Economic Vitality Strategy Implementation Matrix May 27, 2025 1 Goal 1.
Strategy 1A
Action Economic Vitality Strategy Project Timeline Cost Team Progress 1A.1 Develop a visual merchandising window display program to aid small businesses in improving their brand and visual appeal.
Immediate $$ ED/Planning/Consultant Completed
1A.2 Consider including in the Public Art Strategy utilization of public spaces, including micro- spaces and pocket parks, to showcase works of public art by local and regional artists.
Mid-Term $ ED/PW/CSD In Progress
1A.3 Identify business districts and engage Mountain View business owners in evaluating the feasibility of creating a business improvement district (BID) to maintain cleanliness and safety, as well as advertising, promotion, special events, or other activities that promote Mountain View.
Mid-Term $$$ ED/Attorney In Progress
1A.4 Streamline, update current City regulations to create standards for activating ground floor windows when buildings are vacant or temporarily vacant due to construction.
Mid-Term $ ED/Planning/Attorney In Progress
1A.5 Study the funding and creation of a rotating design services loan fund that would support façade changes and American with Disability Access (ADA) improvements.
Short-Term $$$ ED/Planning/Building Not Started
1A.6 Explore adding a citywide live entertainmen t ordinance that supports busking and other outdoor live entertainment, complying with established decibel levels.
Mid-Term $ ED/Planning/Attorney/PD Not Started
1A.7 Enable sidewalk-serving retail service transactions such as exterior window ordering and pick up outside the building.
Mid-Term $ ED/Planning/PW Not Started
1A.8 Consider statewide tools like State- wide Co mmunity Infrastructure Program (SCIP) or Enhanced Infrastructure Financing Districts (EIFD) to finance public realm improvements.
Long-Term $$ PW/FASD/ED Not Started
1A.9 Explore placemaking through public and priv ate realm improvements including street furniture, lighting, landscaping, tree canopy, public art, and signage (ex. Corridors like San Antonio, El Camino, Moffett). Encourage a di stinctive look and feel for the public and private realm in commercial and neighborhood centers throughout the city to differentiate them.
Long-Term $$$ ED/Planning/CSD/PW In Progress
Strategy 1B
1B.1 Support neighborhood-serving businesses that are walkable and offer goods and services. Short-Term $ ED Not Started 1B.2 Map and add wayfinding for safe walking and biki ng routes from different parts of the city to Downtown, including from Rengstorff Park, San Antonio Plaza, Cuesta Park, and others.
Mid-Term $ ED/PW/IT In Progress
1B.3 Improve parking permit program communication s by deploying web based application for the various parking permit programs the city manages.
Mid-Term $$ ED/IT In Progress
Differentiate the character, mix of uses, and visual appeal of Mountain View’s mixed use centers to shoppers, visitors, and quality retailers.
Accelerate transition of Mountain View toward increased walkability and convenient, multimodal access to daily goods and servic es. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 2 Action Economic Vitality Strategy Project Timeline Cost Team Progress 1B.4 Implement parking wayfinding systems to redire ct vehicles to open spaces at peak times within business districts.
Mid-Term $$$ ED/PW Not Started
1B.5 Consider reinvesting parking revenue into enhancing bike and pedestrian access networks and facilities, including additional bike rack locations and bikeway improvements.
Long-Term $ ED/PW/FASD Not Started
1B.6 Explore how to increase the Community Shuttle frequency, range, and visibility. Long-Term $$ PW/FASD/ED In Progress 1B.7 Evaluate reducing or eliminating parking requi rements or allowing shared parking with principal uses (for example office or residential) for neighborhood serving uses in mixed-use development to increase the feasibility of providing such uses.
Long-Term $$ Planning/ED/PW In Progress
1B.8 Limit new curb cuts and aim to remove overly redundant curb cuts with any future redevelopment along public right of way with in neighborhood commercial zones and village centers.
Long-Term $ PW/Planning Not Started
Strategy 1C
1C.1 Identify funding sources to provide matching grants to property owners for storefront buildout or alterations with signed tenants.
Immediate $$ ED/CMO/FASD In Progress
1C.2 Adopt requirements to activate windows for any vacant uses in Mountain View; set objective standards for the type of activation and appearance.
Short-Term $ ED/Planning In Progress
1C.3 Create incentives (such as tax sharing, reduced licensing, or others) for building owners to fill vacancies in street facing storefronts or create temporary activations.
Mid-Term $ ED/CMO/FASD In Progress
1C.4 Match vacant storefronts with growing local home-based or shared-space businesses to transition them to brick-and-mortar workplaces.
Mid-Term $ ED/Consultant In Progress
1C.5 Consider increasing allowable densities and mix of uses and ensure that development regulations allow and encourage residential and commercial office uses and the desired range of retail sizes and configurations.
Mid-Term $ Planning Not Started
1C.6 Explore the viability of a vacant property ordinance or vacancy registry, tax, or other means to incentivize action by landlords with long -term vacancies in ground-floor, street facing properties.
Long-Term $$ ED/CMO/Attorney Not Started
1C.7 Pursue business retention visits and attraction initiatives for local and small businesses, such as hosting broker visits and site selection meetings, and engaging with local maker entrepreneurs.
Long-Term $$ ED Ongoing
1C.8 Engage property owners to activate vacant space with temporary storefront uses, pop-up installations, food carts, and performing arts (ex. Village at San Antonio, Rengstorff Plaza, Moffett Plaza).
Long-Term $$ ED/Planning In Progress
Address vacancy in Mountain View and encourage flexible, measured, and diverse growth. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 3 Strategy 1D
Action Economic Vitality Strategy Project Timeline Cost Team Progress 1D.1 Explore an informal liaison within City Hall for landlords and tenants proposing space subdivision, modification, or upgrade projects to move through permitting more quickly.
Short-Term $$ ED Ongoing
1D.2 Develop a business tool kit, in partnership with the Chamber of Commerce, for posting to the City's website, that will assist retail bus inesses in understanding permitting processes including information on financing improv ements, modifications, and subdivisions.
Mid-Term $ ED/Chamber Completed
1D.3 Identify pro bono support or provide financ ial support to connect owners, tenants, and subdividers to design services and consulti ng. Pro bono support might include university students or professional associations.
Mid-Term $$$ ED/Chamber Not Started
1D.4 When updating Precise Plans, allow for limited non-retail uses as permitted uses along with massing, scale and other design guidance that support placemaking within small business districts in Mountain View.
Long-Term $$ Planning/ED/CMO Not Started
1D.5 Contract with a specialty retail consultancy to he lp identify and recruit specific retail niches into Mountain View business centers.
Long-Term $$$ ED/Consultant In Progress
Support ease of division or modification of existing retail spaces to maximize adaptability to market shifts. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 4 Goal 2.
Strategy 2A
Action Economic Vitality Strategy Project Timeline Cost Team Progress 2A.1 Engage with existing restaurants and businesses in Downtown to support their retention and minimize displacement resulting from redevelopment.
Short-Term $$$ ED In Progress
2A.2 Support the existing Council-adopted Downtown Parking Strategy that calls for updated parking standards and requirements in the Do wntown Precise Plan, including new reduced minimum parking requirements that reflect cu rrent market demand, and TDM or shared parking credits.
Mid-Term $ ED/PW In Progress
2A.3 Develop absorption targets for commercial and residential growth in the update to the Downtown Precise Plan.
Mid-Term $$ Planning In Progress
2A.4 Develop absorption targets for commercial and residential growth in the update to the Moffett Blvd. Precise Plan.
Mid-Term $$ Planning In Progress
2A.5 Conduct a retail demand survey of residents to help inform efforts to recruit small or mid- size businesses to the Downtown core.
Short-Term $$ ED Completed
2A.6 Identify partnerships and programming opport unities to activate vacant spaces, with a focus on arts, culture, and entertainment that complements existing restaurant and retail uses.
Mid-Term $$ ED In Progress
2A.7 Consider more flexible zoning and incentives in and around Downtown to encourage innovative sectors and businesses to locate in and close to Downtown.
Long-Term $ Planning In Progress
2A.8 Consider partnering with private sector and / or non-profit organizations to explore the feasibility of an innovation hub campus, incl uding a City-sponsored or affiliated maker space, potentially utilizing vacant Downtown space as a pilot.
Long-Term $$ ED Not Started
Develop an updated Precise Plan to differentiate Downtown and maximize its appeal and drawing power in the city and region
REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING AND SOCIAL ENGAGEMENT $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 5 Strategy 2B
Action Economic Vitality Strategy Project Timeline Cost Team Progress 2B.1 Per the existing Council adopted Downtown Parking Strategy, support the improvement of wayfinding for non-vehicular traffic between employment centers, commercial nodes, public transportation stops, and Downtown.
Short-Term $ ED/PW Not Started
2B.2 Work with Mountain View Community Shuttl e to reduce headway times and add more direct services during peak hours to and from Downtown to North Bayshore and other major employment centers.
Short-Term $$ PW/ED In Progress
2B.3 Strengthen signage and wayfinding on Central Expressway to direct vehicles into Downtown.
Mid-Term $$ PW/County Not Started
2B.4 Work with major employers to create and distribute recommended transit, walking, or biking routes that incorporate bike lanes, trails, transit, and businesses.
Mid-Term $$ ED/PW Not Started
2B.5 Consider a Passport to Downtown program that highlights existing businesses, restaurants, and events; work with the Chamber, Downto wn Business Association, and employers to promote it with residents, visitors, and workers.
Mid-Term $$ ED/Chamber Not Started
Strategy 2C Expand cultural and civic activities in Downtown. 2C.1 Work with local arts and cultural groups to identify and promote entertainment and civic uses that build upon established cultural, entertainment, and civic uses in Downtown.
Short-Term $ ED/CSD In Progress
2C.2 Work with regional art galleries, museums, and individuals to encourage permanent or temporary art installations or programming in Downtown, including within vacant spaces.
Short-Term $ ED In Progress
2C.3 Identify opportunities for pop-up events or temp orary uses in vacant spaces, particularly in partnership with cultural organizations a nd entrepreneurial-focused organizations like Hacker Dojo, a non-profit working space for engin eers, artists, scientists, activists, and other tech entrepreneurs.
Short-Term $$ ED In Progress
2C.4 Work with cultural organizations to host addi tional holiday celebrations and festivals in Downtown.
Short-Term $$ ED/CSD Ongoing
2C.5 Mine local employers, unions, and employee a ssociations in tech and other industries for trade festival or fair opportunities, including competitions.
Short-Term $$ ED Ongoing
2C.6 Partner with regional or local tourism and restaurant groups to host events like Restaurant Week or Cocktail Week in Downtown.
Mid-Term $ ED/Chamber Not Started
Improve connections between Downtown and other major Mountain View employment centers. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 6 Strategy 2D
Action Economic Vitality Strategy Project Timeline Cost Team Progress 2D.1 Support the resumption and expansion of valet parking service for Downtown businesses. Short-Term $ ED/PW Not Started 2D.2 Support transparent parking enforcement with clear communication, real time data, and dynamic curb management.
Short-Term $ PD/PW Not Started
2D.3 Conduct outreach to Downtown businesses to s pur participation and representation in a Parking Benefit District (PBD) oversight committee.
Short-Term $ ED Not Started
2D.4 Partner with other City departments, state agencies, and local employers to offer multimodal incentives for employees and customers.
Mid-Term $$$ PW Not Started
2D.5 As recommended in the approved Downtown Parking Strategy, implement parking solutions like dynamic (demand-based) pricing in public parking spots in mixed use centers during peak hours.
Mid-Term $$$ ED/PW/PD Not Started
2D.6 Consider a small business employee access program that offers reduced parking permit fees and/ or incentivized use of transit, micro-mobility options, and carpooling.
Mid-Term $$ ED/PW Not Started
2D.7 Update and simplify systems and signage to ease navigation and ease use of parking. Mid-Term $$ ED/PW Not Started 2D.8 Work with business and building owners to identify easement opportunities to expand public access to existing off-street private parking for employees and customers.
Long-Term $$ ED/Attorney/PW Not Started
2D.9 Support the expansion of bicycle parking facilit ies and additional new bike facilities within Downtown.
Long-Term $$ PW In Progress
Strategy 2E
2E.1 Support and leverage Castro Street Pedestri an Mall improvements – including pavement enhancement, a new central walkway, sidewalk and patio license enhancements, and cleanup of City furnishings and storm drains – to boost unique Downtown programming in the public and public-private realms.
Short-Term $$ PW/CSD In Progress
2E.2 Support grassroots community programming id eas and implementation at Civic Center Plaza through grants or in-kind assistance to applicants including private citizens and local businesses.
Short-Term $$ ED/CSD/FASD Not Started
2E.3 Build on the success of Mountain View’s Farmer’s Market, Music on Castro, KidStock, and other Downtown experiences to create more regularly occurring public events that showcase Downtown businesses.
Short-Term $$ ED/CSD/PW In Progress
2E.4 Continue to enhance and program public gath ering spaces in Downtown Mountain View that make people feel welcome, such as a playground or interactive water feature, inviting street musicians, re-commencing and expanding Taste of Mountain View, and / or facilitating open houses at Downtown startup spaces.
Mid-Term $$ PW/CSD/ED In Progress
Support the Council-adopted Downtown Parking Strategy’s efforts to improve the management, supply, access, and regulation of parking benefiting Downtown businesses, Create an authentic and unique sense of place in and experience of Downtown Mountain View. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 7 Goal 3.
Strategy 3A
Action Economic Vitality Strategy Project Timeline Cost Team Progress 3A.1 Maintain a database to identify local businesse s the City visits and track progress in meeting their needs.
Immediate $ ED Completed
3A.2 Expand collaboration opportunities with th e Mountain View Chamber of Commerce and Downtown Business Association, such as partnering with the Chamber to collaborate on retention visits and business engagement.
Immediate $ ED/Chamber Ongoing
3A.3 Engage and follow up with key businesses to coordinate, consult and offer technical assistance and a small business program for retention or expansion.
Immediate $ ED Ongoing
3A.4 Collaborate with existing and new partners on periodic events to connect the business community to City permitting and license assistance, and real estate, financing and workforce resources.
Immediate $ ED In Progress
3A.5 Clarify the City’s procurement processes and market contracting and purchasing opportunities to local businesses.
Immediate $ ED / FASD In Progress
3A.6 Evaluate, refine, and expand current marketin g materials and business development tools, including financial and technical resources, a nd make these broadly accessible on the City’s website in multiple languages representative of the community.
Short-Term $ ED In Progress
3A.7 Consider development of a business appreciation program focused on retention of companies currently headquartered in Mountain View.
Short-Term $ ED In Progress
3A.8 Consider developing a program where fast-scaling businesses can pay a premium, linked to the number of employees, for faster building permit processing associated with tenant improvements and tooling installation.
Mid-Term $$ ED/CDD Not Started
3A.9 Explore a City financing plan for commercial linkage fees owed by small businesses or property owners looking to expand.
Mid-Term $$ ED/FASD/Attorney Not Started
3A.10 Implement a land management system that allows for better tracking of property, tenants, and permits and is accessible across departments and interactive with existing software systems.
Mid-Term $$$ CDD/IT Not Started
Strategy 3B
3B.1 Offer economic development policies and programs to the diverse cultural identities of Mountain View’s small business base and translate materials and outreach into Mountain View's primary languages.
Immediate $ CDD/CMO In Progress
3B.2 Leverage NOVAWorks’ existing partnerships with K-12, Higher Education, and local Community Based Organizations to develop tr aining programs that cater to the unique needs of underrepresented groups.
Short-Term $ ED/NOVAWorks Not Started
3B.3 Identify, inventory, and engage industry associat ions attached to target sectors, such as Biocom California and California Life Sciences, to maintain a cutting edge understanding of available workforce resources and diversity initiatives.
Mid-Term $ ED Not Started
GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AN D Develop targeted, highly effective business retention and expansion assistance.
Support employers’ needs for a diverse workforce and make Mountain View and its business community champions for equity and shared prosperity. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 8 Action Economic Vitality Strategy Project Timeline Cost Team Progress 3B.4 Encourage and support the creation of a roundtable forum for major employers in Mountain View and across Silicon Valley to shar e policies and best practices in diversity, equity, and inclusion (DEI).
Mid-Term $ ED/Private Companies Not Started
3B.5 In collaboration with workforce development agencies and other partners, such as Science Form Scientists, monitor and increase partic ipation of underrepresented groups in skills training and workforce development or education programs, especially in STEM (Science, Technology, Engineering, Math)-related fields, and share out prospects with local employers.
Mid-Term $ ED/CMO Not Started
3B.6 Collaborate with leading workforce development and business agencies, specifically NOVAWorks, SBDC, ReWork the Bay, and SCORE, and educational institutions, like Foothill College and DeAnza College, to link both businesses and workers in target sectors to programmatic support, including local trai ning opportunities and career pathway assistance.
Mid-Term $ ED/Partners Not Started
3B.7 Support NOVAWorks in expanding its collaboration with educational institutions for targeted curriculum development based on new industry development in target sectors and niche industries as they emerge, especially in technology and green job sectors.
Long-Term $ ED/NOVAWorks Not Started
Strategy 3C
3C.1 Investigate the feasibility of tax sharing or credit programs that support business investment.
Short-Term $ ED/CMO/FASD In Progress
3C.2 Establish business attraction targets for Artificial Intelligence (AI), autonomous vehicles, sensors and tracking, medical devices, life sciences, biotech, optics and photonics, health care, climate / green industries, and R&D.
Mid-Term $ ED Not Started
3C.3 Monitor land capacity and building inventory fo r advanced industries on an ongoing basis, and audit existing uses. As necessary, consider expanding zoning to allow complementary, supportive, or inter-related allowable uses.
Mid-Term $ ED/Planning In Progress
3C.4 Connect small businesses and startups doing R&D with SBA’s SBIR (Small Business Innovation Research) program and provide application guidance; explore other avenues of grant assistance for small businesses under 100 employees.
Mid-Term $ ED/Chamber Not Started
3C.5 Identify businesses with synergistic relation ships to Mountain View’s strongest existing sectors to promote and support new business investment.
Long-Term $ ED Not Started
3C.6 Analyze local resident occupational strengths and build industry strategies around identified talent leakage.
Long-Term $ ED Not Started
3C.7 Perform periodic analyses of Mountain View employment across clusters to identify and target support and outreach for emerging and growing industries.
Long-Term $$ ED Not Started
3C.8 Work with developers that specialize in state-of-the-art turn key spec and custom facilities for the advanced industries and niches in Mountain View.
Long-Term $$$ ED/NOVAWorks Not Started
Identify and cultivate new niches within advanced industries and grow and diversify other, established sectors. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 9 Strategy 3D
Action Economic Vitality Strategy Project Timeline Cost Team Progress 3D.1 Work with site selectors and brokers in targeted sect ors to support business attraction. Immediate $ ED In Progress 3D.2 Strengthen the partnerships along with facilitating the growth and development of Fogarty Institute incubator, Y-Combinator, Hacker DoJo and other incubators and accelerators in Mountain View.
Immediate $ ED Not Started
3D.3 Promote the local creative economy to attract more creative organizations and individuals to the city.
Immediate $ ED In Progress
3D.4 Identify and conduct outreach to firms within Mount ain View’s targeted sectors. Short-Term $ ED In Progress 3D.5 Conduct city tours with target sector companies and site selectors and highlight the community’s available properties, unique character, and key amenities.
Short-Term $ ED In Progress
3D.6 Develop a suite of programs and tools made available on the City’s website to locate headquarters in Mountain View across target industries.
Short-Term $ ED In Progress
3D.7 Act as a liaison between entrepreneurs and comp anies in appropriate health-related fields including the Fogarty Institute.
Short-Term $ ED Not Started
3D.8 Utilize partners such as NOVAWorks’ extensive networks to attract businesses by showcasing the skilled and diverse workforce of our region.
Short-Term $ ED/NOVAWorks In Progress
Market Mountain View to businesses in specific target sectors and niches $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 10 Goal 4.
Strategy 4A
Action Economic Vitality Strategy Project Timeline Cost Team Progress 4A.1 Enhance education and outreach to existing mi cro, small, mid-sized, and ethnic businesses on the array of small business support resources, including business planning, market research, financing, incentives, workforce development, as well as networking events and other assistance.
Immediate $ ED Ongoing
4A.2 Tailor small and mid-sized business outreach and resources to the diverse cultural identities in Mountain View with translation and multi-cultural liaisons.
Immediate $ ED/CMO Ongoing
4A.3 Re-assess and evaluate City insurance requirement s associated with basic contracting, arts installations and patio licensing to support and encourage small business activations and utilization.
Short-Term $ ED/FASD / PW In Progress
4A.4 Develop a multilingual online small business toolkit to assist in navigating the City permitting processes for space development and licensing.
Short-Term $ ED/CDD/CMO In Progress
4A.5 Augment a preference policy for small, local, and independently owned businesses in City procurement.
Short-Term $ ED/FASD Not Started
4A.6 Evaluate City code changes that may provid e flexibility when requiring use permits for a small and mid-sized business-related development that may not be able to meet parking requirements.
Mid-Term $ ED/CDD Not Started
4A.7 Develop and track performance metrics around small business permitting process efficiency, time, cost and outcomes.
Mid-Term $$ CDD Not Started
4A.8 Identify partners to provide trainings to sma ll and mid-sized business owners on leasing or purchasing commercial property and lease negotiations.
Mid-Term $$ ED/Chamber Not Started
4A.9 In larger developments, explore partnering with private developers to negotiate Community Benefits Agreements (CBAs) reserving ground floor spaces for small and local businesses.
Mid-Term $$ ED Not Started
4A.10 Seek opportunities with small business organiza tions to partner on micro business training with potential startup grants for completion.
Mid-Term $$ ED Not Started
4A.11 Develop a formalized program or toolkit that both educates and helps ensure businesses are compliant with the Americans with Disab ilities Act (ADA) through the use of Certified Access Specialists (CASp).
Mid-Term $$ ED/Building In Progress
Strategy 4B Support local businesses that foster an authentic Mountain View commercial-cultural identity in the city’s neighborhoods.
4B.1 Identify opportunities to better support creati ve workers, including artists and performers, by assisting or connecting them with affordable live-work studio spaces.
Short-Term $$ ED/Housing Not Started
4B.2 Support community-centric local organizations, like Hacker DoJo (which subsidizes fees based on need) and NOVAWorks, that nurture entrepreneurs that stay and grow within Mountain View.
Short-Term $$ ED/Partners Not Started
4B.3 Examine and implement best practices regard ing business zones supportive of independent and locally-owned small business for select areas of Mountain View.
Mid-Term $ ED Not Started
Develop and communicate policies and programs designed to assist small and mid-sized businesses.
HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 11 Action Economic Vitality Strategy Project Timeline Cost Team Progress 4B.4 Engage with larger employers who have vacant spaces that could be put into productive public use via pop-up kitchens, maker spaces, 3D printing library, or co-working spaces.
Mid-Term $ ED Not Started
4B.5 Evaluate creation of a Legacy Business Program that provides grants to small businesses, and to owners committing to extending leases to tenants.
Mid-Term $$ ED/FASD Not Started
4B.6 Identify and consider incentivizing potent ial community partners to provide free or affordable space for temporary or long -term local micro-business incubation.
Long-Term $ ED Not Started
4B.7 Analyze the neighborhood distribution of commercial uses, including neighborhood-serving versus center-based retail, and their impact s on serving various cultures / minority communities in the city.
Long-Term $ ED/Planning Not Started
Strategy 4C Support and sustain a new generation of successful founders and entrepreneurs. 4C.1 Institute regular listening sessions or interviews in the entrepreneurial community to keep abreast of the local entrepreneurial ecosystem and its needs and trends.
Short-Term $ ED Ongoing
4C.2 Explore partnerships with NOVAWorks, SBDC, SCORE, Foothill College, Hacker Dojo, and DeAnza College for entrepreneurship training in Mountain View.
Short-Term $ ED/CMO Not Started
4C.3 Create a one-stop online resource on the City ’s website for entrepreneurs to learn about and access various types of financial support including small business loans, grants, and financial tools.
Mid-Term $ ED Completed
4C.4 Encourage the adaptive reuse of vacant buildings and commercial spaces by local entrepreneurs or non-profits with potential pe rmit-fee waivers, faster timeline for eligible projects, and other assistance. Consider partneri ng with local organization, such as Hacker DoJo, on an adaptive re-use pilot project.
Mid-Term $$ CDD/FASD/Attorney Not Started
4C.5 Build, maintain, and leverage relationships with successful Mountain View tech alumni and venture capital investors to connect emerging entrepreneurs with established resource and knowledge networks.
Long-Term $ ED Ongoing
4C.6 Initiate mentorship programs, connecting new entrepreneurs with seasoned business leaders in Silicon Valley, either through ne w program/network development or leveraging existing incubator/accelerator infrastructure.
Long-Term $$ ED Ongoing
4C.7 Explore whether the City, in partnership with NOVAWorks or others, can provide shared services for business formation for firms outside of an incubator environment, including accounting, legal, regulatory, and hiring services.
Long-Term $$ ED Not Started
$ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 12 Strategy 4D
Action Economic Vitality Strategy Project Timeline Cost Team Progress 4D.1 Inventory available spaces and requirements to develop actionable plans to support the successful siting of new businesses.
Immediate $ ED Ongoing
4D.2 Identify strategic partners, including artists, developers, non-governmental organizations, synergistic retailers, and recreational resources that can help attract desired retailers.
Immediate $ ED In Progress
4D.3 Support the creation and growth of unique, loca lly grown experiential retailers through pop up activations in prominent, visible local spaces from homes to storefronts.
Immediate $$ ED In Progress
4D.4 Engage with niche experiential retailers to understand their specific needs such as access, signage and marketing, and local costs of doing business to help attract their future investment.
Mid-Term $ ED Not Started
4D.5 Designate areas in Mountain View for food tr ucks and invite successful mobile food and beverage businesses from throughout the region to do business in Mountain View.
Mid-Term $ ED/PW Not Started
4D.6 Identify and market opportunities for specific lines of business by refreshing the retail leakage analysis to include prospective tenants and niche businesses.
Mid-Term $$ ED Not Started
4D.7 Consider partnering with NOVAWorks to identify market gaps and align workforce capabilities to support these niche areas.
Mid-Term $$ ED In Progress
4D.8 Analyze local resident occupational strengths and build industry strategies around identified talent leakage.
Long-Term $ ED/Planning/Housing Not Started
Strategy 4E Support growing Latino entrepreneurial and small business enterprises in food and beverage and other industries. 4E.1 Explore partnerships with other food services businesses to explore sub leases, co-ops, and other space rental options.
Short-Term $ ED/Chamber In Progress
4E.2 Convene investors, brokers, and developers to seek investment in Latino businesses and commercial developments to serve a Latino business strategy.
Short-Term $ ED Not Started
4E.3 Help identify locations in Mountain View where Latino businesses may serve multiple demographics and have access to many markets.
Mid-Term $ ED Not Started
4E.4 Collaborate with local partners to seek interest in funding and supporting a commercial kitchen designed to serve Latino and other food businesses in Mountain View.
Mid-Term $$ ED Not Started
4E.5 Explore Downtown vacancies as a near-term and long-term fit for Latino entrepreneurs and food & beverage businesses.
Mid-Term $$ ED Not Started
4E.6 Replicate this model for other underserved entrepreneur communities in Mountain View. Mid-Term $$ ED Not Started Recruit small businesses that offer products and experiences missing in Mountain View. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 13 Strategy 4F Initiate a re-imagined identity and business branding campaign positioning and promoting Mountain View at the intersection of Silicon Valley and community and economic vitality.
Timeline Cost Team Progress
4F.1 Strengthen messaging that Mountain View is a safe and welcoming business environment. Immediate $ ED In Progress 4F.2 Inventory Mountain View’s assets, progress, and innovations to assess what defines the city and distinguishes it within the region.
Short-Term $ ED/CMO Ongoing
4F.3 Leverage new and upgraded infrastructure, public realm design improvements, and development as opportunities to reinforc e the revamped brand of Mountain View.
Mid-Term $ ED/CMO Not Started
4F.4 Strengthen a unique sense of place by support ing and leveraging arts, entertainment, and cultural assets to attract new firms, industr ies, residents, and visitors while supporting existing businesses and sectors.
Mid-Term $ ED Ongoing
4F.5 Initiate a strategic effort to re-invigorate Mountain View’s business image and generate compelling messaging that combines the ideas of Silicon Valley with economic and community vitality and distinguishes Mountain View from other cities.
Long-Term $$$ ED/CMO In Progress
4F.6 Focus language of the city’s re-imagined business brand and determine where and to whom to communicate it regionally and nationally.
Long-Term $$$ ED/CMO/Consultant Not Started
4F.7 Create and popularize a certification program with window and product stickers for unique and niche “Made in Mountain View” products, businesses, or services.
Long-Term $$$ ED Not Started
Strategy 4G
4G.1 Connect vulnerable small business owners and tenants to technical assistance consulting and resources.
Immediate $ ED Ongoing
4G.2 Provide assistance to businesses such as lease consulting, or third-party master leasing of ground floor mixed-use retail space, in areas ex periencing gentrification and displacement.
Short-Term $$ ED/Consultant Not Started
4G.3 Explore the use of rent caps or rental subsidies for small commercial tenants - similar to rent control or voucher programs for residential units.
Long-Term $ ED/Attorney Not Started
4G.4 Expand access to property ownership to marginalized small business owners and non- profits by offering tailored financial services for becoming property owners.
Long-Term $$ ED Not Started
Implement anti-displacement policies that provide temporary and long-term solutions that keep businesses in place. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 14 GOAL 5.
Strategy 5A
Action Economic Vitality Strategy Project Timeline Cost Team Progress 5A.1 In partnership with the Mountain View Chamber of Commerce, develop a process to periodically engage business leaders on Mountain View's planning and development policies and processes.
Immediate $ ED/Chamber Ongoing
5A.2 In tandem with Strategy 3D, pursue zoning changes to ensure land availability for advanced industries and other target sectors.
Mid-Term $ ED/Planning Not Started
5A.3 Explore possible rezoning to better accommodate regionally in-demand uses, including non- hospital health offices, office space, industrial space, and wet labs.
Mid-Term $ ED/Planning Not Started
5A.4 Assess the City code to identify opportunities to revise permitted uses across employment- generating zoning designations; specifically consider allowing a broader range of uses in retail and mixed-use areas, and restricting low employment density uses in core office and industrial designations (e.g. Charleston Plaza, Rengstorff Center).
Long-Term $ ED/Planning In Progress
5A.5 Consider incorporating form- based elements to govern architectural character without overly prescriptive limitations on use.
Long-Term $$$ Planning/ED Not Started
5A.6 Partner with utility providers to expand and market the portfolio of renewably-sourced energy to Mountain View facilities and conti nue to support the adoption of sustainable building practices in the city.
Long-Term $$ ED Not Started
Strategy 5B
5B.1 Align the City’s economic development work program with Housing Element policy to reinforce the City’s commitment to provide housing that will be available for Mountain View workers.
Short-Term $ ED/Housing Not Started
5B.2 Explore possible City roles in facilitating, supporting, and assisting the creation and expansion of childcare services.
Mid-Term $ ED/CMO/Planning Not Started
5B.3 Work with existing and new partners to address systems supportive of employee retention, including childcare, education, transportation, housing needs, and other social services.
Mid-Term $$ ED Not Started
5B.4 Analyze workforce demand for housing product types and prices not currently available in Mountain View.
Long-Term $$$ ED/Housing Not Started
UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION Build adaptability into land use and development codes with provisions that respond to changing demands of commercial and indus trial users.
Identify workforce housing and supportive service challenges with critical economic development implications for prioritization and direct action. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Attachment 2. Economic Vitality Strategy Implementation Matrix May 27, 2025 15 Strategy 5C
Action Economic Vitality Strategy Project Timeline Cost Team 5C.1 Create a dedicated business ambassador response team to handle permits for designated critical development areas (e.g., Downtown, San Antonio Center, major industrial areas).
Immediate $ CDD/PW Completed
5C.2 Allocate resources toward increasing staff to handle permitting processes more quickly and efficiently.
Mid-Term $$$ CDD/HR Ongoing
5C.3 Building upon the new development services website, provide easier access to understanding City permitting procedures and getting in contact with City staff with new or expanded user-friendly online resource s and / or expanded office hours.
Mid-Term $$ CDD/IT In Progress
Strategy 5D
5D.1 Review requirements for Conditional Use Pe rmits for proposed reductions in required parking for Mountain View uses.
Mid-Term $$ Planning/PW/ED Not Started
5D.2 To support new mixed-use development that includes commercial uses, evaluate the necessity for requiring change of use permits following initial construction.
Mid-Term $$$ Planning Ongoing
5D.3 Update the City's business license program to include a commercial landlord license category and fees.
Long-Term $$$ FASD/CMO Not Started
Strategy 5E
5E.1 Continue to implement development regulation s that encourage or require through-block pedestrian connectivity in existing or potential pedestrian corridors.
Mid-Term $$$ Planning/PW Not Started
5E.2 Collaborate with the Transportation Manageme nt Association (TMA) to assess the efficacy of existing Community Shuttle and MVgo service levels and routes in linking major employment hubs with Downtown and other commercial centers.
Mid-Term $$ PW/ED In Progress
5E.3 Work with employers to assess gaps and oppo rtunities for improvement in non-motorized and public transportation. Explore micro-mobility solutions to follow the current moratorium.
Mid-Term $$ ED/PW Not Started
Improve connections between the city’s commercial and industrial areas to foster easier access for collaboration.
Clarify and streamline permitting processes and nurture a business climate that clearly differentiates Mountain View from its n eighbors.
Evaluate and adapt policies, regulations, and enforcement to avoid disproportionate or adverse impacts on small businesses. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev