitive swim team 5 1.5 %
Sports leagues 10 2.9 %
STEAM (science, technology, engineering, arts & mathematics)/ tech classes 8 2.3 %
Swim lessons 12 3.5 %
Tennis lessons & leagues 6 1.8 %
Visual arts/crafts/performing arts programs 7 2.0 %
Water fitness programs/lap swimming 11 3.2 %
None chosen 157 45.9 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 87 SUM OF TOP 4 CHOICES
Q9. Which FOUR programs/activities from the list in Question 8 are MOST IMPORTANT to your household? (top 4)
Q9. Top choice Number Percent
After school programs for youth of all ages 50 14.6 %
Community special events 88 25.7 %
Cultural enrichment programs 47 13.7 %
eGaming/eSports 4 1.2 %
Fitness & wellness programs 108 31.6 %
Gymnastics/tumbling programs 22 6.4 %
Lawn bowling activities/leagues 3 0.9 %
Out of school day camps 24 7.0 %
Out of school sports camps 19 5.6 %
Outdoor environmental/nature camps & programs 35 10.2 % Outdoor recreation (hiking, canoe, kayak, archery, etc.) 104 30.4 % Performing arts programs (dance/music) 40 11.7 %
Pickleball lessons & leagues 33 9.6 %
Preschool programs/early childhood education 29 8.5 %
Programs for at risk youth/crime prevention 16 4.7 %
Programs for people with special needs 16 4.7 %
Recreation/competitive swim team 28 8.2 %
Sports leagues 27 7.9 %
STEAM (science, technology, engineering, arts & mathematics)/ tech classes 27 7.9 %
Swim lessons 55 16.1 %
Tennis lessons & leagues 20 5.8 %
Visual arts/crafts/performing arts programs 28 8.2 %
Water fitness programs/lap swimming 74 21.6 %
None chosen 77 22.5 %
Total 974
Q10. Santa Clara Parks and Recreation is in the process of evaluating its event offerings. From the list below, which THREE of the single or multi-day event concepts would you and the members of your household be MOST INTERESTED in participating?
Q10. Top choice Number Percent
Cultural celebrations (ethnic music, traditions, performances) 47 13.7 % Competitions (triathlon, bike, 5K/10K runs, adventure/obstacle courses) 25 7.3 %
Employment/job fairs 12 3.5 %
Entertainment (music, movies, performers) 46 13.5 %
Environmental event (Water Matters Day, sustainability, recycling) 7 2.0 %
Food events (farmer's market, food tastings, beer/wine) 92 26.9 % Health & wellness events (nutrition counseling, preventative health education, mental health wellness, City resources) 9 2.6 % Holiday celebrations (Memorial, Veterans, 4th of July) 36 10.5 % Educational workshops for seniors & youth (Fraud Prevention, D.A.R.E., etc.) 10 2.9 %
Sports tournaments (baseball, basketball, football, dodgeball, pickleball, soccer) 16 4.7 %
Summer Camp Information Fair 6 1.8 %
None chosen 36 10.5 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 88 Q10. Santa Clara Parks and Recreation is in the process of evaluating its event offerings. From the list below, which THREE of the single or multi-day event concepts would you and the members of your household be MOST INTERESTED in participating?
Q10. 2nd choice Number Percent
Cultural celebrations (ethnic music, traditions, performances) 32 9.4 % Competitions (triathlon, bike, 5K/10K runs, adventure/obstacle courses) 19 5.6 %
Employment/job fairs 13 3.8 %
Entertainment (music, movies, performers) 71 20.8 %
Environmental event (Water Matters Day, sustainability, recycling) 9 2.6 %
Food events (farmer's market, food tastings, beer/wine) 76 22.2 % Health & wellness events (nutrition counseling, preventative health education, mental health wellness, City resources) 18 5.3 % Holiday celebrations (Memorial, Veterans, 4th of July) 31 9.1 % Educational workshops for seniors & youth (Fraud Prevention, D.A.R.E., etc.) 7 2.0 %
Sports tournaments (baseball, basketball, football, dodgeball, pickleball, soccer) 15 4.4 %
Summer Camp Information Fair 4 1.2 %
None chosen 47 13.7 %
Total 342 100.0 %
Q10. Santa Clara Parks and Recreation is in the process of evaluating its event offerings. From the list below, which THREE of the single or multi-day event concepts would you and the members of your household be MOST INTERESTED in participating?
Q10. 3rd choice Number Percent
Cultural celebrations (ethnic music, traditions, performances) 28 8.2 % Competitions (triathlon, bike, 5K/10K runs, adventure/obstacle courses) 20 5.8 %
Employment/job fairs 6 1.8 %
Entertainment (music, movies, performers) 38 11.1 %
Environmental event (Water Matters Day, sustainability, recycling) 17 5.0 %
Food events (farmer's market, food tastings, beer/wine) 50 14.6 % Health & wellness events (nutrition counseling, preventative health education, mental health wellness, City resources) 25 7.3 % Holiday celebrations (Memorial, Veterans, 4th of July) 46 13.5 % Educational workshops for seniors & youth (Fraud Prevention, D.A.R.E., etc.) 19 5.6 %
Sports tournaments (baseball, basketball, football, dodgeball, pickleball, soccer) 13 3.8 %
Summer Camp Information Fair 9 2.6 %
None chosen 71 20.8 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 89 SUM OF TOP 3 CHOICES
Q10. Santa Clara Parks and Recreation is in the process of evaluating its event offerings. From the list below, which THREE of the single or multi-day event concepts would you and the members of your household be MOST INTERESTED in participating? (top 3)
Q10. Top choice Number Percent
Cultural celebrations (ethnic music, traditions, performances) 107 31.3 % Competitions (triathlon, bike, 5K/10K runs, adventure/obstacle courses) 64 18.7 %
Employment/job fairs 31 9.1 %
Entertainment (music, movies, performers) 155 45.3 %
Environmental event (Water Matters Day, sustainability, recycling) 33 9.6 %
Food events (farmer's market, food tastings, beer/wine) 218 63.7 % Health & wellness events (nutrition counseling, preventative health education, mental health wellness, City resources) 52 15.2 % Holiday celebrations (Memorial, Veterans, 4th of July) 113 33.0 % Educational workshops for seniors & youth (Fraud Prevention, D.A.R.E., etc.) 36 10.5 %
Sports tournaments (baseball, basketball, football, dodgeball, pickleball, soccer) 44 12.9 %
Summer Camp Information Fair 19 5.6 %
None chosen 36 10.5 %
Total 908
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 90 Q11. If you or someone in your household is over 50 years old, please indicate how well your/their needs are being met for each of the programs/activities listed below that promote ACTIVE AGING on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=342)
Fully met Mostly met Partly met Not met No need
Q11-1. Alzheimer/Parkinson's programs 0.3% 2.0% 2.0% 4.7% 90.9% Q11-2. Arts & crafts programs & activities 1.5% 5.6% 8.2% 7.9% 76.9% Q11-3. Computer classes & programs 1.2% 2.9% 6.7% 6.7% 82.5% Q11-4. Dance lessons & programs 1.5% 2.3% 5.0% 7.0% 84.2% Q11-5. Day trips, tours, & excursions to
popular tourist attractions 2.3% 2.6% 8.2% 10.2% 76.6%
Q11-6. Financial services program (tax filing) 1.2% 2.9% 6.1% 4.1% 85.7% Q11-7. Healthy living programs & screenings
(blood pressure, cancer, vision, etc.) 1.5% 4.4% 9.6% 7.6% 76.9% Q11-8. Housing programs 0.9% 1.5% 4.4% 5.0% 88.3%
Q11-9. Legal assistance programs 0.9% 2.9% 3.5% 7.0% 85.7% Q11-10. Lunch/meal programs 1.8% 2.9% 5.6% 3.8% 86.0%
Q11-11. Music classes & programs 1.2% 2.9% 7.0% 5.3% 83.6% Q11-12. Special events at the senior center 2.9% 5.6% 7.0% 7.9% 76.6% Q11-13. Special interest classes (gardening,
writing, book clubs) 2.9% 3.5% 7.6% 7.9% 78.1%
Q11-14. Support groups 1.2% 2.0% 3.5% 6.1% 87.1%
Q11-15. Transportation programs/services 2.3% 2.0% 5.3% 5.6% 84.8% Q11-16. Volunteer opportunities programs 1.5% 3.2% 7.3% 7.0% 81.0% Q11-17. Weekly programs (cards, billiards,
mahjong) 2.3% 2.6% 5.8% 4.1% 85.1%
Q11-18. Other 0.3% 0.3% 0.6% 0.6% 98.2%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 91
WITHOUT NO NEED
Q11. If you or someone in your household is over 50 years old, please indicate how well your/their needs are being met for each of the programs/activities listed below that promote ACTIVE AGING on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
(N=342)
Fully met Mostly met Partly met Not met
Q11-1. Alzheimer/Parkinson's programs 3.2% 22.6% 22.6% 51.6% Q11-2. Arts & crafts programs & activities 6.3% 24.1% 35.4% 34.2% Q11-3. Computer classes & programs 6.7% 16.7% 38.3% 38.3% Q11-4. Dance lessons & programs 9.3% 14.8% 31.5% 44.4%
Q11-5. Day trips, tours, & excursions to
popular tourist attractions 10.0% 11.3% 35.0% 43.8%
Q11-6. Financial services program (tax filing) 8.2% 20.4% 42.9% 28.6% Q11-7. Healthy living programs & screenings
(blood pressure, cancer, vision, etc.) 6.3% 19.0% 41.8% 32.9% Q11-8. Housing programs 7.5% 12.5% 37.5% 42.5%
Q11-9. Legal assistance programs 6.1% 20.4% 24.5% 49.0% Q11-10. Lunch/meal programs 12.5% 20.8% 39.6% 27.1%
Q11-11. Music classes & programs 7.1% 17.9% 42.9% 32.1% Q11-12. Special events at the senior center 12.5% 23.8% 30.0% 33.8% Q11-13. Special interest classes (gardening,
writing, book clubs) 13.3% 16.0% 34.7% 36.0%
Q11-14. Support groups 9.1% 15.9% 27.3% 47.7%
Q11-15. Transportation programs/services 15.4% 13.5% 34.6% 36.5% Q11-16. Volunteer opportunities programs 7.7% 16.9% 38.5% 36.9% Q11-17. Weekly programs (cards, billiards,
mahjong) 15.7% 17.6% 39.2% 27.5%
Q11-18. Other 16.7% 16.7% 33.3% 33.3%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 92 Q11-18. Other
• Cycling club or rides.
• Lap swimming is my primary use of my senior center membership, I attend at Mary Gomez 4-5 times per week but MISS the ISC !!!!
There was a community Ed class that got me started with guitar with Rich Hawthorne and I have continued privately w him but now I wish there were adult jam sessions thru the senior center • Off leash dog parks
• Off leash dog parks
• Senior center pool/fitness center
• SWIMMING
Q12. Which FOUR programs/services from the list in Question 11 are MOST IMPORTANT to your household? Q12. Top choice Number Percent
Alzheimer/Parkinson's programs 9 2.6 %
Arts & crafts programs & activities 15 4.4 %
Computer classes & programs 10 2.9 %
Dance lessons & programs 8 2.3 %
Day trips, tours, & excursions to popular tourist attractions 13 3.8 % Financial services program (tax filing) 4 1.2 %
Healthy living programs & screenings (blood pressure, cancer, vision, etc.) 10 2.9 %
Housing programs 8 2.3 %
Legal assistance programs 5 1.5 %
Lunch/meal programs 2 0.6 %
Music classes & programs 8 2.3 %
Special events at the senior center 8 2.3 %
Special interest classes (gardening, writing, book clubs) 10 2.9 % Transportation programs/services 8 2.3 %
Volunteer opportunities programs 9 2.6 %
Weekly programs (cards, billiards, mahjong) 6 1.8 %
None chosen 209 61.1 %
Total 342 100.0 %
Q12. Which FOUR programs/services from the list in Question 11 are MOST IMPORTANT to your household? Q12. 2nd choice Number Percent
Alzheimer/Parkinson's programs 4 1.2 %
Arts & crafts programs & activities 13 3.8 %
Computer classes & programs 4 1.2 %
Dance lessons & programs 6 1.8 %
Day trips, tours, & excursions to popular tourist attractions 18 5.3 % Financial services program (tax filing) 4 1.2 %
Healthy living programs & screenings (blood pressure, cancer, vision, etc.) 16 4.7 %
Housing programs 6 1.8 %
Legal assistance programs 7 2.0 %
Lunch/meal programs 2 0.6 %
Music classes & programs 3 0.9 %
Special events at the senior center 8 2.3 %
Special interest classes (gardening, writing, book clubs) 11 3.2 % Support groups 1 0.3 %
Transportation programs/services 3 0.9 %
Volunteer opportunities programs 6 1.8 %
Weekly programs (cards, billiards, mahjong) 6 1.8 %
None chosen 224 65.5 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 93 Q12. Which FOUR programs/services from the list in Question 11 are MOST IMPORTANT to your household? Q12. 3rd choice Number Percent
Arts & crafts programs & activities 11 3.2 %
Computer classes & programs 5 1.5 %
Dance lessons & programs 3 0.9 %
Day trips, tours, & excursions to popular tourist attractions 11 3.2 % Financial services program (tax filing) 8 2.3 %
Healthy living programs & screenings (blood pressure, cancer, vision, etc.) 6 1.8 %
Housing programs 2 0.6 %
Legal assistance programs 1 0.3 %
Lunch/meal programs 9 2.6 %
Music classes & programs 5 1.5 %
Special events at the senior center 12 3.5 %
Special interest classes (gardening, writing, book clubs) 17 5.0 % Support groups 3 0.9 %
Transportation programs/services 4 1.2 %
Volunteer opportunities programs 5 1.5 %
Weekly programs (cards, billiards, mahjong) 6 1.8 %
None chosen 234 68.4 %
Total 342 100.0 %
Q12. Which FOUR programs/services from the list in Question 11 are MOST IMPORTANT to your household? Q12. 4th choice Number Percent
Alzheimer/Parkinson's programs 2 0.6 %
Arts & crafts programs & activities 8 2.3 %
Computer classes & programs 5 1.5 %
Dance lessons & programs 2 0.6 %
Day trips, tours, & excursions to popular tourist attractions 8 2.3 % Financial services program (tax filing) 5 1.5 %
Healthy living programs & screenings (blood pressure, cancer, vision, etc.) 10 2.9 %
Housing programs 1 0.3 %
Legal assistance programs 2 0.6 %
Lunch/meal programs 7 2.0 %
Special events at the senior center 7 2.0 %
Special interest classes (gardening, writing, book clubs) 7 2.0 % Support groups 4 1.2 %
Transportation programs/services 8 2.3 %
Volunteer opportunities programs 6 1.8 %
Weekly programs (cards, billiards, mahjong) 5 1.5 %
None chosen 255 74.6 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 94 SUM OF TOP 4 CHOICES
Q12. Which FOUR programs/services from the list in Question 11 are MOST IMPORTANT to your household? (top 4)
Q12. Top choice Number Percent
Alzheimer/Parkinson's programs 15 4.4 %
Arts & crafts programs & activities 47 13.7 %
Computer classes & programs 24 7.0 %
Dance lessons & programs 19 5.6 %
Day trips, tours, & excursions to popular tourist attractions 50 14.6 % Financial services program (tax filing) 21 6.1 %
Healthy living programs & screenings (blood pressure, cancer, vision, etc.) 42 12.3 %
Housing programs 17 5.0 %
Legal assistance programs 15 4.4 %
Lunch/meal programs 20 5.8 %
Music classes & programs 16 4.7 %
Special events at the senior center 35 10.2 %
Special interest classes (gardening, writing, book clubs) 45 13.2 % Support groups 8 2.3 %
Transportation programs/services 23 6.7 %
Volunteer opportunities programs 26 7.6 %
Weekly programs (cards, billiards, mahjong) 23 6.7 %
None chosen 209 61.1 %
Total 655
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 95 Q13. Please rate your level of agreement with the following statements about some potential benefits of the City of Santa Clara's parks and recreation services. (N=342)
Strongly
Strongly agree Agree Neutral Disagree disagree Don't know Q13-1. Helps to attract new
residents 19.0% 27.8% 19.9% 6.1% 1.5% 25.7%
Q13-2. Helps to reduce crime in
my neighborhood & keep kids out
of trouble 21.1% 30.1% 14.3% 5.0% 2.0% 27.5%
Q13-3. Improves my (my
household's) mental health &
reduces stress 28.1% 31.9% 14.6% 2.0% 0.9% 22.5%
Q13-4. Improves my (my
household's) physical health &
fitness 30.1% 32.2% 13.7% 2.0% 1.5% 20.5%
Q13-5. Increases my (my
household's) property value 21.1% 28.7% 18.1% 4.4% 0.3% 27.5% Q13-6. Is age-friendly & accessible
to all age groups 22.8% 29.8% 16.1% 5.3% 1.5% 24.6%
Q13-7. Makes Santa Clara a more
desirable place to live 32.7% 31.0% 12.6% 3.2% 0.3% 20.2% Q13-8. Positively impacts
economic/business development/
tourism 20.5% 27.8% 18.1% 5.6% 0.6% 27.5%
Q13-9. Preserves open space &
protects the environment 27.8% 32.5% 11.1% 4.1% 0.6% 24.0% Q13-10. Provides jobs/
professional development for
youth 13.7% 20.8% 23.7% 6.4% 0.9% 34.5%
Q13-11. Provides positive social
interactions for me (my
household/family) 24.3% 28.4% 15.8% 4.4% 0.9% 26.3%
Q13-12. Provides volunteer
opportunities for the community 17.3% 26.6% 19.0% 3.8% 0.0% 33.3% City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 96 WITHOUT DON’T KNOW
Q13. Please rate your level of agreement with the following statements about some potential benefits of the City of Santa Clara's parks and recreation services. (without "don't know") (N=342)
Strongly agree Agree Neutral Disagree Strongly disagree Q13-1. Helps to attract new
residents 25.6% 37.4% 26.8% 8.3% 2.0%
Q13-2. Helps to reduce crime
in my neighborhood & keep
kids out of trouble 29.0% 41.5% 19.8% 6.9% 2.8%
Q13-3. Improves my (my
household's) mental health &
reduces stress 36.2% 41.1% 18.9% 2.6% 1.1%
Q13-4. Improves my (my
household's) physical health &
fitness 37.9% 40.4% 17.3% 2.6% 1.8%
Q13-5. Increases my (my
household's) property value 29.0% 39.5% 25.0% 6.0% 0.4% Q13-6. Is age-friendly &
accessible to all age groups 30.2% 39.5% 21.3% 7.0% 1.9% Q13-7. Makes Santa Clara a
more desirable place to live 41.0% 38.8% 15.8% 4.0% 0.4% Q13-8. Positively impacts
economic/business
development/tourism 28.2% 38.3% 25.0% 7.7% 0.8%
Q13-9. Preserves open space &
protects the environment 36.5% 42.7% 14.6% 5.4% 0.8%
Q13-10. Provides jobs/
professional development for
youth 21.0% 31.7% 36.2% 9.8% 1.3%
Q13-11. Provides positive
social interactions for me (my
household/family) 32.9% 38.5% 21.4% 6.0% 1.2%
Q13-12. Provides volunteer
opportunities for the
community 25.9% 39.9% 28.5% 5.7% 0.0%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 97 Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household?
Q14. Top choice Number Percent
Helps to attract new residents 7 2.0 %
Helps to reduce crime in my neighborhood & keep kids out of trouble 54 15.8 %
Improves my (my household's) mental health & reduces stress 65 19.0 % Improves my (my household's) physical health & fitness 43 12.6 % Increases my (my household's) property value 22 6.4 %
Is age-friendly & accessible to all age groups 19 5.6 % Makes Santa Clara a more desirable place to live 31 9.1 % Positively impacts economic/business development/tourism 1 0.3 % Preserves open space & protects the environment 17 5.0 % Provides jobs/professional development for youth 3 0.9 % Provides positive social interactions for me (my household/ family) 8 2.3 %
Provides volunteer opportunities for the community 4 1.2 % None chosen 68 19.9 %
Total 342 100.0 %
Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household?
Q14. 2nd choice Number Percent
Helps to attract new residents 8 2.3 %
Helps to reduce crime in my neighborhood & keep kids out of trouble 32 9.4 %
Improves my (my household's) mental health & reduces stress 51 14.9 % Improves my (my household's) physical health & fitness 54 15.8 % Increases my (my household's) property value 22 6.4 %
Is age-friendly & accessible to all age groups 12 3.5 % Makes Santa Clara a more desirable place to live 36 10.5 % Positively impacts economic/business development/tourism 6 1.8 % Preserves open space & protects the environment 22 6.4 % Provides jobs/professional development for youth 4 1.2 % Provides positive social interactions for me (my household/ family) 13 3.8 %
Provides volunteer opportunities for the community 6 1.8 % None chosen 76 22.2 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 98 Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household?
Q14. 3rd choice Number Percent
Helps to attract new residents 9 2.6 %
Helps to reduce crime in my neighborhood & keep kids out of trouble 19 5.6 %
Improves my (my household's) mental health & reduces stress 28 8.2 % Improves my (my household's) physical health & fitness 33 9.6 % Increases my (my household's) property value 19 5.6 %
Is age-friendly & accessible to all age groups 22 6.4 % Makes Santa Clara a more desirable place to live 38 11.1 % Positively impacts economic/business development/tourism 12 3.5 % Preserves open space & protects the environment 25 7.3 % Provides jobs/professional development for youth 10 2.9 % Provides positive social interactions for me (my household/ family) 25 7.3 %
Provides volunteer opportunities for the community 7 2.0 % None chosen 95 27.8 %
Total 342 100.0 %
Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household?
Q14. 4th choice Number Percent
Helps to attract new residents 5 1.5 %
Helps to reduce crime in my neighborhood & keep kids out of trouble 19 5.6 %
Improves my (my household's) mental health & reduces stress 19 5.6 % Improves my (my household's) physical health & fitness 25 7.3 % Increases my (my household's) property value 13 3.8 %
Is age-friendly & accessible to all age groups 22 6.4 % Makes Santa Clara a more desirable place to live 37 10.8 % Positively impacts economic/business development/tourism 10 2.9 % Preserves open space & protects the environment 22 6.4 % Provides jobs/professional development for youth 10 2.9 % Provides positive social interactions for me (my household/ family) 26 7.6 %
Provides volunteer opportunities for the community 13 3.8 % None chosen 121 35.4 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 99 SUM OF TOP 4 CHOICES
Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household? (top 4)
Q14. Top choice Number Percent
Helps to attract new residents 29 8.5 %
Helps to reduce crime in my neighborhood & keep kids out of trouble 124 36.3 %
Improves my (my household's) mental health & reduces stress 163 47.7 % Improves my (my household's) physical health & fitness 155 45.3 % Increases my (my household's) property value 76 22.2 %
Is age-friendly & accessible to all age groups 75 21.9 % Makes Santa Clara a more desirable place to live 142 41.5 % Positively impacts economic/business development/tourism 29 8.5 % Preserves open space & protects the environment 86 25.1 % Provides jobs/professional development for youth 27 7.9 % Provides positive social interactions for me (my household/ family) 72 21.1 %
Provides volunteer opportunities for the community 30 8.8 % None chosen 68 19.9 %
Total 1076
Q15. Please rate your level of satisfaction with the overall value that your household receives from Santa Clara parks, trails, recreation facilities, pools, programs, or services.
Q15. Your level of satisfaction with overall value that your household receives from Santa Clara parks, trails, recreation facilities, pools, programs, or services Number Percent Very satisfied 42 12.3 %
Satisfied 111 32.5 %
Neutral 93 27.2 %
Dissatisfied 40 11.7 %
Very dissatisfied 15 4.4 %
Don't know 41 12.0 %
Total 342 100.0 %
WITHOUT DON’T KNOW
Q15. Please rate your level of satisfaction with the overall value that your household receives from Santa Clara parks, trails, recreation facilities, pools, programs, or services. (without "don't know") Q15. Your level of satisfaction with overall value that your household receives from Santa Clara parks, trails, recreation facilities, pools, programs, or services Number Percent Very satisfied 42 14.0 %
Satisfied 111 36.9 %
Neutral 93 30.9 %
Dissatisfied 40 13.3 %
Very dissatisfied 15 5.0 %
Total 301 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 100 Q16. Maintenance. Please rate your satisfaction with each of the following maintenance activities provided in the Santa Clara Parks and Recreation System.
(N=342)
Very
Very satisfied Satisfied Neutral Dissatisfied dissatisfied Don't know Q16-1. Athletic field maintenance 7.3% 16.4% 17.5% 6.7% 5.0% 47.1% Q16-2. Athletic outdoor court
maintenance (tennis, pickleball,
basketball, etc.) 6.7% 19.3% 20.5% 6.7% 4.1% 42.7%
Q16-3. Community/recreation/
senior center maintenance 7.9% 19.0% 19.9% 7.9% 1.8% 43.6% Q16-4. Dog park (off leash)
maintenance & care 3.8% 9.1% 11.4% 5.3% 2.9% 67.5%
Q16-5. Graffiti removal/vandalism
repair 6.1% 21.9% 20.5% 9.6% 3.2% 38.6%
Q16-6. Landscape care (flower
beds) 13.2% 30.4% 19.9% 9.6% 3.5% 23.4%
Q16-7. Mowing 16.1% 29.8% 19.0% 6.7% 4.7% 23.7%
Q16-8. Natural area/conservation
area management 10.5% 22.5% 23.1% 6.7% 1.5% 35.7%
Q16-9. Path/trail (paved)
maintenance 10.8% 30.1% 18.4% 9.1% 4.4% 27.2%
Q16-10. Pavilion/picnic area
maintenance 11.7% 27.5% 18.7% 7.0% 4.1% 31.0%
Q16-11. Playground safety &
maintenance 12.9% 24.3% 14.0% 7.9% 3.2% 37.7%
Q16-12. Pool/splash pad/spray
ground maintenance 3.8% 10.2% 12.3% 7.6% 10.2% 55.8%
Q16-13. Restroom maintenance 4.7% 20.2% 23.1% 15.5% 6.1% 30.4% Q16-14. Specialized facility
maintenance 3.5% 8.2% 12.0% 4.7% 2.6% 69.0%
Q16-15. Trail (non-paved)
maintenance 7.6% 21.1% 16.4% 9.4% 2.3% 43.3%
Q16-16. Trash/litter/waste pickup 12.3% 26.9% 20.5% 10.8% 4.7% 24.9% City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 101 Q16. Maintenance. Please rate your satisfaction with each of the following maintenance activities provided in the Santa Clara Parks and Recreation System.
Very
Very satisfied Satisfied Neutral Dissatisfied dissatisfied Don't know Q16-17. Urban forest/tree
maintenance 10.5% 24.0% 20.8% 6.1% 2.3% 36.3%
Q16-18. Waterways/rivers/
streams 8.2% 19.0% 17.8% 13.7% 2.6% 38.6%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 102 WITHOUT DON’T KNOW
Q16. Maintenance. Please rate your satisfaction with each of the following maintenance activities provided in the Santa Clara Parks and Recreation System. (without "don't know") (N=342)
Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied Q16-1. Athletic field
maintenance 13.8% 30.9% 33.1% 12.7% 9.4%
Q16-2. Athletic outdoor court
maintenance (tennis,
pickleball, basketball, etc.) 11.7% 33.7% 35.7% 11.7% 7.1% Q16-3. Community/recreation/
senior center maintenance 14.0% 33.7% 35.2% 14.0% 3.1%
Q16-4. Dog park (off leash)
maintenance & care 11.7% 27.9% 35.1% 16.2% 9.0%
Q16-5. Graffiti removal/
vandalism repair 10.0% 35.7% 33.3% 15.7% 5.2%
Q16-6. Landscape care
(flower beds) 17.2% 39.7% 26.0% 12.6% 4.6%
Q16-7. Mowing 21.1% 39.1% 24.9% 8.8% 6.1%
Q16-8. Natural area/
conservation area
management 16.4% 35.0% 35.9% 10.5% 2.3%
Q16-9. Path/trail (paved)
maintenance 14.9% 41.4% 25.3% 12.4% 6.0%
Q16-10. Pavilion/picnic area
maintenance 16.9% 39.8% 27.1% 10.2% 5.9%
Q16-11. Playground safety &
maintenance 20.7% 39.0% 22.5% 12.7% 5.2%
Q16-12. Pool/splash pad/
spray ground maintenance 8.6% 23.2% 27.8% 17.2% 23.2%
Q16-13. Restroom
maintenance 6.7% 29.0% 33.2% 22.3% 8.8%
Q16-14. Specialized facility
maintenance 11.3% 26.4% 38.7% 15.1% 8.5%
Q16-15. Trail (non-paved)
maintenance 13.4% 37.1% 28.9% 16.5% 4.1%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 103 WITHOUT DON’T KNOW
Q16. Maintenance. Please rate your satisfaction with each of the following maintenance activities provided in the Santa Clara Parks and Recreation System. (without "don't know") Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied Q16-16. Trash/litter/waste
pickup 16.3% 35.8% 27.2% 14.4% 6.2%
Q16-17. Urban forest/tree
maintenance 16.5% 37.6% 32.6% 9.6% 3.7%
Q16-18. Waterways/rivers/
streams 13.3% 31.0% 29.0% 22.4% 4.3%
Q17. Which of the FOUR maintenance activities from the list in Question 16 are MOST IMPORTANT to you and members of your household?
Q17. Top choice Number Percent
Athletic field maintenance 19 5.6 %
Athletic outdoor court maintenance (tennis, pickleball, basketball, etc.) 12 3.5 %
Community/recreation/senior center maintenance 20 5.8 % Dog park (off leash) maintenance & care 13 3.8 %
Graffiti removal/vandalism repair 23 6.7 %
Landscape care (flower beds) 11 3.2 %
Mowing 11 3.2 %
Natural area/conservation area management 19 5.6 %
Path/trail (paved) maintenance 30 8.8 %
Pavilion/picnic area maintenance 10 2.9 %
Playground safety & maintenance 15 4.4 %
Pool/splash pad/spray ground maintenance 18 5.3 %
Restroom maintenance 19 5.6 %
Specialized facility maintenance 1 0.3 %
Trail (non-paved) maintenance 8 2.3 %
Trash/litter/waste pickup 17 5.0 %
Urban forest/tree maintenance 6 1.8 %
Waterways/rivers/streams 12 3.5 %
None chosen 78 22.8 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 104 Q17. Which of the FOUR maintenance activities from the list in Question 16 are MOST IMPORTANT to you and members of your household?
Q17. 2nd choice Number Percent
Athletic field maintenance 9 2.6 %
Athletic outdoor court maintenance (tennis, pickleball, basketball, etc.) 16 4.7 %
Community/recreation/senior center maintenance 17 5.0 % Dog park (off leash) maintenance & care 5 1.5 %
Graffiti removal/vandalism repair 26 7.6 %
Landscape care (flower beds) 11 3.2 %
Mowing 11 3.2 %
Natural area/conservation area management 13 3.8 %
Path/trail (paved) maintenance 41 12.0 %
Pavilion/picnic area maintenance 10 2.9 %
Playground safety & maintenance 20 5.8 %
Pool/splash pad/spray ground maintenance 12 3.5 %
Restroom maintenance 21 6.1 %
Specialized facility maintenance 3 0.9 %
Trail (non-paved) maintenance 12 3.5 %
Trash/litter/waste pickup 16 4.7 %
Urban forest/tree maintenance 6 1.8 %
Waterways/rivers/streams 6 1.8 %
None chosen 87 25.4 %
Total 342 100.0 %
Q17. Which of the FOUR maintenance activities from the list in Question 16 are MOST IMPORTANT to you and members of your household?
Q17. 3rd choice Number Percent
Athletic field maintenance 7 2.0 %
Athletic outdoor court maintenance (tennis, pickleball, basketball, etc.) 7 2.0 %
Community/recreation/senior center maintenance 13 3.8 % Dog park (off leash) maintenance & care 5 1.5 %
Graffiti removal/vandalism repair 21 6.1 %
Landscape care (flower beds) 10 2.9 %
Mowing 11 3.2 %
Natural area/conservation area management 8 2.3 %
Path/trail (paved) maintenance 34 9.9 %
Pavilion/picnic area maintenance 9 2.6 %
Playground safety & maintenance 18 5.3 %
Pool/splash pad/spray ground maintenance 6 1.8 %
Restroom maintenance 26 7.6 %
Specialized facility maintenance 3 0.9 %
Trail (non-paved) maintenance 14 4.1 %
Trash/litter/waste pickup 25 7.3 %
Urban forest/tree maintenance 18 5.3 %
Waterways/rivers/streams 12 3.5 %
None chosen 95 27.8 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 105 Q17. Which of the FOUR maintenance activities from the list in Question 16 are MOST IMPORTANT to you and members of your household?
Q17. 4th choice Number Percent
Athletic field maintenance 10 2.9 %
Athletic outdoor court maintenance (tennis, pickleball, basketball, etc.) 6 1.8 %
Community/recreation/senior center maintenance 7 2.0 %
Dog park (off leash) maintenance & care 5 1.5 %
Graffiti removal/vandalism repair 21 6.1 %
Landscape care (flower beds) 9 2.6 %
Mowing 5 1.5 %
Natural area/conservation area management 9 2.6 %
Path/trail (paved) maintenance 12 3.5 %
Pavilion/picnic area maintenance 17 5.0 %
Playground safety & maintenance 19 5.6 %
Pool/splash pad/spray ground maintenance 4 1.2 %
Restroom maintenance 33 9.6 %
Trail (non-paved) maintenance 12 3.5 %
Trash/litter/waste pickup 33 9.6 %
Urban forest/tree maintenance 13 3.8 %
Waterways/rivers/streams 14 4.1 %
None chosen 113 33.0 %
Total 342 100.0 %
SUM OF TOP 4 CHOICES
Q17. Which of the FOUR maintenance activities from the list in Question 16 are MOST IMPORTANT to you and members of your household? (top 4)
Q17. Top choice Number Percent
Athletic field maintenance 45 13.2 %
Athletic outdoor court maintenance (tennis, pickleball, basketball, etc.) 41 12.0 %
Community/recreation/senior center maintenance 57 16.7 % Dog park (off leash) maintenance & care 28 8.2 %
Graffiti removal/vandalism repair 91 26.6 %
Landscape care (flower beds) 41 12.0 %
Mowing 38 11.1 %
Natural area/conservation area management 49 14.3 %
Path/trail (paved) maintenance 117 34.2 %
Pavilion/picnic area maintenance 46 13.5 %
Playground safety & maintenance 72 21.1 %
Pool/splash pad/spray ground maintenance 40 11.7 %
Restroom maintenance 99 28.9 %
Specialized facility maintenance 7 2.0 %
Trail (non-paved) maintenance 46 13.5 %
Trash/litter/waste pickup 91 26.6 %
Urban forest/tree maintenance 43 12.6 %
Waterways/rivers/streams 44 12.9 %
None chosen 78 22.8 %
Total 1073
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 106 Q18(1-9). Improvements to Existing Facilities: The following is a list of actions the City of Santa Clara could take to improve the parks and recreation system. Please indicate your support for each potential action using a scale of 5 to 1, where 5 means "Very Supportive," and 1 means "Not at all Supportive." (N=342)
Very Somewhat Not at all
supportive supportive Neutral Not supportive supportive Don't know Q18-1. General repair & increase
maintenance of parks & facilities 42.7% 26.3% 8.2% 0.3% 0.0% 22.5% Q18-2. Improve existing aquatic
facilities 37.4% 18.1% 9.4% 3.5% 2.0% 29.5%
Q18-3. Add/expand/improve
trails/walking loops in existing
parks 36.5% 25.4% 12.6% 1.8% 0.3% 23.4%
Q18-4. Improve ADA/disabled
persons accessibility at parks 25.7% 24.3% 19.6% 3.2% 1.2% 26.0% Q18-5. Improve/expand natural
open space areas in existing
parks 33.0% 24.6% 15.8% 1.2% 1.2% 24.3%
Q18-6. Improve restroom
facilities in existing parks 35.7% 25.1% 13.5% 1.8% 1.2% 22.8% Q18-7. Improve playgrounds in
existing parks 30.1% 23.4% 14.0% 5.6% 0.9% 26.0%
Q18-8. Renovate recreation/
senior centers 25.4% 24.3% 18.7% 4.1% 2.0% 25.4%
Q18-9. Add Wi-Fi/other
technology improvements to
existing parks 21.3% 17.3% 19.9% 11.4% 9.4% 20.8%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 107 WITHOUT DON’T KNOW
Q18(1-9). Improvements to Existing Facilities: The following is a list of actions the City of Santa Clara could take to improve the parks and recreation system. Please indicate your support for each potential action using a scale of 5 to 1, where 5 means "Very Supportive," and 1 means "Not at all Supportive." (without "don't know")
(N=342)
Somewhat Not at all
Very supportive supportive Neutral Not supportive supportive Q18-1. General repair &
increase maintenance of
parks & facilities 55.1% 34.0% 10.6% 0.4% 0.0%
Q18-2. Improve existing
aquatic facilities 53.1% 25.7% 13.3% 5.0% 2.9%
Q18-3. Add/expand/improve
trails/walking loops in
existing parks 47.7% 33.2% 16.4% 2.3% 0.4%
Q18-4. Improve ADA/
disabled persons
accessibility at parks 34.8% 32.8% 26.5% 4.3% 1.6%
Q18-5. Improve/expand
natural open space areas in
existing parks 43.6% 32.4% 20.8% 1.5% 1.5%
Q18-6. Improve restroom
facilities in existing parks 46.2% 32.6% 17.4% 2.3% 1.5% Q18-7. Improve playgrounds
in existing parks 40.7% 31.6% 19.0% 7.5% 1.2%
Q18-8. Renovate recreation/
senior centers 34.1% 32.5% 25.1% 5.5% 2.7%
Q18-9. Add Wi-Fi/other
technology improvements to
existing parks 26.9% 21.8% 25.1% 14.4% 11.8%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 108 Q18(10-15). Developing New Facilities: The following is a list of actions the City of Santa Clara could take to improve the parks and recreation system. Please indicate your support for each potential action using a scale of 5 to 1, where 5 means "Very Supportive," and 1 means "Not at all Supportive." (N=342)
Very Somewhat Not at all
supportive supportive Neutral Not supportive supportive Don't know Q18-10. Develop new parks 33.9% 21.9% 15.2% 3.8% 0.6% 24.6% Q18-11. Develop new sports
facilities (fields, basketball,
pickleball) 28.7% 24.0% 16.7% 4.1% 3.5% 23.1%
Q18-12. Develop new off-leash
dog parks 15.2% 17.5% 20.8% 10.5% 8.5% 27.5%
Q18-13. Develop new trail & bike
lane connections) 33.3% 21.3% 12.9% 5.0% 3.2% 24.3%
Q18-14. Develop new splashpads 12.3% 16.7% 20.2% 7.3% 7.9% 35.7% Q18-15. Develop/improve
community-wide event venues 26.3% 25.1% 18.7% 3.8% 1.8% 24.3% WITHOUT DON’T KNOW
Q18(10-15). Developing New Facilities: The following is a list of actions the City of Santa Clara could take to improve the parks and recreation system. Please indicate your support for each potential action using a scale of 5 to 1, where 5 means "Very Supportive," and 1 means "Not at all Supportive." (without "don't know")
(N=342)
Somewhat Not at all
Very supportive supportive Neutral Not supportive supportive Q18-10. Develop new parks 45.0% 29.1% 20.2% 5.0% 0.8%
Q18-11. Develop new sports
facilities (fields, basketball,
pickleball) 37.3% 31.2% 21.7% 5.3% 4.6%
Q18-12. Develop new offleash dog parks 21.0% 24.2% 28.6% 14.5% 11.7% Q18-13. Develop new trail &
bike lane connections) 44.0% 28.2% 17.0% 6.6% 4.2%
Q18-14. Develop new
splashpads 19.1% 25.9% 31.4% 11.4% 12.3%
Q18-15. Develop/improve
community-wide event
venues 34.7% 33.2% 24.7% 5.0% 2.3%
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 109 Q19. Which FOUR actions from the list in Question 18 on the previous page would you be MOST WILLING to fund?
Q19. Top choice Number Percent
General repair & increase maintenance of parks & facilities 60 17.5 % Improve existing aquatic facilities 48 14.0 %
Add/expand/improve trails/walking loops in existing parks 17 5.0 % Improve ADA/disabled persons accessibility at parks 6 1.8 % Improve/expand natural open space areas in existing parks 13 3.8 % Improve restroom facilities in existing parks 13 3.8 %
Improve playgrounds in existing parks 17 5.0 %
Renovate recreation/senior centers 10 2.9 %
Add Wi-Fi/other technology improvements to existing parks 7 2.0 % Develop new parks 22 6.4 %
Develop new sports facilities (fields, basketball, pickleball) 16 4.7 % Develop new off-leash dog parks 9 2.6 %
Develop new trail & bike lane connections) 26 7.6 %
Develop new splashpads 2 0.6 %
Develop/improve community-wide event venues 5 1.5 %
None chosen 71 20.8 %
Total 342 100.0 %
Q19. Which FOUR actions from the list in Question 18 on the previous page would you be MOST WILLING to fund?
Q19. 2nd choice Number Percent
General repair & increase maintenance of parks & facilities 37 10.8 % Improve existing aquatic facilities 26 7.6 %
Add/expand/improve trails/walking loops in existing parks 32 9.4 % Improve ADA/disabled persons accessibility at parks 10 2.9 % Improve/expand natural open space areas in existing parks 22 6.4 % Improve restroom facilities in existing parks 26 7.6 %
Improve playgrounds in existing parks 15 4.4 %
Renovate recreation/senior centers 12 3.5 %
Add Wi-Fi/other technology improvements to existing parks 7 2.0 % Develop new parks 16 4.7 %
Develop new sports facilities (fields, basketball, pickleball) 17 5.0 % Develop new off-leash dog parks 9 2.6 %
Develop new trail & bike lane connections) 22 6.4 %
Develop new splashpads 2 0.6 %
Develop/improve community-wide event venues 7 2.0 %
None chosen 82 24.0 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 110 Q19. Which FOUR actions from the list in Question 18 on the previous page would you be MOST WILLING to fund?
Q19. 3rd choice Number Percent
General repair & increase maintenance of parks & facilities 20 5.8 % Improve existing aquatic facilities 10 2.9 %
Add/expand/improve trails/walking loops in existing parks 24 7.0 % Improve ADA/disabled persons accessibility at parks 10 2.9 % Improve/expand natural open space areas in existing parks 21 6.1 % Improve restroom facilities in existing parks 29 8.5 %
Improve playgrounds in existing parks 20 5.8 %
Renovate recreation/senior centers 13 3.8 %
Add Wi-Fi/other technology improvements to existing parks 8 2.3 % Develop new parks 15 4.4 %
Develop new sports facilities (fields, basketball, pickleball) 16 4.7 % Develop new off-leash dog parks 5 1.5 %
Develop new trail & bike lane connections) 31 9.1 %
Develop new splashpads 4 1.2 %
Develop/improve community-wide event venues 10 2.9 %
None chosen 106 31.0 %
Total 342 100.0 %
Q19. Which FOUR actions from the list in Question 18 on the previous page would you be MOST WILLING to fund?
Q19. 4th choice Number Percent
General repair & increase maintenance of parks & facilities 27 7.9 % Improve existing aquatic facilities 11 3.2 %
Add/expand/improve trails/walking loops in existing parks 12 3.5 % Improve ADA/disabled persons accessibility at parks 5 1.5 % Improve/expand natural open space areas in existing parks 20 5.8 % Improve restroom facilities in existing parks 23 6.7 %
Improve playgrounds in existing parks 17 5.0 %
Renovate recreation/senior centers 10 2.9 %
Add Wi-Fi/other technology improvements to existing parks 8 2.3 % Develop new parks 20 5.8 %
Develop new sports facilities (fields, basketball, pickleball) 7 2.0 % Develop new off-leash dog parks 10 2.9 %
Develop new trail & bike lane connections) 24 7.0 %
Develop new splashpads 6 1.8 %
Develop/improve community-wide event venues 17 5.0 %
None chosen 125 36.5 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 111 SUM OF TOP 4 CHOICES
Q19. Which FOUR actions from the list in Question 18 on the previous page would you be MOST WILLING to fund? (top 4)
Q19. Top choice Number Percent
General repair & increase maintenance of parks & facilities 144 42.1 % Improve existing aquatic facilities 95 27.8 %
Add/expand/improve trails/walking loops in existing parks 85 24.9 % Improve ADA/disabled persons accessibility at parks 31 9.1 % Improve/expand natural open space areas in existing parks 76 22.2 % Improve restroom facilities in existing parks 91 26.6 % Improve playgrounds in existing parks 69 20.2 %
Renovate recreation/senior centers 45 13.2 %
Add Wi-Fi/other technology improvements to existing parks 30 8.8 % Develop new parks 73 21.3 %
Develop new sports facilities (fields, basketball, pickleball) 56 16.4 % Develop new off-leash dog parks 33 9.6 %
Develop new trail & bike lane connections) 103 30.1 %
Develop new splashpads 14 4.1 %
Develop/improve community-wide event venues 39 11.4 %
None chosen 71 20.8 %
Total 1055
Q20. From the following list, please CHECK ALL of the ways you learn about the City of Santa Clara parks, recreation facilities, and programs, events, activities and services.
Q20. Ways you learn about City parks, recreation
facilities, & programs, events, activities & services Number Percent City activity guide 235 68.7 %
City weekly newsletter 102 29.8 %
City website 174 50.9 %
Materials at parks or recreation facilities 78 22.8 %
Conversations with recreation staff 24 7.0 %
Newspaper 32 9.4 %
Friends & neighbors 130 38.0 %
Promotions at special events 66 19.3 %
Banners at parks or City facilities 143 41.8 %
Email/eBlasts from City 112 32.7 %
Facebook 64 18.7 %
X/Twitter 9 2.6 %
Instagram 38 11.1 %
Flyers 42 12.3 %
Other 14 4.1 %
Total 1263
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 112 Q20-15. Other:
Q20-15. Other Number Percent
Google maps 2 14.3 %
Google 1 7.1 %
BlueSky 1 7.1 %
NEXTDOOR 1 7.1 %
Apartment bulletin board 1 7.1 %
Mail 1 7.1 %
San Jose Spotlight 1 7.1 %
Calendar and inside Santa Clara mailings 1 7.1 %
SCYSL, schools, city council members 1 7.1 %
Monthly report 1 7.1 %
NEWS TV 1 7.1 %
Calendar 1 7.1 %
Nextdoor, broadcasted city council meetings 1 7.1 %
Total 14 100.0 %
Q21. From the list in Question 20, which THREE methods of communication would you MOST PREFER the City use to communicate with you about recreation programs and activities? Q21. Top choice Number Percent
City activity guide 86 25.1 %
City weekly newsletter 40 11.7 %
City website 37 10.8 %
Materials at parks or recreation facilities 7 2.0 %
Conversations with recreation staff 2 0.6 %
Newspaper 4 1.2 %
Friends & neighbors 4 1.2 %
Promotions at special events 4 1.2 %
Banners at parks or City facilities 11 3.2 %
Email/eBlasts from City 53 15.5 %
Facebook 19 5.6 %
X/Twitter 4 1.2 %
Instagram 16 4.7 %
Flyers 6 1.8 %
None chosen 49 14.3 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 113 Q21. From the list in Question 20, which THREE methods of communication would you MOST PREFER the City use to communicate with you about recreation programs and activities? Q21. 2nd choice Number Percent
City activity guide 41 12.0 %
City weekly newsletter 38 11.1 %
City website 57 16.7 %
Materials at parks or recreation facilities 12 3.5 %
Conversations with recreation staff 1 0.3 %
Newspaper 9 2.6 %
Friends & neighbors 8 2.3 %
Promotions at special events 8 2.3 %
Banners at parks or City facilities 28 8.2 %
Email/eBlasts from City 39 11.4 %
Facebook 14 4.1 %
X/Twitter 3 0.9 %
Instagram 16 4.7 %
Flyers 5 1.5 %
None chosen 63 18.4 %
Total 342 100.0 %
Q21. From the list in Question 20, which THREE methods of communication would you MOST PREFER the City use to communicate with you about recreation programs and activities? Q21. 3rd choice Number Percent
City activity guide 39 11.4 %
City weekly newsletter 24 7.0 %
City website 32 9.4 %
Materials at parks or recreation facilities 18 5.3 %
Conversations with recreation staff 2 0.6 %
Newspaper 7 2.0 %
Friends & neighbors 10 2.9 %
Promotions at special events 11 3.2 %
Banners at parks or City facilities 36 10.5 %
Email/eBlasts from City 27 7.9 %
Facebook 17 5.0 %
X/Twitter 1 0.3 %
Instagram 11 3.2 %
Flyers 8 2.3 %
None chosen 99 28.9 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 114 SUM OF TOP 3 CHOICES
Q21. From the list in Question 20, which THREE methods of communication would you MOST PREFER the City use to communicate with you about recreation programs and activities? (top 3) Q21. Top choice Number Percent
City activity guide 166 48.5 %
City weekly newsletter 102 29.8 %
City website 126 36.8 %
Materials at parks or recreation facilities 37 10.8 %
Conversations with recreation staff 5 1.5 %
Newspaper 20 5.8 %
Friends & neighbors 22 6.4 %
Promotions at special events 23 6.7 %
Banners at parks or City facilities 75 21.9 %
Email/eBlasts from City 119 34.8 %
Facebook 50 14.6 %
X/Twitter 8 2.3 %
Instagram 43 12.6 %
Flyers 19 5.6 %
None chosen 49 14.3 %
Total 864
Q22. How many years have you lived in the City of Santa Clara? Q22. How many years have you lived in City of Santa
Clara Number Percent
0-5 years 77 22.5 %
6-10 years 44 12.9 %
11-20 years 60 17.5 %
21-30 years 50 14.6 %
31+ years 95 27.8 %
Not provided 16 4.7 %
Total 342 100.0 %
WITHOUT NOT PROVIDED
Q22. How many years have you lived in the City of Santa Clara? (without "not provided") Q22. How many years have you lived in City of Santa
Clara Number Percent
0-5 years 77 23.6 %
6-10 years 44 13.5 %
11-20 years 60 18.4 %
21-30 years 50 15.3 %
31+ years 95 29.1 %
Total 326 100.0 %
Q23. Are you or any members of your family of Hispanic, Spanish, or Latino/a/x ancestry? Q23. Are you or any members of your family of
Hispanic, Spanish, or Latino/a/x ancestry Number Percent Yes 56 16.4 %
No 269 78.7 %
Not provided 17 5.0 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 115
WITHOUT NOT PROVIDED
Q23. Are you or any members of your family of Hispanic, Spanish, or Latino/a/x ancestry? (without "not provided")
Q23. Are you or any members of your family of
Hispanic, Spanish, or Latino/a/x ancestry Number Percent Yes 56 17.2 %
No 269 82.8 %
Total 325 100.0 %
Q24. Which of the following best describes your race/ethnicity? Q24. Your race/ethnicity Number Percent
Asian or Asian Indian 161 47.1 %
Black or African American 8 2.3 %
American Indian or Alaska Native 3 0.9 %
White 105 30.7 %
Native Hawaiian or other Pacific Islander 4 1.2 %
Other 17 5.0 %
Total 298
Q24-6. Self-describe your race/ethnicity:
Q24-6. Self-describe your race/ethnicity Number Percent Hispanic 2 11.8 %
Portuguese 2 11.8 %
Italian American 1 5.9 %
Multi race 1 5.9 %
Mexican 1 5.9 %
South American 1 5.9 %
Slavic 1 5.9 %
Jewish 1 5.9 %
Hispanic/Native American 1 5.9 %
Filipino/Hispanic 1 5.9 %
Greek,French, American Indian, English 1 5.9 %
Filipino 1 5.9 %
Native American 1 5.9 %
Latino 1 5.9 %
Middle Eastern 1 5.9 %
Total 17 100.0 %
Q25. Your gender:
Q25. Your gender Number Percent
Male 162 47.4 %
Female 165 48.2 %
Non-binary 2 0.6 %
Prefer not to answer 13 3.8 %
Total 342 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 116
WITHOUT PREFER NOT TO ANSWER
Q25. Your gender: (without "prefer not to answer")
Q25. Your gender Number Percent
Male 162 49.2 %
Female 165 50.2 %
Non-binary 2 0.6 %
Total 329 100.0 %
Q26. Your age:
Q26. Your age Number Percent
18-34 70 20.5 %
35-44 69 20.2 %
45-54 67 19.6 %
55-64 67 19.6 %
65+ 69 20.2 %
Total 342 100.0 %
Q27. What is the primary language spoken in your home?
Q27. Primary language spoken in your home Number Percent English 281 87.5 %
Spanish 14 4.4 %
Chinese 7 2.2 %
Cantonese 3 0.9 %
Hindi 2 0.6 %
Vietnamese 2 0.6 %
Telugu 1 0.3 %
Kannada 1 0.3 %
Bengali 1 0.3 %
Tamil 1 0.3 %
Marathi 1 0.3 %
Japanese 1 0.3 %
Serbo Croatian 1 0.3 %
Portuguese 1 0.3 %
Tamal 1 0.3 %
Llocano 1 0.3 %
Arabic 1 0.3 %
Albanian 1 0.3 %
Total 321 100.0 %
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 117 Response to Contract
Terms and Conditions
Response to Mandatory
Specifications and
Forms
2021 MoDOT Statewide 7 Survey Report Survey Instrument
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 118 City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 119 City of
Santa Clara
The Center of What's Possible
October 21, 2024
Dear Santa Clara Resident:
City Manager's Office
The City of Santa Clara is excited to announce that we are creating a Parks & Recreation Master Plan as a guide to develop, rehabilitate, maintain, and fund the community's parks and recreational facilities and programs for decades to come - we want to hear from you! We are conducting a survey to help determine the City's parks and recreation priorities.
This survey will take approximately 10-15 minutes to complete. The time you invest in completing this survey will aid the City in taking a resident-driven approach to enhance our community and improve the quality of life for all residents. To accurately represent a crosssection of the community, your household was one of a limited number randomly selected to participate. •
Your voice is important!
Your response to this survey will remain anonymous and will be reported in group form only. We have selected ETC Institute, an independent consulting company, as our partner to administer this survey. Please return your completed survey within the next two weeks using the enclosed postage-paid return-reply envelope addressed to ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061. If you prefer to take the survey online, please visit SantaClaraSurvey.org.
If you have any questions, please contact ETC lnstitute's project manager Ryan Murray at [email protected] or at 913-254-4598.
Don't miss this opportunity to have your voice heard and help us meet the ever-changing recreation needs of all community members.
Sincerely,
nD. 2
ity Manager
1500 Warburton Avenue • Santa Clara, CA 95050 • Phone: 408-615-2210 • Fax: 408-241-6771 • www.SantaClaraCA.gov City of Santa Clara Parks and Recreation Needs
Assessment Survey
The City of Santa Clara requests your input to help determine park and recreation priorities for our community.
This survey will take 10-15 minutes to complete. When you are finished, please return your survey in the enclosed postage-paid, return-reply envelope. If you prefer, you can complete the survey online at santaclarasurvey.org. We greatly appreciate your time!
1. Including yourself, how many people in your household are...
Under age 5: ____
Ages 5-9: ____
Ages 10-14: ____
Ages 15-19: ____
Ages 20-24: ____
Ages 25-34: ____
Ages 35-44: ____
Ages 45-54: ____
Ages 55-64: ____
Ages 65-74: ____
Ages 75-84: ____
Ages 85+: ____
2. Have you or any member of your household visited any parks or recreation facilities offered by the City of Santa Clara during the past 12 months?
____(1) Yes [Answer Q2a-c.] ____(2) No [Skip to Q3.]
2a. How often do you visit Santa Clara parks and/or recreation facilities? ____(1) More than 5 times a week
____(2) 2-4 times a week
____(3) Once a week
____(4) 1-3 times a month
____(5) Less than once a month
____(9) Don't know
2b. Overall, how would you rate the physical condition of ALL the City of Santa Clara parks and recreation facilities you have visited?
____(4) Excellent ____(3) Good ____(2) Fair ____(1) Poor 2c. Please CHECK ALL the following reasons that you and members of your household currently use Santa Clara parks and recreation facilities. ____(01) Participate in a program/attend an
event/league
____(02) Walk for exercise
____(03) Walk dog(s)
____(04) Play on a playground
____(05) Picnicking/family-friend gathering
____(06) People watch
____(07) Read a book
____(08) Hang out
____(09) Ride a bike
____(10) Run/Jog
____(11) Go swimming/use a splash pad
____(12) Watch birds/wildlife
____(13) Play non-league/program sports (basketball, tennis, pickleball, soccer, lawn bowling)
____(14) Other: ____________________________________
3. Has your household participated in any recreation programs or activities offered by the City of Santa Clara during the past 12 months?
____(1) Yes [Answer Q3a.] ____(2) No [Skip to Q4.]
3a. How would you rate the overall quality of the City of Santa Clara recreation programs and/or activities in which your household has participated? ____(4) Excellent ____(3) Good ____(2) Fair ____(1) Poor
4. From the following list, please CHECK ALL the organizations that you or members of your household have used for recreation programs and activities during the past 12 months. ____(01) City of Santa Clara
____(02) Santa Clara County
____(03) Neighboring cities
____(04) Public/private schools
____(05) Places of worship (e.g., synagogues, churches) ____(06) Private and non-profit youth sports
____(07) Private summer camps
____(08) Private clubs (tennis, health, swim, fitness)
____(09) Homeowners association
____(10) Other: __________________________________
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 120 4a. If you or members of your household have used other organizations for recreation programs and activities, please CHECK ALL the following reasons as to why you do so. ____(01) Quality of instructors
____(02) Newer facilities
____(03) Value of program matches the fee paid
____(04) Program times are more convenient
____(05) Offers programs that I am interested in
____(06) Closer to my home
____(07) Other: __________________________________
5. Please CHECK ALL the following reasons that prevent you and members of your household from participating in the City of Santa Clara recreation programs or activities more often. ____(01) Lack of quality instructors
____(02) Old and outdated facilities
____(03) Use programs offered by other agencies
____(04) I don't know what is offered
____(05) Lack of quality programs
____(06) Fees are too high
____(07) Too far from my home
____(08) Program times are not convenient
____(09) Classes are full
____(10) Program not offered
____(11) Registration is difficult
____(12) Poor customer service by staff
____(13) Lack of transportation
____(14) Lack of right program equipment
____(15) Too busy/not interested
____(16) Lack of trust in government
____(17) Language/cultural barriers
____(18) Other: _____________________________________
6. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Type of Facility/Amenity Fully Met Mostly Met Partly Met Not Met No Need
01. Community center (multi-use space for all ages) 4 3 2 1 9
02. Community gardens 4 3 2 1 9
03. Diamond sports fields (e.g., baseball, softball) 4 3 2 1 9
04. Environmental education center 4 3 2 1 9
05. Golf course 4 3 2 1 9
06. Indoor basketball/volleyball courts (indoor gyms) 4 3 2 1 9
07. Indoor walking/jogging track 4 3 2 1 9
08. Lawn bowling 4 3 2 1 9
09. Multi-use trails (biking, walking, jogging, hiking) 4 3 2 1 9
10. Off-leash dog park 4 3 2 1 9
11. Open space and conservation areas 4 3 2 1 9
12. Outdoor amphitheater/outdoor performing arts venue 4 3 2 1 9
13. Outdoor exercise/fitness equipment 4 3 2 1 9
14. Outdoor multi-use courts (basketball, badminton, pickleball, tennis) 4 3 2 1 9
15. Pickleball courts (dedicated) 4 3 2 1 9
16. Picnic areas and shelters 4 3 2 1 9
17. Rectangular sports fields (e.g., football, lacrosse, rugby, soccer) 4 3 2 1 9
18. Skate parks 4 3 2 1 9
19. Specialty bike parks (BMX park/pump track) 4 3 2 1 9
20. Splash pads 4 3 2 1 9
21. Swimming pool 4 3 2 1 9
22. Tennis courts (dedicated) 4 3 2 1 9
23. Universally accessible play areas 4 3 2 1 9
24. Other: ________________________________________________ 4 3 2 1 9
7. Which FOUR facilities/amenities from the list in Question 6 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 6, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 121
8. Please indicate how well your needs are being met for each of the programs/activities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Type of Programs/Services Fully Met Mostly Met Partly Met Not Met No Need
01. After school programs for youth of all ages 4 3 2 1 9
02. Community special events 4 3 2 1 9
03. Cultural enrichment programs 4 3 2 1 9
04. EGaming/ESports 4 3 2 1 9
05. Fitness and wellness programs 4 3 2 1 9
06. Gymnastics/tumbling programs 4 3 2 1 9
07. Lawn bowling activities/leagues 4 3 2 1 9
08. Out of school day camps 4 3 2 1 9
09. Out of school sports camps 4 3 2 1 9
10. Outdoor environmental/nature camps and programs 4 3 2 1 9
11. Outdoor recreation (hiking, canoe, kayak, archery, etc.) 4 3 2 1 9
12. Performing arts programs (dance/music) 4 3 2 1 9
13. Pickleball lessons and leagues 4 3 2 1 9
14. Preschool programs/early childhood education 4 3 2 1 9
15. Programs for at risk youth/crime prevention 4 3 2 1 9
16. Programs for people with special needs 4 3 2 1 9
17. Recreation/competitive swim team 4 3 2 1 9
18. Sports leagues 4 3 2 1 9
19. STEAM (science, technology, engineering, arts and
mathematics)/tech classes 4 3 2 1 9
20. Swim lessons 4 3 2 1 9
21. Tennis lessons and leagues 4 3 2 1 9
22. Visual arts/crafts/performing arts programs 4 3 2 1 9
23. Water fitness programs/lap swimming 4 3 2 1 9
24. Other: _________________________________________________ 4 3 2 1 9
9. Which FOUR programs/activities from the list in Question 8 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 8, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
10. Santa Clara Parks and Recreation is in the process of evaluating its event offerings. From the list below, which THREE of the single or multi-day event concepts would you and the members of your household be MOST INTERESTED in participating? [Write in your answers using the numbers from the list below, or circle "NONE." For example, if your top choice is "Summer Camp Information Fair," you would write "11" in the space next to "1st" below.]
01. Cultural celebrations (ethnic music, traditions, performances)
02. Competitions (triathlon, bike, 5K/10K runs, adventure/obstacle courses)
03. Employment/job fairs
04. Entertainment (music, movies, performers)
05. Environmental event (Water Matters Day, sustainability, recycling)
06. Food events (farmer's market, food tastings, beer/wine)
07. Health and wellness events (nutrition counseling, preventative health education, mental health wellness, City resources)
08. Holiday celebrations (Memorial, Veterans, 4th of July)
09. Educational workshops for seniors and youth (Fraud Prevention, D.A.R.E., etc.)
10. Sports tournaments (baseball, basketball, football, dodgeball, pickleball, soccer)
11. Summer Camp Information Fair
1st: ____ 2nd: ____ 3rd: ____ NONE
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 122
11. If you or someone in your household is over 50 years old, please indicate how well your/their needs are being met for each of the programs/activities listed below that promote ACTIVE AGING on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Type of Active Aging Programs/Services Fully Met Mostly Met Partly Met Not Met No Need
01. Alzheimer/Parkinson's programs 4 3 2 1 9
02. Arts and Crafts programs and activities 4 3 2 1 9
03. Computer classes and programs 4 3 2 1 9
04. Dance lessons and programs 4 3 2 1 9
05. Day trips, tours, and excursions to popular tourist attractions 4 3 2 1 9
06. Financial services program (tax filing) 4 3 2 1 9
07. Healthy living programs and screenings (blood pressure, cancer, vision, etc.) 4 3 2 1 9
08. Housing programs 4 3 2 1 9
09. Legal assistance programs 4 3 2 1 9
10. Lunch/meal programs 4 3 2 1 9
11. Music classes and programs 4 3 2 1 9
12. Special events at the senior center 4 3 2 1 9
13. Special interest classes (gardening, writing, book clubs) 4 3 2 1 9
14. Support groups 4 3 2 1 9
15. Transportation programs/services 4 3 2 1 9
16. Volunteer opportunities programs 4 3 2 1 9
17. Weekly programs (cards, billiards, mahjong) 4 3 2 1 9
18. Other: _______________________________________________________ 4 3 2 1 9
12. Which FOUR programs/services from the list in Question 11 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 11, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
13. Please rate your level of agreement with the following statements about some potential benefits of the City of Santa Clara's parks and recreation services by circling the corresponding number.
Parks and recreation services in Santa Clara... Strongly Agree Agree Neutral Disagree Strongly Disagree
Don't
Know
01. Helps to attract new residents 5 4 3 2 1 9
02. Helps to reduce crime in my neighborhood and keep kids out of trouble 5 4 3 2 1 9
03. Improves my (my household's) mental health and reduces stress 5 4 3 2 1 9
04. Improves my (my household's) physical health and fitness 5 4 3 2 1 9
05. Increases my (my household's) property value 5 4 3 2 1 9
06. Is age-friendly and accessible to all age groups 5 4 3 2 1 9
07. Makes Santa Clara a more desirable place to live 5 4 3 2 1 9
08. Positively impacts economic/business development/tourism 5 4 3 2 1 9
09. Preserves open space and protects the environment 5 4 3 2 1 9
10. Provides jobs/professional development for youth 5 4 3 2 1 9
11. Provides positive social interactions for me (my household/family) 5 4 3 2 1 9
12. Provides volunteer opportunities for the community 5 4 3 2 1 9
14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household? [Write in your answers below using the numbers from the first column in Question 13, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 123
15. Please rate your level of satisfaction with the overall value that your household receives from Santa Clara parks, trails, recreation facilities, pools, programs, or services. ____(5) Very satisfied
____(4) Satisfied
____(3) Neutral
____(2) Dissatisfied
____(1) Very dissatisfied
____(9) Don't know
16. Maintenance. Please rate your satisfaction with each of the following maintenance activities provided in the Santa Clara Parks and Recreation System.
Maintenance Activity/Task Very
Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don't
Know
01. Athletic field maintenance 5 4 3 2 1 9
02. Athletic outdoor court maintenance (tennis, pickleball, basketball, etc.) 5 4 3 2 1 9
03. Community/recreation/senior center maintenance 5 4 3 2 1 9
04. Dog park (off leash) maintenance and care 5 4 3 2 1 9
05. Graffiti removal/vandalism repair 5 4 3 2 1 9
06. Landscape care (flower beds) 5 4 3 2 1 9
07. Mowing 5 4 3 2 1 9
08. Natural area/conservation area management 5 4 3 2 1 9
09. Path/Trail (paved) maintenance 5 4 3 2 1 9
10. Pavilion/Picnic area maintenance 5 4 3 2 1 9
11. Playground safety and maintenance 5 4 3 2 1 9
12. Pool/Splash pad/spray ground maintenance 5 4 3 2 1 9
13. Restroom maintenance 5 4 3 2 1 9
14. Specialized facility maintenance 5 4 3 2 1 9
15. Trail (non-paved) maintenance 5 4 3 2 1 9
16. Trash/Litter/Waste pickup 5 4 3 2 1 9
17. Urban forest/tree maintenance 5 4 3 2 1 9
18. Waterways/Rivers/Streams 5 4 3 2 1 9
17. Which of the FOUR maintenance activities from the list in Question 16 are MOST IMPORTANT to you and members of your household? [Write in your answers below using the numbers from the first column in Question 16, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
18. The following is a list of actions the City of Santa Clara could take to improve the parks and recreation system. Please indicate your support for each potential action using a scale of 5 to 1, where 5 means "Very Supportive," and 1 means "Not at all Supportive." Improvements to Existing Facilities: Very
Supportive
Somewhat
Supportive Neutral Not Supportive
Not at all
Supportive
Don't
Know
01. General repair and increase maintenance of parks and facilities 5 4 3 2 1 9
02. Improve existing aquatic facilities 5 4 3 2 1 9
03. Add/expand/improve trails/walking loops in existing parks 5 4 3 2 1 9
04. Improve ADA/disabled persons accessibility at parks 5 4 3 2 1 9
05. Improve/expand natural open space areas in existing parks 5 4 3 2 1 9
06. Improve restroom facilities in existing parks 5 4 3 2 1 9
07. Improve playgrounds in existing parks 5 4 3 2 1 9
08. Renovate Recreation/Senior Centers 5 4 3 2 1 9
09. Add Wi-Fi/other technology improvements to existing parks 5 4 3 2 1 9 Developing New Facilities:
10. Develop new parks 5 4 3 2 1 9
11. Develop new sports facilities (fields, basketball, pickleball) 5 4 3 2 1 9
12. Develop new off-leash dog parks 5 4 3 2 1 9
13. Develop new trail and bike lane connections) 5 4 3 2 1 9
14. Develop new splashpads 5 4 3 2 1 9
15. Develop/improve community-wide event venues 5 4 3 2 1 9 City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 124
19. Which FOUR actions from the list in Question 18 on the previous page would you be MOST WILLING to fund? [Write in your answers below using the numbers from the list in Question 18, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
20. From the following list, please CHECK ALL of the ways you learn about the City of Santa Clara parks, recreation facilities, and programs, events, activities and services. ____(01) City activity guide
____(02) City weekly newsletter
____(03) City website
____(04) Materials at parks or recreation facilities
____(05) Conversations with recreation staff
____(06) Newspaper
____(07) Friends and neighbors
____(08) Promotions at special events
____(09) Banners at parks or City facilities
____(10) Email/Eblasts from City
____(11) Facebook
____(12) X (Twitter)
____(13) Instagram
____(14) Flyers
____(15) Other: ________________________________________
21. From the list above in Question 20, which THREE methods of communication would you MOST PREFER the City use to communicate with you about recreation programs and activities? [Write in your answers below using the numbers from the list in Question 20, or circle "NONE."] 1st: ____ 2nd: ____ 3rd: ____ NONE
Demographics: The following questions are about you and your household. We ask these questions to ensure we reach all groups in Santa Clara and to see if all residents are experiencing City services equitably. Your individual responses will remain confidential.
22. How many years have you lived in the City of Santa Clara? ______ years
23. Are you or any members of your family of Hispanic, Spanish, or Latino/a/x ancestry? ____(1) Yes ____(2) No
24. Which of the following best describes your race/ethnicity? [Check all that apply.] ____(01) Asian or Asian Indian
____(02) Black or African American
____(03) American Indian or Alaska Native
____(04) White
____(05) Native Hawaiian or other Pacific Islander
____(99) Other: ____________________________________________
25. Your gender:
____(1) Male
____(2) Female
____(3) Non-binary
____(4) Prefer not to answer
____(5) Prefer to self-describe: ______________________
26. Your age: ______ years
27. What is the primary language spoken in your home?
28. Would you be willing to participate in future surveys sponsored by the City of Santa Clara? ____(1) Yes [Please provide your contact information below.] ____(2) No Mobile Phone Number: Email Address:
This concludes the survey. Thank you for your time!
Please return your completed survey in the enclosed return-reply envelope addressed to:
ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 Your responses will remain completely anonymous. The
information to the right will ONLY be used to help identify the level of need and priorities in your area. Thank you! City of Santa Clara Parks and Recreation Needs Assessment Survey ETC Institute (2024) 125 City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
26-149 Agenda Date: 5/5/2026
REPORT TO COUNCIL
SUBJECT
Adopt a Resolution to Declare the City of Santa Clara’s Intention to Renew the Santa Clara Tourism Improvement District (SCTID) and fix the time and place for a public meeting and public hearing
BACKGROUND
The SCTID is a benefit assessment district proposed to continue a revenue source to help fund Marketing, Communication, and Convention Center and Partner Sales efforts for certain Santa Clara lodging businesses. This approach has been used successfully in other destination areas throughout the state to improve tourism and drive additional room nights to assessed businesses.
TOURISM IMPROVEMENT DISTRICTS
Tourism Improvement Districts (TIDs) utilize the efficiencies of private sector operation in the marketbased promotion of tourism. These special assessment districts allow assessed business owners to organize their efforts to increase tourism. Business owners within the TID fund the TID, and those funds are used to provide services that are desired by and benefit the assessed businesses within the TID.
TID benefits:
· Funds cannot be diverted for other government programs; · They are customized to fit the needs of each destination; · They allow for a wide range of services; including: destination marketing, tourism promotion, and sales lead generation;
· They are designed, created and governed by those who will pay the assessment; and · They provide a stable funding source for tourism promotion.
In California, TIDs are primarily formed pursuant to the Property and Business Improvement District Law of 1994 (94 Law). TIDs formed under the 94 Law can be funded by assessments against businesses, assessments against property or a combination of the two. TIDs are not entities that have a separate legal existence from the entities that establish them, nor are they political subdivisions that have their own governing boards. The TID is not, itself, a unit of government, rather, it is a program of the City.
A management district plan serves as the “constitution” of the TID. An owners’ association may be retained to provide the improvements, maintenance, and activities described in the management district plan. If the management district plan designates an owners’ association, the city must contract with the designated owners’ association to provide the services. The owners’ association is a private City of Santa Clara Page 1 of 6 Printed on 5/1/2026
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26-149 Agenda Date: 5/5/2026
entity and may not be considered a public entity for any purpose, though it is required to comply with the Ralph M. Brown Act at all times when matters within the subject matter of the TID are heard, discussed, or deliberated.
SANTA CLARA TOURISM IMPROVEMENT DISTRICT HISTORY
The SCTID was originally formed in 2005 pursuant to the Parking and Business Improvement Area Law of 1989 (1989 Law). On January 11, 2005, City Council (Council) approved Ordinance No. 1797, amending the Santa Clara Municipal Code and establishing the tourism improvement district with boundaries covering eleven (11) lodging businesses near the Santa Clara Convention Center. Under the 1989 Law, the district was administered by a Council-appointed Advisory Board, required annual renewal, and collected a fee of $1.00 from hotel guests on each occupied hotel/motel room night.
Beginning in Fiscal Year 2019/20, the lodging businesses expressed interest in reconstituting the district under the 94 Law and transitioning the assessment method from $1.00 per occupied room night to a percentage of gross short-term room rental revenue. On November 12, 2019, the Council approved the SCTID’s request to pursue conversion (RTC 19-920), and on February 11, 2020, the Council directed staff to proceed with a change to 1.5% of gross short-term room rentals with the future option to increase to no more than 2% (RTC 20-1394). The onset of the COVID-19 pandemic and the resulting uncertainty regarding economic impacts to the lodging industry prompted Council to temporarily postpone the conversion, and on April 8, 2020, Council directed staff to renew the existing district under the 1989 Law with the $1.00 per occupied room night assessment while economic conditions stabilized (RTC 20-452).
On January 26, 2021, the Council approved the lodging businesses’ request to pursue formation of the district under the 94 Law and directed staff to proceed with an initial assessment of 1.5% of gross short-term room rental revenue, with the option to increase to 2% in year two (RTC 21-3589).
Petitions in favor of formation were submitted by six (6) lodging businesses representing 76.51% of the total assessment. On April 6, 2021, the Council adopted Resolution No. 21-8955, declaring the City’s intention to establish the SCTID under the 94 Law (RTC 21-153). A public meeting to receive testimony was held on April 20, 2021 (RTC 21-154), and on May 25, 2021, following a public hearing at which no protests were received, the Council adopted a Resolution of Formation establishing the current SCTID for a five (5) year term beginning July 1, 2021 through June 30, 2026 (RTC 21-155).
The Silicon Valley/Santa Clara DMO, Inc. (dba Discover Santa Clara) serves as the SCTID’s Owners’ Association and implements the programs in accordance with the Council approved Management District Plan. As the current five-year term approaches its scheduled expiration on June 30, 2026, the lodging businesses have requested that the City initiate proceedings under the 94 Law to renew the SCTID, sustain and expand the marketing, communications programs, and convention center and partner sales that have been funded through the district.
DISCUSSION
The renewed SCTID includes all lodging businesses with ten (10) rooms or more, existing or in the future, available for public occupancy, located within the boundaries of a portion of the City as more specifically identified on the map included as Attachment 1 . Lodging businesses do not include short -term rentals, including units within multi-family buildings that are permitted to operate as short-term rentals.
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26-149 Agenda Date: 5/5/2026
The current SCTID, established effective July 1, 2021 for a five-year term, is scheduled to expire on June 30, 2026. Under the existing Management District Plan, assessments have funded convention sales and incentives, destination marketing, and tourism promotion activities administered by the Silicon Valley/Santa Clara DMO, Inc. (dba Discover Santa Clara) as the SCTID’s Owners’ Association. With the approaching expiration of the current term and continued lodging-industry support for a dedicated funding source for tourism promotion, the assessed lodging businesses have submitted petitions requesting that the Council initiate renewal proceedings for the SCTID under the 94 Law for a new five-year term.
Lodging business owners have decided to pursue renewal of the SCTID to continue a dedicated revenue source devoted to marketing Santa Clara as a tourist, meeting and event destination. If renewed, the SCTID would generate approximately $4,047,912 on an annual basis for promotion of travel and tourism specific to Santa Clara.
MANAGEMENT DISTRICT PLAN
The Management District Plan (Plan) (Attachment 1) includes the proposed boundary of the SCTID, a service plan and budget and a proposed means of governance. The SCTID will include all lodging businesses with ten (10) rooms or more, existing or in the future, available for public occupancy, located within the boundaries of a portion of the City as more particularly shown on Attachment 1.
The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue.
During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara Board of Directors (the “Board”) shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval as described in Section V of the Plan, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners, as described in Section V of the Plan.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee’s full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and listing the employee’s name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the City’s Director of Finance with each remittance of assessments.
The renewed SCTID will have a five (5) year term, beginning July 1, 2026 and ending five (5) years from its start date.
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26-149 Agenda Date: 5/5/2026
Each assessed lodging business located in the boundaries of the SCTID shall be responsible for remitting the assessments to the City in accordance with the Plan. The City will be responsible for collecting the assessment on a monthly basis (including any interest and overdue charges) from each assessed lodging business located in the boundaries of the SCTID. The City shall forward the assessments to Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara, which will have the responsibility of managing SCTID programs as provided in the Plan. The City shall retain a fee equal to two percent (2%) of the amount of assessment collected to cover its costs of collection and administration.
It is anticipated that the SCTID will generate $4,047,912 annually and the proposed first year annual budget is outlined in Table 1.
Table 1 - Initial Annual Budget
Program Description Budget
Marketing, Communications,
and Convention Center and
Partner Sales (70%)
Position Santa Clara as a
premier destination for
meetings, events, and
leisure tourism.
$2,833,538
Administration (25%) Provides management,
coordination, and support to
all organizational services
and functions
$1,011,978
Contingency (3%) Used to account for
uncollected assessments,
and a reserve fund for
program administration or
renewal costs at the
discretion of the Board.
$121,438
City Administration Fee (2%) Retained fee to cover costs of collection and
administration of the SCTID
assessment.
$80,958
Total $4,047,912
SCTID Formation Process
May 5, 2026 - Resolution of Intention Hearing
Upon the submission of a written petition, signed by the business owners in the renewed SCTID who will pay more than fifty percent (50%) of the assessments proposed to be levied, the Council may initiate proceedings to renew the SCTID by the adoption of a resolution of intention (Attachment 3) to express its intention to renew the SCTID.
Petition Status : At the date of this agenda publication, eight (8) of the 11 TID lodging businesses (AC Hotel Santa Clara, Delta by Marriott, Hilton Santa Clara, Hyatt House, Hyatt Regency, Element Santa Clara, Marriott Santa Clara, Townplace Suites), submitted petitions totaling 81.13% of the City of Santa Clara Page 4 of 6 Printed on 5/1/2026
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26-149 Agenda Date: 5/5/2026
lodging businesses (Attachment 4). This majority petition allows the Council to initiate proceedings for SCTID renewal at the May 5, 2026 meeting.
No later than May 9, 2026 - Public Notice
The 94 Law requires the City to mail written notice to the owners of all businesses proposed to be assessed within the SCTID. The notice must be provided forty-five (45) days before the public hearing to allow a period in which assessed business owners may protest SCTID renewal. The notice must include notice of the public meeting, and the public meeting shall occur before the public hearing.
June 9, 2026 - Public Meeting
Allow public testimony on the renewal of the SCTID and levy of assessments. No Council action required.
June 23, 2026 - Final Public Hearing
If written protests are received from the owners of businesses in the renewed SCTID which will pay fifty percent (50%) or more of the assessments proposed to be levied, and protests are not withdrawn so as to reduce the protests to less than fifty percent (50%), no further proceedings to levy the proposed assessment against such businesses shall be taken for a period of one (1) year from the date of the finding of a majority protest by the Council.
If the City Council, following the public hearing, decides to renew the SCTID, the Council shall adopt a resolution of renewal that renews the district.
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)(4) in that it is a fiscal activity that does not involve any commitment to any specific project which may result in a potential significant impact on the environment.
FISCAL IMPACT
None immediately. The City will receive a fee of two percent (2%) of the amount collected to cover its cost of administration. The amount is approximately $80,958 based on the annual SCTID revenue estimate of $4,047,912. Because the SCTID programs are intended to increase visitation to the City, there may be an increase in transient occupancy tax and sales tax collections.
COORDINATION
This report was coordinated with the City Manager’s Office, City Attorney’s Office, and Finance Department.
PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] or at the public information desk at any City of Santa Clara public library.
City of Santa Clara Page 5 of 6 Printed on 5/1/2026
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26-149 Agenda Date: 5/5/2026
RECOMMENDATION
Adopt a Resolution of Intention declaring the City’s intent to renew the Santa Clara Tourism Improvement District (SCTID) for five (5) years starting July 1, 2026.
Reviewed by: Aracely Azevedo, Assistant City Manager
Approved by: Jovan D. Grogan, City Manager
ATTACHMENTS
1. TID Boundaries Map
2. SCTID Management District Plan
3. Resolution of Intention
4. Signed Petitions
City of Santa Clara Page 6 of 6 Printed on 5/1/2026
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2026-2031
SANTA CLARA
TOURISM IMPROVEMENT DISTRICT
MANAGEMENT DISTRICT PLAN
Prepared pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq. April 21, 2026
TABLE OF CONTENTS
I. OVERVIEW..............................................................................................................................................................3 II. BACKGROUND.......................................................................................................................................................5 III. ACCOMPLISHMENTS ..........................................................................................................................................6 IV. BOUNDARY............................................................................................................................................................ 11 V. ASSESSMENT BUDGET AND SERVICES ....................................................................................................... 13 A. ANNUAL SERVICE PLAN..................................................................................................................................................................................13 B. ANNUAL BUDGET...............................................................................................................................................................................................16 C. CALIFORNIA CONSTITUTIONAL COMPLIANCE........................................................................................................................................17 D. ASSESSMENT......................................................................................................................................................................................................18 E. INTEREST AND OVERDUE CHARGES .........................................................................................................................................................20 F. TIME AND MANNER FOR COLLECTING ASSESSMENTS.......................................................................................................................20 VI. GOVERNANCE......................................................................................................................................................21 A.OWNERS’ ASSOCIATION ..................................................................................................................................................................................21 B. BROWN ACT AND CALIFORNIA PUBLIC RECORDS ACT COMPLIANCE............................................................................................21 C.ANNUAL REPORT ................................................................................................................................................................................................21 APPENDIX 1 – LAW.........................................................................................................................................................22 APPENDIX 2 – ASSESSED BUSINESSES .................................................................................................................. 34 Prepared by
Civitas
(916) 437-4300
www.civitasadvisors.com
••• • • CIVITAS
PARTNERSHIPS • PROGRESS • PROSPERITY
DISCOVER
SA~TR
CLARA.
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
3 I. OVERVIEW
Developed by Santa Clara lodging businesses and Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® (“Discover Santa Clara® or DMO”), the Santa Clara Tourism Improvement District (“SCTID”) is an assessment district proposed to continue to provide specific benefits to payors by funding marketing, communications, and convention center and partner sales services for assessed lodging businesses. This approach has been used successfully in other destination areas throughout the country to provide the benefit of additional room night sales directly to payors. The SCTID was initially created in 2021 for a five (5) year term. Santa Clara lodging businesses and the DMO now wish to renew the SCTID for an additional five (5) year term.
Location: The renewed SCTID includes all lodging businesses with ten (10) rooms or more, existing and in the future, available for public occupancy located within the boundaries of a portion of the city of Santa Clara, as shown on the map and defined in Section IV.
Services: The SCTID is designed to provide specific benefits directly to payors by increasing awareness and demand for room night sales. Marketing, communication programs, and convention center and partner sales, and other improvements and activities set forth in this Management District Plan (“Plan”), will increase demand for overnight tourism and market payors for tourist, meeting and event destinations, thereby increasing demand for room nights.
Budget: The total SCTID annual assessment budget for the initial year of its five (5) year operation is anticipated to be approximately $4,047,912. A similar assessment budget is expected to apply to subsequent years, but this assessment budget is expected to fluctuate as room sales do, as businesses open and close, and if the assessment rate is increased or decreased pursuant to this Plan.
Cost: The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue. During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The DMO Board of Directors (the “Board”) shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval as described in Section V of this Plan, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%).
Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners, as described in Section V of this Plan.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee’s full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
4 listing the employee’s name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the City’s Director of Finance with each remittance of assessments.
Collection: Each assessed lodging business located in the boundaries of the SCTID shall be responsible for remitting the assessments to the City in accordance with this Plan.
The City will be responsible for collecting the assessment on a monthly basis (including any interest and overdue charges) from each assessed lodging business located in the boundaries of the SCTID. The City shall take all reasonable efforts to collect the assessments from each assessed lodging business and may charge SCTID its proportionate share of collection costs.
Duration: The renewed SCTID will have a five (5) year life, beginning July 1, 2026, or as soon as possible thereafter, and ending five (5) years from its start date. After five (5) years, the SCTID may be renewed pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code Section 36600 et seq. (“94 Law”) if assessed lodging business owners support continuing the SCTID programs.
Management: The DMO shall continue to serve as the SCTID’s Owners’ Association. The Owners’ Association is charged with managing funds and implementing programs in accordance with this Plan and must provide annual reports to the City Council.
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
5 II. BACKGROUND
TIDs are an evolution of the traditional Business Improvement District. The first TID was formed in West Hollywood, California in 1989. Since then, over 100 California destinations have followed suit. In recent years, other states have begun adopting the California model: Illinois, Minnesota, Massachusetts, Montana, South Dakota, Washington, Colorado, Texas, and Louisiana have adopted TID laws. Several other states are in the process of adopting their own legislation. The cities of Wichita, Kansas and Newark, New Jersey used existing business improvement district laws to form TIDs. Additionally, some cities, like Portland, Oregon and Memphis, Tennessee have utilized their home rule powers to create TIDs without a state law.
California’s TIDs collectively raise over
$300 million annually for local destination
marketing. With competitors raising their
budgets, and increasing rivalry for visitor
dollars, it is important that Santa Clara
lodging businesses continue to invest in
stable, commerce-specific marketing
programs.
TIDs utilize the efficiencies of private
sector operation in the market-based
promotion of tourism districts. TIDs allow
tourism business owners to organize their
efforts to increase commerce. Lodging
business owners within the TID pay an assessment and those funds are used to provide services that increase commerce.
In California, most TIDs are formed pursuant to the Property and Business Improvement District Law of 1994. This law allows for the creation of a benefit assessment district to raise funds within a specific geographic area. The key difference between TIDs and other benefit assessment districts is that funds raised are returned to the private non-profit corporation governing the district for expenditures consistent with plans like this one. They are intended to supplement, not supplant, existing government funding and services for the specific benefit of the assessed businesses.
There are many benefits to TIDs:
• Funds must be spent on services and improvements that provide a specific benefit only to those who pay;
• Funds cannot be diverted to general government programs; • They are customized to fit the needs of payors in each destination; • They allow for a wide range of services;
• They are designed, created and governed by those who will pay the assessment; and • They provide a stable, long-term funding source for tourism promotion. 1 2
4 6
9 12
19 25
29 32
38 46
61 64
70 75
88 95
99 101
104
109
110
114
113113113
115
116
0 20
40 60
80 100
120
Number of Districts Operating in
California
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SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
6 III. ACCOMPLISHMENTS
Organizational Formation and Strategic Evolution: Since its establishment, Discover Santa Clara® has evolved from a start-up organization into a fully operational Destination Marketing Organization with the team, systems, and partnerships in place to deliver results. Over the past fiscal year, the DMO advanced its sales, marketing, and operational capabilities, strengthened financial stewardship, and positioned Santa Clara to capitalize on major global opportunities ahead—including Super Bowl LX and the FIFA World Cup 2026. The following highlights reflect key accomplishments achieved through collaboration with our SCTID hotel partners, the City, and industry stakeholders.
Metrics reflect performance through the close of FY 2024/25, with select indicators updated to reflect early FY 2025/26 activity where relevant.
ORGANIZATIONAL SUCCESS: TEAM ACHIEVEMENTS AND INDUSTRY ACCOLADES.
I. Administrative Operational Advancement & Governance
• Executive Leadership and Team Build-Out: Following the hiring of a new CEO in October 2022, Discover Santa Clara® built out its full organizational structure. Under her leadership, the DMO strategically assembled a high-performing team that now includes a Director of Business Operations, Directors of Sales & Marketing, two Sales Managers, a Manager of Data & Strategy, a Marketing Manager, and a Marketing Coordinator. With staggered onboarding over two and a half years, the full team of nine was in place in March 2025. • Established Financial Infrastructure: Developed and completed Financial Standard Operating Procedures (SOPs) in collaboration with our Accounting Firm Krisch & Company and City representatives. These SOPs were approved by the Board in January 2024 and serve as one of the steps necessary for the DMO’s readiness to gain financial independence. • Launched a 401(k) Program: Introduced a formal retirement benefits program for all fulltime employees, demonstrating long-term commitment to staff well-being and organizational maturity.
• Implemented Performance Management and Incentive Programs to Drive Accountability and Results: Implemented a comprehensive performance management framework creating a structured Annual Review Process that includes quarterly check-ins and year-end evaluations aligned to individual goals and broader organizational Key Performance Indicators (KPIs). Additionally, designed and rolled out incentive compensation plans and goal-setting processes for all eligible positions, linking performance with accountability to drive resultsdriven behavior. • Modernized Administrative Systems:
o Developed and gained Board approval for the organization’s first-ever Travel & Entertainment Policy to guide responsible spending, improve reporting accuracy, and establish accountability standards.
o Introduced Corporate Credit Cards through Bridge Bank to streamline business purchasing, travel, and reimbursements.
o Finalized revenue reconciliation for 2019–2021 with the City and the former Chamber of Commerce DMO.
o Created SOPs and internal systems to guide reporting, vendor management, and City contract tracking.
• Strengthened Governance & Reporting:
o Delivered quarterly and annual reports to the Board of Directors and SCTID partners.
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
7 o Facilitated Board of Directors elections and onboarding processes. o Initiated Civitas-led Board training in January 2025 to strengthen governance alignment and introduce the SCTID renewal process.
• Strategic Team Alignment: Implemented cadence of all-staff strategic offsite meetings focused on cross-functional planning, budget alignment, and team development, including The Enneagram Training for deeper understanding of team dynamics. • Strong Financial Performance & Stewardship (FY 2024/25):
o SCTID assessment outperformed projections ($3.2M vs. $2.6M forecast) o Generated $160,000 in new interest revenue on assessment funds. o Closed FY 2024/25 with an approximately $600,000 year-end surplus to fund future activities, reflecting strong assessment performance and expense management.
II. Sales & Convention Strategy
• Strategic Sales Deployment: Implemented a market-segment deployment model, aligning sales team members by verticals such as corporate, sports, and association to better engage planners and strategically grow business opportunities. • Sales Lead Growth & Expanded Booking Scope: Within the Priority (P1–P5) classification system—where groups are ranked by peak room demand and convention center spend—P1– P3 represent the highest-value, long-term business driving the greatest economic impact.
FY 2024/25 marked the first full year with a fully staffed sales team and the expansion of the DMO’s booking scope to include management of P3 leads generated through direct sales efforts. As a result, total lead volume increased 46% year-over-year, with the DMO generating 101 P1–P3 leads, up from 72 the prior year. This growth was driven by proactive prospecting, targeted sales trips, and consistent client engagement. • Secured Priority 1 (P1) + Priority 2 (P2) Events: Secured multiple P2 and self-contained groups for future years driving both room nights for our SCTID hotel partners and revenue for the Convention Center. Successfully delivered the DMO’s first P1 citywide group to actualization, with the event completed and generating over $1M in revenue. • Tradeshow & Industry Presence: Engaged in 25 strategically selected tradeshows and sales missions, including IMEX, TEAMS, MPI, IPEC, Connect Spring, and RCMA, targeting corporate, association, sports, and affinity segments to drive direct planner engagement and elevate Santa Clara’s visibility.
• Strategic Partnerships: Established strategic partnerships with leading tourism and meetings industry organizations – including U.S. Travel, CalTravel, Meeting Professionals International, SF Travel, HelmsBriscoe, and ConferenceDirect – expanding access to key client databases, industry events, and high-value meeting planner networks. • Sales-Driven Marketing Integration: Partnered with marketing to create targeted sales materials, custom collateral, and pre-post campaigns supporting key tradeshows and sales missions. Integrated meetings-focused content into the broader strategy to ensure alignment with planner needs and enhance Santa Clara’s visibility as a premier meetings destination.
• CRM & Data Modernization: Completed a comprehensive audit and cleanup of the Simpleview Customer Relationship Management tool, integrated strategic prospecting tools including ZoomInfo and Cvent BI Dashboard, enhanced STR (Smith Travel Accommodations Report) reporting, and advanced implementation of the Tourism Economics Symphony platform to strengthen data capture, marketing attribution, return on investment (ROI) measurement, and partner decision-making.
• Backyard Acquisition Strategy: Rolled out a local account acquisition plan targeting 1,500 regional companies, hosting site visits and client events to showcase SCTID partner hotels and City assets, including the Convention Center, to the meeting planner community.
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
8 Community Visibility & Upcoming Signature Events
• Super Bowl LX and FIFA World Cup 2026 Readiness: Finalized and received Board approval for the SBLX/FWC26 Activation Plan - including public relations strategies, influencer content, an Ultimate Sports Playbook, enhanced digital presence, and a Media & Meeting Planner Familiarization Trip - with many elements already executed and others advancing toward completion.
The plan has delivered high-value media and public relations exposure for the City and DMO, including the launch of the Global Games Food Trail, securing early placements in Forbes and Vogue. The DMO also finalized a partnership with the Bay Area Host Committee, unlocking unique marketing, sales, and visibility opportunities tied to these global events. • Hosted VIP & Media Events:
o Hosted the Bay Area Travel Writers Group: Welcomed influential local media to showcase Santa Clara’s unique offerings and strengthen relationships with key travel writers.
o Hosted Los Angeles Media Mission: Hosted a cooking class activation led by Chef Nelson Ramirez of the Santa Clara Marriott, for ten key Los Angeles media representatives, reinforcing the city’s identity as a global gathering place for international fans and global cuisine ahead of Super Bowl LX and FWC26. o Collaborated with Levi’s® Stadium for North America Trailer Dealers Association (NATDA) joint event.
o Partnered with DMO’s including Visit Salt Lake City, Visit Oakland, Team San Jose, and SF Travel to co-host key client events – creating shared opportunities to showcase Santa Clara and build planner relationships.
o Hosted multiple client events at Levi’s® Stadium, engaging planners through premium experiences at 49ers games and major concerts to strengthen relationships, showcase the destination, and secure more leads.
o Citywide Media Success: Supported the City of Santa Clara in crafting the narrative around Beyoncé and Taylor Swift concert visits, positioning the City as the “Swiftie Capital of the USA,” and elevating national exposure.
III. Marketing, Brand Development & Visibility
• Omnichannel Marketing Ecosystem: Completed a competitive RFP process and appointed Madden Media to execute on the Omnichannel Marketing project, resulting in the delivery of the following tools and assets to actively support sales, marketing, public relations, our SCTID partner hotels and city partners.
o A newly launched Discover Santa Clara ® redesigned website with 360º hotel tours, SEO optimization, real-time SCTID hotel partner booking widget, and multi-language support.
o Published the city’s first-ever Visitors Guide.
o Established consistent unified brand voice and PR strategy. o Built a reusable, high-quality photo/video content library. • Marketing Agency of Record (AOR): Completed a competitive RFP process and appointed Madden Media as the DMO’s AOR in March 2025 to support key marketing initiatives.
Establishing an AOR ensures brand consistency, streamlined communication, project execution, and enables the DMO to respond more swiftly to opportunities with a partner deeply aligned to its evolving goals including:
o Shaping the DMO’s Public Relations and Communications narrative,
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
9 o Partnering to manage our digital marketing strategy and budget, o Creating a Meetings & Conventions specific video for sales & marketing purposes, o Supporting the execution of the DMO’s SBLX/FWC26 Activation Plan. • Collateral & Presentation Tools: Created and modernized customer facing sales collateral, presentations, and internal reporting templates to align with our brand look and feel. • Digital Audience & Engagement Growth: With the establishment of a dedicated Marketing Team in May 2023 and building from a minimal digital footprint typical of a start-up DMO, Discover Santa Clara® has achieved exceptional growth across its owned channels, significantly expanding reach and engagement with core audiences. o Instagram: Grew from 79 to more than 21,232 followers, representing a significantly expanding destination awareness through high-performing event, experiential, and partner-driven content.
o LinkedIn: Expanded from 240 to more than 2,745 followers, strengthening reach and credibility within the meetings, business, and industry community. o Facebook: Grew from 14 to more than 5,174 followers, increasing visibility for citywide events, partner activations, and destination storytelling. o Email Marketing: Subscriber base grew from 1,935 to more than 28,464, enabling stronger campaign reach and more targeted communication with key audiences. o TikTok Platform Expansion: Launched TikTok as a test channel in early 2025 to extend reach through short-form video. Early performance demonstrated strong organic reach and engagement, prompting a strategic expansion of the platform to reach younger audiences and complement broader digital efforts. o Blogs: Published 33+ original blog pieces across two fiscal years, including highperforming evergreen content such as Business Travel Guide and Top 60 Things To Do in Santa Clara.
• Influencer Collaborations: Executed multiple influencer campaigns, generating an impressive 5.1M impressions in collaboration with SCTID partner hotels and key Santa Clara venues, including event tie-ins at Levi’s® Stadium and California’s Great America. Launched the Santa Clara Influencer Catalog to formalize future collaboration processes and efforts. • Strategic Advertising:
o Partnered with CBS on two executions of The 49ers Experience, showcasing Discover Santa Clara® and all 11 SCTID hotel partners through 15-second spotlight segments delivering significant brand exposure for the city.
o Coverage in San Jose Mercury News, CBS Bay Area, KTVU, and the Silicon Valley Business Journal.
o Recognized by Casino.org and San Jose Mercury News as the “Swiftie Capital of the USA” in 2023, positioning the DMO for creative destination branding.
IV. Team Awards & Accolades
The Discover Santa Clara® team has been recognized for its leadership, innovation, and industry presence. These accolades reflect the DMO’s increasing influence and credibility within the meetings, destination marketing, and tourism sectors. • Christine Lawson, President & CEO
o Honored as one of Silicon Valley Business Journal’s (SVBJ) Top 100 Women of Influence in 2024.
o Recipient of Smart Meetings’ Visionary Leader Award in 2024. o Named one of the Power 100 Most Influential People in Silicon Valley in 2025. o Panelist at the Future of Santa Clara event in both 2024 and 2025. o Invited contributor to The Mercury News’ Monthly Insights & Indicators Column.
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
10 o Featured across multiple media outlets; ABC7, CBS Bay Area, KTVU, and the Mercury News during Levi’s® Stadium event coverage, reinforcing Santa Clara’s position as a dynamic destination.
o Invited mentor participant for SVBJ’s Mentorship Monday event in 2025. • Katelyn Riccardi, Director of Marketing
o Named one of SVBJ’s 40 Under 40 in 2024.
o Invited mentor participant for SVBJ’s Mentorship Monday event in 2024. o Appointed to the Board of Directors for the Triton Museum of Art in 2024. • Ben Landis, Marketing Manager
o Named to Destinations International’s and CalTravel’s 30 Under 30 Class of 2025 recognizing rising stars shaping the future of destination marketing.
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
11 IV. BOUNDARY
The SCTID shall continue to include all lodging businesses with ten (10) rooms or more, existing and in the future, available for public occupancy within the boundaries of a portion of the City, as shown in the map on the following page.
Lodging business means: any structure, or any portion of any structure, that is occupied or intended or designed for occupancy by transients for dwelling, lodging, or sleeping purposes, and includes, but is not limited to, any hotel, inn, tourist home or house, motel, studio hotel, bachelor hotel, lodging house, rooming house, apartment house, dormitory, public or private club, mobile home, or house trailer at a fixed location, or other similar structure or portion thereof. The term “lodging business” does not include short-term rentals, including units within a multi-family building permitted to operate as shortterm rentals.
A complete listing of assessed lodging businesses within the renewed SCTID can be found in Appendix
2. SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
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13 V. ASSESSMENT BUDGET AND SERVICES
A. Annual Service Plan
Assessment funds will be spent to provide specific benefits conferred or privileges granted directly to the payors that are not provided to those not charged, and which do not exceed the reasonable cost to the City of conferring the benefits or granting the privileges. The privileges and services provided with the SCTID funds are marketing, communications programs, convention center and partner sales, and other improvements and activities set forth in this Plan, available only to assessed lodging businesses within the SCTID.
A service plan assessment budget has been developed to deliver services that benefit the assessed lodging businesses. A detailed annual assessment budget will be developed and approved by the Board. The chart below illustrates the initial annual assessment budget allocations. These activities and allocations will also apply in subsequent years, subject to the stipulations in this Plan. The total initial assessment budget is estimated to be $4,047,912.
Although actual revenues will fluctuate due to market conditions, the proportional allocations of the budget shall remain the same. However, the City and the Board shall have the authority to adjust budget allocations between the categories by no more than twenty percent (20%) of the total budget per year. A description of the proposed improvements and activities for the initial year of operation is below. The same activities are proposed for subsequent years. In the event of a legal challenge against the SCTID, any and all assessment funds may be used for the costs of defending the SCTID and its assessment.
Each budget category includes all costs related to providing that service. For example, the marketing, communications, and convention center and partner sales budget includes the cost of staff time dedicated to overseeing and implementing the marketing, communications program, and convention center and partner sales. Staff time dedicated purely to administrative tasks is allocated to the administrative portion of the budget. The costs of an individual staff member may be allocated to multiple budget categories. The staffing levels necessary to provide the services below will be determined by the DMO, and approved by the Board, on an as-needed basis.
Marketing,
Communications, and
Convention Center
and Partner Sales
70%, $2,833,538
Administration, 25%,
$1,011,978
Contingency, 3%,
$121,437
City Administration Fee, 2%,
$80,958
Initial Annual Assessment Budget (2%) -
$4,047,912
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
14 Marketing, Communications, and Convention Center and Partner Sales The Marketing, Communications Program, and Convention Center and Partner Sales Program is designed to position Santa Clara as a premier destination for meetings, events, and leisure tourism by combining strategic sales initiatives with targeted marketing and communications efforts. This program focuses on driving overnight stays at assessed businesses, supported by demand at Santa Clara venues such as the Convention Center and sport complexes, and includes the attraction of selfcontained and hybrid events. The goal is to increase overnight visitation to assessed lodging businesses and strengthen the destination’s visibility for major events and transient visitors. To achieve this, the program will leverage both proactive sales efforts and innovative digital marketing strategies, to reach a broader audience. Program activities may include, but are not limited to, the following activities:
• Promote and market Santa Clara as a premier destination for group events, meetings, and conventions, with a focus on driving room night demand to assessed businesses and generating strong ancillary revenue. This will be achieved through digital advertising, enhanced online presence, print collateral, and social media outreach. • Develop and implement marketing strategies that position Santa Clara as a competitive leisure and group travel destination. Efforts shall highlight city assets, including attractions, venues, and assessed lodging businesses, to increase awareness and drive visitation to assessed lodging businesses.
• Engage in sales activity to market and sell the destination as a whole, including but not limited to the Convention Center, to drive room night sales at assessed lodging businesses and generate commensurate revenue across the destination.
• Engage in sales activities and targeted outreach to generate new bookings and drive room night demand from Santa Clara event attendees and group travelers utilizing the Convention Center and other partner venues, such as sports complexes, entertainment venues, and unique event spaces that contribute to overnight hotel stays at assessed lodging businesses. • Engage in sales activities and targeted outreach to generate new bookings and increase room night production from self-contained group business, and other group travelers to assessed businesses.
• Coordinate the booking and reservation of meeting spaces, hotel room blocks, and off-site venues to ensure a seamless experience for planners and attendees. • Host exhibits at industry trade shows, attend association events, and participate in destination marketing forums to generate leads and elevate Santa Clara’s visibility as a leading meetings, business, and tourism destination that drives overnight visitation to assessed lodging businesses.
• Conduct familiarization trips and site visits for prospective clients and meeting planners to promote Santa Clara’s assets and hospitality offerings that support overnight stays at assessed lodging businesses.
• Host key and in-market client events for current and prospective meeting planners and business influencers to showcase assessed businesses and partner venues that increase awareness, generate group lead volume, and drive demand at assessed lodging businesses. • Develop and distribute promotional materials highlighting Santa Clara’s assessed businesses and their offerings to support meeting planner decision-making and increase overnight stays. • Implement competitive incentive programs in partnership with assessed lodging businesses and key Santa Clara venues to attract new marquee events and conventions that generate overnight visitation.
• Provide destination planning support to associations, businesses, and organizations holding events in Santa Clara, with a focus on increasing room night generation at assessed lodging businesses through coordination with the Convention Center operator and other local venue and service providers.
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15 • Manage and continue to evolve the destination website to showcase Santa Clara as a desirable location for events and activities that drive overnight stays at assessed lodging businesses. • Conduct coordinated advertising, public relations, and promotional campaigns that highlight Santa Clara attractions and amenities to increase group bookings and attract transient travelers, driving overnight stays at assessed lodging businesses. • Establish stronger partnerships with regional and national event planners, third-party booking agencies, and local tourism stakeholders to increase visibility and generate leads that have the potential to convert into room nights at assessed lodging businesses. • Utilize industry research, destination analytics, and hotel performance data to inform sales and marketing strategies, identify high-value market segments, and optimize efforts that convert leads into overnight stays at assessed lodging businesses. • Develop and pursue multi-year agreements with meeting planners and event organizers to secure repeat business that generates consistent overnight visitation at assessed lodging businesses.
• Engage target industries and market segments through focused outreach to secure meetings and events that align with Santa Clara’s destination strengths and drive room night demand to assessed lodging businesses.
• Develop sales & marketing campaigns and packages that pair stays at assessed lodging businesses with local experiences to attract weekend and shoulder-season travelers. • Plan and execute paid advertising campaigns across digital platforms and traditional media channels. Activities may include search engine marketing, programmatic display, social media advertising, print, radio, or out-of-home placements targeted to drive website traffic and overnight bookings at assessed lodging businesses.
• Identify, contract, and manage influencer partnerships to expand reach and drive awareness in target markets to drive room night demand to assessed lodging businesses. • Develop and manage cooperative marketing programs with assessed lodging businesses, including seasonal promotions and shared advertising initiatives. • Plan and execute marketing campaigns with strategic travel and media partners to drive overnight visitation to assessed lodging businesses through targeted promotions, enhanced visibility, and destination-aligned messaging and branding. • Develop and distribute the official Santa Clara Visitor Guide in print and digital formats, highlighting attractions, assessed lodging businesses, and visitor resources. • Manage and grow all owned marketing channels, including social media platforms and email databases, to expand reach and engagement with prospective visitors. • Create and distribute dynamic digital content—including short-form video, event-centric itineraries, and user-generated content—that highlights Santa Clara’s assessed lodging businesses, venues, and experiences to influence booking decisions for both group and transient travel.
• Collaborate with tourism-aligned brands, influencers, and content creators to elevate Santa Clara’s destination messaging and drive measurable increases in overnight visitation to assessed lodging businesses.
Administration
The administration portion of the SCTID budget provides management, coordination and support to all organizational services and functions. Administration is responsible for the general oversight and fiscal health of the organization and the budget will be used to support administrative staffing costs, office costs, policy development, and other general administrative costs such as insurance, legal, human resources, and accounting.
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16 Contingency
The budget includes a contingency line item to account for uncollected assessments, if any. Funds may be collected and set aside in a contingency account and utilized for other programs or renewal costs consistent with the Plan as deemed appropriate by the Board. Contingency funds may be spent on SCTID programs or administrative renewal costs in such proportions as determined appropriate by the Board. This program represents three percent (3%) of the total annual assessment budget.
Reserve
DMO may maintain a reserve fund in accordance with this Plan. Reserve funds shall be expended in furtherance of the programs, activities, and services set forth in this Plan. Policies relating to contributions to the reserve fund, the target amount of the reserve fund, and expenditure of monies from the reserve fund shall be set by the Board.
City Administration Fee
The City shall retain a fee equal to two percent (2%) of the amount of assessment collected to cover its costs of collection and administration of the SCTID assessment which may include but are not limited to: staffing costs, legal services, telephone, supplies, postage, and other general office expenses.
B. Annual Budget
The total five (5) year assessment budget is projected at approximately $4,047,912 annually, or $27,323,406 through the five (5) year term of the SCTID if the maximum assessment rate increases of one-half percent (0.5%) per year, up to a maximum rate of three percent (3%), are adopted as outlined in the table below. A similar budget is expected to apply to subsequent years, but this budget is expected to fluctuate as room sales do, as businesses open and close, and if the assessment rate is increased or decreased pursuant to this Plan.
The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue.
During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The Board shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval as described in Subsection D of this Section V, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board, and assessed lodging business owners, as described in Subsection D of this Section V.
The table below demonstrates the estimated maximum budget with the assumption that the assessment rate will be increased at the earliest opportunity as it is a required disclosure, it is not the anticipated course of action. Alternate courses of action may be taken in regard to implementing the assessment rate increase other than what is demonstrated in the chart below, within the parameters of this Plan.
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17 Estimated Annual Budget if Maximum Assessment Rates Are Adopted 2026 – 2031
Year
Marketing,
Communications,
and Convention
Center and
Partner Sales
Administration Contingency
City
Administration
Fee Total
2026-27 $2,833,538 $1,011,978 $121,437 $80,958 $4,047,912 2027-28 $3,541,923 $1,264,973 $151,797 $101,198 $5,059,890 2028-29 $4,250,308 $1,517,967 $182,156 $121,437 $6,071,868 2029-30 $4,250,308 $1,517,967 $182,156 $121,437 $6,071,868 2030-31 $4,250,308 $1,517,967 $182,156 $121,437 $6,071,868 Total $19,126,384 $6,830,852 $819,702 $546,468 $27,323,406 C. California Constitutional Compliance
The SCTID assessment is not a property-based assessment subject to the requirements of Proposition 218. Courts have found Proposition 218 limited the term ‘assessments’ to levies on real property.1 Rather, the SCTID assessment is a business-based assessment, and is subject to Proposition
26. Pursuant to Proposition 26, all levies are a tax unless they fit one of seven exceptions. Two of these exceptions apply to the SCTID, a “specific benefit” and a “specific government service.” Both require that the costs of benefits or services do not exceed the reasonable costs to the City of conferring the benefits or providing the services.
1. Specific Benefit
Proposition 26 requires that assessment funds be expended on, “a specific benefit conferred or privilege granted directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of conferring the benefit or granting the privilege.”2 The services in this Plan are designed to provide targeted benefits directly to assessed lodging businesses, and are intended only to provide benefits and services directly to those lodging businesses paying the assessment. These services are tailored not to serve the general public, businesses in general, or parcels of land, but rather to serve the specific businesses within the SCTID.
The activities described in this Plan are specifically targeted to increase demand for room night sales for assessed lodging businesses within the boundaries of the SCTID and are narrowly tailored. SCTID funds will be used exclusively to provide the specific benefit of increased demand for room night sales directly to the assessees. Assessment funds shall not be used to feature non-assessed lodging businesses in SCTID programs, or to directly generate sales for non-assessed lodging businesses. The activities paid for from assessment revenues are business services constituting and providing specific benefits to the assessed lodging businesses. Nothing in this Plan limits the ability of the Owners’ Association to enter into private contracts with non-assessed lodging businesses for the provision of services to those businesses with non-assessment funding.
The assessment imposed by this SCTID is for a specific benefit conferred directly to the payors that is not provided to those not charged. The specific benefit conferred directly to the payors is an increase in demand for room night sales via targeted marketing. The specific benefit of an increase in demand for room night sales for assessed lodging businesses will be provided only to lodging businesses paying the SCTID assessment, with marketing, sales and communications programs 1 Howard Jarvis Taxpayers Assn. v. the City of San Diego (1999) 72 Cal App. 4th 230. 2 Cal. Const. art XIII C § 1(e)(1).
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18 promoting only lodging businesses paying the SCTID assessment. The marketing, communications, and convention center and partner sales programs will be designed to increase room night sales at assessed lodging businesses.
Because they are necessary to provide the marketing, communications, convention center and partner sales programs that specifically benefit the assessed lodging businesses, the reserves, administration and contingency services also provide the specific benefit of increased demand for room night sales to the assessed lodging businesses.
Although SCTID, in providing specific benefits to payors, may produce incidental benefits to nonpaying businesses, the incidental benefit does not preclude the services from being considered a specific benefit. The Legislature has found that, “A specific benefit is not excluded from classification as a ‘specific benefit’ merely because an indirect benefit to a nonpayor occurs incidentally and without cost to the payor as a consequence of providing the specific benefit to the payor.”3
2. Specific Government Service
The assessment may also be utilized to provide, “a specific government service or product provided directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of providing the service or product.”4 The Legislature has recognized that marketing and promotions services like those to be provided by the SCTID are government services within the meaning of Proposition 265.
3. Reasonable Cost
SCTID services will be implemented carefully to ensure they do not exceed the reasonable cost of such services. The full amount assessed will be used to provide the services described herein. Funds will be managed by the DMO, and reports submitted on an annual basis to the City. Only assessed lodging businesses will be featured in marketing materials, receive sales leads generated from SCTIDfunded activities, be featured in advertising campaigns, and benefit from other SCTID-funded services.
The assessed lodging business list was compiled from records provided by the jurisdiction and complies with the requirements of the 94 Law. Pursuant to Streets and Highways Code Section 36615, the City Council’s determination of ownership is final and conclusive, with no obligation to obtain other information. Non-assessed lodging businesses will not receive these, nor any other, SCTID-funded services and benefits.
The SCTID-funded programs are targeted directly to benefit assessed lodging businesses. It is, however, possible that there will be a spillover benefit to non-assessed lodging businesses. If nonassessed lodging businesses receive incremental room nights, that portion of the promotion or program generating those room nights shall be paid with non-SCTID funds. SCTID funds shall only be spent to benefit the assessed lodging businesses and shall not be spent on that portion of any program which directly generates incidental room nights for non-assessed lodging businesses.
D. Assessment
The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue.
During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The Board shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval as 3 Government Code § 53758(a)
4 Cal. Const. art XIII C § 1(e)(2)
5 Government Code § 53758(b)
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19 described below, but shall not be decreased below a minimum of two percent (2%) of gross shortterm sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners, as described below.
The DMO shall provide notice to assessed businesses with a clear disclosure of the rationale for an assessment increase tied to programs, projects, or services that enhance brand exposure and equity for Santa Clara as a destination and directly drive room night demand. To approve an assessment rate increase, the DMO shall secure signed petitions from assessed business owners totaling more than fifty percent (50%) of the assessed lodging businesses in the SCTID. If sufficient petitions are received, the Owners' Association's Board shall vote to adjust the assessment rate in accordance with the assessment structure reflected in the petitions, thereby aligning the rate with the preferences expressed by the assessed businesses.
While any increase in the assessment rate must follow the approval process outlined above, a proposed decrease may be approved by a vote of the Board.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee’s full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and listing the employee’s name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the Director of Finance with each remittance of assessments.
The assessment was calculated based on the total cost of the activities to be provided for the benefit of the businesses within the SCTID, with costs allocated based on the proportional benefit conferred to each business. Activities funded by the SCTID, are specifically targeted to increase room nights at assessed lodging businesses. All room night sales do not represent the same benefit to the payors.
For example, a higher priced room night is of greater benefit than a lower priced room night because the assessee derives greater revenue. To account for this benefit differential and to make sure the benefits are proportional, an assessment formula based on a percentage of revenue has been selected. The proposed formula accurately reflects greater benefit to assessed SCTID businesses with higher priced room nights.
The term “gross short-term sleeping room rental revenue” as used herein means: the consideration received, whether or not actually charged by the lodging business, for the occupancy of space in a lodging business valued in money, whether said gross short-term sleeping room rental revenue is received in money, goods, labor, or otherwise, including all receipts, cash, credits, and property and services of any kind or nature. A lodging business may provide complimentary non-assessable rooms for employee use; guest satisfaction or charitable purposes (by a qualified 501(c)(3) charity) and a lodging business shall detail all complimentary non-assessable rooms in its regular reporting. Failure to accurately report complimentary rooms shall result in assessment of the rooms in question. Gross short-term sleeping room rental revenue shall not include, and therefore the assessment shall not be charged upon, any federal, state or local taxes collected, including but not limited to transient occupancy taxes.
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20 The assessment is levied upon and a direct obligation of the assessed lodging business. However, the assessed lodging business may, at its discretion, pass the assessment on to transients. The amount of assessment, if passed on to each transient, shall be disclosed in advance and separately stated from the amount of rent charged and any other applicable taxes, and each transient shall receive a receipt for payment from the business. If the SCTID assessment is identified separately it shall be disclosed as the “SCTID Assessment.” As an alternative, the disclosure may include the amount of the SCTID assessment and the amount of the assessment imposed pursuant to the California Tourism Marketing Act, Government Code §13995 et seq. and shall be disclosed as the “Tourism Assessment.” The assessment is imposed solely upon and is the sole obligation of the assessed lodging business even if it is passed on to transients. The assessment shall not be considered revenue of the assessed lodging businesses for any purpose, including calculation of transient occupancy taxes.
Bonds or any debt obligation shall not be issued.
E. Interest and Overdue Charges
The SCTID shall reimburse the City for any costs associated with collecting unpaid assessments. If sums in excess of the delinquent SCTID assessment are sought to be recovered in the same collection action by the City, the SCTID shall bear its pro rata share of such collection costs. Assessed lodging businesses which are delinquent in paying the assessment shall be responsible for paying:
1. Original Delinquency: Any lodging business that fails to remit any assessment imposed within the time required shall pay interest as described in subparagraph 3 below.
2. Overdue Charge for Willful Noncompliance or Repeated Delinquencies: If the City determines that the nonpayment of any remittance due is due to willful noncompliance or repeated delinquencies, an overdue charge of twenty-five percent (25%) of the amount of the assessment shall be added thereto in addition to the interest as required by subparagraph 3 below.
3. Calculation of Interest: In addition to the overdue charges imposed, any lodging business that fails to remit any assessment imposed shall pay interest at the rate of the United States government T-Bills sold at the latest sale prior to the date of the delinquency plus three percent (3%) prorated per month or fraction thereof on the amount of the assessment, exclusive of overdue charges, from the date on which the remittance first became delinquent until paid.
4. Overdue Charges and Interest Merged with Assessment: Except for the purpose of calculation of interest and overdue charges, every overdue charge imposed and such interest as accrues under the provisions of this section shall become a part of the assessment herein and subject to collection in the same manner as assessments.
F. Time and Manner for Collecting Assessments
The SCTID assessment will be implemented beginning July 1, 2026, or as soon as possible thereafter, and ending five (5) years from its start date. The City will be responsible for collecting the assessment on a monthly basis (including any interest and overdue charges) from each assessed lodging business.
The City shall take all reasonable efforts to collect the assessments from each assessed lodging business. The City shall forward the assessments collected to the Owners’ Association. Unless the City otherwise provides by ordinance, resolution or written policy, assessments will be collected in the same manner, and at the same time, as City transient occupancy taxes.
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21 VI. GOVERNANCE
A. Owners’ Association
The City Council, through adoption of this Plan, has the right, pursuant to Streets and Highways Code §36651, to identify the body that shall implement the proposed program, which shall be the Owners’ Association of the SCTID as defined in Streets and Highways Code §36612. The City Council has determined that Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® will continue to serve as the Owners’ Association for the SCTID.
B. Brown Act and California Public Records Act Compliance An Owners’ Association is a private entity and may not be considered a public entity for any purpose, nor may its Board members or staff be considered to be public officials for any purpose. The Owners’ Association is, however, subject to government regulations relating to transparency, namely the Ralph M. Brown Act and the California Public Records Act when acting in that capacity. These regulations are designed to promote public accountability. The Owners’ Association acts as a legislative body under the Ralph M. Brown Act (Government Code §54950 et seq.). Thus, meetings of the Board and certain committees must be held in compliance with the public notice and other requirements of the Brown Act. Accordingly, the Owners’ Association shall publicly report any action taken and the vote or abstention on that action of each member present for the action. The Owners’ Association is also subject to the record keeping and disclosure requirements of the California Public Records Act.
Accordingly, the Owners’ Association shall publicly report any action taken and the vote or abstention on that action of each member present for the action.
C. Annual Report
The DMO shall present an annual report at the end of each year of operation to the City Council pursuant to Streets and Highways Code §36650 (see Appendix 1). The annual report shall include:
• Any proposed changes in the boundaries of the improvement district or in any benefit zones or classification of businesses within the district.
• The improvements and activities to be provided for that fiscal year. • An estimate of the cost of providing the improvements and the activities for that fiscal year. • The method and basis of levying the assessment in sufficient detail to allow each business owner to estimate the amount of the assessment to be levied against his or her business for that fiscal year.
• The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year.
• The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this part.
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22 APPENDIX 1 – LAW
CURRENT THROUGH CH. 790 OF THE LEGISLATION FROM THE 2025-2026 REGULAR SESSION, EFFECTIVE AS OF OCTOBER 13, 2025
STREETS AND HIGHWAYS CODE
DIVISION 18. PARKING
PART 7. PROPERTY AND BUSINESS IMPROVEMENT DISTRICT LAW OF 1994 CHAPTER 1. General Provisions
ARTICLE 1. Declarations
36600. Citation of part
This part shall be known and may be cited as the “Property and Business Improvement District Law of 1994.” 36601. Legislative findings and declarations; Legislative guidance
The Legislature finds and declares all of the following:
(a) Businesses located and operating within business districts in some of this state’s communities are economically disadvantaged, are underutilized, and are unable to attract customers due to inadequate facilities, services, and activities in the business districts. (b) It is in the public interest to promote the economic revitalization and physical maintenance of business districts in order to create jobs, attract new businesses, and prevent the erosion of the business districts. (c) It is of particular local benefit to allow business districts to fund business related improvements, maintenance, and activities through the levy of assessments upon the businesses or real property that receive benefits from those improvements.
(d) Assessments levied for the purpose of conferring special benefit upon the real property or a specific benefit upon the businesses in a business district are not taxes for the general benefit of a city, even if property, businesses, or persons not assessed receive incidental or collateral effects that benefit them. (e) Property and business improvement districts formed throughout this state have conferred special benefits upon properties and businesses within their districts and have made those properties and businesses more useful by providing the following benefits:
(1) Crime reduction. A study by the Rand Corporation has confirmed a 12-percent reduction in the incidence of robbery and an 8-percent reduction in the total incidence of violent crimes within the 30 districts studied.
(2) Job creation.
(3) Business attraction.
(4) Business retention.
(5) Economic growth.
(6) New investments.
(f) With the dissolution of redevelopment agencies throughout the state, property and business improvement districts have become even more important tools with which communities can combat blight, promote economic opportunities, and create a clean and safe environment. (g) Since the enactment of this act, the people of California have adopted Proposition 218, which added Article XIII D to the Constitution in order to place certain requirements and restrictions on the formation of, and activities, expenditures, and assessments by property-based districts. Article XIII D of the Constitution provides that property-based districts may only levy assessments for special benefits. (h) The act amending this section is intended to provide the Legislature’s guidance with regard to this act, its interaction with the provisions of Article XIII D of the Constitution, and the determination of special benefits in property-based districts.
(1) The lack of legislative guidance has resulted in uncertainty and inconsistent application of this act, which discourages the use of assessments to fund needed improvements, maintenance, and activities in property-based districts, contributing to blight and other underutilization of property. (2) Activities undertaken for the purpose of conferring special benefits upon property to be assessed inherently produce incidental or collateral effects that benefit property or persons not assessed. Therefore, for special benefits to exist as a separate and distinct category from general
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23 benefits, the incidental or collateral effects of those special benefits are inherently part of those special benefits. The mere fact that special benefits produce incidental or collateral effects that benefit property or persons not assessed does not convert any portion of those special benefits or their incidental or collateral effects into general benefits. (3) It is of the utmost importance that property-based districts created under this act have clarity regarding restrictions on assessments they may levy and the proper determination of special benefits. Legislative clarity with regard to this act will provide districts with clear instructions and courts with legislative intent regarding restrictions on property-based assessments, and the manner in which special benefits should be determined.
36602. Purpose of part
The purpose of this part is to supplement previously enacted provisions of law that authorize cities to levy assessments within property and business improvement districts, to ensure that those assessments conform to all constitutional requirements and are determined and assessed in accordance with the guidance set forth in this act.
This part does not affect or limit any other provisions of law authorizing or providing for the furnishing of improvements or activities or the raising of revenue for these purposes. 36603. Preemption of authority or charter city to adopt ordinances levying assessments
Nothing in this part is intended to preempt the authority of a charter city to adopt ordinances providing for a different method of levying assessments for similar or additional purposes from those set forth in this part. A property and business improvement district created pursuant to this part is expressly exempt from the provisions of the Special Assessment Investigation, Limitation and Majority Protest Act of 1931 (Division 4 (commencing with Section 2800)).
36603.5. Part prevails over conflicting provisions
Any provision of this part that conflicts with any other provision of law shall prevail over the other provision of law, as to districts created under this part.
36604. Severability
This part is intended to be construed liberally and, if any provision is held invalid, the remaining provisions shall remain in full force and effect. Assessments levied under this part are not special taxes.
ARTICLE 2. Definitions
36606. “Activities”
“Activities” means, but is not limited to, all of the following that benefit businesses or real property in the district:
(a) Promotion of public events.
(b) Furnishing of music in any public place.
(c) Promotion of tourism within the district.
(d) Marketing and economic development, including retail retention and recruitment. (e) Providing security, sanitation, graffiti removal, street and sidewalk cleaning, and other municipal services supplemental to those normally provided by the municipality. (f) Other services provided for the purpose of conferring special benefit upon assessed real property or specific benefits upon assessed businesses located in the district. 36606.5. “Assessment”
“Assessment” means a levy for the purpose of acquiring, constructing, installing, or maintaining improvements and providing activities that will provide certain benefits to properties or businesses located within a property and business improvement district.
36607. “Business”
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24 “Business” means all types of businesses and includes financial institutions and professions. 36608. “City”
“City” means a city, county, city and county, or an agency or entity created pursuant to Article 1 (commencing with Section 6500) of Chapter 5 of Division 7 of Title 1 of the Government Code, the public member agencies of which includes only cities, counties, or a city and county, or the State of California. 36609. “City council”
“City council” means the city council of a city or the board of supervisors of a county, or the agency, commission, or board created pursuant to a joint powers agreement and which is a city within the meaning of this part. 36609.4. “Clerk”
“Clerk” means the clerk of the legislative body.
36609.5. “General benefit”
“General benefit” means, for purposes of a property-based district, any benefit that is not a “special benefit” as defined in Section 36615.5.
36610. “Improvement”
“Improvement” means the acquisition, construction, installation, or maintenance of any tangible property with an estimated useful life of five years or more including, but not limited to, the following:
(a) Parking facilities.
(b) Benches, booths, kiosks, display cases, pedestrian shelters and signs. (c) Trash receptacles and public restrooms.
(d) Lighting and heating facilities.
(e) Decorations.
(f) Parks.
(g) Fountains.
(h) Planting areas.
(i) Closing, opening, widening, or narrowing of existing streets. (j) Facilities or equipment, or both, to enhance security of persons and property within the district. (k) Ramps, sidewalks, plazas, and pedestrian malls.
(l) Rehabilitation or removal of existing structures.
36611. “Management district plan”; “Plan”
“Management district plan” or “plan” means a proposal as defined in Section 36622. 36612. “Owners’ association”
“Owners’ association” means a private nonprofit entity that is under contract with a city to administer or implement improvements, maintenance, and activities specified in the management district plan. An owners’ association may be an existing nonprofit entity or a newly formed nonprofit entity. An owners’ association is a private entity and may not be considered a public entity for any purpose, nor may its board members or staff be considered to be public officials for any purpose. Notwithstanding this section, an owners’ association shall comply with the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5 of the Government Code), at all times when matters within the subject matter of the district are heard, discussed, or deliberated, and with the California Public Records Act (Division 10 (commencing with Section 7920.000) of Title 1 of the Government Code), for all records relating to activities of the district. 36614. “Property”
“Property” means real property situated within a district.
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25 36614.5. “Property and business improvement district”; “District”
“Property and business improvement district,” or “district,” means a property and business improvement district established pursuant to this part.
36614.6. “Property-based assessment”
“Property-based assessment” means any assessment made pursuant to this part upon real property. 36614.7. “Property-based district”
“Property-based district” means any district in which a city levies a property-based assessment. 36615. “Property owner”; “Business owner”; “Owner”
“Property owner” means any person shown as the owner of land on the last equalized assessment roll or otherwise known to be the owner of land by the city council. “Business owner” means any person recognized by the city as the owner of the business. “Owner” means either a business owner or a property owner. The city council has no obligation to obtain other information as to the ownership of land or businesses, and its determination of ownership shall be final and conclusive for the purposes of this part. Wherever this part requires the signature of the property owner, the signature of the authorized agent of the property owner shall be sufficient. Wherever this part requires the signature of the business owner, the signature of the authorized agent of the business owner shall be sufficient. 36615.5. “Special benefit”
(a) “Special benefit” means, for purposes of a property-based district, a particular and distinct benefit over and above general benefits conferred on real property located in a district or to the public at large. Special benefit includes incidental or collateral effects that arise from the improvements, maintenance, or activities of property-based districts even if those incidental or collateral effects benefit property or persons not assessed. Special benefit excludes general enhancement of property value. (b) “Special benefit” also includes, for purposes of a property-based district, a particular and distinct benefit provided directly to each assessed parcel within the district. Merely because parcels throughout an assessment district share the same special benefits does not make the benefits general. 36616. “Tenant”
“Tenant” means an occupant pursuant to a lease of commercial space or a dwelling unit, other than an owner.
ARTICLE 3. Prior Law
36617. Alternate method of financing certain improvements and activities; Effect on other provisions
This part provides an alternative method of financing certain improvements and activities. The provisions of this part shall not affect or limit any other provisions of law authorizing or providing for the furnishing of improvements or activities or the raising of revenue for these purposes. Every improvement area established pursuant to the Parking and Business Improvement Area Law of 1989 (Part 6 (commencing with Section 36500) of this division) is valid and effective and is unaffected by this part.
CHAPTER 2. Establishment
36620. Establishment of property and business improvement district
A property and business improvement district may be established as provided in this chapter. 36620.5. Requirement of consent of city council
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26 A county may not form a district within the territorial jurisdiction of a city without the consent of the city council of that city. A city may not form a district within the unincorporated territory of a county without the consent of the board of supervisors of that county. A city may not form a district within the territorial jurisdiction of another city without the consent of the city council of the other city. 36621. Initiation of proceedings; Petition of property or business owners in proposed district
(a) Upon the submission of a written petition, signed by the property or business owners in the proposed district who will pay more than 50 percent of the assessments proposed to be levied, the city council may initiate proceedings to form a district by the adoption of a resolution expressing its intention to form a district. The amount of assessment attributable to property or a business owned by the same property or business owner that is in excess of 40 percent of the amount of all assessments proposed to be levied, shall not be included in determining whether the petition is signed by property or business owners who will pay more than 50 percent of the total amount of assessments proposed to be levied. (b) The petition of property or business owners required under subdivision (a) shall include a summary of the management district plan. That summary shall include all of the following:
(1) A map showing the boundaries of the district.
(2) Information specifying where the complete management district plan can be obtained. (3) Information specifying that the complete management district plan shall be furnished upon request.
(c) The resolution of intention described in subdivision (a) shall contain all of the following:
(1) A brief description of the proposed improvements, maintenance, and activities, the amount of the proposed assessment, a statement as to whether the assessment will be levied on property or businesses within the district, a statement as to whether bonds will be issued, and a description of the exterior boundaries of the proposed district, which may be made by reference to any plan or map that is on file with the clerk. The descriptions and statements do not need to be detailed and shall be sufficient if they enable an owner to generally identify the nature and extent of the improvements, maintenance, and activities, and the location and extent of the proposed district. (2) A time and place for a public hearing on the establishment of the property and business improvement district and the levy of assessments, which shall be consistent with the requirements of Section 36623.
36622. Contents of management district plan
The management district plan shall include, but is not limited to, all of the following:
(a) If the assessment will be levied on property, a map of the district in sufficient detail to locate each parcel of property and, if businesses are to be assessed, each business within the district. If the assessment will be levied on businesses, a map that identifies the district boundaries in sufficient detail to allow a business owner to reasonably determine whether a business is located within the district boundaries. If the assessment will be levied on property and businesses, a map of the district in sufficient detail to locate each parcel of property and to allow a business owner to reasonably determine whether a business is located within the district boundaries.
(b) The name of the proposed district.
(c) A description of the boundaries of the district, including the boundaries of benefit zones, proposed for establishment or extension in a manner sufficient to identify the affected property and businesses included, which may be made by reference to any plan or map that is on file with the clerk. The boundaries of a proposed property assessment district shall not overlap with the boundaries of another existing property assessment district created pursuant to this part. This part does not prohibit the boundaries of a district created pursuant to this part to overlap with other assessment districts established pursuant to other provisions of law, including, but not limited to, the Parking and Business Improvement Area Law of 1989 (Part 6 (commencing with Section 36500)). This part does not prohibit the boundaries of a business assessment district created pursuant to this part to overlap with another business assessment district created pursuant to this part. This part does not prohibit the boundaries of a business assessment district created pursuant to this part to overlap with a property assessment district created pursuant to this part. (d) The improvements, maintenance, and activities proposed for each year of operation of the district and the estimated cost thereof. If the improvements, maintenance, and activities proposed for each year of operation are the same, a description of the first year’s proposed improvements, maintenance, and activities
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27 and a statement that the same improvements, maintenance, and activities are proposed for subsequent years shall satisfy the requirements of this subdivision.
(e) The total annual amount proposed to be expended for improvements, maintenance, or activities, and debt service in each year of operation of the district. If the assessment is levied on businesses, this amount may be estimated based upon the assessment rate. If the total annual amount proposed to be expended in each year of operation of the district is not significantly different, the amount proposed to be expended in the initial year and a statement that a similar amount applies to subsequent years shall satisfy the requirements of this subdivision.
(f) The proposed source or sources of financing, including the proposed method and basis of levying the assessment in sufficient detail to allow each property or business owner to calculate the amount of the assessment to be levied against their property or business. The plan also shall state whether bonds will be issued to finance improvements.
(g) The time and manner of collecting the assessments.
(h) The specific number of years in which assessments will be levied. In a new district, the maximum number of years shall be five. Upon renewal, a district shall have a term not to exceed 10 years.
Notwithstanding these limitations, a district created pursuant to this part to finance capital improvements with bonds may levy assessments until the maximum maturity of the bonds. The management district plan may set forth specific increases in assessments for each year of operation of the district. (i) The proposed time for implementation and completion of the management district plan. (j) Any proposed rules and regulations to be applicable to the district. (k)
(1) A list of the properties or businesses to be assessed, including the assessor’s parcel numbers for properties to be assessed, and a statement of the method or methods by which the expenses of a district will be imposed upon benefited real property or businesses, in proportion to the benefit received by the property or business, to defray the cost thereof. (2) In a property-based district, the proportionate special benefit derived by each identified parcel shall be determined exclusively in relationship to the entirety of the capital cost of a public improvement, the maintenance and operation expenses of a public improvement, or the cost of the activities. An assessment shall not be imposed on any parcel that exceeds the reasonable cost of the proportional special benefit conferred on that parcel. Only special benefits are assessable, and a property-based district shall separate the general benefits, if any, from the special benefits conferred on a parcel. Parcels within a property-based district that are owned or used by any city, public agency, the State of California, or the United States shall not be exempt from assessment unless the governmental entity can demonstrate by clear and convincing evidence that those publicly owned parcels in fact receive no special benefit. The value of any incidental, secondary, or collateral effects that arise from the improvements, maintenance, or activities of a propertybased district and that benefit property or persons not assessed shall not be deducted from the entirety of the cost of any special benefit or affect the proportionate special benefit derived by each identified parcel.
(3) In a property-based district, properties throughout the district may share the same special benefits. In a district with boundaries that define which parcels are to receive improvements, maintenance, or activities over and above those services provided by the city, the improvements, maintenance, or activities themselves may constitute a special benefit. The city may impose assessments that are less than the proportional special benefit conferred, but shall not impose assessments that exceed the reasonable costs of the proportional special benefit conferred. Because one or more parcels pay less than the special benefit conferred does not necessarily mean that other parcels are assessed more than the reasonable cost of their special benefit. (l) In a property-based district, a detailed engineer’s report prepared by a registered professional engineer certified by the State of California supporting all assessments contemplated by the management district plan.
(m) Any other item or matter required to be incorporated therein by the city council. 36623. Procedure to levy assessment
(a) If a city council proposes to levy a new or increased property assessment, the notice and protest and hearing procedure shall comply with Section 53753 of the Government Code. (b) If a city council proposes to levy a new or increased business assessment, the notice and protest and hearing procedure shall comply with Section 54954.6 of the Government Code, except that notice shall be
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28 mailed to the owners of the businesses proposed to be assessed. A protest may be made orally or in writing by any interested person. Every written protest shall be filed with the clerk at or before the time fixed for the public hearing. The city council may waive any irregularity in the form or content of any written protest. A written protest may be withdrawn in writing at any time before the conclusion of the public hearing. Each written protest shall contain a description of the business in which the person subscribing the protest is interested sufficient to identify the business and, if a person subscribing is not shown on the official records of the city as the owner of the business, the protest shall contain or be accompanied by written evidence that the person subscribing is the owner of the business or the authorized representative. A written protest that does not comply with this section shall not be counted in determining a majority protest.
If written protests are received from the owners or authorized representatives of businesses in the proposed district that will pay 50 percent or more of the assessments proposed to be levied and protests are not withdrawn so as to reduce the protests to less than 50 percent, no further proceedings to levy the proposed assessment against such businesses, as contained in the resolution of intention, shall be taken for a period of one year from the date of the finding of a majority protest by the city council. (c) If a city council proposes to conduct a single proceeding to levy both a new or increased property assessment and a new or increased business assessment, the notice and protest and hearing procedure for the property assessment shall comply with subdivision (a), and the notice and protest and hearing procedure for the business assessment shall comply with subdivision (b). If a majority protest is received from either the property or business owners, that respective portion of the assessment shall not be levied. The remaining portion of the assessment may be levied unless the improvement or other special benefit was proposed to be funded by assessing both property and business owners. 36624. Changes to proposed assessments
At the conclusion of the public hearing to establish the district, the city council may adopt, revise, change, reduce, or modify the proposed assessment or the type or types of improvements, maintenance, and activities to be funded with the revenues from the assessments. Proposed assessments may only be revised by reducing any or all of them. At the public hearing, the city council may only make changes in, to, or from the boundaries of the proposed property and business improvement district that will exclude territory that will not benefit from the proposed improvements, maintenance, and activities. Any modifications, revisions, reductions, or changes to the proposed assessment district shall be reflected in the notice and map recorded pursuant to Section 36627. 36625. Resolution of formation
(a) If the city council, following the public hearing, decides to establish a proposed property and business improvement district, the city council shall adopt a resolution of formation that shall include, but is not limited to, all of the following:
(1) A brief description of the proposed improvements, maintenance, and activities, the amount of the proposed assessment, a statement as to whether the assessment will be levied on property, businesses, or both within the district, a statement on whether bonds will be issued, and a description of the exterior boundaries of the proposed district, which may be made by reference to any plan or map that is on file with the clerk. The descriptions and statements need not be detailed and shall be sufficient if they enable an owner to generally identify the nature and extent of the improvements, maintenance, and activities and the location and extent of the proposed district. (2) The number, date of adoption, and title of the resolution of intention. (3) The time and place where the public hearing was held concerning the establishment of the district.
(4) A determination regarding any protests received. The city shall not establish the district or levy assessments if a majority protest was received.
(5) A statement that the properties, businesses, or properties and businesses in the district established by the resolution shall be subject to any amendments to this part. (6) A statement that the improvements, maintenance, and activities to be conferred on businesses and properties in the district will be funded by the levy of the assessments. The revenue from the levy of assessments within a district shall not be used to provide improvements, maintenance, or activities outside the district or for any purpose other than the purposes specified in the resolution of intention, as modified by the city council at the hearing concerning establishment of the district.
Notwithstanding the foregoing, improvements and activities that must be provided outside the
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29 district boundaries to create a special or specific benefit to the assessed parcels or businesses may be provided, but shall be limited to marketing or signage pointing to the district. (7) A finding that the property or businesses within the area of the property and business improvement district will be benefited by the improvements, maintenance, and activities funded by the proposed assessments, and, for a property-based district, that property within the district will receive a special benefit.
(8) In a property-based district, the total amount of all special benefits to be conferred on the properties within the property-based district.
(b) The adoption of the resolution of formation and, if required, recordation of the notice and map pursuant to Section 36627 shall constitute the levy of an assessment in each of the fiscal years referred to in the management district plan.
36627. Notice and assessment diagram
Following adoption of the resolution establishing district assessments on properties pursuant to Section 36625, the clerk shall record a notice and an assessment diagram pursuant to Section 3114. No other provision of Division 4.5 (commencing with Section 3100) applies to an assessment district created pursuant to this part. 36628. Establishment of separate benefit zones within district; Categories of businesses
The city council may establish one or more separate benefit zones within the district based upon the degree of benefit derived from the improvements or activities to be provided within the benefit zone and may impose a different assessment within each benefit zone. If the assessment is to be levied on businesses, the city council may also define categories of businesses based upon the degree of benefit that each will derive from the improvements or activities to be provided within the district and may impose a different assessment or rate of assessment on each category of business, or on each category of business within each zone. 36628.5. Assessments on businesses or property owners
The city council may levy assessments on businesses or on property owners, or a combination of the two, pursuant to this part. The city council shall structure the assessments in whatever manner it determines corresponds with the distribution of benefits from the proposed improvements, maintenance, and activities, provided that any propertybased assessment conforms with the requirements set forth in paragraph (2) of subdivision (k) of Section 36622. 36629. Provisions and procedures applicable to benefit zones and business categories
All provisions of this part applicable to the establishment, modification, or disestablishment of a property and business improvement district apply to the establishment, modification, or disestablishment of benefit zones or categories of business. The city council shall, to establish, modify, or disestablish a benefit zone or category of business, follow the procedure to establish, modify, or disestablish a property and business improvement district. 36630. Expiration of district; Creation of new district
If a property and business improvement district expires due to the time limit set pursuant to subdivision (h) of Section 36622, a new management district plan may be created and the district may be renewed pursuant to this part.
CHAPTER 3. Assessments
36631. Time and manner of collection of assessments; Delinquent payments
The collection of the assessments levied pursuant to this part shall be made at the time and in the manner set forth by the city council in the resolution levying the assessment. Assessments levied on real property may be collected at the same time and in the same manner as for the ad valorem property tax, and may provide for the same lien priority and penalties for delinquent payment. All delinquent payments for assessments levied pursuant to this part may be charged interest and penalties.
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30 36632. Assessments to be based on estimated benefit; Classification of real property and businesses; Exclusion of residential and agricultural property
(a) The assessments levied on real property pursuant to this part shall be levied on the basis of the estimated benefit to the real property within the property and business improvement district. The city council may classify properties for purposes of determining the benefit to property of the improvements and activities provided pursuant to this part.
(b) Assessments levied on businesses pursuant to this part shall be levied on the basis of the estimated benefit to the businesses within the property and business improvement district. The city council may classify businesses for purposes of determining the benefit to the businesses of the improvements and activities provided pursuant to this part.
(c) Properties zoned solely for residential use, or that are zoned for agricultural use, are conclusively presumed not to benefit from the improvements and service funded through these assessments, and shall not be subject to any assessment pursuant to this part. 36633. Time for contesting validity of assessment
The validity of an assessment levied under this part shall not be contested in an action or proceeding unless the action or proceeding is commenced within 30 days after the resolution levying the assessment is adopted pursuant to Section 36625. An appeal from a final judgment in an action or proceeding shall be perfected within 30 days after the entry of judgment.
36634. Service contracts authorized to establish levels of city services
The city council may execute baseline service contracts that would establish levels of city services that would continue after a property and business improvement district has been formed. 36635. Request to modify management district plan
The owners’ association may, at any time, request that the city council modify the management district plan. Any modification of the management district plan shall be made pursuant to this chapter. 36636. Modification of plan by resolution after public hearing; Adoption of resolution of intention
(a) Upon the written request of the owners’ association, the city council may modify the management district plan after conducting one public hearing on the proposed modifications. The city council may modify the improvements and activities to be funded with the revenue derived from the levy of the assessments by adopting a resolution determining to make the modifications after holding a public hearing on the proposed modifications. If the modification includes the levy of a new or increased assessment, the city council shall comply with Section 36623. Notice of all other public hearings pursuant to this section shall comply with both of the following:
(1) The resolution of intention shall be published in a newspaper of general circulation in the city once at least seven days before the public hearing.
(2) A complete copy of the resolution of intention shall be mailed by first class mail, at least 10 days before the public hearing, to each business owner or property owner affected by the proposed modification.
(b) The city council shall adopt a resolution of intention which states the proposed modification prior to the public hearing required by this section. The public hearing shall be held not more than 90 days after the adoption of the resolution of intention.
36637. Reflection of modification in notices recorded and maps
Any subsequent modification of the resolution shall be reflected in subsequent notices and maps recorded pursuant to Division 4.5 (commencing with Section 3100), in a manner consistent with the provisions of Section 36627. 36638. Assessment as government imposed fee on Civ C § 1770 transaction
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31 (a) A business assessment pursuant to this part is a fee imposed by a government on the transaction for purposes of paragraph (29) of subdivision (a) of Section 1770 of the Civil Code. (b) This section shall become operative on July 1, 2024.
CHAPTER 3.5. Financing
36640. Bonds authorized; Procedure; Restriction on reduction or termination of assessments
(a) The city council may, by resolution, determine and declare that bonds shall be issued to finance the estimated cost of some or all of the proposed improvements described in the resolution of formation adopted pursuant to Section 36625, if the resolution of formation adopted pursuant to that section provides for the issuance of bonds, under the Improvement Bond Act of 1915 (Division 10 (commencing with Section 8500)) or in conjunction with Marks-Roos Local Bond Pooling Act of 1985 (Article 4 (commencing with Section 6584) of Chapter 5 of Division 7 of Title 1 of the Government Code). Either act, as the case may be, shall govern the proceedings relating to the issuance of bonds, although proceedings under the Bond Act of 1915 may be modified by the city council as necessary to accommodate assessments levied upon business pursuant to this part. (b) The resolution adopted pursuant to subdivision (a) shall generally describe the proposed improvements specified in the resolution of formation adopted pursuant to Section 36625, set forth the estimated cost of those improvements, specify the number of annual installments and the fiscal years during which they are to be collected. The amount of debt service to retire the bonds shall not exceed the amount of revenue estimated to be raised from assessments over 30 years.
(c) Notwithstanding any other provision of this part, assessments levied to pay the principal and interest on any bond issued pursuant to this section shall not be reduced or terminated if doing so would interfere with the timely retirement of the debt.
CHAPTER 4. Governance
36650. Report by owners’ association; Approval or modification by city council
(a) The owners’ association shall cause to be prepared a report for each fiscal year, except the first year, for which assessments are to be levied and collected to pay the costs of the improvements, maintenance, and activities described in the report. The owners’ association’s first report shall be due after the first year of operation of the district. The report may propose changes, including, but not limited to, the boundaries of the property and business improvement district or any benefit zones within the district, the basis and method of levying the assessments, and any changes in the classification of property, including any categories of business, if a classification is used.
(b) The report shall be filed with the clerk and shall refer to the property and business improvement district by name, specify the fiscal year to which the report applies, and, with respect to that fiscal year, shall contain all of the following information:
(1) Any proposed changes in the boundaries of the property and business improvement district or in any benefit zones or classification of property or businesses within the district. (2) The improvements, maintenance, and activities to be provided for that fiscal year. (3) An estimate of the cost of providing the improvements, maintenance, and activities for that fiscal year.
(4) The method and basis of levying the assessment in sufficient detail to allow each real property or business owner, as appropriate, to estimate the amount of the assessment to be levied against his or her property or business for that fiscal year.
(5) The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year.
(6) The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this part.
(c) The city council may approve the report as filed by the owners’ association or may modify any particular contained in the report and approve it as modified. Any modification shall be made pursuant to Sections 36635 and 36636.
The city council shall not approve a change in the basis and method of levying assessments that would impair an authorized or executed contract to be paid from the revenues derived from the levy of
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32 assessments, including any commitment to pay principal and interest on any bonds issued on behalf of the district.
36651. Designation of owners’ association to provide improvements, maintenance, and activities
The management district plan may, but is not required to, state that an owners’ association will provide the improvements, maintenance, and activities described in the management district plan. If the management district plan designates an owners’ association, the city shall contract with the designated nonprofit corporation to provide services.
CHAPTER 5. Renewal
36660. Renewal of district; Transfer or refund of remaining revenues; District term limit
(a) Any district previously established whose term has expired, or will expire, may be renewed by following the procedures for establishment as provided in this chapter. (b) Upon renewal, any remaining revenues derived from the levy of assessments, or any revenues derived from the sale of assets acquired with the revenues, shall be transferred to the renewed district. If the renewed district includes additional parcels or businesses not included in the prior district, the remaining revenues shall be spent to benefit only the parcels or businesses in the prior district. If the renewed district does not include parcels or businesses included in the prior district, the remaining revenues attributable to these parcels shall be refunded to the owners of these parcels or businesses. (c) Upon renewal, a district shall have a term not to exceed 10 years, or, if the district is authorized to issue bonds, until the maximum maturity of those bonds. There is no requirement that the boundaries, assessments, improvements, or activities of a renewed district be the same as the original or prior district.
CHAPTER 6. Disestablishment
36670. Circumstances permitting disestablishment of district; Procedure
(a) Any district established or extended pursuant to the provisions of this part, where there is no indebtedness, outstanding and unpaid, incurred to accomplish any of the purposes of the district, may be disestablished by resolution by the city council in either of the following circumstances:
(1) If the city council finds there has been misappropriation of funds, malfeasance, or a violation of law in connection with the management of the district, it shall notice a hearing on disestablishment.
(2) During the operation of the district, there shall be a 30-day period each year in which assessees may request disestablishment of the district. The first such period shall begin one year after the date of establishment of the district and shall continue for 30 days. The next such 30-day period shall begin two years after the date of the establishment of the district. Each successive year of operation of the district shall have such a 30-day period. Upon the written petition of the owners or authorized representatives of real property or the owners or authorized representatives of businesses in the district who pay 50 percent or more of the assessments levied, the city council shall pass a resolution of intention to disestablish the district. The city council shall notice a hearing on disestablishment.
(b) The city council shall adopt a resolution of intention to disestablish the district prior to the public hearing required by this section. The resolution shall state the reason for the disestablishment, shall state the time and place of the public hearing, and shall contain a proposal to dispose of any assets acquired with the revenues of the assessments levied within the property and business improvement district. The notice of the hearing on disestablishment required by this section shall be given by mail to the property owner of each parcel or to the owner of each business subject to assessment in the district, as appropriate. The city shall conduct the public hearing not less than 30 days after mailing the notice to the property or business owners. The public hearing shall be held not more than 60 days after the adoption of the resolution of intention.
36671. Refund of remaining revenues upon disestablishment or expiration without renewal of district; Calculation of refund; Use of outstanding revenue collected after disestablishment of district
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33 (a) Upon the disestablishment or expiration without renewal of a district, any remaining revenues, after all outstanding debts are paid, derived from the levy of assessments, or derived from the sale of assets acquired with the revenues, or from bond reserve or construction funds, shall be refunded to the owners of the property or businesses then located and operating within the district in which assessments were levied by applying the same method and basis that was used to calculate the assessments levied in the fiscal year in which the district is disestablished or expires. All outstanding assessment revenue collected after disestablishment shall be spent on improvements and activities specified in the management district plan. (b) If the disestablishment occurs before an assessment is levied for the fiscal year, the method and basis that was used to calculate the assessments levied in the immediate prior fiscal year shall be used to calculate the amount of any refund.
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34 APPENDIX 2 – ASSESSED BUSINESSES*
SCTID Hotels Address City State
Zip
Code
AC Hotel Santa Clara 2970 Lakeside Drive Santa Clara CA 95054 Avatar Hotel Santa Clara a
Tapestry Collection by Hilton
4200 Great America
Parkway Santa Clara CA 95054
Delta Hotel by Marriott - Santa
Clara Silicon Valley 2151 Laurelwood Road Santa Clara CA 95054 Element Santa Clara 1950 Wyatt Drive Santa Clara CA 95054 Embassy Suites Santa Clara -
Silicon Valley 2885 Lakeside Drive Santa Clara CA 95054 Hilton Santa Clara
4949 Great America
Parkway Santa Clara CA 95054
Hyatt House Santa Clara 3915 Rivermark Plaza Santa Clara CA 95054 Hyatt Regency
5101 Great America
Parkway Santa Clara CA 95054
Marriott Santa Clara
2700 Mission College
Blvd Santa Clara CA 95054
Hyatt Centric Silicon Valley 3100 Lakeside Drive Santa Clara CA 95054 TownePlace by Marriott 2877 Lakeside Drive Santa Clara CA 95054 *Jurisdiction list as of April 16, 2026
RESOLUTION NO. 2026 - ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CLARA
DECLARING ITS INTENTION TO RENEW THE SANTA CLARA TOURISM
IMPROVEMENT DISTRICT (SCTID) AND FIXING THE TIME AND PLACE
OF A PUBLIC MEETING AND A PUBLIC HEARING THEREON AND GIVING
NOTICE THEREOF
WHEREAS, the Santa Clara City Council (Council) authorized creation of the Santa Clara Tourism Improvement District (SCTID) on May 25, 2021, by Resolution No. 21-8964; and WHEREAS, the SCTID was created for a five (5) year term which ends on June 30, 2026; and WHEREAS, the Property and Business Improvement District Law of 1994, Streets and Highways Code § 36600 et seq., authorizes the City to renew the business improvement district following the procedures established for formation of the business improvement district; and WHEREAS, Silicon Valley / Santa Clara DMO, Inc. dba Discover Santa Clara (DMO), lodging business owners, and representatives from the City have met to consider the renewal of the SCTID; and WHEREAS, assessed businesses worked with DMO and their retained consutlant Civitas Advisors, Inc., to develop an updated Management District Plan (Plan) which sets forth the proposed boundary of the SCTID, a service plan and budget, and a proposed means of governance; and WHEREAS, lodging businesses who will pay more than fifty percent (50%) of the assessment under the SCTID have petitioned the Council to renew the SCTID.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL THAT:
1. The recitals set forth herein are true and correct.
2. The Council finds that assessed businesses that will pay more than fifty percent (50%) of the assessment proposed in the Plan have signed and submitted petitions in support of the renewal of the SCTID. The Council accepts the petitions and adopts this Resolution of Intention to renew the SCTID and to levy an assessment on certain lodging businesses within the SCTID boundaries in accordance with the Property and Business Improvement District Law of 1994.
3. The Council finds that the Plan satisfies all requirements of Streets and Highways Code §36622.
4. The Council declares its intention to renew the SCTID and to levy and collect assessments on assessed businesses within the SCTID boundaries pursuant to the Property and Business Improvement District Law of 1994.
5. The SCTID shall include all lodging businesses with ten (10) rooms or more, existing or in the future, available for public occupancy located within the boundaries of a portion of the City, as shown in the map attached as Exhibit A.
6. The name of the district shall continue to be the Santa Clara Tourism Improvement District.
7. The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue.
During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The DMO Board of Directors (Board) shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval as described in Section V of the Plan, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners, as described in Section V of the Plan.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee’s full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and listing the employee’s name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the City’s Director of Finance with each remittance of assessments.
8. The assessments levied for the SCTID shall be applied toward Marketing, Communications, and Convention Center and Partner Sales programs to market assessed businesses in Santa Clara as tourist, meeting, and event destinations, as described in the Plan. Funds remaining at the end of any year may be used in subsequent years in which SCTID assessments are levied as long as they are used consistent with the requirements of this Resolution and the Plan.
9. The renewed SCTID will have a five (5) year term, beginning July 1, 2026, and ending five (5) year from its start date, unless renewed pursuant to Streets and Highways Code § 36660.
10. Bonds or any debt obligations shall not be issued.
11. The time and place for the public meeting to hear testimony on renewing the SCTID and levying assessments are set for June 9, 2026, at 7:00 PM, or as soon thereafter as the matter may be heard, at the Council Chambers located at 1500 Warburton Avenue, Santa Clara, CA 95050.
12. The time and place for the public hearing to renew the SCTID and the levy of assessments are set for June 23, 2026, at 7:00 PM, or as soon thereafter as the matter may be heard, at the Council Chambers located at 1500 Warburton Avenue, Santa Clara, CA 95050. The City Clerk is directed to provide written notice to the lodging businesses subject to assessment of the date and time of the meeting and hearing, and to provide that notice as required by Streets and Highways Code § 36623, no later than May 9, 2026.
13. At the public meeting and hearing the testimony of all interested persons for or against the renewal of the SCTID may be received. If at the conclusion of the public hearing, there are of record written protests by the owners of the assessed businesses within the renewed SCTID that will pay fifty percent (50%) or more of the estimated total assessment of the entire SCTID, no further proceedings to renew the SCTID shall occur for a period of one (1) year.
14. The complete Plan is attached.
15. This resolution shall take effect immediately upon its adoption by the City Council.
I HEREBY CERTIFY that the foregoing Resolution of Intention was introduced and adopted at a regular meeting of the City Council on the 5th day of May 2026 by the following vote:
AYES: Council Members:
NOES: Council Members:
ABSENT: Council Members:
ABSTAIN: Council Members:
_______________________________
Mayor
ATTEST:
_________________________________
City Clerk
ATTACHMENTS:
Exhibit A: District Boundaries
Exhibit B: MDP SCTID FINAL 4-23-26
EXHIBIT A
District Boundaries
Santa Clara Tl D
\
TID Boundaries
441603.1
441603.1
441603.1
2026-2031
SANTA CLARA
TOURISM IMPROVEMENT DISTRICT
MANAGEMENT DISTRICT PLAN
Prepared pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq. April 21, 2026
EXHIBIT B
TABLE OF CONTENTS
I. OVERVIEW..............................................................................................................................................................3 II. BACKGROUND.......................................................................................................................................................5 III. ACCOMPLISHMENTS ..........................................................................................................................................6 IV. BOUNDARY............................................................................................................................................................ 11 V. ASSESSMENT BUDGET AND SERVICES ....................................................................................................... 13 A. ANNUAL SERVICE PLAN..................................................................................................................................................................................13 B. ANNUAL BUDGET...............................................................................................................................................................................................16 C. CALIFORNIA CONSTITUTIONAL COMPLIANCE........................................................................................................................................17 D. ASSESSMENT......................................................................................................................................................................................................18 E. INTEREST AND OVERDUE CHARGES .........................................................................................................................................................20 F. TIME AND MANNER FOR COLLECTING ASSESSMENTS.......................................................................................................................20 VI. GOVERNANCE......................................................................................................................................................21 A.OWNERS’ ASSOCIATION ..................................................................................................................................................................................21 B. BROWN ACT AND CALIFORNIA PUBLIC RECORDS ACT COMPLIANCE............................................................................................21 C.ANNUAL REPORT ................................................................................................................................................................................................21 APPENDIX 1 – LAW.........................................................................................................................................................22 APPENDIX 2 – ASSESSED BUSINESSES .................................................................................................................. 34 Prepared by
Civitas
(916) 437-4300
www.civitasadvisors.com
••• • • CIVITAS
PARTNERSHIPS • PROGRESS • PROSPERITY
DISCOVER
SA~TR
CLARA.
SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
3 I. OVERVIEW
Developed by Santa Clara lodging businesses and Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® (“Discover Santa Clara® or DMO”), the Santa Clara Tourism Improvement District (“SCTID”) is an assessment district proposed to continue to provide specific benefits to payors by funding marketing, communications, and convention center and partner sales services for assessed lodging businesses. This approach has been used successfully in other destination areas throughout the country to provide the benefit of additional room night sales directly to payors. The SCTID was initially created in 2021 for a five (5) year term. Santa Clara lodging businesses and the DMO now wish to renew the SCTID for an additional five (5) year term.
Location: The renewed SCTID includes all lodging businesses with ten (10) rooms or more, existing and in the future, available for public occupancy located within the boundaries of a portion of the city of Santa Clara, as shown on the map and defined in Section IV.
Services: The SCTID is designed to provide specific benefits directly to payors by increasing awareness and demand for room night sales. Marketing, communication programs, and convention center and partner sales, and other improvements and activities set forth in this Management District Plan (“Plan”), will increase demand for overnight tourism and market payors for tourist, meeting and event destinations, thereby increasing demand for room nights.
Budget: The total SCTID annual assessment budget for the initial year of its five (5) year operation is anticipated to be approximately $4,047,912. A similar assessment budget is expected to apply to subsequent years, but this assessment budget is expected to fluctuate as room sales do, as businesses open and close, and if the assessment rate is increased or decreased pursuant to this Plan.
Cost: The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue. During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The DMO Board of Directors (the “Board”) shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval as described in Section V of this Plan, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%).
Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners, as described in Section V of this Plan.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee’s full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and
SCTID MANAGEMENT DISTRICT PLAN
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4 listing the employee’s name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the City’s Director of Finance with each remittance of assessments.
Collection: Each assessed lodging business located in the boundaries of the SCTID shall be responsible for remitting the assessments to the City in accordance with this Plan.
The City will be responsible for collecting the assessment on a monthly basis (including any interest and overdue charges) from each assessed lodging business located in the boundaries of the SCTID. The City shall take all reasonable efforts to collect the assessments from each assessed lodging business and may charge SCTID its proportionate share of collection costs.
Duration: The renewed SCTID will have a five (5) year life, beginning July 1, 2026, or as soon as possible thereafter, and ending five (5) years from its start date. After five (5) years, the SCTID may be renewed pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code Section 36600 et seq. (“94 Law”) if assessed lodging business owners support continuing the SCTID programs.
Management: The DMO shall continue to serve as the SCTID’s Owners’ Association. The Owners’ Association is charged with managing funds and implementing programs in accordance with this Plan and must provide annual reports to the City Council.
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5 II. BACKGROUND
TIDs are an evolution of the traditional Business Improvement District. The first TID was formed in West Hollywood, California in 1989. Since then, over 100 California destinations have followed suit. In recent years, other states have begun adopting the California model: Illinois, Minnesota, Massachusetts, Montana, South Dakota, Washington, Colorado, Texas, and Louisiana have adopted TID laws. Several other states are in the process of adopting their own legislation. The cities of Wichita, Kansas and Newark, New Jersey used existing business improvement district laws to form TIDs. Additionally, some cities, like Portland, Oregon and Memphis, Tennessee have utilized their home rule powers to create TIDs without a state law.
California’s TIDs collectively raise over
$300 million annually for local destination
marketing. With competitors raising their
budgets, and increasing rivalry for visitor
dollars, it is important that Santa Clara
lodging businesses continue to invest in
stable, commerce-specific marketing
programs.
TIDs utilize the efficiencies of private
sector operation in the market-based
promotion of tourism districts. TIDs allow
tourism business owners to organize their
efforts to increase commerce. Lodging
business owners within the TID pay an assessment and those funds are used to provide services that increase commerce.
In California, most TIDs are formed pursuant to the Property and Business Improvement District Law of 1994. This law allows for the creation of a benefit assessment district to raise funds within a specific geographic area. The key difference between TIDs and other benefit assessment districts is that funds raised are returned to the private non-profit corporation governing the district for expenditures consistent with plans like this one. They are intended to supplement, not supplant, existing government funding and services for the specific benefit of the assessed businesses.
There are many benefits to TIDs:
• Funds must be spent on services and improvements that provide a specific benefit only to those who pay;
• Funds cannot be diverted to general government programs; • They are customized to fit the needs of payors in each destination; • They allow for a wide range of services;
• They are designed, created and governed by those who will pay the assessment; and • They provide a stable, long-term funding source for tourism promotion. 1 2
4 6
9 12
19 25
29 32
38 46
61 64
70 75
88 95
99 101
104
109
110
114
113113113
115
116
0 20
40 60
80 100
120
Number of Districts Operating in
California
__ ....• 111111111
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APRIL 21, 2026
6 III. ACCOMPLISHMENTS
Organizational Formation and Strategic Evolution: Since its establishment, Discover Santa Clara® has evolved from a start-up organization into a fully operational Destination Marketing Organization with the team, systems, and partnerships in place to deliver results. Over the past fiscal year, the DMO advanced its sales, marketing, and operational capabilities, strengthened financial stewardship, and positioned Santa Clara to capitalize on major global opportunities ahead—including Super Bowl LX and the FIFA World Cup 2026. The following highlights reflect key accomplishments achieved through collaboration with our SCTID hotel partners, the City, and industry stakeholders.
Metrics reflect performance through the close of FY 2024/25, with select indicators updated to reflect early FY 2025/26 activity where relevant.
ORGANIZATIONAL SUCCESS: TEAM ACHIEVEMENTS AND INDUSTRY ACCOLADES.
I. Administrative Operational Advancement & Governance
• Executive Leadership and Team Build-Out: Following the hiring of a new CEO in October 2022, Discover Santa Clara® built out its full organizational structure. Under her leadership, the DMO strategically assembled a high-performing team that now includes a Director of Business Operations, Directors of Sales & Marketing, two Sales Managers, a Manager of Data & Strategy, a Marketing Manager, and a Marketing Coordinator. With staggered onboarding over two and a half years, the full team of nine was in place in March 2025. • Established Financial Infrastructure: Developed and completed Financial Standard Operating Procedures (SOPs) in collaboration with our Accounting Firm Krisch & Company and City representatives. These SOPs were approved by the Board in January 2024 and serve as one of the steps necessary for the DMO’s readiness to gain financial independence. • Launched a 401(k) Program: Introduced a formal retirement benefits program for all fulltime employees, demonstrating long-term commitment to staff well-being and organizational maturity.
• Implemented Performance Management and Incentive Programs to Drive Accountability and Results: Implemented a comprehensive performance management framework creating a structured Annual Review Process that includes quarterly check-ins and year-end evaluations aligned to individual goals and broader organizational Key Performance Indicators (KPIs). Additionally, designed and rolled out incentive compensation plans and goal-setting processes for all eligible positions, linking performance with accountability to drive resultsdriven behavior. • Modernized Administrative Systems:
o Developed and gained Board approval for the organization’s first-ever Travel & Entertainment Policy to guide responsible spending, improve reporting accuracy, and establish accountability standards.
o Introduced Corporate Credit Cards through Bridge Bank to streamline business purchasing, travel, and reimbursements.
o Finalized revenue reconciliation for 2019–2021 with the City and the former Chamber of Commerce DMO.
o Created SOPs and internal systems to guide reporting, vendor management, and City contract tracking.
• Strengthened Governance & Reporting:
o Delivered quarterly and annual reports to the Board of Directors and SCTID partners.
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7 o Facilitated Board of Directors elections and onboarding processes. o Initiated Civitas-led Board training in January 2025 to strengthen governance alignment and introduce the SCTID renewal process.
• Strategic Team Alignment: Implemented cadence of all-staff strategic offsite meetings focused on cross-functional planning, budget alignment, and team development, including The Enneagram Training for deeper understanding of team dynamics. • Strong Financial Performance & Stewardship (FY 2024/25):
o SCTID assessment outperformed projections ($3.2M vs. $2.6M forecast) o Generated $160,000 in new interest revenue on assessment funds. o Closed FY 2024/25 with an approximately $600,000 year-end surplus to fund future activities, reflecting strong assessment performance and expense management.
II. Sales & Convention Strategy
• Strategic Sales Deployment: Implemented a market-segment deployment model, aligning sales team members by verticals such as corporate, sports, and association to better engage planners and strategically grow business opportunities. • Sales Lead Growth & Expanded Booking Scope: Within the Priority (P1–P5) classification system—where groups are ranked by peak room demand and convention center spend—P1– P3 represent the highest-value, long-term business driving the greatest economic impact.
FY 2024/25 marked the first full year with a fully staffed sales team and the expansion of the DMO’s booking scope to include management of P3 leads generated through direct sales efforts. As a result, total lead volume increased 46% year-over-year, with the DMO generating 101 P1–P3 leads, up from 72 the prior year. This growth was driven by proactive prospecting, targeted sales trips, and consistent client engagement. • Secured Priority 1 (P1) + Priority 2 (P2) Events: Secured multiple P2 and self-contained groups for future years driving both room nights for our SCTID hotel partners and revenue for the Convention Center. Successfully delivered the DMO’s first P1 citywide group to actualization, with the event completed and generating over $1M in revenue. • Tradeshow & Industry Presence: Engaged in 25 strategically selected tradeshows and sales missions, including IMEX, TEAMS, MPI, IPEC, Connect Spring, and RCMA, targeting corporate, association, sports, and affinity segments to drive direct planner engagement and elevate Santa Clara’s visibility.
• Strategic Partnerships: Established strategic partnerships with leading tourism and meetings industry organizations – including U.S. Travel, CalTravel, Meeting Professionals International, SF Travel, HelmsBriscoe, and ConferenceDirect – expanding access to key client databases, industry events, and high-value meeting planner networks. • Sales-Driven Marketing Integration: Partnered with marketing to create targeted sales materials, custom collateral, and pre-post campaigns supporting key tradeshows and sales missions. Integrated meetings-focused content into the broader strategy to ensure alignment with planner needs and enhance Santa Clara’s visibility as a premier meetings destination.
• CRM & Data Modernization: Completed a comprehensive audit and cleanup of the Simpleview Customer Relationship Management tool, integrated strategic prospecting tools including ZoomInfo and Cvent BI Dashboard, enhanced STR (Smith Travel Accommodations Report) reporting, and advanced implementation of the Tourism Economics Symphony platform to strengthen data capture, marketing attribution, return on investment (ROI) measurement, and partner decision-making.
• Backyard Acquisition Strategy: Rolled out a local account acquisition plan targeting 1,500 regional companies, hosting site visits and client events to showcase SCTID partner hotels and City assets, including the Convention Center, to the meeting planner community.
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8 Community Visibility & Upcoming Signature Events
• Super Bowl LX and FIFA World Cup 2026 Readiness: Finalized and received Board approval for the SBLX/FWC26 Activation Plan - including public relations strategies, influencer content, an Ultimate Sports Playbook, enhanced digital presence, and a Media & Meeting Planner Familiarization Trip - with many elements already executed and others advancing toward completion.
The plan has delivered high-value media and public relations exposure for the City and DMO, including the launch of the Global Games Food Trail, securing early placements in Forbes and Vogue. The DMO also finalized a partnership with the Bay Area Host Committee, unlocking unique marketing, sales, and visibility opportunities tied to these global events. • Hosted VIP & Media Events:
o Hosted the Bay Area Travel Writers Group: Welcomed influential local media to showcase Santa Clara’s unique offerings and strengthen relationships with key travel writers.
o Hosted Los Angeles Media Mission: Hosted a cooking class activation led by Chef Nelson Ramirez of the Santa Clara Marriott, for ten key Los Angeles media representatives, reinforcing the city’s identity as a global gathering place for international fans and global cuisine ahead of Super Bowl LX and FWC26. o Collaborated with Levi’s® Stadium for North America Trailer Dealers Association (NATDA) joint event.
o Partnered with DMO’s including Visit Salt Lake City, Visit Oakland, Team San Jose, and SF Travel to co-host key client events – creating shared opportunities to showcase Santa Clara and build planner relationships.
o Hosted multiple client events at Levi’s® Stadium, engaging planners through premium experiences at 49ers games and major concerts to strengthen relationships, showcase the destination, and secure more leads.
o Citywide Media Success: Supported the City of Santa Clara in crafting the narrative around Beyoncé and Taylor Swift concert visits, positioning the City as the “Swiftie Capital of the USA,” and elevating national exposure.
III. Marketing, Brand Development & Visibility
• Omnichannel Marketing Ecosystem: Completed a competitive RFP process and appointed Madden Media to execute on the Omnichannel Marketing project, resulting in the delivery of the following tools and assets to actively support sales, marketing, public relations, our SCTID partner hotels and city partners.
o A newly launched Discover Santa Clara ® redesigned website with 360º hotel tours, SEO optimization, real-time SCTID hotel partner booking widget, and multi-language support.
o Published the city’s first-ever Visitors Guide.
o Established consistent unified brand voice and PR strategy. o Built a reusable, high-quality photo/video content library. • Marketing Agency of Record (AOR): Completed a competitive RFP process and appointed Madden Media as the DMO’s AOR in March 2025 to support key marketing initiatives.
Establishing an AOR ensures brand consistency, streamlined communication, project execution, and enables the DMO to respond more swiftly to opportunities with a partner deeply aligned to its evolving goals including:
o Shaping the DMO’s Public Relations and Communications narrative,
SCTID MANAGEMENT DISTRICT PLAN
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9 o Partnering to manage our digital marketing strategy and budget, o Creating a Meetings & Conventions specific video for sales & marketing purposes, o Supporting the execution of the DMO’s SBLX/FWC26 Activation Plan. • Collateral & Presentation Tools: Created and modernized customer facing sales collateral, presentations, and internal reporting templates to align with our brand look and feel. • Digital Audience & Engagement Growth: With the establishment of a dedicated Marketing Team in May 2023 and building from a minimal digital footprint typical of a start-up DMO, Discover Santa Clara® has achieved exceptional growth across its owned channels, significantly expanding reach and engagement with core audiences. o Instagram: Grew from 79 to more than 21,232 followers, representing a significantly expanding destination awareness through high-performing event, experiential, and partner-driven content.
o LinkedIn: Expanded from 240 to more than 2,745 followers, strengthening reach and credibility within the meetings, business, and industry community. o Facebook: Grew from 14 to more than 5,174 followers, increasing visibility for citywide events, partner activations, and destination storytelling. o Email Marketing: Subscriber base grew from 1,935 to more than 28,464, enabling stronger campaign reach and more targeted communication with key audiences. o TikTok Platform Expansion: Launched TikTok as a test channel in early 2025 to extend reach through short-form video. Early performance demonstrated strong organic reach and engagement, prompting a strategic expansion of the platform to reach younger audiences and complement broader digital efforts. o Blogs: Published 33+ original blog pieces across two fiscal years, including highperforming evergreen content such as Business Travel Guide and Top 60 Things To Do in Santa Clara.
• Influencer Collaborations: Executed multiple influencer campaigns, generating an impressive 5.1M impressions in collaboration with SCTID partner hotels and key Santa Clara venues, including event tie-ins at Levi’s® Stadium and California’s Great America. Launched the Santa Clara Influencer Catalog to formalize future collaboration processes and efforts. • Strategic Advertising:
o Partnered with CBS on two executions of The 49ers Experience, showcasing Discover Santa Clara® and all 11 SCTID hotel partners through 15-second spotlight segments delivering significant brand exposure for the city.
o Coverage in San Jose Mercury News, CBS Bay Area, KTVU, and the Silicon Valley Business Journal.
o Recognized by Casino.org and San Jose Mercury News as the “Swiftie Capital of the USA” in 2023, positioning the DMO for creative destination branding.
IV. Team Awards & Accolades
The Discover Santa Clara® team has been recognized for its leadership, innovation, and industry presence. These accolades reflect the DMO’s increasing influence and credibility within the meetings, destination marketing, and tourism sectors. • Christine Lawson, President & CEO
o Honored as one of Silicon Valley Business Journal’s (SVBJ) Top 100 Women of Influence in 2024.
o Recipient of Smart Meetings’ Visionary Leader Award in 2024. o Named one of the Power 100 Most Influential People in Silicon Valley in 2025. o Panelist at the Future of Santa Clara event in both 2024 and 2025. o Invited contributor to The Mercury News’ Monthly Insights & Indicators Column.
SCTID MANAGEMENT DISTRICT PLAN
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10 o Featured across multiple media outlets; ABC7, CBS Bay Area, KTVU, and the Mercury News during Levi’s® Stadium event coverage, reinforcing Santa Clara’s position as a dynamic destination.
o Invited mentor participant for SVBJ’s Mentorship Monday event in 2025. • Katelyn Riccardi, Director of Marketing
o Named one of SVBJ’s 40 Under 40 in 2024.
o Invited mentor participant for SVBJ’s Mentorship Monday event in 2024. o Appointed to the Board of Directors for the Triton Museum of Art in 2024. • Ben Landis, Marketing Manager
o Named to Destinations International’s and CalTravel’s 30 Under 30 Class of 2025 recognizing rising stars shaping the future of destination marketing.
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11 IV. BOUNDARY
The SCTID shall continue to include all lodging businesses with ten (10) rooms or more, existing and in the future, available for public occupancy within the boundaries of a portion of the City, as shown in the map on the following page.
Lodging business means: any structure, or any portion of any structure, that is occupied or intended or designed for occupancy by transients for dwelling, lodging, or sleeping purposes, and includes, but is not limited to, any hotel, inn, tourist home or house, motel, studio hotel, bachelor hotel, lodging house, rooming house, apartment house, dormitory, public or private club, mobile home, or house trailer at a fixed location, or other similar structure or portion thereof. The term “lodging business” does not include short-term rentals, including units within a multi-family building permitted to operate as shortterm rentals.
A complete listing of assessed lodging businesses within the renewed SCTID can be found in Appendix
2. SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
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SCTID MANAGEMENT DISTRICT PLAN
APRIL 21, 2026
13 V. ASSESSMENT BUDGET AND SERVICES
A. Annual Service Plan
Assessment funds will be spent to provide specific benefits conferred or privileges granted directly to the payors that are not provided to those not charged, and which do not exceed the reasonable cost to the City of conferring the benefits or granting the privileges. The privileges and services provided with the SCTID funds are marketing, communications programs, convention center and partner sales, and other improvements and activities set forth in this Plan, available only to assessed lodging businesses within the SCTID.
A service plan assessment budget has been developed to deliver services that benefit the assessed lodging businesses. A detailed annual assessment budget will be developed and approved by the Board. The chart below illustrates the initial annual assessment budget allocations. These activities and allocations will also apply in subsequent years, subject to the stipulations in this Plan. The total initial assessment budget is estimated to be $4,047,912.
Although actual revenues will fluctuate due to market conditions, the proportional allocations of the budget shall remain the same. However, the City and the Board shall have the authority to adjust budget allocations between the categories by no more than twenty percent (20%) of the total budget per year. A description of the proposed improvements and activities for the initial year of operation is below. The same activities are proposed for subsequent years. In the event of a legal challenge against the SCTID, any and all assessment funds may be used for the costs of defending the SCTID and its assessment.
Each budget category includes all costs related to providing that service. For example, the marketing, communications, and convention center and partner sales budget includes the cost of staff time dedicated to overseeing and implementing the marketing, communications program, and convention center and partner sales. Staff time dedicated purely to administrative tasks is allocated to the administrative portion of the budget. The costs of an individual staff member may be allocated to multiple budget categories. The staffing levels necessary to provide the services below will be determined by the DMO, and approved by the Board, on an as-needed basis.
Marketing,
Communications, and
Convention Center
and Partner Sales
70%, $2,833,538
Administration, 25%,
$1,011,978
Contingency, 3%,
$121,437
City Administration Fee, 2%,
$80,958
Initial Annual Assessment Budget (2%) -
$4,047,912
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14 Marketing, Communications, and Convention Center and Partner Sales The Marketing, Communications Program, and Convention Center and Partner Sales Program is designed to position Santa Clara as a premier destination for meetings, events, and leisure tourism by combining strategic sales initiatives with targeted marketing and communications efforts. This program focuses on driving overnight stays at assessed businesses, supported by demand at Santa Clara venues such as the Convention Center and sport complexes, and includes the attraction of selfcontained and hybrid events. The goal is to increase overnight visitation to assessed lodging businesses and strengthen the destination’s visibility for major events and transient visitors. To achieve this, the program will leverage both proactive sales efforts and innovative digital marketing strategies, to reach a broader audience. Program activities may include, but are not limited to, the following activities:
• Promote and market Santa Clara as a premier destination for group events, meetings, and conventions, with a focus on driving room night demand to assessed businesses and generating strong ancillary revenue. This will be achieved through digital advertising, enhanced online presence, print collateral, and social media outreach. • Develop and implement marketing strategies that position Santa Clara as a competitive leisure and group travel destination. Efforts shall highlight city assets, including attractions, venues, and assessed lodging businesses, to increase awareness and drive visitation to assessed lodging businesses.
• Engage in sales activity to market and sell the destination as a whole, including but not limited to the Convention Center, to drive room night sales at assessed lodging businesses and generate commensurate revenue across the destination.
• Engage in sales activities and targeted outreach to generate new bookings and drive room night demand from Santa Clara event attendees and group travelers utilizing the Convention Center and other partner venues, such as sports complexes, entertainment venues, and unique event spaces that contribute to overnight hotel stays at assessed lodging businesses. • Engage in sales activities and targeted outreach to generate new bookings and increase room night production from self-contained group business, and other group travelers to assessed businesses.
• Coordinate the booking and reservation of meeting spaces, hotel room blocks, and off-site venues to ensure a seamless experience for planners and attendees. • Host exhibits at industry trade shows, attend association events, and participate in destination marketing forums to generate leads and elevate Santa Clara’s visibility as a leading meetings, business, and tourism destination that drives overnight visitation to assessed lodging businesses.
• Conduct familiarization trips and site visits for prospective clients and meeting planners to promote Santa Clara’s assets and hospitality offerings that support overnight stays at assessed lodging businesses.
• Host key and in-market client events for current and prospective meeting planners and business influencers to showcase assessed businesses and partner venues that increase awareness, generate group lead volume, and drive demand at assessed lodging businesses. • Develop and distribute promotional materials highlighting Santa Clara’s assessed businesses and their offerings to support meeting planner decision-making and increase overnight stays. • Implement competitive incentive programs in partnership with assessed lodging businesses and key Santa Clara venues to attract new marquee events and conventions that generate overnight visitation.
• Provide destination planning support to associations, businesses, and organizations holding events in Santa Clara, with a focus on increasing room night generation at assessed lodging businesses through coordination with the Convention Center operator and other local venue and service providers.
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15 • Manage and continue to evolve the destination website to showcase Santa Clara as a desirable location for events and activities that drive overnight stays at assessed lodging businesses. • Conduct coordinated advertising, public relations, and promotional campaigns that highlight Santa Clara attractions and amenities to increase group bookings and attract transient travelers, driving overnight stays at assessed lodging businesses. • Establish stronger partnerships with regional and national event planners, third-party booking agencies, and local tourism stakeholders to increase visibility and generate leads that have the potential to convert into room nights at assessed lodging businesses. • Utilize industry research, destination analytics, and hotel performance data to inform sales and marketing strategies, identify high-value market segments, and optimize efforts that convert leads into overnight stays at assessed lodging businesses. • Develop and pursue multi-year agreements with meeting planners and event organizers to secure repeat business that generates consistent overnight visitation at assessed lodging businesses.
• Engage target industries and market segments through focused outreach to secure meetings and events that align with Santa Clara’s destination strengths and drive room night demand to assessed lodging businesses.
• Develop sales & marketing campaigns and packages that pair stays at assessed lodging businesses with local experiences to attract weekend and shoulder-season travelers. • Plan and execute paid advertising campaigns across digital platforms and traditional media channels. Activities may include search engine marketing, programmatic display, social media advertising, print, radio, or out-of-home placements targeted to drive website traffic and overnight bookings at assessed lodging businesses.
• Identify, contract, and manage influencer partnerships to expand reach and drive awareness in target markets to drive room night demand to assessed lodging businesses. • Develop and manage cooperative marketing programs with assessed lodging businesses, including seasonal promotions and shared advertising initiatives. • Plan and execute marketing campaigns with strategic travel and media partners to drive overnight visitation to assessed lodging businesses through targeted promotions, enhanced visibility, and destination-aligned messaging and branding. • Develop and distribute the official Santa Clara Visitor Guide in print and digital formats, highlighting attractions, assessed lodging businesses, and visitor resources. • Manage and grow all owned marketing channels, including social media platforms and email databases, to expand reach and engagement with prospective visitors. • Create and distribute dynamic digital content—including short-form video, event-centric itineraries, and user-generated content—that highlights Santa Clara’s assessed lodging businesses, venues, and experiences to influence booking decisions for both group and transient travel.
• Collaborate with tourism-aligned brands, influencers, and content creators to elevate Santa Clara’s destination messaging and drive measurable increases in overnight visitation to assessed lodging businesses.
Administration
The administration portion of the SCTID budget provides management, coordination and support to all organizational services and functions. Administration is responsible for the general oversight and fiscal health of the organization and the budget will be used to support administrative staffing costs, office costs, policy development, and other general administrative costs such as insurance, legal, human resources, and accounting.
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16 Contingency
The budget includes a contingency line item to account for uncollected assessments, if any. Funds may be collected and set aside in a contingency account and utilized for other programs or renewal costs consistent with the Plan as deemed appropriate by the Board. Contingency funds may be spent on SCTID programs or administrative renewal costs in such proportions as determined appropriate by the Board. This program represents three percent (3%) of the total annual assessment budget.
Reserve
DMO may maintain a reserve fund in accordance with this Plan. Reserve funds shall be expended in furtherance of the programs, activities, and services set forth in this Plan. Policies relating to contributions to the reserve fund, the target amount of the reserve fund, and expenditure of monies from the reserve fund shall be set by the Board.
City Administration Fee
The City shall retain a fee equal to two percent (2%) of the amount of assessment collected to cover its costs of collection and administration of the SCTID assessment which may include but are not limited to: staffing costs, legal services, telephone, supplies, postage, and other general office expenses.
B. Annual Budget
The total five (5) year assessment budget is projected at approximately $4,047,912 annually, or $27,323,406 through the five (5) year term of the SCTID if the maximum assessment rate increases of one-half percent (0.5%) per year, up to a maximum rate of three percent (3%), are adopted as outlined in the table below. A similar budget is expected to apply to subsequent years, but this budget is expected to fluctuate as room sales do, as businesses open and close, and if the assessment rate is increased or decreased pursuant to this Plan.
The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue.
During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The Board shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval as described in Subsection D of this Section V, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board, and assessed lodging business owners, as described in Subsection D of this Section V.
The table below demonstrates the estimated maximum budget with the assumption that the assessment rate will be increased at the earliest opportunity as it is a required disclosure, it is not the anticipated course of action. Alternate courses of action may be taken in regard to implementing the assessment rate increase other than what is demonstrated in the chart below, within the parameters of this Plan.
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17 Estimated Annual Budget if Maximum Assessment Rates Are Adopted 2026 – 2031
Year
Marketing,
Communications,
and Convention
Center and
Partner Sales
Administration Contingency
City
Administration
Fee Total
2026-27 $2,833,538 $1,011,978 $121,437 $80,958 $4,047,912 2027-28 $3,541,923 $1,264,973 $151,797 $101,198 $5,059,890 2028-29 $4,250,308 $1,517,967 $182,156 $121,437 $6,071,868 2029-30 $4,250,308 $1,517,967 $182,156 $121,437 $6,071,868 2030-31 $4,250,308 $1,517,967 $182,156 $121,437 $6,071,868 Total $19,126,384 $6,830,852 $819,702 $546,468 $27,323,406 C. California Constitutional Compliance
The SCTID assessment is not a property-based assessment subject to the requirements of Proposition 218. Courts have found Proposition 218 limited the term ‘assessments’ to levies on real property.1 Rather, the SCTID assessment is a business-based assessment, and is subject to Proposition
26. Pursuant to Proposition 26, all levies are a tax unless they fit one of seven exceptions. Two of these exceptions apply to the SCTID, a “specific benefit” and a “specific government service.” Both require that the costs of benefits or services do not exceed the reasonable costs to the City of conferring the benefits or providing the services.
1. Specific Benefit
Proposition 26 requires that assessment funds be expended on, “a specific benefit conferred or privilege granted directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of conferring the benefit or granting the privilege.”2 The services in this Plan are designed to provide targeted benefits directly to assessed lodging businesses, and are intended only to provide benefits and services directly to those lodging businesses paying the assessment. These services are tailored not to serve the general public, businesses in general, or parcels of land, but rather to serve the specific businesses within the SCTID.
The activities described in this Plan are specifically targeted to increase demand for room night sales for assessed lodging businesses within the boundaries of the SCTID and are narrowly tailored. SCTID funds will be used exclusively to provide the specific benefit of increased demand for room night sales directly to the assessees. Assessment funds shall not be used to feature non-assessed lodging businesses in SCTID programs, or to directly generate sales for non-assessed lodging businesses. The activities paid for from assessment revenues are business services constituting and providing specific benefits to the assessed lodging businesses. Nothing in this Plan limits the ability of the Owners’ Association to enter into private contracts with non-assessed lodging businesses for the provision of services to those businesses with non-assessment funding.
The assessment imposed by this SCTID is for a specific benefit conferred directly to the payors that is not provided to those not charged. The specific benefit conferred directly to the payors is an increase in demand for room night sales via targeted marketing. The specific benefit of an increase in demand for room night sales for assessed lodging businesses will be provided only to lodging businesses paying the SCTID assessment, with marketing, sales and communications programs 1 Howard Jarvis Taxpayers Assn. v. the City of San Diego (1999) 72 Cal App. 4th 230. 2 Cal. Const. art XIII C § 1(e)(1).
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18 promoting only lodging businesses paying the SCTID assessment. The marketing, communications, and convention center and partner sales programs will be designed to increase room night sales at assessed lodging businesses.
Because they are necessary to provide the marketing, communications, convention center and partner sales programs that specifically benefit the assessed lodging businesses, the reserves, administration and contingency services also provide the specific benefit of increased demand for room night sales to the assessed lodging businesses.
Although SCTID, in providing specific benefits to payors, may produce incidental benefits to nonpaying businesses, the incidental benefit does not preclude the services from being considered a specific benefit. The Legislature has found that, “A specific benefit is not excluded from classification as a ‘specific benefit’ merely because an indirect benefit to a nonpayor occurs incidentally and without cost to the payor as a consequence of providing the specific benefit to the payor.”3
2. Specific Government Service
The assessment may also be utilized to provide, “a specific government service or product provided directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of providing the service or product.”4 The Legislature has recognized that marketing and promotions services like those to be provided by the SCTID are government services within the meaning of Proposition 265.
3. Reasonable Cost
SCTID services will be implemented carefully to ensure they do not exceed the reasonable cost of such services. The full amount assessed will be used to provide the services described herein. Funds will be managed by the DMO, and reports submitted on an annual basis to the City. Only assessed lodging businesses will be featured in marketing materials, receive sales leads generated from SCTIDfunded activities, be featured in advertising campaigns, and benefit from other SCTID-funded services.
The assessed lodging business list was compiled from records provided by the jurisdiction and complies with the requirements of the 94 Law. Pursuant to Streets and Highways Code Section 36615, the City Council’s determination of ownership is final and conclusive, with no obligation to obtain other information. Non-assessed lodging businesses will not receive these, nor any other, SCTID-funded services and benefits.
The SCTID-funded programs are targeted directly to benefit assessed lodging businesses. It is, however, possible that there will be a spillover benefit to non-assessed lodging businesses. If nonassessed lodging businesses receive incremental room nights, that portion of the promotion or program generating those room nights shall be paid with non-SCTID funds. SCTID funds shall only be spent to benefit the assessed lodging businesses and shall not be spent on that portion of any program which directly generates incidental room nights for non-assessed lodging businesses.
D. Assessment
The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue.
During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The Board shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval as 3 Government Code § 53758(a)
4 Cal. Const. art XIII C § 1(e)(2)
5 Government Code § 53758(b)
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19 described below, but shall not be decreased below a minimum of two percent (2%) of gross shortterm sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners, as described below.
The DMO shall provide notice to assessed businesses with a clear disclosure of the rationale for an assessment increase tied to programs, projects, or services that enhance brand exposure and equity for Santa Clara as a destination and directly drive room night demand. To approve an assessment rate increase, the DMO shall secure signed petitions from assessed business owners totaling more than fifty percent (50%) of the assessed lodging businesses in the SCTID. If sufficient petitions are received, the Owners' Association's Board shall vote to adjust the assessment rate in accordance with the assessment structure reflected in the petitions, thereby aligning the rate with the preferences expressed by the assessed businesses.
While any increase in the assessment rate must follow the approval process outlined above, a proposed decrease may be approved by a vote of the Board.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee’s full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and listing the employee’s name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the Director of Finance with each remittance of assessments.
The assessment was calculated based on the total cost of the activities to be provided for the benefit of the businesses within the SCTID, with costs allocated based on the proportional benefit conferred to each business. Activities funded by the SCTID, are specifically targeted to increase room nights at assessed lodging businesses. All room night sales do not represent the same benefit to the payors.
For example, a higher priced room night is of greater benefit than a lower priced room night because the assessee derives greater revenue. To account for this benefit differential and to make sure the benefits are proportional, an assessment formula based on a percentage of revenue has been selected. The proposed formula accurately reflects greater benefit to assessed SCTID businesses with higher priced room nights.
The term “gross short-term sleeping room rental revenue” as used herein means: the consideration received, whether or not actually charged by the lodging business, for the occupancy of space in a lodging business valued in money, whether said gross short-term sleeping room rental revenue is received in money, goods, labor, or otherwise, including all receipts, cash, credits, and property and services of any kind or nature. A lodging business may provide complimentary non-assessable rooms for employee use; guest satisfaction or charitable purposes (by a qualified 501(c)(3) charity) and a lodging business shall detail all complimentary non-assessable rooms in its regular reporting. Failure to accurately report complimentary rooms shall result in assessment of the rooms in question. Gross short-term sleeping room rental revenue shall not include, and therefore the assessment shall not be charged upon, any federal, state or local taxes collected, including but not limited to transient occupancy taxes.
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20 The assessment is levied upon and a direct obligation of the assessed lodging business. However, the assessed lodging business may, at its discretion, pass the assessment on to transients. The amount of assessment, if passed on to each transient, shall be disclosed in advance and separately stated from the amount of rent charged and any other applicable taxes, and each transient shall receive a receipt for payment from the business. If the SCTID assessment is identified separately it shall be disclosed as the “SCTID Assessment.” As an alternative, the disclosure may include the amount of the SCTID assessment and the amount of the assessment imposed pursuant to the California Tourism Marketing Act, Government Code §13995 et seq. and shall be disclosed as the “Tourism Assessment.” The assessment is imposed solely upon and is the sole obligation of the assessed lodging business even if it is passed on to transients. The assessment shall not be considered revenue of the assessed lodging businesses for any purpose, including calculation of transient occupancy taxes.
Bonds or any debt obligation shall not be issued.
E. Interest and Overdue Charges
The SCTID shall reimburse the City for any costs associated with collecting unpaid assessments. If sums in excess of the delinquent SCTID assessment are sought to be recovered in the same collection action by the City, the SCTID shall bear its pro rata share of such collection costs. Assessed lodging businesses which are delinquent in paying the assessment shall be responsible for paying:
1. Original Delinquency: Any lodging business that fails to remit any assessment imposed within the time required shall pay interest as described in subparagraph 3 below.
2. Overdue Charge for Willful Noncompliance or Repeated Delinquencies: If the City determines that the nonpayment of any remittance due is due to willful noncompliance or repeated delinquencies, an overdue charge of twenty-five percent (25%) of the amount of the assessment shall be added thereto in addition to the interest as required by subparagraph 3 below.
3. Calculation of Interest: In addition to the overdue charges imposed, any lodging business that fails to remit any assessment imposed shall pay interest at the rate of the United States government T-Bills sold at the latest sale prior to the date of the delinquency plus three percent (3%) prorated per month or fraction thereof on the amount of the assessment, exclusive of overdue charges, from the date on which the remittance first became delinquent until paid.
4. Overdue Charges and Interest Merged with Assessment: Except for the purpose of calculation of interest and overdue charges, every overdue charge imposed and such interest as accrues under the provisions of this section shall become a part of the assessment herein and subject to collection in the same manner as assessments.
F. Time and Manner for Collecting Assessments
The SCTID assessment will be implemented beginning July 1, 2026, or as soon as possible thereafter, and ending five (5) years from its start date. The City will be responsible for collecting the assessment on a monthly basis (including any interest and overdue charges) from each assessed lodging business.
The City shall take all reasonable efforts to collect the assessments from each assessed lodging business. The City shall forward the assessments collected to the Owners’ Association. Unless the City otherwise provides by ordinance, resolution or written policy, assessments will be collected in the same manner, and at the same time, as City transient occupancy taxes.
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21 VI. GOVERNANCE
A. Owners’ Association
The City Council, through adoption of this Plan, has the right, pursuant to Streets and Highways Code §36651, to identify the body that shall implement the proposed program, which shall be the Owners’ Association of the SCTID as defined in Streets and Highways Code §36612. The City Council has determined that Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® will continue to serve as the Owners’ Association for the SCTID.
B. Brown Act and California Public Records Act Compliance An Owners’ Association is a private entity and may not be considered a public entity for any purpose, nor may its Board members or staff be considered to be public officials for any purpose. The Owners’ Association is, however, subject to government regulations relating to transparency, namely the Ralph M. Brown Act and the California Public Records Act when acting in that capacity. These regulations are designed to promote public accountability. The Owners’ Association acts as a legislative body under the Ralph M. Brown Act (Government Code §54950 et seq.). Thus, meetings of the Board and certain committees must be held in compliance with the public notice and other requirements of the Brown Act. Accordingly, the Owners’ Association shall publicly report any action taken and the vote or abstention on that action of each member present for the action. The Owners’ Association is also subject to the record keeping and disclosure requirements of the California Public Records Act.
Accordingly, the Owners’ Association shall publicly report any action taken and the vote or abstention on that action of each member present for the action.
C. Annual Report
The DMO shall present an annual report at the end of each year of operation to the City Council pursuant to Streets and Highways Code §36650 (see Appendix 1). The annual report shall include:
• Any proposed changes in the boundaries of the improvement district or in any benefit zones or classification of businesses within the district.
• The improvements and activities to be provided for that fiscal year. • An estimate of the cost of providing the improvements and the activities for that fiscal year. • The method and basis of levying the assessment in sufficient detail to allow each business owner to estimate the amount of the assessment to be levied against his or her business for that fiscal year.
• The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year.
• The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this part.
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22 APPENDIX 1 – LAW
CURRENT THROUGH CH. 790 OF THE LEGISLATION FROM THE 2025-2026 REGULAR SESSION, EFFECTIVE AS OF OCTOBER 13, 2025
STREETS AND HIGHWAYS CODE
DIVISION 18. PARKING
PART 7. PROPERTY AND BUSINESS IMPROVEMENT DISTRICT LAW OF 1994 CHAPTER 1. General Provisions
ARTICLE 1. Declarations
36600. Citation of part
This part shall be known and may be cited as the “Property and Business Improvement District Law of 1994.” 36601. Legislative findings and declarations; Legislative guidance
The Legislature finds and declares all of the following:
(a) Businesses located and operating within business districts in some of this state’s communities are economically disadvantaged, are underutilized, and are unable to attract customers due to inadequate facilities, services, and activities in the business districts. (b) It is in the public interest to promote the economic revitalization and physical maintenance of business districts in order to create jobs, attract new businesses, and prevent the erosion of the business districts. (c) It is of particular local benefit to allow business districts to fund business related improvements, maintenance, and activities through the levy of assessments upon the businesses or real property that receive benefits from those improvements.
(d) Assessments levied for the purpose of conferring special benefit upon the real property or a specific benefit upon the businesses in a business district are not taxes for the general benefit of a city, even if property, businesses, or persons not assessed receive incidental or collateral effects that benefit them. (e) Property and business improvement districts formed throughout this state have conferred special benefits upon properties and businesses within their districts and have made those properties and businesses more useful by providing the following benefits:
(1) Crime reduction. A study by the Rand Corporation has confirmed a 12-percent reduction in the incidence of robbery and an 8-percent reduction in the total incidence of violent crimes within the 30 districts studied.
(2) Job creation.
(3) Business attraction.
(4) Business retention.
(5) Economic growth.
(6) New investments.
(f) With the dissolution of redevelopment agencies throughout the state, property and business improvement districts have become even more important tools with which communities can combat blight, promote economic opportunities, and create a clean and safe environment. (g) Since the enactment of this act, the people of California have adopted Proposition 218, which added Article XIII D to the Constitution in order to place certain requirements and restrictions on the formation of, and activities, expenditures, and assessments by property-based districts. Article XIII D of the Constitution provides that property-based districts may only levy assessments for special benefits. (h) The act amending this section is intended to provide the Legislature’s guidance with regard to this act, its interaction with the provisions of Article XIII D of the Constitution, and the determination of special benefits in property-based districts.
(1) The lack of legislative guidance has resulted in uncertainty and inconsistent application of this act, which discourages the use of assessments to fund needed improvements, maintenance, and activities in property-based districts, contributing to blight and other underutilization of property. (2) Activities undertaken for the purpose of conferring special benefits upon property to be assessed inherently produce incidental or collateral effects that benefit property or persons not assessed. Therefore, for special benefits to exist as a separate and distinct category from general
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23 benefits, the incidental or collateral effects of those special benefits are inherently part of those special benefits. The mere fact that special benefits produce incidental or collateral effects that benefit property or persons not assessed does not convert any portion of those special benefits or their incidental or collateral effects into general benefits. (3) It is of the utmost importance that property-based districts created under this act have clarity regarding restrictions on assessments they may levy and the proper determination of special benefits. Legislative clarity with regard to this act will provide districts with clear instructions and courts with legislative intent regarding restrictions on property-based assessments, and the manner in which special benefits should be determined.
36602. Purpose of part
The purpose of this part is to supplement previously enacted provisions of law that authorize cities to levy assessments within property and business improvement districts, to ensure that those assessments conform to all constitutional requirements and are determined and assessed in accordance with the guidance set forth in this act.
This part does not affect or limit any other provisions of law authorizing or providing for the furnishing of improvements or activities or the raising of revenue for these purposes. 36603. Preemption of authority or charter city to adopt ordinances levying assessments
Nothing in this part is intended to preempt the authority of a charter city to adopt ordinances providing for a different method of levying assessments for similar or additional purposes from those set forth in this part. A property and business improvement district created pursuant to this part is expressly exempt from the provisions of the Special Assessment Investigation, Limitation and Majority Protest Act of 1931 (Division 4 (commencing with Section 2800)).
36603.5. Part prevails over conflicting provisions
Any provision of this part that conflicts with any other provision of law shall prevail over the other provision of law, as to districts created under this part.
36604. Severability
This part is intended to be construed liberally and, if any provision is held invalid, the remaining provisions shall remain in full force and effect. Assessments levied under this part are not special taxes.
ARTICLE 2. Definitions
36606. “Activities”
“Activities” means, but is not limited to, all of the following that benefit businesses or real property in the district:
(a) Promotion of public events.
(b) Furnishing of music in any public place.
(c) Promotion of tourism within the district.
(d) Marketing and economic development, including retail retention and recruitment. (e) Providing security, sanitation, graffiti removal, street and sidewalk cleaning, and other municipal services supplemental to those normally provided by the municipality. (f) Other services provided for the purpose of conferring special benefit upon assessed real property or specific benefits upon assessed businesses located in the district. 36606.5. “Assessment”
“Assessment” means a levy for the purpose of acquiring, constructing, installing, or maintaining improvements and providing activities that will provide certain benefits to properties or businesses located within a property and business improvement district.
36607. “Business”
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24 “Business” means all types of businesses and includes financial institutions and professions. 36608. “City”
“City” means a city, county, city and county, or an agency or entity created pursuant to Article 1 (commencing with Section 6500) of Chapter 5 of Division 7 of Title 1 of the Government Code, the public member agencies of which includes only cities, counties, or a city and county, or the State of California. 36609. “City council”
“City council” means the city council of a city or the board of supervisors of a county, or the agency, commission, or board created pursuant to a joint powers agreement and which is a city within the meaning of this part. 36609.4. “Clerk”
“Clerk” means the clerk of the legislative body.
36609.5. “General benefit”
“General benefit” means, for purposes of a property-based district, any benefit that is not a “special benefit” as defined in Section 36615.5.
36610. “Improvement”
“Improvement” means the acquisition, construction, installation, or maintenance of any tangible property with an estimated useful life of five years or more including, but not limited to, the following:
(a) Parking facilities.
(b) Benches, booths, kiosks, display cases, pedestrian shelters and signs. (c) Trash receptacles and public restrooms.
(d) Lighting and heating facilities.
(e) Decorations.
(f) Parks.
(g) Fountains.
(h) Planting areas.
(i) Closing, opening, widening, or narrowing of existing streets. (j) Facilities or equipment, or both, to enhance security of persons and property within the district. (k) Ramps, sidewalks, plazas, and pedestrian malls.
(l) Rehabilitation or removal of existing structures.
36611. “Management district plan”; “Plan”
“Management district plan” or “plan” means a proposal as defined in Section 36622. 36612. “Owners’ association”
“Owners’ association” means a private nonprofit entity that is under contract with a city to administer or implement improvements, maintenance, and activities specified in the management district plan. An owners’ association may be an existing nonprofit entity or a newly formed nonprofit entity. An owners’ association is a private entity and may not be considered a public entity for any purpose, nor may its board members or staff be considered to be public officials for any purpose. Notwithstanding this section, an owners’ association shall comply with the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5 of the Government Code), at all times when matters within the subject matter of the district are heard, discussed, or deliberated, and with the California Public Records Act (Division 10 (commencing with Section 7920.000) of Title 1 of the Government Code), for all records relating to activities of the district. 36614. “Property”
“Property” means real property situated within a district.
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25 36614.5. “Property and business improvement district”; “District”
“Property and business improvement district,” or “district,” means a property and business improvement district established pursuant to this part.
36614.6. “Property-based assessment”
“Property-based assessment” means any assessment made pursuant to this part upon real property. 36614.7. “Property-based district”
“Property-based district” means any district in which a city levies a property-based assessment. 36615. “Property owner”; “Business owner”; “Owner”
“Property owner” means any person shown as the owner of land on the last equalized assessment roll or otherwise known to be the owner of land by the city council. “Business owner” means any person recognized by the city as the owner of the business. “Owner” means either a business owner or a property owner. The city council has no obligation to obtain other information as to the ownership of land or businesses, and its determination of ownership shall be final and conclusive for the purposes of this part. Wherever this part requires the signature of the property owner, the signature of the authorized agent of the property owner shall be sufficient. Wherever this part requires the signature of the business owner, the signature of the authorized agent of the business owner shall be sufficient. 36615.5. “Special benefit”
(a) “Special benefit” means, for purposes of a property-based district, a particular and distinct benefit over and above general benefits conferred on real property located in a district or to the public at large. Special benefit includes incidental or collateral effects that arise from the improvements, maintenance, or activities of property-based districts even if those incidental or collateral effects benefit property or persons not assessed. Special benefit excludes general enhancement of property value. (b) “Special benefit” also includes, for purposes of a property-based district, a particular and distinct benefit provided directly to each assessed parcel within the district. Merely because parcels throughout an assessment district share the same special benefits does not make the benefits general. 36616. “Tenant”
“Tenant” means an occupant pursuant to a lease of commercial space or a dwelling unit, other than an owner.
ARTICLE 3. Prior Law
36617. Alternate method of financing certain improvements and activities; Effect on other provisions
This part provides an alternative method of financing certain improvements and activities. The provisions of this part shall not affect or limit any other provisions of law authorizing or providing for the furnishing of improvements or activities or the raising of revenue for these purposes. Every improvement area established pursuant to the Parking and Business Improvement Area Law of 1989 (Part 6 (commencing with Section 36500) of this division) is valid and effective and is unaffected by this part.
CHAPTER 2. Establishment
36620. Establishment of property and business improvement district
A property and business improvement district may be established as provided in this chapter. 36620.5. Requirement of consent of city council
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26 A county may not form a district within the territorial jurisdiction of a city without the consent of the city council of that city. A city may not form a district within the unincorporated territory of a county without the consent of the board of supervisors of that county. A city may not form a district within the territorial jurisdiction of another city without the consent of the city council of the other city. 36621. Initiation of proceedings; Petition of property or business owners in proposed district
(a) Upon the submission of a written petition, signed by the property or business owners in the proposed district who will pay more than 50 percent of the assessments proposed to be levied, the city council may initiate proceedings to form a district by the adoption of a resolution expressing its intention to form a district. The amount of assessment attributable to property or a business owned by the same property or business owner that is in excess of 40 percent of the amount of all assessments proposed to be levied, shall not be included in determining whether the petition is signed by property or business owners who will pay more than 50 percent of the total amount of assessments proposed to be levied. (b) The petition of property or business owners required under subdivision (a) shall include a summary of the management district plan. That summary shall include all of the following:
(1) A map showing the boundaries of the district.
(2) Information specifying where the complete management district plan can be obtained. (3) Information specifying that the complete management district plan shall be furnished upon request.
(c) The resolution of intention described in subdivision (a) shall contain all of the following:
(1) A brief description of the proposed improvements, maintenance, and activities, the amount of the proposed assessment, a statement as to whether the assessment will be levied on property or businesses within the district, a statement as to whether bonds will be issued, and a description of the exterior boundaries of the proposed district, which may be made by reference to any plan or map that is on file with the clerk. The descriptions and statements do not need to be detailed and shall be sufficient if they enable an owner to generally identify the nature and extent of the improvements, maintenance, and activities, and the location and extent of the proposed district. (2) A time and place for a public hearing on the establishment of the property and business improvement district and the levy of assessments, which shall be consistent with the requirements of Section 36623.
36622. Contents of management district plan
The management district plan shall include, but is not limited to, all of the following:
(a) If the assessment will be levied on property, a map of the district in sufficient detail to locate each parcel of property and, if businesses are to be assessed, each business within the district. If the assessment will be levied on businesses, a map that identifies the district boundaries in sufficient detail to allow a business owner to reasonably determine whether a business is located within the district boundaries. If the assessment will be levied on property and businesses, a map of the district in sufficient detail to locate each parcel of property and to allow a business owner to reasonably determine whether a business is located within the district boundaries.
(b) The name of the proposed district.
(c) A description of the boundaries of the district, including the boundaries of benefit zones, proposed for establishment or extension in a manner sufficient to identify the affected property and businesses included, which may be made by reference to any plan or map that is on file with the clerk. The boundaries of a proposed property assessment district shall not overlap with the boundaries of another existing property assessment district created pursuant to this part. This part does not prohibit the boundaries of a district created pursuant to this part to overlap with other assessment districts established pursuant to other provisions of law, including, but not limited to, the Parking and Business Improvement Area Law of 1989 (Part 6 (commencing with Section 36500)). This part does not prohibit the boundaries of a business assessment district created pursuant to this part to overlap with another business assessment district created pursuant to this part. This part does not prohibit the boundaries of a business assessment district created pursuant to this part to overlap with a property assessment district created pursuant to this part. (d) The improvements, maintenance, and activities proposed for each year of operation of the district and the estimated cost thereof. If the improvements, maintenance, and activities proposed for each year of operation are the same, a description of the first year’s proposed improvements, maintenance, and activities
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27 and a statement that the same improvements, maintenance, and activities are proposed for subsequent years shall satisfy the requirements of this subdivision.
(e) The total annual amount proposed to be expended for improvements, maintenance, or activities, and debt service in each year of operation of the district. If the assessment is levied on businesses, this amount may be estimated based upon the assessment rate. If the total annual amount proposed to be expended in each year of operation of the district is not significantly different, the amount proposed to be expended in the initial year and a statement that a similar amount applies to subsequent years shall satisfy the requirements of this subdivision.
(f) The proposed source or sources of financing, including the proposed method and basis of levying the assessment in sufficient detail to allow each property or business owner to calculate the amount of the assessment to be levied against their property or business. The plan also shall state whether bonds will be issued to finance improvements.
(g) The time and manner of collecting the assessments.
(h) The specific number of years in which assessments will be levied. In a new district, the maximum number of years shall be five. Upon renewal, a district shall have a term not to exceed 10 years.
Notwithstanding these limitations, a district created pursuant to this part to finance capital improvements with bonds may levy assessments until the maximum maturity of the bonds. The management district plan may set forth specific increases in assessments for each year of operation of the district. (i) The proposed time for implementation and completion of the management district plan. (j) Any proposed rules and regulations to be applicable to the district. (k)
(1) A list of the properties or businesses to be assessed, including the assessor’s parcel numbers for properties to be assessed, and a statement of the method or methods by which the expenses of a district will be imposed upon benefited real property or businesses, in proportion to the benefit received by the property or business, to defray the cost thereof. (2) In a property-based district, the proportionate special benefit derived by each identified parcel shall be determined exclusively in relationship to the entirety of the capital cost of a public improvement, the maintenance and operation expenses of a public improvement, or the cost of the activities. An assessment shall not be imposed on any parcel that exceeds the reasonable cost of the proportional special benefit conferred on that parcel. Only special benefits are assessable, and a property-based district shall separate the general benefits, if any, from the special benefits conferred on a parcel. Parcels within a property-based district that are owned or used by any city, public agency, the State of California, or the United States shall not be exempt from assessment unless the governmental entity can demonstrate by clear and convincing evidence that those publicly owned parcels in fact receive no special benefit. The value of any incidental, secondary, or collateral effects that arise from the improvements, maintenance, or activities of a propertybased district and that benefit property or persons not assessed shall not be deducted from the entirety of the cost of any special benefit or affect the proportionate special benefit derived by each identified parcel.
(3) In a property-based district, properties throughout the district may share the same special benefits. In a district with boundaries that define which parcels are to receive improvements, maintenance, or activities over and above those services provided by the city, the improvements, maintenance, or activities themselves may constitute a special benefit. The city may impose assessments that are less than the proportional special benefit conferred, but shall not impose assessments that exceed the reasonable costs of the proportional special benefit conferred. Because one or more parcels pay less than the special benefit conferred does not necessarily mean that other parcels are assessed more than the reasonable cost of their special benefit. (l) In a property-based district, a detailed engineer’s report prepared by a registered professional engineer certified by the State of California supporting all assessments contemplated by the management district plan.
(m) Any other item or matter required to be incorporated therein by the city council. 36623. Procedure to levy assessment
(a) If a city council proposes to levy a new or increased property assessment, the notice and protest and hearing procedure shall comply with Section 53753 of the Government Code. (b) If a city council proposes to levy a new or increased business assessment, the notice and protest and hearing procedure shall comply with Section 54954.6 of the Government Code, except that notice shall be
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28 mailed to the owners of the businesses proposed to be assessed. A protest may be made orally or in writing by any interested person. Every written protest shall be filed with the clerk at or before the time fixed for the public hearing. The city council may waive any irregularity in the form or content of any written protest. A written protest may be withdrawn in writing at any time before the conclusion of the public hearing. Each written protest shall contain a description of the business in which the person subscribing the protest is interested sufficient to identify the business and, if a person subscribing is not shown on the official records of the city as the owner of the business, the protest shall contain or be accompanied by written evidence that the person subscribing is the owner of the business or the authorized representative. A written protest that does not comply with this section shall not be counted in determining a majority protest.
If written protests are received from the owners or authorized representatives of businesses in the proposed district that will pay 50 percent or more of the assessments proposed to be levied and protests are not withdrawn so as to reduce the protests to less than 50 percent, no further proceedings to levy the proposed assessment against such businesses, as contained in the resolution of intention, shall be taken for a period of one year from the date of the finding of a majority protest by the city council. (c) If a city council proposes to conduct a single proceeding to levy both a new or increased property assessment and a new or increased business assessment, the notice and protest and hearing procedure for the property assessment shall comply with subdivision (a), and the notice and protest and hearing procedure for the business assessment shall comply with subdivision (b). If a majority protest is received from either the property or business owners, that respective portion of the assessment shall not be levied. The remaining portion of the assessment may be levied unless the improvement or other special benefit was proposed to be funded by assessing both property and business owners. 36624. Changes to proposed assessments
At the conclusion of the public hearing to establish the district, the city council may adopt, revise, change, reduce, or modify the proposed assessment or the type or types of improvements, maintenance, and activities to be funded with the revenues from the assessments. Proposed assessments may only be revised by reducing any or all of them. At the public hearing, the city council may only make changes in, to, or from the boundaries of the proposed property and business improvement district that will exclude territory that will not benefit from the proposed improvements, maintenance, and activities. Any modifications, revisions, reductions, or changes to the proposed assessment district shall be reflected in the notice and map recorded pursuant to Section 36627. 36625. Resolution of formation
(a) If the city council, following the public hearing, decides to establish a proposed property and business improvement district, the city council shall adopt a resolution of formation that shall include, but is not limited to, all of the following:
(1) A brief description of the proposed improvements, maintenance, and activities, the amount of the proposed assessment, a statement as to whether the assessment will be levied on property, businesses, or both within the district, a statement on whether bonds will be issued, and a description of the exterior boundaries of the proposed district, which may be made by reference to any plan or map that is on file with the clerk. The descriptions and statements need not be detailed and shall be sufficient if they enable an owner to generally identify the nature and extent of the improvements, maintenance, and activities and the location and extent of the proposed district. (2) The number, date of adoption, and title of the resolution of intention. (3) The time and place where the public hearing was held concerning the establishment of the district.
(4) A determination regarding any protests received. The city shall not establish the district or levy assessments if a majority protest was received.
(5) A statement that the properties, businesses, or properties and businesses in the district established by the resolution shall be subject to any amendments to this part. (6) A statement that the improvements, maintenance, and activities to be conferred on businesses and properties in the district will be funded by the levy of the assessments. The revenue from the levy of assessments within a district shall not be used to provide improvements, maintenance, or activities outside the district or for any purpose other than the purposes specified in the resolution of intention, as modified by the city council at the hearing concerning establishment of the district.
Notwithstanding the foregoing, improvements and activities that must be provided outside the
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29 district boundaries to create a special or specific benefit to the assessed parcels or businesses may be provided, but shall be limited to marketing or signage pointing to the district. (7) A finding that the property or businesses within the area of the property and business improvement district will be benefited by the improvements, maintenance, and activities funded by the proposed assessments, and, for a property-based district, that property within the district will receive a special benefit.
(8) In a property-based district, the total amount of all special benefits to be conferred on the properties within the property-based district.
(b) The adoption of the resolution of formation and, if required, recordation of the notice and map pursuant to Section 36627 shall constitute the levy of an assessment in each of the fiscal years referred to in the management district plan.
36627. Notice and assessment diagram
Following adoption of the resolution establishing district assessments on properties pursuant to Section 36625, the clerk shall record a notice and an assessment diagram pursuant to Section 3114. No other provision of Division 4.5 (commencing with Section 3100) applies to an assessment district created pursuant to this part. 36628. Establishment of separate benefit zones within district; Categories of businesses
The city council may establish one or more separate benefit zones within the district based upon the degree of benefit derived from the improvements or activities to be provided within the benefit zone and may impose a different assessment within each benefit zone. If the assessment is to be levied on businesses, the city council may also define categories of businesses based upon the degree of benefit that each will derive from the improvements or activities to be provided within the district and may impose a different assessment or rate of assessment on each category of business, or on each category of business within each zone. 36628.5. Assessments on businesses or property owners
The city council may levy assessments on businesses or on property owners, or a combination of the two, pursuant to this part. The city council shall structure the assessments in whatever manner it determines corresponds with the distribution of benefits from the proposed improvements, maintenance, and activities, provided that any propertybased assessment conforms with the requirements set forth in paragraph (2) of subdivision (k) of Section 36622. 36629. Provisions and procedures applicable to benefit zones and business categories
All provisions of this part applicable to the establishment, modification, or disestablishment of a property and business improvement district apply to the establishment, modification, or disestablishment of benefit zones or categories of business. The city council shall, to establish, modify, or disestablish a benefit zone or category of business, follow the procedure to establish, modify, or disestablish a property and business improvement district. 36630. Expiration of district; Creation of new district
If a property and business improvement district expires due to the time limit set pursuant to subdivision (h) of Section 36622, a new management district plan may be created and the district may be renewed pursuant to this part.
CHAPTER 3. Assessments
36631. Time and manner of collection of assessments; Delinquent payments
The collection of the assessments levied pursuant to this part shall be made at the time and in the manner set forth by the city council in the resolution levying the assessment. Assessments levied on real property may be collected at the same time and in the same manner as for the ad valorem property tax, and may provide for the same lien priority and penalties for delinquent payment. All delinquent payments for assessments levied pursuant to this part may be charged interest and penalties.
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30 36632. Assessments to be based on estimated benefit; Classification of real property and businesses; Exclusion of residential and agricultural property
(a) The assessments levied on real property pursuant to this part shall be levied on the basis of the estimated benefit to the real property within the property and business improvement district. The city council may classify properties for purposes of determining the benefit to property of the improvements and activities provided pursuant to this part.
(b) Assessments levied on businesses pursuant to this part shall be levied on the basis of the estimated benefit to the businesses within the property and business improvement district. The city council may classify businesses for purposes of determining the benefit to the businesses of the improvements and activities provided pursuant to this part.
(c) Properties zoned solely for residential use, or that are zoned for agricultural use, are conclusively presumed not to benefit from the improvements and service funded through these assessments, and shall not be subject to any assessment pursuant to this part. 36633. Time for contesting validity of assessment
The validity of an assessment levied under this part shall not be contested in an action or proceeding unless the action or proceeding is commenced within 30 days after the resolution levying the assessment is adopted pursuant to Section 36625. An appeal from a final judgment in an action or proceeding shall be perfected within 30 days after the entry of judgment.
36634. Service contracts authorized to establish levels of city services
The city council may execute baseline service contracts that would establish levels of city services that would continue after a property and business improvement district has been formed. 36635. Request to modify management district plan
The owners’ association may, at any time, request that the city council modify the management district plan. Any modification of the management district plan shall be made pursuant to this chapter. 36636. Modification of plan by resolution after public hearing; Adoption of resolution of intention
(a) Upon the written request of the owners’ association, the city council may modify the management district plan after conducting one public hearing on the proposed modifications. The city council may modify the improvements and activities to be funded with the revenue derived from the levy of the assessments by adopting a resolution determining to make the modifications after holding a public hearing on the proposed modifications. If the modification includes the levy of a new or increased assessment, the city council shall comply with Section 36623. Notice of all other public hearings pursuant to this section shall comply with both of the following:
(1) The resolution of intention shall be published in a newspaper of general circulation in the city once at least seven days before the public hearing.
(2) A complete copy of the resolution of intention shall be mailed by first class mail, at least 10 days before the public hearing, to each business owner or property owner affected by the proposed modification.
(b) The city council shall adopt a resolution of intention which states the proposed modification prior to the public hearing required by this section. The public hearing shall be held not more than 90 days after the adoption of the resolution of intention.
36637. Reflection of modification in notices recorded and maps
Any subsequent modification of the resolution shall be reflected in subsequent notices and maps recorded pursuant to Division 4.5 (commencing with Section 3100), in a manner consistent with the provisions of Section 36627. 36638. Assessment as government imposed fee on Civ C § 1770 transaction
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31 (a) A business assessment pursuant to this part is a fee imposed by a government on the transaction for purposes of paragraph (29) of subdivision (a) of Section 1770 of the Civil Code. (b) This section shall become operative on July 1, 2024.
CHAPTER 3.5. Financing
36640. Bonds authorized; Procedure; Restriction on reduction or termination of assessments
(a) The city council may, by resolution, determine and declare that bonds shall be issued to finance the estimated cost of some or all of the proposed improvements described in the resolution of formation adopted pursuant to Section 36625, if the resolution of formation adopted pursuant to that section provides for the issuance of bonds, under the Improvement Bond Act of 1915 (Division 10 (commencing with Section 8500)) or in conjunction with Marks-Roos Local Bond Pooling Act of 1985 (Article 4 (commencing with Section 6584) of Chapter 5 of Division 7 of Title 1 of the Government Code). Either act, as the case may be, shall govern the proceedings relating to the issuance of bonds, although proceedings under the Bond Act of 1915 may be modified by the city council as necessary to accommodate assessments levied upon business pursuant to this part. (b) The resolution adopted pursuant to subdivision (a) shall generally describe the proposed improvements specified in the resolution of formation adopted pursuant to Section 36625, set forth the estimated cost of those improvements, specify the number of annual installments and the fiscal years during which they are to be collected. The amount of debt service to retire the bonds shall not exceed the amount of revenue estimated to be raised from assessments over 30 years.
(c) Notwithstanding any other provision of this part, assessments levied to pay the principal and interest on any bond issued pursuant to this section shall not be reduced or terminated if doing so would interfere with the timely retirement of the debt.
CHAPTER 4. Governance
36650. Report by owners’ association; Approval or modification by city council
(a) The owners’ association shall cause to be prepared a report for each fiscal year, except the first year, for which assessments are to be levied and collected to pay the costs of the improvements, maintenance, and activities described in the report. The owners’ association’s first report shall be due after the first year of operation of the district. The report may propose changes, including, but not limited to, the boundaries of the property and business improvement district or any benefit zones within the district, the basis and method of levying the assessments, and any changes in the classification of property, including any categories of business, if a classification is used.
(b) The report shall be filed with the clerk and shall refer to the property and business improvement district by name, specify the fiscal year to which the report applies, and, with respect to that fiscal year, shall contain all of the following information:
(1) Any proposed changes in the boundaries of the property and business improvement district or in any benefit zones or classification of property or businesses within the district. (2) The improvements, maintenance, and activities to be provided for that fiscal year. (3) An estimate of the cost of providing the improvements, maintenance, and activities for that fiscal year.
(4) The method and basis of levying the assessment in sufficient detail to allow each real property or business owner, as appropriate, to estimate the amount of the assessment to be levied against his or her property or business for that fiscal year.
(5) The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year.
(6) The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this part.
(c) The city council may approve the report as filed by the owners’ association or may modify any particular contained in the report and approve it as modified. Any modification shall be made pursuant to Sections 36635 and 36636.
The city council shall not approve a change in the basis and method of levying assessments that would impair an authorized or executed contract to be paid from the revenues derived from the levy of
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32 assessments, including any commitment to pay principal and interest on any bonds issued on behalf of the district.
36651. Designation of owners’ association to provide improvements, maintenance, and activities
The management district plan may, but is not required to, state that an owners’ association will provide the improvements, maintenance, and activities described in the management district plan. If the management district plan designates an owners’ association, the city shall contract with the designated nonprofit corporation to provide services.
CHAPTER 5. Renewal
36660. Renewal of district; Transfer or refund of remaining revenues; District term limit
(a) Any district previously established whose term has expired, or will expire, may be renewed by following the procedures for establishment as provided in this chapter. (b) Upon renewal, any remaining revenues derived from the levy of assessments, or any revenues derived from the sale of assets acquired with the revenues, shall be transferred to the renewed district. If the renewed district includes additional parcels or businesses not included in the prior district, the remaining revenues shall be spent to benefit only the parcels or businesses in the prior district. If the renewed district does not include parcels or businesses included in the prior district, the remaining revenues attributable to these parcels shall be refunded to the owners of these parcels or businesses. (c) Upon renewal, a district shall have a term not to exceed 10 years, or, if the district is authorized to issue bonds, until the maximum maturity of those bonds. There is no requirement that the boundaries, assessments, improvements, or activities of a renewed district be the same as the original or prior district.
CHAPTER 6. Disestablishment
36670. Circumstances permitting disestablishment of district; Procedure
(a) Any district established or extended pursuant to the provisions of this part, where there is no indebtedness, outstanding and unpaid, incurred to accomplish any of the purposes of the district, may be disestablished by resolution by the city council in either of the following circumstances:
(1) If the city council finds there has been misappropriation of funds, malfeasance, or a violation of law in connection with the management of the district, it shall notice a hearing on disestablishment.
(2) During the operation of the district, there shall be a 30-day period each year in which assessees may request disestablishment of the district. The first such period shall begin one year after the date of establishment of the district and shall continue for 30 days. The next such 30-day period shall begin two years after the date of the establishment of the district. Each successive year of operation of the district shall have such a 30-day period. Upon the written petition of the owners or authorized representatives of real property or the owners or authorized representatives of businesses in the district who pay 50 percent or more of the assessments levied, the city council shall pass a resolution of intention to disestablish the district. The city council shall notice a hearing on disestablishment.
(b) The city council shall adopt a resolution of intention to disestablish the district prior to the public hearing required by this section. The resolution shall state the reason for the disestablishment, shall state the time and place of the public hearing, and shall contain a proposal to dispose of any assets acquired with the revenues of the assessments levied within the property and business improvement district. The notice of the hearing on disestablishment required by this section shall be given by mail to the property owner of each parcel or to the owner of each business subject to assessment in the district, as appropriate. The city shall conduct the public hearing not less than 30 days after mailing the notice to the property or business owners. The public hearing shall be held not more than 60 days after the adoption of the resolution of intention.
36671. Refund of remaining revenues upon disestablishment or expiration without renewal of district; Calculation of refund; Use of outstanding revenue collected after disestablishment of district
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33 (a) Upon the disestablishment or expiration without renewal of a district, any remaining revenues, after all outstanding debts are paid, derived from the levy of assessments, or derived from the sale of assets acquired with the revenues, or from bond reserve or construction funds, shall be refunded to the owners of the property or businesses then located and operating within the district in which assessments were levied by applying the same method and basis that was used to calculate the assessments levied in the fiscal year in which the district is disestablished or expires. All outstanding assessment revenue collected after disestablishment shall be spent on improvements and activities specified in the management district plan. (b) If the disestablishment occurs before an assessment is levied for the fiscal year, the method and basis that was used to calculate the assessments levied in the immediate prior fiscal year shall be used to calculate the amount of any refund.
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34 APPENDIX 2 – ASSESSED BUSINESSES*
SCTID Hotels Address City State
Zip
Code
AC Hotel Santa Clara 2970 Lakeside Drive Santa Clara CA 95054 Avatar Hotel Santa Clara a
Tapestry Collection by Hilton
4200 Great America
Parkway Santa Clara CA 95054
Delta Hotel by Marriott - Santa
Clara Silicon Valley 2151 Laurelwood Road Santa Clara CA 95054 Element Santa Clara 1950 Wyatt Drive Santa Clara CA 95054 Embassy Suites Santa Clara -
Silicon Valley 2885 Lakeside Drive Santa Clara CA 95054 Hilton Santa Clara
4949 Great America
Parkway Santa Clara CA 95054
Hyatt House Santa Clara 3915 Rivermark Plaza Santa Clara CA 95054 Hyatt Regency
5101 Great America
Parkway Santa Clara CA 95054
Marriott Santa Clara
2700 Mission College
Blvd Santa Clara CA 95054
Hyatt Centric Silicon Valley 3100 Lakeside Drive Santa Clara CA 95054 TownePlace by Marriott 2877 Lakeside Drive Santa Clara CA 95054 *Jurisdiction list as of April 16, 2026
PETITION TO THE CITY OF SANTA CLARA
TO RENEW THE SANTA CLARA TOURISM IMPROVEMENT DISTRICT
We petition you to initiate proceedings to renew the Santa Clara Tourism Improvement District (SCTID) in accordance with the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq., for the purpose of providing services as described in the summary of the Management District Plan attached hereto as Exhibit A.
Business Establishment(s) & Address(es) Business Owner
The undersigned is the business owner or the authorized representative of the business owner and is the person legally authorized and entitled to sign this petition.
Owner /Owner Representative Name (printed) Title
Owner/Owner Representative Signature Date
A complete copy of the Management District Plan will be furnished upon request. Requests for a complete copy of the Management District Plan should be made to:
Christine Lawson, Chief Executive Officer
Discover Santa Clara
5001 Great America Parkway
Santa Clara, CA 95054
(408) 748-7095
AC by Marriott Santa Clara Odyssey Propco II LLC
2970 Lakeside Dr., Santa Clara, CA 95054
EXHIBIT A
MANAGEMENT DISTRICT PLAN SUMMARY
Location: The renewed SCTID includes all lodging businesses with ten (10) rooms or more, existing and in the future, available for public occupancy located within the boundaries of a portion of the city of Santa Clara, as shown on the map included herein.
Services: The SCTID is designed to provide specific benefits directly to payors by increasing awareness and demand for room night sales. Marketing, communication programs, convention center and partner sales, and other improvements and activities will increase demand for overnight tourism and market payors for tourist, meeting and event destinations, thereby increasing demand for room nights.
Budget: The total SCTID annual assessment budget for the initial year of its five (5) year operation is anticipated to be approximately $4,047,912. A similar assessment budget is expected to apply to subsequent years, but this assessment budget is expected to fluctuate as room sales do, as businesses open and close, and if the assessment rate is increased or decreased pursuant to the Management District Plan (“Plan”).
Cost: The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue. During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® Board of Directors (“Board”) shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee’s full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and listing the employee’s name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the City of Santa Clara (“City”) Director of Finance with each remittance of assessments.
EXHIBIT A
MANAGEMENT DISTRICT PLAN SUMMARY
Collection: Each assessed lodging business located in the boundaries of the SCTID shall be responsible for remitting the assessments to the City in accordance with the Plan.
The City will be responsible for collecting the assessment on a monthly basis (including any interest and overdue charges) from each assessed lodging business located in the boundaries of the SCTID. The City shall take all reasonable efforts to collect the assessments from each assessed lodging business and may charge SCTID its proportionate share of collection costs.
Duration: The renewed SCTID will have a five (5) year life, beginning July 1, 2026, or as soon as possible thereafter, and ending five (5) years from its start date. After five (5) years, the SCTID may be renewed pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code Section 36600 et seq. if assessed lodging business owners support continuing the SCTID programs.
Management: The Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® shall continue to serve as the SCTID’s Owners’ Association. The Owners’ Association is charged with managing funds and implementing programs in accordance with the Plan and must provide annual reports to the City Council.
EXHIBIT A
MANAGEMENT DISTRICT PLAN SUMMARY
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PETITION TO THE CITY OF SANTA CLARA
TO RENEW THE SANTA CLARA TOURISM IMPROVEMENT DISTRICT
We petition you to initiate proceedings to renew the Santa Clara Tourism Improvement District (SCTID) in accordance with the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq., for the purpose of providing services as described in the summary of the Management District Plan attached hereto as Exhibit A.
Business Establishment(s) & Address(es) Business Owner
The undersigned is the business owner or the authorized representative of the business owner and is the person legally authorized and entitled to sign this petition.
Owner /Owner Representative Name (printed) Title
Owner/Owner Representative Signature Date
A complete copy of the Management District Plan will be furnished upon request. Requests for a complete copy of the Management District Plan should be made to:
Christine Lawson, Chief Executive Officer
Discover Santa Clara
5001 Great America Parkway
Santa Clara, CA 95054
(408) 748-7095
Mission Park Hotel LP
Seattle, WA 98101
600 University St, Suite 2820
Element Santa Clara
1950 Wyatt Drive
Santa Clara, CA 95054
Nathan Korpela Senior Vice President
4/29/2026
EXHIBIT A
MANAGEMENT DISTRICT PLAN SUMMARY
Location: The renewed SCTID includes all lodging businesses with ten (10) rooms or more, existing and in the future, available for public occupancy located within the boundaries of a portion of the city of Santa Clara, as shown on the map included herein.
Services: The SCTID is designed to provide specific benefits directly to payors by increasing awareness and demand for room night sales. Marketing, communication programs, convention center and partner sales, and other improvements and activities will increase demand for overnight tourism and market payors for tourist, meeting and event destinations, thereby increasing demand for room nights.
Budget: The total SCTID annual assessment budget for the initial year of its five (5) year operation is anticipated to be approximately $4,047,912. A similar assessment budget is expected to apply to subsequent years, but this assessment budget is expected to fluctuate as room sales do, as businesses open and close, and if the assessment rate is increased or decreased pursuant to the Management District Plan (“Plan”).
Cost: The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue. During the SCTID term, the assessment rate may be increased to a maximum rate of three percent (3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® Board of Directors (“Board”) shall have the authority to increase the rate to a maximum assessment rate of three percent (3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approval, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee’s full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and listing the employee’s name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the City of Santa Clara (“City”) Director of Finance with each remittance of assessments.
EXHIBIT A
MANAGEMENT DISTRICT PLAN SUMMARY
Collection: Each assessed lodging business located in the boundaries of the SCTID shall be responsible for remitting the assessments to the City in accordance with the Plan.
The City will be responsible for collecting the assessment on a monthly basis (including any interest and overdue charges) from each assessed lodging business located in the boundaries of the SCTID. The City shall take all reasonable efforts to collect the assessments from each assessed lodging business and may charge SCTID its proportionate share of collection costs.
Duration: The renewed SCTID will have a five (5) year life, beginning July 1, 2026, or as soon as possible thereafter, and ending five (5) years from its start date. After five (5) years, the SCTID may be renewed pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code Section 36600 et seq. if assessed lodging business owners support continuing the SCTID programs.
Management: The Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® shall continue to serve as the SCTID’s Owners’ Association. The Owners’ Association is charged with managing funds and implementing programs in accordance with the Plan and must provide annual reports to the City Council.
EXHIBIT A
MANAGEMENT DISTRICT PLAN SUMMARY
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PETITION TO THE CITY OF SANTA CLARA
TO RENEW THE SANTA CLARA TOURISM IMPROVEMENT DISTRICT
We petition you to initiate proceedings to renew the Santa Clara Tourism Improvement District {SCTID) in accordance with the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq., for the purpose of providing services as described in the summary of the Management District Plan attached hereto as Exhibit A.
Business Establishment(s} & Address(es} Business Owner
Hyatt House Santa Clara RLJ HyH Santa Clara Lessee, LP
3915 Rivermark Plaza, Santa Clara, CA 95054
The undersigned is the business owner or the authorized representative of the business owner and is the person legally authorized and entitled to sign this petition.
Kevin Hurley Area Vice President & GM
Owner /Owner Representative Name (printed) Title
04/30/2026
Owner/Owner Representative Signature Date
A complete copy of the Management District Plan will be furnished upon request. Requests for a complete copy of the Management District Plan should be made to:
Christine Lawson, Chief Executive Officer
Discover Santa Clara
5001 Great America Parkway
Santa Clara, CA 95054
(408) 748-7095
PETITION TO THE CITY OF SANTA CLARA
TO RENEW THE SANTA CLARA TOURISM IMPROVEMENT DISTRICT
We petition you to initiate proceedings to renew the Santa Clara Tourism Improvement District (SCTID) in accordance with the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq., for the purpose of providing services as described in the summary of the Management District Plan attached hereto as Exhibit A.
Business Establishment(s) & Address(es) Business Owner
CJ .. ,... I C Pr
The undersigned is the business owner or the authorized representative of the business owner and is the person legally authorized and entitled to sign this petition.
Owner /Owner Representatl\( Name (printed) Title
A complete copy of the Management District Plan will be furnished upon request. Requests for a complete copy of the Management District Plan should be made to:
Christine Lawson, Chief Executive Officer
Discover Santa Clara
5001 Great America Parkway
Santa Clara, CA 95054
(408) 748-7095
~~~~-~· · .............•...... · ... · .. ·· .... · .....•.•... · .. · ...... · .... ·.·- ...... · ..................... ·· .. · ....... • ....•..
PETITION TO THE CITY OF SANTA CLARA
TO RENEW THE SANTA CLARA TOURISM IMPROVEMENT DISTRICT
We petition you to initiate proceedings to renew the Santa Clara Tourism Improvement District (SCTID) in accordance with the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq., for the purpose of providing services as described in the summary of the Management District Plan attached hereto as Exhibit A.
Business Establishment(s) & Address(es) Business Owner
Hilton Santa Clara Stanford Hotels
4949 Great America Pkwy
Santa Clara. CA 95054
The undersigned is the business owner or the authorized representative of the business owner and is the person legally authorized and entitled to sign this petition.
Farshad Mayelzadeh General Manager
Owner /Owner Representative Name (printed) ntle
~ w(l c::7--r--.:_:__ ___ _ 4-3o-J6
Owner/Owner Representative Signature Date
A complete copy of the Management District Plan will be furnished upon request. Requests for a complete copy of the Management District Plan should be made to:
Christine Lawson, Chief Executive Officer
Discover Santa Clara
5001 Great America Parkway
Santa Clara, CA 95054
(408) 748-7095
location:
Services:
Budget:
Cost:
EXHIBIT A
MANAGEMENT DISTRICT PLAN SUMMARY
The renewed SCTID includes all lodging businesses with ten (10) rooms or more, existing and in the future, available for public occupancy located within the boundaries of a portion of the city of Santa Clara, as shown on the map included herein.
The SCTID is designed to provide specific benefits directly to payors by increasing awareness and demand for room night sales. Marketing, communication programs, convention center and partner sales, and other improvements and activities will increase demand for overnight tourism and market payors for tourist, meeting and event destinations, thereby increasing demand for room nights.
The total SCTID annual assessment budget for the initial year of its five (5) year operation is anticipated to be approximately $4,047,912. A similar assessment budget is expected to apply to subsequent years, but this assessment budget is expected to fluctuate as room sales do, as businesses open and close, and if the assessment rate is increased or decreased pursuant to the Management District Plan ("Plan").
The annual assessment rate is two percent (2%) of gross short-term sleeping room rental revenue. During the SCTID term, the assessment rate may be increased to a maximum rate of three percent {3%) of gross short-term sleeping room rental revenue for assessed lodging businesses. The Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara® Board of Directors ("Board") shall have the authority to increase the rate to a maximum assessment rate of three percent {3%). If the assessment rate is increased, it may subsequently be decreased, subject to Board approva I, but shall not be decreased below a minimum of two percent (2%) of gross short-term sleeping room rental revenue. The maximum assessment increase or decrease permitted in any year shall be one-half percent (0.5%). Increases to the assessment rate shall be subject to the approval of the Board and assessed lodging business owners.
Based on the benefit received, assessments will not be collected on: stays of more than thirty (30) consecutive days; or stays by any officer or employee of a foreign government who is exempt by reason of express provision of Federal law or international treaty. Additionally, assessments will not be collected on stays by any Federal or State of California officer or employee on official business who shall provide one of the following: a warrant or check drawn on the Treasury of the United States; a copy of the official travel orders indicating the issuing governmental agency and the employee's full name; or, a copy of a letter on the official letterhead of an exempt governmental agency requesting exemption and listing the employee's name and stating that the stay is for official government business. The dates of occupancy must also be included. These requirements must be demonstrated by the guest at the time of registration. Failure to satisfy these requirements will result in no assessment exemption. Copies of the documentation for each exemption claimed must be submitted to the City of Santa Clara ("City") Director of Finance with each remittance of assessments.