Attachment 1
1 Attachment 1
2 Acknowledgements
City Council
Mayor Larry Klein
Vice Mayor Linda Sell
Councilmember Alysa Cisneros
Councilmember Richard Mehlinger
Councilmember Murali Srinivasan
Councilmember Charlsie Chang
Councilmember Eileen Le
Housing and Human Services Commission
Jim Davis
Scott Duncan
Morgan Friedlander, Chair
Leesa Riviere, Vice Chair
Rao Shen
Liz Steward
Carol Weiss
City Staff
Tim Kirby, City Manager
Rebecca Moon, City Attorney
Sarah Johnson-Rios, Assistant City Manager
Connie Verceles, Deputy City Manager
Anais Martinez Aquino, Senior Assistant City Attorney
Susan Yoon, Assistant City Attorney
Trudi Ryan, AICP, Director of Community Development
Ryan Dyson, Housing Specialist II
Matt Hazel, Housing Analyst
Jocelyn Vidales, Unhoused Specialist
Addie Garnett, Housing Division Intern
Chip Taylor, Director of Public Works
Ramana Chinnakotla, Director of Environmental Services
Daniel Pistor, Chief of Public Safety
Michelle Perera, Director of Library and Recreation Services Matt Paulin, Director of Finance
Dennis Jaw, Assistant Director of Finance
Consultant
Sherry Williams, Sherry Williams Consulting
Attachment 1
3 Table of Contents
Table of Contents ................................ ................................ ................................ ................... 3 Introduction ................................ ................................ ................................ ........................... 4 Our Vision of Success ................................ ................................ ................................ ..................... 4 Approved Relevant Sunnyvale Planning Documents ................................ ................................ .......... 5 Sunnyvale’s Two-Year Strategic Framework Workplan ................................ ................................ ....... 5 Sunnyvale’s 2025-2030 Consolidated Plan ................................ ................................ ....................... 5 2023-2031 Housing Element ................................ ................................ ................................ ........... 7 Understanding Homelessness ................................ ................................ ................................ 7 in Santa Clara County & Sunnyvale ................................ ................................ .......................... 7 The 2025 Point in Time Count ................................ ................................ ................................ .......... 7 Limitations ................................ ................................ ................................ ................................ .... 8 Overview of Point in Time Count and Sunnyvale Data ................................ ................................ ......... 8 Snapshot of Sunnyvale Homeless Assistance for Fiscal Year 2025-2026 ................................ ............. 9 Housing and Homeless Services Programs FY 25-26* ................................ ............................. 11 Opportunities and Challenges ................................ ................................ ............................... 12 Navigating the Shifting Funding Landscape ................................ ................................ ...................... 12 Implementation Plan Goals and Strategies ................................ ................................ ............. 13 Goal 1:................................ ................................ ................................ ................................ . 14 Strengthen Regional Collaboration and Coordination ................................ .............................. 14 Goal 2:................................ ................................ ................................ ................................ . 15 Expand and Support Housing, Service Areas and Shelter Capacity ................................ ........... 15 Goal 3:................................ ................................ ................................ ................................ . 17 Prevent Homelessness and Displacement ................................ ................................ ............. 17 Goal 4:................................ ................................ ................................ ................................ . 18 Improve Quality of Life for Unsheltered Individuals & the Community ................................ ....... 18 Goal 5:................................ ................................ ................................ ................................ . 20 Attachment 1
4 Promote Equity and Systems Integration ................................ ................................ ................ 20 Conclusion ................................ ................................ ................................ ................................ .. 21 Glossary ................................ ................................ ................................ .............................. 22 Appendices................................ ................................ ................................ .......................... 23 Appendix A: Funding Sources and Uses ................................ ................................ .......................... 23 Appendix B: Affordable Housing Pipeline ................................ ................................ ........................ 24 Appendix C: Point in Time Count City of Sunnyvale Data ................................ ................................ .. 25
Introduction
The City of Sunnyvale is committed to addressing homelessness with compassion, equity, and urgency. As housing instability continues to impact individuals and families across the Bay Area, Sunnyvale recognizes the need for a clear, coordinated response that reflects both local priorities and regional collaboration.
This Strategic Plan to Address Homelessness (the Plan) outlines a five-year roadmap — January 2026 through December 2030 — for investing in housing solutions, preventing displacement, and expanding access to vital services. Grounded in the values of inclusion and accountability, the Plan sets measurable goals and action steps that align with the City’s current Strategic Framework Workplan, the 2023-2031 Housing Element, and 2025-2030 Consolidated Plan. The Plan prioritizes expanding housing and shelter capacity, preventing homelessness, improving quality of life, promoting equity in access to programs, services, and housing, and strengthening regional collaboration. It also includes the costs associated with funding existing and newly proposed programs. Through coordinated investments and accountability, Sunnyvale aims to reduce homelessness and support the long-term well-being of all residents.
Our Vision of Success
A city where homelessness continues to decline through equitable access to housing and supportive services, where every person is treated with dignity and respect, and where safety, health, and belonging are shared by all.
Attachment 1
5 Approved Relevant Sunnyvale Planning Documents
The City of Sunnyvale has addressed homelessness through several City approved and related planning documents, including the Two-Year Strategic Framework Workplan (FY 2025-2027), the 2023-2031 Housing Element, and the 2025-2030 Consolidated Plan. Each of these plans incorporated community engagement and input, and their goals have been integrated into this Strategic Plan. The relevant sections of these foundational documents are summarized below.
Sunnyvale’s Two-Year Strategic Framework Workplan
The City Council approved two-year Strategic Goals and an associated Workplan in Spring 2025. The Workplan’s Housing Objectives relevant to this Plan, to be completed between July 2025 and June 2027, include:
• Enhancing and sustaining homelessness prevention programs such as Tenant-Based Rental Assistance, tenant protections, and food assistance.
• Investing in non-congregate interim shelter models and Safe Parking programs. • Increasing the supply of affordable and permanent supportive housing. • Collaborating with nonprofit organizations, neighboring cities, and the County of Santa Clara to leverage shared resources.
• Addressing racial and other disparities in who experience homelessness.
The housing objectives from the City’s Strategic Framework Workplan have been thoughtfully integrated into this Plan. Each key element—ranging from prevention of homelessness to development of new housing and unhoused programs—has been translated into specific goals and actionable strategies.
Link to Plan: https://www.sunnyvale.ca.gov/your-government/governance/council-strategic- priorities/workplan-dashboard
Sunnyvale’s 2025-2030 Consolidated Plan
The City of Sunnyvale annually receives Community Development Block Grant Funds (CDBG) and HOME Investment Partnership Program Funds (HOME) from the federal Department of Housing and Urban Development (HUD). As an “entitlement jurisdiction” receiving these block grant funds, the City is required to prepare a Consolidated Plan every five years, which identifies the City’s priority housing and community development needs and goals.
Attachment 1
6 The City approved its 2025-2030 Consolidated Plan in May 2025, which incorporated a robust citizen participation component. It should be noted that the Consolidated Plan is still awaiting final approval from HUD. The participation component included:
• Community engagement in coordination with the County and targeted to residents. • A Consolidated Plan website—www.letstalkhousingscc.org—with information about the Planning process including a short video and presentation; a link to the resident survey and activities to prioritize housing and community development needs; and community resources. The website contains a translation feature for easy conversion into multiple languages. • A community survey, available between October and December 2024, and promoted through supportive service and public agencies that work with low and moderate-income residents, City social media, and the Consolidated Plan website. A summary of survey findings is below. • Two virtual regional workshops open to all residents living in Santa Clara County and stakeholders serving residents in the county. The workshops included a brief overview about the Planning process, simple activities to express priority needs, and in-depth discussions about needs in breakout rooms.
Interpretation was available in Spanish, Vietnamese and Mandarin.
Sunnyvale specific outreach efforts included:
• Pop up engagement at Sunnyvale Farmer’s Market on January 18, 2025, with approximately 30 residents participating and providing input on housing and community development needs. • The Housing and Human Services Commission (HHSC) held a public hearing on April 15, 2025, to recommend to the City Council to approve the draft 2025 Action Plan and draft 2025-2030 Consolidated Plan.
• Public comment on the 2025-2029 Consolidated Plan was open from April 4, 2025 - May 6, 2025. A link to the Consolidated Plan draft document was provided on the Letstalkhousingscc.org website and on the Sunnyvale website.
In its Homeless Strategy Section, the Consolidated Plan identifies support for:
• Capital Projects
• Safe Parking
• Supportive and Transitional Housing and Emergency Shelters Housing and Services to Address Homelessness And Homeless Prevention Services:
• Rental Assistance Outreach
• Expand Rental Assistance Programs
• Prevent Displacement
• Emergency Rental Assistance
Link to the Plan:
https://www.sunnyvale.ca.gov/home/showpublisheddocument/5863/638820601070930000 Attachment 1
7 2023-2031 Housing Element
In addition to the Five-Year Consolidated Plan, the City had adopted the 2023-2031 Housing Element of the General Plan in December 2023 which was then certified by the California Department of Housing and Community Development (HCD) in March 2024. The Housing Element provides a roadmap for the City to address current and projected housing needs, including addressing homelessness. In particular, Goal H- 5: Equal Housing Opportunities and Special Needs seeks to promote equal housing opportunities for all residents, including Sunnyvale’s special needs and unhoused populations. Goal H-5 includes the following relevant policies:
• Policy H-5.6. Emergency Rental Assistance. Provide emergency rental assistance for residents in greatest need as a strategy for preventing homelessness. • Policy H-5.11. Housing for Persons with Disabilities. Continue to address the special needs of persons with disabilities through the provision of supportive housing, accessibility grants, and procedures for reasonable accommodation.
• Policy H-5.13. Housing and Services to Address Homelessness. Participate in the County Collaborative on Affordable Housing and Homeless Issues to support its efforts to prevent and end homelessness. Facilitate and sponsor the provision of permanent supportive housing for homeless people. Support local service providers that offer facilities and support services to homeless individuals and families, and persons at risk of homelessness.
Community participation and engagement in the development of the Housing Element was comprised of the following:
• Countywide ‘Let’s Talk Housing’ Information Campaign
• Project Website
• Social Media
• Online Community Survey
• Community Workshops
• Housing and Human Services Commission and City Council Study Sessions Link to Housing Element:
https://www.sunnyvale.ca.gov/home/showpublisheddocument/4964/638923995037100000 Understanding Homelessness
in Santa Clara County & Sunnyvale
The 2025 Point in Time Count
A requirement of the US Department of Housing and Urban Development (HUD), the Point in-Time (PIT) count is an annual census of people experiencing homelessness on a single night in January. The Santa Clara County Continuum of Care (CoC) is charged with coordinating and implementing a county-wide PIT Attachment 1
8 count that includes all 15 jurisdictions and unincorporated areas of Santa Clara County. In 2025, the County required each of the 15 jurisdictions to appoint a “jurisdictional lead” to take responsibility for the PIT count activities in their city.
The PIT count has two components: sheltered and unsheltered. The sheltered count is conducted annually and includes people experiencing homelessness who are living in emergency shelters, transitional housing, or safe havens. Every second year, the PIT count includes people experiencing homelessness in unsheltered situations, including people sleeping outdoors or in places not designed for habitation such as vehicles, streets, parks, or abandoned buildings. The 2025 PIT count included both sheltered and unsheltered counts and was conducted on the mornings of January 22 and 23.
Limitations
While the PIT count is used to quantify homelessness locally and nationally, it is important to understand its limitations. The PIT Count represents only a snapshot in time – not the total number of people experiencing homelessness throughout the year – and factors, such as weather and number of volunteers available, may impact the count’s accuracy. Further, the 2025 count adopted a new methodology designed to deliver a more accurate and comprehensive representation of the homeless population. This new approach reflects how technology and practices for surveying homeless populations have evolved over time. Due to the methodology change, we cannot infer meaningful trends by comparing the 2025 results directly with the results from previous years. While the change in methodology is meant to improve accuracy, there is no method of counting the number of people experiencing homelessness that is 100 percent accurate. Given these limitations, it is important to understand the PIT count is only one piece of data used to understand homelessness in our community and should be used in concert with Homeless Management Information System (HMIS), other data sources, and jurisdictional expertise.
Excerpt from the Santa Clara Report: Santa Clara County Point in Time link:
https://osh.santaclaracounty.gov/data-and-reports/point-time-count Overview of Point in Time Count and Sunnyvale Data
. In 2025, the County’s Point-in-Time count (PIT) identified 10,711 individuals experiencing homelessness an increase of 8.2% since 2023, reflecting persistent barriers to housing, affordability, and access to care.
This count includes individuals living in encampments, vehicles, shelters, and transitional housing throughout the county. As noted above, the PIT count makes a distinction between those who are sheltered (30%) vs those who are unsheltered (70%).
In the Sunnyvale 2025 Point in Time count there were 421 total unhoused residents-- of these 78% were unsheltered and 22% were sheltered living in transitional housing and emergency shelters. The City of Sunnyvale saw a slight increase from 2023 to 2024?(about 2%) in unsheltered residents (328) , which includes those who reside in vehicles (75%) or outdoors (25%).
Based on the numbers of households enrolled in Sunnyvale programs in FY 2025, the City is seeing that an investment in homeless prevention, transitional and permanent housing, street outreach and support Attachment 1
9 services is showing positive results. However, while the 2025 PIT count shows a 38% decrease in the number of unhoused people who are sheltered, this decrease is primarily due to the change in the population using the North County shelter located in Sunnyvale from single adults to families.
As it noted in its 2025-2030 Consolidated Plan, Sunnyvale will need to include additional strategies to engage and support the unsheltered community in their vehicles. The primary causes for experiencing homelessness were eviction/rent increase (25%) or job loss (25%). The City should continue to provide support to prevent eviction and partner with existing local and county provided services for workforce options.
The VI-SPDAT (Vulnerability Index—Service Prioritization Decision Assistance Tool) is used in Santa Clara County as part of the coordinated entry system for individuals experiencing homelessness The VI-SPDAT demographic data pulled from HMIS (Homeless Management Information System) for FY 2024-25 for the City showed that the majority of people experiencing homelessness are chronically homeless single adults (69%) who have been homeless for over one year, with 50% reporting being homeless for over two years. The data indicates racial disparities in those who are unhoused. 46 % of the population is Hispanic/Latino compared with 17% of the population in Sunnyvale and 16% are black compared to 2% of the population. 61% of unhoused people self-reported that abuse or trauma was the cause of their homelessness.
The figures from the PIT count and HMIS data indicate that the City should continue to pursue strategies specifically for chronically homeless people using trauma-informed care practices and providing culturally relevant services.
Point in Time count data for Sunnyvale is located in Appendix C.
Snapshot of Sunnyvale Homeless Assistance for Fiscal Year 2025-2026 The Housing Division, located within the City’s Community Development Department, oversees the City’s homeless services in addition to managing home improvement programs for low-income homeowners, Below Market Rate (BMR) homebuyer and renter programs, affordable housing development efforts, and the City’s federal CDBG and HOME funded programs and services. The Housing Division is managed by the Housing Officer and has 11 Full Time Employees (FTE), of which 4 FTEs work on human services and unhoused services. The Housing Division partners with staff throughout the City, with strong partnerships with the Office of the City Manager, Office of the City Attorney, and the Departments of: Public Works, Public Safety, Library and Recreation Services, Environmental Services and Finance. Sunnyvale staff also collaborates with other Cities and the County of Santa Clara and engages in dialog with service providers in Sunnyvale.
The City of Sunnyvale invests approximately $2.5 million of funding from a variety of sources to provide an array of services and support for people experiencing, or at risk of experiencing, homelessness. In addition, the City spent $14 million in FY 2024-25 toward the development of new affordable housing and permanent supportive housing (PSH) units and remains committed to supporting such development as Housing Mitigation Funds become available.
Attachment 1
10 Funding sources for existing (FY 2025/26) programs include funds from: Sunnyvale General Fund, the CA Department of Community Development (HCD) Permanent Local Housing Allocation Program (PLHA), HUD Community Development Block Grant, HOME, HOME ARP, and the City’s Housing Mitigation Funds and former redevelopment agency funds.
On a few occasions each year the City has needed to address unsafe situations associated with encampments. Occupants are provided notification, typically more than the minimum 72 hours, and service organizations are advised of the pending efforts to abate the encampment. Some of the unhoused residents have taken advantage of services prior to the action, whereas others are not ready for any assistance. Funding has been set aside to cover the cost of the cleanup.
Attachment 1
11 Housing and Homeless Services Programs FY 25-26*
Program Description Annual
Funding
Amount
Funding Source Number of
Households
Served FY24/25
Tenant-Based
Rental
Assistance
(TBRA)
Two-year rental subsidies and
case management to help
people experiencing
homelessness afford private
market housing and to gain skills
to stay housed
$1,600,000 HOME, Housing
Mitigation Fund, former
Redevelopment
funding, General Fund
40 Street Outreach Connects people experiencing
homelessness with shelter,
housing, and supportive services
$372,234 General Fund, part of
the “Street Outreach
and Essential Services”
contract;
156
Temporary Hotel
Shelter Program
Provides 5 temporary hotel
rooms and case management to
unhoused residents
$220,000 General Fund, part of
“Street Outreach and
Essential Services”
contract
38 Dignity on
Wheels
Provides mobile hygiene services
in two locations twice a week;
includes restrooms, showers,
laundry, and case management
$260,000
General Fund, part of
“Street Outreach and
Essential Services”
contract
123
Safe Parking
Capital Grant
Program
Up to $50k grant for CBO’s to
develop safe parking programs
on private land
$100,000 General Fund- pilot
program FY25-26
TBD
Total
Expenditures
$2,552,234
*Please note that program specifics and funding allocations are subject to Council approval.
Attachment 1
12 Opportunities and Challenges
The City of Sunnyvale has invested in significant planning work to develop specific strategies to address homelessness. All three plans noted above indicate support for new affordable housing development, outreach and services to unhoused people, expanding emergency and short-term housing options, preventing homelessness and displacement through a robust rental assistance program and coordination with other cities, the county, the community and non-profit partners. Both the Consolidated Plan and Strategic Workplan indicate support for creating a Safe Parking Site. Taken together, these plans indicate a path forward for the City to address homelessness.
However, the funding landscape for these goals is in flux (in late 2025) and remains uncertain. In addition, City staff has been unable to identify a public site for a Safe Parking program. Finding a partner who might have a usable site for a Safe Parking program as well as obtaining ongoing operational funding will need to be the focus for this goal to be achieved. City staff will pursue smaller safe parking sites with community- based partners. A program with a number of smaller sites may be more feasible than one larger site.
Addressing disparities in those who experience homelessness has also been noted in the Workplan. The Point in Time count and VI-SPDAT indicate a need for culturally relevant and trauma informed care to successfully reach and engage unhoused people who are chronically homeless. Efforts to address racial disparities should be incorporated in this plan.
Lastly, as the City moves to increase services and programs to meet this demand, the City may consider adding additional staff positions to ensure that the programs and services have the impact and quality the City aspires to achieve.
Navigating the Shifting Funding Landscape
The potential for reductions in federal and state funding for homelessness services and affordable housing programs is a challenge many cities are facing. As emergency COVID-19 response dollars phase out and competition for limited state allocations intensifies, Sunnyvale will need to plan for sustainability. To address this, the City should:
• Prioritize strategic use of local and state funds, including Housing Mitigation Fund, General Fund, and the City’s Permanent Local Housing Allocation fund dollars. • Strengthen regional partnerships to pursue joint grant applications and cost-sharing opportunities where possible.
• Advocate for sustained and increased funding at the county, state and federal levels. • Invest in data systems such as HMIS and the City’s grants management database to program evaluation to demonstrate impact and support future funding. • Explore scalable, cost-effective programs that maintain service levels with leaner budgets.
Attachment 1
13 These efforts will help Sunnyvale adapt and continue supporting its most vulnerable residents even in the face of fiscal uncertainty.
Implementation Plan Goals and Strategies
As noted above, the following goals and strategies have been informed by the City’s Consolidated Plan, Housing Element, Strategic Workplan, Point in Time count, current programs and City Council policy. They form the backbone of Sunnyvale’s Strategic Plan to Address Homelessness. These priorities are designed to guide the City’s actions over the next five years to reduce and prevent homelessness, improve housing stability, and enhance quality of life for all residents. Each goal is accompanied by targeted strategies that respond to the most pressing needs identified through community engagement , data analysis, existing City policy documents, and alignment with countywide objectives.
Attachment 1
14 Goal 1:
Strengthen Regional Collaboration and Coordination
Sunnyvale cannot address homelessness alone. Goal 1 recognizes that homelessness is a regional challenge that requires unified strategies across jurisdictions. Strengthening collaboration with neighboring cities, the County of Santa Clara, and nonprofit providers allows for more efficient use of resources, reduces duplication, and enhances service delivery. • Strategy 1.1: Collaborate with the County, neighboring cities, and service providers through formal cross-jurisdictional partnerships to align housing strategies, coordinate funding, enhance service delivery, and share resources regionally.
• Strategy 1.2: Work with the County to identify future funding opportunities for supportive services which could prioritize interim housing units for Sunnyvale individuals and families experiencing homelessness.
Funding for these goals will come from General Fund to support City staff The work is ongoing over the course of this five-year plan and will be part of existing staff regular responsibilities (no new costs).
Strategy 2026 2027 2028 2029 2030 Annual cost Funding
Source(s) Outcomes
Regional
Collaboration &
Coordination
X X X X X City Staff Time:
Housing Officer,
Human Services
Manager
General
Funds
Increased and/or
leveraged resources
for Sunnyvale
homeless services and
programs
Identify
supportive
services
funding to
support interim
housing for
unhoused
families in
Sunnyvale
X X X X X City Staff Time TBD Increased interim
housing opportunities
for unhoused families
Attachment 1
15 Goal 2:
Expand and Support Housing, Service Areas and Shelter Capacity This goal prioritizes scaling up affordable housing, permanent supportive housing, and non-congregate shelter options. Expanding the supply of housing units and shelter beds is essential to ensure every resident has access to a safe and stable place to live. It also seeks to provide safe spaces for those who reside in their vehicles.
• Strategy 2.1: Provide financial support to advance the delivery of 141 units of supportive housing by the end of 2030.
• Strategy 2.2: Support the ongoing Non-Congregate Shelter Program and expand the Non-Congregate Shelter Program by fall 2026.
• Strategy 2.3: Implement the Inclement Weather Hotel Program and integrate with the Non-Congregate Shelter Program on an ongoing basis starting in early 2026. • Strategy 2.4: Implement one Safe Parking Program site in partnership with a nonprofit organization, community group, faith-based organization or charitable organization on private property.
• Strategy 2.5: Monitor success of Safe Parking Capital Grants Pilot Program in FY25-26; make adjustments as needed in future years as operating costs might be more needed than capital costs to realize this goal.
As noted, the Point in Time count shows general trends and is considered an under count of those experiencing homelessness. However, even using a conservative estimate from the PIT count, there are at least 82 people sleeping outdoors, unsheltered in Sunnyvale. It also noted that at least 50% of those who are unhoused (about 210 people) in Sunnyvale are chronically homeless. Given this data, expanding temporary shelter coupled with case management services is an important step to reduce the numbers of those living unsheltered in Sunnyvale. Providing winter shelter beds is an unmet need that also should be addressed.
According to PIT count data, at least 246 people were living in a vehicle. While this is a conservative estimate, these numbers indicate a need for developing a Safe Parking program.
Attachment 1
16 Strategy 2026 2027 2028 2029 2030 Annual cost
Funding
Source(s) Outcomes
Support Housing
Development
Costs*
X X X X X Please see
housing chart
Appendix B+
City staff time
Housing
Mitigation
fund, PLHA,
HOME see
note*
141 Units of PSH &
rapid rehousing
Expand Non-
Congregate
Shelter Program
to 7 rooms, staff
room, onsite
case manager,
and overnight
staffing.
X X X X X Increase to 7
room program
with services
and staffing an
additional
$393,000
PLHA
General
Funds
Up to 16 additional
households year
served through the
program
Implement
Inclement
Weather
Program-
combine with
Non-Congregate
Shelter Program
.
X X X X X $27,000 for
additional
hotel rooms
PLHA/
General
Funds
Serve 25-45
individuals
annually
Safe Parking
Site (s) capital
grant
X City Staff time
plus $100,000
General
Fund
At least one site
developed
Safe Parking
Pilot Launch
(private property,
partner
organization
TBD)
X X X X $100,000 General
Fund
At least one site
serves 20 vehicles
over a year
Total Annual
Cost
$720,000 plus
City staff time
* Please note that the City supports some of the costs of the housing development conducted by independent housing developers but does not develop or construct the housing itself nor provide all the funding directly, see appendix B for more details.
Attachment 1
17 Goal 3:
Prevent Homelessness and Displacement
This goal focuses on early intervention by preserving housing stability, expanding financial support, and protecting vulnerable households who are at risk of or currently experiencing homelessness. • Strategy 3.1: Maintain the tenant-based rental assistance program. • Strategy 3.2: Maintain support for no fault tenant protections to reduce displacement risk.
Strategy 2026 2027 2028 2029 2030 Annual
Cost
Funding
Source(s) Outcomes
Maintain the
tenant based
rental assistance
program
X X X X X $1.35 million+
45% City staff
time
HOME, HOME-
ARP, former
Redevelopment
funding*
40 households
will be served
by the program
annually
Enhance no fault
eviction
protections
X X X X X City Staff time:
5%FTE
General fund
Total Annual
cost
$1.35 million +
City staff time
*Former Redevelopment Funding will sunset by 2034; HOME-ARP funding will sunset by 2030
Attachment 1
18 Goal 4:
Improve Quality of Life for Unsheltered Individuals & the Community The City acknowledges that homelessness affects everyone living in our communities—both housed and unhoused. Thoughtful outreach and essential services for unsheltered people are critical to help foster a healthier and safer community for all. Enhanced communication and coordination within City departments will assist in more effective support and responses.
• Strategy 4.1: Provide street outreach to connect unsheltered people to shelter, services and housing.
• Strategy 4.2: Provide mobile hygiene services in two locations twice a week, including restrooms, showers, laundry, and case management.
• Strategy 4.3: Develop and work with contractors to ensure materials and practices for services and outreach are culturally relevant using principles of trauma-informed care. • Strategy 4.4: Continue to convene an interdepartmental homeless response workgroup that determines actions required to make respectful responses that help maintain clean, safe, and accessible public spaces for all.
• Strategy 4.5: Elevate community engagement through volunteer opportunities such as the Point in Time count and outreach partnerships to foster community involvement and awareness. • Strategy 4.6: Continued annual updates by the Housing Division to the Council on the progress of this Strategic Plan and the City’s homeless services and programs.
Strategy 2026 2027 2028 2029 2030 Annual cost Funding
Source(s) Outcomes
Street
outreach for
shelter,
housing and
services
referrals
X X X X X $375,000 General
fund/PLHA
At least 150 people
served directly
through case
management
annually with 2700
encounters yearly
Mobile
Services
X X X X X $260,000 General fund
At least 125
unduplicated
people served
annually
Culturally
relevant
services and
trauma
informed care
X X X X X Included in
contract
language,
additional cost
N/A.
More effective
outreach and
engagement
leading to access
of housing. Jobs
and services
Convene City
Departments
X X X X X Staff time: 5%
FTE, multiple
staff/departments
Varied/Absorbed More effective &
timely responses to
issues or concerns
Attachment 1
19 Elevate
Community
Engagement
X X X X X City staff time,
less than 5%
Varied/Absorbed More citizen
participation in
efforts like the PIT
count as evidenced
through numbers
who participate
each year
Annual Report
on Strategic
Plan
X X X X X City staff time,
Less than 5%
Varied/Absorbed Opportunity for
council and
residents to hear
progress on
Strategic Plan and
make comments
Total Annual
Cost
$635,000 plus
City staff time
Please note that outcomes for the direct services are based on FY 24-25 outcomes/numbers served.
Attachment 1
20 Goal 5:
Promote Equity and Systems Integration
Not all communities experience homelessness equally. This goal addresses the root causes of disparities by integrating services across systems, lifting up lived experience, and using data to drive more equitable outcomes.
• Strategy 5.1: Use disaggregated data to identify racial and other disparities in homelessness outcomes to guide investments.
• Strategy 5.2: Include individuals with lived experience in program design, policy development, and evaluation.
Please note that perspectives from people with lived experience are reflected in this Strategic Plan from previous direct outreach for the PIT count and other direct outreach efforts regarding programs and services.
The cost for this strategy is City staff time.
Strategy 2026 2027 2028 2029 2030 Annual Cost Funding
Source(s) Outcomes
Use disaggregated
data to identify
disparities in
homelessness
outcomes and
guide
investments.
X X X X X Staff time: 5% FTE General
Fund
Use for an annual
evaluation of
program(s)
effectiveness
Include
individuals with
lived experience in
program design,
policy
development, and
evaluation.
Formalize a
process for
inclusion such as
adding to housing
and human
services
commission or
forming an
adivosry
committee
X X X X X Staff time: 5% FTE General
Fund
More effective
programs will lead to
more people
becoming housed or
sheltered as
indicated in annual
outcomes
Attachment 1
21 Conclusion
The City of Sunnyvale is well-positioned with a road map to address and prevent homelessness and assist its unhoused residents with dignity, respect and compassion. The projected annual cost of implementing this plan--$2,705,000 -- is relatively consistent with current allocations but will need to be adjusted for inflation annually over the five years of the plan. The City is leveraging federal and state dollars to support these services and will need to be proactive in maintaining this funding and/or obtaining other resources. It will also need to evaluate its City staffing overseeing these programs and make necessary staffing recommendations to ensure effective oversight and program development.
Annually, the investment in this plan would provide services for hundreds of people in or at risk of homelessness. The Plan contemplates temporary short-term housing or shelter for at least 80 people, provides services referrals for 150 people, allocates funding for mobile hygiene and support services for up to 125 people, and would prevent eviction for at least 40 households a year. Once a safe parking siteis identified and funding secured, another 20 residents living in vehicles could find a safer and healthier living option compared to living in a parked car on a public street.
The City’s ongoing investments in affordable housing will ultimately help to provide approximately 141 units of permanent supportive housing by 2030. This will be an incredible opportunity for unhoused people in Sunnyvale to secure a place they can call home.
Attachment 1
22 Glossary
Affordable Housing – Housing that is affordable to households with incomes at or below 80% of the area median income, with rent and housing costs (utility payments, taxes, insurance, homeowner association fees, etc.) not exceeding 30% of household income. Affordable income categories (e.g. very low, low, moderate, and above moderate) are based on percentages of the Area Median Income (AMI) for Santa Clara County.
Behavioral Health Services – Mental health and substance use treatment and support services.
Coordinated Entry- Coordinated entry is a standardized, community-wide system for helping people experiencing homelessness find housing and services. It involves a centralized process of accessing help, assessing needs, prioritizing individuals based on vulnerability, and referring them to the most appropriate available resources. This system aims to streamline the rehousing process, reduce disparities, and align community resources more effectively.
Disaggregated Data - The breakdown of data into smaller, more specific categories or subgroups, rather than presenting it as a single, summarized whole, allowing for a more detailed and nuanced understanding of trends, patterns, and disparities within a larger dataset.Housing-First – A homeless assistance approach that prioritizes providing permanent housing to people experiencing homelessness, with minimal preconditions.
Homeless Management Information System (HMIS) - a local information technology system used to collect client-level data and data on the provision of housing and services to individuals and families at risk of and experiencing homelessness. Each CoC is responsible for selecting an HMIS software solution that complies with HUD's data collection, management, and reporting standards.
Interim Housing – Temporary shelter options including navigation centers, tiny homes, or Safe Parking sites, designed to stabilize people in route to permanent housing.
Lived Experience – Direct, personal experience of homelessness, used to inform planning and service design.
Permanent Supportive Housing – Affordable housing with on-site services for people experiencing chronic homelessness or with disabilities.
Safe Parking Program – A managed program allowing individuals living in vehicles to park overnight in designated lots with access to services.
Tenant-Based Rental Assistance (TBRA) – A form of short term rental subsidy provided directly to tenants to assist with housing affordability.
Vulnerability Index – Service Prioritization Decision Assessment Tool (VI-SPDAT )- The VI-SPDAT is a triage tool. It highlights areas of higher acuity, thereby helping to inform the type of support and housing intervention that may be most beneficial to improve long term housing outcomes. It also helps inform the order - or priority - in which people should be served in settings such as Coordinated Entry..
Attachment 1
23 Appendices
Appendix A: Funding Sources and Uses
Funding Name Source Purpose Current Use
Housing Mitigation
Fund
City of
Sunnyvale
Funding collected from local
commercial and residential
development fees and used
to support the creation of
affordable housing.
Affordable housing development in
Sunnyvale
Redevelopment
Funds/Low Mod
Fund
City of
Sunnyvale
Affordable housing
development; homeless
services including Rapid
Rehousing and case
management
Tenant Based Rental Assistance (TBRA)
program administration, affordable
housing, staffing
Community
Development Block
Grant (CDBG)
HUD Public infrastructure, public
services, economic
development, housing
activities
Human services programs, economic
development, infrastructure
improvements, home improvement
programs
HOME HUD Create and preserve
affordable housing for low-
income households; tenant-
based rental assistance
TBRA program subsidies, utility
payments & housing deposits
Permanent Local
Housing Allocation
(PLHA)
CA
Department of
Housing and
Community
Development
(HCD)
Funding for housing-related
projects and programs that
assist in addressing the
unmet housing needs in
local communities
Homeless Services including case
management, street outreach,
development and operating of a
navigation center or emergency shelter;
home improvement program; affordable
housing development
General Fund City of
Sunnyvale
Core services, capital
projects, general
government, public works,
public safety
Temporary/emergency housing, street
outreach and referrals, case
management and mobile hygiene
services
Attachment 1
24 Appendix B: Affordable Housing Pipeline
Development
Name
Expected
Completion
Total
Affordable
Units
PSH
Units
Other
Supportive
Additional
Info
Housing
Type
Financing/
Program
Total
Development
Cost
City
Investment
City %
of Total
Ira D. Hall
Square
Q4 2025 174 45 NPLH funded
PSH
Family, PSH TCAC, HMF,
Measure A,
NPLH, AHSC,
IIG, MHP
$143,752,447 $26,500,000 18%
Orchard
Gardens
2028 121 14 14 NPLH
funded PSH
Family,
PSH, RRH,
IDD
TCAC, HMF,
Measure A,
NPLH, IIG
$107,218,639 $10,000,000 9%
1171 Sonora
Court
2028 170 34 34 supportive
housing,
intended as
PSH per CSH
acquisition
loan and City
loans
Family, PSH TCAC, PLHA,
HMF, AHSC, IIG
$166,074,761 $14,533,000 9%
Carroll Inn Q4 2025-Q1
2026
121 48 SRO PLHA, HOME $500,000
777
Sunnyvale
Saratoga Rd
TBD TBD N/A TBD TBD TBD N/A
295 S
Mathilda
TBD TBD N/A TBD TBD TBD TBD TBD
Total 566 141 $51,533,000
Attachment 1
25 Appendix C: Point in Time Count City of Sunnyvale Data PIT Count Result
Unsheltered Sheltered
2019 477 147
2022 279 106
2023 320 151
2025 328 93
Vehicle 75%
Outdoors 25%
By Vehicle Type
Actual Count of Vehicles for the
tracts sampled (no multipliers or
enumeration applied)
RV 70% 68
Car 8% 16
Van 22% 27
Attachment 1
26 Attachment 1