Agenda packet — Mountain View City Council, September 8, 2026 (part 3 of 3)

increasing tree canopy, improving habitat and ecological benefits, and promoting climate - resilient landscapes. A summary of the scope of services is provided below, with a detailed description of the scope included in Attachment 1.

• Tree Planting Events. Canopy will assist the City in planning and planting of up to 300 trees at community tree planting events throughout the year . Canopy will be responsible for providing and coordinating all volunteers, planting tools, educational materials, and event promotion. The increased number of planting events will allow the City to expand tree planting opportunities in public spaces and advance the City’s tree canopy and biodiversity goals.

• Education. Canopy will provide educational programs to a variety of audiences with the goal of informing and inspiring community members to become stewards of the City’s urban forest. Educational activities will also help community members understand the relationship between trees, biodiversity, habitat, climate resilience, and the overall health of the urban ecosystem within Mountain View.

• Tree Care . Canopy will assist the City in its planning and performance of routine urban forestry care, including planning and conducting multiple Young Tree Care training courses for City Parks staff and Volunteer Tree Care Workdays directly following each training.

• Marketing and Outreach . Canopy will cultivate community support for and serve as a comprehensive information source about the City’s urban forest, through focused marketing efforts and specific outreach activities. Outreach will help increase awareness of the role that trees and other vegetation play in supporting biodiversity, providing habitat, improving environmental conditions, and creating a more resilient community.

• Irrigation and Mulching Services. Canopy will make minor irrigation adjustments and repairs and apply composted mulch in support of the City’s biodiversity efforts and turf conversions related to California State Senate Bill 1572, which requires the elimination of non-essential turf.

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Authorize Professional Services Agreement for
Community Engagement and Tree Planting Services
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FISCAL IMPACT

The proposed Canopy agreement for Fiscal Year 2026 -27 is for a total not-to-exceed amount of $508,700. Funding is available from the following sources:

Funding Source Amount
General Operating Fund $125,000
Tree Mitigation Fund $200,000
Forestry Maintenance Program and Street Tree Replanting, Project 26-18 $108,700 Biennial Median Renovations and Roadway Landscape Renovations, Project 24-20 $75,000 Total $508,700

The Fiscal Year 2026 -27 Adopted Budget includes the above General Operating Fund and Tree Mitigation Fund appropriations for Forestry outreach and education contract services. The remaining $183,700 in expanded services will be funded from Project 26-18, Forestry Maintenance Program and Street Tree Replanting and from Project 24 -20, Biennial Median Renovations and Roadway Landscape Renovations . Project 24- 20 was amended in Fiscal Year 2023-24 to add funds for biodiverse landscaping improvements. Use of these funds for Canopy’s expanded tree planting and community engagement services will support the City’s goals to increase tree canopy, enhance biodiversity, and improve the ecological value and resilience of landscaped areas throughout the City.

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.

SUBJECT TO THE LEVINE ACT
☐ Land development entitlements
☐ Other permit, license, or entitlement for use
☒ Contract or franchise agreement
☒ Material contract modification or amendment
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Authorize Professional Services Agreement for
Community Engagement and Tree Planting Services
September 8, 2026

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ALTERNATIVES

1. Do not approve the recommended professional services agreement amendment.

2. Provide other direction.

PUBLIC NOTICING—Agenda posting.

Prepared by:

Brenda Sylvia
Assistant Community Services Director

Russell Hansen
Urban Forest Manager

Lindsay Wong
Senior Management Analyst

Reviewed by:

John Marchant
Community Services Director
Approved by:

Audrey Seymour Ramberg
Assistant City Manager

Attachment: 1. Scope of Work
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1 EXHIBIT “A”
FY 26-27 CANOPY SCOPE OF SERVICES

PROJECT OVERVIEW
Canopy will provide the City with outreach, education, activities, and support related to the preservation and enhancement of Mountain View’s urban forest and associated biodiversity goals.

SCOPE OF SERVICES

Task 1: OUTREACH AND EDUCATION
Canopy shall provide educational programs for a variety of audiences to inform and inspire community members to become stewards of Mountain View’s urban forest and support awareness of the ecological and biodiversity benefits provided by trees.

Deliverables for Task 1:

● Canopy shall plan and conduct three (3) in-person Tree Walks led by an ISA Certified Arborist knowledgeable in the species present at the location and generally planted within the City.

Canopy shall notify the City of the planned walks at least one month in advance and provide the City with an email summary after each walk to include attendance and 2-3 photos. o One (1) Tree Walk shall be conducted with Seniors at Rengstorff Park or the Senior Center
o One (1) Tree Walk shall be a family-friendly tree walk with a focus on youth engagement
o One (1) Tree Walk shall be open to all.

● Canopy shall plan and conduct two (2) Young Tree Care training courses for City parks staff to provide guidance and hands-on instruction on proper young tree maintenance. Canopy will provide City parks staff with written materials and/or a video for review prior to meeting in the field. The trainings will be interactive and scheduled on a weekday between the hours of 7am-2pm. One training shall occur in the fall (Sept-Nov) and one in the spring (March-May).

Canopy will consult with the City and finalize specific dates, times and locations at least 30 days prior to event. Canopy shall inform, demonstrate, and instruct the parks staff to perform the following:

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2 o Assessing tree health and risks.
o Proper pruning methods/techniques.
o Use of tools and equipment.
o Proper irrigation and water requirements of young trees. o Provide each staff member with a Young Tree Care guide for reference.

● Canopy shall plan and conduct two (2) Volunteer Work Days within City parks. These may be held directly after the Young Tree Training courses and allow City parks staff the opportunity to continue practicing their new skills (if needed/desired) alongside the community. Examples of tasks to be performed include the following:

o Assessing tree health
o Structural pruning
o Adjustment of staking and tree ties
o Rebuilding of soil berm
o Replenishment of mulch
o Weed reduction/removal

● Canopy shall report on annual accomplishments at one (1) Parks and Recreation Commission meeting. The presentation should occur in/around spring of 2027 and include an overview of Canopy’s efforts and accomplishments related to the scope of work in the FY 2026/2027 City/Canopy agreement

Task 2: COMMUNITY EVENTS
Canopy shall participate in the City of Mountain View’s Harvest History Festival special event to provide information and activities to promote the City’s urban forest.

Deliverables for Task 2:

● Canopy shall be responsible for participating in the City’s Annual Heritage Harvest Festival by staffing an education booth that highlights the City’s partnership with Canopy, including recent urban forestry efforts and biodiversity efforts and results.

Task 3: TREE PLANTING SERVICES
Canopy shall assist the City in its planning and delivery of tree planting efforts that support the City’s urban forest, biodiversity, and climate resilience goals, including the Arbor Day Tree Giveaway 362
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3 Program, planting of new and replacement trees, and monitoring of their performance over the first three years as follows:

Deliverables for Task 3:

● Canopy shall assist in the sourcing, purchase and delivery of up to 200 trees to local residences who request free trees through the City’s Arbor Day Tree Giveaway program in the fall of 2026.

● Canopy shall assist in the planting of up to 300 new and replacement trees at planting events involving community forest volunteers that include the following:
o Source and purchase all trees.
o Coordinate the delivery of all trees to the Municipal Operations Center as needed throughout the season
o Install up to three hundred (300) fifteen-gallon trees overall and provide all necessary plants, tools, and supplemental materials (e.g., topsoil, stakes, ties, and mulch) needed to complete each planting.
o Provide and coordinate all volunteers for each planting. o Accept delivery of nursery orders at the Mountain View yard when needed. o Delivery of all trees to the events
o Provide educational materials on tree planting basics that the volunteers can utilize on the day of the event and take home for future reference if desired o Promote events and take photos at each planting.
o Provide additional support as needed at each planting. o Provide the City with an email summary after each event to include attendance, completed scope of work, and 2-3 photos.

• Canopy shall provide bi-annual (twice per year) monitoring services in the spring and fall for up to 150 trees installed in cooperation with property owners over the past three (3) years through a community surveying model. Volunteers will be trained to assess the health of the trees, survey along routes, and record data that will be shared with the City. Monitoring services shall include the following:
o General latitude and longitude coordinates for each tree o Tree Species
o Date of planting
o Current condition of each tree
o Any services performed since last monitoring event
o Any requests or recommendations for service
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4 Task 4: ADDITIONAL SERVICES
Canopy shall provide additional services, including irrigation repair and adjustment, and the application of SB1383-compliant mulch in support of tree-planting operations, tree establishment, and healthy, resilient landscapes.

Deliverables for Task 4:

• Canopy shall be responsible for the repair and adjustment of irrigation, including but not limited to the following:
o Installation of pressure regulators
o Installation of Drip irrigation for individual trees
o Installation of new lateral lines
o Installation of battery-operated controllers

Costs based on time-and-materials rates.

• Canopy shall be responsible for the installation of SB1383-compliant mulch products utilizing community volunteers in areas where tree planting has occurred.

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5 Compensation Table
Services
Unit
Cost
Estimated
Qty's Total
Task 1: Outreach and Education
Tree Walk - Seniors $3,300.00 1 $3,300.00
Tree Walk - Family Friendly $3,300.00 1 $3,300.00
Tree Walk - Open to all $3,300.00 1 $3,300.00
Young Tree Care Workshops $3,300.00 2 $6,600.00
Volunteer Work Day $3,300.00 2 $6,600.00
Parks & Recreation Presentation $3,300.00 1 $3,300.00

Subtotal $26,400.00
Task 2: Community Events
Harvest History Festival $3,300.00 1 $3,300.00

Subtotal $3,300.00
Task 3: Tree Planting Services
Tree Deliveries (Arbor Tree Giveaway) $350.00 200 $70,000.00 Install 15 gallon tree at Community events $750.00 300 $225,000.00 Annual Establishment Monitoring/Reporting $170.00 200 $34,000.00

Subtotal $329,000.00
Task 4:Additional Services
Irrigation - Repairs and Adjustment (not to exceed) $75,000.00 Hourly rate $90.00 tbd
Materials mark-up 10% tbd

Mulching - Installation (not to exceed) $75,000.00
Hourly Rate $90.00 tbd

Subtotal $75,000.00

Total $508,700.00

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Legislation Text

CITY HALL
500 CASTRO STREET
File #: 206289, Version: 1
Middlefield and Moffett Sewer Replacement, Project 22-42-Various Actions

1. Approve plans and specifications for the Middlefield and Moffett Sewer Replacement, Project 22-42, and authorize staff to advertise the project for bids.

2. Authorize the City Manager or designee to award the construction contract to the lowest responsive responsible bidder if the bid is within the total project budget of $10,440,000.

3. Find that in accordance with California Environmental Quality Act (CEQA) requirements, Middlefield and Moffett Sewer Replacement, Project 22-42, is categorically exempt as Class 2, Replacement or Reconstruction, under CEQA Guidelines (Title 14, Division 6, Chapter 3, Article 3 of the California Code of Regulations), Section 15302(c).

4. Authorize the City Manager or designee to amend the professional services agreement with BKF Engineers, a California corporation (Entity No. 599256), for Middlefield and Moffett Sewer Replacement, Project 22-42, increasing compensation by $73,000 for additional design services, for a total amount not to exceed $700,000.

5. Authorize the City Manager or designee to execute a professional services agreement with Tanner Pacific, Inc., a California corporation (Entity No. 3876190), to provide construction management and inspection services for Middlefield and Moffett Sewer Replacement, Project 22-42, in a not-to-exceed amount of $635,000.

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DATE:

September 8, 2026
CATEGORY:

Consent
DEPT.:

Public Works

TITLE: Middlefield and Moffett Sewer
Replacement, Project 22-42–Various
Actions

RECOMMENDATION

1. Approve plans and specifications for the Middlefield and Moffett Sewer Replacement, Project 22-42, and authorize staff to advertise the project for bids.

2. Authorize the City Manager or designee to award the construction contract to the lowest responsive responsible bidder if the bid is within the total project budget of $10,440,000.

4. Authorize the City Manager or designee to amend the professional services agreement with BKF Engineers, a California corporation (Entity No. 599256), for Middlefield and Moffett Sewer Replacement, Project 22 -42, increasing compensation by $73,000 for additional design services, for a total amount not to exceed $700,000.

BACKGROUND

The 2017 Utility Alignment and Constructability Study, Project 12-38, evaluated the vulnerability of utility crossings of major highways and creeks and identified the improvements and/or redundancies required to provide reliable services to the community. One such crossing is a sewer main that crosses Stevens Creek and Highway 85 by Moffett Boulevard. Due to challenges with Valley Water objectives for Stevens Creek, the City could not rehabilitate the City’s existing sewer main that currently traverses Stevens Creek. As a result, staff devised a strategy to 367
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eliminate the Stevens Creek and Highway 85 sewer crossings. Part of this change in sewer alignment was completed in 2020, with the elimination of a sewer main that previously crossed the Ameswell Hotel parcel at 750 Moffett Boulevard.

On September 13, 2022, Council approved a $627,000 professional design services contract with BKF to provide civil engineering services for the Middlefield and Moffett Sewer Replacement , Project 22-42. The project scope consists of reversing the flow direction of the Moffett Boulevard sewer main west of Highway 85, away from the sewer main to be abandoned, and directing flow to the West Middlefield Road main via a new pipe (Figure 1) . Due to conflicts with the San Francisco Public Utilities Commission ’s (SFPUC) potable water mains, which cross the Moffett Boulevard and Middlefield Road intersection, a section of the new sewer main is proposed along the southeastern corner of the U.S. Army (Shenandoah) property.

Figure 1: Location Map
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ANALYSIS

The Middlefield Moffett Sewer Realignment, Projects 22 -42, will install and replace approximately 3,400 linear feet of 8” and 15” sewer mains along West Middlefield Road and Moffett Boulevard (Figure 1). In addition, staff successfully negotiated a 20-foot width sanitary sewer easement and temporary construction easement within U.S. Army land on its Shenandoah site to accommodate the final sewer main alignmen t. In developing the sanitary sewer alignment, staff prioritized preserving the heritage trees within the West Middlefield Road median and the Shenandoah site.

Plans and specifications for the project are complete and available for viewing in the Public Works Department. If Council approves the recommended actions and a responsive and responsible bid within the project budget is received, construction is anticipated to begin at the beginning of 2027 and be completed in fall 2027.

Design Consultant Services

Due to the extended design timeline and the need for engineering documents to support negotiations with the U.S. Army for the easement, additional funds are needed for the design contract with BKF. S taff is requesting to add $73,000 and amend the professional services agreement, increasing the total not-to-exceed contract amount to $700,000.

Construction Management and Inspection Services

The Public Works Department occasionally utilizes consultants to supplement staff and provide construction engineering and inspection services as needed to ensure the timely project delivery.

In 2024, a Request for Qualifications process established a list of pre -qualified consultants for construction management and inspection services. For this project, staff solicited a proposal from one of these pre-qualified firms, Tanner Pacific, Inc. (TPI), and evaluated the response based on expertise, availability, and service fees. TPI was determined to be suitable due to their extensive experience with similar projects , including those within the City. The recommended fee of $635,000 for basic services, reimbursable expenses, and additional services for unforeseen items is within the range typically charged for such services.

Environmental Clearance

In accordance with the requirements of the California Environmental Quality Act (CEQA), th e project has been determined to be categorically exempt as Class 2, Replacement or Reconstruction, pursuant to Article 19, Section 15302(c), as it consists of replacement of existing public facilities involving negligible or no expansion of capacity at the same site. Staff recommends that Council make a finding that in accordance with the CEQA requirements, the 369
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project is categorially exempt as Class 2, Replacement or Reconstruction, under CEQA guidelines (Title 14, Division 6, Chapter 3 of the California Code of Regulations) Section 15302(c).

FISCAL IMPACT

The Middlefield and Moffett Sewer Replacement, Project 22-42, is funded with $7,090,000 from the Wastewater Fund and $ 3,350,000 from the Wastewater Capacity Fund for a total project budget of $10,440,000.

The estimated project cost is as follows:

Construction $ 5,200,000
Construction Contingency 750,000
Project Management 200,000
Design Consultant Services 700,000
Construction Management and Inspection 635,000
Permits, Project Contingency, and Miscellaneous 255,000

Subtotal $ 7,740,000

City Administration 504,000

Total Project Cost Estimate $ 8,244,000

The project has sufficient funds for the recommended actions. No additional appropriation is being 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
☒ Competitively bid contract

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ALTERNATIVES

1. Approve the plans and specifications, but direct staff to defer construction.

2. Provide other direction.

PUBLIC NOTICING

In addition to the standard agenda posting, staff sent notices to occupants and property owners within 750’ of the project.

Prepared by:

Jason Chou
Senior Civil Engineer

Reviewed by:

Tina Tseng
Principal Civil Engineer / Engineering and
Environmental Compliance

Approved by:

Lisa Au
Assistant Public Works Director

Audrey D. Seymour
Assistant City Manager

cc: APWD—Arango, Au, USM, PCE—Shah, Tseng, SCE—Chou, SMA—Nunez, SMA—Truong, File (Project 22-42), [email protected]
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City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 206316, Version: 1
Parks and Recreation Strategic Plan, Project 22-37 - Authorize Amendment to Professional Services Agreement
Authorize the City Manager or designee to amend the professional services agreement with Next Practice Partners, LLC, a limited liability company (Business Entity No. 202207291610863), increasing compensation by $24,400 for an amount not to exceed $674,171.

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DATE:

September 8, 2026
CATEGORY:

Consent
DEPT.:

Community Services

TITLE: Parks and Recreation Strategic Plan,
Project 22-37 - Authorize Amendment to
Professional Services Agreement

RECOMMENDATION

Authorize the City Manager or designee to amend the professional services agreement with Next Practice Partners, LLC, a limited liability company (Business Entity No. 202207291610863) , increasing compensation by $24,400 for an amount not to exceed $674,171.

BACKGROUND

On June 8, 2021, the City Council adopted the City’s Strategic Roadmap with seven strategic priorities, including “Livability and Quality of Life”. One project identified under this priority was to “Develop a comprehensive Parks and Recreation Strategic Plan” (“Plan”). On June 22, 2021, Council adopted funding for Fiscal Year 20 21-22 Capital Improvement Program (“CIP”) projects, including Parks and Recreation Strategic Plan, Project 22 -37. This CIP was funded with a total of $750,000, including $600,000 from the Park Land Dedication Fund and $150,000 from the Shoreline Regional Park Community Fund.

On April 25, 2023, the City Council authorized a professional services agreement in the amount of $649,771 with Next Practice Partners, LLC to develop the Plan . Council also adopted a resolution to transfer $600,000 from Parks and Recreation Strategic Plan, Project 22 -37, to the Park Land Dedication Fund, and appropriate and transfer $600,000 from the General Non- Operating Fund to Project 22-37.

The project team, consisting of City staff and the consultant, conducted an 11-month community engagement process from August 2023 to July 2024. From August 2024 through November 2025, the project team focused on technical analysis , including a comprehensive Level of Service analysis and an inventory, remeasurement, and evaluation of City parks, recreation facilities and programs. These findings, together with community input, informed the development of goals, strategies, and action items for the 10- to 15-year Strategic Plan. From November 2025 through May 2026, the draft Plan was further refined based on feedback and direction from the public, Parks and Recreation Commission, and the City Council, culminating in City Council adoption of the Plan o n May 26, 2026. Following adoption, City staff continued working with Next Practice 373
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Partners, LLC to incorporate final Council direction and edits into the adopted Plan and to prepare the final document.

ANALYSIS

The professional services agreement with Next Practice Partners, LLC anticipated a two-year Plan development process. The process was extended by approximately 15 months to enable additional community engagement and technical analysis, and an iterative process of plan review and refinement.

The agreement includes a 3% cost escalation for services performed in Year 3 and an additional 3% for services performed in Year 4. Because Next Practice Partners, LLC continued to provide services beyond the initial two -year period, additional compensatio n is warranted under this provision. Staff recommends amending the professional services agreement with Next Practice Partners, LLC to increase compensation by $24,400, for a not-to-exceed amount of $674,171.

FISCAL IMPACT

Parks and Recreation Strategic Plan, Project 22 -37, is funded with a total of $750,000, with $600,000 from the General Non-Operating Fund and $150,000 from the Shoreline Regional Park Community Fund. Project 22 -37 h as sufficient funds for the recommended action, and n o additional appropriation is being requested.

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 374
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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.

SUBJECT TO THE LEVINE ACT
☒ Contract or franchise agreement
☒ Material contract modification or amendment

ALTERNATIVES

1. Do not approve the recommended professional services agreement amendment.

2. Provide other direction.

PUBLIC NOTICING – Agenda posting.

Prepared by:

Kristine Crosby
Assistant Community Services Director

John R. Marchant
Community Services Director
Approved by:

Audrey D. Seymour
Assistant City Manager

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City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205796, Version: 1
Public Hearing on Downtown Business Improvement Area No. 1

1. Approve the Annual Report.

2. Adopt a Resolution of the City Council of the City of Mountain View Approving the Annual Report of the Downtown Mountain View Business Improvement Area No. 1 and Declaring Its Intention to Levy Assessments for 2027, to be read in title only, further reading waived, and set a public hearing date of October 13, 2026 (Attachment 1 to the Council report).

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DATE:

September 8, 2026
CATEGORY:

Public Hearing
DEPT.:

Community Development
TITLE: Public Hearing on Downtown Business
Improvement Area No. 1

RECOMMENDATION

1. Approve the Annual Report.

BACKGROUND

A business improvement area (BIA) is a common way to generate funds to promote a downtown area. BIAs require each business in the area to pay a BIA fee in addition to the business license tax. The amount of the BIA fee that each business pays varies by the type, size, and/or location of the business. State law requires that BIA fees be used for advertising, promotions, special events, or other activities that promote the designate d business area. The fees can either be used by the jurisdiction or allocated to an appropriate organization, such as a business association or chamber of commerce . BIAs are usually formed by a business association or chamber of commerce, given the interest of such organizations to support a business district.

Mountain View has two BIAs (Attachment 2), both originally created by downtown businesses and historically organized as the Central Business Association and, later, the Downtown Business Association (DBA), with revenues allocated to them. In May 2021, the City Council designated the Mountain View Chamber of Commerce (Chamber) to provide support to the downtown businesses and to receive and manage both BIAs and their revenues. The 1983 Business Improvement Area, BIA No. 1, includes the entire length of Castro Street ( from West Evelyn Avenue to El Camino Real) and some side streets. BIA No. 1 fees are based upon the type of business, specifically restaurant, retail , and profession al (i.e. , office). In 1991, the DBA recommended, and the Council approved, the formation of a second BIA when the DBA identified the need to increase BIA revenues . BIA No. 2 includes a smaller area in the 100, 200, and 300 blocks of Castro Street and is geographically contained entirely within BIA No. 1. The rationale 377
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for the boundaries of BIA No. 2 is that this area receives the most benefit from the resources provided by the BIA. BIA No. 2 fees are based upon the type of business (restaurant, retail, and professional) and size of business in square feet.

Both BIAs serve the purpose of supporting downtown businesses but wer e enacted under different state-enabling legislation. BIA No. 1 was created under the Parking and Business Improvement Area Law of 1979. The 1979 BIA law was replaced by a 1989 law under which BIA No. 2 was created. Businesses located within both BIAs pay both fees.

ANALYSIS

Under state law, both BIAs require an annual public meeting and public hearing to levy assessments and authorize expenditure of funds. The Chamber estimates the two BIAs will generate $60,000 in assessment revenues ($ 45,000 for BIA No. 1 and $15,000 for BIA No. 2) in 2027. The Chamber does not propose an increase or change in this year’s BIA assessment , including the assessment rate or methodology. The cost of operating the DBA , however, continues to outpace available revenues, limiting the organization’s capacity to sustain current marketing, events, and day -to-day functions that support the downtown district. At the same time, the City and DBA regularly hear from the business community about a desire for expanded events and activations, increased safety patrols and programming, and enhanced maintenance efforts. In recognition of both the funding constraints facing the DBA and the City’s existing downtown services, staff is exploring potential funding mechanisms to secure additional resources to enhance downtown vibrancy and better meet community expectations.

For the public meeting on September 8, 2026, Council is being asked to review the proposed programming the BIAs should fund, receive any comments or other input from members of the public, preliminarily approve the annual report submitted by the Chamber (Attachment 3), and set October 13, 2026 as the date of the public hearing. The Chamber report identifies businesses within the BIAs, their proposed assessments, and recommendations for how the Chamber plans to use the revenue for downtown promotions and activities for 2027 (see below for a summary).

Council may also identify additional information it would like available.

At the public hearing on October 13, 2026, Council will be asked to review and give final approval to the Chamber report, levy the assessments, and allocate the 2027 funds from both BIAs to the Chamber. After Council takes final action, BIA fee amounts will be included with the business license renewal notices and will be sent in January to the businesses located within the BIA boundaries.

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The Chamber’s primary role is to provide staffing support to the DBA. The Chamber will continue to advise the DBA on the BIAs, including how to utilize BIA funds for marketing and promotional events downtown, and expand its business advocacy role in supporting the downtown area.

Some highlights of the 2026 accomplishments include:

• Meet and Greet on Castro Street: Held a highly successful community-building event at the Monte Carlo Night Club with 150 attendees comprised of business owners, City staff/elected officials, and the public. The event featured short introductory videos for 20 local businesses and a moderated panel with four featured business owners.

• Oktoberfest Expansion: Moved the signature festival to a larger footprint on the 500 block of Castro Street, drawing over 12,000 attendees (a 16% increase over the previous year) and driving significant foot traffic to downtown merchants.

• Holiday Blood Drive: Partnered with the Stanford Blood Center to host a downtown blood drive, successfully filling nearly all available walk-in and appointment slots.

• Super Bowl Promotions : Partnered with the City to capture regional tourism through football-themed watch parties, special menus, promotional giveaways, and an interactive online dining and lodging guide.

• New Business Activations : Supported the ribbon -cutting and grand opening of Don’t Eat Me!, a highly collaborative pop-up retail space shared by four microbusinesses.

• Taste of Mountain View (June) : Drew 500 attendees and featured 17 local merchants, introducing several new businesses to the public.

• “Summer of Soccer” World Cup Activations : Partnered with the City to capture regional tourism through soccer-themed watch parties, special menus, promotional giveaways, and an interactive online dining and business deal guide.

• Social Media and Print Marketing: Maintained a strong social media presence (minimum of five posts per week via a dedicated contractor) and distributed 5,000 hard copies of the updated Downtown Shopping Map and Community Guide to 75+ strategic locations.

• Small Business Advocacy : Led crucial advocacy discussions with the California Attorney General’s Office regarding the impact of tariffs on local storefronts and participating in regional roundtables to support small businesses.

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For 2027, the Chamber has developed a work plan that is focused on marketing and promotions, small business advocacy, growing the advisory group of downtown businesses, and providing direct assistance to businesses:

• Meet and Greet: Revise and launch a second iteration of the “ Meet and Greet on Castro Street” to highlight additional businesses and focus on targeted problem-solving.

• Web and Digital Resource Relaunch : Completely redesign and integrate the DBA’s web assets into high-traffic regional platforms, such as ilovemv.org and chambermv.org.

• Vibrancy through Public Art: Develop programs to highlight existing public art installations and bring new art activations to downtown streets to increase foot traffic.

• Proactive Americans with Disabilities Act (ADA) Compliance and Certified Access Specialist (CASp) Inspection Program: Partner with Representative Sam Liccardo’s office to support national legislation establishing “fix-it” periods for federal ADA lawsuits. In parallel, launch a proactive, local ADA/CASp preventative inspection program in collaboration with the City.

• Long-Term Funding Strategy: Analyze the long-term value proposition of the DBA and, in partnership with the City, explore sustainable funding mechanisms for downtown promotion, including evaluating a renewed BIA or transitioning to a Property -Based Improvement District (PBID).

• Neighborhood and Community Alliances: Attend local neighborhood association meetings and invite residents to monthly DBA meetings to coordinate mutually beneficial community events and address neighborhood concerns.

FISCAL IMPACT

The Chamber projects total assessment revenues of $60,000, consisting of $45,000 from BIA No. 1 and $15,000 from BIA No. 2. The assessment revenues are allocated to the Chamber to support downtown promotions, business advocacy, and event planning. The assessments for both areas are collected by the City as part of the business license process and will be due with the January 2027 business license renewals.

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 380
Public Hearing on Downtown Business Improvement Area No. 1 September 8, 2026

Page 5 of 5 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.

SUBJECT TO THE LEVINE ACT
☒ Contract or franchise agreement

ALTERNATIVES

1. Do not preliminarily approve the Chamber report, and do not set October 13, 2026, as the date of the public hearing. If the report from the Chamber is not preliminarily approved and the resolutions are not adopted, fees for BIA No. 1 would not be levied as part of the annual renewal process that the Finance and Administrative Services Department begins in November for the business license tax, and there would be no funds for 2027 from BIA No. 1 to be allocated to the Chamber. The Chamber would need to seek alternative funding or reduce its programming.

2. Provide other direction.

PUBLIC NOTICING

The renewal of the annual BIAs was presented at the Downtown Committee meeting on September 1, 2026. The Council meeting agenda and Council report were posted on the City’s website and announced on Channel 26 cable television. Notice of the public meeting and hearing was mailed to all businesses in the BIA No. 1 area and published in the San Jose Post-Record.

Prepared by:

Toni Gomez
Economic Vitality Strategist

Amanda Rotella
Economic Vitality Manager
Approved by:

Christian Murdock
Community Development Director

Kimbra McCarthy
City Manager

CDD/AR/TG-09-08-26CR

Attachments: 1. Resolution

2. Business Improvement Area Map

3. Chamber Annual Report 2026
381
Attachment 1
-1-

CITY OF MOUNTAIN VIEW
RESOLUTION NO.

SERIES 2026

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

APPROVING THE ANNUAL REPORT OF THE
DOWNTOWN MOUNTAIN VIEW BUSINESS IMPROVEMENT AREA NO. 1
AND DECLARING ITS INTENTION TO LEVY ASSESSMENTS FOR 2027

WHEREAS, the California Streets and Highways Code, Section 36500 , et seq. , authorizes cities to establish parking and business improvement areas for the purposes of imposing a benefit assessment on businesses therein for certain enumerated purposes; and

WHEREAS, the City of Mountain View established Business Improvement Area No. 1 in 1983 (Ordinance No. 21.83), which remains in full force and effect; and

WHEREAS, Business Improvement Area No. 1 includes the length of Castro Street from West Evelyn Avenue to El Camino Real and some side streets; and

WHEREAS, the Mountain View Chamber of Commerce, acting as the Advisory Board to the City Council on Business Improvement Area No. 1, has filed the required Annual Report on the use of funds generated by Business Improvement Area No. 1 for 2026; now, therefore, be it

RESOLVED:

1. That the City Council of the City of Mountain View does hereby approve the Fiscal Year 2026-27 Annual Report for the Downtown Mountain View Business Improvement Area No. 1.

2. That the City Council of the City of Mountain View does hereby declare its intention to levy and collect assessments within Business Improvement Area No. 1 as authorized by the California Streets and Highways Code, Section 36530, et seq.

3. That the boundaries of this improvement area are generally described as all businesses located on Castro Street between West Evelyn Avenue to the north and El Camino Real to the south, as more particularly described in Exhibit A, attached hereto. All businesses within this area with a Castro Street address, excluding nonprofit organizations, are to be assessed as authorized in the Streets and Highways Code, Section 36500, et seq., and as set forth herein. Said boundaries are unchanged from the boundaries established by Ordinance No. 21.83, dated October 11, 1983.

382
-2-

4. That the proposed uses to which the revenue from this improvement area will be put forth as follows:

a. Promotion of public events which are to take place on or in public places in the area;

b. Decoration of any public place in the area;

c. Furnishing of music in any public place in the area;

d. The general promotion of businesses within the area; and

e. Other activities or improvements which benefit businesses located and operating in the Business Improvement Area.

5. That the City Council intends to levy an annual benefit assessment for the 2027 calendar year on all businesses, trades, and professions, excluding nonprofit organizations, located within the boundaries of Business Improvement Area No. 1 in the following amounts:

Type of Establishment Fee
Restaurant $200
Retail $150
Professional $50

6. That a public meeting and public hearing shall be held before the City Council on September 8, 2026 and October 13, 2026, respectively, at 6:30 p.m., in accordance with Council Resolution No. 21.83, adopted pursuant to California Streets and Highways Code, Section 36500.

A physical meeting location will be available in addition to the video conference. Please consult the September 8, 2026 meeting agenda, which will be available beginning on Thursday, September 3, 2026, at mountainview.legistar.com. For the October 13, 2026 meeting, please consult the October 13, 2026 agenda, which will be available beginning on Thursday, October 8, 2026, at mountainview.legistar.com.

The City Council will hear all testimony for or against the assessments pursuant to Business Improvement Area No. 1, the area boundaries, and the furnishing of a specified type of improvement or activity in accordance with the manner in which members of the public wishing to comment may do so as specified in the City Council Agenda and Notice for the above - referenced meetings. A protest may be made orally or in writing. Every written protest shall be filed with the City Clerk at or before the time fixed for the public hearing and shall comply with the Streets and Highways Code, Section 36524, and Ordinance 21.83.

383
-3-

7. That further information may be obtained from the Mountain View Chamber of Commerce, 580 Castro Street, Mountain View, California, 9404 1, or by calling 650-968-8378, or by contacting Amanda Rotella, Economic Vitality Manager, at 650-903-6471.

8. That the City Clerk is hereby instructed to publish this notice one (1) time in a newspaper with general circulation.

– – – – – – – – – – –

CDD/AR/TG-09-08-26r

Exhibit: A. Business Improvement Area Map
384

W EL CAMINO REAL

CENTRAL EXPY

FRANKLIN ST

MERCY ST

WILD CHERRY LN

PARK DR

CALIFORNIA ST

W EVELYN AVE

HIGH SCHOOL WAY

MIRAMONTE
AVE

VILLA ST

W DANA ST
LATHAM
ST

CHURCH ST

FAIRMONT AVE

W EVELYN AVE

PALMITA PL

LANE AVE

HOPE ST

LORETO ST

W DANA ST

VELARDE ST

YOSEMITE AVE

MERCY ST

SIERRA AVE

S OAK ST

FRONT LN

MINTON LN

PARK DR

BLOSSOM LN

WILD CHERRY LN
WILD
CHERRY
LN

BRYANT ST
OAK
ST
CASTRO

STCASTRO ST
S

SHORELINE BLVD

S SHORELINE BLVD

BUSH ST

VIEW ST
HOPE
ST
BLO
SSOM
LN
City of Mountain View
±
500 Castro Street, Mountain View, CA 94039
For information only. The City of Mountain View does not warrant the accuracy of the information contained herein. © 09/20/2013 Business Improvement Districts
September 30, 2013
Business Improvement District #1
Business Improvement District #2
Exhibit A
385

W EL CAMINO REAL

CENTRAL EXPY

FRANKLIN ST

MERCY ST

WILD CHERRY LN

PARK DR

CALIFORNIA ST

W EVELYN AVE

HIGH SCHOOL WAY

MIRAMONTE
AVE

VILLA ST

W DANA ST
LATHAM
ST

CHURCH ST

FAIRMONT AVE

W EVELYN AVE

PALMITA PL

LANE AVE

HOPE ST

LORETO ST

W DANA ST

VELARDE ST

YOSEMITE AVE

MERCY ST

SIERRA AVE

S OAK ST

FRONT LN

MINTON LN

PARK DR

BLOSSOM LN

WILD CHERRY LN
WILD
CHERRY
LN

BRYANT ST
OAK
ST
CASTRO

STCASTRO ST
S

SHORELINE BLVD

S SHORELINE BLVD

BUSH ST

ANNUAL REPORT
2026
Submitted by
The Mountain View Chamber of Commerce
Attachment 3
387

Table of Contents Introduction 3 Situational Overview 4 Accomplishments and Performance Over Past Year 4 Additional Plans for FY 2027 6 Budget 7 BIA Details 9 Boundaries and Benefit Zone Map 9 Method and Basis of Assessment 10 Fee Structure 11 List of Businesses 12 Downtown Business Association Advisory Council 21 Introduction This report from the Mountain View Chamber of Commerce (“Chamber”), on behalf of the Downtown Business

Association

(DBA),

was

prepared

for

City

Council

review

for

the

annual

reauthorization

the

management

funds

for

the

Business

Improvement

Areas

(BIAs)

pursuant

Section

36533

the

Parking

and

Business

Improvement

Law

1989

(Section

36500

and

following

the

California

Streets

and

Highways

code)

(the

“Law”).

This

report

for

the

City’s

fiscal

year

commencing

July

2026

and

ending

June

30,

2027.

Additionally,

this

report

highlights

activity

and

accomplishments

the

past

year

since

the

submission

the

report,

from

July

2025

June

2026.

The annual report includes: 1. Organizational overview 2. Current Year accomplishments 3. Goals for the upcoming year 4. Budget, including BIA spending 5. A list of businesses within the BIAs 6. BIA details required by the Law for the upcoming year: a. Any proposed changes in BIA boundaries and benefit zones b. Improvements and activities to be provided (covered in (3) above) c. An estimate of the cost of providing the improvements and the activities (covered in (4) above)
d. The method and basis of levying the assessment in sufficient detail to allow each business owner

estimate

the

amount

the

assessment

levied

against

his

her

business
e. The amount of any surplus or deficit revenues to be carried over from a previous fiscal year

(covered

(4)

above).
f. The amount of any contributions to be made from sources other than assessments levied pursuant

the

Law

(covered

(4)

above)

2026

DBA

Annual

Report

Page

2 388
The DBA is guided by an Advisory Council rather than a formal Board of Directors. The Advisory Council

meets

monthly,

under

the

direction

Chamber

Events

and

Marketing

Director

Marisol

Melara,

with

focus

strategic

planning

and

tactical

execution.

also

provides

strong

advocacy

voice

and

disseminator

information

the

rest

the

downtown.

[Note:

Marisol

left

the

Chamber

July

2026;

Chamber

CEO

Peter

Katz

serving

her

role

until

replacement

hired]
Submitted on July 14, 2026, by Peter Katz, Acting President of the Advisory Council of the Mountain View

Downtown

Business

Association,

and

CEO

the

Mountain

View

Chamber

Commerce.

Input

and

review

also

provided

the

DBA

Advisory

Council,

the

Board

Directors

the

Chamber

Commerce,

and

members

City

staff.

2026

DBA

Annual

Report

Page

3 389

Situational Overview Downtown Mountain View continues to grow and develop. From a retail perspective, vacancy is back to levels

comparable

pre-pandemic.

However,

the

upper

floors

are

still

experiencing

rates

than

30%,

which

directly

impacts

the

health

merchants

due

lower

amount

foot

traffic.

Still,

the

street

feels

vibrant,

especially

given

the

number

activations

that

the

City,

Chamber

and

DBA

have

aligned

initiate.

notable

movement

this

year

has

been

the

deepening

the

partnership

between

the

DBA

and

the

City

activations

and

activities

(such

the

major

sports

events

happening

the

Bay

Area)

well

information

collection

and

dissemination.

The

DBA

also

active

providing

input

and

insights

City

policies

and

operations

that

affect

the

downtown.

During the past year, the focus has been on the following areas: ● Keeping current storefronts in business and encouraging their growth ● Attracting more visitors to downtown, and in particular increasing traffic into storefronts ● Specific attention on leveraging Super Bowl and FIFA World Cup. ● Promoting new businesses that have opened ● Advocating for small businesses on a statewide scale, not just locally Accomplishments and Performance Over Past Year NEW ACCOMPLISHMENTS OF NOTE ● In September, “Meet & Greet on Castro Street” was held to allow local businesses to tell their stories

and

connect

with

the

community,

well

directly

inform

City

Council

and

Staff

key

issues.

The

free

event

was

hosted

the

Monte

Carlo

NightClub

and

full

house

150

was

attendance.

The

audience

was

evenly

divided

between

three

groups:

downtown

businesses,

city

staff

and

elected

officials,

and

members

the

public.

Each

group

was

identified

colored

nametag

facilitate

interaction.

20 businesses

were

represented

short

introductory

videos

shown,

and

four

businesses

were

featured

moderated

panel

hosted

the

City’s

Community

Development

Director.

The

proceedings

were

also

videotaped

KMVT

and

posted

the

web

for

wider

viewing.

Post

event

polling

attendees

showed

significant

new

awareness

downtown

businesses,

well

better

understanding

their

unique

offerings

and

their

challenges.

Later

polling

businesses

indicated

increase

visits.
● In October, the popular Oktoberfest celebration (one of the largest events downtown) was put on

the

DBA/Chamber

Commerce

new

and

larger

location

the

500

block

Castro.

With

over

12,000

attendees,

the

event

surpassed

last

year’s

attendance

over

16%,

helping

promote

visits

downtown

and

its

local

businesses,

and

increase

community

engagement.
● In December, in partnership with the Chamber and the City, the DBA tapped into the spirit of giving

with

Holiday

Blood

Drive
.

The

Stanford

Blood

Center

reported

that

almost

all

their

available

slots

were

filled

appointments

and

walk-ins.
● In late January and early February, the DBA partnered with the City to leverage the Super Bowl with

special

menus,

promotions

and

giveaways,

culminating

weekend

“tailgate

party”

featuring

football-themed

free

games

and

activities,

well

interactive

online

guides

that

detailed

places

eat,

stay,

and

attend

watch

parties.

2026

DBA

Annual

Report

Page

4 390
● In February, Castro Street welcomed the opening of Don’t Eat Me with a ribbon cutting and promotion.

This

multi-faceted

pop-up

the

first

appear

post-pandemic

features

array

rotating

micro-businesses

and

products,

thereby

increasing

the

diversity

downtown,

attracting

visitors,

and

serving

pilot

for

future

creative

business

activations.
● In June and July, in partnership with the City, downtown is leveraging World Cup with “Summer

Soccer”
,

month-long

set

fan-friendly

celebrations.

addition

weekend

music

and

watch

parties

for

the

final,

Downtown

will

also

feature

live

music,

soccer-themed

games

and

activities,

business

specials,

and

Entertainment

Zone

festivities.

with

Super

Bowl,

interactive

online

guide

available

that

details

places

eat,

stay,

and

attend

watch

parties.

central

feature

the

Downtown

Mini

Pitch

580

Castro

Street,

where

the

public

can

play

pick-up

games

and

local

businesses

can

host

pop-up

booth.

Local

professional

sports

teams,

businesses,

and

others

will

also

stop

increase

excitement

and

attendance.

CONTINUING ACTIONS AND ACTIVITIES Staffing and Leadership ● The Chamber continues to have a dedicated staff person for the Downtown businesses, as well team

resources

provide

broader

and

deeper

support.
● The Advisory Council membership remains solid and repeatedly demonstrates strong engagement.

For

many

events

and

activities,

the

Council

has

taken

leadership

its

own,

with

limited

guidance

resources

from

the

Chamber

Commerce.

Marketing and Promotion ● Art & Wine Festival (Sept) continues to highlight and promote traffic to local downtown businesses

part

the

overall

event,

including

special

“local

discovery”

section

the

map

and

website

and

encouraging

businesses

have

event-themed

offers

displays.

Once

again,

special

booth

was

provided

promote

downtown’s

history,

highlighted

photos

and

books

donated

the

Mountain

View

Historical

Association.
● Executed existing holiday-themed events and promotions specific to downtown including Halloween

Castro

(October).

Events

were

well

attended

and

well

received

the

public

and

the

merchants.
● In June 2026, the Taste of Mountain View included 17 downtown merchants (several who were new

the

event),

and

attracted

500

attendees.
● For the third straight year, in February 2026 (a traditionally slow time for our merchants), a special

double-spread

campaign

for

downtown

small

businesses

was

created

for

the

Los

Altos

Town

Crier.
● Artists Mountain View continues to be hosted monthly at Red Rock Coffee to promote aspiring local

artists,

facilitate

opportunities

for

public

display,

and

bring

vitality

downtown.
● Continue to maintain a strong social media presence, including use of a dedicated contractor.

Postings

occur

minimum

five

times

week.
● Continue to publicize downtown businesses and promote foot traffic with a printed and online Community

Guide

Business

Directory,

featuring

detailed

and

updated

Shopping

Map

Downtown

and

highlighting

specific

downtown

points

interest.

5000

hard

copies

are

printed

and

distributed

than

75 strategic

locations.
● Continue to pitch stories to local press and make introductions to local businesses, obtaining notable

media

coverage

events,

mentions

for

Castro

Street,

and

quotes/spotlights

for

specific

businesses.

● Continue to produce fliers, posters and other collateral as needed. 2026

DBA

Annual

Report

Page

5 391
Advocacy and City Relations ● The DBA has been actively involved with advocating for an Entertainment Zone to be established

for

the

100-300

blocks,

and

working

closely

with

the

City

staff

its

proposals

City

Council.

● Performed strong advocacy efforts on behalf of downtown merchants with California Attorney General

Rob

Bonta,

most

specifically

the

impact

tariffs

small

businesses.

Participated

regional

roundtables

and

news

conferences.

The

State’s

lawsuit

against

the

White

House’s

policies

was

ultimately

successful.
● Assist City in the promotion of its Downtown facade and furniture improvement grants. ● DBA (as part of the Chamber) has weekly meetings with the Economic Development team to strategize,

coordinate

efforts,

trade

information,

and

raise

issues.
● Continue to support the City’s existing and developing strategic plans with relevance to Downtown,

including

the

updating

the

Downtown

Precise

Plan

and

Economic

Vitality

Strategy.

● Continue to be the voice of downtown on city initiatives, including elevating issues and concerns to

key

city

staff

that

are

both

broad

scope

well

specific

individual

businesses,

and

advocate

for

changes

that

improve

the

economic

vibrancy

downtown.

Hold

direct

conversations

with

the

various

City

departments

and

present

public

meetings

their

behalf.
● The Advisory Council and DBA mailing lists continue to be highly effective dispersion points for

City

messages,

directives,

and

general

information

directed

downtown.

Special

informative

collateral

have

been

created

both

printed

and

electronic

versions.
● Continue to represent the interests of DBA members on the Downtown Committee. Operations and Direct Business Assistance ● Outreach and personal touch via live visits, email, newsletters, eBlasts, printed collateral, and phone

remains

very

strong.

Direct

contact

maintained

with

over

200

downtown

businesses.

● Collaboration between businesses on common issues, shared promotions, and special tools such as

coupons

and

gift

cards

remains

strong.
● In partnership with the City, regular surveys to determine needs, issues, and situational changes have

been

performed

(as

well

policy-related

outreach

noted

above).

Additional Plans for FY 2027 The continuing actions and activities noted above remain important components of the work plan for FY 2027.

Additionally,

plan

undertake

the

following,

some

which

were

deferred

from

2026:

New Events ● Revise and hold an iteration of “Meet & Greet on Castro Street” to highlight additional businesses

and

delve

deeper

into

areas

for

attention

and

action.
● Evaluate seasonal opportunities for activations Marketing and Promotion ● Reimage and relaunch DBA’s web resources, and incorporate into high traffic sites such as ilovemv.org

and

chambermv.org
● Promote existing public art as well as incorporate more public art to increase vibrancy of the street

and

attract

visitors.

2026

DBA

Annual

Report

Page

6 392
Advocacy and City/County Relations ● Work with Rep Liccardo’s team on introducing national legislation regarding “fix-it” periods for ADA

lawsuits

filed

Federal

court.

parallel,

and

partnership

with

the

City,

craft

and

launch

ADA

CASPs

inspection

program

preventative

measure.
● Continue to work with the City to refine the permitting process. Operations and Direct Business Assistance ● Attend Neighborhood Association meetings as well as invite representatives and community members

the

monthly

DBA

meeting

continue

building

stronger

relationships,

concerns,

further

understanding,

and

work

win-win

scenarios.
● Continue to examine and validate the value proposition of the DBA and the Chamber with downtown

businesses

ensure

they

are

being

served

optimally

and

billed

appropriately.

partnership

with

the

City,

determine

the

best

method

for

securing

funds

properly

promote

downtown,

including

renewed

BIA,

Property

Based

Improvement

District

(PBID)

other

mechanism.

Note

that

likely

multi-year

project..

Budget
As the DBA is leveraging the Chamber’s wider range of resources and offerings, many of the line items below

reflect

percentages

the

Chamber’s

revenue

and

expenses.

Note

that

the

Chamber’s

fiscal

year

maps

the

calendar

year

(January

1 to

December

31).

2026

DBA

Annual

Report

Page

7 393
Notes: ● Only events that fully support the DBA have revenue and expense entries. ● 2027 will be an adjustment year for Oktoberfest as the 590 Castro lot and Wells Fargo Bank building

will

longer

available.
● Regarding salaries, a percentage of each Chamber staff member’s time is being allocated to support

the

DBA.

The

sum

these

staff

costs,

including

payroll,

insurance,

and

other

human

resource

expenses,

entered

this

line.
● Time allocation is as follows: 40% of the Chamber Membership Events and Marketing Director and President of the DBA

(Marisol

Melara/TBD)
10% of the Chamber CEO (Peter Katz) 10% of the Chamber Membership Director (Priscilla Hernandez/Jayne Riemer-Chishty) 10% of the Chamber Business and Community Development Specialist (Jesse Cupp) Note that actuals for July through September will likely vary due to staffing changes for the Events

and

Marketing

Director.

Per Law, requirement E (noted under item 6 on Page 3), the amount of any surplus or deficit revenues to be

carried

over

from

fiscal

year

zero.

Per Law, requirement F (noted under item 6 on Page 3), the amount of any contributions to be made from

sources

other

than

assessments

levied

pursuant

the

Law

zero.

2026

DBA

Annual

Report

Page

8 394
BIA Details
Boundaries and Benefit Zone Map

2026

DBA

Annual

Report

Page

9 395
Per Law, requirement A (noted under item 6 on Page 3), there have been no changes in the BIA boundaries

benefit

zones

within

the

DBA

and

changes

are

proposed.

The

current

boundaries

are

depicted

the

map

above.

The

area

the

DBA

referred

“Downtown.”.

Method and Basis of Assessment Per Law, requirement A (noted under item 6 on Page 3), there are no proposed changes to the assessment

fee

structure.

It has been consistently demonstrated that the typical BIA program places a higher priority on activities such

commercial

marketing.

result,

the

retail

and

restaurant

establishments

the

BIA

are

assessed

than

service

and

professional

businesses

the

district.

The location of a business also determines the degree of benefit that accrues to that business. Centrally located

businesses

tend

benefit

more,

businesses

located

the

ground

floor.

For this reason, #1 and #2 benefit zones have been identified for the BIA. A second criterion is used in the BIA to determine benefit. This criterion, the size of the business, takes into

consideration

the

total

square

footage

the

business.

Definitions of Business Types in the Downtown Business Improvement Area Retailers and Restaurants Businesses that buy or resell goods such as clothing stores, shoe stores, office supplies as well as businesses

that

sell

prepared

food

and

drink.

Service Businesses Businesses that sell services such as beauty or barber shops, repair shops, most automotive businesses,

dry

cleaners,

art

and

dance

studios,

printing

firms,

film

processing

companies,

travel

agencies,

entertainment

businesses

such

theaters,

etc.

Professional Businesses Businesses that require advanced and/or specialized licenses or academic degrees such as architects,

engineers,

attorneys,

chiropractors,

dentists,

doctors,

accountants,

optometrists,

realtors,

insurance

brokers,

venture

capital

firms,

consultants,

advertising

and

marketing

professionals

and

mortgage

brokers

and

similar

professions.

Additional clarification on business definitions will be defined according to Section 18.2 (Definitions) of the Mountain View Municipal Code. No business types are exempt from fees.

2026

DBA

Annual

Report

Page

10 396

Fee Structure BIA #1 - Evelyn Avenue to High School Way, and two blocks on both sides of Castro St. Restaurant $200 Retail $150 Office $50 Bank $150 BIA #2 - 100-300 blocks of Castro St. (the historical section, based on square footage) 0-2999 sq ft 3000-7999 sq ft 8000 sq ft.+ Restaurant $125 $150 $175 Retail $75 $100 $125 Office $25 $50 $75

2026

DBA

Annual

Report

Page

11 397
List of Businesses BUSINESS NAME STREET ADDRESS TYPE BIA 1 BIA 2 TOTAL C-INFINITY INC 200 BLOSSOM LN 1ST FLR RETAIL 150 150 LIGHTMATTER INC 250 BRYANT ST RETAIL 150 150 AERA TECHNOLOGY INC 707 CALIFORNIA ST OFFICE 50 50 HUY THANH DO DDS dba DENTAL FABULOUS 756 CALIFORNIA ST B OFFICE 50 50 756 CALIFORNIA LLC 756 CALIFORNIA ST B OFFICE 50 50 LIMON MOUNTAIN VIEW INC 800 CALIFORNIA ST 100 REST 200 200 DANA ORIENTAL MARKET 800 CALIFORNIA ST 120 RETAIL 150 150 ANKANG ACUPUNCTURE CLINIC INC 800 CALIFORNIA ST 120 OFFICE 50 50 BLACK DUCK SOFTWARE INC 800 CALIFORNIA ST 300 RETAIL 150 150 STAMPLI INC 800 CALIFORNIA ST FL 2 OFFICE 50 50 FENWICK & WEST LLP 801 CALIFORNIA ST OFFICE 50 50 CVS/ PHARMACY 850 CALIFORNIA ST RETAIL 150 150 HAPPY LAMB HOT POT 102 CASTRO ST REST 200 150 350 VASO AZZURRO RISTORANTE 108 CASTRO ST REST 200 125 325 MIAN SICHUAN NOODLES 110 CASTRO ST REST 200 150 350 LANTINGXU ONE 124 CASTRO ST REST 200 125 325 OREN'S HUMMUS MOUNTAIN VIEW LLC 126 CASTRO ST REST 200 125 325 FOUR SEASONS TEA HOUSE HOT POT 134 CASTRO ST REST 200 200 MAKKEE DESSERT & TEA 134 CASTRO ST A REST 200 125 325 OLYMPUS CAFFE AND BAKERY 135 CASTRO ST REST 200 125 325 ASIAN BOX 142 CASTRO ST REST 200 125 325 YIFANG MOUNTAIN VIEW 143 CASTRO ST RETAIL 150 125 275 THE PIZZA ALLIANCE 3 dba BLUE LINE PIZZA 146 CASTRO ST REST 200 125 325 AMARIN THAI CUISINE 147 CASTRO ST REST 200 125 325 MONTA VISTA CAPITAL MANAGEMENT LLC 147 CASTRO ST 3RD FL OFFICE 50 25 75 AI SQUARED GLOBAL INC 147 CASTRO ST FL 2 RETAIL 150 75 225 OSO SEMICONDUCTOR 148 CASTRO ST B1 OFFICE 50 25 75 BESPOKELABS AI INC 148 CASTRO ST B2 RETAIL 150 75 225 RAMEN IZAKAYA YU-GEN 152 CASTRO ST REST 200 125 325 Q T FAM INC 153 CASTRO ST REST 200 150 350 ARTA FINANCE INC 153 CASTRO ST 200 OFFICE 50 50 100 VERGESENSE 153 CASTRO ST 300 OFFICE 50 50 100 FISH WITH YOU CA LLC 156 CASTRO ST REST 200 125 325

2026

DBA

Annual

Report

Page

12 398
DOPPIO ZERO 160 CASTRO ST REST 200 125 325 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 2 RETAIL 150 150 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 3 RETAIL 150 150 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 4 RETAIL 150 150 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 5 RETAIL 150 150 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 6 RETAIL 150 150 KITTY NOODLE HOUSE 174 CASTRO ST REST 200 150 350 UDON MUGIZO 180 CASTRO ST REST 200 125 325 HUMMUS MEDITERRANEAN KITCHEN 185 CASTRO ST REST 200 125 325 LA FONTAINE RESTAURANT 186 CASTRO ST REST 200 125 325 EUREKA RESTAURANT GROUP 191 CASTRO ST REST 200 150 350 DOCYT INC 191 CASTRO ST FL2 RETAIL 150 100 250 TRESTIERRAS LLC dba AGAVE 194 CASTRO ST REST 200 150 350 FLOW SPECIALTY INSURANCE INC 196 CASTRO ST A OFFICE 50 25 75 ANOKI INC 196 CASTRO ST A RETAIL 150 75 225 ACTIVELOOP dba SNARK AI 196 CASTRO ST C OFFICE 50 25 75 VELOCITY SOFTWARE 196 CASTRO ST D OFFICE 50 25 75 RED ROCK COFFEE 201 CASTRO ST 1 REST 200 150 350 ALEXANDER'S PATISSERIE 209 CASTRO ST REST 200 150 350 HONG KONG BAKERY 210 CASTRO ST REST 200 125 325 POKEWORKS 211 CASTRO ST REST 200 125 325 MAISON ALYZEE CORP 212 CASTRO ST REST 200 125 325 CYBERHAVEN 215 CASTRO ST 2 RETAIL 150 125 275 UTOPAI STUDIOS INC 215 CASTRO ST FL 3 RETAIL 150 125 275 OX9 LANZHOU HANDPULLED NOODLES 216 CASTRO ST REST 200 125 325 UME TEA 220 CASTRO ST REST 200 125 325 ST STEPHENS GREEN 223 CASTRO ST REST 200 125 325 MONTE CARLO INC 228 CASTRO ST REST 200 175 375 RISTORANTE DON GIOVANNI 235 CASTRO ST REST 200 150 350 CROSSFILL INC 238 CASTRO ST 201 RETAIL 150 75 225 YONGQIANG-MV INC dba SUSHI ARASHI 240 CASTRO ST REST 200 125 325 DES-LIAM dba MOLLY MAGEES 241 CASTRO ST REST 200 150 350 GELATO CLASSICO ITALIAN ICE CREAM 241 CASTRO ST B REST 200 125 325 ZHANG LIANG MALA TANG 246 CASTRO ST REST 200 125 325 THERAPY STORES INC 250 CASTRO ST RETAIL 150 75 225 OPAL NIGHTCLUB CORP 251 CASTRO ST RETAIL 150 100 250

2026

DBA

Annual

Report

Page

13 399
AOM MASSAGE LLC 252 CASTRO ST RETAIL 150 75 225 CENTER TAILOR & ALTERATIONS INC 257 CASTRO ST RETAIL 150 75 225 ART FRAME STUDIO 257 CASTRO ST 100 OFFICE 50 75 125 ROBERT CHANG AGENCY 257 CASTRO ST 105 OFFICE 50 25 75 CYH INC 257 CASTRO ST 105 OFFICE 50 25 75 KLF 257 CASTRO ST 105 OFFICE 50 25 75 LEELAWADEE THAI CLASSIC MASSAGE 257 CASTRO ST 106 RETAIL 150 75 225 FACIAL TOWN 257 CASTRO ST 106 RETAIL 150 75 225 INABA GIFTS 257 CASTRO ST 108 RETAIL 150 75 225 CAR AND TRUCK REGISTRATION 257 CASTRO ST 110 RETAIL 150 75 225 SSGI ASIA INC 257 CASTRO ST 201 OFFICE 50 25 75 AMERICAN VACATION TRAVEL AGENT 257 CASTRO ST 204 OFFICE 50 25 75 JENNIFER RAYA GONZALEZ INSURANCE AGENCY 257 CASTRO ST 209 RETAIL 150 75 225 FRACTA 257 CASTRO ST 210 RETAIL 150 75 225 SATIN ELECTROLYSIS 257 CASTRO ST 214 RETAIL 150 75 225 HYFLOW MASSAGE LLC 257 CASTRO ST 214 RETAIL 150 75 225 CENTRL INC 257 CASTRO ST 215 OFFICE 50 25 75 LAMAMED SOLUTIONS INC 257 CASTRO ST 216 OFFICE 50 25 75 SIMPLESOFT INC 257 CASTRO ST 220 OFFICE 50 25 75 MOUNTAIN VIEW SERVICE CENTER 257 CASTRO ST 222 OFFICE 50 25 75 TERRA HOLDINGS 257 CASTRO ST 224 RETAIL 150 75 225 BC CHICKEN SAN JOSE LLC dba BONCHON 260 CASTRO ST REST 200 125 325 262 PHOENIX MASSAGE SPA 262 CASTRO ST RETAIL 150 100 250 ACTION PROPERTIES INC 268 CASTRO ST OFFICE 50 25 75 KJLINK INTERNATIONAL INC 268 CASTRO ST OFFICE 50 25 75 DKRT INC 268 CASTRO ST OFFICE 50 25 75 TRANSERA CORPORATION dba TEA ERA 271 CASTRO ST REST 200 125 325 YUAN CORPORATION dba QUEEN HOUSE 273 CASTRO ST REST 200 125 325 WE FASHION SAMPLE SALE 275 CASTRO ST RETAIL 150 100 250 POMO dba MACHFLOW 277 CASTRO ST 2ND FLR RETAIL 150 75 225 GMI CLOUD US INC 278 CASTRO ST RETAIL 150 125 275 BOTHAUS dba HILLBOT 278 CASTRO ST RETAIL 150 125 275 BOTHAUS dba COMOCO LABS 278 CASTRO ST RETAIL 150 125 275 MADEBY MAKER STUDIO 279 CASTRO ST RETAIL 150 100 250 STOCKS OF BLONDES SALON 282 CASTRO ST RETAIL 150 125 275

2026

DBA

Annual

Report

Page

14 400
SEVENTH HOUSE HAIR LLC 282 CASTRO ST RETAIL 150 75 225 SHEAR DESIRE SALON 282 CASTRO ST RETAIL 150 75 225 SHIRIN BEAUTY 282 CASTRO ST RETAIL 150 75 225 INORBIT 285 CASTRO ST RETAIL 150 75 225 MANTRA INDIA 288 CASTRO ST REST 200 125 325 ASH SHOPS dba ICE CREAM KWEEN / ICICLES 292 CASTRO ST REST 200 125 325 DON'T EAT ME! 293 CASTRO ST RETAIL 150 75 225 NICK THE GREEK 298 CASTRO ST REST 200 125 325 EASY FOODS COMPANY INC 299 CASTRO ST RETAIL 150 100 250 CREPEVINE 300 CASTRO ST RETAIL 150 125 275 SHP CASTRO LLC 301 CASTRO ST RETAIL 150 100 250 BLOOMSGIVING 301 CASTRO ST 100 RETAIL 150 75 225 CREATIFY LAB INC 301 CASTRO ST 150 & 200 RETAIL 150 100 250 GROQ INC 301 CASTRO ST 200 OFFICE 50 50 100 NEW MONGOLIAN BBQ 304 CASTRO ST REST 200 125 325 PARIS BAGUETTE 315 CASTRO ST REST 200 125 325 BOOKS INC / BARNES & NOBLE 317 CASTRO ST RETAIL 150 100 250 EMA UNLIMITED INC 321 CASTRO ST 200 RETAIL 150 125 275 DEDUCTIVE AI INC 321 CASTRO ST 202 OFFICE 50 25 75 EAST WEST BOOKSHOP 324 CASTRO ST RETAIL 150 125 275 HEALING HANDS REIKI LLC 324 CASTRO ST RETAIL 150 75 225 ROOTSTOCK WINE BAR 331 CASTRO ST 100 REST 200 125 325 CREATIFY dba CREATIFY LAB 331 CASTRO ST 200 RETAIL 150 75 225 STARTREE INC 331 CASTRO ST 200 RETAIL 150 75 225 POKE BAR 340 CASTRO ST REST 200 125 325 SIMPLY SABOR EVENTS & CATERING 340 CASTRO ST REST 200 125 325 CREATIVE COLLECTIVE OF SV 340 CASTRO ST REST 200 125 325 MEXKOR INC dba AVA'S DOWNTOWN MKT 340 CASTRO ST RETAIL 150 125 275 SERENDE CORP CAFE BAKLAVA 341 CASTRO ST REST 200 125 325 FOUR CONNECTIONS ORIENTAL MEDICINE 341 CASTRO ST D OFFICE 50 25 75 JST ACUPUNCTURE 341 CASTRO ST D OFFICE 50 25 75 ECCO INC THE FIREPLACE ELEMENT 345 CASTRO ST RETAIL 150 125 275 MR BAO / OCEAN ONE SEAFOOD 357 CASTRO ST REST 200 125 325 SAKOON 357 CASTRO ST 1&2 REST 200 150 350 KUMO AI INC 357 CASTRO ST 200 OFFICE 50 75 125 APEX BLENDS BARBER 357 CASTRO ST 6 RETAIL 150 75 225

2026

DBA

Annual

Report

Page

15 401
PRETTY IN SHEARS 357 CASTRO ST 6 RETAIL 150 75 225 DANDIES BARBER & BEARD STYLIST 357 CASTRO ST 7 RETAIL 150 75 225 B AND Y GIFT SHOP 361 CASTRO ST RETAIL 150 75 225 SIGHT OPTOMETRY PC 369 CASTRO ST RETAIL 150 75 225 AROSA dba LIVHOME 372 CASTRO ST RETAIL 150 75 225 HOLISTIC ACUCARE LLC 375 CASTRO ST RETAIL 150 75 225 VEE COSMETICS 380 CASTRO ST RETAIL 150 75 225 LUDWIG'S BIERGARTEN 383 CASTRO ST REST 200 175 375 MOGUL STONES INC / M. DESIGNS 384 CASTRO ST OFFICE 50 25 75 25 WEST GALLERY LLC 384 CASTRO ST 2 RETAIL 150 75 225 CASCAL 400 CASTRO ST REST 200 200 TISHMAN SPEYER PROPERTIES 400 CASTRO ST OFFICE 50 50 LANDINGAI INC 400 CASTRO ST 600 RETAIL 150 150 AI FUND 400 CASTRO ST 600 REST 200 200 AYAMA dba WORKFLOWN 400 CASTRO ST 600 RETAIL 150 150 DYNATRACE LLC 401 CASTRO ST 2ND FL OFFICE 50 50 ID ME INC 401 CASTRO ST FL 3 RETAIL 150 150 PEET'S COFFEE INC 420 CASTRO ST REST 200 200 PLAYCO GLOBAL INC 421 CASTRO ST OFFICE 50 50 SWEETGREEN 440 CASTRO ST REST 200 200 SIC-MOUNTAIN BAY PLAZA LLC 444 CASTRO ST OFFICE 50 50 HARNESS 444 CASTRO ST RETAIL 150 150 THOUGHTSPOT INC 444 CASTRO ST 1000 OFFICE 50 50 RESOURCES CONNECTION LLC 444 CASTRO ST 1110 RETAIL 150 150 THE BOSTON CONSULTING GROUP INC 444 CASTRO ST 150 OFFICE 50 50 SENTINELONE INC 444 CASTRO ST 4TH FL OFFICE 50 50 MEGAGON LABS INC 444 CASTRO ST 720 OFFICE 50 50 ORO LABS INC 444 CASTRO ST 730 RETAIL 150 150 ALPHONSO INC 444 CASTRO ST 800 RETAIL 150 125 275 ZEROMATTER TECHNOLOGIES INC 444 CASTRO ST 900 RETAIL 150 150 CASA LUPE RESTAURANT 459 CASTRO ST REST 200 200 YAKINIKU GENZA LLC 475 CASTRO ST REST 200 200 KIRIN BISTRO INC 485 CASTRO ST REST 200 200 MOUNTAIN VIEW OPTOMETRY 495 CASTRO ST RETAIL 150 150 MT VIEW - BEAN SCENE CAFE 500 CASTRO ST REST 200 200 THE PERMANENTE MEDICAL GROUP 555 CASTRO ST OFFICE 50 50

2026

DBA

Annual

Report

Page

16 402
MED-PROJECT 555 CASTRO ST OFFICE 100 100 THE PERMANENTE MEDICAL GROUP 565 CASTRO ST OFFICE 50 50 WELLS FARGO CLEARING SERVICES LLC 599 CASTRO ST OFFICE 50 50 THE SOBRATO ORGANIZATION 599 CASTRO ST 400 OFFICE 50 50 SOBRATO CONSTRUCTION CORP 599 CASTRO ST 400 RETAIL 150 150 SOBRATO BUILDERS INC 599 CASTRO ST 400 RETAIL 150 150 QUORA INC 605 CASTRO ST 1ST-4TH FL OFFICE 50 50 FLUENCE ENERGY LLC 605 CASTRO ST FL 3 RETAIL 150 150 STARDUST ESTATE SERVICES LLC 650 CASTRO 120-326 RETAIL 150 150 PREG MVCC LP 650 CASTRO ST RETAIL 150 150 MORGAN STANLEY SMITH BARNEY LLC 650 CASTRO ST 105 OFFICE 50 50 MEDITERRANEAN GRILL HOUSE 650 CASTRO ST 110 REST 200 200 THE UPS STORE 1847 650 CASTRO ST 120 RETAIL 150 150 FEBRUMAR LLC 650 CASTRO ST 120-271 RETAIL 150 150 SINGH TOOLS 650 CASTRO ST 120-324 RETAIL 150 150 GOLDEN STATE MOBILE DETAILING 650 CASTRO ST 120-341 RETAIL 150 150 DUARTE PRESS LLC 650 CASTRO ST 120-402 RETAIL 150 150 DUARTE INC 650 CASTRO ST 120-402 RETAIL 150 150 KOMPASS INTEGRATED SOLUTIONS INC 650 CASTRO ST 120-463 RETAIL 150 150 1 OZ COFFEE LLC 650 CASTRO ST 130 REST 200 200 SNC ENTERPRISE dba VITALITY BOWLS 650 CASTRO ST 140 REST 200 200 SITE FOR SORE EYES 650 CASTRO ST 150 RETAIL 150 150 JENNY CHEUNG OD 650 CASTRO ST 150 OFFICE 50 50 LE BOULANGER 650 CASTRO ST 160 REST 200 200 LA MONIQUE'S NAIL SALON 650 CASTRO ST 175 RETAIL 150 150 MASA SUSHI JAPAN 650 CASTRO ST 180 REST 200 200 WASHMIX INC 650 CASTRO ST 185 RETAIL 150 150 ALTO NEUROSCIENCE INC 650 CASTRO ST 450 OFFICE 50 50 GIOVANNA'S FINE JEWELER 655 CASTRO ST 1 RETAIL 150 150 PRODIGAL TECHNOLOGIES INC 655 CASTRO ST 2 OFFICE 50 50 SKYLARK HEALTH LLC dba SH MASSAGE 655 CASTRO ST 7&8 RETAIL 150 150 SKYLARK MASSAGE LLC 655 CASTRO ST 8 RETAIL 150 150 STARBUCKS COFFEE #5663 750 CASTRO ST REST 200 200 UPLANDME INC 785 CASTRO ST C RETAIL 150 150 GRANICA COMPUTING INC 787 CASTRO ST OFFICE 50 50 SPANGLER MORTUARIES INC 799 CASTRO ST OFFICE 50 50

2026

DBA

Annual

Report

Page

17 403
MOUNTAIN VIEW FUNERAL & CREMATION 805 CASTRO ST OFFICE 50 50 EXCELLENT NAILS 821 CASTRO ST RETAIL 150 150 ARUBA SALON 825 CASTRO ST RETAIL 150 150 STUDIO MV 825 CASTRO ST RETAIL 150 150 FLEUR DE LIS FLORIST 841 CASTRO ST RETAIL 150 150 EVODYNE ROBOTICS ACADEMY 881 CASTRO ST OFFICE 50 50 KHUU DENTISTRY 889 CASTRO ST OFFICE 50 50 KHUU DERMATOLOGY 889 CASTRO ST OFFICE 50 50 GINGKO FURNITURE JC FURNITURE LLC 903 CASTRO ST RETAIL 150 150 SHP DANA LLC 747 DANA ST RETAIL 150 150 SUPERHOT HOTPOT & KOREAN BBQ 210 HOPE ST REST 200 200 LAIMA LLC 210 HOPE ST 101 RETAIL 150 150 WELLNESS SPA 278 HOPE ST A RETAIL 150 150 RON IKEBE REALTOR 278 HOPE ST B RETAIL 150 150 KOI PROPERTY MANAGEMENT 278 HOPE ST B RETAIL 150 150 INSTITUTE OF VOICE dba QUEEN OF GAYA 278 HOPE ST E RETAIL 150 150 EVEREST SYSTEMS INC 280 HOPE ST 2ND FL OFFICE 50 50 PACIFIC BELL 305 HOPE ST OFFICE 50 50 DATAPELAGO INC 100 VIEW ST 102 & 106 OFFICE 50 50 STUDY COM 100 VIEW ST 202 OFFICE 100 100 STARTREE INC 100 VIEW ST 204 OFFICE 50 50 AT-BAY 701 VILLA ST OFFICE 50 50 SEASONS NOODLES & DUMPLING INC 702 VILLA ST REST 200 200 KELLY'S HEALING MASSAGE 714 VILLA ST RETAIL 150 150 LOVE GLOW 720 VILLA ST RETAIL 150 150 CHI & QIN INC 726 VILLA ST RETAIL 150 75 225 SALON FINESSE 732 VILLA ST RETAIL 150 150 EYEBROW THREADING & MAKEUP 732 VILLA ST RETAIL 150 150 MILKTOPIA MTV dba T CASTLE 738 VILLA ST REST 200 200 HAPPY LEMON 742 VILLA ST REST 200 200 BELLA ON VILLA SALON 744 VILLA ST RETAIL 150 150 SUGAR SPA 746 VILLA ST RETAIL 150 150 PLAN A INC 759 VILLA ST A OFFICE 50 50 LIEW DESIGN INC 759 VILLA ST D OFFICE 50 50 CRYSTAL READINGS 831 VILLA ST RETAIL 150 150 PRINCE FEN GUIZHOU CUISINE SERVICE LLC 841 VILLA ST REST 200 200

2026

DBA

Annual

Report

Page

18 404
ORBIT & RUST 845 VILLA ST RETAIL 150 150 VERDE TEA & ESPRESSO BAR 852 VILLA ST REST 200 200 PHO TO CHAU 999 INC 853 VILLA ST REST 200 200 MUSE BEAUTY SPA 854 VILLA ST RETAIL 150 75 225 IMAGINE HAIR SALON 857 VILLA ST RETAIL 150 150 HAPPY FEET FOOT SPA 858 VILLA ST RETAIL 150 150 KATSU 859 VILLA ST REST 200 200 PUREHAIR SPA INC 860 VILLA ST RETAIL 150 150 L2 NAIL SALON INC 860 VILLA ST RETAIL 150 150 NEXT LEVEL BOARD GAME CAFE 888 VILLA ST RETAIL 150 150 R&S MOUNTAIN PLAZA LLC 888 VILLA ST OFFICE 50 50 SILICON THERMAL INC 888 VILLA ST 110 OFFICE 50 50 CODA PROJECT INC 888 VILLA ST 4 OFFICE 50 50 KDB SILICON VALLEY LLC 888 VILLA ST 500 OFFICE 50 50 ZEROMATTER TECHNOLOGIES INC 900 VILLA ST RETAIL 150 150 CHEZ T J INC 938 VILLA ST REST 200 200 LEGALZOOM INC 954 VILLA ST OFFICE 50 50 EXAFUNCTION INC 990 VILLA ST RETAIL 300 300 ABAKA AI dba ASTRABRIGHT ANALYTICS 990 VILLA ST RETAIL 150 150 FLUTTERFLOW INC 607 W DANA ST A RETAIL 150 150 MIDTOWN ECOMMERCE LLC 607 W DANA ST E OFFICE 50 50 THREAD THEORY 607 W DANA ST F RETAIL 150 150 J&S SALON 607 W DANA ST G RETAIL 150 150 SUSHI TOMI RESTAURANT 607 W DANA ST H REST 200 200 HAIR BY HEINZ 617 W DANA ST RETAIL 150 150 YELLOWBRICK DATA INC 660 W DANA ST OFFICE 50 50 OPUSCLIP INC 660 W DANA ST RETAIL 150 150 YUAN MING ACUPUNCTURE CLINIC INC 676 W DANA ST OFFICE 50 50 BOYA MA 676 W DANA ST OFFICE 50 50 MILLET HEALTH SPA 688 W DANA ST RETAIL 150 150 TIYAS TOUCH 692 W DANA ST RETAIL 150 150 WARM DAY SPA 692 W DANA ST A RETAIL 150 150 GOLDEN OASIS MASSAGE 692 W DANA ST A RETAIL 150 150 ELEGANCE HAIR SALON 696 W DANA ST RETAIL 150 150 A HEALTH CENTER MEDICAL GROUP 696 W DANA ST OFFICE 50 50 TANDOORI JUNCTION 698 W DANA ST REST 200 200

2026

DBA

Annual

Report

Page

19 405
ALBERTO'S 736 W DANA ST REST 200 200 MSF GROUP dba KAKAROTO JAPANESE REST 743 W DANA ST REST 200 200 DANA STREET ROASTING COMPANY 744 W DANA ST REST 200 200 SAGESURE INSURANCE MANAGERS 747 W DANA ST 1ST FLOOR RETAIL 150 150 E & W NATURAL WAY 762 W DANA ST RETAIL 150 150 NATURE MAGIC ACUPUNCTURE 762 W DANA ST OFFICE 50 50 NANCY ANN GEE ATTORNEY AT LAW 774 W DANA ST OFFICE 50 50 298 CASTRO PARTNERS LLC 812 W DANA ST OFFICE 50 50 RESEMBLE AI 812 W DANA ST RETAIL 150 150 ESSENCE SALON 826 W DANA ST RETAIL 150 150 MOVING OPTIMAL CHIROPRACTIC 838 W DANA ST OFFICE 50 50 WELL HEALTH ACUPUNCTURE 838 W DANA ST OFFICE 50 50 ZOETIC WELLNESS ACUPUNCTURE LLC 838 W DANA ST RETAIL 150 150 NOVA SPA 840 W DANA ST RETAIL 150 150 FASHION CUTS AND BARBER SHOP 844 W DANA ST RETAIL 150 150 LA ESPUELA MEXICAN FOOD INC 854 W DANA ST REST 200 200 FEARLESS FROG MEDIA 927 W DANA ST RETAIL 150 150 DEAR SEOUL 951 W DANA ST RETAIL 150 150 SULBING CAFE 975 W DANA ST REST 200 200 MEAT HOUSE / WAN HE GROUP 701 W EVELYN AV REST 200 200 SAVVY CELLARS WINE 750 W EVELYN AV RETAIL 150 150 CONFLUENT INC 899 W EVELYN AV OFFICE 50 50 TOTAL 42,300 12,750 55,050

2026

DBA

Annual

Report

Page

20 406
Downtown Business Association Advisory Council (as of June 30, 2026) Aaliyah Abukhdeir, Mediterranean Grill House Kaycee Aull, 1 Oz Coffee Jean Boulanger, Red Rock Coffee David Castaneda, Pokeworks Vanessa Choeuk, Stocks & Blondes Salon Elly Enriquez, Asian Box Denielyn Figueroa, Poké Bar Anaya Gamow, East West Books Marco Garcia, Simply Sabor Nancy Gee, Law Office of Nancy Gee Cari Gillette, Books Inc. Ron Ikebe, Ron Ikebe Realtor Mark Kelly, St. Stephens Green Diem Nguyen, MadeBy Maker Studio Juan Origel, Ava’s Downtown Market Angela Pace, Blue Line Pizza David Paragarcia, Alexander’s Patisserie Ryan Polakiewicz, Rootstock Wine Bar Gisela Qasim, Ludwig’s Biergarten Junaid Qurashi, M. Designs Architects Marina Savinovic, Monte Carlo Jason Woods, Eureka!

2026

DBA

Annual

Report

Page

21 407
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 205797, Version: 1
Public Hearing on Downtown Business Improvement Area No. 2

1. Approve the Annual Report.

2. Adopt a Resolution of the City Council of the City of Mountain View Approving the Annual Report of the Downtown Mountain View Business Improvement Area No. 2 and Declaring Its Intention to Levy Assessments for 2027, to be read in title only, further reading waived, and set a public hearing date of October 13, 2026 (Attachment 1 to the Council report).

City of Mountain View Printed on 9/3/2026Page 1 of 1
powered by Legistar™
408

DATE:

September 8, 2026
CATEGORY:

Public Hearing
DEPT.:

Community Development
TITLE: Public Hearing on Downtown Business
Improvement Area No. 2

RECOMMENDATION

1. Approve the Annual Report.

BACKGROUND

Mountain View has two BIAs (Attachment 2), both originally created by the downtown businesses, historically organized as the Central Business Association and , later, the Downtown Business Association (DBA), with revenues historically allocated to them. In May 2021, the City Council designated the Mountain View Chamber of Commerce (Chamber) to provide support to the downtown businesses and to receive and manage both BIAs and their revenues. The 1983 Business Improvement Area, BIA No. 1, includes the entire length of Castro Street ( from West Evelyn Avenue to El Camino Real) and some side streets. BIA No. 1 fees are based upon the type of business , specifically restaurant, retail , and profession al (i.e. , office). In 1991, the DBA recommended, and the Council approved, the formation of a second BIA when the DBA identified the need to increase BIA revenues . BIA No. 2 includes a smaller area in the 100, 200, and 300 blocks of Castro Street and is geographically contained entirely within BIA No. 1. The rationale 409
Public Hearing on Downtown Business Improvement Area No. 2 September 8, 2026

Page 2 of 5 ends

ANALYSIS

Under state law, both BIAs require an annual public meeting and public hearing to levy assessments and authorize expenditure of funds. The Chamber estimates the two BIAs will generate $60,000 in assessment revenues ($ 45,000 for BIA No. 1 and $15,000 for BIA No. 2) in 2027. The Chamber does not propose an increase or change in this year’s BIA assessment , including the assessment rate or methodology. The cost of operating the DBA , however, continues to outpace available revenues, limiting the organization’s capacity to sustain current marketing, events, and day -to-day functions that support the downtown district. At the same time, the City and DBA regularly hear from the business community about a desire for expanded events and activations, increased safety patrols and programming, and enhanced maintenance efforts. In recognition of both the funding constraints facing the DBA and the City’s existing downtown services, staff is exploring potential funding mechanisms to bring additional resources that will enhance downtown vibrancy and better meet community expectations.

Council may also identify additional information it would like available.

The Chamber’s primary role is to provide staffing support to the DBA. The Chamber will continue to advise the DBA on the BIAs, including how to utilize BIA funds for marketing and promotional 410
Public Hearing on Downtown Business Improvement Area No. 2 September 8, 2026

Page 3 of 5 ends

events downtown, and expand its business advocacy role in supporting the downtown area.

Some highlights of the 2026 accomplishments include:

• Holiday Blood Drive: Partnered with the Stanford Blood Center to host a downtown blood drive, successfully filling nearly all available walk-in and appointment slots.

• Super Bowl Promotions : Partnered with the City to capture regional tourism through soccer- and football-themed watch parties, special menus, promotional giveaways, and an interactive online dining and lodging guide.

• New Business Activations : Supported the ribbon -cutting and grand opening of Don’t Eat Me!, a highly collaborative pop-up retail space shared by four micro-businesses.

• Taste of Mountain View (June) : Drew 500 attendees and featured 17 local merchants, introducing several new businesses to the public.

411
Public Hearing on Downtown Business Improvement Area No. 2 September 8, 2026

Page 4 of 5 ends

• Meet and Greet: Revise and launch a second iteration of the “ Meet and Greet on Castro Street” to highlight additional businesses and focus on targeted problem-solving.

• Web and Digital Resource Relaunch : Completely redesign and integrate the DBA’s web assets into high-traffic regional platforms, such as ilovemv.org and chambermv.org.

• Vibrancy through Public Art: Develop programs to highlight existing public art installations and bring new art activations to downtown streets to increase foot traffic.

FISCAL IMPACT

The Chamber projects total assessment revenues of $60,000, consisting of $45,000 from BIA No. 1 and $ 15,000 from BIA No. 2 . The assessment revenues are allocated to the Chamber to support downtown promotions, business advocacy, and event planning. The assessments for both areas are collected by the City as part of the business license process and will be due with the January 2027 business license renewals.

LEVINE ACT

Page 5 of 5 ends

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

ALTERNATIVES

1. Do not preliminarily approve the Chamber report, and do not set October 13, 2026, as the date of the public hearing. If the report from the Chamber is not preliminarily approved and the resolutions are not adopted, fees for BIA No. 2 would not be levied as part of the annual renewal process that the Finance and Administrative Services Department begins in November for the business license tax, and there would be no funds for 2027 from BIA No. 2 to be allocated to the Chamber. The Chamber would need to seek alternative funding or reduce its programming.

2. Provide other direction.

PUBLIC NOTICING

Prepared by:

Toni Gomez
Economic Vitality Strategist

Amanda Rotella
Economic Vitality Manager
Approved by:

Christian Murdock
Community Development Director

Kimbra McCarthy
City Manager

CDD/AR/TG-09-08-26CR-1

Attachments: 1. Resolution

2. Business Improvement Area Map

3. Chamber Annual Report 2026

413
Attachment 1
-1-

CITY OF MOUNTAIN VIEW
RESOLUTION NO.

SERIES 2026

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

APPROVING THE ANNUAL REPORT OF THE
DOWNTOWN MOUNTAIN VIEW BUSINESS IMPROVEMENT AREA NO. 2
AND DECLARING ITS INTENTION TO LEVY ASSESSMENTS FOR 2027

WHEREAS, the City of Mountain View established Business Improvement Area No. 2 in 1991 (Ordinance No. 22.91); and

WHEREAS, Business Improvement Area No. 2 overlays Business Improvement Area No. 1, which is a larger business improvement area and remains in full force and effect; and

WHEREAS, Business Improvement Area No. 2 is a smaller area which encompasses the three-block area in the historic central downtown area, including the 100, 200, and 300 blocks of Castro Street; and

WHEREAS, the Mountain View Chamber of Commerce, acting as the Advisory Board to the City Council on Business Improvement Area No. 2, has filed the required Annual Report on the use of funds generated by Business Improvement Area No. 2 for 2026; now, therefore, be it

RESOLVED:

1. That the City Council of the City of Mountain View does hereby approve the Fiscal Year 2026-27 Annual Report for the Downtown Mountain View Business Improvement Area No. 2.

2. That the City Council of the City of Mountain View does hereby declare its intention to levy and collect assessments within Business Improvement Area No. 2 as authorized by the California Streets and Highways Code, Section 36530, et seq.

3. That the boundaries of this improvement area are generally described as all businesses located on Castro Street between West Evelyn Avenue to the north and California Street to the south, including all businesses with street addresses numbered 100 through 399, inclusive, as more particularly described in Exhibit A, attached hereto. All businesses within this area with a Castro Street address, excluding nonprofit organizations, are to be assessed as 414
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authorized in the Streets and Highways Code, Section 36500, et seq., and as set forth herein. Said boundaries are unchanged from the boundaries established by Ordinance No. 22.91 on December 10, 1991.

4. That the proposed uses to which the revenue from this improvement area will be put forth as follows:

a. Promotion of public events which are to take place on or in public places in the area;

b. Decoration of any public place in the area;

c. Furnishing of music in any public place in the area;

d. The general promotion of businesses within the area; and

e. Other activities or improvements which benefit businesses located and operating in the Business Improvement Area.

Type of Establishment
Fee
0 to 2,999
Square Feet
Fee
3,000 to 7,999
Square Feet
Fee
8,000 Square Feet
and Up
Restaurant $125 $150 $175
Retail $75 $100 $125
Professional $25 $50 $75

A physical meeting location will be available in addition to the video conference. Please consult the September 8, 2026 meeting agenda, which will be available beginning on Thursday, September 7, 2026, at mountainview.legistar.com. For the October 13 , 2026 meeting, please consult the October 13, 2026 agenda, which will be available beginning on Thursday, October 8, 2026, at mountainview.legistar.com.

The City Council will hear all testimony for or against the assessments pursuant to Business Improvement Area No. 2, the area boundaries, and the furnishing of a specified type of improvement or activity in accordance with the manner in which members of the public wishing to comment may do so as specified in the City Council Agenda and Notice for the above - referenced meetings. A protest may be made orally or in writing. Every written protest shall be 415
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filed with the City Clerk at or before the time fixed for the public hearing and shall comply with the Streets and Highways Code, Section 36524, and Ordinance 22.91.

8. That the City Clerk is hereby instructed to publish this notice one (1) time in a newspaper with general circulation.

– – – – – – – – – – –

CDD/AR/TG-09-08-26r-1

Exhibit: A. Business Improvement Area Map
416

W EL CAMINO REAL

CENTRAL EXPY

FRANKLIN ST

MERCY ST

WILD CHERRY LN

PARK DR

CALIFORNIA ST

W EVELYN AVE

HIGH SCHOOL WAY

MIRAMONTE
AVE

VILLA ST

W DANA ST
LATHAM
ST

CHURCH ST

FAIRMONT AVE

W EVELYN AVE

PALMITA PL

LANE AVE

HOPE ST

LORETO ST

W DANA ST

VELARDE ST

YOSEMITE AVE

MERCY ST

SIERRA AVE

S OAK ST

FRONT LN

MINTON LN

PARK DR

BLOSSOM LN

WILD CHERRY LN
WILD
CHERRY
LN

BRYANT ST
OAK
ST
CASTRO

STCASTRO ST
S

SHORELINE BLVD

S SHORELINE BLVD

BUSH ST

W EL CAMINO REAL

CENTRAL EXPY

FRANKLIN ST

MERCY ST

WILD CHERRY LN

PARK DR

CALIFORNIA ST

W EVELYN AVE

HIGH SCHOOL WAY

MIRAMONTE
AVE

VILLA ST

W DANA ST
LATHAM
ST

CHURCH ST

FAIRMONT AVE

W EVELYN AVE

PALMITA PL

LANE AVE

HOPE ST

LORETO ST

W DANA ST

VELARDE ST

YOSEMITE AVE

MERCY ST

SIERRA AVE

S OAK ST

FRONT LN

MINTON LN

PARK DR

BLOSSOM LN

WILD CHERRY LN
WILD
CHERRY
LN

BRYANT ST
OAK
ST
CASTRO

STCASTRO ST
S

SHORELINE BLVD

S SHORELINE BLVD

BUSH ST

ANNUAL REPORT
2026
Submitted by
The Mountain View Chamber of Commerce
Attachment 3
419

Association

(DBA),

was

prepared

for

City

Council

review

for

the

annual

reauthorization

the

management

funds

for

the

Business

Improvement

Areas

(BIAs)

pursuant

Section

36533

the

Parking

and

Business

Improvement

Law

1989

(Section

36500

and

following

the

California

Streets

and

Highways

code)

(the

“Law”).

This

report

for

the

City’s

fiscal

year

commencing

July

2026

and

ending

June

30,

2027.

Additionally,

this

report

highlights

activity

and

accomplishments

the

past

year

since

the

submission

the

report,

from

July

2025

June

2026.

estimate

the

amount

the

assessment

levied

against

his

her

business
e. The amount of any surplus or deficit revenues to be carried over from a previous fiscal year

(covered

(4)

above).
f. The amount of any contributions to be made from sources other than assessments levied pursuant

the

Law

(covered

(4)

above)

2026

DBA

Annual

Report

Page

2 420
The DBA is guided by an Advisory Council rather than a formal Board of Directors. The Advisory Council

meets

monthly,

under

the

direction

Chamber

Events

and

Marketing

Director

Marisol

Melara,

with

focus

strategic

planning

and

tactical

execution.

also

provides

strong

advocacy

voice

and

disseminator

information

the

rest

the

downtown.

[Note:

Marisol

left

the

Chamber

July

2026;

Chamber

CEO

Peter

Katz

serving

her

role

until

replacement

hired]
Submitted on July 14, 2026, by Peter Katz, Acting President of the Advisory Council of the Mountain View

Downtown

Business

Association,

and

CEO

the

Mountain

View

Chamber

Commerce.

Input

and

review

also

provided

the

DBA

Advisory

Council,

the

Board

Directors

the

Chamber

Commerce,

and

members

City

staff.

2026

DBA

Annual

Report

Page

3 421

Situational Overview Downtown Mountain View continues to grow and develop. From a retail perspective, vacancy is back to levels

comparable

pre-pandemic.

However,

the

upper

floors

are

still

experiencing

rates

than

30%,

which

directly

impacts

the

health

merchants

due

lower

amount

foot

traffic.

Still,

the

street

feels

vibrant,

especially

given

the

number

activations

that

the

City,

Chamber

and

DBA

have

aligned

initiate.

notable

movement

this

year

has

been

the

deepening

the

partnership

between

the

DBA

and

the

City

activations

and

activities

(such

the

major

sports

events

happening

the

Bay

Area)

well

information

collection

and

dissemination.

The

DBA

also

active

providing

input

and

insights

City

policies

and

operations

that

affect

the

downtown.

and

connect

with

the

community,

well

directly

inform

City

Council

and

Staff

key

issues.

The

free

event

was

hosted

the

Monte

Carlo

NightClub

and

full

house

150

was

attendance.

The

audience

was

evenly

divided

between

three

groups:

downtown

businesses,

city

staff

and

elected

officials,

and

members

the

public.

Each

group

was

identified

colored

nametag

facilitate

interaction.

20 businesses

were

represented

short

introductory

videos

shown,

and

four

businesses

were

featured

moderated

panel

hosted

the

City’s

Community

Development

Director.

The

proceedings

were

also

videotaped

KMVT

and

posted

the

web

for

wider

viewing.

Post

event

polling

attendees

showed

significant

new

awareness

downtown

businesses,

well

better

understanding

their

unique

offerings

and

their

challenges.

Later

polling

businesses

indicated

increase

visits.
● In October, the popular Oktoberfest celebration (one of the largest events downtown) was put on

the

DBA/Chamber

Commerce

new

and

larger

location

the

500

block

Castro.

With

over

12,000

attendees,

the

event

surpassed

last

year’s

attendance

over

16%,

helping

promote

visits

downtown

and

its

local

businesses,

and

increase

community

engagement.
● In December, in partnership with the Chamber and the City, the DBA tapped into the spirit of giving

with

Holiday

Blood

Drive
.

The

Stanford

Blood

Center

reported

that

almost

all

their

available

slots

were

filled

appointments

and

walk-ins.
● In late January and early February, the DBA partnered with the City to leverage the Super Bowl with

special

menus,

promotions

and

giveaways,

culminating

weekend

“tailgate

party”

featuring

football-themed

free

games

and

activities,

well

interactive

online

guides

that

detailed

places

eat,

stay,

and

attend

watch

parties.

2026

DBA

Annual

Report

Page

4 422
● In February, Castro Street welcomed the opening of Don’t Eat Me with a ribbon cutting and promotion.

This

multi-faceted

pop-up

the

first

appear

post-pandemic

features

array

rotating

micro-businesses

and

products,

thereby

increasing

the

diversity

downtown,

attracting

visitors,

and

serving

pilot

for

future

creative

business

activations.
● In June and July, in partnership with the City, downtown is leveraging World Cup with “Summer

Soccer”
,

month-long

set

fan-friendly

celebrations.

addition

weekend

music

and

watch

parties

for

the

final,

Downtown

will

also

feature

live

music,

soccer-themed

games

and

activities,

business

specials,

and

Entertainment

Zone

festivities.

with

Super

Bowl,

interactive

online

guide

available

that

details

places

eat,

stay,

and

attend

watch

parties.

central

feature

the

Downtown

Mini

Pitch

580

Castro

Street,

where

the

public

can

play

pick-up

games

and

local

businesses

can

host

pop-up

booth.

Local

professional

sports

teams,

businesses,

and

others

will

also

stop

increase

excitement

and

attendance.

CONTINUING ACTIONS AND ACTIVITIES Staffing and Leadership ● The Chamber continues to have a dedicated staff person for the Downtown businesses, as well team

resources

provide

broader

and

deeper

support.
● The Advisory Council membership remains solid and repeatedly demonstrates strong engagement.

For

many

events

and

activities,

the

Council

has

taken

leadership

its

own,

with

limited

guidance

resources

from

the

Chamber

Commerce.

Marketing and Promotion ● Art & Wine Festival (Sept) continues to highlight and promote traffic to local downtown businesses

part

the

overall

event,

including

special

“local

discovery”

section

the

map

and

website

and

encouraging

businesses

have

event-themed

offers

displays.

Once

again,

special

booth

was

provided

promote

downtown’s

history,

highlighted

photos

and

books

donated

the

Mountain

View

Historical

Association.
● Executed existing holiday-themed events and promotions specific to downtown including Halloween

Castro

(October).

Events

were

well

attended

and

well

received

the

public

and

the

merchants.
● In June 2026, the Taste of Mountain View included 17 downtown merchants (several who were new

the

event),

and

attracted

500

attendees.
● For the third straight year, in February 2026 (a traditionally slow time for our merchants), a special

double-spread

campaign

for

downtown

small

businesses

was

created

for

the

Los

Altos

Town

Crier.
● Artists Mountain View continues to be hosted monthly at Red Rock Coffee to promote aspiring local

artists,

facilitate

opportunities

for

public

display,

and

bring

vitality

downtown.
● Continue to maintain a strong social media presence, including use of a dedicated contractor.

Postings

occur

minimum

five

times

week.
● Continue to publicize downtown businesses and promote foot traffic with a printed and online Community

Guide

Business

Directory,

featuring

detailed

and

updated

Shopping

Map

Downtown

and

highlighting

specific

downtown

points

interest.

5000

hard

copies

are

printed

and

distributed

than

75 strategic

locations.
● Continue to pitch stories to local press and make introductions to local businesses, obtaining notable

media

coverage

events,

mentions

for

Castro

Street,

and

quotes/spotlights

for

specific

businesses.

● Continue to produce fliers, posters and other collateral as needed. 2026

DBA

Annual

Report

Page

5 423
Advocacy and City Relations ● The DBA has been actively involved with advocating for an Entertainment Zone to be established

for

the

100-300

blocks,

and

working

closely

with

the

City

staff

its

proposals

City

Council.

● Performed strong advocacy efforts on behalf of downtown merchants with California Attorney General

Rob

Bonta,

most

specifically

the

impact

tariffs

small

businesses.

Participated

regional

roundtables

and

news

conferences.

The

State’s

lawsuit

against

the

White

House’s

policies

was

ultimately

coordinate

efforts,

trade

information,

and

raise

issues.
● Continue to support the City’s existing and developing strategic plans with relevance to Downtown,

including

the

updating

the

Downtown

Precise

Plan

and

Economic

Vitality

Strategy.

● Continue to be the voice of downtown on city initiatives, including elevating issues and concerns to

key

city

staff

that

are

both

broad

scope

well

specific

individual

businesses,

and

advocate

for

changes

that

improve

the

economic

vibrancy

downtown.

Hold

direct

conversations

with

the

various

City

departments

and

present

public

meetings

their

behalf.
● The Advisory Council and DBA mailing lists continue to be highly effective dispersion points for

City

messages,

directives,

and

general

information

directed

downtown.

Special

informative

collateral

have

been

created

both

printed

and

electronic

remains

very

strong.

Direct

contact

maintained

with

over

200

downtown

businesses.

● Collaboration between businesses on common issues, shared promotions, and special tools such as

coupons

and

gift

cards

remains

strong.
● In partnership with the City, regular surveys to determine needs, issues, and situational changes have

been

performed

(as

well

policy-related

outreach

noted

above).

Additional Plans for FY 2027 The continuing actions and activities noted above remain important components of the work plan for FY 2027.

Additionally,

plan

undertake

the

following,

some

which

were

deferred

from

2026:

New Events ● Revise and hold an iteration of “Meet & Greet on Castro Street” to highlight additional businesses

and

delve

deeper

into

areas

for

attention

and

action.
● Evaluate seasonal opportunities for activations Marketing and Promotion ● Reimage and relaunch DBA’s web resources, and incorporate into high traffic sites such as ilovemv.org

and

chambermv.org
● Promote existing public art as well as incorporate more public art to increase vibrancy of the street

and

attract

visitors.

2026

DBA

Annual

Report

Page

6 424
Advocacy and City/County Relations ● Work with Rep Liccardo’s team on introducing national legislation regarding “fix-it” periods for ADA

lawsuits

filed

Federal

court.

parallel,

and

partnership

with

the

City,

craft

and

launch

ADA

CASPs

inspection

program

preventative

the

monthly

DBA

meeting

continue

building

stronger

relationships,

concerns,

further

understanding,

and

work

win-win

scenarios.
● Continue to examine and validate the value proposition of the DBA and the Chamber with downtown

businesses

ensure

they

are

being

served

optimally

and

billed

appropriately.

partnership

with

the

City,

determine

the

best

method

for

securing

funds

properly

promote

downtown,

including

renewed

BIA,

Property

Based

Improvement

District

(PBID)

other

mechanism.

Note

that

likely

multi-year

project..

Budget
As the DBA is leveraging the Chamber’s wider range of resources and offerings, many of the line items below

reflect

percentages

the

Chamber’s

revenue

and

expenses.

Note

that

the

Chamber’s

fiscal

year

maps

the

calendar

year

(January

1 to

December

31).

2026

DBA

Annual

Report

Page

7 425
Notes: ● Only events that fully support the DBA have revenue and expense entries. ● 2027 will be an adjustment year for Oktoberfest as the 590 Castro lot and Wells Fargo Bank building

will

longer

available.
● Regarding salaries, a percentage of each Chamber staff member’s time is being allocated to support

the

DBA.

The

sum

these

staff

costs,

including

payroll,

insurance,

and

other

human

resource

expenses,

entered

this

line.
● Time allocation is as follows: 40% of the Chamber Membership Events and Marketing Director and President of the DBA

(Marisol

and

Marketing

Director.

Per Law, requirement E (noted under item 6 on Page 3), the amount of any surplus or deficit revenues to be

carried

over

from

fiscal

year

zero.

Per Law, requirement F (noted under item 6 on Page 3), the amount of any contributions to be made from

sources

other

than

assessments

levied

pursuant

the

Law

zero.

2026

DBA

Annual

Report

Page

8 426
BIA Details
Boundaries and Benefit Zone Map

2026

DBA

Annual

Report

Page

9 427
Per Law, requirement A (noted under item 6 on Page 3), there have been no changes in the BIA boundaries

benefit

zones

within

the

DBA

and

changes

are

proposed.

The

current

boundaries

are

depicted

the

map

above.

The

area

the

DBA

referred

“Downtown.”.

Method and Basis of Assessment Per Law, requirement A (noted under item 6 on Page 3), there are no proposed changes to the assessment

fee

structure.

It has been consistently demonstrated that the typical BIA program places a higher priority on activities such

commercial

marketing.

result,

the

retail

and

restaurant

establishments

the

BIA

are

assessed

than

service

and

professional

businesses

the

district.

The location of a business also determines the degree of benefit that accrues to that business. Centrally located

businesses

tend

benefit

more,

businesses

located

the

ground

floor.

For this reason, #1 and #2 benefit zones have been identified for the BIA. A second criterion is used in the BIA to determine benefit. This criterion, the size of the business, takes into

consideration

the

total

square

footage

the

business.

that

sell

prepared

food

and

drink.

Service Businesses Businesses that sell services such as beauty or barber shops, repair shops, most automotive businesses,

dry

cleaners,

art

and

dance

studios,

printing

firms,

film

processing

companies,

travel

agencies,

entertainment

businesses

such

theaters,

etc.

Professional Businesses Businesses that require advanced and/or specialized licenses or academic degrees such as architects,

engineers,

attorneys,

chiropractors,

dentists,

doctors,

accountants,

optometrists,

realtors,

insurance

brokers,

venture

capital

firms,

consultants,

advertising

and

marketing

professionals

and

mortgage

brokers

and

similar

professions.

Additional clarification on business definitions will be defined according to Section 18.2 (Definitions) of the Mountain View Municipal Code. No business types are exempt from fees.

2026

DBA

Annual

Report

Page

10 428

2026

DBA

Annual

Report

Page

11 429
List of Businesses BUSINESS NAME STREET ADDRESS TYPE BIA 1 BIA 2 TOTAL C-INFINITY INC 200 BLOSSOM LN 1ST FLR RETAIL 150 150 LIGHTMATTER INC 250 BRYANT ST RETAIL 150 150 AERA TECHNOLOGY INC 707 CALIFORNIA ST OFFICE 50 50 HUY THANH DO DDS dba DENTAL FABULOUS 756 CALIFORNIA ST B OFFICE 50 50 756 CALIFORNIA LLC 756 CALIFORNIA ST B OFFICE 50 50 LIMON MOUNTAIN VIEW INC 800 CALIFORNIA ST 100 REST 200 200 DANA ORIENTAL MARKET 800 CALIFORNIA ST 120 RETAIL 150 150 ANKANG ACUPUNCTURE CLINIC INC 800 CALIFORNIA ST 120 OFFICE 50 50 BLACK DUCK SOFTWARE INC 800 CALIFORNIA ST 300 RETAIL 150 150 STAMPLI INC 800 CALIFORNIA ST FL 2 OFFICE 50 50 FENWICK & WEST LLP 801 CALIFORNIA ST OFFICE 50 50 CVS/ PHARMACY 850 CALIFORNIA ST RETAIL 150 150 HAPPY LAMB HOT POT 102 CASTRO ST REST 200 150 350 VASO AZZURRO RISTORANTE 108 CASTRO ST REST 200 125 325 MIAN SICHUAN NOODLES 110 CASTRO ST REST 200 150 350 LANTINGXU ONE 124 CASTRO ST REST 200 125 325 OREN'S HUMMUS MOUNTAIN VIEW LLC 126 CASTRO ST REST 200 125 325 FOUR SEASONS TEA HOUSE HOT POT 134 CASTRO ST REST 200 200 MAKKEE DESSERT & TEA 134 CASTRO ST A REST 200 125 325 OLYMPUS CAFFE AND BAKERY 135 CASTRO ST REST 200 125 325 ASIAN BOX 142 CASTRO ST REST 200 125 325 YIFANG MOUNTAIN VIEW 143 CASTRO ST RETAIL 150 125 275 THE PIZZA ALLIANCE 3 dba BLUE LINE PIZZA 146 CASTRO ST REST 200 125 325 AMARIN THAI CUISINE 147 CASTRO ST REST 200 125 325 MONTA VISTA CAPITAL MANAGEMENT LLC 147 CASTRO ST 3RD FL OFFICE 50 25 75 AI SQUARED GLOBAL INC 147 CASTRO ST FL 2 RETAIL 150 75 225 OSO SEMICONDUCTOR 148 CASTRO ST B1 OFFICE 50 25 75 BESPOKELABS AI INC 148 CASTRO ST B2 RETAIL 150 75 225 RAMEN IZAKAYA YU-GEN 152 CASTRO ST REST 200 125 325 Q T FAM INC 153 CASTRO ST REST 200 150 350 ARTA FINANCE INC 153 CASTRO ST 200 OFFICE 50 50 100 VERGESENSE 153 CASTRO ST 300 OFFICE 50 50 100 FISH WITH YOU CA LLC 156 CASTRO ST REST 200 125 325

2026

DBA

Annual

Report

Page

12 430
DOPPIO ZERO 160 CASTRO ST REST 200 125 325 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 2 RETAIL 150 150 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 3 RETAIL 150 150 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 4 RETAIL 150 150 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 5 RETAIL 150 150 CASTRO HEIGHTS/171 CASTRO PROPERTY 169 CASTRO ST 6 RETAIL 150 150 KITTY NOODLE HOUSE 174 CASTRO ST REST 200 150 350 UDON MUGIZO 180 CASTRO ST REST 200 125 325 HUMMUS MEDITERRANEAN KITCHEN 185 CASTRO ST REST 200 125 325 LA FONTAINE RESTAURANT 186 CASTRO ST REST 200 125 325 EUREKA RESTAURANT GROUP 191 CASTRO ST REST 200 150 350 DOCYT INC 191 CASTRO ST FL2 RETAIL 150 100 250 TRESTIERRAS LLC dba AGAVE 194 CASTRO ST REST 200 150 350 FLOW SPECIALTY INSURANCE INC 196 CASTRO ST A OFFICE 50 25 75 ANOKI INC 196 CASTRO ST A RETAIL 150 75 225 ACTIVELOOP dba SNARK AI 196 CASTRO ST C OFFICE 50 25 75 VELOCITY SOFTWARE 196 CASTRO ST D OFFICE 50 25 75 RED ROCK COFFEE 201 CASTRO ST 1 REST 200 150 350 ALEXANDER'S PATISSERIE 209 CASTRO ST REST 200 150 350 HONG KONG BAKERY 210 CASTRO ST REST 200 125 325 POKEWORKS 211 CASTRO ST REST 200 125 325 MAISON ALYZEE CORP 212 CASTRO ST REST 200 125 325 CYBERHAVEN 215 CASTRO ST 2 RETAIL 150 125 275 UTOPAI STUDIOS INC 215 CASTRO ST FL 3 RETAIL 150 125 275 OX9 LANZHOU HANDPULLED NOODLES 216 CASTRO ST REST 200 125 325 UME TEA 220 CASTRO ST REST 200 125 325 ST STEPHENS GREEN 223 CASTRO ST REST 200 125 325 MONTE CARLO INC 228 CASTRO ST REST 200 175 375 RISTORANTE DON GIOVANNI 235 CASTRO ST REST 200 150 350 CROSSFILL INC 238 CASTRO ST 201 RETAIL 150 75 225 YONGQIANG-MV INC dba SUSHI ARASHI 240 CASTRO ST REST 200 125 325 DES-LIAM dba MOLLY MAGEES 241 CASTRO ST REST 200 150 350 GELATO CLASSICO ITALIAN ICE CREAM 241 CASTRO ST B REST 200 125 325 ZHANG LIANG MALA TANG 246 CASTRO ST REST 200 125 325 THERAPY STORES INC 250 CASTRO ST RETAIL 150 75 225 OPAL NIGHTCLUB CORP 251 CASTRO ST RETAIL 150 100 250

2026

DBA

Annual

Report

Page

13 431
AOM MASSAGE LLC 252 CASTRO ST RETAIL 150 75 225 CENTER TAILOR & ALTERATIONS INC 257 CASTRO ST RETAIL 150 75 225 ART FRAME STUDIO 257 CASTRO ST 100 OFFICE 50 75 125 ROBERT CHANG AGENCY 257 CASTRO ST 105 OFFICE 50 25 75 CYH INC 257 CASTRO ST 105 OFFICE 50 25 75 KLF 257 CASTRO ST 105 OFFICE 50 25 75 LEELAWADEE THAI CLASSIC MASSAGE 257 CASTRO ST 106 RETAIL 150 75 225 FACIAL TOWN 257 CASTRO ST 106 RETAIL 150 75 225 INABA GIFTS 257 CASTRO ST 108 RETAIL 150 75 225 CAR AND TRUCK REGISTRATION 257 CASTRO ST 110 RETAIL 150 75 225 SSGI ASIA INC 257 CASTRO ST 201 OFFICE 50 25 75 AMERICAN VACATION TRAVEL AGENT 257 CASTRO ST 204 OFFICE 50 25 75 JENNIFER RAYA GONZALEZ INSURANCE AGENCY 257 CASTRO ST 209 RETAIL 150 75 225 FRACTA 257 CASTRO ST 210 RETAIL 150 75 225 SATIN ELECTROLYSIS 257 CASTRO ST 214 RETAIL 150 75 225 HYFLOW MASSAGE LLC 257 CASTRO ST 214 RETAIL 150 75 225 CENTRL INC 257 CASTRO ST 215 OFFICE 50 25 75 LAMAMED SOLUTIONS INC 257 CASTRO ST 216 OFFICE 50 25 75 SIMPLESOFT INC 257 CASTRO ST 220 OFFICE 50 25 75 MOUNTAIN VIEW SERVICE CENTER 257 CASTRO ST 222 OFFICE 50 25 75 TERRA HOLDINGS 257 CASTRO ST 224 RETAIL 150 75 225 BC CHICKEN SAN JOSE LLC dba BONCHON 260 CASTRO ST REST 200 125 325 262 PHOENIX MASSAGE SPA 262 CASTRO ST RETAIL 150 100 250 ACTION PROPERTIES INC 268 CASTRO ST OFFICE 50 25 75 KJLINK INTERNATIONAL INC 268 CASTRO ST OFFICE 50 25 75 DKRT INC 268 CASTRO ST OFFICE 50 25 75 TRANSERA CORPORATION dba TEA ERA 271 CASTRO ST REST 200 125 325 YUAN CORPORATION dba QUEEN HOUSE 273 CASTRO ST REST 200 125 325 WE FASHION SAMPLE SALE 275 CASTRO ST RETAIL 150 100 250 POMO dba MACHFLOW 277 CASTRO ST 2ND FLR RETAIL 150 75 225 GMI CLOUD US INC 278 CASTRO ST RETAIL 150 125 275 BOTHAUS dba HILLBOT 278 CASTRO ST RETAIL 150 125 275 BOTHAUS dba COMOCO LABS 278 CASTRO ST RETAIL 150 125 275 MADEBY MAKER STUDIO 279 CASTRO ST RETAIL 150 100 250 STOCKS OF BLONDES SALON 282 CASTRO ST RETAIL 150 125 275

2026

DBA

Annual

Report

Page

14 432
SEVENTH HOUSE HAIR LLC 282 CASTRO ST RETAIL 150 75 225 SHEAR DESIRE SALON 282 CASTRO ST RETAIL 150 75 225 SHIRIN BEAUTY 282 CASTRO ST RETAIL 150 75 225 INORBIT 285 CASTRO ST RETAIL 150 75 225 MANTRA INDIA 288 CASTRO ST REST 200 125 325 ASH SHOPS dba ICE CREAM KWEEN / ICICLES 292 CASTRO ST REST 200 125 325 DON'T EAT ME! 293 CASTRO ST RETAIL 150 75 225 NICK THE GREEK 298 CASTRO ST REST 200 125 325 EASY FOODS COMPANY INC 299 CASTRO ST RETAIL 150 100 250 CREPEVINE 300 CASTRO ST RETAIL 150 125 275 SHP CASTRO LLC 301 CASTRO ST RETAIL 150 100 250 BLOOMSGIVING 301 CASTRO ST 100 RETAIL 150 75 225 CREATIFY LAB INC 301 CASTRO ST 150 & 200 RETAIL 150 100 250 GROQ INC 301 CASTRO ST 200 OFFICE 50 50 100 NEW MONGOLIAN BBQ 304 CASTRO ST REST 200 125 325 PARIS BAGUETTE 315 CASTRO ST REST 200 125 325 BOOKS INC / BARNES & NOBLE 317 CASTRO ST RETAIL 150 100 250 EMA UNLIMITED INC 321 CASTRO ST 200 RETAIL 150 125 275 DEDUCTIVE AI INC 321 CASTRO ST 202 OFFICE 50 25 75 EAST WEST BOOKSHOP 324 CASTRO ST RETAIL 150 125 275 HEALING HANDS REIKI LLC 324 CASTRO ST RETAIL 150 75 225 ROOTSTOCK WINE BAR 331 CASTRO ST 100 REST 200 125 325 CREATIFY dba CREATIFY LAB 331 CASTRO ST 200 RETAIL 150 75 225 STARTREE INC 331 CASTRO ST 200 RETAIL 150 75 225 POKE BAR 340 CASTRO ST REST 200 125 325 SIMPLY SABOR EVENTS & CATERING 340 CASTRO ST REST 200 125 325 CREATIVE COLLECTIVE OF SV 340 CASTRO ST REST 200 125 325 MEXKOR INC dba AVA'S DOWNTOWN MKT 340 CASTRO ST RETAIL 150 125 275 SERENDE CORP CAFE BAKLAVA 341 CASTRO ST REST 200 125 325 FOUR CONNECTIONS ORIENTAL MEDICINE 341 CASTRO ST D OFFICE 50 25 75 JST ACUPUNCTURE 341 CASTRO ST D OFFICE 50 25 75 ECCO INC THE FIREPLACE ELEMENT 345 CASTRO ST RETAIL 150 125 275 MR BAO / OCEAN ONE SEAFOOD 357 CASTRO ST REST 200 125 325 SAKOON 357 CASTRO ST 1&2 REST 200 150 350 KUMO AI INC 357 CASTRO ST 200 OFFICE 50 75 125 APEX BLENDS BARBER 357 CASTRO ST 6 RETAIL 150 75 225

2026

DBA

Annual

Report

Page

15 433
PRETTY IN SHEARS 357 CASTRO ST 6 RETAIL 150 75 225 DANDIES BARBER & BEARD STYLIST 357 CASTRO ST 7 RETAIL 150 75 225 B AND Y GIFT SHOP 361 CASTRO ST RETAIL 150 75 225 SIGHT OPTOMETRY PC 369 CASTRO ST RETAIL 150 75 225 AROSA dba LIVHOME 372 CASTRO ST RETAIL 150 75 225 HOLISTIC ACUCARE LLC 375 CASTRO ST RETAIL 150 75 225 VEE COSMETICS 380 CASTRO ST RETAIL 150 75 225 LUDWIG'S BIERGARTEN 383 CASTRO ST REST 200 175 375 MOGUL STONES INC / M. DESIGNS 384 CASTRO ST OFFICE 50 25 75 25 WEST GALLERY LLC 384 CASTRO ST 2 RETAIL 150 75 225 CASCAL 400 CASTRO ST REST 200 200 TISHMAN SPEYER PROPERTIES 400 CASTRO ST OFFICE 50 50 LANDINGAI INC 400 CASTRO ST 600 RETAIL 150 150 AI FUND 400 CASTRO ST 600 REST 200 200 AYAMA dba WORKFLOWN 400 CASTRO ST 600 RETAIL 150 150 DYNATRACE LLC 401 CASTRO ST 2ND FL OFFICE 50 50 ID ME INC 401 CASTRO ST FL 3 RETAIL 150 150 PEET'S COFFEE INC 420 CASTRO ST REST 200 200 PLAYCO GLOBAL INC 421 CASTRO ST OFFICE 50 50 SWEETGREEN 440 CASTRO ST REST 200 200 SIC-MOUNTAIN BAY PLAZA LLC 444 CASTRO ST OFFICE 50 50 HARNESS 444 CASTRO ST RETAIL 150 150 THOUGHTSPOT INC 444 CASTRO ST 1000 OFFICE 50 50 RESOURCES CONNECTION LLC 444 CASTRO ST 1110 RETAIL 150 150 THE BOSTON CONSULTING GROUP INC 444 CASTRO ST 150 OFFICE 50 50 SENTINELONE INC 444 CASTRO ST 4TH FL OFFICE 50 50 MEGAGON LABS INC 444 CASTRO ST 720 OFFICE 50 50 ORO LABS INC 444 CASTRO ST 730 RETAIL 150 150 ALPHONSO INC 444 CASTRO ST 800 RETAIL 150 125 275 ZEROMATTER TECHNOLOGIES INC 444 CASTRO ST 900 RETAIL 150 150 CASA LUPE RESTAURANT 459 CASTRO ST REST 200 200 YAKINIKU GENZA LLC 475 CASTRO ST REST 200 200 KIRIN BISTRO INC 485 CASTRO ST REST 200 200 MOUNTAIN VIEW OPTOMETRY 495 CASTRO ST RETAIL 150 150 MT VIEW - BEAN SCENE CAFE 500 CASTRO ST REST 200 200 THE PERMANENTE MEDICAL GROUP 555 CASTRO ST OFFICE 50 50

2026

DBA

Annual

Report

Page

16 434
MED-PROJECT 555 CASTRO ST OFFICE 100 100 THE PERMANENTE MEDICAL GROUP 565 CASTRO ST OFFICE 50 50 WELLS FARGO CLEARING SERVICES LLC 599 CASTRO ST OFFICE 50 50 THE SOBRATO ORGANIZATION 599 CASTRO ST 400 OFFICE 50 50 SOBRATO CONSTRUCTION CORP 599 CASTRO ST 400 RETAIL 150 150 SOBRATO BUILDERS INC 599 CASTRO ST 400 RETAIL 150 150 QUORA INC 605 CASTRO ST 1ST-4TH FL OFFICE 50 50 FLUENCE ENERGY LLC 605 CASTRO ST FL 3 RETAIL 150 150 STARDUST ESTATE SERVICES LLC 650 CASTRO 120-326 RETAIL 150 150 PREG MVCC LP 650 CASTRO ST RETAIL 150 150 MORGAN STANLEY SMITH BARNEY LLC 650 CASTRO ST 105 OFFICE 50 50 MEDITERRANEAN GRILL HOUSE 650 CASTRO ST 110 REST 200 200 THE UPS STORE 1847 650 CASTRO ST 120 RETAIL 150 150 FEBRUMAR LLC 650 CASTRO ST 120-271 RETAIL 150 150 SINGH TOOLS 650 CASTRO ST 120-324 RETAIL 150 150 GOLDEN STATE MOBILE DETAILING 650 CASTRO ST 120-341 RETAIL 150 150 DUARTE PRESS LLC 650 CASTRO ST 120-402 RETAIL 150 150 DUARTE INC 650 CASTRO ST 120-402 RETAIL 150 150 KOMPASS INTEGRATED SOLUTIONS INC 650 CASTRO ST 120-463 RETAIL 150 150 1 OZ COFFEE LLC 650 CASTRO ST 130 REST 200 200 SNC ENTERPRISE dba VITALITY BOWLS 650 CASTRO ST 140 REST 200 200 SITE FOR SORE EYES 650 CASTRO ST 150 RETAIL 150 150 JENNY CHEUNG OD 650 CASTRO ST 150 OFFICE 50 50 LE BOULANGER 650 CASTRO ST 160 REST 200 200 LA MONIQUE'S NAIL SALON 650 CASTRO ST 175 RETAIL 150 150 MASA SUSHI JAPAN 650 CASTRO ST 180 REST 200 200 WASHMIX INC 650 CASTRO ST 185 RETAIL 150 150 ALTO NEUROSCIENCE INC 650 CASTRO ST 450 OFFICE 50 50 GIOVANNA'S FINE JEWELER 655 CASTRO ST 1 RETAIL 150 150 PRODIGAL TECHNOLOGIES INC 655 CASTRO ST 2 OFFICE 50 50 SKYLARK HEALTH LLC dba SH MASSAGE 655 CASTRO ST 7&8 RETAIL 150 150 SKYLARK MASSAGE LLC 655 CASTRO ST 8 RETAIL 150 150 STARBUCKS COFFEE #5663 750 CASTRO ST REST 200 200 UPLANDME INC 785 CASTRO ST C RETAIL 150 150 GRANICA COMPUTING INC 787 CASTRO ST OFFICE 50 50 SPANGLER MORTUARIES INC 799 CASTRO ST OFFICE 50 50

2026

DBA

Annual

Report

Page

17 435
MOUNTAIN VIEW FUNERAL & CREMATION 805 CASTRO ST OFFICE 50 50 EXCELLENT NAILS 821 CASTRO ST RETAIL 150 150 ARUBA SALON 825 CASTRO ST RETAIL 150 150 STUDIO MV 825 CASTRO ST RETAIL 150 150 FLEUR DE LIS FLORIST 841 CASTRO ST RETAIL 150 150 EVODYNE ROBOTICS ACADEMY 881 CASTRO ST OFFICE 50 50 KHUU DENTISTRY 889 CASTRO ST OFFICE 50 50 KHUU DERMATOLOGY 889 CASTRO ST OFFICE 50 50 GINGKO FURNITURE JC FURNITURE LLC 903 CASTRO ST RETAIL 150 150 SHP DANA LLC 747 DANA ST RETAIL 150 150 SUPERHOT HOTPOT & KOREAN BBQ 210 HOPE ST REST 200 200 LAIMA LLC 210 HOPE ST 101 RETAIL 150 150 WELLNESS SPA 278 HOPE ST A RETAIL 150 150 RON IKEBE REALTOR 278 HOPE ST B RETAIL 150 150 KOI PROPERTY MANAGEMENT 278 HOPE ST B RETAIL 150 150 INSTITUTE OF VOICE dba QUEEN OF GAYA 278 HOPE ST E RETAIL 150 150 EVEREST SYSTEMS INC 280 HOPE ST 2ND FL OFFICE 50 50 PACIFIC BELL 305 HOPE ST OFFICE 50 50 DATAPELAGO INC 100 VIEW ST 102 & 106 OFFICE 50 50 STUDY COM 100 VIEW ST 202 OFFICE 100 100 STARTREE INC 100 VIEW ST 204 OFFICE 50 50 AT-BAY 701 VILLA ST OFFICE 50 50 SEASONS NOODLES & DUMPLING INC 702 VILLA ST REST 200 200 KELLY'S HEALING MASSAGE 714 VILLA ST RETAIL 150 150 LOVE GLOW 720 VILLA ST RETAIL 150 150 CHI & QIN INC 726 VILLA ST RETAIL 150 75 225 SALON FINESSE 732 VILLA ST RETAIL 150 150 EYEBROW THREADING & MAKEUP 732 VILLA ST RETAIL 150 150 MILKTOPIA MTV dba T CASTLE 738 VILLA ST REST 200 200 HAPPY LEMON 742 VILLA ST REST 200 200 BELLA ON VILLA SALON 744 VILLA ST RETAIL 150 150 SUGAR SPA 746 VILLA ST RETAIL 150 150 PLAN A INC 759 VILLA ST A OFFICE 50 50 LIEW DESIGN INC 759 VILLA ST D OFFICE 50 50 CRYSTAL READINGS 831 VILLA ST RETAIL 150 150 PRINCE FEN GUIZHOU CUISINE SERVICE LLC 841 VILLA ST REST 200 200

2026

DBA

Annual

Report

Page

18 436
ORBIT & RUST 845 VILLA ST RETAIL 150 150 VERDE TEA & ESPRESSO BAR 852 VILLA ST REST 200 200 PHO TO CHAU 999 INC 853 VILLA ST REST 200 200 MUSE BEAUTY SPA 854 VILLA ST RETAIL 150 75 225 IMAGINE HAIR SALON 857 VILLA ST RETAIL 150 150 HAPPY FEET FOOT SPA 858 VILLA ST RETAIL 150 150 KATSU 859 VILLA ST REST 200 200 PUREHAIR SPA INC 860 VILLA ST RETAIL 150 150 L2 NAIL SALON INC 860 VILLA ST RETAIL 150 150 NEXT LEVEL BOARD GAME CAFE 888 VILLA ST RETAIL 150 150 R&S MOUNTAIN PLAZA LLC 888 VILLA ST OFFICE 50 50 SILICON THERMAL INC 888 VILLA ST 110 OFFICE 50 50 CODA PROJECT INC 888 VILLA ST 4 OFFICE 50 50 KDB SILICON VALLEY LLC 888 VILLA ST 500 OFFICE 50 50 ZEROMATTER TECHNOLOGIES INC 900 VILLA ST RETAIL 150 150 CHEZ T J INC 938 VILLA ST REST 200 200 LEGALZOOM INC 954 VILLA ST OFFICE 50 50 EXAFUNCTION INC 990 VILLA ST RETAIL 300 300 ABAKA AI dba ASTRABRIGHT ANALYTICS 990 VILLA ST RETAIL 150 150 FLUTTERFLOW INC 607 W DANA ST A RETAIL 150 150 MIDTOWN ECOMMERCE LLC 607 W DANA ST E OFFICE 50 50 THREAD THEORY 607 W DANA ST F RETAIL 150 150 J&S SALON 607 W DANA ST G RETAIL 150 150 SUSHI TOMI RESTAURANT 607 W DANA ST H REST 200 200 HAIR BY HEINZ 617 W DANA ST RETAIL 150 150 YELLOWBRICK DATA INC 660 W DANA ST OFFICE 50 50 OPUSCLIP INC 660 W DANA ST RETAIL 150 150 YUAN MING ACUPUNCTURE CLINIC INC 676 W DANA ST OFFICE 50 50 BOYA MA 676 W DANA ST OFFICE 50 50 MILLET HEALTH SPA 688 W DANA ST RETAIL 150 150 TIYAS TOUCH 692 W DANA ST RETAIL 150 150 WARM DAY SPA 692 W DANA ST A RETAIL 150 150 GOLDEN OASIS MASSAGE 692 W DANA ST A RETAIL 150 150 ELEGANCE HAIR SALON 696 W DANA ST RETAIL 150 150 A HEALTH CENTER MEDICAL GROUP 696 W DANA ST OFFICE 50 50 TANDOORI JUNCTION 698 W DANA ST REST 200 200

2026

DBA

Annual

Report

Page

19 437
ALBERTO'S 736 W DANA ST REST 200 200 MSF GROUP dba KAKAROTO JAPANESE REST 743 W DANA ST REST 200 200 DANA STREET ROASTING COMPANY 744 W DANA ST REST 200 200 SAGESURE INSURANCE MANAGERS 747 W DANA ST 1ST FLOOR RETAIL 150 150 E & W NATURAL WAY 762 W DANA ST RETAIL 150 150 NATURE MAGIC ACUPUNCTURE 762 W DANA ST OFFICE 50 50 NANCY ANN GEE ATTORNEY AT LAW 774 W DANA ST OFFICE 50 50 298 CASTRO PARTNERS LLC 812 W DANA ST OFFICE 50 50 RESEMBLE AI 812 W DANA ST RETAIL 150 150 ESSENCE SALON 826 W DANA ST RETAIL 150 150 MOVING OPTIMAL CHIROPRACTIC 838 W DANA ST OFFICE 50 50 WELL HEALTH ACUPUNCTURE 838 W DANA ST OFFICE 50 50 ZOETIC WELLNESS ACUPUNCTURE LLC 838 W DANA ST RETAIL 150 150 NOVA SPA 840 W DANA ST RETAIL 150 150 FASHION CUTS AND BARBER SHOP 844 W DANA ST RETAIL 150 150 LA ESPUELA MEXICAN FOOD INC 854 W DANA ST REST 200 200 FEARLESS FROG MEDIA 927 W DANA ST RETAIL 150 150 DEAR SEOUL 951 W DANA ST RETAIL 150 150 SULBING CAFE 975 W DANA ST REST 200 200 MEAT HOUSE / WAN HE GROUP 701 W EVELYN AV REST 200 200 SAVVY CELLARS WINE 750 W EVELYN AV RETAIL 150 150 CONFLUENT INC 899 W EVELYN AV OFFICE 50 50 TOTAL 42,300 12,750 55,050

2026

DBA

Annual

Report

Page

20 438
Downtown Business Association Advisory Council (as of June 30, 2026) Aaliyah Abukhdeir, Mediterranean Grill House Kaycee Aull, 1 Oz Coffee Jean Boulanger, Red Rock Coffee David Castaneda, Pokeworks Vanessa Choeuk, Stocks & Blondes Salon Elly Enriquez, Asian Box Denielyn Figueroa, Poké Bar Anaya Gamow, East West Books Marco Garcia, Simply Sabor Nancy Gee, Law Office of Nancy Gee Cari Gillette, Books Inc. Ron Ikebe, Ron Ikebe Realtor Mark Kelly, St. Stephens Green Diem Nguyen, MadeBy Maker Studio Juan Origel, Ava’s Downtown Market Angela Pace, Blue Line Pizza David Paragarcia, Alexander’s Patisserie Ryan Polakiewicz, Rootstock Wine Bar Gisela Qasim, Ludwig’s Biergarten Junaid Qurashi, M. Designs Architects Marina Savinovic, Monte Carlo Jason Woods, Eureka!

2026

DBA

Annual

Report

Page

21 439
City of Mountain View
Legislation Text

CITY HALL
500 CASTRO STREET
File #: 206115, Version: 1
Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report (CAPER) Receive public input and approve the draft Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report for the Community Development Block Grant and Home Investment Partnerships Program (Attachment 1 to the Council report) for submission to the U.S. Department of Housing and Urban Development.

City of Mountain View Printed on 9/3/2026Page 1 of 1
powered by Legistar™
440

DATE:

September 8, 2026
CATEGORY:

Public Hearing
DEPT.:

Housing

TITLE: Fiscal Year 2025-26 Consolidated Annual
Performance and Evaluation Report
(CAPER)

RECOMMENDATION

Receive public input and approve the draft Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report for the Community Development Block Grant and Home Investment Partnerships Program (Attachment 1 to the Council report) for submission to the U.S.

Department of Housing and Urban Development.

BACKGROUND

The purpose of this public hearing is for the City Council to receive public input on and approve the Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report (CAPER) for the Community Development Block Grant (CDBG) program and the HOME Investment Partnerships Program (HOME), as required by the U.S. Department of Housing and Urban Development (HUD).

Upon Council approval, the CAPER will be submitted to HUD by the September 30, 202 6, deadline.

Each fiscal year, the City, as a federal “entitlement jurisdiction,” directly receives CDBG and HOME funds from HUD to invest in qualifying activities in Mountain View. In addition to these annual allocations, unexpended funds from prior years, as well as program income from loan repayments on previously funded affordable housing projects, may be available to fund activities and projects.
1 The City is required to develop and submit an Annual Action Plan (AAP) to HUD that identifies the specific public services (provided by nonprofit agencies) and capital projects (such as affordable housing projects) that will be funded with CDBG and HOME funds. These public services and capital projects must align with the goals and priorities identified in the City’s federally required five-year Consolidated Plan.

1 Unexpended funds from prior years may result from different factors, such as cost savings or changes in scope that result in previously allocated CDBG and HOME funds from being entirely spent within the expected timeframe. 441
Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report (CAPER) September 8, 2026

Page 2 of 7 ends

The Fiscal Year 202 5-26 Annual Action Plan was approved by the City Council at its meeting on May 13, 2025, and is part of the Fiscal Year 2025-30 Consolidated Plan five-year period.

Per HUD requirements, up to 20% of annual CDBG funding may be used for administrative costs, up to 15% for public services, and the remaining funds for economic development or capital projects. Conversely, up to 10% of the City’s annual HOME allocation may be used for administrative costs.

What is the CAPER?

The CAPER is an annual report required by HUD that outlines the City's progress towards carrying out its Annual Action Plan. The CAPER provides an overview of major initiatives, an assessment of performance during the fiscal year, and an evaluation of progress towards meeting the goals and objectives in the Consolidated Plan. The Fiscal Year 202 5-26 CAPER summarizes the City’s CDBG and HOME accomplishments from July 1, 202 5, to June 30, 2026, and represents the first year of the 2025-2030 Consolidated Plan. The draft Fiscal Year 202 5-26 CAPER can be found in Attachment 1.

ANALYSIS

CDBG Summary

When City Council approved the Fiscal Year 2025-26 AAP in May 2025, the total amount of CDBG funding that was initially estimated to be made available during the fiscal year was $2,212,275.

Table 1 shows the CDBG funding allocation by program/project based on the total estimated amount.
2 Table 1: Fiscal Year 2025-26 CDBG Funding Allocated

Program/Project Funding Allocated
Capital Projects $ 1,588,881
Minor home repair program (Rebuilding Together Peninsula) 180,000 Economic Development (Upwards Boost) 80,000
Public services (9 programs, listed in Table 3) 239,811 Administrative costs 123,583
TOTAL $ 2,212,275

2 The City supplements CDBG public services funding by providing an annual allocation of $171,000 from its General Fund to fund other critical public services that are not eligible for CDBG funding. Per HUD reporting requirements, the CAPER focuses on the CDBG-funded public services; hence, the $171,000 in City funding for public services is not reflected in any of the tables in this memo.
442
Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report (CAPER) September 8, 2026

Page 3 of 7 ends

The Annual Action Plan is typically drafted and approved before the City receives its actual annual CDBG and HOME allocations from HUD or receives program income during the year. Therefore, the initial funding anticipated and allocated often differs from the final amounts received or made available through the Fiscal Year. Consequently, for CDBG, the City received a total of $2,636,567, as shown in Table 2 below. The total differs from the estimated allocated amount shown in Table 1 because the City received $424,292 more program income after the conclusion of the Annual Action Plan process than anticipated.3

Table 2: Fiscal Year 2025-26 CDBG Funding Received - Actual

Funding Type Estimated Amount Actual Amount
Entitlement $ 617,916 $ 617,916
Prior Year Unexpended Funds 1,344,359 1,344,359
Program Income 250,000 674,292
TOTAL $ 2,212,275 $ 2,636,567

HOME Summary

As shown in Table 3 below, the total amount of HOME funding that was initially estimated to be made available for Fiscal Year 2025-26 outlined in the Annual Action Plan was $1,725,317. Table 2 shows the HOME funding allocation by program/project based on the total estimated amount.

Table 3: Fiscal Year 2025-26 HOME Funding Allocated

Program/Project Funding Allocated
Capital Projects $ 1,702,279
Administrative costs 23,038
TOTAL $ 1,725,317

During the Fiscal Year, the City actually received a total of $2,360,692 in HOME funds, as shown in Table 4 below. This total differs from the allocated amount, shown in Table 3, due to the City receiving $ 300,049 less program income than anticipated , 4 and having $935,425 more
unexpended funds than anticipated after construction of The Heartwood Apartments was completed under budget, 5 both of which happened after the Annual Action Plan process had concluded.

3 $674,292 (actual CDBG program income received) - $250,000 (est. CDBG program income) = $424,292 4 $199,951 (actual HOME program income received) - $500,000 (est. HOME program income) = -$300,049 5 $1,930,356 (actual HOME unexpended funds) - $994,931 (est. HOME unexpended funds) = $935,425 443
Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report (CAPER) September 8, 2026

Page 4 of 7 ends

Table 4: Fiscal Year 2025-26 HOME Funding Received - Actual

Funding Type Estimated Amount Actual Amount
Entitlement $ 230,386 $ 230,385
Prior Year Unexpended Funds 994,931 1,930,356
Program Income 500,000 199,951
TOTAL $ 1,725,317 $ 2,360,692

Summary of Accomplishments

In total, 4,323 Mountain View residents were served through the City’s CDBG and HOME-funded activities, as shown in Table 5 below.

Table 5: Accomplishments by Income Level

Income Level Residents Served
Extremely Low-Income 3,617
Low-Income 505
Moderate Income 135
Above Moderate Income 66
TOTAL 4,323

Table 6 below summarizes the funding allocated and expended, as well as the accomplishments for both the CDBG and HOME programs and projects in Fiscal Year 2025-26.

Table 6: Summary of Fiscal Year 2025-26 Public Services and Capital Projects, Funding, and Accomplishments

Agency Program/
Project
Funding
Allocated
Funding
Expended Accomplishment Data
City of
Mountain
View
Capital
Projects:

Affordable
Housing

CDBG:
$1,588,881
HOME:
$1,702,279

CDBG:
$0
HOME:
$1,692,864
The CDBG capital funds were allocated
to the Paulson Park I Roof
Replacement project, and the Monte
Vista Terrace Roof Replacement and
Elevator Modernization project, which
are anticipated to begin in FY 2026-27
(therefore, no CDBG funds were
expended in FY 2025-26).

The HOME capital funds were
allocated to the Lot 12 affordable
housing development project, which
began construction in March 2026.
444
Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report (CAPER) September 8, 2026

Page 5 of 7 ends

Agency Program/
Project
Funding
Allocated
Funding
Expended Accomplishment Data
The project will provide 120 new
affordable apartments and is
anticipated to be completed in 2028.

Rebuilding
Together
Peninsula
(RTP)
Minor Home
Repair
Program: Safe
At Home
Program
CDBG:
$180,000
CDBG:
$57,112
5 Mountain View households, or
roughly 15 Mountain View residents,
served. The program served fewer
households than anticipated due to
challenges in identifying eligible
homeowners in need of minor home
repairs. To address this issue, City staff
and RTP are collaborating to
strengthen outreach and marketing
efforts to increase participation in FY
2026-27.

Upwards
Care, Inc.

Economic
Development:

Boost
Program
CDBG:
$80,000
CDBG:
$80,000
8 Mountain View microenterprise
childcare business owners served
Catholic
Charities
Public
Services:

Ombudsman
Program
CDBG:
$13,589
CDBG:
$12,466
49 Mountain View residents served
Community
Legal
Services in
East Palo
Alto
Public
Services:

Homelessness
Prevention
CDBG:
$32,439
CDBG:
$32,439
96 Mountain View residents served
Community
Services
Agency
Public
Services:

Homelessness
Prevention
CDBG:
$32,439
CDBG:
$32,439
3,478 Mountain View residents served
Community
Services
Agency
Public
Services:

Senior Case
Management

CDBG:
$32,439
CDBG:
$32,439
259 Mountain View residents served
Day Worker
Center
Public
Services:

Education,
Skills Training,
and Job
Placement
Program
CDBG:
$32,439
CDBG:
$32,439
250 Mountain View residents served
445
Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report (CAPER) September 8, 2026

Page 6 of 7 ends

Agency Program/
Project
Funding
Allocated
Funding
Expended Accomplishment Data
LifeMoves Public
Services:

MTV Housing
Specialist
CDBG:
$32,439
CDBG:
$32,439
32 Mountain View residents served
Senior Adult
Legal
Assistance

Public
Services:

Legal
Assistance to
Elders
CDBG:
$19,211
CDBG:
$19,211
59 Mountain View residents served
Silicon Valley
Independent
Living Center

Public
Services:

Housing
Program for
Persons with
Disabilities
CDBG:
$12,377
CDBG:
$12,377
39 Mountain View residents served
Vista Center
for the Blind
and Visually
Impaired
Public
Services:

Vision Loss
Rehabilitation
Program
CDBG:
$32,439
CDBG:
$32,439
38 Mountain View residents served
TOTAL: CDBG
HOME
$2,088,692
$1,702,279
$375,800
$1,692,864
4,323 residents served

Over Fiscal Year 202 5-26, the nonprofit public service agencies successfully expended nearly 100% of their CDBG funding on programs that assisted low- and moderate -income Mountain View residents and households, with the exception of the Paulson Park I Roof replacement project and the Monte Vista Terrace Roof Replacement and Elevator Modernization project, which are anticipated to begin in FY 2026-27.

FISCAL IMPACT

Approval of the Fiscal Year 202 5-26 CAPER for submission to HUD has no impact on the City’s General Fund. Meeting HUD reporting requirements will allow the City to continue to be eligible for future cycles of CDBG and HOME program funding.

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 446
Fiscal Year 2025-26 Consolidated Annual Performance and Evaluation Report (CAPER) September 8, 2026

Page 7 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

ALTERNATIVES

1. Do not approve the Fiscal Year 202 5-26 CAPER for submission. Not approving the CAPER for submission by the HUD-required deadline may cause the City to be ineligible for federal funding.

2. Provide other direction.

PUBLIC NOTICING

Per HUD requirements, the Fiscal Year 202 5-26 CAPER was posted on the City website at mountainview.gov/our-city/departments/housing for a 15 -day public comment period that began on August 24, 2026, and ends on September 8, 2026. Advertisements for the opening of the public comment period were placed in the Mountain View Voice and Palo Alto Daily Post, with links to the same notice in Spanish, Russian, and Chinese. Notices were also sent to the CDBG interest list per the City’s Citizen Participation Plan.

Prepared by:

Alec Vybiral
Housing Officer

Julie Barnard
Affordable Housing Manager
Approved by:

Wayne Chen
Housing Director

Kimbra McCarthy
City Manager

Attachment: 1. Draft Fiscal Year 2025-26 CAPER
447
PY 2025 CAPER 1
C
ity of Mountain View
Consolidated Annual Performance Evaluation Report (CAPER) Fiscal Year (FY) 2025-2026 / HUD Program Year (PY) 2025 P
ublic Noticing of 2025-26 CAPER
Newspaper Ad Published in Palo Alto Daily Post on August 22, 2026 and Mountain View Voice on August 23, 2026
CAPER posted on the City’s website on August 21, 2026
Public Comment Period: August 24, 2026 to September 8, 2026 C
ontact Information:

Alec Vybiral
City of Mountain View
Affordable Housing Division
500 Castro Street
Mountain View, CA 94039
Email: [email protected]
Phone: 650-903-6190
www.mountainview.gov\housing
Attachment 1
448
PY 2025 CAPER 2

(THIS PAGE INTENTIONALLY LEFT BLANK)

449
PY 2025 CAPER 3

Introduction

The City of Mountain View (City) is the recipient of federal Community Development Block Grant (CDBG) and Home Investment Partnerships (HOME) funding from the United States Department of Housing and Urban Development (HUD) , referred to as a federal “entitlement jurisdiction” . HUD annually provides these funds to Mountain View , which the City has used to fund public service, affordable housing developments, and other activities benefiting low - and moderate -income (LMI) individuals and families. These activities must align with the goals and priorities identified in the City’s federally required five-year Consolidated Plan. The City must also develop and submit an Annual Action Plan (AAP) to HUD that identifies the specific public services and capital projects (such as affordable housing projects) that will be funded with CDBG and HOME funds. The Fiscal Year 2025–26 Annual Action Plan was approved by the City Council on May 13, 2025.

The Consolidated Annual Performance Evaluation Report (CAPER) is an annual report required by HUD that summarizes the City's progress towards carrying out its Annual Action Plan . The CAPER provides an overview of major initiatives and accomplishments achieved throughout the fiscal year (also known as Program Year (PY)) and an assessment of progress towards meeting the goals and objectives contained in the Consolidated Plan . The Fiscal Year 202 5-26 CAPER summarizes the City’s CDBG and HOME accomplishments over the period from July 1, 2025, to June 30, 2026 and represents the first year of the 2025-2030 Consolidated Plan. The report is completed on a template HUD provides that requires specific information, including the bolded sections and tables below.

450
PY 2025 CAPER 4

CR-05—Goals and Outcomes

This section provides an overview of the progress the jurisdiction has made in implementing its Consolidated Plan and Fiscal Year 2025-26 Annual Action Plan, i.e., Program Year 2025.

For Program Year 202 5, the City received $ 617,916 in CDBG entitlement funds. In additio n, the City received $674,292 in CDBG Program Income and had $ 1,344,359 in unexpended prior year CDBG funds for a total of $2,636,567 in CDBG funds . Note that during the development of the Fiscal Year 202 5-26 Annual Action Plan, the City estimated that it would receive $250,000 in Program Income. However, after the Annual Action Plan was approved, the City ended up receiving significantly more Program Income than anticipated.

The City also received $230,385 in HOME entitlement funds, $199,951 in HOME Program Income, and had $1,930,356 in unexpended prior year funds due to project cost savings for a total of $2,360,692 in HOME funds.

The City's major accomplishments during Program Year 2025 are summarized below and organized by the Priority Needs established in the 2025–2030 Consolidated Plan. Each Priority Need is discussed in greater detail further below.

Increase Affordable Housing

• 5 Mountain View homeowners, representing approximately 15 residents, received minor home repairs through Rebuilding Together Peninsula.

• Construction of the Lot 12 affordable housing development began in March 2026. Upon completion, the project will provide 120 affordable rental apartments, with construction anticipated to be completed in 2028.

Respond to Homelessness

• 96 Mountain View residents received legal assistance through Community Legal Services in East Palo Alto (CLSEPA).

• 3,478 Mountain View residents received case management services through the Community Services Agency Homeless Prevention Program, including advocacy, benefits enrollment, and housing assistance. The program serves both housed and unhoused community members.

• 32 Mountain View residents received homelessness case management services through LifeMoves at the Homekey interim and transitional housing shelter.

Support Public Services

• 49 Mountain View seniors received ombudsman services through Catholic Charities of Santa Clara County.

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PY 2025 CAPER 5

• 259 Mountain View seniors received case management services through the Community Services Agency Senior Case Management Program to help them obtain housing, health care, food, and transportation, with the goal of supporting independent living.

• 250 Mountain View residents received job readiness and workforce training through the Day Worker Center.

• 59 Mountain View seniors received legal assistance through Senior Adults Legal Assistance.

• 39 Mountain View residents with disabilities received housing navigation and supportive services through the Silicon Valley Independent Living Center (SVILC) to help them transition from homelessness or unstable or temporary housing to permanent, affordable, and accessible housing.

• 38 visually impaired Mountain View residents received case management and supportive services through the Vista Center for the Blind and Visually Impaired to help them live independently.

Promote Economic Vitality

• 8 Mountain View childcare microenterprise owners received business technical assistance and support through the Upwards Boost Program.

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Consolidated Plan goals vs actual outcomes for indicator measures.

The table below provides a comprehensive summary of the City's accomplishments towards goals for the 5-year Consolidated Plan (or Strategic Plan), and Program Year 2025. It highlights information on the categories of the goals, and the source s and amounts of funding allocated . The table also outlines the specific outcomes or objectives associated with each goal, along with the indicators used to measure these outcomes .

Additionally, it compares the targets set for each goal to the actual outcomes. The percentage completed for each goal is also presented, providing an overview of the progress made throughout the program year. Progress not made toward meeting goals and objectives will be provided at the end of the five-year consolidated plan program.

Table 1 - Accomplishments – Program Year & Strategic Plan

Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Increase
Affordable
Housing
Affordable
Housing

CDBG:
$180,000
Homeowner
Housing
Rehabilitated
Household
Housing
Unit
45 5 11% 12 5 42%
Increase
Affordable
Housing
Affordable
Housing
CDBG:
$2,332,800
Public Facility or
Infrastructure
Activities for
Low/Moderate
Income Housing
Benefit
Households
Assisted 200 0 0.00% 200 0 0.00%
Increase
Affordable
Housing
Affordable
Housing
HOME:
$1,862,056
Rental units
constructed
Household
Housing
Unit
80 0 0.00% 80 0 0.00%
Promote
Economic
Vitality
Non-Housing
Community
Development
CDBG:
$80,000
Businesses
assisted
Businesses
Assisted 40 8 20.00% 10 8 80.00%
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Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Respond to
Homelessness Homeless CDBG:
$97,317
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 15,000 3,606 24% 3,160 3,606 114%
Support Public
Services
Non-Homeless
Special Needs
CDBG:
$142,494
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 6,000 694 12% 661 694 105%
Enhance
Public
Infrastructure

Non-Housing
Community
Development

CDBG: $0 /
HOME: $0
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 100 0 0.00% 0 0 N/A

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Assessment of CDBG funding utilization and plan priorities

This section addresses how the City used its grant funds—especially CDBG—to carry out the priorities and goals in the Consolidated Plan (or Strategic Plan) , highlighting how well the funding supported the community’s most important needs.

As indicated in Section SP-25 of the 2025-30 Consolidated Plan (Con Plan), the highest Priority Needs for the City are: (1) Increase Affordable Housing; (2) Respond to Homelessness; (3) Support Public Services; (4) Promote Economic Vitality; and (5) Enhance Public Infrastructure. These Priority Needs were used to develop a list of Goals for the 5-year period, which are identified in Section SP-45 of the Con Plan. Table 1 above shows the City’s progress towards meeting these 5-year goals based on the activities that were completed in FY 2025-26. The activities that are undertaken during a particular fiscal year are dependent on the nonprofits that applied for grant funding from the City, therefore only certain goals may have reported progress.

As FY 2025 -26 was the first year of the Strategic Plan period, this report reflects accomplishments achieved during that fiscal year only.

Increase Affordable Housing

To advance the Priority Need of increasing affordable housing, the City expended approximately $57,000 in CDBG funds during FY 2025-26 to support Rebuilding Together Peninsula's Minor Home Repair Program, which provides low -income homeowners with assistanc e for home maintenance and urgent repairs.

During the fiscal year, the program served five households, representing approximately 15 Mountain View residents.

The City expended approximately $1.7 million in HOME funds toward the Lot 12 affordable housing development, which began construction in March 2026. Upon completion, anticipated in 2028, the development will provide 120 affordable rental apartments.

In addition, the City also allocated CDBG funding for capital improvements at the Paulson Park I and Monte Vista Terrace , two affordable housing developments. The planned improvements include roof replacement at Paulson Park I and roof replacement and elevator modernization at Monte Vista Terrace, which will preserve the long-term safety and habitability of affordable housing for low-income residents.

While these projects did not begin during FY 2025-26, they are anticipated to commence during FY 2026-

27. Respond to Homelessness

To address the Strategic Plan priority of responding to homelessness, the City expended approximately $97,000 in CDBG funds to support homelessness assistance programs operated by three nonprofit subrecipients: Community Services Agency (CSA), Community Le gal Services in East Palo Alto (CLSEPA), and LifeMoves. These programs provided homelessness prevention, legal assistance, housing navigation, and case management services to Mountain View residents experiencing or at risk of homelessness.

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Support Public Services

To advance the Priority Need of supporting public services, the City expended approximately $142,000 in CDBG funds during FY 2025-26 to support programs operated by Catholic Charities of Santa Clara County, Community Services Agency, Day Worker Center, Sen ior Adults Legal Assistance, Silicon Valley Independent Living Center (SVILC), and the Vista Center for the Blind and Visually Impaired. These programs provided a range of essential services to low- and moderate-income Mountain View residents, including senior case management, legal assistance, employment training, independent living services, and supportive services for individuals with disabilities and visual impairments.

Promote Economic Vitality

To advance the Priority Need of promoting economic vitality, the City expended approximately $80,000 in CDBG funds during FY 2025-26 to support the Upwards Boost Program. The program provided business technical assistance to eight Mountain View childcare microenterprise owners, helping strengthen locally owned childcare businesses through individualized business support. By supporting the growth and sustainability of childcare providers, the program also increased access to quality childcare services for the City as a whole.

Enhance Public Infrastructure

No CDBG funds were allocated or expended under the Enhance Public Infrastructure Priority Need during FY 2025 -26. The City will continue to identify and evaluate eligible public infrastructure projects that advance this priority and pursue opportunities to fund and implement them in future years of the Strategic Plan period.

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CR-10—Racial and Ethnic Composition of Families Assisted

In accordance with the Code of Federal Regulations 91.520(a), entitlement jurisdictions must provide a description of the families and persons assisted in the performance reports. This information must include the racial and ethnic composition of the families assisted.

Table 2 – Table of assistance to racial and ethnic populations by source of funds

CDBG HOME
White 2,894 0
Black or African American 162 0
Asian 795 0
American Indian or American Native 8 0
Native Hawaiian or Other Pacific Islander 22 0
Total 3,881 0
Hispanic 612 0
Not Hispanic 3,711 0
Narrative

In FY 2025-26, the City’s CDBG funded programs and services served 4,323 beneficiaries. This includes:

• 3,881 persons in Table 2 composed of: 2,894 White; 162 Black or African American; 795 Asian; 8 American Indian/Alaskan Native; and 22 Native Hawaiian/Pacific Islander.

• The HUD Table 2 template does not include multi-racial categories but does require multi-racial data to be reported elsewhere. In addition to Table 2, the City’s CDBG funded projects and programs also served 442 persons in the following multi-racial categories in Program Year 2025:
— 4 American Indian/Alaskan Native and White
— 16 Asian and White
— 7 Black/African American and White
— 15 American Indian/Alaskan Native and Black
— 400 Other/Multi-Racial

• Of the 4,323 total beneficiaries served during the fiscal year, 612 identified themselves as Hispanic/Latino, accounting for approximately 14 percent (14%) of the total individuals served.

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CR-15—Resources and Investments 91.520(a)

This section summarizes the federal, state, and local resources that were made available during the program year and describes how these funds were invested to address the goals and priorities outlined in the Consolidated Plan and Annual Action Plan.

Resources
Table 3 - Resources Made Available

Source of Funds Source Resources Made Available
Program Year
Amount Expended
During Program Year
CDBG public - federal $2,636,567 $606,117.62
HOME public - federal $2,360,692.94 $1,754,437.33

Narrative

As shown in Table 3, the resources made available in Program Year 202 5 (PY25) includes $617,916 in annual CDBG funding allocation, $674,292 in CDBG Program Income, and $1,344,359 in prior year CDBG funds for a total of $2,636,567 in CDBG funds. In PY25, the City expended $606,117.62 in CDBG funds.

Similarly, the City received $230,385.94 in annual HOME funding allocation, $199,951 in HOME Program Income, and had $1,930,356 in Prior Year Resources for a total of $2,360,692.94 in HOME funds. In PY25, the City expended $1,754,437.33 in HOME funds.

Geographic distribution and location of investments

The following section provides a description of the geographic distribution of how funding is allocated and expended and whether a certain proportion is expended in areas with a greater concentration of low- and moderate- income block groups (discussed in further detail below).

Table 4 – Identify the geographic distribution and location of investments

Target Area Planned
Percentage of
Allocation
Actual
Percentage of
Allocation
Narrative Description
Citywide 100 100
CDBG-funded activities were made available to
Mountain View residents citywide.

Eligible LMI Block
Groups 0 0
CDBG-funded activities were made available to
Mountain View residents citywide.

Narrative

As shown in the T able 4, the City of Mountain View used its CDBG funds to implement the activities detailed in the 202 5 Action Plan on a citywide basis and did not utilize funding for specific LMI block groups. This means that the stated activities were made available to all Mountain View residents; there was no geographic concentration of resources.

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A census tract is made up of two or more block groups, and certain block groups may qualify as low- and moderate-income (LMI) areas if at least 51 percent of their residents are LMI. These areas are referred to as LMI block groups. The City has four such block groups, which represent a relatively small portion of the community overall. To maximize impact, the City invests its CDBG funding primarily to benefit LMI residents through activities that serve residents city-wide.

Leveraging

This section describes how federal funds have been instrumental in leveraging additional resources, such as private, state, and local funds through the program year. It includes an explanation of how matching requirements were met, demonstrating how federal investments were complemented by other financial contributions. Additionally, the section covers the use of publicly owned land or property within the jurisdiction, highlighting how these assets were utilized to address the needs identified in the S trategic Plan. This comprehensive overview illustrates the collaborative effort and resourcefulness in maximizing the impact of federal funding.

In PY 2025, the City provided $239,811 in CDBG funds to nonprofit agencies for public service programs.

The City separately allocated an additional $171,000 from the General Fund to public and human service agencies within the City . HUD limits the amount of CDBG funding that can be spent on public service activities each year, and also limits the types of activities that can receive CDBG public service funds . By using the General Fund to help supplement the limited amount of CDBG public service funding, the City can increase the number of local nonprofit organizations that receive assistance, as well as provide funding for activities that might not meet the CDB G eligibility criteria. The supplemental funds were utilized for the following services:

• Community School of Music and Arts—Preschool Music and Art Program • CSA—Senior Nutrition Program
• Counseling and Support Services for Youth (CASSY) —Mountain View School-Based Mental Health Services Program
• Day Worker Center of Mountain View—Healthy Meals Program • Healthier Kids Foundation—Physical Health Screenings
• Hope’s Corner Inc.—Healthy Food for Hope
• Junior Achievement of Northern California— Mountain View Youth Economic Empowerment Initiative
• Loaves and Fishes Family Kitchen—Meals on Wheels
• MayView Community Health—Increased Access to Medical Care • Parents Helping Parents, Inc.—Support Services for Households with Special Needs Children • The United Effort Organization—Case Management Services for Vulnerable Populations • YWCA Golden Gate Silicon Valley—Domestic Violence Support Services

While these services provided much needed services and made a positive impact in the community, the outcomes are not counted towards the AAP goals and CAPER reporting because they were achieved with the General Fund and did not include any CDBG/HOME funds.

In addition to the above activities, the City has had an ongoing fair housing program implemented by Project Sentinel, who implements a variety of fair housing educational and outreach activities. These are non-CDBG funded activities and therefore not reported in the CAPER outcomes/tables.

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The City is advancing development on three City-owned sites:

• Lot 12: On May 19, 2020, the City Council selected Alta Housing and The Related Companies to redevelop Lot 12, a 1.56-acre City-owned parking lot in Downtown, into a fully affordable housing project. The City subsequently issued a ministerial approval for an SB 35 entitlement application to construct a new five-story building with 120 rental units, all deed-restricted for households earning between 30 and 80 percent of the area median income (AMI). The City has committed $23.45 million toward the project, which includes $1,862,056 of HOME funds and $781,271 of HOME-ARP funds. On August 5, 2025, the development received a reservation of federal tax credits from the California Debt Limit Allocation Committee (CDLAC), securing the final piece of funding needed to complete overall project financing. Construction on the project began in February 2026 , and is anticipated to be completed in 2028.

• 87 E. Evelyn: On September 26, 2023, the City Council selected Affirmed Housing as the preferred developer to lease and develop the City -owned site at 87 East Evelyn Avenue for permanent affordable housing. The project will provide 268 units in two phases/buildings. The project includes a child -care center and several community -serving spaces. The City has committed $8 million toward the project. The 2.1-acre lot has been the site of an interim safe parking program since April 2020. The project was awarded Federal and State tax- credits on May 12, 2026, and anticipates beginning construction in Q4 2026.

• 1020 Terra Bella (La Bella): On April 3, 2023, the City Council approved the 100 percent affordable housing development at 1020 Terra Bella Avenue, which is being developed by Alta Housing. The six-story project will provide 108 units, including 106 affordable units and two manager’s units, with a mix of studio, one -, two -, and three -bedroom apartments serving low - and very low -income households. The City has committed $13.5 million to the project, which has also secured State and County funding, tax credits, and tax-exempt bond financing. Construction is anticipated to begin in the Q3 2026, with completion expected in 2028.

In addition, two projects are currently under construction, or close to beginning construction, that are not located on City-owned land, but have received City funding:

• 1265 Montecito (under construction): The 1265 Montecito Avenue project, approved by the City Council on December 6, 2022, will provide 85 affordable rental units on a 1.04 -acre site at the southwest corner of North Shoreline Boulevard and Montecito Avenue. The units will be deed - restricted for families earning between 25% and 60% of the area median income (AMI), including extremely low-income families, veterans, and rapid rehousing households. The City has contributed $16 million toward the project, which is expected to be completed in Q4 2026.

• 96 West El Camino Real: On February 14, 2023, the City Council approved funding for Danco Communities’ 100 percent affordable housing development at 96 W. El Camino Real. The six -story project will provide 79 apartments, including 78 affordable units serving households earning up to 60 percent of Area Median Income and one manager’s unit, with a mix of studio, one-, two-, and three- bedroom units. The development will also include units for households experiencing homelessness or in need of supportive housing. The City has committe d $8 million to the project, which has also secured approximately $7.9 million in County funding. The project is currently completing financing in preparation for the predevelopment phase of construction , which is anticipated to begin in Q 1 2027.
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Per HUD requirements, entitlement jurisdictions must provide a match of non-HOME funding for every HOME dollar for affordable housing developments. Due to the timing of the project and this CAPER, there is no HOME match to report for Tables 5 and 6 below. The City anticipates reporting on the HOME Match in next year’s CAPER representing funding for The Heartwood project.

Table 5 – Fiscal Year Summary - HOME Match Report

Fiscal Year Summary – HOME Match

1. Excess match from prior Federal fiscal year 8,670,603

2. Match contributed during current Federal fiscal year 0

3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 8,670,603

4. Match liability for current Federal fiscal year 34,731.54

5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 8,635,871.46

Table 6 – Match Contribution for the Federal Fiscal Year

HOME MBE/WBE report
Table 7 – Program Income1

Program Income
Balance on hand at
beginning of
reporting period
$
Amount received
during reporting
period
$
Total amount
expended during
reporting period
$
Amount
expended for
TBRA
$
Balance on hand
at end of
reporting period
$
823,116.36 199,951 926,629.29 0 96,438.07

This section discusses HOME reporting requirements related to Minority Business Enterprises (MBE) and Women Business Enterprises (WBE).

The City provided HOME funding to MBE and WBE businesses through contractors and subcontractors who worked on the Heartwood Apartments project, as well as through consultants who assist City staff with HOME program administration.

1 This table is included as part of HUD’s required CAPER template. While its placement may appear out of sequence with the surrounding narrative, it is presented here in accordance with HUD’s reporting format.

Project
No. or
Other ID
Date of
Contributi
on
Cash
(non-
Federal
sources)
Foregone
Taxes,
Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastruc
ture
Site
Preparati
on,
Constructi
on
Materials,
Donated
labor
Bond
Financing
Total
Match
0 0 0 0 0 0 0 0 0
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Table 8 - Minority Business and Women Business Enterprises

Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Dollar
Amount $60,000 0 0 0 $30,000 $30,000
Number 2 0 0 0 1 1
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total Women
Business
Enterprises
Male
Contracts
Dollar
Amount
$60,000 $60,000 0
Number 2 2 0
Sub-Contracts
Number 0 0 0
Dollar
Amount
0 0 0

Table 9 – Minority Owners of Rental Property

Minority Owners of Rental Property – Indicate the number of HOME-assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0

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Table 10 – Relocation and Real Property Acquisition

Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations Displaced 0 0
Households Temporarily Relocated, not Displaced 0 0

Table 11 – Households Displaced

Households
Displaced
Total Minority Property Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
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CR-20—Affordable Housing 91.520(b)

Evaluation of Progress in Providing Affordable Housing

This section assesses the jurisdiction's progress in delivering affordable housing using CDBG and HOME funding. It provides a comparison between the goals and actual number and types of households in each income category (extremely low-income, low-income, moderate-income, and middle-income) served for the program year. This overview highlights the effectiveness of the jurisdiction’s efforts in meeting the housing needs of diverse income groups and provides insight into the overall impact of the affordable housing initiatives.

Table 12 – Number of Households

One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 12 5
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 12 5

Table 13 – Number of Households Supported

One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 12 5
Number of households supported through
Acquisition of Existing Units 0 0
Total 12 5

Goals, Outcomes, and Challenges

In PY 202 5, Rebuilding Together Peninsula (RTP) provided health and safety repairs to rehabilitate 5 existing homes occupied by low —and moderate -income senior households. Due to organizational changes and staff turnover, RTP was not able to achieve the annual goal of 12. However, RTP provided much-needed funding to complete the repair/rehabilitation of the 5 units of low- and moderate-income housing.

The City still has an affordable housing pipeline that is being developed that is separate from CDBG-funded projects, and that pipeline currently includes fifteen projects. Of these fifteen projects, eight are City- funded, and seven do not include City funding.

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Impact of Outcomes on Future Action Plans

HUD’s CDBG regulations set forth specific requirements governing the use of funds, including eligible activities and expenditure timelines. To monitor compliance with these expenditure timelines, HUD conducts an annual "timeliness test" on May 2 to assess whether entitlement jurisdictions are spending their CDBG funds quickly enough. If an entitlement jurisdiction fails to meet the test two years in a row, it may face the risk of losing CDBG funds.

For Fiscal Year 2025–26, the City did not meet the timeliness requirement because the City has received relatively large amounts of unanticipated CDBG loan repayments in recent years, but without identified projects to fund within the required time period . This creates a common challenge among entitlement jurisdictions like Mountain View to pass the timeliness test. The City has already identified activities that will allow timeliness compliance for FY 202 6-27, including funding renovation work at two MidPen affordable housing rehabilitation projects.

The City has already adopted and submitted its FY 202 6-27 Annual Action Plan, which is the second year of the 2025-30 Consolidated Plan, and was approved by Council on April 28, 2026.

Number of Households Served by Affordable Housing Projects

Table 14 – Number of Households Served

Table 14 above includes data on the number of individuals served by each funding source, categorized by income level: extremely low- income, low -income, and moderate -income. This breakdown helps in understanding how different income groups are represented and supported by the various funding sources. For FY 2025-26, the Minor Home Repair Program operated by Rebuilding Together Peninsula was able to assist 4 extremely low-income households and 1 low -income household by providing them with critical health and safety home repairs.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 4 0
Low-income 1 0
Moderate-income 0 0
Total 5 0
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CR-25—Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c)

This section evaluates how effectively the jurisdiction has met its specific objectives aimed at reducing and ultimately ending homelessness and other special needs . It assesses the achievements and advancements made towards addressing homelessness, including the strategies developed and implemented, the outcomes achieved, and any challenges encountered . This analysis provides insight into the jurisdiction’s efforts and effectiveness in tackling homelessness and working towards its long - term goals.

Homeless (especially unsheltered) persons outreach and needs assessments

In January 2025, the County of Santa Clara’s Office of Supportive Housing (OSH) conducted the county- wide point in time (PIT) count of the number of unhoused community members . The PIT is a census of sheltered and unsheltered people experiencing homelessness on a single night. It provides data used for federal funding allocations and national estimates of homelessness.

The 2025 Point-in-Time (PIT) Count identified 10,711 people experiencing homelessness in Santa Clara County on a single night in January, with 30 percent residing in sheltered settings. Although this represents an 8 percent increase (808 people) from the 2023 PIT Count, the overall number of individuals experiencing homelessness has remained relatively stable since 2019. The increase was driven primarily by a 30 percent rise in sheltered individuals and families, reflecting investments in expanding shelter capacity, including the addition of 364 shelter beds since 2023, and improved utilization of available beds through enhancements to the Here4You shelter hotline. The number of unsheltered individuals increased by only 1 percent during the same period.

The 2025 PIT Count also found a 21 percent decrease in the number of veterans experiencing homelessness, while the number of families experiencing homelessness increased by 37 percent and the number of individuals experiencing chronic homelessness increase d by 21 percent. Additionally, the number of people residing in vehicles continued to rise. Countywide, 37 percent of individuals experiencing unsheltered homelessness were living in vehicles, compared to 32 percent in 2023.

In an effort to address homelessness, in Program Year 202 5 the City funded the Community Services Agency’s Homelessness Prevention program with $ 32,439 in CDBG funds . The program served approximately 3,478 persons, and of the clients served, 84% were extremely low-income. The Homeless and Homelessness Prevention Program provides homeless individuals and families with case management services, which include advocacy, enrolling in applicable public benefits, and accessing vital support services. The Program also connects unstably housed and unhoused individuals and families to safety-net resources that address or improve their housing situation.

Emergency shelter and transitional housing needs of homeless persons assessment

The City continues to support efforts to address the emergency shelter and transitional housing needs of individuals experiencing homelessness through its partnership with LifeMoves. In 2021, the City and LifeMoves used State Project Homekey funding to develop a 100-unit interim housing community at 2566 Leghorn Street, which serves up to approximately 124 formerly unsheltered individuals at any given time.

LifeMoves provides on-site case management services to connect p articipants with permanent housing opportunities and other supportive services. During Program Year 2025, the City contributed $32,439 in 466
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CDBG funds to support case management services at the Homekey site. This funding enabled a dedicated case manager to provide housing stabilization and supportive services to 32 Mountain View residents experiencing homelessness during the program year.

The City also has a half-year emergency shelter program, operated by the County of Santa Clara Office of Supportive Housing. The program was initially open during the inclement weather season for three months but has been extended to six months for the last few years. The program offers up to 50 beds for women and children experiencing homelessness and also provides meals, access to meals and showers, and case management supportive services.

In addition to CDBG-funded activities, the City has implemented other homelessness response programs, often in collaboration with its nonprofit and private sector partners . Other programs/activities include implementation of a Safe Parking Program in partnership with the County of Santa Clara to provide safe parking along with case management and a range of services to support unstably housed residents living in vehicles on a path to permanent housin g. The City S afe Parking program provides capacity for up to 105 vehicles.

The City also has existing affordable housing developments that provide a range of units to meet diverse housing needs. One example is San Antonio Place (operated by Charities Housing), which consists of 118 efficiency studio units affordable to very low -income households (15-45% of area median income) and serves individuals at risk of homelessness. The City helped fund and continues to monitor this property, including 10 units designated for individuals transitioning from homelessness. Another example is Eagle Park, which includes 66 studio and one-bedroom apartments, 30 of which are reserved for veterans.

More recently, the City partnered with Jamboree Housing Corporation and the County of Santa Clara to develop The Heartwood Apartments, a 49 -unit permanent supportive housing community created through the adaptive reuse of a former hotel. The development serves Transitional Age Youth and households exiting or at risk of homelessness, providing both affordable housing and on -site supportive services.

Preventing Homelessness for High-Risk Low-Income Individuals and Families

The below narrative highlights efforts to support those who might be at risk of homelessness after leaving publicly funded institutions, such as healthcare facilities, mental health centers, foster care, and correctional programs. Additionally, it covers how assistance from various public and private agencies in areas like housing, health, social services, employment, education, and youth support contributes to preventing homelessness among these vulnerable populations.

In Program Year 2025, the City provided $239,811 in CDBG funds to the following agencies to provide vital services to extremely low- and low - income individuals and families to help low -income households remain housed and meet critical needs:

• Catholic Charities of Santa Clara County ($13,589 in CDBG funds): The agency provides ombudsman services to a ssist Long -Term Care residents in seeking to resolve problems , and advocate for the rights of seniors. In FY 2025-26, the agency provided services to 49 individuals.

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• Community Legal Services in East Palo Alto ($32,439 in CDBG funds): The agency’s Housing Legal Services program helps protect tenants from being unlawfully displaced from their homes , and helps low-income families remedy dangerous housing conditions and combat unlawful practices by landlords and management companies . In FY 2025 -26, the agency provided services to 96 individuals.

• Community Services Agency ($32,439 in CDBG funds): The Community Services Agency’s continues to provide services to Mountain View homeless persons and persons transitioning from or at-risk of homelessness through its homeless program. Their program provides health and nutrition services, rental assistance, and other supportive services. Over the Program Year, 3,478 clients were served.

• Community Services Agency ($ 32,439 in CDBG funds): The Community Services Agency administers the Senior Case Management Program. Seniors experience fewer hospitalizations and live independently for longer when social and medical care are integrated under the direction of a case manager. This means considerable savings in monies not spent on medical care and nursing facilities by Federal and State health care programs . In FY 202 5-26, the Senior Case Management Program served 259 seniors.

• Day Worker Center of Mountain View ($32,439 in CDBG funds): The agency provides learning opportunities, skills training, and leadership development for low- and moderate-income residents.

In FY 2025-26, the agency provided services to 250 individuals.

• LifeMoves ($32,439 in CDBG funds): The agency provides Homeless case management services for homeless individuals at the Homekey Mountain View site. In FY 2025- 26, the CDBG-funded case manager assisted 32 individuals.

• Senior Adults Legal Assistance ( $19,211 in CDBG funds): The Legal Assistance to Elders program provided support to older persons in their efforts to live safely, independently, non - institutionalized, and with dignity. In total, 59 seniors were served in FY 2025-26.

• Silicon Valley Independent Living Center ($ 12,377 in CDBG funds) : The Housing Program is dedicated to improving the lives of people of all ages with all types of disabilities . The program provides housing assistance to disabled individuals. In FY 2025-26, the program provided assistance to 39 disabled individuals.

• Vista Center for the Blind and Visually Impaired ($ 32,439 in CDBG funds): Through the Safe and Healthy Living Program, the agency provided 38 individuals with case management and support services to live independently.

City collaboration with County Continuum of Care

The City collaborates with the Santa Clara County Continuum of Care (CoC) to address housing needs for the unsheltered. The CoC developed the discharge policy based on their processes in August 2021 . The policy addresses discharge planning for individuals in custodial institutions including post-release services, programs for behavioral health and drug -use. It also addresses discharge planning from medical institutions for patients from the County hospital system, emergency psychiatric services and a skilled nursing facility. The Santa Clara County CoC oversees the implementation of the programs under this policy along with program partners and service providers . The City ’s Human Services D ivision and 468
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Community Outreach Officer (member of the Neighborhood and Event Services team in the Police Department) meet regularly with staff from the County Office of Supportive Housing and share relevant updates via informational flyers with unsheltered residents . The City will follow the CoC ’s guidance as received.

Supporting Transitions to Permanent Housing for Homeless Individuals

This section addresses efforts made in this program year to assist homeless individuals, with a focus on chronically homeless people, families with children, veterans, and unaccompanied youth . It details initiatives aimed at expediting their move to permanent housing and independent living . Key aspects include reducing the duration of homelessness, improving access to affordable housing units, and implementing measures to prevent recently housed individuals and families from falling back into homelessness.

As discussed earlier, the City provided $32,439 in CDBG funding to the Community Services Agency (CSA) to administer its Homelessness Prevention Program, which provides Mountain View residents experiencing or at risk of homelessness with health and nutrition services, rental assistance, housing assistance, and other supportive services. During Program Year 2025, the program served 3,478 Mountain View residents.

The City also provided $32,439 in CDBG funding to LifeMoves to support a dedicated case manager at its Homekey interim and transitional housing site. During P rogram Year 2025, the case manager provided housing stabilization and supportive services to 32 Mountain View residents experiencing homelessness.

In FY 2025-26, the City allocated $125,000 through a revenue-sharing agreement with the County of Santa Clara to provide case management and permanent supportive housing for up to 20 chronically homeless households. The City also provided $120,000 to Community Services Agency (CSA) for housing problem- solving, case management, and temporary financial assistance to help households resolve immediate housing crises or connect to emergency housing services. An additional $42,000 was provided to CSA for targeted outreach and assessments for individuals living in vehicles, including assistance completing the VI-SPDAT to connect vulnerable households to supportive housing opportunities. 469
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CR-30—Public Housing 91.220(h); 91.320(j)

Actions to address public housing needs

The Santa Clara County Housing Authority (SCCHA) does not own or operate any public housing properties within the City, and there is no other public housing in the City . SCCHA currently provides 522 vouchers through its various programs to fund existing affordable housing in Mountain View.

In Program Year 202 5, the City worked on several affordable projects in the pipeline that included evaluating the potential for project -based vouchers to assist with project feasibility . The City continues to coordinate with the non -profit developers, the County, and SCCHA to ensure that the funding will be made available to finance the projects.

Actions Taken to Encourage Public Housing Residents' Involvement in Management and Homeownership Participation

While there is no public housing in Mountain View, SCCHA incorporates resident input into the agency’s policy-making process. An equitable and transparent policy-making process that includes the opinions of residents is achieved through the involvement of two tenant commissioners on the SCCHA board.

The City also partners with Housing Trust Silicon Valley to provide down payment assistance funds to Mountain View residents, as well as hold homebuyer educations programs . Additionally, the City works with its BMR program administrator to navigate the homeownership and lending process for lower- income households wishing to purchase a below-market rate home.

Actions taken to provide assistance to troubled PHAs

The Santa Clara County Housing Authority is not considered troubled , and therefore does not require assistance at this time.
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CR-35—Other Actions 91.220(j)-(k); 91.320(i)-(j)

This section addresses the measures implemented by the City to address and mitigate the adverse effects of public policies that hinder access to affordable housing. It covers actions related to overcoming barriers such as restrictive land use controls, tax policies impacting land, zoning ordinances, building codes , associated fees and charges, growth limitations, and policies influencing residential investment returns.

The City’s Analysis of Impediments to Fair Housing (AI)/Assessment of Fair Housing (AFH) includes policies and strategies to promote fair housing.

Additionally, the City is working on several priority projects related to housing as part of its Strategic Plan, including the following:

• Developing a displacement response strategy, evaluation is currently underway to evaluate a comprehensive, six-pronged strategy to address tenant displacement.

• Initiated a middle-income homeownership strategy.

• Adopted a Community Ownership Action Plan. The purpose of the COAP is to create stable, long - term affordable housing by supporting mission-driven organizations to purchase and preserve existing housing. The city's initial goal is to support the preservation of 50 long -term affordable, community-owned units through city funds and other leveraged funds.

• Facilitating the development of affordable housing, including in partnership with the regional transit authority as well as the redevelopment of a City -owned Downtown parking lot for affordable housing.

• The City worked with the City Attorney and the Clerk’s Office to update the reasonable accommodation policy language for public documents.

• There are various non -governmental constraints that are just as – if not more – impactful than governmental constraints in terms of creating barriers to housing, and systemic approaches need to be made to address such non-governmental constraints. These include issues such as the cost of land and the displacement of residents during redevelopment. Staff continue to pursue policies to address these constraints to the development and preservation of affordable housing.

• Homeless Response Strategy: In June 2025, the City Council adopted the Pathways to Housing – Homeless Response Strategy Implementation and Expenditure Plan. The Plan serves as a roadmap for addressing homelessness for the next seven to ten years through actionable goals, strategies and a plan for expenditures and implementation.

Finally, the City’s 2023-2031 Housing Element was adopted by City Council on April 11, 2023, and certified by HCD on May 26, 2023. The Housing Element is a component of its General Plan that outlines strategies to meet current and future housing needs for all income levels. It includes an assessment of housing needs, an inventory of available land, and plans for addressing barriers to hou sing development. The Housing Element must be updated periodically to reflect changes in population and housing market conditions, ensuring that the City provides adequate and affordable housing options for its residents. The 471
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Housing Element also addresses the Assessment of Fair Housing as it relates to the State of California’s requirements.

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)

As mentioned in the City’s Consolidated Plan, increasing the supply of affordable housing is a high priority.

To address this need, the City will undertake the following:

• Annually monitor and inspect the City’s subsidized housing developments in order to maintain their affordability and the quality of the housing stock.

• Invest local affordable housing funds in order to increase the supply of affordable housing in the community and to supplement CDBG and HOME funding. The City currently has an active and robust pipeline of 100% affordable housing projects totaling 1,381 new permanent units.

Additionally, there are 1,293 Below-Market-Rate (BMR) units in the pipeline across multiple market rate projects. An example of a recently completed affordable housing development, the Heartwood Apartments project was completed in November 2024 and provides affordable housing opportunities to 48 individuals or households earning 30% AMI or below.

• The City’s significant affordable housing (100% affordable housing and BMR) pipeline will double the City’s affordable housing supply . At this time, there is a significant gap to fully fund the affordable housing projects in the pipeline.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)

As required by federal regulations, the City has a Lead Based Paint Management Plan and carries out projects according to the Lead Based Paint Management Plan . The City will continue to require testing and hazard reduction in properties that use CDBG or HOME rehabilitation funds where lead and other risks may be present. The City will also continue to provide information on lead -based paint hazards to property owners.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)

The City’s current affordable housing stock and pipeline represent both a commitment to affordable housing, as well as significant areas of need and critical gaps, as shown in Table A, below.

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Table A - City of Mountain View Affordable Housing Pipeline2

Unit Type Completed Units
(FY25-26)
Entitled Units
(FY25-26)
Anticipated Pipeline (Five Years)
Below-Market Rate - AMI 30% to
120%
0 units 346 units Approximately 1,293 units
100% Affordable Housing
Development
0 units 392 units Approximately 1,381 units
Total 0 units 738 units Approximately 2,674 units

Table A shows the number of affordable units that the City currently has, the number of units currently approved through the City’s planning process, but not yet built, and the number of units the City anticipates over the next five years. The “Below Mark et Rate” row includes units that are built by residential developers as an inclusive part of their market -rate developments, per the requirements of the City’s Below Market-Rate (BMR) Ordinance. While the BMR units include different AMI levels, each project needs to average 65% AMI across the BMR units within the project.

The 100% Affordable Housing Development row includes projects funded through the City’s NOFA process, as well as projects the City anticipates on future sites where the land will be dedicated to the City for affordable housing. There are seven additional fully affordable housing developments that are in the City’s pipeline receiving no City funding contribution. Combined these developments will deliver at least an additional 487 units.

In FY 2025-26, the City continued to fund CSA. The programs at CSA provide a variety of services, including rental assistance, food, clothing, and job search to help prevent at -risk households from becoming homeless and to provide them with basic necessities which they cannot afford due to their limite d incomes. As mentioned previously, the Homelessness and Homeless Prevention Program served 3,478 individuals and the Senior Case Management Program served 259 seniors.

From 2014 through 2026, the City has invested nearly $191 million in affordable housing developments, in addition to approximately $36 million in land contributions, and remains committed to advancing its robust pipeline of approximately 2,700 affordable housing units. In addition, approximately 15,000 rental units are rent protected under the Community Stabilization and Fair Rent Act voter initiative adopted in 2016.

In FY 2021-22 Council authorized development of a Guaranteed Basic Income Pilot program and provided $2.4 million in funding. This program provide d direct cash payments of $500 a month to 166 randomly selected ELI households with at least one child under the age of 18 . The program was operated through the City’s partner Community Services Agency (CSA), supported by YMCA, working with the payment processor Community Financial Resources. The program launched on September 16, 2022, and direct cash payments were approved for 24 months with the first disbursement beginning in December 2022 and concluding in December 2024. The program’s integrated research component is nearing completion, and the City has received a draft final report from the University of Pennsylvania. Staff are currently reviewing and finalizing the report in preparation to share the findings with the community.

2 Note: All numbered tables in this report follow HUD’s required CAPER template. Table A has been added by the City for supplemental information; it is lettered rather than numbered to distinguish it from HUD -required tables. 473
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The Council also approved $ 1.8 million in FY s 2021 -22 and 2022-23 to support the Mountain View Solidarity Fund. The goal of the Solidarity Fund is to distribute one-time direct cash assistance to eligible Mountain View residents who have been financially impacted by the pandemic through job loss, reduced working hours, school closures, or COVID -19-related illness. The funding provided up to $4,000 in one - time broad-based financial assistance to extremely low-income eligible residents (at or below 30% AMI).

Actions taken to develop institutional structure. 91.220(k); 91.320(j)

To improve intergovernmental cooperation, the City of Mountain View continues to participate with other local jurisdictions and the County in sharing information and resources . Collaborative efforts include regular monthly meetings among the entitlement jurisdictions; and coordination on project management for projects funded by multiple jurisdictions. These interactions among agencies provide opportunities to identify potential joint actions to address local and regional needs.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)

The City continues to work with the County and local jurisdictions to coordinate on regional housing issues. As an example, to enhance coordination between homeless service providers, transitional and permanent housing opportunities and cities that fund the services and, in some cases housing units, the City of Mountain View, along with other Santa Clara County j urisdictions meet, regionally to share information and discuss issues, challenges, and opportunities to work together.

The City was involved with developing the 2025 Santa Clara County Community Plan to End Homelessness (2025 Community Plan). The 2025 Community Plan was endorsed by the Council in December 2020 and has three key strategies, noted below, which work together to help the homeless access housing and services as quickly as possible and ensure that households at risk of homelessness r eceive the services they need to remain in their homes.

• Strategy 1: Address the root causes of homelessness through system and policy change. • Strategy 2: Expand homelessness prevention and housing programs to meet the need. • Strategy 3: Improve quality of life for unsheltered individuals and create healthy neighborhoods for all.

There is substantial alignment between the 2025 Community Plan and the City’s existing homeless response framework and the City’s Pathways to Housing – Homeless Response Strategy Implementation and Expenditure Plan, which was adopted by Council in June 2025. A local nonprofit, Destination: Home, provided a grant of $450,000 in FY 2021-22 to be distributed equally over three fiscal years in recognition of the City’s initiatives in responding to the needs of unstably housed persons and will support the City’s ongoing and new initiatives that align with the 2025 Community Plan and the City’s Pathways to Housing Plan.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a)

Annually the City funds fair housing education, investigation, enforcement , and outreach . The City provides funding from its General Fund to Project Sentinel to provide these services in FY 202 5-26. The 474
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Mountain View Mediation Program (MVMP) , administered by Project Sentinel, assists the Rent Stabilization Division by providing free mediation and conciliation services to landlords and tenants in Mountain View. These services help people come together to talk about and potentially solve their disputes in a controlled environment with the help of trained volunteer mediators. They help to resolve issues for rental properties in Mountain View, reducing the number of petitions filed with the City. The agency also held outreach and educational activities that directly benefited Mountain View residents and increased community awareness about fair housing.

Regional fair housing efforts included researching possible disparate impacts from the displacement of primarily lower income Latino/Hispanic households due to rising rents throughout the County . In addition, the City continues to hold outreach meetings for its Community Stabilization and Fair Rent Act (CSFRA) implementation. The CSFRA stabilizes rents by limiting annual rent increases.

Additionally, during Program Year 2025, the City continued to organize and staff a bi-weekly Housing Help Center at the Rent Stabilization office every first and third Thursday afternoon of the month, helping tenants and landlords access information about rental assistance, tenant rights, belo w market rate housing, and affordable housing. The Center also focused its services on reducing evictions and promoting community stability by connecting community members with housing support services and resources.

Community members can access information, receive 1:1 support, and connect with services provided by the City’s community partners.

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CR-40—Monitoring 91.220 and 91.230

The City must ensur e compliance with CDBG and HOME program requirements over the long term and this is managed through monitoring. T he standards and procedures established by the City to monitor the implementation of activities related to the plan are outlined in this section.

On a quarterly basis, the City continued to review all of its subrecipients and projects to ensure compliance with the CDBG and HOME program and comprehensive planning requirements through submitted financial expense reports and program performance reports.

The City conducted annual and bi -annual monitoring of CDBG and HOME funded affordable housing developments and CDBG public service subrecipients through onsite visits, desk reviews, and file reviews in PY 2025 . The desk review involved the review of quarterly invoices, project budgets and supporting financial records, client reports and client files, and agency audit reports . Staff reviewed agencies' financial and programmatic policies and procedures to ensure compliance with all applicable federal requirements. In addition, staff worked with the subrecipients to assess their affirmative marketing plans and reasonable accommodation polic ies in order to give them feedback so they align with the City ’s templates.

Citizen Participation Plan 91.105(d); 91.115(d)

Notice regarding the availability of the Annual Action Plan, the Consolidated Annual Performance Evaluation Report, five -year Consolidated Plan , and any amendments, is outlined in the City’s Citizen Participation Plan . The Citizen Participation Plan is developed by the City and guided by federal regulations. It outlines the notice period, means of publications and procedures for technical assistance.

It also stipulates the languages that the notice must be made available and how non-English speakers may access the performance report.

The Draft FY 202 5-26 CAPER was made available for public review for a 15 -day period, August 24, 2026 through September 8, 2026. An advertisement was placed in the Palo Alto Daily Post, a newspaper of general circulation, advertising the availability of the CAPER. In addition, a summary advertisement was placed in the Mountain View Voice, a digital newspaper. The public notice was also made available in Spanish, Mandarin, and Russian. The draft CAPER was available on the City’s website, and free paper copies were also available to the public upon request . The public could either come to the Housing Department during normal business hours to pick up a copy of the report, or they could call or e-mail the City and have the report mailed or e-mailed to them. Finally, a public hearing was held at City Council on September 8, 2026 to receive public input on the City’s accomplishments during the program year.

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CR-45—CDBG 91.520(d)

As stipulated in the Code of Federal Regulations 91.520(d), any modifications to the jurisdiction’s program objectives must be provided. The nature of these changes and the reasons behind them must be included.

If any modifications were made the jurisdiction must provide plans to adjust its programs based on its experiences and lessons learned . The focus is on providing a clear understanding of why adjustments were made and how these changes will improve program effectiveness and responsiveness to evolving needs.

The City of Mountain View had no changes to the program’s objectives in the program year.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?

The City does not have any open BEDI grants.

[BEDI grantees] Describe accomplishments and program outcomes during the last year.

Not applicable.

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CR-50—HOME 24 CFR 91.520(e)

Onsite inspections of affordable rental housing supported by the program should be conducted during the program year. This section provides an overview of the results from on-site inspections of affordable rental housing supported by the program. It includes findings related to compliance with housing codes and other relevant regulations , if any . The aim is to assess whether the properties meet the required standards for safety, habitability, and overall quality, ensuring that they adhere to all applicable rules and guidelines.

Onsite Inspections for Program Year 2025 per 24 CFR §92.251(f)

In addition to listing the projects scheduled for onsite inspection, this section provides a summary of any issues identified during these inspections . For projects that were not inspected, it explains the reasons for the lack of inspection and outlines the plan to address and remedy the situation.

In PY 2025, the City completed monitoring for the following developments:

1. Fountains Apartments

2. Paulson Park I and II Apartments

3. Maryce Freelen Place Apartments

4. Shorebreeze Apartments

5. San Antonio Place Apartments

6. Ginzton Terrace Apartments

Desk and file reviews were completed which involved the review of quarterly invoices, project budgets and supporting financial records, client reports and client files, and agency audit reports . Additionally, staff reviewed the Developer’s financial and programmatic policies and procedures to ensure compliance with all applicable federal requirements . The City also completed onsite inspections for these developments. The monitoring of these developments did not result in any major findings. There were a few areas where additional information wa s needed in order to ensure compliance, but the necessary information was provided by the developments upon request which resulted in the resolution of any concerns.

It should be noted that Mountain View’s subsidized housing complexes are kept in good condition and the units with Project Based Vouchers are inspected by the Housing Authority of the County of Santa Clara on an annual basis.

Assessment of the Jurisdiction's Affirmative Marketing Actions for HOME Units . 24 CFR

91.520(e) and 24 CFR 92.351(a)

Prior to a developer’s initially selling or leasing any CDBG or HOME –funded units, the City requires submittal of a HUD-compliant affirmative marketing plan that demonstrates how the developer intends to target all segments of the community. A developer must coordinate with the City and track applicants’ race and ethnicity data for reporting purposes.

The City requires that owners of subsidized properties have and follow its affirmative action marketing plan. Prior to leasing units at subsidized properties, bilingual outreach is carried out by the property 478
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owners and City’s bilingual outreach team . Marketing materials are translated into Spanish, Mandarin , and Russian and distributed throughout the community . Individuals who request it are given assistance in completing the applications. Information about the rental process is also provided to nonprofit service agencies so they can pass the information to their clients and assist them with the application process .

Announcements about the opening of the wait list are widely distributed. Developers, during the wait list intake process, have been instructed to have multilingual resources available to address limited English proficiency individuals and application process questions.

The City updated its policies and procedures for Waitlist and Application management in February 2023, in accordance with HUD requirements, which included revisions to the application form, closing the waitlist after a maximum of 30 days and processing all applicants on the waitlist for eligibility first prior to processing new applicants on a reopened waitlist. The City also evaluated the Affirmative Marketing plans for 18 fully affordable housing projects in the City and found they were in substantial compliance overall with HUD requirements.

Data on the amount and use of program income for projects, including the number of projects and owner and tenant characteristics.

In Program Year 2025, the City expended approximately $1.7 million in HOME and HOME-ARP funds, including $926,629 in program income, on the construction of the Lot 12 affordable housing development which began construction in March 2026. Upon completion, anticipated in 2028, the development will provide 120 affordable rental apartments.

Other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY:

Including the coordination of LIHTC with the development of affordable housing). 24 CFR

91.320(j)

The City is implementing its State-certified 2023-31 Housing Element to increase the supply of affordable housing as well as prevent tenant displacement through various strategies includes developing a n acquisition/preservation program focused on preserving existing rent -stabilized housing units .

Additionally, the City has a robust affordable housing pipeline representing approximately 2,674 new affordable housing units to be built over the next few years. These projects will require the developers to leverage tax credits – as well as other external funding sources – for the projects to be financially feasible.

The City is also pursuing applicable State and Federal funding opportunities to leverage City funds and address existing funding gaps the City faces in funding its affordable housing pipelines. The City is also in the process of developing a Community Ownership Action Plan. The purpose of the COAP is to create stable, long-term affordable housing by supporting resident-led efforts to purchase and preserve existing housing. The City's initial goal is to support the preservation of 50 long -term affordable, community - owned units through city funds and other leveraged funds. The City has also established an acquisition/preservation fund and contributed $4 million. This funding is anticipated to catalyze other funding sources for acquisition and preservation in the City of Mountain View. 479
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CR-58—Section 3

Section 3 of the Housing and Urban Development Act of 1968 is a provision designed to ensure that employment and business opportunities generated by certain HUD-funded projects are directed to low- and very low -income persons, particularly those residing in the areas where the HUD funds are being used.

The key aspects the Section 3 addresses:

1. Employment Opportunities: It requires that, to the greatest extent feasible, HUD -funded projects provide job training and employment opportunities to low - and very low -income individuals, especially those living in the vicinity of the project.

2. Business Opportunities: Section 3 also aims to ensure that businesses owned by or that employ low- and very low-income individuals are given opportunities to participate in contracts funded by HUD.

3. Requirements for Recipients: Recipients of HUD funds are required to make efforts to comply with Section 3. This includes notifying residents and businesses about opportunities, including Section 3 provisions in contracts, and reporting on Section 3 compliance.

4. Reporting and Compliance: Agencies and contractors must report on their efforts to comply with Section 3 requirements, demonstrating how they have provided employment and business opportunities to the target groups.

The goal of Section 3 is to promote economic self-sufficiency and ensure that HUD -funded projects have a positive impact on the local community, particularly for those who are economically disadvantaged.

Number of individuals assisted and the types of assistance provided under Section 3

Table 15 – Total Labor Hours

Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 N/A N/A N/A
Total Labor Hours 0 0 N/A N/A N/A
Total Section 3 Worker Hours 0 0 N/A N/A N/A
Total Targeted Section 3 Worker Hours 0 0 N/A N/A N/A

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Table 16 – Qualitative Efforts - Number of Activities by Program

Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are
Public Housing Targeted Workers 0 0 N/A N/A N/A
Outreach efforts to generate job applicants who are
Other Funding Targeted Workers.
0 0 N/A N/A N/A
Direct, on-the job training (including apprenticeships). 0 0 N/A N/A N/A Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
0 0 N/A N/A N/A
Technical assistance to help Section 3 workers compete
for jobs (e.g., resume assistance, coaching).
0 0 N/A N/A N/A
Outreach efforts to identify and secure bids from Section 3 business concerns.
0 0 N/A N/A N/A
Technical assistance to help Section 3 business concerns understand and bid on contracts.
0 0 N/A N/A N/A
Division of contracts into smaller jobs to facilitate
participation by Section 3 business concerns.
0 0 N/A N/A N/A
Provided or connected residents with assistance in
seeking employment including: drafting resumes,
preparing for interviews, finding job opportunities,
connecting residents to job placement services.
0 0 N/A N/A N/A
Held one or more job fairs. 0 0 N/A N/A N/A
Provided or connected residents with supportive
services that can provide direct services or referrals. 0 0 N/A N/A N/A
Provided or connected residents with supportive
services that provide one or more of the following: work readiness health screenings, interview clothing,
uniforms, test fees, transportation.
0 0 N/A N/A N/A
Assisted residents with finding child care. 0 0 N/A N/A N/A Assisted residents to apply for, or attend, community
college or a four year educational institution.
0 0 N/A N/A N/A
Assisted residents to apply for, or attend,
vocational/technical training.
0 0 N/A N/A N/A
Assisted residents to obtain financial literacy training and/or coaching.
0 0 N/A N/A N/A
Bonding assistance, guaranties, or other efforts to
support viable bids from Section 3 business concerns.
0 0 N/A N/A N/A
Provided or connected residents with training on
computer use or online technologies.
0 0 N/A N/A N/A
Promoting the use of a business registry designed to
create opportunities for disadvantaged and small
businesses.
0 0 N/A N/A N/A
Outreach, engagement, or referrals with the state one-
stop system, as designed in Section 121(e)(2) of the
Workforce Innovation and Opportunity Act.
0 0 N/A N/A N/A
Other. 0 0 N/A N/A N/A

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Narrative

During Program Year 2025, the City did not complete any federally funded projects subject to Section 3 reporting requirements. Construction of the Lot 12 affordable housing development began in February 2026 and is anticipated to be completed in 2028. The City will report Section 3 outcomes for the project following its completion, in accordance with HUD reporting requirements. 482

Mountain View City CouncilSeptember 8, 2026

Mountain View City Council
September 8, 2026