Agenda packet — Mountain View City Council, May 26, 2026 (part 4 of 4)

Green Initiatives and Natural Resources:

Feedback like “More fruit trees,” “Better
allocation of funds for natural resource
programs,” “More native plants/natural
pollinators,” “Clean energy for all
equipment,” “Tree planting,” and “City
green belt-walking and biking paths”
suggests opportunities for the Department
to invest in environmentally friendly
initiatives and enhance natural resources.

9.4.3 PRIORITIES
Staffing and Appreciation: Numerous
mentions such as “Staff to be appreciated,”
“More staffing,” “Happy/prouder staff,”
“Hire more staff,” and “Increase and
diversify staff” emphasize the importance of
recognizing, increasing, and supporting the
staff.

Strategic Planning and Decision Making:

Comments like “A plan that places value on
the work of community services,” “Data-
based decision making,” “A plan with a
purpose,” and “A plan for the community
that is used/followed/implemented”
highlight the need for a clear, actionable,
and data-driven strategic plan.

Facility and Space Management: Feedback
such as “Create more open space areas
without buildings and concrete,” “No
sand in parks,” “Upgrade our facilities,”
“More open space and less high-rise
buildings,” and “Five new parks bigger than
a postage stamp” indicate priorities related
to the development, maintenance, and
enhancement of parks and facilities.

Inclusion and Diversity: Mentions like
“What we offer is authentically inclusive,
diverse, and accessible,” and “Equity and
inclusion in programs, staffing, and within
the management team” underscore the
importance of ensuring programs and
staffing reflect the diverse needs and
backgrounds of the community.

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Programs and Offerings Enhancement:

Comments such as “Better product
for the community,” “Special events
staff-supervisor/coordinator/hourlies,”
“Enforcement of rules,” “More affordable
and accessible aquatic offerings and
facilities,” and “Multiple bike and skateparks
accessible to kids” suggest a priority to
improve and expand the range of programs
and offerings provided by the City.

The Program Inventory, compiled in fall 2023, reflects all programs and services offered by the City over the previous 12 months across a variety of categories.

9.5 APPENDIX E - Program Inventory

AQUATICS
Adult Swim Lessons American Red Cross Classes - Lifeguard, CPR & First Aid, Babysitter's
Birthday Party Rental Package (Rengstorff Only) Drop-In Water Exercise Friday Night Family Swim Lap Swim
Los Altos Mountain View Aquatics Club (LAMVAC) Mountain View Masters Multi-Purpose Room Rental (Rengstorff Only) Pool Rentals Recreation Swim Swim Lessons - Learn to Swim Levels 1-6 Swim Lessons - Parent & Tot Swim Lessons - Preschool Levels 1-3 Teen Lap Swim
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ENRICHMENT
Adult Latin Dance STEM using Legos
STEM coding Community Gardens
Music & Arts Y outh Dance Classes and Camps
Girl Scouts of Northern California Math Enrichment
Hai Chinese Sign Language
Filming Making, Special Effects Music Classes -Guitar, Keyboard Cooking Classes STEM Robotics
Science Classes and Camps Acting/Singing
Engineering using Legos Sailing, Windsurfing

FACILITY RESERVATIONS
Commercial Use Permits Cuesta Park Family BBQ Tables
Cuesta Park Large Group BBQ Area Field Rentals
General Use Notifications Gym Rentals
Historic Adobe Building Historic Rengstorff House
Mountain View Center for the Performing Arts Mountain View Community Center Mountain View Senior Center Rengstorff Park Family BBQ Tables Rengstorff Park Large Group BBQ Area
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FITNESS AND WELLNESS
BollyX, POUND, Zumba classes Adult Yin Y oga, Restorative/Stretch Y oga classes Morning Y oga, Restorative Y oga classes Adult Pilates, NIA Dance classes Adult Bombay Jam classes

OUTDOOR EDUCATION
Barnyard Visits Deer Hollow Farm Wilderness Camps
Tots & Family Farm Tours Deer Hollow Farm Special Events School Y ear Classes

SENIOR PROGRAMMING
Clubs Drop-in Senior Center Programs
Lifelong Learning Classes Movie Series
Resource Fair Senior Advisory Committee
Senior Nutrition Program Social Services
Special Events Volunteer Classes
Workshops
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SPECIAL EVENTS
Summer Outdoor Movie Night Series Community Tree Lighting Celebration Concerts on the Plaza Council Policy H-4 Plaza Use Permits Council Policy K-14 Special Event Permits Earth Day
Fourth of July Fireworks Harvest History Festival
KidStock Lunar New Y ear
Magical Bridge Performance Series Monster Bash
Multicultural Festival Music on Castro
National Night Out Together in Pride
Banner and Sound Amplification Permits Summer Camp Fair SPORTS
Adult Drop-In Programs Adult Cornhole League
Adult Softball League Batting Cage Rental Program - Adult Ultimate Frisbee Adult volleyball classes
Y outh Futsal classes/camps Y outh soccer classes/camps Y outh basketball, volleyball classes/camps Y outh skateboarding camps Y outh soccer, basketball, volleyball, baseball, flag
football, track & field classes/camps Tennis - Adult Group Lessons Tennis - Camps Tennis - Court Rentals
Tennis - Private Lessons Tennis - Y outh Group Lessons
Y outh martial arts classes
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VOLUNTEERS
Citywide Volunteer Services Deer Hollow Farm Docent
Deer Hollow Farm Interns Deer Hollow Farm Livestock Volunteer Junior Leader Program Junior Lifeguard Program
Rengstorff House Docent Santa Letters
Senior Center Volunteers Special Events
Teen Center Activity Leader Teen Center Tutor
Habitat restoration and Vegetation Maintenance at
Shoreline Volunteer Fair
Volunteer Ushers at Performing Arts Centers
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YOUTH AND TEEN PROGRAMMING
Beyond The Bell-Afterschool Program Breakfast with Santa Club Rec Elite Camp Club Rec H20 Adventures Camp
Club Rec Juniors Camp Club Rec Seniors Camp
Club Rec Spring Break Camp Club Rec Winter Wonderland Camp Find Y our Fit: Teen Career Day Parents Night Out-preschool aged Preschool Enrichment Classes Preschool-Astro Kids Summer Camp Preschool-Busy Bees Summer Camp Preschool-Nature Playschool Preschool-Playschool Preschool-Tot Time
Santa's Workshop Teen College Tours
Teen Enrichment Classes Teen Enrichment Trips
Teen Job Fairs and Find Y our Fit Teen Open Gym
Teen Wellness Retreat The Beat-After School Program
The View Teen Center Drop-In The View Teen Center Special Events The View Teen Center: Adulting 101 Workshops The View Teen Center: AfterHours The View Teen Center: Bike To Boba Y outh Advisory Committee City of Mountain View
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This scoring memo was used as a guide in
determining a score for key metrics during
the Park Assessment by WRT.

General Information
Park Name
Score Categories
Access and Connectivity
Condition
Functionality
Safety and Comfort
Scoring Instructions
All items should be scored on a 1 to 10 scale
Poor (0 - 4.0)
Fair (4.1 - 6.0)
Good (6.1 – 8.0)
Great (8.1 – 10)
Access and Connectivity
Signage and Wayfinding
Quality of signage relative to ‘control park’ for
each park type. Locations of sign, wayfinding
will be evaluated.

1. No park signage

5. Entrance sign and minimal secondary
signs, limited information

10. Well-designed signage system –
unobtrusive, understandable
Edge Permeability

1. Entrances/Access obscured

5. Entrances/Access defined - not
noticeable beyond 100 yards

10. Entrances/Access clearly defined -
able to be distinguished from a significant
distance or multiple entrances not inhibiting
access
Universal Design and Connectivity
Only visual analysis will be conducted.

1. Very poor universally accessible
circulation condition

5. Limited universally accessible circulation
or in moderate condition

10. Extensive universally accessible
circulation to all major park areas
Presence of Safe Pedestrian Crossings
(n/a when park entrance is located along a
very small, low-traffic, quiet street)

1. Unsafe crossing relative to street width/
traffic volume

5. Standard crossing treatment present

10. Crossing treatment prioritizes
pedestrian and/or is directly integrated into
park circulation

9.6 APPENDIX F – Park Assessment Scoring
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Sidewalks and Surrounding Circulation

1. No sidewalks/ Park entrances don’t
connect to external circulation/activity
areas

5. Sidewalks present/ Park entrances in
vicinity of external circulation/activity areas

10. Sidewalks integrated into and enhance
park circulation/ Park entrances directly
relate to/act as extensions of external
circulation/activity areas
Path Connectivity Within Park

1. Pathways circuitous/confusing, missing
connections

5. Pathways adequate

10. Destinations clearly connected
and intuitive - circulation very easy to
understand
Parking
Parking to be evaluated per park type.

Community parks could include on-site
parking, school fields to have shared parking,
neighborhood parks could have on-site
or adjacent street parking. Parking to be
evaluated based on connectivity between
parking and park elements.

1. Insufficient parking, very poor
connectivity

5. Adequate parking, adequate connectivity

10. Sufficient parking and connectivity
Accessible by Bike Route and Adequate
Bike Parking
Bike parking quantity per size of park and
appropriately located.

1. No marked bike route connecting near
park (within 100 yards), no bike parking
observed on site

5. Adequate bike route connects directly
to park (Class II, III, or IV), bike parking
observed / but not conveniently located or
adequate

10. Safe, low-stress bike route connects
directly to park (Class I , IV/ Fully
Separated), ample bike parking for park and
neighboring areas
Connectivity to Adjacent Open Space /
Trail
Parks not adjacent to open space or trail will
not be rated. Evaluated using GIS data and
verify with Google Earth.

1. Park adjacent to open space but lacking
connection/trail

5. Park adjacent to open space with minimal
connection to trail

10. Park well integrated to adjacent open
space with trail connections
Public Transportation Nearby

1. No public transportation within ¼ mile

5. Public transportation within ¼ mile
(walkable)

10. Public transportation within 5-minute
walk
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Condition
Hardscape Condition
Potholes / cracks, looser pavers, deterioration,
overall attractiveness, and relevance.

1. Poor condition, tripping concerns, not in
appropriate locations

5. Fair condition, in appropriate locations

10. Excellent condition and in appropriate
locations
Vegetation Condition
No overgrown grass or dirt patches, overall
maintenance of planted areas, appropriate
pruning, presence of weeds.

1. Poor condition

5. Fair condition

10. Excellent condition
Tree Canopy
Ample amount of distribution throughout site
and overall attractiveness

1. Poor condition

5. Fair condition

10. Excellent condition
Recreation Amenities Condition
Equipment condition (broken/protruding
parts, rust), mulch, rubber, etc. Relevance of
play equipment, variety of play equipment.

Cracks, weeds, low spots, lighting, equipment
condition.

1. Poor condition

5. Fair condition

10. Excellent condition
Buildings / Facilities
Only parks with a restroom / building will be
evaluated. Usable (not locked), sufficient
provision for scale of the park, reasonably
maintained (no severe maintenance issues)

1. No effective restrooms (not provided
for larger parks, inaccessible or strongly
undesirable due to cleanliness concerns)

5. Adequate restrooms

10. Well provisioned for the site –
bathrooms as amenities
Lighting Condition and Availability
Fixture condition (broken/protruding parts,
rust, cracking, graffiti/vandalism)

1. Poor condition

5. Fair condition

10. Excellent condition
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Trash Receptacles Condition and
Availability
Fixture condition (broken/protruding parts,
rust, cracking, graffiti/vandalism)

1. Poor condition

5. Fair condition

10. Excellent condition
Seating / Benches Availability and
Condition
Fixture condition (broken/protruding parts,
rust, cracking, graffiti/vandalism)

1. Poor condition

5. Fair condition

10. Excellent condition
Functionality
Diversity of Activities / Uses
Variety of amenities serving different user
types characterized by interests, age groups,
passive/active activities

1. Few amenities and programming available
for users.

5. Standard programming, such as
playground, seating, area, and lawn are
available.

10. Diversity of passive/active activities,
serving people of different ages, and
different interests.

Appropriate Amenity Adjacencies
Are amenities placed in a logical and balanced
way to minimize any disruption

1. Amenities are not logically placed

5. Amenities are somewhat logically placed

10. All amenity areas are placed in the most
logical place on site
Distribution of shady and sunny areas
Ample amount of distribution of shade on
site through evergreen tree canopy or shade
structures. Evaluation will prioritize use zones.

1. No consistent shade present on site

5. Moderate but limited amount of shade on
site

10. Ample shade with variety of uses
available on site
Compatibility with neighbors
Privacy from park, presence of high noise
recreation activity near residences, non-
compatible adjacent uses like industrial

1. Adjacent uses are not appropriate

5. Adjacent uses could raise concerns

10. Adjacent uses are appropriate
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Safety and Comfort
Traffic Calming
For parks adjacent to higher speed roads,
parks on calm neighborhood streets will not be
evaluated.

1. No traffic calming measure – excessive
traffic speed common

5. Limited traffic calming measures on
higher trafficked streets

10. Well integrated and designed traffic
calming measures that successfully slow
traffic
Mitigation of Views / Noise from
Surrounding Land Uses
Effective mitigation of unappealing
surrounding land uses, such as industrial
facilities, derelict structures, etc. (n/a if no
such adjacent uses)

1. Park does not mitigate unappealing
surrounding land uses or noise

5. Park has some screening of unappealing
surrounding land uses or noise

10. Park completely screens unappealing
surrounding land uses, unappealing
surroundings or noise imperceptible
Graffiti and Vandalism

1. Significant signs of graffiti, vandalism, or
purposely broken furniture

5. Some signs of graffiti, vandalism, or
purposely broken furniture

10. No signs of graffiti, vandalism, or
purposely broken furniture
Evidence of Illicit or Unauthorized Use
Illicit uses such as evidence of camping,
littering, graffiti

1. Active evidence of illicit uses, camping, or
vacancy

5. Trace evidence of illicit uses

10. No evidence of illicit uses
Line of Sight / Openness
Evaluation will only apply to use zones of park,
i.e., parks next to open spaces or creeks will
not be negatively scored by the presence of
taller/un-maintained vegetation.

1. Overgrown vegetation within 3’-8’, or
hidden areas present near use zones

5. Some overgrown vegetation but generally
open near use zones within 3’-8’

10. No overgrown vegetation inhibiting clear
sightlines through park within 3’-8’
“Eyes on the Park”
Evaluation of park edges for natural
surveillance and amount of activation through
sidewalks, neighboring use, stoop conditions,
walls.

1. Poor edge condition activation

5. Moderate edge condition activation

10. Excellent edge condition activation
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9.6.1 PARK ASSESSMENT OVERALL SCORE SUMMARY
Park Name Park
Classification
Access and
Connectivity
Score
Condition
Score
Functionality
Score
Safety and
Comfort Score
Overall
Rating
Shoreline at
Mountain
View
Regional Park 6.3 6.3 6.4 6.7 6.4
Shoreline
Athletic Fields Regional Park 7.2 7.7 7.2 7.6 7.4
Charleston
Park
Community
Park 8.6 7.7 7.2 8.9 8.1
Cuesta Park Community
Park 6.1 6.8 7.2 7.1 6.8
Eagle Park Community
Park 6.7 7.0 6.8 8.6 7.3
Rengstorff
Park
Community
Park 6.7 5.6 6.0 7.4 6.4
Sylvan Park Community
Park 6.8 7.3 7.0 8.0 7.3
Bubb Park Neighborhood
Park 6.2 5.8 5.6 8.0 6.4
Fayette
Greenway
Neighborhood
Park 6.2 6.6 5.4 7.3 6.4
Heritage Park Neighborhood
Park 6.4 6.7 8.0 6.4 6.9
Klein Park Neighborhood
Park 6.0 5.9 6.6 7.0 6.4
McKelvey Ball
Park
Neighborhood
Park 6.4 7.3 7.8 7.3 7.2
Pioneer Park Neighborhood
Park 7.1 8.7 7.6 8.8 8.0
Pyramid Park Neighborhood
Park 8.4 8.3 8.6 9.4 8.7
San Veron
Park
Neighborhood
Park 6.0 6.1 7.0 7.6 6.7
Chetwood
Park Mini Park 6.7 6.0 4.6 9.3 6.6
Creekside
Park Mini Park 7.5 6.6 5.6 6.6 6.6
Dana Park Mini Park 6.9 4.0 6.6 8.6 6.5
Del Medio
Park Mini Park 6.8 6.6 6.8 8.6 7.2
Table 49: Park Assessment Overall Score Summary for City Parks and Trails City of Mountain View
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Park Name Park
Classification
Access and
Connectivity
Score
Condition
Score
Functionality
Score
Safety and
Comfort Score
Overall
Rating
Devonshire
Park Mini Park 7.5 6.1 6.4 8.3 7.1
Evandale Park Mini Park 7.3 8.4 8.0 9.6 8.3
Fairmont Park Mini Park 6.0 6.3 6.6 8.8 6.9
Fayette Park Mini Park 7.0 8.9 7.4 7.8 7.8
Gemello Park Mini Park 6.9 5.4 6.4 7.5 6.6
Jackson Park Mini Park 7.4 5.5 7.8 8.5 7.3
Magnolia Park Mini Park 7.4 5.9 6.6 9.0 7.2
Mariposa Park Mini Park 8.5 6.7 8.2 8.1 7.9
Mercy-Bush
Park Mini Park 7.0 6.9 7.6 8.8 7.6
Mora Park Mini Park 7.3 8.3 6.6 9.3 7.9
Rex-Manor
Park Mini Park 5.2 4.6 5.4 7.5 5.7
Schaefer Park Mini Park 6.4 7.3 7.8 7.3 7.2
Sierra Vista
Park Mini Park 6.2 5.9 5.8 8.6 6.6
Thaddeus Park Mini Park 5.6 5.7 4.8 8.1 6.0
Varsity Park Mini Park 5.8 5.6 5.6 8.8 6.4
Wyandotte
Park Mini Park 7.3 7.4 8.4 8.8 8.0
Bay Trail Trail 5.6 6.0 6.7 9.3 6.9
Hetch Hetchy
Trail Trail 6.5 5.4 6.0 9.2 6.8
Permanente
Creek Trail Trail Corridor 6.2 4.2 5.3 8.7 6.1
Stevens Creek
Trail Trail Corridor 5.6 6.8 6.0 8.3 6.7
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Figure 85: Access and Connectivity Score Map of City Parks and Trails City of Mountain View
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Figure 86: Access and Connectivity Score Summary of City Parks and Trails Parks and Recreation Strategic Plan
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Well-connected and accessible paths
at Mariposa Park
Entry at Rex Manor Park has no signage
and outdated planting
Access and Connectivity Highest and Lowest Scoring Parks HIGHEST SCORING PARK:

MARIPOSA (GREAT)
Mariposa Park can be regarded as the
benchmark for Access + Connectivity. The
parks’ interior connectivity and exterior
connectivity to the community is excellent.

The park is directly adjacent to a quiet
residential street and cul de sac, and its
paths meet the surrounding sidewalks. The
path network, in the shape of a butterfly,
connects the various amenities and
strengthens the park narrative. The path
is accessible and ADA picnic tables are
available. Public transportation is located
three minutes walking to the park, and three
bike racks are located at the front of the
park.

LOWEST SCORING PARK:

REX MANOR PARK (FAIR)
Rex Manor Park scored low for Access
and Connectivity. The park is located over
a 10-minute walk from the nearest bus
stop, and although it is close to an informal
and formal bike network, there is no place
to park bikes on site. Some portions of
the sidewalk, surrounding and inside the
park, are in poor condition. A crosswalk
leads directly into the park; ivy grows on
the fencing. However, the entry could be
improved with more signage and vibrant
plantings.

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Figure 87: Condition Score Map of City Parks and Trails Parks and Recreation Strategic Plan
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Figure 88: Condition Score Summary of City Parks and Trails City of Mountain View
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Pioneer Park is planted with many
healthy, mature trees and a
variety of understory planting. Its
amenities are in great condition.

The path at Dana Park is unpaved, and there
are few amenities and facilities.

Condition Highest and Lowest Scoring Parks
HIGHEST SCORING PARK:

PIONEER PARK (GREAT)
Pioneer Park scored the highest for
condition. Its amenities and landscape
features – rock garden and sculpture - are
in great condition. Trashcans are consistently
placed along the path. Seat walls and
benches show only a few scratches. The
planting includes healthy and large trees, and
a high volume of groundcovers and shrubs.

LOWEST SCORING PARKS:

DANA PARK (POOR)
Dana Park scored low because of its lack
of trashcans, and benches. The dirt path is
uneven and muddy in some parts. There is
ample tree canopy, and some groundcover
vegetation, albeit lacking in variety. The park
has no recreational amenities or playground,
so these elements were not scored for
condition.

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Figure 89: Functionality Score Map of City Parks and Trails City of Mountain View
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Figure 90: Functionality Score Summary of City Parks and Trails Parks and Recreation Strategic Plan
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Diversity of uses and good distribution of
trees at Pyramid Park.

Chetwood Park has few amenities, and
the main path is located very close to the
neighbors.

Functionality Highest and Lowest Scoring Parks
HIGHEST SCORING PARKS:

PYRAMID PARK (GREAT)
Pyramid Park offers many amenities, for
various user types and age groups. More
passive amenities are located on the side
of the park close to neighbors, so cause
little disturbance. Once mature, the newly
planted trees will provide well-distributed
shade at edges and at the basketball
court. The large park serves the adjacent
community well, and a few families are using
the park even in the early morning.

LOWEST SCORING PARK:

CHETWOOD PARK (FAIR)
Chetwood Park offers few amenities – a few
picnic tables, lawn, and benches. The single
path is located uncomfortably close to the
front door of residences. Benches face the
residences instead of the park.

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Figure 91: Safety and Comfort Score Map of City Parks and Trails Parks and Recreation Strategic Plan
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Figure 92: Safety and Comfort Score Summary of City Parks and Trails City of Mountain View
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An open layout surrounded by an active
edge at Evandale Park
A historical building divides the front of the
site from the back, impeding “line of sight”
and a sense of safety.

Safety and Comfort Highest and Lowest Scoring Parks
HIGHEST SCORING PARK:

EVANDALE PARK (G REAT)
Evandale Park is in a peaceful residential
neighborhood, and open to apartment
complexes on three of its edges. The park
is small and has an open layout in which
no amenities are obscured by vegetation
coverage or other impediments.

LOWEST SCORING PARK:

HERITAGE PARK (GOOD)
Heritage Park scored Good in this category,
showing it meets many expectations and
offers a positive experience to its users,
though it scored lower than the other parks
in Mountain View for safety and comfort.

The park is located next to a busy road
without road calming measures near the
entrance of the park.

Furthermore, due to the length of the park
and the presence of the historic building
in the middle of the site, visibility to the
back of the park is limited. Since the road
frontage is the only access to the park, it
creates a limited line of sight into the park.

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Figure 93: Overall Park Score Map of City Parks and Trails City of Mountain View
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Figure 94: Overall Score Summary of City Parks and Trails Parks and Recreation Strategic Plan
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9.7.1 PLANNING AREA DESCRIPTIONS
The following summaries provide an
overview of each Planning Area, highlighting
key geographic features, land use patterns,
and considerations related to park access
and recreational needs.

Central (12,391 acres) -
The Central Planning Area
encompasses the heart of
Mountain View, including much
of the Downtown core and surrounding
neighborhoods. Bounded by El Camino Real
to the south and Central Expressway to the
north, this area is characterized by a mix of
high-density residential, commercial, and
civic uses, including Castro Street’s retail
corridor and City Hall.

With 21.59 acres of park land, Central
provides 1.74 acres per 1,000 residents,
well below the citywide 3-acre goal. The
Planning Area includes several mini-
parks, an aquatics facility, and benefits
from two school fields (3.80 acres of
adjusted acreage), which help supplement
recreational opportunities but also reflect
a reliance on school facilities for key
amenities such as athletic fields.

The Planning Area also includes a
segment of the Stevens Creek Trail, totaling
approximately 5.42 acres, which provides an
important linear open space asset and a car-
free connection to other parts of the city.

However, access to parks is constrained
in some areas. While many residents are
within a 10-minute walk of a park when
school sites are included, access decreases
when schools are not considered and major
transportation barriers such as Central
Expressway and the Caltrain corridor are
considered.

Planned mini park development will
help address localized gaps, but continued
investment will be needed to meet growing
demand associated with higher residential
density.

Grant (5,931 acres) - Located
in the southern portion of the
city, the Grant Planning Area is
predominantly residential, with
a mix of low-density residential and limited
commercial use. It is bordered by the
City of Los Altos to the south and City of
Sunnyvale to the east, and includes portions
of Grant Road and Phyllis Avenue.

With 4.32 acres of park land per 1,000
residents, Grant exceeds the citywide
goal of 3 acres per 1,000 residents. This
higher ratio is influenced in part by lower
residential density rather than a robust
distribution of park facilities. The area has
no mini parks or community parks and
is relies on school fields for park access,
including playgrounds, sports fields, and
baseball diamonds.

9.7 APPENDIX G - Park Acres and Amenities by Planning Area 01 02
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Grant includes approximately 11.55 acres
of the Stevens Creek Trail, which provides
a key linear open space asset and north–
south connection through the Planning
Area. While overall per-capita acreage
is higher due to lower housing density,
access is uneven, with portions of the area
falling outside the 10-minute walk when
school fields or transportation barriers are
considered.

Future planned extensions of the
Stevens Creek Trail—from Heatherstone/
Dale to West Remington and ultimately to
Fremont Avenue—are expected to further
expand trail access and connectivity within
the Planning Area. Future investments
should focus on enhancing neighborhood-
level amenities, improving access to existing
open spaces, and addressing gaps in picnic
and gathering facilities.

Miramonte (11,087 acres)-
Miramonte occupies the south-
western part of Mountain View,
bordered by the City of Los Altos
to the west and the Grant Planning Area to
the east. This Planning Area is largely low-
intensity residential, including residential
neighborhoods along Miramonte Avenue
and with higher-intensity residential/mixed-
use development south of El Camino Real.

With 5.0 acres of park land per
1,000 residents, Miramonte exceeds the
citywide 3 acre goal and is not considered
underserved. The Planning Area includes
several larger parks with a good distribution
of picnic amenities. Miramonte benefits
from access to two school sites (7.84
acres), which supplement recreational
opportunities, particularly for athletic fields.

While overall access to parks is strong,
some limitations remain. Small pockets of
the Planning Area fall outside a 10-minute
walk to a City park when transportation
barriers are considered. Maintaining
park quality while improving safe access
and connectivity will be important as
surrounding areas experience incremental
growth.

North Bayshore (988 acres)-
North Bayshore Planning Area
is Mountain View’s largest
geographic Planning Area by
land area, located north of Highway 101.

It is home to Shoreline at Mountain View
regional park, major employers including
Google, Intuit and NASA Ames, and
extensive wetlands and open space.

With 199.27 acres of park land per
1,000 residents, North Bayshore far
exceeds the citywide park land goal.

However, much of this acreage serves
regional, ecological, or trail functions rather
than neighborhood-scale daily use. Unlike
other Planning Areas, North Bayshore
does not currently include school sites and
therefore does not rely on school facilities
to meet recreational needs.

Under the refined methodology used
in this Plan, North Bayshore includes
approximately 18.12 acres of Trail Corridor
associated with segments of the Stevens
Creek Trail and Permanente Creek Trail that
are physically located within the Planning
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672
Area, with the majority of this acreage
attributable to the Stevens Creek Trail.

Despite its substantial acreage, access
within the Planning Area is influenced by
its large size, land use patterns, and limited
internal connectivity. Portions of the area
fall outside the 10-minute walk assessment
even when considering available park land.

The population of this Planning Area is
currently low and will increase significantly
with future housing identified in the North
Bayshore Precise Plan. As the area evolves,
continued investment in trail connections,
internal circulation, and neighborhood-
serving amenities will be important to
ensure that park access keeps pace with
future growth.

Rengstorff (6,871 acres)- The
Rengstorff Planning Area lies
just south of Highway 101. The
area is a mix of light industrial
and residential uses with dense residential
neighborhoods along Rengstorff Avenue.

It is bounded by Central Expressway to the
south and Highway 101 to the north.

With 0.54 acres of park land per 1,000
residents, Rengstorff has the lowest level of
park access in the city and falls well below
the citywide 3-acre goal. The Planning Area
does not include a school site and therefore
lacks access to school-based recreational
amenities that supplement park access in
other parts of the city.

Rengstorff includes approximately

0.78 acres of the Permanente Creek Trail,
which provides a modest but important
linear open space connection through the
Planning Area. However, access to parks
is further constrained when considering
transportation barriers, which limits safe and
convenient pedestrian connections. As a
result, larger portions of the Planning Area
fall outside a 10-minute walk to a park.

Given its very low park acreage,
limited access to recreational spaces, and
constrained walkable access, Rengstorff
is identified as an underserved Planning
Area and a priority for targeted investment,
improved connections, and future park
development.

San Antonio (14,752 acres) -
Situated in the southwestern
part of Mountain View, San
Antonio is a rapidly evolving area
with significant residential and commercial
development near San Antonio Road.

This Planning Area is bounded by Central
Expressway to the north, El Camino Real to
the south, the City of Palo Alto to the west,
and Rengstorff Avenue to the east.

With 1.80 acres of park land per 1,000
residents, San Antonio falls below 2 acres
per 1,000 . While the Planning Area
benefits from major recreational facilities
clustered at Rengstorff Park—including
aquatics, tennis courts, pickleball courts, a
skate park, and a fenced dog park—these
amenities are not evenly distributed and do
not fully address neighborhood-level park
access needs.

San Antonio does not currently include
joint-use school sites. A future school
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site is planned in this Planning Area and is
expected to provide additional opportunities
for shared use and expanded access to fields
and open space.

Access to parks is further constrained
when considering transportation barriers
such as El Camino Real, San Antonio
Road, Rengstorff Avenue, and Central
Expressway, which limit safe and convenient
pedestrian connections. As a result,
portions of the Planning Area fall outside a
10-minute walk to a park, particularly when
accounting for these barriers.

Planned neighborhood park development
and future joint-use opportunities will
be critical to improving access, alongside
continued emphasis on connectivity and
equitable distribution of park amenities.

Stierlin (9,979 acres)- Stierlin
is centrally located between the
Whisman, Central and Rengstorff
Planning Areas, bordered by
Middlefield Road to the north, Rengstorff
Avenue to the west, Central Expressway
to the south and Highway 85 to the east.

Land use within the area comprises a mix of
residential, light industrial, and commercial
uses, with an increasing number of new
housing developments.

With 1.65 acres of park land per 1,000
residents, Stierlin falls below 2 acres per
1,000and is considered underserved. The
Planning Area has no community parks and
relies significantly on school fields (10.88
acres) for several athletic amenities.

Stierlin includes approximately 2.27
acres of the Stevens Creek Trail, which
provides an important linear open space
connection and north–south mobility
through the Planning Area. When school
fields are excluded and transportation
barriers are considered, portions of Stierlin
fall outside the 10-minute walk to a park.

Currently planned neighborhood park
projects will add acreage and help address
service gaps, but continued focus on access,
distribution, and amenity diversity will be
essential as residential density increases.

Sylvan-Dale (7,778 acres)- The
Sylvan-Dale Planning Area is
located along the eastern edge
of Mountain View and includes
neighborhoods along Sylvan Avenue, Dale
Avenue, and areas near Highway 85. The
Planning Area is predominantly residential,
with a mix of housing types.

With 1.28 acres of park land per 1,000
residents, Sylvan-Dale falls below the 2
acres per 1,000. The Planning Area has a
limited supply of park land, consisting of
only two parks that provide a small number
of playground and neighborhood-serving
amenities.

Access to parks is further constrained
when considering major transportation
corridors such as Highway 85, which
limit safe and convenient pedestrian
connections. Under this conditions,
portions of the Planning Area fall outside a
10-minute walk to a park. As a result, park
access, connectivity, and opportunities
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Parks and Recreation Strategic Plan
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674
to enhance or expand neighborhood-
scale park space remain key planning
considerations for this area.

Thompson (2,671 acres)-
Thompson is one of Mountain
View’s smallest and least
populated Planning Areas, located
just south of Rengstorff Planning Area and
bound by Central Expressway to the south,
North Rengstorff Avenue to the east and
the City of Palo Alto border to east. The
area contains small residential clusters along
with limited commercial development.

With 1.10 acres of park land per 1,000
residents, Thompson falls well below 2 acres
per 1,000and is considered underserved.

The vast majority of this acreage is derived
from a school site (2.22 acres), reflecting a
high reliance on school facilities to provide
access to playgrounds and athletic fields.

Due to the small size of this Planning
Area and surrounding transportation
barriers, access to parks is limited. When
the school site is excluded and these
barriers are considered, approximately
half of the Planning Area falls outside a
10-minute walk to a park.

The City has recently acquired
properties within this Planning Area to
establish a new park for the neighborhood
and improved access to adjacent areas may
further help meet local recreational needs.

Thompson remains a priority area for park
expansion and investment.

Whisman - Whisman is located
west of Downtown and includes
a mix of housing, office parks,
and light industrial uses. Bounded
by Highway 85, Central Expressway, and
Highway 101, the area has seen recent
residential growth.

With 3.14 acres of park land per 1,000
residents, Whisman achieves the citywide
park land goal. The Planning Area includes a
mix of mini and neighborhood parks, along
with access to school sites (6.74 acres),
which contribute to the overall availability of
recreational amenities.

Whisman includes approximately

14.03 acres of the Stevens Creek Trail,
which provides a significant linear open
space asset and north–south connection
through the Planning Area. Portions of
Whisman fall outside the 10-minute walk
assessment when school fields are excluded
or transportation barriers are considered.

Anticipated growth associated with
East Whisman Precise Plan zoning updates
and planned development will increase
demand for park amenities, making strategic
investment and improved access a key
consideration moving forward.
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Figure 95: Park Land Planning Areas Map
Parks and Recreation Strategic Plan
368
676

9.7.2 PARK ACRES BY PLANNING AREA
Planning
Area Priority Park/School Site Name Park Type
Total
Open
Space
Acres
Open Space
Acres
Owned by
City
Open Space
Acres
Owned by
MVWSD
Adjusted
Open Space
Acres
Acres per
1,000
Residents
Using
Adjusted
Acres
Central 12,391
Castro School Field
Dana Park
Eagle Park and Pool
Fairmont Park
Landels School Field
Mariposa Park
Mercy-Bush Park
Pioneer Park
Stevens Creek Trail
School Field
Mini
Community
Mini
School Field
Mini
Mini
Neighborhood
Trail Corridor

2.04 0.41

6.92 0.37

4.17 0.62

0.66 3.39

5.42 0

0.41 6.92

0.37 0

0.62 0.66

3.39 5.42

2.04 0
0 0

4.17 0
0 0
0 1.25

0.41 6.92

0.37 2.55

0.62 0.66

3.39 5.42

1.74 Sub-total 24.00 17.79 6.21 21.59
Grant 5,931
Cooper Park
Imai School Field
Stevens Creek Trail
Neighborhood/School Field
School Field
Trail Corridor

11.69 3.92

11.55 4.94
0 11.55

6.75 3.92
0 11.69

2.40 11.55 4.32
Sub-total 27.16 16.49 10.67 25.64
Miramonte 11,087
Gemello Park
Bubb Park
Bubb School Field
Cuesta Park and Annex
Graham School/Athletic Field
McKelvey Ball Park
Schaefer Park
Varsity Park
Mini
Neighborhood
School Field
Community
School Field
Neighborhood
Mini
Mini

0.49 3.56

3.86 37.81

9.55 4.72

0.57 0.46

0.49 3.56
0 37.81
0 4.72

0.57 0.46
0 0

3.86 0

9.55 0
0 0

0.49 3.56

2.36 37.81

5.48 4.72

0.57 0.46

5.00 Sub-total 61.02 47.61 13.41 55.45
North
Bayshore 988
Charleston Park and Plaza
Shoreline at Mountain View
Stevens Creek Trail
Permanente Creek Trail
Mini
Neighborhood
Mini
Trail Corridor

0.81 1.21

0.90 0.78

0.81 1.21

0.90 0.48
0 0
0 0

6.76 172.00

16.93 1.19 199.27
Sub-total 814.38 814.38 0 196.88
Rengstorff 6,817
Sierra Vista Park
Heritage Park
Wyandotte Park
Permanente Creek Trail
Mini
Neighborhood
Mini
Trail Corridor

0.81 1.21

0.90 0.78

0.81 1.21

0.90 0.48
0 0
0 0.30

0.81 1.21

0.90 0.78 0.54
Sub-total 3.70 3.40 0.30 3.70
Table 50: Park Acres by Planning Area
City of Mountain View
369
677
Planning
Area Priority Park/School Site Name Park Type
Total
Open
Space
Acres
Open Space
Acres
Owned by
City
Open Space
Acres
Owned by
MVWSD
Adjusted
Open Space
Acres
Acres per
1,000
Residents
Using
Adjusted
Acres
San
Antonio 14,752
Del Medio Park
Klein Park
Rengstorff Park
Fayette Greenway
Mora Park
Fayette Park
Mini
Neighborhood
Community
Neighborhood
Mini
Mini

0.37 1.31

22.63 1.30

0.43 0.52

0.37 1.31

22.63 1.30

0.43 0.52
0 0
0 0
0 0

0.37 1.31

22.63 1.30

0.43 0.52

1.80 Sub-total 26.56 26.56 0 26.36
Stierlin 9,979
Crittenden School/Athletic Field
Jackson Park
Rex-Manor Park
San Veron Park
Stevenson School Field
Stevens Creek Trail
School Field
Mini
Mini
Neighborhood
School Field
Trail Corridor

10.30 0.82

0.41 2.10

6.78 2.27
0 0.82

0.41 2.10

1.10 2.27

10.30 0
0 0

5.62 0

6.73 0.82

0.41 2.10

4.15 2.27

1.65 Sub-total 22.68 6.70 15.92 16.48
Sylvan-
Dale 7,778
Sylvan Park
Evelyn Park
Community
Mini

9.28 0.68

9.28 0.68
0 0

9.28 0.68 1.28
Sub-total 9.96 9.96 0 9.96
Thompson 2,671
Monta Loma School Field
Thaddeus Park
School Field
Mini

3.62 0.71
0 0.71

3.62 0

2.22 0.71 1.10
Sub-total 4.33 0.71 3.62 2.93
Whisman 9,982
Whisman Park
Vargas School Field
Magnolia Park
Chetwood Park
Creekside Park
Devonshire Park
Evandale Park
Pyramid Park
Stevens Creek Trail
Neighborhood/School Field
School Field
Mini
Mini
Mini
Mini
Mini
Neighborhood
Trail Corridor

9.90 1.58

0.93 0.98

0.81 0.68

0.25 2.77

14.03 4.74
0 0.93

0.98 0.81

0.68 0.25

2.77 14.03

5.16 1.58
0 0
0 0
0 0
0 9.90

0.97 0.93

0.98 0.81

0.68 0.25

2.77 14.03

3.10 Sub-total 31.93 25.19 6.74 31.32
Citywide 82,376 1,025.72 968.79 56.97 390.51 4.74
Citywide
w/o North
Bayshore
81,388 211.34 154.41 56.87 193.63 2.38
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678
Planning Area
(population)
Park/ School Site Name
(acres) Playground
Picnic
Tables
Multi-Pur-
pose Fields,
Rectangular
Ball
Fields,
Diamond
Basketball
Courts
Tennis
Courts

Pickleball
Courts
Outdoor
Swimming
Pools
Skate
Park
Fenced
Dog
Parks
Central
(12,391)
Dana Park (0.41)
Eagle Park (6.92) 2 9 1 1
Fairmont Park (0.37) 1 3
Mariposa Park (0.62) 2 3
Mercy-Bush Park (0.66) 1 3
Pioneer Park (3.39) 2
Castro School Field (1.25) 3 1 1
Landels School Field (2.55) 4 1 1 2
Stevens Creek Trail (5.42)
Subtotal 21.59 acres 13 20 3 1 3 0 0 1 0 0
Grant (5,931)
Cooper Park (11.69) 1 1.5 2 1 4
Imai School Field (2.40) 3 2 1 3
Stevens Creek Trail (11.55)
Subtotal 27.16 acres 4 0 3.5 3 4 4 0 0 0 0
Miramonte
(11,087)
Gemello Park (0.49) 2 4
Bubb Park (3.56) 2 9
Cuesta Park and Annex (37.81) 3 11 12
McKelvey Ball Park (4.72) 2
Schaefer Park (0.57) 1 3
Varsity Park (0.46) 2 1 0.5
Bubb School Field (2.36) 2 1 1 2
Graham School/ Athletic
Field (5.48) 2 1 5
Subtotal 55.45 acres 12 28 3 4 7.5 12 0 0 0 0
North
Bayshore
(988)
Charleston Park and Pla-
za (6.76)
Shoreline at Mountain
View (172) 2 2 2 1
Stevens Creek Trail (16.93)
Permanente Creek Trail (1.19)
Subtotal 196.88 acres 2 0 2 2 0 0 0 0 0 1
Rengstorff
(6,817)
Sierra Vista Park (0.81) 2 3
Heritage Park (1.21) 2
Wyandotte Park (0.90) 1 2
Permanente Creek Trail (0.78)
Subtotal 3.70 acres 3 7 0 0 0 0 0 0 0 0

9.7.3 PARK AMENITIES BY PLANNING AREA
Table 51: Park Amenities by Planning Area 2
City of Mountain View
371
679
San Antonio
(14,752)
Del Medio Park (0.37) 1 2
Klein Park (1.31) 1 3 0.5
Rengstorff Park (22.63) 7 23 2 2 8 3 2 1 1
Fayette Greenway (1.30)
Mora Park (0.43) 1 2
Fayette Park (0.52) 1 2
Subtotal 26.56 acres 11 32 2 0 2.5 8 3 2 1 1
Stierlin
(9,979)
Jackson Park (0.82) 2 3
Rex-Manor Park (0.41) 1 1
San Veron Park (2.10) 2 1
Crittenden School/Athletic
Field (6.73) 1 1 6
Stevenson School Field (4.15) 3 3 1 3 2.5 3
Stevens Creek Trail (2.27)
Subtotal 16.48 acres 8 7 2 4 9.5 3 0 0 0 0
Sylvan-Dale
(7,778)
Sylvan Park (9.28) 2 9 1 4
Evelyn Park (0.68) 1 2
Subtotal 9.96 acres 3 11 1 0 0 4 0 0 0 0
Thompson
(2,671)
Thaddeus Park (0.71) 1
Monta Loma School
Field (2.22) 4 4 1 1 2.5
Subtotal 2.93 acres 5 4 1 1 2.5 0 0 0 0 0
Whisman
(9,982)
Magnolia Park (0.93) 1 3
Chetwood Park (0.98) 4
Creekside Park (0.81) 1 8
Devonshire Park (0.68) 1 4
Evandale Park (0.25) 1 1
Pyramid Park (2.77) 2 5 1 1 1
Whisman Park (9.90) 1 14 1 1 2 4
Vargas School Field (0.97) 2 1 1 1
Stevens Creek Trail (14.03)
Subtotal 31.32 acres 9 39 3 2 4 4 0 0 0 1
Citywide Total 390.51 acres 70 148 20.5 17 33 35 3 3 1 3 2Note: School field acreage values in Table 51 have been updated to reflect adjusted acreage calculations. A previous draft reflected full site acreage.

Parks and Recreation Strategic Plan
372
680

9.7.4 MAPS OF PARKS AND AMENITIES BY PLANNING AREA
Figure 96: Mini Park Distribution by Planning Area
City of Mountain View
373
681
Figure 97: Neighborhood Park and School Field Distribution by Planning Area Parks and Recreation Strategic Plan
374
682
Figure 98: Community Park and School Field Distribution by Planning Area City of Mountain View
375
683
Figure 99: Trail Acreage Distribution by Planning Area
Parks and Recreation Strategic Plan
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684
Figure 100: Recreation Facility Distribution by Planning Area City of Mountain View
377
685
Figure 101: Playground Distribution by Planning Area
Parks and Recreation Strategic Plan
378
686
Figure 102: Picnic Table Distribution by Planning Area
City of Mountain View
379
687
Figure 103: Multi-Purpose Fields (Rectangle) Distribution by Planning Area Parks and Recreation Strategic Plan
380
688
Figure 104: Ball Fields (Diamond) Distribution by Planning Area City of Mountain View
381
689
Figure 105: Basketball Court Distribution by Planning Area Parks and Recreation Strategic Plan
382
690
Figure 106: Tennis Court Distribution by Planning Area
City of Mountain View
383
691
Figure 107: Pickleball Court Distribution by Planning Area* * In addition to the three dedicated pickleball courts shown on this map, six pickleball courts are striped on two tennis courts at Rengstorff Park, with designated times for tennis and pickleball play. Pickleball hours are also available on select days during Adult Drop-In Sports at the Mountain View Sports Pavilion. For the most current information on pickleball court access and schedules, visit MountainView.gov/Pickleball.

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Figure 108: Outdoor Swimming Pool Distribution by Planning Area City of Mountain View
385
693
Figure 109: Skate Park Distribution by Planning Area
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386
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Figure 110: Fenced Dog Park Distribution by Planning Area City of Mountain View
387
695

9.8.1 FUNDING AND REVENUE

SOURCES
The City has several funding sources and
revenue-generation strategies to support
the acquisition, development, enhancement,
and maintenance of its parks, facilities, and
recreation programs.

This section outlines the City’s current
funding mechanisms and provides insights
into potential opportunities to optimize
financial resources, enhance services, and
strengthen sustainable revenue streams.

Each funding category is evaluated on
implementation feasibility (how likely it
is to be implemented in Mountain View),
risk (what might be the risks or downsides
of implementing these mechanisms), and
potential uses, with an eye toward both
operational and capital funding needs.

Examples of how other agencies have
implemented each mechanism is also noted.

9.8.2 EXTERNAL FUNDING SOURCES
External funding sources encompass
a variety of options, including corporate
sponsorships, partnerships, foundations,
private donations, and volunteerism.

These sources are pivotal for both ongoing
operational support and one-time capital
projects.

Currently Doing and Could Expand
■ Corporate Sponsorships: Sponsorships
are currently available for special events
and scoreboards at McKelvey Ball Park
and Shoreline Athletic Fields. High
feasibility and low implementation
risk suggest expanding corporate
sponsorships to additional programs and
facilities and increasing the number of
sponsors per special event. Uses could
include smaller scholarship programs,
specific urban forest environmental
programs or naming of facilities. In
addition, sponsorship levels for special
events could be reviewed to increase
sponsorship level amounts based on
event attendance and sponsor exposure.
(see Action 5.1.3)

Based on the presence of global
corporations in Mountain View,
stewardship opportunities could provide
additional financial support for the City
and its park and recreation offerings.

A strong sponsorship package will help
funders understand the exact benefits
they will receive (see Action 5.1.8). The
City of Fremont has a clearly defined
benefit packet in an easy-to-read
format as shown here.
■ Partnerships: Existing partnerships
with entities like the Friends of Deer
Hollow Farm, Friends of Stevens Creek
Trail, and Friends of Rengstorff House,
Midpeninsula Regional Open Space

9.8 APPENDIX H - Funding and Revenue
Parks and Recreation Strategic Plan
388
696
District and local school districts have
proven to be effective partnerships for
program delivery.

Additional partnerships with local
businesses or other government
agencies could enhance service
delivery. This could include technology
collaboration for either in-kind support
or technology integration to enhance
offerings or collaboration with health
and wellness providers/hospitals that see
parks and recreation as a complementary
function.
• For example, San Jose Friends
of San Jose Rose Garden put
together a case study showing
the improvements from targeted
volunteerism and the funding that
has followed. See here.
■ Financial Donations – Through the
Friends Groups, there are options for
individual donations either through
Fundraising events or a variety of
donation opportunities. The City has a
formal Donation Policy and process to
accept donations, though overall, the
donations are currently minimal
• Friends of Deer Hollow Farm accepts
donations that support field trip
scholarships, livestock feed and care,
operations, and farm enhancements.
• Senior Center Trust -The Mountain
View Senior Center currently has a
trust that provides minimal support
to the center. While it is available
to receive donations, contributions
have been minimal. Donations to the
Senior Center are accepted through
the Giving Tree Program and allow
donors to make contributions in
exchange for a personalized message
displayed on the Senior Center’s
Giving Tree.
• The Parks and Open Space Division
has a Memorial Bench Donation
Program that covers the cost of the
bench and installation done by the
staff.
• Often, the Recreation Division
receives donations of smaller
items like equipment or games for
programs.
• Other local examples include:
• Parks Donation Program through
the County of Santa Clara
• Memorial Benches, Tables, etc.
through Larkspur Parks, CA (via
Public Works)
• Commemorative Benches
and Picnic Tables through San
Mateo County Parks Foundation
– currently paused due to
overwhelming demand.
■ Volunteerism: While a volunteer
program may not be a revenue
generator, it can be a good opportunity
to reduce or offset operational spending
and build community connections and
advocacy. Mountain View benefits
from a robust volunteer program.

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697
Opportunities exist to expand volunteer
engagement further, especially through
programs like “Adopt a Spot”, which
could help reduce operating costs for
the City by saving staff maintenance
time that is spent on specific locations.

This can be augmented via the Council
Workplan that outlines a City Volunteer
Framework to support opportunities for
volunteer organizations to work with the
City. (see Action 3.2.1)

The Independent Sector annually
gathers data and conducts research on
volunteerism in the nonprofit sector
and helps entities calculate the value of
volunteer time. As of April 2024, their
estimated national value of each volunteer
hour is currently $33.49 nationally.

Volgistics estimates that the value
of each volunteer hour in California is
$35.56 per hour.

Opportunities to Explore
■ Crowdfunding: This remains
underutilized, likely due to the absence
of a City-affiliated foundation to receive
donations. Exploring crowdfunding could
provide a community-driven funding
stream for specific projects. Websites
such as www.GoFundMe.com and www.

Patronicity.com are the most commonly
used and could be explored via a
Foundation or a Friends Group (e.g.,
Friends of Stevens Creek Trail, Friends of
Deer Hollow Farm or Friends of Rengstorff
House).
• For example, The Michigan
Economic Development Corporation
is partnered with the Village of
Byron for the Byron Pocket Park
crowdfunding campaign and has
pledged $50,000 in matching funds
if the campaign raises $50,000 on
its own. See the press release here
and the campaign page here. Other
examples include Baseball Field lights
in Nephi, UT and Splash Pad crowd
fundraiser in Culver, OR as shown
here.
■ Foundations/Gifts and Private
Donations: The City has limited
experience securing foundation grants
for parks and recreation, which indicates
a potential growth area. Establishing
relationships with local foundations
could open new avenues for capital
projects or fundraisers with the ability
to attract funds that a 501c(3) could
receive. (see Action 5.1.5)
• Join the National Association for
Park Foundations to gain access to
resources and examples from other
agencies that have foundations.
• Learn from local agencies such
as the Livermore Area Recreation
and Park District Foundation and
the Napa Parks and Recreation
Foundation could prove beneficial.

Also, the Redwood City Parks and Arts
Foundation serves a similar population
to Mountain View.
• Nationally, Park Pride, in Atlanta,
is an outstanding model of a park
foundation that leads the way in
being a champion for the city parks
and a convenor for funders.

Parks and Recreation Strategic Plan
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698
■ Philanthropy: Having a Foundation
would also help the City pursue
philanthropic gifts from individuals or
other foundations that have increasingly
supported local parks and entities to
improve the quality of life and well-being
of communities. (see Action 5.1.7) A few
examples are cited below.
• The Silicon Valley Community
Foundation (SVCF) provided
$100,000 as a pilot program/
grant to Elevate MV, Mountain
View’s guaranteed basic income
pilot program in Fiscal Y ear 2022-

23. Another option is building
Donor-Advised Funds (DAF) by a
public charity like the SVCF or Los
Altos-Mountain View Community
Foundation. The DAFs support of the
San Mateo County Parks Foundation
is a local example.
• The Lilly Endowment recently
awarded the largest gift in
Indianapolis’ history - $80 million for
park improvements.

9.8.3 CAPITAL FUNDING
Capital Funding focuses on acquiring,
replacing, enhancing and adding physical
assets, including facilities, parks, and
infrastructure.

Capital Improvement Program
The Capital Improvement Program
(CIP) is a planning tool used to coordinate
location, timing, and funding of capital
improvements to maintain and manage
City infrastructure that enhances the
overall quality of life in Mountain View.

City infrastructure consists of physical
structures, systems, and facilities needed to
provide critical services to the community
such as streets, sidewalks, and storm drain
systems, as well as parks, trails, open space,
and recreational facilities.

The City adopts a five-year CIP
biennially, with a full plan developed in
odd-numbered years and a focus only on
the upcoming fiscal year in even-numbered
years. There are a number of potential
funding sources for CIP projects. For parks
and recreation projects, the main funding
source is the City’s Park Land Dedication
Fund. However, some building projects
have been funded by the CIP Reserve and
Construction/Conveyance Tax. Most CIP
projects are managed by the Public Works
Department, with park and recreation
projects supported by Community Services
Department staff.

The list of active parks and recreation
CIP projects, as well as the planned CIPs
for Fiscal Y ear 2025-26 through Fiscal
Y ear 2029-30 can be found on the City’s
website at MountainView.gov/CIP.

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Currently Doing and Could Expand
■ Park Land Dedication Ordinance -
POPA: Chapter 41 of the Mountain
View City Code, Park Land Ordinance
or Fees in Lieu Thereof, was updated in
2021 to allow developers to meet their
obligations to provide open space by
either dedicating land to the City for
a park and/or to build privately owned,
publicly accessible open space (POPA)
and receive credit towards their park
land dedication obligations, preserving
public access to open space in high-
density areas. The ordinance should
be reviewed to determine if additional
updates will provide more benefits to
both the City and developers.
■ Development Fees (e.g., Park in-lieu
fees): Chapter 41 of the Mountain
View City Code is a good example
of residential development fees to
support the acquisition, development,
and renovation of parks and recreation
facilities. As the city grows, this funding
source will continue to support park
infrastructure. The City’s Park in Lieu
Fee ordinance requires developers to
pay their fair share toward the purchase,
development and/or improvement of
park and recreational facilities in addition
to or in replace of dedicating land to the
City or developing a POPA.

Fees collected through this ordinance
are to be used for the purpose of
providing park or recreational facilities to
serve the residential development from
which fees are collected in accordance
with the service area requirements
outlined in Chapter 41 of the Mountain
View City Code. Fees collected shall be
used to purchase land, buy equipment,
construct improvements or rehabilitate
a proposed or existing mini-park,
neighborhood park, community park,
recreational facility, Stevens Creek
Trail, community gardening facility or
combination thereof.

Opportunities to Explore
■ Impact Fees/Retail Impact Fees:

Concurrent with the development of
the Parks and Recreation Strategic Plan,
the City of Mountain View is conducting
a nexus study on park and recreation
development impact fees, as outlined in
the City’s 2023-2031 Housing Element,
program 1.8 Park Land Ordinance
Update. These fees could be essential
for maintaining and upgrading parks
and recreation facilities. The nexus
study evaluates the City’s current fee
structure and methodology, compares
the City’s existing in-lieu fees to other
cities, explore the adoption of a park and
recreation impact fee, and reevaluates
the cumulative impact of all residential
fees on development.
■ Capital Reserve Fees: Adding capital
reserve fees - nominal additions to
existing facility reservation rates - could
generate dedicated revenue for future
asset replacement or upgrades, though
such fees may face public resistance
(see Action 5.1.6). For example, the
City could charge a small additional
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fee for a BBQ area reservation, with
those funds placed in a separate reserve
account to be used on maintenance and
improvements for that facility. Clear
communication about the purpose and
long-term benefits of the fund could
help mitigate public concerns.

9.8.4 USER FEES
User fees contribute directly to the
operational costs of programs and facilities
and can be adjusted based on market
demand through the City’s Annual Budget
Process and review of the Master Fee
Schedule.

Currently Doing and Could Expand
■ Recreation Service Fees and General
Fees/Charges: Some recreation
programs currently generate revenue,
while certain programs (e.g., Senior
Center Program) do not charge fees.

The City conducted a Citywide Master
Fee Study in spring 2025 which resulted
in modifications to existing fees, the
creation of new fees, and/or the removal
of existing fees. The new Master Fee
Schedule was approved by the City
Council on June 10, 2025 and may
provide a modest increase in revenue.

The City should continue to review
fees annually to modify as needed. In
addition, as mentioned above, the City
has a Recreation Cost Recovery Policy
that establishes uniform guidelines,
cost-recovery levels, and goals for
Recreation programs, events, activities,
and services. The Recreation Cost
Recovery Policy could be reviewed to
validate that programs are designated
at the appropriate cost-recovery levels.

This process may result in additional fee
modifications based on assigned cost-
recovery levels.
■ Reservations and Equipment Rentals:

The City currently has fees to reserve
facilities and rent specific equipment.

Future revenue growth could be
achieved by adding new amenities or
premium rental options. The City has
two Council Policies that govern Facility
Reservations: Council Policy H-5, Use
of the City’s Facilities, and Council
Policy H-7, Athletic Field Use Policy
as detailed in a previous section. Both
policies should be reviewed to validate
definitions of user groups, peak and off-
peak hours for each facility, and field use
priorities and fees.
■ Permits: The City currently charges a
variety of permits (Plaza Use, Special
Events, Commercial Use, etc.) and these
fees could be reviewed to determine if
they should be increased. Expanding
permits for existing commercial park
usage could also increase revenue.
■ Demand pricing: Setting fees based
on peak times and locations is another
current strategy for facility reservations,
which could be expanded to other
offerings as determined by staff.

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Opportunities to Explore
■ Ticket Sales/Admissions: The City
could analyze the feasibility of charging
admission for specific activities or
certain events that can be held indoors
with clear entry and access points. The
cost vs. benefit of implementing ticket
sales/admission charges should be
analyzed and considered on a case-by-
case basis.

9.8.5 GRANTS AND DONATIONS
Grants are a vital funding source
for both capital projects and programs,
especially those aligned with environmental,
equity, health, or recreational goals.

However, recent shifts in federal and
state budgets have resulted in substantial
changes to grant availability and priorities.

As a result, it is important for the City to
remain adaptable and stay informed about
evolving funding opportunities and eligibility
requirements.

To maximize return on investment for
staff time and resources, it is recommended
that the City prioritize pursuing grants
of $100,000 or more, and those with a
higher likelihood of award based on project
alignment and competitiveness. Identifying
capacity or staff resources to proactively
pursue, apply for, and manage grant funding
will be critical to sustaining these efforts
and ensuring long-term success in securing
external resources (see Actions 4.1.7 and

5.1.5).

Currently Doing and Could Expand
■ State of California – Office of
Grants and Local Services - The
State of California provides local
government grants to revitalize existing
park infrastructure and to address
outdoor access gaps in underserved
neighborhoods. City of Richmond,
City of Antioch, City of Oakland, and
the County of El Dorado all received
competitive grants from Prop 68 within
the past two years. Mountain View was
successful receiving state funds for the
Magical Bridge Playground in Rengstorff
Park. An application for the Rengstorff
Park Aquatics Center was not selected
for funding.
• Per Capita Program: Provides funding
to local governments on a per capita
basis for the rehabilitation, creation,
and improvement of local parks.
• Urban County Per Capita: Offers
grants to cities and districts in
urbanized counties (counties with
populations of 500,000 or more)
that provide park and recreation
services in jurisdictions with
populations of 200,000 or fewer.

Entities eligible under this program
are also eligible to receive funding
through the General Per Capita
Program.

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Opportunities to Explore
■ Land and Water Conservation Fund
through the State of California: The
City has previously used funds from
this grant program but is not currently
using them. This grant program may
support the acquisition or development
of land to create new outdoor recreation
opportunities for the health and wellness
of Californians.
■ Community Development Block Grant
(CDBG) and HOME Investment
Partnerships Program (HOME): The
City receives annual federal allocations
through the State CDBG and HOME
programs, which support housing and
community development activities that
primarily benefit low- and moderate-
income residents. Under the State
CDBG Program, grant funds may be
used for public service programs, as well
as the construction or rehabilitation
of public and recreational facilities -
particularly those serving seniors and
vulnerable populations. The HOME
Program provides additional funding to
create and preserve affordable housing
opportunities, which can complement
CDBG-funded community infrastructure
and service initiatives. The City currently
directs its CDBG resources toward public
service grants that assist local nonprofits
and community programs.
■ Recreational Trail Program: This program
has not yet been explored and could be
explored for trail maintenance needs.

The Recreational Trails Program funds
recreational trails and trails-related
projects annually.
■ Urban Forestry Assistance Grants
(CUF-A): With recent biodiversity
initiatives, tree-related grants align
well with the City’s goals and should
be pursued. 2023 recipients include:

Cities of Berkeley, Concord, Fremont,
Hayward, Oakland, Petaluma, Pittsburg,
San Jose, and Vallejo.
■ Habitat Conservation Fund: Eligible
projects include nature interpretation
programs to bring urban residents into
park and wildlife areas, protection of
various plant and animal species, and
acquisition and development of wildlife
corridors and trails. The next anticipated
application period is due in 2026-27.

The National Recreation and Park
Association provides a list of Grant and
Fundraising Resources that are listed here.

Playcore provides a listing of national
and state-specific grants here. Grant
opportunities can be sorted by service or
facility type such as Adult Fitness, Dog Parks
and Trails.

Some additional national sports entities
support grassroots programs through their
foundations including the following websites:
■ NFL PLAY 60 initiative grant and NFL
Y outh Football Grant: Agencies need
to partner with the local NFL Club who
would apply to the NFL for the grant. See
here.
■ US Soccer Foundation – Safe Places To
Play Program: See here.

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■ US Tennis Association Facility Funding:

See here.
■ USA Track & Field Foundation Grant
Program: See here.

9.8.6 TAX SUPPORT
Taxes provide a steady revenue base and
are often foundational to the long-term
sustainability of City services.

Information about City tax revenue is
found in the City’s adopted budget here.

Detailed information with interactive
dashboards and graphics is available through
the Open Gov platform here.

Currently Doing and Could Expand
■ Property and Conveyance Taxes: In
November 2024, Mountain view voters
passed by 72% an increase in the City’s
Property Transfer Tax (Measure G). The
increased tax is imposed on residential
and commercial property sales above
$6 million. The City anticipates
that approximately $9.5 million on
average annually may be generated
from Measure G with 30-35% to be
earmarked for parks and open space.
■ Special Improvement District/Benefit
District: Currently, Mountain View
has a downtown Parking Maintenance
Assessment District which was enacted
over forty years ago and which collects
a property tax assessment district
for the long-term maintenance and
construction of public parking in the
Downtown.

There are also two Business
Improvement Areas within the city (BIA
#1 and BIA #2), which assess Downtown
businesses through the annual Business
License Renewal Process. The funds
collected by the City are then provided
to the Mountain View Chamber of
Commerce, acting on behalf of the
Downtown Business Association, to
market and promote the downtown.
■ Transient Occupancy Tax (TOT) and
Sales Tax: Both contribute to the general
operating fund, which indirectly supports
parks and recreation. In cities like North
Tahoe, projects funded by Transient
Occupancy Taxes are also publicly
marketed to the public. See here.

The City could explore seeking voter
approval to increase the City’s TOT,
which is lower than others in the region.

Salt Lake County passed a 0.1% Sales
Tax titled ZAP (Zoo, Arts and Parks) in
November 2024 with 79% of the voters
supporting it. More information here.

Opportunities to Explore
Bond Measure: The City currently has
a AAA bond rating, reflecting its good
financial stewardship and strong economic
base, resulting in access to capital at
favorable interest rates. The City could
explore seeking voter approval of a
General Obligation bond to help address
infrastructure needs for parks and facilities.

This would require community outreach to
identify feasibility and community support
for this initiative. (see Action 5.1.1)
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9.8.7 FRANCHISES AND LICENSES
Franchises and licenses provide
opportunities for unique revenue streams
through partnerships with private
businesses.

Currently Doing and Could Expand
■ Concession Management and Private
Concessionaires: The City currently
partners with private operators for
several concession spaces, including
Bean Scene Café, Lakeshore Bistro,
and Michael’s at Shoreline. Staff
should continue to periodically review
and update concession and vendor
agreements as needed to ensure that
terms and anticipated revenues align
with current market conditions and the
local financial environment.

The City could also consider expanding
into food and beverage concessions
at other facilities, for example swim
product sales at the pool. Some cities
use vendors such as Sysco, CoreMark,
and US Foods to provide concessions for
park and recreation facilities.
■ Advertising Sales: Existing scoreboard
sponsorships demonstrate the feasibility
of using advertising to generate revenue.

This could include expanding ad sales
to other park areas or to publications,
like the Recreation Activity Guide.

Staff should assess the viability of staff
time against the potential revenue to
determine if this is a revenue stream to
pursue.

Opportunities to Explore
■ Naming Rights: There is potential for
high-profile projects to attract naming
sponsors through the City’s existing
Sponsorship Policy. Examples of other
agency’s Naming Rights programs are
noted below.
• South Tahoe Parks Foundation, CA
has set a fundraising goal of $1 million
for the City’s new Recreation and
Aquatic Center opening in 2026 and
is providing these offerings for naming
rights.
• City of Pleasanton, CA’s Bernal
Community Park secured Stanford
Medicine as the Naming Rights
Sponsor for their Sports Complex.
• San Diego Parks and Recreation, CA
have details on naming rights offerings
on their website.
• Parks and Recreation Foundation of
San Carlos, CA has these categories
for naming rights.
• Davie County Recreation and Parks,
FL has this naming guide for potential
partners.
• Fargo Park District, ND has this
naming rights policy to guide their
decision-making.
• Several agencies nationwide have
successfully utilized this source of
revenue for their signature spaces and
facilities, such as City of Columbus,
Indiana, Nexus Park in Columbus, IN.

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9.8.8 MISCELLANEOUS FUNDING
This category captures a range of non-
traditional or one-time funding sources,
including fees, fines, and unique financial
mechanisms that do not fall under standard
revenue streams. While typically limited in
scale or frequency, these sources can provide
important support for targeted projects
- especially land acquisition or strategic
opportunities that arise outside of regular
planning cycles.

Currently Doing
■ Acquisition Reserve Funds: The City
currently has two Acquisition Reserve
Funds that may be used to acquire
property for park land and other City
uses:
• General Fund Open Space Acquisition
Reserve shall be used for the purpose
of acquiring open space to meet the
needs of the City and as authorized
by the City Council. Proceeds
from excess City-owned properties
shall fund this Reserve as directed
by the City Council. This Reserve
may be used for due diligence for
site acquisition of future parks sites
which may include appraisals, Phase
I Environmental Site Assessments,
Closing Costs, and Security/Fence
Post-Acquisition.
• General Fund Strategic Property
Acquisition Reserve shall be used for
the purpose of setting aside funds for
the City to use for the acquisition of
strategic property(ies). This Reserve
has been used on a limited basis to
acquire park land.

9.8.9 ADDITIONAL RESOURCES
The National Recreation and Park
Association (NRPA) also shares the Park and
Recreation Professionals’ Guide to Fundraising
which provides a variety of tips and tools for
successfully seeking and obtaining external
funding for an agency.

9.8.10 SUMMARY
The City has effectively utilized a diverse
range of funding sources to support its
mission. Recreation’s participation and
revenues for programs and events have
increased significantly year over year and the
community survey indicates high participation
and quality ratings for the offerings.

There are existing opportunities to
generate additional revenue. However, it is
important to note that realizing new revenue
streams may require increased and dedicated
staff resources to address the added
workload.

There are recommendations that could be
a game-changer for capital projects, including
exploring a bond measure, establishing a
foundation or similar entity to streamline
grant applications and enable private
donations. Additionally, strategic expansion
of user fees and concession management
could also help, albeit to a smaller degree
compared to some other tools. By leveraging
these strategies and building on its existing
partnerships, the City could generate
additional funding to accomplish the vision
and goals in this Strategic Plan.

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PARKS AND RECREATION

STRATEGIC PLAN
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Attachment 2
1 Parks and Recreation Strategic Plan – November 2025 PRC and Community Feedback Summary of Feedback Themes and Plan Revisions

On November 17, 2025, the Parks and Recreation Commission (PRC) discussed and provided feedback on the draft Parks and Recreation Strategic Plan (Plan), which had been posted for public review on November 3, 2025 through December 14, 2025 . During this six-week review period, staﬀ met with community members and received written input through the project website and by email. During the PRC meeting, Commissioners and community members commented on what they saw as the strengths and weaknesses of the Plan, providing thoughtful suggestions for the Plan’s improvement. Staﬀ conducted a thorough review of the draft Plan to identify opportunities to incorporate PRC and community feedback. This resulted in a signiﬁcantly revised Plan, with:

• Added analysis about the implications of future growth ; the role, access limitations, and condition of school-based ﬁelds, and other topics of interest to the PRC and public; • Increased emphasis on the importance of biodiversity and tree canopy and safe park/neighborhood connections;
• Clearer links between analysis and recommended actions; • More speciﬁc ity about how actions would be accomplished, priorities would be set, and accountability would be tracked;
• Emphasis on the development of new parks as a priority, not as an aspirational goal; • Greater transparency about the feasibility and timeline of achieving the goal of three acres of park land per 1,000 residents (3 ac/1,000) and the diﬀerences between Planning Areas vis a vis this goal; and
• Improved Plan organization.

T h e a m o u n t o f c h a n g e m a d e t o t h e d r a ft P l a n w a s t o o e x t e n s i v e t o p r e s e n t t h e r e v i s e d P l a n showing track changes. The purpose of this attachment is to summarize the themes from the PRC and community feedback and the ways in which those themes were addressed in the revised Plan being presented to the City Council for feedback on January 27, 2026.

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Attachment 2
2 Feedback Theme Revision to Draft Plan
Unclear approach to 3
ac/1,000 goal (feasibility,
timeline, Planning Area vs.
citywide)
• Added information to Plan Introduction (Chapter 2)
• Added information to new Cost of Implementing the Action Plan and Potential Funding Options Subsection (Section

8.6.7)
• Added Park Access Subsection (Section 5.3.2) in Park and Facility Assessment Section to discuss diﬀerences in park distribution by Planning Area, reliance on school ﬁelds, and impacts of transportation barriers
• Expanded description of Planning Areas and impacts of potential growth in Planning Area Overview Subsection to the Parks Assessment Section (Section 5.3.1), Level of
Service (Section 5.4) and in Appendix G
Insuﬃcient analysis of
implications of future
residential/population
growth, including implications
of state housing legislation,
Housing Element, and other
City land use policies
• Added Future Growth Subsection to Level of Service
Analysis Section (Section 5.4.5)
• Added discussion of population growth in new Identifying and Responding to Risks Subsection (Section 8.5.4) in
Action Plan Development and Framework Section
Insuﬃcient analysis on
condition and role of school
ﬁelds on park access; concern
about overcounting school
ﬁeld hours of use if before
school hours are included in
adjusted inventory of school
ﬁeld acres
• Added School Fields Assessment Subsection (Section

5.3.11) to Park and Facility Assessment Section and table of amenities by school ﬁeld in Appendix G
• Clariﬁed distinction between City parks and school ﬁelds throughout Plan
• Conﬁrmed that before school hours are not included in calculation of adjusted school ﬁeld acres in Level of Service Analysis Section (Section 5.4.3)
• Added discussion of school ﬁeld access in new Identifying and Responding to Risks Subsection (Section 8.5.4) in
Action Plan Development and Framework Section
Unclear priority for new park
development
• Removed concept of tiers with letters and labels, replaced with categories of park investment magnitude: Develop New Parks, Enhance Existing Parks, and Update Existing Parks in Framework for Prioritizing New Park Planning and Park
Improvements Chapter (Chapter 7)
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Attachment 2
3 Feedback Theme Revision to Draft Plan
Disagreement about
emphasis on 10-minute walk
analysis and implication that
saying 92% of Mountain View
residents are within 10-
minute walk means there is
suﬃcient park access
• Reduced and rewrote text
• Added discussion of 10-minute walk in context of park access in new Park Access Section (Section 5.3.2), which considers impact of transportation barriers
• Updated the Performance Metric (Section 8.7.2) for Park Access and Land Expansion to focus on increasing park acres per 1,000 residents rather than the 10-minute walkshed.

Insuﬃcient emphasis on
importance of trees,
vegetation, native planting,
and biodiversity
• Added Integration of Biodiversity into Park Design
Subsection (Section 6.3.2) to Chapter 6 Guidelines for New Park Design and Park Improvements
• Expanded goal and strategy statements in Goals, Strategies, and Action Chapter (Chapter 8)
• Added Action Items to Action Plan (Section 8.6) aligned with draft Biodiversity and Urban Forest Plan (BUFP)
• Added Action Item to Action Plan (Section 8.6) regarding resource needs to implement the BUFP
• Emphasized importance of tree canopy in providing shade in parks and clariﬁed role of shade structures in Park and Facility Assessment Section (Section 5.3)
• Emphasized that trees are part of the City’s living
infrastructure in Introduction (Chapter 2), Condition
subsection (Section 5.3.8) under Parks and Facility
Assessment Section, and in Landscape Features language of the Park Design Guidelines by Park Type Section (Section

6.2)
Insuﬃcient emphasis on
importance of safe
park/neighborhood
connections
• Added Park Access Section (Section 5.3.2), including
expanded analysis of impact of transportation barriers and table listing Planned Active Transportation Improvements • Added Action Item to Action Plan (Section 8.6) regarding resource needs for active transportation planning and
engineering
• Added Action Item to Action Plan (Section 8.6) regarding coordination with the Active Transportation Plan to promote safe and convenient access to Parks and Open Space
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Attachment 2
4 Feedback Theme Revision to Draft Plan
Unclear link between
recommended actions and
analysis and public input
• Added How the Action Plan was Developed Section
(Section 8.5.1) to Action Plan
• Added bold text and Action Item numbers to analysis and public input ﬁndings to show how ﬁndings led to action
recommendations
• Added 12 Action Items to Action Plan (Section 8.6)
• Added Guidelines for New Park Design and Park
Improvements Chapter (Chapter 6), consolidating separate sections
• Reformatted Park Design Guidelines by Assessment Criteria Section (Section 6.1) to align guidelines with assessment ﬁndings
• Added Public Input Highlights Section (Section 4.1) to Public Input Chapter
Unclear how actions will be
prioritized and accomplished,
how success of the Plan will
be tracked, and how risks to
successful plan
implementation will be
anticipated and addressed;
interest in moving as quickly
as possible on action items
• Added milestones to Action Plan (Section 8.6)
• Added reference to performance metrics to Action Plan (Section 8.6) and reference to Action Items in Performance Metrics Subsection (Section 8.7) in Goals, Strategies, and Action Chapter
• Added Action Items to Action Plan (Section 8.6) regarding resource needs for Plan implementation
• Moved up timeline on some Action Items in Action Plan (Section 8.6)
• Added Action Plan organized by timeline (Section 8.6.5), to complement Action Plan organized by strategy
• Added Cost of Funding the Action Plan and Funding
Options Subsection (Section 8.6.7)
• Added Land Acquisition Strategy Subsection (Section 8.6.8) • Added Identifying and Responding to Risks Subsection
(Section 8.5.4) in Action Plan Development and Framework Section
• Added Prioritization Criteria Subsection (Section 8.6.6) in Action Plan Section
Unclear analysis and
implications of benchmark
levels of service and equity
maps
• Shifted from prescriptive service benchmarks to simpliﬁed approach looking at Planning Areas
• Removed Equity Maps and replaced with park and amenity distribution maps in Level of Service Analysis Section
(Section 5.4) and Appendix G
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Attachment 2
5 Feedback Theme Revision to Draft Plan
Plan is lengthy and diﬃcult to
follow
• Added Executive Summary (Chapter 1)
• Added section headers and subheaders to make content
easier to ﬁnd in the table of contents and through online navigation
• Reorganized sections to improve ﬂow (e.g. moved sections on population density and Healthy Places Index from
Analysis Chapter to Community Proﬁle Chapter (Chapter 3); added Park Guidelines Chapter (Chapter 6), combining
content from other sections; moved survey of potential
funding mechanisms to Appendix H)
Missing information about
status of 2014 Parks and
Open Space Plan
• Added information to Plan Introduction (Chapter 2)
• Added Appendix A

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Attachment 3
1 Parks and Recreation Strategic Plan – January 2026 City Council and Community Feedback Summary of Feedback Themes and Plan Revisions

On January 27, 2026, the City Council held a Study Session to review and provide feedback on the draft Parks and Recreation Strategic Plan (Plan), which had been available for public review beginning January 13, 2026. During the public review period, staﬀ met with community members and received written input through the project website and by email. During the Study Session, Councilmembers oﬀered positive feedback on the Plan’s accuracy and completeness, as well as the goals, strategies, and action plan. Council also directed staﬀ to make revisions in the following areas:

• Establishing a new goal focused on biodiversity and natural park design elements and incorporating the importance of parks as part of the natural environment throughout the Plan;
• Reﬁning and strengthening the Plan’s vision statement; • Allocating trail corridor acreage by Planning Area;
• Adding an Action Item to continue to expand Learn-to-Swim opportunities; and • Integrating opportunities for “Friends of Parks” groups and incorporating a review of POPA Standards within existing action items;
Due to the breadth of revisions, the updated draft is not presented in track changes format. The purpose of this attachment is to summarize the key themes raised by the City Council and community members, and to identify where and how those themes have been addressed in the revised Plan presented for Parks and Recreation Commission review on March 17, 2026. 713
Attachment 3
2 Feedback Theme Revision to Draft Plan
Establish a new goal focused
on Biodiversity
• Added Goal 2, Biodiversity, to Section 8.2 and Section 8.6.2, and renumbered existing goals
• Developed two strategies to support the new goal as noted in Section 8.4, Strategies
• Moved existing actions related to biodiversity from the Parks, Trails and Open Space Goal to the new Biodiversity goal and strategies (Section 8.6.2)
Allocate trail corridor acreage
by Planning Area.

Note:

Previously, all trail acreage
had been allocated entirely to
the North Bayshore Planning
Area. With this modiﬁcation,
the acreage for any trail
segment that traverses
through a Planning Area is
allocated to that Planning
Area.

With this change, the Plan has
been updated to focus on
expanding park acres in
Planning Areas that fall below
2 acres per 1,000 residents
(previously the Plan proposed
focusing on Planning Areas
below 1.5 acres per 1,000).

The ﬁve Planning Areas with
the lowest level of service
(Rengstorﬀ, Thompson,
Sylvan-Dale, Stierlin, and
Central) have not changed.

One additional Planning Area
(San Antonio) has been added
to create a list of six Planning
Areas with the lowest level of
service (under 2/acres per
1,000 residents).
• Allocated trail corridor acreage by Planning Area and added information to Section 5.4.4, Calculating Planning Area Level of Service, to speak to the trail corridor system and how the acreage is now allocated
• Updated Planning Area park acreage calculations in
Calculating Planning Area Level of Service (Section 5.4.4) and Appendix G to proportionally allocate trail corridor acreage to the applicable Planning Areas (North Bayshore, Rengstorﬀ, Whisman, Stierlin, Central, and Grant), and
revised related Level of Service references accordingly • Updated the focus to Planning Areas below 2 acres/1,000 residents and added the San Antonio Planning Area to the list in the Executive Summary (Section 1.1.1 and 1.1.4), Introduction (Chapter 2), Calculating Citywide Level of Service and Planning Area Level of Service (Section 5.4.3 and Section 5.4.4), Neighborhood Park Investment (Section

7.4.1), Prioritization Criteria (Section 8.6.7), the Cost of Implementing the Action Plan and Potential Funding
(Section 8.6.8), and Performance Metrics (Section 8.7.2) • Based on trail corridor acres now included in multiple Planning Areas, updated the number of acres needed to
meet 3 acres per 1,000, not including the North Bayshore Planning Area, based on 2020 Census population data into The Cost of Implementing the Action Plan and Potential
Funding Options (Section 8.6.8) and Introduction (Chapter 2)
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Attachment 3
3 Feedback Theme Revision to Draft Plan
Revise the vision statement • The revised vision statement is incorporated within the Executive Summary (Section 1.1.7), the Introduction
(Chapter 2), and Section 8.1, Vision Statement
Strengthen the integration of
natural elements in park
design
• Emphasized natural elements in Park Design Guidelines by Assessment Criteria (Section 6.1) for each key area – Access and Connectivity, Condition, Functionality, and Safety and Comfort
• Added a “Biodiversity Anchor” for each park type under Park Design Guidelines by Park Type (Section 6.2)
• Emphasized natural elements under “Potential Amenities” list for each park type under Park Design Guidelines by Park Type (Section 6.2)
• Incorporated language related to natural elements into Goal 2, Biodiversity (Section 8.2)
Add an Action to continue to
expand Learn-to-Swim
opportunities
• Added Action 3.1.7 to Action Plan (Section 8.6) to continue to expand access to Learn-to-Swim opportunities, with an emphasis on youth water safety
Add to Action 4.1.7 or Action

2.2.1 (previous action item
numbers): Look at
opportunities to create
Friends of Parks groups
• Added milestone to Action 3.2.1 in Action Plan (Section 8.6) to evaluate how opportunities to work with Friends of Parks- style groups could be included within the Council Work Plan project to create a volunteer partnership framework
• Added milestone to Action 5.1.7 in Action Plan (Section 8.6) to explore the feasibility of a “Friends of Parks” or similar nonproﬁt support model
Expand options for staﬀ to
look into POPA standards as
part of the update to Chapter
41 • Updated Action 5.1.2 in Action Plan (Section 8.6) to incorporate a review and potential update to POPA
Standards as part of updating Chapter 41
Add an Action to incorporate
inclusive design
improvements into existing
parks
• Added Action 1.2.9 to Action Plan (Section 8.6) to
incorporate inclusive design improvement in existing parks guided by the City’s Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan
Further emphasize park
design for all abilities
• Emphasized park design for all abilities in Park Design Guidelines by Assessment Criteria (Section 6.1) and Park Design Guidelines by Park Type (Section 6.2)
• Added Action Item 1.2.9 to Action Plan (Section 8.6)

715
Attachment 4
1 Parks and Recreation Strategic Plan – March 2026 PRC and Community Feedback Summary of Feedback Themes and Plan Revisions

On March 17, 2026, the Parks and Recreation Commission (PRC) discussed and provided feedback on the draft Parks and Recreation Strategic Plan (Plan), which had been available for public review beginning on March 3, 2026. At that meeting, the PRC approved a recommendation to the City Council to adopt the Parks and Recreation Strategic Plan. As part of the recommendation the PRC supported incorporating ways to prioritize expansion of parks and open space to underserved a r e a s o f t h e C i t y , t a k i n g i n t o a c c o u n t d e p e n d e n c e o n s c h o o l ﬁ e l d s a n d 1 0-minute walking distance, in addition to looking at acres per thousand. The PRC’s recommendation also emphasized identifying opportunities and implementing near -term improvements to beneﬁt all parks and open spaces with an emphasis on planting native canopy trees and landscaping consistent with the Biodiversity and Urban Forest Plan. In addition to public input received at the PRC meeting, staﬀ also received written comments through the project website and via email.

Based on the PRC’s recommendation and public input, staﬀ made further reﬁnements to the Plan in the following areas:

• Deﬁne underserved Planning Areas using a combination of three factors: (1) acres of park land per 1,000 residents, (2) access to parks within a 10 -minute walk, and (3) reliance on school ﬁelds to meet recreational needs;
• Prioritize the expansion of parks and open spaces in underserved Planning Areas; • Acknowledge that achieving the citywide Level of Service goal of 3 acres per 1,000 residents is not currently feasible in every Planning Area;
• Prioritize locally native species for trees and landscaping in parks and open spaces; • Identify incremental, near-term opportunities to expand native planting and tree canopy; and • Elevate the role of trees and biodiversity in park design.

Due to the breadth of revisions and the development of a ﬁnal version of the Plan in a designed format, the updated Plan is not presented in track changes format. The purpose of this attachment is to summarize the key themes raised by the PRC and community members, and to identify where and how those themes have been addressed in the revised Plan presented for City Council adoption on May 26, 2026.
716
Attachment 4
2 Feedback Theme Revision to Draft Plan
Deﬁne underserved Planning
Areas as a combination of
three factors: (1) acres of park
land per 1,000 residents, (2)
access to parks within a 10-
minute walk, and (3) reliance
on school ﬁelds to meet
recreational needs.
• Added Deﬁning Underserved Planning Areas, Section 5.4.5, which states this deﬁnition of an “underserved Planning Area”
Added Table 20: Level of Service without School Field
Access by Planning Area to display the Planning Areas' Level of Service without access to school ﬁelds
• Added Table 21: Underserved Planning Area Criteria
Summary to summarize low park acreage, reliance on
school ﬁelds, and limitations to walkable access by Planning Area
• Added language on what an underserved Planning Area is in the Executive Summary (Section 1.1.4)
• Updated the Prioritization Criteria Aligned to Plan Goals and Strategies (Section 8.6.7) to reﬂect the deﬁnition of underserved Planning Areas
• Added language to the Introduction (Chapter 2) noting the deﬁnition of underserved
• Added text acknowledging the importance of looking
separately at both City-owned parks and school ﬁelds when looking at Park Acreage in Deﬁning Level of Services (LOS) (Section 5.4.2)
• Added reference to reliance on school ﬁelds and their tie to underserved Planning Areas in Identifying and Responding to Risks under the Changes in School Field Access (Section

8.5.4)
• Updated Planning Area Descriptions (Section 9.7.1) to highlight language related to underserved Planning Areas Prioritize the expansion of
parks and open spaces in
underserved Planning Areas
• Updated the Prioritization Criteria (Section 8.6.7) to note that the highest priority will be given to projects that expand parks and open space in underserved Planning Areas (This is one of two top priorities, along with near-term
opportunities to expand California native, regional native, and near-native planning across City parks and open space, per the theme below.)
• Added language in the Executive Summary (Section 1.1.7) referencing the updated Prioritization Criteria
• Added language to Develop New Parks (Section 7.2.1)
• Updated Action 1.1.1 to prioritize underserved Planning Areas and updated milestones
• Updated milestones for Action 1.1.4
717
Attachment 4
3 Feedback Theme Revision to Draft Plan
Prioritize California native,
regional native, and near-
native species for tree canopy
and landscaping within parks
and open spaces (consistent
with language in the
Biodiversity and Urban Forest
Plan)
• Where native and/or trees and landscaping were noted, clariﬁed native as “California native, regional native, and/or near-native” - Executive Summary (Section 1.1.3 and 1.1.5), Vegetation Condition (Section 5.3.8), Tree Canopy (Section

5.3.8), Functionality (Section 6.1.3), Landscape Features (Sections 6.2.1, 6.2.2, and 6.2.3), Integration of Biodiversity into Park Designs (Section 6.3)
• Updated milestone for Action 2.1.1
• Updated Performance Metric 4 (Section 8.7.2)
Identify incremental, near-
term opportunities to expand
native planting and trees in
City parks and open spaces to
the fullest extent possible
• Updated the Prioritization Criteria (Section 8.6.7) to note that the highest priority will be given to projects that can be implemented relatively quickly to increase tree canopy and native plantings in all City parks (This is one of two top priorities, along with the expansion of parks and open space in underserved areas, per the theme above.)
• Updated the Prioritization Criteria Aligned to Plan Goals and Strategies (Section 8.6.7) to move the criteria
associated with increasing tree canopy and biodiversity near the top of the list and added text to note “and can it be implemented in most, if not all, City parks?”
• Added language in the Executive Summary (Section 1.1.7) referencing the updated Prioritization Criteria
• Added language to Update Improvements (Section 7.2.3) • Added language related to timelines of the Action Plan in How the Action Plan was Developed (Section 8.5.1)
• Added “tree canopy and other natural elements” to Action

1.2.7 • Updated timelines for Action 2.1.2 to Immediate and updated Action and Milestones to focus on natives in all City parks
• Updated milestones for Action 2.1.3
• Added a criterion related to near-term/immediate
improvements for habitat, biodiversity or ecological function in Prioritization Criteria (Section 8.6.7)
• Updated Performance Metric 4 (Section 8.7.2)
Acknowledge that it is not
currently feasible to achieve
the citywide Level of Service
goal of 3 acres per 1,000 in
every Planning Area
• Added language recognizing this acknowledgment in the Executive Summary (Section 1.1.4)
• Added language in the Introduction (Chapter 2)
• Added language to Deﬁning Level of Service (LOS) (Section

5.4.2)
• Added language to Develop New Parks (Section 7.2.1)
718
Attachment 4
4 Feedback Theme Revision to Draft Plan
Further recognize the
important role trees play in
parks and open spaces
• Added language in the Executive Summary (Section 1.1.5) of the critical role trees play in providing shade, supporting habitat, reducing urban heat, managing storm water, and enhancing climate resilience
• Added statement in the Introduction (Chapter 2) on
essential beneﬁts provided by Biodiversity in parks and open spaces
• Added “cooling” as a beneﬁt of tree canopy in Tree Canopy (Section 5.3.8)
• Added more beneﬁts under Functionality (Section 6.1.3), Landscape Features (Sections 6.2.1, 6.2.2, and 6.2.3)
• Updated Performance Metric 4 (Section 8.7.2)
Clariﬁed when it may be
appropriate to incorporate a
shade structure into park
design, with preference
provided to tree shade
• Updated language under Distribution of Sunny and Shaded Areas under Functionality (Section 5.3.9)
• Updated language under Functionality (Section 6.1.3)
• Updated Potential Amenities for each park type to prioritize shade preferably through tree canopy (Sections 6.2.1, 6.2.2, and 6.2.3)
Amplify the role of
biodiversity within parks and
open spaces in creating a
connected habitat network
• Added language to the introduction of Park Design
Guidelines by Park Type (Section 6.2) to deﬁne “biodiversity anchor” and role
• Added language to Park System Importance to Biodiversity in Mountain View (Section 6.3.1)
• Updated Action 2.2.1 to recognize habitat protection
Reference the forthcoming
Dark Skies Ordinance, where
lighting is mentioned
• Within Park Design Guidelines by Assessment Criteria
(Section 6.1) added to reference the forthcoming Dark Skies Ordinance, where lighting was mentioned under Condition (Section 6.1.2) and Safety and Comfort (Section 6.1.4)
• Added a reference to the forthcoming Dark Skies Ordinance, where lighting is mentioned for Potential Amenities under Park Design Guidelines by Park Type (Sections 6.2.1 and

6.2.2)
• Added reference in Biodiversity and Urban Forest Plan Guidelines (Section 6.3.2)
Incorporate a review of
expanding the Recreation
Swim program
• Added recreation swim to the action and milestones for Action 3.1.7

719
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205975, Version: 1
AB 481 Military Equipment Annual Report and Policy Adoption Introduce an Ordinance of the City of Mountain View Renewing Approval of Mountain View Police Department Military Equipment Use Policy, Adopting Updated Military Equipment Use Policy, and Finding That This Action is Not Subject to the California Environmental Quality Act, to be read in title only, further reading waived, and set a second reading for June 9, 2026 (Attachment 1 to the Council report).

City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
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RECOMMENDATION

Introduce an Ordinance of the City of Mountain View Renewing Approval of Mountain View Police Department Military Equipment Use Policy, Adopting Updated Military Equipment Use Policy, and Finding That This Action is Not Subject to the California Environmental Quality Act, to be read in title only, further reading waived, and set a second reading for June 9, 2026 (Attachment 1 to the Council report).

BACKGROUND

On September 30, 2021, Governor Newsom signed a series of police reform bills, including Assembly Bill 481 (AB 481), which stated that the public has a right to know about and participate in the decision-making processes related to the funding, acquisition, or use of military equipment by state or local government officials in an effort to increase transparency, accountability, and oversight. AB 481, codified in Government Code Sections 7070-7075, requires local agencies to develop a policy and prepare an annual report in accordance with the requirements below. In so doing, the legislation encouraged agencies to give strong consideration to the public’s welfare, safety, civil rights, civil liberties, and public input.

The Mountain View City Council adopted Ordinance No. 7.22 on May 10, 2022, which approved Mountain View Police Department Policy 709: Military Equipment (“Policy”), in accordance with AB 481, and Council renewed the ordinance on May 9, 2023 (Resolution No. 18799). Council adopted Ordinance No. 3.2025 on May 27, 2025, which adopted an amended Policy.

In addition to the above requirements, AB 481 also requires, at least annually, that the law enforcement agency:

• Prepare an annual military equipment report (“Annual Report”) with at least one “well- publicized and conveniently located community -engagement meeting” to allow for public discussion of the report; and
DATE: May 26, 2026
CATEGORY: New Business
DEPT.: Police
TITLE: AB 481 Military Equipment Annual
Report and Policy Adoption

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• Present the Ordinance for review at a Regular Meeting of the governing body. During this review, the governing body shall consider the annual report and determine whether each type of military equipment has complied with specified standards for approval. Furthermore, inventory changes to reflect planned or anticipated acquisition or funding of military equipment are considered amendments to the Policy and must be adopted by ordinance.

Required Annual Report Contents

Government Code Section 7072(a) requires that the annual report include the following information for the immediately preceding calendar year for each type of military equipment:

1. A summary of how the military equipment was used and the purpose of its use.

2. A summary of any complaints or concerns received concerning the military equipment.

3. The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.

4. The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.

5. The quantity possessed for each type of military equipment.

6. If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

The 2025 AB 481 Military Equipment Annual Report (“2025 Annual Report”) (Attachment 2) provides the aforementioned information, and this memorandum summarizes its salient points.

DISCUSSION

AB 481 Definition of Military Equipment

AB 481 defines “military equipment” as listed below and differentiates the equipment by category.

AB 481 does not prohibit law enforcement from obtaining and using military equipment as defined; rather, it creates a public process for obtaining approval for these types of equipment and their authorized uses. The Mountain View Police Department (MVPD) possesses in nine of the 15 categories listed, as noted with an asterisk (*). The 2025 Annual Report includes full descriptions of the equipment in each category.
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*Category 1: Unmanned, remotely piloted, powered aerial or ground vehicles.

Category 2: Mine-resistant, ambush -protected (MRAP) vehicles or armored personnel carriers.

However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

*Category 3: High-mobility multi-purpose wheeled vehicles (HMMWV), commonly referred to as “Humvees,” two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all -terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.

Category 4: Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.

*Category 5: Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

Category 6: Weaponized aircraft, vessels, or vehicles of any kind.

*Category 7: Battering rams, slugs, and breaching apparatuses that are explosive in nature.

However, items designed to remove a lock, such as bolt cutters or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.

*Category 8: Firearms of .50-caliber or greater. However, standard-issue shotguns are specifically excluded from this subdivision.

*Category 9: Ammunition of .50-caliber or greater. However, standard-issue shotgun ammunition is specifically excluded from this subdivision.

*Category 10: Specialized firearms and ammunition of less than .50 -caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard- issue service weapons and ammunition of less than .50-caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.

Category 11: Any firearm or firearm accessory that is designed to launch explosive projectiles.

*Category 12: “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service-issued handheld pepper spray.

Category 13: Taser Shockwave, microwave weapons, water cannons, and the Long -Range Acoustic Device (LRAD).
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*Category 14: The following projectile launch platforms and their associated munitions: 40- millimeter projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons.

Category 15: Any other equipment as determined by a governing body or a state agency to require additional oversight.

Current MVPD Equipment Meeting Military Equipment Definition

The MVPD continues to carefully assess what equipment is needed to protect the public and officers when resolving critical incidents, such as active shooter response, apprehending violent offenders, hostage rescue, and barricaded subjects, among others. Certain equipment is also beneficial for providing information and creating cover, distance, and time that help improve decision -making during critical incidents. This allows responding officers to take in and evaluate the totality of the circumstances, which results in increased safety and reduced risk for everyone involved.

For the most part, the equipment listed in the report is highly specialized and not carried day to day.

Items may be used a few times a year, and their deployment requires departmental notifications. In 2025, the equipment was minimally used, primarily for training and certification. While in certain appropriate circumstances, equipment may be taken into the field, it does not mean that any equipment was used or fired. More information about the frequency and manner of use for various types of equipment is provided in Attachment 2.

Many of the items designated by AB 481 as military equipment have been in MVPD’s equipment inventory for decades. The MVPD’s operating procedures and training program instruct staff in the proper use of this equipment.

The MVPD does not possess any equipment related to the 1033 Department of Defense program. In Fiscal Year 2024-2025, the department returned all AR-15 rifles acquired as part of the program.

Current Policies and Procedures for Equipment Purchase and Use

The MVPD adheres to the City’s budget process and purchasing policies and procedures when procuring its equipment. The acquisition of new or replacement equipment or items meeting the reporting requirements of AB 481 is funded from MVPD’s budget in accordance with MVPD Policy No. 709: Military Equipment and the approval of the City Council.

As noted, and anticipated in the 202 5 AB 481 Annual Report, MVPD purchased an Armored Rescue Vehicle for approximately $3 82,200, which will be delivered in May 2026. Additionally, 200 rounds of .308 caliber ammunition for approximately $643 and 200 rounds of 40mm Sponge Rounds were 724
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purchased for approximately $2,000. Additional purchases may occur to replace materials used up during the year for training or operational purposes, potentially including ammunition, specialty munitions, noise flash diversionary devices, and breaching equipment.

MVPD Policy No. 300, Use of Force Policy, and Policy No. 308, Control Devices and Techniques, govern the use of equipment. In addition, the State of California Commission on Peace Officer Standards and Training (POST) establishes operational guidelines and training recommendations for certain equipment and tactics, and MVPD’s designated subject matter experts manage compliance with these guidelines.

All MVPD policies and procedures governing safe handling, storage, and qualification of specified equipment remain in effect. This includes, but is not limited to, California Occupational Safety and Health Agency (OSHA) certification of energetic breaching operators; Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) oversight of energetic breaching materials; and ATF oversight of Noise -Flash Diversionary Devices.

In 2025, the City received no complaints or concerns regarding the use of equipment specified in AB 481.

Proposed Purchases/Changes in Inventory

The Annual Report is required to include new equipment that the City intends to purchase in the next fiscal year that falls within the definition of “military equipment” under AB 481.

In 2026, MVPD plans on purchasing the following:

• MVPD continues to research and evaluate emerging Unmanned Aerial System technologies. MVPD will also research potential funding streams for the possible procurement of updated platforms.

• Approximately 1,000 rounds of .308-caliber ammunition at a cost of $2,000.

• Two hundred (200) 40-millimeter sponge rounds to replace those used in training, operationally, or expiring at a cost of approximately $6,000.

• Chemical munitions to replace munitions used in training, operationally, or expiring, at a cost of approximately $3,000.

• Primacord, Nonel MS (blasting cap), and explosive breaching initiators to replace materials used in training in 2025 at a cost of $1,000.

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Community Engagement Meeting

The 2025 AB 481 Annual Report was presented at a community meeting on May 6, 2026, at the City Hall Plaza Conference Room to meet the requirement for a public discussion on the MVPD use, funding, and acquisition of military equipment. This community engagement meeting, held in a well- publicized and accessible location, took place within 30 days of the report’s submission to the City Council and publication on the City’s website, as required under AB 481. The Annual Report was submitted and published on April 26, 2026, on the MVPD AB 481 webpage.

The meeting was publicized through MVPD’s social media channels and shared directly with various community groups and stakeholders. These included the leadership and members of the Mountain View Coalition for Police Reform and Accountability (MVCPRA), Cafecito Con Aroma a Justicia (Cafecito), the Faith Leaders Advisory Council, the Latino Community Advisory Committee, Community Service s Agency (CSA), and the Day Worker Center. Spanish services were offered; however, translation services were not requested.

A total of two people attended the public meeting ( both in person). The attendees expressed appreciation for the transparency and notification process and asked the following questions:

• What does a sponge round look like? What material is it made of, and what is its approximate size? What would a person likely experience if struck by a sponge round?

• Who determines which resources or equipment are appropriate to use during a call for service?

• How would you respond to a call involving an armed subject experiencing a mental health crisis?

• What officer wellness resources are available to police officers?

• Why is this equipment referred to as “military equipment”?

FISCAL IMPACT

The MVPD anticipates purchasing ammunition, less -lethal projectiles, explosive breaching equipment, noise flash diversionary devices, and chemical munitions at the estimated total cost of $12,000 to replace those anticipated to be used or to expire in the next fiscal year. The funding source for these items is the General Operating Fund.

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LEVINE ACT

California Government Code Section 84308 (also known as the Levine Act) prohibits city officials from participating in any proceeding involving a “license, permit, or other entitlement for use” if the official has received a campaign contribution exceeding $500 from a party, participant, or agent of a party or participant within the last 12 months. The Levine Act is intended to prevent financial influence on decisions that affect specific, identifiable persons or participants. For more information see the Fair Political Practices Commission website: www.fppc.ca.gov/learn/pay-to-play-limits-and- prohibitions.html
Please see below for information about whether the recommended action for this agenda item is subject to or exempt from the Levine Act.

EXEMPT FROM THE LEVINE ACT
☒ General policy and legislative actions

ALTERNATIVES

1. Do not renew approval of MVPD Policy No. 709: Military Equipment, and do not adopt an updated MVPD Policy No. 709: Military Equipment.

2. Provide other direction.

PUBLIC NOTICING—Agenda posting.

Prepared by:

David Wilgus
Senior Assistant City Attorney

Laurina Holt
Police Lieutenant
Approved by:

Michael Canfield Police Chief

Jennifer Logue City Attorney
Kimbra McCarthy City Manager

Attachments: 1. Ordinance and Exhibit A (MVPD Policy 709: Military Equipment)

2. Military Equipment Annual Report
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Policy
709
Mountain View Police Department
Mountain View PD Policy Manual
Copyright Lexipol, LLC 2026/05/19, All Rights Reserved.

Published with permission by Mountain View Police
Department
Military Equipment - 1
Military Equipment
709.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment.(Government Code § 7070; Government Code § 7071; Government Code § 7072).
709.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body – The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• Area denial electroshock devices, microwave weapons, water cannons, long-range acoustic devices (LRADs), acoustic hailing devices, and sound cannons. • Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
731
Mountain View Police Department
Mountain View PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2026/05/19, All Rights Reserved.

Published with permission by Mountain View Police
Department
Military Equipment - 2
709.2 POLICY
It is the policy of the Mountain View Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 709.3 MILITARY EQUIPMENT COORDINATOR
The Police Chief should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Mountain View Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department's funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Police Chief and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
709.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department.

See attachment: 2025_AB481policyatt_publishedFINAL (002).pdf 709.5 APPROVAL
The Police Chief or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Police Chief or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The 732
Mountain View Police Department
Mountain View PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2026/05/19, All Rights Reserved.

Published with permission by Mountain View Police
Department
Military Equipment - 3
military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 709.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment used by other law enforcement agencies that are providing mutual aid to this jurisdiction or otherwise engaged in law enforcement operations within this jurisdiction shall comply with their respective military equipment policies in rendering mutual aid. 709.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Police Chief or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Police Chief or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory. 709.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of the military equipment.
733
Mountain View Police Department
Mountain View PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2026/05/19, All Rights Reserved.

Published with permission by Mountain View Police
Department
Military Equipment - 4
Pursuant to California Government Code §7070(d)(7), members of the public may register complaints or concerns or submit questions about the use of each specific type of listed equipment in this policy by any of the following means:
(a) Via email to: [email protected]
(b) Via phone call to: (650) 903-6728
(c) Via mail sent to:

Mountain View Police Department
Attn: Professional Standards Unit
1000 Villa St
Mountain View, CA 94041
The Mountain View Police Department is committed to responding to complaints, concerns and/ or questions received through any of the above methods in a timely manner. 734
Mountain View PD Policy Manual
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Mountain View PD Policy Manual

709.4 MILITARY EQUIPMENT INVENTORY- 2025
Attachment
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Categories of Military Equipment (Government Code § 7070(c)) *Categories in bold contain items in MVPD’s inventory in 2025 * Categories in bold italics are planned for purchase in 2026

1) Unmanned, remotely piloted, powered aerial or ground vehicles. 2) Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision. 3) High-mobility multi-purpose wheeled vehicles (HMMWV, commonly referred to as Humvees), two- and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.*
4) Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.
5) Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. 6) Weaponized aircraft, vessels, or vehicles of any kind. 7) Battering rams, slugs, and breaching apparatuses that are explosive in nature. However, items that are designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision. 8) Firearms of .50 caliber or greater. However, standard-issue shotguns are specifically excluded from this subdivision.
9) Ammunition of .50 caliber or greater. However, standard-issue shotgun ammunition is specifically excluded from this subdivision.
10) Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard-issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a State agency.
11) Any firearm or firearm accessory that is designed to launch explosive projectiles. 12) “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service-issued handheld pepper spray.
13) Taser Shockwave, microwave weapons, water cannons, and the Long-Range Acoustic Device (LRAD).
14) The following projectile launch platforms and their associated munitions: 40 mm projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons. 15) Any other equipment as determined by a governing body or a State agency to require additional oversight.

* The Armored Rescue Vehicle meets the technical criteria for both categories 2 and 3, as it is armored to protect occupants from firearms, meets the gross vehicle weight requirement, has wheels like a standard Ford F550 truck and can fit an attachment for breaching apparatus.

Military Equipment Inventory
Category 1: Unmanned, Remotely Piloted, Powered Aerial or Ground Vehicles

Purchase Cost: The initial cost of equipment, licensing, software, training: approximately $14,861.31 Quantity: 2
Acquired: 2020
Lifespan: Approximately 5 years
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing live and recorded video images captured from aerial positions, including images enhanced by FLIR and optical zoom lenses.

Equipment Name: Mavic 2 Enterprise Dual with Forward Looking Infrared (FLIR) (Unmanned Aerial System) (UAS)
739

Manufacturer Product Description:

DJI Mavic 2 Enterprise Dual with FLIR UAS System is a business-level, foldable, portable, long- range flying camera and accessory system that adapts well to uses by first responders and businesses that routinely inspect hard-to-reach assets. The four motors system allows the craft to fly for up to 31 minutes on a single battery. The craft has a top speed of 44 MPH, making it ideal for tracking operations or fights over large areas. This is not a military-grad e item and weighs less than two pounds.

Purpose/Authorized Uses: UAS/Drones may be used to enhance th e MVPD’s mission of protecting lives and property when other means and resources are not available or are less effective. Uses may include but are not limited to: search and rescue (e.g., missing person); critical incidents (e.g., barricaded, hostage, and active shooter); bomb investigation; traffic accident reconstruction; crime scene reconstruction; and “hot pursuits” of suspects.

The system allows officers to safely respond to incidents and view potentially dangerous situations in a safe manner. In addition, the UAS Systems can be used to assist other City departments with tasks such as fire suppression efforts and City Building roof inspections. Additional requirements are listed in the Unmanned Aerial System Operations Policy 613.

Fiscal Impact: Ongoing costs associated with UAS operation is estimated to be approximately $3,000 per year for software licenses, maintenance and replacement parts.

Future Purchases: MVPD continues to research and evaluate emerging UAS technologies. MVPD will also research potential funding streams for the possible procurement of updated platforms.

Legal/Procedural Rules Governing Use: Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) regulations. The use of the UAS potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to FAA altitude regulations and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure).

Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas where there is a reasonable expectation of privacy. Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations. In addition, City Council Policy K-23, Use of Unmanned Aircraft Systems, regulates the use of drones by City staff.

Training Required: Prior to piloting any UAS/Drone staff members must obtain basic operator training.

Purchase Cost: The initial cost of equipment, licensing, software, and training was approximately $33,986.81.

Quantity: 2
Acquired: 2023
Lifespan: Approximately 5 years
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing live and recorded video images captured from aerial positions, including images enhanced by FLIR and optical zoom lenses.

Manufacturer Product Description:

DJI Matrice 30T Drone with Thermal Camera UAS System is a business-level, foldable, portable, long-range flying camera and accessory system that adapts well to uses by first responders and businesses that routinely inspect hard-to-reach assets. The four-motor system allows the craft to fly for up to 45 minutes on a single battery. The craft has a top speed of 33.5 MPH, making it ideal for tracking operations or fights over large areas. This is not a military-grade item and weighs 2.028 pounds.

Equipment Name: DJI Matrice 30T Drone with Thermal Camera 740
Purpose/Authorized Uses: UAS/Drones may be used to enhance th e MVPD’s mission of protecting lives and property when other means and resources are not available or are less effective. Uses may include, but are not limited to: search and rescue (e.g., missing person); critical incidents (e.g., barricaded, hostage, and active shooter); bomb investigation; traffic accident reconstruction; crime scene reconstruction; and “hot pursuits” of suspects. These UAS also support the Public Works Department by documenting work at City Hall. Drones enhance officer safety by enabling remote observation of potentially dangerous situations and are versatile in applications including crime scene documentation, suspect searches, missing persons searches, inter-agency assistance, to tasks like aerial surveillance for firefighting support, building inspections, and general photography.

Fiscal Impact: Ongoing costs associated with UAS operation is estimated to be approximately $15,000 per year. Some minor maintenance of the systems is performed by in-house staff at no additional cost.

Training Required: Prior to piloting any UAS/Drone staff members must obtain basic operator training.

Purchase Cost: The initial cost of equipment, licensing, software, and training was approximately $13,693.80.

Manufacturer Product Description:

The Loki MK2 is fully purpose-built for close-quarter, under-roof, tactical scouting operations. Operating in congested and dark environments, its purpose is to place a microphone and camera practically anywhere to collect critical life-saving intelligence of immediate threats ahead of a team. It enables reliable and rapid situational awareness for precise decision-making while maximizing the team’s safety. The four-motor system allows the craft to fly for up to 15 minutes on a single battery. The craft has a top speed of 22.37 MPH, making it ideal for rapid deployments in close quarter, under roof, or tactical intelligence gathering operations. This is not a military-grade item and weighs less than one pound (without battery).

Purpose/Authorized Uses: This drone's primary use is for suspect searches within buildings. UAS/Drones may be used to enhance the MVPD’s mission of protecting lives and property when other means and resources are not available or are less effective. Uses may include, but are not limited to: search and rescue (e.g., missing person); critical incidents (e.g., barricaded, hostage, and active shooter); bomb investigation; traffic accident reconstruction; crime scene reconstruction; and “hot pursuits” of suspects.

They enhance officer safety by enabling remote observation of potentially dangerous situations and are versatile in applications, including crime scene documentation, suspect searches, missing persons searches, inter-agency assistance, aerial surveillance for firefighting support, building inspections, and Equipment Name: Loki MK2 EU Drones
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general photography.

Fiscal Impact: Ongoing costs associated with UAS operation is estimated to be approximately $5,000 per year. Some minor maintenance of the systems is performed by in-house staff at no additional cost.

Training Required: Prior to piloting any UAS/Drone staff members must obtain basic operator training.

Purchase Cost: The initial cost of equipment, licensing, software, and training was approximately $6,157.00.

Quantity :1
Acquired: 2023
Lifespan: Approximately 5 years
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing live and recorded video images captured from aerial positions, including images enhanced by FLIR and optical zoom lenses.

Manufacturer Product Description:

The Mavic 3 Enterprise Series redefines industry standards for small commercial drones. With a mechanical shutter, a 56x zoom camera, and an RTK module for centimeter level precision, the Mavic 3T brings mapping and mission efficiency to new heights. The thermal vision is used for search and rescue, inspections and night operations.

Purpose/Authorized Uses: The primary use of this drove is for suspect searches within buildings.

UAS/Drones may be used to enhance the MVPD’s mission of protecting lives and property when other means and resources are not available or are less effective. Uses may include but are not limited to: search and rescue (e.g., missing person); critical incidents (e.g., barricaded, hostage, and active shooter); bomb investigation; traffic accident reconstruction; crime scene reconstruction; and “hot pursuits” of suspects.

They enhance officer safety by enabling remote observation of potentially dangerous situations and are versatile in applications including crime scene documentation, suspect searches, missing persons searches, inter-agency assistance, assistance with aerial surveillance for firefighting support , building inspections, and general photography.

Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting Equipment Name: DJI Mavic 3T Wide/zoom/thermal camera UAS 742
images of areas where there is a reasonable expectation of privacy. Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations. In addition, City Council Policy K-23, Use of Unmanned Aircraft Systems, regulates the use of drones by City staff. Additional requirements are listed in the Unmanned Aerial System Operations Policy 613.

Training Required: Prior to piloting any UAS/Drone staff members must obtain basic operator training.

Cost: $12,389.21
Quantity: 1
Acquired: 2011
Lifespan: 10 to 15 years
Equipment Capabilities: This equipment is a battery-powered, remote-operated device equipped with two cameras and two-way radio capabilities.

Manufacturer Product Description:

The AVATAR enhances the capabilities of SWAT and tactical response teams by allowing them to quickly and safely inspect dangerous situations, without the need to expose themselves to danger. The AVATAR Robots are regarded by tactical teams as a standard operational tool, like a firearm, vehicle, or piece of body armor.

Purpose/Authorized Uses: This equipment is for use during high-risk incidents to gain visual/audio information from a safe distance. Use is limited to members of the Department SWAT Team. Incidents that may qualify for its use include but are not limited to, a high-risk warrant service, barricaded subject, and hostage negotiation/rescue. Before entering a structure, particularly in a dangerous situation, knowledge of a subject’s location is very important, and the robot can provide that without placing anyone at risk. Cameras can also help determine if a subject is armed and if there are any other people inside who need assistance.

The two-way speakers can be used to communicate with anyone inside a location. This makes the situation safer for the subject, community and officers and officers.

Fiscal Impact: No known annual maintenance cost.

Legal/Procedural Rules Governing Use: Any use of the robot is established by the Incident Commander. All other applicable MVPD policies remain in effect, including MVPD Policy 321, Search and Seizure.

Training Required: Prior to operating the robot, an operator must complete in-house operator training.

Category 3: High-mobility multi-purpose wheeled vehicles (HMMWV), commonly referred to as “Humvees,” two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.

Approximate: Cost: $382,200
Manufacturer: Terradyne
Quantity: 1 (Estimated arrival in May 2026)
Lifespan: TBD
Equipment Capabilities: The Terradyne MPV is an armored vehicle built upon a Ford-F550 chassis with a custom body designed to protect occupants from all standard handguns and rifle fire. The MPV possesses high ground clearance, off-road capability, and 4-wheel drive capability, with the potential to reach highway speeds. It can accommodate up to 10 officers in full tactical gear and up to 20 civilians needing rescue or rapid evacuation.

Equipment Name: Robotex Avatar Robot
Equipment Name: Armored Rescue Vehicle (ARV)
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Purpose/Authorized Uses: An Armored Rescue Vehicle (ARV) would provide ballistic (“bullet-proof”) safety and shelter during critical incidents, large events, high-risk search warrant service, and with people who may be armed or pose a significant danger to our officers or community. An ARV also provides safety and shelter to ensure a safe de-escalation environment for our Crisis Negotiation Team (CNT) for successful outcomes.

Fiscal Impact: City Fleet Staff currently maintains two Fire Department Ford F-550s, and estimate the cost to maintain the Terradyne (built on a Ford F-550 chassis) at $200-$1000 per year depending on the service needed.

Legal/Procedural Rules Governing Use: If the purchase of the ARV is authorized, MVPD will craft a department policy directing the use of the ARV, informed by feedback on this Military Equipment report, community and stakeholder feedback and industry leader organizations such as the California Association of Hostage Negotiators and the California Association of Tactical Officers.

Category 5: Command and Control Vehicles that are either built or ŵŽĚŝĮĞĚ to facilitate the operational control and direction of public safety units

Cost: $536,000
Quantity: 1
Acquired: 2016
Lifespan: Approximately 12 years
Equipment Capabilities: MVPD’s Mobile Command Vehicle is similar to a large recreational vehicle, which is set up with multiple desk and meeting areas. It can be driven to most locations within the City of Mountain View and used as a command post to help organize and manage emergency situations.

Manufacturer Product Description: Freightliner MT55, 26,000 lbs. GVWR with air-ride suspension. Features include:
x Custom-fabricated bench seating;
x LDV Intel-I-Touch™ power and data electronics system to control strategic onboard systems; x 65” interactive display and multiple LED TVs and monitors throughout; x Weatherproof exterior access door to view LCD monitor; x Digital HDTV antenna, audio video switching system;
x Mast and camera system; and
x Radio, CAT6 computer network cable, cellular modem.

Purpose/Authorized Uses: Mobile command vehicles support the management of incidents and planned events by providing interior and/or exterior workspaces and command and control capabilities to the Incident Commander on-scene or at remote locations.

Fiscal Impacts: The initial cost of the vehicle and equipment was approximately $536,000 in 2016.

Maintenance of the systems is performed by the City’s Fleet Service. Annual costs are estimated to be $10,000. The maintenance cost in 2024 was $582.

Legal/Procedural Rules Governing Use: Use of the Mobile Command Vehicle is governed by local and State laws. Mobile Command Vehicle use is consistent with rules for a Class C driver’s license in the State of California.

Training Required: Two hours of training involving learning how to drive and deploy the vehicle.

Purchase Cost: $229,884
Quantity: 1
Equipment Name: SWAT Truck/ Freightliner Walk-In-Van
Equipment Name: MVPD Mobile Command Vehicle
744
Acquired: 2015
Lifespan: Approximately 15 years
Equipment Capabilities: MVPD’s SWAT Vehicle is similar to a large vehicle/van and is set up to transport personnel, equipment and contains storage for weapons. It can be driven to most locations within the City of Mountain View and used as a command post to help organize and manage emergency situations.

Manufacturer Product Description: 2016 Freightliner MT55 forward control chassis, 26,000 lbs. GVWR with rear spring suspension and hydraulic brakes. Features include:
x DOT Triangle reflector kit with three (3) triangles
x Stainless Steel wheel liners with braided stainless steel valve stem extenders. x Load space area 83” high x 93” wide x 20‘ long all aluminum step van body. x Driver sedan door with slider window, door skin chemically bonded to door frame structure. x Tinted safety plate glass windshield with driver and passenger sun visors. x Heavy duty fluted aluminum grab handle with rubber inserts and chrome plated stanchions installed at exterior entry door location.
x Dry erase writing surface on overhead cabinet door.
x Weapons cabinet with storage for 12 M4, 8 Remington and 2 FN 303 launcher rifles. Dividers for 3 rifles cases.

Purpose/Authorized Uses: The SWAT vehicles support the management of critical incidents and planned events to transport equipment, providing interior and/or exterior workspaces and command and control capabilities to the Incident Commander on-scene or at remote locations.

Fiscal Impacts: The initial cost of vehicle and equipment was approximately $229,884 in 2015.

Maintenance of the systems is performed by the City’s Fleet Service. Annual costs are estimated to be $2,500. The maintenance cost in 2024 was $8,617.

Legal/Procedural Rules Governing Use: Use of the SWAT Vehicle is governed by local and State laws. SWAT Vehicle use is consistent with rules for a Class C driver’s license in the State of California.

Training Required: None

Category 7: Battering Rams, Slugs, and Explosive Breaching Apparatuses

Cost: $200
Quantity: 2
Acquired: 2002
Lifespan: No expiration

Cost: $3.75 each
Quantity: 134
Acquired: 2002
Lifespan: No expiration

Cost: $695 (0.34 per foot)
Quantity: 2,956 feet
Acquired: 2002
Equipment Name: Explosive Breaching Equipment
Equipment Name: Nonel MS (blasting cap)
Equipment Name: Primacord (50 grains per foot) – primary explosive 745
Lifespan: No expiration
Equipment Capabilities: This equipment is used to direct explosive energy into a target structure to create an opening to allow for SWAT team entry, hostage escape or increased visibility.

Purpose/Authorized Uses: To safely gain entry into a structure. This equipment would only be deployed during a SWAT incident, and its use would need specific authorization from the Incident Commander.

Fiscal Impact: The program is inexpensive to maintain, replacing only equipment used in training or in operations. The material used for each breach is under $10.

Future Purchases: The department anticipates purchasing replacements for equipment used for training or operations at the estimated cost of $1,000.

Legal/Procedural Rules Governing Use: Use is established by MVPD Policy. It is the policy of the MVPD to utilize explosive breaching equipment only for official law enforcement purposes and pursuant to State and Federal law.

Training Required: The training consists of an 80-hour course for a member of the SWAT Team specifically designated as the “breacher.” At the conclusion of the course, the breacher must pass a test proctored by CAL/OSHA. The OSHA certification is valid for 5 years. Before the expiration of the certification, the breacher must retake and pass the test. The materials used for training are inexpensive. A typical training day will consist of 5 to 10 practice breaches.

Category 8: Firearms of .50 Caliber or Greater, excluding standard-issued shotguns and standard-issued shotgun ammunition

Cost: $0
Quantity: 1
Acquired: 2006
Lifespan: 15+ years
Equipment Capabilities: The sniper rifle can fire a .50 caliber bullet at various distances with the ability to penetrate concrete and heavy glass.

Manufacturer Product Description: The Barrett .50 caliber rifle is a recoil-operated, semi-automatic rifle.

Purpose/Authorized Uses: MVPD SWAT is in the process of implementing a large-caliber sniper program.

The Barrett .50 caliber rifle is paired with several ammunition types to address a variety of strategic and tactical needs including, but not limited to, stopping automobiles being used as weapons, especially large or armored vehicles and those known or reasonably suspected to contain vehicle-borne improvised explosive devices (VBIEDs); penetrating bank glass and other heavy glass; and neutralizing a criminal sniper firing from a protected position, such as from behind concrete block or brick or a vertical building.

Fiscal Impacts: The Barrett .50 caliber sniper rifle was seized in 2006 during a criminal investigation and now belongs to the MVPD.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and local laws governing police use of force. Various MVPD Policies on use of force and firearms. This weapon and associated ammunition are not currently in operation as MVPD is developing a specific policy around its use.

Training Required: In addition to patrol rifle and standard SWAT operator training, SWAT snipers must successfully complete a California POST-certified sniper course, a 40-hour large caliber rifle instructor course, as well as regular SWAT sniper training and qualifications as required by law and policy.

Equipment Name: Barrett .50 Caliber Semiautomatic Rifle 746

Category 9: Ammunition of .50 caliber or greater

Cost: $4,300
Quantity: 590 rounds
Acquired: 2021
Lifespan: No expiration date
Equipment Capabilities and Purpose/Authorized Uses: The Barrett .50 caliber rifle is paired with several ammunition types to address a variety of strategic and tactical needs, including, but not limited to, stopping automobiles being used as weapons, especially large or armored vehicles and those known or reasonably suspected to contain vehicle-borne improvised explosive devices (VBIEDs); defeating bank glass and other heavy glass; and neutralizing a criminal sniper firing from a protected position, such as from behind concrete block or brick or a vertical building.

Fiscal Impacts: The MVPD originally purchased 750 rounds of .50 BMG M33 NATO Ammunition 624 Grain Full Metal Jacket costing $2,680, and 220 rounds of Hornady .50 BMG H8270 Match Ammunition 750 Grain A- Max costing $1,608. The ongoing costs for ammunition will vary, and maintenance is conducted by Department staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and local laws governing police use of force. Various MVPD Policies on use of force and firearms. The Barret .50 Caliber Semiautomatic Rifle and its associated ammunition are not currently operational as MVPD is developing a specific policy around its use.

Category 10: Specialized Firearms and Ammunition of less than .50 Caliber

Cost: $7,518
Quantity: 2
Acquired: 2021
Lifespan: Approximately 15 years
Equipment Capabilities: The sniper rifle is capable of firing a .308 caliber bullet.

Manufacturer Product Description: .308/7.62 with 20’’ barrel, semiautomatic, magazine-fed sniper rifle.

Purpose/Authorized Uses: This rifle may only be used by a SWAT Officer trained and certified to be a sniper (MVPD currently has two such officers) and may be deployed to assist the SWAT Team in a critical incident or emergency. The main use is for observation of an incident and to be able to accurately and immediately be able to stop a threat to life.

Examples of situations for deploying the rifle may include, but are not limited to when an Officer reasonably anticipates an armed encounter; is faced with a situation that may require accurate and effective fire at a long distance; reasonably expects the need to meet or exceed the firearms and ammunition that a suspect is reported or believed to possess; reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage; and reasonably believes that a suspect may be wearing body armor.

Fiscal Impact: The ongoing costs for ammunition will vary and maintenance is conducted by Department staff.

Equipment Name: .50 BMG M33 NATO Ammunition and Hornady .50 BMG H8270 Match Ammunition Equipment Name: .308 Caliber Sniper Rifle
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Future Purchases: The department will purchase approximately 1,000 rounds for approximately $2,000.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and local laws governing police use of force. Various MVPD Policies on use of force and firearms.

Training Required: In addition to patrol rifle and standard SWAT operator training, SWAT snipers must successfully complete a California POST-certified sniper course as well as regular SWAT sniper training and qualifications as required by law and policy.

Cost: $3,300
Quantity: 1,000 Rounds
Acquired: 2022 (replenished to maintain stock)
Lifespan: No expiration

Cost: $500
Quantity: 1
Acquired: 2008
Lifespan:15+ years
NOTE: This rifle is currently in storage as surplus.

Cost: $3,000
Quantity: 2
Acquired: 2000
Lifespan: 15+years

Cost: $2,700
Quantity: 1
Acquired: 1994
Lifespan: 15+ years
NOTE: This is currently in storage as surplus.

Cost: $5,000
Quantity: 1
Acquired: 2010
Lifespan: 15+ years
NOTE: This is currently in storage as surplus.

Cost: $800
Quantity: 1
Acquired: Prior to 1995
Lifespan: 15+ years
NOTE: This is currently stored as surplus

Equipment Name: .308 Caliber Ammunition
Equipment Name: B-West AK-47 .762 Semi-automatic ZŝŇĞ
Equipment Name: M4 .223 ZŝŇĞ͕ semi and fully automatic
Equipment Name: HK MP5 suppressed 9mm submachine gun
Equipment Name: HK .308 ZŝŇĞ
Equipment Name: Remington 870 Breaching Shotgun
Equipment Name: Steyr AUG .223 ZŝŇĞ
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Cost: $2,000
Quantity: 1
Acquired: Prior to 2010
Lifespan: 15+ years

Category 12: Noise Flash Diversionary Device and Chemical Munitions

Purchase Cost: $4,800
Quantity: 83
Acquired: 2018
Lifespan: Approximately 5 years
Equipment Capabilities: This equipment includes various types of chemical agents in canisters and munitions that can be deployed by hand or through munition launchers.

Purpose/Authorized Uses: The purposes are to: compel an indivi dual to cease their actions when such munitions present a reasonable option; control riots to bring an objectively dangerous and unlawful situation safely and effectively under control; deny a designated area to a suspect; force a suspect to move to a desired area; or disorient a suspect.

Fiscal Impact: No known annual maintenance cost.

Future Purchases: To replace used and/or expired equipment, the department may purchase approximately 40 rounds for approximately $3,000.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and local laws governing police use of force. Various MVPD Policies on use of force and firearm Training Required: 40-hour chemical agent instructor course

Cost: $4,407
Quantity: 50
Acquired: 2018 & 2023
Lifespan: 5 years
Equipment Capabilities: An NFDD, is a device that creates a bright flash and loud sound to temporarily divert the attention of subjects in the immediate area.

Purpose/Authorized Uses: NFDD’s are used to distract and temporarily immobilize dangerous suspects by overwhelming their senses of vision and hearing. The distraction gives Officers time to create an opportunity to take control of high-risk or dangerous situations.

Fiscal Impact: No known annual maintenance cost.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and local laws governing police use of force. Various MVPD Policies on use of force and firearms.

Training Required: 8-hour NFDD instructor school.

Category 14: Kinetic Energy Weapons (Projectile Launcher) and Munitions

Purchase Cost: See below
Equipment Name: Projectile Launchers and Associated Munitions (see below for each individual type) Equipment Name: Noise Flash Diversionary Device (NFDD)
Equipment Name: Chemical Munitions
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Quantity: See below
Acquired: See below
Lifespan: See below
Equipment Capabilities: Launcher systems that use smokeless powder to deliver projectiles from a safe distance.

Purpose and Authorized Use: To help deescalate and limit the es calation of conflict where effective without the need for lethal force. Situations for use of the less-lethal weapon systems may include, but are not limited to:
x Self-destructive, dangerous, and/or combative individuals. x Riot/crowd control and civil unrest incidents.
x Circumstances where a tactical advantage can be obtained. x Potentially vicious animals.
x Training exercises or approved demonstrations.

Fiscal Impact: No known annual maintenance cost.

Future Purchases: The department plans to purchase 200 rounds for approximately $6,000.

Legal/Procedural Rules Governing Use: Use is established under MVPD Policy 308. It is the policy of the MVPD to utilize chemical agents only for official law enforcement purposes and pursuant to State and Federal law, including those regarding the use of force. Training Required: 24-hour less-lethal instructor course.

Cost: $2,400
Quantity: 2
Acquired: Prior to 2010
Lifespan: 15+ years

Cost: $4,443
Quantity: 900
Acquired: 2023
Lifespan: 5+ years

Cost: $1,800
Quantity: 42
Acquired: 2024
Lifespan: 15+ years

Cost: $2,300
Quantity: 1
Acquired: 2024
Lifespan: 15+ years
Equipment Name: FN303 .68 Launcher
Equipment Name: .68 Caliber Projectiles
Equipment Name: 40mm LMT Single-Shot Sponge Round Launcher Equipment Name: 40mm LMT 4-Shot Multi-Launcher
750

Cost: $5,675
Quantity: 300
Acquired: 2020
Lifespan: 5+ years

Cost: $1,080
Acquired: 2020
Quantity: 59 rounds
Lifespan: 5+ years

Cost: $400
Quantity: 1
Acquired: Prior to 1995
Lifespan: 15+ years

Cost: $2,325
Obtained: Prior to 2000
Quantity: 3
Lifespan: 5+ years

Cost: $500
Quantity: 50
Acquired: Prior to 2000
Lifespan: 5+ years
** The data presented in the above inventory list represents the most current and accurate count. Discrepancies from previously reported figures may occur due to updates, or improved data accuracy.

Equipment Name: 40mm Sponge Round
Equipment Name: 40mm Less-Lethal Sponge Round with Chemical Agent Equipment Name: 12-Gauge Shotgun Chemical Munition Launcher Equipment Name: SAGE 37mm Projectile Launcher
Equipment Name: SAGE 37mm Impact Munition
751
Mountain View
Police Department
ASSEMBLY BILL 481

MILITARY EQUIPMENT

ANNUAL REPORT
2025
POSTED: April 26, 2026
Attachment 2
752
2 Background
On September 30, 2021, Governor Gavin Newsom signed a series of eight (8) policing reform bills, including Assembly Bill 481 (AB 481) on the acquisition and use of items defined as military equipment. On May 10, 2022, the Mountain View City Council adopted Ordinance No. 7.22 approving Mountain View Police Department Policy 709, Military Equipment (“MVPD Policy 709”) pursuant to AB 481, which was renewed on May 9, 2023.

On May 27, 2025 , the City Council adopted Ordinance No. 3.2025, which adopted an amended MVPD Policy 709.

Summary
In 2025, the Mountain View Police Department (MVPD) had equipment meeting 9 of the 15 categories requiring reporting by AB 481. For the most part, the equipment listed in this report is highly specific in its use, requires authorization and training, and is not carried day-to-day. Even when equipment is deployed into the field in certain appropriate circumstances, it is not necessarily used or fired. The majority of equipment used in 2025 was during training and certifications.

The City of Mountain View has not received any complaints or concerns regarding the use or acquisition of the equipment covered by AB 481 during this reporting period. MVPD has diligently followed MVPD Policy 709, ensuring transparency and accountability in its operations, with no policy violations in 2025.

In 2025, the department purchased 200 rounds of .308 caliber ammunition for approximately $643, replaced expired chemical munitions for approximately $2,000, and purchased 200 rounds of 40mm Sponge Rounds for $ 6,000. As noted in the 2024 AB 481 Report, the Police Department proposed the purchase of a high-mobility, multi-purpose wheeled vehicle as part of the Fiscal Year 2025-26 Budget. This item was approved in the Budget. The City has purchased the vehicle and is awaiting its delivery. Unless otherwise noted, all the costs for the equipment listed in the tables below are funded in the Police Department budget from the City’s General Operating Fund.

Plans for future equipment purchases meeting the reporting requirements of AB 481 include incidental purchases to replace or replenish equipment used throughout the year for existing items. Further, MVPD continues to researc h and evaluate emerging UAS technologies. MVPD will also research potential funding streams for the possible procurement of updated platforms.

MVPD does not possess any equipment related to the 1033 Department of Defense program. All equipment that was previously possessed as part of this program has been returned. In addition, any items listed from the 2023 report that have been removed from the tables below are no longer in the possession of MVPD. 753
3 Introduction
As required by AB 481 and MVPD Policy 709, MVPD must prepare an annual report on the use of each type of military equipment approved in the Policy over the last year.

Subsequently, the City Council must review the Ordinance, Policy, and AB 481 Annual Report and determine whether MVPD’s use of the defined military equipment in the past year complied with the Policy.

AB 481 requires police departments to identify, at a minimum, six (6) elements in their annual reports for each type of covered equipment:

1. Summary of how each type of equipment was used and the purpose of that use.

2. Summary of complaints or concerns received for each type of equipment.

3. Information disclosing violations of military equipment policies and actions taken in response, as well as the result of internal audits.

4. Annual costs for each type of equipment, “including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs,” and from what source funds will be provided for the military equipment in the calendar year following submission of the annual report.

5. Quantity possessed of each type of equipment.

6. Plans to acquire additional military equipment in the coming year and the quantity sought.

In 2025, MVPD has equipment meeting nine of the 15 categories set forth in AB 481 and MVPD Policy 709, indicated below in bold.

Category 1: Unmanned, remotely piloted, powered aerial or ground vehicles.

Category 2: Mine-resistant, ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

*Category 3: High-mobility multi -purpose wheeled vehicles (HMMWV), commonly referred to as “Humvees,” two-and-a-half-ton trucks, five -ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all- terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.

Category 4: Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion. 754
4 Category 5: Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

Category 6: Weaponized aircraft, vessels, or vehicles of any kind.

Category 7: Battering rams, slugs, and breaching apparatuses that are explosive in nature. However, items designed to remove a lock, such as bolt cutters or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.

Category 8: Firearms of .50-caliber or greater. However, standard-issue shotguns are specifically excluded from this subdivision.

Category 9: Ammunition of .50 -caliber or greater. However, standard-issue shotgun ammunition is specifically excluded from this subdivision.

Category 10: Specialized firearms and ammunition of less than .50 -caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard-issue service weapons and ammunition of less than .50-caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.

Category 11: Any firearm or firearm accessory that is designed to launch explosive projectiles.

Category 12: “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service-issued handheld pepper spray.

Category 13: Taser Shockwave, microwave weapons, water cannons, and the Long-Range Acoustic Device (LRAD).

Category 14: The following projectile launch platforms and their associated munitions: 40-millimeter projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons.

Category 15: Any other equipment as determined by a governing body or a state agency to require additional oversight.

* Although the military equipment category for the ARV, category 3, contains a broad range of possible equipment types, including traditional military vehicles such as “Humvees” the ARV is not designed for traditional military use. Instead, it is a purpose-built public safety vehicle constructed on a standard Ford F-550 chassis. 755
5 Military Equipment
The tables on the following pages provide the required information regarding Quantity, Costs, Summary of Use and Purpose, Complaints, Policy Violations, and Future Purchases.

The cost column includes any expenditures in 2025 as well as the original acquisition cost, noted in the table with an asterisk (*).

Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases

Category 1: Unmanned, Remotely Piloted, Powered Aerial or Ground Vehicles Mavic 2
Enterprise
Dual with
Forward-
Looking
Infrared
Unmanned
Aerial
System
(UAS)
2 *$14,861.31
(when
purchased in
2020)
$0 cost in 2025
In 2025, this Unmanned Aerial
System (UAS) platform was used in
four (4) mission-related
deployments, including support for
patrol operations and assistance to
outside agencies, zero (0) public
outreach flights, and twelve (12)
training-related flights.

The Mavic aircraft were primarily
used for training and pilot
proficiency exercises, allowing
department personnel to maintain
familiarity with aircraft controls,
thermal imaging systems, and aerial
observation techniques.

Operational deployments included
patrol support operations and
assistance to outside agencies,
providing aerial situational
awareness during police
operations. These flights allowed
officers to remotely observe areas
that may present hazards and assist
officers on the ground by providing
additional visual perspective. The
Mavic serves as a valuable training
and supplemental operational
tool within the department’s UAS
program. The system supports
officer safety and operational
effectiveness by allowing personnel
to remotely assess potentially
hazardous situations and maintain
proficiency with unmanned aerial
technology.

None None MVPD
continues to
research and
evaluate
emerging UAS
technologies.

MVPD will also
research
potential
funding streams
for the possible
procurement of
updated
platforms.

756
6 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases
DJI Matrice
30T
Drone with
Thermal
Camera
2 *$33,986.81
(when
purchased in
2023)
$0 cost in 2025
In 2025, this Unmanned Aerial
System (UAS) was deployed for
training, assisting outside
agencies/task forces,
investigations, special operations,
patrol support, and public
outreach. 74 flights in total were
conducted (24 missions, 33
trainings, 6 public outreach/flight
demonstrations, and 11 flights to
ensure operational readiness).

Operational deployments included
patrol support operations, special
operations support, and assistance
to outside agencies. These flights
allowed officers to remotely
observe areas that may present
hazards, assist in locating
individuals, and provide aerial
situational awareness during police
operations. Additionally, the UAS
program supported public
outreach and community
engagement efforts, including
demonstration flights that allowed
the public to better understand
how UAS technology supports
public and officer safety.

None None MVPD
continues to
research and
evaluate
emerging UAS
technologies.

MVPD will also
research
potential
funding streams
for the possible
procurement of
updated
platforms.

Loki MK2
EU Drones
2 *$13,693.80
(when
purchased in
2023)

$0 cost in 2025
In 2025, this UAS platform was
deployed for training, assisting
external agencies, community
presentations, and supporting
SWAT and investigations in
executing search warrants. This
equipment enhances officer safety
by allowing remote observation of
dangerous situations, thus
reducing risks to personnel. Their
primary use is for suspect searches
within buildings.

The estimated number of
deployments in 2025 was 15 times
in training and five times in the
field.

None None MVPD
continues to
research and
evaluate
emerging UAS
technologies.

MVPD will also
research
potential
funding streams
for the possible
procurement of
updated
platforms.

757
7 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases
DJI Mavic
3T
Wide/
Zoom/
Thermal
Camera
UAS
1 *$6,157
(when
purchased in
2023)

$0 cost in 2025
In 2025, this UAS platform was not
used. This UAS platform enhances
officer safety by enabling remote
assessment of risks, thereby
reducing potential harm to
personnel. It serves various
purposes, including documenting
crime scenes, suspect and missing
person searches, interagency
support, and tasks like aerial
surveillance for firefighting
support, building inspections, or
aerial photography.

None None None
planned
Robotex
Avatar Robot
1 *$12,389.21
(when
purchased in
2011)

$0 cost in 2025
In 2025, this robot was deployed
in the field once and used in
training eight (8) times. The robot
enters buildings ahead of officers
based on intelligence to gather
visual/audio information safely,
enhancing safety for individuals
and officers. Only trained,
assigned operators
can operate this equipment.

None None None
planned

758
8 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy Violations
Future
Purchases
Category 3: mobility multi-purpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached.

Terradyne
Armored
Rescue
Vehicle (ARV)
1 $382,200 As noted in the 2024 AB 481 Report
and included in the Fiscal Year 2025-
26 Budget, the City purchased an
ARV. The vehicle has not yet been
delivered to the City. Therefore,
there was no use in 2025. Having an
ARV provides a safe, robust, rapid
response option in emergency
situations where there is a risk of
gunfire, violent confrontations, or
hazardous conditions (such as active
shooter events, riots, dangerous
rescues, high-risk warrant services,
and natural disasters). An ARV can
shield first responders, such as
paramedics, firefighters, and police,
from harm and can help safely extract
injured or trapped individuals from
dangerous areas.

None None Purchased
with an
estimated
delivery in
May 2026

Although the military equipment category for the ARV, category 3, contains, a broad range of possible equipment types, including traditional military vehicles such as “Humvees” the ARV purchased by the City is not designed for traditional military use. Instead, it is a purpose-built public safety vehicle constructed on a standard Ford F-550 chassis.
759
9 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases

Category 5: Command and Control Vehicles that are Either Built or Modiﬁed to Facilitate the Operational Control and Direction of Public Safety Units Mobile
Command
Control
Vehicle
(MCV)
1 *$536,000
(when
purchased in
2016)

$0 cost for
maintenance
and repair
costs in 2025
In 2025, the Mobile Command
Vehicle (MCV) was deployed to
large concerts and other
Shoreline events, SWAT/Crisis
Negotiation Team training, City-
hosted and corporate events, and
driver familiarization exercises. It
provides command and control
capabilities and workspaces for
the Incident Commander at both
on-scene and remote locations,
supporting
incident and event management.

None None None
planned
SWAT
Command
Vehicle
1 * $229,884
(when
purchased in
2015)

$288.37
maintenance
and repair
costs in 2025
In 2025, the SWAT Command
Vehicle was deployed in the
field twice and was used in
monthly SWAT training. It
provides command and control
capabilities for the SWAT
Commander, transports SWAT
personnel and equipment,
facilitates training, and provides
a safe environment for
emergency medical and tactical
medic staff.

None None None
planned

760
10 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases

Category 7: Battering Rams, Slugs, and Explosive Breaching Apparatuses Explosive
Breaching
Initiator
2 *$200
(when
purchased in
2002)
$0 cost in 2025
Explosive breaching
equipment was used only in
training in 2025.

This equipment enables safe,
quick entry into structures, is
restricted to SWAT incidents,
and requires Incident
Commander authorization for
deployment.

None None The
department
anticipates
purchasing
replacements
for
equipment
used in
training or
operations at
an estimated
cost of
$1,000.

Nonel MS
(blasting
cap)
134 *$3.75 each
(when
purchased in
2002)
$0 cost in 2025
Primacord
(50 grains
per foot)
—primary
explosive
2,956’ *$695 for 2,000’
(when
purchased in
2002)

$0 cost in 2025

761
11 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases
Category 8: Firearms of .50-Caliber or Greater (Excludes Standard-Issue Shotguns and Standard-Issued Shotgun Ammunition)
.50-Caliber 1 The Barrett The Barret .50-caliber rifle
was not used for training or
deployed in the field in 2025.

It is designed for specific
strategic and tactical
purposes, such as stopping
weaponized vehicles,
penetrating heavy glass, or
neutralizing protected snipers.

It uses various ammunition
types to suit different
scenarios.

None None None
Semiautomatic .50 caliber planned
Riﬂe sniper rifle
was seized in
2006 during
a criminal
investigation
and now
belongs to
the MVPD.

$0 cost in 2025

Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases
Category 9: Ammunition of .50-Caliber or Greater
.50-Caliber
Ammunition
590
Rounds*
*$4,300
(when
purchased in
2021)

$0 cost in 2025
In 2025, the Barret .50-caliber
ammunition was not used for
training nor deployed in the field.

The rifle is compatible with
various ammunition types for
different uses (see Category 8).

None None None
planned

762
12 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases

Category 10: Specialized Firearms and Ammunition of Less than .50-Caliber .308-Caliber
Sniper Riﬂe
2 *$7,518
(when
purchased in
2021)
$0 cost in 2025
In 2025, this firearm was not
deployed in the field. The
SWAT team trained monthly
with this sniper rifle. The rifle’s
primary functions are incident
observation and immediate
threat assessment.

None None None
planned
.308-Caliber
Ammunition
1,000 200 rounds
purchased in
2025 for 643.00
In 2025, 800 rounds of
ammunition were used in
firearms qualifications and
departmental training.

None None In 2026,
1,000 rounds
will be
purchased
for
approximately
$2,000.

B-West AK-47
.762
Semiautomatic
Riﬂe
1 *$500
(when
purchased in
2008)
$0 cost in 2025
The B-West AK-47 was not used
in 2025. It was acquired in lieu
of destruction in 2008 and
used for operator weapons
systems familiarity and
weapons systems capabilities.

This riﬂe is currently in
inventory and stored as
surplus.

None None None
planned
M4 .223 Riﬂe,
Semi- and
Fully
Automatic
2 *$3,000
(when
purchased in
2000)
$0 cost in 2025
The M4 .223 semi- and fully
automatic riﬂes were not
deployed in the field or in
training in 2025. These riﬂes
were the previously assigned
SWAT operator primary
weapon.

None None None
planned
HK MP5
Suppressed
9mm
Submachine
Gun
1 *$2,700
(when
purchased in
1994)

$0 cost in 2025
The HK MP5 suppressed
9mm submachine gun,
acquired for concealed carry
by plainclothes SWAT
operators, was used only in
training in 2025 and is stored
as surplus in inventory.

None None None planned
HK .308
Riﬂe
1 *$5,000
(when
purchased in
2010)

$0 cost in 2025
The HK .308 rifle was not
deployed in the field or used
in training in 2025. This
firearm is stored as surplus in
inventory.

None None None planned

763
13 The M4 rifles previously listed under category 10 are being removed from the military equipment inventory because they utilize the same platform and are consistent with standard-issue patrol rifles, which are excluded from reporting requirements as standard-issue service weapons.

Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases
Remington
870
Breaching
Shotgun
1 *$800
(when
purchased prior
to 1995)

$0 cost in 2025
The Remington 870 breaching
shotgun, designed for defeating
locks and hinges for emergency
entry, was neither deployed in
the field nor in training in 2025
and is stored as surplus in
inventory.

None None None
planned
Steyr AUG
.223 Rifle
1 *$2,000
(when
purchased prior
to 2010)

$0 cost in 2025
The Steyr AUG .223 rifle,
converted for blank ammunition
use in scenario training, was not
deployed in the field or in
training in 2025.

None None None
planned
764
14 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases
Category 12: Noise Flash Diversionary Device and Chemical Munitions Chemical
Munitions
83* *$4,800
(when
purchased in
2018)

$2,076 in 2025
to replace
expired
munitions
In 2025, chemical munitions
were deployed in the field but
not fired, and were used only in
training to ensure certification
and proficiency. This includes
various chemical deployment
munition systems. These
munitions are used primarily as
a non-lethal tool to disperse
rioting and barricaded
suspects.

SWAT members spend about
four (4) hours per year on
chemical munitions training.

None None Approximately
40 rounds may
be purchased
in 2026 to
replace used
and/or expired
equipment.

The estimated
cost is
$3,000.

Noise Flash
Diversionary
Device (NFDD)
50 *$4,407
(when
purchased in
2018 &
2023)

$0 cost in 2025
In 2025, two (2) NFDDs were
deployed and detonated during
a criminal barricade. They were
also used in training to ensure
certification and proficiency.

NFDDs serve to distract or
disorient threats, aiding officers
in managing dangerous
situations.

SWAT members spent
approximately eight hours
training with NFDDs in 2025.

None None None planned
765
15 Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases
Category 14: Kinetic Energy Weapons and Specialty Munitions FN303 .68
Launcher
2 *$2,400
(when
purchased prior
to 2010)
$0 cost in 2025
The FN303 .68 launcher was only
used for training in 2025. It fires
.68-caliber projectiles, such as
impact, marker, chemical,
powder, and training rounds, to
prevent suspect access to
protected areas, control suspect
movement, cease suspect
actions, or disable or
disorient suspects.

None None None
planned
.68-Caliber
Projectiles
900 *$4,443
(when
purchased in
2023)
These munitions were deployed
only in training and are a non-
lethal option used to de-escalate
conflict.

None None None
planned
$0 cost in 2025
40mm LMT
Single-Shot
Sponge
Round
Launcher
42 *$1,800
(when
purchased)

$0 cost in 2025
In 2025, the 40mm LMT Single-
Shot Sponge Round Launchers
were deployed in the field but
not fired except at mandatory
training and qualifications. This
equipment provides the option
for gaining compliance through
less-lethal munitions.

None None None
planned
40mm LMT
4-Shot
1 *$2,300
(when
purchased)
In 2025, the 40mm LMT 4-Shot
Multi-Launcher was deployed in
the field, but not fired except at
None None None
planned
Multi-
Launcher

$0 cost in 2025
mandatory training and
qualifications. This equipment
provides the option for gaining
compliance
through less lethal munitions.

40mm
Sponge
Round
300 *$1,980
(when
purchased)

$5,675 in 2025
for 200 rounds
In 2025, these projectiles were
deployed in the field but not
fired. They were used for training
and qualification purposes.

Projectiles fired with the
launchers are used to prompt
individuals to stop their actions
when deemed a reasonable
option.

None None The
department
plans to
purchase 200
rounds in
2026 for
approximately
$6,000

766
16 * Purchased or acquired in previous ﬁscal years.

The (37) 12-Gauge Shotgun Beanbag Launchers and munitions are no longer in use. They have been disassembled and submitted for destruction...

Conclusion
This Assembly Bill 481 Annual Military Equipment Use Report is designed to ensure compliance with the law and Mountain View Police Department policies. The equipment, purpose, and training outlined in this report are essential in helping Mountain View officers maintain community safety. The department is committed to using this equipmen t responsibly, as it enhances the ability to deliver professional and efficient service during incidents that require a strategic law enforcement response.

Equipment
Name
Qty Cost Summary of Use and Purpose Complaints Policy
Violations
Future
Purchases
40mm
Less- Lethal
Sponge
Round with
Chemical
Agent
59 *$1,080
(when
purchased in
2020)
$0 cost in 2025
In 2025, these projectiles were
deployed in the field but not
fired except at 40mm training
and qualification.

Projectiles fired with the
launchers are used for the
purpose stated above.

None None None
planned
12-Gauge
Shotgun
Chemical
Munition
Launcher
1 *$400
(when
purchased
prior to 1995)
$0 cost in 2025
In 2025, the 12-Gauge Shotgun
Chemical Munition Launcher
was deployed in the field but
not fired except at training.

This equipment is used as a
non-lethal option to de-
escalate conflict.

None None None
planned
SAGE
37mm
Projectile
Launcher
3 *$2,325
(when
purchased
prior to 2000)

$0 cost in 2025
In 2025, the SAGE 37mm
Projectile Launcher was not
deployed in the field or in
training. It launches less-lethal
munitions and is currently
stored as surplus in inventory.

None None None
planned
Sage 37mm
Impact
Munition
50 *$500 (when
purchased prior
to 2000)

$0 cost in 2025
37mm impact munitions were
not deployed in the field nor
used in training in 2025.

Rounds for the above launcher
systems offer an additional
less-lethal option and are
currently stored as surplus.

None None None
planned
767

Mountain View City CouncilMay 26, 2026

Mountain View City Council
May 26, 2026