Mountain View staff outline 7–10 year Pathways to Housing homelessness strategy and spending plan

Mountain View staff presented a draft Pathways to Housing homelessness response strategy and an associated expenditure plan in a study session, asking the city council for feedback on the vision, guiding principles, goals and the sequencing of investments over the next seven to ten years.

Deputy City Manager Kimberly Thomas and Human Services Manager Parni Din Shah said the document builds on the city’s work since 2016 and aligns with the county Community Plan to End Homelessness and the city’s housing element. Thomas said the plan “is intended to be a living document that will incorporate ongoing review, regular updates, and metrics aligned with the City's performance measures and contractual obligations.”

The draft groups 42 actions into short-, medium-, and long-term timelines and focuses on sustaining core services (safe parking, permanent supportive housing, case management and outreach) while exploring enhancements and new pilots. Staff recommended two potential ongoing investments totaling $140,000 for enhanced initiatives (permanent supportive housing and outreach to vulnerable populations) and up to $325,000 in ongoing or one-time funding for pilot programs such as a multi-city street outreach initiative, an emergency assistance program modeled on pandemic-era broad assistance, and mental health first aid training.

Why it matters: staff framed the plan as Mountain View doing its part within a regional system while acknowledging the city cannot solve homelessness alone. The presentation noted the 2023 point-in-time count found nearly 10,000 people experiencing homelessness in Santa Clara County and 562 in Mountain View. The plan attempts to balance continuing existing services with targeted new investments and regional collaboration.

Council feedback and public comment: staff took public comment at the study session. Pastor Brian Leong proposed a one‑stop resource center model (similar to an LA repurposed mall approach) to put multiple service providers in a single facility. Council members praised staff and community partners, and repeatedly emphasized prevention, interim solutions (safe parking and other transitional options), and metrics for success. Vice Mayor Ramos urged emphasis on dignity and compassion and support for direct financial assistance alternatives to “rent relief.” Council Member Ramirez pressed for including “functional zero” as a north star metric and for more interim housing infrastructure beyond safe parking. Several council members urged continued regional advocacy and asked staff to return with specific metrics and recommendations.

Direction to staff: staff asked three explicit questions and requested council guidance. Staff will incorporate council feedback into the draft and return with a final Pathways to Housing plan in spring or early fall for adoption. In addition to continuing existing contract metrics, staff noted the expenditure plan prioritizes timing and identifies potential new partners and funding needs.

Notes and constraints: staff emphasized there is no dedicated, recurring funding source for the city’s homelessness initiatives; current work is supported by a mix of limited‑period and one‑time funds requested through the annual budget process and by partner contributions. The county and community-based organizations were repeatedly identified as essential partners; staff noted county funding constraints for new safe parking lots.

Next steps: staff will revise the draft using the council’s study‑session feedback (including more explicit prevention emphasis, assessment of interim solutions beyond safe parking, and implementation metrics) and return with a final plan and ordinance/contract language as needed for council adoption later in the year.