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

   Hoping the Study Session on 2025-2030 Community Plan to End Homelessness considers creating partnerships with local universities

   For decades, we have relied on temporary shelters and overstrained non-profits to solve a systemic crisis, while some of our most advanced and well-funded infrastructure sits dormant for a third to a quarter of the year.

   To make a real dent in housing instability, we must stop viewing the University as an island and start viewing it as a civic partner with a deep “social debt.” We can no longer ignore the irony of empty, climate-controlled dormitories and high-tech classrooms standing vacant while individuals and families camp in the shadows of those very buildings. We need to think differently about the “non-profit” designation—it should not just be a tax status, but a continuous commitment to the community’s well-being. By repurposing these taxpayer-subsidized assets during the summer, we can bridge the gap between crisis and stability.

   While this proposal will not address every homeless issue it would be a start to possibly help move some folks toward a solution.

   Proposal: The Summer Transition & Empowerment Partnership (STEP)

   1. The Opportunity: Underutilized Infrastructure
   During the summer months (May/June through August/September), university campuses often operate at a fraction of their capacity.
   • Empty Beds: Thousands of dorm rooms sit vacant while the local homeless population faces extreme heat and housing instability.
   • Wasted Teaching Space: State-of-the-art classrooms and computer labs remain dark, despite many of them being taxpayer-funded assets.
   • Rental Pressure: With over 50% of the local student population (est. 3,000+ individuals) competing for local housing during the academic year, the university significantly drives up market rents. Providing summer transitional housing is a logical “repayment” to the community for this market displacement.

   2. The Moral and Economic Mandate
   Universities benefit from a unique “Non-Profit” status that grants them significant financial advantages. This proposal argues that these benefits come with a social “debt” to the host community:
   • Tax Exemptions: Universities do not pay property taxes, depriving the city of millions in revenue that would otherwise fund local infrastructure and social services.
   • Public Funding: Public and private non-profit universities receive billions in federal, state and local grants (e.g., Pell Grants, research funding, and COVID-19 relief).
   • Impact on Local Renters: Large student populations force local families out of affordable units.

   3. The STEP Program Model
   The STEP program would operate during the 10–12 week summer hiatus, utilizing university resources for two primary tracks:
   A. Transitional Housing (The Dorms)
   Empty dorms would be converted into temporary housing for families and individuals vetted by local social services.
   • Safety & Security: can provide a secure environment.
   • Stability: Providing a fixed address for 2 – 3 months allows individuals to secure employment and save for a permanent security deposit.
   B. Empowerment & Skill-Building (The Classrooms)
   Local partners would use campus classrooms to teach high-value skills rather than leaving lecture halls empty, the university could help host comprehensive curriculum tracks designed to move participants toward total independence:
   Financial Independence and Literacy Instruction focuses on the fundamentals of the modern economy, including personal budgeting, debt management, and the technicalities of rebuilding credit scores to qualify for future housing.
   Vocational and Technical Training Utilizing existing computer labs and specialized facilities, participants can engage in “fast-track” certifications. This includes basic software proficiency, coding, administrative assistant training, or culinary arts in the university’s industrial kitchens.
   Professional and Life Skills Focusing on the “soft skills” required for long-term stability, these workshops cover professional resume building, mock interviewing, and strategies for navigating complex local social service systems.
   Family Health and Wellness dedicated spaces will provide education on nutrition, early childhood development, and mental health workshops, ensuring that families have the emotional and physical tools to remain stable once they transition to permanent housing.

   4. Addressing Challenges & Logistics
   • Maintenance & Turnover: A portion of the university’s federal grant “indirect costs” or community block grants (CDBG) could fund the additional janitorial and administrative staff needed for summer operations.
   • Liability: The city and university would enter into a joint liability agreement, potentially covered under existing municipal insurance umbrellas.
   • Student Return: The program would conclude two weeks before the fall semester to allow for deep cleaning and preparation for incoming students.

   The current model of “town vs. gown” is no longer sustainable. If a university receives public money and pays no taxes, its facilities should serve the public good 365 days a year—not just when classes are in session. By opening these doors, we can move individuals from the streets into classrooms, and eventually, into homes of their own.

   just a thought from an average Santa Clara citizen …

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