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
PY 2025 CAPER 2
(THIS PAGE INTENTIONALLY LEFT BLANK)
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.
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.
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.
6 | Page
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%
7 | Page
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
8 | Page
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.
9 | Page
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.
10 | Page
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.
11 | Page
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.
12 | Page
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.
13 | Page
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.
14 | Page
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
15 | Page
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
16 | Page
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
17 | Page
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.
18 | Page
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
19 | Page
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 20 | Page
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.
21 | Page
• 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 22 | Page
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. 23 | Page
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.
24 | Page
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 25 | Page
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.
26 | Page
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. 27 | Page
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 28 | Page
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.
29 | Page
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.
30 | Page
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.
31 | Page
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 32 | Page
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. 33 | Page
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
34 | Page
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
35 | Page
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.