City Council Agenda August 25, 2025
1 1863572-2
AMERICANS WITH DISABILITIES ACT/CALIFORNIA BROWN ACT
NOTIFICATION FOR THE CITY OF HUGHSON
This Agenda shall be made available upon request in alternative formats to persons with a disability as required by the Americans with Disabilities Act of 1990 (42 U.S.C. Section 12132) and the Ralph M. Brown Act (California Government Code Section 54954.2).
Disabled or Special needs Accommodation: In compliance with the Americans with Disabilities Act, persons requesting a disability related modification or accommodation in order to participate in the meeting and/or if you need assistance to attend or participate in a City Council meeting, please contact the City Clerk’s office at (209) 883-4054. Notification at least 48-hours prior to the meeting will assist the City Clerk in assuring that reasonable accommodations are made to provide accessibility to the meeting.
City of Hughson
CITY COUNCIL MEETING
Hughson City Hall – 7018 Pine Street Hughson, California MONDAY, AUGUST 25, 2025 – 6:00 P.M.
CALL TO ORDER: Mayor George Carr
ROLL CALL: Mayor George Carr
Mayor Pro Tem Randy Crooker
Councilmember Alan McFadon
Councilmember Julie Ann Strain
Councilmember Susana Vasquez
FLAG SALUTE: Mayor George Carr
AGENDA
HUGHSON CITY COUNCIL
How to participate in, or observe the Meeting:
• In person in the City Council Chambers and submit public comment when invited during the meeting. • Observe only via YouTube live, by accessing this link:
https://www.youtube.com/channel/UC-PwkdIrKoMmOJDzBSodu6A?view_as=subscriber If a technical issue arises with any streaming option, the City Council meeting will continue unless the meeting is being held pursuant to the provisions of Assembly Bill 2449. • In addition, recorded City Council meetings are posted on the City’s website the second business day following the meeting. Recorded videos can be accessed with the following link:
Upcoming Meetings | Hughson CA
1 City Council Agenda August 25, 2025
2 1863572-2
INVOCATION: Hughson Ministerial Association
1. PUBLIC BUSINESS FROM THE FLOOR (No Action Can Be Taken):
Please limit presentations to three minutes. If you wish to speak regarding an item on the agenda, you may be asked to defer your remarks until the Council addresses the matter. Pursuant to California Government Code Section 54954.2(a)(3), no action or discussion may be undertaken on any item not appearing on the posted agenda, except that the City Council, or its staff, may briefly respond to comments or questions from members of the public, provide a reference to staff or other resources for factual information, or direct staff to place the issue on a future agenda.
2. PRESENTATIONS: NONE.
3. CONSENT CALENDAR:
All items listed on the Consent Calendar are to be acted upon by a single action of the City Council unless otherwise requested by an audience member, or individual Councilmember, for special consideration. Otherwise, the recommendation of staff will be accepted and acted upon by roll call vote.
3.1: Approval of the Minutes of the Regular Meeting of August 11, 2025.
3.2: Approval of the Warrants.
3.3: Adding Signatures to the City of Hughson LAIF Bank Account.
3.4: Adoption of Resolution No. 2025-29, Recommending the Stanislaus County Board of Supervisors Approve the Fiscal Year (FY) 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER).
4. UNFINISHED BUSINESS: NONE.
5. PUBLIC HEARING: NONE.
6. NEW BUSINESS:
6.1: Adopt a Parks & Facilities Naming/Re-Naming Policy.
7. CORRESPONDENCE: NONE.
8. COMMENTS:
A brief report on notable attendance at a meeting, or conference, or other notable topics of City business shall be made. The Brown Act does not allow for discussion or action of items by the City Council during this time.
8.1: Staff Reports and Comments:
City Manager
City Clerk
2 City Council Agenda August 25, 2025
3 1863572-2
Director of Finance
Community Development Director
Police Services
City Attorney
8.2: Council Comments:
9. CLOSED SESSION:
9.1: CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION Paragraph (1) of subdivision (d) of Section 54956.9)
Name of case: Church Mutual Insurance Company, S.I. Group v. City of Hughson, United Pavement Maintenance, Inc., Gonsalves & Santucci, Inc. dba CONCO Case number CV-24-004247
10. ADJOURNMENT:
The next City Council meeting is scheduled for September 8, 2025, at 6:00 pm.
In accordance with California Government Code Section 54957.5, any writing or document that is a public record, relates to an open session agenda item, and is distributed less than 72 hours prior to a regular meeting will be made available for public inspection in the office of the City Clerk at Hughson City Hall during normal business hours. If, however, the document or writing is not distributed until the regular meeting to which it relates, then the document or writing will be made available to the public at the location of the meeting, as listed on the agenda.
Notice Regarding Non-English Speakers
Pursuant to California Constitution Article III, Section IV, establishing English as the official language for the State of California, and in accordance with California Code of Civil Procedures Section 185, which requires proceedings before any State Court to be in English, notice is hereby given that all proceedings before the City of Hughson City Council shall be in English and anyone wishing to address the Council is required to have a translator present who will take an oath to make an accurate translation from any language not English into the English language.
UPCOMING EVENTS:
Sept 1 • Labor Day – City Hall Closed
Sept 8 • City Council Meeting, City Council Chambers/YouTube Live Stream, 6:00PM Sept 9 • Parks, Recreation and Entertainment Commission Meeting, City Council Chambers, 6:00PM
Sept 16 • Planning Commission Meeting, City Council Chambers, 6:00PM
AFFIDAVIT OF POSTING
Date: August 22, 2025 Time: 8:20AM
Name: Ashton Gose Title: City Clerk
3 City Council Agenda August 25, 2025
4 1863572-2
Sept 19 • Movie Night, Starn Park, 7:00PM
4 Meeting Date: August 25, 2025
Subject: Approval of the City Council Minutes
Presented By: Ashton Gose, City Clerk
Approved By:
____________________________
City Manager
______________________________________________________________________ Recommended Council Action:
Approve the Minutes of the Regular Meeting of August 11, 2025.
CITY COUNCIL AGENDA ITEM NO. 3.1
SECTION 3: CONSENT CALENDAR
5 City Council Minutes August 11, 2025
1 MINUTES
City of Hughson
CITY COUNCIL MEETING
Hughson City Hall – 7018 Pine Street
Hughson, California
MONDAY, AUGUST 11, 2025 – 6:00 P.M.
CALL TO ORDER: Mayor Pro Tem Randy Crooker
ROLL CALL:
Present: Mayor Pro Tem Randy Crooker
Councilmember Alan McFadon
Councilmember Susana Vasquez
Councilmember Julie Ann Strain
Absent: Mayor George Carr
Staff Present: Dominique Romo, City Manager
Andy Pinasco, City Attorney
Ashton Gose, City Clerk
Carla Jauregui, Community Development Director
Kim Weimer, Director of Finance and Administrative Services Jose Vasquez, Public Works Superintendent
Brock Dias, Chief of Hughson Police Services
________________________________________________________________
1. PUBLIC BUSINESS FROM THE FLOOR (No Action Taken):
Two residents of Samaritan Village expressed their safety concerns with the intersection of Fox Road and Euclid Avenue and requested the installation of a four-way stop.
2. PRESENTATIONS:
HUGHSON CITY COUNCIL
6 City Council Minutes August 11, 2025
2 2.1: Introduction of Lily Yap, Executive Director of the Stanislaus Animal Services Agency.
Lily Yap, Executive Director of the Stanislaus Animal Services Agency introduced herself to the City Council.
3. CONSENT CALENDAR:
3.1: Approval of the Minutes of the Regular Meeting of July 28, 2025.
3.2: Approval of the Warrants.
3.3: Approval of a Budget Adjustment for Fund 100 for the Fiscal Year 2025-26 Final Budget.
3.4: Approval of a Budget Adjustment for Fund 280 for the Fiscal Year 2025-26 Final Budget.
CROOKER/STRAIN 4-0-0-1 motion passes to approve the Consent Calendar, as presented, with the following roll call vote:
CROOKER VASQUEZ STRAIN McFADON CARR
AYE AYE AYE AYE ABSENT
4. UNFINISHED BUSINESS:
4.1: Considering a Resolution that will Authorize an Application for Funding for the Hughson Water Consolidation Project (Cobles Corner/Country Villa) from the State Water Resources Control Board under their Consolidation Incentive Program.
Director Jauregui presented the staff report on this item.
Mayor Pro Tem Crooker opened public comment at 6:13pm.
Three members of the public commented on the item.
Mayor Pro Tem Crooker closed public comment at 6:20pm.
MCFADON/VASQUEZ 4-0-0-1 motion passes to adopt Resolution No. 2025-27, authorizing an application for funding for the Hughson Water Consolidation Project (Cobles Corner/Country Villa) from the State Water Resources Control Board (SWRCB).
5. PUBLIC HEARING: NONE.
7 City Council Minutes August 11, 2025
3 6. NEW BUSINESS: NONE.
7. CORRESPONDENCE: NONE.
8. COMMENTS:
8.1: Staff Reports and/or Comments:
City Manager Romo provided an update regarding CDAC (SR911). She attended office hours for Senator Alvarado-Gil on August 8, 2025.
Chief Dias provided an update regarding the National Night Out Event. He also informed the City Council about an arrest made in KB Homes. He attended a Faith Based Security Conference prior to this City Council meeting.
8.2: Council Member/Mayor Comments
Councilmember McFadon welcomed Lily Yap. He thanked staff for their continued hard work.
Councilmember Vasquez attended National Night Out on August 5, 2025.
Councilmember Strain attended a Hughson Ministerial Association Leadership Breakfast on August 1, 2025. She attended the Hughson Historical Society Annual Dinner on August 2, 2025.
She attended bingo with City Manager Romo at Anne’s Fish and Chips on August 4, 2025. She attended National Night Out on August 5, 2025.
Mayor Pro Tem Crooker welcomed Lily Yap. He attended National Night Out on August 5, 2025.
He thanked staff for their continued hard work.
Mayor Carr provided an emailed statement:
***BEGIN
As reported by the press, on Wednesday August 6th, the Executive Director for Stanislaus Council of Governments (StanCOG) was fired with cause effective immediately. This means they will no longer receive monthly payments for being suspended. One of the articles reported councilmember (should have been Mayor) George Carr was in the meeting in the beginning but left early and was not part of the vote. The report was true, however, after hearing the findings from the ad-hoc committee George Carr would have voted to fire the executive director with cause, so the final vote would have been 10 – 0. ***END
9. CLOSED SESSION: NONE.
10. ADJOURNMENT:
8 City Council Minutes August 11, 2025
4 STRAIN/VASQUEZ 4-0-0-1 motion passes to adjourn the August 11, 2025, meeting at 6:32PM, with the following roll call vote:
CROOKER VASQUEZ STRAIN McFADON CARR
AYE AYE AYE AYE ABSENT
APPROVED:
_____________________
GEORGE CARR, Mayor
ATTEST:
________________________
ASHTON GOSE, City Clerk
9 Meeting Date: August 25, 2025
Subject: Approval of Warrants Register
Presented By: Kim Weimer, Director of Finance
Approved By: ___________________________
City Manager
Recommended Council Action:
Approve the Warrants Register as presented.
Background and Overview:
The warrants register presented to the City Council is a listing of all expenditures paid from August 7, 2025, through August 20, 2025.
Fiscal Impact:
There are reductions in various funds for payment of expenses.
CITY COUNCIL AGENDA ITEM NO. 3.2
SECTION 3: CONSENT CALENDAR
10 8/20/2025 2:03:46 PM Page 1 of 5
Check Report
Hughson By Check Number
Date Range: 08/07/2025 - 08/20/2025
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount Bank Code: Payable Bank-Payable Bank
00016 ABS DIRECT INC 08/14/2025 Regular 0.00 2,955.70 59808 140118 Invoice 07/14/2025 BILL PRINTING- JULY 0.00 2,955.70 00032 AFLAC 08/14/2025 Regular 0.00 254.85 59809
651317 Invoice 08/01/2025 AFLAC - AUG 0.00 254.85
00049 ALLIED ADMINISTRATORS 08/14/2025 Regular 0.00 2,428.93 59810 INV0014030 Invoice 09/01/2025 DELTA DENTAL - September 0.00 2,428.93 01603 Amazon Capital Services, Inc. 08/14/2025 Regular 0.00 555.62 59811 1697-FCKQ-L6WM Invoice 07/30/2025 NNO 2025 0.00 86.28
19MQ-LX6P-CD… Credit Memo 07/29/2025 Office Supplies 0.00 -9.76 1CHQ-9QLQ-D4… Invoice 07/01/2025 water/waste water tools 0.00 185.97 1PMN-7TR1-VLYN Invoice 08/05/2025 EVENTS 0.00 16.05
1Q44-XR6C-XMHN Invoice 07/01/2025 water tools 0.00 258.88 1VG1-4Y7C-W764 Invoice 07/30/2025 NNO 2025 0.00 10.66
1VG1-4Y7C-YN9Q Invoice 07/31/2025 Office Supplies 0.00 7.54 00094 AT&T MOBILITY 08/14/2025 Regular 0.00 777.93 59812 08102025 Invoice 08/12/2025 PHONES 0.00 777.93
02073 Availability Professional Staffing 08/14/2025 Regular 0.00 3,432.00 59813 11117 Invoice 07/23/2025 Temp 7/14/25 - 7/20/25 0.00 1,122.00 11147 Invoice 07/30/2025 Temp 7/21/25 - 7/27/25 0.00 1,155.00 11163 Invoice 08/07/2025 Temp 7/28/25 - 8/3/25 0.00 1,155.00 00105 AZEVEDO'S AUTO SERVICE 08/14/2025 Regular 0.00 1,113.39 59814 074201 Invoice 08/11/2025 Azevedos Auto Blanket PO 0.00 1,113.39 00109 BADGER METER, INC 08/14/2025 Regular 0.00 906.08 59815 80204257 Invoice 07/29/2025 badger meter Blanket PO 0.00 906.08 00822 BlueTriton Brands Inc 08/14/2025 Regular 0.00 87.13 59816 25G0025664277 Invoice 08/11/2025 WWTP waters Blanket PO 0.00 87.13 00284 CHARTER COMMUNICATION 08/14/2025 Regular 0.00 157.99 59817 080125 Invoice 08/11/2025 IP ADDRESS- PINE ST 0.00 157.99 00288 CHOICE LIGHTING SUPPLY 08/14/2025 Regular 0.00 2,462.86 59818 359072 Invoice 08/11/2025 street lights Blanket 0.00 2,462.86 00310 CLARK'S PEST CONTROL 08/14/2025 Regular 0.00 231.00 59819 38010551 Invoice 08/11/2025 PEST CONTROL 0.00 143.00
38010685 Invoice 08/11/2025 PEST CONTROL 0.00 88.00
01538 Colonial Life 08/14/2025 Regular 0.00 190.98 59820 54059070701364 Invoice 08/08/2025 Colonial Life - JULY 0.00 190.98 00366 CSMFO 08/14/2025 Regular 0.00 35.00 59821
200028305 Invoice 08/06/2025 Central Valley Chapter Meeting - Weimer 0.00 35.00 00462 EWING IRRIGATION PRODUCTS 08/14/2025 Regular 0.00 445.74 59822 19958800 Invoice 07/10/2025 Ewing Blanket PO 0.00 203.93 20010055 Invoice 07/18/2025 Ewing Blanket PO 0.00 241.81 00464 EZ NETWORK SYSTEMS, INC. 08/14/2025 Regular 0.00 6,560.33 59823 TS46151 Invoice 07/28/2025 IT SERVICES - JULY 0.00 6,560.33 11 Check Report Date Range: 08/07/2025 - 08/20/2025
8/20/2025 2:03:46 PM Page 2 of 5
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 00475 FGL ENVIRONMENTAL 08/14/2025 Regular 0.00 2,856.00 59824 539432A Invoice 07/22/2025 DW FGL Blanket PO 0.00 379.00 539433A Invoice 07/29/2025 DW FGL Blanket PO 0.00 199.00 539507A Invoice 07/29/2025 DW FGL Blanket PO 0.00 199.00 539510A Invoice 07/29/2025 DW FGL Blanket PO 0.00 752.00 539747A Invoice 07/22/2025 DW FGL Blanket PO 0.00 565.00 539748A Invoice 07/30/2025 WW FGL Blanket PO 0.00 134.00 539750A Invoice 07/22/2025 DW FGL Blanket PO 0.00 65.00 539882A Invoice 07/22/2025 DW FGL Blanket PO 0.00 105.00 550121A Invoice 07/21/2025 DW FGL Blanket PO 0.00 97.00 550194A Invoice 07/21/2025 DW FGL Blanket PO 0.00 65.00 550195A Invoice 07/21/2025 DW FGL Blanket PO 0.00 65.00 550197A Invoice 07/31/2025 WW FGL Blanket PO 0.00 134.00 550496A Invoice 07/29/2025 DW FGL Blanket PO 0.00 97.00 00527 GIBBS MAINTENANCE CO 08/14/2025 Regular 0.00 350.00 59825 17233 Invoice 07/31/2025 JANITOR SERVICES - July 0.00 350.00 00528 GILTON SOLID WASTE MANAGE 08/14/2025 Regular 0.00 1,895.07 59826 HUGHSS-108 Invoice 07/31/2025 STREET SWEEPING - JULY 0.00 1,895.07 01322 GOSE, ASHTON 08/14/2025 Regular 0.00 90.00 59827
INV0014027 Invoice 08/11/2025 CAJPA Annual Confernce - Per Diem 0.00 90.00 00546 GRANITE TELECOMMUNICATION 08/14/2025 Regular 0.00 1,827.42 59828 709756652 Invoice 08/01/2025 PHONES 0.00 1,827.42
01612 GreatAmerica Financial Svcs. 08/14/2025 Regular 0.00 397.63 59829 39785754 Invoice 07/30/2025 LEASE 0.00 397.63
01794 HdL Coren & Cone 08/14/2025 Regular 0.00 1,585.58 59830 SIN052658 Invoice 07/28/2025 Contract Services Property Tax July - Sept … 0.00 1,585.58 00614 HUGHSON FARM SUPPLY 08/14/2025 Regular 0.00 1,211.61 59831 H531325 Invoice 08/12/2025 hughson Farm Blanket PW 0.00 54.99 H531450 Invoice 08/12/2025 Hughson Farm Blanket PO utilities 0.00 34.50 H531463 Invoice 08/12/2025 hughson Farm Blanket PW 0.00 31.28 H531561 Invoice 08/12/2025 Hughson Farm Blanket PO utilities 0.00 31.47 H531631 Invoice 08/12/2025 hughson Farm Blanket PW 0.00 42.05 H531837 Invoice 07/07/2025 Hughson Farm Blanket PO utilities 0.00 18.52 H531911 Invoice 07/08/2025 hughson Farm Blanket PW 0.00 5.39 H532036 Invoice 07/09/2025 Hughson Farm Blanket PO utilities 0.00 19.46 H532059 Invoice 07/09/2025 Hughson Farm Blanket PO utilities 0.00 25.88 H532274 Invoice 07/11/2025 Hughson Farm Blanket PO utilities 0.00 32.30 H532531 Invoice 07/14/2025 Hughson Farm Blanket PO utilities 0.00 7.55 H532808 Invoice 07/16/2025 hughson Farm Blanket PW 0.00 12.91 H532814 Invoice 07/16/2025 hughson Farm Blanket PW 0.00 32.02 H532853 Invoice 07/16/2025 Hughson Farm Blanket PO utilities 0.00 34.49 H532931 Invoice 07/17/2025 Hughson Farm Blanket PO utilities 0.00 7.12 H532950 Invoice 07/17/2025 hughson Farm Blanket PW 0.00 24.70 H533399 Invoice 07/22/2025 hughson Farm Blanket PW 0.00 123.22 H533400 Invoice 07/22/2025 Hughson Farm Blanket PO utilities 0.00 24.80 H533432 Invoice 07/22/2025 hughson Farm Blanket PW 0.00 22.30 H533531 Invoice 07/23/2025 Hughson Farm Blanket PO utilities 0.00 161.80 H533572 Invoice 07/23/2025 Hughson Farm Blanket PO utilities 0.00 143.80 H533644 Invoice 07/24/2025 Hughson Farm Blanket PO utilities 0.00 4.37 H533696 Invoice 07/24/2025 hughson Farm Blanket PW 0.00 63.28 H533780 Invoice 07/25/2025 Hughson Farm Blanket PO utilities 0.00 17.25 H533962 Invoice 07/28/2025 hughson Farm Blanket PW 0.00 28.04 H533967 Invoice 07/28/2025 Hughson Farm Blanket PO utilities 0.00 70.07 H533974 Invoice 07/28/2025 hughson Farm Blanket PW 0.00 86.28 12 Check Report Date Range: 08/07/2025 - 08/20/2025
8/20/2025 2:03:46 PM Page 3 of 5
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount S114642-01 Invoice 07/16/2025 hughson Farm Blanket PW 0.00 51.77 00627 HUGHSON NAPA AUTO & TRUCK 08/14/2025 Regular 0.00 556.67 59832 409164 Invoice 08/12/2025 Napa Blanket PO PW 0.00 23.72 410315 Invoice 07/22/2025 Napa Blanket PO PW 0.00 40.18 410454 Invoice 07/24/2025 Napa Fleet Blanket PO 0.00 399.73 410488 Invoice 07/24/2025 Napa Blanket PO Utilities 0.00 64.68 410535 Credit Memo 07/25/2025 Napa Blanket PO Utilities 0.00 -58.25 410622 Invoice 07/28/2025 Napa Blanket PO PW 0.00 59.60 410782 Invoice 07/30/2025 Napa Fleet Blanket PO 0.00 27.01 02003 Jackson Petroleum Inc. 08/14/2025 Regular 0.00 25.06 59833 1018671 Invoice 08/04/2025 Highway Diesel Blanket PO 0.00 25.06 00668 JIMENEZ TRUCK AND TIRE RE 08/14/2025 Regular 0.00 3,206.44 59834 071125-7 Invoice 07/11/2025 Fleet tires 0.00 3,206.44
01398 Jose Vasquez 08/14/2025 Regular 0.00 238.20 59835 INV0014023 Invoice 08/08/2025 Hydraulic filters WWTP 0.00 238.20 00816 NATIONAL NOTARY ASSN. 08/14/2025 Regular 0.00 80.00 59836 INV0014028 Invoice 08/11/2025 1 Year NNA Membership 0.00 80.00 01884 PACIFIC STORAGE COMPANY 08/14/2025 Regular 0.00 141.66 59837 2227022 Invoice 07/31/2025 RECORDS STORAGE - JULY 0.00 141.66 00879 PG & E 08/14/2025 Regular 0.00 148.48 59838
INV0014025 Invoice 07/24/2025 UTILITIES 0.00 148.48
00884 PITNEY BOWES 08/14/2025 Regular 0.00 502.25 59839 INV0014031 Invoice 08/11/2025 POSTAGE 0.00 502.25
00901 PREFERRED ALLIANCE, INC. 08/14/2025 Regular 0.00 154.56 59840 0205954-IN Invoice 07/31/2025 OFF-SITE PARTICIPANT 0.00 154.56 01885 RecruitGigs 08/14/2025 Regular 0.00 3,876.00 59841 72185 Invoice 07/18/2025 Extra Help - PW 0.00 1,836.00
72228 Invoice 07/25/2025 Extra Help - PW 0.00 2,040.00
00972 SAFE-T-LITE 08/14/2025 Regular 0.00 301.94 59842
405413 Invoice 07/28/2025 blanket PO street signs 0.00 301.94 01009 SHRED-IT USA LLC 08/14/2025 Regular 0.00 210.69 59843 8011641651 Invoice 08/11/2025 Shredding 0.00 210.69
01599 SMILE BUSINESS PRODUCTS, INC 08/14/2025 Regular 0.00 124.65 59844 1292233 Invoice 07/23/2025 COPIES 0.00 124.65
01953 Swank Motion Pictures, Inc. 08/14/2025 Regular 0.00 405.00 59845 BO 2522384 Invoice 07/02/2025 The Grinch 0.00 405.00
01115 THE HOME DEPOT CRC 08/14/2025 Regular 0.00 1,373.91 59846 5284231 Invoice 07/25/2025 Home Depot Blanket PO PW 0.00 116.65 7036076 Invoice 07/23/2025 Home Depot Blanket PO Utilities 0.00 494.44 8033884 Invoice 07/02/2025 paint supplies Parkwood 0.00 633.70 8541947 Invoice 07/22/2025 Home Depot Blanket PO Utilities 0.00 129.12 01709 The Lincoln National Life Insurance Company 08/14/2025 Regular 0.00 598.63 59847 4860329964 Invoice 08/01/2025 Life Insurance - August 0.00 598.63 01594 Valley Water Collaborative 08/14/2025 Regular 0.00 2,258.61 59848 0725TUR25M20 Invoice 08/11/2025 valley water collaborative 0.00 2,258.61 01264 VERIZON WIRELESS 08/14/2025 Regular 0.00 76.02 59849 6119389704 Invoice 08/08/2025 TABLETS FOR SCADA 0.00 76.02 13 Check Report Date Range: 08/07/2025 - 08/20/2025
8/20/2025 2:03:46 PM Page 4 of 5
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 01192 VISION SERVICE PLAN 08/14/2025 Regular 0.00 602.67 59850 823290116 Invoice 07/19/2025 MEDICAL INSURANCE WITHHELD- AUGUST 0.00 602.67 01249 WORLD OIL ENVIRONMENTAL SERVICES 08/14/2025 Regular 0.00 153.00 59851 I500-01249125 Invoice 07/30/2025 World oil Blanket PO 0.00 153.00 Regular Checks
Manual Checks
Voided Checks
Discount
Payment
Payment Type Count
Bank Code Payable Bank Summary
Bank Drafts
EFT's
44 0
0 0
0 0.00
0.00 0.00
0.00 0.00
44 0.00
Payment
47,843.28
0.00 0.00
0.00 0.00
47,843.28
Payable
Count
103
0 0
0 0
103
14 Check Report Date Range: 08/07/2025 - 08/20/2025
8/20/2025 2:03:46 PM Page 5 of 5
All Bank Codes Check Summary
Payment Type Discount
Payment
Count Payment
Payable
Count
Regular Checks
Manual Checks
Voided Checks
Bank Drafts
EFT's
44 0
0 0
0 0.00
0.00 0.00
0.00 0.00
44 0.00
47,843.28
0.00 0.00
0.00 0.00
47,843.28
103
0 0
0 0
103
Fund Name Period Amount
Fund Summary
999 POOLED CASH/CONSOLIDATED CASH 8/2025 47,843.28
47,843.28
15 8/20/2025 2:04:32 PM Page 1 of 1
Refund Check Register
Hughson Refund Check Detail
UBPKT04266 - Refunds 01 UBPKT04235 Regular
Account Name Date Check # Amount Code Receipt Amount Type 13-0760-006 Wallace, Mercedes 8/1/2025 59798 77.79 77.79 Generated From Billing 13-1200-001 LUJAN, SOLEDAD 8/1/2025 59799 16.95 16.95 Deposit 14-2820-002 SJOLUND, GEORGENE 8/1/2025 59800 39.05 39.05 Deposit 15-2950-004 Beck, Tayler & Justin 8/1/2025 59801 102.00 102.00 Generated From Billing 15-4300-001 MASELLIS, GINO 8/1/2025 59802 50.10 50.10 Deposit 16-2500-002 Verdone, Christine & Agostino 8/1/2025 59803 72.04 72.04 Deposit 18-2400-000 Homes, KB 8/1/2025 59804 129.25 129.25 Deposit 18-3430-000 Homes, KB 8/1/2025 59805 151.23 151.23 Deposit 18-3490-000 Homes, KB 8/1/2025 59806 92.44 92.44 Deposit 18-4030-000 Homes, KB 8/1/2025 59807 129.25 129.25 Deposit Total Refunds: 10 Total Refunded Amount: 860.10
Revenue Code Summary
Revenue Code Amount
996 - UNAPPLIED CREDITS 860.10
Revenue Total: 860.10
General Ledger Distribution
Account Number Account Name Posting Amount IFT
Posting Date: 08/06/2025
Fund: 510 - WATER/SEWER DEPOSIT
510-10001 CLAIM ON CASH-WATER/SEWER DEPOSIT -860.10 Yes 510-11040 CUSTOMER CREDITS 860.10
510 Total: 0.00
Fund: 999 - POOLED CASH/CONSOLIDATED CASH
999-10010 CASH IN BANK-MONEY MARKET -860.10
999-20000 DUE TO OTHER FUNDS (POOLED CASH) 860.10 Yes
999 Total: 0.00
Distribution Total: 0.00
16 CITY COUNCIL AGENDA ITEM NO. 3.3
SECTION 3: CONSENT CALENDAR
Date: August 25, 2025
Subject: Adding Signatures to the City of Hughson LAIF Bank Account Presented By: Kim Weimer, Director of Finance & Administrative Services Approved By:
City Manager
Recommended Council Action:
Adopt Resolution No. 2025-28, authorizing the following positions and their successors to order deposits and withdrawals of City monies in the Local Agency Investment Fund (LAIF).
Background & Overview:
Pursuant to Chapter 730 of the statutes of 1976 Section 16429.1 was added to the California Government Code to create a Local Agency Investment Fund in the State Treasury for the deposit of money of a local agency for purposes of investment by the State Treasurer. The City of Hughson currently has deposited $47,660.05 in the Local Agency Investment Fund (LAIF).
The Local Agency Investment Fund (LAIF), a voluntary program created by statute, began as an investment alternative for California's local governments and special districts. The enabling legislation for the LAIF is Section 16429.1 et seq. of the California Government Code. This program offers local agencies the opportunity to participate in a major portfolio, which invests hundreds of millions of dollars, using the investment expertise of the State Treasurer's Office professional investment staff at no additional cost to the taxpayer.
The Local Investment Advisory Board (LIAB) provides oversight for LAIF. The Board consists of five members as designated by statute. The State Treasurer, as Chair, or her 17 designated representative, appoints two members qualified by training and experience in the field of investment or finance, and two members who are treasurers, finance or fiscal officers or business managers employed by any county, city or local district or municipal corporation of this state. The term of each appointment is two years or at the pleasure of the Treasurer.
Discussion:
All securities are purchased under the authority of Government Code Section 16430 and 16480.4. The State Treasurer's Office takes delivery of all securities purchased on a delivery versus payment basis using a third-party custodian. All investments are purchased at market, and a market valuation is conducted monthly.
Additionally, the Pooled Money Investment Account has Policies, Goals and Objectives for the portfolio to make certain that Safety, Liquidity and Yield are not jeopardized and that prudent management prevails. These policies are formulated by Investment Division staff and reviewed by both the Pooled Money Investment Board and the Local Investment Advisory Board on an annual basis.
The State Treasurer's Office is audited by the Bureau of State Audits on an annual basis, and the resulting opinion is posted to the State Treasurer’s Office website following its publication. The Bureau of State Audits also has a continuing audit process throughout the year. All investments and LAIF claims are audited daily by the State Controller's Office as well as an internal audit process.
The Treasurer’s Office could not locate any authorizations on file for the City of Hughson’s LAIF account. They require a resolution from the City Council approving the authorized signers (by titles) for deposits into and transfers out of the LAIF bank account. The positions proposed are as follows:
• City Manager (Dominique Romo)
• Director of Finance and Administrative Services (Kim Weimer) • Accounting Manager (Sarah Chavarin)
Fiscal Impact:
There is no direct financial implication associated with the recommended action. 18 CITY OF HUGHSON
CITY COUNCIL
RESOLUTION NO. 2025-28
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUGHSON AUTHORIZING
INVESTMENT OF MONIES INCLUDING DEPOSITS INTO AND TRANSFERS FROM THE LOCAL
AGENCY INVESTMENT FUND (LAIF)
WHEREAS, The Local Agency Investment Fund is established in the State Treasury under Government Code section 16429.1 et. seq. for the deposit of money of a local agency for purposes of investment by the State Treasurer; and
WHEREAS, the City Council hereby finds that the deposit and withdrawal of money in the Local Agency Investment Fund in accordance with Government Code section 16429.1 et. seq. for the purpose of investment as provided therein is in the best interests of the City of Hughson.
NOW THEREFORE, BE IT RESOLVED the Hughson City Council does hereby authorizes the deposit and withdrawal of City monies in the Local Agency Investment Fund in the State Treasury in accordance with the provisions of Section 16429.1 of the Government Code for the purposes of investment as stated therein.
BE IT FURTHER RESOLVED that the following City of Hughson officers holding the title(s) specified herein below or their successors in office are each hereby authorized to order the deposit or withdrawal of monies in the Local Agency Investment Fund and may execute and deliver any and all documents necessary or advisable in order to effectuate the purposes of this resolution and the transaction contemplated hereby: Dominique Romo, City Manager; Kim Weimer, Director of Finance & Administrative Services; Sarah Chavarin, Accounting Manager. This resolution shall remain in full force and effect until it is rescinded by City Council by resolution and a copy of the resolution rescinding this resolution is filed with the State Treasurer’s Office.
PASSED AND ADOPTED by the City Council of the City of Hughson at its regular meeting held on this 25th day of August 2025, by the following roll call votes:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
______________________
GEORGE CARR, Mayor
ATTEST:
_____________________________
ASHTON GOSE, City Clerk
19 Meeting Date: August 25, 2025
Subject: Adoption of Resolution No. 2025-29, recommending the Stanislaus County Board of Supervisors approve the Fiscal Year (FY) 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER).
Enclosure: 2024-2025 Draft CAPER
Presented By: Carla C. Jauregui, Community Development Director Approved By: ________________________
City Manager
Recommended Council Action:
Adopt Resolution No. 2025-29, recommending the Stanislaus County Board of Supervisors approve the Fiscal Year (FY) 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER).
Background and Overview:
The Stanislaus Urban County Consortium, consisting of the cities of Ceres, Hughson, Oakdale, Riverbank, Patterson, Newman, Waterford, and the County receives annual allocations of funds for Community Development Block Grant (CDBG) and Emergency Shelter Grant (ESG) activities. The Stanislaus Urban County and the City of Turlock form the Stanislaus HOME Consortium and receive an annual allocation of HOME Investment Partnership Act funds. A requirement of the program is for the administering jurisdiction (Stanislaus County) to:
1) Prepare a Consolidated Annual Performance Evaluation Report (CAPER) 2) Make the CAPER available for a 15-day public review period 3) Allow any member of the public who wishes to speak on the matter 4) Submit the CAPER to the United States Department of Housing and Urban Development (HUD) for review
The FY 2024-2025 CAPER outlines the projects that were undertaken by the Stanislaus Urban County members as well as various public service agencies that were funded. For FY 2024-2025, the City of Hughson was allocated $168,003 for CDBG program activities and related administration funds for the Second Street Improvements Project.
CITY COUNCIL AGENDA ITEM NO. 3.4
SECTION 3: CONSENT CALENDAR
20 The CDBG program has been very effective in providing communities with resources to address a wide range of unique community development needs for low-income persons within Stanislaus County. In the City of Hughson, the program has been utilized over the last several years to provide infrastructure improvements such as new drainage, curbs, gutters, and sidewalks in predominately low-income census tracts. These infrastructure improvements are based upon the community’s needs and priorities, as outlined in the FY 2024-2025 Annual Action Plan
The FY 2024-2025 CAPER has been made available for public review from August 8, 2025 to September 16, 2025. Notice of the Stanislaus County Public Hearing and availability of the CAPER document was also published in the Modesto Bee as well as on the City’s social media platforms.
A community meeting was held on Monday, August 11, 2025, with no public comments.
The public will also have the opportunity to speak about the CAPER at an upcoming Stanislaus County Board of Supervisors public hearing. As required by Stanislaus Urban County’s Citizen Participation Plan (CPP), any public comments received will be included in the final CAPER that County staff will submit to HUD by September 26, 2025.
Fiscal Impact:
There is no fiscal impact to adopting this Resolution of Concurrence with the CAPER for Fiscal Year 2024-2025.
21 DRAFT CAPER 1
OMB Control No: 2506-0117
Fiscal Year 2024-2025
Stanislaus HOME Consortium and Stanislaus Urban
County Consolidated Annual Performance
and Evaluation Report (CAPER)
for U.S. Housing and Urban Development Entitlement
Programs
September 2025
Prepared by:
Stanislaus County
Planning and Community
Development Department
1010 10th Street, Suite 3400
Modesto, CA 95354
22 DRAFT CAPER 2
OMB Control No: 2506-0117
STANISLAUS HOME CONSORTIUM AND STANISLAUS URBAN COUNTY
FISCAL YEAR 2024-2025 CAPER
Stanislaus County
Chairman Buck Condit
Vice Chairman Vito Chiesa
Supervisor Terry Withrow
Supervisor Mani Grewal
Supervisor Channce Condit
City of Ceres
Mayor Javier Lopez
Vice Mayor Daniel A. Martinez
Councilmember James Casey
Councilmember Rosalinda L. Vierra
Councilmember Cerina Otero
City of Hughson
Mayor George Carr
Mayor Pro Tem Randy Crooker
Councilmember Julie Ann Strain
Councilmember Alan McFadon
Councilmember Susana Vasquez
City of Newman
Mayor Casey Graham
Councilmember Scott Ball
Councilmember Shane Tomlinson
Councilmember Gisel Pimentel
Councilmember Matthew Harden
City of Oakdale
Mayor Cherilyn Bairos
Mayor Pro Tem Christopher Smith
Councilmember Jarod Pitassi
Councilmember Jeff Kettering
Councilmember Kayleigh Gilbert
City of Patterson
Mayor Michael Clauzel
Councilmember Gabriela
Hernandez
Councilmember Jessica Romero
Councilmember Kendra Mora
Councilmember Carlos Roque
City of Riverbank
Mayor Rachel Hernandez
Vice Mayor Cindy Fosi
Councilmember Luis Uribe
Councilmember John C. Pimentel
Councilmember Stacy Call
City of Waterford
Mayor Charlie Goeken
Vice Mayor Jamie Hilton
Councilmember Christine Harris
Councilmember Elizabeth Talbott
Councilmember Guadalupe “Lupita”
Gutierrez
City of Turlock
Mayor Amy Bublak
Councilmember Kevin Bixel
Councilmember Rebecka Monez
Councilmember Cassandra Abram
Councilmember Erika Phillips
23 DRAFT CAPER 3
OMB Control No: 2506-0117
TABLE OF CONTENTS
INTRODUCTION ............................................................................................................................................. 5 CR-05 - GOALS AND OUTCOMES ................................................................................................................... 8 Table 1 - Consolidated Plan Accomplishments - Program Year 4 and Strategic Plan to Date ......... 9 CR-10 - RACIAL AND ETHNIC COMPOSITION OF FAMILIES ASSISTED ......................................................... 12 Table 2 - Table of Assistance to Racial and Ethnic Populations by Source of Funds ..................... 12 Table 2 A - Table of Assistance to Racial and Ethnic Populations by Source of Funds .................. 12 CR-15 - RESOURCES AND INVESTMENTS 91.520(A).................................................................................... 14 Table 3 - Resources Made Available ............................................................................................. 14 Table 4 - Identify the Geographic Distribution and Location of Investments................................ 15 CR-20 - AFFORDABLE HOUSING 91.520(B) ................................................................................................. 18 Table 5 - Number of Households ................................................................................................... 18 Table 6 - Number of Households Supported ................................................................................ 18 Table 7 - Number of Persons Served ............................................................................................. 19 CR-25 - HOMELESS AND OTHER SPECIAL NEEDS 91.220(D, E); 91.320(D, E); 91.520(C) ............................ 20 CR-30 - Public Housing 91.220(H); 91.320(J) .............................................................................................. 25 CR-35 - OTHER ACTIONS 91.220(J)-(K); 91.320(I)-(J) ................................................................................... 27 CR-40 - MONITORING 91.220 AND 91.230 ................................................................................................ 32 CR-45 - CDBG 91.520(C) .............................................................................................................................. 35 CR-50 - HOME 24 91.520 (d) ....................................................................................................................... 36 CR-58 - Section 3 ......................................................................................................................................... 37 CR-60 - ESG 91.520(G) (ESG RECIPIENTS ONLY) .......................................................................................... 39 CR-65 - PERSONS ASSISTED ......................................................................................................................... 43 Table 8 - Household Information for Homeless Prevention Activities .......................................... 43 24 DRAFT CAPER 4
OMB Control No: 2506-0117
Table 9 - Household Information for Rapid Re-Housing Activities ............................................................. 43 Table 10 - Shelter Information .................................................................................................................... 43 Table 11 - Household Information for Street Outreach ................................................................ 43 Table 12 - Household Information for Persons Served with ESG .................................................. 44 Table 13 - Age Information ............................................................................................................ 44 Table 14 - Special Population Served ............................................................................................. 44 CR-70 - ESG 91.520(G) - ASSISTANCE PROVIDED AND OUTCOMES ............................................................ 45 Table 15 - Shelter Capacity ............................................................................................................ 45 25 DRAFT CAPER 5
OMB Control No: 2506-0117
PROGRAM YEAR – 5
CONSOLIDATED PLAN 2020-2024
2024-2025 STANISLAUS HOME CONSORTIUM & STANISLAUS URBAN COUNTY
CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT
INTRODUCTION
The 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER) constitutes the fifth reporting period (the Fiscal Year covering July 1, 2024 to June 30, 2025) of the Five-Year Consolidated Planning period. Stanislaus County, in partnership with the cities of: Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, and Waterford form the Stanislaus Urban County (hereafter “Urban County”) for purposes of receiving U.S. Housing and Urban Development (HUD) Community Development Block Grant (CDBG) and Emergency Solutions Grants (ESG) program funds. The Stanislaus Urban County, in partnership with the City of Turlock for the Stanislaus HOME Consortium for purposes of receiving HUD HOME Investment Partnerships (HOME) funding. Stanislaus County serves as lead entity for both the Stanislaus HOME Consortium and the Urban County.
HUD requires the Stanislaus HOME Consortium and Urban County to prepare and adopt a Five-year Consolidated Plan (Con Plan) and Annual Action Plans to inform HUD on how the allocated grant funds will be used. At the end of each fiscal year (FY), HUD requires this annual CAPER to report the progress made in accomplishing the goals set forth in the Con Plan, also referred to as a Strategic Plan, and Annual Action Plan (AAP). As a recipient of Neighborhood Stabilization Program (NSP) funding in prior fiscal years, the Urban County reports on NSP program income funds still programmed for use. The projects and activities outlined within this CAPER were administered and overseen by the County’s Department of Planning and Community Development.
In Fiscal Year 2024-2025, the Stanislaus HOME Consortium and Urban County continued focusing on effectively administering and implementing CDBG, ESG, HOME, and NSP programs. HUD funded infrastructure projects continued with a mixture of preliminary design, engineering, environmental assessments, and construction activities. Non-profits were awarded CDBG and ESG funding for delivery of public services and emergency shelter operations continued to provide needed services to the communities most vulnerable populations.
The annual HUD Entitlement program funding allocated to the Stanislaus Urban County in Fiscal Year 2024-2025 were:
CDBG $2,305,008
ESG $ 205,225
Total: $2,510,233
The annual HUD Entitlement program funding allocated to the Stanislaus HOME Consortium in Fiscal Year 2024-2025 was:
HOME $1,262,718.33
26 DRAFT CAPER 6
OMB Control No: 2506-0117
Fiscal Year 2024-2025 was the second year of the Stanislaus HOME Consortium. The County utilized the year to establish the foundation for identifying projects and expend funding in accordance with HUD requirements. Staff’s efforts included working with the City of Turlock to coordinate the programming of unallocated City of Turlock/Stanislaus Urban County HOME Consortium funds (both the annual allocation and program income) held by the City of Turlock. A consultant was obtained to assist the County with program development and administration of the new Consortium.
In addition to the funding listed above, the CAPER also reports on the use of HUD CDBG and ESG Coronavirus Aid, Relief, and Economic Security (CARES) Act funding awarded to the Stanislaus Urban County in Fiscal Years 2019-2020 and 2020-2021. The CARES Act identified additional funding for the CDBG and ESG programs to prevent, prepare for, and respond to the community impacts of the COVID19 pandemic. The ESG CV funding expenditure deadlines were in Fiscal Year 2023-2024 and funded activities were a part of the Fiscal Year 2023-2024. The CDBG CV funding expenditure deadline is June 30, 2026, and funded activities will be reported in the CAPERs for Fiscal Year 2024-2025 and 2025-2026.
HUD’s distribution plan for CDBG and ESG CARES Act funding included multiple rounds: an initial round (CV1) that allowed for quick access to funding necessary to address the immediate crisis resulting from the pandemic and funding rounds two and three, CV2 and CV3, that supported post-pandemic community recovery. Below are the amounts that the Stanislaus Urban County was awarded for CDBG CV1 and CDBG CV3) funding The Stanislaus Urban County was not covered CV2 funding:
CDBG Round One (CV1) Allocation: $1,358,994
CDBG Round Three (CV3) Allocation: $1,432,755
Total $2,791,749
CDBG, ESG, NSP, and HOME funds are designed to primarily serve the low-income community as defined by the Area Median Income (AMI) limits per program for Stanislaus County as determined by HUD. Funds are used by the Stanislaus HOME Consortium and Urban County to meet the following goals of the Con Plan:
1. Increase and improve supply of affordable housing
2. Work to end and prevent homelessness
3. Improve infrastructure and public facilities
4. Provide public services
5. Community emergency responses
6. Administration
In Fiscal Year 2024-2025, the Stanislaus HOME Consortium and Urban County continued to collaborate with the Stanislaus Community System of Care (CSOC), the local federally recognized Continuum of Care (CoC), on homeless services and programs. A CoC is an integrated system of care that guides and tracks homeless individuals and households through a comprehensive array of housing and services designed to prevent and end homelessness. Services supported with ESG funding are brought to the local CoC for feedback and to ensure coordination with countywide efforts to address homelessness.
The County’s Department of Planning and Community Development has also served as the Administrative Entity for the local CoC for state ESG (CA-ESG) since 2017. The department works with the CoC to identify service needs and allocates the CA-ESG funding through its annual grant application process that is later 27 DRAFT CAPER 7
OMB Control No: 2506-0117
described in the CAPER. Over the last few years, the local CoC area has received approximately two hundred eighty thousand dollars ($280,000) annually in CA-ESG funding.
This CAPER is presented in the template format generated by HUD which includes a series of questions and answers in relation to specific program funding received by the Stanislaus HOME Consortium and Urban County. The information provided in the CAPER is limited to the specific questions that HUD requires of Stanislaus County, as the lead entity, and does not address any other federal or state funding received by the members of the Stanislaus HOME Consortium and Urban County. The CAPER is submitted through HUD’s Integrated Disbursement and Information System (IDIS) which limits the length of responses to each question.
[Space below intentionally left blank.]
28 DRAFT CAPER 8
OMB Control No: 2506-0117
CR-05 – GOALS AND OUTCOMES
PROGRESS THE JURISDICTION HAS MADE IN CARRYING OUT ITS STRATEGIC PLAN AND ITS ACTION PLAN.
91.520(A)
This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
The priorities identified in the Con Plan are public infrastructure, economic development, affordable housing, public services, and community emergency response to COVID-19. In many neighborhoods and communities throughout the planning area, public infrastructure (sewer, curb, gutter, sidewalk, storm drainage, etc.) is minimal or non-existent, causing this to be a high priority need. All of the Stanislaus Urban County members utilize CDBG funds for infrastructure improvement projects in an effort to improve the quality of life for residents in and around the project areas.
Through the CDBG Public Services Grant (CDBG-PSG) program, the Urban County set aside approximately fourteen percent (14%) of its annual CDBG allocation for programs that provide services to low to moderate-income households (families or individuals). A total of three hundred twenty-five thousand dollars ($325,000) in funding was awarded to eight (8) public service programs to carry-out a number of needed services that included assistance to the homeless and those at risk of becoming homeless.
Approximately nineteen hundred (1,900) individuals received some form of service, from CDBG PSG funded programs ranging from meals and shelter for low-income households to emergency food assistance.
Throughout Fiscal Year 2024-2025, the Urban County and the local CoC worked together on strengthening efforts to address and collaborate on homeless issues. Those efforts included working with the CoC and other entitlement jurisdictions to:
Oversee and monitor programs for federal compliance
Support the Coordinated Entry System (CES)
Support the Homeless Management Information System (HMIS) Update local CES policies and procedures
CDBG CV1 and CDBG CV3, funding, were awarded through a competitive grant application process. A total of twelve (12) programs provided by eight (8) service providers were funded CDBG CV. During Fiscal Year 2024-2025, a total of two hundred thirty-five (235) individuals were assisted with CDBG CV funds.
COMPARISON OF THE PROPOSED VERSUS ACTUAL OUTCOMES FOR EACH OUTCOME MEASURE
SUBMITTED WITH THE CONSOLIDATED PLAN AND EXPLAIN, IF APPLICABLE, WHY PROGRESS WAS NOT MADE TOWARD MEETING GOALS AND OBJECTIVES. 91.520(G)
Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
29 DRAFT CAPER 9
OMB Control No: 2506-0117
Table 1 – Consolidated Plan Accomplishments – Program Year 5 and Strategic Plan to Date *The Affordable Housing goal is in the FY 2020-2025 Con Plan as a goal for the overall City of Turlock/Stanislaus Urban County HOME Consortium, which was administered by the City of Turlock until July, 1, 2024. All HOME Program funded projects, housing goals and related activities that were funded prior to June 30, 2024 are reported in the City of Turlock’s CAPER and any HOME funded projects after that are reported by the County on behalf of the Stanislaus HOME Consortium.
Consolidated Plan Accomplishments Strategic Plan to Date Program Year 5 Goal Category Source / Amount Indicator Unit of
Measure Expected Actual Percent Complete Expected Actual Percent Complete Administration OtherAdministration
CDBG: $436,002
ESG: $15,391
HOME: $126,272.33
CDBG CV1: $90,462
CDBG CV3: $286,551
N/A N/A N/A N/A N/A N/A N/A N/A
Community Emergency
Response Program
OtherEmergency
Assistance
CDBG CV1:
$565,761.91
CDBG CV3:
$482,075.20
Rapid Re-Housing Households
Assisted 385 35 9% 10 0 0%
Homeless Persons
Overnight Shelter
Persons
Assisted 970 1,785 184% 300 154 51%
Homeless
Prevention
Persons
Assisted 900 50 6% 10 23 230%
Other Other 4,361 6,267 144% 1,000 37 4%
Improve Public
Infrastructure
Non-Housing
Community
Development
CDBG: $1,519,006 Infrastructure
Activities
Households
Assisted 7,500 1,177 16% 1,500 116 8%
Provide Public Services
Homeless NonHomeless
Special Needs
CDBG Public Services:
$325,000
Public service
activities other than
Low/ModerateIncome Housing
Benefit
Persons
Assisted 7,000 12,453 178% 1,088 1,900 174%
Work to End and
Prevent Homelessness Homeless ESG: $189,834 Other Other 2,100 2,160 103% 286 403 141% *Affordable Housing Affordable
Housing
HOME: $1,136,446
NSP: $3,000,000 Housing Units 60 60 57 95% 21 0 0%
30 DRAFT CAPER 10
OMB Control No: 2506-0117
ASSESS HOW THE JURISDICTION’S USE OF FUNDS, PARTICULARLY CDBG, ADDRESSES THE PRIORITIES
AND SPECIFIC OBJECTIVES IDENTIFIED IN THE PLAN, GIVING SPECIAL ATTENTION TO THE HIGHEST PRIORITY ACTIVITIES IDENTIFIED.
The Con Plan identifies public infrastructure and facility improvements, affordable housing, community and economic development, public services, homeless services, and community emergency response as the high priority needs. Consistent with these priorities, the following activities were undertaken:
Each Urban County member continued with the design, engineering, and construction of various public infrastructure projects contributing to the improvement of neighborhoods. Continued to fund public service programs through a competitive grant process to assist nonprofits that aid low- and moderate-income persons in need of services (i.e., food, shelter, and youth services).
Continued to oversee CDBG CV awarded grants, to non-profits, that were offered through a competitive process to assist the community to prepare, prevent, and protect its residents, service providers, and businesses from the impact of COVID-19. A consultant assisted with technical assistance in establishing program policies and procedures and development of a Request for Proposals (RFP) for housing development projects and services, in an effort to establish the program’s administrative foundation.
The following expenditures of public services program funding occurred during the FY:
CDBG-PSG Program Funded Service Providers (Fiscal Year 2024-2025) Court Appointed Special Advocates of Stanislaus County – Direct Services Project $35,000 Center for Human Services – Economic and Mobility Program $35,000 Children’s Crisis Center of Stanislaus County – Guardian House $35,000 Children’s Crisis Center of Stanislaus County – Marsha’s House $35,000 Children’s Crisis Center of Stanislaus County – Verda’s House $35,000 The Salvation Army Red Shield – After School Program $35,000 We Care Program – Turlock – Emergency Shelter Program $35,000 We Care Program – Turlock – Substance Abuse-Counseling Program $80,000 2024 ESG Program Funded Service Providers
Center for Human Services – Youth Low Barrier Shelter Program $77,042 Haven Women’s Center of Stanislaus – Haven Emergency Shelter Program $26,830 Turning Point Community Programs – Rapid Re-Housing Program $85,962 2023 ESG Program Funded Service Providers
Community Housing and Shelter Services – Rental Assistance Program $88,010.40 We Care Program – Turlock – Emergency Shelter Program $104,683.60 CDBG CV1 Program Funded Service Providers
Cambridge Academies – Enterprise Connection Program $201,731.50 Center for Human Services – Family Resource Center Concrete Support $201,731.50 Children’s Crisis Center – CDBG CARES Program $170,691.50 Family Promise of Greater Modesto – Rent/Utility Assistance Program $201,731.50 31 DRAFT CAPER 11
OMB Control No: 2506-0117
Salvation Army – Red Shield – Feed the Need Program $201,731.50 United Samaritans Foundation – Employee Hazard Pay $109,578.50 CDBG CV3 Program Funded Service Providers
Cambridge Academies – HOST House Shelter Program $200,000 Cambridge Academies – Naomi’s House Shelter Program $200,000 Center for Human Services – Family Resource Center Concrete Support $200,000 Community Housing and Shelter Services – Rental Assistance Program $180,000 Haven Women’s Center of Stanislaus – Haven Emergency Shelter Program $166,204 Salvation Army – Red Shield – Feed the Need Program $200,000 The competitive grant review process utilized a Grant Review Panel made up of representatives from each of the Urban County’s members and the CSOC to assure progress towards meeting the Con Plan’s priorities and addressing community needs.
As the Urban County’s lead entity, county staff administratively supported all of the Urban County members on their paths towards meeting the goals in the Con Plan. The following were the projects that the Stanislaus Urban County Members had underway in the last fiscal year.
Stanislaus Urban County Members Infrastructure Projects Stanislaus County: West Modesto Infrastructure Improvements Project City of Ceres: Morrow Village Phase III Improvements Project City of Hughson: 2nd Street Improvements Infrastructure Project City of Newman: Steffensen-Sunshine Area Infrastructure Project City of Oakdale: Southwest Downtown Safe Routes to School Improvements Project City of Patterson: Washburn Infrastructure Improvements Project City of Riverbank: Water and Sewer Line- High Street/Riverside Drive Project City of Waterford: G Street Infrastructure Improvements Project [Space below intentionally left blank.]
32 DRAFT CAPER 12
OMB Control No: 2506-0117
CR-10 – RACIAL AND ETHNIC COMPOSITION OF FAMILIES ASSISTED
DESCRIBE THE FAMILIES ASSISTED (INCLUDING THE RACIAL AND ETHNIC STATUS OF FAMILIES ASSISTED). 91.520(A)
Race/Ethnicity CDBG % ESG % HOME %
White 1,508 79.3% 139 34.4% 0 N/A
Black or African American 132 6.9 45 11.1 0 N/A
Asian 12 0.6 4 0.9 0 N/A
American Indian or American Native 42 2.2 4 0.9 0 N/A
Native Hawaiian or Other Pacific Islander 20 1.0 5 1.2 0 N/A Other 186 9.7 206 51.1 0 N/A
Refused to Answer - - - - 0 N/A
Total 1,900 100 403 100 0 N/A
Hispanic 1,207 63.5 147 36.4 0 N/A
Not Hispanic 693 36.4 256 63.5 0 N/A
Table 2 – Table of Assistance to Racial and Ethnic Populations by Source of Funds Race/Ethnicity CDBG CV %
White 1,615 81.60%
Black or African American 155 7.83
Asian 17 0.85
American Indian or American Native 23 1.16
Native Hawaiian or Other Pacific Islander 14 0.70
Other 155 7.83
Refused to Answer - -
Total 1,979 100
Hispanic 1,415 71.50
Not Hispanic 564 28.49
Table 2 A – Table of Assistance to Racial and Ethnic Populations by Source of Funds
NARRATIVE
The Urban County identifies priority needs and offers services and programs to eligible individuals and households regardless of race and ethnicity. Tables 2 and 2 A above reflect the CDBG-PSG, ESG, and CDBG CV programs administered Fiscal Year 2024-2025 and is auto generated by the HUD CAPER template reflecting demographic information provided by participants and recorded in the HUD Integrated Disbursement and Information System (IDIS) reporting system.
CDBG-PSG funds were used by several non-profits that addressed the needs of special populations in the Urban County. Of the total nineteen hundred (1,900) individuals assisted, approximately five hundred (500) individuals with disabilities were assisted, nine hundred four (904) were assisted with emergency food, eight hundred twenty (820) were assisted with shelter, and seven hundred sixty-one (761) were assisted with utility assistance. Among the total assisted individuals, there were ninety-two (92) female head of households, eighty (80) veterans, one hundred forty-four (144) seniors, one hundred eighteen (118) domestic violence victims, and one thousand thirty-eight (1,038) homeless. Of those assisted, thirty 33 DRAFT CAPER 13
OMB Control No: 2506-0117
(30) were provided with homeless prevention services, seven hundred thirty-two (732) were provided case management, and nine hundred four (904) were provided emergency food assistance.
ESG funds were used by several non-profits that assisted homeless persons and families, both the chronically homeless populations and temporarily homeless households, make a transition to permanent housing and independent living. While enrolled in these programs, case managers worked with each household to set goals and work on a housing action plan in order to identify and connect with any needed services such as: Temporary Assistance for Needy Families (TANF), food stamps, Veteran’s benefits, future employment opportunities, etc. ESG homeless prevention and rapid re-housing funds placed thirteen (13) homeless individuals into permanent housing with all eight being stably housed by the end of the fiscal year.
ESG funds were also used to provide emergency shelter to homeless individuals and households. Clients that showed progress and motivation toward self-sufficiency receive extended case management in conjunction with rapid re-housing assistance funds to assist in the placement of job and permanent housing. Shelter service providers assisted sixteen individuals to obtain housing this last fiscal year. The ESG funded programs assisted a total of four hundred three (403) individuals throughout the fiscal year. [Space below intentionally left blank.]
34 DRAFT CAPER 14
OMB Control No: 2506-0117
CR-15 – RESOURCES AND INVESTMENTS 91.520(A)
IDENTIFY THE RESOURCES MADE AVAILABLE.
Source of Funds Resources Made Available Amount Expended During Program YearProgram Year 2024 CDBG $2,305,008 $1,727,261
ESG 2023 $208,317 $176,343
ESG 2024 $205,225 $66,215
HOME $1,262,718 76,808
Table 3 – Resources Made Available
NARRATIVE
The annual entitlement CDBG, HOME,ESG and CARES Act CDBG CV funding, in the amounts identified in Table 3 – Resources Made Available, continued to provide much needed public infrastructure, public services, and support to alleviate the impact of CVOID 19, especially for the most vulnerable in the community Collectively, CDBG and ESG funding assist the Urban County in addressing infrastructure needs and to provide services to the most vulnerable of our community. When other resources are available, Urban County members leverage CDBG funds with local, state, or other federal funds. In Fiscal Year 2024-2025, CDBG and ESG activities leveraged two million five hundred fourteen thousand one hundred sixty-eight dollars ($2,514,168) and one million two hundred fifty-four thousand nine hundred eighty-six dollars ($1,254,986) respectively to support service delivery. There was no HOME funding expended in Fiscal Year 2024-2025 and there is no match or leveraged funding to report. [ Space below intentionally left blank. ]
35 DRAFT CAPER 15
OMB Control No: 2506-0117
IDENTIFY THE GEOGRAPHIC DISTRIBUTION AND LOCATION OF INVESTMENTS Target Area Planned % of
Allocation
Actual % of
Allocation Narrative Description
Ceres 16 16 Infrastructure, Public Services, and
Economic Development
Newman 9 9 Infrastructure, Public Services, and
Economic Development
Oakdale 10 10 Infrastructure, Public Services, and
Economic Development
Patterson 11 11 Infrastructure, Public Services, and
Economic Development
Riverbank 9 9 Infrastructure, Public Services, and
Economic Development
Stanislaus Urban County 20 20 Infrastructure, Public Services, and Economic Development
Unincorporated Stanislaus
County 8 8 Infrastructure, Public Services, and Economic Development Waterford 9 9 Infrastructure, Public Services, and
Economic Development
Hughson 8 8 Infrastructure, Public Services, and
Economic Development
Turlock N/A N/A Affordable Housing and Services
Table 4 – Identify the Geographic Distribution and Location of Investments
NARRATIVE
CDBG funding is allocated among all the Urban County’s members based on a population and poverty formula, along with an equitable amount of funding for administration. Stanislaus County, as lead entity, receives a greater percentage of funding for administration. Each member sets their own priority for public infrastructure projects. In many neighborhoods and communities within the Urban County’s planning area, public infrastructure is minimal or non-existent, causing this to be a high priority need.
Infrastructure such as sewer, water, curb, gutter, sidewalk, and storm drainage are typical development standards in newer neighborhoods but are non-existent or antiquated in older neighborhoods. The Urban County members each use the majority of their annual CDBG entitlement funds for infrastructure improvement-related projects. CDBG-PSG and ESG funding, are made available for use throughout the entire Urban County planning area. CDBG funding is also used to fund fair housing services throughout the Urban County.
HOME funding is allocated among all the Stanislaus HOME Consortium members based on a population and poverty formula for activities. All members are given the opportunity to propose projects using their HOME allocation, with a requirement that funding for the project(s) must be encumbered for use within six (6) months of the beginning of each fiscal year. Unencumbered funds will be utilized by Stanislaus County, as lead entity, in delivery of eligible housing programs and projects. Programs and projects will be developed through the release of request for proposal (RFP) for housing rehabilitation services, down payment assistant services, and general affordable housing projects for the entire Stanislaus HOME Consortium. The County will retain an ongoing list of projects, developed from RFPs (to be released to 36 DRAFT CAPER 16
OMB Control No: 2506-0117
developers, realtors, and with others interested in participating in affordable housing development) seeking funding for projects. The project list will be prioritized based on community need, project feasibility (i.e., funding, entitlements, design stage, etc.), and time frame for full implementation.
LEVERAGING
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
LEVERAGING RESOURCES
CDBG and ESG activities leveraged two million five hundred fourteen thousand one hundred sixty-eight dollars ($2,514,168) and one million two hundred fifty-four thousand nine hundred eighty-six dollars ($1,254,986) respectively to support service delivery. The sources of leveraged funding included: private donations, other local funding, program income, and in-kind donations. Match was not required of the CDBG funded service providers during, however, awarded agencies were still required to report the amounts.
[ Space below intentionally left blank. ]
37 DRAFT CAPER 17
OMB Control No: 2506-0117
FISCAL YEAR SUMMARY – HOME MATCH
Excess match from prior Federal fiscal year $0
Match contributed during current Federal fiscal year $0 Total match available for current Federal fiscal year (Line 1 plus Line 2) $0 Match Liability for current Federal fiscal year $0
Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $0
MATCHING
Under the ESG program (federal and state), fifty percent (50%) of the costs related to the projects are reimbursed and the remainder of the costs paid by non-ESG match funding sources (i.e., local unrestricted donations). In this manner, the subrecipient in turn commits their dollar-to-dollar match by paying the remainder of the expenses from non-ESG sources.
The HOME Program requires that a contribution or match of no less than twenty-five (25) cents for each dollar of HOME funds be spent on affordable housing. HOME housing development projects selected through an RFP process will be subject to meeting the match requirement. For this reporting period there were no housing activity funds expended.
[Space below intentionally left blank.]
38 DRAFT CAPER 18
OMB Control No: 2506-0117
CR-20 - AFFORDABLE HOUSING 91.520(B)
EVALUATION OF THE JURISDICTION’S PROGRESS IN PROVIDING AFFORDABLE HOUSING, INCLUDING THE NUMBER AND TYPES OF FAMILIES SERVED, THE NUMBER OF EXTREMELY LOW-INCOME, LOWINCOME, MODERATE-INCOME, AND MIDDLE-INCOME PERSONS SERVED.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 10 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 10 0
Table 5 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 11 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 11 0
Table 6 – Number of Households Supported
DISCUSS THE DIFFERENCE BETWEEN GOALS AND OUTCOMES AND PROBLEMS ENCOUNTERED IN MEETING THESE GOALS.
As the second year of the Stanislaus HOME Consortium, efforts continued to be focused on establishing the program foundation which included contracting with a housing services provider to assist with preparing policies and procedures and a Request for Proposals (RFP) for housing development projects and services. Efforts also included collaborating with the City of Turlock to develop a joint Request for Proposals (RFP) for housing development and services that recognizes funding from the prior HOME Consortium that are still administered by the City of Turlock.
DISCUSS HOW THESE OUTCOMES WILL IMPACT FUTURE ANNUAL ACTION PLANS.
The Stanislaus HOME Consortium will continue to coordinate at a regional level with the Stanislaus Regional Housing Authority (SRHA), non-profit housing developers, the CSOC (and participating agencies with housing funds), and other entitlement jurisdictions (City of Modesto) to address affordable housing issues as well as homeless prevention strategies. New sources of funding for the planning and development of affordable housing have been made available at the state level and efforts continue throughout Stanislaus County to accelerate affordable and market-rate housing in Stanislaus County; however, while the new source of funding will aid the efforts to address affordable housing needs, the 39 DRAFT CAPER 19
OMB Control No: 2506-0117
high cost of developing affordable housing will remain a challenge in getting actual units developed in the volume needed.
State funding has become increasingly dependent on state certification of jurisdictions (cities and counties) General Plan Housing Elements. The members of the Stanislaus HOME Consortium and Urban County continue in their efforts to attain state certification of their respective housing elements. As June 30, 2025, the cities of Ceres, Newman had attained certification.
With respect to HUD funding, there are simply not enough funds available from the yearly CDBG and HOME allocation or remaining one million two thousand eight hundred five dollars ($1,002,805) in NSP PI to make any significant impact on the Stanislaus HOME Consortium’s affordable housing need. The Urban County will continue to use its annual CDBG allocation to: improve the public infrastructure needed to preserve existing affordable housing and support new affordable housing, and to provide fair housing services to assist with tenant/landlord issues. Moving forward in Fiscal Year 2025-2026 the HOME Consortium members will combine their previous through an RFP process. The HOME funding is available will be made available.
INCLUDE THE NUMBER OF EXTREMELY LOW-INCOME, LOW-INCOME, AND MODERATE-INCOME
PERSONS SERVED BY EACH ACTIVITY WHERE INFORMATION ON INCOME BY FAMILY SIZE IS REQUIRED TO DETERMINE THE ELIGIBILITY OF THE ACTIVITY.
Number of Persons Served CDBG Actual Percentage HOME Actual Percentage Extremely Low-income 1,378 72.53% 0 0%
Low-income 516 27.16% 0 0%
Moderate-income 6 0.32% 0 0%
Total 1,900 100% 0 0%
Table 7 – Number of Persons Served
NARRATIVE
The Urban County does not use CDBG funds directly for affordable housing development but does provide CDBG-PSG and ESG funding to assist the homeless and those at risk of becoming homeless with housing needs. ESG demographical information is shown in CR- 65 Persons Served.
During Fiscal Year 2024-2025, nineteen hundred (1,900) individuals received services from the five (5) non-profit service providers awarded CDBG PSG funding and two hundred thirty-five (235) individuals received services from the eight (8) non-profit service providers awarded CDBG CV funding. Services received included: emergency food assistance, utility assistance, respite childcare, case management, shelter services, education classes, and resource referrals.
A total of one hundred thirty-six (136) clients with special needs were assisted in obtaining shelter services through ESG funded programs and a total of thirteen (13) individuals were assisted with ESG funds in finding affordable rental housing.
[ Space below intentionally left blank. ]
40 DRAFT CAPER 20
OMB Control No: 2506-0117
CR-25 - HOMELESS AND OTHER SPECIAL NEEDS 91.220(D, E); 91.320(D, E); 91.520(C) EVALUATE THE JURISDICTION’S PROGRESS IN MEETING ITS SPECIFIC OBJECTIVES FOR REDUCING AND ENDING HOMELESSNESS THROUGH:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.
The Urban County utilized CDBG PSG and ESG funding to implement outreach strategies to assist in addressing the homeless population. The Urban County awarded grants to non-profit homeless service providers to provide: homeless prevention, case management, food, shelter, and rapid re-housing. All grantees are required to actively participate in the CSOC in an effort to enhance the coordinated outreach and engagement efforts to the homeless population. The Urban County continued to be actively involved in the development and planning of the local CSOC's outreach and engagement efforts to identify needs and gaps in services for the homeless. The CSOC has developed a system for coordinated intake, assessment, and referral that fully complies with federal CoC requirements.
In Fiscal Year 2024-2025, ESG funding was also provided to non-profit service providers to assist with Homeless Management Information System (HMIS) data entry. During the fiscal year, a total of three hundred sixty-nine (369) individuals were sheltered and thirteen (13) individuals obtained housing through ESG funded programs. All Urban County ESG funded non-profits maintain client information in the HMIS system and track the progress of the clients while in the programs. Once out of the programs, progress is difficult to track due to lack of funding to pay for the cost of follow-up.
In addition to federal ESG funding, the County’s has also served as the Administrative Entity for the local Continuum of Care (CoC) for California Emergency Solutions Grants (CA-ESG) funding since 2017. CA-ESG funding administered during fiscal year included the annual allocation and the continued expenditure of CA-ESG CV funding used throughout Stanislaus County.
Activities undertaken utilizing CA-ESG CV funding included a youth low barrier shelter with a navigation center that coordinates the needs of homeless and emancipated youth.
The members of the Stanislaus HOME Consortium and Urban County, through participation in the CSOC, continue to engage in homeless discharge coordination through participation in the Stanislaus County Hospital and Shelter Partners (SCHSP) meetings. Since April 2019, the Hospital Council of Northern California has coordinated SCHSP monthly meetings with representatives from local hospitals, homeless shelters, public agencies, and stakeholder groups to plan for the discharge of homeless individuals from health care facilities to comply with SB 1152. The objective has been to create a community standard of care and greater connection and cooperation between discharging and receiving providers of services for the homeless.
Addressing the emergency shelter and transitional housing needs of homeless persons.
Throughout Fiscal Year 2024-2025, the Urban County provided CDBG-PSG and ESG grant funding to various emergency shelters and housing service providers to address emergency shelter needs of homeless persons and households. A total of sixteen (16) emergency shelter clients subsequently received housing assistance and became stably housed.
41 DRAFT CAPER 21
OMB Control No: 2506-0117
The Stanislaus HOME Consortium and Urban County have been working in collaboration with the local CoC, currently recognized as the CSOC, for over twenty-four (24) years to improve services for the homeless and those at risk of homelessness. This collaborative is comprised of the Stanislaus Regional Housing Authority (SRHA), the City of Turlock, the City of Modesto, various County’s Departments (Behavioral Health and Recovery Services [BHRS], Community Services Agency [CSA], and Planning & Community Development), shelter providers, housing and housing counseling services providers, faithbased organizations, and over a dozen housing and supportive service providers.
The HMIS sub-committee of the CSOC, continued to work diligently throughout the fiscal year to improve the data quality of the current HMIS system. Through ESG funding from the Urban County, Community Housing and Shelter Services (CHSS) has entered non-HUD funded homeless service providers client information into the HMIS system. This data allows the CSOC’s homeless data collection to be a much more valuable tool for tracking individuals patterns into and out of homelessness. Improving data quality will allow funding to be better prioritized to meet homeless population needs within Stanislaus County.
While not funded by the Urban County, the following are some of the facilities available, and efforts undertaken, during the fiscal year to address the emergency shelter and transitional housing needs of homeless persons countywide:
Access Center Emergency Shelter (ACES)
The Access Center Emergency Shelter (ACES), located in the City of Modesto, is a one hundred eightytwo (182) bed, low-barrier, shelter focused on providing shelter to the most vulnerable unsheltered population by decreasing common barriers to individuals accepting shelter service, such as, pets, partners, and possessions. ACES opened November 26, 2019 and operated by the Salvation Army through an agreement approved by the Board of Supervisors on October 1, 2019. Included in the bed count is a twenty-two (22) bed dorm area available for those individuals experiencing homelessness that suffer from a significant mental illness. This dorm-style room reduces instances of victimization and increases the efficacy of therapeutic intervention. The County’s Community Assessment Response and Engagement (CARE) Team is also able to use the location to provide case management and shelter to the most vulnerable unsheltered individuals. ACES has also afforded an opportunity for the most vulnerable unsheltered population to be sheltered and connected with case management services, with a strong emphasis on assisting shelter guests to become document ready for entry into the community’s coordinated entry housing continuum. Additionally, Stanislaus County Animal Services Agency partnered with ACES to create a healthy pets program. This program provides pet food, crates, and animal health services to pets residing at ACES. A total of six hundred seventeen (617) homeless individuals were provided shelter services this fiscal year.
Empire Cold Weather Family Shelter
The Empire Cold Weather Family Shelter, located in the community of Empire, was initiated by the County’s Community Services Agency (CSA) in November 2018 as a partnership with the SRHA. The target population served are families who are currently being case managed in CSA Housing Support Program (HSP) unit, have used all available temporary shelter nights, are still engaged in the search for permanent housing and have been unsheltered the longest based on date of referral to the HSP program.
CSA works in partnership with Community Housing and Shelter Services (CHSS) for placement of 42 DRAFT CAPER 22
OMB Control No: 2506-0117
families at the Empire Cold Weather Family Shelter and has an existing contract with CHSS to administer, arrange and facilitate temporary housing services to CalWORKs and Welfare-to-Work eligible families. CHSS also provides case management services, which include assisting and educating participants on their income, household budgets, and housing options; aiding participants in completion of housing applications and landlord outreach; and providing housing search workshops.
The Empire Migrant center consists of ninety (90) dwelling units used for farmworker housing from April to October each year. This project allows CSA to use twenty-two (22) units during the months of November through March. In Fiscal Year 2024-2025, twenty-two (22) families and sixty-four (64) individuals were served with case management services. Of the families served, eighty-seven percent (87%) received permanent housing.
Family Housing Facility (FHF)
In November 2019, CSA began leasing a motel, located in Modesto area, to operate a year-round family shelter using the model implemented at the Empire Cold Weather Family Shelter. The property has twenty-three (23) units and a three (3) room office space.
CSA works in partnership with CHSS for placement at FHF. CHSS services include primary case management oversight which include: assisting participants with household budget, understanding their income, housing options, completing housing application, landlord outreach and housing search workshops, working with families to remove barriers to self-sufficiency, and connecting families to applicable and relevant community resources.
In Fiscal Year 2024-2025, the FHF program continued running at full capacity, served thirty-nine (39) families receiving case management services and employment services/employment connections.
FHF complements the seasonal Empire Cold Weather Shelter by offering continuous availability throughout the year, prioritizing families with longer-term unsheltered status or those nearing exhaustion of temporary shelter nights. Through integrated services and stable housing options, FHF reinforces the County’s homelessness prevention and support strategy.
Access Center
On February 3, 2020, the Access Center, a “hub location” for multiple homeless programs and the entry way into the shelter system, opened in the City of Modesto. The Access Center serves as a onestop hub and physical entry point for individuals at-risk of or currently experiencing homelessness to access a wide range of co-located homelessness services including centralized homeless outreach and engagement; housing assessments and navigation; and homelessness support services and referrals.
The Access Center also employs a “meet you where you are” strategy that has specialized homeless outreach workers meet individuals on the street and in homeless encampment areas and encourages individuals to connect to services.
The following partners are co-located at the Access Center: Center for Human Services; Community Housing and Shelter Services; Community Impact Central Valley; Disability Resource Agency for Independent Living; Downtown Streets Team Modesto; Golden Valley Health Centers; Salvation Army - Modesto; Stanislaus County (Behavioral Health and Recovery Services and Community Services Agency); Telecare Corporation; and Turning Point Community Programs. 43 DRAFT CAPER 23
OMB Control No: 2506-0117
ACES provides low barrier shelter, including accommodations for pets, partners, and personal possessions and provides a trauma informed environment with flexible intake and supportive services.
Naomi’s House
Naomi’s House is a transitional living and shelter program located in the City of Patterson run by Cambridge Academies, a nonprofit founded in 2004 focused on education and shelter assistance.
It provides safe, transitional housing for homeless women and children on the west side of Stanislaus County, including areas like Patterson, Crows Landing, Newman, and nearby communities.
The program uses Cambridge Academies’ Enterprise RESTART model - a six to eight (6-8) month residential and workforce development program. It equips residents with life and employment skills such as literacy, goal-setting, conflict resolution, and work readiness, aiming to empower men at Sierra House and women at Naomi’s House to pursue employment, education, or training after graduation
Sierra House — City of Riverbank’s Shelter & Service Program Sierra House is a residential training and shelter program operated collaboratively by the City of Riverbank and Cambridge Academies. The City acquired the property specifically to offer a structured pathway out of homelessness for vulnerable individuals in the community. The live-in component provides GED and life-skills training alongside case-managed support. Cambridge Academies staff oversee operations.
Adjacent to the main site, their Day-Use Facility offers essential services to Riverbank’s unhoused population, including hot showers, clean clothing, and warm meals.
Helping low-income individuals and families avoid becoming homeless, especially extremely lowincome individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The Stanislaus Urban County continued to actively participate in the CSOC to ensure CDBG PSG and ESG funding aligned with countywide efforts to help low-income individuals and families to avoid becoming homeless. CSOC efforts include improving the program planning for homeless funding utilization throughout Stanislaus County and working with private hospitals to encourage the incorporation of rental assistance and case management into discharge planning. CSOC representatives actively collaborate with the County Sheriff’s Office and the Probation Department to identify services available for recently discharged parolees to help prevent homelessness among that population. Non-profits awarded CDBG PSG and ESG funding are required to participate in the CSOC as part of the effort to ensure alignment with the broader community efforts to address homelessness and to allow for education opportunities on new community programs that can add value to existing programs. 44 DRAFT CAPER 24
OMB Control No: 2506-0117
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
The Stanislaus Urban County partnered with CHSS, CHS, Turning Point Community Programs, and the We Care Program to help homeless individuals and families make a transition to permanent housing and independent living. With the use of ESG grant funds, both the chronically homeless populations and temporarily homeless households were provided the opportunity to be placed into permanent housing.
While enrolled in these programs, case managers work with each household to set goals and work on a housing action plan in order to identify and connect with any needed services, such as: Temporary Assistance for Needy Families (TANF), Food Stamps, Veteran’s Benefits, future employment opportunities, etc. Throughout the fiscal year, ESG shelter, homeless prevention, and rapid re-housing funds placed thirteen (13) homeless individuals into permanent housing. At the end of the fiscal year, eight (8) of those individuals were stably housed.
Center for Human Services and the We Care Program utilized ESG funds to provide emergency shelter to homeless individuals. Clients that showed progress toward self-sufficiency received extended case management in conjunction with rapid re-housing assistance funds to assist in the placement of job and permanent housing placement.
[ Space below intentionally left blank. ]
45 DRAFT CAPER 25
OMB Control No: 2506-0117
CR-30 - PUBLIC HOUSING 91.220(H); 91.320(J)
ACTIONS TAKEN TO ADDRESS THE NEEDS OF PUBLIC HOUSING.
In California, public housing is administered directly through local Public Housing Authorities (PHAs). The Stanislaus Regional Housing Authority (SRHA) continues to play a vital role in addressing housing needs across Stanislaus County, particularly for extremely low and very low-income households. The SRHA is the largest property manager of multi-family and single household public housing units for the lower income population of Stanislaus County. And the SRHA also serves as the administrator of the Housing Authority of the City of Riverbank is committed to providing decent affordable housing to its residents and, in doing so, the SRHA keeps public housing units in favorable conditions so that its residents have a safe and healthy living environment. According to the SRHA 2024 PHA Plan, the SRHA currently operates six hundred forty-seven (647) public housing units and four thousand nine hundred twenty-nine (4,929) housing choice vouchers as the SRHA and a combined total of ninety (90) units (all public housing units) as the Housing Authority of the City of Riverbank. The Housing Authority of the City of Riverbank operates sixty (60) units for seniors and thirty (30) family units for low-income households.
The SHRA operates an overall one thousand eight hundred seventy-two (1,872) housing units that include conventional public housing, affordable rental development, and specialized farm labor housing.
As of FY 2024, the housing authority’s portfolio includes:
Six hundred forty-seven (647) public housing units under the Asset Management Program (AMP), located throughout the cities of Modesto, Turlock, Ceres, Oakdale, Patterson, Newman, Hughson, and Westley.
Five hundred eighty (580) farm labor and migrant worker housing units, providing safe and affordable seasonal housing in rural communities such as Empire, Westley, Patterson, and Ceres. Five hundred fifty (550) affordable housing units managed independently or in partnership with nonprofit developers, that serve low-income individuals and families, some of which are financed through USDA or other state/federal programs.
These units are managed and maintained by SRHA to HUD standards and contribute to the County’s broader affordable housing inventory. The Stanislaus HOME Consortium coordinates closely with SRHA to align planning, voucher administration, and other programs in support of shared housing goals.
Of four thousand nine hundred twenty-nine (4,929) vouchers in Stanislaus County, two hundred twelve (212) vouchers are specifically for homeless veterans (Veterans Affairs Supportive Housing [VASH] vouchers), two hundred seventy (270) vouchers are specifically for reunifying families that are facing homelessness or living in substandard housing with children removed from the home, three hundred eighty (380) are project-based vouchers, and eleven (11) are project-based vouchers for a senior complex in the City of Patterson.
During the fiscal year, SRHA’s public housing stock remained a critical component of the affordable housing landscape, particularly as the demand for deeply affordable units outpaced supply across Stanislaus County. The Stanislaus HOME Consortium continues to support regional collaboration and strategic planning to preserve and expand housing opportunities for vulnerable households. The SRHA 46 DRAFT CAPER 26
OMB Control No: 2506-0117
and the Stanislaus HOME Consortium have a strong relationship and continue to work together towards furthering decent, safe, and affordable housing throughout the community.
ACTIONS TAKEN TO ENCOURAGE PUBLIC HOUSING RESIDENTS TO BECOME MORE INVOLVED IN MANAGEMENT AND PARTICIPATE IN HOMEOWNERSHIP.
SRHA has a Resident Advisory Board (RAB) which is comprised of PHA and Voucher program participants.
Any time there are substantial policy changes (such as prioritization of the wait list, program termination changes, or areas where there is flexibility in establishing program guidelines), this board must be notified and given an opportunity to respond by either supporting and/or rejecting policy changes. The RAB’s determination then goes to the Housing Authority Board of Commissioners (BOC) for consideration of whether to support or reject. The SRHA is required to have program participants sit on their BOC per regulations.
ACTIONS TAKEN TO PROVIDE ASSISTANCE TO TROUBLED PHAS.
There are no PHA’s operating within the Stanislaus HOME Consortium area that are troubled and/or that have requested assistance.
[ Space below intentionally left blank. ]
47 DRAFT CAPER 27
OMB Control No: 2506-0117
CR-35 - OTHER ACTIONS 91.220(J)-(K); 91.320(I)-(J)
ACTIONS TAKEN TO REMOVE OR AMELIORATE THE NEGATIVE EFFECTS OF PUBLIC POLICIES THAT SERVE
AS BARRIERS TO AFFORDABLE HOUSING SUCH AS LAND USE CONTROLS, TAX POLICIES AFFECTING LAND,
ZONING ORDINANCES, BUILDING CODES, FEES AND CHARGES, GROWTH LIMITATIONS, AND POLICIES AFFECTING THE RETURN ON RESIDENTIAL INVESTMENT. 91.220 (J); 91.320 (I) The Con Plan identifies the following public policies as having the potential to negatively affect affordable housing and residential investment: shortage of affordable housing funding, climate change, environmental protection, growth management, planning and development fees, and prevailing wages.
To address the potential negative effects of these policies, the members of the Stanislaus HOME Consortium strive to consistently review all potential barriers to affordable housing that are within their authority to address (local development standards and development review procedures); to continue to pursue and utilize available funding for mortgage assistance and housing rehabilitation; and to continue to work with, and partner with, housing developers, from the nonprofit and for-profit sectors, to promote the development of affordable housing and special-needs housing.
During the fiscal year, Stanislaus County continued to take steps to address barriers to affordable housing, even though no new construction was completed using CDBG or HOME funds. The Stanislaus HOME Consortium prioritized long-term planning and policy work, including efforts to rezone land in key areas to facilitate the development of affordable housing. These zoning changes are aimed at increasing the availability of multifamily and mixed-use sites, reducing regulatory constraints, and aligning with the County’s Housing Element goals. These actions lay the groundwork for future affordable housing projects by improving the feasibility of development and attracting affordable housing developers.
The members of the Stanislaus HOME Consortium continued to take steps to program various state funding sources aimed at increasing the production of housing. Funding sources include the SB 2 Planning Grant and Permanent Local Housing Allocation (PLHA) is an ongoing state funding source that is based on the Stanislaus Urban County’s 2017 CDBG entitlement allocation. As such, the funding is targeted for use in the unincorporated areas of Stanislaus County along with cities of: Ceres, Hughson, Newman, Oakdale, Patterson, and Waterford. The City of Riverbank joined the Stanislaus Urban County in Fiscal Year 2020- 2021 and, as such, is eligible for PLHA funding directly from the state. The City of Turlock, although a member of the HOME Consortium also receives its own PLHA allocation from the state. PLHA funding provides for the: acquisition/development of permanent supportive housing, development/preservation of ADUs, fiscal incentives, and multi-family rental housing.
ACTIONS TAKEN TO ADDRESS OBSTACLES TO MEETING UNDERSERVED NEEDS. 91.220(K); 91.320(J) The Urban County continuously tries to identify community needs through community and program engagement. Applications for CDBG Public Service Grant (CDBG PSG) and ESG grants are reviewed and scored based on defined criteria that emphasize: collaboration, prevention focused services, and innovative methods to providing public services. The grant review panel for both CDBG PSG and ESG funding is comprised of one representative from each for Urban County members and a representative from the CoC to ensure needs being addressed are reflective of the entire Urban County area and align with efforts being taken by other agencies throughout Stanislaus County. 48 DRAFT CAPER 28
OMB Control No: 2506-0117
A total of three hundred twenty five thousand dollars ($325,000) in CDBG-PSG funds were allocated based on a competitive grant process to which public service providers had the opportunity to apply for grants up to thirty-five thousand dollars ($35,000) and up to fifty percent (50%) of the CDBG public services allocation for prioritization funding for substance abuse-treatment programs. A total of eight (8) grants were awarded to non-profits to provide services such as: food assistance, emergency shelter, counseling, utility assistance, and tutoring to areas and individuals. CDBG funding in the amount of twenty-five thousand dollars ($25,000) for fair housing services was awarded to Project Sentinel. Over nineteen hundred (1,900) individuals received assistance through the CDBG-PSG funded service providers throughout Fiscal Year 2024-2025.
For Fiscal Year 2024-2025, a total of one hundred eighty-nine thousand eight hundred thirty-four dollars ($189,834) in ESG funds were allocated based a competitive grant process. A total of forty-five percent (45%) of the grants awarded went towards emergency shelter programs, forty percent (40%) went toward homeless prevention and rapid re-housing program, seven and a half percent (7.5%) went towards funding data entry for the Homeless Management and Information System (HMIS), and the remaining seven and a half percent (7.5%) went to Stanislaus County for the administration of the ESG program.
Approximately four hundred three (403) homeless persons, or persons at-risk of becoming homeless, were assisted with overnight shelter, emergency food, and housing stability assistance throughout the fiscal year.
In addition to the allocation of Fiscal Year 2024-2025 CDBG and ESG entitlement funding, the remaining Fiscal Year 2023-2024 ESG entitlement funding contracts along with CDBG CV contracted funding were used to provide a variety of services aimed at meeting the needs of the community. Section CR-15 – Resources and Investments states the amounts expended by all funding sources.
ACTIONS TAKEN TO REDUCE LEAD-BASED PAINT HAZARDS. 91.220(K); 91.320(J) The Health Services Agency (HSA) of Stanislaus County is the lead agency for the identification, documentation, and prevention of lead poising in Stanislaus County. HSA works with referrals from schools and other agencies to test for lead-based paint hazards. During the fiscal year, approximately twelve (12) homes were tested and three (3) were found to have contamination. If a housing unit is found to have lead-based paint, the abatement process and consequences of living in a home that is contaminated, is explained to the residents. The Urban County members provide lead-based paint information to all residents that participate in the down payment assistance and/or housing rehabilitation programs. If, during a housing rehabilitation, a housing unit is found to have any lead-based paint issues, information on the dangers of lead-based paint is provided to the property owner and lead abatement is conducted as part of the rehabilitation work. Every effort is made to provide a safe and healthy housing opportunity for clients participating in Stanislaus Urban County funded housing assistance programs.
During the fiscal year , no activities necessitating the need to test for lead-based paint were undertaken.
ACTIONS TAKEN TO REDUCE THE NUMBER OF POVERTY-LEVEL FAMILIES. 91.220(K); 91.320(J) To reduce the number of persons living under the poverty level, the Urban County has continued its partnership with other local entitlement jurisdictions, agencies, and the CSOC, to provide services and resources to families in need.
The Stanislaus Urban County supported local nonprofit agencies through three hundred twenty-five thousand dollars ($325,000) in CDBG PSG and one hundred eighty-nine thousand eight hundred thirty49 DRAFT CAPER 29
OMB Control No: 2506-0117
four dollars ($189,834) in ESG funds, which provided services aimed at stabilizing low-income households.
Funded programs included emergency shelter operations, homeless prevention services, housing navigation, and case management. These services support individuals and families in obtaining or maintaining stable housing, reducing the likelihood of continued or recurring poverty.
ACTIONS TAKEN TO DEVELOP INSTITUTIONAL STRUCTURE. 91.220(K); 91.320(J) The strategies identified in the Con Plan for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs are to: 1) continue to work collaboratively with service and shelter providers to identify and address gaps in the service delivery system; and 2) continue to invest time and resources to strengthen the entire CoC system and not one particular agency or organization.
The Stanislaus Urban County continued its active involvement in the Stanislaus Community System of Care (CSOC) to enhance collaboration with homeless service providers, local jurisdictions, and the Housing Authority. Staff participated in regular meetings, coordinated funding strategies, and provided technical assistance to local partners to strengthen program delivery and compliance.
During CDBG PSG and ESG program monitoring, agency-to-agency referrals are reviewed to verify that participants receiving services do not experience gaps in services as they strive to reach their goal of independence from the need of public services.
The CoC, locally recognized as the Stanislaus Community System of Care (CSOC), is a dedicated network of service providers, consumers, and government agencies that work collaboratively to identify where gaps exist and how they can be best addressed. The CSOC continues working to improve coordination among service providers and to further enhance the Coordinated Entry System (CES). The main goal of the CES is to assist service providers with tracking and responding to the needs of individuals that seek services. To date, only a limited number of service providers utilize the HMIS coordinated entry system component to track clients and report program accomplishments.
Building the capacity of non-profits continues to be an important issue for the Urban County and other entitlement jurisdictions (the cities of Modesto and Turlock). The Urban County has partnered with both the cities of Modesto and Turlock to provide technical assistance and trainings to local service providers in the areas of client screening, HMIS data collection, and basic case management requirements.
ACTIONS TAKEN TO ENHANCE COORDINATION BETWEEN PUBLIC AND PRIVATE HOUSING AND SOCIAL SERVICE AGENCIES. 91.220(K); 91.320(J)
Stanislaus County maintained coordination with the SRHA and other housing and service providers to support the planning of future affordable housing developments. The Stanislaus HOME Consortium County also collaborated with local jurisdictions and community-based organizations on fair housing outreach, housing referrals, and funding alignment.
The Stanislaus HOME Consortium recognizes it cannot work alone in achieving the housing goals outlined in the Con Plan. Therefore, the Stanislaus HOME Consortium participates with and coordinates with the following collaboratives and public housing agency in order to better serve and coordinate the needs of the community:
50 DRAFT CAPER 30
OMB Control No: 2506-0117
Turlock Community Collaborative
This collaborative was formed to deal with homeless issues facing the Turlock community. The group is comprised of concerned community members, faith-based groups, and government agencies working together to deal with issues concerning the homeless and the community. County staff regularly attends and presents to the group on CDBG, ESG and HOME programs throughout the year.
Stanislaus Community System of Care (CSOC)
The CSOC, the locally recognized CoC, is a collaborative comprised of local government agencies, shelter providers, housing and housing counseling services providers, faith-based organizations, and over a dozen housing and supportive service providers. The Stanislaus County’s Community Services Agency (CSA), serving as the Collaborative Applicant (CA), assists the CSOC to coordinate with service providers, law enforcement, and community members to conduct the County’s annual Homeless Point in Time (PIT) Count. The Stanislaus HOME Consortium members participate in efforts to improving the functionality of the CSOC’s HMIS, including the CES component, and to update the CES policies and procedures. Fiscal year efforts have also included working with the CSOC’s CA on the operations of the HMIS in order to meet HUD’s mandate that all ESG program participants are part of and actively entering pertinent universal data elements into the HMIS.
Stanislaus Regional Housing Authority (SRHA)
The SRHA and the Stanislaus HOME Consortium have a strong relationship and continue to work towards furthering decent, safe, and affordable housing throughout the County. The SRHA serves as the administrator for housing rehabilitation and Emergency Sewer Lateral Connection programs for the County. The SRHA also serves on several housing and community development related committees alongside HOME Consortium members.
IDENTIFY ACTIONS TAKEN TO OVERCOME THE EFFECTS OF ANY IMPEDIMENTS IDENTIFIED IN THE JURISDICTION’S ANALYSIS OF IMPEDIMENTS TO FAIR HOUSING CHOICE. 91.520(A) Project Sentinel, as the Urban County’s fair housing service provider, responded to a total of three hundred nineteen (319) calls for landlord/tenant mediation and fair housing information within the Urban County area. A total seven (7) of fair housing cases and fifteen (15) tenant/landlord cases were handled by the agency during the fiscal year. Additionally, Project Sentinel fielded one hundred ninety-six (196) fair housing information and service referral calls, benefiting seven hundred eighteen (718) residents. The U.S. Department of Justice, through their Fair Housing Testing Program, contracts out with fair housing agencies to conduct testing separate from their service agreements with any jurisdiction. Project Sentinel conducted no fair housing tests within the Urban County in Fiscal Year 2024-2025.
Additional Actions Taken to Address Obstacles to Meeting Underserved Needs Some non-profits and community organizations may not be familiar with the HUD funding grant process, the Urban County, working collaboratively with agencies familiar with HUD processes, continued to share program and funding information with service providers and grassroots organizations throughout the community to better meet the needs of the community.
51 DRAFT CAPER 31
OMB Control No: 2506-0117
An annual Notice of Funding Availability (NOFA) was announced for the release of CDBG and ESG funds for the Public Service Grant cycle. The NOFA included an announcement of a mandatory Grant Technical Workshop and a timeline for the grant cycle. The NOFA was advertised in the local newspaper, The Modesto Bee, in English and Spanish. An e-mail was sent out to all past and current grantees and applicants that had applied in the last five (5) years. County staff also announced the NOFA at the local CSOC meeting, distributed a reminder, and e-mailed the local CSOC agencies a NOFA announcement.
County staff coordinated with Stanislaus Urban County members to distribute the NOFA announcement to service providers working in their respective cities. It is with funds awarded through the NOFA process that the Stanislaus Urban County is able to provide much needed services to communities.
The annual Grant Technical Workshop provides an opportunity for questions and answers. In addition to the workshop, County staff are available via phone, in person, and by e-mail to answer questions throughout the grant application process. Once grant awards are announced, the County also requires grantees to attend a Grantee Technical Workshop prior to receiving their agreements. In the workshop, the policies, procedures, program regulations, requirements, and obligations of the grant are explained.
All grantees receive the information covered in the workshop via email.
Technical assistance is ongoing to those agencies awarded funding and those agencies interested in competing for future funding. Reference, guidance, and support materials are provided upon request, and staff is available to addressing inquiries in person, by phone/virtually, or via email. The Stanislaus Urban County is constantly looking for ways to expand service provider capacity and to encourage public and private partnerships and joint ventures between non-profit and for-profit housing developers. [ Space below intentionally left blank. ]
52 DRAFT CAPER 32
OMB Control No: 2506-0117
CR-40 - MONITORING 91.220 AND 91.230
EVALUATE THE JURISDICTION’S PROGRESS IN MEETING ITS SPECIFIC OBJECTIVES FOR REDUCING AND ENDING HOMELESSNESS THROUGH:
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.
During the program year, the Stanislaus Urban County continued to implement its monitoring plan to ensure compliance with applicable HUD regulations for CDBG and ESG programs. Monitoring was conducted using a combination of desk reviews, on-site visits (when feasible), and virtual monitoring protocols. Funding and service agreements set clear performance measures, reporting procedures, timeliness, and budgets against which goals are measured. County staff regularly monitors compliance with contracting requirements and performance goals through the implementation and review of quarterly performance reports, reimbursement requests and desk and on-site monitoring. When necessary, County staff provided technical assistance to improve reporting and performance.
ESG financial and program files are reviewed to ensure compliance with 24 CFR Part 576, particularly around participant eligibility, habitability standards, and allowable costs. County staff reviews quarterly ESG statistical tables, narratives, HMIS activity reports, RFF forms and budget printouts, which identify the total funds used/requested by each grantee during that reporting period. ESG funded agencies are provided with ongoing HMIS system training. As part of the ESG monitoring process, only fifty percent (50%) of the costs related to the project are reimbursed, as the remainder of the costs is paid by non-ESG match funding sources (i.e., local unrestricted donations). In this manner, the subrecipient in turn ensures that dollar-to-dollar matching requirements are satisfied by paying the remainder of the expenses from non-ESG sources.
For non-profits awarded CDBG-PSG and ESG funds, County staff conducts an initial technical workshop to provide a comprehensive overview of the quarterly reporting, request for funds, and monitoring processes and requirements. County staff is available to awarded agencies during regular business hours to address technical concerns and questions as they arise. Non-profits that reach a certain performance threshold become eligible for bi-annual monitoring reviews in place of the quarterly reviews.
The County uses a risk-based approach to prioritize monitoring, giving special attention to new subrecipients, high-dollar contracts, or organizations with past performance issues. Subrecipients are evaluated based on factors such as program size, type of activity, complexity, and prior audit findings CITIZEN PARTICIPATION PLAN. 91.105(D); 91.115(D)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The following public comment period, community meeting and public hearing information provided in italics is for public notification purposes and will not be included as part of the final CAPER submitted to HUD:
53 DRAFT CAPER 33
OMB Control No: 2506-0117
Public comment period: August 8, 2025 to August 27 2025. Written public comments must be submitted to the Stanislaus County Planning and Community Development Department by 4:30 p.m. on Wednesday, August 27, 2025. Written public comments can be mailed to 1010 10th Street, Suite # 3400, Modesto, CA 95354 or emailed to [email protected].
As part of the CAPER process the following community meetings are being held:
LIVE MEETING OPTIONS
Meeting Date: September 9, 2025 Meeting Time: 12:00 PM
Meeting Location: 1010 10th Street, Basement Training Room, Modesto, CA 95354 Meeting Date: September 9, 2025 Meeting Time: 6:00 PM
Meeting Location: 1010 10th Street, Basement Training Room, Modesto, CA 95354
VIRTUAL MEETING OPTIONS
Meeting Date: September 8, 2025 Meeting Time: 12:00 PM
Meeting Location: Via Zoom
Meeting Link: https://us06web.zoom.us/j/85154170533?pwd=2wAb5XzhVaJZDFaghD9om0RbkH aY15.1
Join by Phone: +1 669 444 9171 US
Meeting ID: 851 5417 0533 Passcode: 7eGpQS
Meeting Date: September 8, 2025 Meeting Time: 5:30 PM
Meeting Location: Via Zoom
Meeting Link: https://us06web.zoom.us/j/87350952563?pwd=A5uFgbRpbPQ5eaCs4OsbT3AazCT cHu.1
Join by Phone: +1 669 444 9171 US
Meeting ID: 828 7660 0667 Passcode: nMph4y
Meeting Date: September 13, 2025 Meeting Time: 10:00 AM Meeting Location: Via Zoom
Meeting Link: https://us06web.zoom.us/j/82280046460?pwd=tJ2oOg7VpHln4NzNtNjhiNU7qxAo UZ.1
Join by Phone: +1 669 444 9171 US
Meeting ID: 843 5990 5634 Passcode: PZzQOs
Additional community meetings for the Cities and County will be posted online at:
https://www.stancounty.com/planning/cdbg/notices.shtm
54 DRAFT CAPER 34
OMB Control No: 2506-0117
A Notice of Public Hearing and Document Availability was released in accordance with the Stanislaus HOME Consortium and Urban County’s Citizen Participation Plan advising residents of the availability of the draft CAPER for a fifteen (15) day public review period. The notice was published in both English and Spanish on August 8, 2025 in The Modesto Bee, defining the CAPER review process and how persons, agencies, and interested groups may participate; as well as instructions on how to submit written comments. As part of the public review process, notice of the Draft CAPER was also distributed electronically to the CSOC and to persons registered through the County Planning and Community Development Department’s Community Development StanAware electronic notification system. The Draft CAPER was also made available for public review via the County’s Planning and Community Development Department website and copies of the Draft CAPER were available for review at the Planning Departments of all the Stanislaus HOME Consortium members.
A public hearing will be held in accordance with the County’s Citizen Participation Plan on September 16, 2025, at 6:30 p.m., at Tenth Street Place, the County Administration Building, 1010 10th Street, Board Chambers, Modesto, CA 95354. Notice of the public hearing will be sent out through the County’s StanAware electronic notification system, the CSOC list serve, and will be made available by email to community members that had expressed interest in the CAPER. [ Space below intentionally left blank. ]
55 DRAFT CAPER 35
OMB Control No: 2506-0117
CR-45 - CDBG 91.520(C)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
No changes in the Urban County's program objectives occurred.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No.
[ Space below intentionally left blank. ]
56 DRAFT CAPER 36
OMB Control No: 2506-0117
CR-50 - HOME 24 91.520 (d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations. Please list those projects that should have been inspected on-site this program year based upon the schedule in 24 CFR 92.504 (d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.
There are no inspection results to report. The Stanislaus HOME Consortium has not yet funded any projects requiring inspections.
An assessment of the jurisdiction’s affirmative marketing actions for HOME units. 91.520 (e ) and 92.351 (a )
There are no marketing actions to assess. No home funds have been used for activities requiring marketing actions.
Data on the amount and use of program income for projects, including the number of projects and owner and tenant characteristics?
Not applicable. No program income has been generated by HOME funds to date.
Other actions taken to foster and maintain affordable housing. 24 CFR 91.220 (k ) The County advanced efforts to support affordable housing development through rezoning initiatives and updates to planning documents. Stanislaus HOME consortium members continued with efforts to certify and/or implement their respective Housing Elements which include policies that aim to reduce regulatory barriers and encourage the construction of affordable housing units in priority areas, including unincorporated communities and areas of high need.
Stanislaus HOME Consortium continued partnerships with the Stanislaus Regional Housing Authority and local nonprofit developers to identify sites for new affordable housing projects and preserve existing affordable units. Coordination included discussions around leveraging federal and state funds, including HOME, ESG, and PLHA, to support site acquisition, rehabilitation, and new construction. [ Space below intentionally left blank. ]
57 DRAFT CAPER 37
OMB Control No: 2506-0117
CR-58 – Section 3
TOTAL LABOR HOURS:
CDBG HOME ESG
Total Number of Activities 1 0 0
Total Labor Hours 3,920 0 0
Total Section 3 Hours 0 0 0
Total Targeted Section 3 Worker Hours 0 0 0
QUALITATIVE EFFORTS – NUMBER OF ACTIVITIES BY PROGRAM:
CDBG HOME ESG
Outreach efforts to generate job applicants who are Public Housing. 0 0 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0 0 0
Direct, on-the job training (including apprenticeships). 0 0 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0 0 0
Technical assistance to help Section 3 workers compete for jobs. 0 0 0 Outreach efforts to identify and secure bids from Section 3 business. 1 0 0
Technical assistance to help Section 3 businesses understand and bid on contracts. 1 0 0
Division of contracts into smaller jobs to facilitate participation by Section 3 businesses. 0 0 0
Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for
interviews, finding job opportunities, connecting residents to job placement services.
0 0 0
Held one or more job fairs. 0 0 0
Provided or connected residents with supportive services that can provide direct services or referrals. 0 0 0
Assisted residents with finding child care. 0 0 0
Assisted residents to apply for or attend community college or a 4 year educational institution. 0 0 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees,
transportation.
0 0 0
Assisted residents to apply for or attend vocational/technical training. 0 0 0
Assisted residents to obtain financial literacy training and/or coaching. 0 0 0
58 DRAFT CAPER 38
OMB Control No: 2506-0117
Bonding assistance, guaranties or other efforts to support viable bids from Section 3 businesses. 0 0 0
Provided or connected residents with training on computer use or online technologies. 0 0 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0 0 0 Outreach, engagement or referrals with the state one-stop system, as designed in Section 121 (e ) (2) of the Workforce Innovation and Opportunity Act.
0 0 0
Other. 0 0 0
NARRATIVE
The Urban County had one project, the City of Oakdale’s Southwest Downtown Safe Routes to School Project that reported hours as required by Section 3 regulations. The hours are reflected in the table above. There were no Section 3 hours to report for any HOME or ESG projects this last fiscal year. [ Space below intentionally left blank. ]
59 DRAFT CAPER 39
OMB Control No: 2506-0117
CR-60 - ESG 91.520(G) (ESG RECIPIENTS ONLY)
ESG SUPPLEMENT TO THE CAPER IN E-SNAPS
FOR PAPERWORK REDUCTION ACT
1. RECIPIENT INFORMATION—ALL RECIPIENTS COMPLETE
Basic Grant Information
Recipient Name: STANISLAUS COUNTY
Organizational DUNS Number: 073136772
EIN/TIN Number: 946000540
Identify the Field Office: San Francisco
Identify CoC(s) in which the recipient or
subrecipients will provide ESG assistance:
Turlock/Modesto/Stanislaus CoC
ESG Contact Name
Prefix: Ms. Suffix: -
First Name: Angela Middle Name: -
Last Name: Freitas Title: Planning and Community
Development Director
ESG Contact Address
Street Address 1:
1010 10th
Street
Street Address 2: Suite 3400
City: Modesto State: CA Zip Code: 95354
Phone Number: (209) 525-6330 Extension: -
Fax Number: (209) 525-5911 Email Address: [email protected] ESG Secondary Contact
Prefix: Ms. Suffix: -
First Name: Ana Middle Name: -
Last Name: San Nicolas Title: Deputy Director
Phone
Number:
(209) 525-6330 Extension: -
Email: [email protected]
60 DRAFT CAPER 40
OMB Control No: 2506-0117
2. REPORTING PERIOD—ALL RECIPIENTS COMPLETE
Program Year Start Date 07/01/2024
Program Year End Date 06/30/2026
3. SUBRECIPIENT FORM – COMPLETE ONE FORM FOR EACH SUBRECIPIENT Fiscal Year 2024 ESG FUNDS
*Balance remaining as of June 30, 2025.
Subrecipient or Contractor Name: Stanislaus County – Administration City: Modesto State: CA
Zip Code: 95354 DUNS
Number:
073136772
Is subrecipient a victim services
provider:
No
Subrecipient Organization Type: Unit of Government
ESG Subgrant or Contract Award
Amount:
$15,391 (Administration)
Subrecipient or Contractor Name: Center for Human Services-Youth Low Barrier Shelter
City: Modesto State: CA
Zip Code: 95358 DUNS
Number:
179569772
Is subrecipient a victim services
provider:
No
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award
Amount:
$77,042 (Shelter)
*$10,002
Subrecipient or Contractor Name: HAVEN – Emergency Shelter Program City: Modesto State: CA
Zip Code: 95358 DUNS
Number:
179569772
Is subrecipient a victim services
provider:
No
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award
Amount:
$26,830 (Shelter)
*$00
61 DRAFT CAPER 41
OMB Control No: 2506-0117
Subrecipient or Contractor Name: Turning Point Community Programs – Rental Assistance Program
City: Modesto State: CA
Zip Code: 95354 DUNS
Number:
192648210
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: $85,962 (Rapid-Re-Housing) *$20,015
Reporting Period
Program Year Start Date: 07/01/2023
Program Year end date: 06/30/2025
Fiscal year 2023 ESG Funds – Year 2 Carry-Over
*Funds remaining.
Subrecipient or Contractor Name: Stanislaus County – Administration City: Modesto State: CA
Zip Code: 95354-0859 DUNS
Number:
073136772
Is subrecipient a victim services
provider:
No
Subrecipient Organization Type: Unit of Government
ESG Subgrant or Contract Award
Amount:
$15,623 (Administration)
*$0
Subrecipient or Contractor Name: Community Housing and Shelter Services – Rental Assistance Program
City: Modesto State: CA
Zip Code: 95354 DUNS
Number:
835658782
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: $88,010.40 (Homeless Prevention) *$0
62 DRAFT CAPER 42
OMB Control No: 2506-0117
Subrecipient or Contractor Name: We Care Program – Turlock – Emergency Shelter Program
City: Turlock
Zip Code: 95380
Is subrecipient a victim services provider: No
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: $104,683 (Shelter)*$0 [ Space below intentionally left blank. ]
63 DRAFT CAPER 43
OMB Control No: 2506-0117
CR-65 - PERSONS ASSISTED
4. PERSONS SERVED
4a. Complete for Homelessness Prevention activities.
Number of Persons Total Percentages
Adults 5 100%
Children 0 -
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 5 100%
Table 8 – Household Information for Homeless Prevention Activities 4b. Complete for Rapid Re-Housing activities
Number of Persons Total Percentages
Adults 23 79.3%
Children 6 20.6%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 29 100%
Table 9 – Household Information for Rapid Re-Housing Activities 4c. Complete for Shelter
Number of Persons Total Percentages
Adults 369 100%
Children 0 -
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 369 100%
Table 10 – Shelter Information
4d. Street Outreach
Number of Persons Total Percentages
Adults 0 -
Children 0 -
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 0 -
Table 11 – Household Information for Street Outreach
64 DRAFT CAPER 44
OMB Control No: 2506-0117
4e. Totals for all Persons Served with ESG
Number of Persons Total Percentages
Adults 397 98.5%
Children 6 1.4%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 403 100%
Table 12 – Household Information for Persons Served with ESG
6. AGE—COMPLETE FOR ALL ACTIVITIES
Age Total Percentage
Under 18 6 1.4%
18-24 145 35.9%
25-61 229 56.8%
62 and Over 23 5.7%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 403 100%
Table 13 – Age Information
7. SPECIAL POPULATIONS SERVED—COMPLETE FOR ALL ACTIVITIES Subpopulation Total
Total Persons
Served – Homeless
Prevention
Total Persons
Served – Rapid
Re-Housing
Total Persons
Served in
Emergency
Shelters
Veterans 27 0 0 27
Victims of Domestic
Violence 12 1 4 7
Elderly 15 0 0 15
HIV/AIDS 2 0 0 2
Chronically Homeless 159 0 2 157
Persons with Disabilities:
Severely Mentally Ill 161 1 7 153
Chronic Substance
Abuse 130 1 3 126
Other Disability 157 2 2 153
Table 14 - Special Population Served
[ Space below intentionally left blank. ]
65 DRAFT CAPER 45
OMB Control No: 2506-0117
CR-70 – ESG 91.520(G) - ASSISTANCE PROVIDED AND OUTCOMES
8. SHELTER UTILIZATION
Number of New Units - Rehabbed 0
Number of New Units - Conversion 0
Total Number of bed-nights available 26,645
Total Number of bed-nights provided 25,623
Capacity Utilization 96.17%
Table 15 - Shelter Capacity
9. PROJECT OUTCOMES DATA MEASURED UNDER THE PERFORMANCE STANDARDS DEVELOPED IN
CONSULTATION WITH THE COC(S)
The County regularly updates and utilizes a CDBG and ESG program Desk Guide for subrecipients. This guide was developed and is updated in consultation with the local CoC. The Desk Guide covers both federal and state ESG funds administered by Stanislaus County. Under the CDBG and ESG program, County staff track the progress of individual subrecipients in fulfilling goals and objectives set forth in the Con Plan in order to ensure that programs remain on task. Tracked data is reviewed and entered into the IDIS system on a semiannual basis. If tracked data falls short of the goals and objectives set forth, appropriate adjustments will be made, and notification sent to the respective subrecipients to make them aware of milestones and timeliness needing to be met in order to ensure continued receipt of funding.
The coordinated monitoring process has been established to verify and confirm that grant funds have been used in an eligible and appropriate manner for each and every program funded with CDBG and ESG funds.
County staff reviews quarterly ESG statistical tables, narratives, HMIS activity reports, Request for Funds forms, and budget printouts, which identify the total funds used/requested by each subrecipient during that reporting period. County staff also verifies and cross-references the information on the quarterly budget activity reports. Monitoring visits are also scheduled quarterly by County staff for each grantee to ensure appropriate expenditure of funds. As part of the ESG monitoring process, invoices and accompanying receipts are reviewed for reimbursement eligibility. Once eligibility is confirmed, fifty percent (50%) of the costs related to the project are reimbursed, as the remainder of the costs are paid by a non-ESG match funding sources (i.e., local unrestricted donations). In this manner, the subrecipient in turn commits their dollar-to-dollar match by paying the remainder of the expenses from non-Federal sources.
66 CITY OF HUGHSON
CITY COUNCIL
RESOLUTION NO. 2025-29
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUGHSON OF CONCURRENCE AND
SUPPORT OF THE CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FOR FISCAL YEAR (FY) 2024-2025 PREPARED FOR THE STANISLAUS URBAN COUNTY WHEREAS, the Stanislaus Urban County which includes the Cities of Oakdale, Hughson, Newman, Patterson, Ceres, Riverbank, Waterford, and the unincorporated areas of Stanislaus County have received and expended CDBG funds from the U.S. Department of Housing and Urban Development (HUD) for FY 2024-2025; and
WHEREAS, the Stanislaus HOME Consortium which includes the Stanislaus Urban County and the City of Turlock, and the unincorporated areas of Stanislaus County have received HOME funds from the U.S. Department of Housing and Urban Development (HUD) for FY 2024-2025; and WHEREAS, the City as a member of the Stanislaus Urban County and the HOME Consortium is required to assist the County in the CAPER process to report their project status and to document progress made in accomplishing goals set forth in the Consolidated Plan and Annual Action Plan; and
WHEREAS, the Draft CAPER is available for a public review period from August 8, 2025, to allow the public the opportunity to review and provide comments prior to the public hearing by the Stanislaus County Board of Supervisors on September 16, 2025.
NOW, THEREFORE, BE IT RESOLVED that the Hughson City Council does adopt a Resolution of Concurrence and Support of the Consolidated Annual Performance and Evaluation Report (CAPER) Fiscal Year 2024-2025 prepared for the Stanislaus Urban County and the Stanislaus HOME Consortium.
PASSED AND ADOPTED by the City Council of the City of Hughson at its regularly scheduled meeting on this 25th day of August 2025 by the following roll call vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
_________________________
GEORGE CARR, Mayor
67 ATTEST:
___________________________
ASHTON GOSE, City Clerk
68 Meeting Date: August 25, 2025
Subject: City Parks & Facilities Naming/Re-Naming Policy Enclosures: Proposed Policy
Presented By:
___________________________
City Manager
Recommended Council Action:
Approve the Parks, Recreation and Entertainment Commission’s Recommendations and Adopt the Parks & Facilities Naming/Re-Naming Policy.
Background and Overview:
In May, the City Council received a request from a resident to consider naming the park in Euclid North in memory of longtime Hughson resident, Danee Hutsell. While such requests are heartfelt and meaningful, the naming or renaming of public spaces can be complex and emotionally charged, as names often carry deep cultural and historical significance.
To ensure consistency, transparency, and fairness in evaluating all future requests, it is recommended that the development of a formal policy be completed and approved by the City Council, to guide the naming and renaming of City parks and facilities.
This policy would provide:
• Clear criteria and procedures for submitting and evaluating naming requests • Guidance for honoring individuals, including eligibility and community impact • Standards to preserve local heritage and avoid duplication or confusion • Encouragement of inclusive naming practices, such as incorporating “Hughson” for city-wide parks
• Discouragement of renaming unless justified by compelling reasons • Defined roles for community input, Commission review, and Council oversight The proposed policy will help both Commissioners and Councilmembers evaluate requests in a consistent and objective manner, while honoring the values and character of the Hughson community.
Discussion:
CITY COUNCIL AGENDA ITEM NO. 6.1
SECTION 6: NEW BUSINESS
69 This policy was presented and reviewed by the Parks, Recreation and Entertainment Commission at their August meeting for potential recommendations to Council. will be incorporated into the draft policy and brought forward for City Council review and consideration.
The Commission unanimously approved providing the following recommendations:
1. To remove language with the encouragement of inclusive naming practices, such as incorporating “Hughson” for city-wide parks.
This recommendation has been redlined into the policy for Council’s review.
All related requests will need to adhere to the policy’s review process as approved by the City Council.
Fiscal Impact:
The development and implementation of the Parks & Facilities Naming/Re-Naming Policy is expected to have minimal financial impact. Staff time will be required to process requests, facilitate Commission and Council review, and maintain records.
Should a naming or renaming request be approved, any associated costs—such as signage updates, public outreach, or ceremonial events—will be evaluated on a case-by-case basis and brought forward for Council consideration as part of the approval process. 70 Parks & Facilities Naming/Re-Naming Policy
Introduction
The naming or renaming of parks and facilities is complex and sometimes emotional since assigning a name is a powerful and permanent identity for a public place and/or facility. The naming and renaming of parks and/or facilities often requires significant resources in terms of changing names on signs, maps, and literature. In addition, excessive and constant name changing can be the source of confusion to the public. The purpose of this policy is to provide clear and consistent guidance to those that have an interest in the naming and/or renaming of the City’s parks and/or facilities.
The City values tradition, community heritage, respect for local history, and seeks to ensure names reflect these priorities.
Purpose
The purpose of this policy is to provide clear and consistent guidance to those that have an interest in the naming and/or renaming of the City’s parks and/or facilities. This ensures the names:
a. Reflect the geographic, historical, cultural, and environmental heritage of the City. b. Provide opportunities to honor individuals, organizations, or events that have made significant, lasting contributions to the City.
c. Prevent duplicate or confusing names.
d. Maintain a transparent, community-based process for considering naming proposals.
Honoring Our Heroes
The City of Hughson deeply values the sacrifices of fallen law enforcement officers, soldiers, and veterans. Due to the limited number of parks and facilities, the City acknowledges the challenge of honoring one life over another and strives to approach naming decisions with respect and equity.
Naming Process Overview
Submission: Requests must be submitted to the to the Community Development Director. Requests should clearly state the proposed name and reasoning, including how it reflects the City’s local history, geography, or values. 71 Review Process
Commission Review: The Parks, Recreation and Entertainment Commission will review requests. The Commission may seek public input and will provide a recommendation in accordance with the naming criteria in this policy to the City Council.
City Council Review: The City Council will review the Commission’s recommendations at a public meeting. The City Council’s decision is final.
Family Notification: Prior to final approval, city staff shall contact family members of any potential namesakes to ensure their support of the
recommendation.
Conclusion: The naming process concludes upon City Council’s final approval.
Naming Criteria
The naming of a park or facility is a permanent and meaningful act. Names should reflect the history, geography, and community values of Hughson. Final selection of names is subject to the sole discretion of the City Council, with strong consideration for consistency with this Policy.
Names proposed for City parks and facilities must:
1. Reflect historical or cultural significance of the area (demonstrated through research and documentation).
2. Prominent geographical locations (e.g., nearby streets, subdivisions, schools).
3. Not duplicate or closely resemble names of other parks or public facilities in the City or immediate area.
4. Avoid names that could be deemed controversial, divisive, or inconsistent with the community’s values and character.
5. Only be considered for individuals when honoring those with exceptional, long-term service or contributions to the City or the surrounding area. o Individuals currently holding public office, current City employees, or living persons will not be considered except in truly exceptional cases as determined by City Council with clear community support.
6. Not commemorate companies, commercial entities, organizations, or causes for the purpose of advertising or publicity, except as authorized by an approved naming rights/sponsorship agreement.
7. Include the name “Hughson” for city-wide parks and major facilities to clearly identify and promote community pride and association with the City.
72 Renaming of Existing Parks or Facilities
Proposals to rename parks and/or facilities whether for a major gift or community request are generally discouraged, due to significant costs, potential disruption of neighborhood identity, and other practical considerations. Names that have become well-established and embraced by the community will be retained except in cases where compelling reasons exist, supported by strong and clear public sentiment from the broader community. Wherever possible, historical or commonly recognized place names will be preserved.
The City Council may add to an existing name, rather than replacing it outright, in special circumstances to recognize new contributions or historical developments.
Community contributions toward signage costs may be considered during the approval process. 73