Agenda packet — Mountain View City Council, May 26, 2026 (part 1 of 4)

CITY COUNCIL AGENDA AND NOTICE
CITY OF MOUNTAIN VIEW TUESDAY, MAY 26, 2026 - 5:00 PM
COUNCIL CHAMBERS AND VIDEO CONFERENCE, 500
CASTRO ST., MOUNTAIN VIEW, CA 94041
Mayor Emily Ann Ramos
Vice Mayor Chris Clark
Councilmember Alison Hicks
Councilmember Ellen Kamei
Councilmember John McAlister
Councilmember Lucas Ramirez
Councilmember Pat Showalter
Kimbra McCarthy, City Manager
Jennifer Logue, City Attorney
Heather Glaser, City Clerk
Council Chambers and Video Conference, 500 Castro
St., Mountain View, CA 94041
Tuesday, May 26, 20265:00 PM

JOINT MEETING OF CITY COUNCIL (REGULAR) AND SHORELINE REGIONAL PARK COMMUNITY (SPECIAL)
This meeting is being conducted with a virtual component. Anyone wishing to address the Council virtually may join the meeting online at: https://mountainview.zoom.us/j/84351267142 or by dialing (669) 900-9128 and entering Webinar ID: 843 5126 7142. When the Mayor announces the item on which you wish to speak, click the “raise hand” feature in Zoom or dial *9 on your phone. When the Mayor calls your name to provide public comment, if you are participating via phone, please press *6 to unmute yourself.

Spanish or Chinese interpretation is available at no cost via Zoom upon request. Please contact the City Clerk's office by 5:00 p.m. at least two business days prior to the day of the scheduled Council meeting by phone at (650) 903-6304 or by email at [email protected]
Esta reunión se está llevando a cabo con un componente virtual. Cualquier persona que desee dirigirse al Concejo virtualmente, puede unirse a la reunión en: https://mountainview.zoom.us/j/84351267142 o marcando al (669) 900-9128 e ingresando el ID del Seminario Web. Cuando la alcaldesa anuncie el punto en el que usted desee hablar, haga clic en “levantar la mano” en Zoom o marque *9 en su teléfono. Si participa por medio de una llamada telefónica, presione *6 para proporcionar su comentario público cuando la alcaldesa mencione su nombre. Interpretación en español y chino disponible sin costo por medio de Zoom si se solicita.

Comuníquese con la Oficina de la Secretaría Municipal antes de las 5:00 p. m. con al menos dos días hábiles antes del día en que la reunión del Concejo está programada. Comuníquese por teléfono al (650) 903-6304 o por correo electrónico a [email protected]
本次会议的举行将包括虚拟方式。任何希望以虚拟方式向市议会发表意见的人都可以通过以下方式在
线参加会议：https://mountainview.zoom.us/j/84351267142 或拨打（669）900-9128 并输入网络会议ID：843 5126 7142。当市长宣布您希望发言的项目时，请点击Zoom中的“举手”（“raise hand”）功能，或在电话上拨打*9。当市长叫到您的名字时，如果您是通过电话参与，请按*6取消静
音。西班牙语或中文口译服务可根据要求通过Zoom免费提供。请至少在预定的市议会会议召开的两个
工作日前的下午 5:00 之前通过以下方式联系市书记办公室, 致电 (650) 903-6304 或发送电子邮件至 [email protected]
1 TUESDAY, MAY 26, 2026 - 5:00 PMCity Council AGENDA AND NOTICE 5:00 P.M.-STUDY SESSION

1. CALL TO ORDER

2. ROLL CALL

3. STUDY SESSION

3.1 City Decarbonization Goal and Five-Year Plan Approach and Actions Review and provide feedback on the City decarbonization goal and draft actions and strategy.

Recommendation(s):

Study Session
ATT 1 - Draft Actions for the Five-Year Decarbonization Plan Attachment(s):
6:30 P.M.-REGULAR SESSION

1. CALL TO ORDER/PLEDGE OF ALLEGIANCE

2. ROLL CALL

3. PRESENTATIONS
These are presentations only. The City Council will not take any action.

3.1 Bike Month Proclamation

3.2 Asian American and Pacific Islander Heritage Month Proclamation

3.3 Update on Summer of Soccer World Cup Events and Public Safety and Security

4. CONSENT CALENDAR
These items will be approved by one motion unless any member of the Council or audience wishes to remove an item for discussion. The reading of the full text of ordinances and resolutions will be waived unless a Councilmember requests otherwise.

4.1 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program (Second Reading) Adopt an Ordinance of the City of Mountain View Repealing and Reenacting Article X of Chapter 19 of the Mountain View City Code to Establish a New Transportation Demand Management Program, to be read in title only, further reading waived (Attachment 1 to the Council report). (First reading: 7-0)
Recommendation(s):

City of Mountain View Page 2 of 7 Printed on 5/21/2026
2 TUESDAY, MAY 26, 2026 - 5:00 PMCity Council AGENDA AND NOTICE Council Report
ATT 1 - Draft Citywide Transportation Demand Management Ordinance ATT 2 - Council Report dated May 12, 2026
Attachment(s):

4.2 Appoint Committee Members
Adopt a Resolution of the City Council of the City of Mountain View Appointing Junaid Qurashi to the Downtown Committee and Appointing Merry Yen to the Human Relations Committee, to be read in title only, further reading waived (Attachment 1 to the Council report).

Recommendation(s):

Council Report
ATT 1 - Resolution
Attachment(s):

4.3 Economic Vitality Strategy Annual Progress Report
Accept the 2026 Economic Vitality Strategy Annual Progress Report.Recommendation(s):

Council Report
ATT 1 - Measures of Success Year 2
ATT 2 - EVS Implementation Matrix Year 2
Attachment(s):

4.4 Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50-Professional Services Agreement

1. Authorize the City Manager or designee to execute a funding agreement with the City of Sunnyvale, and accept $600,000 from the City of Sunnyvale and appropriate to Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50. (Five votes required)

2. Authorize the City Manager or designee to execute a professional services agreement with BKF Engineers of San Jose, a California corporation (Entity No. 599256), to provide professional design support services for Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50, in a not-to-exceed amount of $846,500.

Recommendation(s):

Council ReportAttachment(s):

4.5 Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33-Funding Appropriation Transfer and appropriate $9,500,000 from the In-Lieu Parking Fund to Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33, increasing the project budget from $1,000,000 to $10,500,000. (Five votes required)
Recommendation(s):

Council ReportAttachment(s):

4.6 Transportation Priorities for Santa Clara Valley Transportation Authority Local Investment Plan Related to Senate Bill 63 Revenue Measure
City of Mountain View Page 3 of 7 Printed on 5/21/2026
3 TUESDAY, MAY 26, 2026 - 5:00 PMCity Council AGENDA AND NOTICE Approve City of Mountain View’s transportation priorities for the Santa Clara Valley Transportation Authority’s Local Investment Plan for Senate Bill 63 and authorize the City Manager to sign the letter to VTA (Attachment 1 to Council report).

Recommendation(s):

Council Report
ATT 1 - Letter to VTA: Mountain View Priorities for SB 63 Attachment(s):

4.7 Increase Appropriations in the Fire Department for Future Reimbursement of County of Santa Clara EMS Trust Funds
Appropriate $34,728 in the Fire Department budget in the General Operating Fund, in anticipation of reimbursement funding from the County of Santa Clara Emergency Medical Services Trust Fund expected to be received shortly after June 30, 2026. (Five votes required.)
Recommendation(s):

Council ReportAttachment(s):

5. ORAL COMMUNICATIONS FROM THE PUBLIC ON NONAGENDIZED ITEMS This portion of the meeting is reserved for persons wishing to address the Council on any matter not on the agenda. Speakers are allowed to speak on any topic within the City Council's subject matter jurisdiction for up to three minutes during this section. If there appears to be a large number of speakers, speaking time may be reduced to no less than 1.5 minutes. State law prohibits the Council from acting on nonagenda items.

6. PUBLIC HEARINGS

6.1 5-Year Update to the Urban Water Management Plan and Water Shortage Contingency Plan Hold a public hearing to accept and consider public comments on the: Draft 2025 Urban Water Management Plan and Water Shortage Contingency Plan as required by California Water Code Section 10642.

Recommendation(s):

Council Report
ATT 1 - Urban Water Management Plan Executive Summary
Attachment(s):

6.2 City Code Amendments to Allow Streamlined Administrative Approval for Housing Development Projects Utilizing Assembly Bill 130 and Other Minor Updates

1. Introduce an Ordinance of the City of Mountain View Amending Chapter 36 (Zoning) of the Mountain View City Code to Authorize Streamlined Administrative Approval of Housing Development Projects that are Statutorily Exempt from the California Environmental Quality Act Pursuant to Public Resources Code Section 21080.66; and to Make Other Minor Modifications to Chapter 36 to Align Land Uses in the Residential and Commercial Zones with State Laws; and Finding that the Amendments are Exempt from Review Under the California Environmental Quality Act, as Recommended by the Environmental Planning Commission, to be read in title only, further reading waived, and set a second reading for June 9, 2026 (Attachment 1 to the Council Report).

Recommendation(s):

City of Mountain View Page 4 of 7 Printed on 5/21/2026
4 TUESDAY, MAY 26, 2026 - 5:00 PMCity Council AGENDA AND NOTICE

2. Introduce an Ordinance of the City of Mountain View Amending Chapter 28 (Subdivisions) and Chapter 41 (Park Land Dedication or Fees In Lieu Thereof) of the Mountain View City Code to Authorize Streamlined Administrative Approval of Housing Development Projects that are Statutorily Exempt from the California Environmental Quality Act Pursuant to Public Resources Code Section 21080.66; and to Make Other Minor Modifications to Chapter 28 and Chapter 41 to Achieve Greater Consistency with State Laws, for Internal Consistency within the City Code, and to Align the City Code with Current Permitting Procedures and Practices; and Finding that the Amendments are Exempt from Review Under the California Environmental Quality Act, to be read in title only, further reading waived, and set a second reading for June 9, 2026 (Attachment 2 to the Council report).

Council Report
ATT 1 - Draft Ordinance Amending Chapter 36
ATT 2 - Draft Ordinance Amending Chapter 28 and Chapter 41 ATT 3 - City Council Report dated January 27, 2026
ATT 4 - Environmental Planning Commission Report dated April 15, 2026 ATT 5 - Public Comment
Attachment(s):

6.3 North Bayshore Area Plan Amendment
Adopt a Resolution of the Board of Directors of the Shoreline Regional Park Community Amending the Shoreline Plan to Incorporate Additional Public Services, Including Schools; Incorporate Existing Precise Plans to Advance the Goals and Purposes of the Shoreline Regional Park Community Act; and, Update Cost and Revenue Projections, to be read in title only, further reading waived (Attachment 1 to the Council report).

Recommendation(s):

Board Report
ATT 1 - Resolution
ATT 2 - North Bayshore Area Plan Amendment
Attachment(s):

7. UNFINISHED BUSINESS

7.1 Parks and Recreation Strategic Plan Adoption
Adopt the Parks and Recreation Strategic Plan (Attachment 1 to the Council report).Recommendation(s):

Council Report
ATT 1 - Parks and Recreation Strategic Plan
ATT 2 - November 2025 PRC and Community Feedback
ATT 3 - January 2026 Council and Community Feedback
ATT 4 - March 2026 PRC and Community Feedback
Attachment(s):

8. NEW BUSINESS
City of Mountain View Page 5 of 7 Printed on 5/21/2026
5 TUESDAY, MAY 26, 2026 - 5:00 PMCity Council AGENDA AND NOTICE

8.1 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).

Recommendation(s):

Council Report
ATT 1 - Ordinance and Exhibit A (MVPD Policy 709: Military Equipment) ATT 2 - Military Equipment Annual Report
Attachment(s):

9. COUNCIL, STAFF/COMMITTEE REPORTS
No action will be taken on any questions raised by the Council at this time.

10. ADJOURNMENT
NOTICE TO THE PUBLIC:

There is a 90-day limit for the filing of a challenge in Superior Court to certain City administrative decisions and orders which require a hearing by law, the receipt of evidence and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure Section 1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited, by California law, including but not limited to Government Code Section 65009, to raising only those issues you or someone else raised in the public hearing, or in written correspondence delivered to the City Council prior to or at the public hearing. The City Council may be requested to reconsider a decision if the request is made prior to the next City Council meeting.

The agenda, reports, and any writings or documents provided to a majority of the City Council regarding any item on this agenda are posted at https://mountainview.legistar.com under the meeting details for the date of this meeting. The agenda may also be viewed at City Hall, 500 Castro Street, the City Clerk's Office, 500 Castro Street, Third Floor and at the Mountain View Library, 585 Franklin Street, beginning the Friday morning prior to Tuesday City Council meetings. Printed copies of the agenda, reports, and any writings or documents already provided to a majority of the City Council regarding any item on this agenda may be requested at the City Clerk's Office during normal business hours.

The Council may consider and act on items listed on the agenda in any order and thus those interested in an item listed on the agenda are advised to be present throughout the meeting. The reading of the full text of ordinances and resolutions will be waived unless a Councilmember requests otherwise. Per Council Policy A-13, no new items of business will begin after 10:00 p.m. unless an exception is made by vote of the Council.

Pursuant to the Americans with Disabilities Act (ADA), if you need special assistance in this meeting, please contact the City Clerk's Office at (650) 903-6399 or by email at [email protected] 48 hours prior to the meeting so the City can make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35.160 (b) (1)). If you have a hearing or speech disability, please use the California Relay System at 711, TDD 650-967-0158 or 800-735-2929.

The City of Mountain View does not discriminate on the basis of race, color, religion, national origin, sex, disability, age, source of income, gender, gender expression or identity, or any other State or Federal protected class in any of its policies, procedures or practices. This nondiscrimination policy covers admission and access to, or treatment or employment in, the City of Mountain View programs and activities. For inquiries regarding the nondiscrimination policy, please contact the City's Section 504 Coordinator at [email protected] or 650-903-6397.

Computer-generated captioning of the City Council meeting is unedited and should neither be relied upon for complete accuracy nor used as a verbatim transcript.

ADDRESSING THE COUNCIL:

Email comments to [email protected] by 4:30 p.m. on the meeting date. Emails will be received directly by the City Council. Please identify the Agenda item number in the subject line of your email. Requests to show an audio or video presentation during a Council meeting should be directed to [email protected] by 4:30 p.m. on the meeting date.

City of Mountain View Page 6 of 7 Printed on 5/21/2026
6 TUESDAY, MAY 26, 2026 - 5:00 PMCity Council AGENDA AND NOTICE Anyone wishing to address the Council in person must complete a blue speaker card indicating the name you would like to be called by when it is your turn to speak and the item number on which you wish to speak. Please complete one blue speaker card for each item on which you wish to speak. Virtual and in-person speakers will be called in order as determined by the Mayor.

Pursuant to Council Policy A-13, an individual speaker shall have up to 3 minutes to address the Council. For any agenda item or for Oral Communications on nonagenda items, if there appears to be a large number of speakers, the Mayor may reduce speaking time to no less than 1.5 minutes per speaker unless there is an objection from Council by majority vote.

If requested in advance of the public input portion of the agenda item to the Mayor or City Clerk, a speaker who represents five or more members of the public in attendance who complete cards but elect not to speak may have up to 10 minutes to address the Council, if the Mayor determines that such extension will reduce the total number of speakers who planned to speak.

An applicant and/or appellant for a zone change, precise plan or quasi-judicial hearing or appeal to the Council shall have up to 10 minutes to address the Council and, with the consent of the Council, two minutes of rebuttal at the conclusion of all public speakers.

The presiding officer may remove or cause the removal of any individual(s) for disrupting a meeting in accordance with California Government Code section 54957.95, as may be amended from time to time. In accordance with California Government Code section 54957.9, as may be amended from time to time, the Council may order a meeting room cleared and continue in session in the event a meeting is willfully interrupted by a group or groups of persons so as to render the orderly conduct of the meeting impossible, and order cannot be restored by the removal of individuals who are disrupting the meeting.

Pursuant to Government Code Section 54954.3(b)(1), at least twice the allotted speaking time will be provided to a member of the public who utilizes a translator.

City of Mountain View Page 7 of 7 Printed on 5/21/2026
7 City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205918, Version: 1
City Decarbonization Goal and Five-Year Plan Approach and Actions Review and provide feedback on the City decarbonization goal and draft actions and strategy.

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

May 26, 2026

TO:

Honorable Mayor and City Council
FROM:

Danielle Lee, Chief Sustainability and Resiliency Office Rebecca Lucky, Sustainability Manager
Audrey D. Seymour, Assistant City Manager

VIA:

Kimbra McCarthy, City Manager

TITLE: City Decarbonization Goal and Five-Year Plan
Approach and Actions

PURPOSE

Review and provide feedback on the City decarbonization goal and draft actions and strategy.

BACKGROUND

On April 21, 2020 , the City Council adopted R esolution No. 18439, which adopted a communitywide carbon neutrality target of 2045. On June 22, 2022, the Council Sustainability Committee requested that staff prepare a decarbonization plan to assess acceleration of the City’s carbon -neutrality goal from 2045 to 2035. On November 19, 2024, the City Council approved a scope of work with Cascadia Consulting Group (Cascadia) to (1) analyze accelerating the City's decarbonization goal from 2045 to 2035 and (2) develop a five -year decarbonization plan.

Past Plans and City Actions

Over the past decade, in the lead -up to adopting a carbon neutrality goal, the City Council has adopted and implemented a series of plans and programs to reduce local greenhouse gas emissions. These efforts reflect a coordinated, evolving strategy, with each plan building on prior initiatives to advance emissions reductions.

2030 General Plan and the Greenhouse Gas Reduction Program (Adopted 2012)

The 2030 General Plan and the Greenhouse Gas Reduction Program, both adopted in 2012, established the City’s long -term policy foundation. These documents embedded emissions reduction into land use, transportation, and environmental planning, while defining sector-based strategies (energy, waste, water, transportation, and carbon sequestration) to achieve 2020 and 2030 targets.

9 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 2 of 16 ends

Importantly, these plans aligned local growth with climate objectives, ensuring that emissions reductions were integrated into broader development patterns rather than addressed solely through standalone programs.

Climate Protection Roadmap and Municipal Operations Climate Action Plan (Adopted 2015)

In 2015, the City Council adopted both the Communitywide Climate Protection Roadmap and the Municipal Operations Climate Action Plan. Together, these documents established comprehensive emission reduction targets and detailed strategies across multiple sec tors, including:

• Energy efficiency programs for residents and businesses

• Expansion of renewable energy resources (e.g., solar installations)

• Waste diversion and landfill methane reduction

• Transportation and land use strategies

A key advancement during this phase was the City’s leadership in the creation of Silicon Valley Clean Energy, which enabled access to carbon-free electricity and demonstrated the importance of regional collaboration in achieving emissions reductions at scale . This partnership reflects a broader trend of aligning local action with regional energy and decarbonization systems.

The City’s adoption of the Communitywide Climate Protection Roadmap and the Municipal Operations Climate Action Plan marked a transition from general sustainability planning to a more structured and data-driven climate action framework.

Environmental Sustainability Task Forces (2008; 2017-2018)

In February 2008, the Mayor convened an Environmental Sustainability Task Force (ESTF) of more than 60 residents and business leaders to help the City shape its short - and long -term sustainability goals. The ESTF proposed 89 recommendations across 11 topic areas, helping to create a foundation for Mountain View's sustainability activities.

A second ESTF was convened in September 2017. ESTF -2, comprised of Council- appointed community members, developed 36 recommendations for the City to further reduce greenhouse gas emissions.

Both Environmental Sustainability Task Forces informed the development of ensuing sustainability plans, programs and policies that the has City pursued.

10 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 3 of 16 ends

Sustainability Action Plans (2008-2019)

Building on the work of the Environmental Sustainability Task Forces, beginning in 2008, the City implemented four Sustainability Action Plans (SAPs), each structured as three -year tactical frameworks. These plans translated high -level sustainability goals into specific, measurable actions supported by defined budgets, timelines, and performance metrics.

Initially focused on local program delivery —such as energy efficiency, waste reduction, and transportation demand management —the SAPs also functioned as platforms for innovation.

Over time, several initiatives demonstrated scalability and informed broader policy development.

Notably, local building electrification “reach codes” piloted through these efforts contributed to subsequent updates to California’s building standards.

Upon receipt of the ESTF -2 report and recommendations, staff developed the most recent Sustainability Action Plan. SAP -4 was adopted by the City Council on October 22, 2019, and included 81 new actions (later refined to 57 high- impact actions). SAP-4 not only encompassed specific actions related to decarbonization, it also envisioned an expansion of the Sustainability and Resiliency Division (Division). Since its expansion via SAP-4, the Division now plays a variety of roles essential to achieving the City’s climate goals. These include:

• Cross-departmental collaboration and decarbonization: work collaboratively with departments to advance climate goals, provide capacity, secure grants, and align departmental goals and climate initiatives.

• Citywide decarbonization: plan, develop and implement policies and programs to accelerate decarbonization in the community citywide.

• Regional and statewide policy and advocacy: collaborate with other local governments regionally and statewide to shift the policy landscape and advance policies supportive of the City’s climate goals. Recent examples include participation in:

ο Local Government Climate Alliance, including a seat on the Steering Committee

ο Sprint to 9-6, a regional effort to support the Bay Area Air Quality Management District’s (Air District) appliance rules

ο Santa Clara County Climate Collaborative, including a seat on the Leadership Advisory Team

• Innovation and Partnerships: collaborate with partner agencies such as Silicon Valley Clean Energy and local cities and counties to amplify impact and jointly develop innovative climate programs and policies.
11 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 4 of 16 ends

The Division became fully staffed in the last quarter of 2023. Over this time, staff have worked steadily to complete specific SAP -4 actions, amending the plan as appropriate and providing updates to the CSC and City Council.

Major accomplishments of the most recent SAP include:

• Development of reach codes to support building electrification.

• Implementation of renewable energy, battery storage, electric vehicle (EV) charging, and building electrification projects at municipal facilities.

• Installation of additional EV chargers in downtown parking garages and at other public City parking lots.

• Promotion of Silicon Valley Clean Energy’s (SVCE) heat pump water heater incentive, including launching a Year of the Water Heater Campaign that features a supplemental City rebate of $2,000.

• Analysis of electrification opportunities in multifamily buildings through an agreement with BlocPower. The maps developed and the accompanying data support direct outreach efforts for electrification, including initiatives such as the Year of the Water Heater Campaign.

• Implementation of neighborhood- based community engagement on decarbonization and resilience, known as the Cool Block program.

• Development of a LEED Gold certification policy with LEED Platinum analysis for municipal buildings.

• Adoption of a municipal greenhouse gas-free fleet and landscaping policy that supports:

ο Purchase and use of EVs and electric landscaping equipment.

ο Robust planning and implementation to install EV charging to transition the City’s fleet vehicles to electric.

• Adoption of a resolution in support of a plant- based diet and ongoing outreach and education.

• Development of an income-qualified rebate program for e-bikes.

• Adoption of a Vision Zero Policy and Action Plan.

• Expansion of Transportation Management Association programs. 12 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 5 of 16 ends

The SAP included an action item to “plan and implement for municipal and community decarbonization.” Initially, the staff’s primary focus was to implement the comprehensive actions outlined in the current SAP, encompassing municipal and community decarbonization initiatives that further the objectives of a decarbonization plan. As progress was made on the SAP implementation and many actions neared completion, staff began a more dedicated decarbonization planning effort that formally began in 2025. The decarbonization planning includes both an analysis of accelerating the City’s carbon neutrality goal from 2045 to 2035 and the development of a five-year decarbonization plan to support the City’s carbon neutrality goal.

DISCUSSION

Key Insights from the Decarbonization Analysis

The decarbonization analysis evaluates projected community greenhouse gas emissions through 2045 and estimates reductions associated with existing federal, state, and regional policies and programs. It also estimates the emissions gap that must be addresse d locally for the City to achieve carbon neutrality.

As presented to the Council Sustainability Committee last year through a series of interim analysis updates, current analysis indicates that, in the absence of additional climate mitigation actions across local, regional, state, federal, and private market sectors, emissions will be largely generated by building and transportation fossil fuel use . Specifically, natural gas consumption in buildings and gasoline and diesel use in transportation are projected to account for approximately 97% of total community emissions by 2045. The remaining emissions are attributable to off-road equipment and solid waste. As a result, the proposed five-year actions in Attachment 1 largely focus on building and transportation electrification.

The broader policy and program landscape at the regional and state levels presents a mixed outlook, with both opportunities and constraints that will influence the City’s ability to achieve accelerated emissions reductions. At the federal level, recent actions to curtail or reverse climate action have caused significant setbacks and led to the loss of strategies available to the City to achieve significant emissions reductions in the near term. These actions have also led to an increased emphasis on local and regional strategies within the draft five-year decarbonization plan to maintain momentum. These impacts are discussed further in following sections of this memorandum.

Encouraging Opportunities in State and Regional Policy

The decarbonization analysis indicates that, by 2045, the natural gas used in buildings in Mountain View could achieve an estimated 92% reduction in emissions, contributing to an overall 30% reduction in total community emissions. These reductions are largely driven by significant state and regional policy actions, including:

13 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 6 of 16 ends

• SB 100, as codified in California Public Utilities Code sections 399.11, 399.15, 399.30, 454.53, and the State’s Renewable Portfolio Standard requirements, which mandate a transition to 100% clean electricity; and

• Air District Regulation 9, Rules 4 and 6, which phase out the sale of gas -fired appliances beginning in 2027.

Under the Air District’s rules, the sale of residential gas water heaters will be prohibited starting in 2027, followed by a ban on residential and commercial gas furnaces in 2029. Beginning in 2031, these requirements will extend to larger commercial and multifamily water heaters. The Air District is currently in the rule development process for Rule 9 -4. Staff recently proposed draft “Flexibility Amendments” to the Air District that contemplate delaying rule implementation and expanding exemptions for rule compliance. Final staff proposals will be brought to the Air District later this year.

Collectively, these regulations are expected to substantially reduce building-sector emissions in Mountain View by 2045. Current projections estimate that emissions associated with natural gas use in buildings will decline from approximately 120,704 metric tons to about 13,000 metric tons.

Remaining emissions are anticipated to originate from end uses not yet fully addressed by regulation, including gas -fired stoves, fireplaces, clothes dryers, and existing natural gas pool heaters

These state and regional actions represent a significant opportunity for the City, as they advance emissions reductions at scale and reduce the need for local funding, staffing, and regulatory intervention to achieve similar outcomes independently. By establishing consistent requirements across jurisdictions, these policies help accelerate market transformation, increase equipment availability, and lower costs for residents and businesses.

At the same time, the effectiveness of these policies depends in large part on the role of the City and other local governments in supporting successful implementation. Local actions—such as outreach, permitting alignment, local incentives, and programmatic support —will be critical to ensuring a smooth transition from natural gas to electricity and maintaining progress toward adopted climate goals. Accordingly, the prop osed City actions in Attachment 1 for the five -year decarbonization plan are designed to support and leverage these broader policy efforts, as described below and further detailed in Attachment 1.

Challenging Changes in Federal and State Policy

Some recent federal and state policy developments present increased uncertainty and challenges for achieving local emissions reductions. Most notably, the U.S. Environmental Protection Agency's decision to revoke California’s authority to implement the Adv anced Clean Cars II program (commonly referred to as the 2035 Clean Cars requirement) removes a key mechanism for reducing transportation emissions. This policy would have required all new passenger vehicles 14 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 7 of 16 ends

sold in California to be zero-emission by 2035 and was projected to reduce emissions in Mountain View by approximately 263,595 metric tons by 2045. The repeal of the EPA waiver allowing for the Clean Cars Act is currently under legal challenge, and the requirement is not enforceable.

As a result of this single change, the City’s share of responsibility for achieving emissions reductions through local actions is projected to increase substantially—from approximately 7% to 40% by 2045.

Additional federal policy shifts will further constrain progress. These include the elimination of incentives established under the Inflation Reduction Act, which had helped offset the higher upfront costs of electric vehicles and electric space and water heating equipment, and the rescission of the Endangerment Finding by the Environmental Protection Agency. Together, these changes will further reduce market momentum and slow the pace of electrification at the local level. The full impact of these recent changes is not yet known.

At the state level, AB 306, as codified in California Health and Safety Code section 17958, 17958.5, 17958.7, 18916, 18929.1, 18930, 18938.5, 18941.5, and 18942, limits local jurisdictions from adopting or amending residential building codes, including Reach Codes, for the next six years.

Reach Codes have historically been a key tool for local governments to advance building electrification and reduce emissions. While this legislation restricts new residential code updates, some flexibility remains for commercial sector Reach Codes and Zoning Incentives for decarbonization, as reflected in the actions outlined in Attachment 1.

Prior to the enactment of AB 306, the City of Mountain View accelerated its 2026 Reach Code adoption process for residential construction projects. The updated codes encourage the installation of electric heat pumps in new construction and air conditioning replacements for both residential and commercial buildings, supporting space heating with emissions -free electricity. In addition, the City submitted formal opposition to the legislation and is currently developing zoning-based incentives for single-family homes to promote electrification.

Considering the above federal and state actions, the draft five -year decarbonization plan emphasizes:

• Local actions, including policies, programs, education, infrastructure investments, and incentives that directly reduce emissions or enable behavior change;

• Collaborative efforts to shape regional, state, and federal policies to leverage the City’s ability to achieve carbon reductions; and

• Monitoring and facilitating adoption of emerging technologies—such as electric autonomous vehicles, advanced load management systems, grid -edge electrification devices, thermal energy storage, and grid-interactive building controls using AI.

15 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 8 of 16 ends

Local Emissions Reduction Potential and the Role of City Action

The decarbonization analysis indicates that local actions alone are not expected to achieve emissions reductions at the same scale as regional, state, and federal policies. Broad, system- level policies —such as clean electricity standards, appliance regulations, and vehicle requirements—drive the most substantial reductions by transforming markets and infrastructure across jurisdictions.

However, local action remains essential to achieving the City’s overall emissions reduction goal.

As described in the preceding sections, recent changes in federal and state policy have increased the City’s relative responsibility for emissions reductions. In this context, local efforts serve a critical role in stabilizing and advancing progress in the face of volatility in the federal and state policy context, where broader policies are limited, delayed, or uncertain.

Local actions are critical because they:

• Enable Implementation of State and Regional Policies: City programs, permitting processes, and outreach efforts help ensure that residents and businesses comply with and benefit from evolving regulations, such as building electrification requirements and clean energy transitions.

• Accelerate Adoption and Market Readiness: Local incentives, infrastructure investments, and education can reduce barriers to adoption, support early market transformation, and increase participation in electrification and energy efficiency measures.

• Address Market Gaps and Pilot Solutions: Local governments can advance solutions where the private market has not yet fully responded, including piloting new technologies, delivery models, and policy approaches. Historically, tools such as Reach Codes enabled cities to test and refine building electrification strategies, which have since informed broader adoption at the state level. For example, the 2025 California Energy Code (Title 24), effective January 1, 2026, establishes an all-electric baseline for space and water heating in most new residential and commercial buildings —effectively scaling approaches first implemented through local Reach Codes. Prior to this statewide transition, more than 74 jurisdictions across California, including many in the Bay Area, adopted Reach Codes, demonstrating feasibility and accelerating market readiness.

• Address Remaining Emissions Sources: Local policies and programs can target emissions sources not yet fully addressed by state or federal regulations, including existing buildings, equipment replacement cycles, and community -specific needs such as low- income or small business support.

16 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 9 of 16 ends

• Provide Flexibility and Responsiveness: The City can design and implement strategies tailored to local conditions, allowing for more timely and adaptive responses to emerging challenges and opportunities.

While the emissions reductions directly attributable to local actions are more modest in comparison to broader policy drivers, they are necessary to close the remaining gap to the City’s climate goals and to ensure that anticipated reductions from other levels of government are fully realized at the community level. Accordingly, the proposed actions in Attachment 1 focus on high-impact local strategies that complement and leverage regional, state, and federal efforts.

CSC Discussions and Recommendations

The CSC provided feedback on the decarbonization goal analysis prepared by Cascadia and the initial five-year actions during meetings held on June 26, 2025, November 6, 2025, and December 1, 2025.

With the loss of key federal and state policies and programs, and increasing uncertainty in the broader decarbonization landscape, the CSC discussed whether a 2045 carbon -neutrality target remains attainable and whether the proposed five -year actions would advance the City approximately 25% toward that goal.

Although it is not currently possible to identify all feasible actions needed to achieve full decarbonization by 2045, maintaining a clear long-term target provides direction, urgency, and a framework for decision -making. Focusing on near- term actions help s clarify what can be accomplished within the current policy landscape and available tools. Accordingly, staff recommended and the CSC approved recommending to Council that the City maintain the 2045 carbon-neutrality goal to sustain momentum while continuing to evaluate and advance the most promising strategies in five-year increments.

While the proposed actions in Attachment 1 represent the highest -impact opportunities currently available, staff do not anticipate that the implementation of these actions will result in a 25% reduction in emissions within the next five years. However, the se actions lay the groundwork for future reductions in emissions. Consistent with typical adoption patterns for new technologies and behaviors, emissions reductions are not expected to occur linearly, but rather to accelerate as enabling conditions, market readiness, and participation increase.

The CSC discussed priority actions and expressed a desire to move forward quickly, without excessive analysis, while ensuring the City remains focused on the highest-impact strategies. Staff acknowledge the inherent tension between acting with urgency and ensuring that decisions are informed by sufficient information. Furthermore, given the current reality of relying on local, regional, and collaborative efforts, the City’s ability to achieve immediate, measurable impact on its own is constrained.

17 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 10 of 16 ends

At the November 6, 2025, CSC meeting, the Committee identified the following guiding principles to inform development of the decarbonization plan:

1. Focus on substantial actions to reduce emissions rather than prioritizing the attainment of a specific goal by a certain year.

2. Review and update the plan regularly every 3 to 5 years or as the regional, state, and federal policy landscape significantly changes.

3. Identify the most effective local actions to pursue in collaboration with Silicon Valley Clean Energy and other partners.

4. Determine which actions will lead to cost savings.

5. Emphasize community engagement and outreach to educate the public about transportation and building decarbonization opportunities. Partner with local community groups to reach broader audiences.

Proposed Actions for Inclusion in the Five-Year Decarbonization Plan

The actions proposed in Attachment 1 for inclusion in the draft five -year decarbonization plan reflect extensive stakeholder collaboration. Staff incorporated direction from the CSC and community input and worked closely with multiple City departments and external partners, including Silicon Valley Clean Energy, to evaluate feasibility. As a result, the proposed actions are both ambitious and grounded in practical implementation.

The plan will establish a strategic framework to guide the City’s community decarbonization efforts over the next five years, supporting the broader goal of achieving decarbonization by 2045 to the fullest extent possible . It emphasizes reducing greenhouse gas emissions through new and evolving actions, as summarized below and detailed in Attachment 1, while also incorporating high-impact ongoing initiatives. To ensure continued effectiveness in a changing environment, the plan will be reassessed every three to five years.

Focusing on Building Electrification and Electric Vehicle Adoption as Highest Impact Actions

As discussed above, natural gas use in buildings and gasoline and diesel use in transportation are projected to account for the majority of community emissions by 2045. Accordingly, the five-year plan prioritizes building electrification and the support and acceleration of electric vehicle adoption. This approach reflects CSC feedback, emphasizing the highest-impact actions available in the near term, and positioning the City toward long-term decarbonization.

18 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 11 of 16 ends

Building Electrification Actions: Mountain View Actions to Leverage Air District Gas -Fired Equipment Rules

The five-year decarbonization plan’s approach will bolster the Air District’s new rules through implementing key policies and programs, as well as education and outreach. Local actions, such as the City’s “Year of the Water Heater” campaign, which launched last year, align with and support the Air District's policies. This campaign has raised awareness, promoted incentives, and encouraged the adoption of electric heat pump water heaters, showcasing how local actions can significantly enhance the effectiveness of broader regulatory measures.

Additionally, the City has been participating in regional efforts to support the Air District in moving forward with these rules through participation in the regional “Sprint to 9-6" workgroup of jurisdictions and partner agencies focused on identifying and removing barriers to heat pump water heater adoption.

Over the next five years, Mountain View’s building electrification actions, further detailed in Attachment 1, will align with forthcoming Air District rules. These will encompass:

• Readiness programs, such as pre-wiring;

• Development of commercial reach codes;

• Continuous outreach and education;

• Incentives;

• Pilot programs; and

• Policy formulation.

The five-year decarbonization plan will introduce actions to fill gaps in the Air District's rules, such as assisting those facing hurdles to transitioning to electrification, including low-income residents and small businesses. The City is well- positioned to collaborate with SVCE to tackle these challenges by launching programs that remove financial, technical, and informational barriers, effectively reducing installation costs and ongoing utility expenses for households and businesses.

Future versions of the five -year decarbonization plan can also explore other gas appliances not currently encompassed by the Air District rules, such as gas -fired stoves, fireplaces, dryers, and existing natural gas pool heaters. This could be especially impactful in the future if the Air District were to expand its rules to such appliances.

19 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 12 of 16 ends

The actions in Attachment 1 that build on the Air District rules are expected to have longer-term positive impacts on emissions reductions than focusing solely on the initial adoption of electric water heaters or furnaces. An initial positive experience wi th switching from a gas to an electric appliance can start a household on a decarbonization path as they gain experience with the process and benefits of electrification and use this to inform their choice to pursue further electrification opportunities. In addition, individual households can influence others to start their decarbonization path. For example, members of Carbon Free Mountain View and the City’s Cool Block program have successfully shared their experiences and supported others in taking action.

Other Building Electrification Actions

The draft five -year decarbonization plan includes advocacy and legislative actions to reduce emissions and enhance affordability. For example, staff have joined with other local governments to create the Local Government Climate Alliance (LGCA), a coalition of 15 Cities and Counties (and growing) that aligns state and local action, advocates for and creates high -impact climate policies at the state level and accelerates climate results. A newly created coalition, LGCA, held its first lobby day in Sacramento in April 2026 and met with legislators and staff to express support for legislation addressing electricity reliability, affordability, and transparency in rate - making. Staff also continue to engage the City’s Legislative Program to advocate for state and federal policies that will further progress on the City’s climate goals.

In addition, the draft five-year decarbonization plan includes the opportunity for the City to join a state pilot project under Senate Bill 1221, as codified in California Public Utilities Code sections 451.9, 660-666. This pilot would test neighborhood- scale decarbonization in partnership with PG&E, enabling neighborhoods to electrify buildings with funds originally intended for natural gas pipeline upgrades. Staff submitted an application to be considered for this pi lot program.

Mountain View stands out a s one of only three cities in Santa Clara County being considered for the pilot, with four census tracts currently under exploration— more than any other city in the county. This showcases the City sustainability team's proven ability to engage and rally neighborhoods effectively, as highlighted by the success of the Cool Block Program, positioning the City as an ideal candidate to be selected for this program.

Aside from complementing and filling gaps within broader policy and program frameworks, the five-year decarbonization plan will be intentionally flexible. Changes at the regional, state, federal, and private -sector levels can significantly influence emissions -reduction trajectories, making long-term planning challenging. To tackle this challenge, the plan embeds redundancy to ensure the City can swiftly adapt to delays or vulnerabilities caused by key external factors.

Additionally, it embraces the potentia l for innovative opportunities and emerging technologies, providing flexibility for future advancements.

For instance, if the Bay Area Air District rescinds, delays, or modifies its regulations phasing out gas water-heating and space-heating equipment, the City could pursue alternative measures, like implementing a requirement for building electrification at the time-of-home-sale as outlined in 20 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 13 of 16 ends

Attachment 1, to achieve some emission reductions through electrification of appliances. This approach supports continued progress, regardless of shifting external conditions.

Finally, the actions in Attachment 1 include innovative policies and programs, such as adopting building performance standards or adopting an end -of-flow goal for natural gas. Additionally, there are actions aimed at exploring funding or revenue sources to support local emission reductions.

Transportation Electrification Actions

Although vehicle emissions are projected to decline by 2045—driven by California’s Low Carbon Fuel Standard and increased electric vehicle adoption—transportation is still expected to remain the largest source of emissions, accounting for approximately 63% (122,798 metric tons) of Mountain View’s total community emissions in that year. As noted previously, electricity is anticipated to be largely emission -free by 2045, highlighting the critical importance of accelerating electric vehicle adoption to achieve sustained, long -term emissions reductions fueled by clean electricity.

EV Adoption

As noted earlier in this report, federal and state policies and programs to accelerate EV adoption have faced setbacks, notably the Environmental Protection Agency's revocation of the waiver allowing for the Clean Cars Act and the discontinuation of EV tax incentives previously included in the Inflation Reduction Act. Without this regulatory and financial support, EV adoption rates are currently being driven by rising gas prices and growing general interest in EVs. Addressing the barriers to EV adoption will be crucial for maximizing the benefits of a sustainable transportation future.

The persistent lack of at-home charging remains a significant obstacle to EV adoption, particularly in existing multifamily residences, which make up 58% of Mountain View’s housing units. Shared and unreliable charging infrastructure further discourages potential users. Consequently, expanding EV charging access, especially at multifamily housing, will play a crucial role in the five- year decarbonization plan.

As advancements in fast charging and battery technology emerge, the five-year decarbonization plan would focus on addressing immediate needs by prioritizing accessible at -home or nearby charging options for multifamily properties. Charging at home is expec ted to remain the most affordable and convenient way to fuel EVs, both now and in the future. While it’s uncertain whether every housing unit will require its own charger in the future — especially with potential innovations on the horizon for fast charging — some form of onsite charging will remain essential.

21 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 14 of 16 ends

To tackle this challenge, Attachment 1 outlines an action to install EV charging infrastructure on multifamily properties, aiming to enhance nearby or on -site charging for approximately 5,000 units, which amounts to 25% of the total multifamily units in Mo untain View. This effort strives to meet current needs while maintaining flexibility to adapt to advancements in EV charging technologies.

Other Transportation Actions

The plan will also include complementary actions to EV adoption, such as multimodal transportation and transit -oriented development. Additional actions outlined in Attachment 1 include:

• A transit benefit district;

• Expanded shuttle services;

• Mobility hubs;

• Affordable access to public transit;

• Zero-emission delivery and rideshare services;

• Electric vehicle outreach and education; and

• Expanding the availability of e-bikes and e-scooters.

Summary

Local action remains indispensable. Its value extends beyond the modest direct emissions reductions that are possible through local effort alone. Local actions engage the community, create the local conditions needed for future progress, and provide proof of concept that decarbonization actions work and can be scaled.

By investing in building and transportation electrification through infrastructure, removing barriers, expanding access, and recognizing and aligning with regional, state, and federal actions, the actions in the proposed five-year decarbonization plan position the City as a key contributor within a larger network of climate action s helping translate ambitious policies into tangible, lasting outcomes at the community level.

This approach minimizes vulnerability to changes in policy at any single level. When momentum slows in one area, actions in other areas can maintain forward momentum, ensuring sustained progress toward long-term climate goals. This ultimately supports plan ning for uncertainty and creates space for trailblazing opportunities.
22 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 15 of 16 ends

April 30, 2026, CSC Meeting

At its April 30, 2026, meeting, the CSC reviewed and approved staff’s recommended approach of developing a five -year decarbonization plan to make progress toward a 2045 decarbonization goal to the fullest extent possible, focusing on the specific actions outlined in the attached “Draft Actions for the Five -Year Decarbonization Plan.” The committee expressed support for the flexibility of a five -year plan and focus on building and transportation electrification. The committee also suggested that staff establish metrics to help track the plan’s progress and inform possible future adaptations of the plan. Committee members also expressed interest in several potential strategies, including more widespread access to plug -in solar and policy and infrastructure development related to autonomous vehicles and robot delivery. A new “Emerging Technologies” action has been added to the Integrated Actions section of Attachment 1.

QUESTIONS FOR COUNCIL

Staff seeks City Council input on the following questions:

1. Does the Council agree with the approach to develop a five- year plan focusing on local actions for building and transportation electrification that seek to support the success of regional and state actions to move the City toward a 2045 decarbonization goa l to the fullest extent possible?

2. Does the Council agree with the draft actions for the five-year decarbonization plan or have input on any additions, deletions, or modifications?

NEXT STEPS

With Council feedback and endorsement, the project team will develop a draft five -year decarbonization plan document that provides additional information on the actions outlined in Attachment 1, to be brought back to the City Council for adoption. Staff will continue to explore funding opportunities to support the five-year decarbonization plan, including incentives, grants, and public-private partnerships. Any remaining funds from SAP may also be allocated to support the five-year decarbonization plan.
23 City Decarbonization Goal and Five-Year Plan Approach and Actions May 26, 2026

Page 16 of 16 ends

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

PUBLIC NOTICING

The City Council agenda is advertised on Channel 26, and the agenda and this Study Session memorandum appears on the City’s website.

Attachment: 1. Draft Actions for the Five-Year Decarbonization Plan 24 Attachment 1
1 Draft Actions for the Five-Year Decarbonization Plan

Transportation
Action Description
Electric vehicles (EVs)
Outreach*
Partner with Silicon Valley Clean Energy (SVCE) and other local organizations or groups to provide education, outreach, and marketing on available incentives and technical assistance to encourage residents to purchase an EV.

EV Charging
Infrastructure for
Multifamily Buildings*

Expand access to EV charging at and near existing multifamily properties to provide reliable, affordable, and fair EV charging options for everyone. Develop policies and programs to identify and address barriers to increase on-site or nearby charging availability to 25% or 5,000 multifamily units.

Examples include:
• Provide additional incentives to multifamily property owners to install various levels of charging (e.g., Level 1, Level 2, and fast charging)
• Expand city-owned public charging, especially fast charging near multifamily properties • Explore installing or using charging at nearby shopping centers or other public places near multifamily properties
• Pilot curbside EV charging
• Find viable opportunities to expand EV charging at City-owned parking lots near multifamily properties, which may include piloting overnight charging or other charging incentives • Streamline City processes to allow for the implementation of innovative charging solutions • Collaborate with utility companies and partners to upgrade electrical systems in older multifamily properties, addressing capacity limitations and enabling EV charging infrastructure installation.
• Minimize user costs by offering free or discounted charging rates for income-qualified individuals and residents of multifamily rental properties.

25 Attachment 1

2 Transportation
Action Description
Mountain View’s
Shuttle Service

Expand shuttle service coverage, frequency, and hours to meet community needs and priorities, and explore options to keep the service free.

Electrify all City-owned and -operated transit services where feasible by 2030 and collaborate with the Mountain View Transportation Management Association to promote the switch to electric for Mountain View’s community shuttle services.

Mobility hubs and
micro-mobility
opportunities
Explore the development of a network of high-visibility mobility hubs in key locations, such as Downtown Mountain View Transit Center, North Bayshore, major employers, and signiﬁcant residential developments, that could combine bike, scooter, and car-sharing resources, EV charging stations, shuttle access, and wayﬁnding.

Regional Transit
Partnerships
Strengthen and continue to participate in partnerships with regional transit agencies and service providers to improve transit frequency, reliability, and connectivity, enhance ﬁrst- and last-mile access, and advocate for investments that support seamless, low-emission regional travel options.

Equity and
Aﬀordability in Transit
Access
Advance equitable and aﬀordable transit access by improving service coverage in underserved neighborhoods and aﬀordable housing developments, supporting accessible transportation options for seniors, students, small business employees, and people with disabilities, and ensuring that transit, micromobility, and shared transportation services remain aﬀordable and inclusive.

E-Bikes and E-Scooters
Expand the use of e-bikes and e-scooters by investing in safe and connected infrastructure, supporting shared micromobility programs, oﬀering incentives and education to encourage adoption, and partnering with regional agencies and providers to ensure equitable, aﬀordable, and well-managed access to low-emission transportation options in Mountain View.

Explore Zero Emission
Delivery and
Rideshare Services
Support the transition to zero-emission delivery and rideshare services by identifying policy opportunities, engaging and partnering with delivery companies, local businesses, and regional agencies, expanding access to charging and curbside infrastructure, and exploring pilot programs to reduce emissions and ensure safety from delivery and rideshare activities—such as encouraging deliveries by drone, bicycle, EVs, or other low-emission modes—in Mountain View.

26 Attachment 1

3 Transportation
Action Description
Continuing and Ongoing Actions
Transportation
Demand Management
Ordinance*
Adopt and implement a Transportation Demand Management (TDM) ordinance aligned with the City Council’s 2023–2025 strategic priorities that establishes clear trip reduction targets and provides ﬂexible strategies to reduce single-occupancy vehicle trips, while encouraging multimodal transportation options across Mountain View.

Employer
Transportation
Demand Management
Maintain and enforce Transportation Demand Management (TDM) requirements for major employers with 50 or more employees, in alignment with Bay Area Commuter Beneﬁts Program rules, to reduce single-occupancy vehicle trips and promote sustainable commuting options in Mountain View.

Active Transportation
Plan*
Support and accelerate the development of Mountain View’s bicycle and pedestrian network by completing near-term priority projects identiﬁed in the Active Transportation Plan by 2035 and expanding education and outreach to increase awareness and use of the City’s biking and walking infrastructure in Mountain View.

Mixed-Use Zoning and
Transit-Oriented
Development*
Support mixed-use zoning and transit-oriented development by implementing previously adopted and ongoing precise plans and zoning updates, such as R-3 zoning updates, that encourage compact, walkable, and transit-supportive development patterns.

Parking Management
Strategies
Continue to implement parking management strategies by enforcing policies that eliminate minimum parking requirements for aﬀordable housing and residential projects in designated Precise Plan areas, complying with state law AB 2097 (as codiﬁed in California Government Code sections 65585, 65863.2) near major transit stops, and pursuing additional parking reforms as appropriate to support sustainable transportation and land use goals.
27 Attachment 1

4 Buildings
Action Description
Electriﬁcation
Readiness Programs
and Outreach*
To support the transition from gas to electric appliances, implement electriﬁcation-readiness programs and ﬁnancial incentives for homes and businesses to support compliance with Air District regulations that will restrict gas-ﬁred appliance sales starting in 2027.

Boost building electriﬁcation outreach through targeted marketing, participation incentives, and local partnerships to inform residents about assistance and incentives. Work with SVCE on building upgrades, educational resources, and technical support for the Mountain View community.

Additionally, partner with SVCE or regional energy agencies to provide contractor training and develop a skilled workforce.

Reach Codes for
Commercial
Development
Explore and advocate for the implementation of reach codes that promote all-electric, low-emission commercial development in Mountain View to the extent possible under law. These codes should go beyond state energy standards and incorporate high levels of energy eﬃciency, along with passive design strategies like passive heating. Additionally, policies and programs should support the electriﬁcation of buildings to reduce greenhouse gas emissions from both new and renovated commercial buildings.

Regional Time-of-Sale
Energy Upgrade
Partnership*
Form a regional partnership to investigate and implement time-of-sale requirements for residential buildings, akin to Berkeley’s Building Emissions Savings Ordinance. This would mean that home sellers, buyers, or both contribute to an escrow fund dedicated to supporting electriﬁcation projects within a speciﬁed timeframe. As an alternative, it may be worthwhile to explore additional processes within the purchasing framework that could be implemented or tested, such as using the property transfer tax to fund electriﬁcation projects. This action could be explored if the Air District rules are delayed or modiﬁed.

Neighborhood
Decarbonization Pilot
To advance neighborhood decarbonization pilots, the City would collaborate with utilities and the California Public Utilities Commission to implement decarbonization zones in line with Senate Bill 1221, as codiﬁed in Public Utilities Code sections 451.9, 660-666. This initiative aims to transition neighborhoods from natural gas to zero-emission alternatives, such as all-electric heat pumps and appliances, instead of replacing aging gas infrastructure. The City is being considered for this voluntary 28 Attachment 1

5 Buildings
Action Description
program, which encompasses four census tracts, positioning Mountain View at the forefront of local eﬀorts to reduce emissions.

Equity-Focused
Electriﬁcation for
Hard-to-Electrify
Buildings and
Neighborhoods
Advocate or implement local programs for equitable electriﬁcation by removing ﬁnancial, technical, and informational barriers for low-income residents, aﬀordable housing, and small businesses. Focus on electriﬁcation in multifamily units, older homes, mobile home parks, and specialized businesses through partnerships with utilities and community organizations. Test solutions such as balcony solar, solar thermal water heating, recirculation technology, and energy-eﬃciency upgrades to lower energy costs and support the transition from natural gas to all-electric solutions in Mountain View. “End of Natural Gas
Flow” Goal
Consider adopting a long-term goal to end the ﬂow of natural gas in Mountain View by 2045, aligning with the City Council’s 2023–2025 strategic priorities and guiding coordinated policies, investments, and programs that support a phased, equitable transition to all-electric, zero-emission buildings.

Building Performance
Standards
Explore with Silicon Valley Clean Energy adopting Building Performance Standards, like the City of San Jose, to reduce emissions from existing buildings by setting reporting requirements for commercial and multifamily buildings of a certain size, with a goal of setting electriﬁcation requirements for these buildings in the future. Alternatively, consider advocating at the regional or state government level to improve or enable building performance standards that promote building electriﬁcation.

Electriﬁcation
Integration into City
Policies and Programs.

Integrate building electriﬁcation and emissions reduction strategies across City policies and programs to align climate action with resilience eﬀorts, leverage co-beneﬁts, and advance a coordinated, citywide approach to sustainability in Mountain View, such as through housing preservation programs.

Continuing and Ongoing Actions
Implement Adopted
Reach Codes and
Explore Zoning
Incentives*

Implement previously adopted reach codes that advance building electrification and energy efficiency by promoting all-electric upgrades during existing building renovations and appliance replacements, including converting air conditioners to heat pumps and ensuring electric readiness for future electrification in Mountain View. In addition, explore zoning incentives to encourage building electrification.
29 Attachment 1

6 Buildings
Action Description
Electrification Permit
Streamlining
Enhance and expand streamlined permitting processes for building improvements that reduce greenhouse gas emissions, such as electrification, energy efficiency upgrades, and renewable energy installations, to lower costs, reduce delays, and accelerate climate action in Mountain View.

Waste (Continuing and Ongoing Actions)
Action Description
Implement the City’s
Zero Waste Plan
Implement the City’s 2019 Zero Waste Plan to advance waste reduction and resource recovery eﬀorts and achieve the goal of diverting 90 percent of waste from landﬁlls by 2030 in Mountain View.

Ecosystem Sequestration (Continuing and Ongoing Actions) Action Description
Enhance the urban forest
Enhance the urban forest by implementing tree planting guidelines from the Biodiversity and Urban Forest Plan to increase carbon sequestration and strengthen climate and community resilience in Mountain View.

Implement natural areas
conservation and
restoration*
Implement conservation and restoration actions from the City’s Biodiversity and Urban Forest Plan to improve the capacity of natural areas to sequester greenhouse gas emissions and support ecosystem health in Mountain View.

Integrated Actions for Building and Transportation
Action Description
Advocacy and
Legislative Action for
Emissions Reduction
and Aﬀordability
Use advocacy and legislative engagement at the local, regional, state, and federal levels to support policies and funding that reduce greenhouse gas emissions, advance sustainability goals, and enable aﬀordable, eﬀective climate action in Mountain View.
30 Attachment 1

7 Financing and Funding
Options for
Decarbonization
Explore and pursue diverse ﬁnancing mechanisms, including carbon mitigation fees or taxes, public- private partnerships, and local, state, and federal funding opportunities to support and accelerate decarbonization initiatives, reduce cost barriers, and ensure the successful implementation of climate actions in Mountain View.

Tracking Emerging
Technologies
Assess and analyze emerging technologies that support decarbonization in the transportation and building sectors. This includes but is not limited to innovations such as autonomous air taxis, zero- emission ride-share vehicles, ﬁrst- and last-mile transportation pilots, battery storage systems, advanced electric vehicle charging infrastructure, smart grid technologies, and building electriﬁcation systems.
31 City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205900, Version: 1
Bike Month Proclamation
City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
32 City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205901, Version: 1
Asian American and Pacific Islander Heritage Month Proclamation City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
33 City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 206175, Version: 1
Update on Summer of Soccer World Cup Events and Public Safety and Security City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
34 City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205375, Version: 1
Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program (Second Reading) Adopt an Ordinance of the City of Mountain View Repealing and Reenacting Article X of Chapter 19 of the Mountain View City Code to Establish a New Transportation Demand Management Program, to be read in title only, further reading waived (Attachment 1 to the Council report). (First reading: 7-0) City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
35 DATE:

May 26, 2026
CATEGORY:

Consent
DEPT.:

Public Works

TITLE: Repeal and Reenact Article X
(Transportation Demand Management)
of Chapter 19 (Motor Vehicles and
Traffic) of the Mountain View City Code
to Establish a Citywide TDM Program
(Second Reading)

RECOMMENDATION

Adopt an Ordinance of the City of Mountain View Repealing and Reenacting Article X of Chapter 19 of the Mountain View City Code to Establish a New Transportation Demand Management Program, to be read in title only, further reading wa ived (Attachment 1 to the Council report ). (First reading: 7-0)

SUMMARY

On May 12, 2026, the City Council introduced an ordinance to repeal and reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View municipal code to establish a citywide TDM program, including trip reduction standards, monitoring and reporting requirements, as well as compliance and enforcement provisions to improve consistency and clarity of the TDM planning process from entitlement to post-occupancy (see Attachment 2 – Council Reported dated May 12, 2026).

The City Council approved the introduction of the ordinance by a 7 -0 vote. This is the second reading of the Ordinance. If approved, the Ordinance will become effective 30 days thereafter on June 25, 2026.

At the first reading on May 12, Councilmembers encouraged staff to consider the range of travel needs and TDM strategies beyond those that primarily serve commuters. Additionally, staff was asked to closely monitor the costs for both staff time to implement and operate the TDM Program, as well as for residential development to ensure TDM requirements do not impose undue cost burdens. Council unanimously supported the “ever-green” nature of the TDM toolkit, including the need to monitor and evaluate performa nce of the overall TDM program over time (at key intervals). Councilmembers also focused attention on the need for credible enforcement practices to ensure compliance among subject projects of the ordinance . Staff will incorporate 36 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program (Second Reading)
May 26, 2026

Page 2 of 3 ends

Council’s feedback moving into the subsequent phases of the project focused on implementation and finalizing the cost estimation study.

FISCAL IMPACT

To support effective implementation of the TDM Ordinance and ensure long ‑term program sustainability, the City has hired a consultant to assist in studying the costs associated with staff time for implementing the ordinance . This study will evaluate the City staff time and administrative resources required to administer the Ordinance, including TDM Plan review during entitlement, ongoing monitoring and reporting, compliance and enforcement activities, program evaluation, and maintenance of any supporting software platforms. The findings will inform consideration of a potential annual TDM fee, intended to recover a portion of the City’s ongoing costs associated with administering and enforcing the Ordinance. Following completion of this fee study, staff will draft a resolution for the City Council to review and adopt.

As part of developing a TDM Toolkit, staff has identified a range of flexible and affordable options for applicants to choose from based on cost-effectiveness and trip-reduction potential. The TDM Toolkit benchmarks the TDM measures against the expected cost level for implementing a prospective strategy. For example, strategies will range from low ($0 to $5,000), to medium ($5,000 to $50,000), to high ($50,000 and above), or cost -neutral. Actual costs may vary by project based on the scale of proposed measure(s), subsidy, and participant coverage, providing the needed cost elasticity for projects implementing a TDM program.

LEVINE ACT

37 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program (Second Reading)
May 26, 2026

Page 3 of 3 ends

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

PUBLIC NOTICING

Agenda posting. The ordinance was published at least two days prior to adoption in accordance with City Charter Section 522.

Prepared by:

Ben Pacho
Transportation Planner

Allison Boyer
Assistant Public Works Director

Approved by:

Jennifer Ng
Public Works Director

Audrey D. Seymour
Assistant City Manager

Attachments: 1. Draft Citywide Transportation Demand Management Ordinance

2. Council Report dated May 12, 2026
38 Attachment 1
1 of 15
27725v7
ORDINANCE NO.

AN ORDINANCE OF THE CITY OF MOUNTAIN VIEW
REPEALING AND REENACTING ARTICLE X OF CHAPTER 19 OF THE MOUNTAIN VIEW CITY

CODE TO ESTABLISH A NEW TRANSPORTATION DEMAND MANAGEMENT PROGRAM

WHEREAS, on June 10, 2025, the Mountain View City Council reviewed and recommended the Transportation Demand Management (TDM) policy framework to support development of a citywide TDM Ordinance; and

WHEREAS, the ordinance implements and supports policies and programs adopted by the City, including the Mountain View 2030 General Plan Mobility Element, the Sustainability Action Plan- 4, Housing Element actions, and seeks to align with state and regional legislation addressing congestion management and multimodal transportation planning analysis, including Senate Bill 743; and

WHEREAS, the purpose of the ordinance is to reduce single occupancy vehicle travel, incentivize multimodal transportation options, reduce vehicle miles traveled (VMT), improve air quality and public health outcomes; and

WHEREAS, the City seeks to amend Chapter 19 of the Mountain View City Code to add new sections to Article X (Transportation Demand Management) to update the code, improve its clarity, and standardize TDM requirements for new development and for modifications and expansions of existing buildings and sites, thereby advancing key City goals related to improving efficiency of the roadway system, increasing housing options, sustainable transportation, economic development, and environmental quality; and

WHEREAS, the ordinance establishes consistent TDM Program requirements, including trip reduction standards, monitoring and reporting requirements, and compliance and enforcement provisions; now, therefore,

THE CITY COUNCIL OF THE CITY OF MOUNTAIN VIEW DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. Chapter 19, Article X, of the Mountain View City Code is repealed in its entirety and reenacted as set forth below.

SEC. 120 - Purpose.

A. The purpose of this ordinance is to:

1. Comply with the provisions of California Government Code Section 65089.3 regarding congestion management on a regional level to improve air quality within the city and the region through reduction of congestion and traffic impacts. 39 2 of 15
27725v7

2. Reduce single-occupancy vehicle (SOV) trips for new development and increase use of multimodal transportation options.

3. Expand access to affordable and reliable transportation options for all individuals who live and/or work in the City of Mountain View.

4. Reduce traffic and congestion by optimizing the efficiency of the roadway system and capacity.

5. Address the transportation impacts resulting from new development by providing sustainable, accessible, and affordable transportation options that support the journeys of people of all income levels and modal choices.

6. Ensure that new development is designed to support sustainable transportation choices for residents, employees, and visitors. The provisions contained herein implement the Mobility Element of the 2030 General Plan, Precise Plan requirements, Greenhouse Gas Reduction Program (GGRP), Sustainability Action Plan -4, Housing Element Action Items, state legislation including Senate Bill (SB) 743, the Sustainable Communities and Climate Protection Act of 2008 (SB 375), the California Global Warming Solutions Act of 2006 (AB 32), the California Complete Streets Act of 2008, Employee Parking Cash out Program (AB 2206), and the Bay Area Air District (BAAD) Regulation 14.

7. Improve air quality and public health outcomes, and reduce Mountain View’s contribution towards climate change through encouragement of sustainable mobility options and reduction of Vehicle Miles Travelled (VMT) and associated greenhouse gas (GHG) emissions generated by driving.

8. Reduce dependence on drive- alone trips and increase sustainable mode share to comply with the directives of SB 743, including facilitating a multimodal transportation system, and applicable requirements under Bay Area Air District (BAAD) Regulation 14.

9. Support integrating land use and transportation planning by improving efficient use of infrastructure that incentivizes use of multimodal transportation options.

10. Establish citywide requirements for the Transportation Demand Management (TDM) Program, including Transportation Demand Management Plans (TDM Plans) and associated monitoring and reporting to ensure that applicable developments contribute to achieving the City’s transportation, sustainability, and mobility goals.

11. Maintain flexibility to incorporate evolving technologies, travel behaviors, and countywide TDM efforts, ensuring the TDM Program reflects changing conditions and travel preferences.

40 3 of 15
27725v7

SEC. 121 - Definitions.

A. The following definitions apply to words and phrases used in this C hapter and any administrative instructions, handbooks, or other materials implementing this Chapter:

1. “Applicant” shall mean any individual, firm, limited -liability company, association, partnership, political subdivision, government agency, municipality, industry, public or private corporation or any other entity whatsoever who applies to the city for the applicable permits to undertake a construction, demolition or renovation project within the city.

2. “Average daily trips (ADT)” means the average number of vehicle trips recorded at a specific location over a 24 -hour period, typically calculated by summing directional counts.

3. “Average daily trip reduction target (ADT reduction target)” means a goal established to reduce the number of vehicle trips generated by a site on a daily basis, expressed as a percentage of baseline trip generation.

4. “Certificate of Occupancy” defined as in Section 42.31(a) of the Mountain View City Code as amended from time to time.

5. “Change of Use Form” is documentation submitted by the Applicant to note a change of land use.

6. “Conditions of Approval” means requirements imposed by the City as part of the development review process, which must be satisfied for a Project to proceed or receive development permits.

7. “Developer” as defined in Section 47.3 of the Mountain View City Code as amended from time to time. .

8. “Developer Handbook” means a guide provided by the City to assist developers in understanding the TDM process during permit review process and instructions for preparing a TDM Plan.

9. “Development Permit” applies to a fire or building permit, planning permit, or public works permit that is issued by the City allowing construction, alteration, or use of land or buildings in accordance with zoning and building codes.

10. “Employer” any person, including corporate officers or executives who directly or indirectly through any other person, including through the services of a temporary employment agency, staffing agency, or similar entity, retains, hires, engages, or exercises control over the wages, hours, or working conditions of any other person.. 41 4 of 15
27725v7

11. “Enhanced TDM” is any residential Project, including a residential Project that is otherwise exempt from this Ordinance, that achieves trip reductions or proposes TDM strategies consistent with Section 124(I) of this Ordinance, allowing the Developer to obtain the benefit of residential parking reductions or exemptions from parking requirements, in accordance with the City’s Housing Element.

12. “High-Quality Transit Corridor” has the meaning set forth in California Public Resources Code Section 21155(b), as that section may be amended or renumbered from time to time.

13. “High Quality Transit Area” means those areas within one -half (0.5) mile of a H igh- Quality Transit Corridor or a Major Transit Stop.

14. “Major Transit Stop” has the meaning set forth in California Public Resources Code Section 21064.3, as that section may be amended or renumbered from time to time.

15. “Mixed-Use” means a development type that integrates residential, commercial, and/or institutional uses within a single building or site used by commuters or travellers within a defined area.

16. “Multi-Modal Transportation Analysis Handbook (MTA Handbook)” means the City of Mountain View document which contains technical guidance for preparing multi - modal transportation analyses for individual development Project s, as may be amended.

17. “Parking Management Plan” means a strategic plan submitted with development proposals that outlines how parking will be provided, managed, and integrated with Transportation Demand Management (TDM) strategies.

18. “Patron-driven Uses” means non-residential uses whose trip generation is primarily patrons, rather than employees, including child care, religious institutions, community centers, indoor recreation and fitness centers, schools, studios, retail (general merchandise, grocery, and similar), restaurants, personal services, entertainment, medical services, banks and financial services, hotels and motels, service stations, repair and maintenance of vehicles and consumer products, and similar uses. The Public Works Department may use any available data to determine if more than 50% of a use’s trip generation are typically patrons.

19. “Peak Hour Traffic (PHT)” means the highest volume of traffic observed during a one- hour period, typically during morning or evening commute times.

20. “Peak Period Trips” means trips occurring during designated peak travel periods, usually defined as 6 –9 AM and 4 –7 PM on weekdays, when traffic congestion is highest.
42 5 of 15
27725v7

21. “Planning Permit” means a type of development permit issued by the City allowing for residential or business renovation, new development, or alteration of land or buildings in accordance with zoning and building codes.”

22. “Project” means a construction or reconstruction project that requires a zoning permit or building permit under Chapter 47 of the Mountain View Code.

23. “Property Manager” means an individual or entity responsible for the day -to-day operation, maintenance, and oversight of a residential, commercial, and/or mixed - use property.

24. “Property Owner” means any legal person possessing a present possessor interest in real property, including leases with a term of thirty-five (35) years or greater.

25. “Property Transfer Form” means a form used to document the transfer of ownership in real property.

26. “Single-occupancy vehicle (SOV)” means a motor vehicle occupied by only the driver during a commute or trip.

27. “Site” means a parcel or group of parcels of land considered as a unit for development or land use purposes.

28. “Telecommuting” means a work arrangement where employees perform job duties remotely, typically from home, under a formal agreement with their employer.

29. “Transit-Oriented Development (TOD)” means Project s that are located within one - half (0.5) mile of High -Quality Transit as defined in California Public Resources Code, Section 2115(b) and Section 21064.3,as may be amended.

30. “Transportation Coordinator” means a designated individual responsible for implementing and managing Transportation Demand Management (TDM) strategies at a development site, including commuter programs and travel surveys, if applicable.

31. “Transportation Information Worksheet (TIW)” is submitted by the A pplicant to the City review of a proposed development Project and/or use permit.

32. “Transportation Demand Management Agreement (TDM Agreement)” means a formal agreement between a developer and the City outlining TDM requirements, including the implementation of TDM Strategies, monitoring, and enforcement provisions.

33. “Transportation Demand Management Plan (TDM Plan)” means a Project's documentation, including a site plan and/or other documentation, that describes the TDM Strategies the Project will implement in order to comply with the TDM Ordinance for the Project site as approved by the Public Works Director or Designee. 43 6 of 15
27725v7

34. “Transportation Demand Management Program (TDM Program)” means the City of Mountain View policy requiring Projects to incorporate TDM Strategies in their proposed Projects.

35. “Transportation Demand Management Program (TDM Program) Standards” means the City of Mountain View’s Standards that contain details of the TDM Program goals and benefits, processes, ADT targets, TDM Strategies, and evaluation and reporting.

These program s tandards are contained within Appendix J of the City of Mountain View’s Multi-Modal Transportation Analysis Handbook.

36. “Transportation Demand Management Report (TDM Report)” means a yearly report submitted by T ransportation Coordinators or Property Owners detailing the implementation and effectiveness of TDM strategies, including mode share and trip reduction data.

37. “Transportation Demand Management Strategies (TDM Strategies)” means a programmatic and/or physical strategy that aims to reduce drive-alone trips and/or VMT, and/or encourages sustainable mobility in a way that meets the intent of this Ordinance.

38. “Transportation Demand Management Toolkit (TDM Toolkit)” means a resource guide listing approved TDM strategies, trip reduction potential, and implementation guidelines for Projects to meet ADT reduction targets.

39. “Traffic Counts” means quantitative data representing the number of vehicles passing a specific point over a defined period.

40. “Travel Survey” means a questionnaire distributed to site users (e.g., employees, residents) to collect data on commuting patterns, mode share, and travel behavior.

41. “Trip Cap” means a maximum number of allowable trips generated by a development.

42. “User-Defined TDM Strategy” means a TDM Strategy that is not currently listed in the TDM Program Standards and is proposed by an Applicant for inclusion in a Project's TDM Plan. A proposed User -Defined TDM Strategy shall aim to reduce drive -alone trips and/or VMT, and/or encourage sustainable mobility options in a way that meets the intent of this Ordinance.

43. “Vehicle Miles Travelled (VMT)” means a metric used to measure the total amount of miles driven by motor vehicles within a given area in Mountain View per (day/month/year).
https://laserfiche.mountainview.gov/WebLink/DocView.aspx?id=232482& dbid=0&repo=CityDocuments&cr=1
44 7 of 15
27725v7

44. “Very Small Project” means any single -family residential development of 12 units or fewer, any multi -family residential development of 20 units or fewer, or any office development that is 10,000 square feet or less.

SEC. 122 - Applicability.

A. This ordinance applies to all Projects seeking discretionary approval of a Planning Permit, to ministerial approvals, changes of use, or renovation Projects that generate 200 or more net new Average Daily Vehicle Trips (ADT).

B. TDM Programs shall be required in all new developments and redevelopment meeting the criteria set forth in this chapter. Developments in an area subject to a precise plan shall comply with any additional or different TDM requirements imposed by that precis e plan.

C. The following Projects are exempt from the requirements of this chapter:

1. Projects for which an application has been deemed complete by the City on the date this ordinance goes into effect.

2. Projects with 100% restricted affordable units, excluding unrestricted manager units that are:
a. Deed restricted by a public entity for at least 55 years period for rental units and at least 45 years for for-sale units to low-income residents (earning 80 percent or less of the Area Median Income) and;
b. Developed at a minimum density of 35 dwelling units per acre, and; c. Located in a High-Quality Transit Area, defined as areas within one-half (0.5) mile of a high-quality transit corridor or major transit stop. A high-quality transit corridor is defined in the California Public Resources Code, Section 2115(b) as may be amended. A major transit stop is defined in the California Public Resources Code, Section 21064.3, as may be amended.

3. Very Small Projects as defined by Section 121 of this Chapter.

4. Patron-driven Uses less than 100,000 square feet.

SEC. 123 - Annual TDM Fee.

A. The Council may establish by resolution an Annual TDM Fee for TDM activities reviewed by the City and monitoring of all sites subject to the requirements of this Chapter. All fees collected pursuant to this Chapter shall be deposited in an account separate from the General Fund. The purpose of the fee is to pay for the costs of administration, maintenance, and enforcement of this Chapter.
45 8 of 15
27725v7

B. The amount of the Annual TDM Fee may be revised annually based on the change in the Consumer Price Index for all Urban Consumers (CPI -U) as published by the Bureau of Labor Statistics for the Metropolitan Statistical Area or Combined Statistical Area inclusive of Mountain View, or any successor index that the City Council may designate by resolution. Any adjustment shall be reflected in the City’s Master Fee Schedule.

C. Details regarding administration of the annual TDM fee are included in the TDM Program Standards.

SEC. 124 - Transportation Demand Management Plan Requirements.

A. Projects shall submit a Transportation Demand Management Plan (TDM Plan) at the time of formal application for a Planning Permit, Ministerial Approval, or Building Permit. The Planning Permit, Ministerial Approval, or Building Permit shall not be deemed co mplete until the TDM Plan is submitted and meets the requirements of the City’s TDM Program Standards, which are provided in Appendix J of the City of Mountain View Multi -Modal Transportation Analysis (MTA) Handbook.

B. The City shall prepare and issue a Developer Handbook to the Applicant, Property Owner, Property Manager or Employer that provides an overview of the TDM process during permit review process and instructions for preparing a TDM Plan.

C. All TDM requirements established in this C hapter shall run with the land and be binding upon all current and future Property Owners. An approved TDM Plan shall be recorded in the Project’s Conditions of Approval and memorialized in a TDM Agreement that runs with the land, prior to issuance of building permit(s). . If an owner of a Project subject to the TDM ordinance executes a lease with a tenant or sells the property to a new owner, the current owner shall ensure that the terms of the TDM Agreement are disclosed to the new owner or tenant as a condition of sale or lease. Property Owners hold ultimate responsibility for ensuring that all TDM reporting and ADT reductions requirements are met, regardless of whether they are filed by the owner or tenant.

D. A Property Transfer Form must be completed and submitted to the City within thirty (30) calendar days of any change in property ownership. This form shall document that the new Property Owner is aware of all applicable TDM obligations and agrees to implement the approved TDM Plan associated with the site. Failure to submit the Property Transfer Form shall be subject administrative citation in accordance with City Code Section 1.7 E. The Applicant will select strategies from the Transportation Demand Management Toolkit, contained in the TDM Program Standards, to achieve the required level of trip reduction in net new ADT. The ADT reduction targets are based on Project size and associated ADT levels (Table 1).
a. For the purposes of this chapter, Transit- Oriented Development (TOD) Project s shall be subject to reduced ADT reduction targets. TOD Projects are located within one-half 46 9 of 15
27725v7

(0.5) mile of High -Quality Transit as defined in California Public Resources Code, Section 2115(b) and Section 21064.3,as may be amended.

Table 1. ADT Reduction Targets by Project Size
Project Size ADT Reduction Targets
Transit-Oriented Development
(TOD)
Non-Transit-Oriented Development
(Non-TOD)
Small (200–499 ADT) 20% 30%
Medium (500–999
ADT)
30% 40%
Large (1,000+ ADT) 40% 50%

F. ADT shall be calculated by a Transportation Impact Study (TIS) when a development is anticipated to impact the adjacent roadway network and capacity, where mitigations are necessary to support the mobility and connectivity of the proposed site. The MTA Handbook and associated TDM Program Standards jointly identify effective TDM strategies as a cost -effective means to reduce traffic congestion, improve air quality, address parking demand, provide affordable transportation, improve community health and expand transportation options in all areas of the City.

G. The TDM Plan will comprise a range of Core Strategies and Auxiliary Strategies to achieve the ADT reduction target. Applicants shall select from a range of strategies based on levels of effectiveness for trip reduction, provided in the MTA Handbook’s TDM T oolkit (TDM Program Standards).

H. Projects shall select the requisite number of Core Strategies to achieve the required ADT reduction target. Additionally, P rojects will be required to adopt Auxiliary Strategies to successfully implement the TDM Plan:

1. Small Projects: At least two (2) Auxiliary Strategies

2. Medium Projects: At least three (3) Auxiliary Strategies

3. Large Projects: At least five (5) Auxiliary Strategies I. Residential Projects meeting enhanced TDM criteria shall be exempt from residential minimum parking standards in Chapter 36. Projects may not select reduced parking as a TDM strategy to avoid double -counting towards their ADT reduction target. Enhanced TDM criteria shall include one of the following:

1. The residential Project shall meet an ADT reduction target of at least 5% greater than otherwise required in Table 1; or
47 10 of 15
27725v7

2. The residential Project shall adopt one additional core strategy and two additional auxiliary strategies over the minimum requirements of this Chapter.

Enhanced TDM criteria for Projects that are exempt from the provisions of this Chapter shall include one of the following:

1.The residential Project shall meet a reduction target of at least 5% of its projected ADT; or

2. The residential Project shall include at least one core strategy and two auxiliary strategies.

J. An Applicant may propose a User -Defined TDM Strategy as an alternative to those contained in the menu of TDM Strategies in the MTA Handbook’s TDM Toolkit (TDM Program Standards). This process shall be incorporated into the Planning Permit or Ministerial Permit application review. The Public Works Director or the Director’s designee, in consultation with the TDM Coordinator, shall have decision-making authority to approve a User-Defined TDM Strategy.

K. Prior to final inspection granting certificate of occupancy, the Applicant, Property Owner, Property Manager or Employer must show that all TDM Strategies included in the Project Conditions of Approval will be available as soon as the site is occupied. The TDM Plan shall run for the life of a P roject, be binding on any current and future Property Owner, Property Manager or Employer and be referenced as part of the Conditions of Approval.

SEC. 125 - Modifications to Approved Transportation Demand Management Plans.

A. The Property Owner or Developer may submit a request to the City to revise a TDM Plan.

The revised TDM Plan will be subject to review by City staff and approval by the Public Works Director or Designee.

B. All modified TDM Plans must comply with the TDM Program Standards in effect at the time when submitting their first TDM Plan. If the Public Works Department updates the TDM Program Standards subsequent to the date the Applicant submitted a TDM Plan, the Applicant may elect to have their Project be subject to all requirements of the current version of the TDM Program Standards by submitting a revised TDM Plan for approval, unless otherwise required by applicable law.

C. The TDM Agreement must be updated concurrently with any approved TDM Plan modifications and remain in effect for the life of the property.

SEC. 126 - Administration.

A. Upon enactment of this ordinance, the City shall establish, maintain and update the TDM Program Standards, which may be modified by the Public Works Director to ensure the ongoing implementation and operations of its provisions, and other necessary 48 11 of 15
27725v7

components of the TDM Program outlined in this section. The TDM Program Standards shall be consistent with the purpose of this chapter. The TDM Program Standards shall include the following:

1. TDM Program overview;

2. TDM Strategies and their associated ADT reduction levels and cost estimates by various land use types; and

3. TDM Program compliance, monitoring, and reporting requirements.

B. The TDM Program Standards shall be reviewed and evaluated periodically, as deemed appropriate by the City, to:

1. Provide feasible options to P roject Applicants for meeting TDM Program goals and outcomes; and

2. Reflect best practices in other jurisdictions, emerging technologies, and/or respond to lessons learned from monitoring, reporting, enforcement, and evaluation.

C. Applicants shall meet all requirements of the TDM Program Standards in effect when the application or SB 330 preliminary application is deemed complete by City staff. If the City updates the TDM Program Standards subsequent to the date the A pplicant submitted a TDM Plan, the Applicant may submit a revised TDM Plan for review and approval.

SEC. 127 - Monitoring and Reporting Requirements.

A. Applicable Projects must meet post -occupancy vehicle ADT reduction targets, as demonstrated through traffic counts and/or travel surveys, or an alternative methodology proposed by the Applicant and approved by City staff.

1. Exemptions
a. The following uses will not be subject to post-occupancy review of ADT reduction targets and site-specific trip caps, and will not be required to submit traffic counts or travel surveys:
i. Residential uses
ii. Patron-driven Uses
B. All Projects will submit an annual TDM Report to the Public Works Director or Designee on or before January 31, reporting on the previous year, to document the effectiveness of the TDM program in achieving the objectives as outlined in the Project’s TDM Plan. The first annual report shall be submitted one year after the site receives the Final Certificate of Occupancy.
49 12 of 15
27725v7

C. The City shall provide a template TDM Report to the Applicant, Property Owner, Property Manager or Employer to use in creating the annual TDM Report. Projects must submit the annual report documenting TDM implementation and outcomes. Reporting requirements are as follows, described in Table 2:

Table 2. TDM Reporting Requirements by Project Size
Reporting
Element
Project Size
Small (200–499 ADT) Medium (500–999 ADT) Large (1,000+ ADT) TDM Report Annually, for first 3
years after
occupancy
Annually, for first 10
years after occupancy
Annually, for first 20 years
after occupancy
Travel Survey
(Except
residential and
Patron-driven
Uses)
Annually, for 3 years Annually, for 10 years Annually, for 20 years Traffic Counts
(Except
residential and
Patron-driven
Uses)
Annually for 3 years Annually, for 10 years Annually, for 20 years

SEC. 128 - Compliance and Enforcement.

A. Compliance.

1. The City shall not issue a Planning Permit, ministerially approve a development , a Building Permit, or a Certificate of Occupancy to a P roperty Owner that is not in compliance with the requirements of this Chapter.

2. Prior to issuance of a Certificate of Occupancy, the Property Owner shall facilitate a site inspection by City staff to confirm that all approved physical improvements related to Project’s TDM Conditions of Approval have been implemented and/or installed. The Property Owner shall also provide documentation that all approved Strategies in the Project’s TDM Plan will be implemented. The process and standards for determining compliance shall be specified in the TDM Program Standards.

3. Compliance with the approved TDM Plan and associated ADT reduction targets shall be determined by monitoring and reporting activities. Requirements to implement and maintain the TDM Plan shall be recorded in the P roject’s Conditions of Approval and memorialized in a TDM Agreement that runs with the land, prior to building permit issuance.
50 13 of 15
27725v7

4. The site’s Transportation Coordinator shall ensure all reporting and implementation requirements are met.

B. Enforcement.

1. A violation of this Chapter is subject to enforcement in accordance with City Code Section 1.7 (Procedure for Enforcement).

2. A violation of this Chapter is also enforceable through all other civil and administrative remedies available to the City. Violations of this Chapter include:
a. Failure to submit a TDM Plan;
b. Failure to maintain required TDM Strategies.
c. Failure to submit a Property Transfer Form or Change of Use Form within thirty (30) calendar days of any change in property ownership. d. Failure to maintain on record with the City the Project’s current Transportation Coordinator information.
e. Failure to submit annual reporting on time;
f. Except residential and Patron-driven Uses, failure to meet ADT reduction target/ exceeding the site’s trip cap after two years of annual reporting.

3. The amounts of the fines for violations imposed pursuant to this C hapter shall be set forth in the schedule of fines established by Council resolution and adjusted annually according to the CPI.

4. If a Project commits a violation, the City shall issue a written warning and the Project shall have thirty (30) calendar days from receipt of the notice to correct the violation.

If the Project continues to commit the violation sixty (60) calendar days aft er receipt of the first written warning, the Project shall be subject to penalties which may include, but not be limited to, actions such as: monetary penalties, administrative fines/citations, and/or withholding of building, grading, demolition, foundatio n, use of land or change of use permits, or Certificates of Occupancy.

5. Penalty revenues collected under this C hapter shall be allocated to a dedicated City fund for TDM program administration, monitoring, and enforcement, and may also be used to support citywide or area -wide TDM Strategies and/or multimodal transportation improvements.

6. Costs incurred by the Property Owner for implementing supplemental TDM Strategies to support returning to compliance may be counted towards penalty fees. 51 14 of 15
27725v7

7. The assessment of such fees may be waived due to no fault of the Project, where:
a. The implementation of required TDM strategies is found to be infeasible due to unavailability of a service provider.
b. Economic hardship, such as the loss of all viable value or use of the property resulting from Ordinance-related fees
c. TDM strategy implementation cannot be maintained due to achieving an insufficient level of vacancy (less than 50% floor area/square footage). d. A conversion of at least 25% of the building to an exempt or patron-based use, or is occupied by a non-profit organization. The project will still be subject to meeting all trip reduction standards applicable to the remaining uses of the project.
e. Updates to the ITE trip generation manual or other sources, which warrant reviewing the initial assumptions and methodologies of previously established trip generation rates..
f. City may request supplemental information to substantiate any of the above exemption provisions.

SEC. 129 - Records and Audits.

A. Projects shall maintain and preserve, for the life of the Project, such records as may be necessary to demonstrate compliance with this Chapter.

B. Projects may be subject to periodic audits to confirm compliance with the TDM Program. Audits may also include but are not limited to:

1. City-administered traffic counts during a representative week to validate vehicle trip survey data.

2. Review of travel survey data;

3. Other compliance measures as determined by the Public Works Director or Designee.

SECTION 3. CEQA. The City Council finds, pursuant to Title 14 of the California Code of Regulations, Section 15307 that this ordinance is not subject to the California Environmental Quality Act (CEQA) because it is an action undertaken by a local agency for the purposes of protecting natural resources . The City Council also finds that on a separate and independent basis, pursuant to Title 14 of the California Code of Regulations, Section 15308 that this ordinance 52 15 of 15
27725v7

is not subject to the California Environmental Quality Act (CEQA) because it is an action undertaken by a local agency for the purposes of protecting the environment.

SECTION 4. Severability. If any section, subsection, sentence, clause, or phrase of this ordinance is for any reason held to be unconstitutional, such decision shall not affect the validity of the other remaining portions of this ordinance. The City Council hereby declares that i t would have passed this ordinance and each section, subsection, sentence, clause, or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, or phrases be declared unconstitutional.

SECTION 5. Publication. Pursuant to Mountain View City Charter section 522, at least two (2) days prior to final adoption of this ordinance, the City Clerk shall post the ordinance in three (3) prominent places in the City and publish in the City’s official newspaper notice setting forth the title of the ordinance, the date of its introduction, and a list of the places where copies of the ordinance are posted.

SECTION 6. Effective Date. Pursuant to Mountain View City Charter section 519, this ordinance shall become effective thirty (30) days after the date of its adoption.

– – – – – – – – – – –

53 DATE: May 12, 2026
CATEGORY: Public Hearing
DEPT.: Public Works
TITLE: Repeal and Reenact Article X
(Transportation Demand Management)
of Chapter 19 (Motor Vehicles and
Traffic) of the Mountain View City Code
to Establish a Citywide TDM Program
R

ECOMMENDATION
I
ntroduce an Ordinance of the City Council of the City of Mountain View Repealing and Reenacting Article X of Chapter 19 of the Mountain View City Code to Establish a New Transportation Demand Management Program, to be read in title only, further reading waived, and set a second reading for May 26, 2026 (Attachment 1 to the Council report).

ACKGROUND
T
he City has long focused on reducing single -occupancy vehicle (SOV) trips on its roadways and on providing incentives and opportunities for travelers to use alternative transportation methods. Transportation accounts for more than 60% of carbon emissions in Mountain View, with drive-alone trips representing the biggest contributor to emissions and pollution.

I
n 1994, the City adopted a Transportation Demand Management (TDM) Ordinance (Article X) of Chapter 16 (Section 19.120) to comply with Valley Transportation Authority’s (VTA) Congestion Management Program (CMP) in accordance with California Statute, Govern ment Code 65088.

The CMP’s goal is to develop a transportation improvement program to enhance multi -modal transportation system performance, land- use decision -making, and air quality across local jurisdictions. The City is required to annually certify its compliance with CMP legislation to the Congestion Management Agency. As adopted, the TDM Ordinance provisions require TDM programs of larger employers to achieve reductions in traffic and congestion within the City and the region. This Ordinance is still currently in effect.

On
July 10, 2012, the City Council adopted the 2030 General Plan, identifying key mobility goals to promote effective TDM programs for existing and new development. TDM strategies were deemed necessary to advance the City’s goals of managing roadway demand and enhancing mobility by incentivizing alternative transportati on options, such as transit, walking, bicycling, and carpooling.

Attachment 2
54 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 2 of 16 ends

In August 2012, Council approved the Greenhouse Gas Reduction Program (GGRP ). The GGRP aims to implement General Plan mobility policies, comply with state climate change legislation (Senate Bill (SB) 375 and Assembly Bill (AB) 32), and comply with regional Bay Area Air Quality Management District (BAAQMD) guidelines. Since transp ortation-related emissions account for nearly 60% of Citywide emissions, addressing transportation is a major focus of the City’s efforts under the GGRP. The GGRP established the following:

1. Mandatory commute trip reductions for development projects generating new employment;

2. TDM requirements for new development in certain areas of the City; and

3. Planned actions for reducing greenhouse gas emissions, including Measure T -1.1, Transportation Demand Management, which calls for adoption of a Citywide TDM Ordinance with TDM performance reporting requirements, procedures, and funding mechanisms.

Since 2014, Council has also adopted four Precise Plans —San Antonio Precise Plan (2014), El Camino Real Precise Plan (2014), North Bayshore Precise Plan (2014), and East Whisman Precise Plan (2019) —that establish TDM requirements for each Precise Plan area. Additionally, the Downtown Precise Plan (1988) provides guidance on trip-reduction plans. However, TDM requirements are uniform only within Precise Plan areas, not on a Citywide basis.

On October 22, 2019, Council adopted the Sustainability Action Plan 4 (SAP-4) that created a fund to advance sustainability actions, including funding to hire a TDM analyst to support the planned expansion of TDM requirements Citywide. The Public Works Department hired a TDM analyst in January 2022, which allowed work to begin on developing a Citywide TDM Ordinance.

On June 22, 2021, Council adopted Strategic Priorities for Fiscal Years 2021 -23, which included developing a Citywide TDM Ordinance to standardize trip- reduction targets across the City and establish uniform TDM monitoring and reporting provisions. On June 13, 2023, Council reaffirmed this item as a Council Priority for Fiscal Years 2023 -25 and categorized development of a Citywide TDM Ordinance as one of the City’s highest priorities. The intent of the Ordinance is to build on the demonstrated effectiveness of TDM in the Precise Plan areas and apply its practice more consistently and predictably on a Citywide basis.

55 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 3 of 16 ends

On February 20, 2023, the City executed a contract with Steer Davies & Gleave, Inc., to provide professional services to support the development of a Citywide TDM Ordinance. The project team has undertaken the following tasks:

• Reviewing and analyzing the regulatory context and existing TDM requirements.

• Defining the vision, goals, and principles for the TDM Ordinance.

• Developing a draft framework for the Citywide Ordinance, including analysis of approaches in peer and best practice cities.

• Engaging an internal Technical Advisory Committee consisting of City staff from Economic Vitality, Planning, Sustainability, Traffic, Transportation, and Land Development.

• Engaging with community members, developers, employers, and property managers, including meetings with the Downtown Business Association on June 13, 2023, Mountain View Chamber of Commerce on June 14, 2023, Mountain View Transportation Management Association (TMA) Board on May 25, 2023 and May 30, 2024, a community meeting on January 21, 2025, and 14 one-on-one conversations with stakeholders.

• Presenting key deliverables and gathering feedback from the following advisory bodies:

— The Bicycle/Pedestrian Advisory Committee (BPAC) reviewed the project vision and objectives on October 25, 2023 and TDM Policy framework on January 29, 2025;

— The Environmental Planning Commission (EPC) reviewed the project vision and objectives on November 1, 2023 and TDM Policy framework February 5, 2025;

— The Council Transportation Committee (CTC) reviewed the project vision and objectives on January 30, 2024 and TDM Policy framework on March 4, 2025; and

— The City Council held a Study Session on the TDM Policy framework on June 10, 2025.

• Drafting Ordinance language and commencing the TDM cost estimation and implementation planning study.

ANALYSIS

TDM refers to strategies and incentives designed to reduce SOV trips and encourage the use of alternative modes of transportation, such as transit, walking, bicycling, and carpooling. Common 56 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 4 of 16 ends

TDM measures include transit subsidies, vanpool and carshare services, commuter incentives, bicycle facilities, and flexible work arrangements. Successful implementation of TDM programs can reduce traffic and congestion, mitigate demand for on- site parking , and achieve transportation mode shift to sustainable travel options.

The City’s approach to TDM spans a mix of project size and land use types as shown in Figure 1, where at least 27 entitled development projects in Mountain View have existing TDM requirements as part of their Conditions of Approval. These requirements are supported by broad enabling policies, including the General Plan, Precise Plans, GGRP, and Sustainability Action Plan in addition to state laws and regulations. Within Mountain View, TDM requirements are applied to a wide range of land uses, including office or commercial development (44%), mixed use (19%), Master Plan areas (7%), multi-family residential (19%), hotel (7%), and medical facilities (4%).

57 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 5 of 16 ends

Figure 1: Existing Citywide TDM Requirements

To develop a policy framework for a Citywide TDM Ordinance, the project team synthesized information on existing TDM requirements through community and stakeholder outreach conducted from 2023 to 2025. Staff gathered the following feedback to understand the current state of practice of TDM in the City:

• Stakeholders, such as employers, small businesses, and property managers, indicated that they understand the value of TDM measures in providing benefits to employees or residents in terms of safe, sustainable, and equitable mobility options.

58 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 6 of 16 ends

• Employers noted that the City’s TDM requirements provide the basis to support ongoing investment in their commuter programs.

• Stakeholders expressed support for greater standardization of TDM requirements, including a TDM menu of options from which they can select to shape their TDM Plans and meet their transportation goals.

• Several stakeholders requested greater flexibility to update or adjust their TDM Plan following implementation to respond to evolving travel patterns and availability of mobility options and new technologies.

• Employers and developers noted that the current process for including TDM Conditions of Approval could benefit from increased standardization of TDM requirements to increase predictability during the entitlement process.

As such, the following vision for the project was established to shape the development of the Citywide Ordinance based on Council’s original direction as well as the existing conditions analysis and input from community members, stakeholders, BPAC, EPC, and CTC:

“The Transportation Demand Management (TDM) Ordinance seeks to reduce single- occupancy vehicle trips for new development and increase use of multi- modal transportation alternatives that are sustainable, equitable, effective, and respond to changing demands.”

Additionally, the Ordinance framework was informed by the four guiding principles of predictability, effectiveness, sustainable mobility, and equity, as shown in Figure 2.

Figure 2: Guiding Principles for Developing the TDM Ordinance 59 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 7 of 16 ends

Draft Ordinance Framework

The proposed TDM Ordinance establishes standardized guidelines for a Citywide TDM Program applicable to new development, including modifications, change of use, and expansions of existing sites that exceed defined trip generation thresholds.

Participation in the new TDM Program will be determined by the following components:

• Applicability: All projects generating 200 or more net new Average Daily Trips (ADT), including residential, commercial, and mixed -use developments. The TDM ordinance will apply to projects with anticipated net new ADT that fall into the categories specified in Table 1. The size thresholds align with the City’s existing MTA analysis and VMT policy, which is consistent with SB 743 to reduce transportation impacts related to new development. Projects will be categorized as small, medium, or large based on anticipated daily trip generation.

Table 1: TDM Ordinance Applicability Approximate Thresholds by Project Category

Land Use Type Small Medium Large
200-499 ADT 500-999 ADT 1,000+ ADT
Multi-Family Residential 30 < units < 75 75 < units < 150 > 150 units Single-Family Residential 20 < units < 55 55 < units < 105 > 105 units Retail < 10,000 ksf 10 < ksf < 20 > 20 ksf
General Office 20 < ksf < 45 45 < ksf < 90 > 90 ksf
Research and Development Center 20 < ksf < 45 45 < ksf < 90 > 90 ksf General Industrial 40 < ksf <100 105 < ksf < 205 > 205 ksf Warehousing 115 < ksf < 290 290 < ksf < 585 > 585 ksf
Other Threshold would be based on the most similar land use type and determined in agreement with City staff.

• Performance Metric: ADT will be the primary metric to assess the estimated trip generation rates from development, consistent with the City’s Multi -Modal Transportation Analysis (MTA) Handbook.

• Trip Reduction Targets: The proposed ADT reduction targets (see Table 2, below) are based on the City’s existing Precise Plans targets and benchmarking against comparable TDM programs in peer jurisdictions, including San Francisco, San Mateo County, Redwood City, 60 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 8 of 16 ends

San Jose, Sunnyvale, and Santa Monica, as well as attainable TDM strategies modeled in the VTA Vehicle Miles Traveled (VMT) evaluation tool.

To achieve the necessary trip reductions, staff has developed a TDM Toolkit comprised of measures that reflect varying levels of effectiveness for reducing trip generation. The Toolkit (Attachment 3 —Draft TDM Toolkit) offers a menu of strategies that vary in scale and cost, allowing projects to create site-specific TDM Plans tailored to their needs.

The TDM measures are grouped into two categories of Core and Auxiliary Strategies. The applicant is required to select the requisite number of Core Strategies based on project size and estimated ADT generation. To support the implementation of Core Strategies, the project will be required to implement a set number of Auxiliary Strategies in accordance with the project size.

The tiered requirement for Auxiliary Strategies is as follows:

• Small Projects: At least two (2) Auxiliary Strategies. • Medium Projects: At least three (3) Auxiliary Strategies. • Large Projects: At least five (5) Auxiliary Strategies.

As shown in Table 2 below, reduction targets scale with project size with adjusted (lower) targets for residential and Transit-Oriented Development (TOD) to reflect their inherently lower baseline trip generation. For the latter, TOD projects are those located in a High- Quality Transit Area, defined as areas where at least fifty percent (50%) of the project area is within one-half (0.5) mile of a high-quality transit corridor or a major transit stop. Such transit facilities may include: (a) an existing rail station or ferry terminal served by bus or rail; (b) a bus stop with peak service frequency of fifteen (15) minutes or less; or (c) a planned rail station or planned ferry terminal served by bus or rail, as defined in California Public Resources Code Section 21155(b).

Table 12: Proposed ADT Reduction

Project Size ADT Generation
ADT Reduction Target
Non-Residential &
Non-TOD Projects
Residential & TOD1
Projects
Small Project 200-499 30% reduction 20% reduction
Medium Project 500-999 40% reduction 30% reduction
Large Project 1,000+ 50% reduction 40% reduction

1 “Transit-Oriented Development (TOD)” means projects where at least 50% of the project is located within one - half (0.5) mile of high -quality transit as defined in California Public Resources Code, Section 2115(b) and Section 21064.3, as may be amended.
61 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 9 of 16 ends

• TDM Plans: Subject projects will submit and adopt a TDM Plan prior to project approval.

The TDM Plan will include selections from a menu of strategies available in the TDM Toolkit (Attachment 3 —TDM Toolkit) that encompass a mix of Core and Auxiliary Strategies.

Projects will be required to adopt the requisite number of Core Strategies consistent with their ADT reduction target. Core Strategies will offer a range of flexible, proven trip - reduction strategies for applicants to select from to develop a TDM Plan. Additionally, “Auxiliary Strategies” are those that may not have significant trip -reduction potential as stand-alone strategies but supplement the implementation of Core Strategies. Finally , a TDM Agreement will be executed by the developer prior to entitlement to formalize the adoption and intent to implement the approved TDM Plan.

• Monitoring and Reporting: To demonstrate compliance and provide data on the effectiveness of TDM efforts, all projects will be required to submit ongoing standardized annual reporting following the first year of post occupancy , consistent with their project size:

— Small Projects (200 to 400 ADT): Annually for three (3) years. — Medium Projects (500 to 999 ADT): Annually for ten (10) years. — Large Projects (1,000+ ADT): Annually for twenty (20) years.

Additionally, for nonresidential projects:

— Annual reporting will include assessment of the project’s performance in achieving its trip cap, supported by commute travel surveys and driveway count data.

• Enforcement: All projects subject to the TDM Ordinance are required to comply with the provisions of the Municipal Code. Noncompliance will be enforced pursuant to Section 1.7 (Article 1, Violations) and Section 1.17 (Article 2, Administrative Penalties) of City’s Code Enforcement regulations.

Examples of violations of the TDM requirements may include, but are not limited to:

— Failure to submit required annual TDM monitoring reports or updates to the TDM Plan.

— Failure to implement or maintain approved TDM measures and strategies.

— Failure of nonresidential projects to achieve the required ADT reduction target or exceeding an established site-specific trip cap.

62 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 10 of 16 ends

Projects found to be out of compliance may be subject to administrative penalties and other enforcement actions in accordance with the Municipal Code.

TDM Policy Framework

The proposed Ordinance reflects several changes to the TDM Policy framework, which have been incorporated based on feedback from key stakeholders since the Council Study Session on June 10, 2025. To support the successful implementation of the TDM Program, the proposed changes will:

• Implement Program 1.2(c) and Program 1.3(d) of the Sixth Cycle 2023- 2031 Housing Element, which requires the City to adopt a TDM Ordinance, study the cost of TDM requirements on typical residential developments, and allow residential developers to meet TDM goals through lower-cost options. To support this, the proposed Ordinance will allow res idential parking reductions and exemptions from parking requirements for projects proposing to use enhanced features of a TDM Plan, which achieve a higher level of trip reduction than the minimum requirement.

— To satisfy the enhanced TDM criteria for exemption from the minimum parking standard, a residential project must either: (1) exceed its applicable ADT reduction target by at least five percent (5%); or (2) adopt one (1) additional Core Strategy and two (2) additional Auxiliary Strategies over the minimum required number.

— The enhanced TDM criteria are intended to incentivize higher levels of trip reduction and reduced parking demand while increasing mobility options for residential projects, as well as support the City’s broader goals related to expanding affordable housing.

— The TDM toolkit has been updated with additional lower -cost strategies to provide more flexibility for residential projects of all sizes to comply with TDM requirements.

Additionally, the ADT targets for residential developments match those of TOD projects, given their lower baseline trip generation rates and effectiveness to reduce local and regional single-occupancy trips.

— Based on feedback received from EPC on April 15, 2026, the proposed ordinance will be structured to allow both reduced parking and unbundled parking strategies for residential projects to meet the enhanced TDM criteria for parking exemptions and reduced parking minimums.

63 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 11 of 16 ends

• Provide specific exemptions for “patron-driven uses” under applicability standards:

— Development consisting of patron-driven uses less than net new 100,000 square feet will be exempted from the TDM Program. Patron- driven uses are defined as nonresidential uses whose trip generation is primarily patrons, rather than employees. Examples include child-care centers, religious institutions, retail (general merchandise, grocery, and similar), restaurants, entertainment, medical, and other personal services. Such uses are local- serving and support economic vitality by attracting and retaining retail and other service-oriented mixed uses.

• Monitoring and reporting provisions for residential and patron-driven uses: All residential and patron-driven uses will be exempted from site -specific trip caps and associated ADT reduction target requirements, including provisions requiring travel surveys and driveway counts. The exemptions reflect existing conditions and local and state regulations that seek to reduce financial costs and administrative burdens associated with delivering more affordable housing and local-serving uses. However, these projects will still be required to adopt and implement a TDM Plan and provide ongoing annual TDM reporting in accordance with project size.

• Required TDM Strategies: Mountain View Transportation Management Association Membership. As a private nonprofit membership organization, the TMA is funded by Mountain View businesses and property owners to address transportation challenges for the benefit of the community. The MVgo shuttle service, which provides fare-free last-mile connections between the Transit Center and main employment hubs, is administered and funded by the TMA’s Board of Directors. While the TMA assesses fees of its members to fund MVgo operations and similar TDM programs, there is risk of potential violation of Proposition 218, which was adopted in 1996 to ensure that all taxes and most charges on property owners are subject to voter approval. As such, establishing a Property -Based Improvement District (PBID) is a remedy to ensure an equitable means of assessing membership fees to fund MVgo and other TMA-provided services in the future.

— The TDM Policy Framework adopted last June included the TMA membership requirement for medium and large nonresidential projects and large residential projects only. Due to the issues noted above, the proposed Ordinance will not require projects of any siz e to join the TMA. Membership in the TMA will be optional and included in the TDM Toolkit, incentivizing new projects to join as a way to satisfy their TDM requirements and trip-reduction goals.

— While TMA membership will not be required, staff with the TMA, will explore the process of establishing a PBID in Mountain View following adoption of the Ordinance. 64 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 12 of 16 ends

Similar to other jurisdictions, such as the City of Emeryville , the goal of establishing the PBID will be to provide a long -term and scalable approach to funding TMA - provided services, including the MVgo shuttle. A PBID in Mountain View would also support growing membership in the TMA by clearly defining the structur e for governance and assessment of member fees.

• Enforcement and Penalties: The proposed Ordinance seeks to align the enforcement provisions under Section 1.7 (Code enforcement —Violations) and Section 1.17 (Administrative penalties) of the Mountain View City Code. This approach is consistent with neighboring jurisdictions that treat violations of TDM noncompliance as municipal code violations, issuing administrative citations. Where the project is not at fault for noncompliance, the assessment of penalty fees may be waived under certain circumstances, such as the unavailability of a TDM service provider, high vacancy rates , or economic hardship. Additionally, the City Code enforcement provisions will consistently apply to all projects subject to the Ordinance rather than specific project Conditions of Approval. Staff will work with existing projects that request to opt into the Citywide TDM Ordinance in order to benefit from this streamlined enforcement approach.

FISCAL IMPACT

To support effective implementation of the TDM Ordinance and ensure long ‑term program sustainability, the City has hired a consultant to support cost estimating and an implementation planning study. This study will evaluate the range of City staff time and administrative resources required to administer the Ordinance, including TDM Plan review during entitlement, ongoing monitoring and reporting, compliance and enforcement activities, program evaluation, and maintenance of any supporting software platforms. The findings will inform consideration of a potential annual TDM fee, intended to recover a portion of the City’s on going costs associated with administering and enfor cing the Ordinance. The study will account for efficiencies gained through standardized reporting, automation, and potential partnerships, with the intent of helping align any future fee with the level of effort required to support participating developments over time. Following completion of this fee study, staff will draft a resolution for the City Council to review and adopt.

Page 13 of 16 ends

ENVIRONMENTAL REVIEW

The City Council finds, pursuant to Title 14 of the California Code of Regulations, Section 15307, that this Ordinance is not subject to the California Environmental Quality Act (CEQA) because it is an action undertaken by a local agency for the purposes o f protecting natural resources. The City Council also finds that, on a separate and independent basis, pursuant to Title 14 of the California Code of Regulations, Section 15308, that this Ordinance is not subject to the California Environmental Quality Act (CEQA) because it is an action undertaken by a local agency for the purposes of protecting the environment.

ENVIRONMENTAL PLANNING COMMISSION REVIEW

On April 15, 2026 , the Environmental Planning Commission (EPC) reviewed the draft TDM Ordinance, Draft TDM Program Standards, and Draft TDM Toolkit and provided the following input on these items.

• Broad support of staff’s approach to establish a flexible structure through enforceable ordinance requirements and adaptable TDM program standards.

• Proposed redlines to the Draft TDM Program Standards to ensure consistent language with the ordinance regarding the exemption for Very Small Projects; and provide further clarity on where annual TDM fee details will be documented in the Standards document.

• Majority support to recommend additional strategies be considered in the future for residential projects, including:
o Tiered parking reductions for residential projects, recognizing deeper reductions with greater TDM credit;
o Encourage delivery of mixed -use projects that result in internalization of trip demand and reduce net new ADT; and
o Consideration of adding design- based strategies within the Toolkit that improve walkability and pedestrian access.

• Broad support of staff to advance the ordinance as proposed, recognizing it as an important policy step for achieving key citywide goals.

• Recommended the evaluation of projects that may not fall discretely into the size thresholds and ADT targets as described in Table 2.

66 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 14 of 16 ends

• Proposed modification to the Definitions section to include classification of Autonomous Vehicles (AVs).

• Recommended the future evaluation of TDM requirements from which projects might request concessions and waivers granted under the State Density Bonus Law.

COUNCIL TRANSPORTATION COMMITTEE REVIEW

On May 5, 2026, the Council Transportation Committee (CTC) reviewed the draft citywide TDM Ordinance, Draft TDM Program Standards, and Draft TDM Toolkit. The CTC unanimously voted in support of staff’s recommendations to advance the draft TDM Ordinance to the full Council for consideration. Staff will present key feedback received from CTC on these items at the City Council meeting on May 12, 2026.

NEXT STEPS

Following Council review, comments from key stakeholders will be incorporated into the proposed citywide TDM ordinance, program standards, and TDM toolkit, ahead of the second reading of the Ordinance by Council on May 26, 2026. The proposed Ordinance would be effective 30 days after the second reading. Once adopted, implementation steps will include:

• Development and refinement of the TDM Program Standards and a TDM Toolkit;

• Update Precise Plans and the City Code to implement Housing Element action items and Ordinance provisions;

• Present an annual TDM fee resolution to Council for review and adoption;

• Explore feasibility of establishing a Property-Based Assessment District Citywide;

• Integration with the City’s permitting and entitlement processes;

• Establishment of ongoing monitoring and reporting systems, including identifying technology solutions/providers; and

• Coordination with stakeholders and regional partners.

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 67 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 15 of 16 ends

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

CONCLUSION

The proposed TDM Ordinance provides a consistent, Citywide approach to TDM program implementation, informing future updates to Precise Plans and ensuring alignment between development standards and transportation impact analyses. Adoption of the Ordinance represents a key step in advancing the City’s efforts to reduce single -occupancy vehicle trips for development and increase the use of sustainable travel options. The proposed Ordinance also fulfills a key Council Strategic Priority of the General Plan and Sustainability Action Plan intended to bolster healthier, more sustainable patterns of transportation and planned growth.

ALTERNATIVES

1. Approve the City Code amendments and TDM Program Standards with modifications

2. Do not approve the City Code amendments and TDM Program Standards

68 Repeal and Reenact Article X (Transportation Demand Management) of Chapter 19 (Motor Vehicles and Traffic) of the Mountain View City Code to Establish a Citywide TDM Program
May 12, 2026

Page 16 of 16 ends

PUBLIC NOTICING

The meeting agenda and staff report were posted on the City’s website and distributed to interested stakeholders, including community groups, business organizations, and individuals who have requested notification on TDM-related topics. A newspaper notice has been circulated for this meeting.

Prepared by:

Ben Pacho
Transportation Planner

Diana Pancholi
Principal Planner

Allison Boyer
Assistant Public Works Director

Approved by:

Jennifer Ng
Public Works Director

Kimbra McCarthy
City Manager

Attachments: 1. Draft Citywide Transportation Demand Management (TDM) Ordinance

2. Draft TDM Program Standards

3. Draft TDM Toolkit

4. Environmental Planning Commission Report dated April 15, 2026

69 City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 206119, Version: 1
Appoint Committee Members
Adopt a Resolution of the City Council of the City of Mountain View Appointing Junaid Qurashi to the Downtown Committee and Appointing Merry Yen to the Human Relations Committee, to be read in title only, further reading waived (Attachment 1 to the Council report).

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

May 26, 2026
CATEGORY:

Consent
DEPT.:

Council Appointments Review Committee,
City Clerk’s Office

TITLE: Appoint Committee Members

RECOMMENDATION

Adopt a Resolution of the City Council of the City of Mountain View Appointing Junaid Qurashi to the Downtown Committee and Appointing Merry Yen to the Human Relations Committee, to be read in title only, further reading waived (Attachment 1 to the Council report).

BACKGROUND

On April 27, 2026, the Council Appointments Review Committee interviewed two applicants for openings on the Downtown Committee and Human Relations Committee . The Council Appointments Review Committee made recommendations for appointments and terms as outlined in Attachment 1.

Remaining vacancies on committees will be advertised again for further recruitment and consideration by the Council Appointments Review Committee.

LEVINE ACT

Page 2 of 2 ends

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—Other direction as provided by Council.

PUBLIC NOTICING—Agenda posting and a courtesy notification to all applicants.

Prepared by:

Emily Ramos, Chair
Council Appointments Review Committee

Wanda Wong
Deputy City Clerk
Reviewed by:

Heather Glaser
City Clerk

Attachment: 1. Resolution
72 Attachment 1
-1-

CITY OF MOUNTAIN VIEW
RESOLUTION NO.

SERIES 2026

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN VIEW

APPOINTING JUNAID QURASHI TO THE DOWNTOWN COMMITTEE AND

APPOINTING MERRY YEN TO THE HUMAN RELATIONS COMMITTEE

WHEREAS, on April 27 , 2026, the Council Appointments Review Committee interviewed applicants and made recommendations for appointments on the Downtown Committee and Human Relations Committee; now, therefore, be it

RESOLVED: that the City Council of the City of Mountain View makes the following appointments:

Junaid Qurashi i s appointed to the Downtown Committee, Downtown Property Owner and/or Representative of a Business in the Downto wn category for the unexpired term ending December 31, 2028; and

Merry Yen is appointed to the Human Relations Committee for the unexpired term ending December 31, 2026.

– – – – – – – – – – –
73 City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205795, Version: 1
Economic Vitality Strategy Annual Progress Report
Accept the 2026 Economic Vitality Strategy Annual Progress Report.

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

May 26, 2026
CATEGORY:

Consent
DEPT.:

Community Development

TITLE: Economic Vitality Strategy Annual
Progress Report

RECOMMENDATION

Accept the 2026 Economic Vitality Strategy Annual Progress Report.

BACKGROUND

Economic Vitality Strategy

In April 2024, the City Council adopted the Economic Vitality Strategy (EVS or Strategy), a 10-year road map to strengthen Mountain View’s economy and support a thriving, inclusive community.

The Strategy aims to align the City ’s leadership, residents, and businesses around a shared economic vision that fosters both economic and community well-being. It takes a comprehensive view of economic vitality, encompassing not only industry and employment, but also residents’ economic security and quality of life.

The EVS outlines five overarching community goals, supported by 25 strategies and 164 action items. These action items encompass a range of initiatives, including programs, plans, studies, ordinance updates, and other policy or implementation measures. The strategies and actions are designed to promote economic prosperity and vitality in the City and are grounded in extensive data analysis and input from a broad range of stakeholders. The Strategy was shaped through policy direction from Council and robust community engagement, incorporating feedback from Mountain View residents, business owners, commun ity leaders, and representatives from the nonprofit and private industry sectors (see September 26, 2023 Council Study Session and April 23, 2024 Council report).

Vision and Goals

Following extensive community consultation and analysis, the Council adopted the EVS with the following overarching vision and supporting goals to guide its efforts (see Figure 1):

75 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 2 of 12 ends

Vision: Mountain View seeks to create a thriving community where small businesses, innovation, entrepreneurship, and diversity are encouraged and flourish. We aim to be a global leader that balances a flourishing economy with the health and well-being of our community and the environment.

Figure 1: EVS Goals

Alignment with Other City Plans

The EVS includes an analysis of how the Strategy supports and works alongside other City plans, including the General Plan, Precise Plans, Downtown Parking Strategy, and the Housing Element.

EVS Implementation

All EVS action items include a timeline, cost designation, departments and divisions involved, and identification of key actions focused on equity. As shown in Table 1 below, action items were prioritized into immediate-, short-, medium-, and long-term timeline categories.

Table 1: Number of Action Items by Timeline

Timeline Implementation Number of
Corresponding Actions
Share of Total
Items
Immediate = Less than one year 21 13%
Short-term = one to two years 38 24%
Mid-term = three to five years 68 41%
Long-term = more than five years 37 22%

76 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 3 of 12 ends

Measures of Success

To evaluate the effectiveness of the EVS, staff developed 15 “Measures of Success” aligned with the five community goals. Several of these measures apply to more than one goal, as detailed in Attachment 1 (also referenced as Appendix C in the EVS). The measures include both performance-based metrics, with specific targets established, and workload indicators. These metrics were developed using best practices from the International Economic Development Council and the California Association for Local Economic Development.

ANALYSIS

EVS Implementation Summary

Figures 2 and 3 provide a visual summary of the implementation progress of EVS actions over Year 2 of the Strategy (April 2025 to April 2026). These figures offer a snapshot of the activities supporting the plan’s implementation and are updated annually to reflect progress.

Figure 2 illustrates the implementation status across all five goals of the EVS, showing the number of actions categorized as “Completed,” “Ongoing,” “In Progress,” or “Not Started .” The status categories are defined as follows:

• Completed: All tasks or milestones have been achieved, and no further action is required.

• Ongoing: The action is continuous in nature and does not have a defined endpoint.

• In Progress: Action is underway with measurable steps being taken toward implementation.

• Not Started: No substantive action has been taken to date. 77 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 4 of 12 ends

Figure 2: Status of EVS Actions by Goal

Figure 3 offers a complementary view of implementation progress by categorizing actions according to their intended timeline: immediate, short -, medium -, and long -term. Tracking progress in this way provides insight into how the Strategy is advancing relative to established timelines, helps identify areas that may require adjustment or additional support, and informs the planning and prioritization of staff work plans.

Figure 3: Status of EVS Actions by Timeline

78 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 5 of 12 ends

Figure 4 provides a year -to-year comparison of all action items by status (completed, on -going, in progress, and not started), illustrating the progress from Year 1 to Year 2 of implementation.

Figure 4: Year-to-Year Comparison of EVS Actions

A comprehensive list of the EVS actions and status updates for each action item can be found in Attachment 2, EVS Implementation Matrix.

Key Accomplishments

Over the past year, notable progress has been made on several key initiatives identified in the EVS. The list below highlights actions that have been completed or have had substantial components implemented:

• Small Business Zoning Code Updates : Adopted a series of s mall business Zoning Code updates designed to support small businesses and modernize land use regulations. These updates streamlined permit provisions for certain small- footprint land uses up to 4,000 square feet in floor area , removed c hange of use permit requirements for changes from one permitted nonresidential use to another, reduced the need for conditional use permits for certain types of active businesses (e.g., retail, restaurants, personal service, and indoor recreation and fi tness centers), and reduced minimum parking standards for retail and personal service uses to better align with other nearby communities . Together, these changes help the City remain regionally competitive while better aligning zoning regulations with current retail and service market trends. The updates also simplified the Code, making it easier and less expensive for businesses to open in Mountain View. (Actions 1B.7, 4A.6, and Strategy D)

• Facade Improvement Grant Program : Supported 14 small business projects in downtown and other commercial areas , helping businesses invest in storefront improvements that enhance customer experience and strengthen neighborhood commercial areas. Grant funds have supported improvements such as exterior painting, new signage, and architectural upgrades. Recent program updates approved by Council on March 10, 2026 provide increased flexibility and financial support to Mountain View small businesses. (Action 1C.1)

79 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 6 of 12 ends

• Commercial Real Estate Engagement: Continued the Broker Breakfast series as part of a broader strategy to strengthen partnerships with the commercial brokerage community.

These efforts enhance two -way communication, increase awareness of City priorities and available resources, and position Mountain View as a proactive and business -friendly environment for investment. (Action 3D.1)

• 2026 Games Activations : Successfully delivered the “Fan Fest Tailgate,” a Super Bowl activation that brought significant activity to downtown through live music, games, and community giveaways. The event resulted in a 39% increase in visitors and a 21% increase in average dwell time in the downtown area compared to the same day in the prior year.

To further support local businesses, the City developed a Business Fan Fest Map highlighting promotions and events, which received over 8,000 views.

Building on this momentum, the City is preparing for 2026 World Cup Summer of Soccer activations through a coordinated program of downtown watch parties, business promotions, park activations, and community events. These efforts are designed to increase visitor activity, support local businesses, and position Mountain View as a vibrant and welcoming destination. (Actions 2E.3 and 4F.4)

• Downtown Entertainment Zone Pilot Program: Established an 18-month pilot program on Castro Street for City -hosted events, including the upcoming World Cup activations. The pilot is intended to enhance community programming, support local businesses, and strengthen Mountain View’s position as a regional destination. (Actions 2E.3 and 2E.4)

• Downtown Pop-Up: Launched the “Don’t Eat Me” pop -up retail space in partnership with MOMENT at 293 Castro Street, activating a previously vacant storefront. This one -year program provides brick -and-mortar opportunities for four creative microbusinesses and represents a proactive approach to addressing vacancies. The pop -up is performing strongly in its initial months, with sales trends comparable to some of the highest- performing periods at other MOMENT pop -up locations. (Actions 1C.3, 1C.4, 2A.6, 2C.3, 4B.6, and 4D.3)

• Strategic Communications : With several public and private projects planned across downtown in the coming years, the City launched a strategic communications initiative to strengthen outreach to attract visitors and keep the community informed about construction timelines and project impacts. As part of this effort, the City introduced a new downtown subbrand, “Downtown MV in Motion” ( Figure 5). Inspired by the colorful decorative street treatment, the brand reflects the dynamic energy of Castro Street and celebrates everyday moments such as enjoying live music, playing street games, or gathering with friends. (Actions 2A.1, 4F.1, 4F.4, and 4F.5) 80 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 7 of 12 ends

Figure 5: Downtown In Motion Logo

• Pedestrian Wayfinding: Finalized the design for a new pedestrian wayfinding system, with installation anticipated in spring 2026. This signage will help visitors navigate downtown and locate key destinations, including public parking facilities and community attractions.

The signs feature visual elements inspired by Mountain View’s history and surroundings, reinforcing the community’s character and sense of place. (Action 1A.9)

• Business Workshops and Technical Support: Partnered with the Enterprise Foundation’s Mountain View Neighborhood Small Business Center, funded through a V alley Transit Authority Transit-Oriented Communities Grant, to provide workshops, training, and one - on-one advising for small businesses, entrepreneurs, and nonprofits. The City has supported these efforts by hosting in-person workshops at City facilities, expanding access to technical assistance. (Actions 1B.1, 4A.10, 4B.2, 4C.2, 4C.7)

In addition to the accomplishments highlighted above, Economic Development staff continues to provide ongoing support to small businesses through a variety of programs and services. The Business Ambassador Team meets bimonthly to assist business applicants in navigating permitting process (Action 1D.1). Staff also provides one -on-one support to nearly 200 businesses annually, including site selection assistance, permitting guidance, and referrals to technical resources and business support organizations (Actions 1D.1 and 3A.4). In addition, staff conducts business retention visits to connect directly with local businesses, better understand emerging challenges and opportunities, and share information about available programs, initiatives, and resources (Action 1C.1). While the Economic Vitality Strategy includes a dedicated goal focused on supporting small businesses, actions that support small businesses are integrated throughout all of the Strategy’s goals, reflecting the important role small businesses play in supporting local jobs, fostering entrepreneurship, and contributing to Mountain View’s unique community character and local economy.

Public Art and Creative Economy

The EVS identifies the creative economy as a key component of economic vitality, recognizing artists and creatives as small businesses that contribute to innovation, placemaking, and the 81 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 8 of 12 ends

overall vibrancy of commercial areas. Over the past year, public art has been a major focus of the Economic Development team’s work, with several notable accomplishments:

• Public Art Strategy : Advanced development of the City’s first Public Art Strategy, a comprehensive 10 -year roadmap to guide how art is integrated into everyday spaces throughout Mountain View. Completed a comprehensive community outreach effort, with more than 700 community members providing input on desired art types and locations.

The final strategy is anticipated to be presented to the Council for adoption in Q4 2026. (Actions 1A.2, 1A.9, 2C.1, 2C.2, 3D.3)

• Public Art Administrator : Secured Council approval and funding for a new Public Art Administrator position as part of the midyear budget update. This role will support implementation of the Public Art Strategy, enhance program coordination, and expand opportunities for residents and visitors to engage with public art across the community.

Recruitment for this position is underway. (Actions 1A.2, 1A.9, 2C.1, 2C.2, 3D.3)

• Public Art Installation s: Installed several new public artworks across the City, including painted safety bollards along the Castro Street Pedestrian Mall ( see Figure 6), a mural at Rengstorff Park (see Figure 7), and an art installation at the Mountain View Train Depot. In addition to physical installations, the City expanded public art programming by hosting an artist talk and reception at the Center for the Performing Arts, where more than 90 attendees engaged with artist Don Hershman and his series “The Art of Code Swi tching.” (Action 1A.9)

Figure 6: Bollard Mural by
Artist Katherine Liu
Figure 7: Rengstorff Park Mural by
Artist Fernanda Martinez

• Facade Improvement Grant —Mural Track: Expanded the Fa cade Improvement Grant Program to include a dedicated mural track, allowing artists to apply for funding in partnership with property owners to create murals on private property. This enhancement is intended to encourage additional public art installations on private property and further integrate art into the City’s commercial areas. (Actions 1A.9 and 1C.1)

82 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 9 of 12 ends

Implementation Approach—Year Ahead

In addition to the key initiatives highlighted above, Economic Development staff is actively managing numerous “ ongoing” EVS implementation efforts while also handling the day -to-day operations of the division and leading implementation of the Downtown Parking Strategy, Public Art Strategy, and coordination of several other City strategic priorities.

Staff often uses the analogy of an iceberg (see Figure 8) to demonstrate how staff resources are allocated. Council work plan priorities and other major, strategic initiatives represent the visible “tip of the iceberg,” while a substantial portion of staff effort, estimated at approximately 85%, is dedicated to ongoing programs, services, and operational responsibilities that occur “ below the waterline.” These efforts by the Economic Development team are critical to achieving the City’s Economic Vitality goals and sustaining progress over time. As EVS implementation progresses, an increasing number of action items will transition into ongoing programs and services. Many of the Strategy’s 164 actions are designed to be continuous in nature, requiring sustained attention, coordination, and refinement rather than having a defined end date. As a result, the “below -the-waterline” portion of the iceberg continues to grow, adding to the division’s baseline workload each year.

Figure 8: Iceberg Illustration of Economic Development Team Ongoing Workload

This progression is typical for a comprehensive economic development strategy as successful efforts become embedded in the City’s core operations. With the recent filling of the vacant Economic Development Strategist position and the addition of a Public Art Administrator role, 83 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 10 of 12 ends

which increases the time the division’s two strategists can focus on economic development, the division has increased its capacity to advance EVS implementation and related priorities. As this added capacity is integrated, staff will continue to take a thoughtful and strategic approach to prioritizing and phasing work, focusing on initiatives with the greatest impact while ensuring the ongoing programs that underpin long-term economic vitality are effectively maintained.

Year 3 Work Plan

In addition to maintaining the 3 8 “ongoing” actions ( more than double the ongoing actions compared to Year 1) and continuing progress on the 7 1 “in-progress” actions (a 34% increase from Year 1), Economic Development staff have identified several focus areas for the year ahead.

These areas were chosen due to their designation as short- or mid-term opportunities in the EVS, their alignment with current staff capacity, and feasibility factors , such as funding and market conditions:

• Public Art Strategy Implementation : Present the final Public Art Strategy to Council for adoption in Q4 2026 and initiate implementation through development of a Year 1 work plan. (Actions 1A.2, 2C.1, 2C.2, and 3D.3)

• Pedestrian Mall Vacant Storefront Activation Program: Continue advancing this Council Work Plan priority project as part of the F iscal Years 2025-27 Council Work Plan. (Actions 1A.4, 1C.2, 1C.6, 1C.8, 2A.6, and 2C.3)

• Downtown Parking Strategy Implementation: Continue implementation of the 2021 Downtown Parking Strategy, including new parking wayfinding signage and technology tools. (Actions 1A.9, 1B.3. 1B.4, 2B.2, 2B.3, and Strategy 2D)

• Downtown District Evaluation : Evaluate existing downtown business improvement areas and engage business and property owners to assess the feasibility of forming an improvement district to support services , such as maintenance, safety, marketing, and events. (Action 1A.3)

• Revolving Loan Program : Develop a low -cost loan program to provide flexible capital to small businesses, with a focus on addressing vacancies, supporting legacy and displaced businesses, and advancing an inclusive local economy. (Action 1A.5)

• Makers Fair Pilot: Launch a Makers Fair series to support artists and creative entrepreneurs and bring added activations to the downtown pedestrian mall. (Actions 2A.8, 2C.3, 2E.3)

• Downtown Office Vacancies: Review local and regional office vacancy trends, engage office property owners and brokers, and evaluate potential strategies and initiatives to support office attraction, retention, and adaptive reuse opportunities in the Downtown. (Goal 2) 84 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 11 of 12 ends

FISCAL IMPACT

There are no fiscal impacts associated with Council’s acceptance of the 2026 EVS Annual Progress Report.

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

CONCLUSION

Year 2 of the Economic Vitality Strategy demonstrates meaningful progress across a broad range of initiatives while also reflecting the evolution of the Strategy from initial implementation to sustained, ongoing programs. Looking ahead to Year 3, staff will continue to build on this momentum by advancing key priorities, implementing new programs, and strengthening partnerships with business and community stakeholders.

85 Economic Vitality Strategy Annual Progress Report
May 26, 2026

Page 12 of 12 ends

PUBLIC NOTICING

The Council’s agenda is advertised on Channel 26, and the agenda and this report appear on the City’s website. Staff has also notified the Mountain View Chamber of Commerce of this annual progress report.

Prepared by:

Amanda Rotella
Economic Vitality Manager

Approved by:

Christian Murdock
Community Development Director

Audrey D. Seymour
Assistant City Manager

CDD/AR-05-26-26CR

Attachments: 1. Measures of Success Year 2

2. EVS Implementation Matrix Year 2

86 Attachment 1 May 26, 2026
EVS Measure of Success (Year 2: May 2025 - April 2026)
Source: Costar Analytics Submarket Reports (Q1 2026), Mountain View Business License (December 2025), HdL (Q4 2025), Economic Development team statistics.

April 2026
Rates
Economic Vitality Goals
Measures of Success Apr 2024
Rates
April 2025
Rates
Goal 1 Goal 2 Goal 3 Goal 4 Goal 5
Office Vacancy Rate in Mountain View.
(target 10%)

20.2% 18.7% 16.5%
Retail Vacancy Rate in Mountain View.
(target 5-7%)

4.1% 1.5% 4.9%
Downtown Office Vacancy Rate.
(target 10%)
25% 23.03% 31.49%
Downtown Retail Vacancy Rate.
(target 5-7%)

8.5% 6.8% 6.1%
Percent growth in year over year sales Tax Receipts
in the Downtown.
(target 2%-4%)
-8.50% -1.7% 10.1%
Number of unique visitors to Economic
Development Business Resources page.

TBD 1,166 6,071
Number of businesses assisted by Economic
Development small business trainings and
webinars.
5 42 26
Percent of Economic Development business
resources translated into other languages
13% 15% 18%
Number of business establishments in downtown 334 337 372 New business startups as a percentage of all
businesses in the City
(target 15-20%)
11% 12.4% 15%
Number of storefronts receiving design assistance
for façade improvements or window activations
TBD 8 14
Number of businesses receiving retention services
by Economic Development staff
9% 11% 12%
Number of square feet supporting
commercial/industrial activities
(target 26 million sq. ft.)

29.1 million
sq. ft.

28.9 million
sq. ft.

Percent of Economic Development assisted
businesses receiving permit facilitation services
15% 12% 43%
87 Economic Vitality Strategy Matrix Year 2
Goal 1.

Strategy 1A
Action Economic Vitality Strategy Project Timeline Cost Team Progress 1A.1 Develop a visual merchandising window display program to aid small businesses in improving their brand and visual appeal. Immediate $$ ED/Planning/ Consultant
Completed
1A.2 Consider including in the Public Art Strategy utilization of public spaces, including micro-spaces and pocket parks, to showcase works of public art by local and regional artists.

Mid-Term $ ED/PW/CSD In Progress
1A.3 Identify business districts and engage Mountain View business owners in evaluating the feasibility of creating a business improvement district (BID) to maintain cleanliness and safety, as well as advertising, promotion, special events, or other activities that promote Mountain View.

Mid-Term $$$ ED/Attorney In Progress
1A.4 Streamline, update current City regulations to create standards for activating ground floor windows when buildings are vacant or temporarily vacant due to construction.

Mid-Term $ ED/Planning/
Attorney
In Progress
1A.5 Study the funding and creation of a rotating design services loan fund that would support façade changes and American with Disability Access (ADA) improvements.

Short-Term $$$ ED/Planning/
Building
In Progress
1A.6 Explore adding a citywide live entertainment ordinance that supports busking and other outdoor live entertainment, complying with established decibel levels.

Mid-Term $ ED/Planning/
Attorney/PD
Not started
1A.7 Enable sidewalk-serving retail service transactions such as exterior window ordering and pick up outside the building. Mid-Term $ ED/Planning/ PW
Not started
1A.8 Consider statewide tools like State- wide Community Infrastructure Program (SCIP) or Enhanced Infrastructure Financing Districts (EIFD) to finance public realm improvements.

Long-Term $$ PW/FASD/ED Not started
1A.9 Explore placemaking through public and private realm improvements including street furniture, lighting, landscaping, tree canopy, public art, and signage (ex. Corridors like San Antonio, El Camino, Moffett). Encourage a distinctive look and feel for the public and private realm in commercial and neighborhood centers throughout the city to differentiate them.

Long-Term $$$ ED/Planning/
CSD/PW
Ongoing
Strategy 1B
1B.1 Support neighborhood-serving businesses that are walkable and offer goods and services. Short-Term $ ED Ongoing 1B.2 Map and add wayfinding for safe walking and biking routes from different parts of the city to Downtown, including from Rengstorff Park, San Antonio Plaza, Cuesta Park, and others.

Mid-Term $ ED/PW/IT In Progress
1B.3 Improve parking permit program communications by deploying web based application for the various parking permit programs the city manages.

Mid-Term $$ ED/IT In Progress
Differentiate the character, mix of uses, and visual appeal of Mountain View’s mixed use centers to shoppers, visitors, and quality retailers.

Accelerate transition of Mountain View toward increased walkability and convenient, multimodal access to daily goods and services. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
1 Attachment 2
88 ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 Action Economic Vitality Strategy Project Timeline Cost Team 1B.4 Implement parking wayfinding systems to redirect vehicles to open spaces at peak times within business districts. Mid-Term $$$ ED/PW In Progress 1B.5 Consider reinvesting parking revenue into enhancing bike and pedestrian access networks and facilities, including additional bike rack locations and bikeway improvements.

Long-Term $ ED/PW/FASD Not started
1B.6 Explore how to increase the Community Shuttle frequency, range, and visibility. Long-Term $$ PW/FASD/ED In Progress 1B.7 Evaluate reducing or eliminating parking requirements or allowing shared parking with principal uses (for example office or residential) for neighborhood serving uses in mixed-use development to increase the feasibility of providing such uses.

Long-Term $$ Planning/ED/
PW
In Progress
1B.8 Limit new curb cuts and aim to remove overly redundant curb cuts with any future redevelopment along public right of way within neighborhood commercial zones and village centers.

Long-Term $ PW/Planning In Progress
Strategy 1C
1C.1 Identify funding sources to provide matching grants to property owners for storefront buildout or alterations with signed tenants. Immediate $$ ED/CMO/FASD In Progress 1C.2 Adopt requirements to activate windows for any vacant uses in Mountain View; set objective standards for the type of activation and appearance.

Short-Term $ ED/Planning In Progress
1C.3 Create incentives (such as tax sharing, reduced licensing, or others) for building owners to fill vacancies in street facing storefronts or create temporary activations.

Mid-Term $ ED/CMO/FASD In Progress
1C.4 Match vacant storefronts with growing local home-based or shared-space businesses to transition them to brick-and-mortar workplaces. Mid-Term $ ED/Consultant In Progress 1C.5 Consider increasing allowable densities and mix of uses and ensure that development regulations allow and encourage residential and commercial office uses and the desired range of retail sizes and configurations.

Mid-Term $ Planning In Progress
1C.6 Explore the viability of a vacant property ordinance or vacancy registry, tax, or other means to incentivize action by landlords with long- term vacancies in ground-floor, street facing properties.

Long-Term $$ ED/CMO/
Attorney
In Progress
1C.7 Pursue business retention visits and attraction initiatives for local and small businesses, such as hosting broker visits and site selection meetings, and engaging with local maker entrepreneurs.

Long-Term $$ ED Ongoing
1C.8 Engage property owners to activate vacant space with temporary storefront uses, pop-up installations, food carts, and performing arts (ex.

Village at San Antonio, Rengstorff Plaza, Moffett Plaza).

Long-Term $$ ED/Planning In Progress
Address vacancy in Mountain View and encourage flexible, measured, and diverse growth. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
2 89
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 Strategy 1D
Action Economic Vitality Strategy Project Timeline Cost Team 1D.1 Explore an informal liaison within City Hall for landlords and tenants proposing space subdivision, modification, or upgrade projects to move through permitting more quickly.

Short-Term $$ ED ongoing
1D.2 Develop a business tool kit, in partnership with the Chamber of Commerce, for posting to the City's website, that will assist retail businesses in understanding permitting processes including information on financing improvements, modifications, and subdivisions.

Mid-Term $ ED/Chamber Completed
1D.3 Identify pro bono support or provide financial support to connect owners, tenants, and subdividers to design services and consulting. Pro bono support might include university students or professional associations.

Mid-Term $$$ ED/Chamber In Progress
1D.4 When updating Precise Plans, allow for limited non-retail uses as permitted uses along with massing, scale and other design guidance that support placemaking within small business districts in Mountain View.

Long-Term $$ Planning/ED/
CMO
In Progress
1D.5 Contract with a specialty retail consultancy to help identify and recruit specific retail niches into Mountain View business centers. Long-Term $$$ ED/Consultant In Progress Support ease of division or modification of existing retail spaces to maximize adaptability to market shifts. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
3 90
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 Goal 2.

Strategy 2A
Action Economic Vitality Strategy Project Timeline Cost Team 2A.1 Engage with existing restaurants and businesses in Downtown to support their retention and minimize displacement resulting from redevelopment.

Short-Term $$$ ED Ongoing
2A.2 Support the existing Council-adopted Downtown Parking Strategy that calls for updated parking standards and requirements in the Downtown Precise Plan, including new reduced minimum parking requirements that reflect current market demand, and TDM or shared parking credits.

Mid-Term $ ED/PW In Progress
2A.3 Develop absorption targets for commercial and residential growth in the update to the Downtown Precise Plan. Mid-Term $$ Planning In Progress 2A.4 Develop absorption targets for commercial and residential growth in the update to the Moffett Blvd. Precise Plan. Mid-Term $$ Planning In Progress 2A.5 Conduct a retail demand survey of residents to help inform efforts to recruit small or mid-size businesses to the Downtown core. Short-Term $$ ED Completed 2A.6 Identify partnerships and programming opportunities to activate vacant spaces, with a focus on arts, culture, and entertainment that complements existing restaurant and retail uses.

Mid-Term $$ ED In Progress
2A.7 Consider more flexible zoning and incentives in and around Downtown to encourage innovative sectors and businesses to locate in and close to Downtown.

Long-Term $ Planning In Progress
2A.8 Consider partnering with private sector and / or non-profit organizations to explore the feasibility of an innovation hub campus, including a City-sponsored or affiliated maker space, potentially utilizing vacant Downtown space as a pilot.

Long-Term $$ ED In Progress
Develop an updated Precise Plan to differentiate Downtown and maximize its appeal and drawing power in the city and region

REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING AND SOCIAL ENGAGEMENT $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
4 91
Strategy 2B
Action Economic Vitality Strategy Project Timeline Cost Team 2B.1 Per the existing Council adopted Downtown Parking Strategy, support the improvement of wayfinding for non-vehicular traffic between employment centers, commercial nodes, public transportation stops, and Downtown.

Short-Term $ ED/PW In Progress
2B.2 Work with Mountain View Community Shuttle to reduce headway times and add more direct services during peak hours to and from Downtown to North Bayshore and other major employment centers.

Short-Term $$ PW/ED In Progress
2B.3 Strengthen signage and wayfinding on Central Expressway to direct vehicles into Downtown. Mid-Term $$ PW/County In Progress 2B.4 Work with major employers to create and distribute recommended transit, walking, or biking routes that incorporate bike lanes, trails, transit, and businesses.

Mid-Term $$ ED/PW/

CHAMBER
Not Started
2B.5 Consider a Passport to Downtown program that highlights existing businesses, restaurants, and events; work with the Chamber, Downtown Business Association, and employers to promote it with residents, visitors, and workers.

Mid-Term $$ ED/Chamber In Progress
Strategy 2C
2C.1 Work with local arts and cultural groups to identify and promote entertainment and civic uses that build upon established cultural, entertainment, and civic uses in Downtown.

Short-Term $ ED/CSD In Progress
2C.2 Work with regional art galleries, museums, and individuals to encourage permanent or temporary art installations or programming in Downtown, including within vacant spaces.

Short-Term $ ED In Progress
2C.3 Identify opportunities for pop-up events or temporary uses in vacant spaces, particularly in partnership with cultural organizations and entrepreneurial-focused organizations like Hacker Dojo, a non-profit working space for engineers, artists, scientists, activists, and other tech entrepreneurs.

Short-Term $$ ED In Progress
2C.4 Work with cultural organizations to host additional holiday celebrations and festivals in Downtown. Short-Term $$ ED/CSD Ongoing 2C.5 Mine local employers, unions, and employee associations in tech and other industries for trade festival or fair opportunities, including competitions.

Short-Term $$ ED Ongoing
2C.6 Partner with regional or local tourism and restaurant groups to host events like Restaurant Week or Cocktail Week in Downtown. Mid-Term $ ED/Chamber Ongoing Improve connections between Downtown and other major Mountain View employment centers.

Expand cultural and civic activities in Downtown.
$ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 5 92
Strategy 2D
Action Economic Vitality Strategy Project Timeline Cost Team 2D.1 Support the resumption and expansion of valet parking service for Downtown businesses. Short-Term $ ED/PW Not Started 2D.2 Support transparent parking enforcement with clear communication, real time data, and dynamic curb management. Short-Term $ PD/PW In Progress 2D.3 Conduct outreach to Downtown businesses to spur participation and representation in a Parking Benefit District (PBD) oversight committee.

Short-Term $ ED Not Started
2D.4 Partner with other City departments, state agencies, and local employers to offer multimodal incentives for employees and customers. Mid-Term $$$ PW Not Started 2D.5 As recommended in the approved Downtown Parking Strategy, implement parking solutions like dynamic (demand-based) pricing in public parking spots in mixed use centers during peak hours.

Mid-Term $$$ ED/PW/PD Not Started
2D.6 Consider a small business employee access program that offers reduced parking permit fees and/ or incentivized use of transit, micro- mobility options, and carpooling.

Mid-Term $$ ED/PW In Progress
2D.7 Update and simplify systems and signage to ease navigation and ease use of parking. Mid-Term $$ ED/PW In Progress 2D.8 Work with business and building owners to identify easement opportunities to expand public access to existing off-street private parking for employees and customers.

Long-Term $$ ED/Attorney/P
W
Not Started
2D.9 Support the expansion of bicycle parking facilities and additional new bike facilities within Downtown. Long-Term $$ PW In Progress Strategy 2E
2E.1 Support and leverage Castro Street Pedestrian Mall improvements – including pavement enhancement, a new central walkway, sidewalk and patio license enhancements, and cleanup of City furnishings and storm drains – to boost unique Downtown programming in the public and public-private realms.

Short-Term $$ PW/CSD In Progress
2E.2 Support grassroots community programming ideas and implementation at Civic Center Plaza through grants or in-kind assistance to applicants including private citizens and local businesses.

Short-Term $$ ED/CSD/FASD Not Started
2E.3 Build on the success of Mountain View’s Farmer’s Market, Music on Castro, KidStock, and other Downtown experiences to create more regularly occurring public events that showcase Downtown businesses.

Short-Term $$ ED/CSD/PW In Progress
2E.4 Continue to enhance and program public gathering spaces in Downtown Mountain View that make people feel welcome, such as a playground or interactive water feature, inviting street musicians, re-commencing and expanding Taste of Mountain View, and / or facilitating open houses at Downtown startup spaces.

Mid-Term $$ PW/CSD/ED Ongoing
Support the Council-adopted Downtown Parking Strategy’s efforts to improve the management, supply, access, and regulation of parking benefiting Downtown businesses, visitors, and workers.

Create an authentic and unique sense of place in and experience of Downtown Mountain View. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 6 93
Goal 3.

Strategy 3A
Action Economic Vitality Strategy Project Timeline Cost Team 3A.1 Maintain a database to identify local businesses the City visits and track progress in meeting their needs. Immediate $ ED Completed 3A.2 Expand collaboration opportunities with the Mountain View Chamber of Commerce and Downtown Business Association, such as partnering with the Chamber to collaborate on retention visits and business engagement.

Immediate $ ED/Chamber Ongoing
3A.3 Engage and follow up with key businesses to coordinate, consult and offer technical assistance and a small business program for retention or expansion.

Immediate $ ED/FASD Ongoing
3A.4 Collaborate with existing and new partners on periodic events to connect the business community to City permitting and license assistance, and real estate, financing and workforce resources.

Immediate $ ED In Progress
3A.5 Clarify the City’s procurement processes and market contracting and purchasing opportunities to local businesses. Immediate $ ED / FASD In Progress 3A.6 Evaluate, refine, and expand current marketing materials and business development tools, including financial and technical resources, and make these broadly accessible on the City’s website in multiple languages representative of the community.

Short-Term $ ED In Progress
3A.7 Consider development of a business appreciation program focused on retention of companies currently headquartered in Mountain View. Short-Term $ ED In Progress 3A.8 Consider developing a program where fast-scaling businesses can pay a premium, linked to the number of employees, for faster building permit processing associated with tenant improvements and tooling installation.

Mid-Term $$ ED/CDD Not Started
3A.9 Explore a City financing plan for commercial linkage fees (Impact fees) owed by small businesses or property owners looking to expand. Mid-Term $$ ED/FASD/ Attorney
Not Started
3A.10 Implement a land management system that allows for better tracking of property, tenants, and permits and is accessible across departments and interactive with existing software systems.

Mid-Term $$$ CDD/IT In Progress
Strategy 3B
3B.1 Offer economic development policies and programs to the diverse cultural identities of Mountain View’s small business base and translate materials and outreach into Mountain View's primary languages.

Immediate $ CDD/CMO In Progress
3B.2 Leverage NOVAWorks’ existing partnerships with K-12, Higher Education, and local Community Based Organizations to develop training programs that cater to the unique needs of underrepresented groups.

Short-Term $ ED/
NOVAWorks
In Progress
3B.3 Identify, inventory, and engage industry associations attached to target sectors, such as Biocom California and California Life Sciences, to maintain a cutting edge understanding of available workforce resources and diversity initiatives.

Mid-Term $ ED In Progress
GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

Develop targeted, highly effective business retention and expansion assistance.

Support employers’ needs for a diverse workforce and make Mountain View and its business community champions for equity and shared prosperity. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 7 94
Action Economic Vitality Strategy Project Timeline Cost Team 3B.4 Encourage and support the creation of a roundtable forum for major employers in Mountain View and across Silicon Valley to share policies and best practices in diversity, equity, and inclusion (DEI).

Mid-Term $ ED/Private
Companies
Not Started
3B.5 In collaboration with workforce development agencies and other partners, such as Science Form Scientists, monitor and increase participation of underrepresented groups in skills training and workforce development or education programs, especially in STEM (Science, Technology, Engineering, Math)-related fields, and share out prospects with local employers.

Mid-Term $ ED/CMO Not Started
3B.6 Collaborate with leading workforce development and business agencies, specifically NOVAWorks, SBDC, ReWork the Bay, and SCORE, and educational institutions, like Foothill College and DeAnza College, to link both businesses and workers in target sectors to programmatic support, including local training opportunities and career pathway assistance.

Mid-Term $ ED/Partners Not Started
3B.7 Support NOVAWorks in expanding its collaboration with educational institutions for targeted curriculum development based on new industry development in target sectors and niche industries as they emerge, especially in technology and green job sectors.

Long-Term $ ED/
NOVAWorks
Not Started
Strategy 3C
3C.1 Investigate the feasibility of tax sharing or credit programs that support business investment. Short-Term $ ED/CMO/FASD In Progress 3C.2 Establish business attraction targets for Artificial Intelligence (AI), autonomous vehicles, sensors and tracking, medical devices, life sciences, biotech, optics and photonics, health care, climate / green industries, and R&D.

Mid-Term $ ED Not Started
3C.3 Monitor land capacity and building inventory for advanced industries on an ongoing basis, and audit existing uses. As necessary, consider expanding zoning to allow complementary, supportive, or inter-related allowable uses.

Mid-Term $ ED/Planning In Progress
3C.4 Connect small businesses and startups doing R&D with SBA’s SBIR (Small Business Innovation Research) program and provide application guidance; explore other avenues of grant assistance for small businesses under 100 employees.

Mid-Term $ ED/Chamber Not Started
3C.5 Identify businesses with synergistic relationships to Mountain View’s strongest existing sectors to promote and support new business investment.

Long-Term $ ED In Progress
3C.6 Analyze local resident occupational strengths and build industry strategies around identified talent leakage. Long-Term $ ED/ NOVAWorks
Not Started
3C.7 Perform periodic analyses of Mountain View employment across clusters to identify and target support and outreach for emerging and growing industries.

Long-Term $$ ED/
NOVAWorks
Not Started
3C.8 Work with developers that specialize in state-of-the-art turnkey spec and custom facilities for the advanced industries and niches in Mountain View.

Long-Term $$$ ED/
NOVAWorks
Not Started
Identify and cultivate new niches within advanced industries and grow and diversify other, established sectors. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 8 95
Strategy 3D
Action Economic Vitality Strategy Project Timeline Cost Team 3D.1 Work with site selectors and brokers in targeted sectors to support business attraction. Immediate $ ED Ongoing 3D.2 Strengthen the partnerships along with facilitating the growth and development of Fogarty Institute incubator, Y-Combinator, Hacker DoJo and other incubators and accelerators in Mountain View.

Immediate $ ED In Progress
3D.3 Promote the local creative economy to attract more creative organizations and individuals to the city. Immediate $ ED Ongoing 3D.4 Identify and conduct outreach to firms within Mountain View’s targeted sectors. Short-Term $ ED Ongoing 3D.5 Conduct city tours with target sector companies and site selectors and highlight the community’s available properties, unique character, and key amenities.

Short-Term $ ED Ongoing
3D.6 Develop a suite of programs and tools made available on the City’s website to locate headquarters in Mountain View across target industries.

Short-Term $ ED Ongoing
3D.7 Act as a liaison between entrepreneurs and companies in appropriate health-related fields including the Fogarty Institute. Short-Term $ ED Ongoing 3D.8 Utilize partners such as NOVAWorks’ extensive networks to attract businesses by showcasing the skilled and diverse workforce of our region.

Short-Term $ ED
/NOVAWorks
In Progress
Market Mountain View to businesses in specific target sectors and niches $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 9 96
Goal 4.

Strategy 4A
Action Economic Vitality Strategy Project Timeline Cost Team 4A.1 Enhance education and outreach to existing micro, small, mid-sized, and ethnic businesses on the array of small business support resources, including business planning, market research, financing, incentives, workforce development, as well as networking events and other assistance.

Immediate $ ED Ongoing
4A.2 Tailor small and mid-sized business outreach and resources to the diverse cultural identities in Mountain View with translation and multi- cultural liaisons.

Immediate $ ED/CMO Ongoing
4A.3 Re-assess and evaluate City insurance requirements associated with basic contracting, arts installations and patio licensing to support and encourage small business activations and utilization.

Short-Term $ ED/FASD / PW In Progress
4A.4 Develop a multilingual online small business toolkit to assist in navigating the City permitting processes for space development and licensing.

Short-Term $ ED/CDD/CMO In Progress
4A.5 Augment a preference policy for small, local, and independently owned businesses in City procurement. Short-Term $ ED/FASD Not started 4A.6 Evaluate City code changes that may provide flexibility when requiring use permits for a small and mid-sized business-related development that may not be able to meet parking requirements.

Mid-Term $ ED/CDD Ongoing
4A.7 Develop and track performance metrics around small business permitting process efficiency, time, cost and outcomes. Mid-Term $$ CDD Not Started 4A.8 Identify partners to provide trainings to small and mid-sized business owners on leasing or purchasing commercial property and lease negotiations.

Mid-Term $$ ED/Chamber Not started
4A.9 In larger developments, explore partnering with private developers to negotiate Community Benefits Agreements (CBAs) reserving ground floor spaces for small and local businesses.

Mid-Term $$ ED/Planning Not Started
4A.10 Seek opportunities with small business organizations to partner on micro business training with potential startup grants for completion. Mid-Term $$ ED In Progress 4A.11 Develop a formalized program or toolkit that both educates and helps ensure businesses are compliant with the Americans with Disabilities Act (ADA) through the use of Certified Access Specialists (CASp).

Mid-Term $$ ED/Building In Progress
Strategy 4B
4B.1 Identify opportunities to better support creative workers, including artists and performers, by assisting or connecting them with affordable live-work studio spaces.

Short-Term $$ ED/Housing In Progress
4B.2 Support community-centric local organizations, like Hacker DoJo (which subsidizes fees based on need) and NOVAWorks, that nurture entrepreneurs that stay and grow within Mountain View.

Short-Term $$ ED/Partners Ongoing
4B.3 Examine and implement best practices regarding business zones supportive of independent and locally-owned small business for select areas of Mountain View.

Mid-Term $ ED Not Started
Support local businesses that foster an authentic Mountain View commercial-cultural identity in the city’s neighborhoods.

Develop and communicate policies and programs designed to assist small and mid-sized businesses.

HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 10 97
Action Economic Vitality Strategy Project Timeline Cost Team 4B.4 Engage with larger employers who have vacant spaces that could be put into productive public use via pop-up kitchens, maker spaces, 3D printing library, or co-working spaces.

Mid-Term $ ED Not Started
4B.5 Evaluate creation of a Legacy Business Program that provides grants to small businesses, and to owners committing to extending leases to tenants.

Mid-Term $$ ED/FASD Not Started
4B.6 Identify and consider incentivizing potential community partners to provide free or affordable space for temporary or long-term local micro-business incubation.

Long-Term $ ED In Progress
4B.7 Analyze the neighborhood distribution of commercial uses, including neighborhood-serving versus center-based retail, and their impacts on serving various cultures / minority communities in the city.

Long-Term $ ED/Planning Not Started
Strategy 4C
4C.1 Institute regular listening sessions or interviews in the entrepreneurial community to keep abreast of the local entrepreneurial ecosystem and its needs and trends.

Short-Term $ ED Ongoing
4C.2 Explore partnerships with NOVAWorks, SBDC, SCORE, Foothill College, Hacker Dojo, and DeAnza College for entrepreneurship training in Mountain View.

Short-Term $ ED/CMO In Progress
4C.3 Create a one-stop online resource on the City’s website for entrepreneurs to learn about and access various types of financial support including small business loans, grants, and financial tools.

Mid-Term $ ED Completed
4C.4 Encourage the adaptive reuse of vacant buildings and commercial spaces by local entrepreneurs or non-profits with potential permit-fee waivers, faster timeline for eligible projects, and other assistance. Consider partnering with local organization, such as Hacker DoJo, on an adaptive re-use pilot project.

Mid-Term $$ CDD/FASD/
Attorney
Not Started
4C.5 Build, maintain, and leverage relationships with successful Mountain View tech alumni and venture capital investors to connect emerging entrepreneurs with established resource and knowledge networks.

Long-Term $ ED Ongoing
4C.6 Initiate mentorship programs, connecting new entrepreneurs with seasoned business leaders in Silicon Valley, either through new program/network development or leveraging existing incubator/accelerator infrastructure.

Long-Term $$ ED Ongoing
4C.7 Explore whether the City, in partnership with NOVAWorks or others, can provide shared services for business formation for firms outside of an incubator environment, including accounting, legal, regulatory, and hiring services.

Long-Term $$ ED In Progress
Support and sustain a new generation of successful founders and entrepreneurs. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 11 98
Strategy 4D
Action Economic Vitality Strategy Project Timeline Cost Team 4D.1 Inventory available spaces and requirements to develop actionable plans to support the successful siting of new businesses. Immediate $ ED Ongoing 4D.2 Identify strategic partners, including artists, developers, non-governmental organizations, synergistic retailers, and recreational resources that can help attract desired retailers.

Immediate $ ED Ongoing
4D.3 Support the creation and growth of unique, locally grown experiential retailers through pop up activations in prominent, visible local spaces from homes to storefronts.

Immediate $$ ED In Progress
4D.4 Engage with niche experiential retailers to understand their specific needs such as access, signage and marketing, and local costs of doing business to help attract their future investment.

Mid-Term $ ED Not started
4D.5 Designate areas in Mountain View for food trucks and invite successful mobile food and beverage businesses from throughout the region to do business in Mountain View.

Mid-Term $ ED/PW Not Started
4D.6 Identify and market opportunities for specific lines of business by refreshing the retail leakage analysis to include prospective tenants and niche businesses.

Mid-Term $$ ED Not Started
4D.7 Consider partnering with NOVAWorks to identify market gaps and align workforce capabilities to support these niche areas. Mid-Term $$ ED In Progress 4D.8 Analyze local resident occupational strengths and build industry strategies around identified talent leakage. Long-Term $ ED/Planning/ Housing
Not Started
Recruit small businesses that offer products and experiences missing in Mountain View. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 12 99
Strategy 4E
Action Economic Vitality Strategy Project Timeline Cost Team 4E.1 Explore partnerships with other food services businesses to explore sub leases, co-ops, and other space rental options. Short-Term $ ED/Chamber In Progress 4E.2 Convene investors, brokers, and developers to seek investment in Latino businesses and commercial developments to serve a Latino business strategy.

Short-Term $ ED Not Started
4E.3 Help identify locations in Mountain View where Latino businesses may serve multiple demographics and have access to many markets. Mid-Term $ ED Not Started 4E.4 Collaborate with local partners to seek interest in funding and supporting a commercial kitchen designed to serve Latino and other food businesses in Mountain View.

Mid-Term $$ ED Not Started
4E.5 Explore Downtown vacancies as a near-term and long-term fit for Latino entrepreneurs and food & beverage businesses. Mid-Term $$ ED Not Started 4E.6 Replicate this model for other underserved entrepreneur communities in Mountain View. Mid-Term $$ ED Not Started Strategy 4F
4F.1 Strengthen messaging that Mountain View is a safe and welcoming business environment. Immediate $ ED Ongoing 4F.2 Inventory Mountain View’s assets, progress, and innovations to assess what defines the city and distinguishes it within the region. Short-Term $ ED/CMO Ongoing 4F.3 Leverage new and upgraded infrastructure, public realm design improvements, and development as opportunities to reinforce the revamped brand of Mountain View.

Mid-Term $ ED/CMO/PW In Progress
4F.4 Strengthen a unique sense of place by supporting and leveraging arts, entertainment, and cultural assets to attract new firms, industries, residents, and visitors while supporting existing businesses and sectors.

Mid-Term $ ED Ongoing
Support growing Latino entrepreneurial and small business enterprises in food and beverage and other industries.

Initiate a re-imagined identity and business branding campaign positioning and promoting Mountain View at the intersection of Silicon Valley and community and economic vitality. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 13 100
Action Economic Vitality Strategy Project Timeline Cost Team 4F.5 Initiate a strategic effort to re-invigorate Mountain View’s business image and generate compelling messaging that combines the ideas of Silicon Valley with economic and community vitality and distinguishes Mountain View from other cities.

Long-Term $$$ ED/CMO Ongoing
4F.6 Focus language of the city’s re-imagined business brand and determine where and to whom to communicate it regionally and nationally. Long-Term $$$ ED/CMO/ Consultant
In Progress
4F.7 Create and popularize a certification program with window and product stickers for unique and niche “Made in Mountain View” products, businesses, or services.

Long-Term $$$ ED Not Started
Strategy 4G
4G.1 Connect vulnerable small business owners and tenants to technical assistance consulting and resources. Immediate $ ED Ongoing 4G.2 Provide assistance to businesses such as lease consulting, or third-party master leasing of ground floor mixed-use retail space, in areas experiencing gentrification and displacement.

Short-Term $$ ED/Consultant Not Started
4G.3 Explore the use of rent caps or rental subsidies for small commercial tenants - similar to rent control or voucher programs for residential units.

Long-Term $ ED/Attorney Not Started
4G.4 Expand access to property ownership to marginalized small business owners and non-profits by offering tailored financial services for becoming property owners.

Long-Term $$ ED Not Started
Implement anti-displacement policies that provide temporary and long-term solutions that keep businesses in place. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 14 101
GOAL 5.

Strategy 5A
Action Economic Vitality Strategy Project Timeline Cost Team 5A.1 In partnership with the Mountain View Chamber of Commerce, develop a process to periodically engage business leaders on Mountain View's planning and development policies and processes.

Immediate $ ED/Chamber Ongoing
5A.2 In tandem with Strategy 3D, pursue zoning changes to ensure land availability for advanced industries and other target sectors. Mid-Term $ ED/Planning Not Started 5A.3 Explore possible rezoning to better accommodate regionally in-demand uses, including non-hospital health offices, office space, industrial space, and wet labs.

Mid-Term $ ED/Planning Not Started
5A.4 Assess the City code to identify opportunities to revise permitted uses across employment- generating zoning designations; specifically consider allowing a broader range of uses in retail and mixed-use areas, and restricting low employment density uses in core office and industrial designations (e.g. Charleston Plaza, Rengstorff Center).

Long-Term $ ED/Planning In Progress
5A.5 Consider incorporating form- based elements to govern architectural character without overly prescriptive limitations on use. Long-Term $$$ Planning/ED In Progress 5A.6 Partner with utility providers to expand and market the portfolio of renewably-sourced energy to Mountain View facilities and continue to support the adoption of sustainable building practices in the city.

Long-Term $$ ED In Progress
Strategy 5B
5B.1 Align the City’s economic development work program with Housing Element policy to reinforce the City’s commitment to provide housing that will be available for Mountain View workers.

Short-Term $ ED/Housing Ongoing
5B.2 Explore possible City roles in facilitating, supporting, and assisting the creation and expansion of childcare services. Mid-Term $ ED/CMO/ Planning
Ongoing
5B.3 Work with existing and new partners to address systems supportive of employee retention, including childcare, education, transportation, housing needs, and other social services.

Mid-Term $$ ED Not started
5B.4 Analyze workforce demand for housing product types and prices not currently available in Mountain View. Long-Term $$$ ED/Housing In Progress UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY AND CER- TAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

Build adaptability into land use and development codes with provisions that respond to changing demands of commercial and industrial users.

Identify workforce housing and supportive service challenges with critical economic development implications for prioritization and direct action. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 15 102
Strategy 5C
Action Economic Vitality Strategy Project Timeline Cost Team 5C.1 Create a dedicated business ambassador response team to handle permits for designated critical development areas (e.g., Downtown, San Antonio Center, major industrial areas).

Immediate $ CDD/PW Completed
5C.2 Allocate resources toward increasing staff to handle permitting processes more quickly and efficiently. Mid-Term $$$ CDD/HR Ongoing 5C.3 Building upon the new development services website, provide easier access to understanding City permitting procedures and getting in contact with City staff with new or expanded user-friendly online resources and / or expanded office hours.

Mid-Term $$ CDD/IT Ongoing
Strategy 5D
5D.1 Review requirements for Conditional Use Permits for proposed reductions in required parking for Mountain View uses. Mid-Term $$ Planning/PW/ ED
In Progress
5D.2 To support new mixed-use development that includes commercial uses, evaluate the necessity for requiring change of use permits following initial construction.

Mid-Term $$$ Planning Ongoing
5D.3 Update the City's business license program to include a commercial landlord license category and fees. Long-Term $$$ FASD/CMO Not Started Strategy 5E
5E.1 Continue to implement development regulations that encourage or require through-block pedestrian connectivity in existing or potential pedestrian corridors.

Mid-Term $$$ Planning/PW Ongoing
5E.2 Collaborate with the Transportation Management Association (TMA) to assess the efficacy of existing Community Shuttle and MVgo service levels and routes in linking major employment hubs with Downtown and other commercial centers.

Mid-Term $$ PW/ED In Progress
5E.3 Work with employers to assess gaps and opportunities for improvement in non-motorized and public transportation. Explore micro- mobility solutions to follow the current moratorium.

Mid-Term $$ ED/PW Not Started
Improve connections between the city’s commercial and industrial areas to foster easier access for collaboration.

Clarify and streamline permitting processes and nurture a business climate that clearly differentiates Mountain View from its neighbors.

Evaluate and adapt policies, regulations, and enforcement to avoid disproportionate or adverse impacts on small businesses. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
ATTACHMENT 2. Economic Vitality Strategy Matrix Year 2 Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
16 103
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205835, Version: 1
Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50- Professional Services Agreement

City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
104

DATE:

May 26, 2026
CATEGORY:

Consent
DEPT.:

Public Works

TITLE: Stevens Creek Trail Extension from Dale
Avenue/Heatherstone Way to West
Remington Drive, Project 20-50–
Professional Services Agreement

RECOMMENDATION

50. (Five votes required)

BACKGROUND

Stevens Creek Trail currently consists of three discontiguous segments in three separate jurisdictions: a five -mile stretch in Mountain View from Shoreline Park adjacent to the San Francisco Bay to the Dale Avenue/Heatherstone Way intersection; a one -mile stretch in Cupertino from Stevens Creek Boulevard to McClellan Road; and a 10 -mile hiking and mountain biking segment in the County of Santa Clara connecting Stevens Creek Reservoir to the Bay Area Ridge Trail in the Santa Cruz Mountains.

The Joint Cities Coordinated Stevens Creek Trail Feasibility Study (Study), completed in September 2015, studied the feasibility of a comprehensive trail extension separated into four study segments:

• Segment 1: Dale Avenue/Heatherstone Way to Fremont Avenue (Mountain View and Sunnyvale),

• Segment 2: Fremont Avenue to Homestead Road (Sunnyvale and Los Altos), 105
Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50–Professional Services Agreement
May 26, 2026

Page 2 of 7 ends

• Segment 3: Homestead Road to Stevens Creek Boulevard (Sunnyvale and Cupertino), and

• Segment 4: Trail connections to Rancho San Antonio County Park via Stevens Creek Boulevard (Cupertino and County of Santa Clara).

Segment 1 (also known as the Creek Corridor Path) will be constructed through two separate projects. The northern section, which is the scope of this project, is the 0.8-mile stretch from the Dale Avenue/Heatherstone Way intersection in Mountain View to West Remington Drive in Sunnyvale. This is the current City project, and also one of the Fiscal Years 2025-27 Council Work Plan projects. The remainder of Segment 1 will be constructed by the City of Sunnyvale and will extend Stevens Creek Trail from West Remington Drive to West Fremont Avenue (see Figure 1).

The 2015 Study investigated several conceptual alignments , including those along the Creek Corridor Path within Mountain View, that require further analysis before the project’s final design can proceed.

Figure 1: Segment 1 Limits for Mountain View
106
Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50–Professional Services Agreement
May 26, 2026

Page 3 of 7 ends

Measure B Grant Funding Agreement

In 2024 , the City successfully secured a $4.8 million Valley Transportation Authority (VTA) Measure B pedestrian/bicycle grant to help with the environmental and design phases of this Project. Under the funding agreement, Mountain View is responsible for a 20% local match ($1.2 million) of the total Project cost of $6 million, to which Sunnyvale has agreed to contribute $600,000. Mountain View is responsible for the design of the current City project, including creek crossing structures, creek bank restoration, project mitigations, as well as bicycle and pedestrian elements funded by the grant .The City of Mountain View will also handle the necessary grant reporting and submit invoices for reimbursement.

Sunnyvale’s Stevens Creek Trail Extension Project

Sunnyvale began its environmental review and design for a Stevens Creek Trail extension between West Remington Drive and West Fremont Avenue in the summer of 2022, and after several community meetings, a preferred trail alignment was confirmed by the Sunnyvale City Council in early 2023. However , Caltrans indicated that a more comprehensive approval document was required, which was beyond the project’s original scope and available funding.

After a nearly two -year pause, additional funding has been identifi ed and will be presented to the Sunnyvale City Council for approval. Sunnyvale’s project next steps include: environmental studies and preliminary design; final design; and construction.

ANALYSIS

Funding Agreement

The City is the project lead for the portion of the trail extension within Mountain View and will be coordinating with the City of Sunnyvale . This project scope is to study the feasibility of alignments, identify a preferred concept layout, and prepare environmental documentation. In preparation for the 2016 Measure B Bicycle/Pedestrian Program call for projects in fall 2019 , Mountain View requested that Sunnyvale contribute $600,000 to augment beyond Mountain View’s 10% local match requirement to improve the project application’s competitiveness for grant funding and consistency with Sunnyvale’s portion of the trail extension. Sunnyvale’s City 107 Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50–Professional Services Agreement
May 26, 2026

Page 4 of 7 ends

Council approved Mountain View’s request in November 2019, and a funding agreement is necessary between the two agencies to establish roles and responsibilities.

The key terms of the agreement with Sunnyvale include the following:

• Mountain View will be the project sponsor and the lead implementing agency responsible for design, right-of-way, permitting, environmental review, and agency coordination;

• Mountain View will retain a consultant to conduct the feasibility analysis and manage all aspects of the consultant’s work;

• Mountain View will maintain any and all documents and records related to reimbursements made for a minimum of five years;

• Sunnyvale will participate in project review;

• Sunnyvale will provide reimbursement in the amount of $600,000 for work involved in the feasibility analysis and environmental documentation; and

• Sunnyvale will provide Mountain View’s consultant with any Sunnyvale permits required for the project at no cost.

Sunnyvale and Mountain View staff have extensively negotiated a funding agreement that is comparable to similar, previously approved agreements between the two cities, and staff recommends its approval. Sunnyvale City Council will be considering the agreement for approval on June 2, 2026.

Professional Services Agreement

In September 2025, the City issued a Request for Proposals to seven firms qualified to provide design services for transportation projects in sensitive habitat areas. One proposal was submitted by BKF Engineers (BKF). Following staff review, BKF was deemed qualified based on the merits of their written proposal, experience in completing similar projects, and understanding of project goals.

The main elements of the scope of services include:

• Conduct preliminary investigation and data collection on the project site;

108
Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50–Professional Services Agreement
May 26, 2026

Page 5 of 7 ends

• Develop a Feasibility Report on the preferred trail alignment based on criteria factors including, but not limited to, right -of-way acquisition cost, constructability, agency coordination, tree removal impacts, and trail usability;

• Develop a recommended trail extension alignment with distinct conceptual designs illustrating a trail extension from the Dale Avenue/Heatherstone Way pedestrian/bicycle bridge over State Route 85 in Mountain View, to West Remington Drive in Sunnyvale, and a new east -west pedestrian/bicycle overcrossing crossing State Route 85 and connecting Mountain View High School and West Remington Drive;

• Prepare materials for presenting at community meetings and City committees and support staff’s outreach efforts;

• Upon approval of a preferred conceptual design option, develop 35% design (schematic design) documents;

• Prepare environmental clearance documents.

The recommended fee of $ 846,500 for services and contingency is consistent for such services, and staff considers the fee to be fair and reasonable for the scope of work required.

Next Steps

If the recommended action is approved by Council, BKF will begin design in summer 2026 , and will be followed by community meetings, as well as presentations to the Parks and Recreation Commission, Bicycle/Pedestrian Advisory Committe e, Council Transportation Committe e, and City Council. This phase of the project is anticipated to be completed at the beginning of 2029.

FISCAL IMPACT

Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50, is funded as follows:

Table 1: Project Funding

Funding Source Amount
2016 Measure B Funding $4,800,000
Park Land Dedication Fund $600,000
Sunnyvale Local Match Funding $600,000
Total $6,000,000

109
Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50–Professional Services Agreement
May 26, 2026

Page 6 of 7 ends

The professional services fee is $ 769,240 for basic services and reimbursable expenses, plus a contingency of $ 77,260 for additional services, for a total not -to-exceed amount of $ 846,500.

The project has sufficient funds for the recommended action; no additional appropriation is requested at this time.

LEVINE ACT

Please see below for information about whether the recommended action for this agenda item is subject to or exempt from the Levine Act.

SUBJECT TO THE LEVINE ACT
☒ Contract or franchise agreement

CONCLUSION

The Stevens Creek Trail Extension Project advances one of the Fiscal Years 2025-27 Council Work Plan projects and will provide significant benefits to the Cities of Mountain View and Sunnyvale by providing a low-stress pedestrian/bicycle trail that is separated from motor vehicle traffic. The project will provide safer and direct access to Mountain View and Alta Vista High Schools and allow a large, currently inaccessible open space area to be ut ilized and enjoyed by the community. Staff recommends executing a funding agreement with the City of Sunnyvale and awarding the professional services agreement to BKF to provide preliminary design and environmental review services. This phase of the projec t is expected to be completed at the beginning of 2029.

110
Stevens Creek Trail Extension from Dale Avenue/Heatherstone Way to West Remington Drive, Project 20-50–Professional Services Agreement
May 26, 2026

Page 7 of 7 ends

ALTERNATIVES

1. Do not authorize the City Manager or designee to enter into a funding agreement with the City of Sunnyvale and direct staff to negotiate different terms.

2. Do not authorize the City Manager or designee to execute a professional services agreement with BKF and direct staff to reissue the RFP.

3. Provide other direction.

PUBLIC NOTICING

Agenda posting.

Prepared by:

Joseph Cervantes
Senior Civil Engineer

Reviewed by:

Robert Gonzales
Principal Civil Engineer

Approved by:

Edward Arango
Assistant Public Works Director/City Engineer

Audrey D. Seymour
Assistant City Manager

cc: APWD—Arango, PCE—Gonzales, SCE—Cervantes, SMA—Doan, SMA—Nunez, F (20-50)

111
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 206070, Version: 1
Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33-Funding Appropriation Transfer and appropriate $9,500,000 from the In-Lieu Parking Fund to Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33, increasing the project budget from $1,000,000 to $10,500,000. (Five votes required)
City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
112

DATE:

May 26, 2026
CATEGORY:

Consent
DEPT.:

Public Works

TITLE: Lot 5 Parking Structure, Study and
Preliminary Design, Project 23-33–
Funding Appropriation

RECOMMENDATION

Transfer and appropriate $ 9,500,000 from the In-Lieu Parking Fund to Lot 5 Parking Structure, Study and Preliminary Design , Project 23 -33, increasing the project budget from $ 1,000,000 to $10,500,000. (Five votes required)

BACKGROUND

City parking Lot 5 is located on Hope Street, between Dana Street and Villa Street. This is a surface parking lot with 94 existing parking spaces with a 2 -hour time limit. It is centrally located and surrounded by commercial uses, except for a multi- family development across Hope Street (see Figure 1).

On August 24, 2021, the City Council reviewed the Downtown Parking Garage Framework study and authorized staff to:
• Study a new five -level parking garage, with approximately 400 stalls , at Lot 5 with no underground parking and no ground -floor commercial, and explore additional partnerships with developers to fund the new garage;

• Explore additional parking garage levels, a rooftop garden and use of low -carbon concrete; and

• Explore design options that allow for repurposing the building in the future and explore a solar component.

113
Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33–Funding Appropriation May 24, 2026

Page 2 of 5 ends

Figure 1: Downtown Parking District Facilities

Lot 5 was chosen as the optimal location for a future public parking structure due to its central location, efficient configuration, and minimal constraints. The parking garage will serve as a major component of the long‑term strategy to address projected parking deficits of 400–700 spaces in the Downtown Parking District.
114
Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33–Funding Appropriation May 24, 2026

Page 3 of 5 ends

Since that time, progress on the Lot 5 parking garage preliminary design has not moved forward due to limited staff capacity and ongoing uncertainty surrounding the potential redevelopment of Lots 4 and 8. Recently, the City continued planning for downtown development, including the significant mixed‑use redevelopment of City parking Lots 4 and 8 located on the 100 block of Hope Street, between Evelyn Avenue and Villa Street (Hope Street Lots 4 and 8).

On March 24, 2026, Council approved amendments to the Disposition and Development Agreement (DDA) and ground leases with RGC Mountain View I, LLC , for the development of Hope Street Lots 4 and 8. Under the amended DDA, a hotel will be constructed on Lot 4 without on‑site parking and the developer will contribute $6.6 million to the City towards the cost of replacing Lot 4’s existing 88 public parking spaces when the building permit is issued for the hotel.

The Lot 5 parking structure will serve as the primary replacement location.

To advance the City’s planning and design work, the Lot 5 Parking Structure, Study and Preliminary Design, Project 23 ‑33, was established in the F iscal Year 2022‑23 CIP with an initial $1,000,000 appropriation. The initial phase of the project will study feasible alternatives and prepare concept designs for a new multi ‑level, approximately 400 ‑space parking structure on Hope Street.

ANALYSIS

The Lot 5 Parking Structure project is intended to provide additional public parking capacity to serve downtown businesses, residents, and visitors. It will also provide enough parking to replace the Lot 12 public parking displaced by an affordable housing project and the parking to be displaced by the planned hotel on Lot 4.

Staff recommends transferring and appropriating $ 9.5 million from the in-Lieu Parking Fund to support the development of the Lot 5 structure. These funds are designated for public parking improvements within the Downtown Parking District and were originally committed to expanding the amount of public parking to be available on Lot 4 as part of the hotel project, which is no longer applicable under the amended DDA.W. This action will increase the Project 23‑33 budget from $1,000,000 to $10 ,500,000, providing sufficient funding for consultant services, concept design, technical studies, and environmental review preparation.

While the recommended appropriation will allow the project to advance through the study , environmental review, and design phase, additional funding will be required to proceed with the construction phase. At a future Council meeting, staff will be requesting Council appropriate the $6.6 million to be received from the development of Hope Street Lots 4 and 8 to the Lot 5 Parking Structure project. Staff will evaluate available funding options and present recommendations to Council at future milestones.

115
Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33–Funding Appropriation May 24, 2026

Page 4 of 5 ends

The project is currently in the pre -study/design phase. City staff is preparing to issue a Request for Proposals to retain a qualified consulting team. This consultant will assist with advancing the project’s scope by preparing a study of alternatives and concept designs of the parking structure.

The project scoping will begin in fall 2026, and staff and the consultant team will refine project requirements, finalize design criteria, and develop a comprehensive design -build or other alternative delivery package to select a qualified parking lot design specialist . This effort establishes the foundation for the next stages of design and eventual construction. In the spring of 2027, public outreach and engagement for the project will occur during the conceptual design phases of the design-build process, including community meetings to gather input.

FISCAL IMPACT

Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33, is funded with $1.0 million from the In-Lieu Parking Fund. An additional appropriation of $9.5 million is requested to further fund the project. Staff recommends that Council transfer and appropriate $9.5 million from the In-Lieu Parking Fund to Lot 5 Parking Structure, Study and Preliminary Design , Project 23 -33, increasing the total project budget to $10.5 million. The recommended action would utilize in- lieu parking fees for an eligible parking -related capital project, consistent with the intended use of these funds . Sufficient funding is available in the In-Lieu Parking Fund to support the recommended appropriation.

LEVINE ACT

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

116
Lot 5 Parking Structure, Study and Preliminary Design, Project 23-33–Funding Appropriation May 24, 2026

Page 5 of 5 ends

ALTERNATIVES

1. Do not transfer and appropriate $9,500 000 from the In-Lieu Parking Fund and direct staff to appropriate a different amount.

2. Provide other direction.

PUBLIC NOTICING - Agenda posting.

Prepared by:

Faryal Saiidnia
Senior Project Manager

Reviewed by:

David O. Printy
Principal Project Manager

Edward Arango
Assistant Public Works Director/
City Engineer
Approved by:

Jennifer Ng
Public Works Director

Audrey D. Seymour
Assistant City Manager

cc: APWD—Arango, PPM —Printy, SPM —Saiidnia, SMA—Goedicke, SMA— Doan, Nunez, File (23-33)
117
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 206125, Version: 1
Transportation Priorities for Santa Clara Valley Transportation Authority Local Investment Plan Related to Senate Bill 63 Revenue Measure
Approve City of Mountain View’stransportation priorities for the Santa Clara Valley Transportation Authority’s Local Investment Plan for Senate Bill 63 and authorize the City Manager to sign the letter to VTA (Attachment 1 to Council report).

City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
118

DATE:

May 26, 2026
CATEGORY:

Consent
DEPT.:

Public Works Department

TITLE: Transportation Priorities for Santa Clara
Valley Transportation Authority Local
Investment Plan Related to Senate Bill 63
Revenue Measure

RECOMMENDATION

Approve City of Mountain View’s transportation priorities for the Santa Clara Valley Transportation Authority ’s Local Investment Plan for Senate Bill 63 and authorize the City Manager to sign the letter to VTA (Attachment 1 to Council report).

BACKGROUND

Senate Bill (SB) 63 was enacted into state law in 2025. It authorizes creation of a Public Transit Revenue District across five Bay Area Counties: Santa Clara, San Francisco, San Mateo, Alameda, and Contra Costa Counties. SB 63 authorizes a half -cent sales tax (one cent in San Francisco) regional transportation revenue measure for voter consideration in November 2026. The bill would fund public transit operations, capital improvements, and transit -supportive roadway investment. The bill is intended to stabilize Bay Area transit operations, which have faced severe funding gaps due to steep declines in ridership and revenues since the COVID-19 pandemic.

This measure, if approved, is anticipated to generate $313 million dollars annually within Santa Clara County over the 14-year term. Under SB 63, 84.37% of the sales tax collected in Santa Clara County, or $264 million, is anticipated to be allocated to the Santa Clara Valley Transportation Authority (VTA) for public transit expenses and roadway repaving on roads served by fixed route transit. The remaining funding would be allocated to Caltrain for operations and capital improvements (10.38%), the MTC Transit Transformation Action Plan (5%), and program administration (0.25%). The regional measure is a citizen’s initiative, requiring 50 percent plus one for voter approval.

VTA is developing its Local Investment Plan , which will define spending priorities should the measure pass. VTA staff presented an overview of SB 63 and VTA’s process to develop the Local Investment Plan to the City Council on April 14, 2026. The draft plan will be presented to the VTA Board of Directors for adoption on June 4, 2026.

119
Transportation Policy Priorities for VTA Local Investment Plan Related to Senate Bill 63 Revenue Measure May 26, 2026

Page 2 of 5 ends

ANALYSIS

Transit is an essential component of the transportation system in Mountain View, with a transit commute mode share (6.8%) more than double the county rate (2.9%). The Mountain View Transit Center is a regionally important transit hub, bringing together Caltrain, VTA’s Light Rail, five VTA bus routes, and public and private shuttle systems. These essential transit services in Mountain View facilitate local trips and allow people throughout the region to travel to work in North Bayshore, where technology jobs are abundant. The Transit Center has the third highest ridership in the Caltrain System at 2,288 average weekday boardings in 2025. VTA’s highest ridership bus lines, the 22 and 522, travel through Mountain View on El Camino Real, providing service to nei ghboring cities and San Jose. The Mountain View Community Shuttle further promotes transit use by providing first/last -mile connections to VTA and Caltrain and local circulation to areas not directly served by VTA.

VTA has invited local agencies to share their priorities for the Local Investment Plan. Th is is an opportunity to align the proposed plan with the City’s transit and safety goals, including General Plan Goal MOB-5: “Local and regional transit that is efficient, frequent, convenient, and safe.”

The attached draft letter to VTA outlines the City’s transportation priorities for the Local Investment Plan. To identify potential projects, staff referred to the April 14, 2026 City Council discussion and considered local priorities that align with the measure’s language and support VTA’s desired outcomes : ridership growth, increased productivity, and enhanced customer experience.

Under the SB 63 enabling legislation, regional measure funds may be used for “…public transit expenses and roadway re -pavement projects on roads served by fixed- route transit.” In accordance, City s taff recommend s the following City priorities for VTA’s Local Improvement Plan:

• Increase VTA Transit Services in Mountain View

Mountain View strongly supports the implementation of VTA’s Visionary Network within the City. The Visionary Network will increase light rail and frequent buses to 10-minute headways, local buses to 20 -minute headways, and expand service hours to reach early morning and late-night customers. Increased frequency on VTA Light Rail, and Local Bus Routes 40 and 21 will significantly improve transfers at the Mountain View Transit Center. Increased frequency on Route 51 will support students at Mountain View High School and Graham Middle School.

Enhancements to Rapid 522 and Route 22 will improve connections to neighboring cities and further strengthen El Camino Real as the backbone of the transit system. Across the city, these improvements will meet the community ’s needs and make transit a viable option for more trips across the city.

120
Transportation Policy Priorities for VTA Local Investment Plan Related to Senate Bill 63 Revenue Measure May 26, 2026

Page 3 of 5 ends

• Provide Financial Support for Mountain View’s Community Shuttle

The Mountain View Community Shuttle is a fixed-route bus service that provides critical first- and last-mile connections, extending the reach and viability of Caltrain and VTA. The service connects riders to the Mountain View Transit Center, VTA Light Rail s tations, and major bus transfer points such as Showers Drive. It provides access to schools, medical facilities, community services, and employment centers that have minimal or no VTA transit service.

The shuttle is extremely well-used, serving over 22,000 riders a month.

The City fully funds the service from its own budget, but with stagnant revenues and many competing City priorities, it is a concern as to how much longer the City can continue to operate the shuttle service at current levels. As a fixed -route transit service, the shuttle is eligible for SB 63 funding. Providing financial support for the shuttle supports VTA’s goal of growing ridership by directly funding the service and strengthening shuttle connections to VTA’s own transit services.

• Help Close the Funding Gap for the Rengstorff Grade Separation Project

The City has been working on the Rengstorff Grade Separation project for almost 20 years.

This important project will provide much -needed transit, pedestrian, and bicycle safety improvements in the most economically disadvantaged area of the City. It will eliminate collisions at the tracks, significantly improving Caltrain operations and, in turn, supporting ridership growth, productivity, and customer experience. The project will also eliminate significant backups on Rengstorff Avenue at the Caltrain crossing, increasing productivity and customer experience for VTA’s Bus Route 40 and the Mountain View Community Shuttle, which are subject to major daily delays due to the at-grade rail crossing.

The City is partnering with VTA to complete design and construction of this long -awaited critical project for Mountain View. Th e $400 million project is 75% funded. SB 63 funds can help reduce the funding shortfall, provide local match funding, and make the project more competitive for grants and other funding sources.

• Help Fund Complete Streets Projects on Fixed Route Transit Corridors

Mountain View has planned significant improvements for corridors with fixed- route transit:

El Camino Real, Rengstorff Avenue, Shoreline Boulevard, San Antonio Road, Middlefield Road, California Avenue, Charleston Road, Whisman Road, and Grant Road. These projects will construct complete streets components, including signal upgrades to reduce transit delays, green streetscapes to improve the transit customer experience, and safety improvements to enhance first- and last-mile connections. These major projects represent a once-in-several- 121
Transportation Policy Priorities for VTA Local Investment Plan Related to Senate Bill 63 Revenue Measure May 26, 2026

Page 4 of 5 ends

decades opportunity to green streets, enhance safety, and improve operations for Mountain View residents and transit customers.

Additionally, staff requests that VTA’s plan invest the sales taxes raised in Mountain View into transit services and improvements in Mountain View.

FISCAL IMPACT

The action will have no direct fiscal impact. However, if VTA chooses to include the City’s recommended transportation priorities in the SB 63 local expenditure plan, the City may see increased revenue for these priorities.

LEVINE ACT

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. Modify the letter to VTA outlining Mountain View Priorities for SB 63 Local Investment Plan.

2. Provide other direction.

122
Transportation Policy Priorities for VTA Local Investment Plan Related to Senate Bill 63 Revenue Measure May 26, 2026

Page 5 of 5 ends

PUBLIC NOTICING – Agenda Posting

Prepared by:

Lauren Ledbetter
Transportation Manager

Approved by:

Jennifer Ng
Public Works Director

Audrey D. Seymour
Assistant City Manager

Attachment: 1. Letter to VTA: Mountain View Priorities for SB 63 Local Investment Plan 123

OFFICE OF THE CITY MANAGER
500 Castro Street, P.O. Box 7540
Mountain View, CA 94039-7540
650-903-6301 | MountainView.gov
M
ay 26, 2026
M
s. Carolyn Gonot
Chief Executive Officer/General Manager
Santa Clara Valley Transportation Authority
3331 N. First Street, Building B
San Jose, CA 95134
SUB
JECT: City of Mountain View Priorities for VTA’s Local Investment Plan Under SB 63 De
ar Ms. Gonot,
I
would like to acknowledge and thank the VTA staff team for attending the Mountain View City Council meeting on April 14, 2026, and presenting on VTA’s Local Investment Plan for Senate Bill

63. The City recognizes the potential revenue for Santa Clara County that could be generated if voters approve the SB 63 regional sales tax measure.

T
ransit is an essential component of the transportation system in Mountain View, with a transit commute mode share more than double the county rate. The Mountain View Transit Center is a regionally important transit hub, bringing together Caltrain, VTA’s Light Rail, five VTA bus routes, and public and private shuttle systems. This transit hub facilitat es local trips and allows people throughout the region to travel to work in the north part of Mountain View where technology jobs are abundant.

T
he Mountain View Transit Center has the third-highest ridership in the Caltrain System at 2,288 average weekday boardings in 2025. VTA’s highest ridership bus lines, the 22 and 522, travel through Mountain View on El Camino Real, providing service to neighboring cities and San Jose.

The Mountain View Community Shuttle further promotes transit use by providing first/last -mile connections to VTA and Caltrain and local circulation to areas not directly served by VTA.

T
he City of Mountain View concurs with the goals of the expenditure plan to grow transit ridership, increase productivity, and enhance customer experience as presented at the April 14 Council meeting. We would like to see these goals realized in Mountain View and we request that VTA’s plan invest the sales taxes raised in Mountain View into transit services and improvements in Mountain View.

Attachment 1
124
City of Mountain View Priorities for the VTA Local Investment Plan May 26, 2026

Page 2 ends

On May 26, 2026, the City Council approved the following four priorities for investing funds in Mountain View to help VTA realize its goals for the expenditure plan:

• Increase VTA transit services in Mountain View

Mountain View strongly supports the implementation of VTA’s Visionary Network within the City. The Visionary Network will increase light rail and frequent buses to 10-minute headways, local buses to 20 -minute headways, and expand service hours to reach early morning and late-night customers. Increased frequency on VTA Light Rail and Local Bus Routes 40 and 21 will significantly improve transfers at the Mountain View Transit Center. Increased frequency on Route 51 will support students at Mountain View High School and Graham Middle School.

Enhancements to Rapid 522 and Route 22 will improve connections to neighboring cities and further strengthen El Camino Real as the backbone of the transit system . These improvements will meet the community’s needs and make transit a viable option for more trips across the city.

• Provide Financial Support for Mountain View’s Community Shuttle

The shuttle is extremely well used, serving over 22,000 riders a month.

• Close the Funding Gap for the Rengstorff Grade Separation Project

The City has been working on the Rengstorff Grade Separation project for almost 20 years.

Page 3 ends

We look forward to partnering with VTA to complete the design and construction of this long- awaited critical project for Mountain View. This $400 million project is 75% funded. SB 63 funds can help reduce the funding shortfall , provide local match funding, and make the project more competitive for grants and other funding sources.

• Fund Complete Streets Projects on Fixed Route Transit Corridors

Mountain View has planned significant improvements for corridors with fixed- route transit:

El Camino Real, Rengstorff Avenue, Shoreline Boulevard, San Antonio Road, Middlefield Road, California Avenue, Charleston Road, Whisman Road, and Grant Road. These projects will construct complete streets components, including signal upgrades to reduce transit delays, green streetscapes to improve the transit customer experience, and safety improvements to enhance first- and last-mile connections. These major project s represent a once- in-several- decades opportunity to green streets, enhance safety, and improve operations for Mountain View residents and transit customers.

We look forward to collaborating with VTA to deliver benefits for Mountain View’s residents and transit riders through the Local Investment Plan. Please feel free to reach out to me with any questions.

Sincerely,

Kimbra McCarthy
City Manager

cc: Mountain View City Council
VTA Board of Directors
Supervisor Margaret Abe-Koga, Santa Clara County Board of Supervisors Jennifer Ng, Public Works Director, City of Mountain View Lauren Ledbetter, Transportation Manager, City of Mountain View Greg Richardson, Deputy General Manager, VTA
Sam Sargent, Director, Strategy and Transformation, VTA

126
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 206144, Version: 1
Increase Appropriations in the Fire Department for Future Reimbursement of County of Santa Clara EMS Trust Funds
Appropriate $34,728 in the Fire Department budget in the General Operating Fund, in anticipation of reimbursement funding from the County of Santa Clara Emergency Medical Services Trust Fund expected to be received shortly after June 30, 2026. (Five votes required.) City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
127

DATE:

May 26, 2026
CATEGORY:

Consent
DEPT.:

Fire
TITLE: Increase Appropriations in the Fire
Department for Future Reimbursement
of County of Santa Clara EMS Trust Funds

RECOMMENDATION

Appropriate $34,728 in the Fire Department budget in the General Operating Fund, in anticipation of reimbursement funding from the County of Santa Clara Emergency Medical Services Trust Fund expected to be received shortly after June 30, 2026. (Five votes required).

BACKGROUND

The City entered into an agreement with the County of Santa Clara to support the Emergency Medical Services (EMS) system through the acquisition of video laryngoscope devices and related supplies for the Fire Department. The intent of the agreement is to e nhance prehospital care capabilities in accordance with County EMS requirements.

The agreement provides reimbursement funding, known as EMS Trust Funds, of up to $34,761 for eligible equipment purchases. Under its terms, the City is responsible for procuring the approved devices, placing them into service, and submitting invoices and s upporting documentation to the County for reimbursement. Payments are issued following County review and approval of complete and accurate invoices.

The agreement is valid for a 365 -day term and requires that all equipment be purchased and placed into service within that timeframe to remain eligible for reimbursement.

At this time, the Fire Department has incurred eligible costs totaling $34,728, and an invoice has been submitted to the County of Santa Clara for reimbursement. However, reimbursement funding has not yet been received. With the fiscal year ending June 30, 2026, there is a possibility that reimbursement may not be received and appropriated prior to 2025-26 fiscal year-end.

ANALYSIS

Because the agreement is reimbursement-based, the City must first incur costs and then seek reimbursement from the County of Santa Clara Emergency Medical Services Agency. While 128
Increase Appropriations in the Fire Department for Future Reimbursement of County of Santa Clara EMS Trust Funds
May 26, 2026

Page 2 of 3 ends

the City remains eligible for reimbursement, payment timing is dependent on County review, approval, processing, and available appropriations, which are outside the City’s control. With the fiscal year ending June 30, 2026, there is a possibility that reimbursement funding may not be received and recognized prior to year-end. To ensure sufficient budget exists to cover the expenditure if reimbursement is delayed, the Fire Department is requesting an appropriation in the amount of the anticipated reimbursement revenue.

FISCAL IMPACT

The City is eligible to receive reimbursement in the amount of $34,728 from the County of Santa Clara Emergency Medical Services Agency for expenses associated with the purchase of video laryngoscope devices and related supplies. In anticipation of reimbursement funding that may not be received prior to June 30, 2026, the Fire Department is requesting an appropriation in the amount of the anticipated reimbursement revenue.

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. Decline to appropriate funding for the anticipated reimbursement related to the purchase of the video laryngoscope devices and related supplies and absorb the unbudgeted expense within the Fire Department’s existing budget.

2. Direct staff to return with additional information.

3. Provide other direction.

129
Increase Appropriations in the Fire Department for Future Reimbursement of County of Santa Clara EMS Trust Funds
May 26, 2026

Page 3 of 3 ends

PUBLIC NOTICING—Agenda posting.

Prepared by:

Approved by:

Amanda Slovick
Senior Management Analyst

Brian Jones
Fire Chief

Audrey D. Seymour
Assistant City Manager

130
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205756, Version: 1
5-Year Update to the Urban Water Management Plan and Water Shortage Contingency Plan Hold a public hearing to accept and consider public comments on the: Draft 2025 Urban Water Management Plan and Water Shortage Contingency Plan as required by California Water Code Section 10642.

City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
131

DATE:

May 26, 2026
CATEGORY:

Public Hearing
DEPT.:

Public Works

TITLE: 5-Year Update to the Urban Water
Management Plan and Water Shortage
Contingency Plan

RECOMMENDATION

Hold a public hearing to accept and consider public comments on the: Draft 202 5 Urban Water Management Plan and Water Shortage Contingency Plan as required by California Water Code Section 10642.

BACKGROUND

The California Water Code requires urban water suppliers to prepare an Urban Water Management Plan (UWMP) to analyze available water supply during normal and dry years, compared to current and projected water demand. UWMP updates are required every five years.

The City of Mountain View’s 2020 UWMP was adopted in 2021, and submittal of the 2025 UWMP is due to the California Department of Water Resources by July 1 , 2026 in order to maintain eligibility for State water grant funding.

The UWMP is a link between land use planning and water supply planning, developed to evaluate if sufficient water is available to meet the needs of Mountain View’s existing and future water customers. This UWMP update also includes an update to a Water Shortage Contingency Plan as required by State law. In preparing this UWMP update, staff worked collaboratively with the City’s wholesale water suppliers to exchange necessary information. Notice of the preparation and adoption process was posted in local newspapers and emailed to key neighborhood and business liaisons, local water agencies, and the County of Santa Clara.

ANALYSIS

Mountain View’s 202 5 UWMP provides an analysis of historical, current, and projected water supply and demand. The 2025 UWMP also includes details about the City’s climate, service area, potable water supply, recycled water program, water conservation program, supply reliability during normal and drought years, and actions to be taken in the event of a water shortage emergency. A summary of each item discussed in the UWMP is provided in the Executive Summary (Attachment 1). The 2025 UWMP document is posted o nline at:
mountainview.gov/uwmp.
132
5-Year Update to the Urban Water Management Plan and
Water Shortage Contingency Plan
May 26, 2026

Page 2 of 7 ends

Water Demand and Supply

Mountain View’s municipal water system serves the majority of businesses and residents within the City limits. A small number of customers are served by the California Water Service Company, and not by the City. Future water demand projections for the water service area were developed based on the approved General Plan and affiliated plans and policies, over a planning horizon of 25 years. Consistent with the City’s current adopted land use plans and policies, this UWMP evaluates collective growth up to 148,200 residents by 20 50 - a 76% increase from the current level (Figure 1).

Figure 1: Historical and Projected Water Service Area Population

Mountain View purchases the majority of the City’s drinking water from the San Francisco Public Utilities Commission (SFPUC), sourced primarily from the Tuolumne River and captured in the Hetch Hetchy Reservoir in Yosemite National Park. Drinking water is also purchased from the Santa Clara Valley Water District (Valley Water) and pumped from local groundwater wells.

Recycled water from the Regional Water Quality Control Plant located in the City of Palo Alto is also used to meet some irrigation, industrial, and toilet flushing demands in the North Bayshore Area. Mountain View’s water demand is projected to increase by 32% over the next 25 years, if all approved development (with an estimated population increase of 76%) is completed within this horizon (Figure 2). Future demand projections reflect a continued trend of reduced per capita water use over time.
133
5-Year Update to the Urban Water Management Plan and
Water Shortage Contingency Plan
May 26, 2026

Page 3 of 7 ends

Figure 2: Historical and Projected Water Demand

The percentage of each supply used to meet Mountain View’s water demand changes year to year based on many factors, such as supply availability and the magnitude and geographical distribution of customer demand. Current water use is comprised of 84% SFPUC, 8% Valley Water, 6% recycled water, and 2% groundwater. Figure 3 shows the City’s historical and projected water supply production by source.

134
5-Year Update to the Urban Water Management Plan and
Water Shortage Contingency Plan
May 26, 2026

Page 4 of 7 ends

Figure 3: Water Production by Source

Water Supply Reliability

One major component of a UWMP is the water service reliability assessment, which evaluates the availability of Mountain View’s water supplies during normal and dry years. Several new water supply reliability considerations have arisen over the last decade, most notably the State Water Quality Control Board’s amendment to the Water Quality Control Plan for the San Francisco Bay / Sacramento-San Joaquin Delta Estuary. This plan establishes water quality objectives to maintain the health of the Bay Delta ecosystem. One main component of the Bay - Delta Plan Amendment includes increasing water flows in tributaries of the San Joaquin River, including the Tuolumne River. Several agencies are challenging the Bay -Delta Plan Amendment, and the State Board is negotiating with water rights holders to find a middle ground. At this time, the final outcome of the Bay-Delta Plan Amendment remains uncertain.

In preparation for this UWMP update, SFPUC and Valley Water evaluated supply availability and the ability to meet systemwide demand through 20 50. Valley Water projects supply reductions of up to 9% during some multiple year droughts. SFPUC projects that implementation of the Bay- Delta Plan Amendment would result in systemwide water shortages during dry years. Cumulative impacts to Mountain View’s SFPUC supply are estimated to be up to 48% reduction (due to 43% system-wide cutbacks) . To address the projected shortfalls and meet their adopted level of service goals, SFPUC is evaluating alternative supply options, including potable water reuse. If the 135
5-Year Update to the Urban Water Management Plan and
Water Shortage Contingency Plan
May 26, 2026

Page 5 of 7 ends

Bay-Delta Plan Amendment is not implemented as adopted, SFPUC projects sufficient water to meet system-wide demands during all years (normal and dry) through 2050.

Based on reliability information provided by both SFPUC and Valley Water, Mountain View expects to be able to meet projected water demand during all normal years through 20 50, but projects cumulative dry -year supply shortfalls of up to 20% (with implementation of the Bay- Delta Plan Amendment). Reductions to the City’s imported water supplies would be replaced by increasing groundwater production and implementing customer demand reduction measures.

Water Shortage Contingency Plan

Mountain View’s Water Shortage Contingency Plan (Chapter 8 of the UWMP) serves as a flexible framework of planned response measures to address water supply shortages. The plan describes demand reduction strategies to meet various stages of shortages, including up to 10%, 11 to 25%, 26 to 40%, and greater than 40%. Each stage includes a set of actions that become progressively more stringent as the shortage condition escalates. All of the stages are designed to provide adequate water to protect public health and safety and satisfy the City’s fire protection needs.

No significant modifications have been made to the Water Shortage Plan as part of this UWMP update, but State law requires a public hearing be held specifically on the Water Shortage Plan, in addition to the UWMP.

Next Steps

Following this public hearing, staff will return to the City Council for adoption of the resolutions approving the 202 5 UWMP and Water Shortage Contingency Plan on June 23, 202 6. Staff will submit the final report to the California Department of Water Resources, the State Library, and the County of Santa Clara. The adopted 2025 UWMP will also be posted on the City’s website and be available in the Mountain View Library.

FISCAL IMPACT

None.

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 136
5-Year Update to the Urban Water Management Plan and
Water Shortage Contingency Plan
May 26, 2026

Page 6 of 7 ends

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

CONCLUSION

Mountain View updates the City’s UWMP every five years to evaluate the City’s ability to meet the City’s water needs over the next 25 years. This UWMP considers water demand associated with current customers, as well as new customers arising from implement ation of currently adopted land use plans and policies . This growth is projected to increase water use b y 3 2% between 202 5 and 20 50. Mountain View will meet these water needs through continued implementation of water conservation measures and use of the City’s four water supplies: SFPUC, Valley Water, groundwater, and recycled water. Mountain View continues to collaborate with wholesale suppliers and other regional partners to sustainably manage water supplies and meet the City’s water needs now and in the future.

ALTERNATIVES

1. Provide changes to the Draft 2025 UWMP or Water Shortage Contingency Plan.

2. Seek additional research or provide other direction.

137
5-Year Update to the Urban Water Management Plan and
Water Shortage Contingency Plan
May 26, 2026

Page 7 of 7 ends

PUBLIC NOTICING

Agenda posting and publication in the Daily Post . Notifications were also emailed to neighborhood and business liaisons, local water agencies, and the County of Santa Clara.

Prepared by:

Elizabeth Flegel
Water Resources Manager

Reviewed by:

Lisa Au
Assistant Public Works Director
Approved by:

Jennifer Ng
Public Works Director

Kimbra McCarthy
City Manager

Attachment: 1. Urban Water Management Plan Executive Summary 138
May 2026
Draft
Attachment 1
139
CITY OF MOUNTAIN VIEW 2025 URBAN WATER MANAGEMENT PLAN

ES-1
CHAPTER 1: INTRODUCTION
The Urban Water Management Plan (UWMP) provides an analysis of the City of Mountain View’s available water supply, during normal and dry-year scenarios, compared to current and projected water demand. The UWMP is a link between land use planning and water supply planning, developed to evaluate if sufficient water is available to meet the needs of Mountain View’s existing and future water customers. This UWMP update also includes an update to the Water Shortage Contingency Plan. In preparing this UWMP update, staff worked collaboratively with the City’s wholesale water suppliers to exchange necessary information. Notice of the preparation and adoption process was posted in local newspapers and emailed to neighborhood and business liaisons, local water agencies, and the County of Santa Clara. Pursuant to State law, water agencies must update their UWMP every five years.

CHAPTER 2: SERVICE AREA
Mountain View’s municipal water system serves the majority of businesses and residents within the City limits.

A small number of customers are served by the California Water Service Company. The City currently serves 84,413 residents. Future water demand projections were developed based on a snapshot of approved development and the General Plan growth estimates, including the current Housing Element. Collective growth is estimated to reach 148,200 residents within the municipal water service area by 2050, which is a 76% increase from the current level.

CHAPTER 3: WATER SYSTEM OVERVIEW
The City’s municipal water system services three pressure zones and consists of three wholesale water turnouts, four reservoirs, three pump stations, four active groundwater supply wells, and buried pipelines of varying composition, ages, and sizes. Mountain View currently serves 18,009 potable water service connections (18,952 with fire services) and 59 active recycled water service connections. Single-family and multi-family homes account for 86 percent of all connections, with the remaining connections serving commercial, institutional, and industrial accounts and landscape customers.

CHAPTER 4: WATER DEMAND
Mountain View’s historical water demand is shown in Figure ES-1. This figure shows a general downward trend in water use since the mid-1980s, punctuated by rapid drops in water use coinciding with periods of drought, as customers responded to conservation requests.

140
CITY OF MOUNTAIN VIEW 2025 URBAN WATER MANAGEMENT PLAN

ES-2
Figure ES-1: Historical Water Demand

Mountain View’s water demand projections were developed based on regional modeling efforts completed between 2024 and 2025. Mountain View’s water demand model was most recently revised to account for updated population and employment projections and the impacts of climate change (among other things).

The City’s water demand model includes three scenarios to evaluate and forecast Mountain View’s water demand through the year 2050. The “base-case” scenario represents a high-end estimate of possible future demand. Two additional scenarios were developed to capture water savings expected from passive conservation (e.g., plumbing code efficiencies) and active water conservation measures. Mountain View’s model results are shown in Table ES-1 in five-year increments through the year 2050. For the purpose of this UWMP, the scenario incorporating passive and active conservation savings (Scenario C), is selected for the City’s official demand projections.

Table ES-1: Water Model Results
Water Model Scenario Projected Water Demand (AFY)
2030 2035 2040 2045 2050
Scenario A (Base-Case) 11,160 12,103 12,732 13,316 13,955 Scenario B (Plumbing Codes) 10,876 11,587 12,120 12,630 13,212 Scenario C (Plumbing Codes and Conservation) 10,831 11,512 12,038 12,541 13,116 141
CITY OF MOUNTAIN VIEW 2025 URBAN WATER MANAGEMENT PLAN

ES-3
CHAPTER 5: WATER SUPPLY SOURCES
The City of Mountain View receives the majority of drinking water from the City and County of San Francisco’s Regional Water System (Regional System), operated by the San Francisco Public Utilities Commission (SFPUC). Mountain View is a member of the Bay Area Water Supply and Conservation Agency (BAWSCA), which represents the 26 water agencies that purchase water wholesale from SFPUC. Mountain View also purchases water wholesale from the Santa Clara Valley Water District (now known as Valley Water) and pumps local groundwater from City-owned wells. Mountain View has a recycled water distribution system to meet a portion of the nonpotable demand in the North Bayshore Area. In 2025, the City’s water supply production was 84 percent SFPUC, 8 percent Valley Water, 2 percent groundwater, and 6 percent recycled water. Below is a summary of the City’s water supplies:

• San Francisco: The Regional System draws an average of 85 percent of its supply from the Tuolumne River, collected in Hetch Hetchy Reservoir in Yosemite National Park. This water feeds into an aqueduct system delivering water 167 miles by gravity to Bay Area reservoirs and customers. The remaining 15 percent of SFPUC’s supply is drawn from local surface waters in Alameda County and Peninsula watersheds through the San Antonio, Calaveras, Crystal Springs, Pilarcitos, and San Andreas reservoirs.
• Valley Water: Valley Water is an independent special district that provides wholesale water supply, groundwater management, flood protection, and stream stewardship on behalf of Santa Clara County’s nearly 2 million residents. Valley Water’s service area includes all of Santa Clara County.

Sources of supply for Valley Water include local surface water, imported water from the State Water Project and Central Valley Project, groundwater, and recycled and purified water. Valley Water supplies are used to recharge local groundwater basins, released to local creeks to meet environmental needs, and delivered directly to retail water suppliers through Valley Water’s treatment plants and distribution system.
• Local Groundwater: Mountain View owns and operates water supply wells that extract local groundwater for use as drinking water. City wells pump groundwater from the Santa Clara Basin, which is managed by Valley Water. Approximately two-thirds of all groundwater used in Santa Clara County is recharged by Valley Water from local and imported surface water. • Recycled Water: Mountain View uses recycled water from the Palo Alto Regional Water Quality Control Plant for irrigation, toilet flushing, and industrial uses in the North Bayshore Area. The City has utilized recycled water since 1980. There are currently 59 active customer connections to the City’s recycled water system, including the Shoreline golf course, Shoreline Regional Park, Shoreline Amphitheatre, Charleston Park, and various business and roadway landscaping. A small number of customers also use recycled water for indoor purposes, such as toilet flushing and air cooling. 142
CITY OF MOUNTAIN VIEW 2025 URBAN WATER MANAGEMENT PLAN

ES-4

Mountain View's historical water supply production is shown in Figure ES-2. A general downward trend is evident over the past 50 years, due mostly to changes in customer base, increased plumbing efficiencies, changes in landscape aesthetics, and periodic drought.

Figure ES-2: Historical Water Supply Production

Projected Water Supply Production
Mountain View maintains a diverse water supply portfolio to meet existing and future needs. Production of each water supply changes based on several factors, including demand, water quality, and drought. In order to meet projected demand, Mountain View expects to utilize the City’s supplies in the approximate volumes presented in Table ES-2. Actual use of each supply will depend on demand, supply conditions, and operational needs.

143
CITY OF MOUNTAIN VIEW 2025 URBAN WATER MANAGEMENT PLAN

ES-5

Table ES-2: Projected Water Supply Production
Supply Source Projected Water Supply Production (AFY)
2030 2035 2040 2045 2050
SFPUC 8,811 9,092 9,618 10,121 10,696
Valley Water 920 920 920 920 920
Groundwater 200 200 200 200 200
Potable 9,931 10,212 10,738 11,241 11,816
Recycled 900 1,300 1,300 1,300 1,300
Total Supply 10,831 11,512 12,038 12,541 13,116

CHAPTER 6: WATER SUPPLY RELIABILITY
As part of this UWMP update, the City and the City’s wholesale water suppliers have evaluated their ability to meet projected demand during normal and dry years.

Reliability of the SFPUC Regional System
The Regional System provides a safe, reliable water supply for over 2 million residents and various other users in the Bay Area. Key reliability constraints assessed by SFPUC include the effects of climate change and regulatory actions, such as the Bay-Delta Plan Amendment. SFPUC is developing strategies to address these vulnerabilities.

• Bay-Delta Plan Amendment: The State Water Board’s Bay-Delta Plan Amendment establish water quality objectives to maintain the health of the Bay Delta ecosystem. A main goal of the amendment is to increase salmon populations in the Bay Delta and three San Joaquin River tributaries. One of the affected tributaries is the Tuolumne River, which is SFPUC’s primary water source. If the Bay-Delta Plan Amendment is implemented as adopted, SFPUC will be able to meet system demand in normal years, but would experience supply shortages during dry years, up to 43 percent system-wide in some years. The State Water Board, SFPUC, and others are currently negotiating alternative agreements and, at this time, the final resolution of this process is uncertain. • Water System Improvement Plan: To enhance the ability of the Regional System and meet its goals for water quality, seismic reliability, delivery reliability, and water supply, SFPUC approved a $4.8 billion Water System Improvement Plan (WSIP) in 2008. The WSIP included over 30 capital projects related to rehabilitation, construction, replacement, and upgrades to pipelines, reservoirs, 144
CITY OF MOUNTAIN VIEW 2025 URBAN WATER MANAGEMENT PLAN

ES-6
dams, treatment facilities, tunnels, and power facilities. The WSIP authorized SFPUC to undertake a number of water supply projects to meet dry-year demands with no greater than 20 percent rationing. • Alternative Water Supply Planning: SFPUC is evaluating new water supplies and other projects that would improve water resilience. Development of additional water supplies and partnerships could reduce SFPUC’s projected supply shortfalls. Projects under consideration include potable reuse, groundwater banking, dry year transfers and other collaborations.

Reliability of Valley Water Managed Supplies
Based on Valley Water’s existing and planned sources of supply, Valley Water expects to be able to meet Countywide demands through 2050 under normal conditions, with rationing limited to 9 percent during extended drought periods.

• Imported Water Constraints: Valley Water’s imported supplies are subject to a number of constraints, including hydrologic variability, regulatory requirements to protect fish and water quality in the Bay-Delta, and conveyance limitations. Imported Bay-Delta supplies are at risk from levee failures due to seismic threats and flooding, sea-level rise and climate change, declining populations of protected fish species, and water quality variations. Local and out-of-County storage can help mitigate the impacts of hydrologic variability. Water quality variations are addressed by blending sources and/or switching sources to Valley Water’s drinking water treatment plants. Algae and disinfection byproduct precursors have been especially challenging during recent droughts. To address some of these constraints, Valley Water continues to evaluate the costs and benefits of participating in the Delta Conveyance Project in addition to other water supply options, including developing additional local supplies, securing and optimizing Valley Water’s existing water system, and expanding water conservation.
• Local Surface Water Constraints: Valley Water’s local surface water is vulnerable to hydrologic variability and operational needs. Reservoirs are sized for annual operation and have multiple management considerations. For example, in wet years, Valley Water’s ability to capture local surface water is limited by Valley Water’s need to provide flood protection. Dam safety requirements have reduced reservoir storage capacities, which Valley Water is working to address. • Groundwater Constraints: Groundwater supply is largely constrained by hydrologic variability and the operational storage capacity within the subbasins. Inflows to the groundwater subbasins are controlled by Valley Water’s managed aquifer recharge program and natural recharge.

145
CITY OF MOUNTAIN VIEW 2025 URBAN WATER MANAGEMENT PLAN

ES-7
Water Service Reliability Assessment
Mountain View plans to meet projected water demand during normal and dry-year scenarios using a combination of existing supplies and demand-reduction measures. Local groundwater and recycled water supplies are projected to be fully available during all year types (normal and dry) through 2050. Valley Water supplies are projected to experience shortfalls up to 9 percent during the latter years of some multiple dry year sequences. Based on the information provided by the SFPUC under their Bay-Delta Plan Amendment scenario, Mountain View will have full SFPUC supply availability during normal years but will experience SFPUC supply shortfalls of up to 48 percent during some dry years (due to a 43% systemwide reduction).

Water Supply and Demand Assessment
Mountain View uses the information on reliability provided by the City’s wholesale suppliers to evaluate the cumulative supply impacts to the City during normal and dry years. Based on the information provided by Valley Water and SFPUC, Mountain View expects to meet current and future water needs during normal years. During dry years, the City intends to utilize existing groundwater wells to limit rationing to 20 percent.

In these instances, the City would also implement demand-reduction strategies from the City’s Water Shortage Contingency Plan to achieve 20 percent drought reductions.

CHAPTER 7: WATER CONSERVATION

Mountain View implements several water conservation measures, in partnership with Valley Water and BAWSCA. Key measures are summarized below:

• Regulations: The City has adopted a Water Waste Prevention Ordinance, Water Conservation in Landscaping Regulations, and the Mountain View Green Building Code.

• Metering: Mountain View has metered customer water use since at least 1938. Current metering efforts include conversion to advanced metering (also known as “smart” metering) and requiring that irrigation be metered separate from other uses.

• Water Loss Control: The City tracks system water loss on an annual basis as part of the City’s water loss control and prevention program.

• Customer Programs: Several programs are available to help customers use water more efficiently.

Examples include: home water reports, Water-Wise House Calls, irrigation budget reports, landscape 146
CITY OF MOUNTAIN VIEW 2025 URBAN WATER MANAGEMENT PLAN

ES-8
audits, plumbing fixture replacement (toilets, clothes washers, commercial equipment, and submeters), and landscape upgrades.

• Education and Outreach: Outreach is promoted through school assemblies, landscape education classes, website and social media postings, utility bill design and messaging, bill inserts, brochure racks, a dedicated phone hotline, and booths for public events.

CHAPTER 8: WATER SHORTAGE CONTINGENCY PLAN
Mountain View’s Water Shortage Contingency Plan serves as a flexible framework of planned response measures to mitigate water supply shortages. The Plan describes demand-reduction strategies to meet various stages of shortages, including up to 10 percent, 11 percent to 25 percent, 26 percent to 40 percent, and greater than 40 percent. Each stage includes a set of demand reduction actions that become progressively more stringent as the shortage condition escalates. All of the stages are designed to provide adequate water to protect public health and safety and satisfy the City’s fire protection needs. The City’s Water System Emergency Response Plan and a Risk and Resilience Assessment evaluate impacts from natural disasters and man-made threats on Mountain View’s water supply. SFPUC and Valley Water similarly have prepared studies to evaluate and plan for emergency supply interruptions.

SUMMARY
Mountain View updates the City’s UWMP every five years to evaluate the City’s ability to meet the City’s water needs over the next 25 years. This UWMP considers water demand associated with current customers as well as new customers, arising from implementation of the General Plan and affiliated adopted land use plans and policies. This growth is expected to increase water use by 32 percent between 2025 and 2050.

Mountain View will meet these water needs through continued implementation of water conservation measures and use of the City’s four water supplies: SFPUC, Valley Water, groundwater, and recycled water.

Although actions by the State Water Board may reduce SFPUC’s dry-year supply availability by up to 43 percent system-wide, the final impacts are uncertain at this time and negotiations are ongoing. In the meantime, several options are being studied by SFPUC to meet its contractual obligations and service level goals, and Mountain View’s groundwater wells remain available for use, mitigating impacts from a possible temporary reduction in imported water supply. Mountain View continues to collaborate with SFPUC, Valley Water, BAWSCA, and others to sustainably manage our water supplies and meet the City’s water needs now and in the future.
147
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205995, Version: 1
City Code Amendments to Allow Streamlined Administrative Approval for Housing Development Projects Utilizing Assembly Bill 130 and Other Minor Updates

City of Mountain View Printed on 5/21/2026Page 1 of 1
powered by Legistar™
148

DATE:

May 26, 2026
CATEGORY:

Public Hearing
DEPT.:

Community Development

TITLE: City Code Amendments to Allow
Streamlined Administrative Approval for
Housing Development Projects Utilizing
Assembly Bill 130 and Other Minor
Updates

RECOMMENDATION

2. Introduce an Ordinance of the City of Mountain View Amending Chapter 28 (Subdivisions) and Chapter 41 (Park Land Dedication or Fees In Lieu Thereof ) of the Mountain View City Code to Authorize Streamlined Administrative Approval of Housing Development Projects that are Statutorily Exempt from the California Environmental Quality Act Pursuant to Public Resources Code Section 21080.66; and to Make Othe r Minor Modifications to Chapter 28 and Chapter 41 to Achieve Greater Consistency with State Laws, for Internal Consistency within the City Code, and to Align the City Code with Current Permitting Procedures and Practices; and Finding that the Amendments are Exempt from Review Under the California Environmental Quality Act, to be read in title only, further re ading waived, and set a second reading for June 9, 2026 (Attachment 2 to the Council report).

BACKGROUND

On June 30, 2025, the Governor signed Assembly Bill (AB) 130 into law. AB 130 took effect immediately and significantly overhauled state housing and environmental review laws for infill housing development projects meeting certain criteria. The law’s major provisions include streamlined review under the California Environmental Quality Act (CEQA), Public Resources Code Section 21000, et seq ., defined time periods for review and approval of certain housing development projects , more options to mitigate vehicle miles traveled (VMT) impacts, and a 149
City Code Amendments to Allow Streamlined Administrative Approval for Housing Development Projects Utilizing Assembly Bill 130 and Other Minor Updates May 26, 2026

Page 2 of 20 ends

Mountain View City CouncilMay 26, 2026

Mountain View City Council
May 26, 2026