ATT 1 - Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 — Council Sustainability Committee, September 29, 2026

Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
Council Sustainability Committee

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Climate Forward Mountain View
Building Momentum Toward a Carbon -Free Future
2027– 2031
Table of Contents
PART I — WHY CLIMATE FORWARD` .............................................................................. 3

1. EXECUTIVE SUMMARY ............................................................................................ 3

2. MOUNTAIN VIEW'S CLIMATE JOURNEY .................................................................... 7 PART II — WHAT WE KNOW .......................................................................................... 10

3. THE COMMUNITY'S EMISSIONS TODAY ................................................................. 10

4. THE DECARBONIZATION ANALYSIS ....................................................................... 16

5. A CHANGING POLICY AND MARKET LANDSCAPE .................................................. 28 PART III — THE CLIMATE FORWARD PLAN ..................................................................... 35

6. CLIMATE FORWARD AT A GLANCE ........................................................................ 35

7. HOW ACTIONS WERE PRIORITIZED ....................................................................... 43

8. MANAGING RISK AND UNCERTAINTY .................................................................... 46 PART IV — FIVE-YEAR ACTIONS .................................................................................... 49

9. CLEAN BUILDINGS ............................................................................................... 49 Action 1. Electriﬁcation Readiness, Outreach, and Incentives ................................. 53 Action 2. Electriﬁcation Permit Streamlining........................................................... 56 Action 3. Equity-Focused Electriﬁcation ................................................................ 58 Action 4. Integration into City Policies and Programs ............................................... 61 Action 5. Reach Codes for Commercial Development ............................................. 64 Action 6. Zoning Incentives ................................................................................... 67 Action 7. Neighborhood Decarbonization Pilot ....................................................... 69 Action 8. Regional Time-of-Sale Partnership ........................................................... 72 Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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Action 9. Regional Building Performance Standards ................................................ 75 Action 10. End of Natural Gas Flow Goal ................................................................ 78 CHAPTER 10. CLEAN TRANSPORTATION ................................................................... 82 Action 11. EV Outreach, Education, and Incentives................................................. 87 Action 12. Multifamily EV Charging ........................................................................ 90 Action 13. Workplace and Public EV Charging ........................................................ 93 Action 14. Reliable City-Owned Public Charging ..................................................... 96 Action 15. Transit and Shuttle Connections ............................................................ 98 Action 16. E-Bikes, E-Scooters, and Connected Mobility ....................................... 101 Action 17. Transportation Demand Management .................................................. 104 Action 18. Active Transportation and Safe Connections ........................................ 107 Action 19. Transit-Oriented Development and Parking Management ...................... 110 Action 20. Zero-Emission Delivery and Rideshare ................................................. 113

11. Zero Waste ...................................................................................................... 116 Action 21. Zero Waste Plan Implementation ......................................................... 117 Action 22. Organics and Food Waste Diversion ..................................................... 120 Action 23. Reuse and Waste Prevention ............................................................... 122 Action 24. Commercial and Community Resource Recovery ................................. 124 Action 25. Next Phase of Zero Waste Planning ...................................................... 126

12. ECOSYSTEM SEQUESTRATION .......................................................................... 128 Action 26. Urban Forest Enhancement................................................................. 130 Action 27. Natural Areas Conservation and Restoration ........................................ 132

13. PARTNERSHIPS, ADVOCACY , AND IMPLEMENTATION CAPACITY ......................... 135 Action 28. Advocacy and Legislative Action .......................................................... 137 Action 29. Implementation Capacity and Resources ............................................. 140 PART V — Implementation ......................................................................................... 143

14. CLIMATE FORWARD INDICATORS ...................................................................... 143

15. FUNDING CLIMATE FORWARD .......................................................................... 148 Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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16. CONCLUSION.................................................................................................. 152

17. ACTION MATRIX ............................................................................................... 153

PART I — WHY CLIMATE FORWARD

1. EXECUTIVE SUMMARY
Mountain View has set a community goal of achieving carbon neutrality by 2045. Reaching that goal will require sustained action by the City, residents, businesses, utilities, regional agencies, and state and federal governments. It will also require the City to adapt as technologies, markets, regulations, funding, and community needs change.

Climate Forward is Mountain View's ﬁve-year plan for advancing that work.

Communitywide carbon neutrality is Mountain View's long-term goal. Decarbonization is the process of reducing greenhouse gas emissions that will move the community toward that goal. Climate Forward identiﬁes the actions the City will advance over the next ﬁve years to support that transition.

Climate Forward was informed by a technical decarbonization analysis and direction from the Council Sustainability Committee and City Council. The decarbonization analysis was originally intended to evaluate the feasibility of accelerating Mountain View's 2045 carbon- neutrality goal and identify local actions that could have the greatest impact. It also examined the expected effects of federal, State, regional, and local policies on future community greenhouse gas emissions.

The analysis demonstrated why a ﬂexible, ﬁve-year plan is needed.

When the analysis began, existing and anticipated State, regional, and federal policies suggested that only a relatively small share of 2045 emissions would remain to be addressed through local action. As federal and State policies changed during the analysis period, the projected share of emissions requiring local action increased substantially.

These changes reinforced that long-term climate planning must be able to adapt to changing conditions.

The Council Sustainability Committee therefore recommended, and the City Council conﬁrmed in May 2026, that Mountain View retain its 2045 carbon-neutrality goal and focus on a ﬁve-year plan that can respond to changing conditions. The analysis also Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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demonstrated that the actions available to the City during a ﬁve-year period would not, by themselves, produce a proportional reduction in community emissions. The purpose of the ﬁve-year plan is to make measurable progress where possible while building the policies, infrastructure, partnerships, capacity, and community readiness needed for greater emissions reductions over time.

What Climate Forward Does
Climate Forward focuses on the actions Mountain View can take within its authority and the opportunities where local leadership can inﬂuence broader change.

The City will:
• Implement actions within the City's control and continue programs that support emissions reductions.
• Educate and prepare residents, businesses, property owners, and the community for changes in technologies, regulations, and available programs. • Invest strategically where City resources can reduce barriers, support community members experiencing greater climate, economic, or infrastructure-related burdens, or leverage larger public and private investments. • Fill gaps where State, regional, utility, or market programs do not fully address local needs.
• Partner with utilities, regional agencies, neighboring jurisdictions, businesses, community organizations, and other partners.
• Advocate for State, federal, and regional policies and funding that support Mountain View's climate and community goals.
• Build implementation capacity by coordinating staff resources, partnerships, funding, technical assistance, and other resources needed to advance the Plan. • Adapt implementation as external conditions, funding opportunities, technologies, and community needs evolve.

This approach recognizes that Mountain View cannot achieve communitywide carbon neutrality through local action alone. Future emissions reductions will also depend on broader changes in energy, transportation, building technologies, regulations, markets, and infrastructure. The City's role is to help prepare for those changes and maximize how they translate into meaningful progress within the Mountain View community.

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Where Climate Forward Will Focus
Climate Forward organizes the City's ﬁve-year actions around four primary sectors:

Clean Buildings
Prepare existing homes and businesses for building electriﬁcation, implement adopted building policies, streamline permitting, expand access to incentives and technical assistance, support workforce development, and respond to changes in regional and state building regulations.

Clean Transportation
Expand access to zero-emission vehicles and charging, support transit and active transportation, implement transportation demand management, advance transit-oriented development and parking strategies, and improve connections among neighborhoods, jobs, schools, and regional destinations.

Waste
Continue implementing the City's Zero Waste Plan to reduce waste, increase resource recovery, and work toward the City's goal of diverting 90 percent of waste from landﬁlls by 2030.

Ecosystem Sequestration
Implement actions from the Biodiversity and Urban Forest Plan that strengthen the urban forest and conserve and restore natural areas, increasing carbon sequestration while providing broader climate and community resilience beneﬁts.

In addition to these sector-speciﬁc actions, integrated actions support implementation across the Plan:
• Partnerships and Implementation Capacity will strengthen the relationships, coordination, staff capacity, technical resources, and organizational capabilities needed to implement Climate Forward.

• Advocacy and Legislative Action will support policies, programs, infrastructure, and funding at the regional, State, and federal levels that advance Mountain View's climate and community goals.

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Funding Climate Forward includes identifying and pursuing diverse funding and ﬁnancing opportunities—including City resources, utility and regional programs, grants, and public - private partnerships —to reduce cost barriers and expand the City's ability to implement climate actions.

A Plan Designed to Adapt
Climate Forward does not assume that today's policy environment, technologies, funding sources, infrastructure, or market conditions will remain unchanged. Instead, the City will use the ﬁve-year implementation period to evaluate what is working, identify new opportunities, and adjust implementation as conditions change.

Actions that can advance under current conditions will move forward, while additional strategies can be evaluated when changes in policy, funding, technology, infrastructure, or market conditions create new opportunities or challenges. Chapter 8 provides a cross- cutting framework for managing these changes.

This approach allows Mountain View to maintain a consistent long-term direction while remaining realistic about what the City can accomplish in the next ﬁve years.

Measuring Progress
Climate Forward will track implementation through a limited set of annual indicators designed to provide useful information without creating a substantial new reporting burden.

Climate Forward Indicators will be reported annually to assess implementation, selected community trends, and emerging opportunities. The indicators focus primarily on measures the City can inﬂuence and information that can be collected through existing programs and reporting processes.

Community greenhouse gas inventories will remain an important longer-term measure of communitywide emissions trends and progress toward the 2045 carbon-neutrality goal.

Because inventories reﬂect broader economic, policy, energy, and market conditions as well as City actions, they will be considered alongside the Climate Forward indicators rather than used as an annual measure of individual action performance.

Together, these measures will help the City understand whether actions are being implemented, whether important conditions are changing, and where implementation may need to be adjusted.

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The Path Forward
Mountain View enters the next ﬁve years with a strong foundation of climate planning and implementation, but with continued uncertainty about the broader policy and market conditions that will shape long-term emissions reductions.

Climate Forward responds with a practical approach:

Act where the City can make a difference, leverage what others are doing, prepare the community for change, ﬁll gaps when needed, build the capacity to implement, and adapt as conditions evolve.

The goal is not to predict exactly what the next twenty years will look like. It is to ensure that Mountain View is prepared to make the most of the opportunities that emerge while continuing to build toward communitywide carbon neutrality by 2045.

2. MOUNTAIN VIEW'S CLIMATE JOURNEY
Building on More Than Two Decades of Local Climate Action Mountain View's Climate Forward Plan builds on more than two decades of sustainability planning, community engagement, and implementation. Over time, the City's work has evolved from establishing communitywide greenhouse gas reduction goals to developing policies, programs, infrastructure, and partnerships that address emissions across buildings, transportation, energy, waste, and the natural environment. This history provides an important foundation for Climate Forward. The City is not beginning a new climate effort; it is building on programs, policies, partnerships, and institutional capacity developed through successive planning efforts.

Establishing the Foundation
Mountain View's climate work began with a sustained effort to engage the community in deﬁning local sustainability priorities. In 2008, the City convened its ﬁrst Environmental Sustainability Task Force, bringing community members and business leaders together to develop recommendations for improving environmental sustainability. A second task force was convened in 2017, continuing the City's practice of engaging the community in shaping sustainability priorities.

The City also began incorporating greenhouse gas reduction into its broader planning framework. In 2012, Mountain View developed the Greenhouse Gas Reduction Program Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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(GGRP) as part of the implementation of the 2030 General Plan. The GGRP identiﬁed ﬁve strategies—energy, solid waste, water, transportation, and carbon sequestration—and 20 measures intended to reduce the environmental impacts associated with future growth and meet applicable emissions-reduction requirements.

In 2015, the City Council adopted two complementary climate action plans:
• The Climate Protection Roadmap established strategies and mechanisms for reducing communitywide greenhouse gas emissions.
• The Municipal Operations Climate Action Plan established strategies and actions for reducing emissions from City government operations.

Both plans established a long-term target of reducing greenhouse gas emissions 80 percent below 2005 levels by 2050.

From Planning to Implementation
Mountain View subsequently developed a series of Environmental Sustainability Action Plans to translate longer-term sustainability goals into shorter-term programs, policies, and projects. These action plans brought sustainability priorities into implementation across City departments and community programs.

Sustainability Action Plan 4 (SAP-4), adopted in 2019 and based on the work of the second Environmental Sustainability Task Force, provided a particularly broad implementation portfolio. The three-year, $7.5 million plan included 160 ongoing and newly proposed initiatives across multiple City departments, including programs supporting walking and biking, electric vehicles, building efficiency and electriﬁcation, renewable energy, sustainability outreach, and other community sustainability priorities.

These efforts helped establish a pattern that remains relevant to Climate Forward: long- term goals are translated into shorter-term actions, implemented through multiple City departments and partnerships, and adjusted as priorities and conditions change.

Expanding Regional Partnerships
Many of Mountain View's most signiﬁcant climate actions have also depended on partnerships beyond City government. The City has worked with utilities, regional agencies, neighboring jurisdictions, transit providers, businesses, and dedicated community members and organizations to advance solutions that extend beyond municipal boundaries. The City's partnership with Silicon Valley Clean Energy (SVCE), for example, Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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expanded community access to cleaner electricity and demonstrated the importance of regional approaches to reducing emissions.

The City has similarly used regional partnerships to support electric vehicle adoption, transportation demand management, building electriﬁcation, waste reduction, and other sustainability initiatives. These partnerships have become increasingly important as the sources of emissions and the policies affecting them extend beyond the City's direct control.

Setting a New Long-Term Direction
Mountain View's climate planning reached another milestone when the City Council established its goal of achieving communitywide carbon neutrality by 2045. The 2045 goal establishes the long-term destination for the City's climate efforts and provides an overarching framework for coordinating the City's climate actions. Since adopting the goal, the City has continued implementing SAP-4 while responding to changes in technologies, policies, markets, and regional initiatives that are shaping the community's path toward carbon neutrality.

As Mountain View's climate work has evolved, so has the need for a framework that brings these efforts together, reﬂects current conditions, and establishes priorities for the years ahead. Climate Forward builds on the foundation established through SAP-4 and previous climate planning while aligning the City's near-term actions with the 2045 communitywide carbon-neutrality goal. The Plan provides a focused ﬁve-year action plan for the next phase of the City's work while recognizing that progress toward the 2045 goal will also depend on factors beyond the City's direct control.

The Next Chapter
Mountain View enters the next phase of its climate work with a strong foundation of local experience, established programs, regional partnerships, and a long-term commitment to communitywide carbon neutrality. But the conditions shaping the path to 2045 have changed. Mountain View's emissions proﬁle also continues to evolve as the community grows, the electricity supply becomes cleaner, and transportation and building technologies change.

The next chapter looks at where community emissions stand today, how the emissions proﬁle has changed over time, and what those trends mean for the City's path toward carbon neutrality. It then examines the ﬁndings of the City's Decarbonization Analysis and how those ﬁndings inform the ﬁve-year actions in Climate Forward.

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Mountain View's Climate Journey
Year Milestone
2008 The Environmental Sustainability Task Force established 2012 Greenhouse Gas Reduction Program adopted
2015 Climate Protection Roadmap and Municipal Operations Climate Action Plan adopted
2017 Second Environmental Sustainability Task Force convened; Silicon Valley Clean Energy began serving Mountain View
2019 Sustainability Action Plan 4 adopted
2020 City established communitywide carbon-neutrality goal for 2045 2026 Decarbonization Analysis completed
2027 Mountain View's Climate Forward Plan
PART II — WHAT WE KNOW

3. THE COMMUNITY'S EMISSIONS TODAY
Understanding where Mountain View Stands
Mountain View has made measurable progress in reducing community greenhouse gas emissions, but the relative share of emissions across different sources has shifted—and signiﬁcant challenges remain.

The City's 2024 Community Greenhouse Gas Emissions Inventory is the most recent inventory available at the time of plan development. To provide a more representative picture of current communitywide emissions, this analysis uses the average of the 2023 and 2024 inventories as the measure of present-day emissions.

The present-day average communitywide emissions were approximately 486,525 metric tons of carbon dioxide equivalent (MT CO₂e). This is compared with the 728,239 MT CO₂e multi-year average baseline, based on average emissions between 2015 and 2019. The present-day average emissions were approximately 33 percent lower than the baseline average. The baseline average baseline excludes 2020–2022 because emissions in those years were signiﬁcantly affected by the COVID-19 pandemic.

The multi-year average approach provides a more useful basis for assessing progress than comparing current emissions with a single prior year. For future inventories, the City will continue to move towards a multi-year average to represent present-day emissions, while continuing to use a ﬁve-year pre-pandemic average as the baseline for comparison. The Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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timing of this approach will depend on having adequate post-pandemic inventory data available.

Recent inventories also show that emissions are concentrated in a small number of sources. Fossil fuels used in vehicles and natural gas used in buildings together accounted for approximately 82 percent of Mountain View's average present-day communitywide emissions. This concentration helps identify where future changes in technology, infrastructure, policies, and community behavior could have the greatest inﬂuence on emissions.

Where Emissions Come From
The City's greenhouse gas inventory provides a picture of where community emissions come from. The inventory data are grouped into six sectors to show the relative contribution of each source to Mountain View's present-day average emissions. The table and ﬁgure below show how emissions are distributed across these sectors and how each has changed compared with the 2015–2019 baseline.

Emission Source 2023-2024
Average
Emissions
(MT CO₂e)
Share of
2023-2024
Average
Emissions
Change from
2015-2019
Average
Baseline
On-road transportation 296,324 61% 37% lower
Building natural gas 104,507 21% 7% lower
Building electricity 33,276 7% 61% lower
Off-road transportation 39,325 8% 3% lower
Waste 12,393 3% 28% lower
Water 701 <1% 71% lower
Total 486,525 100% 33% lower
Source: City of Mountain View, 2024 Community Greenhouse Gas Emissions Inventory. Percentage changes above are calculated from the average baseline values reported by the City.

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Figure 1: 2023-2024 Average Community GHG Emissions by Source Cleaner Electricity Has Changed the Building Emissions Proﬁle One of the most signiﬁcant changes in Mountain View’s emissions proﬁle has been the decline in emissions associated with electricity used in buildings. Nearly all community electricity accounts in Mountain View transitioned to Silicon Valley Clean Energy (SVCE) beginning in 2017, reﬂecting a broader shift across Silicon Valley toward cleaner, locally procured electricity and away from carbon-intensive power sources. As SVCE expanded its clean-energy supply, the carbon intensity of electricity consumed by Mountain View buildings declined substantially, reducing emissions even as electricity demand continued to support the region’s growing economy and technology sector.

As a result, emissions associated with building electricity have declined substantially.

Building electricity emissions averaged 33,276 MT CO₂e in 2023-2024, compared with 85,212 MT CO₂e in the multi-year average baseline. This represents a reduction of approximately 61 percent.

Natural gas used in buildings tells a different story. Natural gas emissions averaged 104,507 MT CO₂e, compared with 112,612 MT CO₂e baseline, a reduction of approximately 7 percent. Because natural gas emissions have remained relatively stable while electricity emissions have declined substantially, natural gas now represents a more prominent share of building emissions than it did in the baseline period. In 2023-2024, building natural gas accounted for an average of 21 percent of communitywide emissions, compared with 7 percent from building electricity.

Transportation,
61%
Natural Gas,
21%
Electricity, 7%
Off-Road, 8%
Waste, 3% Water, 0%
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Figure 2: 2015-2024 Energy Emissions
This shift is important for understanding the City's current building challenge. The substantial reduction in electricity-related emissions means that future progress in the building sector will increasingly depend on reducing natural gas use in buildings, while considering the costs, technical requirements, building conditions, and availability of equipment and contractors needed to make that change.

Transportation Remains the Largest Source
Transportation remains the largest source of community greenhouse gas emissions, accounting for 61 percent of the present-day average community-wide emissions.

On-road transportation emissions averaged 296,324 MT CO₂e in the present-day average, a 37 percent reduction from the 470,317 MT CO₂e baseline average. This decline reﬂects changes in vehicle travel, fuel efficiency, and increased adoption of electric vehicles.

Vehicle technology is changing as well. California Energy Commission data show that zero- emission vehicles1 represented 22 percent of Mountain View's registered vehicle population in 2024, compared with 7 percent in 2020 and 2 percent in 2015.2 The pace of emissions reductions will also depend on how quickly older gasoline-powered vehicles are replaced, how much people drive, and the availability of charging and other transportation options.

1 For purposes of this analysis, zero-emission vehicles include battery electric vehicles, plug-in hybrid electric vehicles, and fuel cell electric vehicles.
2 California Energy Commission data are reported by ZIP code and may not align exactly with the City of Mountain View boundaries. 0 50,000
100,000
150,000
2015 2017 2019 2021 2023
Emissions (MT CO2e)
Natural Gas Electricity
SVCE Launched Service
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Transportation, therefore, presents both evidence of progress and a signiﬁcant remaining challenge. It is the largest source of community emissions and reducing it will depend on a combination of vehicle technology, travel behavior, infrastructure, land use, and regional transportation systems.

Other Sources of Community Emissions
The remaining sectors account for smaller shares of Mountain View's community emissions, but they remain part of the City's overall carbon-neutrality effort.

Off-Road Transportation
Off-road transportation accounted for approximately 8 percent of present-day emissions, or 39,325 MT CO₂e. This category includes construction equipment, commercial and industrial equipment, lawn and garden equipment, and other off-road sources. Emissions were approximately 3 percent below the baseline.

Because these emissions are associated with a range of equipment and activities, future reductions may depend on the availability and cost of zero-emission equipment, applicable regulations, and market conditions.

Waste
Waste accounted for approximately 3 percent of present-day emissions, or 12,393 MT CO₂e. Waste emissions were approximately 28 percent below the baseline of 17,091 MT CO₂e.

Although waste represents a relatively small share of the community inventory, continued implementation of the City's Zero Waste Plan and applicable state requirements can contribute to further emissions reductions while advancing resource conservation and waste diversion goals.

Water and Wastewater
Water accounted for less than 1 percent of present-day emissions, with emissions of 701 MT CO₂e compared with the baseline of 2,421 MT CO₂e. This represents a reduction of approximately 71 percent.

More than 95 percent of emissions attributed to the water sector in recent inventories are associated with wastewater treatment rather than potable water use. Emissions declined substantially following the decommissioning of incinerators at the Palo Alto Regional Water Quality Control Plant and the transition to off-site processing of biosolids. Emissions Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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associated with potable water use remain relatively small, in part because Mountain View's water supply is primarily gravity-fed and requires very little energy.

These sectors are smaller sources of community emissions, but continued improvements can provide emissions reductions alongside other environmental and community beneﬁts.

What the Inventory Tells Us
The 2023-2024 average inventory provides a clear starting point for the next phase of Mountain View's climate work.

First, Mountain View has made measurable progress. Communitywide emissions were approximately 33 percent below the 2015-2019 baseline. The ﬁgure below shows the communitywide emissions trend over time, including the pre-pandemic multi-year baseline and the 2023-2024 average.

Figure 3: 2015-2024 Community GHG Emissions

Second, progress has not been linear or evenly distributed across emission sources.

Cleaner electricity has substantially reduced electricity-related emissions, while transportation and building natural gas remain the dominant sources. Emissions declined sharply during 2020–2022 as the COVID-19 pandemic affected travel, economic activity, and other community patterns, and emissions increased as those conditions changed.

Third, the largest remaining sources are also among the most difficult to address.

Transportation is inﬂuenced by vehicle technology, travel behavior, infrastructure, land use, 2015-2019
Average
Baseline
728,239
2023-2024
Average
486,525
-
200,000
400,000
600,000
800,000
1,000,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Emissions (MT CO2e)
COVID-19 Period (2020-2022)
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and regional transportation systems. Building natural gas emissions are inﬂuenced by equipment replacement cycles, building conditions, technology costs, incentives, and the availability of qualiﬁed contractors.

Finally, the inventory tells us where Mountain View stands today, but it does not tell us what emissions will look like in 2045. Future emissions will depend on changes in technology, regulations, markets, infrastructure, electricity supply, transportation, development, and community behavior. The inventory methodology also does not capture every source of emissions associated with consumption or activity in the community, and some climate beneﬁts—such as certain effects of tree planting and transportation policies—are difficult to quantify through the inventory.

Understanding the future emissions trajectory, therefore, requires a different analysis.

4. THE DECARBONIZATION ANALYSIS
What the Analysis Tells Us About the Path to 2045
The City's Decarbonization Analysis was developed during 2025 and ﬁnalized in 2026 to better understand Mountain View's potential emissions trajectory through 2045 and to evaluate whether the City's adopted communitywide carbon-neutrality goal could be accelerated.

The analysis was also intended to help identify which local actions could make the greatest measurable contribution during the next ﬁve years. It was not designed to model every action that could be included in Climate Forward. Instead, the modeling focused on a limited set of local strategies selected based on potential emissions reductions, available data, implementation feasibility, the ability to quantify their effects, and direction from the CSC.

The analysis provides an important basis for Climate Forward, but its projections should not be interpreted as a prediction of exactly what Mountain View's emissions will be in 2045. The results depend on assumptions about population and employment growth, policy implementation, technology adoption, market conditions, and other factors that can change over time. If and when the assumptions need to change, the analysis can be updated.

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Three Scenarios
The analysis explored three scenarios to illustrate how various combinations of policies and local actions could impact future emissions. The ﬁrst scenario is Business As Usual, which assumes no efforts are made to curtail emissions. The second is Adjusted Business As Usual, which incorporates broader policy and program implementation at the regional, state, and federal levels. The ﬁnal scenario focuses on Local Actions that the City can take to reduce community emissions.

Business as Usual
The Business as Usual (BAU) scenario provides a reference point. It assumes that climate- related regulations, policies, and emissions-reduction measures at the federal, state, regional, and local levels do not contribute to future emissions reductions.

Under this scenario, emissions are projected to increase approximately 13 percent by 2045, reaching approximately 496,716 MT CO₂e, compared to the 2022 baseline of 440,211 MT CO₂e that was used for modeling3. The increase is driven primarily by projected population and employment growth in Mountain View.

The BAU scenario is not intended to represent the most likely future. Its purpose is to provide a baseline against which the potential effects of broader policies and local actions can be evaluated.

Adjusted Business as Usual
The Adjusted Business as Usual (ABAU) scenario adds the anticipated effects of signiﬁcant State, regional, utility, federal, and broader market policies and trends that are expected to reduce communitywide greenhouse gas emissions over time.

These include policies and trends affecting:
• Building electriﬁcation, including regional requirements for zero-NOx equipment • Electricity supply, including California's transition toward renewable and zero- carbon electricity

3 The decarbonization analysis uses 2022 as its modeling year, because 2022 was the most recent community greenhouse gas inventory available when the analysis began. Communitywide emissions in 2022 were approximately 440,211 MT CO₂e.The City's subsequent inventories reported an average of 486,525 MT CO₂e for 2023-2024. The two analyses serve different purposes: the inventory measures actual community emissions for a speciﬁc year, while the decarbonization analysis uses 2022 as a starting point for modeling possible future emissions under different assumptions. The 2045 BAU projection of 496,716 MT CO₂e is therefore a modeled scenario based on 2022 conditions and assumptions, rather than a projection from the City's most recent 2023–2024 inventory results.

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Figure 4: 2022-2045 modeled emissions trajectory under the BAU and ABAU scenarios

• Vehicle electriﬁcation and fuel standards, including continued EV market adoption and the California Low Carbon Fuel Standard
• Off-road equipment, including the transition from gasoline-powered small off-road equipment to electric equipment
• Organic waste, including requirements to reduce organic material disposed in landﬁlls
• Building energy efficiency, including State building standards for new construction Under the analysis, the ABAU scenario results in approximately 181,216 MT CO₂e of emissions in 2045, compared with 496,716 MT CO₂e under BAU. The modeled broader policies and market trends account for approximately 315,500 MT CO₂e of emissions reductions by 2045. Based on the BAU and ABAU values shown in the analysis, this represents emissions approximately 64 percent below BAU emissions

4. Figure 4 illustrates the substantial role that state, regional, and other broader policies and market trends could play in reducing Mountain View's future emissions.

4 The approximately 64 percent ﬁgure is calculated from the BAU and ABAU 2045 emissions values presented in the decarbonization analysis. The analysis itself reports a 59 percent reduction using a different calculation methodology.

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The table below provides more detail on the major policies and trends included in the ABAU scenario and their estimated 2045 emissions reductions.

Major Policies and Market Trends Included in the ABAU Scenario Broader policy or
market trend
What it does/represents Estimated
2045
reduction
MT CO₂e
EV market trends
Represents continued growth in electric vehicle
adoption. The analysis market-driven EV adoption rather than assuming that a State zero-emission vehicle
mandate will guarantee the pace of adoption.

110,358
Bay Area Air District
Rules 9-4 and 9-65
Establishes zero-NOx requirements for covered gas-ﬁred
equipment, including water heaters and furnaces. As
existing equipment reaches the end of its useful life, the analysis assumes replacement primarily with electric
alternatives. The analysis reﬂects the rules in effect as of May 2026.
107,476
SB 100 – California
Renewable Portfolio
Standard
Drives continued decarbonization of California's
electricity supply. SB 100 establishes a State policy for electricity sales to be supplied increasingly by renewable and zero-carbon resources, with a goal of 100 percent by 2045.
52,753
California Low
Carbon Fuel
Standard
Uses regulatory market-based mechanisms to reduce
the carbon intensity of transportation fuels and
encourage greater use of lower-carbon and renewable
fuel alternatives.
37,133
AB 1346 – Small Off-
Road Engine Ban
Drives the transition away from gasoline-powered small
off-road equipment to electric, particularly in lawn and garden, commercial, and recreational equipment. The
analysis assumes that affected equipment sales
transition to 100% electric beginning in 2026, with
4,832

5 The analysis is based on the Bay Area Air District Rules 9-4 and 9-6 in effect as of May 2026. Potential future changes to these rules and their implications for projected emissions may be updated in the future.

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Major Policies and Market Trends Included in the ABAU Scenario Broader policy or
market trend
What it does/represents Estimated
2045
reduction
MT CO₂e
equipment replaced over time as existing units reach the end of their useful life.

SB 1383 – Short-
Lived Climate
Pollutants
Requires reductions in organic waste disposed in
landﬁlls, reducing methane emissions associated with
the decomposition of organic material.
2,570
2022 California
Green Building
Standards Code
(CALGreen)
Establishes statewide energy-efficiency and building
requirements that reduce energy use and associated
emissions from new construction.
199
Silicon Valley Clean
Energy clean
electricity
commitments
6 Supports cleaner electricity supplied to SVCE
customers. The analysis assumes SVCE electricity is
emission-free beginning in 2025; however, it does not
assign additional 2045 reductions to SVCE because the
modeled electricity-sector reductions are already
accounted for through the State's electricity
decarbonization assumptions.

No additional
modeled
reduction in
2045
Total modeled ABAU emissions reductions 315,500
Remaining emissions in 2045 181,216
Source: City of Mountain View Decarbonization Goal Analysis. The reductions shown are modeled contributions and should not be interpreted as independent additive forecasts of future emissions. Individual reductions shown in the table may not sum exactly to the reported total due to rounding and underlying modeling calculations. The total modeled reduction of 315,500 MT CO₂e is reported in the City of Mountain View Decarbonization Goal Analysis.

These results illustrate an important point for Climate Forward: many of the largest modeled emissions reductions come from policies, infrastructure investments, and market changes that extend well beyond the City's direct authority. EV market trends, Bay Area Air District requirements, and California's electricity and transportation policies account for the largest modeled contributions.

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The Local Action Scenario
The third scenario adds nine local actions to the ABAU scenario.

The nine actions were selected for modeling from the broader set of actions considered by City staff and the CSC. They were intended to represent local strategies that the City could reasonably inﬂuence or implement and that had sufficient information available to estimate their potential emissions impacts.

The analysis estimates that the nine local actions could provide approximately 31,285 MT CO₂e of additional reductions by 2045, beyond the ABAU scenario. This would reduce modeled 2045 emissions from approximately 181,216 MT CO₂e in the ABAU to approximately 149,931 MT CO₂e.

The multifamily EV charging action accounts for approximately 22,217 MT CO₂e, or roughly 71 percent of the total modeled reductions from the nine local actions. The analysis assumes that adequate charging access would increase from approximately 25 percent of multifamily units by 2031 to 95 percent by 2045. This illustrates the importance of charging access for residents who may not have reliable access to home charging, while also highlighting the extent to which the modeled local-action results depend on the successful expansion of multifamily charging.

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Figure 5: Modeled Emissions and the Scale of Local Actions The ﬁgure above illustrates how the local actions contribute to the overall emissions trajectory and provides a closer look at the portion of the emissions gap addressed by local action.

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The analysis evaluated the following nine local actions.

Local action What was modeled Key modeling assumption Estimated 2045
reduction
(MT CO₂e)
Multifamily EV
charging
Increased access to on-site
or nearby charging at
multifamily properties.

Expansion of EV charging
access increases from
approximately 25% of
multifamily units by 2031
to 95% by 2045;
multifamily units are
assumed to represent 55%
of housing units.
22,217
EV outreach
and education
Outreach, technical
assistance, and incentives
to encourage EV adoption.

Approximately 75 rebates
per year supporting
replacement of gasoline
vehicles with EVs.
4,111
Building
electriﬁcation
outreach,
incentives, and
technical
assistance
Programs to help residents
and businesses transition
from natural gas to electric
equipment.

Assume 1% annual shift
from natural gas to
electricity via various
electriﬁcation upgrades
and retroﬁts from action.
2,373
Regional time-
of-sale building
electriﬁcation
partnership
Policy impacting
electriﬁcation at the time of
sale, modeled on
Berkeley's Building
Emissions Savings
Ordinance.

Approximately 225
residential homes sold per
year would include
electriﬁcation projects.
1,173
Mixed-use
zoning and
transit-oriented
development
Implementation of adopted
and planned land-use
strategies, including
assumptions associated
Approximately 4.8 dwelling
units/acre and
approximately 17,000 new
926
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Local action What was modeled Key modeling assumption Estimated 2045
reduction
(MT CO₂e)
with the Moffett Boulevard
and R3 Plans.
units associated with the
plans.

Transportation
Demand
Management
TDM ordinance targeting
covered new development.

Average 30% reduction in
VMT from covered new
projects; approximately
10% of new VMT assumed
to result from new
development.
190
Complete
Streets and
active
transportation
Accelerated bicycle and
pedestrian infrastructure.
5% increase in sidewalk
miles and 10% increase in
bicycle-lane miles.
173
Natural areas
conservation
and restoration
Carbon sequestration
associated with wetland
and marshland restoration.

Restoration of up to 87
acres of wetlands.
121
Building Reach
Codes
Local building
requirements supporting
electriﬁcation and electric
readiness.

The analysis showed
minimal emissions
reductions in 2045 for
Reach Codes because the
modeled effects of the Bay
Area Air District's Rules 9-4
and 9-6 substantially
overlap with the emissions
reductions that reach
codes would otherwise
address. As a result, the
analysis could not identify
a separate, measurable
Minimal
modeled
reduction
in 2045
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Local action What was modeled Key modeling assumption Estimated 2045
reduction
(MT CO₂e)
reduction from reach
codes in 2045.

Total modeled Local Actions MTCO₂ reductions 31,285
Remaining MTCO₂ emissions in 2045 149,931
Source: City of Mountain View Decarbonization Goal Analysis. Estimates reﬂect the speciﬁc assumptions used in the model and are not forecasts of actual program performance. Actual results will depend on implementation, infrastructure, market conditions, and community response, and other factors. Individual action estimates may not sum exactly to the reported total due to rounding and underlying modeling calculations. The total modeled reduction of 31,285 MT CO₂e is reported in the City of Mountain View Decarbonization Goal Analysis.

The Remaining Emissions Challenge
Even after accounting for the broader policies and market changes included in the ABAU scenario and the additional reductions from the modeled local actions, approximately 149,931 MT CO₂e of emissions remain projected in 2045. The sources of these remaining emissions differ from those that dominate Mountain View's emissions today, with the exception of on-road vehicles. The analysis projects that the remaining 2045 emissions will come primarily from three sources:
• 64 percent from on-road vehicles
• 23 percent from off-road equipment
• 7 percent from landﬁll emissions
• 6 percent from natural gas in buildings
On-road transportation is projected to be the largest remaining source. Even after accounting for projected EV market adoption and the Low Carbon Fuel Standard, the analysis estimates approximately 95,180 MT CO₂e of on-road transportation emissions in 2045. These residual emissions reﬂect continued gasoline vehicle use, incomplete adoption of zero-emission vehicles, and transportation activity that is inﬂuenced by regional travel patterns and factors beyond the City's direct control.

Off-road equipment represents another signiﬁcant remaining source. The category includes large construction equipment, diesel-powered engines, generators, and other equipment that is not fully addressed by existing state requirements. The City has some opportunities to inﬂuence this sector, but many of the most signiﬁcant emissions Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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reductions will depend on equipment availability, costs, technology development, replacement cycles, and state or regional requirements.

Landﬁll emissions are also projected to remain in 2045, although at a substantially lower level than transportation and off-road sources. State and regional waste policies, including requirements that reduce organic waste disposal, are expected to contribute to reductions in this sector.

Natural gas used in buildings is projected to persist until 2045, as the Air District requirements do not eliminate all sources of natural gas emissions in buildings.

These emissions are expected to come primarily from end uses that are not currently covered by Rules 9-4 and 9-6, including:
• gas clothes dryers;
• ﬁreplaces;
• cooking appliances, including gas stoves and ovens; and • pool and spa heating.

This is important because the City cannot assume that compliance with the current Air District rules alone will eliminate all building-related natural gas emissions.

Future state, regional, or federal requirements, as well as changes in technology and the market, could address some of these remaining sources over time.

The remaining emissions proﬁle matters because it shows that achieving carbon neutrality will require more than can be implemented over the next ﬁve years. Some of the largest remaining sources will depend on technologies, infrastructure, policies, markets, and regional systems that will continue to evolve.

What Local Action Can Accomplish
As previously noted, the results of the analysis demonstrate both the contribution and the limits of local action. The modeled local actions do not close the remaining emissions gap to carbon neutrality, but they can provide meaningful reductions and inﬂuence how effectively broader changes are implemented in Mountain View.

Local action can:

Help broader policies succeed. Local permitting, outreach, education, technical assistance, infrastructure, and partnerships can help residents and businesses participate in broader emissions-reduction programs.

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Accelerate adoption. City programs and investments can reduce ﬁnancial, informational, infrastructure, and other barriers to adoption of cleaner technologies.

Address local gaps. The City can focus on needs that are not fully addressed by state, federal, regional, utility, or market programs.

Test and demonstrate new approaches. The City can pilot programs, policies, and partnerships at the local level, generate experience and information about what works, and help inform approaches that could be expanded or adopted by other jurisdictions or at the regional or state level.

Maintain options. Local strategies can provide additional reductions if broader policies are delayed, modiﬁed, or less effective than anticipated.

Build capacity for future action. Programs, partnerships, infrastructure, workforce development, and community engagement can establish conditions for larger emissions reductions over time.

The modeled actions represent only a portion of the Climate Forward action portfolio. The decarbonization analysis focused on local actions for which emissions reductions could be meaningfully estimated using available data and modeling assumptions. Other actions included in Climate Forward may contribute to implementation, remove barriers, build capacity, test new approaches, or provide other community beneﬁts that are not readily captured in a single communitywide emissions estimate. The absence of a modeled emissions reduction does not mean that an action is less important to the Plan.

The modeled actions should not be viewed simply as a list of measures ranked by their estimated emissions reductions. The analysis quantiﬁed a limited set of actions for which emissions impacts could be estimated. The broader Climate Forward action portfolio also includes actions whose value may be difficult to express through a single communitywide emissions estimate.

What the Analysis Means for the Five-Year Plan
The decarbonization analysis provides a clear basis for how Climate Forward approaches the next ﬁve years.

First, Mountain View will need both broader action and local action. The analysis shows that state, regional, federal, utility, and market changes can produce substantial emissions reductions, but local action can add reductions, help those broader changes reach the community, and address barriers and gaps.

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Second, the City should focus on areas where it can make meaningful progress now.

The ﬁve-year plan cannot resolve every source of projected 2045 emissions, particularly where the most effective technologies, infrastructure, or policy tools are still developing or have been curtailed. The City's role is to advance actions within its authority and inﬂuence while building the capacity needed for future reductions.

Third, the pathway to 2045 will continue to evolve. The analysis depends on assumptions about policy implementation, technology adoption, markets, infrastructure, and community behavior. Some of those assumptions have already changed during the analysis period, while others may change during the implementation of Climate Forward.

For that reason, Climate Forward is designed to make progress under current conditions without locking the City into a single long-term pathway to 2045. The City will advance actions that are appropriate and feasible now, monitor the conditions that could affect their effectiveness, and retain the ability to adjust priorities or pursue additional strategies as circumstances change.

The next chapter examines those changing conditions—including changes in federal, state, and regional policy, utility and infrastructure conditions, and technology and market trends—and considers how they could affect Mountain View's path to carbon neutrality.

5. A CHANGING POLICY AND MARKET LANDSCAPE
Planning for a Climate Future That Will Not Stand Still The modeling provides a range of possible future emissions pathways, but the conditions underlying those pathways can change. Several signiﬁcant policy, regulatory, infrastructure, and market changes occurred during the analysis period and could affect how the pathway unfolds.

Federal Policy Has Changed
Federal policy changes during the decarbonization analysis affected both the assumptions underlying the City's emissions projections and the incentives available to residents and businesses.

The Loss of Advanced Clean Cars II
One of the most signiﬁcant changes involved California's Advanced Clean Cars II (ACC II) regulations. ACC II was intended to require an increasing share of new passenger vehicle Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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sales in California to be zero-emission vehicles, ultimately reaching 100 percent by 2035.

Because transportation is Mountain View's largest source of community greenhouse gas emissions, the regulation was an important component of the City's initial emissions forecast. The City estimated that ACC II could have reduced Mountain View's emissions by approximately 263,595 MT CO₂e by 2045.

Federal action subsequently revoked the waiver that had allowed California to implement the regulation. As a result, the requirement is not currently enforceable and remains subject to legal challenge.

The change substantially affected the City's planning assumptions. Before the change, the analysis indicated that approximately 7 percent of future emissions would require additional local action after accounting for broader policies. Following the loss of ACC II, the projected share of emissions requiring local action increased to approximately 40 percent by 2045.

This change does not mean that zero-emission vehicle adoption will stop. It does mean that the City can no longer assume that a state zero-emission vehicle mandate will provide the same level or pace of emissions reductions assumed earlier in the planning process.

From a Regulatory Assumption to a Market-Based Projection As a result, the ﬁnal decarbonization analysis replaced the ACC II assumption with an EV market-trend projection. The revised approach assumes continued growth in zero- emission vehicle adoption, based on sustained EV sales. Under those assumptions, EV market trends are projected to produce approximately 110,358 MT CO₂e of emissions reductions by 2045 rather than the initial estimate of 263,595 MT CO₂e .

The distinction is important. A regulatory requirement establishes a deﬁned policy pathway. A market projection depends on decisions made by consumers, manufacturers, utilities, infrastructure providers, and other participants in the transportation system.

Mountain View can inﬂuence some of these conditions through charging infrastructure, outreach, partnerships, and local programs, but it cannot control the vehicle market or determine the pace of adoption on its own.

Other Federal Changes Affect Technology Adoption
The loss of ACC II was not the only federal change affecting the City's planning environment.

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Changes to federal incentives established by the Inﬂation Reduction Act, including those that helped reduce the upfront costs of electric vehicles and electric heating equipment for spaces and water, may inﬂuence consumer decisions to adopt electric options. The federal government also rescinded the EPA Endangerment Finding, further changing the federal regulatory environment for greenhouse gas emissions. The full effects of these changes on technology adoption and local emissions are not yet known.

These changes matter because the cost and availability of incentives can affect when residents and businesses replace vehicles and building equipment. The City cannot replace federal incentives or federal regulations at the same scale. It can, however, help reduce other barriers to adoption, including information gaps, upfront costs, permitting challenges, limited access to charging, and limited access to qualiﬁed contractors.

This is one reason Climate Forward includes actions related to education, technical assistance, infrastructure, partnerships, and targeted ﬁnancial support. The goal is not to recreate every federal program locally. It is to identify where local action can help the community continue making progress when broader support is uncertain.

State Policy Can Change the City's Toolbox
State policy affects not only the emissions pathway but also the tools available to local government.

Changes to Residential Reach Code Authority
Assembly Bill 130 changed Mountain View's options for residential building regulations by limiting local jurisdictions' ability to adopt or amend certain residential building standards, including Reach Codes, for six years. The legislation does not eliminate every local tool; commercial Reach Codes and zoning incentives remain potential approaches, subject to applicable law. A zoning incentive is an allowable exception to an adopted development standard, such as building height, setbacks, or ﬂoor area, or an alternative permitting process.

This change is important because Reach Codes have historically allowed the City to implement building requirements that exceed minimum state standards, promoting or mandating building electriﬁcation for construction projects.

Mountain View adopted its current building electriﬁcation Reach Codes before the new state restrictions took effect, as part of the adoption of the 2025 California Building Standards Code. The City is also pursuing other approaches that can support building electriﬁcation within its current authority.

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In addition to these State-law changes, federal preemption has also affected the range of local building electriﬁcation regulations available to cities. In California Restaurant Association v. City of Berkeley, the Ninth Circuit held that the federal Energy Policy and Conservation Act preempted Berkeley's ordinance prohibiting natural-gas piping in newly constructed buildings. The court concluded that the ordinance effectively regulated the energy use of covered natural-gas appliances, even though the ordinance was framed as a building-piping requirement.

The decision illustrates that local building electriﬁcation requirements may be subject to limits beyond California building code authority, depending on how the requirement is structured and which federal laws apply. It therefore adds another consideration when Mountain View evaluates future regulatory approaches.

These changes do not eliminate local action on building emissions. They change the range of regulatory tools available to the City and increase the importance of understanding which strategies can be implemented under current State and federal law.

This includes exploring both regulatory and non-regulatory approaches outlined in more detail in Chapter 9, such as:
• Commercial building requirements, where permitted
• Zoning incentives
• Electriﬁcation-readiness measures
• Financial and technical assistance
• Permitting improvements
• Education and outreach
• Partnerships with utilities and other agencies
The City's objective is to use the tools available today while remaining prepared to use additional tools if State or federal law, regional requirements, or other conditions change.

Regional Gas-Fired Equipment Requirements Are Still Evolving Building electriﬁcation provides one of the clearest examples of how broader policy decisions can affect Mountain View's path toward communitywide carbon neutrality.

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The Bay Area Air District's Rules 9-4 and 9-6 establish zero-nitrogen-oxide (zero-NOx) emissions requirements for certain new and replacement natural gas equipment. The requirements are designed to reduce emissions from combustion equipment as existing equipment reaches the end of its useful life and is replaced.

What the Current Rules Require
Under the rules incorporated into the City's decarbonization analysis, the requirements are phased in over time:

Effective
Date
Current Rule Requirement
January 1,
2027
Small water heaters with input ratings below 75,000 BTU/hour manufactured or installed must meet zero-NOx requirements. For many residential applications, replacement of a failed gas water heater would therefore generally require an electric alternative, such as a heat-pump water heater.

January 1,
2029
Residential and many commercial furnaces manufactured or installed must meet zero-NOx requirements. When an existing furnace reaches the end of its useful life, replacement would generally be an electric heat pump rather than a conventional gas furnace.

January 1,
2031
Larger water heaters with input ratings from 75,000 to 2,000,000 BTU/hour, including many multifamily, commercial, and larger tankless systems, manufactured or installed, must meet zero-NOx requirements.

These requirements are important because they address the replacement of existing gas equipment, rather than requiring every existing building to immediately replace functioning equipment. As equipment reaches the end of its useful life, the rules are intended to shift replacement toward zero-emission electric technologies.

Under the assumptions used in the City's Adjusted Business as Usual (ABAU) scenario, Rules 9-4 and 9-6 are projected to reduce building natural gas emissions by approximately 92 percent by 2045. The analysis estimates that this would represent an overall reduction equivalent to approximately 22 percent of Mountain View's projected BAU communitywide emissions.

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These projected reductions are a major reason that building natural gas emissions decline substantially in the ABAU scenario.

Proposed Changes Could Affect the Emissions Pathway
The current requirements are also subject to change.

As of August 2026, Air District staff have released draft amendments to Rule 9-6 that would delay the small-water-heater requirement from January 2027 to January 2028 and create additional exemptions. The proposed exemptions include certain low-income properties and buildings where electrical or physical constraints make compliance more difficult. The draft materials indicate that the changes could result in approximately 40 percent of water-heater replacements being exempted from the requirement. The Air District Board is tentatively scheduled to consider the proposed amendments in November 2026.

These are proposed changes, not the current requirements. The ﬁnal requirements will depend on action by the Air District Board.

Why the Difference Matters for Mountain View
The uncertainty surrounding the Air District rules is particularly important because the City's decarbonization analysis shows that the value of local actions changes depending on whether the regional requirements are implemented as modeled.

If the Air District requirements are implemented as modeled, the incremental emissions beneﬁt of local Reach Codes declines over time—from approximately 9,233 MT CO₂e in 2035 to 6,637 MT CO₂e in 2040, with limited additional reductions by 2045. By contrast, if the regional requirements are not implemented, local Reach Codes could provide approximately 30,849 MT CO₂e of independent reductions by 2045.

The implication is not that Mountain View should assume either outcome. It is that the value of local action depends on how broader policies are ultimately adopted and implemented.

Climate Forward includes continued support for the implementation of the Air District requirements while maintaining local strategies that can address gaps or become more important if the requirements are delayed, modiﬁed, or implemented differently than assumed in the decarbonization analysis. The appropriate balance between these approaches will be revisited as the regional rulemaking process develops.

Electricity, Grid Capacity, and Utility Conditions
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Electricity is another area in which Mountain View's ability to reduce emissions depends partly on decisions outside the City's direct control.

The transition from natural gas and gasoline to electricity can reduce community greenhouse gas emissions, but the beneﬁts and pace of electriﬁcation depend on the electricity supply, utility programs, grid infrastructure, and the ability of the electric system to accommodate additional demand.

Mountain View's participation in Silicon Valley Clean Energy has already substantially reduced the emissions associated with community electricity use. Future progress will depend in part on how the carbon-free electricity supply evolves and how quickly additional electric demand from vehicles, buildings, and other uses can be accommodated.

Grid capacity can also affect implementation. Electriﬁcation projects may require electrical upgrades, coordination with the utility, or additional infrastructure. These requirements can affect project timing and cost even when a property owner is ready to transition to electric equipment.

Climate Forward calls for the City’s continued work with Silicon Valley Clean Energy, PG&E, and other partners to understand changes in electricity supply, grid capacity, customer programs, and infrastructure needs.

The City can inﬂuence demand, planning, permitting, and customer support, but it cannot independently determine the electricity mix or utility infrastructure investment.

Transportation Markets and Infrastructure Will Continue to Evolve The transportation sector presents a similar dynamic.

The loss of ACC II changed the regulatory assumptions used in the City's decarbonization analysis, but the broader market for zero-emission vehicles continues to evolve. The pace of adoption will depend on vehicle availability and cost, charging infrastructure, consumer preferences, incentives, and other market conditions.

Mountain View can inﬂuence several of these factors locally.

Charging infrastructure can reduce a practical barrier to EV adoption, particularly for residents who cannot reliably charge at home. The City's decarbonization analysis identiﬁed multifamily EV charging as the largest modeled local action for emission reductions. The result highlights the importance of expanding charging access at Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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multifamily properties while recognizing that the modeled outcome depends on sustained implementation and broader EV adoption.

Outreach and education can help residents and businesses understand available technologies and incentives. Partnerships can expand access to programs that the City could not provide independently.

The City can also inﬂuence transportation emissions through land use, transportation demand management, active transportation, parking strategies, and connections to transit.

These approaches do not depend on a single State or federal policy.

Together, they give Mountain View multiple ways to support lower-emission transportation even as the broader transportation policy environment changes.

From Understanding Conditions to the Climate Forward Plan The information in Part II establishes the emissions context, modeled opportunities, and external conditions that shape Mountain View's approach. Part III explains how those considerations were translated into the ﬁve-year Climate Forward action portfolio.

PART III — THE CLIMATE FORWARD PLAN

6. CLIMATE FORWARD AT A GLANCE
Purpose and Structure of the Plan
Climate Forward translates Mountain View's long-term goal of achieving communitywide carbon neutrality by 2045 into a ﬁve-year program of City action for 2027–2031.

The Plan identiﬁes actions the City can advance within its authority, as well as opportunities where local leadership, partnerships, investment, or advocacy can help inﬂuence broader change. The actions build on existing City programs, adopted plans, infrastructure, partnerships, and ongoing work while identifying additional opportunities for the ﬁve-year period.

Climate Forward is organized around four focus areas:
• Clean Buildings
• Clean Transportation
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• Zero Waste
• Ecosystem Sequestration
The Plan also includes integrated actions that support implementation across these focus areas, including advocacy and legislative action and implementation capacity and resources.

The actions are intentionally broader than the set of measures that could be quantiﬁed in the decarbonization analysis. Some actions are expected to produce direct emissions reductions, while others remove barriers, expand access to programs and infrastructure, support implementation of broader policies, build partnerships and capacity, or position the City to respond to changing conditions.

How Climate Forward Works with Other City Plans
Climate Forward is intended to work alongside existing City plans, programs, policies, and regulatory frameworks rather than replace them. The Plan provides a communitywide climate framework and a ﬁve-year set of actions that help connect and advance climate- related work across City departments.

Climate-related actions will continue to be implemented through the plans, programs, budgets, regulations, and capital investments that govern each area of City work. Climate Forward identiﬁes where those existing efforts contribute to the City's 2045 carbon- neutrality goal and where additional work may be needed during the ﬁve-year Plan period.

Key relationships include:

Existing Plan, Program,
or Policy
Relationship to Climate Forward
General Plan Provides the City's broader framework for land use, transportation, development, and community planning.

Climate Forward complements these policies by identifying climate-related implementation priorities.

Sustainability Action
Plans (SAPs)
Provide a history of translating long-term sustainability goals into shorter-term programs and projects. SAP-4 identiﬁed the development and implementation of a community
decarbonization strategy and plan as Action S1.8. Climate Forward furthers this goal by establishing a ﬁve-year
framework for community decarbonization in the City.

Municipal Operations
Climate Action Plan
Addresses emissions from City operations. Climate Forward focuses primarily on communitywide emissions while
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Existing Plan, Program,
or Policy
Relationship to Climate Forward
they support broader goals. An updated municipal operations plan is being developed in parallel to Climate Forward.

Active Transportation
Plan
Provides the City's framework for investments in walking and bicycling infrastructure. Climate Forward identiﬁes active transportation as part of the broader strategy to reduce transportation emissions and expand transportation choices.

Transportation
Demand Management
programs and
ordinance
Establish requirements and programs that inﬂuence travel associated with development and employers. Climate
Forward builds on these existing tools as part of its
transportation strategy.

Zero Waste Plan Establishes the City's existing waste-diversion framework and 2030 goal. Climate Forward supports continued
implementation and the transition to the next phase of waste planning.

Urban Forest Master
Plan and related
ecosystem plans and
programs
Guide urban forest management and related environmental investments that contribute to carbon sequestration and community resilience.

Capital improvement
and facility plans
Provide mechanisms for incorporating electriﬁcation, energy efficiency, renewable energy, resilience, and other climate considerations into City investments.

Climate Forward does not supersede these plans or create a separate implementation process for each area. Instead, it provides a common climate framework for coordinating related work, identifying gaps, and aligning future decisions with the City's 2045 carbon- neutrality goal.

Climate Forward at a Glance
The following actions make up the ﬁve-year Climate Forward portfolio. They are organized by focus area and represent a combination of actions already underway, actions that build on existing City work, and new opportunities for the City to advance during 2027–2031.

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No. Action Purpose Timing Estimated
City Cost
Clean Buildings
1 Electriﬁcation
Readiness,
Outreach, and
Incentives
Help residents and businesses
prepare for and participate in
building electriﬁcation
Immediate /
Ongoing
$$–$$$
2 Electriﬁcation
Permit
Streamlining
Reduce administrative and
permitting barriers to building
electriﬁcation
Immediate /
Ongoing
$
3 Equity-Focused
Electriﬁcation
Address ﬁnancial, technical, and
informational barriers to
electriﬁcation
Immediate /
Ongoing
$$–$$$
4 Integration into
City Policies and
Programs
Incorporate building
decarbonization into relevant
City planning, programs, and
investments
Immediate /
Ongoing
$–$$
5 Commercial
Reach Codes
Use local regulatory authority
where available to advance
building electriﬁcation
Short /
Medium
Term
$$
6 Zoning
Incentives
Use development ﬂexibility as an
alternative or complement to
mandates
Short /
Medium
Term
$$
7 Neighborhood
Decarbonization
Pilot
Test coordinated approaches to
building and infrastructure
electriﬁcation at the
neighborhood scale
Immediate /
Short Term
TBD
8 Regional Time-
of-Sale
Partnership
Explore a regional approach to
building performance at the time
of property sale
Medium
Term
$$
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No. Action Purpose Timing Estimated
City Cost
9 Regional
Building
Performance
Standards
Explore a regional framework for
improving the performance of
existing larger buildings
Medium
Term
$$
10 End of Natural
Gas Flow Goal
Develop a long-term pathway for
reducing reliance on natural gas
infrastructure

Medium /
Long Term
$–$$
Clean Transportation
11 EV Outreach,
Education, and
Incentives
Help residents and businesses
navigate EV adoption
Immediate /
Ongoing
$$–$$$
12 Multifamily EV
Charging
Expand charging access where
residents face greater barriers to
home charging
Immediate /
Ongoing
$$$–$$$$
13 Workplace and
Public EV
Charging
Expand convenient charging
beyond single-family homes
Short /
Medium
Term
$$–$$$
14 Reliable City-
Owned Public
Charging
Improve the performance and
reliability of existing City charging
infrastructure
Immediate /
Ongoing
$$–$$$
15 Transit and
Shuttle
Connections
Support convenient, connected,
and low-emission transit
Immediate /
Ongoing
$$–$$$
16 E-Bikes, E-
Scooters, and
Connected
Mobility
Expand access to low-emission
transportation options through
infrastructure, shared mobility,
and connected services
Short /
Medium
Term
$$–$$$
Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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No. Action Purpose Timing Estimated
City Cost
17 Transportation
Demand
Management
Reduce vehicle travel associated
with new development and major
employers
Immediate /
Ongoing
$–$$
18 Active
Transportation
and Safe
Connections
Advance walking and bicycling
infrastructure and priority
projects
Immediate /
Ongoing
$$$–$$$$
19 Transit-Oriented
Development
and Parking
Management
Coordinate land use and
transportation decisions to
support reduced vehicle
dependence
Immediate /
Ongoing
$–$$
20 Zero-Emission
Delivery and
Rideshare
Explore emerging approaches to
reduce emissions from delivery
and rideshare services
Medium
Term
TBD
Zero Waste
21 Zero Waste Plan
Implementation
Reduce waste generation and
advance resource recovery and
diversion
Immediate /
Ongoing
$$–$$$
22 Organics and
Food Waste
Diversion
Reduce organic material sent to
landﬁlls
Immediate /
Ongoing
$$
23 Reuse and Waste
Prevention
Reduce waste generation and
increase reuse
Immediate /
Ongoing
$–$$
24 Commercial and
Community
Resource
Recovery
Improve waste prevention, reuse,
and recovery among businesses
and community institutions
Immediate /
Ongoing
$$
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No. Action Purpose Timing Estimated
City Cost
25 Next Phase of
Zero Waste
Planning
Develop the City's approach to
waste reduction and resource
recovery beyond 2030
Medium
Term
$$
Ecosystem Sequestration
26 Urban Forest
Enhancement
Strengthen the urban forest
through planting, maintenance,
and coordinated management
Immediate /
Ongoing
$$$–$$$$
27 Natural Areas
Conservation
and Restoration
Conserve and restore natural
areas that provide carbon
storage and other ecosystem
beneﬁts
Immediate /
Ongoing
$$$–$$$$
Integrated Actions
28 Advocacy and
Legislative
Action
Advocate for policies, programs,
and funding that support
Mountain View's climate goals
Immediate /
Ongoing
$
29 Implementation
Capacity and
Resources
Build the ﬁnancial, technical,
organizational, and partnership
capacity needed to advance
Climate Forward
Immediate /
Ongoing
$–$$
*Cost and timing estimates are planning ranges and are not project budgets or funding commitments.

Timing and Cost Deﬁnitions
The timing and cost categories provide a high-level indication of the expected implementation horizon and the approximate level of City resources that may be required for each action. They are planning ranges, not project budgets, appropriations, or funding commitments. Actual costs and schedules will depend on program design, staffing, procurement, construction requirements, available funding, partnerships, regulatory requirements, and other implementation conditions. Funding decisions will continue through the City's established budget and capital planning processes.

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Timing Deﬁnition
Immediate/Ongoing Begin and/or continue throughout the ﬁve-year Plan period, and continue in 2027.

Short Term Initiate within approximately 1–2 years.

Medium Term Initiate within approximately 3–5 years if appropriate, given broader changes in policy and market.

These categories indicate the expected timing for initiating or continuing work; they do not establish a ﬁrm implementation deadline.

Symbol Estimated City
Cost
Meaning
0 Primarily existing
staff and resources
Primarily implemented through existing staff and
resources.
$ Less than $50,000 Lower-cost; primarily existing staff and program resources or limited new expenditure.
$$ $50,000–$250,000 Moderate additional City resources, potentially including consultant services, outreach, or limited
incentives.
$$$ $250,000–$1 million Signiﬁcant program investment, incentives, pilots, or implementation resources.
$$$$ More than $1 million Major City investment or capital/program commitment.

TBD To be determined Cost depends on the scope, outside funding, or future Council direction.

These estimates represent the potential City cost, not the total cost of implementing an action. Many Climate Forward actions may leverage State, federal, regional, utility, private, or other partner resources.

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7. HOW ACTIONS WERE PRIORITIZED
Climate Forward includes a broad portfolio of actions because reducing communitywide emissions requires more than a small number of measures with the largest modeled emissions reductions. The decarbonization analysis provides an important foundation for the Plan, but modeling alone does not capture the full range of actions available to the City or the conditions needed to make larger-scale emissions reductions possible.

Some actions can be directly connected to modeled emissions reductions. Others support implementation by addressing barriers, expanding access to programs and infrastructure, building partnerships and capacity, or preparing the City for changes in policy, technology, and markets. Prioritization therefore considers both potential impact and the City's ability to act.

A Portfolio Approach
The City considered actions as part of an integrated portfolio that can be implemented as appropriate and in response to changing external conditions. Actions vary in their expected emissions impact, level of City control, cost, timing, and implementation requirements.

This approach recognizes that:
• Some actions can produce direct emissions reductions. These include measures such as building electriﬁcation, transportation electriﬁcation, waste reduction, and ecosystem sequestration.
• Some actions enable or accelerate other reductions. Outreach, technical assistance, permitting, infrastructure, partnerships, funding, and advocacy can help overcome barriers to implementation.
• Some actions provide beneﬁts that extend beyond GHG reductions. These may include improved air quality, mobility, affordability, resilience, resource conservation, economic opportunity, and community beneﬁts. • Some actions preserve future opportunities. Planning, pilots, regional coordination, and monitoring of emerging technologies or policies can help the City prepare for opportunities that may become more feasible over time.

Not every action with climate beneﬁts can be meaningfully quantiﬁed in the emissions model, and not every modeled action is necessarily the highest priority for implementation.

The ﬁnal portfolio therefore considers both the potential contribution to climate goals and the practical conditions under which the City can advance an action.

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Criteria for Prioritizing Actions
The City considered the following factors when developing the Climate Forward action portfolio.

Emissions Reduction Potential
The potential for an action to reduce greenhouse gas emissions or increase carbon sequestration was considered where the effect could be reasonably estimated. The decarbonization analysis provides the primary quantitative basis for understanding the relative potential of major emissions-reduction strategies.

Where an action could not be directly modeled, its contribution may instead be through enabling, supporting, or accelerating other actions.

City Role and Inﬂuence
The City's role varies by action. The City considered the degree to which it can directly affect an action through its own programs, policies, regulations, investments, facilities, and operations, as well as opportunities to inﬂuence outcomes through partnerships and advocacy.

The City's role may include:
• implementing programs or projects;
• regulating through available local authority;
• investing in infrastructure or facilities;
• educating and providing technical assistance;
• coordinating with other organizations;
• partnering with utilities, agencies, businesses, and community organizations; or • advocating for State, federal, regional, or utility policies and resources.

Actions that depend substantially on decisions outside City authority can still be valuable, particularly where Mountain View can inﬂuence implementation or help address local barriers.

Feasibility and Readiness
The City considered whether an action can realistically advance during the ﬁve-year Plan period. Relevant considerations include existing City programs and authorities, available Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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infrastructure, technology maturity, staffing and technical capacity, partnerships, funding opportunities, and the level of additional planning or analysis required.

Some actions are ready to begin or continue immediately. Others require additional planning, pilots, partnerships, funding, or changes in external conditions before they can be implemented at a larger scale.

Community Beneﬁts and Equity
Climate Forward also considers beneﬁts and implementation barriers that are not reﬂected in a GHG reduction estimate.

Depending on the action, these can include improved air quality, transportation choices, energy affordability, access to charging and electriﬁcation, public health, resilience, resource conservation, and economic opportunity.

The City also considered whether residents, businesses, property owners, or communities may face different barriers to participating in the transition and whether an action can help address those barriers.

Long-Term Value and Flexibility
Some actions have value because they establish conditions for future emissions reductions. These may include developing infrastructure, improving permitting and processes, establishing partnerships, conducting pilots, developing technical capacity, or positioning the City to take advantage of future funding, policy, or technology opportunities.

The City also considered whether an action allows implementation to adapt as external conditions change. This is particularly important where future State or federal policies, utility programs, technology costs, market conditions, or regulatory requirements could affect the appropriate local approach.

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8. MANAGING RISK AND UNCERTAINTY
Climate Forward is designed for a ﬁve-year implementation period, but the conditions affecting local climate action will continue to change. State and federal policies, utility programs, technology, infrastructure, markets, funding availability, and community behavior can all affect the timing, cost, and feasibility of individual actions.

The City cannot control many of these conditions. Climate Forward therefore focuses on identifying the changes most likely to affect implementation and maintaining enough ﬂexibility to adjust the City's approach as conditions evolve.

Conditions That Could Affect Implementation
Condition Why it matters What the City will monitor
State and federal
policy
Changes in laws, regulations,
incentives, and funding can create
new opportunities, requirements, or
limitations for local action.

Major legislation and
regulations; new or changing
funding and incentive
programs; changes in local
authority.

Air District
requirements
Regional building and appliance
requirements may affect the need
for or timing of local building
policies and programs.

Rulemaking; implementation
requirements; exemptions;
compliance pathways;
changes that affect local
implementation options.

Utility programs
and electricity
supply
Utility programs, rates, incentives,
grid conditions, and electricity
supply can affect the cost, timing,
and feasibility of electriﬁcation and
the beneﬁts of switching from fossil
fuels.

SVCE and PG&E programs
and incentives; rates;
resource planning; signiﬁcant
grid constraints; relevant
utility planning decisions.

Transportation
markets and
technology
Changes in vehicle costs and
availability, EV adoption, charging
deployment, transit service, and
emerging transportation
technologies can affect
EV adoption; charging
deployment; vehicle
availability and costs; transit
service; emerging
transportation technologies.

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Condition Why it matters What the City will monitor
transportation strategies and
infrastructure needs.

Funding
availability
Changes in State, federal, regional,
utility, and other funding can affect
the City's ability to advance projects
and programs.

Grant programs; incentives;
ﬁnancing opportunities;
eligibility requirements;
major changes in available
funding.

Development
and market
conditions
Changes in construction activity,
property markets, equipment
availability, and development
patterns can affect the timing, cost,
and feasibility of building and
transportation actions.

Development activity;
construction and equipment
costs; equipment availability;
relevant market trends.

Community
participation and
behavior
Many emissions reductions depend
on decisions by residents,
businesses, property owners,
employers, and other community
members.

Program participation;
adoption rates; outreach
results; participation barriers;
implementation experience.

Adaptive Implementation
The purpose of monitoring these conditions is not to create a separate monitoring program for every external factor. The City can use information already collected through its existing programs, regulatory processes, planning activities, partnerships, and annual Climate Forward reporting.

When a material change occurs, the City can consider whether it affects:
• the timing of an action;
• the City's role or available authority;
• the expected cost or funding opportunity;
• the appropriate implementation approach;
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• the need for additional analysis or a pilot;
• the availability of partners or infrastructure; or
• the assumptions underlying the action.

For example, a change in State or Air District requirements could reduce the need for a local regulatory approach while increasing the value of implementation assistance or outreach. A new utility incentive could make an electriﬁcation action more feasible.

Conversely, changes in funding, infrastructure capacity, or market conditions could require the City to adjust the timing or scale of an action.

The City is not expected to respond to every change in external conditions.

Adjustments would focus on changes that materially affect implementation, create a signiﬁcant new opportunity, or indicate that an underlying assumption should be revisited.

Five-Year Approach to Uncertainty
The annual indicators described in Chapter 13 provide the primary mechanism for assessing implementation progress. The annual reporting process can also identify signiﬁcant changes in external conditions alongside progress on the actions themselves.

During the ﬁve-year Plan period, the City will:
• Advance actions that are ready now using existing authority, programs, resources, and partnerships.
• Develop actions that require additional planning through analysis, pilots, partnerships, or funding strategies.
• Use annual indicators to assess implementation progress. • Consider material changes in external conditions when making annual work- planning and budget decisions.
• Adjust implementation as appropriate when policies, markets, technologies, funding, or other conditions materially change.
• Carry lessons forward into future updates to Climate Forward and subsequent climate planning.

Climate Forward therefore provides a ﬁve-year direction without locking the City into a ﬁxed implementation pathway. The City can advance work that is ready now while Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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preserving the ability to respond to new information, opportunities, and constraints during the 2027–2031 Plan period.

PART IV — FIVE-YEAR ACTIONS

9. CLEAN BUILDINGS
Buildings are an important part of Mountain View’s path toward communitywide carbon neutrality. Currently, natural gas used in buildings accounts for approximately 21% of community-wide emissions. Building electricity accounted for approximately 7%.

Building emissions are shaped by decisions made over many years. Homes and businesses replace water heaters, furnaces, air-conditioning systems, appliances, and other equipment at different times. The cost and feasibility of those replacements can vary depending on the building, electrical capacity, available incentives, contractor availability, and other conditions.

The policy environment is also changing. The Bay Area Air District has adopted requirements that will phase in restrictions on certain gas-ﬁred equipment, while changes in State law have affected the City's authority to adopt some local building reach code requirements. At the same time, utility programs, incentives, technology costs, and market conditions will continue to affect how building owners make investment decisions.

Climate Forward, therefore, combines near-term actions that help the community navigate electriﬁcation already underway with longer-term strategies that preserve additional pathways as conditions evolve. Some actions can proceed using existing City authority and programs, while others depend on regional coordination, additional analysis, future funding, or changes in external conditions.

Building on Mountain View's Experience
Mountain View has been working to reduce building energy use and transition buildings away from natural gas for more than a decade through building codes, permitting, incentives, education, partnerships, and community energy programs. This experience provides an important foundation for Climate Forward and demonstrates that the City can use multiple tools to advance building decarbonization as policies, technologies, and markets change.

Building codes and electriﬁcation readiness
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The City has adopted successive Reach Codes through previous building-code cycles to advance energy efficiency, electriﬁcation, solar, and electric-vehicle infrastructure. More recent requirements have increasingly emphasized electric readiness, recognizing that buildings may transition to electric equipment over time even when immediate electriﬁcation cannot be required. The City's current Reach Code includes electric- readiness requirements for applicable new construction and qualifying additions and alterations where gas or propane equipment is installed or replaced. These requirements became effective January 1, 2026.

A successful model for targeted electriﬁcation incentives Mountain View's Year of the Water Heater campaign provides a recent example of how targeted ﬁnancial incentives and community outreach can accelerate adoption of building electriﬁcation. Launched in 2025 in partnership with Silicon Valley Clean Energy (SVCE), the campaign combined education, community outreach, contractor and technical resources, and a limited-time City rebate with SVCE's existing heat-pump water-heater incentive. The City's rebate provided an additional $2,000 for eligible Mountain View residents, with SVCE administering the combined rebate through its existing program.

The program generated a substantial increase in participation. Before the City launched its rebate and campaign, SVCE averaged approximately nine heat-pump water-heater rebates per month in Mountain View. Following implementation, participation increased to approximately 25 rebates per month. The increase is attributed to the combination of the limited-time rebate and the broader Year of the Water Heater campaign, including targeted mailers, community events, multilingual outreach, social media, and creative public engagement.

The experience demonstrates the value of combining a time-limited local incentive with an established regional program rather than creating a standalone City program. It also suggests that the timing of incentives matters: a limited-time offer can create urgency for households approaching equipment replacement while helping overcome the higher upfront cost of heat-pump equipment. In Mountain View's case, the City's investment leveraged SVCE's existing rebate administration, customer resources, and contractor network.

Climate Forward can build on this experience by considering targeted, time-limited incentives where they can address a speciﬁc market barrier or accelerate adoption, particularly when City funding can be combined with utility, State, federal, or other external Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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resources. The approach can also be adapted for other building technologies and for customers who face greater ﬁnancial or technical barriers to electriﬁcation.

Permitting and implementation
The City has also used its permitting process as a practical implementation tool. Mountain View offers same-day permit issuance for qualifying residential electriﬁcation projects, helping homeowners and contractors complete projects more efficiently and reducing administrative barriers at the time equipment decisions are made.

This experience is particularly relevant as regional requirements increasingly inﬂuence equipment replacement decisions. A streamlined permitting process, clear information, and readily available technical guidance can help residents and businesses respond to those requirements without unnecessary delays.

Regional and utility partnerships
Mountain View's building work has also beneﬁted from its partnership with Silicon Valley Clean Energy, BayREN, PG&E, regional agencies, and other organizations. These partnerships provide access to incentives, technical assistance, education, workforce development, utility planning, and broader market resources that the City could not provide on its own. The City's experience demonstrates the value of combining local programs with regional and utility resources rather than creating parallel programs where existing resources can be leveraged.

Silicon Valley Clean Energy has played a particularly important role in the community's transition to cleaner building energy. Since SVCE began serving Mountain View in 2017, the transition of nearly all community electricity accounts to SVCE has substantially reduced the emissions associated with electricity use compared with a higher-carbon electricity supply. As a result, natural gas now represents the majority of energy-sector emissions, increasing the importance of reducing fossil fuel use for space and water heating.

Building toward the long term
Mountain View's experience also shows that the building transition will not be accomplished through one policy or program. The City has used regulation, incentives, permitting, education, and partnerships at different points in the transition, and each tool has different strengths and limitations.

The next phase of work can build on this foundation while responding to a changing policy environment. Regional zero-NOx appliance requirements are expected to increasingly Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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inﬂuence the market for natural-gas water heaters and furnaces, while State requirements and changes in local authority may affect the City's ability to adopt additional residential Reach Codes.

Building Actions at a Glance
The ten actions below work at different points in the building transition. Together, they address near-term adoption, local policy tools, equity and implementation barriers, regional approaches for existing buildings, and longer-term planning.

No. Action Purpose Timing Estimated
City Cost
1 Electriﬁcation
Readiness, Outreach,
and Incentives
Enable adoption now Immediate /
Ongoing
$$–$$$
2 Electriﬁcation Permit
Streamlining
Remove
implementation
barriers
Immediate /
Ongoing
$
3 Equity-Focused
Electriﬁcation
Address adoption gaps Immediate /
Ongoing
$$–$$$
4 Integration into City
Policies and Programs
Align City investments
and decisions
Immediate /
Ongoing
$–$$
5 Commercial Reach
Codes
Use local regulatory
authority
Short /
Medium Term
$$
6 Zoning Incentives Use local zoning tools Short /
Medium Term
$$
7 Neighborhood
Decarbonization Pilot
Test neighborhood-
scale approaches
Immediate /
Short Term
TBD
8 Regional Time-of-Sale
Partnership
Address existing
buildings at transaction
points
Medium Term $$
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No. Action Purpose Timing Estimated
City Cost
9 Regional Building
Performance Standards
Address emissions
from larger existing
buildings
Medium Term $$
10 End of Natural Gas Flow
Goal
Establish a long-term
transition pathway
Medium /
Long Term
$–$$
Cost and timing are planning estimates, not project budgets or funding commitments. Actual costs will depend on program design, staffing, procurement, available external funding, partnerships, regulatory conditions, and future City decisions.

Action 1. Electriﬁcation Readiness, Outreach, and Incentives Make electriﬁcation easier and increasingly the standard.

The opportunity
Many building electriﬁcation decisions are made when existing equipment reaches the end of its useful life. Water heaters, heating and cooling systems, and other equipment may need to be replaced quickly, leaving little time for a building or business owner or resident to research alternatives, identify qualiﬁed contractors, understand permitting requirements, or secure available incentives.

The City's decarbonization analysis identiﬁed building electriﬁcation as an important source of future emissions reductions. The analysis estimates that broader policies, including Bay Area Air District Rules 9-4 and 9-6, could result in substantial reductions as covered gas-ﬁred equipment is replaced with primarily electric alternatives.

The City can help make electric equipment a practical and familiar replacement option before equipment fails. Outreach, technical assistance, clear permitting information, and connections to incentives can reduce the time and effort required to make an informed decision and help residents and businesses take advantage of broader policy and market changes.

The City's decarbonization analysis also demonstrates why this work remains important even as regional requirements evolve. Under the modeled scenario in which the Air District regulations drive most space- and water-heating electriﬁcation, existing-building electriﬁcation support—including outreach, targeted incentives, ﬁnancial assistance, technical assistance, and permitting guidance—is estimated to provide approximately 2,373 MT CO₂e of additional emissions reductions by 2045. The modeled reduction is Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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smaller because the regional requirements are assumed to drive substantial electriﬁcation independently.

If the Air District regulations are delayed, weakened, or not implemented, the potential contribution of local electriﬁcation support is substantially greater. Under that alternative scenario, the analysis estimates that existing-building electriﬁcation support could provide approximately 16,326 MT CO₂e of emissions reductions by 2045. This includes the types of measures contemplated by this action—outreach, targeted incentives, ﬁnancial assistance, technical assistance, and permitting support.

Five-year work
Over the ﬁve-year Plan period, the City will build on existing electriﬁcation outreach and permitting efforts and expand support where community needs and available resources warrant. The work will focus on helping property owners and residents plan for equipment replacement, navigate available programs, and address ﬁnancial, technical, and information barriers to electriﬁcation.

Work area What the City could do
Equipment
replacement
outreach
Continue and expand proactive outreach to residents,
businesses, property owners, and property managers before common gas equipment reaches the end of its useful life.

Education and
technical
assistance
Provide clear information about electric equipment, installation considerations, permitting, available incentives, and ﬁnancing.

Incentives Coordinate residents and businesses with available external incentives and evaluate targeted City incentives where existing programs do not adequately address local barriers.

Trusted
messengers
Work with community-based organizations, affordable housing providers, contractors, and other trusted partners to reach households and businesses that may be less likely to participate through Citywide outreach alone.

Demonstration and
case studies
Highlight local installations and practical examples that show how electriﬁcation can work in different building types and circumstances.

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Work area What the City could do
Contractor and
workforce support
Coordinate with workforce and contractor partners to improve awareness of electriﬁcation technologies and available training opportunities.

Program
coordination
Coordinate City outreach with Silicon Valley Clean Energy, the Bay Area Air District, PG&E, BayREN, and other programs so that residents and businesses receive consistent information and can more easily identify available assistance.

Implementation Plan
Implementation will build on the City’s existing electriﬁcation outreach, incentives, and partnership efforts, with the level of City support adjusted to address identiﬁed barriers.

The approach will prioritize coordination with existing regional and utility programs and use City resources strategically to expand access, provide targeted assistance, and support continued adoption.

Implementation
Consideration
Action 1
City Role Lead • Educate • Invest • Convene • Partner
The City will lead community outreach, provide education and technical assistance, connect customers with programs, and address gaps with targeted local support.

Timing Immediate / Ongoing. Work can start in 2027 and continue for ﬁve years, with outreach, technical assistance, incentives, and partnerships adjusted based on needs.

Estimated City
Cost
$$–$$$. Costs may vary based on outreach, technical assistance, incentives, demonstrations, and program investments. Actual expenses will depend on the program scope, staffing,
participation, available funding, and future City budget decisions.

Potential Funding
and Resources
City operating and program funds; Silicon Valley Clean Energy programs; BayREN programs; utility programs; State and federal Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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Implementation
Consideration
Action 1
incentives or grants; regional funding opportunities; partnerships with community organizations and affordable housing providers.

Key Partners Silicon Valley Clean Energy; Bay Area Air District; PG&E; BayREN; community-based organizations; affordable housing providers; contractors and workforce partners; residents and businesses.

Cost and timing are planning estimates, not project budgets or funding commitments. City incentives would be subject to future program design, funding availability, and the City's budget process.

Action 2. Electriﬁcation Permit Streamlining
Make the implementation of all of the above easier.

The opportunity
Permitting is an important part of the building electriﬁcation process. When gas equipment fails, property owners and residents may need to make replacement decisions quickly.

Unclear requirements, inefficient process steps, limited online technologies, or difficulty ﬁnding accurate information can add time and cost to a project.

The City can reduce these barriers by making permitting requirements and technologies easier to understand, creating predictable pathways for common electriﬁcation projects, and improving information for customers and contractors. Streamlining should maintain appropriate safety and code review while matching the level of review to the complexity and risk of the project.

Five-year work
Over the ﬁve-year Plan period, the City will continue to improve the permitting experience for building electriﬁcation projects and evaluate opportunities to expand streamlined pathways and new online technologies. The focus will be on common equipment replacements, clear customer and contractor information, and using permit experience and feedback to identify recurring barriers.

Work area What the City could do
Streamlined
permitting
Continue online, same-day permitting for qualifying electriﬁcation projects, and evaluate whether additional project types can be included.

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Work area What the City could do
Customer and
contractor
guidance
Provide clear, accessible information to customers and contractors on permitting requirements for heat-pump water heaters, heat- pump HVAC systems, induction equipment, electrical panels, and other common electriﬁcation projects.

Standardized
pathways
Develop or reﬁne checklists, application materials, and review pathways for common electriﬁcation projects where requirements can be standardized.

Online
technologies
Improve online permitting technology to make obtaining a permit quicker and easier.

Process review
and improvement
Use permitting data and customer feedback to identify recurring delays or information gaps.

Program
coordination
Coordinate permitting information with electriﬁcation outreach, incentives, Silicon Valley Clean Energy, PG&E, BayREN, and implementation of applicable Bay Area Air District requirements.

Implementation Plan
Implementation will build on the City's existing permitting practices and focus on process improvements that can make common electriﬁcation projects easier to navigate. The City can adjust the scope of streamlining as project volumes, technologies, codes, and customer needs change.

Implementation
consideration
Action 2
City Role Lead • Facilitate • Educate • Coordinate.

The City will lead permitting process improvements, provide clear information to customers and contractors, and coordinate with partners where permitting intersects with electriﬁcation programs and requirements.

Timing Immediate / Ongoing. Work can begin in 2027 and continue throughout the Plan period, with additional permitting pathways evaluated as experience and project demand identify
opportunities.

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Implementation
consideration
Action 2
Estimated City Cost $. Costs are expected to be primarily associated with staff time, process improvements, customer information, and potential technology or administrative changes.

Potential Funding
and Resources
Existing City permitting, technology, and process-improvement resources; and potential support from Silicon Valley Clean Energy, BayREN, utility, regional, or State programs where available.

Key Partners Silicon Valley Clean Energy; PG&E; BayREN; Bay Area Air District; contractors; building professionals; community-based
organizations; and affordable housing providers.

Cost and timing are planning estimates, not project budgets or funding commitments. Actual costs will depend on the scope of process improvements, staffing, technology needs, and available resources.

Action 3. Equity-Focused Electriﬁcation
Ensure the transition to electric buildings is accessible to residents and property owners facing greater barriers.

The opportunity
The ability to electrify a building varies by household, property, and building type. Upfront costs, ﬁnancing, electrical upgrades, building condition, split incentives between property owners and renters, and the ability to plan ahead can all affect whether an electriﬁcation project is feasible.

These barriers can be more signiﬁcant for multifamily and affordable housing, mobile homes, renters, and households with limited ﬁnancial resources. A broad communitywide approach may not reach all of these properties or address the speciﬁc circumstances they face.

The City can help identify where existing programs and incentives do not adequately address these barriers and work with community and housing partners to improve access to electriﬁcation assistance. This can include targeted outreach, technical assistance, coordination with existing incentive programs, and, where appropriate, targeted City ﬁnancial assistance.

Five-year work
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Over the ﬁve-year Plan period, the City will work with housing, community, utility, and energy partners to identify priority populations and building types, improve access to existing programs, and evaluate where additional assistance may be needed. The emphasis will be on using existing resources ﬁrst and directing City resources to address gaps.

Work area What the City could do
Identify priority
community members
and buildings
Use available information and community input to identify building types, households, and property owners that may face greater barriers to electriﬁcation.

Affordable and
multifamily housing
Coordinate with affordable housing providers and property owners on equipment replacement, electrical needs,
ﬁnancing, incentives, and technical assistance.

Targeted outreach Work with community-based organizations and other trusted messengers to provide information and connect
residents and property owners with available programs.

Technical assistance Help property owners and residents understand project requirements, available technologies, incentives, ﬁnancing, and permitting options.

Financial assistance Coordinate available external incentives and evaluate targeted City incentives or other assistance where
signiﬁcant gaps remain.

Whole-building
improvements
Where appropriate, coordinate electriﬁcation with
weatherization, health and safety improvements, resilience measures, and other building upgrades.

Implementation Plan
Implementation will focus on improving access to programs that already exist while identifying gaps that may require additional local attention. The City's role and level of ﬁnancial support can be adjusted based on participation, available external resources, and the barriers experienced by different building types and communities.

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Implementation
consideration
Action 3
City Role Lead • Invest • Partner • Convene
The City will coordinate with community, housing, energy, and utility partners; improve access to existing programs; provide or coordinate technical assistance; and evaluate targeted local assistance where documented gaps remain.

Timing Immediate / Ongoing. Work can begin in 2027 and continue throughout the Plan period, with priorities and approaches reﬁned as participation and community needs become clearer.

Estimated City
Cost
$$–$$$. Costs could include targeted outreach, technical assistance, program coordination, demonstrations, and ﬁnancial assistance. Actual costs will depend on program scope,
participation, external funding, and future City budget decisions.

Potential Funding
and Resources
City operating and program funds; Silicon Valley Clean Energy programs; BayREN programs; utility programs; State and federal incentives or grants; regional funding; affordable housing resources; and partnerships with community-based
organizations.

Key Partners Silicon Valley Clean Energy; Bay Area Air District; PG&E; BayREN; affordable housing providers; property owners and managers; community-based organizations; contractors and workforce partners; and residents.

Cost and timing are planning estimates, not project budgets or funding commitments. City ﬁnancial assistance would be subject to future program design, funding availability, eligibility requirements, and the City's budget process.

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Action 4. Integration into City Policies and Programs
Integrate decarbonization into the City’s planning, policies, programs, and investments.

The opportunity
Many decisions that shape Mountain View’s future are made through existing planning, housing, development, infrastructure, capital, facilities, and operational processes rather than through climate programs alone. Considering decarbonization when these decisions are being made can help preserve opportunities, coordinate infrastructure needs, and avoid future retroﬁt costs.

This includes both communitywide planning and City operations. At the community level, the City can incorporate building electriﬁcation and related emissions-reduction opportunities into plans, policies, development standards, and implementation programs, where permitted by law. For municipal operations, the City is developing a Municipal Decarbonization Plan as an immediate step to assess and prioritize emissions reductions across City buildings, ﬂeet, and other municipal operations.

The goal is not to create a new climate process for every City decision, but to make decarbonization a consideration within the processes the City already uses to plan, invest, develop, maintain, and operate Mountain View.

Five-year work
Implementation will focus on integrating decarbonization into the City’s existing community planning, municipal operations, and investment processes. The work will include both near-term development of the Municipal Decarbonization Plan and ongoing opportunities to incorporate decarbonization as plans, programs, projects, and capital investments are developed or updated.

Work area What the City could do
Municipal
Decarbonization
Plan
Develop a Municipal Decarbonization Plan that assesses and prioritizes emissions-reduction opportunities across City buildings, ﬂeet, and other municipal operations, including potential actions, timing, costs, and implementation
considerations.

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Work area What the City could do
General Plan Integrate building electriﬁcation and broader decarbonization considerations into General Plan updates, amendments, and implementation activities, as appropriate.

Precise Plans and
area planning
Consider opportunities to support building electriﬁcation and related emissions reductions through land use, infrastructure, and development standards in area planning efforts, including Precise Plans.

Housing Element
implementation
Consider electriﬁcation and emissions reduction opportunities in housing preservation, rehabilitation, development, and related programs, including where improvements can be
coordinated with existing housing investments.

City facilities and
ﬂeet
Apply the Municipal Decarbonization Plan and related guidance to facility planning, equipment replacement, ﬂeet planning, major renovations, and other municipal investments.

Capital planning Identify opportunities to coordinate electriﬁcation, electrical capacity, infrastructure needs, and lifecycle considerations with planned capital investments and asset replacement.

Resilience and
infrastructure
planning
Coordinate decarbonization with resilience, emergency
preparedness, energy, transportation, and infrastructure planning where the objectives and investments overlap.

Development review Identify opportunities within the City's legal authority to facilitate electriﬁcation and other decarbonization outcomes through development review, such as considering it as a potential public beneﬁt in negotiated development agreements.

Internal guidance
and coordination
Establish practical guidance, screening approaches, or other tools to help departments identify decarbonization
opportunities early in planning and project development.

Zoning incentives Coordinate with Action 6 to identify opportunities for zoning or development incentives that can support building
electriﬁcation.

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Implementation Plan
Implementation will use existing planning, housing, capital, facilities, ﬂeet, and program- development processes wherever practical. The City will lead development of the Municipal Decarbonization Plan while integrating decarbonization considerations into communitywide plans and ongoing City decisions. This approach allows the City to address municipal emissions through a coordinated plan while incorporating communitywide opportunities through the planning processes where they are most relevant.

Implementation
consideration
Action 4
City Role Lead • Integrate • Coordinate • Demonstrate
Lead the Municipal Decarbonization Plan; integrate
decarbonization into relevant community plans, policies, programs, capital planning, and facility and ﬂeet decisions; coordinate across departments and with external partners; and use City projects, facilities, and ﬂeet investments where appropriate to demonstrate practical approaches.

Timing Immediate / Ongoing. Begin implementation of the Municipal Decarbonization Plan in the ﬁrst year of the Plan period and continue integrating decarbonization considerations into community planning, municipal operations, capital investments, and other relevant processes throughout 2027–2031.

Estimated City
Cost
$–$$. Primarily existing staff and planning resources, with additional costs possible for technical analysis, facility or ﬂeet assessments, planning support, and implementation of actions identiﬁed through the Municipal Decarbonization Plan.

Potential Funding
and Resources
Existing departmental operating and capital resources; City facility and ﬂeet budgets; Silicon Valley Clean Energy technical assistance; State and federal grants; utility programs; and other external funding opportunities.

Key Partners City departments and divisions; Silicon Valley Clean Energy; PG&E; Bay Area Air District; affordable housing providers and property owners; developers; architects, engineers, and Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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Implementation
consideration
Action 4
contractors; and other technical or community partners as appropriate.

Action 5. Reach Codes for Commercial Development
Use local regulatory authority where it remains available.

The opportunity
Reach Codes have historically been one of Mountain View’s most direct tools for inﬂuencing building design and equipment choices beyond minimum State requirements.

The City has used Reach Codes to advance energy efficiency, electriﬁcation, solar, and electric-vehicle infrastructure. The City's decarbonization analysis shows that the potential value of Reach Codes depends signiﬁcantly on what happens with regional building regulations. Under the modeled scenario in which Bay Area Air District Rules 9-4 and 9-6 drive widespread electriﬁcation (107,476 MT CO₂e reduction) , local Reach Codes are estimated to provide limited additional reductions by 2045 because much of the affected equipment is already assumed to be electriﬁed through the regional requirements.

The potential is substantially greater if the regional requirements do not proceed as modeled. The analysis estimates that local Reach Codes could provide approximately 30,849 MT CO₂e of independent emissions reductions by 2045 if the Air District regulations are not implemented. This makes Reach Codes an important example of an action whose priority can change as external conditions change.

Over the next ﬁve years, the opportunity has two parts: implement the Reach Codes already adopted by the City and evaluate where additional commercial requirements could advance electriﬁcation within the City's available legal authority.

If the Air District requirements proceed substantially as modeled, the City can focus its resources on implementing those requirements, helping residents and businesses navigate the transition, and addressing building types or equipment not covered by the regional rules. If the requirements are delayed, weakened, modiﬁed, or otherwise result in less electriﬁcation than anticipated, additional commercial Reach Codes could become a higher-priority local strategy because the potential independent emissions beneﬁt is substantially greater.

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The City will monitor the development and implementation of the Air District requirements and reassess the priority and scope of additional Reach Codes as conditions become clearer.

Five-year work
The ﬁve-year work will focus ﬁrst on implementing the City's adopted requirements and then evaluating whether additional commercial measures are warranted through future code cycles.

Future code cycles could consider measures addressing commercial space and water heating, equipment, or end uses not fully addressed by regional requirements (e.g., gas dryers, stoves, and ﬁreplaces), major renovations or equipment replacement, and electrical infrastructure needs.

Work area What the City could do
Implement adopted
Reach Codes
Implement and enforce the City's adopted Reach Code
requirements applicable during the Plan period.

Implementation
experience
Monitor implementation and identify/address practical
barriers for developers, building owners, contractors, and City staff.

Commercial
electriﬁcation
measures
Evaluate additional commercial Reach Code measures
during future State building-code cycles, including measures addressing space heating, water heating, and other
applicable end uses.

Gaps in existing
requirements
Identify gaps between City requirements and State and Bay Area Air District requirements, and consider whether local measures could address them.

Major renovations and
equipment
replacement
Evaluate opportunities associated with major renovations, alterations, and equipment replacement where legally
authorized.

Stakeholder
engagement
Engage developers, building owners, architects, engineers, contractors, and other affected stakeholders before
proposing additional requirements.

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Work area What the City could do
Regional coordination Coordinate future Reach Code development with evolving Bay Area Air District equipment requirements.

Cost and feasibility Assess emissions potential, technical feasibility, implementation capacity, and costs before recommending
new measures.

Coordination with other
tools
Coordinate Reach Codes with incentives, technical
assistance, permitting improvements, and zoning incentives so regulatory and non-regulatory approaches reinforce one another.

Monitor legal authority Track changes in State law, State building-code cycles, and other legal developments that could expand or constrain local Reach Code authority.

Implementation Plan
Implementation will distinguish between requirements already adopted and future measures that would require additional evaluation and approval. The City will use its established code-development process to assess potential commercial measures rather than committing in advance to a particular future requirement.

Implementation
consideration
Action 5
City Role Lead • Regulate • Evaluate • Convene
Implement adopted Reach Codes; evaluate additional
commercial requirements; engage affected stakeholders; and coordinate with regional agencies and industry participants.

Timing Immediate / Ongoing for implementation of adopted codes; Short / Medium Term for evaluation and potential development of additional commercial Reach Codes through future code cycles.

Estimated City
Cost
$-$$. Primarily staff time and technical work for implementation, code interpretation, stakeholder engagement, analysis, and Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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Implementation
consideration
Action 5
development of potential future requirements. Additional consultant or technical assistance may be needed for detailed cost, feasibility, and emissions analysis.

Potential Funding
and Resources
Existing Community Development Department and City staff resources; consultant or technical assistance funds; Silicon Valley Clean Energy support; and State or regional grants where available.

Key Partners Community Development Department; Silicon Valley Clean Energy; Bay Area Air District; developers; building owners; architects, engineers, and contractors; and regional jurisdictions and agencies.

Action 6. Zoning Incentives
Use development incentives as an alternative/complement to mandates.

The opportunity
The City can use its zoning authority to encourage voluntary all-electric construction by providing development ﬂexibility that has value to property owners. Unlike Reach Codes, which establish mandatory requirements, zoning incentives can encourage projects to go beyond applicable requirements through voluntary development beneﬁts.

Mountain View is currently developing a zoning incentive program for all-electric single- family and duplex development in the R1 and R2 zoning districts. The proposed program would provide qualifying projects with development-standard ﬂexibility, including up to 5 percent of additional ﬂoor area ratio (FAR) and allowable building encroachments into certain setback areas.

The opportunity for Climate Forward is to implement the program following Council action, evaluate its effectiveness, and use that experience to inform future adjustments or additional voluntary incentives.

Five-year work
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The ﬁve-year work will focus on implementing the proposed zoning incentive program, monitoring how it performs in practice, and using that experience to inform future adjustments. The City will coordinate the program with other building electriﬁcation tools and continue to monitor changes in State law and local authority that could affect its use.

Work area What the City could do
Implement the zoning
incentive program
Implement the City's all-electric construction zoning program following Council action.

Program guidance Provide clear information for property owners, contractors, and design professionals on eligibility and available
development ﬂexibility.

Monitor participation Track participation and which incentives are being used to understand how the program is inﬂuencing all-electric
construction decisions.

Evaluate effectiveness Assess whether the development beneﬁts provide meaningful value relative to the incremental cost of all- electric construction.

Coordinate with other
actions
Coordinate the zoning incentive with Reach Codes,
permitting, ﬁnancial incentives, housing policies, and other electriﬁcation actions.

Review and adjust Use program experience to inform potential changes to incentive amounts, types, eligibility, or building types.

Monitor legal
conditions
Track State law, court decisions, building-code requirements, and other changes affecting the City's zoning authority.

Implementation Plan
Implementation will build on the zoning work already underway and will use the City's existing planning and development processes. Because the proposed incentive relies primarily on development ﬂexibility rather than direct ﬁnancial assistance, the City's principal implementation responsibilities will be program administration, guidance, monitoring, and evaluation.

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Implementation
consideration
Action 6
City Role Lead • Incentivize • Plan • Evaluate
Implement the zoning incentive program, provide guidance, monitor participation, and evaluate whether adjustments are warranted.

Timing Short / Medium Term. Complete program development and Council consideration, followed by implementation and ongoing evaluation.

Estimated City Cost $$. Primarily staff resources for program development, implementation, monitoring, and evaluation. The proposed incentive relies primarily on development ﬂexibility rather than direct City payments.

Potential Funding
and Resources
Existing Community Development Department staff; consultant assistance; technical assistance from regional partners; and State or regional grants, where available.

Key Partners Community Development Department; City Attorney's Office; property owners; developers; architects and engineers;
affordable housing providers; Silicon Valley Clean Energy; and regional jurisdictions.

Action 7. Neighborhood Decarbonization Pilot
Test building and infrastructure coordination at the neighborhood scale.

The opportunity
Most building electriﬁcation decisions are made one property at a time, but the transition from natural gas to electricity can also have implications for the infrastructure serving multiple buildings. Coordinating building electriﬁcation with utility infrastructure planning at the neighborhood scale could help identify opportunities to address building upgrades, customer needs, and infrastructure requirements together rather than through individual property decisions. This approach could be particularly valuable in areas where aging natural gas infrastructure may otherwise require replacement or continued investment.

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Senate Bill 1221 (SB 1221), enacted in 2024, creates an opportunity to explore this approach through voluntary neighborhood decarbonization pilots. The legislation establishes a framework for the California Public Utilities Commission (CPUC) to identify priority neighborhood decarbonization zones and for utilities to propose pilot projects that transition customers from natural gas to zero-emission alternatives where doing so could avoid or reduce continued investment in gas infrastructure. The program is being developed through the CPUC and utility process and is not a City-created program.

Mountain View has already begun positioning itself to participate in this emerging opportunity. City staff submitted an application for Mountain View to be considered for the State pilot in partnership with PG&E. Mountain View is one of three cities in Santa Clara County under consideration, and four census tracts in Mountain View are also under consideration. The City can build on this work and its experience with neighborhood-level engagement, including its Cool Block program, as the SB 1221 process develops.

Participation in a neighborhood decarbonization pilot could allow Mountain View to test how building assessments, customer outreach, electriﬁcation incentives, electrical infrastructure planning, and utility coordination can work together in a deﬁned area. It could also provide practical information about customer participation, infrastructure needs, costs, and the potential to reduce future investment in natural gas infrastructure.

Climate Forward can use the experience from any pilot or related neighborhood-scale effort to evaluate whether this approach could be expanded or adapted for other parts of Mountain View.

Five-year work
The ﬁve-year work will focus on continuing the City's participation in the SB 1221 process, supporting development of a potential Mountain View pilot, and documenting lessons that could inform future neighborhood-scale electriﬁcation. The City's level of involvement will depend on the State and utility process and whether Mountain View advances.

Work area What the City could do
Pilot participation Continue pursuing participation in the SB 1221 pilot and participate in development and review if Mountain View
advances in the selection process.

CPUC and PG&E
coordination
Continue coordination with the CPUC and PG&E regarding the Mountain View opportunity and potential pilot design.

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Work area What the City could do
Building and
infrastructure
assessment
Help identify building conditions, electrical capacity, equipment replacement needs, infrastructure requirements, and other factors affecting electriﬁcation.

Customer assistance Connect participating residents and property owners with information about electriﬁcation, available incentives, ﬁnancing, and technical assistance.

Neighborhood
engagement
Support engagement with residents and property owners in the census tracts under consideration, drawing on the City's neighborhood engagement experience where appropriate.

Partner coordination Coordinate with SVCE and other partners on electriﬁcation incentives, technical assistance, and other available resources.

Infrastructure
coordination
Work with PG&E and other partners to understand
opportunities to coordinate customer electriﬁcation with gas and electric infrastructure decisions.

Funding Pursue available external funding and partner resources.

Implementation Plan
Implementation will build on the City's existing participation in the SB 1221 process and will depend on decisions by the CPUC, PG&E, and other program partners. The City will focus its resources on coordination, community engagement, technical review, and partnership activities, with additional responsibilities determined if a Mountain View pilot proceeds.

Implementation
consideration
Action 7
City Role Convene • Partner • Pilot • Advocate
Participate in the State process, coordinate local stakeholders, support community engagement, and work with the CPUC, PG&E, SVCE, and other partners to determine whether a Mountain View pilot is feasible.

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Implementation
consideration
Action 7
Timing Immediate / Short Term. Continue participation in the SB 1221 process, with timing for potential pilot implementation dependent on State and utility decisions.

Estimated City
Cost
TBD. Initial work is expected to involve coordination, technical review, community engagement, and participation in CPUC and utility processes. Costs could increase if a pilot proceeds, depending on the City's responsibilities and the availability of external funding.

Potential Funding
and Resources
Potential CPUC-authorized utility pilot funding, PG&E resources, SVCE programs, State and regional funding, and other
electriﬁcation incentives.

Key Partners California Public Utilities Commission (CPUC); PG&E; Silicon Valley Clean Energy (SVCE); residents and property owners; community-based organizations; and contractors and electrical professionals.

Action 8. Regional Time-of-Sale Partnership
Explore an intervention point for existing residential buildings The opportunity
A large share of Mountain View's building stock already exists and will remain in use for decades. New construction requirements, therefore, cannot address the full building- electriﬁcation opportunity. Existing buildings need opportunities to transition when major investment decisions occur, including when properties are sold, renovated, or when major equipment reaches the end of its useful life.

A property sale can provide one potential intervention point. A sale already involves inspections, disclosures, title companies, lenders, and decisions about future improvements. A time-of-sale approach could use this existing process to identify electriﬁcation opportunities, provide information to buyers and sellers, establish responsibilities for improvements, and connect property owners with available resources.

Rather than requiring every existing property to undertake the same improvements at the Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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same time, the approach could focus attention on buildings when a signiﬁcant ﬁnancial or ownership decision is already occurring.

The decarbonization analysis modeled a regional time-of-sale building electriﬁcation partnership as a local action. Under the primary scenario, the analysis estimated approximately 1,173 MT CO₂e of additional emissions reductions by 2045. The analysis found that the emissions reductions would be relatively limited because the Air District requirements are expected to be the primary driver of space- and water-heating electriﬁcation (a 107,476 MT CO₂e reduction). If the Air District requirements are delayed, weakened, or not implemented, however, the modeled potential of a time-of-sale approach increases to approximately 3,178 MT CO₂e of reductions in 2045. The analysis also found that other local policy tools, including Reach Codes, could provide greater reductions under that scenario.

Other Bay Area communities are beginning to explore this type of approach. Berkeley's Building Emissions Saving Ordinance (BESO) provides one example. Beginning January 1, 2026, sellers of covered one- and two-unit homes must obtain and disclose a Home Energy Score before listing the property and either complete qualifying upgrades before the sale or defer the improvements to the buyer. Berkeley's approach combines assessment and disclosure with ﬂexibility regarding when improvements are completed. Mountain View could evaluate these and other elements without necessarily replicating Berkeley's requirements or ﬁnancial structure.

A regional approach could provide additional beneﬁts by creating greater consistency for property owners, real-estate professionals, assessors, contractors, lenders, and jurisdictions. Mountain View could work with regional partners to evaluate whether a time- of-sale framework could complement Bay Area Air District requirements, Silicon Valley Clean Energy incentives, BayREN programs, and other existing resources.

Five-year work
The ﬁve-year work will focus on evaluating whether a time-of-sale approach could be effective, equitable, and legally viable, with an emphasis on regional coordination rather than immediately creating a Mountain View-speciﬁc requirement.

Work area What the City could do
Monitor regional
experience
Monitor Berkeley's implementation of its updated BESO
requirements and other time-of-sale approaches in the Bay Area.

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Work area What the City could do
Evaluate program
models
Assess potential approaches for single-family, multifamily, and commercial buildings, including disclosure, assessments, required improvements, ﬁnancial mechanisms, and incentives.

Regional
partnership
Participate in regional discussions regarding a coordinated existing-building and time-of-sale framework.

Assess feasibility Evaluate potential emissions reductions, costs, administrative requirements, legal considerations, and equity impacts.

Coordinate with
existing policies
Evaluate how a time-of-sale approach could interact with Bay Area Air District requirements and other existing-building policies and programs.

Stakeholder
engagement
Engage real-estate professionals, title and escrow companies, property owners, affordable-housing providers, contractors, and community organizations.

Determine local or
regional approach
Evaluate whether a regional partnership or Mountain View- speciﬁc approach would be more effective and feasible.

Council
consideration
Bring forward options for Council consideration if a legally viable and effective approach is identiﬁed.

Implementation Plan
Implementation will initially focus on research, regional coordination, stakeholder engagement, and evaluation rather than establishing a new local transaction requirement. Any future program would require additional consideration of legal authority, administrative responsibilities, funding, and the relationship to regional and State requirements.

Implementation
consideration
Action 8
City Role Evaluate • Convene • Partner • Advocate
Evaluate time-of-sale approaches, participate in regional discussions, and work with neighboring jurisdictions and regional Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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Implementation
consideration
Action 8
partners to determine whether a coordinated program could advance existing-building electriﬁcation.

Timing Medium Term. Initial work will focus on research, regional coordination, legal analysis, stakeholder engagement, and evaluation of potential program designs.

Estimated City
Cost
$$. Primarily staff and potential consultant resources for policy research, legal analysis, regional coordination, stakeholder engagement, and evaluation. Additional resources could be required if a program proceeds.

Potential Funding
and Resources
City staff and program resources; regional planning and technical assistance; Silicon Valley Clean Energy programs; BayREN resources; State or federal grants; utility programs; and ﬁnancial mechanisms established through a future program.

Key Partners Regional jurisdictions; Bay Area Air District; Silicon Valley Clean Energy; BayREN; real-estate professionals, title and escrow providers; property owners and affordable-housing providers; contractors and building assessors; and community-based organizations.

Action 9. Regional Building Performance Standards
Explore a longer-term framework for existing larger buildings.

The opportunity
Most of Mountain View's building stock already exists and will remain in use for decades.

Reach Codes can inﬂuence new construction and qualifying improvements, while a potential time-of-sale approach could address existing buildings when ownership changes.

Many existing buildings, however, may not encounter either of those opportunities for many years.

California already has a statewide building energy benchmarking program for certain large commercial and multifamily buildings. Benchmarking provides information about a Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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building's energy use and can help building owners, tenants, and prospective owners understand how a building performs and where opportunities for improvement may exist. A Building Performance Standard (BPS) goes a step further by establishing a performance requirement for covered existing buildings and providing an ongoing framework for improving performance over time. Depending on how a standard is designed, building owners could use benchmarking and other building information to identify opportunities for energy efficiency, electriﬁcation, and other improvements needed to meet the applicable performance level.

For Mountain View, a BPS could provide a longer-term mechanism for addressing existing larger buildings that may not otherwise have a clear trigger for improvement. It could help identify buildings with signiﬁcant opportunities for improvement, provide building owners with clearer performance expectations, encourage investments in energy efficiency and electriﬁcation, and create a more predictable framework for building upgrades over time.

Electriﬁcation should remain an important consideration when evaluating how a future performance standard could reduce building emissions.

The opportunity for Mountain View is therefore to participate in and help shape regional discussions about Building Performance Standards, rather than immediately establish a standalone local BPS. A regional approach could provide greater consistency for existing commercial and multifamily buildings and create a larger, more predictable market for building upgrades, electriﬁcation, contractors, and technical services.

Five-year work
The ﬁve-year work will focus on participating in regional and State discussions, evaluating potential approaches, and building the information needed to determine whether and how a future Building Performance Standard could apply in Mountain View.

Work area What the City could do
Regional
coordination
Participate in regional discussions and work with SVCE and neighboring jurisdictions to evaluate a potential regional BPS framework.

State policy Monitor implementation of Senate Bill 48 and the California Energy Commission's development of its statewide building-performance strategy.

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Work area What the City could do
Existing
programs
Monitor BPS programs being developed or implemented in
California and other jurisdictions, including San José.

Building coverage Evaluate which Mountain View commercial and multifamily buildings and size thresholds could be appropriate for future requirements.

Building data Evaluate existing State benchmarking data and identify potential local data gaps.

Performance
metrics
Assess potential energy, emissions, and electriﬁcation performance metrics.

Program design Evaluate phased compliance schedules, alternative compliance pathways, exemptions, incentives, ﬁnancing, and technical assistance.

Policy
coordination
Examine how a regional BPS could interact with State
benchmarking, Reach Codes, time-of-sale requirements, and Bay Area Air District rules.

Stakeholder
engagement
Engage commercial property owners, multifamily housing providers, building managers, contractors, engineers, and community organizations.

Regional
framework
Participate in development of a regional framework and assess whether Mountain View should formally adopt or implement the resulting standard.

Council direction Bring recommendations to Council as the State and regional policy framework develops.

Implementation Plan
Implementation will initially focus on regional coordination, policy research, building data, technical analysis, and stakeholder engagement rather than creating a standalone local BPS. The City's approach will build on existing State benchmarking infrastructure and remain responsive to the development of State and regional policy.

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Implementation
consideration
Action 9
City Role Convene • Partner • Evaluate • Advocate
Participate in regional BPS development, provide Mountain View- speciﬁc data and analysis, engage local stakeholders, and advocate for approaches that advance electriﬁcation while considering cost, feasibility, equity, and legal authority.

Timing Medium Term. Initial work will focus on regional coordination, research, analysis, and stakeholder engagement, with potential implementation dependent on the development of State or regional policy.

Estimated City
Cost
$$. Primarily staff and potential consultant resources for regional coordination, policy research, building-data analysis, technical analysis, legal review, and stakeholder engagement.

Potential Funding
and Resources
City staff; regional planning and technical assistance; Silicon Valley Clean Energy; BayREN; PG&E; State and federal grants; and other regional resources.

Key Partners California Energy Commission; Silicon Valley Clean Energy; regional jurisdictions; Bay Area Air District; PG&E; BayREN; commercial property owners and building managers; multifamily and affordable-housing providers; contractors, engineers, and energy professionals; and community-based organizations.

Action 10. End of Natural Gas Flow Goal
Evaluate the pathway toward potentially ending the ﬂow of natural gas in Mountain View by 2045.

The opportunity
Mountain View is exploring establishing a goal to end the ﬂow of natural gas in the City by 2045. A potential end-of-natural-gas-ﬂow goal would provide a long-term framework for considering how the community could transition away from natural gas. Achieving this goal requires a clearer understanding of both the transition of buildings and other customers to Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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zero-emission energy sources and the necessary longer-term legal, infrastructure, and institutional changes to ultimately end the availability and ﬂow of natural gas.

The ﬁve-year opportunity is to understand the pathway and the gap. On the community decarbonization side, the City can build on the other Clean Buildings actions—including incentives and outreach, permit streamlining, equity-focused programs, commercial Reach Codes, zoning incentives, time-of-sale approaches, and building performance strategies—to increase electriﬁcation and reduce natural-gas demand. These efforts can also provide information about the pace of adoption, customer barriers, costs, and the amount of natural-gas use that could remain under different scenarios.

At the same time, the City can evaluate the legal and structural pathway to physically ending the availability and ﬂow of natural gas. This includes understanding the City's authority and role, the role of PG&E and other agencies, the future of the natural-gas distribution system, electric-system capacity and infrastructure needs, potential costs, and implications for reliability and resilience. Neighborhood-scale efforts such as the SB 1221 opportunity could provide additional information about how coordinated electriﬁcation could affect both customer transitions and utility infrastructure.

A central question for the ﬁve-year period is therefore how large the gap may be between projected natural-gas use and the conditions that would be required to end the ﬂow of natural gas by 2045, what it would take to close that gap, and what legal, structural, infrastructure, ﬁnancial, and equity considerations would need to be addressed. This work can inform future consideration of whether to establish a 2045 goal, what milestones would be appropriate, and what policies, investments, and programs would be needed to pursue it.

Five-year work
The City could use the ﬁve-year period to establish the analysis, planning, and coordination needed to evaluate a potential 2045 end-of-natural-gas-ﬂow goal. The work should address both reducing customer reliance on natural gas and understanding what would ultimately be required to end its availability and ﬂow.

Work area What the City could do
Establish the
baseline and gap
Establish a baseline for natural-gas use by major building types and end uses; estimate how demand could change under
existing policies and programs; and identify the remaining gap under potential 2045 scenarios.

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Work area What the City could do
Advance building
decarbonization
Use the other Clean Buildings actions to increase
electriﬁcation, reduce barriers to adoption, and gather information about the pace and scale of customer transitions.

Evaluate the legal and
structural pathway
Assess the legal authority, institutional roles, regulatory considerations, and structural changes that could be
associated with eventually ending the availability and ﬂow of natural gas.

Assess electric
infrastructure needs
Evaluate electric-system capacity and infrastructure needs associated with increased electriﬁcation and identify
opportunities to coordinate investments with the transition away from natural gas.

Coordinate utility
planning
Coordinate with PG&E and Silicon Valley Clean Energy
regarding anticipated changes in natural-gas and electricity demand, infrastructure needs, customer programs, and
potential transition pathways.

Evaluate
neighborhood-scale
opportunities
Connect this work with the Neighborhood Decarbonization/SB 1221 action where coordinated electriﬁcation could provide information about customer transitions, infrastructure needs, costs, and changes to natural-gas service.

Assess ﬁnancial and
customer impacts
Evaluate potential costs to the City, utilities, property owners, businesses, and residents, including the potential need for incentives, infrastructure investments, and customer
assistance.

Identify potential
milestones
Based on the analysis, identify potential milestones related to natural-gas demand, building electriﬁcation, infrastructure planning, and future policy decisions that could inform consideration of a 2045 goal.

Inform future
decision-making
Use the ﬁndings to inform whether and how the City could pursue a 2045 end-of-natural-gas-ﬂow goal and what
additional policies, programs, investments, or partnerships would be needed.

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Implementation Plan
The initial emphasis is on planning, data, infrastructure coordination, legal and ﬁnancial analysis, and evaluation. More signiﬁcant program, regulatory, or infrastructure costs would depend on future Council consideration and the speciﬁc measures ultimately pursued. The ﬁve-year work is intended to provide the information needed to evaluate a potential 2045 end-of-natural-gas-ﬂow goal and determine what additional actions would be required.

Implementation
consideration
Action 10
City Role Lead • Plan • Coordinate • Evaluate • Advocate Establish the analytical and planning framework, coordinate with utilities and regional partners, evaluate legal, infrastructure, ﬁnancial, and customer considerations, monitor relevant policy and regulatory developments, and provide information to support future decisions about a potential 2045 goal.

Timing Medium / Long Term. Establish the baseline, conduct pathway and infrastructure analysis, and develop potential milestones during the ﬁve-year period. Additional policy, regulatory, program, or infrastructure measures would be evaluated as the analysis develops and conditions change.

Estimated City
Cost
$–$$. Initial work would primarily involve staff time, data analysis, policy and legal analysis, infrastructure planning, coordination, and progress tracking. Costs could increase if the City later pursues new regulatory programs, incentives, infrastructure initiatives, technical assistance, or other measures identiﬁed through the ﬁve-year analysis.

Potential Funding
and Resources
Existing City staff; consultant and technical assistance; Silicon Valley Clean Energy; PG&E; California Public Utilities Commission and State resources; Bay Area Air District resources; State and federal grants; and regional partnerships.

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Implementation
consideration
Action 10
Key Partners Silicon Valley Clean Energy; PG&E; California Public Utilities Commission; Bay Area Air District; California Energy Commission; regional jurisdictions; property owners; businesses; contractors; and residents.

CHAPTER 10. CLEAN TRANSPORTATION
Moving Mountain View Toward a Lower-Emission Transportation System The decarbonization analysis estimated that transportation emissions will continue to be a major component of community emissions in Mountain View, accounting for approximately 64 percent from on-road vehicles.

While transportation is evolving, the rate and direction of this change depend on several factors beyond City authority. The adoption of electric vehicles is increasing, travel patterns are shifting, and walking, biking, and shared mobility are becoming more integral to the transportation system. However, transportation emissions are still closely linked to factors such as vehicle ownership and replacement, driving frequency, residential and work locations, availability of charging stations, transit services, and regional travel trends.

The City can inﬂuence charging infrastructure, development patterns, transportation demand, street design, parking, local shuttle and transportation services, connections to transit, and coordination with regional transit providers. However, many of the factors that determine transportation emissions— including vehicle technology and availability, vehicle costs, regional commuting, regional transit service, and state and federal vehicle policies— are outside the City's direct control.

The decarbonization analysis nevertheless identiﬁed several areas where Mountain View can make a measurable contribution. Expanding access to charging at or near multifamily properties was the largest modeled local opportunity, with an estimated reduction of approximately 22,217 MT CO₂e by 2045.

Other modeled transportation actions included reducing approximately 4,111 MT CO₂e from EV outreach and education, 190 MT CO₂e from Transportation Demand Management, and 173 MT CO₂e from Complete Streets and active transportation.

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Climate Forward focuses on practical ways the City can support vehicle electriﬁcation while also improving transportation choices and reducing barriers to walking, bicycling, transit, shared mobility, and more efficient travel. The actions that follow combine near-term implementation with longer-term strategies that can respond as vehicle markets, infrastructure, travel patterns, and regional transportation systems continue to change.

Building on Mountain View's Experience
Mountain View has an established foundation for reducing transportation emissions through vehicle electriﬁcation, charging infrastructure, transportation demand management, active transportation, transit and shuttle services, shared mobility, land use, and parking strategies. These efforts provide a base for Climate Forward rather than requiring the City to create entirely new transportation programs. The ﬁve-year opportunity is to continue implementation, address identiﬁed gaps, and coordinate these efforts so that investments in vehicles, infrastructure, transportation choices, and land use reinforce one another.

Vehicle Charging
Mountain View has been expanding the availability of electric-vehicle charging infrastructure through City-owned and operated charging, public charging investments, and partnerships and incentives that support charging at private properties. The City owns and operates 78 public EV charging ports, providing a foundation of publicly accessible charging while also demonstrating the City's role in supporting charging infrastructure. These public facilities complement charging provided at homes, workplaces, multifamily properties, and other private locations.

A particularly important local focus has been charging at existing multifamily properties.

Approximately 55 percent of Mountain View's housing units are multifamily, and residents may not have access to a dedicated garage, parking space, or charging equipment. The City has therefore developed incentives and partnerships speciﬁcally to address the cost and complexity of installing charging at existing apartments and condominiums. In 2025, the City was awarded a $379,921 Silicon Valley Clean Energy grant to support a multifamily EV charger rebate program.

The resulting program combines the City's multifamily charging incentive with Silicon Valley Clean Energy's standard EV charging rebates. Combined with the standard SVCE rebate, eligible multifamily properties with four or more residential units—including apartments and condominiums—can receive up to $4,500 per outlet or $8,500 per Level 2 port, with Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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total incentives capped at project costs. City staff designed the program to make installations substantially more affordable, potentially bringing installation costs, while also providing technical assistance and a concierge-style approach to help property managers navigate the process.

The program has also demonstrated strong demand. The Mountain View adder is fully subscribed, meaning available funding has been reserved and new applicants cannot currently receive the additional City incentive, while the standard SVCE multifamily charging rebate remains available. This experience provides a practical foundation for Climate Forward: ﬁnancial incentives can help overcome a signiﬁcant barrier to multifamily charging, while technical assistance and simpliﬁed participation can help property owners move from interest to installation.

Transportation Demand Management
Mountain View has used Transportation Demand Management (TDM) requirements and strategies in connection with development for many years. Existing approaches have included transit beneﬁts, shuttle services, parking management, commuter incentives, carpool and vanpool programs, and bicycle facilities, including through the North Bayshore Precise Plan and other project-speciﬁc requirements.

In 2026, the City adopted a citywide TDM Program to establish more consistent requirements for eligible new development. The program applies to new development projects generating 200 or more net new average daily trips and establishes Program Standards and a TDM Toolkit to identify strategies and support project-speciﬁc TDM plans.

The next phase is therefore focused on implementation, consistent application, and reﬁnement based on experience rather than creating a new TDM framework.

E-Bike Incentives and Micromobility
Mountain View has also used targeted ﬁnancial incentives to make e-bikes more accessible to residents who may face greater barriers to the upfront cost of an electric bicycle.

The City implemented an income-qualiﬁed E-Bike Voucher Program in 2024 for low- to moderate-income Mountain View residents. The program provided eligible residents with a voucher that could be used toward the purchase of an e-bike from a participating vendor, with residents completing a post-purchase survey as part of the program. The City promoted the program as a way to help residents travel farther by bicycle while reducing local air pollution and climate emissions.

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This experience provides a useful foundation for future transportation programs because it demonstrates the City's ability to target incentives toward households for whom the upfront cost of an e-bike may be a barrier. It also illustrates how ﬁnancial incentives can be paired with outreach and education rather than relying on infrastructure investments alone.

Active transportation
Mountain View has an established Active Transportation Plan that guides improvements to the City's walking and bicycling network. The Plan identiﬁes near-term priority projects intended to advance the network through 2035, along with education and outreach to increase awareness and use of walking and bicycling infrastructure. Climate Forward can build on this adopted framework by advancing priority projects, improving connections between individual projects, and coordinating bicycle and pedestrian improvements with roadway, development, utility, and other capital projects.

Land use and parking
Mountain View's land-use planning also provides an important transportation foundation.

The City has a substantial network of Precise Plans that coordinate land use, development, transportation, and public improvements, including plans covering Downtown, North Bayshore, San Antonio, East Whisman, and Moffett Boulevard. Several already incorporate transportation and parking strategies. For example, North Bayshore includes transportation goals focused on reducing single-occupancy vehicle travel and requirements for TDM and mode-shift investments, while Downtown includes reduced parking requirements for certain residential and affordable or senior housing and allows shared parking approaches.

The City is also continuing work that will inﬂuence future transportation patterns, including the R3 Zoning District Update and the Moffett Boulevard Precise Plan. These efforts provide opportunities to coordinate housing, employment, parking, walking, bicycling, transit, and other transportation considerations rather than treating transportation as a separate issue from land use
An integrated transportation foundation
Together, these efforts give Mountain View a foundation across the major components of the transportation system: EV adoption and charging, transit and shuttles, active transportation, TDM, shared mobility, land use, and parking. Climate Forward can build on this work by focusing the next ﬁve years on implementation, targeted expansion, Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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coordination among programs, and addressing gaps where existing efforts do not yet provide sufficient access or emissions reductions.

Transportation Actions at a Glance
The following actions translate this approach into a ﬁve-year portfolio. The transportation actions work together across two complementary pathways: reducing the need for vehicle travel and transitioning the trips that remain to lower-emission modes and vehicles. Expanding transit, active transportation, micromobility, Transportation Demand Management, and supportive land-use and parking strategies can reduce reliance on single-occupancy vehicles, while vehicle electriﬁcation and charging actions support the transition of trips that continue to be made by car.

No. Action Purpose Timing Estimated
City Cost
11 EV Outreach,
Education, and
Incentives
Help residents and
businesses navigate EV
adoption
Immediate /
Ongoing
$$–$$$
12 Multifamily EV
Charging
Expand charging access
where residents face
greater barriers to home
charging
Immediate /
Ongoing
$$$–$$$$
13 Workplace and Public
EV Charging
Expand convenient
charging beyond single-
family homes
Short /
Medium
Term
$$–$$$
14 Reliable City-Owned
Public Charging
Improve performance and
reliability of existing City
charging infrastructure
Immediate /
Ongoing
$$–$$$
15 Transit and Shuttle
Connections
Support convenient,
connected, and low-
emission transit
Immediate /
Ongoing
$$–$$$
16 E-Bikes, and E-
Scooters, and
Connected Mobility
Expand connected
alternatives to driving
Short /
Medium
Term
$$–$$$
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Action 11. EV Outreach, Education, and Incentives
Help residents and businesses navigate EV adoption.

The opportunity
Electric vehicle adoption is increasing, but the decision to purchase or lease an EV can still involve questions about vehicle options, upfront costs, charging, incentives, and ongoing ownership. These considerations can be particularly important for households and businesses that do not have convenient access to private charging or that may be less familiar with available programs.

The City can help residents and businesses navigate these decisions by providing clear, timely information and connecting them with available incentives and technical resources.

Outreach can also help potential EV owners plan for charging before purchasing a vehicle and understand how home, workplace, multifamily, and public charging options ﬁt together.

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The City's decarbonization analysis estimated that EV outreach and education could reduce community emissions by approximately 4,111 MT CO₂e by 2045, based on the assumptions used in the analysis. This estimate is not a forecast of program performance; actual results will depend on participation, vehicle adoption, available incentives, charging access, and broader market conditions.

Five-year work
Over the ﬁve-year Plan period, the City will build on existing EV outreach and partnerships and expand support where community needs and available resources warrant. The work will focus on helping residents and businesses understand EV options, navigate available incentives and charging resources, and address information and access barriers to adoption.

Work area What the City could do
EV education Provide clear information about EV models, ownership considerations, charging options, incentives, and available technical assistance.

Incentive
navigation
Help residents and businesses identify and access available City, utility, regional, State, and other incentives.

Targeted
outreach
Focus outreach on renters, multifamily residents, small businesses, and other groups that may face greater barriers to EV adoption.

Community
partnerships
Work with community-based organizations, neighborhood groups, employers, and other trusted partners to expand outreach.

Charging
education
Help residents understand home, multifamily, workplace, and public charging options and identify resources for addressing charging barriers.

Business
outreach
Provide businesses and employers with information about EV adoption, workplace charging, ﬂeet considerations, and available programs.

Program
coordination
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Work area What the City could do
consistent information and can more easily identify available assistance.

Implementation Plan
Implementation will build on the City's existing EV outreach, incentive, and partnership efforts, with the level of City support adjusted to where it can address identiﬁed barriers.

The approach will prioritize coordination with existing utility and regional programs and use City resources strategically to expand access, provide targeted assistance, and support continued EV adoption.

Implementation
consideration
Action 11
City Role Lead • Educate • Invest • Convene • Partner
Lead community outreach, provide education and technical assistance, connect residents and businesses with available programs, and address identiﬁed gaps with targeted local support.

Timing Immediate / Ongoing. Work can start in 2027 and continue throughout the ﬁve-year Plan period, with outreach, technical assistance, incentives, and partnerships adjusted as needs and available resources change.

Estimated City
Cost
$$–$$$. Costs may vary based on outreach, technical assistance, incentives, demonstrations, and other program investments.

Actual expenses will depend on program scope, staffing, participation, available funding, and future City budget decisions.

Potential Funding
and Resources
Existing City program resources; Silicon Valley Clean Energy programs and technical assistance; utility programs; State and regional grants; federal funding where available; potential future City incentive funding subject to the budget process.

Key Partners Silicon Valley Clean Energy; PG&E; regional transportation agencies; community-based organizations; employers and
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Implementation
consideration
Action 11
business organizations; multifamily property owners and managers; EV and charging providers.

Action 12. Multifamily EV Charging
Expand charging access where residents face greater barriers to home charging.

The opportunity
Most EV charging occurs at or near home, but residents of multifamily properties may not have access to a dedicated garage, parking space, or charging equipment. Mountain View's housing stock makes this an important local issue: approximately 55 percent of the City's housing units are multifamily.

Expanding charging at existing multifamily properties can help address one of the barriers to EV adoption that the City can inﬂuence locally. Charging may be provided on-site or, where on-site installation is difficult, through nearby public, shared, curbside, or other charging options.

Mountain View's decarbonization analysis identiﬁed multifamily EV charging as the largest local emission-reducing action.

For the ﬁve-year Plan period, the City will work toward increasing adequate charging access to at least 25 percent of multifamily units by 2031.

Five-year work
Over the ﬁve-year Plan period, the City will build on the multifamily charging rebate program and related partnerships to increase adequate charging access for multifamily properties. The work will focus on using available incentives effectively, helping property owners navigate technical and permitting requirements, addressing electrical infrastructure barriers, and pursuing additional charging solutions where on-site installation is not feasible or sufficient.

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Work area What the City could do
Multifamily
charging target
Work toward providing adequate charging access for at least 25 percent of multifamily units by 2031, using a combination of on- site and nearby charging solutions where appropriate. For purposes of this Plan, adequate charging access may include on- site or nearby charging that provides a practical charging option for residents, based on factors such as location, availability, charging speed, and anticipated demand.

Multifamily rebate
program
Continue and, as funding allows, expand incentives for EV charging installations at existing multifamily properties.

Property
identiﬁcation and
assessment
Identify properties with limited charging access and assess barriers including parking conﬁguration, electrical capacity, ownership structure, and proximity to other charging options.

Technical
assistance
Provide or coordinate assistance to help property owners evaluate charging options, electrical upgrades, installation requirements, and available incentives.

Charging options Support a range of solutions, including Level 1, Level 2, and DC fast charging where appropriate to the property and anticipated use.

Nearby charging Explore public, shared, curbside, City-owned, and other charging opportunities near multifamily properties where on-site charging is difficult or insufficient.

Electrical
infrastructure
Coordinate with PG&E and other partners to identify electrical capacity constraints and opportunities to support charging infrastructure at older multifamily properties.

Innovative
charging
approaches
Evaluate pilots or other approaches, such as shared or overnight charging, that could improve access where conventional
installations are difficult.

Affordability Explore approaches that reduce charging costs for income- qualiﬁed residents and multifamily renters where funding and program structures allow.

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Work area What the City could do
Property-owner
engagement
Conduct targeted outreach to property owners, managers, homeowner associations, and affordable housing providers to increase awareness and participation in available programs.

Implementation Plan
Implementation will build on the City's multifamily charging rebate program, Silicon Valley Clean Energy incentives, and utility and technical-assistance programs. The City will focus its resources on properties where charging barriers are signiﬁcant and where incentives, technical assistance, or nearby charging can provide a practical path forward. The level and form of City support will depend on available funding, property conditions, participation, and the effectiveness of different charging approaches.

Implementation
consideration
Action 12
City Role Lead • Invest • Convene • Partner
Administer or coordinate available incentives, connect property owners with technical assistance, facilitate charging solutions, and work with utilities and other partners to address infrastructure constraints.

Timing Immediate / Ongoing. Continue the existing rebate and partnership work beginning in 2027 and pursue additional charging opportunities throughout the ﬁve-year Plan period.

Estimated City
Cost
$$$–$$$$. Costs could include incentives, technical assistance, public or City-owned charging infrastructure, electrical upgrades, and pilot projects. Actual costs will depend on the number and type of properties served, infrastructure requirements, external funding, and future City decisions.

Potential Funding
and Resources
Silicon Valley Clean Energy multifamily charging rebates and technical assistance; PG&E programs; State and regional grants; federal funding where available; future City funding subject to the budget process; property-owner contributions.

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Implementation
consideration
Action 12
Key Partners Silicon Valley Clean Energy; PG&E; multifamily property owners and managers; homeowner associations; affordable housing providers; charging providers; electrical contractors; community- based organizations; regional transportation agencies.

Action 13. Workplace and Public EV Charging
Expand convenient charging beyond single-family homes.

The opportunity
Not all EV drivers have access to convenient charging at home. Workplace charging can provide an important option for employees who cannot charge at their residence, while publicly accessible charging at commercial properties and community destinations can serve residents, workers, and visitors when home or workplace charging is not available.

Mountain View's concentration of major employers, office campuses, and employment centers creates opportunities to expand workplace charging. Charging at workplaces can also provide daytime charging and complement the growing network of residential and public charging.

The City can support this expansion primarily through partnerships, information, technical resources, and coordination with existing incentive programs. The City's role is not necessarily to own or operate these charging stations, but to help employers, property owners, and other potential hosts identify opportunities and navigate available resources.

Five-year work
Over the ﬁve-year Plan period, the City will work with employers, commercial property owners, business organizations, and charging partners to expand workplace and publicly accessible charging opportunities. The work will focus on identifying locations with potential demand, connecting potential hosts with available incentives and technical resources, and encouraging charging deployment where it can complement residential and City-owned charging.

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Work area What the City could do
Workplace charging
outreach
Engage employers, business associations, and commercial property owners about the beneﬁts, costs, and available resources for workplace charging.

Incentive and
technical assistance
Connect employers and property owners with available
charging incentives, technical assistance, and installation resources.

Office campuses Encourage charging deployment at major employment centers, office campuses, and shared commercial parking facilities.

Commercial and
community
destinations
Explore opportunities for publicly accessible charging at shopping centers, commercial properties, and other
destinations where charging can serve residents, workers, and visitors.

Charging
partnerships
Facilitate partnerships among property owners, employers, charging providers, utilities, and other organizations to identify viable charging projects.

Shared charging
opportunities
Explore charging arrangements that allow multiple employers, employees, customers, or community users to access charging where appropriate.

Recognition and
outreach
Highlight employers and property owners that demonstrate leadership in transportation electriﬁcation and help share practical examples with other businesses.

Coordination with
other actions
Coordinate workplace and publicly accessible charging with multifamily charging, City-owned charging, mobility hubs, and other transportation investments.

Implementation Plan
Implementation will rely primarily on partnerships and coordination with employers, commercial property owners, Silicon Valley Clean Energy, utilities, and charging providers.

The City can help identify opportunities, connect potential hosts with available programs and technical resources, and support projects that complement residential and City- Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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owned charging. The level of City involvement can vary depending on project needs, available external resources, and opportunities for partnership.

Implementation
consideration
Action 13
City Role Convene • Educate • Partner • Facilitate
Engage potential charging hosts, connect them with incentives and technical resources, facilitate partnerships, and help address local barriers to workplace and publicly accessible charging.

Timing Short / Medium Term. Begin outreach and partnership development during the ﬁve-year Plan period, with charging projects advancing as suitable locations, funding, and private- sector partners are identiﬁed.

Estimated City
Cost
$$–$$$. Costs could include staff and outreach resources, technical assistance, partnership support, targeted incentives, or limited City participation in charging projects. Actual costs will depend on the City's role in individual projects and available external funding.

Potential Funding
and Resources
Silicon Valley Clean Energy programs and technical assistance; utility programs; State and regional grants; federal funding where available; employer and property-owner investment; charging- network providers; potential future City funding subject to the budget process.

Key Partners Employers; business associations; commercial property owners and managers; Silicon Valley Clean Energy; PG&E; charging providers; regional transportation agencies; community
organizations.

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Action 14. Reliable City-Owned Public Charging
Improve the performance and reliability of existing City charging infrastructure.

The opportunity
Public charging will remain an important part of Mountain View's charging network, particularly for residents and visitors who cannot consistently charge at home or at work.

As EV adoption increases, reliable public charging becomes increasingly important not only for access to charging but also for conﬁdence that chargers will be available and functional when needed.

The City owns and operates public charging infrastructure in locations that serve residents, workers, visitors, and community destinations. Maintaining that infrastructure and improving its performance can help ensure that existing investments continue to provide useful charging capacity as demand grows.

The opportunity is not limited to adding more chargers. Improving charger reliability, charging speed, customer experience, maintenance, and capacity at high-demand locations can increase the usefulness of the existing network and help the City make better-informed decisions about future investments.

Five-year work
Over the ﬁve-year Plan period, the City will focus on keeping City-owned public charging infrastructure reliable, accessible, and responsive to changing demand. The work will combine improvements to existing equipment and systems with targeted expansion where additional capacity is warranted. The City can also periodically evaluate pricing and other user-experience factors to help ensure that public charging remains useful, appropriately priced, and consistent with the City's transportation and access goals.

Work area What the City could do
Charger
performance
Assess existing chargers for reliability, utilization, charging speed, downtime, pricing, and customer experience, with particular attention to high-use locations such as Downtown. Use this information to identify equipment, operational, or pricing changes that could improve performance and access.

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Work area What the City could do
Equipment
upgrades
Replace or upgrade aging equipment where improvements in charging speed, reliability, or functionality would provide meaningful beneﬁts.

Maintenance and
operations
Strengthen maintenance practices and service arrangements to reduce downtime and keep chargers operational and accessible.

Charging
capacity
Identify high-demand locations where additional charging capacity may be warranted and evaluate opportunities for expansion.

Network and
technology
partnerships
Work with charging-network providers and technology vendors to evaluate improved software, customer support, charging
technologies, and operating models.

Pricing and user
experience
Periodically evaluate charging prices, payment systems, charger information, availability information, and customer support.

Consider utilization, operating costs, nearby charging prices, and access and turnover objectives when evaluating whether pricing or other user-experience changes are appropriate.

Funding and
coordination
Coordinate with utilities, regional agencies, and private-sector partners to identify funding opportunities and emerging charging technologies.

Future planning Use information about charger performance, utilization, pricing, customer experience, and community needs to inform future charging infrastructure investments and procurement decisions.

Implementation Plan
Implementation will prioritize the performance of the City's existing charging assets while allowing for targeted expansion where demand and available resources support additional investment. The City can use a combination of City resources, charging-network expertise, utility and regional partnerships, and available grant funding to address equipment, operations, and infrastructure needs.

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Implementation
consideration
Action 14
City Role Lead • Invest • Partner • Manage
Maintain and improve City-owned charging infrastructure, coordinate with service providers and utilities, and make targeted investments based on infrastructure needs and available resources.

Timing Immediate / Ongoing. Begin assessment and improvement of existing infrastructure in 2027 and continue maintenance, upgrades, and targeted capacity improvements throughout the ﬁve-year Plan period.

Estimated City
Cost
$$–$$$. Costs could include equipment replacement or
upgrades, maintenance and service agreements, network and software improvements, site improvements, and targeted
capacity expansion. Larger infrastructure investments will depend on project scope and available funding.

Potential Funding
and Resources
Revenue from existing public chargers; existing City operating and capital resources; utility programs; State and regional grants; federal funding where available; charging-network and technology partnerships; other external funding opportunities.

Key Partners Charging-network providers and technology vendors; PG&E; Silicon Valley Clean Energy; regional transportation agencies; other public agencies; private-sector partners.

Action 15. Transit and Shuttle Connections
Support convenient, connected, and low-emission transit.

The opportunity
Transit can reduce reliance on personal vehicles while providing an important mobility option for people who cannot or do not want to drive. For Mountain View, the opportunity extends beyond the City's own shuttle service to connections with regional transit and the ﬁrst- and last-mile trips that determine whether transit is convenient for everyday travel.

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The City can inﬂuence these connections through its own shuttle service, partnerships with regional transit agencies and service providers, coordination with employers and other partners, and investments or advocacy that improve access to transit. Service coverage, frequency, hours, reliability, accessibility, and affordability all affect whether transit is a practical option for residents, workers, and visitors.

Mountain View's Community Shuttle also provides an opportunity to support lower- emission travel directly. Expanding service where there is demonstrated need, maintaining affordability, and transitioning City-operated transit vehicles to zero-emission technology can reduce emissions while improving transportation choice.

Five-year work
Over the ﬁve-year Plan period, the City will work to strengthen local and regional transit connections and improve the usefulness of the Community Shuttle. The work will consider service coverage, frequency, hours, affordability, accessibility, connections to regional transit, and opportunities to transition City-operated transit services to zero-emission vehicles where appropriate.

Work area What the City could do
Community
Shuttle service
Evaluate opportunities to expand shuttle coverage, frequency, and hours based on community needs and available resources.

Affordability Explore options for maintaining free or low-cost shuttle service and reducing cost barriers to transit for seniors, students, small business employees, and people with disabilities.

Shuttle
electriﬁcation
Transition City-owned and operated transit services to zero- emission vehicles where feasible, with a goal of completing the transition by 2030 if performance of existing ﬂeet indicates viability.

Regional transit
connections
Work with regional transit agencies and service providers to improve frequency, reliability, connectivity, and connections between local and regional services.

First- and last-mile
connections
Identify opportunities to improve connections between
neighborhoods, employment centers, major destinations, and regional transit services.

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Work area What the City could do
Service access Consider service needs in underserved neighborhoods and near affordable housing, and improve access for people with
disabilities and others who may face transportation barriers.

Community
partnerships
Work with the Mountain View Transportation Management
Association and other local partners to promote transit and coordinate complementary shuttle services.

Regional advocacy Participate in regional planning and funding efforts that can improve transit service and support lower-emission travel options serving Mountain View.

Implementation Plan
Implementation will combine City-operated shuttle improvements with partnerships and advocacy involving regional transit agencies and other service providers. The City will use community needs, service conditions, available funding, and opportunities for coordination to determine where local improvements can provide the greatest beneﬁt.

Electriﬁcation of City-operated transit will be incorporated into vehicle replacement and capital planning where feasible.

Implementation
consideration
Action 15
City Role Lead • Operate • Partner • Advocate
Operate and improve City shuttle services, coordinate with regional transit providers, support connections between services, and advocate for regional investments that improve transit serving Mountain View.

Timing Immediate / Ongoing. Continue existing shuttle and regional partnership activities beginning in 2027, with service
improvements and vehicle electriﬁcation advancing as funding, ﬂeet replacement schedules, and operating conditions allow.

Estimated City
Cost
$$–$$$. Costs may include additional shuttle service, operations, vehicle replacement or electriﬁcation, charging infrastructure, Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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Implementation
consideration
Action 15
accessibility improvements, and regional partnership activities.

Actual costs will depend on service levels, ﬂeet needs, and available funding.

Potential Funding
and Resources
Existing City operating and capital resources; regional transportation funding; State and federal transit grants; transportation-related grants; partnerships with the Mountain View Transportation Management Association and other service providers.

Key Partners Regional transit agencies and service providers; Mountain View Transportation Management Association; Santa Clara Valley Transportation Authority; Caltrain; employers and business organizations; affordable housing providers; community-based organizations.

Action 16. E-Bikes, E-Scooters, and Connected Mobility
Expand access to e-bikes, e-scooters, and other low-emission transportation options through safe infrastructure, shared mobility, and connected services.

The opportunity
E-bikes and e-scooters can provide practical alternatives to driving for short trips and ﬁrst- and last-mile connections. Their usefulness depends on more than the vehicles themselves: people need safe and connected infrastructure, convenient places to park and charge, reliable shared services, and connections to transit and other destinations.

Mountain View can support these options through transportation infrastructure, shared micromobility programs, incentives and education, and partnerships with regional agencies, employers, property owners, and service providers. Mobility hubs are one opportunity to bring these elements together, but improvements can also occur through individual projects, development, transportation programs, and neighborhood connections.

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The ﬁve-year opportunity is to make low-emission mobility options more practical, connected, and accessible across Mountain View while learning from existing and emerging programs.

Five-year work
Mountain View’s ﬁve-year work will focus on making e-bikes, e-scooters, and other shared mobility options easier and safer to use, while improving connections to transit and destinations throughout the community. The work combines infrastructure, shared services, education, and partnerships so that individual investments contribute to a more connected transportation system.

Work area What the City could do
E-bike and e-
scooter
infrastructure
Invest in safe, connected bicycle and micromobility
infrastructure, including facilities that support comfortable access to key destinations and transit.

Shared
micromobility
Support well-managed e-bike and e-scooter share programs, including appropriate parking, charging, service areas, and operating requirements.

Mobility hubs Complete the Downtown Transit Center mobility hub and use the experience to identify additional locations where multiple transportation options can be connected.

First- and last-mile
connections
Improve connections between neighborhoods, employment
areas, transit, the Community Shuttle, and other major
destinations.

Bicycle and
micromobility
parking
Expand secure and convenient parking and charging facilities at appropriate public, residential, employment, and community locations.

Incentives and
education
Promote available incentives, programs, and resources that can help residents and workers use e-bikes, e-scooters, and other shared transportation options. Consider piloting incentives.

Equitable access Work with providers and community partners to improve affordability, accessibility, and availability of services across Mountain View.

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Work area What the City could do
Regional
coordination
Coordinate with regional agencies, neighboring jurisdictions, employers, property owners, and mobility providers to improve connections and service consistency.

Implementation Plan
The City will use a combination of transportation planning, capital investments, partnerships, and program coordination to advance this work. Implementation will depend on the type and location of each improvement, with larger infrastructure projects requiring additional planning, funding, and coordination. Existing regional programs and private or partner investments can help expand access without relying solely on City funding.

Implementation
consideration
Action 16
City Role Plan • Invest • Partner • Facilitate
Improve infrastructure, support shared mobility programs, connect transportation services, and work with regional and community partners to expand access to low-emission
transportation options.

Timing Short / Medium Term. Continue existing projects and programs while identifying additional infrastructure, shared mobility, and partnership opportunities throughout the ﬁve-year Plan period.

Estimated City
Cost
$$–$$$. Costs will vary by program and project. Staff coordination and education may require limited resources, while bicycle and micromobility infrastructure, mobility hubs, and other capital improvements could require greater investment.

Potential Funding
and Resources
City transportation and capital funds; regional transportation programs; State and federal grants; transportation management organizations; shared-mobility providers; development-related improvements; and other public or private funding opportunities.

Key Partners Santa Clara VTA; Caltrain; Mountain View Transportation Management Association; e-bike and e-scooter providers; Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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Implementation
consideration
Action 16
employers and property owners; developers; regional
jurisdictions; community-based organizations; and other transportation partners.

Action 17. Transportation Demand Management
Reduce vehicle travel associated with new development and major employers by expanding transportation choices.

The opportunity
Transportation Demand Management (TDM) uses a combination of programs, services, and incentives to reduce single-occupancy vehicle trips and make other transportation options more practical. Strategies can include transit beneﬁts, employer programs, carpool and vanpool support, bicycle facilities, parking management, commuter incentives, and other measures that respond to how people travel.

TDM is particularly relevant as Mountain View continues to add housing, employment, and other development. New development can increase vehicle travel, but it also creates opportunities to provide transportation choices from the outset and reduce the number of trips made by single-occupancy vehicles.

The local emissions analysis modeled TDM as a transportation action and estimated a reduction of approximately 190 MT CO₂e by 2045. This estimate is based on speciﬁc modeling assumptions and is not a forecast of actual program performance. The broader value of TDM also includes reducing vehicle travel, improving access to transportation choices, and coordinating transportation with new development.

Five-year work
The ﬁrst priority is implementing the recently adopted citywide TDM Program and establishing consistent processes for applying it to eligible development projects. Over the ﬁve-year period, the City can build on that foundation by improving the tools available to applicants, coordinating TDM with development review and transportation planning, and expanding partnerships that make transportation alternatives more accessible to residents and employees.

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Work area What the City could do
Citywide TDM
Program
Implement the adopted citywide TDM requirements for applicable new development projects and establish consistent procedures for project review and compliance.

TDM Toolkit and
Program Standards
Use and reﬁne the TDM Toolkit and Program Standards to provide clear strategies and practical guidance for project applicants and City staff.

Development
review
Integrate TDM requirements into applicable development review processes and coordinate them with transportation analysis, site design, parking, and multimodal improvements.

Trip reduction
strategies
Encourage a range of strategies suited to individual projects, such as transit beneﬁts, commuter programs, carpool and vanpool support, bicycle facilities, parking management, and other transportation choices.

Employer
partnerships
Work with major employers, property owners, and transportation management organizations to expand programs that reduce drive- alone commuting.

Residential access Encourage TDM strategies that provide residents with information, incentives, and convenient access to transit, bicycling, shared mobility, and other alternatives to driving.

Coordination with
other actions
Connect TDM programs with active transportation, transit, micromobility, EV charging, parking, and transit-oriented development investments.

Program
reﬁnement
Use implementation experience to identify opportunities to improve program guidance, administrative processes, and the range of strategies available to eligible projects.

Implementation Plan
Implementation will build on the City's newly established citywide TDM Program rather than creating a separate climate-speciﬁc TDM program. The primary resources will be staff capacity to administer the program, coordinate with development projects, support Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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applicants, and work with employers and transportation partners. Additional resources may be needed for technical assistance, outreach, or specialized program development.

Implementation
consideration
Action 17
City Role Regulate • Implement • Coordinate • Partner
Administer the citywide TDM Program, incorporate TDM into applicable development processes, provide guidance, and work with employers, property owners, and transportation partners to expand transportation choices.

Timing Immediate / Ongoing. Implement the recently adopted citywide TDM Program beginning in 2027, reﬁne program tools and
processes based on experience, and continue coordination with development and transportation partners throughout the Plan period.

Estimated City
Cost
$–$$. Implementation will primarily rely on existing staff and program resources. Additional consultant, outreach, technical assistance, or program resources may be needed as the City gains experience with the new program.

Potential Funding
and Resources
Existing City staff resources; development-related resources; regional transportation programs; transportation management organizations; employer and property-owner participation; and State or federal transportation grants where eligible.

Key Partners Community Development Department; Public Works Department; Santa Clara VTA; Mountain View Transportation Management Association; employers and business organizations; developers and property owners; transportation service providers; regional jurisdictions; and community-based organizations.

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Action 18. Active Transportation and Safe Connections
Accelerate implementation of Mountain View’s Active Transportation Plan and improve connections for walking and bicycling.

The opportunity
Walking and bicycling can reduce vehicle travel while providing affordable and accessible ways to move around Mountain View. Safe, connected facilities are particularly important for short trips, access to transit, and connections between neighborhoods, employment areas, schools, shopping, and community destinations.

Mountain View already has an established Active Transportation Plan that identiﬁes priorities for improving the City's bicycle and pedestrian network. Climate Forward provides an opportunity to connect that work more directly to the City's decarbonization goals by accelerating delivery of near-term priority projects, coordinating active transportation improvements across City programs, and supporting education and outreach that helps residents and workers use the network.

The decarbonization analysis modeled accelerated Complete Streets and active transportation improvements and estimated approximately 173 MT CO₂e of emissions reductions by 2045. The model assumed a 5 percent increase in sidewalk miles and a 10 percent increase in bicycle-lane miles. These assumptions illustrate one potential scale of infrastructure change and are not forecasts or targets for the City's actual program.

Five-year work
The City's ﬁve-year work will focus on advancing the near-term priority projects identiﬁed in the Active Transportation Plan by 2035, while coordinating those projects with other transportation, development, and infrastructure investments. The work will also address the connections between individual projects so that improvements function as part of a broader walking and bicycling network.

Work area What the City could do
Active Transportation
Plan implementation
Advance near-term priority bicycle and pedestrian projects identiﬁed in the Active Transportation Plan, with
implementation sequenced according to project readiness, funding, and other City priorities.

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Work area What the City could do
Priority network
connections
Focus improvements on gaps and barriers that limit
connections between neighborhoods, employment areas,
schools, community destinations, and transit.

Bicycle facilities Implement priority bicycle improvements identiﬁed in the Active Transportation Plan and coordinate them with street, development, and other transportation projects.

Pedestrian facilities Improve sidewalks, crossings, intersections, and other pedestrian facilities identiﬁed through the City's planning and capital programs.

Safe crossings and
intersections
Address locations where crossing conditions, intersection design, or other barriers make walking and bicycling less comfortable or accessible.

Project coordination Coordinate Active Transportation Plan projects with roadway projects, development, transit, mobility hubs, utility work, and other infrastructure investments where opportunities exist.

Education and
outreach
Expand information and outreach that helps residents and workers understand available walking and bicycling routes, facilities, and transportation options.

Implementation
partnerships
Coordinate with regional agencies, schools, employers,
transportation organizations, and community partners where their participation can support project delivery or network connections.

Implementation Plan
Implementation will primarily occur through the City's existing transportation planning and capital improvement processes, with Climate Forward providing an additional connection between active transportation investments and the City's decarbonization goals. The Active Transportation Plan will remain the primary source for identifying and prioritizing projects, while annual work planning and funding decisions will determine which projects can advance during the ﬁve-year Plan period.

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Implementation
consideration
Action 18
City Role Plan • Invest • Coordinate • Educate
Implement priority projects in the Active Transportation Plan, coordinate improvements across City programs and projects, and support education and outreach that increases awareness and use of walking and bicycling infrastructure.

Timing Immediate / Ongoing. Continue advancing near-term Active Transportation Plan projects throughout the ﬁve-year Plan period, with individual project schedules determined through the City's transportation and capital planning processes.

Estimated City
Cost
$$$–$$$$. Costs will vary substantially by project. Planning and outreach can generally be supported with existing program resources, while construction of bicycle, pedestrian, crossing, and other network improvements can require signiﬁcant capital investment.

Potential Funding
and Resources
City transportation and capital funds; regional transportation programs; State and federal active transportation grants; transportation impact or development-related funding where eligible; and other public funding opportunities.

Key Partners Public Works Department; Community Development Department; Santa Clara VTA; Caltrans; regional transportation agencies; schools and school districts; employers and property owners; developers; Mountain View Transportation Management
Association; community-based organizations; and neighboring jurisdictions.

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Action 19. Transit-Oriented Development and Parking Management Coordinate land use and parking decisions to support walkable, transit-supportive development.

The opportunity
Where people live, work, shop, and access services affects how often and how far they travel by car. Compact, mixed-use development can shorten trips and make walking, bicycling, and transit more practical. Parking policies can also inﬂuence travel choices by affecting the cost, availability, and location of vehicle parking.

Mountain View has already incorporated these considerations into several Precise Plans and transportation policies. The opportunity during the ﬁve-year Plan period is to continue implementing these adopted approaches, advance ongoing land-use planning work, and coordinate parking decisions with transportation, housing, and development goals.

The decarbonization analysis modeled mixed-use zoning and transit-oriented development as a local action, using assumptions associated with the Moffett Boulevard and R3 Plans. It estimated approximately 926 MT CO₂e of reductions by 2045.

While the modeled emissions reduction is smaller than that of several other local actions, the strategy remains important because land-use decisions shape transportation patterns and development for decades. Locating new housing and other uses near transit, services, and existing infrastructure can support shorter trips, greater use of walking, bicycling, and transit, and reduced reliance on private vehicles. These strategies also help ensure that new development is aligned with the City's longer-term transportation and climate goals rather than creating additional vehicle dependence that may be difficult to change later.

Five-year work
The City's ﬁve-year work will focus on implementing adopted land-use and parking policies while continuing to incorporate transportation considerations into ongoing planning and zoning work. This includes advancing applicable Precise Plans and zoning updates, coordinating parking standards with TDM and multimodal transportation, and using development review to support connections to walking, bicycling, and transit.

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Work area What the City could do
Precise Plan
implementation
Continue implementing adopted Precise Plans that support mixed-use, walkable, and transit-oriented development
patterns.

Moffett Boulevard Resume work on the Moffett Boulevard Precise Plan in 2027, including land-use and streetscape planning that supports multimodal travel.

R3 Zoning District Complete the R3 Zoning District Update and incorporate applicable development, parking, and multimodal standards into the City's zoning ordinance.

Transit-oriented
development
Continue planning for housing, employment, and neighborhood- serving uses in locations with access to transit and other transportation options.

Parking
management
Continue implementing applicable parking reforms, including reduced or eliminated minimum parking requirements in
locations and circumstances where City policy or State law allows.

TDM and parking
coordination
Coordinate parking standards with the City's TDM requirements so that development projects can use transportation demand strategies and parking approaches together.

Multimodal
development review
Incorporate walking, bicycling, transit, micromobility, and other transportation connections into applicable development review and planning processes.

Development
incentives
Evaluate opportunities to use zoning and development
incentives that support housing, mixed-use development, transportation choices, and other City goals.

Regional and State
coordination
Track changes in State and regional requirements affecting density, parking, transit-oriented development, and
development standards and incorporate them into City planning as appropriate.

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Implementation Plan
Implementation will occur primarily through the City's existing General Plan, Precise Plans, zoning regulations, development review, parking policies, and transportation planning processes. Climate Forward provides a common decarbonization objective for coordinating these efforts, but does not create a separate land-use planning process.

The scale of implementation will vary by planning effort and development project. Many activities can be incorporated into existing planning and development processes, while major Precise Plan updates, zoning changes, streetscape improvements, or transportation infrastructure may require additional staff, consultant, and capital resources.

Implementation
consideration
Action 19
City Role Plan • Regulate • Coordinate • Facilitate
Integrate transportation and decarbonization considerations into land-use planning, zoning, parking, and development review while implementing adopted and ongoing plans.

Timing Immediate / Ongoing. Continue implementation of adopted plans and policies and advance ongoing zoning and Precise Plan work throughout the ﬁve-year Plan period.

Estimated City
Cost
$–$$. Much of the work can be incorporated into existing planning and development-review activities. Major planning studies, consultant assistance, or transportation and streetscape improvements may require additional resources.

Potential Funding
and Resources
Existing Community Development and Public Works staffing resources; planning and development-related funding;
transportation funding; regional and State transportation programs; development-related improvements; and other eligible public funding sources.

Key Partners Community Development Department; Public Works Department; Santa Clara VTA; regional transportation agencies; developers and property owners; employers; transportation management organizations; transit providers; and community organizations.

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Action 20. Zero-Emission Delivery and Rideshare
Explore emerging opportunities to reduce emissions from delivery and rideshare services.

The opportunity
Delivery and rideshare services are an increasingly visible part of Mountain View's transportation system. They can provide useful transportation and delivery services, but they also contribute to vehicle activity, curb demand, and interactions between vehicles, pedestrians, and bicyclists.

The City has opportunities to inﬂuence how these services operate through curb management, charging infrastructure, development requirements, partnerships, and pilot programs. At the same time, many decisions about vehicle technology, delivery operations, and rideshare services are made by private companies or at the State and regional level.

The ﬁve-year opportunity is therefore to identify practical local opportunities, work with service providers and businesses, and test approaches where there is a clear beneﬁt and a reasonable implementation pathway. This could include greater use of electric vehicles, cargo bikes and other low-emission delivery modes, improved charging and curb access, and approaches that reduce conﬂicts between deliveries, rideshare activity, and other street users. The City's existing planning work already recognizes the need to address rideshare and delivery loading as part of a safe, connected transportation system.

Five-year work
The City will begin with partnerships, targeted analysis, and identiﬁcation of practical opportunities rather than establishing a broad new regulatory program. The work can focus on locations and services where delivery and rideshare activity creates signiﬁcant curb demand, safety concerns, or opportunities to shift to lower-emission vehicles and modes.

Work area What the City could do
Delivery and
rideshare
partnerships
Engage delivery companies, rideshare providers, local
businesses, property owners, and regional agencies to
understand operational needs and identify opportunities for lower-emission services.

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Work area What the City could do
Zero-emission
vehicles
Identify opportunities to encourage or support the transition of delivery and rideshare ﬂeets to electric vehicles and other zero- emission technologies.

Cargo-bike and
bicycle delivery
Explore opportunities for bicycle and cargo-bike deliveries where trip characteristics, infrastructure, and safety conditions make them practical.

Charging access Identify charging needs associated with delivery and rideshare activity and coordinate potential solutions with public, private, and regional charging investments.

Curb management Consider delivery and rideshare needs in curb management, loading-zone, and street-design decisions while maintaining safe access for pedestrians, bicyclists, transit, and other users.

Development
coordination
Incorporate appropriate loading, charging, and transportation- service considerations into applicable development review and site planning.

Pilot opportunities Explore targeted pilot programs that test lower-emission delivery, shared charging, loading, or other approaches before considering broader policy changes.

Regional
coordination
Coordinate with regional agencies and neighboring jurisdictions on approaches that could beneﬁt from consistent policies or infrastructure.

Implementation Plan
Because delivery and rideshare technologies and business models continue to evolve, implementation will emphasize partnerships and targeted opportunities rather than committing the City to a speciﬁc technology or regulatory approach in advance. Where a promising opportunity emerges, the City can evaluate its feasibility, potential emissions beneﬁts, safety implications, costs, and implementation authority before proceeding.

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Implementation
consideration
Action 20
City Role Convene • Partner • Evaluate • Pilot — Work with businesses, service providers, regional agencies, and community partners to identify and test practical approaches to lower-emission delivery and rideshare.

Timing Medium Term. Use the early Plan period to identify opportunities and partnerships, and pursue pilot programs or other
implementation approaches as appropriate during the ﬁve-year period.

Estimated City Cost TBD. Costs will depend on the speciﬁc pilot, infrastructure, partnership, or policy approach selected. Initial work can primarily use existing staff resources, while future pilots or infrastructure may require additional funding.

Potential Funding
and Resources
Existing City transportation resources; regional transportation programs; State and federal grants; utility and charging programs; private-sector participation; delivery and rideshare companies; and other public or private funding opportunities.

Key Partners Delivery companies; rideshare providers; local businesses; property owners and developers; Santa Clara VTA; regional agencies; charging providers; employers; community-based organizations; and other transportation partners.

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11. Zero Waste
Opportunities to reduce waste emissions
Waste is a smaller source of Mountain View's community greenhouse gas emissions than buildings and transportation, but it remains an important part of the City's broader sustainability and carbon-neutrality goals. Waste accounts for 3 percent of community emissions. Waste emissions depend primarily on the amount of material sent to landﬁlls and the amount of organic material in the waste stream. Organic materials such as food scraps, yard trimmings, and food-soiled paper are particularly important because their decomposition in landﬁlls produces methane, a potent greenhouse gas that has a greater impact on climate change than many other sources of emissions.

Mountain View's waste work is guided by the Council-adopted 2018 Zero Waste Policy and 2019 Zero Waste Plan, which established a goal of diverting 90 percent of solid waste from landﬁlls by 2030. Climate Forward will continue implementation of that work while building on State requirements, including Senate Bill 1383 (SB 1383), that reduce organic waste disposal and associated landﬁll methane emissions.

The ﬁve-year period also provides an important transition point. The Zero Waste Plan reaches its 2030 target year during the Climate Forward planning period. Rather than establishing a separate waste plan, the City can use the next several years to continue implementing the current plan, assess progress and remaining gaps, and develop the next phase of waste reduction and resource recovery work as the 2030 target approaches.

Building on Mountain View's experience
Mountain View has an established waste reduction and resource recovery system that includes residential and commercial collection, organics diversion, recycling, reuse, and waste reduction programs. The City has also implemented policies intended to reduce disposable materials and increase reuse.

In 2023, the City expanded its foodware regulations prohibiting polystyrene foam to require disposable food service ware to be compostable or recyclable, further reducing single-use plastic. In 2024, the Rethink Disposable Program worked with eight businesses to convert dine-in food ware from disposable to reusable and 27 businesses to convert to-go food ware to compliant compostable ﬁber-based containers.

These programs provide a foundation for the next ﬁve years. Climate Forward can build on existing collection systems, organics diversion, waste prevention, reuse, and business engagement rather than creating a separate set of climate-speciﬁc waste programs.

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Zero Waste Actions at a Glance
No. Action Purpose Timing Estimated
City Cost
21 Zero Waste Plan
Implementation
Reduce waste generation,
increase diversion, and
advance resource recovery
Immediate /
Ongoing
$$–$$$
22 Organics and Food
Waste Diversion
Reduce organic material sent
to landﬁlls and associated
methane emissions
Immediate /
Ongoing
$$
23 Reuse and Waste
Prevention
Reduce single-use materials
and increase reuse
Immediate /
Ongoing
$–$$
24 Commercial and
Community Resource
Recovery
Improve participation and
recovery among businesses,
multifamily properties, and
community institutions
Immediate /
Ongoing
$$
25 Next Phase of Zero
Waste Planning
Develop the City's post-2030
waste reduction and
resource recovery approach
Medium
Term
$$

Action 21. Zero Waste Plan Implementation
Continue implementing the City's Zero Waste Plan and advance progress toward 90 percent diversion from landﬁlls by 2030.

The opportunity
Mountain View's Zero Waste Plan provides the City's existing framework for reducing waste, increasing resource recovery, and diverting material from landﬁlls. Continued implementation during the ﬁrst part of the Climate Forward period can build on programs already in place while addressing remaining barriers to participation and recovery.

Because the Zero Waste Plan reaches its 2030 target year during this Plan period, implementation should also generate information that can inform the City's next phase of waste planning.

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Five-year work
The City's ﬁve-year work will focus on continuing implementation of the Zero Waste Plan through 2030 while using program experience and available data to identify remaining barriers and opportunities. This work will build on existing programs rather than creating a separate climate-speciﬁc waste program.

Work area What the City could do
Zero Waste Plan
implementation
Continue implementing adopted Zero Waste Plan strategies and programs through 2030.

Diversion programs Maintain and improve programs that divert recyclable and compostable materials from landﬁll disposal.

Waste prevention Continue efforts that reduce waste generation before materials enter the collection system.

Resource recovery Identify opportunities to improve recovery of materials that remain in the disposal stream.

Community
participation
Provide clear information and outreach to improve participation in available waste reduction and diversion programs.

Business
engagement
Continue working with businesses and institutions on waste prevention, reuse, recycling, and organics diversion.

Implementation gaps Identify barriers that limit diversion or participation and address them through program improvements, outreach, partnerships, or policy changes where appropriate.
2030 transition Use implementation experience and available data to inform development of the next phase of waste planning.

Implementation Plan
Implementation will primarily occur through the City's existing waste programs, service arrangements, regulatory requirements, and partnerships. The level of additional City resources will depend on remaining diversion gaps, program performance, State requirements, and opportunities identiﬁed during implementation. The City can use Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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existing programs and partnerships where possible while directing additional resources toward areas where they are most needed.

Implementation
consideration
Action 21
City Role Implement • Regulate • Educate • Partner
Continue implementation of the Zero Waste Plan, support participation, and coordinate with waste service providers and community partners.

Timing Immediate / Ongoing. Continue implementation throughout the ﬁve-year Plan period, with particular attention to the 2030 Zero Waste Plan target.

Estimated City Cost $$–$$$. Primarily existing program and staff resources, with additional resources potentially needed for outreach, program improvements, technical assistance, or new initiatives.

Potential Funding
and Resources
Existing City resources; waste collection and processing service agreements; State and regional programs; grants; producer or industry programs; and other available funding for waste reduction and resource recovery.

Key Partners Environmental Sustainability Division; Public Works; waste service providers; businesses; multifamily property owners and managers; schools and community institutions; community- based organizations; regional and State agencies.

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Action 22. Organics and Food Waste Diversion
Reduce organic material sent to landﬁlls and support implementation of State organics requirements.

The opportunity
Organic material is particularly important to waste-related emissions because food scraps, yard trimmings, and food-soiled paper generate methane when they decompose in landﬁlls. The City's waste programs therefore have an opportunity to reduce emissions by keeping organic material out of the landﬁll stream while also improving resource recovery.

Mountain View's existing organics collection system and implementation of SB 1383 requirements provide a foundation for continued work. The ﬁve-year opportunity is to improve participation, reduce contamination, and identify remaining sources of organic material that could be diverted.

Five-year work
The City's ﬁve-year work will focus on maintaining and improving organics diversion while addressing participation and contamination challenges. Efforts will build on existing collection systems and State requirements and can be targeted to the types of properties, businesses, and materials that need additional improvements.

Work area What the City could do
Organics collection Continue supporting participation in residential and commercial organics programs.

Food waste
reduction
Promote food waste prevention, recovery, and appropriate disposal of unavoidable food scraps.

Commercial
organics
Work with food-service businesses and other generators to improve organics diversion and participation.

Contamination
reduction
Provide education and technical assistance to improve the quality of collected organic material.

SB 1383
implementation
Continue implementing applicable State requirements and adjust local programs as requirements evolve.

Community
outreach
Improve communication about what belongs in organics
collection and how residents and businesses can participate.

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Work area What the City could do
Resource recovery Coordinate with service providers and regional partners on processing and beneﬁcial uses of recovered organic material.

Implementation Plan
Implementation will build on existing organics collection and waste-management programs. The City can use outreach, education, technical assistance, and coordination with service providers to address participation and contamination issues, while adjusting local practices as State requirements and regional processing systems evolve.

Implementation
consideration
Action 22
City Role Implement • Educate • Regulate • Partner
Support organics diversion, implement applicable
requirements, and work with residents, businesses, and service providers to improve participation and material quality.

Timing Immediate / Ongoing.

Estimated City Cost $$. Primarily staff, outreach, education, and program-support resources, with additional resources possible for targeted initiatives or technical assistance.

Potential Funding
and Resources
Existing City resources; waste collection and processing service agreements; State and regional grants; SB 1383-related
resources; utility or producer programs where applicable.

Key Partners Waste service providers; food-service businesses; multifamily properties; residents; community organizations; regional and State agencies; schools and institutions.

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Action 23. Reuse and Waste Prevention
Reduce waste generation by expanding reuse and reducing reliance on single-use materials.

The opportunity
Waste diversion reduces the amount of material sent to landﬁlls, but preventing waste and reusing products can avoid waste generation before disposal or recycling becomes necessary. Reuse can also reduce demand for new materials and support local businesses and community programs.

Mountain View already has experience using policy and business engagement to reduce single-use materials. The ﬁve-year opportunity is to build on those efforts and identify additional opportunities where reuse and waste prevention can be incorporated into City programs, businesses, events, and community activities.

Five-year work
The City's ﬁve-year work will focus on extending waste prevention and reuse practices through City operations, business partnerships, community programs, and education.

These efforts can complement landﬁll diversion by reducing the amount of material that enters the waste stream in the ﬁrst place.

Work area What the City could do
Food service
ware
Continue implementing and supporting the City's food service ware requirements.

Business reuse Expand partnerships with businesses interested in reusable food service systems and other waste-prevention practices.

City operations Identify opportunities to reduce single-use materials in City facilities, events, purchasing, and operations.

Community
reuse
Support reuse opportunities such as repair, sharing, donation, and other approaches that extend product life.

Education Provide practical information about waste prevention and reuse opportunities.

Procurement Incorporate waste prevention and reuse considerations into applicable City purchasing decisions.

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Work area What the City could do
Partnerships Work with businesses, community organizations, and regional partners to expand reuse opportunities.

Implementation Plan
Implementation can largely be incorporated into existing City operations and waste- prevention programs. Additional resources may be appropriate for targeted business assistance, community outreach, or new reuse initiatives where there is a clear opportunity to reduce waste.

Implementation
consideration
Action 23
City Role Lead • Educate • Partner • Demonstrate
Reduce waste through City operations and policies while supporting community and business reuse efforts.

Timing Immediate / Ongoing.

Estimated City Cost $–$$. Many activities can be incorporated into existing programs and operations, with additional resources possible for outreach, technical assistance, or targeted initiatives.

Potential Funding
and Resources
Existing City resources; State and regional waste-prevention programs; grants; business participation; producer or industry programs; community partnerships.

Key Partners City departments; businesses; restaurants and food-service providers; community organizations; waste service providers; schools and institutions; regional partners.

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Action 24. Commercial and Community Resource Recovery
Improve waste reduction, recycling, and organics practices where participation and material recovery can be strengthened.

The opportunity
Businesses, multifamily properties, institutions, and other larger generators can have different waste streams, collection arrangements, and operational constraints than individual households. Working directly with these sectors can help identify opportunities to improve diversion and reduce material sent to landﬁlls.

This action provides a ﬂexible place for targeted outreach and technical assistance rather than creating a separate requirement for every type of property or business.

Five-year work
The City's ﬁve-year work will focus on sectors and properties where targeted assistance can address participation barriers, improve material recovery, or support compliance with applicable requirements. The approach can be adjusted as waste stream data, program experience, and service-provider capabilities develop.

Work area What the City could do
Targeted outreach Identify businesses, multifamily properties, and institutions where additional assistance could improve diversion.

Waste
assessments
Use available resources to identify common materials or practices contributing to landﬁll disposal.

Technical
assistance
Help property owners, businesses, and institutions understand available collection and recovery options.

Multifamily
properties
Address building-speciﬁc barriers to convenient recycling and organics participation.

Business
engagement
Continue partnerships with businesses to reduce waste and improve recovery.

Resource
recovery
Identify opportunities to recover materials that are currently entering the landﬁll stream.

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Work area What the City could do
Regional
coordination
Coordinate with waste service providers and regional partners on common challenges and solutions.

Implementation Plan
Implementation will use existing relationships with businesses, property owners, waste service providers, and community organizations. The City can target assistance toward locations or sectors where available information indicates that additional support could improve waste reduction or recovery.

Implementation
consideration
Action 24
City Role Educate • Facilitate • Partner • Implement
Provide targeted assistance and coordinate with businesses, properties, service providers, and community partners.

Timing Immediate / Ongoing.

Estimated City Cost $$. Primarily staff and technical-assistance resources, with additional funding potentially needed for targeted programs or outreach.

Potential Funding
and Resources
Existing City resources; waste service providers; State and regional grants; business participation; producer-responsibility programs; other waste-reduction funding.

Key Partners Businesses; multifamily property owners and managers; schools and institutions; waste service providers; community organizations; regional agencies.

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Action 25. Next Phase of Zero Waste Planning
Prepare the next phase of waste reduction and resource recovery as the 2030 Zero Waste Plan target approaches.

The opportunity
The City's Zero Waste Plan has a 2030 target for diverting 90 percent of solid waste from landﬁlls. That target year falls within the Climate Forward planning period. The City therefore has an opportunity to use the next several years to assess progress, identify remaining gaps, and develop the next phase of waste reduction and resource recovery work.

This action does not establish a new waste target or separate waste plan in advance.

Instead, it creates a process for evaluating what should follow the current Zero Waste Plan and coordinating that work with the next update of Climate Forward.

Five-year work
The City's ﬁve-year work will begin with assessing progress under the existing Zero Waste Plan and identifying what remains to be addressed as the 2030 target approaches. The next phase can then be developed using available waste data, program experience, State requirements, community input, and emerging resource-recovery opportunities. This approach allows the City to determine the appropriate scope and targets for future work rather than establishing them before the current plan has been evaluated.

Work area What the City could do
Progress
assessment
Assess progress toward the 2030 Zero Waste Plan goal and identify remaining diversion gaps.

Program evaluation Evaluate which existing programs are achieving their intended results and where improvements may be needed.

Waste stream
analysis
Use available waste characterization and program data to identify remaining high-priority materials or sectors.

Future
opportunities
Identify emerging approaches to waste prevention, reuse, recycling, organics management, and resource recovery.

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Work area What the City could do
Stakeholder
engagement
Engage waste service providers, businesses, residents,
community organizations, and regional partners in identifying future priorities.

Next-phase
development
Develop recommendations for the next phase of waste reduction and resource recovery work.

Climate Forward
coordination
Coordinate the next phase of waste planning with the City's future update of Climate Forward.

Future target-
setting
Consider whether updated targets or indicators are appropriate based on progress, State requirements, available data, and community input.

Implementation Plan
Implementation of this action is primarily a planning and evaluation effort rather than a commitment to a speciﬁc post-2030 program. The City can use the information generated through ongoing Zero Waste Plan implementation to determine the scope, priorities, resources, and appropriate process for the next phase. Coordinating that work with the future Climate Forward update can reduce duplication and provide a consistent opportunity to review progress across the City's climate actions.

Implementation
consideration
Action 25
City Role Evaluate • Plan • Convene • Coordinate
Assess progress toward the 2030 goal and develop the next phase of waste planning in coordination with broader City planning.

Timing Medium Term. Begin assessment and stakeholder engagement before 2030, with development of the next phase coordinated with the future Climate Forward update.

Estimated City Cost $$. Primarily staff and planning resources, with potential consultant or technical-assistance needs for waste
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Implementation
consideration
Action 25
characterization, program evaluation, or stakeholder
engagement.

Potential Funding
and Resources
Existing City resources; regional and State planning resources; waste service providers; grants; technical assistance; other available waste-planning resources.

Key Partners Environmental Sustainability Division; Public Works; waste service providers; residents; businesses; multifamily properties; community organizations; regional and State agencies.

12. ECOSYSTEM SEQUESTRATION
Introduction
Carbon sequestration complements emissions reductions by increasing the amount of carbon stored in vegetation, soils, wetlands, and other natural systems. In Mountain View, ecosystem-based strategies also provide beneﬁts that extend beyond carbon storage, including shade, habitat, biodiversity, heat reduction, and climate resilience.

The City's ecosystem work builds on the Biodiversity and Urban Forest Plan, including efforts to strengthen the urban forest and conserve and restore natural areas. Climate Forward provides an opportunity to connect these existing efforts more directly to the City's long-term carbon-neutrality goal while recognizing that the amount of additional sequestration available within a developed community is limited.

The decarbonization analysis included natural areas conservation and restoration as one of the nine modeled local actions. The analysis considered wetland and marshland restoration, including up to 87 acres of wetlands, and estimated approximately 121 MT CO₂e of sequestration by 2045. This estimate reﬂects the speciﬁc assumptions used in the model and is not a forecast of actual restoration or sequestration.

The ﬁve-year work therefore focuses on implementing existing urban forestry and natural- area priorities, identifying opportunities to increase carbon storage where appropriate, and coordinating ecosystem investments with broader resilience, biodiversity, and community objectives.

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Building on Mountain View's Experience
Mountain View has an established framework for ecosystem stewardship through its Biodiversity and Urban Forest Plan, which provides a foundation for both urban forestry and natural-area conservation and restoration. The City's existing work recognizes that trees, wetlands, marshlands, and other natural systems can provide carbon storage while also supporting shade, habitat, biodiversity, heat reduction, ﬂood management, and broader climate resilience.

For the urban forest, the City already has tree-planting guidance and an established urban forestry program. This provides a foundation for incorporating tree planting, preservation, species selection, establishment, and long-term maintenance into City projects and development review. The opportunity is to connect these existing practices more deliberately with transportation projects, parks and public spaces, infrastructure improvements, development, and other investments where additional canopy can provide multiple community and climate beneﬁts.

Mountain View also participates in conservation and restoration efforts that extend beyond City-owned property. The City's planning framework provides a basis for advancing feasible natural-area priorities, while regional efforts such as the South Bay Salt Pond Restoration Project demonstrate how the City's ecosystem and sequestration objectives can be supported through projects involving multiple jurisdictions, landowners, and regional partners.

Climate Forward can therefore build on this existing experience rather than creating a separate ecosystem program. The ﬁve-year opportunity is to incorporate carbon storage into decisions the City is already making about trees, natural areas, capital projects, development, and regional partnerships, while recognizing that the amount of additional sequestration available in a developed community is limited.

Ecosystem Sequestration Actions at a Glance
The actions below build on the City's existing urban forestry and natural-area conservation work. Together, they address opportunities to increase carbon storage while also supporting shade, habitat, biodiversity, and community and ecosystem resilience. The actions vary in scale and implementation approach, with urban forestry relying primarily on City projects and programs and natural-area restoration often requiring coordination with regional partners and other landowners.

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No. Action Purpose Timing Estimated
City Cost
26 Urban Forest
Enhancement
Increase urban tree canopy
and carbon storage while
supporting shade, habitat,
and community resilience
Immediate /
Ongoing
$$$–$$$$
27 Natural Areas
Conservation and
Restoration
Conserve and restore
wetlands and other natural
areas that can store carbon
and support ecosystem
health
Immediate /
Ongoing
$$$–$$$$

Action 26. Urban Forest Enhancement
Strengthen Mountain View's urban forest through planting, maintenance, and coordinated tree management.

The opportunity
Trees are one of the most visible forms of carbon storage within the developed community.

Expanding and maintaining the urban forest can increase carbon sequestration while providing shade, reducing heat exposure, supporting biodiversity, and improving the quality of streets, parks, and other public spaces.

The City can inﬂuence the urban forest through tree planting on public property, tree- selection and planting practices, maintenance, capital projects, development review, and coordination with property owners and other partners. The opportunity during the ﬁve-year Plan period is to continue implementing the City's urban forestry priorities while identifying where additional planting and long-term tree health can provide the greatest combination of climate and community beneﬁts.

Five-year work
The City's ﬁve-year work will focus on implementing existing urban forestry priorities and incorporating opportunities for tree canopy and long-term tree health into projects and programs already underway. The emphasis will be on planting where appropriate, maintaining existing trees, and coordinating decisions that affect the urban forest over the long term.

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Work area What the City could do
Tree planting Implement tree-planting priorities and identify appropriate opportunities on City property, streets, parks, and other public spaces.

Tree establishment
and maintenance
Support long-term tree health through appropriate
maintenance, establishment practices, and replacement
where needed.

Species selection Use planting guidance that considers climate conditions, water needs, site constraints, biodiversity, shade, and long- term performance.

Capital project
coordination
Incorporate tree planting and preservation opportunities into streetscape, transportation, parks, utility, and other capital projects where feasible.

Development
coordination
Incorporate urban forestry considerations into applicable development review and site planning.

Tree canopy
opportunities
Identify areas where additional canopy could provide
combined beneﬁts for carbon storage, shade, heat reduction, and community spaces.

Community
partnerships
Work with property owners, businesses, community
organizations, and other partners where private or shared- property planting can complement public investments.

Implementation
guidance
Apply the Biodiversity and Urban Forest Plan and related planting guidance across relevant City programs and projects.

Implementation Plan
Implementation will primarily occur through existing urban forestry, parks, streetscape, capital improvement, development review, and public-property management activities.

Additional resources may be needed for larger planting projects, establishment and maintenance, or projects requiring specialized design and infrastructure coordination.

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Implementation
consideration
Action 26
City Role Plan • Invest • Implement • Coordinate
Apply urban forestry guidance, incorporate trees into appropriate City projects, maintain the public urban forest, and coordinate opportunities across departments and partners.

Timing Immediate / Ongoing. Continue existing urban forestry activities while incorporating opportunities into projects and programs advanced during the ﬁve-year Plan period.

Estimated City
Cost
$$$–$$$$. Costs will vary substantially by planting scale, site conditions, irrigation and infrastructure needs, establishment requirements, and long-term maintenance.

Potential Funding
and Resources
Existing parks, streetscape, transportation, and capital resources; development-related improvements where eligible; State and regional urban forestry grants; resilience and environmental grants; partnerships and other public funding opportunities.

Key Partners Parks and Recreation Department; Public Works; Community Development Department; property owners; developers;
businesses; community organizations; regional and State agencies.

Action 27. Natural Areas Conservation and Restoration
Conserve and restore wetlands and other natural areas to increase carbon storage and strengthen ecosystem health.

The opportunity
Natural areas provide carbon storage while supporting habitat, biodiversity, ﬂood management, and other ecosystem functions. Wetlands and tidal marshes are particularly relevant to Mountain View because restoration can increase carbon storage while improving habitat and contributing to regional ecological restoration.

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The decarbonization analysis modeled natural areas conservation and restoration as a local action. It assumed restoration of up to 87 acres of wetlands and estimated approximately 121 MT CO₂e of sequestration by 2045. The modeled estimate provides an indication of potential carbon beneﬁts, but actual sequestration will depend on the location, type, scale, timing, and success of restoration projects.

Five-year work
The City's ﬁve-year work will focus on advancing feasible conservation and restoration opportunities identiﬁed through existing plans and regional partnerships. Because many natural areas extend across jurisdictional boundaries, implementation will depend on coordination with landowners, regional agencies, restoration organizations, and other partners.

Work area What the City could do
Biodiversity and Urban
Forest Plan
implementation
Advance applicable conservation and restoration
priorities identiﬁed in the Plan.

Wetland and marshland
restoration
Support feasible opportunities to restore wetlands, tidal marshes, and related habitats where the City has a role or can participate with partners.

Regional restoration
projects
Participate in regional projects that provide opportunities for carbon sequestration and ecosystem restoration.

Conservation Protect existing natural areas and ecological functions that contribute to long-term carbon storage and resilience.

Project identiﬁcation Identify restoration opportunities based on ecological value, feasibility, land ownership, funding, and potential co-beneﬁts.

Partnership development Coordinate with regional agencies, restoration organizations, landowners, and community partners to
advance projects.

Funding Pursue grants and other external resources for restoration, habitat, resilience, and related environmental projects.

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Work area What the City could do
Carbon beneﬁts Incorporate available sequestration information into project evaluation while recognizing the uncertainty
associated with long-term ecosystem carbon storage.

Implementation Plan
Implementation will rely heavily on partnerships because many of the largest natural-area opportunities involve regional ecosystems, land controlled by other entities, or projects that require multiple sources of funding. The City's role may therefore range from direct implementation on City-controlled property to partnership, coordination, funding support, or regional advocacy.

Implementation
consideration
Action 27
City Role Conserve • Restore • Partner • Coordinate
Implement feasible projects within the City's role and participate in regional conservation and restoration efforts.

Timing Immediate / Ongoing. Continue existing conservation work and pursue restoration opportunities as projects, partnerships, and funding become available.

Estimated City Cost $$$–$$$$. Costs will depend on project scale, land ownership, restoration design, permitting, infrastructure, monitoring, and long-term maintenance.

Potential Funding
and Resources
City capital and environmental resources; State and federal restoration grants; regional environmental programs; regional agency funding; philanthropic and nonproﬁt resources; project partnerships.

Key Partners Parks and Recreation Department; Public Works; regional agencies; restoration organizations; landowners; environmental organizations; State and federal resource agencies; neighboring jurisdictions.

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13. PARTNERSHIPS, ADVOCACY , AND IMPLEMENTATION CAPACITY Climate Forward actions will be implemented within a broader policy, funding, market, and institutional environment. Some of the conditions that affect implementation are outside the City's direct control, including State and federal legislation, regional policies, utility programs, transportation investments, technology development, market conditions, and the availability of external funding.

Partnerships are therefore an important part of implementation across the Plan. The City already works with utilities, regional agencies, neighboring jurisdictions, businesses, community organizations, and other partners on programs and projects related to buildings, transportation, waste, natural areas, and sustainability. Climate Forward builds on these relationships while recognizing that the role of each partner will vary by action.

Two cross-cutting functions support this work. Advocacy and Legislative Action provides a way to communicate Mountain View's priorities and support policies, programs, and funding that advance decarbonization. Implementation Capacity and Resources focuses on the funding, staffing, technical capacity, partnerships, and organizational resources needed to carry out the actions in this Plan.

The City will also remain attentive to changes in technology, markets, and implementation practices that could create new opportunities or affect the feasibility, cost, or effectiveness of planned actions. These considerations will inform ongoing work planning and the Plan's process for managing uncertainty and adapting implementation.

Building on Mountain View's Experience
Mountain View has signiﬁcant experience advancing climate action through partnerships, external funding, regional collaboration, and advocacy. The City has worked with Silicon Valley Clean Energy (SVCE), PG&E, regional agencies, State and federal agencies, neighboring jurisdictions, community organizations, and other partners to combine resources and expertise that would not be available through City resources alone. These relationships provide an important foundation for implementing Climate Forward across multiple departments and focus areas.

The City has also demonstrated its ability to combine multiple funding sources and programs around a speciﬁc implementation need. Recent examples include SVCE funding of $497,000 to electrify the Senior Center, including a heat-pump water heater and induction kitchen equipment, and $614,000 for battery storage at Rengstorff Community Center to complement the City's existing solar photovoltaic system. The City Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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has also used PG&E programs and incentives for energy improvements at City facilities, including heat-pump water heating, and has pursued federal funding for renewable energy and resilience projects.

Mountain View's experience demonstrates a repeatable approach: identify an implementation need, identify partners with complementary resources or expertise, develop a fundable project, and combine available resources to move the project forward. This approach can support both City projects and community-facing programs.

The City's participation in emerging programs, including the SB 1221 neighborhood decarbonization process, also demonstrates the value of engaging early when new partnership and funding opportunities are being developed.

Additionally, through the Sustainability Action Plan-4, Mountain View has taken steps to enhance its internal funding capacity for sustainability initiatives. The City established a Sustainability Fund to provide a dedicated resource for sustainability initiatives and has added resources to support the implementation of climate and sustainability priorities.

This provides a foundation for considering how City resources can complement grants, utility incentives, regional programs, and other external funding sources as Climate Forward actions are implemented.

The City also has established channels for coordinated climate advocacy. Mountain View works through its Legislative Platform and relationships with regional agencies, neighboring jurisdictions, and local government associations. The City has helped establish the Local Government Climate Alliance (LGCA), which provides a mechanism for California local governments to share information, develop common priorities, and advocate collectively on State climate policy. The City's regional and State legislative priorities also include climate-related issues such as EV infrastructure, renewable energy and battery storage, grid capacity and affordability, nature-based solutions, carbon sequestration, workforce development, and funding for urban greening and green infrastructure.

Climate Forward can build on these existing capabilities by making partnership development, funding coordination, internal resource planning, and advocacy more systematic across the Plan, rather than treating them as separate activities within individual actions. The combination of City resources, external funding, partnerships, and coordinated advocacy can help the City pursue actions as opportunities arise while maintaining ﬂexibility as funding programs, policies, and implementation needs change.

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Integrated Actions at a Glance
The actions below provide the cross-cutting support needed to advance the sector-speciﬁc actions in Climate Forward. They are intended to complement, rather than duplicate, the partnerships and funding opportunities identiﬁed within each focus-area action.

No. Action Purpose Timing Estimated
City Cost
28 Advocacy and
Legislative Action
Advocate for policies,
programs, and funding that
support Mountain View's
decarbonization goals
Immediate /
Ongoing
$
29 Implementation
Capacity and
Resources
Build the organizational,
ﬁnancial, technical, and
partnership capacity needed
to advance Climate Forward
Immediate /
Ongoing
$–$$

Action 28. Advocacy and Legislative Action
Advocate for policies, programs, and funding that support Mountain View's decarbonization goals.

The opportunity
A signiﬁcant portion of the emissions reductions identiﬁed in the decarbonization analysis depends on policies, programs, infrastructure, and market changes beyond the City's direct authority. State and federal vehicle policies, building and appliance requirements, utility programs, regional transportation investments, electricity supply, and other external conditions can substantially affect the pace and cost of local decarbonization.

Advocacy gives the City a way to communicate local priorities and implementation needs to policymakers, agencies, utilities, and regional organizations. This includes supporting policies that preserve effective local implementation options, improve access to funding and incentives, strengthen regional infrastructure, and address barriers that cannot be resolved through City action alone.

Advocacy can also help the City share its experience implementing climate programs and projects. Local implementation can identify practical barriers, costs, and opportunities Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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that are useful when State, regional, and federal policies and programs are being developed or revised.

Five-year work
The City's ﬁve-year work will focus on targeted advocacy tied to the implementation needs of Climate Forward. The City will use its existing legislative program, regional relationships, and climate-focused partnerships to identify issues where State, federal, regional, or utility decisions could materially affect local implementation.

Work area What the City could do
Legislative Platform Use the City's legislative platform and established processes to identify and communicate priorities related to Climate Forward.

Local Government
Climate Alliance
Participate in coordinated State climate advocacy through LGCA and help develop shared priorities with other local governments.

State legislation and
policy
Advocate for legislation, regulations, programs, and funding that support local decarbonization and preserve effective local implementation options.

Federal policy and
funding
Advocate for federal programs, policies, and funding that support local climate implementation and address barriers outside City authority.

Regional advocacy Work with regional agencies, neighboring jurisdictions, and local government associations to identify shared priorities and coordinate advocacy where appropriate.

Utility policy and
programs
Communicate local implementation needs through utility
planning, program development, and regulatory processes.

Transportation and
energy infrastructure
Advocate for regional transit, charging infrastructure, electric grid capacity, and other investments that support Mountain View's climate and transportation goals.

Building and energy
policy
Advocate for policies, programs, and funding that support building electriﬁcation, clean energy, and related
infrastructure.

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Work area What the City could do
Climate funding Advocate for State, federal, regional, and utility funding programs that can reduce barriers and support
implementation of Climate Forward actions.

Implementation
experience
Share lessons from Mountain View's programs and projects to inform policy development and communicate practical
local implementation needs.

Implementation Plan
Advocacy will be incorporated into the City's existing legislative, intergovernmental, regional coordination, and policy processes. The City's position on individual legislative or regulatory matters will continue to be determined through the City's established processes and applicable Council direction.

Implementation
consideration
Action 28
City Role Advocate • Coordinate • Communicate
Represent local implementation needs, participate in relevant policy processes, coordinate with other local governments and partners, and communicate opportunities and barriers to policymakers, agencies, and utilities.

Timing Immediate / Ongoing. Advocacy will occur as relevant legislative, regulatory, funding, utility, and regional opportunities arise throughout the ﬁve-year Plan period.

Estimated City
Cost
$. Primarily existing staff resources associated with legislative analysis, intergovernmental relations, regional coordination, and participation in policy processes.

Potential Funding
and Resources
Primarily existing City staff resources; legislative and intergovernmental resources; regional and local government partnerships; coordinated advocacy with other jurisdictions and organizations.

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Implementation
consideration
Action 28
Key Partners Local Government Climate Alliance; League of California Cities; National League of Cities; regional agencies; neighboring jurisdictions; Silicon Valley Clean Energy; PG&E; State agencies; federal agencies; transportation agencies; businesses; community organizations; other public and private partners.

Action 29. Implementation Capacity and Resources
Build the organizational, ﬁnancial, technical, and partnership capacity needed to advance Climate Forward.

The opportunity
Implementing Climate Forward will require a combination of City resources, external funding, staff capacity, technical expertise, partnerships, and private and community investment. The scale and type of resources will vary substantially depending on the action. Some actions can be incorporated into existing programs and capital projects, while others may require grants, utility incentives, consultant support, new partnerships, or additional City investment.

To support implementation, staff will take a comprehensive approach to identifying funding opportunities, preparing competitive applications, aligning projects with available programs, and incorporating climate priorities into departmental work planning and budget processes. Partnerships can also help the City leverage resources, access technical expertise, coordinate projects, and connect City investments with utility, regional, State, and federal programs.

Technology and market conditions can affect the cost, feasibility, and effectiveness of actions over the ﬁve-year period. The City does not need to anticipate every future development, but can incorporate relevant changes into project planning, program design, funding decisions, and future Plan updates.

Five-year work
The City's ﬁve-year work will focus on making this approach more systematic across Climate Forward. This includes identifying funding opportunities early, developing projects Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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that are ready to compete for outside resources, coordinating applications across departments, and using partnerships to leverage City investments.

The City will also consider relevant developments in technology, markets, utility programs, and funding as projects are developed. Where those changes materially affect an action's feasibility, cost, or potential effectiveness, they can inform work planning and future adjustments to the Plan.

Work area What the City could do
Outside funding Identify State, federal, regional, utility, and other competitive funding opportunities relevant to Climate Forward actions; maintain project information, cost estimates, partnerships, and other materials needed to pursue those opportunities; and coordinate applications where multiple departments or focus areas could beneﬁt from a common funding opportunity.

Revenue and
ﬁnancing
Identify and evaluate local revenue sources, ﬁnancing
mechanisms, cost-sharing opportunities, and other funding approaches that could support municipal decarbonization and Climate Forward implementation, where appropriate and
consistent with City priorities and legal requirements.

Partner resources Connect City projects and community programs with utility incentives, technical assistance, infrastructure resources, and other programs offered by utilities, regional agencies, nonproﬁts, and other partners.

Leveraging
investment
Identify opportunities for City investments and actions to attract or complement larger private, utility, nonproﬁt, regional, State, federal, and other public investments.

City facility
decarbonization
Continue to identify opportunities to combine City capital investments with outside funding and ﬁnancing to electrify and improve the efficiency and resilience of City facilities.

Budget integration Incorporate Climate Forward priorities into departmental work planning, annual budget development, and capital planning where appropriate.

Implementation
capacity
Identify staffing, consultant, technical, procurement, or administrative needs that could affect implementation.

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Work area What the City could do
Workforce and
contractor
capacity
Support partnerships and programs that can improve access to qualiﬁed contractors and workers for building, transportation, and other climate-related projects.

Implementation Plan
Implementation capacity and resources will be managed through the City's existing budget, capital planning, grant administration, procurement, departmental work planning, and partnership processes. The Plan identiﬁes potential resources and capacity needs but does not appropriate funding or establish project budgets.

Actual funding decisions will continue to be made through the City's established processes based on available resources, project readiness, funding requirements, and Council priorities. The City can also adjust its approach as external funding, technology, market conditions, workforce capacity, and partnership opportunities change.

Implementation
consideration
Action 29
City Role Coordinate • Pursue • Plan • Partner • Leverage Identify funding and revenue opportunities, develop projects, coordinate applications and partnerships, incorporate climate needs into City planning and budgeting, and leverage outside resources.

Timing Immediate / Ongoing. Funding and revenue identiﬁcation, grant development, partnership development, implementation-capacity planning, and consideration of relevant technology and market developments will continue throughout the ﬁve-year Plan period.

Estimated City
Cost
$–$$. Primarily existing staff resources, with potential additional resources for revenue development, grant development, technical assistance, consultant support, workforce initiatives, or implementation coordination.

Potential Funding
and Resources
State and federal grants; utility programs; regional funding; transportation funding; environmental and resilience grants; development-related funding where eligible; revenue measures; Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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Implementation
consideration
Action 29
public-private partnerships; nonproﬁt and philanthropic resources; City operating and capital resources.

Key Partners City departments; Silicon Valley Clean Energy; PG&E; regional agencies; State and federal agencies; workforce and training organizations; contractors and professional organizations; businesses; developers and property owners; community
organizations; funding partners.

PART V — Implementation

14. CLIMATE FORWARD INDICATORS
Measuring Progress
Climate Forward is a ﬁve-year action plan for 2027–2031. The indicators in this chapter provide a practical way to track implementation each year and identify where adjustments may be needed during the Plan period.

The indicators focus primarily on whether actions are moving forward, key programs and projects are being implemented, and intended participants or partners are being reached.

A limited number of broader market and policy measures are also included where changes in external conditions may affect how the City implements the Plan.

The indicator set is intentionally limited to establish meaningful measures of progress using information already collected through existing programs, projects, budgets, regulatory processes, and partner reporting wherever practical. The purpose is to provide useful information for work planning and decision-making without creating a substantial new reporting burden that would divert staff time from implementation.

The indicators below are measures of progress, not performance targets, unless a speciﬁc target is identiﬁed elsewhere in the Plan or established through a subsequent City process. In particular, changes in community-wide measures such as natural gas use, EV adoption, or waste diversion will reﬂect many factors beyond individual Climate Forward actions.

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Climate Forward Annual Indicators
The initial indicator set is organized around the four focus areas and two integrated actions in Climate Forward.

No. Indicator What it measures
Clean Buildings
1 Building natural gas
use
Annual natural gas consumption in Mountain View
buildings.
2 Building
electriﬁcation
participation
Participation in City-supported electriﬁcation programs, incentives, technical assistance, and outreach.
3 Building
electriﬁcation
milestones
Progress on key building electriﬁcation actions, including permitting improvements, local requirements, programs,
pilots, and partnerships.
4 Existing-building
initiatives
Progress on initiatives addressing existing-building
decarbonization, including neighborhood approaches,
time-of-sale strategies, and building performance
approaches.
5 Building policy and
market conditions
Signiﬁcant changes in State and regional requirements,
utility programs, technology, equipment availability, and market conditions affecting implementation.

Clean Transportation
6 EV charging
implementation
Residential, multifamily, workplace, public, and City-
owned charging infrastructure implemented through City
programs or partnerships.
7 Transportation
program participation
Participation in Transportation Demand Management,
shared mobility, and other City-supported transportation programs.
8 Priority
transportation
projects
Transportation projects advanced through planning,
design, construction, or completion.

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No. Indicator What it measures
9 City-owned charging
improvements
Signiﬁcant upgrades, replacements, reliability
improvements, and capacity improvements to City-
owned charging infrastructure.
10 Transportation policy
and market
conditions
Signiﬁcant changes in EV adoption, vehicle technology,
charging availability, transit service, and State and federal transportation policy affecting implementation.

Zero Waste
11 Zero Waste
implementation and
diversion
Progress toward implementation of the Zero Waste Plan
and the City's 2030 waste diversion goal.

Ecosystem Sequestration
12 Urban forest and
natural-area
improvements

Trees added to the urban forest and signiﬁcant natural- area conservation or restoration projects advanced.

Advocacy and Legislative Action
13 Advocacy and policy
engagement
Signiﬁcant climate-related State, federal, regional, utility, infrastructure, or funding issues addressed through the City's established advocacy and intergovernmental
processes or successfully supported through LGCA.

Implementation Capacity and Recourses
14 Funding and
implementation
capacity
Outside funding secured or leveraged and signiﬁcant
staffing, technical, workforce, or partnership capacity developed to support implementation.

Interpreting the Building Indicators
The building indicators are designed to remain useful under different policy conditions. For example, implementation of the Bay Area Air District's equipment requirements may reduce the need for some City-speciﬁc regulatory measures or change the City's role in Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
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advancing electriﬁcation. In that situation, the City can continue tracking building natural gas use and participation in available programs while using the implementation and policy indicators to describe the work that remains relevant.

Similarly, if State or regional policy changes create new requirements, incentives, exemptions, or limitations, the City can adjust which building milestones it reports without changing the overall purpose of the indicator framework.

This approach allows the indicators to measure progress without assuming in advance which speciﬁc policy tools will ultimately be needed.

Market and Policy Conditions
A small number of indicators address conditions outside the City's direct control. These are not intended to become comprehensive market reports. They provide context when changes in technology, policy, infrastructure, or markets materially affect implementation.

For buildings, relevant conditions may include changes to Bay Area Air District requirements, State building-code authority, utility programs and incentives, electriﬁcation technology, equipment availability, and market conditions.

For transportation, relevant conditions may include EV adoption, charging availability, vehicle technology and costs, transit service, State and federal vehicle policies, and regional transportation investments.

The City can use this information to understand whether an action is progressing under the conditions anticipated when the Plan was developed or whether implementation needs to be adjusted.

Keeping the Indicators Manageable
The City will apply several principles when collecting and reﬁning indicators:
• Use existing information where practical. Data already collected through City programs, project management, permitting, budgeting, or partner reporting would be used whenever it provides a suitable measure.
• Focus on information that supports decisions. Indicators should help the City understand implementation progress or identify conditions that may require a response.
• Avoid unnecessary reporting burden. The City would not create new data collection systems unless the value of the information justiﬁes the additional effort.

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• Maintain consistency. Measures should be deﬁned clearly enough to support year- to-year comparisons.
• Allow the set to evolve. Indicators that do not provide useful information may be discontinued, and indicators may be added when an important implementation information gap emerges.

Not every indicator will require the same level of data collection each year. Where several actions use the same underlying information, the City should report it once rather than create separate reporting processes.

Annual Reporting
The City will use these indicators to provide an annual update on Climate Forward implementation during the ﬁve-year Plan period. The annual update should provide a concise picture of:

1. Progress — What actions, projects, and milestones were advanced?

2. Status — Which actions are underway, delayed, or not yet started?

3. Resources — What funding, staffing, partnerships, or technical resources supported implementation?

4. Conditions — What signiﬁcant changes in policy, funding, technology, infrastructure, markets, or community conditions affected implementation?

5. Adjustments — Are changes to timing, priorities, resources, or approaches warranted?
Where practical, Climate Forward reporting would be incorporated into existing City work planning, budgeting, capital planning, and reporting processes.

GHG Emissions as a Longer-Term Measure
Community GHG inventories provide an important measure of Mountain View's longer- term emissions trajectory, but they are not intended to serve as an annual Climate Forward performance report.

Annual changes in community emissions can be affected by weather, economic conditions, travel patterns, population and employment changes, energy use, fuel prices, technology adoption, and State, regional, and federal policies. These factors can make it difficult to attribute a year-to-year change in emissions to individual City actions.

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The City will therefore continue to use the community GHG inventory to assess longer-term progress toward the 2045 carbon neutrality goal. The City will explore the appropriate frequency for future inventory updates through its ongoing inventory process and with direction from the Council Sustainability Committee. Climate Forward's annual indicators will provide the more immediate information needed to manage implementation during 2027–2031.

Indicators and Plan Updates
Annual indicators will help manage implementation during the ﬁve-year Plan period and provide information for broader reviews of Climate Forward.

A change in an indicator will not, by itself, determine whether an action continues or changes. The City may also consider implementation experience, available resources, participation, costs, technology, infrastructure, policy and regulatory conditions, market conditions, and alternative approaches.

At appropriate points during the ﬁve-year period, the City can use the accumulated information to assess:
• progress in implementing the Climate Forward actions; • lessons about cost, feasibility, participation, and effectiveness; • changes in policy, funding, technology, infrastructure, and markets; • whether assumptions used in the decarbonization analysis remain appropriate; • whether actions should be modiﬁed, deferred, expanded, or supplemented; and • whether new opportunities should be considered in a future Plan update.

15. FUNDING CLIMATE FORWARD
Funding the Five-Year Plan
Implementing Climate Forward will require a combination of existing City resources, new City investment, and funding or other resources from outside partners. The action chapters identify potential funding sources and resource needs for individual actions. This section provides the broader approach the City can use to support implementation across the ﬁve- year portfolio.

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Climate Forward does not appropriate funding or establish project budgets. Funding decisions will continue to be made through the City's established budget, capital improvement, grant, procurement, and other applicable processes. The availability and amount of funding will depend on project scope, readiness, eligibility requirements, external funding opportunities, and future City budget decisions.

The Plan therefore treats funding as an implementation consideration rather than providing speciﬁc ﬁnancing plans. Some actions can be advanced primarily through existing staff and program resources, while others may require grants, utility incentives, capital investment, consultant assistance, or contributions from project partners.

A Mix of Funding and Resources
Potential resources for Climate Forward actions include:

Resource Potential uses
City operating resources Staff time, program administration, outreach, planning, technical work, and ongoing implementation
City capital resources Facilities, transportation infrastructure, charging, urban forestry, and other capital improvements
Utility programs and
incentives
Building electriﬁcation, energy improvements, EV charging, ﬂeet infrastructure, and related projects
Regional funding Transportation, energy, waste, resilience, and other programs administered through regional agencies
State and federal
funding
Grants, incentives, and other resources for eligible climate, transportation, energy, infrastructure, and resilience
projects
Development-related
resources
Eligible transportation, infrastructure, and other
improvements associated with development
Partner and private
investment
Projects involving employers, property owners, developers, businesses, service providers, and other partners
Nonproﬁt and
philanthropic resources
Community programs, pilots, outreach, technical
assistance, and other eligible activities

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The appropriate mix will vary by action. For example, transportation infrastructure and City facility projects may require substantial capital resources, while outreach, policy development, and program coordination may rely more heavily on existing staff capacity and partner resources.

Pursuing Outside Funding
External funding can allow the City to advance projects that would otherwise require greater City investment. Climate Forward implementation should therefore include maintaining awareness of relevant grant programs, utility incentives, regional funding opportunities, and other external resources.

The City can improve its ability to compete for funding by identifying potential projects early, developing basic project concepts and cost information, coordinating across departments, and maintaining relationships with potential funding and implementation partners.

External funding opportunities can also change during the Plan period. New programs may become available, existing programs may change, and eligibility or funding priorities may shift. The City can use the annual Climate Forward implementation process to identify signiﬁcant opportunities and determine whether they align with adopted City priorities and available capacity.

Coordinating Funding With Implementation
Funding decisions should be connected to the City's broader work planning and budgeting processes. As actions move forward, departments can use Climate Forward to identify where additional resources may be needed and where existing investments can advance multiple objectives.

Particular attention should be given to opportunities where climate investments can be combined with other City priorities. Examples include:
• incorporating electriﬁcation into planned City facility improvements; • coordinating charging infrastructure with parking, transportation, and development projects;
• combining active transportation improvements with street and infrastructure projects;
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• coordinating waste-reduction programs with existing Zero Waste implementation; and
• using external funding and partner investment to reduce the amount of direct City funding required.

This approach can help Climate Forward implementation remain connected to the City's normal capital and operating decisions rather than creating a separate funding process.

Funding Priorities During 2027–2031
Over the ﬁve-year period, the City can use the Plan to identify where resources are most needed to advance implementation. Priorities may include:

1. Maintaining capacity to implement existing programs and adopted policies.

2. Preparing projects and programs for external funding opportunities.

3. Leveraging utility, regional, State, and federal resources.

4. Coordinating investments across departments and related City plans.

5. Supporting actions that require new technical, workforce, or implementation capacity.

6. Using pilot projects and partnerships to test approaches before larger investments are considered.

The action tables throughout Climate Forward provide action-speciﬁc cost ranges and potential funding information needed for individual actions. The City's annual implementation and budget processes can then determine which opportunities are ready to advance and what resources are available.

Funding and Changing Conditions
Funding availability is one of the conditions that may change during the ﬁve-year Plan period. Changes in State or federal programs, utility incentives, regional funding, construction costs, technology, or City budget priorities may affect the timing or scale of individual actions.

The City can respond by pursuing new funding opportunities, adjusting project scope or timing, coordinating with partners, or considering alternative approaches when appropriate. This allows the Plan to remain useful even as the funding environment changes.

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16. CONCLUSION
Climate Forward translates the City's adopted 2045 carbon-neutrality goal and the direction provided through the decarbonization goal analysis and May 2026 City Council Study Session into a practical ﬁve-year implementation framework.

The Plan focuses on actions Mountain View can advance within its authority, particularly in clean buildings and clean transportation, while recognizing that the City alone cannot achieve communitywide carbon neutrality. Reaching the City's long-term goal will also depend on broader changes in State and federal policy, regional requirements, utility infrastructure and programs, technology, markets, and the availability and affordability of low- and zero-emission alternatives, as well as actions by businesses, residents, and other community partners.

Climate Forward provides a framework for acting now while preparing for what comes next. The City can implement actions that address local barriers, leverage broader policies and investments, strengthen partnerships, and respond to changing conditions. Regular implementation indicators and ongoing review will allow the City to adjust priorities and approaches over the ﬁve-year period while maintaining a consistent direction toward communitywide carbon neutrality.

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17. ACTION MATRIX
The Action Matrix provides a consolidated reference for the Climate Forward actions and the key information needed to understand how they will be implemented during 2027–2031. It brings together the action, purpose, timing, estimated City cost, potential funding and resources, and key partners identiﬁed throughout the Plan.

The matrix is intended as a quick-reference implementation tool, not a replacement for the action chapters. The action chapters provide context, rationale, ﬁve-year work plan, implementation considerations, and factors that could affect each action. The matrix allows staff, decision-makers, partners, and community members to view the overall portfolio in one place.

The timing and cost designations used in the matrix are deﬁned below.

Timing Meaning Estimated
City Cost
Meaning
Immediate/Ongoing Begin and/or continue throughout
the ﬁve-year Plan period
0 Primarily existing staff and resources
Short Term Initiate within approximately 1–2
years
$ Less than $50,000 — Lower-cost; primarily existing
staff and program resources or limited new
expenditure
Medium Term Initiate within approximately 3–5
years
$$ $50,000–$250,000 — Moderate additional City
resources, potentially including consultant
services, outreach, or limited incentives
The cost and timing estimates are planning ranges rather than project budgets or commitments. Actual costs and
schedules will depend on program design, staffing,
available funding, procurement, partnerships, regulatory requirements, and other implementation conditions.

$$$ $250,000–$1 million — Signiﬁcant program
investment, incentives, pilots, or implementation
resources
$$$$ More than $1 million — Major City investment or
capital/program commitment
TBD To be determined — Cost depends on the scope,
outside funding, or future Council direction
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Five-Year Action Matrix
No. Action Purpose Timing Estimated
City Cost
Potential Funding and
Resources
Key Partners
Clean Buildings
1 Electriﬁcation
Readiness,
Outreach, and
Incentives
Enable building
electriﬁcation through
information, technical
assistance, and
incentives
Immediate
/ Ongoing $$–$$$
City resources; utility and
regional programs;
State/federal grants;
partner resources
SVCE; PG&E; Air District;
property owners;
contractors; community
organizations
2 Electriﬁcation
Permit
Streamlining
Remove permitting and
implementation barriers
to building electriﬁcation
Immediate
/ Ongoing $
Existing City resources;
technical assistance;
utility and regional
resources
Community
Development; SVCE;
contractors; design
professionals
3 Equity-Focused
Electriﬁcation
Address barriers to
electriﬁcation for
households and
communities with greater
adoption challenges
Immediate
/ Ongoing $$–$$$
City resources; utility
programs; State/federal
grants; regional and
community partners
SVCE; PG&E; affordable
housing providers;
community
organizations; property
owners
4 Integration into
City Policies
and Programs
Integrate
decarbonization into City
planning, policies,
programs, and
investments
Immediate
/ Ongoing $–$$
Department operating
and capital resources;
utility technical
assistance; grants
City departments; SVCE;
PG&E; Air District;
developers; property
owners
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No. Action Purpose Timing Estimated
City Cost
Potential Funding and
Resources
Key Partners
5 Commercial
Reach Codes
Use local regulatory
authority where it
remains available
Short /
Medium
Term
$$
City resources;
consultant assistance;
utility and regional
resources; grants
Community
Development; SVCE; Air
District; developers;
building owners; design
professionals
6 Zoning
Incentives
Use development
incentives as an
alternative or
complement to
mandates
Short /
Medium
Term
$$
City resources;
consultant assistance;
regional technical
assistance; grants
Community
Development; City
Attorney's Office;
developers; property
owners; SVCE
7 Neighborhood
Decarbonization
Pilot
Test building and
infrastructure
coordination at the
neighborhood scale
Immediate
/ Short
Term
TBD
CPUC-authorized utility
pilot funding; PG&E;
SVCE; State/regional
resources; electriﬁcation
incentives
CPUC; PG&E; SVCE;
residents; property
owners; community
organizations
8 Regional Time-
of-Sale
Partnership
Explore an intervention
point for existing
residential buildings
Medium
Term $$
City resources; regional
planning assistance;
SVCE; BayREN; grants;
utilities
Regional jurisdictions; Air
District; SVCE; BayREN;
real estate professionals;
property owners
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No. Action Purpose Timing Estimated
City Cost
Potential Funding and
Resources
Key Partners
9 Regional
Building
Performance
Standards
Explore a longer-term
framework for existing
larger buildings
Medium
Term $$
City resources; regional
technical assistance;
SVCE; BayREN; PG&E;
grants
CEC; SVCE; regional
jurisdictions; Air District;
PG&E; building owners
10 End of Natural
Gas Flow Goal
Establish a long-term
transition pathway for
natural gas infrastructure
Medium /
Long Term $–$$
City resources; utility and
regional resources;
State/federal
opportunities
PG&E; SVCE; Air District;
regional agencies;
property owners
Clean Transportation
11 EV Outreach,
Education, and
Incentives
Help residents and
businesses navigate EV
adoption
Immediate
/ Ongoing $$–$$$
City resources; SVCE;
utility programs;
State/federal grants;
partner resources
SVCE; PG&E; community
organizations; employers;
businesses
12 Multifamily EV
Charging
Expand charging access
where residents face
greater barriers to home
charging
Immediate
/ Ongoing $$$–$$$$
City and SVCE incentives;
utility programs;
State/federal grants;
property-owner
investment
SVCE; PG&E; property
owners; multifamily
housing providers;
charging providers
13 Workplace and
Public EV
Charging
Expand convenient
charging beyond single-
family homes
Short /
Medium
Term
$$–$$$
Utility and regional
programs; State/federal
grants; employers;
Employers; business
organizations; property
owners; SVCE; PG&E
Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
Council Sustainability Committee

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No. Action Purpose Timing Estimated
City Cost
Potential Funding and
Resources
Key Partners
property owners; charging
providers
14 Reliable City-
Owned Public
Charging
Improve the performance
and reliability of existing
City charging
infrastructure
Immediate
/ Ongoing $$–$$$
City operating and capital
resources; utility
programs; grants;
charging partners; charger
revenue
Charging providers;
PG&E; SVCE; regional
agencies
15 Transit and
Shuttle
Connections
Support convenient,
connected, and low-
emission transit
Immediate
/ Ongoing $$–$$$
City operating and capital
resources; regional
transportation funding;
State/federal grants;
partner resources
VTA; Caltrain; Mountain
View TMA; transit
providers; employers;
community organizations
16 E-Bikes, E-
Scooters, and
Connected
Mobility
Expand access to low-
emission transportation
options through safe
infrastructure, shared
mobility, and connected
services
Short /
Medium
Term
$$–$$$
City transportation and
capital resources;
regional programs;
State/federal grants;
development
improvements; providers
and partners
VTA; Caltrain; Mountain
View TMA; providers;
employers; developers
Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
Council Sustainability Committee

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No. Action Purpose Timing Estimated
City Cost
Potential Funding and
Resources
Key Partners
17 Transportation
Demand
Management
Reduce vehicle travel
associated with new
development and major
employers by expanding
transportation choices
Immediate
/ Ongoing $–$$
Existing City resources;
regional transportation
programs; transportation
management
organizations; employer
and property-owner
resources
Community
Development; Public
Works; VTA; Mountain
View TMA; employers;
developers
18 Active
Transportation
and Safe
Connections
Accelerate
implementation of the
Active Transportation
Plan and improve walking
and bicycling
connections
Immediate
/ Ongoing $$$–$$$$
City transportation and
capital resources;
regional programs;
State/federal grants;
eligible development
funding
Public Works; VTA;
Caltrans; schools;
developers; employers;
community organizations
19 Transit-Oriented
Development
and Parking
Management
Coordinate land use and
parking decisions to
support walkable, transit-
supportive development
Immediate
/ Ongoing $–$$
Existing planning
resources; transportation
and development funding;
regional and State
resources
Community
Development; Public
Works; VTA; transit
providers; developers;
employers
20 Zero-Emission
Delivery and
Rideshare
Explore emerging
approaches to reduce Medium
Term TBD
City resources; private-
sector partnerships;
Delivery companies;
businesses; rideshare
providers; regional
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Council Sustainability Committee

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No. Action Purpose Timing Estimated
City Cost
Potential Funding and
Resources
Key Partners
emissions from delivery
and rideshare services
regional, State, and
federal opportunities
agencies; community
organizations
Zero Waste
21 Zero Waste Plan
Implementation
Reduce waste
generation, increase
diversion, and advance
resource recovery
Immediate
/ Ongoing $$–$$$
City resources; regional
and State programs;
grants; partner resources
Waste service providers;
businesses; multifamily
properties; community
organizations
22 Organics and
Food Waste
Diversion
Reduce organic material
sent to landﬁlls and
associated methane
emissions
Immediate
/ Ongoing $$
City resources; regional
and State programs;
waste service providers;
grants
Waste service providers;
businesses; residents;
community organizations
23 Reuse and
Waste
Prevention
Reduce single-use
materials and increase
reuse
Immediate
/ Ongoing $–$$
City resources; grants;
business and community
partnerships
Businesses; community
organizations; residents;
waste service providers
24 Commercial
and Community
Resource
Recovery
Improve participation
and recovery among
businesses, multifamily
properties, and
community institutions
Immediate
/ Ongoing $$
City resources; regional
and State programs;
grants; partner resources
Businesses; multifamily
properties; institutions;
waste service providers
Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
Council Sustainability Committee

Page | 160

No. Action Purpose Timing Estimated
City Cost
Potential Funding and
Resources
Key Partners
25 Next Phase of
Zero Waste
Planning
Develop the City's post-
2030 waste reduction
and resource recovery
approach
Medium
Term $$
City resources; regional
and State technical
assistance; grants
Waste service providers;
regional agencies;
businesses; community
organizations
Ecosystem Sequestration
26 Urban Forest
Enhancement
Strengthen Mountain
View's urban forest
through planting,
maintenance, and
coordinated tree
management
Immediate
/ Ongoing $$$–$$$$
City parks, streetscape,
transportation, and
capital resources; grants;
eligible development-
related resources
City departments;
regional agencies;
property owners;
community organizations
27 Natural Areas
Conservation
and Restoration
Conserve and restore
wetlands and other
natural areas to increase
carbon storage and
strengthen ecosystem
health
Immediate
/ Ongoing $$$–$$$$
City capital and
environmental resources;
State/federal funding;
regional and nonproﬁt
resources
Regional agencies;
landowners; nonproﬁt
organizations;
community organizations
Integrated Actions
28 Advocacy and
Legislative
Action
Advocate for policies,
programs, and funding
that support Mountain
Immediate
/ Ongoing $
Existing legislative and
intergovernmental
resources; coordinated
advocacy
Local Government
Climate Alliance; League
of California Cities;
regional agencies;
Attachment 1: Draft Climate Forward Mountain View: Building Toward a Carbon-Free Future 2027-2031 September 29, 2026
Council Sustainability Committee

Page | 161

No. Action Purpose Timing Estimated
City Cost
Potential Funding and
Resources
Key Partners
View's decarbonization
goals
neighboring jurisdictions;
SVCE
29 Implementation
Capacity and
Resources
Build the organizational,
ﬁnancial, technical, and
partnership capacity
needed to advance
Climate Forward
Immediate
/ Ongoing $–$$
City operating and capital
resources; utility
programs; regional, State,
and federal grants;
partner investment
City departments; SVCE;
PG&E; regional agencies;
workforce partners;
businesses; community
organizations

Council Sustainability CommitteeSeptember 29, 2026

Council Sustainability Committee
September 29, 2026