ATT 1 - Draft 2025-30 Consolidated Plan and 2025-26 Annual Action Plan

2025 - 2026 ANNUAL ACTION PLAN
2025 - 2030 CONSOLIDATED PLAN
Attachment 1
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Table of Contents
Introduction .......................................................................................................................... 1 Executive Summary ............................................................................................................... 3 ES-05 Executive Summary—24 CFR 91.200(c), 91.220(b)........................................................... 3 The Process ........................................................................................................................... 7 PR-05 Lead and Responsible Agencies 24 CFR 91.200(b) ........................................................... 7 PR-10 Consultation—91.100, 91.110, 91.200(b), 91.300(b), 91.215(I), and 91.315(I) ............... 8 PR-15 Citizen Participation—91.105, 91.115, 91.200(c) and 91.300(c) .................................... 26 Needs Assessment ............................................................................................................... 34 NA-05 Overview ........................................................................................................................ 34 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ...................................................... 35 NA-15 Disproportionately Greater Need: Housing Problems—91.205 (b)(2) .......................... 47 NA-20 Disproportionately Greater Need: Severe Housing Problems—91.205 (b)(2) .............. 50 NA-25 Disproportionately Greater Need: Housing Cost Burdens—91.205 (b)(2) .................... 53 NA-30 Disproportionately Greater Need: Discussion—91.205(b)(2)....................................... 55 NA-35 Public Housing—91.205(b) ............................................................................................. 57 NA-40 Homeless Needs Assessment—91.205(c) ...................................................................... 63 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) .............................................. 73 NA-50 Non-Housing Community Development Needs—91.215 (f) ......................................... 77 Housing Market Analysis ..................................................................................................... 78 MA-05 Overview........................................................................................................................ 78 MA-10 Number of Housing Units—91.210(a)and(b)(2) ............................................................ 82 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ................................................. 85 MA-20 Housing Market Analysis: Condition of Housing—91.210(a) ........................................ 88 MA-25 Public and Assisted Housing—91.210(b) ...................................................................... 92 MA-30 Homeless Facilities and Services—91.210(c) ................................................................ 94 MA-35 Special Needs Facilities and Services—91.210(d) ......................................................... 98 MA-40 Barriers to Affordable Housing—91.210(e) ................................................................ 101 MA-45 Non-Housing Community Development Assets—91.215 (f) ...................................... 106 MA-50 Needs and Market Analysis Discussion ....................................................................... 112 MA-60 Broadband Needs of Housing occupied by Low - and Moderate-Income Households—

91.210(a)(4), 91.310(a)(2) ....................................................................................................... 113 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ........................................................... 114 Strategic Plan .................................................................................................................... 115 SP-05 Overview ....................................................................................................................... 115 SP-10 Geographic Priorities—91.215 (a)(1) ............................................................................ 116 SP-25 Priority Needs - 91.215(a)(2) ......................................................................................... 117 SP-30 Influence of Market Conditions—91.215 (b) ................................................................ 119 SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ................................................... 122 SP-40 Institutional Delivery Structure—91.215(k) .................................................................. 125 SP-45 Goals Summary—91.215(a)(4) ...................................................................................... 132 SP-50 Public Housing Accessibility and Involvement—91.215(c) ........................................... 134 SP-55 Barriers to affordable housing—91.215(h) ................................................................... 135 ii OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-60 Homelessness Strategy—91.215(d) .............................................................................. 137 SP-65 Lead-based paint (LBP) Hazards—91.215(i) .................................................................. 142 SP-70 Anti-Poverty Strategy—91.215(j) .................................................................................. 143 SP-80 Monitoring—91.230 ...................................................................................................... 144 Annual Action Plan ............................................................................................................ 146 AP-15 Expected Resources—91.220(c)(1,2)............................................................................ 146 AP-20 Annual Goals and Objectives ........................................................................................ 149 AP-35 Projects—91.220(d) ...................................................................................................... 151 AP-38 Project Summary .......................................................................................................... 152 AP-50 Geographic Distribution—91.220(f) ............................................................................. 159 AP-55 Affordable Housing—91.220(g) .................................................................................... 160 AP-60 Public Housing—91.220(h) ........................................................................................... 160 AP-65 Homeless and Other Special Needs Activities—91.220(i) ............................................ 161 AP-75 Barriers to affordable housing—91.220(j) .................................................................... 163 AP-85 Other Actions—91.220(k) ............................................................................................. 164

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Introduction

The City of Mountain View (City) annually receives Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funds from the federal U.S. Department of Housing and Urban Development (HUD). As an “entitlement jurisdiction” receiving these 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.

As required by HUD, the 2025 -2030 Consolidated Plan (“Plan”) was developed through analysis of current housing market data; an assessment of the housing and supportive service needs of low- and moderate-income populations; stakeholder and resident consultations through focus groups and community meetings; and a re sident survey. The City collaborated with Santa Clara County (County) and other local governments receiving HUD block grants ( “entitlement jurisdictions”) in the development of this Plan through shared community engagement and public outreach. This collaboration allowed for a more streamlined development of the Plan, helped identify regional issues and needs, and facilitated conversation about potential areas of coordination. This group of jurisdictions, referred to within this document as the “Santa Clara County Regional Cohort” or “Regional Cohort,” includes:

• City of Mountain View
• City of Cupertino
• City of Gilroy
• City of Milpitas
• City of Palo Alto
• City of Sunnyvale
• City of Santa Clara
• Santa Clara Urban County

The Consolidated Plan is implemented through the City ’s Annual Action Plans ( “Annual Action Plan”), which identifies how annual funding allocations are invested to achieve the City ’s priorities and goals . Progress in advancing these goals is also evaluated annually in the City ’s Consolidated Annual Performance and Evaluation Report (CAPER).

How to Read this Consolidated Plan

The Consolidated Plan as required by HUD has five main sections and associated subsections.

Each section of the Consolidated Plan has a HUD -required alphanumeric identifier, for example ES-# (Executive Summary), PR -# (Process), NA -# (Needs Assessment), MA -# (Housing Market Analysis), and SP -# (Strategic Plan) . These sections are followed by the first -year Action Plan (AP-#). The entire plan follows the format prescribed by HUD with bold lettering denoting the HUD-prescribed questions.

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1. Executive Summary

Included is a narrative of where the City of Mountain View is located, the purpose and eligible uses of the federal funds, and for whom the funds are intended to benefit. There is a summary of the objectives and outcomes identified in the Consolidated Plan Needs Assessment (such as Housing Needs, Comprehensive Housing Affordability Strategy (CHAS) data results, and a brief summary of the results of the Needs Assessment section).

2. Process (PR Section)

The PR Section summarizes the public process that was incorporated as part of the development and adoption of the Plan. A robust local and regional stakeholder engagement process was incorporated in partnership with Santa Clara County and the Regional Cohort.

3. Needs Assessment (NA Section)

The NA Section evaluates disproportionate housing needs of residents by race, ethnicity, household characteristics, and special needs, if any. The section also assesses homelessness and the provision of publicly supported housing. “Special-needs” populations—as defined by HUD —include homeless families and individuals, elderly, victims of domestic violence, persons living with HIV/AIDS, and persons with physical or mental disabilities. This section is denoted with the alphanumeric designation NA -#, following the HUD-required naming convention. These sections use HUD-specified census data (called CHAS data, see below), currently available through 2021. Where possible/available, Census data is supplemented by local and more current information.

4. Housing Market Analysis (MA Section)

The MA Section analyzes both rental and owner -occupied housing affordability. The housing market analysis relies on the most recent housing market data available and is supplemented by a regional Housing Market Analysis (HMA), appended to the Consolidated Plan. It also draws on the state -mandated review of barriers to housing development and housing choice.

5. Strategic Plan (SP Section)

The SP Section provides the recommended Priorities and Goals for the Consolidated Plan based on a synthesis of various quantitative and qualitative data, information, and analyses of regional and local perspectives.

6. Fiscal Year 2025-26 Annual Action Plan (AP Section)

The first Annual Action Plan for the 2025-2026 program year is included as part of this five- year Consolidated Plan as required by HUD.

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Executive Summary

ES-05 Executive Summary—24 CFR 91.200(c), 91.220(b)

1. Introduction

The City of Mountain View (City or Mountain View) is a moderately sized jurisdiction located in the northern part of Santa Clara County. The City physically spans just over 12 square miles and has a total population of approximately 82,000 . The City is also in the heart of Silicon Valley, an area renowned for its technology -based business sector , and Mountain View is home to some of the largest tech companies in the nation . Many workers in the technology industry command high wages, allowing them to afford the high cost of housing in the City and region.

However, market-rate housing is out of reach for low - and moderate-income households and families. Much of the local and regional work force are employed in lower paying jobs and industries, such as food preparation and service, retail, property maintenance and care, emergency services, and education . In addition, households with special needs have additional challenges in finding housing with supportive services to meet their needs. As a result, lower-income and special needs households experience a significant housing burden in Mountain View, may live in overcrowded or substandard conditions, or may be displaced from the City.

CDBG and HOME Funding

The City is an “entitlement jurisdiction ” because it receives CDBG and HOME funding directly from HUD. The City invests these funds in housing and community development - related activities to support lowe r income individuals and households and/or those with special needs.

CDBG funding helps jurisdictions address their community development needs to support neighborhood revitalization, economic development, improved housing opportunities, and community services . Examples of eligible CDBG activities include public services, public facility, and infrastructure projects ( capital improvement projects), affordable housing development, housing rehabilitation, energy efficiency improvements, and job creation/retention activities.1 These eligible activities are principally focused on addressing the needs of the HUD -defined low - and moderate -income ( “LMI”) households in the community. LMI households are those whose income do es not exceed 80% of the family area median income (AMI) with adjustments for household size.

1 The U.S. Department of Housing and Urban Development “CDBG Entitlement Program Eligibility Requirements”:
hudexchange.info/programs/cdbg-entitlement/cdbg-entitlement-program-eligibility-requirements.

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HOME funding is intended to be used for various housing‐related programs and activities that address the housing needs of low - and very low -income households . Examples of eligible HOME activities include addressing housing needs through the preservation or creation of affordable housing, homebuyer assistance, and tenant‐based rental assistance (TBRA).2

To receive this federal funding, the City must complete a five-year Consolidated Plan and an annual Action Plan using a HUD-mandated template; this report follows that required structure for the 2025 -2030 Consolidated Plan and Fiscal Year 2025-26 Action Plan, including standardized prompts, tables, and formats.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview

In the context of HUD, a program year (PY) is defined as the selected 12-month period under which the grant program operates. For many jurisdictions, including Mountain View, the program year operates from July 1 through June 30 of each year, although there are some that operate on a different PY . For this Consolidated Plan , the City assumed that annual funding amounts will be similar to PY 2024 amounts. If annual funding is similar during the five-year Consolidated Plan period, the City expects to recei ve $ 600,000 annually or $3 million across five years in CDBG and $240,000 annually or $1.2 million in HOME funding from HUD.

These funds will be allocated to achieve the following objectives and outcomes (see Sections SP-25, SP-45, AP-20, AP-35, and AP-38 below):

a. Increase Affordable Housing;
b. Respond to Homelessness;
c. Support Public Services;
d. Promote Economic Vitality; and
e. Enhance Public Infrastructure.

3. Evaluation of past performance

Over the 2020-2025 Consolidated Plan cycle, the City addressed the needs of LMI residents by funding activities with CDBG and HOME. Such activities include public services that assist persons experiencing or at risk of experiencing homelessness, seniors, persons with

2 The U.S. Department of Housing and Urban Development. “The HOME Program: Home Investment Partnerships.” https://www.hud.gov/hudprograms/home-program
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disabilities, youth, and victims of domestic violence . Below are some examples of public service programs that the City funded:

• Community Services Agency—Services for homeless and homeless prevention; • Catholic Charities of Santa Clara County—Long-Term care ombudsman program; • Community Services Agency—Senior services case management; • Senior Adults Legal Assistance—Legal services for seniors; • Next Door Solutions to Domestic Violence—Services for victims of domestic violence; • Silicon Valley Independent Living Center—Services for residents with disabilities; • Vista Center for the Blind and Visually Impaired—Services for the blind; • Day Worker Center—Education, skills, and jobs placement; and • Bill Wilson Center—Family advocacy services.

In addition, the City funded capital projects in order to create more affordable housing opportunities for the City’s LMI residents. Some examples include the following:

• Crestview Hotel Rehabilitation —In partnership with multiple public agencies, including the County, Housing Authority, state HCD, and HUD , Crestview Hotel was acquired and c onverted into a multi -family residential building with 48 permanent affordable housing units.

• Rebuilding Together Peninsula—Minor home repair program: Provided home repairs to eligible LMI Mountain View homeowners to improve the safety, livability, and/or physical accessibility of their homes.

The City has successfully funded these types of activities during the current Consolidated Plan cycle and expects the need for such services and projects to continue over the next five years . As a result, CDBG and HOME funds will continue supporting public service activities and affordable housing projects while also expanding to include the opportunities identified in the Needs Assessment, such as mobility and safety improvements and microenterprise development.

As a part of the HUD requirements, the City creates a Consolidated Annual Performance and Evaluation Report (CAPER) at the end of each fiscal year. The CAPER summarizes what was accomplished using CDBG and HOME funding for that year . For more information on past performance, the City’s CAPER reports can be found on the City’s website here:

MountainView.gov/our-City/departments/housing/federal-grants-program/caper.

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4. Summary of citizen participation process and consultation process

The City participated in a regional planning process led by the County of Santa Clara Office of Supportive Housing in collaboration with six other entitlement cities, the Urban County, and HOME Consortium jurisdictions . This coordinated approach streamlined the development of the Consolidated Plan by enabling joint procurement of a consultant, aligning public and stakeholder engagement efforts, and identifying shared needs, challenges, and opportunities for cross-jurisdictional collaboration.

As part of this regional effort, the City helped develop and distribute a resident and stakeholder survey to better understand the most pressing community needs and priorities for federal funding . In addition, the City joined the County and the participating jurisdictions in hosting a series of local and regional meetings to gather meaningful input from residents and stakeholders . This collective process maximized the efficiency and impact of community participation and consultation efforts.

A summary of all public comments received along with staff responses is included in the PR sections and the Citizen Participation Appendix.

5. Summary of comments or views not accepted and the reasons for not accepting them

All public comments received in response to the draft Consolidated Plan and Action Plan were accepted and, where applicable, incorporated into the final Plan. In this context, “accepted” refers to comments that are considered and , when feasible and appropriate , integrated into the final Plan. Since no comments were submitted that required exclusion, there were no instances where public input was declined or disregarded.

6. Summary

Please see summaries above.

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The Process

PR-05 Lead and Responsible Agencies 24 CFR 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source

The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Table 1—Responsible Agencies
Agency Role Name Department/Agency
CDBG Administrator MOUNTAIN VIEW Housing Department
HOME Administrator MOUNTAIN VIEW Housing Department

Narrative

The City of Mountain View Housing Department leads the implementation of the CDBG and HOME programs.

Consolidated Plan Public Contact Information

City of Mountain View

Julie Barnard
Affordable Housing Manager
Housing Department
City of Mountain View
500 Castro Street, Fourth Floor
Mountain View, CA 94041
DIRECT: 650-903-6011
[email protected]

Alec Vybiral
Housing Officer
Housing Department
City of Mountain View
500 Castro Street, Fourth Floor
Mountain View, CA 94041
DIRECT: 650-903-6546
[email protected]

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PR-10 Consultation—91.100, 91.110, 91.200(b), 91.300(b), 91.215(I), and

91.315(I)

1. Introduction

This section outlines the City ’s efforts to engage and collaborate with public and private agencies, service providers, community organizations, and other stakeholders to develop a comprehensive strategy for allocating HUD funds. It details the consultation process used to gather input on housing and community development needs, ensuring alignment with local priorities and federal requirements.

The section also highlights coordination with agencies responsible for public housing, Continuum of Care (CoC) organizations addressing homelessness, health organizations, economic development agencies, and others . It includes how feedback was gathered, identifies gaps in service coordination, and discusses strategies to enhance collaboration among entities to maximize the benefits of HUD-funded programs.

Provide a concise summary of the jurisdiction ’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health, and service agencies (91.215(I)).

The City of Mountain View regularly coordinates or partners with other participating jurisdictions in the region. The cohort of entitlement jurisdictions in the County meet monthly to coordinate housing efforts in the community. Many of these jurisdictions fund the same public and social service agencies that operate Countywide—such as those providing homelessness services, food security, or mental health support . To reduce duplication of effort and improve efficiency, these jurisdictions often coordinate monitoring, reporting, and oversight activities for shared service providers . This collaborative approach allows jurisdictions to pool resources and streamline compliance efforts, saving valuable staff time and improving consistency in service delivery.

City staff from the Housing Department and Community Development Department also participate in the Santa Clara County Collaborative (SCC), a collaborative housing planning and policy initiative that includes all cities in the County plus the County organization itself.

The collaborative convenes monthly and serves as forum for sharing resources, successful strategies, and Best Practices around housing policies. The City also coordinates its efforts with housing providers, health providers and service.

Additionally, staff from the City’s Human Services Division coordinates with external partners on a wide range of programs and services such as those related to childcare, mental health services, minimum wage, the Guaranteed Basic Income Pilot Program, and Draft 2025-2030 Consolidated Plan
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homelessness programs and services. External partners include the County, nonprofits, and community-based organizations.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The U.S. Department of Housing and Urban Development (HUD) created the Continuum of Care (CoC) program to support coordinated efforts by nonprofit organizations and state and local governments to end homelessness. In the County, the CoC is a broad coalition of stakeholders—including government agencies, service providers, and advocates—working collectively to prevent and end homelessness . The CoC is responsible for overseeing systemwide planning, ensuring program effectiveness, and implementing strategies such as Coordinated Entry to match individuals experiencing homelessness with appropriate community resources.

The County of Santa Clara serves as the lead agency for the CoC and leads the planning, coordination, and distribution of funding for homeless programs and services Countywide.

This includes managing the County of Santa Clara Supportive Housing System, a coordinated, systemwide response that integrates CoC strategies and aligns local efforts to address homelessness.

The City is one of many jurisdictions and organizations that interface with the County ’s Supportive Housing System . While the City does not have direct access to the Homeless Management Information System (HMIS) —a HUD -required database used to collect, manage, and report client -level information about individuals and families experiencing homelessness—it does receive data and analysis from HMIS through the County. City staff works closely with County HMIS staff to better understand local homelessness trends and identify opportunities for improved service coordination and resource allocation.

Through participation in this regional system, the City contributes to addressing the needs of people experiencing homelessness, including chronically homeless individuals, families with children, veterans, unaccompanied youth, and those at risk of homelessness.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies, and procedures for the administration of HMIS.

The County is not an Emergency Solutions Grant (ESG) entitlement jurisdiction —a HUD program that provides funding for homelessness prevention and rapid rehousing —and, therefore, does not consult with the Continuum of Care (CoC) in this specific context.

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2. Describe agencies, groups, organizations, and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies , and other entities.

Table 2—Agencies, Groups, Organizations Who Participated

STAKEHOLDER CONSULTATION

1 Agency/Group/Organization Abode
Agency/Group/Organization Type Affordable housing
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website abode.org

2 Agency/Group/Organization Affirmed Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website affirmedhousing.com/completed/vela

3 Agency/Group/Organization Alta Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website altahousing.org

4 Agency/Group/Organization Bay Area Legal Aid
Agency/Group/Organization Type Fair housing and legal services What section of the Plan was
addressed by Consultation?
Needs Assessment
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STAKEHOLDER CONSULTATION
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website https://baylegal.org

5 Agency/Group/Organization BHSD The Harm Reduction Project Agency/Group/Organization Type County Government
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website The Q Corner | Behavioral Health Services |
County of Santa Clara

6 Agency/Group/Organization Bill Wilson Center
Agency/Group/Organization Type Services for Families and Children What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website billwilsoncenter.org

7 Agency/Group/Organization Bridge Housing
Agency/Group/Organization Type City Government (San Jose)/Housing What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website Q&A for Original Bridge Housing Program |
City of San José

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STAKEHOLDER CONSULTATION
8 Agency/Group/Organization Caminar
Agency/Group/Organization Type Services - Health
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website caminar.org

9 Agency/Group/Organization CARAS
Agency/Group/Organization Type County government
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website Community Agency for Resources, Advocacy
and Services (CARAS) | Overdose Prevention
Resources | County of Santa Clara

10 Agency/Group/Organization CASA
Agency/Group/Organization Type Services —Children
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website childadvocatessv.org

11 Agency/Group/Organization Catholic Charities
Agency/Group/Organization Type Faith-based supportive services What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
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STAKEHOLDER CONSULTATION
Website ccscc.org/?locale=en

12 Agency/Group/Organization City of Los Altos
Agency/Group/Organization Type City Government
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website losaltosca.gov

13 Agency/Group/Organization City Team
Agency/Group/Organization Type Homelessness Services
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website Cityteam.org

14 Agency/Group/Organization County Office of LGB Affairs Agency/Group/Organization Type County government
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website

15 Agency/Group/Organization Destination Home
Agency/Group/Organization Type Homeless prevention
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
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STAKEHOLDER CONSULTATION
Website destinationhomesv.org

16 Agency/Group/Organization Downtown Streets Team
Agency/Group/Organization Type Homeless prevention
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website streetsteam.org

17 Agency/Group/Organization Eden Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website edenhousing.org

18 Agency/Group/Organization Gilroy Chamber of Commerce Agency/Group/Organization Type Market Analysis
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website gilroy.org

19 Agency/Group/Organization Gilroy Library
Agency/Group/Organization Type County government
What section of the Plan was
addressed by Consultation?
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
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STAKEHOLDER CONSULTATION
Website sccld.org/locations/gilroy

20 Agency/Group/Organization Golden State Manufactured Homes Owners League
Agency/Group/Organization Type Nonprofit advocacy
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website gsmol.org
21 Agency/Group/Organization Housing Trust Silicon Valley Agency/Group/Organization Type CDFI
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website housingtrustsv.org

22 Agency/Group/Organization Jamboree Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website jamboreehousing.com

23 Agency/Group/Organization Lived Experience Advisory Board Agency/Group/Organization Type Services - Homeless
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
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STAKEHOLDER CONSULTATION
Website N/A

24 Agency/Group/Organization LifeMoves
Agency/Group/Organization Type Supportive Housing
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website LifeMoves.org

25 Agency/Group/Organization Mountain View Chamber of Commerce Agency/Group/Organization Type Civic Leadership
What section of the Plan was
addressed by Consultation?
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Individual stakeholder interview
Website chambermv.org

26 Agency/Group/Organization Next Door Solutions to Domestic Violence Agency/Group/Organization Type Domestic Violence Survivor Resources What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website nextdoorsolutions.org

27 Agency/Group/Organization Path Ventures
Agency/Group/Organization Type Homelessness services
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
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STAKEHOLDER CONSULTATION
Website epath.org/path -ventures

28 Agency/Group/Organization Pride Social
Agency/Group/Organization Type LGB Advocacy
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website pridesocialsouthcounty.com/#OurMission

29 Agency/Group/Organization Project Sentinel
Agency/Group/Organization Type Fair Housing Legal Services What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website https://www.housing.org

30 Agency/Group/Organization Rebuilding Together Peninsula and Silicon Valley
Agency/Group/Organization Type Home Rehabilitation
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website RebuildingTogetherPeninsula.org and
RebuildingTogetherSV.org

31 Agency/Group/Organization Resources for Community Development Agency/Group/Organization Type Affordable housing
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
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32 Agency/Group/Organization San Andreas Regional Center Agency/Group/Organization Type Supportive Services for Residents with Disabilities
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website sanandreasregional.org

33 Agency/Group/Organization Santa Clara County Housing Authority Agency/Group/Organization Type Public housing authority What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website scchousingauthority.org

34 Agency/Group/Organization Satellite Affordable Housing Associates Agency/Group/Organization Type Affordable housing
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website sahahomes.org
35 Agency/Group/Organization Senior Adults Legal Assistance Agency/Group/Organization Type Fair Housing Legal Services What section of the Plan was
addressed by Consultation?
Needs Assessment
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36 Agency/Group/Organization Silicon Valley Independent Living Center Agency/Group/Organization Type Services for people with disabilities What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website svilc.org

37 Agency/Group/Organization SOMOS Mayfair
Agency/Group/Organization Type Community Advocacy/Families What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website somosmayfair.org

38 Agency/Group/Organization Sourcewise
Agency/Group/Organization Type Services for older adults and people with disabilities
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website mysourcewise.com

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STAKEHOLDER CONSULTATION
39 Agency/Group/Organization South County Compassion Center Agency/Group/Organization Type Unhoused services
What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website thecompassioncenter.org

40 Agency/Group/Organization The Youth Space
Agency/Group/Organization Type Community advocacy organization What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website youthspace.org

41 Agency/Group/Organization United Way Bay Area
Agency/Group/Organization Type Supportive services
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website uwba.org

42 Agency/Group/Organization Upwards
Agency/Group/Organization Type Child-care services
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website upwards.com

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STAKEHOLDER CONSULTATION
43 Agency/Group/Organization Vista Center for Blind and Visually Impaired Agency/Group/Organization Type Services for people with disabilities What section of the Plan was
addressed by Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website vistacenter.org

44 Agency/Group/Organization YWCA Golden Gate Silicon Valley Agency/Group/Organization Type Supportive services for domestic violence survivors
What section of the Plan was
addressed by Consultation?
Needs Assessment
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Stakeholder focus group
Website https://yourywca.org

45 Agency/Group/Organization Community Based Organizations Agency/Group/Organization Type Nonprofit
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment and Market
Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Meeting with City staff
Website

N/A
46 Agency/Group/Organization Chamber of Commerce
Agency/Group/Organization Type Business Community
What section of the Plan was
addressed by Consultation?
Market Analysis : Economic Development
Analysis
How was the Agency/Group/
Organization consulted and what are
the anticipated outcomes of the
consultation or areas for improved
coordination?
Meeting with consultant staff
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STAKEHOLDER CONSULTATION
Website chambermv.org

Identify any Agency Types not consulted and provide rationale for not consulting

Not applicable. All agency types were consulted. See PR-10.

Other local/regional/state/federal planning efforts considered when preparing the Plan

Table 3—Other Local/Regional/Federal Planning Efforts

Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Regional Continuum of
Care Council
The Continuum of Care works to alleviate the impact of
homelessness in the community through the
cooperation and collaboration of social service
providers. This effort aligns with the goal of the City’s Strategic Plan to support activities to prevent and end homelessness and Goal 2 of the Consolidated Plan to
provide homeless prevention programs and supportive
services.

Santa Clara
County
Community Plan
to End
Homelessness,
2020-2025
Destination: Home The Community Plan serves as a road map for ending homelessness and has three main strategies:
(1) address the root causes of homelessness through
system and policy change; (2) expand homelessness
prevention and housing programs to meet needs; and
(3) improve quality of life for unsheltered individuals and create healthy neighborhoods for all. The City
consulted the current Strategic Plan in setting goals.

Goal 2 of the Consolidated Plan supports this Plan by
providing homeless prevention programs and
supportive services

City of Mountain
View Housing
Element (2023-
2031)
City of Mountain View The state-required Housing Element, adopted April 11, 2023, identifies various programs that the City must
evaluate or implement to address housing needs in
Mountain View. Both the Housing Element and
Strategic Plan have the goal of creating and preserving affordable housing stock within the City, and the
Consolidated Plan Goal 1 to promote affordable
housing through the development of new units
supports the Housing Element goals.

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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Mountain View
Homeless
Response Strategy
City of Mountain
View—City Manager’s
Office/Human Services
Division
The City’s Homeless Response Strategy identifies
programs, initiatives, partners, and implementation
plan to address homelessness. The Consolidated Plan
Goal 2 will utilize these key partnerships.

Initiatives to Serve
Mountain View’s
Most Vulnerable
Residents,
2024 Update
City Manager’s Office
and Human Services
Division
Provides a comprehensive update on the City’s Human
Services Division’s work within child care, mental
health services, minimum wage, the Guaranteed Basic
Income Pilot Program, ongoing collaboration with
community-based organizations and nonprofits, and
homelessness programs and services. The report also
includes strategic investments and priorities for
addressing homelessness in the City of Mountain
View—which Consolidated Plan Goals 2 and 3
(homeless prevention and social services investments)
will support.

2023-2025
Strategic Priorities
and Council Work
Plan
City Council A two-year work plan that establishes the top projects to advance the Council’s strategic vision and strategic priorities. The strategic priorities adopted by City
Council are seven critical policy areas that work toward the City’s vision. These priorities include:
(1) Community for All; (2) Intentional Development
and Housing Options; (3) Mobility and Connectivity;
(4) Sustainability and Climate Resiliency; (5) Livability and Quality of Life; (6) Economic Vitality; and
(7) Organizational Strength and Good Governance.

Consolidated Plan Goals 1, 2, and 3 directly support
these priorities.

Economic Vitality
Strategy
City of Mountain View
Economic
Development
A guiding document that aligns the City’s plans to create livable neighborhoods and a strong local economy. The
strategy identifies 25 implementation strategies and
164 action items that the City and its partners will focus on for the next 10 years . The Consolidated Plan
Economic Vitality Goal 4 supports the Economic Vitality Strategy by investing in work force development and
small business assistance.

Mountain View

HOME-ARP
Allocation Plan
City of Mountain View Identifies homeless persons and households in the City of Mountain View and describes the gaps in the
current shelter and service system to inform the
allocation of federal funds. Informed the priority
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Describe cooperation and coordination with other public entities, including the state and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))

The City works closely with multiple public sector partners to implement the Consolidated Plan, such as, but not limited to:

• Consolidated Plan Goal 1: Facilitating the development of new fully affordable housing project by leveraging City funding with resources from the County Office of Supportive Housing (Measure A funding), the Santa Clara County Housing Authority (project-based vouchers), and HUD (CDBG, HOME, HOME-ARP funds).

• Consolidated Plan Goal 2: Responding to homeless in partnership with the County, Housing Authority, and HUD.

• Consolidated Plan Goal 5: Implementing capital projects related to transit, safety, and mobility in partnership with the Santa Clara Valley Transportation Authority and federal Department of Transportation, etc.

Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
needs in the Consolidated Plan and goal setting. The
City was awarded a HOME-ARP allocation of $982,560
and allocated it toward homeless supportive services
and the development of affordable rental housing.

These uses align with two of the Priority Needs
identified in this Consolidated Plan: (1) Increase
Affordable Housing; and (2) Respond to Homelessness.

2022 STI and HIV
Epidemiology
Report
Santa Clara County
Department of Public
Health
Identifies HIV diagnoses and cases and high-risk
populations and includes strategies for reducing HIV
diagnoses. Informed the recommendation for Priority
Needs 3 in the SP section below the Consolidated Plan.

Santa Clara
County Multi-
jurisdictional
Hazard Mitigation
Plan
County of Santa Clara
and jurisdictions
Assesses current capabilities and identifies action
items that will expand and improve existing
authorities, plans, policies, and resources for
mitigation. Informed the hazard risk section of the
Consolidated Plan.

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Narrative (optional):

Please see the narrative above.

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PR-15 Citizen Participation—91.105, 91.115, 91.200(c) and 91.300(c)

The following section is presented in landscape format to comply with HUD -required formatting standards.

1. Summary of citizen participation process/efforts made to broaden citizen participation:

The City of Mountain View coordinated closely with the County and the Regional Cohort in stakeholder consultation and resident engagement to leverage opportunities and streamline the process.

City of Mountain View specific engagement included:

• November 2, 2024 —A “pop-up” event on at the D ía de los Muertos festival at the Mountain View City Hall Civic Center . Interpretation was provided for in Spanish.

Approximately 40 to 50 event attendees —with a variety in age, household characteristics, disability, and race and ethni city—engaged with staff during the event. Staff spoke at length with many attendees about their hopes and priorities for their community, and staff emphasized contributing to the comment boards and filling out the survey as a key opportunity for residents to share their goals with City and County leaders.

• December 5, 2024 —An evening meeting with the City ’s Human Relations Commission, led by City staff, to provide background on the Consolidated Plan and the engagement process, and to collect Commission members ’ input on top housing and community development needs.

• December 16, 2024—Staff held a virtual community meeting held between 5:30 p.m. and 7 :00 p.m. in English and Spanish . After viewing a presentation on the Consolidated Plan, stakeholders and residents were moved into break rooms for a facilitated discussion about housing and community development needs (two break rooms were conducted in English; one was in Spanish).

• January 14, 2025 —Staff held a meeting with leaders of local Community -Based Organizations (CBO ’s) and gave a presentation on the Consolidated Plan, and attendees were invited to provide feedback on housing and community development needs.

• January 16 , 2025 —Staff conducted an individual stakeholder meeting with the Mountain View Chamber of Commerce to discuss community and economic Draft 2025-2030 Consolidated Plan
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development needs from the perspective of business community leadership in Mountain View.

Regional engagement that was done in coordination with the County included:

• Consolidated Plan Website—A website was published 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.

• Community Survey—A survey was made available to the participating communities in the County 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 detailed later in this report.

• Two Virtual Regional Workshops—The workshops were open to all residents living in the 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.

• Three Focus Groups—Focus groups were held with stakeholders in housing, supportive services, and community development serving residents throughout the county. After a brief presentation about the Consolidated Plan process —including information on how to circulate the survey and letstalkhousingscc.org website to clients—stakeholders participated in in -depth discussion about priority needs and solutions to needs . Attendees represented affordable housing providers . Service providers serving special -needs populations, people with lived experience, legal advocates, child-care service providers, public health agencies, mental health service providers, and others.

• One-on-One Interview with the Continuum of Care Staff—In coordination with the City of San Jose, who receives HOPWA and ESG funding and distributes that funding to the County ’s public service departments . In that interview, current data on homelessness, at -risk of homelessness, and residents in the Housing Queue were discussed, in addition to how the Consolidated Plan can best support the CoC Strategic Plan.

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2. Summarize citizen participation process and how it impacted goal setting.

The extensive citizen participation process is discussed above and informed the development of the 2025-2030 Consolidated Plan priorities.

Key Findings and Impact on Goals are as follows (with a full summary of outreach activities, survey data, and staff response included in the Community Engagement Appendix):

• Affordable Housing : Resident and stakeholder input confirmed the need for increased housing across the affordability spectrum . The five-year goal to increase the supply of housing for households earning 0 –80% AMI was developed in direct response.

— Survey responses: 84 out of 156 prioritized “Housing low -income renters, ” 81 supported “Homeownership opportunities,” and 73 prioritized “Supportive housing for the unhoused.”

• Addressing Homelessness : Community feedback identified assisting persons experiencing or at risk of homelessness as a top priority. This shaped the Plan’s goals to expand affordable and supportive housing, including permanent supportive housing.

— The City also prioritized partnerships with the Santa Clara County Housing Authority to support PSH units with long-term operating support.

• Public Services : Survey participants emphasized the need for youth services, child care, and mental health support. These informed the City’s goal to fund targeted public services for vulnerable populations.

Survey responses: 252 out of 563 selected both “Youth activities” and “Child care” as top needs, followed by 239 for “Mental health services.”

For population groups: the “Unhoused” and “Low- and moderate-income families” were top priorities, receiving 86 and 85 out of 156 responses, respectively. Residents with disabilities and mental illness followed closely with 75 responses each.

• Community Development and Infrastructure: Respondents identified strong interest in walkable and bikeable streets, ADA improvements, parks, and community centers.

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This feedback resulted in a new infrastructure goal focused on safety, mobility, and accessibility improvements, including curb cuts, ramps, and crosswalk beacons.

— Top activities prioritized : Job training (215), community centers (208), neighborhood cleanups (204), walkable/bikeable streets (203), sidewalks (198), and ADA improvements (138).

• Economic Development: Survey results supported economic empowerment efforts such as small business assistance and work force development. These informed the City’s continued support for microenterprise development and job training programs.

— Additional priorities identified: Revitalization of commercial areas and creating access to jobs through improved transportation.

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Engagement Promotion.

In order to maximize citizen participation and feedback, the City publicized community engagement opportunities and activities through a number of channels. Print newspaper display ads were published through the Palo Alto Daily Post; online newspaper display ads were published through the Mountain View Voice ; and information was provided in English, Spanish, Mandarin, and Russian .

Information was posted on the City’s website as well as its social media accounts , including Facebook, X, and Nextdoor. Email blasts were sent out to various City subscriber lists, and articles were published in the City ’s Council Connection and City Hall eNewsletter publications. Information was also made available on the LetsTalk Housing Santa Clara County website.

Table 4—Citizen Participation Outreach

Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of comments
not accepted and reasons
URL
(If applicable)
1 Día de los
Muertos festival
“pop-up”
engagement on
November 2,
2024
Mountain View
residents
40 to 50 walk-by
traffic who
engaged with
staff
Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the report.

N/A, all comments
accepted.

Not applicable.
2 City of Mountain
View Human
Relations
Commission
Meeting on
December 5,
2024
City
government
staff and
Committee
members
Meeting was
attended by the
Commissioners
and staff.

Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the report.

N/A, all comments
accepted.
https://mountainview.legistar.com/
MeetingDetail.aspx?ID=1205093&
GUID=5874806F-7192-4B17-8D10-
49D394E50BBA&Options=info|&Search=
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of comments
not accepted and reasons
URL
(If applicable)
3 City of Mountain
View Resident
Workshop
(virtual) on
December 16,
2024
Mountain View
residents
12 total,
1 Spanish-
speaking
Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the report.

N/A, all comments
accepted.

Not applicable.
4 Consolidated
Plan website
Countywide Website provided
information on
the Consolidated
Plan process and
ways for
community
residents and
stakeholders to
be engaged
through taking
the survey and
participating in
events.

N/A, all comments
accepted.
santaclara.letstalkhousing.org
5 Community
Survey open
from October to
December 2024
(online and
printed version)
Countywide
residents and
stakeholders
1,634 total
responses
Countywide
including
279 stakeholders.
166 responses for
Provided in
community
engagement
summary in
appendix and
referenced in
N/A, all comments
accepted.
www.Surveymonkey.com/r/SantaClaraCo
mmunity, during the period of the survey,
which is no longer live.

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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of comments
not accepted and reasons
URL
(If applicable)
Mountain View,
including 13
stakeholders.

relevant sections
through the report.

6 Two Virtual
Community
Workshops on
November 14
and November
20, 2024
Countywide
residents
55 total
participants
between the two
sessions provided
Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the report.

N/A, all comments
accepted.

Not applicable.
7 Three Virtual
Stakeholder
Workshops/
Focus Groups on
December 5,
December 11
and
December 17,
2024
Countywide
stakeholders
representing a
variety of
organizations
involved in
housing, social
services, and
community
development

72 total
stakeholder
participants
across the
3 sessions
provided.

Provided in
community
engagement
summary in
appendix and
referenced in
relevant sections
through the report.

N/A, all comments
accepted.

Not applicable.
8 Meeting with
opportunity for
feedback
Community
Based
Organizations
(CBOs);
Meeting was
attended by City
staff and
representatives
from the CBOs
N/A, all comments
accepted.

Not applicable.

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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of comments
not accepted and reasons
URL
(If applicable)
Chamber of
Commerce

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Needs Assessment

NA-05 Overview

Needs Assessment Overview

The Needs Assessment section of the Consolidated Plan provides a comprehensive analysis of the City’s most pressing housing and community development challenges. This section evaluates the extent of housing problems, including cost burden, overcrowding, and substandard housing conditions, with a focus on low - and moderate-income households. It also examines whether certain racial and ethnic groups experience disproportionately greater housing challenges . The primary data source is the decennial U.S. Census and the American Community Survey (ACS).

Other data sources (such as County HMIS data) are used to supplement the census data. The Needs Assessment informed the Consolidated Plan priorities in the Strategic Plan section.

The Needs Assessment also examines the scale and characteristics of homelessness within the City, including the availability of shelters, transitional housing, and supportive services . It also assesses the needs of non -homeless special populations, such as seniors, individuals with disabilities, and those living with HIV/AIDS, to determine the level of services required to support these groups. Beyond housing, the assessment reviews broader community development needs, including infrastructure, economic d evelopment, and access to essential public services . This analysis serves as the foundation for strategic planning efforts and funding allocations in subsequent sections of the Consolidated Plan.

HUD’s Comprehensive Housing Affordability Strategy (CHAS) data, derived from the American Community Survey (ACS), provides detailed insights into housing and community development needs, particularly for LMI households . HUD defines Low - and Moderate -Income (LMI) households as those earning less than 80% of the AMI. The City used this data, along with surveys and community outreach, to assess housing challenges and prioritize its federal funds for low - and moderate -income residents . The 2025 -2030 Consolid ated Plan relies on the latest HUD - provided CHAS data (2016 -2020) but incorporates more recent ACS data (2019 -2023) when applicable.

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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)

Summary of Housing Needs

This section analyzes housing affordability and conditions, focusing on low - and moderate- income households . It examines housing problems such as cost burden, overcrowding, and substandard conditions, and categorizes needs by income level and household type, including renters, homeowners, seniors, large families, and persons with disabilities . It identifies populations most affected by housing instability and affordability challenges, providing a foundation for setting priorities and strategies in the Consolidated Plan.

The tables below show the number of households that are cost burdened and impacted by the housing problems. Key findings for the City include:

• Severe Cost Burden for Extremely Low -Income Renters: 1,965 extremely low -income renters spend more than half of their income on housing. • Cost Burden for Moderate-Income Renters: 1,020 renters earning 51% to 80% of the area median income (AMI) spend at least 30% of their income on housing. • Severe Cost Burden for Extremely Low-Income Homeowners: 800 extremely low-income homeowners spend more than one-half of their income on housing. • Housing Needs for Residents with Disabilities: 2,015 residents with disabilities require housing support, with 40%-55% experiencing significant needs. • Domestic Violence and Housing Shortage: 2,374 residents experience domestic violence, with 241 annually needing housing services, yet fewer than 70 shelter beds exist Countywide.
• Overcrowded Housing: 1,439 renters live in overcrowded conditions, compared to just 56 homeowners.

Mountain View residents with extremely low incomes are disproportionately older and live in larger households:

• Extremely Low-Income Households: 4,610 households (14% of all households) earn less than 30% of the AMI ($55,300 for a family of four in 2024).

— During the next five years, as shown in the table below, the number of low -income households with needs is expected to increase slightly, from 8,749 as of 2025 to 9,054 in 2030 . The small increase is due to slowing population growth and lack of affordable housing. Numerically, the household groups with the greatest needs Draft 2025-2030 Consolidated Plan
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include: extremely low-income households; low-income renters; and by household type, elderly, and small-related households.

• Income by Age Group: Older adults (75+) are the most likely to have extremely low incomes with 38% earning below 30% of the AMI, compared to 17% of those aged 62 to 74, and 17% of households with young children.

Additionally, HUD calculates and sets the income limits each year for its program , and the limits are updated annually. Household income limits increase by household size.

Table 5, below, shows the limit for the HUD area median family income (HAMFI). This limit is also called the area median income or AMI. For the purposes of this document, these terms may be used interchangeably. For this Needs Assessment, the City primarily examined the needs of low- to moderate-income households at or below 80% AMI.

Table 5—Housing Needs Assessment Demographics

Demographics Base Year: 2010 Most Recent Year: 2023 % Change Population 74,066 82,363 11.2%
Households 31,957 34,933 9.3%
Median Income $88,244 $179,917 103.9%

Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)

Table 6—Total Households

0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 4,610 3,205 3,150 2,425 19,630
Small Family Households 1,215 975 910 960 10,070
Large Family Households 225 315 225 100 795
Household contains at least one
person 62-74 years of age 795 705 755 250 2,170
Household contains at least one
person age 75 or older 1,215 555 460 140 830
Households with one or more
children 6 years old or younger 649 408 185 375 2,225

Data Source: 2016-2020 CHAS

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Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs)

Table 7—Housing Problems 1

Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing—
Lacking
complete
plumbing or
kitchen facilities 4 25 15 0 44 10 20 35 0 65
Severely
Overcrowded—
with >1.51
people per room
(and complete
kitchen and
plumbing) 155 290 150 35 630 0 0 0 10 10
Overcrowded—
with 1.01 to 1.5
people per room
(and none of the
above problems) 415 175 135 75 800 0 10 10 25 45
Housing cost
burden greater
than 50% of
income (and
none of the
above problems) 1,965 670 210 55 2,900 800 380 180 55 1,415 Housing cost
burden greater
than 30% of
income (and
none of the
above problems) 365 615 1,020 700 2,700 140 245 375 425 1,185 Zero/negative
Income (and
none of the
above problems) 235 0 0 0 235 100 0 0 0 100

Data Source: 2016-2020 CHAS

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2. Housing Problems (Households with one or more Severe Housing Problems: lacks kitchen or complete plumbing, severe overcrowding, severe cost burden)

Table 8—Housing Problems 2

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having one or more of
four housing problems 2,540 1,160 510 160 4,370 810 410 230 90 1,540 Having none of four
housing problems 760 915 1,335 1,365 4,375 500 720 1,080 810 3,110 Household has
negative income, but
none of the other
housing problems 0 0 0 0 0 0 0 0 0 0

Data Source: 2016-2020 CHAS

3. Cost Burden > 30%

Table 9—Cost Burden > 30%

Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 1,005 650 385 2,040 135 170 125 430
Large Related 175 300 50 525 10 0 60 70
Elderly 880 405 184 1,469 600 320 289 1,209
Other 810 335 765 1,910 205 145 110 460
Total need by
income
2,870 1,690 1,384 5,944 950 635 584 2,169

Data Source: 2016-2020 CHAS

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4. Cost Burden > 50%

Table 10—Cost Burden > 50%

Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 0 0 280 280 110 130 0 240
Large Related 0 0 50 50 10 0 0 10
Elderly 675 270 39 984 525 160 79 764
Other 0 690 170 860 165 0 0 165
Total need by
income
675 960 539 2,174 810 290 79 1,179

Data Source: 2016-2020 CHAS

5. Crowding (More than one person per room)

Table 11—Crowding Information 1

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single-family
households 525 390 160 50 1,125 4 10 4 30 48
Multiple, unrelated
family households 45 0 90 40 175 0 0 4 4 8
Other, nonfamily
households 4 75 40 20 139 0 0 0 0 0
Total need by
income
574 465 290 110 1,439 4 10 8 34 56

Data Source: 2016-2020 CHAS

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Table 12—Crowding Information 2

Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Households
with Children
Present
Not
available
Not
available
Not
available
Not
available
Not
available
Not
available
Not
available
Not
available

Describe the number and type of single-person households in need of housing assistance.

Based on the Tables above summarizing census data, single-person households comprise 32% of total households in the City (or 11,643 single-person households). Additionally, single-person households make up the majority of unhoused residents. According to 2021 data for the City from the County’s HMIS, there were a total of 505 homeless single-person households, and these households comprised 83% of the homeless population . Of these households, 271 had a disabling condition.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault, and stalking.

Persons with disabilities . Disability is defined by HUD as a physical or mental impairment that substantially limits one or more of the major life activities . Residents with disabilities face high risks of housing instability, homelessness, and institutionalization, especially after losing aging caregivers. Limited incomes and rising housing costs worsen these challenges. In the City:

• 8% of residents (6,191 people) have a disability, similar to the County (9%, or 170,388 residents).
• Most common disabilities:
o Cognitive difficulty (25%).
o Ambulatory difficulty (22%).
• Age and disability correlation:
o 31% of residents 75+ have a disability.
o 21% of residents 65-74 have a disability.
• Housing and Support Needs
o Supportive housing with on-site services for those requiring assistance. o Accessible, affordable housing with in-home care for independent living.

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Survivors of domestic violence. According to the County’s HMIS data for the City, in 2021:

• 26% of the total homeless population had experienced domestic violence prior to accessing services and housing.
o An additional 55 individuals indicated that they were fleeing domestic violence at the time of program enrollment.

Of total domestic violence survivors:

• 64% were women;
• 60% identified as White; 36% identified as Hispanic; and 13% as identified as Black or African American.

What are the most common housing problems?

According to the analysis of CHAS and ACS data, the most common housing problems in Mountain View are housing cost burden, followed by shortage of housing for residents with disabilities and domestic violence, and overcrowding.

• Severe Cost Burden for Extremely Low -Income Renters : As shown in the table above, 1,965 extremely low-income renter households spend more than 50% of their income on housing, classifying them as experiencing a severe cost burden.

• Cost Burden for Moderate -Income Renters : As shown in the table above, 1,020 renter households earning 51% to 80% of the AMI are cost burdened, spending at least 30% of their income on housing.

• Severe Cost Burden for Extremely Low -Income Homeowners : As per the table above, 800 extremely low-income homeowners spend more than half of their income on housing.

• Housing Needs for Residents with Disabilities : As per Table 28 , 2,015 residents with disabilities require housing support with 40% to 55% experiencing significant needs.

• Domestic Violence and Housing Shortage : Based on national rates, it is estimated that 2,374 residents experience domestic violence with 241 annually needing housing services, yet fewer than 70 shelter beds exist Countywide.

• Overcrowded Housing: As per Table 11 above, 1,439 renters live in overcrowded conditions (between 1.01 and 1.5 persons per room) while 56 homeowners experience severe overcrowding (more than 1.5 persons per room).

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Are any populations/household types more affected than others by these problems?

Mountain View residents with extremely low incomes are disproportionately older and live in larger households:

• Extremely Low-Income Households: As per Table 6 above, 4,610 households (14% of all households) earn less than 30% of the AMI ($55,300 for a family of four in 2024).

• Income by Age Group : Older adults (75+) are the most likely to have extremely low incomes, with 38% earning below 30% of the AMI, compared to 17% of those aged 62-74, and 17% of households with young children.

Describe the characteristics and needs of low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)) . Also, discuss the needs of formerly homeless families and individuals who are receiving rapid rehousing assistance and are nearing the termination of that assistance

Low-income individuals and families with children —especially those with extremely low incomes—face a heightened risk of housing instability and homelessness in the County and the City. Many of these households are currently housed but live on the edge of homelessness due to severe cost burdens, limited incomes, and often multiple vulnerabilities, such as mental health issues, domestic violence, and disability . HMIS data from the County about their homelessness prevention (HP) and rapid rehousing (RRH) pro grams offers insight into the characteristics and needs of this at-risk population.

Key Risk Factors Among At-Risk Populations

Data from the Santa Clara County Office of Supportive Housing and the Consolidated Plan provide insight into the specific vulnerabilities of extremely low -income households that are currently housed but at imminent risk of becoming homeless:

Severe Cost Burdens. Data source: Table 7

• 1,965 renter and 800 homeowner households are both extremely low-income and severely cost-burdened.

Overcrowding. Data source: Table 11

• 1,439 renter households live in overcrowded conditions (1.01 to 1.5 persons per room), which is linked to increased housing instability.

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Households with Disabilities. Data source: Table 28

• 2,015 residents with disabilities have housing needs, signaling demand for supportive and accessible housing options.

Domestic Violence Survivors. Estimates based on national prevalence rates.

• Approximately 241 households annually in the region are survivors of domestic violence and in need of housing support.

Racial and Ethnic Disparities. Data source: Table 21 (NA-25)

• 30% of Black households and 33% of Hispanic households are severely cost -burdened, compared to 17% of the general population.

Homelessness Prevention (HP) Program Participants—Countywide, 2024

In 2024, 3,014 households were enrolled in the County ’s Homelessness Prevention programs.

While data is not disaggregated by city, Mountain View residents are among those served . The program successfully helped most participants remain housed:

Stable Outcomes:

• 95% remained stably housed during assistance
• 94% retained housing after one year

Demographics:

65% Hispanic/Latina/e/o; 12% Black/African American; 14% White (non -Hispanic); smaller proportions of Asian (7%) and American Indian/Alaska Native (4%)

Household Composition:

• 57% families with children
• 30% single adults
• 72% women-headed households

Vulnerabilities:

21% mental health disorders, 26% chronic conditions, 20% domestic violence survivors

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Income:

Average monthly household income: $2,485

Age:

Majority (57%) aged 25 to 44; 3% were transitional-age youth (18 to 24)

Demand for Housing and Shelter

As of February 13, 2025, 5,455 households were on the community housing queue awaiting permanent housing placement as a part of the County ’s coordinated entry system . While not Mountain View-specific, this indicates regional demand:

• 678 households (12%) are families with children

• An additional 389 households are families with children are on the Emergency Shelter Queue, along with 1,055 adults without children

Rapid Rehousing (RRH) Participants—Countywide, 2024

In 2024, 1,689 households enrolled in the County ’s RRH programs, which support formerly homeless families and individuals to transition into stable housing . The City of Mountain View provides a financial contribution to this program a s well as facilitating the development of affordable housing projects that include RRH units for families.

Demographics:

• 50% Hispanic/Latina/e/o; 19% Black/African American; 22% White (non -Hispanic); 8% Asian; 8% American Indian/Alaska Native

Household Composition:

• 39% were families with children; 57% single adults
• 47% were women-headed households

Vulnerabilities:

• 30% reported mental health disorders; 24% chronic conditions; 14% substance use disorders

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Income:

• Average monthly household income: $1,733, well below regional affordability thresholds

Program Outcomes:

• 74% exited to permanent housing—exceeding the County’s 73% goal

• Among those who exited, only 22% returned to homelessness within two years, with lower return rates for veterans (17%)

Summary of Needs

Low-income households at risk of homelessness in Mountain View —especially extremely low - income families with children—share the following common characteristics:

• Severely cost-burdened and living below the poverty line • Disproportionately from communities of color
• Often led by single women
• Frequently managing one or more vulnerabilities (mental health, disability, or domestic violence)
• Facing overcrowded or substandard housing conditions

If a jurisdiction provides estimates of the at -risk population(s), it should also include a description of the operational definition of the at -risk group and the methodology used to generate the estimates:

The City of Mountain View considers any population “at risk” if they are experiencing a housing cost burden or severe housing cost burden. Among the at-risk populations identified in the City’s HOME ARP Allocation Plan, three subsets face a heightened risk compared to their peers, including those at imminent risk of homelessness . Data collected from households enrolled in homeless prevention programs, those who have contacted the Here4You housing helpline, and individuals in the community housing queue help illustrate the characteristics and needs of those at imminent risk of homelessness.

The City uses HUD’s definition of “at risk of homelessness ” for projects that include federal funding, which applies to individuals or families who meet the following criteria:

1. Has an annual income below 30% of median family income for the area as determined by HUD;

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2. Does not have sufficient resources or support networks, e.g., family, friends, faith -based, or other social networks, immediately available to prevent them from moving to an emergency shelter or another place; and

3. Meets one of the following conditions:

o Has moved because of economic reasons two or more times during the 60 days immediately preceding the application for homelessness prevention assistance; o Is living in the home of another because of economic hardship; o Has been notified in writing that their right to occupy their current housing or living situation will be terminated within 21 days after the date of application for assistance; o Lives in a hotel or motel, and the cost of the hotel or motel stay is not paid by charitable organizations or by federal, state, or local government programs for low - income individuals;
o Lives in a single -room occupancy or efficiency apartment unit in which there reside more than two persons or lives in a larger housing unit in which there reside more than 1.5 people per room as defined by the U.S. Census Bureau; o Is exiting a publicly funded institution, or system of care (such as a health-care facility, a mental health facility, foster care or other youth facility, or correction program or institution); or
o Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness as identified in the recipient’s approved consolidated plan.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness.

As mentioned above, households that are most vulnerable to becoming homeless because of insufficient incomes and potential unforeseen financial challenges —a significant cause of homelessness. Many of these households include children . According to the CoC cite research (and PIT surveys) , survey respondents stated the primary events or conditions that led to homelessness are as follows: job loss (24%) , alcohol or drug use (11%) , divorce/separation/break-up (9%), eviction (8%), fleeing domestic violence (8%), and/or other reason (8%).

When asked what barriers prevent them from securing permanent and stable housing, survey participants most commonly cited the following factors: inability to afford rent, lack of employment or insufficient income, lack of funds for moving costs, poor credit history, limited housing availability, and/or a criminal record.

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Discussion

Please see the discussion above.

NA-15 Disproportionately Greater Need: Housing Problems—91.205 (b)(2)

Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction

A key task of the Consolidated Plan is identification of racial or ethnic groups that may experience a disproportionately greater extent of housing problems in the community. A disproportionately greater housing problem or need exists when the numbers of a racial or ethnic group at a given income level experience housing problems at a rate greater than 10 % or more than the income level as a whole.

HUD identifies four housing problems:

1. Housing unit lacking complete kitchen facilities;

2. Housing unit lacking complete plumbing facilities;

3. Overcrowded with more than one person per room, not including bathrooms, porches, foyers, halls, or half‐rooms; and

4. Cost burden with household paying more than 30% of income toward housing costs, including utilities.

The tables below show housing needs for households by AMI range and by race and ethnicity .

The data indicates that:

• Extremely low-income Hispanic households have disproportionate needs compared to the jurisdiction as a whole (Table 13).

• Very low-income Black and Hispanic households have disproportionate needs compared to the jurisdiction as a whole (Table 14).

• Low- and moderate-income Black households have disproportionately high housing needs (Tables 15 and 16).

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0% to 30% of Area Median Income

Table 13—Disproportionally Greater Need 0 to 30% AMI

Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 3,855 755 0
White 1,660 365 0
Black/African American 105 25 0
Asian 885 265 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,130 95 0

Data Source: 2016-2020 CHAS
30% to 50% of Area Median Income

Table 14—Disproportionally Greater Need 30% to 50% AMI

Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,435 775 0
White 815 525 0
Black/African American 150 15 0
Asian 445 170 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 945 45 0

Data Source: 2016-2020 CHAS
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50% to 80% of Area Median Income

Table 15—Disproportionally Greater Need 50% to 80% AMI

Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,135 1,015 0
White 1,035 565 0
Black/African American 85 4 0
Asian 610 280 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 365 160 0

Data Source: 2016-2020 CHAS
80% to 100% of Area Median Income

Table 16—Disproportionally Greater Need 80% to 100% AMI

Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,375 1,050 0
White 785 465 0
Black/African American 25 4 0
Asian 355 330 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 25 0
Hispanic 140 185 0

Data Source: 2016-2020 CHAS

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Disproportionately Greater Need (Jurisdiction) of Households experiencing one or more Housing Problems:

Table 17—Disproportionately Greater Need, % with Housing Problems

0-30% AMI 30-50% AMI 50-80% AMI 80-100% AMI
No. % No. % No. % No. %
Jurisdiction as a whole 3,855 84% 2,435 76% 2,135 68% 1,375 57% White 1,660 82% 815 61% 1,035 65% 785 63%
Black/African American 105 81% 150 91% 85 96% 25 86%
Asian 885 77% 445 72% 610 69% 355 52%
American Indian, Alaska
Native
0 N/A 0 N/A 0 N/A 0 N/A
Pacific Islander 0 N/A 0 N/A 0 N/A 0 0%
Hispanic 1,130 92% 945 95% 365 70% 140 43%

Data Source: 2016-2020 CHAS

Discussion

Please see the discussion above.

NA-20 Disproportionately Greater Need: Severe Housing Problems—

91.205 (b)(2)

Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction

As mentioned in NA-10, HUD defines severe housing problems as:

• Units lacking complete kitchen facilities
• Units lacking complete plumbing facilities
• Severely overcrowded housing with more than 1.5 persons per room • Severely cost burdened households paying more than 50% of income toward housing costs, including utilities

According to HUD, a disproportionate need exists when any group has a housing need that is 10 percentage points or more than the jurisdiction or the household category as a whole . This section assesses the needs of racial and ethnic groups with disproportionately severe housing problems or needs.

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The tables below show severe housing problems for households by AMI range and by race and ethnicity. The data indicates that:

• Share of households experiencing severe needs is disproportionately high for low-income Hispanic households (Tables 18, 19, and 20).

0% to 30% of Area Median Income

Table 18—Severe Housing Problems 0 to 30% AMI

Severe Housing Problems* Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative
income, but none of
the other housing
problems
Jurisdiction as a whole 3,350 1,260 0
White 1,345 680 0
Black/African American 90 40 0
Asian 760 390 0
American Indian, Alaska
Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,085 135 0

Data Source: 2016-2020 CHAS
30% to 50% of Area Median Income

Table 19—Severe Housing Problems 30% to 50% AMI

Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,570 1,635 0
White 480 860 0
Black/African American 95 70 0
Asian 295 315 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 680 310 0

Data Source: 2016-2020 CHAS

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50% to 80% of Area Median Income

Table 20—Severe Housing Problems 50% to 80% AMI

Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 740 2,415 0
White 325 1,275 0
Black/African American 0 89 0
Asian 200 690 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 180 335 0

Data Source: 2016-2020 CHAS

80% to 100% of Area Median Income

Table 217–Severe Housing Problems 80% to 100% AMI

Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 250 2,175 0
White 75 1,180 0
Black/African American 0 30 0
Asian 105 580 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 25 0
Hispanic 44 285 0

Data Source: 2016-2020 CHAS

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Disproportionately Greater Need (Jurisdiction) of Households experiencing one or more Severe Housing Problems:

Table 22—Disproportionately Greater Need, % with Severe Housing Problems

0-30% AMI 30-50% AMI 50-80% AMI 80-100% AMI
No. % No. % No. % No. %
Jurisdiction as a whole 3,350 73% 1,570 49% 740 23% 250 10% White 1,345 66% 480 36% 325 20% 75 6%
Black/African American 90 69% 95 58% 0 0% 0 0%
Asian 760 66% 295 48% 200 22% 105 15%
American Indian, Alaska
Native
0 N/A 0 N/A 0 N/A 0 N/A
Pacific Islander 0 N/A 0 N/A 0 N/A 0 0%
Hispanic 1,085 89% 680 69% 180 35% 44 13%

Data Source: 2016-2020 CHAS

Discussion

Please see discussion above.

NA-25 Disproportionately Greater Need: Housing Cost Burdens—91.205 (b)(2)

Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction:

This section assesses housing cost burdens and disproportionately greater needs among households in Mountain View. A household is considered cost burdened when it pays more than 30% of its gross income on housing costs, including utilities, and severely cost burdened when it pays more than 50% . The analysis examines the total number of households falling into three categories: (1) those paying less than 30% of income on housing ; (2) those paying between 30% and 50%; and (3) those paying more than 50%.

To evaluate disproportionately greater need, the racial and ethnic composition of all households in the jurisdiction is first reviewed . A group is considered to have a disproportionately greater need if the share of households experiencing cost burdens exceeds that of the jurisdiction overall by 10 percentage points or more.

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Overall, there are 10,780 households in the City that are cost burdened . Of these, 5,650 pay between 30% and 50% of their incomes in housing costs, and another 5,130 pay more than 50%, as shown in Table 23 below. Black households are disproportionately likely to experience cost burden compared to the jurisdiction overall, with 180 households, equal to 29% of Black households, cost -burdened compared to 17% overall . Black and Hispanic households are disproportionately likely to experience severe cost burden, with 29% and 33 % burdened, respectively, compared to 16% in the jurisdiction overall . Severe cost burden is an indicator of homelessness risk and, as such, Black and Hispanic households have higher risks of homelessness than other races.

Housing Cost Burden

Table 23—Greater Need: Housing Cost Burdens AMI

Housing
Cost Burden
<=30%
(No Cost
Burden)
30-50%
(Cost Burden)
>50%
(Severe Cost
Burden)
No/negative
income
(not
computed)
Jurisdiction as a
whole 21,910 (66%) 5,650 (17%) 5,130 (16%) 335 (1%)
White 11,870 (70%) 2,705(16%) 2,145 (13%) 130 (1%)
Black / African
American 240 (38%) 180 (29%) 180 (29%) 25 (4%)
Asian 7,390 (71%) 1,575 (15%) 1,240 (12%) 185 (2%)
American Indian,
Alaska Native 0 (0%) 0 (0%) 20 (100%) 0 (0%)
Pacific Islander 35 (100%) 0 (0%) 0 (0%) 0 (0%)
Hispanic 1,790 (42%) 1,020 (24%) 1,410 (33%) 0 (0%)

Data Source: 2016-2020 CHAS

Discussion:

Please see discussion above.

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NA-30 Disproportionately Greater Need: Discussion—91.205(b)(2)

Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole?

When examining the 2016 -2020 CHAS data provided by the HUD, people or households who identify as Hispanic and Black have a disproportionate housing need, including housing cost burden and severe housing cost burden. As discussed in NA-25 above, and as per Table 21:

• Black households are disproportionately likely to experience cost burden compared to the jurisdiction overall, with 30% of Black households being cost burdened compared to 17% overall.

• Black and Hispanic households are disproportionately likely to experience severe cost burden, with 30% and 33% severely burdened, respectively, compared to 16% in the jurisdiction overall. Severe cost burden is an indicator of homelessness risk and, as such, Black and Hispanic households have higher risks of homelessness than other races.

As discussed in NA-15 above:

• Extremely low-income Hispanic households have disproportionate needs compared to the jurisdiction as a whole (Table 13).

• Very low-income Black and Hispanic households have disproportionate needs compared to the jurisdiction as a whole (Table 14).

• Housing needs remain disproportionately high for low- and moderate -income Black households (Tables 15 and 16).

If they have needs not identified above, what are those needs?

Residents in the County, and in the City of Mountain View, with needs that are not adequately captured in secondary data like that above include survivors of domestic violence and LGB individuals—both of whom need far more transitional and permanent suppor tive housing tailored to their needs than is available in the county . Additional services for immigrants, such as language services, citizenship classes, and navigation assistance are also needed . For populations with alcohol and substance abuse issues, more sober living environments and rehabilitation services are needed.

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Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?

Mountain View’s Sixth Cycle Housing Element (2023-2031) identifies concentrations of Hispanic and Latino residents in Block Groups around Rengstorff Park and North Bayshore , and concentrations of Asian residents in Block Groups near the San Antonio and Whisman Station neighborhoods. The schools in which Hispanic children are concentrated offer lower levels of proficiency and opportunity than others in the City.

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NA-35 Public Housing—91.205(b)

Introduction

This section examines the role of public housing in addressing affordable housing needs within the City. It provides an overview of the number, condition, and occupancy rates of public housing units and Housing Choice Vouchers (Section 8) . This section also assesses the needs of public housing residents, including supportive services for seniors, individuals with disabilities, and families. Additionally, it identifies challenges faced by the local Public Housing Authority (PHA), such as funding limitatio ns, maintenance concerns, and efforts to improve housing conditions and resident outcomes. Note that “public housing” typically refers to local Housing Authorities.

Therefore, for the purpose of the Consolidated Plan, responses to any section related to public housing will be regarding the Santa Clara County Housing Authority (SCCHA).

The SCCHA administers a variety of federal rental assistance programs for use in the County of Santa Clara. These programs are targeted toward low -, very low -, and extremely low-income households, more than 80% of which are extremely low -income families, seniors, veterans, persons with disabilities, and formerly homeless individuals.3 In the County, the vast majority of federal publicly supported housing is provided through the Section 8 voucher program , which comprises:

1. Housing Choice Voucher (HCV) Program, which allows households to find a privately owned unit on their own , pays approximately 30% of their monthly income toward rent , and SCCHA pays the balance to the property owner; and

2. Project-Based Vouchers (PBV) Program Project that is attached to individual units in the publicly assisted housing inventory managed by SCCHA.

SCCHA also manages special -purpose voucher programs that serve other targeted populations , including the Veterans Affairs program, Family Unification, and Disability programs. Some SCCHA special programs combine housing assistance with savings incentives , and others include case management services provided in collaboration with community service agencies.”

As of January 2025, there are approximately 485 HCV households living in in Mountain View .

Countywide, the total waiting list for all vouchers is always open and is currently at 42,872 persons, which includes both HCV and PBV. Note that the same household may choose to be on both lists; therefore, this figure may double -count households if they are on both lists.

Additionally, eligibility is not verified until the household is selected; therefore, the total waiting list number is considerably larger than the actual unduplicated number of households actively

3 Santa Clara County Housing Authority. “About SCCHA.” https://www.scchousingauthority.org/about-SCCHA/

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seeking a housing voucher. Nevertheless, a waiting list of nearly 43,000 persons is high. The waiting list household characteristics include 41% families with children, 20% elderly, 18% with disabilities, and 2% veterans. The waiting list is operated on a lottery basis , and there is a preference for families who have lived and worked in the County for the past five years and for veterans. PBV units are tracked for accessibility features , and a lottery is drawn to match the needed features with tenants.

In 2008, SCCHA was designated a Moving to Work (MTW) agency. The MTW program is a federal demonstration program that allows greater flexibility to design and implement more innovative approaches for providing housing assistance. 4 The Moving to Work program has 60 different initiatives with the goal of improving outcomes and experiences for both residents and landlords.

Administrative streamlining has had an effect, including paperwork timing and inspections, which helps get people into units more quickly. This streamlining also helps with recruiting landlords to the program as they benefit from the consistency of payments.

Totals in Use

Table 24—Public Housing in Mountain View by Program Type

Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
No. of units’
vouchers in use 0 0 0 485 159 326 87 3 50
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-Year, and Nursing Home Transition *Mountain View also has 21 emergency housing vouchers administered through SCCHA.

4 SSCHA. “Moving to Work FY2020 Annual Plan.” October 16, 2019.

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Characteristics of Residents

Table 25—Characteristics of Public Housing Residents by Program Type, Santa Clara County

Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual
Income N/A N/A N/A $20,020 $19,221 $20,409 $25,082 $31,006 Average length of
stay (years) N/A N/A N/A 9.8 5.1 12.1 3.2 .6
Average Household
size N/A N/A N/A 1.5 1.6 1.4 1.2 2.7
No. Homeless at
admission 0 0 0 87 47 40 28 0
No. of Elderly
Program
Participants (>62)
0 0 0 252 48 204 21 0
No. of Disabled
Families 0 0 0 234 39 195 13 0
No. of Families
requesting
accessibility
features
0 0 0 N/A N/A N/A N/A N/A
No. of HIV/AIDS
program
participants

N/A N/A N/A N/A N/A N/A N/A N/A

Data Source: Santa Clara County Housing Authority, data retrieved January 2025.

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Race of Residents

Table 26–Race of Public Housing Residents by Program Type, Santa Clara County

Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 0 310 92 218 60 1 5
Black/African
American 0 0 0 66 18 48 16 2 0
Asian 0 0 0 81 30 51 5 0 0
American
Indian/Alaska
Native
0 0 0 18 13 5 2 0 0
Pacific
Islander 0 0 0 8 4 4 4 0 0
Other 0 0 0 2 2 2 0 0 0
Data Source: Santa Clara County Housing Authority, data retrieved January 2025.

*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-Year, and Nursing Home Transition *Race of emergency housing voucher holders in Mountain View is White = 12 vouchers; Black/African American = 5 vouchers; Asian = 2 vouchers; AIAN = 1 voucher; Pacific Islander = 1 voucher.

Ethnicity of Residents

Table 27–Ethnicity of Public Housing Residents by Program Type, Santa Clara County

Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
Hispanic 0 0

0 110 59 51 19 0 2
Not
Hispanic
0 375 100 275 68 3 3

*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: Santa Clara County Housing Authority, data retrieved January 2025. *Ethnicity of emergency housing voucher holders in Mountain View is 10 Hispanic and 11 non-Hispanic.

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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units

The Santa Clara County Housing Authority (SCCHA) does not have public housing units , which HUD defines as a rental housing unit owned and managed by a public housing agency, located in Mountain View. However, the Housing Authority can offer other reasonable accommodations to help households applying to its Housing Choice Voucher program. SCCHA data on the needs of those in units or on the waitlist is unavailable. SCCHA addresses the most immediate needs of public housing tenants, during the intake and recertification process.

The SCCHA 2022 Administrative Plan Section 1.8 defines a disability as “A physical or mental impairment that substantially limits one or more of the major life activities of an individual. ”5 The applicant or participant must have a record of such impairment or being regarded as having such impairment. Section 1.8 also discusses the PHA’s policy on reasonable accommodations, to address the immediate needs of public housing tenants either seeking an affordable accessible unit or accommodation to an existing unit:

“Requests for reasonable accommodations will be assessed on a case -by-case basis. If the HA finds that the requested accommodation creates an undue administrative or financial burden, the HA will present an alternate accommodation that will still meet the need of the person. If no alternate accommodation exists, the HA may deny the request. If the disability and/or need for the accommodation is not readily apparent, the HA will require written verification of the disability and/or need for the accommodat ion from a knowledgeable professional or reliable third party. The HA will provide a written decision to the person requesting the accommodation within 15 days of the date that the verification is received . If a person is denied the accommodation or feels that the alternative suggestions are inadequate, they may request an informal hearing to review the HA’s decision.”

Most immediate needs of residents of Public Housing and Housing Choice voucher holders

The County ’s rental market continues to be a challenge for leasing units to Housing Choice Voucher holders as they face high rents and reluctance from landlords to lease units despite the illegality of income -source discrimination. Among other efforts to address this issue, SCCHA is continuing to promote the use of Project-Based Vouchers and actively participates in Countywide efforts to increase the affordable housing supply. An initiative of the MTW program to address the issue of landlord participation is the provision of an incentive of $1,500 bonus to new landlords and $1,500 to landlords who rerent to a new voucher holder. SCCHA has also created

5 https://www.scchousingauthority.org/wp-content/uploads/2022/09/Chapter_1— Policies_and_Objectives_rev._05-01-2021.pdf

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an owner/service department to serve landlords in the program to address issues of payments and any tenant issues.

In 2025, SCCHA will begin using small area median income (SAMI) to increase voucher values and expand access to higher-opportunity areas within the County. They are also launching a Housing Mobility Pilot Program aimed at helping Housing Choice Voucher families move to higher-income, higher-opportunity neighborhoods. As part of this effort, SCCHA held focus groups to identify policy barriers families face.

The program will support participants by helping them locate units and providing assistance with security deposits and application fees. SCCHA is currently selecting 100 existing voucher-holder families to take part in the pilot.

Services regularly requested by tenants include:

• General financial assistance for emergencies;
• Security deposit assistance; and
• Digital services, broadband, training, and devices.

SCCHA applied for a digital equity grant through HUD, which was not successful but will continue to seek out funding opportunities to address this important gap as it is often referenced as a high- priority need for senior residents in particular.

How do these needs compare to the housing needs of the population at-large?

The needs of public housing and Section 8 tenant-based rental -assistance households as identified by SCCHA staff are consistent with the needs of the lower -income population across the County based on results of the Santa Clara Housing and Community Survey for this plan, resident engagement workshops, and stakeholder input on behalf of residents they serve.

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NA-40 Homeless Needs Assessment—91.205(c)

Introduction:

The Santa Clara County Continuum of Care (CoC) receives federal funding from the U.S. Department of Housing and Urban Development (HUD) and as a condition of this funding is required to report on the number of individuals and families experiencing homelessness within its jurisdiction. The primary data source for this reporting is the annual Point-in-Time (PIT) Count, conducted each January using HUD-recommended methodologies.

The 2023 PIT Count held January 24 and 25, identified 562 individuals experiencing homelessness in Mountain View, representing approximately 6% of the total homeless population in the County. Of those counted in Mountain View, 75% were unsheltered and 25% were sheltered — a distribution that reflects the broader Countywide pattern. The PIT Count includes both field enumerations of unsheltered individuals and data collection from shelters , using the Homeless Management Information System (HMIS) or direct provider reporting. A subset of both sheltered and unsheltered individuals is surveyed to collect detailed demographic and contextual information, offering insights into trends across jurisdictions.

In 2023, PIT Counts were conducted across numerous cities and unincorporated areas of the County, including Mountain View, Palo Alto, Sunnyvale, Cupertino, and San Jose, among others .

The figure below compares the 2022 and 2023 PIT results for Mountain View, other jurisdictions, and the County; Mountain View experienced the largest increase in homelessness across the County between 2022 and 2023 —a 62% rise in overall homelessness and a 106% increase in unsheltered homelessness. In contrast, sheltered home lessness in the City declined slightly by 1% during the same period. This shift reflects a growing imbalance in the City’s sheltered versus unsheltered population, a trend mirrored Countywide and in stark contrast to 2019, when these populations were more evenly distributed . In Mountain View, the 2023 PIT Count recorded 286 more unsheltered individuals than sheltered individuals.

According to City staff, the sharp increase in unsheltered homelessness was expected and is attributed in part to changes in data collection practices . Specifically, in 2023, participants in Mountain View’s Safe Parking Program were counted directly by Move MV, the program’s service provider. In 2022, however, an undercount likely occurred when Safe Parking participants were inadvertently omitted from the PIT due to limitations in the enumeration approach. This change in methodology contributes to the ap parent surge in homelessness observed between the two years.

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Table 28: Unsheltered and Sheltered Homelessness, Santa Clara County, 2022-2023

Source: 2022 and 2023 Point-in-Time (PIT) data.

The County ’s Office of Supportive Housing tracks homelessness data using the Homeless Management Information System (HMIS) . As of the most recent available data (2021), 690 individuals in 606 households experienced homelessness in Mountain View.

Demographics:

• Race: 61% White, 13% Black/African American, 7% Asian, 6% Multiracial, 4% American Indian/Alaska Native, 2% Native Hawaiian/Pacific Islander

• Ethnicity: 45% Hispanic/Latinx

• Other characteristics: 46% had a disability, 39% were chronically homeless, 38% were age 55+, 4% were unaccompanied youth, and 26% were survivors of domestic violence.

HUD requires local jurisdictions to report on the following homelessness performance measures:

• Annual Number of Persons Experiencing Homelessness: Unduplicated total of all individuals enrolled during the year

• First-Time Homeless: Unduplicated count of those newly appearing in HMIS

• Exits to Permanent Housing: Unduplicated count of individuals exiting to a HUD -defined permanent destination

• Length of Homelessness: Average number of days individuals experienced homelessness

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Table 29—Homeless Needs Assessment

Population Estimate the Number of
persons experiencing
homelessness on a
given night
Estimate the
Number
experiencing
homelessness
each year
Estimate
the
Number
becoming
homeless
each year
Estimate the
Number
exiting
homelessness
each year
Estimate the
Number of
days persons
experience
homelessness
Sheltered Unsheltered
Persons in
Households
with Adult(s)
and Child(ren) 700 221 921 332 — —
Persons in
Households
with Only
Children 31 179 220 79 — —
Persons in
Households
with Only
Adults 170 964 1,134 408 — —
Chronically
Homeless
Individuals 371 2,099 2,470 889 — —
Chronically
Homeless
Families 204 65 269 97 — —
Veterans 209 444 653 235 — —
Unaccompanied
Youth/Young
Adult 96 1,782 1,878 676 — —
Persons with
HIV 29 165 194 70 — —

Data Source Comments:

The data reflects HMIS reports from clients whose last permanent zip code was in the Urban County or outside the County. Unsheltered population data is only available at the Countywide level as current methods do not break it down by jurisdiction.

Since 2016, Mountain View has invested nearly $1 million annually in one-time funds to support homelessness response efforts . Recognizing that homelessness is a regional issue, the City

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partners closely with the County of Santa Clara’s Office of Supportive Housing—the lead agency for homeless services—to leverage resources and expertise.

Mountain View supports the County’s supportive housing system through funding, partnerships, and in-kind contributions across the housing continuum. This includes prevention, outreach, safe parking, shelter, and interim and permanent housing . In 2022-2023, the City’s homeless prevention programs served 625 individuals.

If data is not available for the categories , “number of persons becoming and exiting homelessness each year, ” and “number of days that persons experience homelessness, ” describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):

County HMIS provides data on individuals who access homeless services . The information for Mountain View reflects clients who self-reported their last permanent zip code in Mountain View or within the broader Urban County as well as those whose zip code was outside the County.

However, for individuals experiencing unsheltered homelessness, current methodologies only provide aggregate data at the County level and do not break down subpopulation information by city.

To supplement this gap, the City of Mountain View uses additional sources, such as local program data and school district reporting to understand homelessness trends . In Fiscal Year 2023–24, 283 Mountain View households completed the VI -SPDAT assessment, signaling a first -time request for housing. During the same period, 107 households were placed in permanent housing.

This mirrors a Countywide trend in which more households request housing support than are housed each year.

In Fiscal Year 2023-24, key homelessness response efforts in Mountain View included:

• Homelessness Prevention and Housing: The County -funded prevention program supported 665 individuals and 246 households in maintaining stable housing . The Rapid Rehousing (RRH) program housed 157 individuals and 89 households.

• Youth Homelessness: The Mountain View Whisman School District served 361 McKinney- Vento students while the Mountain View Los Altos Union High School District served 95.

• Interim Housing: LifeMoves Mountain View served 198 clients across 155 households. The average length of stay was 191 days with exiting clients staying an average of 130 days.

• Safe Parking: The City’s Safe Parking Program enrolled 138 individuals and 227 households, operating at capacity. Thirty-six (36) households exited the program with an average stay of 419 days.

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The following section includes County-level subpopulation data from 2022–2023, supplemented by Mountain View-specific data from 2021.

Chronically homeless individuals. In 2023, a total of 3,166 individuals (32% of the total homeless population) were chronically homeless in the County, representing an overall percentage increase of 12% from 2022 . Sixty-six percent (66%) of homeless persons in the County in 2023 reported that they were not experiencing homelessness for the first time . Over one-half (52%) of which reported becoming homeless for the first time between the ages of 25 years and 59 years. Most persons (46%) counted during the 2023 PIT reported experiencing only one episode of homelessness in the past three years while 17% reported experiencing two episodes of homelessness, and 15% reported experiencing three episodes of homelessness.

In the City of Mountain View, there were a total of 271 chronically homeless persons during 2021, which represented 39% of the total homeless population . Over half (56%) of chronically homeless persons identified as White while 33% identified as Hispanic and 17% identified as Black or African American . Single-adult households were significantly more likely to be chronically homeless, comprising 92% of chronically homeless individuals (223 chronically homeless single adults).

Families with children. A total of 1,226 families with children (365 households) were homeless in the County in 2023 . Most families with children were sheltered (81%) during this time .

According to a press release from the Office of Supportive Housing, the number of homeless families in the County increased by 36% since the previous PIT results ; though, these numbers likely mirror the early results of the County ’s Heading Home campaign to end family homelessness. As noted in the press release, families who typically go uncounted become easier to tally as more community members access new services and resources. Additionally, between September 2023 and August 2024, there were a total of 549 families with children (31%) enrolled in the County’s rapid rehousing (RRH) programs. Of families enrolled in RRH, 21% self -reported having a mental health disability , 15% a chronic health condition , 8% a substance use disorder , and 4% a developmental disability.

According to 2021 HMIS data for Mountain View, a total of 11 families with children were chronically homeless during the 2021 reporting period , which represented 5% of chronically homeless individuals. Families with children were slightly more likely than households without children to experience chronic homelessness in Mountain View.

Veterans. A total of 508 veterans (479 households) were counted as experiencing homelessness in the County in 2023 . Of these households and individuals, 26% were experiencing sheltered homelessness while 74% were living in unsheltered conditions . Though unsheltered homelessness is prominent among veterans, the County has made significant strides in reducing veteran homelessness with a 27% decline in the population of homeless veterans . Additionally, between September 2023 and August 2024, there were a total of 358 veterans (20%) enrolled in the County ’s RRH programs . Veterans were significantly more likely than other target

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populations to self-report disabilities with 52% reporting a mental health disability followed by a chronic health condition (40%), substance use disorder (23%), and developmental disability (7%).

In the City of Mountain View, there were a total of 37 homeless veterans in 2021 . Of homeless veterans in the City, over half (54%) identified as White and 22% as Hispanic . Most veterans (70%) were over age 55, and almost all (92%) were in single-adult households.

Unaccompanied youth. A total of 764 unaccompanied youth (644 households) were experiencing homelessness in the County in 2023 . Of unaccompanied youth in the County, only 14% were sheltered while 86% were experiencing unsheltered homelessness. (A much larger share than other unsheltered special needs populations in the County.) Only 12% of homeless persons reported that they were currently in foster care at the time they were experiencing homelessness in the County. Additionally, between September 2023 and August 2024, there were a total of 322 youth and youth adults (18%) enrolled in the County ’s RRH programs in which 21% self - reported a mental health disability followed by chronic health condition (8%), developmenta l disability (8%), and substance use disorder (6%).

Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

Families. According to the 2023 PIT for the County of Santa Clara, there were a total of 365 family households counted as experiencing homelessness (81% of which were sheltered) . These households (particularly those with childcare needs and low incomes) need access to housing assistance given the high cost of housing and childcare. The need to provide housing assistance to ensure families remain stably housed is evidenced by the demographic data of households enrolled in the County’s HPS and EAN-HP programs between December 2022 to November 2023.

During this time, over half (56%) households enrolled in HPS were households with children and 41% enrolled in EAN-HP were households with children.

Additionally, between September 2023 and August 2024, households with children comprised 37% of total households enrolled in the County’s RRH programs (641 households). After receiving housing, families with children increased their incomes to $2,097 which is higher than the average household income of the RRH clients who were housed at $1,737 during this time.

Veterans. In the County of Santa Clara, there were a total of 479 veteran households experiencing homelessness (only 26% of which were sheltered). Veterans and their families need greater access to permanent supportive housing (PSH) and ongoing rental subsidies. Of veterans enrolled in RRH between September 2023 and August 2024, for example, over half (52%) self - reported having a mental health disability and 40% reported having a chronic health condition .

According to an analysis of RRH program data by the Office of Supp ortive Housing (OSH), over 350 veterans were enrolled in Supportive Services for Veterans Families (SSVF) RRH programs between September 2023 and August 2024 . Of those who exited their programs, 146 veterans (64%) exited to a PSH program with an ongoing VASH housing subsidy—which shows the need to transfer veterans and their families to PSH programs.

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Data from the County ’s HMIS for the City of Mountain View in 2021 also provide insight on the number of veterans in need of housing assistance . According to an analysis of HMIS data for Mountain View during the 2021 reporting period, there were a total of 37 homeless veterans .

Most homeless veterans (70%) were over age 55 and almost all (92%) were in single adult households which means that these individuals likely need access to independent living services, affordable in -home care, supportive services, a nd special housing types to meet their unique needs.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

Homelessness in the County varies by race and ethnicity. According to PIT data, White residents comprised the largest share of residents experiencing homelessness (sheltered and unsheltered) at 47% of the total homeless population 2023 . Individuals identifying as “other” comprised the second largest share (18%) followed by Black residents (15%), multiracial residents (7%), Asian residents (6%), American Indian/Alaska Native residents (4%), and Native Hawaiian/Pacific Islander residents (3%).

According to HUD’s CoC Analysis tool—which provides homelessness and poverty counts at the CoC and state level by race and ethnicity—racial and ethnic minorities in Santa Clara County are overrepresented among the CoC ’s homeless population compared to the total resident population.

For example:

• Only 2% of the total resident population identify as Black or African American—yet 14% of total homeless persons (including unsheltered persons) identify as Black or African American. These residents also comprise a disproportionate share of families with children experiencing homelessness at 13%.

• Only 1% of the total resident population identify as American Indian or Alaska Native — however, 14% of homeless persons (including unsheltered persons) identified as American Indian/Alaska Native. These residents also comprise a disproportionate share of f amilies experiencing unsheltered homelessness at 15%.

Twenty-five percent (25%) of the total resident population identify as Hispanic or Latino —yet 47% of homeless persons identify as Hispanic . Families with children who identify as Hispanic comprise a disproportionate share of families with children experiencing homelessness overall at 70%.

In the County of Santa Clara, over half (55%) homeless youth identified as Hispanic and 16% identified as Black or African American. Of homeless veterans, a quarter (25%) identified as Black or African American.

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Additionally, according to 2021 data from the Homeless Management Information System (HMIS) for Mountain View, homelessness is prominent among White persons (61%) and Hispanic/Latinx of any race (45%). Of other racial and ethnic minorities, individuals identifying as Black or African American (13%) comprised the largest share of total homeless persons followed by those identifying as Asian or Asian American (7%), multi -racial (6%), American Indian or Nat ive American (4%), and Native Hawaiian or Pacific Islander (2%). Chronic homelessness in Mountain View during 2021 also varied by race and ethnicity . According to the County ’s HMIS data for Mountain View, over half (56%) of chronically homeless persons identified as White while 33% identified as Hispanic and 17% identified as Black or African American.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

There were a total of 9,903 individuals experiencing homelessness in the County in January 2023.

Of these individuals, 75% were unsheltered (7,401 people) compared to only 25% experiencing sheltered homelessness (2,502 people) . In Mountain View, 75% of homeless persons are unsheltered (424 people) which represents 6% of the County’s unsheltered homeless population.

This compares to 25% of homeless persons who are sheltered (138 people) which represents 6% of the total sheltered homeless population in the County.

Findings from the survey administered in the weeks following the 2023 PIT provides greater insight on the nature and extent of unsheltered and sheltered homelessness in the County. For example, when asked where they were staying on the night of January 24, 2023 , almost one in five (17%) reported that they were living outdoors in streets or parks followed by individuals living in a van (12%), tent (11%), camper/RV (10%), or in their automobile/car (9%).

As a supplement to the County’s PIT count, since 2017, the City has conducted a street-by-street count of vehicles that appear to be used for living purposes. The counts may fluctuate over time due to the mobile nature of vehicles used for living. The trendline was declining from 2019 to 2023, and began to increase in 2024 , however it has not yet reached the high levels seen historically. Over the past six years, the count of vehicles in the public-right-of-way used for living purposes has ranged from 20 0 to 300 vehicles with more recent counts showing a downward trend.6 As shown in the figure below (Figure 3), a total of 148 residents were living in a vehicle in August 2023—most of which were staying in RVs (67%) or a different vehicle type/unspecified vehicle type (26%).

6 City Manager’s Office and Human Services Division, “2023 Homeless Initiatives Update.”

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Table 30—Street-by-Street Vehicle Count, City of Mountain View, 2017-2023

Note: Data collected after February 2020 do not include Safe Parking lot vehicles.

Source: City of Mountain View 2023 Homeless Incentives Update.

Discussion:

Over the last four years, the City has made significant progress in addressing the causes, conditions, and challenges of homelessness . The City is committed to building on these efforts and results to ensure residents and families remain stably housed and financially secure and to continue to act as a leader in addressing the regional shortage of affordable housing.

• The initiatives and progress the City has made in addressing homelessness since the City ’s previous Consolidated Plan are highlighted and described below.

With funding from the County ’s Measure A affordable housing bond and City resources, the City has made significant strides in developing affordable housing , including units tailored for homeless individuals and families. In 2023, the City committed $8 million to a permanent supportive housing (PSH) project at 87 East Evelyn Avenue, which will provide 268 units in two phases, with 42 units dedicated to the County ’s RRH program .

Additionally, $15 million was committed in 2021 to affordable apartments for residents earning 30% to 60% AMI , and $16 million was allocated in 2022 for 84 affordable units targeting families, veterans, and RRH participants earning 25% to 60% AMI. The City also contributed approximately $9 million to redevelop the former Crestview Hotel into a PSH community for 48 households, including units for transition-aged youth.

• The City piloted a guaranteed basic income initiative (the Elevate MV Program) to help 166 extremely low-income households bridge the gap of monthly income needed to maintain stable housing in Mountain View. The pilot program provided direct cash payments of $500

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per month to randomly selected eligible households from December 2022 to December 2024 to help households elevate their incomes and improve their financial security . A comprehensive report on program outcomes will be available in spring 2026.

• The City-funded permanent supportive housing program house d a total of 33 individuals and 20 households. The County-funded permanent supportive housing program housed 211 individuals and 177 households.

• The County sets benchmarks for programs like interim housing and safe parking. The Fiscal Year 2023-24 benchmark for interim h ousing is a 41% exit into a permanent housing destination, and the benchmark for safe parking is a 50% exit into a temporary or permanent housing destination In Fiscal Year 2023 -24, 49% of LifeMoves Mountain View interim housing participants exited to a stable/permanent housing destination and 31% of safe parking program participants exited to a permanent housing destination, which is on par with Safe Parking programs Countywide (their goal being a 30% exit rate).

The City continuously collaborates with the local emergency assistance network, community- based organizations, and government agencies to combine and leverage resources to help as many residents in need as possible. The City’s Human Services Annual Update highlights several key outcomes from these partnerships during Fiscal Year 2023-24, including:

• Community Services Agency assisted 1,302 residents with housing informational referrals and case management services, supported 127 clients with receiving financial assistance in the sum of $181,000, provided nutritious groceries to 3,202 individuals, and wash 782 loads of laundry.

• ReachSV distributed 793 hygiene kits, provided solar generators for 41 households living in vehicles, and provided support with transit, gas, insurance, towing car loans, tickets, and/or vehicle registration to 53 individuals living in vehicles.

• The United Effort Organization aided 419 individuals with general assistance application and helped house 75 homeless individuals.

Building on these achievements, the City is in the process of developing a Homelessness Response Strategy and Expenditure Plan to further address and respond to the needs of the homeless community for the next seven to 10 years. The City intends to present the Homeless Response Strategy to City Council for adoption in spring or fall 2025.

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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)

Introduction:

This section addresses the needs of special needs populations in the City of Mountain View. The special-needs populations considered in this section include elderly households, persons with disabilities, large households, female -headed households, survivors of domestic violence, and persons with addictions or a mental illness.

Describe the characteristics of special needs populations in your community:

Elderly persons. Elderly persons, defined by HUD as those age 62 and older, represent 15% of Mountain View ’s population (12,171 residents) per 2023 ACS 1 -year estimates . Santa Clara County has a higher proportion at 19% (351,354 residents). Frail elderly, who require assistance with three or more daily living activities, face even greater challenges . Elderly residents often experience:

• Physical limitations, requiring accessible housing.
• Fixed or lower incomes, making rising housing and healthcare costs difficult to manage. • Increased risk of housing instability and homelessness, particularly without access to affordable housing and supportive services.
• A growing demand for senior housing, public transportation, and services as the population continues to age.

• 8% of residents (6,191 people) have a disability, similar to Santa Clara County (9%, or 170,388 residents).
• Most common disabilities:
— Cognitive difficulty (25%).
— Ambulatory difficulty (22%).
• Age and disability correlation:
— 31% of residents 75+ have a disability.
— 21% of residents 65 to 74 have a disability.
• Housing and Support Needs
— Supportive housing with on-site services for those requiring assistance. — Accessible, affordable housing with in-home care for independent living.

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Table 31—Estimated Housing and Service Needs
of Residents with Disabilities

Non-Homeless Special Needs Population
TOTAL With Housing or
Service Need
Households containing persons with hearing,
vision, cognitive, ambulatory, self-care, and
independent living difficulty 4,455 2,015 45%
Hearing or vision impairment 1,905 880 46%
Ambulatory limitation 2,015 820 41%
Cognitive limitation 1,630 825 51%
Self-care or independent living limitation 1,855 1,000 54%

Source: 2017-2021 CHAS data.

Low incomes, high poverty rates, and rising housing prices place residents with disabilities at high risk for long -term housing instability, homelessness, and institutionalization —especially when they lose aging caregivers . Given these challenges and barriers, persons with disabilities in the City need greater access to accessible supportive housing with on -site services that meet their needs. For those who can live independently, residents need greater access to housing that is accessibly designed with affordable in-home care.

Large households. Large households are defined by the U.S. Census Bureau as households with five or more persons.

• In the City , 5% of households are large, with an average household size of 2.27 people (2023)

Larger households in Mountain View have lower median incomes:

• Households with five persons have a median income of $157,227 annually. • Households with two to four persons have a median income of over $200,000 annually.

Barriers to Housing: Large, low -income households in Mountain View struggle to find housing that meets both affordability and size needs due to a shortage of affordable, deed-restricted units with two or more bedrooms. Some challenges that large households face are:

• Overcrowding and overpaying for housing due to limited options. • Need for supportive services to increase financial stability and economic mobility.

Female-headed households. Female-headed households, particularly single mothers, face higher risks of poverty and housing instability . There is a need for affordable child care, economic

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mobility programs, job training/education, and housing solutions that do not overburden their finances.

• 8% of households in Mountain View are female headed (2,966 households) — Of those, 4% are female-headed households with children (1,544 households) • Median income for female-headed households: $108,874 per year — Single mothers have even lower median incomes: $77,901 annually

Survivors of domestic violence. According to the County’s HMIS data for the City, in 2021:

• 26% of the total homeless population had experienced domestic violence prior to accessing services and housing.
— An additional 55 individuals indicated that they were fleeing domestic violence at the time of program enrollment.

Of total domestic violence survivors:

• 64% were women;
• 60% identified as White; 36% identified as Hispanic; and 13% as identified as Black or African American.

Persons with addictions and/or a mental illness . Persons with addictions and mental illness in Mountain View and Santa Clara County are at a heightened risk of homelessness and housing instability due to limited access to supportive housing and services. As per the 2023 PIT survey:

• 14% (143 people) reported alcohol or drug use as the primary cause of homelessness. • 6% (64 people) cited mental health issues as the primary cause. • 25% (256 people) indicated that mental health services could have prevented their homelessness.
• 18% (183 people) said alcohol/drug counseling could have prevented it.

What are the housing and supportive service needs of these populations and how are these needs determined?

The housing and supportive service needs of these populations are as follows:

• Elderly Persons:
— Senior housing, public transportation, and services as the population continues to age.
• Persons with Disabilities:
— Supportive housing with on-site services for those requiring assistance. — Accessible, affordable housing with in-home care for independent living.

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• Large Households:
— Supportive services to increase financial stability and economic mobility. • Female-headed Households:
— Affordable child care, economic mobility programs, job training/education, and housing solutions that do not overburden their finances. • Persons experiencing domestic violence:
— Increased access to emergency housing assistance.
• Persons with addictions and/or a mental illness:
— Increased access to alcohol/drug counseling.

The housing and supportive service needs of special populations were determined through stakeholder consultation and analysis of cost burden and housing gaps.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

Persons Living with AIDS/HIV and their Families. As of December 31, 2020, 6,778 residents in the County had been diagnosed with HIV . New diagnoses have remained stable since 1999, averaging 150 new diagnoses annually.

• 86% of new diagnoses were male.
• 65% were between 25-44 years old.
• 56% were Hispanic.

Geographically, residents living with HIV/AIDS are concentrated in the central part of the County, mostly in the central part of San Jose, with moderate concentrations in Alum Rock and in northwest San Jose.

If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in bene fits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii))

The City does not administer a HOME tenant-based rental assistance (TBRA) program and is not planning to at this time; therefore, this is not applicable.

Discussion:

Please see the discussion above.

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NA-50 Non-Housing Community Development Needs—91.215 (f)

Describe the jurisdiction’s need for Public Facilities:

Through the City’s community engagement process for preparing this Consolidated Plan, a series of community meetings and stakeholder focus groups were held, the top public facilities needs included:

1) Improving and creating better public gathering spaces to facilitate community connections and counter against isolation;
2) Linking community development to affordable housing to create complete communities; and
3) Bringing more activity, a sense of place, and identity to downtown Mountain View.

Residents shared numerous ideas for downtown improvements, including:

• Addressing vacant commercial spaces potentially by adding mixed-income housing; • Making parking more accessible and reliable;
• Ending the downtown “vendor ban” and allowing people to sell food and small business goods; and
• Allowing food trucks and creating public food halls.

How were these needs determined?

These needs were determined through community input, including the survey, community meetings, and focus groups.

Describe the jurisdiction’s need for Public Improvements:

In community meetings and stakeholder focus groups, public improvement needs were focused on:

1) Improving street safety, safer sidewalks, more visible crosswalks, and better lighting, including along bike baths—and making it safer for children to bike and walk to school and to ride bikes around neighborhoods;
2) Improving design to create better mobility options for people with disabilities, and for pedestrians overall; and
3) Mitigating risks from drivers who speed and/or do not pay attention, especially for persons with disabilities and elderly.

How were these needs determined?

These needs were determined through community input, including the survey, community meetings, and focus groups.

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Describe the jurisdiction’s need for Public Services:

In community meetings and stakeholder focus groups, public service needs were focused on:

1) Mental health services
2) Child-care centers
3) Transportation services for seniors
4) Access to fresh food

How were these needs determined?

These needs were determined through community input, including the survey, community meetings, and focus groups.

Housing Market Analysis

MA-05 Overview

Housing Market Analysis Overview:

The Housing Market Analysis section (MA) of the Consolidated Plan provides a comprehensive review of the City’s housing landscape, including:

• Overview of the local housing market, examines trends in rental and ownership housing costs, impacts on different income groups, and affordable housing needs, particularly for low- and moderate-income households.

• Housing conditions, including substandard housing conditions and the need for repairs or upgrades. This includes an analysis of public and assisted housing, detailing the role of public housing authorities (PHAs) and the availability of Housing Choice Vouchers.

• Special needs, such as the availability of housing and services for homeless individuals, seniors, persons with disabilities, and those with HIV/AIDS.

• Barriers to affordable housing development, including nongovernmental and governmental constraints.

Additional data and analysis supporting this section can be found in Appendix B, prepared by Root Policy Research.

Key Findings

The City is committed to increasing the supply, diversity, and affordability of housing in the community. Between 2013 and 2023, Mountain View added 5,302 units , a 14% increase in housing units. The City has the most diverse housing stock by type in the County, and one of the largest shares of multi-family housing and attached housing. Mountain View has also invested in growing its affordable housing stock by approving and funding new affordable rental developments and housing with supportive services ta rgeted to households transitioning out of homelessness.

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Rental Market

The most recent American Community Survey data shows that the median rent in Mountain View was $3,107 per month across all unit sizes in 2023. Costar, which tracks rents for larger multifamily properties, reports a slightly higher median of $3,284 per month.

Median contract rent , which is rent amount stated on the rental agreement, increased by 111% between 2010 and 2022, according to ACS data. Median gross rent, which is the contract rent plus any utility costs, increased by 24% between 2018 and 2023 according to ACS.

Renters are more likely than owners to report living with housing conditions 7; 37% of renter households live with at least one condition, compared to 26% of all owner households . Renters are also more likely to be cost burdened, as shown in Table 32 below. Cost burden has changed little since 2018, despite rising housing costs.

Table 32—Mountain View Cost Burden

Source: 2023 5-year ACS and Housing Market Analysis.

As part of the Housing Market Analysis conducted by Root Policy Research (Appendix B) for Santa Clara County and the participating jurisdictions, the data showed significant rental gaps—which occur when demand from renter households outweighs the supply of affordable rental units — exists for renters until they have incomes of $50,000 and higher (approximately 30% AMI) . The City of Mountain View needs 2,186 rental units affordable to renters with incomes of less than $50,000: there are 3,623 renters with in comes under $50,000 and 1,437 units affordable to them. Households earning up to $50,000 per year must often rent higher priced units, becoming

7 HUD defines “h ousing conditions ” as housing with one or more of the following: (1) lacks complete plumbing facilities; (2) lacks complete kitchen facilities; (3) more than one person per room; and (4) cost burden greater than 30%.

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cost burdened and putting pressure on the supply of units at higher price points . Cumulatively, shortages in affordable rental units affect households earning up to and more than $75,000.

For Sale Market

In 2024, the median for sale home price in Mountain View was $1.9 million . As shown in the figure below, Mountain View has one of the highest home prices in the region, comparable to Sunnyvale and lower than only Palo Alto and Cupertino.

Table 33—Typical Home Price Trends 2004 through 2024

Source: Zillow Research and Housing Market Analysis.

Rising home prices and interest rates over the past five years have sharply reduced purchase affordability, making homeownership increasingly out of reach for much of the county’s work force. These factors, combined with development of more rental units, pushed Mountain View’s homeownership rate down by three percentage points between 2018 and 2023.

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Table 34—Mountain View Homeownership Rate

Source: 2023 5-year ACS and Housing Market Analysis.

The table below illustrates Mountain View ’s 2023 “renter purchase affordability gap, ” which measures the mismatch between renter incomes and the availability of for -sale homes within their price range. A significant gap exists for renters earning under $150,000 —the income level needed to afford the median-priced home. Nearly half (48%) of potential first-time homebuyers in Mountain View earn below this threshold, yet only about 9% of owner -occupied units are valued affordably for this group . Due to data limitations, affordability gaps for higher income levels are not shown.

Table 35—Renter Purchase Affordability Gap 2023

Renter Purchase Affordability Gap 2023

Source: 2023 5-year ACS and Housing Market Analysis.
42%
39%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
2018 2023
Renter Purchase Gaps
Income Range
Maximum
Affordable
Price
% of Renter
Households
% of Homes
Affordable
Renter
Purchase
Gap
Cumulative
Gap
Less than $5,000 $14,023 2% 1% -1% -1%
$5,000 to $9,999 $28,043 1% 0% -1% -1%
$10,000 to $14,999 $42,066 2% 0% -2% -3%
$15,000 to $19,999 $56,089 1% 1% -1% -4%
$20,000 to $24,999 $70,112 1% 0% -1% -5%
$25,000 to $34,999 $98,158 3% 0% -3% -8%
$35,000 to $49,999 $140,227 6% 1% -5% -13%
$50,000 to $74,999 $210,342 8% 1% -7% -20%
$75,000 to $99,999 $280,458 9% 2% -7% -28%
$100,000 to $149,999 $420,688 14% 2% -12% -40%
$150,000 or more 52% 91% 40%

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MA-10 Number of Housing Units—91.210(a)and(b)(2)

Introduction

This section provides an analysis of the City’s housing stock, including the total number, types, and tenure (owner-occupied versus renter-occupied) of housing units. This section also assesses the availability of units at different price points to determine whether the existing housing stock meets the needs of various income groups. Identifying gaps in affordable housing and potential mismatches between supply and demand helps inform strategies for future development and preservation efforts.

Table 36—Housing Units by Structure Type, Participating Jurisdictions, and Urban County Communities—2022-2023

Data Source: 2022 and 2023 ACS and Housing Market Analysis.

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Table 37–Residential Properties by Unit Number

All residential properties by number of units

Property Type Number %
One unit detached structure 9,605 27%
One unit, attached structure 5,040 14%
Two to four units 3,240 9%
Five to 19 units 6,215 17%
20 or more units 10,580 30%
Mobile home, boat, RV, van, etc. 1,160 3%
Total 35,840 100%

Data Source: 2016-2020 ACS

Table 38—Unit Size by Tenure

Unit Size by Tenure

Owners Renters
Number % Number %
No bedroom 55 0.4% 2,230 12%
One bedroom 440 3.2% 6,825 35%
Two bedrooms 3,680 26.9% 7,435 38%
Three or more bedrooms 9,485 69.4% 2,875 15%
Total 13,660 100% 19,365 100%

Data Source: 2016-2020 ACS

Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

According to the City’s 2023-2031 Housing Element , Mountain View has approximately 1,500 existing affordable rental units serving households earning up to 60% of the area median income (AMI). These units are supported through a mix of federal, state, and local funding and target a range of household types, including seniors, persons with disabilities, veterans, families with children, and individuals exiting homelessness.

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Inventory of Assisted Affordable Housing Units, 2021

Table 39—Inventory of Assisted Affordable Housing Units

Source: City of Mountain View 2023-2031 Housing Element

In addition to the table above, approximately 120 affordable units have come online since 2021, resulting in the 1,500 City-financed units noted above. Furthermore, there are 1,022 affordable units approved or under development . Once completed, these projects will expand the City ’s affordable housing options for low-income individuals and families across a range of needs.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

According to the City’s 2023-2031 Housing Element, an as shown in the table above, there are no units at risk of conversion within this five‐year planning period. In fact, all of the units have long- term affordability restrictions well beyond 2030.

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Does the availability of housing units meet the needs of the population?

No, the availability of housing units does not fully meet the needs of the population . According to the rental affordability gap analysis (see the table above) conducted for the Consolidated Plan, the City faces a significant shortfall in affordable rental units for lower -income renters .

Specifically, the City needs an additional 2,186 rental units affordable to households earning less than $50,000 annually . This reflects the growing challenge of ensuring that lower -income renters, particularly those wit h extremely low incomes, have access to safe and affordable housing within the City.

This affordability gap has significant implications for the stability and well-being of the City’s low- income residents, many of whom may be at risk of displacement or homelessness due to the lack of affordable options. Addressing this gap will require targeted efforts, including increasing the production of affordable rental units and exploring additional strategies such as rent subsidies or supportive housing initiatives, particularly for those with incomes below $50,000.

Describe the need for specific types of housing:

Based on t he Cit y’s Regional Housing Needs Allocation (RHNA) for 2023 to 2031 , there is a significant need to increase the supply of housing across all affordability levels, particularly low- and moderate -income housing. The 2023-2031 RHNA also includes a n above -moderate (i.e., market-rate) housing goal that is higher than the previous RHNA cycle , although historically the production of market-rate units has significantly exceeded the RHNA allocation.

Discussion—Please see the discussion above.

MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)

Introduction

This section examines housing affordability by analyzing home values, rental rates, and cost trends over time. It assesses whether housing costs are increasing at a rate that outpaces income growth, contributing to affordability challenges for low- and moderate-income households. This section also evaluates the cost burden on renters and homeowners, identifying the percentage of households spending more than 30% or 50% of their income on housing . Additionally, it highlights the availability of affordable housing units at various income levels and identifies gaps in the market where demand exceeds supply, informing strategies to address affordability challenges.

Median contract rent increased by 111% between 20 09 and 2020, according to ACS data and shown in Table 43. In 2020, the median for-sale home price in Mountain View was $1.92 million, which is one of the highest home prices in the region. Note that more current data shows a much higher median price; however, this Consolidated Plan primarily uses Census data as prescribed by HUD and may not be as current as other data sources.

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Table 40—Cost of Housing

Cost of Housing

Base Year: 2009 Most Recent Year:
2020
% Change
Median Home Value $779,500 $1,927,400 147%
Median Contract Rent $1,354 $2,859 111%

Data Source: 2023 5-year ACS

Table 41—Rent Paid

Rent Paid

Rent Paid Number %
Less than $500 380 1.81%
$500-999 848 4.03%
$1,000-1,499 829 3.94%
$1,500-1,999 1,940 9.22%
$2,000 or more 17,034 80.99%
Total 21,031 100.00%

Data Source: 2023 5-year ACS
Table 42—Housing AffordabilityHousing Affordability

Number of Units affordable
to Households earning
Renter Owner
30% HAMFI 845 —
50% HAMFI 2,140 430
80% HAMFI 5,270 830
100% HAMFI - 974
Total 8,255 2,234

Data Source: 2016-2020 CHAS

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Table 43—Monthly Rent

Monthly Rent

Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $2,383 $2,694 $3,132 $4,011 $4,425
High HOME Rent $2,058 $2,206 $2,649 $3,052 $3,385
Low HOME Rent $1,613 $1,728 $2,073 $2,396 $2,672

Data Source: 2024 HUD FMR and HOME Rents

Is there sufficient housing for households at all income levels?

The rental affordability gap analysis conducted to support the Consolidated Plan found that a significant need for additional affordable housing units in the City. Specifically, the analysis found that there is a gap in housing availability for renters with incomes of less than $50,000 . While there are a significant number of renters in the City who fall into this income bracket, the supply of rental units that are affordable to them is insufficient, highligh ting the need for further affordable housing development to meet the demand.

Purchase affordability gaps occur when demand from potential first-time homebuyers outweighs the supply of affordable homes for sale and exist until households have incomes exceeding $150,000. The Housing Market Analysis showed approximately 9% of owner-occupied units are valued within their affordable price range, meaning that a majority of units are too expensive for them to afford.

How is affordability of housing likely to change considering changes to home values and/or rents?

Rising housing costs continue to outpace household income growth within the City. The City anticipates that the cost of market -rate housing will continue to increase with the strong economy within the Silicon Valley region, which has led to household growth outpacing the production of new housing units and additional upward pressure on housing costs. Therefore, the need for more affordable housing will continue and may increase.

How do HOME rents/Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing?

HOME rents are established by the U.S. Department of Housing and Urban Development (HUD) to ensure affordability for low-income households and are generally lower than fair-market rents (FMR) by approximately $325 to $1,753 per month. However, both HOME and FMR rent levels remain above what is affordable to extremely low-income households—particularly those relying

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on Supplemental Security Income (SSI) or earning minimum wage —who often cannot afford to pay 30% of their monthly income toward housing.

These dynamics have direct implications for the City ’s affordable housing production and preservation strategy. Specifically, they highlight the need for additional financial mechanisms, such as deeper capital subsidies, ongoing rental assistance (e.g., Housing Choice Vouchers), and the strategic use of local and state funding sources, to support developments target ing households at or below 30 % of the AMI. Furthermore, they underscore the importance of aligning affordability levels in new developments wi th the income distribution of local households to ensure that publicly assisted housing addresses the needs of the most housing cost-burdened residents.

Discussion

Please see the discussion above.

MA-20 Housing Market Analysis: Condition of Housing—91.210(a)

Introduction

This section describes the conditions of the housing stock in the City. HUD defines housing “conditions” similarly to the definition of housing problems previously discussed in the Needs Assessment. These conditions are:

1. More than one person per bedroom;

2. Cost burden greater than 30%;

3. Lack of complete plumbing; and

4. Lack of complete kitchen facilities.

Describe the jurisdiction’s definition of “standard condition” and “substandard condition but suitable for rehabilitation”:

For the purpose of this discussion, a unit is considered as having a “substandard condition” when the residential property does not meet building or any applicable health and safety codes. Any unit will be considered as having a “substandard condition but suitable for rehabilitation ” if the renovation costs for the unit do not exceed the value of the property: land and buildings combined value.

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Table 44—Condition of Units

Condition of Units

Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 3,512 26% 7,862 37%
With two selected Conditions 35 0% 1,095 5%
With three selected Conditions 19 0% 0 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 9,984 74% 12,426 58%
Total 13,550 100% 21,383 100%

Data Source: 2023 5-year ACS
Table 45—Year Unit BuiltYear Unit Built

Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 2,384 18% 4,304 20%
1980-1999 2,300 17% 4,282 20%
1950-1979 7,755 57% 11,632 54%
Before 1950 1,111 8% 1,165 5%
Total 13,550 100% 21,383 100%

Data Source: 2023 5-year ACS

Table 46—Risk of Lead-Based Paint

Risk of Lead-Based Paint Hazard

Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 9,465 69% 12,800 66% Housing Units buil t before 1980 with children
present 1,658 12% 648 3%

Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)

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Table 47—Vacant Units

Vacant Units

Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units N/A N/A N/A
Abandoned Vacant Units N/A N/A N/A
REO Properties N/A N/A N/A
Abandoned REO Properties N/A N/A N/A
Data Source: Data on vacant units or suitability for rehabilitation is not collected by the City

Need for Owner and Rental Rehabilitation

Low- to moderate-income seniors and residents with disabilities living on fixed incomes have the greatest need for rehabilitation assistance. There are approximately 88 frail elderly households in Mountain View who could have needs for accessibility improvements based on their poverty rate. There are also 800 frail elderly households with a hearing or vision impairment and 820 with an ambulatory limitation, all of which could have rehabilitation needs.

Estimated Number of Housing Units Occupied by Low - or Moderate-Income Families with LBP Hazards

Building age is used to estimate the number of homes with lead‐based paint (LBP), as LBP was prohibited for use on residential units built after 1978 . For the purposes of this plan, units built before 1980 are used as a baseline for units that contain LBP . As per Table 3 9 above, 12% of owner-occupied units and 3% of renter-occupied units were built before 1980 and have children present. These households have the highest risk of lead-based paint hazards. It is important to note that many of these potential LBP units have been substantially rehabilitated where lead and other hazards were abated as part of that process, but the exact number of abated LBP units is uncertain.

The City requires LBP testing and hazard reduction in properties that use CDBG or HOME funds for housing rehabilitation where lead and other risks may be present . The City also provides information about the risk of LBP to these property owners.

Discussion

Please see the discussion above.

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Table 48—Total Number of Units in County by Program Type

Total Number of Units

Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -based Tenant -based

Special-Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
No. of units vouchers
available 0 48 20 10,635 815 9,820 1,964 0 465
No. of accessible units - - - - - - - - -
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

Data Source: PIC (PIH Information Center)

Describe the supply of public housing developments: Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:

There are no public housing developments located in Mountain View.

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MA-25 Public and Assisted Housing—91.210(b)

Introduction

As discussed in the Needs Assessment, SCCHA administers federal rental assistance programs.

These programs are targeted toward low -, very low -, and extremely low -income households, more than 80% of which are extremely low -income families, seniors, veterans, persons with disabilities, and formerly homeless individuals. 8 Information on public housing units and vouchers for the City through these programs can be found in the table below.

Table 49—HCV Vouchers

Housing Choice Vouchers and Public Housing Units
Voucher Recipients Housing Choice Vouchers
Number of Families on Waiting List 83
Extremely Low Income (0-30% AMI) 301
Very Low Income (31-50% AMI) 24
Low Income (51-80% AMI) 0
Income Above 80% AMI 2

Families with Children 22
Elderly Families 213
Families with Disabilities 210
Veterans 43
Race:

White/Not Hispanic or Latino 181
Black 30
Asian 70
American Indian/Native Hawaiian 6
Unknown/Multiple 9
White/Hispanic 40
Source: HMIS Data

In 2008, SCCHA was designated a Moving to Work (MTW) agency. The MTW program is a federal demonstration program that allows greater flexibility to design and implement more innovative approaches for providing housing assistance. 9 Through this designation, SCCHA has used Low Income Housing Tax Credit (LIHTC) financing to transform and rehabilitate its public housing units. There are only four public housing units in the County, none of which are located in Mountain View.

8 Housing Authority of Santa Clara County, “About SCCHA”: scchousingauthority.org/about-SCCHA. 9 SSCHA. “Moving to Work FY2020 Annual Plan.” October 16, 2019.

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Table 50—Public Housing Condition

Public Housing Condition
Public Housing Development Average Inspection Score

N/A N/A

Describe the restoration and revitalization needs of public housing units in the jurisdiction:

Not applicable.

Describe the public housing agency’s strategy for improving the living environment of low- and moderate-income families residing in public housing:

SCCHA has developed 45 MTW activities approved by HUD . The majority of their successful initiatives have been aimed at reducing administrative inefficiencies, which in turn open up more resources for programs aimed at assisting LMI families.10

An example of such a program is SCCHA ’s Family Self Sufficiency (FSS) Program designed to provide assistance to current SCCHA Section 8 families to achieve self‐sufficiency . The FSS program provides case management and advocacy to current program participants in order to help them attain self-sufficiency goals. Families enroll and sign a five-year contract to participate in the program . After enrolling in the program, participants set goals such as finishing their education, obtaining job training, and/o r employment. During the contract term, participants who increase their earned income can receive cash bonuses . When the family reports an increase in earned income, SCCHA calculates a monthly bonus amount that is deposited into an ‘escrow’ account which the family can receive upon program graduation.11

Families eligible for the FSS program are those receiving SCCHA assistance through the HCV program. As reported in SCCHA ’s MTW FY2019 Plan, there were 232 actively enrolled in the program.12

Discussion:

Please see discussion above.

10 SSCHA. “Moving to Work FY2020 Annual Plan.” October 16, 2019. 11 SSCHA. “Family Self -Sufficiency (FSS).” https://www.scchousingauthority.org/section-8-current- participants/housing-choice-voucher-current-participants/family-self-sufficiency-fss/ 12 SSCHA. “Moving to Work FY2019 Annual Plan.” June 12, 2018.

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MA-30 Homeless Facilities and Services—91.210(c)

Introduction

This section provides an overview of the resources available to assist individuals and families experiencing homelessness. It includes an inventory of emergency shelters, transitional housing, and permanent supportive housing within the City, assessing their capacity to meet local needs.

This section also examines the availability of supportive services, such as case management, mental health care, substance abuse treatment, and job training programs that help individuals transition out of homelessness . Additionally, it identifies gaps in facilities or services and highlights areas where additional resources or coordination may be needed to improve the local response to homelessness.

Persons experiencing or at -risk of homelessness in Mountain View are served by local and Countywide organizations. Numerous County agencies and other organizations provide services to persons and families experiencing homelessness, and those at risk of homelessness. Services provided by the County include but are not limited to rental housing, healthcare, food, benefits to recipients of Supplemental Security Income (SSI), school assistance services to school aged children (such as transportation and school supplies), counseling, drug and alcohol rehabilitation, youth programs, financial assistance to veterans and their families for medical and housing, and legal assistance for eviction and other housing -related issues. Various nonprofit organizations provide services including but not limited to shelter services, supportive housing, and transitional housing. The table below shows the beds and units available in the City of Mountain View.

Facilities and Housing Targeted to Homeless Households

Table 51—Continuum of Care (CoC)

Emergency Shelter
Beds
Transitional Housing
Beds (includes RRH)
Permanent Supportive
Housing Beds
Year-
Round
Beds
(Current
and New)
Voucher/
Seasonal/
Overflow
Beds
Current
and
New
Under
Development
Current
and
New
Under
Development
Households with Adult(s)
and Child(ren)
36 0 42 0 15
Households with Only
Adults
106 16 0 0 0
Chronically Homeless
Households (half year
shelter)
0 40 0 0 0
Veterans 0 0 0 0 0
Unaccompanied Youth 4 0 0 49 0

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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons.

The County is currently updating its 2020-2025 Community Plan to End Homelessness. The City, in coordination with the County, local cities, nonprofit organizations, service providers, and other community stakeholders are focused on leveraging resources to assist those experiencing homelessness, particularly through permanent supportive housing (PSH). PSH has proven to be the most effective approach for individuals with disabilities or a long history of homelessness, offering both rent subsidies and compre hensive support services, including medical care, behavioral health services, and case management.

In Mountain View, the emphasis has been on increasing the supply of PSH and other affordable housing options. These efforts align with the County ’s regional goals and complement ongoing local initiatives. The City has committed significant resources towards the development of new affordable housing, including units designed specifically for homeless individuals and families .

Additionally, case management and supportive services are provided to ensure that residents in PSH are able to maintain their housi ng stability . This coordinated approach is essential for preventing returns to homelessness and supporting long-term self-sufficiency.

Since the inception of these efforts, substantial progress has been made in placing individuals and families into permanent housing, with continued investment in both housing and services to address the multifaceted needs of the homeless population . Key services include employment programs, legal aid, healthcare, and other vital supports to enhance stability and quality of life for residents exiting homelessness.

Regional programs that demonstrate mainstream service connections for the homeless population include:

Mental Health and Substance Use

• Department of Behavioral Health Services (DBHS): Mental health services, substance abuse treatment, transitional housing, and recovery services, which are available in English, Spanish, Mandarin, Vietnamese, Tagalog.

• Valley Homeless Healthcare Program (VHHP): Health -care services for 7,000+ homeless persons per year, including primary care, urgent care, outreach, connections to SSI advocacy, and a medical respite program.

Housing and Disability Services

• Silicon Valley Independent Living Center (SVILC): Housing assistance for persons with disabilities to help them transition from unstable or temporary housing situations to accessible and affordable community-based housing.

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Employment and Work Force Development

• NOVAworks: Provides job seekers with resum é and job search assistance, assessments, digital literacy training, and referrals to specialized trainings and educational programs.

• Day Worker Center of Mountain View: Provides job connections, healthy meals, English classes, and workers’ rights education.

• Mountain View Los Altos Adult School: Provides adult education and English programs.

• Community Cycles of California (CCOC): In collaboration with the Mountain View Police Department, the CCOC trains homeless individuals in bike maintenance, sales, advertising, customer service, and finance.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth . If the services and facilities are listed on screen SP -40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

The City provides a range of homeless services and facilities that meet the complex housing and service needs of homeless persons, particularly chronically homeless persons and families, families with children, veterans, and unaccompanied youth. These services and facilities include, but are not limited to:

• Hope’s Corner Inc. is a local nonprofit in the City that has become recognized as a “hub” for programs that serve low income and homeless persons living in Mountain View. In addition to providing shelter through the Trinity United Methodist Church, Hope’s Corner provides individuals and families free meals and access to showers.

• Santa Clara County’s Cold Weather Shelter Program targets homeless persons in Mountain View and in the North County and has the capacity to serve 10 to 15 families and single women (a total of 50 people).

• Quetzal House provides shelter for up to eight unaccompanied youth including six beds for foster care youth and two beds for emergency use by homeless youth.

• The County’s Rapid Rehousing Program (RRH) provides short-term financial assistance and support to rehouse homeless households in independent and permanent housing. In 2019, the City of Mountain View entered an agreement with Santa Clara County to supplem ent the program with $100,000 in additional funds to rehouse Mountain View -affiliated households.

The City has worked to address gaps in the availability of facilities to serve homeless persons and families by expanding safe parking lots . Over the last three years, the City has planned for and successfully completed a total of five Safe Parking Lots to serve participants in Mountain View .

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The City now has the largest safe parking capacity in Santa Clara County at 76 oversized vehicles and eight spaces for cars/passenger vehicles . The two largest lots are operated on City -owned lots at the Shoreline Amphitheatre and on Evelyn Avenue at the former VTA lot. Two smaller lots are operated on the properties of two private faith-based organizations. The final lot is operated in partnership with the Palo Alto Housing Corporation on Terre Bella Avenue.

PSH current and new developments include: The former Crestview Hotel, now Heartwood (48 units for transition-aged youth and families at risk of homelessness , plus one (1) manager’s unit), 87 East Evelyn Avenue (268 total units with 42 RRH and 15 PSH).

Table 52 shows recent projects completed or under development. Most projects have received or been allocated County Measure A funds (which include PSH and RRH units ) except for the three projects with asterisks.

Table 52—Mountain View PSH/RRH Units in Development

Development
Name
Number of
Units
Number of
PSH Units
Number of
RRH
Units
96 West El Camino
Family
79 12
Terra Bella Family
Apartments
108

25 Crestview 49 20 28
La Avenida Apartments 100 34

Montecito Family
Apartments
85 42
Linda Vista Family
Apartments*
70 18
Lot 12 Family
Apartments
120

20 57-67 East Evelyn
Avenue*
143

36 87 East Evelyn Avenue* 268 15 42
Totals: 1,022 69 223
Source: City of Mountain View Housing Department. Asterisked projects mean they do not have Measure A funding allocation.

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MA-35 Special Needs Facilities and Services—91.210(d)

Introduction

This section assesses the availability of housing and supportive services for populations with specialized needs, including seniors, persons with disabilities, individuals with HIV/AIDS, and victims of domestic violence. It examines the types and capacity of group homes, assisted living facilities, and supportive housing programs, as well as the availability of services such as healthcare, counseling, and in-home assistance. This section also identifies gaps in housing and services, highlighting areas whe re additional resources or policy changes may be needed to better support these vulnerable populations.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction m ay specify, and describe their supportive housing needs.

Elderly/senior households

• More likely to need financial assistance as they live on fixed incomes

• Need access to more affordable health care services (including affordable in-home care)

• Need access to public transportation and/or transportation services as many individuals cannot drive

For the reasons listed above, the supportive housing needs of elderly/senior households is primarily focused on access to affordable assisted living facilities that provide in-home care that are close to public transportation or provide transportation services.

Persons with disabilities

• Residents with disabilities have comparatively low incomes (and high housing costs), a lack of accessible housing, and a limited availability of affordable in-home caregivers.

• Have high risk for long -term housing instability, homelessness, and institutionalization, especially, when they lose aging caregivers.

For the reasons listed above, the supportive housing needs of persons with disabilities is primarily focused on increasing the availability of more affordable, accessible housing options and reliable in-home caregiver support to prevent housing instability, homelessness, and /or institutionalization.

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Persons with addictions and/or a mental illness

• Have a higher risk of homelessness and housing instability, as many individuals lack access to the supportive housing and services they need to remain stably housed

For the reasons listed above, the supportive housing needs of persons with addictions and/or mental illness are primarily focused increasing access to stable housing and integrated support services, which are necessary to reduce homelessness and promote long-term well-being.

Public housing residents

• Includes housing markets.

• At an increased risk of housing insecurity and homelessness if their housing assistance were to end and/or their housing unit were to be converted into market-rate housing.

As noted earlier in this document, the term “public housing” is being used interchangeable with the term “affordable housing” for the purpose of the Consolidated Plan; public housing refers to a highly particular type of affordable housing, which is not the method that the SCCHA is implementing. For the reasons listed above, the supportive housing needs of public housing residents are the continuation of housing assistance to remain stably housed . Preserving and expanding affordable housing programs is es sential to preventing displacement, housing insecurity, and homelessness.

Persons living with HIV/AIDS

• Need for consistent access to medical care and supportive services.

• Require access to stable and affordable housing.

• Preferential to have housing within proximity to public transit, medical facilities, supportive services, and employment services or job opportunities.

For the reasons listed above, the supportive housing needs of persons living with HIV/AIDS are stable, affordable housing near public transit, medical facilities, and supportive services which are essential to ensuring consistent medical care, employment o pportunities, and overall well - being.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing.

Programs that assist persons returning from mental and physical health institutions seeking supportive housing are:

• The City’s current and growing inventory of PSH developments.

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• Licensed small family or group homes.

• The Silicon Valley Independent Living Center (SVILC) provides individualized housing services and serves people with all types of disabilities —including those seeking independent housing after being in institutions,

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs . Link to one -year goals .

91.315(e)

Public service grants are awarded in two-year cycles. In the first year of this Consolidated Plan, public service grants will be in the first year of its two-year cycle. The following activities have been recommended for funding for the Fiscal Year 2025-26 Annual Action Plan:

• Community Services Agency of Mountain View, Los Altos, and Los Altos Hills (CSA)

— Homelessness Prevention Program—CDBG.
— Senior Case Management Program—CDBG.

• Day Worker Center of Mountain View

— Education, Skills Training, and Job Placement Program—CDBG.

• The United Effort Organization
— Homeless Case Management Services/Case Management Services for Vulnerable Population—CDBG and General Fund.

• Vista Center for the Blind and Visually Impaired

— Vision Loss Rehabilitation Program—CDBG.

• Silicon Valley Independent Living Center

— Housing Program for Persons with Disabilities—CDBG.

Diminishing funding to meet underserved needs continues to be one of the most significant obstacles Countywide to addressing the needs of underserved populations . The County supplements its federal funding with other resources and funds, such as:

• The Housing Trust Silicon Valley Trust (Trust) is a public/private venture dedicated to increasing affordable housing in the county. The Trust makes available funds for developers to borrow for the construction of affordable units.

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• Mortgage Credit Certificates (MCC), a federal program issued by the County, allows homeowners to claim a federal income tax deduction equal to the amount of interest paid each year on a home loan. Through an MCC, a homeowner ’s deduction can be converted into a federal income tax credit that reduces the household’s tax payments on a dollar-for- dollar basis, with a maximum credit equal to 15% of the annual interest paid on the borrower’s mortgage.

• McKinney Vento Homeless Assistance Funds are distributed by the County to organizations that provide services to homeless persons and persons at-risk of homelessness.

• Rental assistance provided by SCCHA will continue to be available to Urban County residents through the Moderate Rehabilitation Program, and the Section 8 Program.

• The County Affordable Housing Fund, which was established to assist in the development of affordable housing, especially , for extremely low income and special needs people throughout the County.

MA-40 Barriers to Affordable Housing—91.210(e)

Negative Effects of Public Policies on Affordable Housing and Residential Investment

The City prioritizes affordable housing as a key policy goal . However, the high cost of living and market dynamics necessitate a distinct affordable housing delivery system, requiring substantial public funding, innovative financing, mission-driven developers, and supportive land use policies.

As such, the overall housing system, including both market -rate and affordable housing, is complex, and this could lead to barriers to affordable housing and residential investment, such as the following:

Challenges to Affordable Housing Development

• High Land Costs and Market Dynamics —Per the City ’s Housing Element, land values in Mountain View, estimated between $10 million and $20 million per acre, significantly constrain affordable housing feasibility. These costs tend to remain elevated even during economic downturns due to land value “stickiness,” which limits the downward adjustment of prices. High land costs necessitate deeper subsidies, thus reducing the number of units that can be feasibly developed per project.

• Limited Suitable and Available Land —According to the City ’s Housing Element Site Inventory, zoning restrictions, limited vacant parcels, and competition for infill sites near transit and employment centers restrict opportunities for affordable housing development.

Although the City has identified housing opportu nity sites, most require substantial redevelopment, rezoning, or land assembly, which prolongs timelines and increases costs.

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• Competition with Market -Rate Developers—Public policies that do not provide sufficient incentives or acquisition support to nonprofit developers place them at a disadvantage compared to market -rate developers. Without tools such as predevelopment financing, acquisition loans, or right -of-first-refusal policies, nonprofit developers may struggle to secure land in high-opportunity areas.

• Construction Labor Shortages —A chronic labor shortage in the construction trades — exacerbated by regional growth and aging work force demographics—drives up wages and delays project timelines. According to the Terner Center for Housing Innovation, labor costs have increased more than 15% in the Bay Area over the past five years, directly contributing to the escalating per-unit costs of affordable housing development.

• High Development Costs—Multi-family housing—whether market rate or affordable have seen construction costs significantly increase the past several years, with typical per unit costs between $800,000 and $1 million. Fully affordable housing development costs are typically on the higher end of the range due to added layers of financing, extended predevelopment timelines, higher construction standards, and prevailing wage if applicable. Without sufficient funding available, these costs make it difficult for affordable housing projects to be built.

• Insufficient Public Funding —State and federal housing programs have not kept pace with construction cost inflation. The scarcity of flexible capital—especially for predevelopment, gap financing, and operations —delays project delivery and reduces financial competitiveness. Despite allocations from programs, such as the Low-Income Housing Tax Credit (LIHTC), Measure A, and SB 2, demand far exceeds available resources. For example, applications for LIHTC often exceed available credits by a factor of 10:1.

• Lack of diverse, long-term affordable housing capital—While the philanthropic and private sectors have supported housing initiatives, their investments are typically short -term and tied to specific outcomes. In contrast, affordable housing developments require long-term commitments (e.g., 55 -year affordability covenants) that depend heavily on public funds.

The lack of diverse capital sources limits flexibility and increases reliance on oversubscribed public programs.

• Tenant Displacement and Fair Housing Concerns—Rising rents and conversion of affordable units contribute to displacement —especially of low -income households, seniors, and historically marginalized populations. Barriers to housing access include fair housing concerns such as discrimination and limited outreach to marginalized communities.

The City recognizes that government regulations can pose barriers to housing development and has adopted goals and policies to address these constraints , most recently with a robust set of programs in the state-certified 2023 -2031 Housing Element to identify and implement opportunities to streamline processes and facilitate different types of housing productions. The City proactively advances affordable housing through policy, funding, and community

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engagement. The state has recognized these efforts and awarded the City the Pro housing Designation in 2024.

City Initiatives and Leadership

Council Strategic Priorities (Fiscal Years 2023-25)

• Community for All —”Support Mountain View ’s socioeconomic and cultural diversity .

Engage and protect vulnerable populations through policies that promote access to housing, transportation, and other programs and services.”

• Intentional Development and Housing Options—”Support an increase in the quantity and diversity of housing options, including assistance for the unhoused . Provide opportunities for affordable housing as well as home ownership . Plan for neighborhoods with nearby transit, jobs, and amenities that balance density with livable, green, mixed -use development.”

For the Fiscal Year 2023-25 cycle, the following housing -related priority work plan items were identified:

• Develop a homelessness response strategy;
• Review and make periodic updates to the Municipal Code in a phased approach to remove contradictory, unenforceable, or otherwise outdated sections; • Implement Displacement Response Strategy actions;
• Propose revisions to R3 zoning standards;
• Develop a strategy to facilitate low- and middle-income homeownership opportunities; and • Facilitate affordable housing development at the VTA Evelyn site.

Affordable Housing Programs

• Below-Market-Rate (BMR) Housing Program—Requires 15% of new rental units be affordable to low- to moderate-income households and 15% of for-sale units be affordable to moderate -income households with a 25% on -site requirement for townhomes and rowhouses. Alternative mitigations are allowed but must be requested by a market -rate developer, have a greater value than providing the units on -site, and be approved by the City Council.

• Housing Impact fees—Nonresidential development fees that contribute to affordable housing funding.

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• Subsidized Housing Development —The City actively funds and supports 100% affordable housing projects, currently accounting for approximately 1,200 units.

Tenant Protections

• Tenant Relocation Assistance Ordinance (TRAO)—The City implements a tenant relocation assistance ordinance for eligible tenants displaced from their rental unit. The TRAO is currently in the process of being updated by the City’s Housing Department.

• Community Stabilization and Fair Rent Act (CSFRA) —Provides rent stabilization and just - cause eviction protections for properties with three or more units built before 1995 as well as just-cause protections for rental units built up until 2016.

• Displacement Response Strategy —Focuses on preventing tenant displacement and maintaining affordable housing stock.

• Mobile Home Rent Stabilization Ordinance (MHRSO) —Protects mobile home residents from unreasonable rent increases and provides just -cause eviction protections while also protecting the rights of park owners and mobile home landlords to receive a fair return on their property and rental income sufficient to cover increasing operating costs.

Land Use and Zoning Ordinances and Policies

The City’s 2023-2031 Housing Element incorporates measures to streamline affordable housing, such as:

• Periodically evaluate the City’s development standards, review processes, and if necessary, remove unnecessary barriers to quality housing for all income levels (Policy 1.5)

• Provide incentives, such as reduced -parking standards and/or reductions in other development standards and fees, to facilitate the development of housing that is affordable to lower- and moderate-income households (Policy 1.6)

• Initiate and maintain programs to assist extremely low -, very low -, low-, and moderate - income households in accessing affordable rental and ownership units (Policy 2.1)

• Advocate for additional state, regional, and private funding for affordable housing and affordable housing programs (Policy 4.1)

Programs identified by the City include:

• Eliminate minimum parking standards for residential in transit -oriented areas, affordable housing developments, and other cases (Program 1.2);

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• Review and update ordinance and Precise Plan Residential Standards to ensure they reflect contemporary building types, improve ease of implementation, and improve consistency across districts (Program 1.3);

• Park Land Ordinance update to identify where fee reductions can be made (Program 1.8);

• Below-Market-Rate (BMR) program review to evaluate program efficacy and identify potential modifications to improve efficacy based on City goals (Program 1.9);

• Continue to implement the City’s local density bonus programs (Program 1.10);

• Subsidize and support affordable housing programs (Program 2.1);

• Development streamlining and processing revisions to reduce planning and building Permit review timelines to address constraints resulting from the duration of staff review (Program 4.1);

• Advocate for, propose, and shape legislation at the federal and state levels that increase s the ability to develop affordable housing, prevent displacement, and remove impediments to accessing housing and to support regional funding measure t hat supports affordable housing (Program 4.2);

• Examine new revenue sources and increases to existing sources to support subsidized housing (Program 4.3); and

• Work with the private sector, philanthropy, and public agencies to bring in additional funding sources to support a range of affordable housing opportunities (Program 4.4).

Public Outreach

All residential developments, including market -rate and affordable housing, are required to include a public outreach component as part of the entitlement process. This allows the community to provide input on the projects, including design, programming, and other aspects that are important to the community. This has led to housing developments with excellent design, including affordable housing developments. This effective public outreach process has, in part, contributed to the community ’s strong suppo rt for affordable housing throughout the years.

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MA-45 Non-Housing Community Development Assets—91.215 (f)

Introduction

This section examines the City ’s economic and work force development conditions, focusing on factors that impact residents’ financial stability and access to opportunity. It includes an analysis of employment trends, major industries, and work force characteristics, identifying key sectors that drive the local economy. This section also assesses education levels, job training programs, and economic development resources available to support business growth and work force readiness. Additionally, it highlights gaps in employment opportunities, barriers to econ omic mobility, and potential strategies to strengthen the local economy and improve job access for low- and moderate-income residents.

The tables referenced in this section use required, prepopulated datasets provided by HUD to standardize economic indicators that HUD will review.

Economic Development Market Analysis

Table 53—Business Activity

Business Activity

Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil, and Gas
Extraction 169 25 0.4% 0.0% -0.4%
Arts, Entertainment,
Accommodations 2,385 6,290 6.0% 7.3% 1.3%
Construction 1,046 1,063 2.6% 1.2% -1.4%
Education and Health-Care Services 6,824 9,406 17.2% 10.9% -6.3% Finance, Insurance, and Real Estate 1,892 1,796 4.8% 2.1% -2.7% Information 8,016 33,302 20.2% 38.6% 18.5%
Manufacturing 4,454 2,620 11.2% 3.0% -8.2%
Other Services 774 954 1.9% 1.1% -0.8%
Professional, Scientific,
Management Services 7,870 18,868 19.8% 21.9% 2.1%
Administration and Support, Waste
Management 1,839 2,953 4.6% 3.4% -1.2%
Public Administration 682 710 1.7% 0.8% -0.9%
Retail Trade 1,935 3,349 4.9% 3.9% -1.0%
Transportation and Warehousing 888 571 2.2% 0.7% -1.6%
Wholesale Trade 972 4,310 2.4% 5.0% 2.6%
Total 39,746 86,217 100.0% 100.0% 0.0%

Data Source: 2023 Five-year ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)

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Table 54—Labor Force

Labor Force

Total Population in the Civilian Labor Force 49,393
Civilian Employed Population 16 years and
over 47,697
Unemployment Rate 3.43%
Unemployment Rate for Ages 16-24 3.83%
Unemployment Rate for Ages 25-65 3.47%

Data Source: 2023 Five-year ACS

Table 55—Occupations by Sector

Occupations by Sector Number of People
Management, business, and financial 10,659
Farming, fisheries, and forestry
occupations 29
Service 4,132
Sales and office 4,575
Construction, extraction, maintenance,
and repair 855
Production, transportation, and material
moving 1,773

Data Source: 2023 Five-year ACS

Table 56—Travel Time

Travel Time

Travel Time Number Percentage
< 30 Minutes 24,358 72%
30-59 Minutes 7,699 23%
60 or More Minutes 1,786 5%
Total 33,843 100%

Data Source: 2023 Five-year ACS

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Education:

Table 57—Educational Attainment by Employment Status

Educational Attainment by Employment Status (Population 16 and Older)

Educational Attainment In Labor Force
Civilian
Employed
Unemployed Not in Labor
Force
Less than high school graduate 1,669 22 768
High school graduate (includes
equivalency) 2,075 247 1,173
Some college or Associate’s degree 3,985 432 1,081
Bachelor’s degree or higher 34,157 797 4,040

Data Source: 2023 Five-year ACS

Educational Attainment by Age

Table 58—Educational Attainment by Age

Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 175 130 761 645 485
9th to 12th grade, no diploma 530 290 294 339 221
High school graduate, GED, or
alternative 1,562 962 904 1,629 1,401
Some college, no degree 1,024 1,119 560 2,327 1,153
Associate’s degree 181 496 275 742 743
Bachelor’s degree 1,532 6,162 3,562 5,535 2,612
Graduate or professional degree 436 9,285 7,636 6,925 2,981

Data Source: 2023 Five-year ACS
Educational Attainment—Median Earnings in the Past 12 Months

Table 59—Median Earnings in the Past 12 Months

Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $40,639
High school graduate (includes equivalency) $40,093
Some college or Associate’s degree $55,755
Bachelor’s degree $126,572
Graduate or professional degree $172,302

Data Source: 2023 Five-year ACS

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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?

Mountain View’s largest employment sectors are Information and Professional, Scientific, and Management Services, comprising 40% of all jobs in the City . The second largest employment industry is Education and Health Care . Mountain View differs from the County overall in that a smaller share of its jobs are in Manufacturing, which is the largest single -employment industry Countywide.

Top employers include:

• Tech companies: Google, Intuit, LinkedIn, Microsoft, and Confluent.

• Transportation innovation companies: Waymo, Applied Intuition, Aurora, Nuro, Kodiak, and General Motors.

• Major retail businesses: BMW, Costco, Kohls, Marshalls, Safeway, Target, and Walmart.

Describe the work force and infrastructure needs of the business community:

The work force and infrastructure needs of the business community were assessed through community engagement and public input as well as input and surveys conducted by the City ’s Economic Vitality Division, and are as follows:

Work Force Needs

• Many businesses, particularly in retail, hospitality, and professional services, cite a strong demand for local work force housing to help retain employees who are currently priced out of the area.

• Technology and life sciences firms seek access to skilled talent in AI, cloud networking, and emerging industries.

• Small businesses and local entrepreneurs require support for hiring and work force development programs, including job training and pathways to employment in various industries.

Infrastructure Needs

• Improved transportation and connectivity are critical, especially , in linking employment centers like North Bayshore with downtown and transit hubs.

• Commercial space flexibility is a key issue—many businesses seek smaller, more adaptable spaces while others require expanded light industrial and R&D spaces for innovation.

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• Enhancements to downtown’s pedestrian environment and business districts are ongoing, including investments in wayfinding, parking, and streetscape improvements to support retail and dining businesses.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period . Describe any needs for wor k force development, business support, or infrastructure these changes may create.

Several major public and private investments are expected to shape Mountain View ’s and the region’s employment landscape:

• Tech Industry Shifts and Hybrid Work Trends—Large employers like Google, Microsoft, and LinkedIn are adjusting their office space needs due to hybrid work trends, which could impact demand for local services and retail. However, these companies remain key drivers of the economy, and the City is exploring ways to attract a diverse mix of businesses beyond large tech firms.

• Small Business and Retail Revitalization —The City is actively working to reduce retail vacancies, encourage new business growth, and enhance business support services . This includes efforts to activate vacant storefronts, explore incentives for property owners, and support small business development.

• Housing and Workforce Growth—The City’s 2023-2031 Housing Element plans for 11,135 new housing units, with a focus on affordability, which will directly impact work force availability and retention. Increased housing supply, particularly for LMI workers, is expected to help businesses by reducing commuter reliance and improving employee retention.

• Emerging Industries and Entrepreneurship —Growth in AI, life sciences, and clean technology is anticipated, with new business attraction efforts focused on fostering innovation clusters in Mountain View. Investments in commercial space tailored to startups and small businesses are critical to diversifying the local economy beyond tech giants.

• Mixed-Use Development in Moffett Boulevard and Downtown —Updates to the Moffett Boulevard Precise Plan and Downtown Precise Plan aim to transform these areas into dynamic, mixed-use districts, integrating commercial, residential, and office spaces.

Economic Development initiatives are guided by the City’s Economic Vitality Strategy, which was adopted in April 2024. This strategy has five goals:

1. Establish centers throughout Mountain View as commercial hubs and community gathering places.

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2. Reinvigorate downtown Mountain View as a premier destination for pedestrian -scale shopping, dining, and social engagement.

3. Grow Mountain View ’s proven, advanced industries through support for established employers, business attraction, innovation, and entrepreneurship.

4. Help small, local, and independently owned businesses flourish in Mountain View.

5. Update Mountain View ’s policies to provide clarity and certainty for new uses that align with the economic vitality strategies and goals.

Place- and community-based investments, coupled with creation of affordable housing, will be central to achieving these goals and be the focus of economic growth during the five -year planning period of this consolidated plan.

How do the skills and education of the current work force correspond to employment opportunities in the jurisdiction?

Mountain View’s work force is highly educated, and many are highly paid, which has driven up housing costs to a point where workers in other industries —including critical industries like education and health care—are paid well below what is needed to live in the City. A critical need is work force housing to respond to employment opportunities.

Although most Mountain View residents have college degrees and higher, a sizeable number of individuals have not obtained a college degree and are likely supporting high-paying jobs through employment in retail and services; their jobs may also be more sus ceptible to economic downturns. Affordable housing and housing stability programs should be targeted to these workers, in addition to persons experiencing homelessness.

Describe any current wor k force training initiatives, including those supported by Wor kforce Investment Boards, community colleges, and other organizations. Describe how these efforts will support the jurisdiction’s Consolidated Plan.

Work force training initiatives that are offered in the City or available in the surrounding area include the following:

• NOVAworks: Provides job seekers with resume and job search assistance, assessments, digital literacy training, and referrals to specialized trainings and educational programs. • De Anza College Career Training/Occupational Training Institute (OTI): Provides high - quality vocational training services for eligible clients, including career and academic advisement, counseling, and job placement assistance.

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• Day Worker Center of Mountain View: A nonprofit organization connecting day workers with employers, offering programs such as healthy meals, ESL classes, technology classes, and workshops on workers’ rights.
• MVLA Adult School: Provides comprehensive training programs and career pathways in sectors like Health Science, Business and Finance, and Information and Communication Technologies.
• Career Success Allowance Program: Offered by the Mountain View Public Library, this program provides monetary support for adult students earning their high school diploma through the Career Online High School.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?

No.

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

Not applicable.

Discussion

Please see the discussion above.

MA-50 Needs and Market Analysis Discussion

Are there areas where households with multiple housing problems are concentrated? (include a definition of “concentration.”)

As discussed in the Needs Assessment section, households with disproportionately high rates of multiple housing problems include:

• For 0% to 30% AMI households, needs are significant across racial and ethnic groups, but Hispanic households have disproportionately higher rates of housing problems. • For 31% to 50% AMI households, Black and Hispanic households have disproportionately higher rates of housing problems.
• For 51 % to 80% AMI and 81 % to 100% AMI households, only Black households have disproportionately high rates of housing problems.

There are no HUD-defined Racially and Ethnically Concentrated Areas of Poverty (R/ECAPs) in Mountain View . There are, however, higher rates of Hispanic residents in the far north and central portions of the City (in this case, concentration is defined as more 30% of residents of

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Hispanic descent). Black residents make up a very small share of residents and concentrated areas identified in the AFFH are those where the Black population is just 3% to 4% of residents.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of “concentration.”)

According to the City’s Housing Element, there are higher rates of Hispanic residents in the far north and central portions of the City (in this case, concentration is defined as more 30% of residents of Hispanic descent) . Black residents make up a very small share of residents and concentrated areas identified in the AFFH are those where the Black population is just 3% to 4% of residents.

What are the characteristics of the market in these areas/neighborhoods?

According to the City’s Housing Element, except for the North Bayshore area of Mountain View, all other parts of the City are identified as highly resourced . The North Bayshore Area has a significant number of jobs and is planned for new development that will better connect the area to downtown and bring 7,000 new housing units (20% of which will be affordable), a new school, transit improvements, open space and habitat protection , and neighborhood serving retail and services.

Are there any community assets in these areas/neighborhoods?

As mentioned above, the North Bayshore Area has a significant number of jobs and is planned for new development that will better connect the area to downtown and bring 7,000 new housing units (20% of which will be affordable), a new school, transit improvements, open space and habitat protection, and neighborhood serving retail and services.

Are there other strategic opportunities in any of these areas?

For the North Bayshore Area, see above. The North Bayshore Precise Plan details how the City intends to strategically transform the area into a complete community with a goal of 20% of units as affordable.

MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households—91.210(a)(4), 91.310(a)(2)

Describe the need for broadband wiring and connections for households, including low - and moderate-income households and neighborhoods.

The Federal Communications Commission (FCC) identifies a location as “unserved” if it cannot secure fixed (wired) broadband services from any carrier at minimum speeds of 25 Mbps download and 3 Mbps upload. The City has limited locations of un - or underserved within City limits.

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However, areas of the City with a higher percentage of households with no internet access (areas that exceed the national average) are concentrated in two parts of Mountain View—the east and west boundaries of the City between Central Expressway and El Camino Real . These areas also roughly align with the HUD designated low- to moderate-income census blocks.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

Although most of the City is considered “well-served” by federal and California state standards, most residents have only a single option for internet service and are essentially subject to a cable monopoly. When it comes to modern gigabit internet services, only 42% of the serviceable addresses have fiber access.

MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)

Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City has implemented a Biodiversity Strategy and Climate Action Plan, a Sea Level Rise Adaptation Plan, and, as discussed earlier in MA -50, invested in a comprehensive plan for the North Bayshore Area, which will help prioritize new development away fr om the Bay and enhance ecosystems and natural habitats. The City is also part of the Santa Clara County Multi - Jurisdictional Hazard Mitigation Plan, which was updated in 2023.

The Multi-Jurisdictional Hazard Mitigation Plan evaluates risks to the City from natural hazards associated with climate change. These are:

• Likely probability of earthquake, drought, and flooding. • Occasional risk of inclement weather and changes to hazards as a result of climate change. • Minimal risk of wildfire.

Describe the vulnerability to these risks of housing occupied by low - and moderate-income households based on an analysis of data, findings, and methods.

The Multi -Jurisdictional Hazard Mitigation Plan also predicts the effect of natural hazards on economically disadvantaged populations and racial and ethnic minorities.

• It is estimated that 2.45% of people potentially affected by earthquakes are economically disadvantaged. The hazard predictor models estimate that Countywide, as many as 16,000 households could be displaced from 100 -year level shaking and 77,000 could be displaced from 500-year level (strong) shaking.

• Around 1% of the City’s population are estimated to be at risk of wildfires. Within the City, there are transportation facilities that are at risk due to being within wildfire zones.

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• Less than 1% of residents in the City are exposed to sea level rise, and only one critical facility could be affected.

• For floods caused by dam failure, approximately 17% of the City ’s residents could be affected. For floods caused by natural conditions, between 1% and 8% of the City ’s residents could be affected. The City has 10 critical facilities located in floodplain areas.

Strategic Plan

SP-05 Overview

Strategic Plan Overview

The Strategic Plan section of the Consolidated Plan outlines the City’s long-term approach to addressing priority housing and community development needs over the plan period, typically five years . This section also identifies anticipated resources, key partners, and methods for overcoming barriers to development, ensuring that federal funds are used effectively . The Strategic Plan serves as a roadmap for guiding investments, coordinating efforts, and achieving measurable community improvements.

It establishes priority needs for areas such as affordable housing, homelessness prevention, economic development, public infrastructure, and special needs services. A priority need is a key housing, homelessness, or community development issue identified through housing data and public input as requiring CDBG or other HUD funding . The priority needs guide resource allocation, including goals, objectives, and funding strategies, ensuring federal funds address the most urgent needs of low- and moderate-income residents.

The City identified the five priority needs below through community engagement, the Needs and Market Assessment, discussion with City departments , including Community Development (particularly the Economic Vitality Division), and Public Works and Housing Departments staff review. These priority needs are aligned with HUD CDBG and HOME objectives and are achieved through annual targets in the Annual Action Plan.

The Priority Needs that were identified for the 2025 -2030 Consolidated Plan include the following:

1. Increase Affordable Housing: Promote affordable housing through the development of new units, and the rehabilitation of existing units. This includes, but is not limited to, supporting new construction, housing acquisition and preservation, and partnering with nonprofits to provide rental and homeownership opportunities.

Examples of projects that address this priority need are the acquisition of property for the development of affordable housing and the rehabilitation of housing for LMI homeowners in the City.

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2. Respond to Homelessness : Respond to homelessness through a range of programs, including, but not limited to, assistance for those experiencing or at risk of homelessness through supportive services and homelessness prevention.

Illustrative examples of supportive services can include, but are not limited to, case management, food and nutrition, and access to legal and health services.

3. Support Public Services: Support public services that enhance health, safety, and well-being of populations in need, including, but not limited to, senior services, services for victims of domestic violence, and health services.

4. Promote Economic Vitality : Support economic vitality through job creation, work force development, job training, and small business assistance.

An example of a project that addresses this priority need is a microenterprise business assistance program that provides technical assistance to LMI business owners.

5. Enhance Public Infrastructure: Install new, or rehabilitate end-of-life, public infrastructure, including, but not limited to, enhancements to safety, mobility, and accessibility.

Examples of public infrastructure projects include, but are not limited to, transportation - related projects that address pedestrian safety, enhance mobility through street and sidewalk improvements, and increase accessibility for residents with disabiliti es by implementing ADA improvements to areas of need in the City.

SP-10 Geographic Priorities—91.215 (a)(1)

Geographic Area

Table 60—Geographic Priority Areas

Target Area Percentage of Funds
Eligible Low and Moderate-Income Block Groups
Citywide 100

Over the next five years , projects and activities will be funded citywide to benefit low- and moderate-income persons and households.

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General Allocation Priorities : Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)

Future CDBG and HOME allocations shall be allocated to activities and projects consistent with the Consolidated Plan’s Priority Needs and Goals as described in SP -25 on a Citywide basis and will be used primarily to assist low- and moderate-income persons and households.

The City currently does not receive Housing Opportunities for Persons with AIDS (HOPWA) funds and, therefore, does not have an Eligible Metropolitan Statistical Area (EMSA).

SP-25 Priority Needs - 91.215(a)(2)

Priority Needs

Table 61—Priority Needs Summary

Priority Needs
1 Priority Need Name Increase Affordable Housing
Priority Level High
Population Low- and moderate-income residents of the City Geographic Areas
Affected Citywide
Associated Goals Increase Affordable Housing
Description
Promote affordable housing through the development of
new units, and the rehabilitation of existing units. This includes, but is not limited to, supporting new construction, housing acquisition and preservation, and partnering with nonprofits to provide rental and homeownership
opportunities
Basis for Priority
Disproportionate housing cost burdens, analysis of
community engagement data and socioeconomic data, and
staff assessment and evaluation.
2 Priority Need Name Respond To Homelessness
Priority Level High
Population Those experiencing homelessness in the City
Geographic Areas
Affected Citywide
Associated Goals Respond to Homelessness
Description
Respond to homelessness through a range of programs,
including, but not limited to, assistance for those
experiencing or at risk of homelessness through supportive services and homelessness prevention.

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Basis for Priority Analysis of community engagement data and socio- economic data, and staff assessment and evaluation.
3 Priority Need Name Support Public Services
Priority Level High
Population Low- and moderate-income residents of the City Geographic Areas
Affected Citywide
Associated Goals Support Public Services
Description
Support services that enhance health, safety, and well- being of populations in need, including, but not limited to, senior services, service for victims of domestic violence, and health services.

Basis for Priority Analysis of community engagement data and socioeconomic data, and staff assessment and evaluation. 4 Priority Need Name Promote Economic Vitality
Priority Level High
Population Low- and moderate-income residents of the City Geographic Areas
Affected Citywide
Associated Goals Promote Economic Vitality
Description Support economic vitality through job creation, work force development, job training, and small business assistance.

Basis for Priority Analysis of community engagement data and socioeconomic data, and staff assessment and evaluation. 5 Priority Need Name Enhance Public Infrastructure
Priority Level High
Population All residents of the City
Geographic Areas
Affected Citywide
Associated Goals Enhance Public Infrastructure
Description
Install new, or rehabilitate end-of-life public infrastructure, including, but not limited to, enhancements to safety,
mobility, and accessibility.

Basis for Priority Analysis of community engagement data and socioeconomic data, and staff assessment and evaluation.

Narrative (Optional)

Please see the table above.

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SP-30 Influence of Market Conditions—91.215 (b)

Influence of Market Conditions

The tables in this section are completed using HUD-mandated templates; this report follows that required structure for the 2025 –2030 Consolidated Plan and 2025 Action Plan, including standardized prompts, tables, and formats.

Table 62—Influence of Market Conditions

Influence of Market Conditions
Affordable Housing Type Market Characteristics that will influence the use of funds available for housing type
Tenant-Based Rental
Assistance (TBRA)
Rental and utilities assistance will continue to be a
significant need through the planning period. According to the rental gaps analysis conducted to support this plan, there are 3,623 renters in the City with incomes lower than $50,000 and 1,437 units to serve them—leaving a gap of
2,186 rental units. Until this gap is addressed through affordable rental production, rental assistance will be needed to help very low-income renters avoid displacement and homelessness.

Although market conditions suggest that rental assistance is needed for renters with incomes lower than $50,000, to
alleviate cost burden, the City does not plan on funding a TBRA program due to the complexity of administering such a program, especially relative to the small amount of HOME that the City receives.

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Influence of Market Conditions
TBRA for Non-Homeless
Special Needs
Rental and utilities assistance will continue to be a
significant need through the planning period. The non- homeless special-needs residents with the most severe
needs include extremely low-income residents (especially seniors, people with disabilities, and large households) and families fleeing domestic violence. The shortage of housing for domestic violence survivors is acute: 2,374 Mountain View residents experience domestic violence with
241 annually (or 10%) needing housing services. There are fewer than 70 beds in the entire County for residents
escaping domestic violence.

New Unit Production As discussed throughout this plan, there is an acute need for affordable housing creation, especially rental housing
serving 0-80% AMI households:

• 1,439 renters living in overcrowded conditions
(compared to just 56 owners).
• 75% of people experiencing homelessness in the City
are unsheltered.

Market conditions indicate that new affordable housing will continue to be needed throughout the planning period and the City has a robust project pipeline. However, the
greatest constraint is insufficient funding at the state, federal, regional, and local level.

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Influence of Market Conditions
Rehabilitation Rehabilitation and accessibility improvements are a continued need based on needs indicators:

2,015 Mountain View residents with disabilities have
housing needs and have high rates of need (40% to 55%
have needs) across disability types.

By age, households with the oldest adults (75 years and older) are much more likely to be extremely low income
(38% have incomes below 30% of the area median income)
than households with adults between 62 and 74 in age and those with young children (in both, 17% are extremely low income).

Acquisition, including
preservation
The City is developing a strategy to respond to tenant
displacement which includes evaluating options to acquire and preserve existing naturally affordable housing units at risk of development.

The City will utilize CDBG for acquisition if and when
opportunities arise. The City has a goal in its state-certified 2023-2031 Housing Element to preserve at least 50 units of rent-stabilized housing to prevent tenant displacement.

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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)

Introduction

This section outlines the federal, state, local, and private funding sources expected to be available during the Consolidated Plan period to support housing and community development initiatives . It details projected allocations from HUD programs such as the Community Development Block Grant (CDBG) program, and HOME Investment Partnerships Program (HOME). This section also identifies potential leveraged funds, including state and local grants, tax credits, and private investments, and discusses h ow these resources will be used to address the City’s housing, homelessness, and community development priorities . Additionally, it may highlight funding gaps and strategies to maximize the impact of available resources.

Table 63—Anticipated Resources

Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Economic Development
Housing
Public Improvements
Public Services Admin and
Planning $604,000 $250,000 $1,345,000 $2,199,000 $2,416,000 Funds will be used to
support the priority
needs and goals
established in SP-25 and
SP-45.

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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
HOME public—
federal
Acquisition Homebuyer
assistance Homeowner
rehab Multi-family rental
new construction
Multi-family rental rehab
New construction for
ownership
TBRA
Admin and planning $237,000 $500,000 $994,931 $1,731,931 $948,000 Funds will be used to
support the priority
needs and goals
established in SP-25 and
SP-45.

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Explain how federal funds will leverage those additional resources (private, state , and local funds), including a description of how matching requirements will be satisfied.

The City will leverage federal funds by supplementing them with local funds. The City implements several local programs that can be combined with state, federal, and CDBG funds, including:

• Below-Market-Rate Housing In-Lieu fees
• Housing Impact Fee
• Former Redevelopment funds

In addition, the City supplements its CDBG public service funding with City General Funds, which are used to provide additional funding for local nonprofi ts and service providers that assist low- and moderate-income residents.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan

A description of City owned property that may be used to address needs identified in this Consolidated Plans are shown below.

Lot 12 –The City seeks to redevelop this Downtown public parking lot into 120 units of affordable housing. A preferred developer was selected in 2020, and the City has committed $17.25 million to the project and contributing the full value of the land to support project feasibility. The project will include units affordable to households earning between 30 -80% AMI, and will have rapid rehousing units, per manent supportive housing units, and units for the intellectually/ developmentally disabled.

Evelyn Site (87 East Evelyn Avenue)–The City had long-term lease and purchased th is land from the Valley Transportation Authority (VTA) in 2021. A preferred developer was selected in 2023, and the City committed $8 million to the project which will generate 268 fully affordable units serving households that are 30% to 60% AMI.

Sobrato Site (1255 Pear Avenue )—This site will be dedicated to the City for development of affordable housing as part of a developer proposed alternative mitigation to the City ’s Below- Market-Rate housing program for a market-rate project. The land dedication site will be used for construction staging for the market-rate units. Once the market-rate units are complete, the City will initiate an RFP process to select an affordable housing developer (estimated to start in three to four years). It is estimated that the site can accommodate between 100 and 140 affordable units, depending on unit sizes.

Discussion

Please see the discussion above.

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SP-40 Institutional Delivery Structure—91.215(k)

Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, nonprofit organizations, and public institutions. The partners the City anticipates utilizing to carry out the goals of the Consolidated Plan period are shown in the table below.

Table 64—Institutional Delivery Structure

Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Mountain
View
Government • Affordable
housing
ownership
• Affordable
housing—rental
• Special needs
• Public Facilities
and
Infrastructure,
including ADA
Improvements
• Economic
Development
• Planning
Jurisdiction
County of Santa Clara
Office of Supportive
Housing (OSH)
CoC

Government
• Affordable
housing—rental
• Homelessness
• Non-homeless
special needs
• Planning
Region
Project Sentinel Government • Fair Housing Region
Santa Clara County
Housing Authority
(SCCHA)
PHA • Affordable
housing rental

Region
Housing Trust of
Santa Clara County
Nonprofit
Organization
• Affordable
housing rental
• Affordable
housing owner
Region

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Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Housing Developers Developer • Affordable
housing rental
• Affordable
housing owner
Other
Economic
Development
Partners: Rebuilding
Together, Upwards
BOOST, and the
Silicon Valley Small
Business
Development Center
(SBDC)
Nonprofit
Organizations
• Housing
preservation
• Small business
assistance
Region
Community-based
Organizations (Public
Services); Catholic
Charities, Community
Legal Services,
Community Services
Agency, Day Worker
Center, LifeMoves,
Senior Adults Legal
Assistance, Silicon
Valley ILC, Vista
Center for the Blind,
United Effort Org
Nonprofit
Organizations
• Ombudsman/
Legal services,
Homelessness
prevention
• Case
management,
Housing
placement
• Job training
• Health care

California
Department of
Housing and
Community
Development
Government • Planning
• Funding
• Capacity building
State
U.S. Department of
Housing and Urban
Development
Government • Planning
• Funding
• Capacity building
Nation

Assess of Strengths and Gaps in the Institutional Delivery System

Mountain Vie w collaborates with a wide range of external partners and organizations across sections (public, private, nonprofit) that aim to prevent homelessness, provide outreach and supportive services to unhoused residents, and promote work force development. These

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include, but are not limited to , the various important organizations listed in the Annual Action Plan (AP) section below.

To identify geographical strengths and gaps in the institutional structure, resources were mapped by service level (county vs. local) and type (supportive services, supportive housing, homelessness prevention, and health/mental health resources). Users can navigate the interactive map by zooming in, clicking, and dragging to the San Jose area . Check or uncheck boxes to display specific resource types and levels . To view supportive housing, homelessness prevention, and health/mental health resources more clearly, uncheck the county - and local- level supportive services, as these often overlap. Table 65 below provides an overview map.

Table 65—Mapped Resources by Category, Mountain View

Source: Root Policy Research

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Table 66—Homeless Prevention Services Summary

Availability of services targeted to homeless persons and persons with HIV and mainstream services

Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to
People with HIV
Homelessness Prevention Services
Counseling/Advocacy ✓ ✓ ✓
Legal Assistance ✓ - -
Mortgage Assistance - - -
Rental Assistance ✓ ✓ -
Utilities Assistance ✓ - -
Street Outreach Services
Law Enforcement ✓ ✓ -
Mobile Clinics ✓ ✓ -
Other Street Outreach
Services
✓ ✓ -
Supportive Services
Alcohol and Drug Abuse ✓ ✓ -
Child Care ✓ - -
Education ✓ - -
Employment and
Employment Training
✓ ✓ -
Health Care ✓ ✓ -
HIV/AIDS ✓ - -
Life Skills ✓ ✓ -
Mental Health Counseling ✓ ✓ -
Transportation ✓ - -
Other
Other - - -

Describe the extent to which services targeted to homeless person and persons with HIV and mainstream services, such as health, mental health and employment services are made available to and used by homeless persons (particularly chronically homeless indi viduals and families, families with children, veterans and their families and unaccompanied youth) and persons with HIV within the jurisdiction.

In Mountain View, a range of services —delivered in coordination with County-led systems—are available to support homeless individuals and families, including those who are chronically homeless, veterans, unaccompanied youth, families with children, and individuals living with HIV.

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Chronically Homeless Individuals

This population requires long -term case management and access to healthcare and behavioral health services. The Valley Homeless Healthcare Program (VHHP) provides primary and urgent care to unsheltered individuals . Santa Clara County ’s Behavioral Health Services Department (BHSD) offers emergency mental health services, while New Directions delivers intensive case management in partnership with local hospitals and health -care providers. Locally, Community Services Agency (CSA), Mountain View’s community outreach workers, and Police Department’s Community Outreach Officers engage individuals through street and vehicle outreach, connecting them to shelter and services . HomeKey Mountain View, operated by LifeMoves, provides 100 interim housing units and wraparound services.

Families with Children and Unaccompanied Youth

Bill Wilson Center collaborates with school liaisons to identify at-risk youth and offers shelter and support services for unaccompanied minors . HomeKey Mountain View provides family - appropriate units with supportive services. Community Solutions and Next Door Solutions assist families fleeing domestic violence. However, a severe shortage of domestic violence shelter beds exists—only 63 beds Countywide despite much higher demand.

Veterans benefit from targeted programs such as the All the Way Home Veterans Program and the VA ’s Supportive Services for Veteran Families (SSVF), which provide housing, case management, and supportive services. The County Veterans Service Office conducts outreach in institutional settings to prevent discharge into homelessness . BHSD and New Directions also address mental health needs for this population.

Service Integration and Gaps

While critical programs like Permanent Supportive Housing (PSH), LifeMoves’ savings initiatives, and transportation support are in place, gaps persist. Members of the Lived Experience Advisory Board noted a need for more tailored housing options (e.g., for youth, justice -involved individuals, and veterans) and expanded mental health and child -care services. Strengthening interagency coordination and funding is essential to build a more equitable and responsive homelessness services system.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above.

Housing-focused outreach and supportive services connect unhoused people to resources and address the barriers that prevent them from becoming housed. The City has played a key role in making such services available in Mountain View, including basic needs services, safe parking, emergency sheltering, and case management . Outreach and basic needs services are a critical piece of the crisis response system. At the county level, outreach efforts are often concentrated in areas with larger homeless populations and cities are often left to fill in the gaps. In Mountain

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View, the Police Department provides outreach to people experiencing homelessness and the City funds and partners with community organizations who provide outreach. The City provides funding for basic services like meals, as well as sanitation and hygiene services.

The City is currently under way on a Homeless Response Strategy and Expenditure Plan, which is being developed to sustain the City’s long-standing commitment to addressing homelessness and to establish a roadmap for future action.

Stakeholder feedback indicated that services for homeless residents were less accessible to certain populations and that more cultural competency would deepen access for people experiencing homelessness. For example, Mountain View is home to a large Hispanic population; many of these individuals are Spanish -speaking and may require specialized engagement and services. While this population represents less than 20% of the general population of Mountain View, they comprise 57% of people experiencing homeles sness in the City. Community-based organizations provide some specialized services, such as English as a Second Language classes and connecting Spanish-seeking refugees to basic needs.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs.

The City of Mountain View has identified gaps in the institutional structure and service delivery system—constrained nonprofit capacity and limited funding—can impede progress on priority needs. Additionally, while there is significant collaboration with external partners, further partnerships will be necessary to address local and regional housing and community development needs. To address these barriers, the City will pursue the following strategies for each identified priority need:

• Priority Need 1—Increase Affordable Housing.

— Gaps: Limited developable land and competition with market-rate developers. — Strategies: Streamline permitting processes; expand partnerships with regional affordable housing consortia; identify surplus public land; and coordinate early with County and state funding sources to improve project viability.

• Priority Need 2—Respond to Homelessness

— Gaps: Fragmented outreach, limited shelter capacity, and inconsistent engagement with culturally diverse populations.
— Strategies: Strengthen coordination between the City and local nonprofits that provide supportive services and homelessness prevention.

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• Priority Need 3—Support Public Services

— Gaps: Distribution of service hubs are not in close proximity to transit-friendly, pedestrian accessible locations for low-income residents without transportation. — Strategies: Establish service hubs in accessible, transit -oriented locations; expand mobile services; and support partnerships among providers to offer co-located services.

• Priority Need 4—Promote Economic Vitality

— Gaps: Underrepresentation of low -income entrepreneurs and limited access to capital or technical support.
— Strategies: Collaborate with local nonprofits to provide support services and technical assistance for small businesses owned by low- and moderate-income residents.

• Priority Need 5—Enhance Public Infrastructure

— Gaps: Lack of investment for public infrastructure that serves low - and moderate- income residents.
— Strategies: This priority need will be addressed through collaboration between the City’s Housing Department and the Public Works Department to target infrastructure investments in priority neighborhoods with a focus on enhanc ements to safety, mobility, and accessibility; include community engagement in project planning.

To implement these strategies, the City will enhance collaboration with the County, affordable housing developers, service providers, and other jurisdictions. Additionally, Mountain View will continue to pursue state and federal funding to ensure critical services can scale to meet growing needs, as well as pursue partnerships with other organizations/sectors such as foundations and the private sector.

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SP-45 Goals Summary—91.215(a)(4)

Table 67—Goals Summary

Goals Summary Information

Goals/Needs/Outcome Summary
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Increase
Affordable
Housing
2025 2030 Affordable
Housing
Citywide - Increase
affordable
housing
CDBG:
$2,400,000
HOME:
$2,412,000
- 45 homeowner housing units
rehabilitated
- Provide funding to 1 affordable
housing project
2 Respond to
Homelessness
2025 2030 Homeless Citywide - Respond to
homelessness
CDBG:
$200,000

- 15,000 persons assisted
3 Support Public
Services

2025 2030 Non-Homeless
Special Needs

Citywide

- Support social
services
CDBG:
$400,000

- 6,000 persons assisted
4 Promote
Economic
Vitality
2025 2030 Non-Housing
Community
Development
Citywide - Promote
Economic
vitality
CDBG:
$200,000
- 40 businesses assisted
5 Enhance Public
Infrastructure
2025 2030 Non-Housing
Community
Development
Citywide
Qualified
Census
Tracts
- Enhance public
infrastructure
CDBG:
$800,000

- Enhance public infrastructure
throughout the City by
implementing ADA
improvements to increase
accessibility for persons with
disabilities.

CDBG $4,000,000
HOME $2,412,000

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Goal Descriptions

2025-2030 Mountain View Consolidated Plan Goals
1 Goal Name Increase Affordable Housing
Goal Description
Promote affordable housing through the development of new units, and the rehabilitation of existing units . This includes, but is not limited to, supporting new construction, housing acquisition and preservation, and partnering with nonprofits to provide rental and homeownership opportunities. 2 Goal Name Respond to Homelessness
Goal Description Respond to homelessness through a range of programs, including, but not limited to, assistance for those experiencing or at risk of homelessness through supportive services and homelessness prevention. 3 Goal Name Support Public Services
Goal Description Support public services that enhance health, safety, and well-being of populations in need, including, but not limited to, senior services, service for victims of domestic violence, and health services. 4 Goal Name Promote Economic Vitality
Goal Description Support economic vitality through job creation, work force development, job training, and small business assistance. 5 Goal Name Enhance Public Infrastructure
Goal Description Install new, or rehabilitate end -of-life public infrastructure, including, but not limited to, enhancements to safety, mobility, and accessibility.

Estimate the number of extremely low -income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2).

The number of Mountain View households that are estimated to be 80% AMI or below is 13,690 or about 42% of the City ’s total households. Nearly 8% of the City’s population live below the poverty line, a number that is lower than the national average of 13% .

The largest demographic living in poverty are females between the ages of 18 -24. The most common racial or ethnic group living below the poverty line is White followed by Hispanic and Asian.

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SP-50 Public Housing Accessibility and Involvement—91.215(c)

Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)

There are no public housing units in the City of Mountain View. However, the Santa Clara County Housing Authority has conditionally awarded Project-Based Vouchers (PBVs) to several projects under development by affordable housing developers in Mountain View.

Activities to Increase Resident Involvements

Though there are no public housing units in the City . However, the Santa Clara County Housing Authority (SCCHA) has implemented several initiatives to increase resident involvement, particularly through its Moving to Work (MTW) designation, which it has held since 2008. While many of SCCHA ’s 45 HUD -approved MTW activities focus on streamlining administrative processes, several directly support resident engagement and empowerment.

One key activity is the Family Self -Sufficiency (FSS) Program, which fosters active resident participation in setting and achieving personal and financial goals . Through this voluntary five - year program, Housing Choice Voucher (HCV) participants work with SCCHA case managers to develop individualized plans that may include completing education, obtaining job training, or securing employment . Participants benefit from financial incentives, such as escrow savings accounts that grow as their earned income increases. These funds are made available to families upon program completion, providing both motivation and a financial foundation for long -term self-sufficiency.

According to SCCHA’s MTW FY2019 Plan, 232 residents were actively enrolled in the FSS program at that time . This initiative exemplifies how SCCHA engages residents in shaping their futures and provides meaningful opportunities for self -advocacy, skill development, and financial growth.

Is the public housing agency designated as troubled under 24 CFR part 902?

No.

Plan to remove the ‘troubled’ designation

Not applicable.

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SP-55 Barriers to affordable housing—91.215(h)

Barriers to Affordable Housing

The City of Mountain View ’s 2023-2031 Housing Element identified nongovernmental and governmental constraints that can act as constraints or barriers to affordable housing development, including:

• Market and economic conditions
• Lack of funding
• Land use policies
• Certain zoning regulations and development standards
• Approval and processing times

Other nongovernmental constraints identified by the City acting as barriers to affordable housing are summarized below.

Availability of financing. The availability of financing can have a direct impact on housing supply and how much it costs . Specifically, high interest rates can make it more expensive to build, purchase, and improve homes, while restrictive lending terms can make it difficult to qualify for financing. In general, it can be consistently challenging for affordable housing developers to assemble financing for new construction; however, this is not unique to Mountain View context.

In fact, the City routinely provides financing to affordable housing projects to help fill funding gaps.

Land costs. Similar to the County, land costs are very high in Mountain View. Land costs vary considerably based on location, lot size, zoning, availability of existing infrastructure, and other factors. The Housing Element noted that, “recent sales of sites in Mountain View that are zoned for multi-family residential development indicate that typical land prices for multi -family sites are approximately $13 million per acre. Affordable housing developers consulted as part of the Housing Element update p rocess reported that a land cost of $100,000 per unit or more is not unusual in the Mountain View market.”

Construction costs. Construction costs have increased substantially over the past several years and are often cited as a key barrier to the production of housing. The Housing Element cited that in late 2021, development costs for multi -family units often total $550,000 per unit or more, before including the cost of land . One affordable housing developer reported that it is difficult to build an affordable unit in Silicon Valley for less than $700,000 per unit , including the cost of land, and that the cost of one recent project in Mountain View exceeded $1 million per unit.

Other nongovernmental constraints include public opinion (NIMBYism) and environmental constraints, such as seismic, flooding, fire, and noise hazards as well as soil and groundwater contamination.

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Strategy to Remove or Ameliorate the Barriers to Affordable Housing

As part of the City ’s Housing Element update, the City committed to implementing several programs and policies to address the government constraints on affordable housing development. The most pertinent programs to address these barriers include:

1.8)
• Continue to implement the City’s local density bonus programs (Program 1.10); • Subsidize and support affordable housing programs (Program 2.1); • Development streamlining and processing revisions to reduce planning and building permit review timelines to address constraints resulting from the duration of staff review (Program

4.1);
• Advocate for, propose, and shape legislation at the federal and state levels that increase s the ability to develop affordable housing, prevent displacement, and remove impediments to accessing housing; support regional funding measure to support affordable housing (Program 4.2);
• Examine new revenue sources and increases to existing sources to support subsidized housing (Program 4.3); and
• Work with the private sector, philanthropy, and public agencies to bring in additional funding sources to support a range of affordable housing opportunities (Program 4.4).

Policies that support addressing affordable housing barriers include:

• Periodically evaluate the City’s development standards, review processes and, if necessary, remove unnecessary barriers to quality housing for all income levels (Policy 1.5); • Provide incentives, such as reduced parking standards and/or reductions in other development standards and fees, to facilitate the development of housing that is affordable to lower- and moderate-income households (Policy 1.6);
• Initiate and maintain programs to assist extremely low -, very low -, low-, and moderate - income households in accessing affordable rental and ownership units (Policy 2.1); and • Advocate for additional state, regional, and private funding for affordable housing and affordable housing programs (Policy 4.1).

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SP-60 Homelessness Strategy—91.215(d)

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs

The jurisdiction’s strategic plan goals will further the meaningful efforts the City has made to address the unique and individual needs of homeless persons . In 2017, the City’s Police Department’s Neighborhood Event Services (NES) Unit established a Community Outreach Officer (COO) position to act as a liaison between social service providers and persons experiencing homelessness in the City. The COO is responsible for balancing compassion with enforcement when assessing individual needs and addressing challenges presented by vulnerable populations.

The NES Unit of the City ’s Police Department also coordinates encampments and refers individuals to the local emergency assistance network for services and resources. In partnership with the Santa Clara County District Attorney ’s office, NES created the Community Outreach Association to work with vulnerable populations (including homeless persons) and to provide trainings to other law enforcement agencies on various topics related to homelessness . Since 2017, the City has been including fund ing to CSA for outreach workers to identify homeless persons (especially unsheltered persons) and to connect them with the housing and services that will address their unique needs . In 2023, the City expanded the funding to include targeted outreach for the living-in-vehicle population.

Additionally, the City will continue these efforts by implementing the programs, policies, and strategies adopted as part of Mountain View ’s 2023-2031 Housing Element. These include, but are not limited to:

Program 3: Homelessness Prevention and Services for the Unhoused. The City is committed to implementing a comprehensive homelessness prevention strategy with supportive services to help households avoid homelessness . As part of Program 3, the City identified strategies including:

• Develop and implement a strategy to support those who are unhoused and prevent people from becoming unhoused.
• Continue to partner with the Mountain View , Los Altos , and Los Altos Hills Community Services Agency (CSA), LifeMoves, and similar agencies that provide services and/or shelter to the unhoused community members, such as offering financial support and advertising available programs to residents living in the City.
• Participate in regional homeless programs that support short-term shelter and transitional housing programs that accommodate families and individuals from Mountain View. • Allow emergency shelters pursuant to AB 2339.

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The City is committed to developing a strategy to address the critical programs that respond to and prevent homelessness by the end of 2024 . The strategy will include: (1) funding for rental assistance or financial assistance programs to prevent homelessness, which the City funds annually; (2) preferences for new housing for households who experienced or are at risk of experiencing displacement at City-subsidized housing developments or in BMR units; (3) funding and incentives for the development of shelter, interim housing, and supportive housing; (4) the creation of pathways for households to move from homelessness to City -subsidized supportive housing; and (5) new and expanded partnerships to continue working with the County and funding shelters and beds for survivors of domestic violence, especially women and children.

Addressing the emergency and transitional housing needs of homeless persons

The City addresses the emergency and transitional housing needs of homeless persons by providing a range of shelter options for persons experiencing homelessness and for other special needs populations in the City. For example, the City provides 212 supportive housing units dedicated to addressing the emergency housing needs of veterans experiencing homelessness in Mountain View . The City will continue to meet the supportive service and housing needs of homeless persons through investments made by the County’s Mental Health Department, which has dedicated $21 million since 2007 for the construction of supportive housing , including 150 new housing units for homeless persons with a mental illness (including other housing projects targeted to chronically homeless persons and persons at risk of homelessness). Of these housing units, 109 housing units are currently occupied —five of which are under construction , and 36 are in the planning stages.

The City also offers emergency sheltering through the half-year Cold Weather Shelter Program, Quetzal House shelter for foster -age youth, Graduate House shelter for formerly chronically homeless adults, and L ifeMoves Mountain View interim housing community for homeless individuals and families.

Additionally, the City is an active participant in the creation of new transitional and supportive housing facilities to address homelessness through regional collaboration and cooperation with nonprofit agencies, housing developers, and jurisdictions acro ss the County. The City also supports and will continue to provide oversight for two transitional homes located within Mountain View , including Alice Avenue Transitional Home , which serves up to five formerly homeless persons. The City will continue to l ook for opportunities to fund supportive housing units and projects to help end chronic homelessness and to support persons transitioning out of homelessness over the plan period. These efforts will build upon the strategic goals and policies established by the City’s most recent Housing Element.

In Mountain View ’s Housing Element, the City set a goal to establish a comprehensive suite of housing opportunities and services to prevent, respond to, and address displacement and homelessness in which the City is committed to seeking funds and partnerships that will increase resources available to drive these efforts and meet the needs of homeless persons . To achieve

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this goal, the City adopted several policies and strategies including: (1) support a range of housing solutions and assistance, such as congregate shelter, safe parking, interim housing, and permanent housing; (2) provide responsive assistance and referrals for community resources, access, case management, and basic services; (3) coordinate with partners to assist homeless persons; (4) support housing solutions and resources for lower and moderate -income residents that are displaced by development, rent in creases, and other factors; (5) strive to preserve affordable housing opportunities; and (6) keep households that are at risk of homelessness stably housed with emergency rental assistance and fair housing services.

The City will continue to meet and support the emergency, transitional, and supportive housing needs of homeless persons and families by participating in the creation of new facilities through regional collaboration and cooperation with nonprofit agencies, housing developers, and other jurisdictions.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the peri od of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

Helping persons and families make the transition to permanent housing and homelessness prevention is a central component of the City’s homeless strategy. For example, Mountain View provides short -term financial assistance and support to rehouse homeless persons and households in independent and permanent living situations through the County ’s Rapid Rehousing Program (RRH). The City is committed to continuing these efforts as demonstrated by the City ’s 2019 agreement to supplement the program with $100,000 in funds to rehouse Mountain View-affiliated households.

To facilitate access to affordable housing units, the City created the Below-Market-Rate Housing Program, which requires developers to reserve a percentage of housing units for low -income households or to pay an in -lieu fee . Affordable rental units must be provided to low - and moderate-income households (50% to 120% AMI) and units must be provided to a minimum of two income levels for a weighted average of 65% AMI . Most developers have opted to pay the in-lieu fee, which are then pooled and leveraged with Low-Income Housing Tax Credit (LIHTC), CDBG, and HOME funds to develop and provide subsidized rental units . The City ’s Housing Element includes a strategy to continue and review the program to identify opportunities to provide more inclusionary units (versus opportunities for fees) and to review the program for efficiency improvements, potential policy changes based on Best Practices or new laws, potential cleanup in guidelines and procedures to clarify requirements, and to evaluate if the program facilitates mobility and access to opportunity.

Expanding on the City’s ongoing efforts to facilitate access to permanent affordable housing and to prevent cycles of homelessness, the Mountain View Housing Element commits the City to

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developing and implementing a strategy to support unhoused persons, which will address critical programs to prevent and respond to homelessness, including:

• Funds for rental or financial assistance programs to prevent homelessness (which the City funds annually) , including establishing preferences for new housing for households who have experienced or are at risk of experiencing displacement at Coty -subsidized housing developments or in BMR units.
• Funding and incentives for the development of shelter, interim housing, and supportive housing through City and federal funds.
• The creation of comprehensive pathways for households to move from homelessness to City-subsidized supportive housing units.
• New and expanded partnerships to address populations at risk of homelessness and continue to work with the County to fund shelters and beds for survivors of domestic violence, especially for women and children.

As noted by the Housing Element, the City Manager ’s Office and Housing Department will be responsible for overseeing the implementation of the strategy and will use local housing funds and CDBG/HOME funds . The objectives and metrics assigned to this strategy include: fewer evictions; available safety net services; maintain at least 100 shelter or interim housing spots; develop at least 200 supportive housing units; and mobility out of homelessness into permanent housing with data showing households moving from shelter and interim housing to Mountain View-based permanent housing.

Help low-income individuals and families avoid becoming homeless, especially extremely low- income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education, or youth needs.

Within the broader context of the Countywide homeless system of care, the City ’s focus areas include the following programs and services made available through a range of partners and City efforts. These programs and services are available to persons experiencing homelessness for any reason, including being discharged from a publicly funded institution or system of care:

• Basic services, such as food and hygiene;
• Affordable housing;
• Safe parking;
• Half-year emergency shelter program;
• Interim housing;

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• Homelessness prevention; and
• Outreach and case management to assess people’s needs, connect them with services, and assist them on the path to more permanent housing.

In response to the COVID -19 pandemic, starting in 2020, the City launched several additional major initiatives to protect its most vulnerable residents, seeking to lessen the pandemic’s impact on the unhoused and prevent additional homelessness . This included a $5.3 million rent relief program, funded largely through federal rescue funds and community contributions and the LifeMoves Mountain View interim housing program with a $2.4 million contribution from the City.

The City also secured access to $80 million in Measure A funds through a Memorandum of Understanding with the County of Santa Clara.

In addition, the City’s Human Services Division:

• Funds and conducts the General Fund-supported public service grant process to support services for vulnerable populations.
• Conducts ongoing analysis of outcomes for Safe Parking Program participants. • Engages with the County of Santa Clara Office of Supportive Housing (OSH) on transition plans for the current temporary Safe Parking sites at Evelyn Avenue and Terra Bella Avenue. • Convenes the City’s ongoing Coordinating Together Network. • Participates in the County of Santa Clara Safety Net Meeting and Service Provider Network. • Promotes the County of Santa Clara’s “Housing Problem Solving Initiative.” • Collaborates with community partners on outreach to unhoused and unstably housed residents.
• Distributes educational flyers regarding pertinent City Code. • Developed a Safe Parking Ordinance and permit program for private lot owners.

Furthermore, the City ’s Housing Department implements a comprehensive set of program s related to affordable housing and tenant protection policies and programs such as:

• Public-purpose lending for fully affordable housing projects. • Below Market Rate Housing Program.
• State and federal Grants Program.
• Community Stabilization and Fair Rent Act.
• Mobile Home Rent Stabilization Ordinance.
• Tenant Relocation Assistance Ordinance.
• Housing Help Center.
• Mountain View Mediation Program, in partnership with Project Sentinel.

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SP-65 Lead-based paint (LBP) Hazards—91.215(i)

Actions to address LBP hazards and increase access to housing without LBP hazards

Most of the City ’s subsidized rental properties were built after 1978, or their potential lead hazards were removed/abated as part of substantial rehabilitation activities . The City does not have an independent program to monitor and/or test for lead-based paint (LBP). The City funds the construction of new subsidized rental units using lead - and hazard-free materials. The City requires testing and hazard reduction in properties that use CDBG or HOME funds for rehabilitation where lead and other risks may be present. If a lead concern is identified, the City shares County information with the contractor and property owner.

The County provides programming related to lead -based paint reduction and mitigation . The County’s Childhood Lead Poisoning Prevention Program (CLPPP) offers services to reduce LBP hazards. These include outreach and education, public health nurse case management and environmental investigations, resources and referrals for children who require lead testing, and investigation of complaints of unsafe work practices and lead hazards. The relatively low number of elevated blood lead level cases in the County suggests that these measures are effective.

How are the actions listed above related to the extent of lead poisoning and hazards?

Given the relative new age of the City’s housing stock, the action s listed above are appropriate for mitigating lead paint hazards. Households with the most risk of lead hazards are low-income and have limited financial ability to address such hazards and are also the households that rehabilitation programs target.

How are the actions listed above integrated into housing policies and procedures?

The City also inspects for defective paint on projects being rehabilitated or acquired with CDBG or HOME funds. These inspections are integrated into the City’s housing policies and procedures by establishing clear guidelines and requirements for compliance throughout the project lifecycle. The inspections are done to ensure that policies are effectively carried out and that any issues are addressed promptly, ensuring consistency with the City’s housing goals.

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SP-70 Anti-Poverty Strategy—91.215(j)

Jurisdiction Goals, Programs, and Policies for reducing the number of Poverty-Level Families

Throughout the 2025-2030 planning period, the Priority Needs identified above will be allocated to support partner organizations to, in part, facilitate economic resiliency and stabilize poverty- level families.

Mountain View has several local organizations that aim to prevent homelessness, provide outreach and supportive services to unhoused residents, and promote work force development.

These include the Community Services Agency (CSA), and the Day Worker Center of Mountain View. Other organizations serve the County and are also critical partners in addressing the needs of residents living in poverty.

• CSA provides food and nutritional assistance, emergency financial assistance, senior case management, and outreach and services to individuals experiencing homelessness.

• Through CalWorks cash-aid recipients can receive assistance with paying for child care if employed or participating in County-approved Welfare-to-Work activities.

• The North Valley Job Training Consortium (NOVA) is a local work force development board, is a nonprofit, federally -funded employment and training agency that provides customer - focused work force development services to San Mateo County and parts of Santa Clara County.

• Day Worker Center of Mountain View connects the day worker community with employers in a safe and reliable environment, in addition to offering various programs for workers and community members, such as providing healthy meals, ESL classes, technology classes, and workshops about worker’s rights.

• Work2Future and Social Services Agency. the Social Services Agency and the Workforce Investment Board (work2future) in San Jose are piloting an employment program for recipients of General Assistance who are homeless.

Mountain View will:

1. Support organizations that aim to reduce poverty.

2. Fund case management and emergency assistance services for homeless persons and persons at risk of homelessness.

3. Support activities that promote economic resiliency, create economic opportunity, and improve work force development and skills training to enable individuals and/or organizations the ability to quickly respond and recover from impacts that negatively affect the economy.

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How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?

Mountain View ’s 2023 -2031 Housing Element is the City ’s overarching housing plan , and it contains several goals and objectives that are critical to poverty reduction . The most relevant objectives and actions include:

1. Increasing the supply of deeply affordable housing , including through assembling sites for affordable deed-restricted units in high-opportunity areas.

2. Improve code enforcement response to rental properties in poor condition and raise tenant awareness to improve living conditions and mitigate displacement.

3. Make funding available and increase the number of affordable housing units for underserved populations, including for people who have experienced homelessness.

4. Fund fair housing education, enforcement, and counseling. Provide financial support to mediate housing issues involving renters with a focus on eviction prevention.

5. Develop a homeless prevention and response strategy.

6. Prevent/mitigate displacement of households, including those in mobile homes, and prevent the loss of naturally occurring affordable housing through rent stabilization, deed restriction, housing preservation, and community ownership models.

SP-80 Monitoring—91.230

Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long -term compliance with requirements of the programs involved, including minority business outreach a nd the comprehensive planning requirements.

On-Site Monitoring

The City has a monitoring plan involving annual or biennial on -site monitoring of CDBG -funded activities, depending on degree of risk. HOME-funded housing projects are monitored according to the HOME Program rules based on the number of assisted housing units . CDBG-funded activities that are being carried out by experienced agencies with former monitoring reviews showing no major issues will be monitored every other year. CDBG activities where there is new staff, new programs , or programs where there hav e been issues identified during past reviews will be monitored annually.

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The on -site monitoring involves review of assisted client/tenant files, review of agency administration, fiscal management , and program management . Subrecipients of federal funds are required to maintain a financial audit trail for inspection by the City, consisting of original invoices and timecards to document expenses all the way to canceled checks to document payment of expenses . On-site monitoring of housing projects also involves inspection of the housing units to ensure they meet housing quality standards.

Quarterly Reports

In addition to on -site monitoring, the City conducts quarterly desk reviews of each funded activity. Subrecipients are required to submit performance reports detailing the number of clients served during the quarter as well as the income and race/ethnicity of each client. Agencies are also required to submit quarterly budget reports showing expenses and revenue s, and a detailed invoice specifying what expenses are being charged to CDBG or HOME funds. Agencies must also submit an annual independent audit report regarding their financial accounting.

Annual HUD Performance Report

The City prepares an annual performance report to HUD detailing the progress made in achieving the goals in the Consolidated Plan called the Consolidated Annual Performance and Evaluation Report (CAPER) . The City ’s annual report to HUD includes an analysis of any problems or obstacles encountered by subrecipients in meeting their goals and objectives.

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Annual Action Plan

AP-15 Expected Resources—91.220(c)(1,2)

Introduction

During the 2025 program year, the City anticipates the following levels of CDBG and HOME funding, which is based on the 2024 program year levels.

Table 68—Expected Resources—Priority Table

Anticipated Resources

Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
Community
Development
Block Grant
(CDBG)
HUD Acquisition,
Economic
Development,
Housing, Public
Improvements,
Public Services
Admin and
Planning

$604,000 $250,000 $1,345,000 $2,199,000 $2,400,000 Funds will be used to support
the goals
established in
AP-20.

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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
HOME
Investment
Partnerships
(HOME)
HUD Acquisition,
Homebuyer
assistance,
Homeowner
rehabilitation
Multi-family
rental new
construction,
Multi-family
rental rehab,
New construction
for ownership ,
TBRA
Admin and
planning

$237,000 $500,000 $994,931 $1,731,931 $950,000 Funds will be used to support
the goals
established in AP-

20. 148 OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Action Plan

AP-15 Expected Resources—91.220(c)(1,2) (Continued)

Explain how federal funds will leverage those additional resources (private, state , and local funds), including a description of how matching requirements will be satisfied

The City will leverage federal funds by supplementing them with local funds. The City implements several local funding sources that can be combined with state, federal, and CDBG funds, including:

• Below-Market-Rate Housing In-Lieu Fees
• Housing Impact Fee
• Former Redevelopment Funds

In addition, the City supplements its CDBG public service funding with City General Funds . In PY 2025, $171,000 of General Funds will be allocated to public services to fill the gap between the allowable amount of CDBG and demand.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan

Please see SP -35 for possible City land that could be used to support affordable housing development during the five-year Consolidated Plan period.

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AP-20 Annual Goals and Objectives

Table 69—Goals Summary

Goals Summary Information
Goals / Needs / Outcome Summary
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Increase
Affordable
Housing
2025 2026 Affordable
Housing
Citywide - Increase
affordable
housing
CDBG:
$1,576,000
HOME:
$1,708,231
- 12 homeowner housing
units rehabilitated
- Provide funding to
1 affordable housing
project
2 Respond to
Homelessness
2025 2026 Homeless Citywide - Respond to
homelessness
CDBG:
$83,579

-4,650 persons assisted
3 Support Public
Services

2025 2026 Non-Homeless
Special Needs

Citywide

- Support
social services
CDBG:
$149,421

- 1,555 persons assisted
4 Promote
Economic
Vitality
2025 2026 Non-Housing
Community
Development
Citywide - Promote
Economic
vitality
CDBG:
$80,000
- 10 businesses assisted
5 Enhance Public
Infrastructure
2025 2026 Non-Housing
Community
Development
Citywide
Qualified
Census
Tracts
- Enhance
public
infrastructure
CDBG:
$190,000

- Enhance public
infrastructure throughout
the City by implementing
ADA improvements to
increase accessibility for
persons with disabilities.

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Goal Descriptions
2025-2030 Mountain View Consolidated Plan Goals
1 Goal Name Increase Affordable Housing

Goal Description
Promote affordable housing through the development of new units, and the rehabilitation of existing units. This includes, but is not limited to, supporting new construction, housing acquisition and preservation, and partnering with nonprofits to provide rental and homeownership opportunities. 2 Goal Name Respond to Homelessness

Goal Description
Respond to homelessness through a range of programs, including, but not limited to, assistance for those experiencing or at risk of homelessness through supportive services and homelessness prevention.
3 Goal Name Support Public Services
Goal Description Support public services that enhance health, safety, and well-being of populations in need, including, but not limited to, senior services, service for victims of domestic violence, and health services. 4 Goal Name Promote Economic Vitality
Goal Description Support economic vitality through job creation, work force development, job training, and small business assistance.
5 Goal Name Enhance Public Infrastructure
Goal Description Install new, or rehabilitate end -of-life public infrastructure, including, but not limited to, enhancements to safety, mobility, and accessibility.

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AP-35 Projects—91.220(d)

Introduction

The proposed projects for the 2025 program year include the following:

Table 70—Project Information

Projects

No. Project Name
1 Affordable Housing
2 Rebuilding Together Peninsula—Minor Home Repair Program 3 Community Services Agency—Services for Homelessness Prevention 4 Community Services Agency—Senior Services Case Management 5 LifeMoves—MTV Housing Specialist
6 Senior Adults Legal Assistance—Legal Services for Seniors 7 Silicon Valley Independent Living Center—Services for the Disabled 8 Vista Center for the Blind and Visually Impaired—Services for the Blind 9 Catholic Charities of SCC –Long-Term Care Ombudsman Program 10 Community Legal Services in East Palo Alto–Housing Legal Services Program 11 Day Worker Center–Education, Skills, and Job Placement Program 12 Upwards–Boost Program
13 ADA Improvements
14 Program Administration

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.

Allocation priorities were based on the input received through community engagement and the top needs identified through the needs assessment and housing market analysis . Obstacles to addressing underserved needs are limited and declining funding, especially relative to growing needs as costs of living and housing continue to rise.

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AP-38 Project Summary

Table 71—Project Summary Information

Project Summary Information
1 Project Name Affordable Housing
Target Area Citywide
Goals Supported Increase Affordable Housing
Needs Addressed Increase Affordable Housing
Funding CDBG: $1,396,000
HOME: $1,708,231
Description Utilize CDBG and HOME funds in the City of Mountain View for the development or rehabilitation of affordable housing
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Provide funding to 1 affordable housing project
Location Description Citywide
Planned Activities To be determined after eligible projects have been identified. 2 Project Name Rebuilding Together Peninsula—Minor Home Repair Program Target Area Citywide
Goals Supported Increase Affordable Housing
Needs Addressed Increase Affordable Housing
Funding CDBG: $180,000.00
Description The agency provides minor home repair services to low-income individuals and families. The program supports both fixed housing and mobile homes.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
12 households estimated to benefit.

Location Description Citywide
Planned Activities Minor repair needs for eligible low-income homeowners before they become serious safety or deferred maintenance issues. 3 Project Name Community Services Agency—Services for Homelessness Prevention

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Target Area Citywide
Goals Supported Respond to Homelessness
Needs Addressed Respond to Homelessness
Funding CDBG: $31,518.18
Description The agency provides case management services to low-income individuals and families. The program supports both housed and un-housed community members with case management services, which including advocacy, enrollment in benefits and housing.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
4,600 individuals estimated to benefit.

Location Description Citywide
Planned Activities Basic needs services and assistance for the homeless and those at risk of homelessness.
4 Project Name Community Services Agency—Senior Services Case Management Target Area Citywide
Goals Supported Support Public Services
Needs Addressed Support Public Services
Funding CDBG: $31,518.18
Description Provide case management to seniors over age 60 to keep them living independently at home through wrap-around services, advocacy at medical appointments, assistance enrolling in benefits, and home visits to assess needs and address safety concerns.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
130 elderly individuals estimated to benefit.

Location Description Citywide
Planned Activities Case management services for seniors. 5 Project Name LifeMoves—MTV Housing Specialist
Target Area Citywide
Goals Supported Respond to Homelessness
Needs Addressed Respond to Homelessness

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Funding CDBG: $31,518.18
Description Homeless case management services for homeless individuals at the Homekey Mountain View site.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
22 individuals estimated to benefit
Location Description Citywide
Planned Activities Homeless case management services for homeless individuals at the Homekey Mountain View site.
6 Project Name Senior Adults Legal Assistance—Legal Services for Seniors Target Area Citywide
Goals Supported Support Public Services
Needs Addressed Support Public Services
Funding CDBG: $18,664.35
Description Provide free legal services to Mountain View seniors focusing on:
public benefits, housing, elder abuse/domestic violence, nursing homes, consumer/finance, advance health-care directives, and incapacity/end-of-life planning.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
40 elderly individuals estimated to benefit
Location Description Citywide
Planned Activities Legal services for seniors and persons with disabilities. 7 Project Name Silicon Valley Independent Living Center—Services for the Disabled Target Area Citywide
Goals Supported Support Public Services
Needs Addressed Support Public Services
Funding CDBG: $12,024.64

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Description Housing placement assistance and referrals for residents with disabilities, including seniors with disabling conditions.

Participants learn how to locate affordable, accessible community- based housing in which to transition from homelessness, nursing homes or unstable, temporary housing. The program provides individualized services, housing workshops, and referral services to other organizations.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
38 individuals with disabilities estimated to benefit.

Location Description Silicon Valley Independent Living Center, Mountain View Senior Center
Planned Activities Housing placement assistance and referrals for residents with disabilities, including seniors with disabling conditions.

Participants learn how to locate affordable, accessible community- based housing in which to transition from homelessness, nursing homes, or unstable, temporary housing. The program provides individualized services, housing workshops, and referral services to other organizations.
8 Project Name Vista Center for the Blind and Visually Impaired—Services for the Blind
Target Area Citywide
Goals Supported Support Public Services
Needs Addressed Support Public Services
Funding CDBG: $31,518.18
Description Vision Loss Rehabilitation Program provides visually impaired adults the skills necessary to remain safe and independent in their home by creating an individual rehabilitation plan, rehabilitation services, including assistive technology, and training in orientation, mobility, and daily living skills.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
44 individuals with disabilities estimated to benefit
Location Description Vista Center for the Blind
Planned Activities Services for blind and visually impaired persons.

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9 Project Name Catholic Charities of SCC—Long-Term Care Ombudsman Program Target Area Citywide
Goals Supported Support Public Services
Needs Addressed Support Public Services
Funding CDBG: $13,201.93
Description Assist Long-Term Care residents in seeking to resolve problems and advocate for the rights of residents
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
48 individuals
Location Description Citywide
Planned Activities Assist Long-Term Care residents in seeking to resolve problems and advocate for the rights of residents
10 Project Name Community Legal Services in East Palo Alto—Housing Legal Services Program
Target Area Citywide
Goals Supported Support Public Services
Needs Addressed Support Public Services
Funding CDBG: $31,518.18
Description The Housing Legal Services Program will protect tenants from being unlawfully displaced from their homes and will help low- income families remedy dangerous housing conditions and combat unlawful practices by landlords and management companies.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
50 individuals
Location Description Citywide
Planned Activities The Housing Legal Services Program will protect tenants from being unlawfully displaced from their homes and will help low- income families remedy dangerous housing conditions and combat unlawful practices by landlords and management companies. 11 Project Name Day Worker Center—Education, Skills, and Job Placement Program Target Area Citywide

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Goals Supported Support Public Services
Needs Addressed Support Public Services
Funding CDBG: $31,518.18
Description Provide learning opportunities, skills training, and leadership development for LMI residents
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
375 individuals
Location Description Citywide
Planned Activities Provide learning opportunities, skills training, and leadership development for LMI residents
12 Project Name Upwards—Boost Program
Target Area Citywide
Goals Supported Promote Economic Vitality
Needs Addressed Promote Economic Vitality
Funding CDBG: $80,000.00
Description Provide technical assistance to LMI microenterprise businesses in the City that provide child-care services.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
10 businesses
Location Description Citywide
Planned Activities Provide technical assistance to LMI microenterprise businesses in the City that provide childcare services.
13 Project Name ADA Improvements
Target Area Citywide
Goals Supported Enhance Public Infrastructure
Needs Addressed Enhance Public Infrastructure
Funding CDBG: $190,000.00
Description ADA Improvements for public facilities and infrastructure Target Date 6/30/2026

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Estimate the number
and type of families
that will benefit from
the proposed activities
To be determined after eligible projects have been identified.

Location Description Citywide
Planned Activities ADA Improvements for public facilities and infrastructure 14 Project Name Program Administration
Target Area Citywide
Goals Supported Increase Affordable Housing
Respond to Homelessness
Support Public Services
Planning and Administration
Needs Addressed Increase Affordable Housing
Respond to Homelessness
Support Social Services
Funding CDBG: $120,000
HOME: $23,700
Description Mountain View will continue to provide the planning and administration services required to manage and operate the City CDBG and HOME programs. Such funds will assist in addressing community development and housing projects.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Not applicable
Location Description CDBG and HOME Program Administration is located at City of Mountain View, 500 Castro Street, Mountain View, CA 94041 Planned Activities Program administration for CDBG and HOME programs

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AP-50 Geographic Distribution—91.220(f)

Description of the geographic areas of the entitlement (including areas of low -income and minority concentration) where assistance will be directed.

Public services will be provided Citywide to households with critical needs . HOME will be used to support affordable housing creation in the areas where that housing is being developed. CDBG infrastructure funding will be directed to areas with the greatest ADA and mobility improvement needs.

Geographic Distribution

Table 72—Geographic Distribution

Target Area Percentage of
Funds
Citywide 100

Rationale for the priorities for allocating investments geographically.

The geographic allocation prioritizes assisting low- and moderate-income households throughout the City rather than focusing on one particular area. This approach is needed to effectively reach households with the greatest needs since Mountain View does not have concentrated areas of poverty.

The City currently does not receive Housing Opportunities for Persons with AIDS (HOPWA) funds, and, therefore, does not have an Eligible Metropolitan Statistical Area (EMSA).

Discussion

Please see the discussion above.

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AP-55 Affordable Housing—91.220(g)

Introduction

This section reports on the goals for activities that will be carried out in Fiscal Year 2025-26 with housing-related outcomes. For the City, this inc ludes the Rebuilding Together Peninsula Minor Home Repair Program whose goal is to rehabilitate 12 homes.

Table 73—One-Year Goals for Affordable Housing by Support Requirement

One-Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 12
Special-Needs 0
Total 12

Table 74—One-Year Goals for Affordable Housing by Support Type

One-Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 12
Acquisition of Existing Units 0
Total 12

Discussion

Please see the discussion above.

AP-60 Public Housing—91.220(h)

Introduction

This section is not applicable as the City does not own or operate public housing, nor does the SCCHA.

Actions planned during the next year to address the needs to public housing.

There are no public housing units in the City. However, SCCHA has provided Project-Based Vouchers (PBVs) to existing projects and have conditionally awarded additional vouchers to several projects under development by affordable housing developers in Mountain View.

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Actions to encourage public housing residents to become more involved in management and participate in homeownership.

There are no public housing units in the City. However, SCCHA has implemented several initiatives to increase resident involvement, particularly through its MTW. While many of SCCHA’s 45 HUD -approved MTW activities focus on streamlining administrative processes, several directly support resident engagement and empowerment.

One key activity is the Family Self -Sufficiency (FSS) Program, which fosters active resident participation in setting and achieving personal and financial goals. Through this voluntary five - year program, Housing Choice Voucher (HCV) participants work with SCCHA case managers to develop individualized plans that may include completing education, obtaining job training, or securing employment. Participants benefit from financial incentives, such as escrow savings accounts that grow as their earned income increases. These funds are made available to families upon program completion, providing both motivation and a financial foundation for long -term self-sufficiency.

According to SCCHA’s MTW Fiscal Year 2019 Plan, 232 residents were actively enrolled in the FSS program at that time. This initiative exemplifies how SCCHA engages residents in shaping their futures and provides meaningful opportunities for self-advocacy, skill development, and financial growth.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.

The PHA is not designated as troubled.

Discussion

Please see the discussion above.

AP-65 Homeless and Other Special Needs Activities—91.220(i)

Introduction

During the 2025 program year, the City of Mountain View, working with the County and partner jurisdictions, will employ the following activities to address homelessness:

1. Increase affordable and supportive housing;

2. Preserve existing affordable and supportive housing;

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3. Provide essential services for special needs residents, including those escaping domestic violence; and

4. Maintain and expand activities designed to ensure housing stability and prevent and reduce homelessness.

Describe the jurisdictions one -year goals and actions for reducing and ending homelessness , including:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

The City will support the County Community Plan to End Homelessness by funding public services that reach homeless persons and provide them with case management and housing search and placement counseling.

Addressing the emergency shelter and transitional housing needs of homeless persons and Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

Mountain View will continue to support the City’s Safe Parking program, which relieves pressure on the County’s shelter system and, also, connects households with effective case management.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health -care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The City will commit to providing public services funding to nonprofit partners who provide case management, legal services, emergency assistance, and job training and skill development supportive services and which target low-income household at-risk of homelessness.

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AP-75 Barriers to affordable housing—91.220(j)

Introduction

Barriers to affordable housing creation are discussed in depth in SP-55.

Actions it planned to remove or to ameliorate the negative effects of public policies that serve as barriers to affordable housing , such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment.

As discussed in the Consolidated Plan sections above , the City will work on the following 2023-2031 Housing Element Programs to reduce barriers and facilitate affordable housing:

• Eliminate minimum parking standards for residential in transit -oriented areas, affordable housing developments, and other cases (Program 1.2);
• Review and update ordinance and Precise Plan Residential Standards to ensure they reflect contemporary building types, improve ease of implementation, and improve consistency across districts (Program 1.3);
• Park Land Ordinance update to identify where fee reductions can be made (Program 1.8) • Continue to implement the City’s local density bonus programs (Program 1.10); • Subsidize and support affordable housing programs (Program 2.1); • Development streamlining and processing revisions to reduce planning and building permit review timelines to address constraints resulting from the duration of staff review (Program

4.1);
• Advocate for, propose, and shape legislation at the federal and state levels that increase the ability to develop affordable housing, prevent displacement, and remove impediments to accessing housing; support regional funding measure to support affordable housing (Program 4.2);
• Examine new revenue sources and increases to existing sources to support subsidized housing (Program 4.3); and
• Work with the private sector, philanthropy, and public agencies to bring in additional funding sources to support a range of affordable housing opportunities (Program 4.4).

Policies that support addressing affordable housing barriers include:

• Periodically evaluate the City’s development standards, review processes and, if necessary, remove unnecessary barriers to quality housing for all income levels (Policy 1.5);

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• Provide incentives, such as reduced parking standards and/or reductions in other development standards and fees, to facilitate the development of housing that is affordable to lower- and moderate-income households (Policy 1.6);
• Initiate and maintain programs to assist extremely low -, very low -, low-, and moderate - income households in accessing affordable rental and ownership units (Policy 2.1); and • Advocate for additional state, regional, and private funding for affordable housing and affordable housing programs (Policy 4.1).

AP-85 Other Actions—91.220(k)

Introduction

This section discusses the City’s efforts to address the underserved needs, expand and preserve affordable housing, reduce lead -based paint hazards, and develop an institutional structure for delivering housing and community development activities.

Actions planned to address obstacles to meeting underserved needs

The City supplements its CDBG and HOME funding with other resources and funds to meet the underserved needs of low and moderate-income households and individuals in the City. The City Council approves an annual allocation from the General Fund to further support public service activities. During the 2025 program year, $171,000 of General Fund dollars will be appropriated to nonprofit organizations that program case management, health care, meals/healthy food, and child enrichment to low-income Mountain View residents.

Actions planned to foster and maintain affordable housing

To foster and maintain affordable housing, the City supplements its CDBG funding with local funds, such as the BMR affordable housing program and housing impact fees to facilitate the development of affordable housing.

Actions planned to reduce lead-based paint hazards

The City requires that properties built before 1978 that use CDBG or HOME funds, or which are not exempt under the Residential Lead -Based Paint Hazard Reduction Act of 1992, undergo testing for LBP . Properties that test positive must have appropriate reduction and abatement procedures implemented . The City informs all CDBG and HOME subrecipients carrying out rehabilitation or acquisition activities of the dangers of lead -based paint and the requirements for lead abatement . It also inspects for defective paint on projects being rehabilitated or acquired with CDBG or HOME funds in compliance with the City’s Lead-Based Paint Management Plan, which it uses to carry out CDBG and HOME funded projects.

165 OMB Control No: 2506-0117 (exp. 09/30/2021)
At the County level, the Childhood Lead Poisoning Prevention Program (CLPPP) offers services to reduce LBP hazards . These include outreach and education, public health nurse case management and environmental investigations, resources and referrals for children who require lead testing, and investigation of complaints of unsafe work practices and lead hazards . The relatively low number of elevated blood lead level cases in the County suggests that these measures are effective.

Actions planned to reduce the number of poverty-level families

In addition to providing General Fund dollars to supplement the CDBG public services allocation, the City will use CDBG to fund economic development programs that focus on job training, skill development, and small business assistance for low-income households.

Actions planned to develop institutional structure

The City implements the 2020 -2025 Consolidated Plan through a network of nonprofit organizations, public-private partnerships, such as Destination: Home, and collaboration with County agencies and other jurisdictions. According to the Consolidated Plan goals and objectives, the City allocates CDBG and HOME funds to nonprofit agencies and affordable housing developers.

The City will continue to work with its external partners , nonprofits, businesses, and philanthropic organizations, on a multi -sectoral approach to identify funding resources and programs to meet the City’s housing and public service needs. The City will also work with state and federal government to help meet the community’s housing and public service needs. These efforts have been discussed in prior section of this AAP.

Actions planned to enhance coordination between public and private housing and social service agencies

The City benefits from a strong local and regional network of housing and community development partners, such as the County. To improve intergovernmental and private sector cooperation, the City participates with other local jurisdictions and developers in sharing information and resources. Collaborative efforts include regular quarterly meetings among the entitlement jurisdictions and coordination on project management for projects funded by multiple jurisdictions.

Mountain View City CouncilMay 13, 2025

Mountain View City Council
May 13, 2025