Newman City Council
September 10, 2024

AGENDA

NEWMAN CITY COUNCIL
REGULAR MEETING SEPTEMBER 10, 2024
CITY COUNCIL CHAMBERS, 7:00 P.M., 938 FRESNO STREET
NOTICE: THIS MEETING WILL BE HELD IN ACCORDANCE WITH THE RALPH M. BROWN ACT (CALIFORNIA GOVERNMENT CODE SECTION 54950, ET SEQ.) AND THE FEDERAL AMERICANS WITH DISABILITIES ACT

1. Call To Order.

2. Pledge Of Allegiance.

3. Invocation.

4. Roll Call.

5. Declaration Of Conflicts Of Interest.

6. Ceremonial Matters.

7. Items from the Public - Non-Agenda Items.

8. Consent Calendar
a. Waive All Readings Of Ordinances And Resolutions Except By Title. b. Approval Of Warrants. (View Warrant/Check Register)
c. Approval Of Minutes Of The August 27, 2024 Meeting. (View Minutes)

9. Public Hearings.

10. Regular Business
a. Approve The 2024 Water Rate Study And Authorize The City Manager To Initiate Proposition 218 Proceedings For Changing Water Rates: (View Report) I. Adopt Resolution No. 2024- , A Resolution Approving The 2024 Water Rate Study.

II. Adopt Resolution No. 2024- , A Resolution Authorizing The City Manager To Initiate Proposition 218 Proceedings For Changing Water Rates.
b. Adopt Resolution No. 2024- , A Resolution Of Concurrence And Acceptance Of The Stanislaus Home Consortium And Stanislaus Urban County Fiscal Year 2023-2024 Consolidated Annual Performance Evaluation Report (CAPER). (View Report) c. Approve Of Use Of Development Impact Fees For Intersection Improvements. (View Report)

11. Items From District Five Stanislaus County Supervisor.

12. Items From The City Manager And Staff.

13. Items From City Council Members.

14. Adjournment.

Calendar of Events
September 7 – Youth Soccer Season Begins At Sherman Park.

September 10 – City Council - 7:00 P.M.

September 19 – Planning Commission - 7:00 P.M.

September 24 – City Council - 7:00 P.M.

AP Check Register
August 21, 2024 through September 3, 2024
1 of 6
Vendor Fund-Dept-Acct Amount Check # Check date Description AT&T 10-21-6420 $ 363.78 124911 8/26/2024 Circuit Line Between Fresno St to Ceres 7-13-24 to 8-12-24 AT&T 60-50-6200 $ 10.56 124911 8/26/2024 Alarm 7-13-24 to 8-12-24 AT&T 10-14-6200 $ 10.56 124911 8/26/2024 Alarm 7-13-24 to 8-12-24 AT&T 10-14-6420 $ 91.93 124911 8/26/2024 Landlines 7-13-24 to 8-12-24 AT&T 10-07-6420 $ 31.47 124911 8/26/2024 Landlines 7-13-24 to 8-12-24 AT&T 63-56-6200 $ 10.56 124911 8/26/2024 Alarm 7-13-24 to 8-12-24 AT&T 63-56-6420 $ 92.50 124911 8/26/2024 Landlines 7-13-24 to 8-12-24 AT&T 10-21-6420 $ 32.12 124911 8/26/2024 Landlines 7-13-24 to 8-12-24 $ 643.48 124911 Total
AT&T MOBILITY 10-45-6420 $ 31.54 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 10-21-6420 $ 644.12 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 10-22-6420 $ 265.49 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 63-56-6420 $ 374.12 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 10-33-6420 $ 93.09 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 10-06-6420 $ 60.70 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 10-07-6420 $ 23.65 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 10-44-6420 $ 88.91 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 69-47-6420 $ 84.63 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 10-03-6420 $ 75.72 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 10-02-6420 $ 19.37 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 22-20-6420 $ 9.01 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 60-50-6420 $ 414.13 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 AT&T MOBILITY 73-70-6420 $ 11.28 124910 8/26/2024 Cell Phone Use 7-03-24 to 8-02-24 $ 2,195.76 124910 Total
AVID TRAFFIC SUPPLIES 10-33-6300 $ 339.69 124912 8/26/2024 5 Gallons White Oil Base Paint $ 339.69 124912 Total
BORGES & MAHONEY CO. 63-56-6225 $ 5,471.46 124913 8/26/2024 Pulsatron Pump $ 5,471.46 124913 Total
Canon Financial Services, Inc. 60-50-6200 $ 205.42 124914 8/26/2024 Contract Charges August 2024/Copy Charges July 2024 Canon Financial Services, Inc. 10-14-6200 $ 205.42 124914 8/26/2024 Contract Charges August 2024/Copy Charges July 2024 Canon Financial Services, Inc. 63-56-6200 $ 130.03 124914 8/26/2024 Contract Charges August 2024/Copy Charges July 2024 Canon Financial Services, Inc. 10-21-6200 $ 262.76 124914 8/26/2024 Contract Charges August 2024/Copy Charges July 2024 Canon Financial Services, Inc. 63-56-6200 $ 205.43 124914 8/26/2024 Contract Charges August 2024/Copy Charges July 2024 Canon Financial Services, Inc. 10-22-6200 $ 273.91 124914 8/26/2024 Contract Charges August 2024/Copy Charges July 2024 Canon Financial Services, Inc. 60-50-6200 $ 130.02 124914 8/26/2024 Contract Charges August 2024/Copy Charges July 2024 $ 1,412.99 124914 Total
Cascade Fire Equipment 10-22-7105 $ 15,014.75 124915 8/26/2024 Fire Equipment Cascade Fire Equipment 10-22-7105 $ 15,014.75 124915 8/26/2024 Fire Equipment

AP Check Register
August 21, 2024 through September 3, 2024
2 of 6
Vendor Fund-Dept-Acct Amount Check # Check date Description $ 30,029.50 124915 Total
Cascade Fire Equipment 10-22-6300 $ 1,886.10 124961 8/29/2024 Fire Equipment Cascade Fire Equipment 10-22-6300 $ 1,886.10 124961 8/29/2024 Fire Equipment $ 3,772.20 124961 Total
Cervin Jesus 10-00-2840 $ 300.00 124916 8/26/2024 Memorial Building Rental Deposit Refund/ Cervin $ 300.00 124916 Total
COMCAST CABLE 10-21-6420 $ 161.66 124917 8/26/2024 High Speed Internet 8-6-24 to 9-5-24 /PD COMCAST CABLE 60-50-6200 $ 69.88 124917 8/26/2024 High speed internet/sewer COMCAST CABLE 63-56-6200 $ 69.90 124917 8/26/2024 High speed internet/water COMCAST CABLE 10-21-6200 $ 69.88 124917 8/26/2024 High speed internet/PD $ 371.32 124917 Total
CSFEWBC-VLSA 10-22-6200 $ 1,400.00 124918 8/26/2024 2023-2024 Annual Contributions $ 1,400.00 124918 Total
CSG Consultants, Inc 10-23-6215 $ 432.00 124919 8/26/2024 Building Services July 2024 CSG Consultants, Inc 10-23-6215 $ 1,287.00 124919 8/26/2024 Building Permit Issuance/ July 2024 $ 1,719.00 124919 Total
CWEA Membership 63-56-6635 $ 111.00 124920 8/26/2024 Collection System Maintenance Grade 2 Cert Renewal/ Millan $ 111.00 124920 Total
Dave Bang Associates, Inc 69-47-6225 $ 4,882.64 124922 8/26/2024 Hill Park Canopy Dave Bang Associates, Inc 69-47-6225 $ 4,380.00 124922 8/26/2024 Hill Park Canopy $ 9,262.64 124922 Total
Dave's Drain Cleaning & Plumbing 69-47-6200 $ 275.00 124921 8/26/2024 Plumbing Repair at Driskell Ave $ 275.00 124921 Total
DJ Francis Electric 60-50-6225 $ 12,316.38 124923 8/26/2024 Repair on Lift Station Motor DJ Francis Electric 60-50-6225 $ 5,674.96 124923 8/26/2024 Repair on Pump $ 17,991.34 124923 Total
FERGUSON ENTERPRISES, INC 1423 63-56-6300 $ 588.27 124924 8/26/2024 Water Repair Parts $ 588.27 124924 Total
Garcia Armando 69-47-6200 $ 3,600.00 124956 8/26/2024 General Tree Services Garcia Armando 10-33-6200 $ 355.00 124956 8/26/2024 General Tree Services Garcia Armando 10-33-6200 $ 2,770.00 124956 8/26/2024 General Tree Services Garcia Armando 69-47-6200 $ 2,100.00 124956 8/26/2024 General Tree Services $ 8,825.00 124956 Total
Gouveia Engineering, Inc 18-32-7739 $ 178.00 124925 8/26/2024 Project 525.02 STPL-5172 (024) Highway 33/ Inyo Gouveia Engineering, Inc 18-56-7771 $ 4,310.51 124925 8/26/2024 Project 525.12D Jensen Rd Utilities Gouveia Engineering, Inc 10-31-6200 $ 769.13 124925 8/26/2024 Project 525.01 Public Works General Gouveia Engineering, Inc 24-32-7781 $ 245.90 124925 8/26/2024 Project 545.18D Main St & Stanislaus Gouveia Engineering, Inc 18-32-7768 $ 739.81 124925 8/26/2024 Project 545.07C STPL-5172 (026) Inyo Canal School Gouveia Engineering, Inc 18-56-7771 $ 299.25 124925 8/26/2024 Project 525.12D Jensen Rd Utilities

AP Check Register
August 21, 2024 through September 3, 2024
3 of 6
Vendor Fund-Dept-Acct Amount Check # Check date Description Gouveia Engineering, Inc 17-36-7780 $ 18,323.75 124925 8/26/2024 Project 555.04-3.2 NEWS Construction Implement Gouveia Engineering, Inc 10-31-6200 $ 765.45 124925 8/26/2024 Project 585.15 McDonalds Plan Review Gouveia Engineering, Inc 17-36-7779 $ 136.25 124925 8/26/2024 Project 555.05C Newman Wetlands Gouveia Engineering, Inc 17-44-7780 $ 117.75 124925 8/26/2024 Project 555.08 Nature Park $ 25,885.80 124925 Total
Hydrofocus, Inc 17-44-7757 $ 6,295.46 124926 8/26/2024 Wetland Restoration Grant Agreement $ 6,295.46 124926 Total
MID VALLEY IT, INC 60-50-6200 $ 1,567.00 124929 8/26/2024 IT CONTRACT/SEWR MID VALLEY IT, INC 10-21-6200 $ 3,134.00 124929 8/26/2024 IT CONTRACT/PD MID VALLEY IT, INC 63-56-6200 $ 1,567.00 124929 8/26/2024 IT CONTRACT/WATR MID VALLEY IT, INC 10-14-6200 $ 1,567.00 124929 8/26/2024 IT CONTRACT/FIN $ 7,835.00 124929 Total
Modesto Junior College Ag Department 10-21-6208 $ 1,539.00 124930 8/26/2024 Animal Shelter/ July 2024 Modesto Junior College Ag Department 10-21-6208 $ 1,373.00 124930 8/26/2024 Vouchers/ July 2024 Modesto Junior College Ag Department 10-21-6208 $ 1,216.00 124930 8/26/2024 Animal Shelter/ August 2024 $ 4,128.00 124930 Total
Modesto Junior College Ag Department 10-21-6208 $ 196.00 124931 8/26/2024 Animal Shelter OTC/ June 2024 $ 196.00 124931 Total
Newman City Market 10-00-2563 $ 20.00 124932 8/26/2024 Refund of Evidence Money/ Newman City Market $ 20.00 124932 Total
On Point Embroidery 10-22-6300 $ 345.22 124934 8/26/2024 FD Hats $ 345.22 124934 Total
One Step GPS LLC 63-56-6200 $ 153.45 124933 8/26/2024 GPS Fleet Tracking Software One Step GPS LLC 10-21-6200 $ 209.25 124933 8/26/2024 GPS Fleet Tracking Software One Step GPS LLC 60-50-6200 $ 153.45 124933 8/26/2024 GPS Fleet Tracking Software One Step GPS LLC 10-22-6200 $ 69.75 124933 8/26/2024 GPS Fleet Tracking Software $ 585.90 124933 Total
P G & E 63-56-6410 $ 1,300.99 124937 8/26/2024 Gas & Electric @ City Hall 7-5-24 to 8-5-24 P G & E 10-21-6510 $ 90.51 124937 8/26/2024 Electrical Charges for Solar Meter @WWTP 7-11-24 to 8-8-24 P G & E 60-50-6510 $ 90.51 124937 8/26/2024 Electrical Charges for Solar Meter @WWTP 7-11-24 to 8-8-24 P G & E 10-33-6510 $ 472.08 124937 8/26/2024 Electrical Charges for Solar Meter @WWTP 7-11-24 to 8-8-24 P G & E 60-50-6410 $ 33.82 124937 8/26/2024 Natural Gas Pumped @ CNG Fueling Station 7-10-24 to 8-7-24 P G & E 60-50-6410 $ 1,300.99 124937 8/26/2024 Gas & Electric @ City Hall 7-5-24 to 8-5-24 P G & E 69-47-6510 $ 200.56 124937 8/26/2024 Electrical Charges for Solar Meter @WWTP 7-11-24 to 8-8-24 P G & E 63-56-6510 $ 90.51 124937 8/26/2024 Electrical Charges for Solar Meter @WWTP 7-11-24 to 8-8-24 P G & E 10-07-6410 $ 1,300.99 124937 8/26/2024 Gas & Electric @ City Hall 7-5-24 to 8-5-24 P G & E 10-44-6510 $ 236.04 124937 8/26/2024 Electrical Charges for Solar Meter @WWTP 7-11-24 to 8-8-24 $ 5,117.00 124937 Total
PACIFIC WATER RESOURCES 60-50-6225 $ 92.26 124935 8/26/2024 Relays

AP Check Register
August 21, 2024 through September 3, 2024
4 of 6
Vendor Fund-Dept-Acct Amount Check # Check date Description $ 92.26 124935 Total
Pernsteiner & Sons Fabrication 10-33-6225 $ 187.50 124936 8/26/2024 Polycarbonate $ 187.50 124936 Total
Public Agency Coalition Enterprise 10-00-2260 $ 26,514.96 124927 8/26/2024 Health Insurance Premium/ September 2024 $ 26,514.96 124927 Total
Public Agency Coalition Enterprise 10-00-2260 $ 18,903.55 124928 8/26/2024 Health Insurance Premium/ September 2024 $ 18,903.55 124928 Total
RAMIREZ WILLIAM THIESSEN & MARISSA 63-00-2010 $ 100.00 124949 8/26/2024 Refund Check 014039-000, 1479 SANDY CREEK DR $ 100.00 124949 Total
Rolfe Construction, Inc 17-36-7780 $ 201,790.26 124938 8/26/2024 NEWS Project $ 201,790.26 124938 Total
Royston, Hanamoto, Alley & Abey 40-06-6200 $ 1,208.75 124939 8/26/2024 Professional Services Rendered Through 7-31-24 $ 1,208.75 124939 Total
RRM DESIGN GROUP, INC. 17-44-7780 $ 27,879.50 124940 8/26/2024 Newman Nature Park $ 27,879.50 124940 Total
San Joaquin Valley Drainage Authority 60-50-6635 $ 847.50 124941 8/26/2024 Irrigated Lands Regulatory Program/ Second Installment $ 847.50 124941 Total
Scott's PPE Recon, Inc 10-22-6300 $ 563.59 124942 8/26/2024 Fire Prevention Jumpsuit Repair/ FD $ 563.59 124942 Total
SHARPENING SHOP 10-33-6200 $ 10.94 124943 8/26/2024 Air Filter $ 10.94 124943 Total
STANDRIDGE JAMIE 63-00-2010 $ 55.63 124951 8/26/2024 Refund Check 017048-000, 623 LADYSLIPPER LN $ 55.63 124951 Total
STANKE HELEN 63-00-2010 $ 15.77 124948 8/26/2024 Refund Check 007960-000, 1231 Q STREET $ 15.77 124948 Total
STANTEC CONSULTING SERVICE, Inc 17-50-7782 $ 1,670.00 124946 8/26/2024 Project# 184031755 Construction Management & Resident STANTEC CONSULTING SERVICE, Inc 17-50-7782 $ 2,855.00 124946 8/26/2024 Project# 184031755 Construction Management & Resident $ 4,525.00 124946 Total
STAPLES ADVANTAGE 10-14-6300 $ 26.63 124945 8/26/2024 Rubberbands, Labels STAPLES ADVANTAGE 63-56-6300 $ 26.62 124945 8/26/2024 Rubberbands, Labels STAPLES ADVANTAGE 60-50-6300 $ 26.63 124945 8/26/2024 Rubberbands, Labels $ 79.88 124945 Total
State of Calif Dept of Justice 10-00-2014 $ 32.00 124944 8/26/2024 Fingerprint Apps/FBl/Child Abuse Index State of Calif Dept of Justice 10-00-2014 $ 803.00 124944 8/26/2024 Fingerprint Apps/FBl/Child Abuse Index $ 835.00 124944 Total
STEVE'S QUALITY CLEANING 10-07-6200 $ 185.00 124947 8/26/2024 Cleaned & Buffed Floors@ City Hall $ 185.00 124947 Total
UNIVAR USA, INC 63-56-6300 $ 1,519.21 124952 8/26/2024 275 Gallons of Sodium Hypoclorlte Delivered to Well #8 UNIVAR USA, INC 63-56-6300 $ 484.95 124952 8/26/2024 90 Gallons of Sodium Hypoclorlte Delivered to Well #10

AP Check Register
August 21, 2024 through September 3, 2024
5 of 6
Vendor Fund-Dept-Acct Amount Check # Check date Description UNIVAR USA, INC 63-56-6300 $ 552.44 124952 8/26/2024 100 Gallons of Sodium Hypoclorlte Delivered to Well #6 UNIVAR USA, INC 63-56-6300 $ 883.91 124952 8/26/2024 160 Gallons of Sodium Hypoclorlte Delivered to Well #5 $ 3,440.51 124952 Total
Valley 29 Electric, LLC 63-56-6225 $ 1,501.65 124953 8/26/2024 Repair at Well #8 $ 1,501.65 124953 Total
Vestis 10-44-6200 $ 92.31 124954 8/26/2024 Uniform Cleaning/Mat Rental/Shop Towels/ July 2024 Vestis 10-21-6200 $ 186.56 124954 8/26/2024 Uniform Cleaning/Mat Rental/Shop Towels/ July 2024 Vestis 63-56-6200 $ 92.30 124954 8/26/2024 Uniform Cleaning/Mat Rental/Shop Towels/ July 2024 Vestis 10-33-6200 $ 138.46 124954 8/26/2024 Uniform Cleaning/Mat Rental/Shop Towels/ July 2024 Vestis 60-50-6200 $ 138.46 124954 8/26/2024 Uniform Cleaning/Mat Rental/Shop Towels/ July 2024 Vestis 10-22-6200 $ 110.63 124954 8/26/2024 Uniform Cleaning/Mat Rental/Shop Towels/ July 2024 Vestis 10-07-6200 $ 153.80 124954 8/26/2024 Uniform Cleaning/Mat Rental/Shop Towels/ July 2024 $ 912.52 124954 Total
WARD OWEN & MIRIAM 63-00-2010 $ 41.63 124950 8/26/2024 Refund Check 016888-000, 1149 STONEGLEN DR $ 41.63 124950 Total
West Coast Pet Memorial Services 10-21-6208 $ 29.58 124957 8/26/2024 Disposal Clinic $ 29.58 124957 Total
Westside Connect 60-50-6600 $ 50.00 124955 8/26/2024 Single Box Ad Westside Connect 10-06-6600 $ 200.00 124955 8/26/2024 Public Notice Site Plan Review 24-01 Westside Connect 63-56-6600 $ 50.00 124955 8/26/2024 Single Box Ad Westside Connect 60-50-6600 $ 186.67 124955 8/26/2024 Public Notice Unclaimed Disbursements Westside Connect 10-45-6724 $ 288.00 124955 8/26/2024 Display Ad Movie Night Westside Connect 10-06-6600 $ 200.00 124955 8/26/2024 Public Notice Site Plan Review 24-01 Westside Connect 60-50-6600 $ 133.33 124955 8/26/2024 Public Notice Unclaimed Disbursements Westside Connect 63-56-6600 $ 133.33 124955 8/26/2024 Public Notice Unclaimed Disbursements Westside Connect 10-14-6600 $ 133.34 124955 8/26/2024 Public Notice Unclaimed Disbursements Westside Connect 10-01-6600 $ 50.00 124955 8/26/2024 Single Box Ad Westside Connect 10-45-6724 $ 288.00 124955 8/26/2024 Display Ad Movie Night Westside Connect 10-14-6600 $ 186.67 124955 8/26/2024 Public Notice Unclaimed Disbursements Westside Connect 10-06-6600 $ 280.00 124955 8/26/2024 Public Notice Intent to Adopt a Mitigated Negative Declaration Westside Connect 10-03-6420 $ 400.00 124955 8/26/2024 Public Notice Notice of Election Westside Connect 10-21-6600 $ 160.00 124955 8/26/2024 Notice of Public Hearing Adoption of Ordinance 2024-01 Westside Connect 63-56-6600 $ 186.66 124955 8/26/2024 Public Notice Unclaimed Disbursements $ 2,926.00 124955 Total
Wex Bank 10-07-6500 $ 112.69 124958 8/26/2024 Gas and Diesel Purchases 7-16-24 to 8-15-24 Wex Bank 10-22-6500 $ 1,864.60 124958 8/26/2024 Gas and Diesel Purchases 7-16-24 to 8-15-24 Wex Bank 69-47-6500 $ 528.99 124958 8/26/2024 Gas and Diesel Purchases 7-16-24 to 8-15-24 Wex Bank 10-44-6500 $ 63.24 124958 8/26/2024 Gas and Diesel Purchases 7-16-24 to 8-15-24 Wex Bank 60-50-6500 $ 548.04 124958 8/26/2024 Gas and Diesel Purchases 7-16-24 to 8-15-24

AP Check Register
August 21, 2024 through September 3, 2024
6 of 6
Vendor Fund-Dept-Acct Amount Check # Check date Description Wex Bank 63-56-6500 $ 1,314.72 124958 8/26/2024 Gas and Diesel Purchases 7-16-24 to 8-15-24 Wex Bank 10-33-6500 $ 609.06 124958 8/26/2024 Gas and Diesel Purchases 7-16-24 to 8-15-24 Wex Bank 10-21-6500 $ 3,912.86 124958 8/26/2024 Gas and Diesel Purchases 7-16-24 to 8-15-24 $ 8,954.20 124958 Total
White Brenner, LLP 10-15-6200 $ 235.20 124959 8/26/2024 Professional Srvcs Rendered Through Jul 2024 PD White Brenner, LLP 10-15-6200 $ 548.40 124959 8/26/2024 Professional Srvcs Rendered Through Jul 2024 Cannabis White Brenner, LLP 10-15-6200 $ 1,822.80 124959 8/26/2024 Through Jul 2024 General Municipal $ 2,606.40 124959 Total
Witmer Public Safety Group, Inc 10-22-6300 $ 115.43 124960 8/26/2024 Headlamps $ 115.43 124960 Total
$ 439,440.04 Grand Total

MINUTES

NEWMAN CITY COUNCIL
REGULAR MEETING AUGUST 27, 2024
CITY COUNCIL CHAMBERS, 7:00 P.M., 938 FRESNO STREET
NOTICE: THIS MEETING WILL BE HELD IN ACCORDANCE WITH THE RALPH M. BROWN ACT (CALIFORNIA GOVERNMENT CODE SECTION 54950, ET SEQ.) AND THE FEDERAL AMERICANS WITH DISABILITIES ACT

1. Call To Order - Mayor Graham 7:00 P.M.

2. Pledge Of Allegiance.

3. Invocation – Council Member McDonald.

4. Roll Call - PRESENT: McDonald, Mayor Pro Tem Ball, Tomlinson, And Mayor Graham.

ABSENT: None.

5. Declaration Of Conflicts Of Interest - None.

6. Ceremonial Matters – None.

7. Items from the Public - Non-Agenda Items – None.

8. Consent Calendar
a. Waive All Readings Of Ordinances And Resolutions Except By Title. b. Approval Of Warrants.
c. Approval Of Minutes Of The July 23, 2024 Meeting.

ACTION: On A Motion By McDonald Seconded By Tomlinson, The Consent Calendar Was Approved By The Following Vote: AYES: McDonald, Ball, Tomlinson, And Mayor Graham; NOES:

None; ABSENT: None; NOT PARTICIPATING: None.

9. Public Hearings – None.

10. Regular Business
a. Report On Trunk Or Treat Halloween Event At The Downtown Plaza.

ACTION: On A Motion By Tomlinson Seconded By McDonald, The Council Approved The Trunk Or Treat Halloween Event At The Downtown Plaza As Submitted In The Staff Report, By The Following Roll Call Vote: AYES: McDonald, Ball, Tomlinson, And Mayor Graham; NOES: None; ABSENT:

None; NOT PARTICIPATING: None.
b. Adopt Resolution No. 2024-28, A Resolution Of The City Of Newman Groundwater Sustainability Agency Adopting The Delta-Mendota Subbasin Groundwater Sustainability Plan And Authorizing Its Submittal To The State Water Resources Control Board.

Council Member McDonald Asked If The Language The State Requested Was Similar To The Language In The Clean Water Act.

City Manager Holland Stated That The Clean Water Act Was A Federal Act So The Terminology Would Be Different And Explained That The Changes To The Plan Were More About The State's Request That Agencies Use Common Methodologies And Metrics. Holland Also Noted That The Sustainability Plan Focused More On Ground Water Quantity As Opposed To Water Quality.

ACTION: On A Motion By Ball Seconded By Tomlinson, Resolution No. 2024-28, A Resolution Of The City Of Newman Groundwater Sustainability Agency Adopting The Delta-Mendota Subbasin Groundwater Sustainability Plan And Authorizing Its Submittal To The State Water Resources Control Board Was Adopted, By The Following Roll Call Vote: AYES: McDonald, Ball, Tomlinson, And Mayor Graham; NOES: None; ABSENT: None; NOT PARTICIPATING: None.

11. Items From District Five Stanislaus County Supervisor.

Mayor Graham Noted That Staff Had Recently Met With Supervisor Condit Regarding The Progress Of The Crows Landing Air Base Project. Graham Noted That The County Would Soon Be Installing Infrastructure And Landscaping At the Site And Indicated That The Supervisor Was Continuing To Work On Bringing Businesses And Medical Facilities To The Said Project.

12. Items From The City Manager And Staff.

City Manager Holland Reported That The Nature Park Plans Would Soon Be At Sixty Percent Completed. Holland Mentioned That He Was Optimistic About The Potential Of Receiving A OneHundred And Fifty Thousand Dollar Grant For The Nature Park Project. He Congratulated All The Candidates Running For City Offices. Holland Wished Everyone A Happy And Safe Fall Festival.

Recreation Director/Community Liaison Mendoza Reported That The Youth Soccer Season Would Commence On Saturday, September 7th. Mendoza Asked That The Community Be Aware Of The Increased Traffic And Children In The Sherman Park Area During The Youth Soccer Season.

Animal Control Officer Anthieny Provided An Update On The Animal Services Activity During The Months Of July And August. Anthieny Explained That The National Clear The Shelter Event, With Dog And Cat Adoptions Being Twenty Dollars And Ten Dollars Respectively Continue Until September 10th. She Noted That The Fall Low-Cost Animal Clinic Would Be Held Saturday, September 21st At The Louis J. Newman Memorial Building From 8:00 A.M. To 11:00 A.M.

Chief Richardson Reminded Everyone To Celebrate Safely During The Upcoming Fall Festival/Holiday Weekend.

Public Works Director Spankowski Thanked The City For The Opportunity To Be The Public Works Director In Newman. Spankowski Noted That The Construction On The Jensen Road Project Would Begin In September. He Stated That Public Works Staff Was Preparing For The Fall Festival And Noted That The City Would Have An Outreach Booth At The Park That Would Include Information About FEMA, Stormwater, And The City’s Urban Forest Management Plan.

Chief Bowen Noted That The Fire Department Would Be At The Fall Festival Offering Fire Truck Rides To The Community. Bowen Mentioned That The Department Had Recently Conducted A Fire Training Exercise At The San Luis Care Center In Newman. He Indicated That The Fire Administration Office Would Be Closed For The Labor Day Holiday. Bowen Pointed Out That With Fire Season Calming Down, The Department Would Begin Preparing Training Calendars And Reminded Everyone That Fire Prevention Week Was In October.

13. Items From City Council Members.

Council Member McDonald Wished Everyone A Great Fall Festival.

Council Member Ball Thanked Staff For All Their Hard Work.

Mayor Graham Thanked Staff For Their Hard Work. Graham Wished Everyone A Safe And Enjoyable Labor Day Weekend.

14. Adjournment.

ACTION: On A Motion By Ball Seconded By Tomlinson And Unanimously Carried, The Meeting Was Adjourned At 7:18 P.M.

Honorable Mayor and Members
of the Newman City Council
Agenda Item: 10.a.

City Council Meeting
of September 10, 2024
APPROVING THE 2024 WATER RA TE STUDY AND AUTHORIZING THE CITY MANAGER TO INITIATE PROPOSITION 218 PROCEEDINGS FOR CHANGING WATER RATES RECOMMENDATION:

It is recommended that the Newman City Council adopt the following resolutions:

1. Resolution No. 2024 - , A Resolution of the City Council of the City of Newman Approving the 2024 Water Rate Study

2. Resolution No. 2024 - , A Resolution of the City Council of the City of Newman Authorizing the City Manager to Initiate Proposition 218 Proceedings for Changing Water Rates BACKGROUND:

A city's water fund should have sufficient revenues to support the operation and maintenance of its water system, and provide a reserve fund with sufficient emergency monies to avoid placing a financial burden on the city's General Fund. Knowing this, the City of Newman contracted with Hansford Economic Consulting (HEC) in March of 2024 to conduct a study of our Water enterprise fund. The study analyzed future operational costs along with capital improvement costs and projected the rates needed to support those expenditures.

ANALYSIS:

In California, water rates may only be changed through the Proposition 218 process. As part of the process, a study of our water enterprise fund was required to determine how much revenue would be required to keep our water operations sufficiently funded and provide funding for future growth. The study looked at operational costs, capital improvement projects and future growth over the next 6 years. The study then calculated the necessary revenues to support those costs. The final result of the study is the calculated rates that will be adopted by ordinance.

The intent of the Proposition 218 process is to ensure that all taxes and most charges to property owners are subject to voter approval. In the case of utility rates, a formal protest hearing is required to move forward with increasing water rates. Authorizing the City Manager to proceed with the Proposition 218 process allows staff to send out notices to the voting public and provide water customers the opportunity to protest. A 50% plus 1 protest is required for the rates to remain unchanged. The Proposition 218 process is scheduled as follows:

September 10, 2024 - City Council authorizes the City Manager to proceed with the Proposition 218 process.

September 27, 2024 - Latest date by which all Prop 218 notices must be mailed to property owners.

November 12, 2024 - City Council conducts a Public Hearing, tallies the protests, takes action on the first reading of the ordinance adopting the new water rates, and authorizes staff to publish a summary of the ordinance.

December 10, 2024 - City Council holds a second Public Hearing and takes action on the second reading of the ordinance adopting the new water rates and authorizes staff to publish a summary of the ordinance.

January 9, 2025 - New water rates become effective.

May 9, 2025 - SB323 Last day to bring any judicial action or proceeding against the adoption of the rate change.

FISCAL IMP ACT:

There is no cost involved with adopting the water rate study.

Authorizing the City Manager to proceed with the Proposition 218 process also authorizes a budget increase of $4,000 for printing and postage costs incurred for mailing the notices.

CONCLUSION:

A city's water enterprise should be sufficiently funded so that its operational and expansion costs do not affect its General Fund. The City hired Hansford Economic Consulting to perform a study of our Water Enterprise fund to Agenda Item: 10. a.
determine the rates that will need to be put in place to make sure the Water Enterprise is sufficiently funded over the next six years. Adopting the two resolutions keeps the City's water enterprise sufficiently funded. Staff recommends that the City Council:

1. Adopt Resolution 2024- , Approving the Water Rate Study

2. Adopt Resolution 2024- , Authorizing the City Manager to proceed with the Proposition 218 process.

ATTACHMENTS:

1. Resolution No. 2024- , A Resolution Approving the 2024 Water Rate Study

2. Hansford Economic Consulting 2024 Water Rates Study

3. Resolution No. 2024- , A Resolution Authorizing the City Manager to Initiate Proposition 218

4. Exhibit A- Projected Six-Year Water Rate Schedule
Finance
Lewis A.

Director
Humphries
ll ~

REVIEWED/CONCUR
Michacl7alld O City Manager
RESOLUTION NO. 2024-

A RESOLUTION OF THE CITY COUNTIL OF THE CITY OF NEWMAN APPROVING THE 2024 WATER RATE STUDY
WHEREAS, the City Council of the City of Newman on March 12, 2024 authorized Hansford Economic Consulting to conduct a Water Rate Study; and
WHEREAS, said study has been completed and presented to the City Council of the City of Newman for their review; and
WHEREAS, the City Manager of the City of Newman has recommended that the City Council approve the Water Rate Study; and
WHEREAS, the City Council is desirous of approving the Water Rate Study; and WHEREAS, the City Council of the City of Newman has determined it would be in the best interest of the City to approve the 2024 Water Rate Study;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Newman hereby approves the 2024 Water Rate Study conducted by Hansford Economic Consulting.

The foregoing resolution was introduced at a regular meeting of the City Council of the City of Newman held on the 10th day of September, 2024 by Council Member , who moved its adoption, which motion was duly seconded and it was upon roll call carried and the resolution adopted by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:

Mike Maier, City Clerk
City Clerk of the City of Newman,
County of Stanislaus, State of California
APPROVED:

Casey Graham,
Mayor of the City of Newman,
County of Stanislaus, State of California

HANSFORD

ECONOMIC CONSULTING LL
City of Newman
ID .

DRAFT .

The following report was prepared by Hansford Economic Consulting LLC.

The analyses and findings contained within this report are based on primary data provided by the City of Newman, as well as additional secondary sources of data available as of the date of this report. Updates to information used in this report could change or invalidate the findings contained herein. While it is believed that the primary and secondary sources of information are accurate, this is not guaranteed.

Every reasonable effort has been made in order that the data contained in this study reflect the most accurate and timely information possible. No responsibility is assumed for inaccuracies in reporting by the client, its consultants and representatives, or any other data source used in the preparation of this study. No warranty or representation is made that any of the projected values or results contained in this study will actually be achieved. There will usually be differences between forecasted or projected results and actual results due to changes in events ·and circumstances.

Changes in economic and social conditions due to events including, but not limited to, major recessions, droughts, major environmental problems or disasters that would negatively affect operations, expenses and revenues may affect the result of the findings in this study. In addition, other factors not considered in the study may influence actual revenues achieved. Any applications for financing, or bond sales analyses, should re-evaluate the financial health and projection of revenues and expenses at the time of the application or preparation for bond sale.

TABLE OF CONTENTS

SECTION PAGE

1. Introduction 1

1.1 Study Background and Best Practices 1

1.2 Rate Setting Principles and Organization of the Report 3

1.3 Key Findings and Calculated Fees 4

1.4 Comparison of Water Bills with Other Water Providers 7

2. Newman City Water System 8

2.1 Customer Base 8

2.2 Water Production and Consumption 9

2.3 The Water Fund 10

3. Projected Costs and Revenues 14

3.1 Operating Costs and Existing Debt 14

3.2 Capital Projects and System Rehabilitation Costs 14

3.3 Projected Revenue Requirement 16

3.4 Cash Flow Projection 18

4. Monthly Fee Calculations 21

4.1 Cost Classification and Allocation 21

4.2 Rate Calculations 22

4.3 Single-Family Bill Impacts 28

4.4 Non-Residential Bill Impacts 30
Appendix A: Water Fees Support Tables
City of Newman - Water Rates & Fees Study DRAFT Page i

LIST OF TABLES
TABLE
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 Water Utility Best Practices
Calculated Water Rates
Monthly Bill Impact for a Home
Customer Usage Characteristics
Current Water Rates Schedule
DWSRF Payment Schedule Well No. 10
Projected System Improvement Costs
Estimated Debt Service for Well No. 5 Chromium 6 Treatment System Rehabilitation Costs
Projected Revenue Requirement
Projected Water Operating Fund Cash Flow
Projected Capital Fund Cash Flow
Allocation of Revenue Requirement to Service and Use Charges Calculation of Monthly Service Charges
Equivalent Meter Units
Use Costs Allocation to Customer Categories
Calculation of Use Charges per HCF
Calculated Meter Replacement Fees
Calculated Water Rates
Single Family Water Usage Monthly Bill Impacts
Test of Water Rates Affordability

LIST OF FIGURES
FIGURE
1 2
3 4
5 6
7 8
9 10
11 12
Monthly Water Bill for a Home at Different Water Usage Levels Comparison Monthly Water Bills for a Home using 11 HCF
Newman Water Customers
Annual Water Production
Water Fund Annual Operating Revenue Sources
Historical Water Fund Operating Expenses
Projected Revenue Requirement
Projected Operating Fund Cash Balances
Historical and Projected Water Demand
Projected Single Family Bill for 11 HCF
Estimated Monthly Bill Impacts for Sample Commercial Customers Estimated Bill Impacts to Newman-Crows Landing USD and Saputo City of Newman - Water Rates & Fees Study DRAFT
PAGE
2 6
6 10
12 14
15 16
16 17
20 20
22 23
24 25
26 26
27 28
30 PAGE
6 7
8 9
11 13
18 19
24 29
31 31
Page ii
Section 1: INTRODUCTION

1.1 STUDY BACKGROUND AND BEST PRACTICES
Background
The City of Newman (City) provides water services to the residents and businesses of the City. The purpose of this Water Rate Study (Study) is to determine the level of funding required over the next six years to adequately fund the water system in a safe manner; providing clean and safe potable water that meets State and Federal regulatory requirements.

This report provides an explanation and justification of the calculated water rates for the next six years and it documents adherence to the law regarding setting of rates by a municipality. Per California Constitution Article 130, water rates shall not be extended, imposed, or increased by any agency unless it meets all of the following requirements:
(1) Revenues derived from the fee or charge shall not exceed the funds required to provide the property related service.
(2) Revenues derived from the fee or charge shall not be used for any purpose other than that for which the fee or charge was imposed.
(3) The amount of a fee or charge imposed upon any parcel or person as an incident of property ownership shall not exceed the proportional cost of the service attributable to the parcel.
(4) No fee or charge may be imposed for a service unless that service is actually used by, or immediately available to, the owner of the property in question. Fees or charges based on potential or future use of a service are not permitted. (5) No fee or charge may be imposed for general governmental services including, but not limited to, police, fire, ambulance or library, services, where the service is available to the public at large in substantially the same manner as it is to property owners.

The financial model projects revenues and expenses and calculates monthly propertyrelated fees for the next six years. To adopt the calculated rates, the City will proceed with public notification and a public hearing as required by California's Constitution, Proposition 218.

Best Practices
Fee studies are typically conducted every three to five years to ensure revenue sufficiency.

A cost-of-service analysis, which not only determines rates to support revenue sufficiency, but also examines whether customers are paying for their share of system costs and adjusts rates and customer classifications to achieve equity to the maximum extent practicable, is City of Newman - Water Rates & Fess Study DRAFT Page 1
advisable whenever there has been a shift in the economic base of the community, and whenever proportional cost of service is in question.

As part of the regular periodic reviews of the utility fee, best practices include maintaining financial self-sufficiency, setting target reserve levels for the utility fund, and conducting regular customer outreach/ communications to educate the community on their utility system and value of the service provided.

Table 1 shows utility best practices and the City's current practices. The City last conducted a water rate study in 2019 and last increased rates January 1, 2024. A water rate study is necessary at this time to a) ensure revenue sufficiency of the water system's operations for the next six years, and b) provide revenues to continue planned system rehabilitation of the water system's infrastructure.

Table 1
Water Utility Best Practices
Best Practice City of Newman
Rate study every 3 to 5 years Last rate study conducted in 2019.

Collect for system rehabilitation (for Rehabilitation is included in the rates. upkeep of existing infrastructure) in
rates
Regular customer communications to The City uses bill inserts, its website, and other educate on the utility systems and value regular communication platforms to of service communicate with customers.

Meet bond covenants The City has a loan with the State for construction of Well 10; it has funded the debt
service reserve fund and is meeting the debt
service coverage requirement.

Self-sufficient enterprise fund The Water Fund is self-sufficient; it is not supported by transfers from any other City
funds.

Meet target cash balance The City is currently meeting its target cash balance but will be short of its target cash
balance in future years without rate increases.

This Study incorporates all three major elements of cost-based rate making; revenue requirement analysis, cost of service analysis, and rate-design analysis. In determining an appropriate rate structure for Newman that would meet the requirements of Proposition 218, the following key objectives were considered:
• Rates must be capable of generating sufficient revenues to meet all annual financial obligations of the water enterprise fund;
City of Newman - Water Rates & Fess Study DRAFT Page 2
• Changes to the rate structure must be administratively feasible (compatible with the existing billing system and straightforward to explain to customers); • The rate structure should be as reflective of local customer water use as possible; and
• Revised rates must be supportive of City goals, including meeting target reserve levels and keeping within affordability guidelines.

This report presents the result of the analysis and rate structure that best meets these objectives under current and projected conditions.

1.2 RATE SETTING PRINCIPLES AND ORGANIZATION OF THE REPORT This report was prepared using the principles established by the American Water Works Association. The American Water Works Association 11Principles of Water Rates, Fees, and Charges: Manual of Water Supply Practices Ml (the 11Ml Manual") establishes commonly accepted professional standards for cost-of-service studies. The Ml Manual general principles of rate structure design and the objectives of the study are described below.

According to the Ml Manual, the first step in the ratemaking analysis is to determine the adequate and appropriate funding of a utility. This is referred to as the 11 revenue requirements" analysis. The analysis considers the short-term and long-term service objectives of the utility over a given planning horizon, including capital facilities and system operations and maintenance, to determine the adequacy of a utility's existing rates to recover its costs. After determining a utility's revenue requirements, a utility's next step is determining the cost-of-service. Utilizing a public agency's approved budget, financial reports, operating data, and capital improvement plans, a rate study generally categorizes (functionalizes) the costs, expenses, and assets of the water system among major operating functions to determine the cost-of-service.

After the assets and the costs of operating those assets are properly categorized by function, the rate study allocates those 11functionalized costs" to the customer types. Rate design is the final part of the Ml Manual's rate-making procedure and generally uses the revenue requirement and cost-of-service analysis to determine appropriate rates for each customer class.

The Study is presented in four sections:

Section 1: Introduction, summary of findings, and calculated fees.

Section 2: Information about the water system including the customer base, the water fund, and future infrastructure capital needs.

Section 3: Projection of the revenue requirement and estimated future cash balances assuming the calculated rates are adopted.

City of Newman - Water Rates & Fess Study DRAFT Page 3
Section 4: Water rates calculations and a comparison of calculated water bills with water bills in neighboring and similar communities. In addition, total water bill burden for a typical residential home is presented as a percentage of income to provide a test of affordability.

Appendix A includes support tables for the water rates analysis.

1.3 KEY FINDINGS AND CALCULATED FEES
This Study makes the following key findings:

Monthly Rates
• There is no need to change the rate structure. Examination of the types of customers and water usage by type of customer demonstrates that there has not been any significant shift in the water demand of City customers. • The City shouid continue to collect monthly base rates from all water connections with service at the property, or immediately available to it, whether the customer is actively taking water through their service pipe or not. • Both the base monthly charges (service charge and water meter replacement fee) and the water use rates need to be increased. The first increase in rates is assumed to be effective with the January 2025 billing cycle.

Calculated cost-of-service rates are shown in Table 2. In compliance with California SB-7, which requires all new multi-family residential development to be individually metered or sub-metered, any newly constructed apartments will pay the same base rate per unit as all current detached residential units unless the owner of the building(s) sub-meters each unit and performs its own internal water billing of each unit.

Total Monthly Water Charges
Table 3 summarizes the monthly total cost for a home with a 5/8-inch meter using 11 HCF through December 2030. Currently, a home using 11 HCF pays $49.12; starting January 2025 the bill would be $57.80. In the last year of the increases, year 6 (2030), the water bill would be $84.49.

Figure 1 shows the total monthly charges payable by a home with a 5/8-inch meter at different monthly usage levels under current rates and rates beginning January 2025. Water usage is expressed in hundred cubic feet (HCF or 'units').

City of Newman - Water Rates & Fess Study DRAFT Page 4
Table 2
Calculated Water Rates
Current New Rate Schedule implemented January
Fee Component Rates 2025 2026 2027 2028 2029 2030
Monthly Service Charge per Meter
5/8-inch $28.42 $32.24 $35.19 $40.17 $43.85 $45.69 $47.63 3/4-inch $28.42 $32.24 $35.19 $40.17 $43.85 $45.69 $47.63 1-inch $28.42 $32.24 $35.19 $40.17 $43.85 $45.69 $47.63

1.5-inch $56.84 $64.48 $70.39 $80.33 $87.70 $91.39 $95.25 2-inch $90.94 $103.17 $112.62 $128.53 $140.31 $146.22 $152.40 3-inch $198.92 $225.69 $246.36 $281.16 $306.93 $319.86 $333.38 4-inch $341.01 $386.90 $422.33 $481.99 $526.17 $548.34 $571.51 6-inch $710.44 $806.04 $879.85 $1,004.15 $1,096.19 $1,142.37 $1,190.65 8-inch $1,023.03 $1,160.70 $1,266.98 $1,445.98 $1,578.51 $1,645.01 $1,714.54 10-inch $1,648.22 $1,870.02 $2,041.24 $2,329.63 $2,543.16 $2,650.30 $2,762.31 Monthly Water Meter Replacement Fee
5/8-inch $1.45 $2.73 $2.83 $2.93 $3.03 $3.14 $3.25
3/4-inch $1.83 $3.28 $3.40 $3.52 $3.64 $3.77 $3.90
1-inch $2.45 $3.69 $3.82 $3.95 $4.09 $4.24 $4.39

1.5-inch $5.36 $8.20 $8.49 $8.79 $9.10 $9.42 $9.75
2-inch $11.73 $19.14 $19.81 $20.51 $21.24 $21.98 $22.76 3-inch $14.74 $24.61 $25.48 $26.37 $27.30 $28.26 $29.26 4-inch $21.43 $38.28 $39.63 $41.03 $42.47 $43.97 $45.52 6-inch $51.55 $91.74 $94.97 $98.32 $101.78 $105.37 $109.08 8-inch $63.03 $110.45 $114.34 $118.36 $122.53 $126.85 $131.32 10-inch $79.18 $137.79 $142.64 $147.67 $152.87 $158.26 $163.83 Use Charge per HCF
Non-Landscape $1.75 $2.08 $2.26 $2.59 $2.82 $2.93 $3.06 Landscape $2.25 $2.49 $2.73 $3.16 $3.42 $3.53 $3.69
City of Newman - Water Rates & Fess Study DRAFT Page 5
Table 3
Monthly Bill Impact for a Home
Customer
Category Current
Single Family Home 11 HCF
Service Fee 5/8" $28.42
Meter Fee 5/8" $1.45
Use Charge $19.25
Typical Monthly Bill $49.12
Percentage Change
Source: HEC water rate study 2024.

Figure 1
2025
$32.24
$2.73
$22.83
$57.80

17.7%
Rates implemented January
2026 2027 2028 2029
$35.19 $40.17 $43.85 $45.69
$2.83 $2.93 $3.03 $3.14
$24.91 $28.49 $31.03 $32.25
$62.94 $71.59 $77.91 $81.09

8.9% 13.7% 8.8% 4.1%
Monthiy Water Biii for a Home with a 5/8-inch Meter at different usage levels • Current Water· Bill • Jan. 2025 Water Bili
2030
$47.63
$3.25
$33.61
$84.49

4.2%
$140 $128.36
$120 $107.61
$100 c:a $86.86 \,_
(l)
+-'
<1i $80
s
>
_c $60
".::: $45.35 0 $38.6 ~ $40
I $20
$0
5 HCF 11 HCF 17 HCF 25 HCF 35 HCF 45 HCF
City of Newman - Water Rates & Fess Study DRAFT Page 6

1.4 COMPARISON OF WATER BILLS WITH OTHER WATER PROVIDERS Figure 2 compares the City's current and calculated water bill for a home using 11 HCF with the bills of other regional water providers. Note that a 1-inch meter is used for the comparison bills.

Currently, City customers have similar water bills as customers in Patterson, Los Banos, and Gustine. With the calculated rate increase in January 2025, the water bill will be close to that of homes served by Hughson and Modesto. This graph presents a snapshot in time; other cities may also be raising their water rates in January or the first half of 2025.

Figure 2
Comparison Monthly Water Bills for a Home using 11 HCF
1-inch meter using 11 HCF
580
S67
So2
$56 $58.76
$53
$SO S46 $47 $49 $50.12
$39 $41
$.J.i)
SJO
S2C
SlO
O<ikJJic' V d"r.ed \1 ani:..··r_d '.';_ittc:r·,;on LUS 3a110-:. \JeAm.in G; 1':;t1nc rlu~h<:ct11 i\Jewrnan ; 1;,od2'.to - Jr1ock C21"t:·<,
2025
City of Newman - Water Rates & Fess Study DRAFT Page 7
Section 2: NEWMAN CITY WATER SYSTEM
This section describes the water system's customer base, water production and consumption, and financial health of the water fund.

2.1 CUSTOMER BASE
The City serves water to about 3,400 single-family homes, more than 120 non-residential establishments, the Newman-Crows Landing Unified School District, and several irrigationonly ("landscape") customers. A pie chart illustrating the customer base is provided in Figure 3. As the pie chart shows, the City water customers are primarily (94%) single family residents.

Figure 3
Newman Water Customers
Commercial
Multi-Family
1%
3%
Industrial Landscape
1% l ']'()
Per the California Department of Finance, Newman has a population of approximately 12,100, and it has sustained an annual average population increase of 2.3% since 2000. The number of occupied housing units has grown at a slightly greater rate of 2.5% since 2000.

Historical population and housing estimates are shown in Table A-1. Based on historical growth in the City, and conversation with City staff, the water rate model includes the addition of 30 one-inch meters each year.

City of Newman - Water Rates & Fess Study DRAFT Page 8

2.2 WATER PRODUCTION AND CONSUMPTION
The City's water supply is 100% groundwater. Water use fluctuates from year to year depending on several factors including, but not limited to, growth, the weather, sustained drought, plumbing retrofits, and pricing of water. System-wide annual water production by month is shown in Figure 4 for calendar years 2013 though 2023. The effects of mandatory water conservation can be seen in 2015 when summer usage dramatically decreased. The effects of continued water conservation messaging and installation of low-flow water devices are also displayed by the reduction in water production from its highest year, which was 2013, in the data presented.

Well production data is provided in Appendix Table A-2. Approximately 60% of annual water production is for year-round water consumption, and approximately 40% of annual water production is additional water for increased demand during the summer months.

Figure 4
Annual Water Production
120.000,000
2013
2013
100,000,000 2014
2015

80.000,000 2016
..... 2017
60,000,000 2018
-e-2019

40.000,000 -e-2020
-e-2021
20,000,000 -e-2022
-e-2023
0 Table 4 shows median monthly water use per meter for each customer category using data spanning April 2021 through March 2024. Like most cities in the western U.S., Newman experiences greater water demand in the summer than the winter due to outside applications of water. Appendix Table A-3 shows total water 'use by customer category each month, on average, for the last three years.

City of Newman - Water Rates & Fess Study DRAFT Page 9
Historical average water use for 2019-2023 by customer category is used as the basis on which to project water use in the rate study. Historical potable water consumption is shown in Appendix Table A-4.

Table 4
Customer Usage Characteristics
Median Monthly Use
Customer Category All Months Summer Winter
Residential
Single Family
Multi Family
Non-Residential
Commercial
industriai
Landscape
Figures in HCF per Meter

11.00 17.00 7.00

30.00 31.00 29.00

4.00 3.00

39.00 5.00

6.00 80.50

3.00 1.00

4.00 Source: City of Newman water reads, and HEC water rate study August 2024.

2.3 THE WATER FUND
Summer to
Winter Ratio

2.43 1.07

1.67 6.00

20.13 The City's water enterprise fund accounts for the revenues and expenses associated with provision of water service. An enterprise fund is a fund that is intended to recover its costs through user fees and charges for a specific service. Money collected for an enterprise fund cannot be spent on other services. Generally accepted accounting principles (GAAP) require state and local government to use the enterprise fund type to account for "business type activities". As a business type fund, enterprise funds must be self-sufficient. Enterprise funds also provide the repayment capacity for, and make debt service payments on, any debt incurred for capital projects; therefore, any water enterprise fund bond-funded projects do not diminish the City's general fund debt capacity.

It is important for enterprise funds to be self-sufficient, without subsidies from other funds, including the City's General Fund. General Fund cash should be used to protect against factors that could limit the City's ability to provide critical services. Decreasing General Fund reserves could leave the City financially vulnerable, reducing funds necessary to recover from a natural disaster, for example.

Table A-5 shows historical revenues and expenses for the water operating and capital funds for fiscal years ending 2019 through 2023, estimated numbers for fiscal year 2024, and budgeted numbers for fiscal year ending 2025. Historical financial audited statements are summarized in Table A-6 of Appendix A for fiscal years ending 2018 through 2023.

City of Newman - Water Rates & Fess Study DRAFT Page 10 Revenues
Water system operations are funded through rates, meter replacement fees, service fees, interest earnings, utility penalties, and other small miscellaneous revenues. Figure 5 shows the historical share of revenues by source for the combined operating and capital funds.

Figure 5
Water Fund Annual Operating Revenue Sources
Meter Fees and _
Reconnection
Fees
3%
All Other
Revenue
3%
_ Development
Fees
2%
Rate revenue is generated by application of the water rate schedule shown in Table 5.

Water impact and connection fees, which are not updated in this study, but do provide revenues to the water capital fund, are shown in Appendix Table A-7.

Expenses
Annual operating costs include all water system operating expenses and capital outlay.

Expenditures were grouped into six categories:
• Personnel (Payroll and Benefits)
• Contract Services
• Utilities and Fuel
• Supplies
• Debt Service
• All Other
City of Newman - Water Rates & Fess Study DRAFT Page 11 Table 5
Current Water Rates Schedule
Fee Component Rates
Monthly Service Charge per Meter
5/8-inch $28.42
3/4-inch $28.42
1-inch $28.42

1.5-inch $56.84
2-inch $90.94
3-inch $198.92
4-inch $341.01
6-inch $710.44
8-inch $1,023.03
10-lnch $1,648.22
Monthly Water Meter Replacement Fee
5/8-inch $1.45
3/4-inch $1.83
1-inch $2.45

1.5-inch $5.36
2-inch $11.73
3-inch $14.74
4-inch $21.43
6-inch $51.55
8-inch $63.03
10-inch $79.18
Use Charge per HCF
Non-Landscape $1.75
Landscape $2.25
Personnel, utilities and fuel, and all other expenses are the largest expenditure items. These three expense categories comprise approximately 79% of annual costs. Percentage share of historical expenses by expense category is shown in Figure 6.

City of Newman - Water Rates & Fess Study DRAFT Page 12 Figure 6
Historical Water Fund Operating Expenses
Equipment
5%
Permits, Fees,
Administrative _
City of Newman - Water Rates & Fess Study DRAFT Page 13 Section 3: PROJECTED COSTS AND REVENUES

3.1 OPERATING COSTS AND EXISTING DEBT
Projected operating costs are based on the fiscal year 2025 budget. For future year projections, personnel costs are increased 7.0% each year, electric costs and utilities are increased 10.0% each year and all other annual expenses are increased 5.0% or 3.0% each year. These cost increases were based on historical cost increases and discussions with City staff. Historical cost increases by type of expense, and comparison with increases in price indices (which reflect different measurements of inflation) is shown in Appendix Table A-8.

It is very typical for water utility annual costs, and therefore water rates, to outstrip inflation.

In addition to historical types of costs incurred by the water fund, the City is adding new operations and maintenance costs in the next six years. Additional costs are included for contaminant testing, as well as the additions of a full-time water operator and a part-time water operator.

The City secured a loan with the State Water Boards Drinking Water State Revolving Fund (DWSRF) program to pay for the construction of Well 10. The loan carries annual debt service of $236,300. The loan will be paid off in fiscal year 2063. The loan repayment schedule is shown in Table 6.

Table 6
DWSRF Payment Schedule Well No. 10
FY Ending
Item 2023 2024 2025 2026 2027 2028 2029 2030
Principal Payment June 30th $236,300 $236,300 $236,300 $236,300 $236,300 $236,300 $236,300 Outstanding Balance $9,452,000 $9,215,700 $8,979,400 $8,743,100 $8,506,800 $8,270,500 $8,034,200 $7,797,900 Repayment Period (years): 40 Last Payment Date: 6/30/2063 Interest Rate 0% Source: California DWSRF Payment Schedule for Project No. 5010013-00lC - City of Newman.

3.2 CAPITAL PROJECTS AND SYSTEM REHABILITATION COSTS
Capital Projects
Over the next six years, total water system capital improvement costs are estimated at $4.86 million in inflated dollars. Of the total cost, $4.07 million is to be paid for by existing customers, and $0. 78 million by new customers. Table 7 summarizes the total estimated costs in future dollars (cost estimates were provided in 2024 dollars; the rate study inflates the cost estimates by 4% each year per the approximate 5-year historical average increase in the Engineering News Record (ENR) Construction Cost Index (CCI)). Appendix Table A-9 provides the cost estimates in 2024 dollars.

City of Newman - Water Rates & Fess Study DRAFT Page 14 Table 7
Projected System Improvement Costs
Capital Fiscal Year Ending Estimated
Improvement 2025 2026 2027 2028 2029 2030 Total Costs
Inflation Factor ---> 4.0% 4.0% 4.0% 4.0% 4.0%
Facilities All Figures in Inflated Dollars
Well Rehabilitation (lJ $0 $0 $162,240 $0 $0 $0 $162,240 Pipeline Improvements $1SO,OOO $1S6,000 $162,240 $168,730 $17S,479 $182,498 $994,946 Vehicles & Specialized Equipment $0 $0 $81,120 $84,36S $0 $91,249 $2S6,734 Well S Chrome 6 MCLs Treatment Facilities $0 $S20,000 $1,081,600 $0 $0 $0 $1,601,600 Sample Stations Replacement Program [2J $0 $12,480 $12,979 $13,498 $14,038 $14,600 $67,S96 Meter Replacement Program [3J $101,2SO $10S,300 $109,Sl2 $113,892 $118,448 $123,186 $671,S89 Fire Hydrant Replacement Program (4J $0 $28,080 $29,203 $30,371 $31,S86 $32,8SO $1S2,090 Subtotal Facilities (rounded) $251,300 $821,900 $1,638,900 $410,900 $339,600 $444,400 $3,907,000 Studies
Water Master Plan and Water CIPs Update [SJ $0 $S2,000 $0 $0 $0 $0 $S2,000 Water Rate Study Update [SJ $44,000 $0 $0 $0 $0 $S9,008 $103,008 Urban Water Management Plan S year update $0 $0 $10,816 $0 $0 $0 $10,816 Subtotal Studies (rounded) $44,000 $52,000 $10,900 $0 $0 $59,100 $166,000 Total CIP Existing Customers $295,300 $873,900 $1,649,800 $410,900 $339,600 $503,400 $4,072,900 Cash-Funded $29S,300 $3S3,900 $S68,200 $410,900 $339,600 $S03,400 $2,471,300 Debt-Funded $0 $S20,000 $1,081,600 $0 $0 $0 $1,601,600
Growth Projects
FF-01 (700-ft 8" main replace 4" main) $0 $0 $0 $0 $0 $381,S42 $381,S42 FF-02 (800-ft new 811 main) $0 $0 $0 $403,lSl $0 $0 $403,lSl Subtotal Growth Projects (rounded) $0 $0 $0 $404,000 $0 $382,000 $785,000 TOTALCIP $295,300 $873,900 $1,649,800 $814,900 $339,600 $885,400 $4,857,900 Source: City of Newman, spring 2024.
[1] Work is pending results of Water Well Profiling.
[2] 3 stations/year @ $4,000/station. [4] 3 hydrants/year @ $9,000/hydrant. [3] 225 meters/year@ $450/meter. [SJ Needed for Prop 1 Grants.

One project comprises about one-third of the existing customers' cost. Well No. 5 must comply with State Chromium 6 levels by October 2027. The City anticipates executing a DWSRF loan to install the required treatment facilities to the well. Estimated annual debt service associated with securing the loan is provided in Table 8.

System Rehabilitation
Customers are responsible for the upkeep of existing system facilities, as well as capital costs (and associated soft costs) of new facilities. Depreciation of the water system assets is used as a proxy for the amount that should be collected each year to fund system rehabilitation, as shown in Table 9. The estimated system rehabilitation cost includes replacement of existing assets and assets that are estimated to be constructed during the Study time period (see Tables A-10 and A-11).

City of Newman - Water Rates & Fess Study DRAFT Page 15 Table 8
Estimated Debt Service for Well No. 5 Chromium 6 Treatment Item
Estimated Cost in Inflated Dollars
Estimated Annual Debt Service (rounded)
DWSRF Loan Assumptions:

Interest Rate
Term (years)
Source: Newman 2024 water rate study.

SRF
$1,601,600
$48,800
1%
40 The water rates include 100% depreciation; however, the revenue collection is spent on capital projects each year. in some years not all of the money collected is spent on capital projects; in these years the additional amount is kept in the reserves and spent in another year in which capital costs exceed collections for system rehabilitation.

Table 9
System Rehabilitation Costs
FY Ending
Depreciation 2025 2026 2027 2028 2029 2030
Annual Depreciation
Existing Assets (rounded up)
New Assets (rounded up)
Total Annual Depreciation
Percentage Depreciation in Rates
System Rehabilitation Costs in Rates
$382,000
$11,000
$393,000
100%
$393,000
Source: City of Newman and HEC 2024 water rate study.

3.3 PROJECTED REVENUE REQUIREMENT
$370,000
$41,000
$411,000
100%
$411,000
$368,000 $349,000 $347,000 $347,000
$104,000 $132,000 $146,000 $175,000
$472,000 $481,000 $493,000 $522,000
100% 100% 100% 100%
$472,000 $481,000 $493,000 $522,000
The revenue requirement is the amount of money that must be raised through monthly fees each year to achieve revenue sufficiency. The projected revenue requirement over the next six years is provided in Table 10.

The City anticipates raising about $2.78 million from rates in fiscal year 2025, without accounting for any change in rates during the fiscal year. In fiscal year 2025, rates need to increase to raise an additional $0.28 million, for a total of $3.06 million.

City of Newman - Water Rates & Fess Study DRAFT Page 16 Table 10
Projected Revenue Requirement
Expenses and Fiscal Year Ending
Credits lnflator 2025 2026 2027 2028 2029 2030
Budget
Ongoing Operating Expenses figures are rounded
Wages and Salaries 7.0% $691,430 $739,800 $791,600 $847,000 $906,300 $969,700 Benefits 7.0% $462,108 $494,500 $529,100 $566,100 $605,700 $648,100 Contract Services 5.0% $320,000 $336,000 $352,800 $370,400 $388,900 $408,300 Insurance 10.0% $202,525 $222,800 $245,100 $269,600 $296,600 $326,300 Supplies 5.0% $211,290 $221,900 $233,000 $244,700 $256,900 $269,700 Utilities - Electric 10.0% $480,350 $528,400 $581,200 $639,300 $703,200 $773,500 Utilities - Gas, Telephone, 3.0% $9,400 $9,700 $10,000 $10,300 $10,600 $10,900 Fuel 3.0% $15,000 $15,500 $16,000 $16,500 $17,000 $17,500 Permits and Fees 3.0% $18,000 $18,500 $19,100 $19,700 $20,300 $20,900 Equipment 3.0% $25,969 $26,700 $27,500 $28,300 $29,100 $30,000 Administrative Surcharge 5.0% $164,772 $173,000 $181,700 $190,800 $200,300 $210,300 Miscellaneous 3.0% $232,050 $239,000 $246,200 $253,600 $261,200 $269,000 New Operating Expenses
Contaminant Testing [1] 3.0% $7,400 $7,600 $7,800 $8,000 $8,200 Full Time Operator 7.0% $83,600 $89,500 $95,800 $102,500 $109,700 Part Time Operator 7.0% $28,100 $30,100
Total Operating Expenses $2,832,894 $3,116,800 $3,330,400 $3,559,900 $3,834,700 $4,102,200 Debt Service
Well No. 10 SRF Loan $236,300 $236,300 $236,300 $236,300 $236,300 $236,300 Chromium 6 - Well 5 SRF Loan $48,800 $48,800 $48,800
Total Debt Service $236,300 $236,300 $236,300 $285,100 $285,100 $285,100 System Rehabilitation
Funded by Depreciation $393,000 $411,000 $472,000 $481,000 $493,000 $522,000 Cash PAYG Greater than Depreciation $0 $0 $96,200 $0 $0 $0 Total System Rehabilitation $393,000 $411,000 $568,200 $481,000 $493,000 $522,000 Credits
Interest Income constant $58,000 $58,000 $58,000 $58,000 $58,000 $58,000 Meter Replacement Fee Table A-20 $113,900 $144,100 $150,600 $157,400 $164,500 $171,900 Water Recon Fee constant $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 Misc Revenue/income constant $300 $300 $300 $300 $300 $300 Utility Application Fee constant $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 Penalty - Utility Payments constant $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 Total Credits $243,200 $273,400 $279,900 $286,700 $293,800 $301,200 REVENUE REQUIREMENT $3,218,994 $3,490,700 $3,855,000 $4,039,300 $4,319,000 $4,608,100 RATE REVENUE $3,059,000 $3,365,000 $3,870,000 $4,257,000 $4,470,000 $4,694,000 Annual Percentage Change 10% 10% 15% 10% 5% 5%
Source: City of Newman and HEC August 2024.
[1] Chrome 6, Per-Polyfluoroalkyl (PFAS), and UCMR 6 testing.

The water revenue requirement projection is illustrated in Figure 7.

City of Newman - Water Rates & Fess Study . DRAFT Page 17 Figure 7
Projected Revenue Requirement
- Debt Service
$6,000,000 - Facilities Repair/Upgrade
Projected Rates Revenue
$5,000,000
$4,000,000
$3,000,000
$2,000,000
so
- Operating Expenses
Current Rate Revenue
2023 2026 2027 2028 2029 2030
Fiscal Year Ending

3.4 CASH FLOW PROJECTION
Figure 8 illustrates projected revenues (assuming rates are increased), expenses, and total unrestricted cash for the operating fund through fiscal year 2030. With adoption of the calculated rates, it is anticipated that the City will be able to meet all water enterprise fund obligations, including existing and potential debt service coverage requirements, and achieve a target of at least six months of operating expenses in unrestricted cash reserves.

The detailed projected cash flow, which also demonstrates the City's ability to meet debt covenants, is provided in Table 11. Under the terms of the existing DWSRF loan, the City must restrict one year of debt service ($236,300) in reserves. With repayment of an additional DWSRF loan anticipated to begin in 2028, the restricted funds are expected to increase to $285,100.

Cash flow for the capital fund is shown in Table 12. The capital fund pays for projects required of new growth.

City of Newman - Water Rates & Fess Study DRAFT Page 18 Figure 8
Projected Operating Fund Cash Balances
s2,soo.ooo
$2,000,000
S1,soo,ooo
$1,000,000
ssoo.ooo
So
2025
2026
City of Newman - Water Rates & Fess Study
DRAFT
2027
..._Est. Unrestricted Cash Balance W/Rate Increase
..._Target Cash Balance (6 mos. Op. exp.)
Fiscal Year Ending
2028
2029
2030

Table 11
Projected Water Operating Fund Cash Flow
Revenues and
Expenses 2025
Rates increase Jan. 2025
Operating Revenues
Service Fees
Use Fees
Meter Replacement Fees
Subtotal Water Sales Revenues
Non-Water Sales
Total Operating Revenues
Operating Expenses
Net Revenues before Debt Service
Debt Service
Debt Service Coverage [1]
Net Revenues
Beginning Cash Balance [2]
Net Revenues
Capital Projects [3]
Estimated Ending Balance (rounded)
Restricted
Unrestricted
Target Unrestricted Balance (4)
Source: City of Newman and HEC, August 2024.
$1,415,000
$1,504,900
$113,900
$3,033,800
$129,300
$3,163,100
$2,832,894
$330,206
$236,300

1.40 $93,906
$2,713,381
$93,906
($295,300)
$2,512,000
$236,300
$2,275,700
$1,416,447
2026
Jan. 2026
$1,569,900
$1,642,000
$144,100
$3,356,000
$129,300
$3,485,300
$3,116,800
$368,500
$236,300

1.56 $132,200
$2,512,000
$132,200
($353,900)
$2,290,300
$236,300
$2,054,000
$1,558,400
Fiscal Year Ending
2027 2028
Jan. 2027
$1,768,100
$1,849,300
$150,600
$3,768,000
$129,300
$3,897,300
$3,330,400
$566,900
$236,300

2.40 $330,600
$2,290,300
.$330,600
($568,200)
$2,052,700
$236,300
$1,816,400
$1,665,200
Jan. 2028
$1,986,100
$2,077,300
$157,400
$4,220,800
$129,300
$4,350,100
$3,559,900
$790,200
$285,100

2.77 $505,100
$2,052,700
$505,100
($410,900)
$2,146,900
$285,100
$1,861,800
$1,779,950
[1] Per SRF Project No. 5010013-00lC, debt service coverage ratio must be at least 1.20. [2] Operating fund 63 cash balance as of 7 /1/2024. [3] Capital projects for system rehabilitation only. (4] Six months of operating expenditures.

Table 12
Projected Capital Fund Cash Flow
Capital Fund
Beginning Balance
plus Connection I Impact Fees [1]
less Project FF _01
less Project FF _02
Ending Balance Fund 64
Source: City of Newman August 2024.
2025
($568,260)
$154,000
$0
$0
($414,260)
2026
($414,260)
$208,295
$0
$0
($205,965)
2027
($205,965)
$327,900
$0
$0
$121,935
2028
$121,935
$327,900
$0
($403,151)
$46,684
2029
Jan. 2029
$2,132,700
$2,230,700
$164,500
$4,527,900
$129,300
$4,657,200
$3,834,700
$822,500
$285,100

2.88 $537,400
$2,146,900
$537,400
($339,600)
$2,344,700
$285,100
$2,059,600
$1,917,350
2029
$46,684
$327,900
$0
$0
$374,584
[1] FY25 budget. For future years, the estimated number of new 1-inch meters is multiplied by the anticipated fee in place.

Estimated New 1-inch Meters
Proposed New Fee Schedule in place by Jan. 2025
Current Fee for New 1-inch Meter $2,956
City of Newman - Water Rates & Fess Study
30 $10,930
30 $10,930
DRAFT
30 $10,930
30 $10,930
2030
Jan. 2030
$2,239,500
$2,342,400
$171,900
$4,753,800
$129,300
$4,883,100
$4,102,200
$780,900
$285,100

2.74 $495,800
$2,344,700
$495,800
($503,400)
$2,337,100
$285,100
$2,052,000
$2,051,100
2030
$374,584
$327,900
($381,542)
$0
$320,941
30 $10,930

SECTION 4: MONTHLY FEE CALCULATIONS

4.1 COST CLASSIFICATION AND ALLOCATION
After determining the revenue requirement, the next step is determining the cost-ofservice. Utilizing the fiscal year 2024 expenditures, operating data, and infrastructure asset values, the rate study categorizes (functionalizes) the assets and costs of the water system among major operating functions to determine the cost-of-service.

Functional cost allocation for the water system is provided in Appendix A Tables A-12 and A13. Actual fiscal year 2024 water fund expenditures were allocated to the different functions of water service based on one of five methodologies described below.

1. Plant-in-Service. Plant-in-service costs include the original cost of current water system assets. Total cost is allocated 1% to customers, 75% to capacity, and 24% to commodity costs.

2. Average to Peak Month Costs. Certain costs are allocated to reflect the cost of additional water production during the peak usage months. These costs are allocated 41% to capacity and 59% to commodity.

3. Utilities. Utilities costs (electricity) are allocated 10% to capacity and 90% to use.

Electricity costs are driven by water demand.

4. Customers. Costs such as most administrative staff costs, water membership/dues, printing and postage are allocated 100% to customer costs. These costs are not affected by the amount of capacity available, or the quantity of water delivered.

5. Average of Classified Costs. Some expenses are allocated to multiple functions of water service because they do not directly relate to customer functions, water system capacity, or water deliveries quantity. These expenses are allocated among the customer, capacity, and commodity functions based on the combined percentage allocation of all classified costs.

The cost classification provides a guideline for the City in determining the portion of revenue requirement to collect through base monthly service charges versus usage charges.

Base monthly service charges are fixed at the same amount each month. Usage charges billed to customers are variable because they depend oi:i the quantity of water consumed each month.

Fixed Costs
As described in the AWWA Ml Manual, fixed costs generally consist of costs that a utility incurs to serve customers irrespective of the amount or rate of water used. These typically include (1) customer-related costs such as administrative and billing costs associated with meter reading, postage, and billing, and (2) the infrastructure (capacity-related facilities) City of Newman - Water Rates & Fess Study DRAFT Page 21 required to provide service to customers. Customer and capacity costs are allocated to customers based on the number of Equivalent Meter Units (EMU)s, which is explained in 4.2 of this report section.

Variable Costs
Variable costs are those costs that change in total as the volume of water consumption changes, as measured in a specific time period. These include well pumping and distribution electricity costs, and costs related to plant-in-service, the largest of which is supplies, as well as other costs determined in the functional allocation. Variable costs are recovered through use charges applied per hundred cubic feet (HCF) consumed.

The costs are functionalized and allocated to fixed charges and use charges as shown in Table 13. In total, the functional allocation assigns 49% of costs to service charges and 51% of costs to use charges.

Table 13
Allocation of Revenue Requirement to Service and Use Charges FY Ending
Cost Classification 2025 2026 2027 2028 2029 2030
Rates Revenue $3,059,000 $3,365,000 $3,870,000 $4,257,000 $4,470,000 $4,694,000 Fixed Monthly Charges
Customer 31% $951,558 $1,046,745 $1,203,835 $1,324,218 $1,390,476 $1,460,155 Capacity (Readiness-to-Serve) 18% $543,584 $597,960 $687,699 $756,469 $794,319 $834,124 Total Fixed Monthly Charges 49% $1,495,142 $1,644,705 $1,891,534 $2,080,687 $2,184,795 $2,294,279 Use Charges
Capacity (Peaking) 12% $371,009 $408,122 $469,371 $516,308 $542,142 $569,310 Commodity 39% $1,192,848 $1,312,172 $1,509,095 $1,660,005 $1,743,064 $1,830,412 Total Use Charges 51% $1,563,858 $1,720,295 $1,978,466 $2,176,313 $2,285,205 $2,399,721 Source: HEC water rate study, August 2024.

4.2 RATE CALCULATIONS
Service Charges
The calculation of monthly service charges by meter size is shown in Table 14.

Fixed costs are divided by the number of EMUs to determine the per month service charges.

The most common method for levying fixed charges is by meter size because meter size is an indicator of potential capacity or demand requirement that each customer places on the water system. Typically, but not always, the ratio at which the meter charge increases is a function of the meter's safe operating capacity as established by the American Water Works Association. These meter ratios are used because a significant portion of a water system's design, and, in turn, the utility's operating and capital costs are related to meeting capacity needs. The 2015 San Juan Capistrano decision reaffirmed that rates must be proportional to City of Newman - Water Rates & Fess Study DRAFT Page 22 the costs of service received. Customers with larger water meters have greater capacity to use the water system; therefore, base monthly service charges should be collected by water meter size.

Table 14
Calculation of Monthly Service Charges
FY Ending
Item 2025 2026 2027 2028 2029 2030
Est. Billable EM Us [1] 3,864 3,894 3,924 3,954 3,984 4,014 Allocated Costs $1,495,142 $1,644,705 $1,891,534 $2,080,687 $2,184,795 $2,294,279 Monthly Service Charge per Meter
5/8-inch $32.24 $35.19 $40.17 $43.85 $45.69 $47.63
3/4-inch $32.24 $35.19 $40.17 $43.85 $45.69 $47.63
1-inch $32.24 $35.19 $40.17 $43.85 $45.69 $47.63

1.5-inch $64.48 $70.39 $80.33 $87.70 $91.39 $95.25
2-inch $103.17 $112.62 $128.53 $140.31 $146.22 $152.40
3-inch $225.69 $246.36 $281.16 $306.93 $319.86 $333.38
4-inch $386.90 $422.33 $481.99 $526.17 $548.34 $571.51
6-inch $806.04 $879.85 $1,004.15 $1,096.19 $1,142.37 $1,190.65 8-inch $1,160.70 $1,266.98 $1,445.98 $1,578.51 $1,645.01 $1, 714.54 10-inch $1,870.02 $2,041.24 $2,329.63 $2,543.16 $2,650.30 $2,762.31 Source: HEC.
[1] Projected meter equivalents based on addition of 30 1-inch meters each year.

The calculation of EM Us is provided in Table 15. Supporting Table A-14 breaks down the meters by customer type. As of April 2024, the City had 3,576 billing water meters.

Use Charges
The calculation of use charges is based on allocated cost and projected water use. The projection of water demand is shown in Figure 9. The summary of water demand by customer category (Table A-15) is based on average water use for the past three years plus the assumed addition of 30 1-inch meters per year. In addition, the projected water use accounts for customers' reactions to price increases. The relationship between increased prices and decreased demand is referred to as price elasticity. Price elasticity varies by geography due to many micro-economic variables. HEC applied industry knowledge to establish assumed price elasticity factors for the Study. Price elasticity analysis is shown in Tables A-16 and A-17.

City of Newman - Water Rates & Fess Study DRAFT Page 23 Table 15
Equivalent Meter Units
Number of Billable
Billing Meter Equivalent
Meter Size Meters Flow (gpm) Ratios Meter Units
5/8-inch 3,093 10 1.0 3,093
3/4-inch 256 15 1.0 256
1-inch 159 25 1.0 159

1.5-inch 7 so 2.0 14
2-inch 47 80 3.2 150
3-inch 3 175 7.0 21
4-inch 8 300 12.0 96
6-inch 3 625 25.0 75
8-inch 0 900 36.0 0
10-inch 0 1,450 58.0 0
Total 3,576 3,864
Source: City of Newman and AWWA.

Figure 9
Historical and Projected Water Demand
850,000
830,000
+-'
810,000 ! Q)
CL! 7901000 LL
u 770,000 ..Cl I ::J
u 750,000 u
CJ 730,000
I !....
-0
c 710,000 :::;
::r: 690,000
670,000 ; 650,000
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Capacity (peaking) costs are allocated among the customer categories using maximum day and month usage data presented in Table A-18. Commodity (use) costs are allocated using total annual water use by customer category.

City of Newman - Water Rates & Fess Study DRAFT Page 24 Table 16
Use Costs Allocation to Customer Categories
Customer % FY Ending
Category Share 2025 2026 2027 2028 2029 2030
Capacity (Peaking) Cost Share
Total Cost Share $371,009 $408,122 $469,371 $516,308 $542,142 $569,310 Residential
Single Family 70% $258,087 $283,904 $326,511 $359,162 $377,132 $396,031 Multi Family 3% $11,674 $12,842 $14,769 $16,246 $17,059 $17,914 Non-Residential
Commercial 3% $12,517 $13,769 $15,835 $17,419 $18,290 $19,207 Industrial 8% $29,212 $32,134 $36,957 $40,652 $42,686 $44,826 Landscape 16% $59,520 $65,473 $75,299 $82,829 $86,974 $91,332 Total Capacity (Peaking) Costs
Commodity (Use) Cost Share
Total Cost Share $1,192,848 $1,312,172 $1,509,095 $1,660,005 $1,743,064 $1,830,412 Residential
Single Family 70% $831,842 $915,054 $1,052,380 $1,157,618 $1,215,539 $1,276,452 Multi Family 4% $44,492 $48,943 $56,288 $61,916 $65,014 $68,272 Non-Residential
Commercial 4% $52,635 $57,900 $66,590 $73,248 $76,913 $80,768 Industrial 13% $151,156 $166,277 $191,231 $210,354 $220,879 $231,948 Landscape 9% $112,723 $123,999 $142,608 $156,868 $164,717 $172,972 Total Commodity (Use) Costs $1,192,848 $1,312,172 $1,509,095 $1,660,005 $1,743,064 $1,830,412 Total Costs to be Recovered through Use Charges
Total Cost Share
Single Family 70% $1,089,929 $1,198,957 $1,378,890 $1,516, 779 $1,592,672 $1,672,483 Multi Family 4% $56,166 $61,785 $71,057 $78,163 $82,074 $86,187 Non-Residential
Commercial 4% $65,152 $71,669 $82,425 $90,667 $95,204 $99,974 Industrial 12% $180,368 $198,411 $228,188 $251,006 $263,566 $276,773 Landscape 11% $172,242 $189,472 $217,907 $239,698 $251,691 $264,304 Total Costs $1,563,858 $1,720,295 $1,978,466 $2,176,313 $2,285,205 $2,399,721 Source: City consumption records and HEC 2024 water rate study.

The calculation of cost per HCF for non-landscape and landscape meters is presented in Table 17.

City of Newman - Water Rates & Fess Study DRAFT Page 25 Table 17
Calculation of Use Charges per HCF
Customer FY Ending
Category 2025 2026 2027 2028 2029 2030
Non-Landscape
Use in HCF 670,594 675,933 679,707 686,603 693,524 698,866 Allocated Cost $1,391,615 $1,530,822 $1,760,559 $1,936,615 $2,033,514 $2,135,418 Cost per HCF $2.08 $2.26 $2.59 $2.82 $2.93 $3.06
Landscape
Use in HCF 69,168 69,472 68,898 70,076 71,261 71,564
Allocated Cost $172,242 $189,472 $217,907 $239,698 $251,691 $264,304 Cost per HCF $2.49 $2.73 $3.16 $3.42 $3.53 $3.69
Source: City of Newman and HEC.

Meter Replacement Fee
The calculated meter replacement fees are shown in Table 18. Supporting Table A-19 provides the basis of the water meter replacement fee costs. Projected revenue from the meter replacement fees is calculated in Table A-20.

Table 18
Calculated Meter Replacement Fee
Meter Rates implemented January
Size 2025 2026 2027 2028 2029 2030
San Francisco CPI Historical Annual Increase 3.5%
5/8-inch $2.73 $2.83 $2.93 $3.03 $3.14 $3.25
3/4-inch $3.28 $3.40 $3.52 $3.64 $3.77 $3.90
1-inch $3.69 $3.82 $3.95 $4.09 $4.24 $4.39

1.5-inch $8.20 $8.49 $8.79 $9.10 $9.42 $9.75
2-inch $19.14 $19.81 $20.51 $21.24 $21.98 $22.76
3-inch $24.61 $25.48 $26.37 $27.30 $28.26 $29.26
4-inch $38.28 $39.63 $41.03 $42.47 $43.97 $45.52
6-inch $91.74 $94.97 $98.32 $101.78 $105.37 $109.08
8-inch $110.45 $114.34 $118.36 $122.53 $126.85 $131.32
10-inch $137.79 $142.64 $147.67 $152.87 $158.26 $163.83 Source HEC.

City of Newman - Water Rates & Fess Study DRAFT Page 26 Calculated Rate Schedule
Total calculated rates include the fixed monthly service charges and variable use charges per HCF. The calculated water rates schedule for the next six years is provided in Table 19.

Table 19
Calculated Water Rates
Current New Rate Schedule implemented January
Fee Component Rates 2025 2026 2027 2028 2029 2030
Monthly Service Charge per Meter
5/8-inch $28.42 $32.24 $35.19 $40.17 $43.85 $45.69 $47.63 3/4-inch $28.42 $32.24 $35.19 $40.17 $43.85 $45.69 $47.63 1-inch $28.42 $32.24 $35.19 $40.17 $43.85 $45.69 $47.63

1.5-inch $56.84 $64.48 $70.39 $80.33 $87.70 $91.39 $95.25 2-inch $90.94 $103.17 $112.62 $128.53 $140.31 $146.22 $152.40 3-inch $198.92 $225.69 $246.36 $281.16 $306.93 $319.86 $333.38 4-inch $341.01 $386.90 $422.33 $481.99 $526.17 $548.34 $571.51 6-inch $710.44 $806.04 $879.85 $1,004.15 $1,096.19 $1,142.37 $1,190.65 8-inch $1,023.03 $1,160.70 $1,266.98 $1,445.98 $1,578.51 $1,645.01 $1,714.54 10-inch $1,648.22 $1,870.02 $2,041.24 $2,329.63 $2,543.16 $2,650.30 $2,762.31 Monthly Water Meter Replacement Fee
5/8-inch $1.45 $2.73 $2.83 $2.93 $3.03 $3.14 $3.25
3/4-inch $1.83 $3.28 $3.40 $3.52 $3.64 $3.77 $3.90
1-inch $2.45 $3.69 $3.82 $3.95 $4.09 $4.24 $4.39

1.5-inch $5.36 $8.20 $8.49 $8.79 $9.10 $9.42 $9.75
2-inch $11.73 $19.14 $19.81 $20.51 $21.24 $21.98 $22.76 3-inch $14.74 $24.61 $25.48 $26.37 $27.30 $28.26 $29.26 4-inch $21.43 $38.28 $39.63 $41.03 $42.47 $43.97 $45.52 6-inch $51.55 $91.74 $94.97 $98.32 $101.78 $105.37 $109.08 8-inch $63.03 $110.45 $114.34 $118.36 $122.53 $126.85 $131.32 10-inch $79.18 $137.79 $142.64 $147.67 $152.87 $158.26 $163.83 Use Charge per HCF
Non-Landscape $1.75 $2.08 $2.26 $2.59 $2.82 $2.93 $3.06 Landscape $2.25 $2.49 $2.73 $3.16 $3.42 $3.53 $3.69
City of Newman - Water Rates & Fess Study DRAFT Page 27

4.3 SINGLE-FAMILY BILL IMPACTS
Residential bill impacts between current rates and new rates beginning January 2025 at different use levels are shown in Table 20 for a home with a 5/8-inch meter. Most homes would have an increase of about $8-$9 per month, on average.

Table 20
Single Family Water Usage Monthly Bill Impacts
Monthly Current Total Jan-25 Total Change
Use Service Fee Meter Fee Use Monthly Service Fee Meter Fee Use Monthly in in HCF 5/8-inch Charge Bill 5/8-inch Charge Bill Bill
Rate per HCF Rate per HCF
$1.75 $2.08
1 $28.42 $1.45 $1.75 $31.62 $32.24 $2.73 $2.08 $37.05 $5.43 2 $28.42 $1.45 $3.50 $33.37 $32.24 $2.73 $4.15 $39.13 $5.76 3 $28.42 $1.45 $5.25 $35.12 $32.24 $2.73 $6.23 $41.20 $6.08 4 $28.42 $1.45 $7.00 $36.87 $32.24 $2.73 $8.30 $43.28 $6.41 5 $28.42 $1.45 $8.75 $38.62 $32.24 $2.73 $10.38 $45.35 $6.73 6 $28.42 $1.45 $10.50 $40.37 $32.24 $2.73 $12.45 $47.43 $7.06 7 $28.42 $1.45 $12.25 $42.12 $32.24 $2.73 $14.53 $49.50 $7.38 8 $28.42 $1.45 $14.00 $43.87 $32.24 $2.73 $16.60 $51.58 $7.71 9 $28.42 $1.45 $15.75 $45.62 $32.24 $2.73 $18.68 $53.65 $8.03 10 $28.42 $1.45 $17.50 $47.37 $32.24 $2.73 $20.75 $55.73 $8.36 11 $28.42 $1.45 $19.25 $49.12 $32.24 $2.73 $22.83 $57.80 $8.68 12 $28.42 $1.45 $21.00 $50.87 $32.24 $2.73 $24.90 $59.88 $9.01 13 $28.42 $1.45 $22.75 $52.62 $32.24 $2.73 $26.98 $61.95 $9.33 14 $28.42 $1.45 $24.50 $54.37 $32.24 $2.73 $29.05 $64.03 $9.66 15 $28.42 $1.45 $26.25 $56.12 $32.24 $2.73 $31.13 $66.10 $9.98 16 $28.42 $1.45 $28.00 $57.87 $32.24 $2.73 $33.20 $68.18 $10.31 17 $28.42 $1.45 $29.75 $59.62 $32.24 $2.73 $35.28 $70.25 $10.63 18 $28.42 $1.45 $31.50 $61.37 $32.24 $2.73 $37.35 $72.33 $10.96 19 $28.42 $1.45 $33.25 $63.12 $32.24 $2.73 $39.43 $74.40 $11.28 20 $28.42 $1.45 $35.00 $64.87 $32.24 $2.73 $41.50 $76.48 $11.61 25 $28.42 $1.45 $43.75 $73.62 $32.24 $2.73 $51.88 $86.86 $13.24 30 $28.42 $1.45 $52.50 $82.37 $32.24 $2.73 $62.26 $97.23 $14.86 35 $28.42 $1.45 $61.25 $91.12 $32.24 $2.73 $72.63 $107.61 $16.49 40 $28.42 $1.45 $70.00 $99.87 $32.24 $2.73 $83.01 $117.98 $18.11 45 $28.42 $1.45 $78.75 $108.62 $32.24 $2.73 $93.38 $128.36 $19.74 so $28.42 $1.45 $87.50 $117.37 $32.24 $2.73 $103.76 $138.74 $21.37 Source: HEC.

Figure 10 shows projected single family water bills for Newman through December 2030 at 11 HCF water usage per month.

City of Newman - Water Rates & Fess Study DRAFT Page 28 Figure 10
Projected Single Family Bill for 11 HCF
$90
$80
$71.59
$77 .91 $81.09 $84.49
$70 $62 .94
$60 $57.80
co $49.12 ;._
Cl;
4-' $50 rn
s
2- $40 ...c
~ $30 0
~
$20
$10
so
Cmrent Jan. 2025 Jan. 2026 Jan. 2027 Jan. 2028 Jan. 2029 Jan. 2030 Affordability Test
The DWSRF program bases its evaluation of affordability of water rates on two criteria:

1. The MHI of the community compared to the State MHI, and

2. The percentage of MHI spent on water bills.

Generally, water rates are considered to be burdensome if they are greater than 2.0 percent of MHI. If a community's MHI is less than 80 percent of the State MHI, the community is considered "Disadvantaged", in which case a rate greater than 1.5 percent of MHI is considered burdensome. The City of Newman does not meet the definition of Disadvantaged since MHI is greater than 80 percent of the State MHI. Rates are currently

83.3% of MHI.

The DWSRF program typically only offers principal forgiveness (grant) for projects of Disadvantaged communities if the water rate of the community is at least 1.5%. Under the calculated water rates for January 2025, a household using 11 HCF in a month would pay $35.84, which is 1.1% of the estimated MHI for Newman. As demonstrated in Table 21, the proposed water rates are, per the DWSRF definitions, affordable.

City of Newman - Water Rates & Fess Study DRAFT Page 29 Table 21
Test of Water Rates Affordability
Item
Median Household Income (MHI)
Statewide California [1]
Estimated Newman [1]
Newman MHI as% of the State MHI [2]
Monthly Water Bill
Newman Monthly MHI
Avg. Monthly Water Bill
Avg. Monthly Bill as % of Newman MHI [3]
Current
(2024)
$91,905
$76,520

83.26%
Calculated
Jan 2025
Bill for a 1-inch meter
$6,377 $6,377
$50.12 $58. 76

0.79% 0.92%
Source: HEC, California State Water Resources Control Board, and US Census Bureau. [1] 2022 5-year American Community Survey.
[2] Per the Drinking Water State Revolving Fund program, a community with an MHI <80% of the Statewide MHI is Disadvantaged.
[3] Generally, water bills <2.0% are considered reasonable.

4.4 NON-RESIDENTIAL BILL IMPACTS
The effect of the calculated rate increases for a sample of non-residential customer types is shown in Figure 11. The impact is shown on an average monthly basis. Because bills for nonresidential customers will vary by business type and through the year, the examples given are only illustrative. A low, medium, and high-water user were selected for illustration.

The impacts to Saputo, the largest industrial user of water, and the Newman Crows Landing Unified School District were calculated separately using actual water consumption from 2023. Figure 12 shows the average monthly bill impacts to these two customers.

City of Newman - Water Rates & Fess Study DRAFT Page 30 Figure 11
Estimated Monthly Bill Impacts for Sample Commercial Customers $16,000
$14,000
$12,000
$8 .. 000
$6,000
$4,000
52,000
$0
Figure 12
• Low Comrn'1 User • Medium Cornrn'I User • High Cornrn'I User $12,570
$10,105
$8,516
$3,608
$5,327 $4,66 $4,273
$83
•
$13,679
$5,80
$87
•
$14,223 $14,820
$6,03 $6,285
$90
•
$92
I
Current Jan. 202S Jan. 2026 Jan. 2027 Jan. 2028 Jan. 2029 Jan. 2030 Estimated Bill Impacts to Newman-Crows Landing USO and Saputo $30,000
• Saputo • School District
$25,000
>
~ $20,000
0 ~
$16,742
~ $15,000 $14,127 .IQ)
> <t'. 10,090
$10,000
$5,000
so
$18,268
$20,886
$24,637
$22, 741 $23,642
15,464 15.987 16, 707
14,290
Current Jan. 2025 Jan. 2026 Jan. 2027 Jan. 2028 Jan. 2029 Jan. 2030 City of Newman - Water Rates & Fess Study DRAFT Page 31

APPENDIX A

WATER FEES

SUPPORT TABLES
Hansford Economic Consulting LLC Regional and Resource Economics Table A-1
City of Newman Water Rate Study
Historical Population and Housing Estimates
Year Population Housing Units
Increase/ Increase/
Persons Decrease % Change Units Decrease % Change
2000 7,092 2,078
2001 7,504 412 5.8% 2,279 201 9.7%
2002 7,569 65 0.9% 2,283 4 0.2%
2003 7,786 217 2.9% 2,335 52 2.3%
2004 8,342 556 7.1% 2,503 168 7.2%
2005 9,111 769 9.2% 2,756 253 10.1%
2006 10,086 975 10.7% 3,092 336 12.2%
2007 10,227 141 1.4% 3,160 68 2.2%
2008 10,507 280 2.7% 3,243 83 2.6%
2009 10,716 209 2.0% 3,305 62 1.9%
2010 10,224 -492 -4.6% 3,357 52 1.6%
2011 10,634 410 4.0% 3,431 74 2.2%
2012 10,726 92 0.9% 3,439 8 0.2%
2013 10,798 72 0.7% 3,438 -1 0.0%
2014 10,864 66 0.6% 3,437 -1 0.0%
2015 10,932 68 0.6% 3,437 0 0.0%
2016 11,130 198 1.8% 3,469 32 0.9%
2017 11,471 341 3.1% 3,527 58 1.7%
2018 11,497 26 0.2% 3,599 72 2.0%
2019 11,738 241 2.1% 3,655 56 1.6%
2020 12,356 618 5.3% 3,739 84 2.3%
2021 12,334 -22 -0.2% 3,743 4 0.1%
2022 12,218 -116 -0.9% 3,755 12 0.3%
2023 12,103 -115 -0.9% 3,761 6 0.2%
2024 12,121 18 0.1% 3,765 4 0.1%
Total Change 5,029 2.3% 1,687 2.5%
Last 10 years 1,257 1.1% 328 0.9%
Source: California Department of Finance. stats
A-1
Table A-2
City of Newman Water Rate Study
Well Production Data DRAFT
Calendar Year Annual % Delivery
Month 2019 2020 2021 2022 2023 Average by Month
All Figures in Gallons 2019-2023
January 31,799,000 33,582,000 37,217,000 34,546,146 29,819,000 33,392,629 4.6% February 30,853,000 39,505,000 31,609,000 40,734,915 31,650,603 34,870,504 4.9% March 36,908,000 46,302,000 47,099,000 54,246,533 35,408,932 43,992,893 6.1% April 54,286,000 56,028,000 66,367,000 53,206,317 44,153,979 54,808,259 7.6% May 66,211,000 82,231,000 83,475,000 73,925,445 61,427,269 73,453,943 10.2% June 80,099,000 87,110,000 82,879,891 84,615,118 75,571,807 82,055,163 11.4% July 86,849,000 95,396,000 91,297,000 86,714,899 82,270,231 88,505,426 12.3% August 86,258,000 90,827,000 86,068,960 83,963,727 86,459,505 86,715,438 12.1% September 54,139,000 76,758,000 74,754,000 75,117,160 71,261,350 70,405,902 9.8% October 65,944,000 70,779,000 60,957,000 69,264,551 64,997,049 66,388,320 9.2% November 51,701,000 50,445,000 41,424,100 43,652,000 46,818,517 46,808,123 6.5% December 33,829,000 41,727,000 38,724,884 38,028,021 34,207,956 37,303,372 5.2% Total 678,876,000 770,690,000 741,872,835 738,014,832 664,046,198 A 718,699,973 100.0% Peaking Period (May through October inclusive) 8 467,524,192 65% Base Monthly Flow (December through February) c 35,188,835 Base Annual Flow D= C*12 422,266,020 59%
Additional Flow E=A-D 296,433,953 41%
Source: City of Newman. wells
A-2
Table A-3
City of Newman Water Rate Study
Average 3-Year Consumption by Customer Category by Month DRAFT Customer Category Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Base Peaking Residential [1) [2)
Single Family 28,802 27,993 29,533 37,022 47,632 59,466 62,448 65,227 63,888 53,433 42,266 31,843 549,552 345,312 204,240 Multi Family 2,161 1,972 1,842 2,214 2,449 2,859 3,208 2,830 2,846 2,785 2,036 2,191 29,393 23,897 5,496 Subtotal Residential 30,962 29,965 31,375 39,236 50,080 62,326 65,656 68,057 66,734 56,218 44,302 34,034 578,945 369,209 209,736 Non-Residential
Commercial 2,326 2,484 2,583 2,551 2,759 2,829 3,327 3,222 3,923 3,360 3,010 2,401 34,773 29,572 5,201 Industrial 8,282 7,286 7,500 7,303 8,117 8,375 8,908 8,432 10,155 8,998 8,525 7,979 99,861 92,271 7,590 Landscape 962 786 1,487 3,033 6,641 9,499 13,521 12,772 10,946 8,737 4,443 1,643 74,470 12,937 61,532 Subtotal Non-Res. 11,570 10,555 11,570 12,887 17,517 20,703 25,756 24,426 25,024 21,095 15,978 12,022 209,103 134,780 74,323 Total HCF [2) 42,533 40,520 42,944 52,123 67,598 83,029 91,413 92,483 91,758 77,313 60,280 46,056 788,049 503,989 284,059 Percentage 5% 5% 5% 7% 9% 11% 12% 12% 12% 10% 8% 6% 100% 64% 36% Source: City of Newman water meter reads.
[1] Average winter month consumption multiplied by twelve. [2] All water use greater than average wintertime monthly water (base) use.

A-3
Table A-4
City of Newman Water Rate Study
Historical Potable Water Demand DRAFT
Percent
Customer Category 2021 2022 2023 Average of Avg.

Residential
Single Family 583,067 545,981 519,608 549,552 70%
Multi Family 31,520 28,960 27,700 29,393 4%
Subtotal Residential 614,587 574,941 547,308 578,945 73% Non-Residential
Commercial 33,100 33,938 37,281 34,773 4%
Industrial 105,728 100,137 93,717 99,861 13%
Landscape 69,889 75,327 78,193 74,470 9%
Subtotal Non-Residential 208,717 209,402 209,191 209,103 27% Total HCF [2] 823,304 784,343 756,499 788,049 100%
Newman Residents 12,334 12,218 12,103
Annual HCF per Resident 67 64 63 64
Source: City of Newman.
[1] The average 3-year demand is reduced 5% to account for potential drought years. [2] Excludes unbilled water for municipal purposes, hydrant and line flushing, well start up water, and system leaks.

A-4
Est. Base
Vear
[1]
2024
517,808
27,695
545,503
32,764
94,092
70,168
197,025
742,528
Table A-5
City of Newman Water Rate Study
Historical and Budgeted Financial Information DRAFT
Revenues and FY Ending
Expenses 2019 2020 2021 2022 2023 2024 2025
Unaudited Budget

OPERATING FUND
Revenues
Interest Income $27,735 $17,665 $7,839 $7,777 ($22,070) $40,761 $58,000 Water Income $1,530,049 $1,748,094 $2,163,869 $2,076,615 $2,559,072 $2,743,243 $2,781,000 Water Meter Replacement Fee $66,543 $62,898 $67,244 $69,067 $76,817 $90,107 $90,000 Water Recon Fee $15,050 $12,425 $100 $9,095 $24,750 $23,825 $23,000 Administrative Surcharge $0 $47 $0 $0 $0 $0 $0
Misc Revenue/income $1,434 $0 $0 $97 $187 $0 $300
Refunds & Reimbursements $0 $0 $564 $0 $0 $168 $0
Salary Reimbursements $4,015 $4,627 $3,487 $3,208 $0 ($307) $0 Utility Application Fee $10,625 $8,450 $7,600 $8,250 $7,225 $7,700 $8,000 Penalty - Utility Payments $33,691 $32,939 $116,677 $69,192 $29,423 $40,204 $40,000 Total Revenues $1,689,143 $1,887,144 $2,367,380 $2,243,301 $2,675,404 $2,945,700 $3,000,300 Expenses
Wages and Salaries $425,747 $455,458 $488,590 $551,681 $582,350 $626,753 $691,430 Benefits $321,647 $544,330 $344,678 $313,473 $372,442 $365,447 $462,108 Contract Services $175,138 $145,836 $133,963 $196,909 $233,443 $213,465 $320,000 Insurance $53,507 $57,615 $65,749 $89,266 $114,540 $147,269 $202,525 Supplies $5,861 $12,468 $110,962 $96,780 $143,170 $115,722 $211,290 Utilities - Electric $183,062 $200,345 $207,263 $302,681 $371,753 $426,347 $480,350 Utilities - Gas, Telephone, $9,839 $10,878 $6,134 $26,105 $9,450 $12,247 $9,400 Fuel $11,715 $11,647 $11,775 $17,221 $16, 781 $14,868 $15,000 Permits and Fees $15,848 $18,228 $19,099 $33,899 $26,080 $39,784 $18,000 Equipment $1,177 $9,508 $9,821 $9,320 $26,103 $60,776 $25,969 Administrative Surcharge $89,485 $117,869 $120,371 $145,811 $130,178 $165,100 $164,772 City Hall Purchase $0 $0 $0 $0 $0 $0 $0
Miscellaneous $1,155,990 $965,932 $155,320 $220,899 $319,826 $234,431 $232,050 Total Expenses $2,449,015 $2,550,114 $1,673,724 $2,004,045 $2,346,118 $2,422,207 $2,832,894 Debt (Interest only) $7,643 $6,044 $4,390 $2,683 $911 $0 $0 Transfers In $0 $0 $0 $344,600 $0 $0 $0
Transfers Out $910,896 $734,625 $5,945 $0 $0 $0 $0
Net Operating Fund Revenues ($1,678,412) ($1,403,638) $683,322 $236,573 $328,375 $523,493 $167,406

CAPITAL FUND
Revenues
Dev Fees - Cap Conn Water $7,763 $23,132 $2,588 $9,160 $17,595 $46,575 $86,000 Impact Fees - Water $18,243 $29,419 $3,440 $6,069 $15,362 $45,471 $68,000 Interest Income $0 $0 $0 $0 ($158) $0 $0
Water Meter Fee $0 $0 $0 $0 $0 $0 $0
Refunds & Reimbursements $411 $135 $47 $0 $0 $0 $0
Total Revenues $26,416 $52,686 $6,074 $15,228 $32,799 $92,046 $154,000 Expenses
Contract Services $35,905 $64,233 $0 $0 $0 $0 $0
Administrative Surcharge $1,840 $0 $3,017 $5,670 $0 $0 $0 Equipment $0 $0 $0 $0 $0 $0 $0
Loss on Equipment $0 $68,750 $0 $0 $0 $0 $0
Land Acquisition $0 $0 $0 $0 $0 $0 $0
Building Improvements [1] $0 $0 $0 $0 $0 $0 $150,000
Water Capital Improvements $0 $111,213 $0 $0 $0 $0 $0
Total Expenses $37,745 $244,196 $3,017 $5,670 $0 $0 $150,000 Transfers In $910,896 $732,842 $400,000 $0 $0 $0 $0
Net Capital Fund Revenues $899,567 $541,332 $403,057 $9,558 $32,799 $92,046 $4,000 Source: City of Newman. A-5
[1] The FY 2025 budget includes $150,000 for building improvements (pipeline replacement). This is included in the CIP.

Table A-6
City of Newman Water Rate Study
Audited Financial Statements
Revenues and FY Ending
Expenses 2018 2019 2020 2021 2022 2023
Operating Revenues
Service Charges $1,612,158 $1,611,642 $1,823,417 $2,231,213 $2,154,777 $2,660,639 Miscellaneous Revenue $52,250 $49,765 $46,063 $128,330 $80,749 $36,834 Subtotal Operating Revenues $1,664,408 $1,661,407 $1,869,480 $2,359,543 $2,235,526 $2,697,473 Operating Expenses
Employee Services $618,508 $747,394 $999,789 $833,268 $865,153 $954,793 Supplies and Services $824,059 $828,471 $1,059,897 $837,529 $1,147,338 $1,391,324 Subtotal Operating Expenses $1,442,567 $1,575,865 $2,059,686 $1,670,797 $2,012,491 $2,346,117 Non-Operating Revenues
Investment Earnings $19,804 $27,735 $17,665 $7,839 $7,777 $22,229 Development Fees $49,705 $26,416 $52,686 $6,075 $15,229 $32,957 Interest Expense ($9,203) ($7,643) ($6,044) ($4,390) ($2,683) ($911) Subtotal Non-Operating Revenues $60,306 $46,508 $64,307 $9,524 $20,323 $54,275 Transfer In $303,503 $910,896 $732,842 $400,000 $344,600 $0 Transfer Out ($45,612) ($910,896) ($734,625) ($5,945) $0 $0 Net Income $540,038 $132,050 ($127,682) $1,092,325 $587,958 $405,631 Depreciation $121,377 $121,560 $135,289 $127,121 $326,000 $383,703 Net Income with Depreciation $418,661 $10,490 ($262,971) $965,204 $261,958 $21,928 Source: City of Newman Audited Financial Statements.

A-6
Table A-7
City of Newman Water Rate Study
Water Impact and Connection Fees
Land Use
Residential Land Use
Low Density
Medium Density
High Density
Source: City of Newman.

New Connection Water Meter
Vested Map Development Fee Fee
03/01/24 through 02/29/25
impact fees per unit
$1,666.78 $1,721.32
$787.70
N/A
$840.35
$525.22
A-7
fees per connection
$1,035.00 $200.00
$1,035.00 $200.00
$1,035.00 $200.00
conn
Table A-8
City of Newman Water Rate Study
Comparison of Historical Operating Expenses to Standard Indices DRAFT FY Ending Change
Operating Expenses 2019 2020 2021 2022 2023 2024 Total Average 2019-2024 Annual
Wages and Salaries $425,747 $455,458 $488,590 $551,681 $582,350 $626,753 $201,006 8.0% Benefits $321,647 $544,330 $344,678 $313,473 $372,442 $365,447 $43,799 2.6% Contract Services $175,138 $145,836 $133,963 $196,909 $233,443 $213,465 $38,327 4.0% Insurance $53,507 $57,615 $65,749 $89,266 $114,540 $147,269 $93,761 22.4% Supplies $5,861 $12,468 $110,962 $96,780 $143,170 $115,722 $109,862 81.6% Utilities - Electric $183,062 $200,345 $207,263 $302,681 $371,753 $426,347 $243,285 18.4% Utilities - Gas, Telephone, $9,839 $10,878 $6,134 $26,105 $9,450 $12,247 $2,408 4.5% Fuel $11,715 $11,647 $11,775 $17,221 $16,781 $14,868 $3,152 4.9% Permits and Fees $15,848 $18,228 $19,099 $33,899 $26,080 $39,784 $23,936 20.2% Administrative Surcharge $89,485 $117,869 $120,371 $145,811 $130,178 $165,100 $75,615 13.0% Total Expenses [1] $1,291,849 $1,574,674 $1,508,583 $1,773,826 $2,000,189 $2,127,001 $835,152 10.5% Engineering News Record Jun 2019 Jun 2020 Jun 2021 Jun 2022 Jun 2023 Jun 2024 ENR Construction Cost Index 20-City [2] 11,268 11,436 12,112 13,111 13,345 13,547 2,278 3.8% ENR Construction Cost Index San Francisco 12,354 13,023 13,459 15,356 15,367 15,367 3,013 4.5% Bureau of Labor Statistics
Consumer Price Index - West Region 271 274 288 313 324 334 63 4.3% Consume r Price Index - San Francisco 295 300 309 331 340 351 56 3.5% Source: City of Newman, California Department of Finance, and the Engineering News Record . [1] Total excludes equipment and miscellaneous which are highly variable year to year.

A-8
Table A-9
City of Newman Water Rate Study
Estimated Capital Improvements Program in Current Dollars DRAFT Capital Fiscal Year Ending
Improvement 2025 2026 2027 2028 2029 2030
Facilities All Figures in 2024 Dollars
Well Rehabilitation [1] $150,000
Pipeline Improvements $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 Vehicles & Specialized Equipment $75,000 $75,000 $75,000 Well 5 Chrome 6 MCLs Treatment Facilities $500,000 $1,000,000 Sample Stations Replacement Program [2] $12,000 $12,000 $12,000 $12,000 $12,000 Meter Replacement Program [3] $101,250 $101,250 $101,250 $101,250 $101,250 $101,250 Fire Hydrant Replacement Program [4] $27,000 $27,000 $27,000 $27,000 $27,000 Subtotal Facilities $251,250 $790,250 $1,515,250 $365,250 $290,250 $365,250 Studies
Water Master Plan and Water CIPs Update [5] $50,000
Water Rate Study Update [5] $44,000 $48,500
Urban Water Management Plan 5 year update $10,000
Subtotal Studies $44,000 $50,000 $10,000 $0 $0 $48,500
Total CIP Existing Customers $295,250 $840,250 $1,525,250 $365,250 $290,250 $413,750 Growth Projects
FF-01(700-ft8" main replace 4" main) $313,600
FF-02 (800-ft new 8" main) $358,400
Subtotal Growth Projects $0 $0 $0 $358,400 $0 $313,600
TOTALCIP $295,250 $840,250 $1,525,250 $723,650 $290,250 $727,350 Source: City of Newman spring 2024.
[1] Work is pending results of Water Well Profiling.
[2] 3 stations/year @ $4,000/station. [4] 3 hydrants/year@ $9,000/hydrant. [3] 225 meters/year @ $450/meter. [5] Needed for Prop 1 Grants.

A-9
Table A-10
City of Newman Water Rate Study
Depreciation of New Assets DRAFT
Asset FY Ending
New Asset Life 2025 2026 2027 2028 2029 2030
years
Well Rehabilitation 30 $0 $0 $5,408 $5,408 $5,408 $5,408 Pipeline Improvements 80 $1,875 $3,825 $5,853 $7,962 $10,156 $12,437 Vehicles & Specialized Equipment 10 $0 $0 $8,112 $16,548 $16,548 $25,673 Well 5 Chrome 6 MCLs Treatment Facilities 30 $0 $17,333 $53,387 $53,387 $53,387 $53,387 Sample Stations Replacement Program 15 $0 $832 $1,697 $2,597 $3,533 $4,506 Meter Replacement Program 12 $8,438 $17,213 $26,339 $35,830 $45,700 $55,966 Fire Hydrant Replacement Program 20 $0 $1,404 $2,864 $4,383 $5,962 $7,605 FF-01 (700-ft 8" main replace 4" main) 80 $0 $0 $0 $0 $0 $4,769 FF-02 (800-ft new 8" main) 80 $0 $0 $0 $5,039 $5,039 $5,039 Tota I Assets $10,313 $40,607 $103,660 $131,154 $145,733 $174,790 Source: City of Newman August 2024.

A-10
Table A-11
City of Newman Water Rate Study
Depreciation of Existing Assets DRAFT
FY Ending
Asset Type 2025 2026 2027 2028 2029 2030

INFRASTRUCTURE
WATER WELL #5 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 WELL 1- GENERATOR/MOVE $73 $73 $73 $73 $73 $73
WELL 7-TEST WORK $211 $211 $211 $211 $211 $211
WELL 1-AUTODIALER-TELEME $114 $114 $114 $114 $114 $114
WATER WELL #6 VARIABLE FRQ DRIVE $434 $434 $434 $434 $434 $434 FIRE HYDRANTS PROJECT $1,188 $1,188 $1,188 $1,188 $1,188 $1,188 WATER WELL #1 (INCLUDES BLDG) $8,750 $8,750 $8,750 $8,750 $8,750 $8,750 MUNICIPAL WELL $22,862 $22,862 $22,862 $22,862 $22,862 $22,862 WATER LINE - BARRINGTON AVE $1,227 $1,227 $1,227 $1,227 $1,227 $1,227 WATER LINE - SHERMAN PKY $2,182 $2,182 $2,182 $2,182 $2,182 $2,182 WATER LINE - SHERMAN PKY $2,585 $2,585 $2,585 $2,585 $2,585 $2,585 WATER LINE - BANFF $1,355 $1,355 $1,355 $1,355 $1,355 $1,355 WATER LINE - SHERMAN PKY $5,169 $5,169 $5,169 $5,169 $5,169 $5,169 ELECTRIC GATE - CORP YARD $111 $111 $111 $111 $111 $111 WELL#6R $18,943 $18,943 $18,943 $18,943 $18,943 $18,943 WELL #10 Site (Well, Tank, Booster, Etc.) $260,853 $260,853 $260,853 $260,853 $260,853 $260,853 SUBTOTAL INFRASTRUCTURE $331,056 $331,056 $331,056 $331,056 $331,056 $331,056

BUILDINGS
WATER OFFICE-IMPROVEMENTS $94 $1 $0 $0 $0 $0
New Storage Unit $211 $211 $211 $211 $211 $211
938 FRESNO ST - NEW CITY HALL $10,984 $10,984 $10,984 $10,984 $10,984 $10,984 938 FRESNO ST. - IMPROVEMENTS $2,586 $2,586 $2,586 $2,586 $2,586 $2,586 Modular Building Public Works $841 $841 $841 $841 $841 $841 Water Tower Fencing $551 $551 $551 $551 $551 $551
SUBTOTAL BUILDINGS $15,268 $15,174 $15,174 $15,174 $15,174 $15,174

EQUIPMENT
Ford F250 - 1FTBF2A6XKEF56215 $11,642 $0 $0 $0 $0 $0
Klopping Hardie - PT0-60 - Sports Turf Renovator $47 $0 $0 $0 $0 $0 Kubota Tractor L4701DT - KBUL4CDRKKJG66890 $499 $0 $0 $0 $0 $0 New Server - MS02 $1,645 $1,645 $411 $0 $0 $0
New Server - ASOl - Springbrook $1,005 $1,005 $251 $0 $0 $0 2022 Ford Superduty F-250 - 1FDBF2A61NEF14399 $5,404 $5,404 $5,404 $1,351 $0 $0 USJ 4018-600 Trailer Mounted Jetting Unit $14,811 $14,811 $14,811 $1,234 $0 $0 SUBTOTAL EQUIPMENT $35,053 $22,865 $20,878 $2,585 $0 $0 TOTAL WATER ASSETS $381,376 $369,095 $367,107 $348,815 $346,229 $346,229 Source: City of Newman financial records 2024.

A-11
Table A-12
City of Newman Water Rate Study
Functional Allocation of Plant In Service
Capacity
(ReadinessPlant in Service Customer to-Serve)
Pumps
Water Lines 5% 70%
Wells 50%
Hydrants 5% 70%
General Buildings [1] 10% 90%
Equipment 15% 15%
Total Plant in Service
Percentage of Plant in Service
Source: HEC.
[1] Excludes City Hall.

Capacity Commodity
(Peaking) (Use) Total Cost
5% 95% $28,701
25% $500,690
25% 25% $12,660,893
25% $47,516
$132,938
35% 35% $199,827
$13,570,565
100%
A-12
DRAFT
Capacity
(Readiness- Capacity Commodity
Customer to-Serve) (Peaking) (Use)
$0 $0 $1,435 $27,266
$25,035 $350,483 $125,173 $0
$0 $6,330,447 $3,165,223 $3,165,223
$2,376 $33,261 $11,879 $0
$13,294 $119,644 $0 $0
$29,974 $29,974 $69,939 $69,939
$70,678 $6,863,809 $3,373,649 $3,262,429
1% 51% 25% 24%
plant
Table A-13
City of Newman Water Rate Study
Functional Allocation of Operating Costs
Expenditures
Personnel - Reg
Personnel - OT
Retirement - PERS
Social Security
Health Insurance
SUI - Unemployment
Workers Comp
Uniform Allowance
Life Insurance
Dental/Vision
Contract Service
Accounting/ Audit
Credit Card Charges
Equip Repair
Medical Exam
Supplies
Supplies - Computer
Supplies - Postage
Supplies - Meters
Utilities - PG&E
Utilities - Telephones
Fuel Expense
Natural Gas
Vehicle Maintenance
Advertising
Liability Ins
General Ins
Dues/Publications
Bad Debt
Administrative Surcharge
Permits & Fees
Property Tax
Travel/Meetings
Equipment
Bldg Improvements

TOTAL OPERATING COST

ACTUAL FY
2024
$616,968
$9,786
$138,952
$46,376
$113,581
$911
$44,716
$4,005
$118
$16,789
$213,465
$11,225
$31,161
$29,257
$99
$117,972
$8,420
$718
$106,584
$426,347
$11,528
$14,868
$719
$6,848
$4,735
$84,581
$62,688
$4,411
$9,190
$165,100
$39,784
$639
$2,983
$60,776
$15,912
$2,422,207
Reallocate Unclassified

ALLOCATION OF OPERATING COSTS
Existing Debt Service
Debt Service

TOTAL ALLOCATED COSTS
Percentage of Allocation
$236,300
$2,658,507
Allocation Basis
Avg. of Classified
Avg. of Classified
Avg. of Classified
Avg. of Classified
Avg. of Classified
Avg. of Classified
Avg. of Classified
Avg. of Classified
Avg. of Classified
Avg. of Classified
Avg. of Classified
Customers
Customers
Plant In Service
Avg. of Classified
Plant In Service
Customers
Customers
Customers
Utilities
Customers
Plant In Service
Utilities
Plant In Service
Customers
Plant In Service
Avg. of Classified
Avg. of Classified
Customers
Customers
Customers
Customers
Avg. of Classified
Plant In Service
Plant In Service
Plant In Service
Source: City of Newman financials, and HEC August 2024.

Fixed Costs
Customer
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
100%
100%
1%
0%
1%
100%
100%
100%
0%
100%
1%
0%
1%
100%
1%
0%
0%
100%
100%
100%
100%
0%
1%
1%
$390,802
$434,945
$825,747
1%
Capacity
(Readinessto-Serve)
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
51%
0%
51%
0%
0%
0%
0%
0%
51%
0%
51%
0%
51%
0%
0%
0%
0%
0%
0%
0%
51%
51%
$167,017
$185,882
$352,899
51%
$1,231 $119,517
$826,978 $472,417
31% 18%
A-13
DRAFT
Variable Costs
Capacity
(Peaking)
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
25%
0%
25%
0%
0%
0%
10%
0%
25%
10%
25%
0%
25%
0%
0%
0%
0%
0%
0%
0%
25%
25%
$124,798
$138,894
$263,692
25%
$58,744
Commodity
(Use) Unclassified
0% 100%
0% 100%
0% 100%
0% 100%
0% 100%
0% 100%
0% 100%
0% 100%
0% 100%
0% 100%
0% 100%
0% 0%
0% 0%
24% 0%
0% 100%
24% 0%
0% 0%
0% 0%
0% 0%
90% 0%
0% 0%
24% 0%
90% 0%
24% 0%
0% 0%
24% 0%
0% 100%
0% 100%
0% 0%
0% 0%
0% 0%
0% 0%
0% 100%
24% 0%
24% 0%
$463,744 $1,275,846
$516,125
$979,870
24%
$56,808
$322,436 $1,036,677
12% 39%
Table A-14
City of Newman Water Rate Study DRAFT
Number of Meters and Meter Equivalents
Customer Type
Meter Size Total Single Family Multi-Family Commercial Industrial Landscape Meters
5/8-inch 3,093 3,003 18 67 4 1
3/4-inch 256 247 5 2 2
1-inch 159 123 6 19 2 9

1.5-inch 7 1 3 1 2
2-inch 47 11 19 6 11
3-inch 3 1 1 1
4-inch 8 4 2 2
6-inch 3 2 1
8-inch 0
10-inch 0
Total Meters 3,576 3,373 39 118 17 29
Meter Equivalents
5/8-inch 3,093 3,003 18 67 4 1
3/4-inch 256 247 0 5 2 2
1-inch 159 123 6 19 2 9

1.5-inch 14 0 2 6 2 4
2-inch 150 0 35 61 19 35
3-inch 21 0 7 7 0 7
4-inch 96 0 0 48 24 24
6-inch 75 0 50 0 0 25
8-inch 0 0 0 0 0 0
10-inch 0 0 0 0 0 0
Total Meter Equivalents 3,864 3,373 118 213 53 107
Source: City of Newman 2024 customer database.

A-14
Table A-15
City of Newman Water Rate Study
Summary of Projected Billed Water Demand
DRAFT
Customer FY Ending
Category Base 2025 2026 2027 2028 2029 2030
Residential Units in HCF
Single Family 517,808 516,149 520,687 523,756 529,763 535,796 540,346 Multi Family 27,695 27,666 27,909 28,126 28,395 28,666 28,909 Subtotal Residential 545,503 543,814 548,596 551,882 558,159 564,461 569,255 Non-Residential
Commercial 32,764 32,708 32,852 32,946 33,138 33,329 33,471 Industrial 94,092 94,072 94,485 94,879 95,307 95,734 96,140 Landscape 70,168 69,168 69,472 68,898 70,076 71,261 71,564 Subtotal Non-Residential 197,025 195,948 196,809 196,722 198,521 200,324 201,175 Total Billed Water Use 742,528 739,762 745,405 748,605 756,680 764,785 770,431 Source: City of Newman and HEC.

A-15
Table A-16
City of Newman Water Rate Study
Price Elasticity Assumptions
DRAFT
Estimated FY Ending
Customer Type Elasticity 2025 2026 2027 2028 2029 2030
% Change in Price to Meet Revenue Requirement 10.0% 10.0% 15.0% 10.0% 5.0% 5.0% Assumption for Inflation 4.3% 4.3% 4.3% 4.3% 4.3% 4.3%
Price Increase Adjusted for Inflation 5.7% 5.7% 10.7% 5.7% 0.7% 0.7% Single Family -0.15 -0.9% -0.9% -1.6% -0.9% -0.1% -0.1% Multi-Family -0.10 -0.6% -0.6% -1.1% -0.6% -0.1% -0.1%
Commercial -0.20 -1.1% -1.1% -2.1% -1.1% -0.1% -0.1%
Industrial -0.05 -0.3% -0.3% -0.5% -0.3% 0.0% 0.0%
Landscape -0.30 -1.7% -1.7% -3.2% -1.7% -0.2% -0.2%
Source: HEC.

A-16
Table A-17
City of Newman Water Rate Study DRAFT
Projected Changes in Water Demand due to Price Changes
Customer Category
Projected Growth {1}
Residential
Single Family
Multi Family
Subtotal Residential
Non-Residential
Commercial
Industrial
Landscape
Subtotal Non-Residential
Total Billable Water
2025 2026

0.88%
517,808 522,361
27,695 27,939
545,503 550,300
FY Ending
2027 2028 2029

0.87% 0.86% 0.86%
526,914 531,466 536,019
28,182 28,426 28,670
555,096 559,892 564,689
2030

0.85%
540,572
28,913
569,485
32,764 32,908 33,052 33,195 33,337 33,478
94,092 94,506 94,918 95,328 95,736 96,143
70,168 70,477 70,784 71,089 71,394 71,697
197,025 197,891 198,753 199,612 200,467 201,318
742,528 748,191 753,850 759,505 765,156 770,804
Change in Demand due to Price [2]
Residential
Single Family
Multi Family
Subtotal Residential
Non-Residential
Commercial
Industrial
Landscape
Subtotal Non-Residential
Total Billable Water
Source: HEC.
-1,659
-30
-1,689
-56
-21
-1,000
-1,077
-2,766
-1,674
-30
-1,704
-57
-21
-1,004
-1,082
-2,786
-3,157 -1,703 -224
-57 -31 -4
-3,214 -1,734 -228
-106 -57 -7
-39 -21 -3
-1,886 -1,013 -133
-2,031 -1,091 -143
-5,245 -2,825 -370
[1] Growth for residential is approximately equal to 30 new residential units each year; growth for non-residential (supporting new residential growth) is estimated at 50% of the residential growth. [2] Change applied to peak months water use (May-October) only. % of Consumption Single Family
Multi Family
37%
19%
Commercial
Industrial
-226
-4
-230
-7
-3
-133
-143
-373
15%
8%
Landscape 83%
A-17
Table A-18
City of Newman Water Rate Study
Calculation of Share of Maximum Day Water Use by Customer Category DRAFT NonCoincident
Average Maximum MM/AM MD Peak Max Daily % of Avg. % of Peak %of Max.

Customer Type Month Use Month Use Ratio Ratio Use Month Month Day (AM) (MM)
a b c=b/a d (below) e = d*(b/31) f =a/total a g = b/total b h = e/total e Residential cu. ft. cu. ft. cu. ft.

Single Family 45,796 65,227 1.42 2.36 4,974 70% 68% 70% Multi Family 2,449 3,208 1.31 2.17 225 4% 3% 3%
Non-Residential
Commercial 2,898 3,923 1.35 1.91 241 4% 4% 3%
Industrial 8,322 10,155 1.22 1.72 563 13% 11% 8%
Landscape 6,206 13,521 2.18 2.63 1,147 9% 14% 16%
Total 65,671 96,034 7,150
Calculation of MD Peak Factor Single Unit Multi-F Comm'I Industrial Landscape MM/AD Factor 1.42 1.31 1.35 1.22 2.18
System MD/MM Production Ratio [1] 1.21 1.21 1.21 1.21 1.21 Weekly Usage Adjustment 1.38 1.38 1.17 1.17 1.00
Calculated MD Peak Factor 2.36 2.17 1.91 1.72 2.63
Source: City of Newman, AWWA Ml Manual, and HEC.
[1] Calculation : 2021 2022 2023
Maximum Day (MG) 3.40 3.69 3.20
7/25/2021 7/1/2022 8/9/2023
Maximum Month (MG) 91.30 86.71 86.46
Average MGD in the Max. Month 2.95 2.80 2.79 Average
Ratio of Max. Day to Avg. in Max. Month 1.15 1.32 1.15 1.21 A-18
Table A-19
City of Newman Water Rate Study
Meter Replacement Costs Estimate DRAFT
Item Water Meter Size
5/8 3/4 1" 11/2" 2" 3" 4" 6" 8" 10"
Meter
New Meter & Encoder $315 $378 $425 $945 $2,205 $2,835 $4,410 $8,505 $9,450 $12,600 Plate Strainers $0 $0 $0 $0 $0 $0 $0 $2,063 $3,273 $3,273 Subtotal Meter Costs $315 $378 $425 $945 $2,205 $2,835 $4,410 $10,568 $12,723 $15,873 Installation Costs 20% $63 $76 $85 $189 $441 $567 $882 $2,114 $2,545 $3,175 Administration Costs 5% $16 $19 $21 $47 $110 $142 $221 $528 $636 $794 Total Cost per Meter $394 $473 $531 $1,181 $2,756 $3,544 $5,513 $13,210 $15,904 $19,842 Replacement Interval (years} 12 12 12 12 12 12 12 12 12 12 Cost per Meter per Year $32.81 $39.38 $44.27 $98.44 $229.69 $295.31 $459.38 $1,100.87 $1,325.35 $1,653.47 Monthly Meter Cost FY 2025 $2.73 $3.28 $3.69 $8.20 $19.14 $24.61 $38.28 $91.74 $110.45 $137.79 Source: Newman Public Works August 2024 and HEC.

A-19
Table A-20
City of Newman Water Rate Study
Meter Replacement Fee Revenue Estimate DRAFT
FY Ending
Item 2025 2026 2027 2028 2029 2030
Total Water Meters Revenue $113,978 $142,816 $147,847 $153,056 $158,448 $164,030 Cumulative New Water Meters [1] 0 30 60 90 120 150
Fee Per Meter per Month $3.69 $3.82 $3.95 $4.09 $4.24 $4.39 Annual New Water Meter Fee Revenue $0 $1,375 $2,847 $4,420 $6,102 $7,896 Estimated Meter Fees Revenue $113,900 $144,100 $150,600 $157,400 $164,500 $171,900 Source: City of Newman and HEC.
[1] All new meters assumed to be 1" for purposes of projection .

A-20
RESOLUTION NO. 2024-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NEWMAN AUTHORIZING THE CITY MANAGER TO INITIATE PROPOSITION 218 PROCEEDINGS FOR CHANGING

WATER RATES
WHEREAS, the City Council of the City of Newman has accepted the 2024 Water Rate Study conducted by Hansford Economic Consulting; and
WHEREAS, the City Council of the City of Newman recognized that changes to water rates requires the City to Proceed through the Proposition 218 process; and WHEREAS, the City Council of the City of Newman recognizes the importance of having sufficient revenue to operate, maintain and grow its water system and facilities,

NOW, THEREFORE, BE IT RESOLVED, DETERMINED AND ORDERED BY THE CITY COUNCIL FOR THE CITY, AS FOLLOWS:

Section 1
The above recitals are true and correct.

Section 2
City staff is hereby authorized to provide written notice by mail of the proposed fee change to the record owner of each identified parcel upon which the fee or charge is proposed for imposition, the amount of the fee or charge proposed to be imposed upon each, the basis upon which the amount of the proposed fee or charge was calculated, the reason for the fee or charge, together with the date, time, and location of the public hearing on the proposed fee or charge. The notices, to be mailed, are to be delivered to the U.S. Post Office on or before September 27, 2024 .
. Section 3
The new proposed water rates are those shown in Exhibit A attached to this resolution . . Section 4
City staff is hereby authorized to set a public hearing to be held in the City Hall Council Chambers located at 938 Fresno St, Newman, CA on November 12, 2024 at 7:00pm or shortly thereafter, where, after a public hearing, a tabulation of all written protest votes will be made to determine if there was received a 50% plus 1 number of written protests. The protests will be tabulated in public view by the City Clerk or his designee.
,Section 5
For a protest vote to be considered valid, the protest must be mailed to P.O. Box 787, Newman, CA 95360 or delivered to the City of Newman City Clerk, 938 Fresno Street, Newman, CA 95360. Written protests must be received (not postmarked) by the City before or during the public hearing. Any protest submitted by e-mail or other electronic means will not be accepted. The protest must be signed by the property owner or tenant(s) and must include the assessor's parcel number(s) or street address( es) of the property for which the protest is being made. Only one written protest per identified parcel or property will be counted for purposes of determining whether there is a majority protest.

Section 6
Council authorizes a budget increase in the Water Operations fund in the amount of $4,000 for postage /mailing of the notices.

Section 7
This Resolution shall become effective immediately upon its adoption.

The foregoing resolution was introduced at a regular meeting of the City Council of the City of Newman held on the 1 Qth day of September, 2024 by Council Member , who moved its adoption, which motion was duly seconded and it was upon roll call carried and the resolution adopted by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:

Mike Maier, City Clerk
City Clerk of the City of Newman,
County of Stanislaus, State of California
APPROVED:

Casey Graham,
Mayor of the City of Newman,
County of Stanislaus, State of California

EXHIBIT A
Projected Six-Year Water Rate Schedule
Calculated Water Rates
Current New Rate Schedule implemented January
Fee Component Rates 2025 2026 2027 2028 2029 2030
Monthly Service Charge per Meter
5/8-inch $28.42 $32.24 $35 .19 $40.17 $43.85 $45.69 $47.63 3/4-inch $28.42 $32.24 $35.19 $40.17 $43.85 $45 .69 $47.63 I-inch $28.42 $32.24 $35 .19 $40.17 $43 .85 $45 .69 $47.63

1.5-inch $56.84 $64.48 $70.39 $80.33 $87.70 $91 .39 $95.25 2-inch $90.94 $103 .17 $112.62 $128.53 $140.31 $146.22 $152.40 3-inch $198.92 $225.69 $246.36 $281.16 $306.93 $319.86 $333.38 4-inch $341.01 $386.90 $422.33 $481.99 $526.17 $548.34 $571.51 6-inch $710.44 $806.04 $879.85 $1 ,004.15 $1 ,096.19 $1 ,142.37 $1 ,190.65 8-inch $1 ,023 .03 $1 , 160. 70 $1 ,266.98 $1 ,445.98 $1 ,578 .51 $1,645 .01 $1 ,714.54 10-inch $1 ,648.22 $1 ,870.02 $2,041.24 $2,329.63 $2,543.16 $2,650.30 $2,762.31 Monthly Water Meter Replacement Fee
5/8-inch $1.45 $2.73 $2.83 $2.93 $3 .03 $3.14 $3.25
3/4-inch $1.83 $3 .28 $3.40 $3 .52 $3 .64 $3.77 $3 .90
I-inch $2.45 $3.69 $3.82 $3 .95 $4.09 $4.24 $4.39

1.5-inch $5.36 $8.20 $8.49 $8.79 $9.10 $9.42 $9.75
2-inch $11. 73 $19.14 $19.81 $20.51 $21.24 $21.98 $22.76 3-inch $14.74 $24.61 $25.48 $26.37 $27.30 $28.26 $29.26 4-inch $21.43 $38.28 $39.63 $41 .03 $42.47 $43 .97 $45 .52 6-inch $51.55 $91.74 $94.97 $98.32 $101.78 $105 .37 $109.08 8-inch $63.03 $110.45 $114.34 $118.36 $122.53 $126.85 $131.32 10-inch $79.18 $137.79 $142.64 $147.67 $152.87 $158.26 $163.83 Use Charge per HCF
Non-Landscape $1.75 $2.08 $2.26 $2.59 $2.82 $2.93 $3 .06 Landscape $2.25 $2.49 $2.73 $3 .16 $3.42 $3 .53 $3 .69
*New rates are applied to the Jan-Feb billing cycle.

Honorable Mayor and Members
Of the Newman City Council
Agenda Item: 10.b.

City Council Meeting
of September 10, 2024

ADOPT A RESOLUTION OF CONCURRENCE AND ACCEPTANCE OF THE STANISLAUS HOME CONSORTIUM AND STANISLAUS URBAN COUNTY FY 2023-2024 CONSOLIDATED ANNUAL

PERFORMANCE EVALUATION REPORT (CAPER)
RECOMMENDATION:

Adopt Resolution No. 2024-, A Resolution Of Concurrence And Acceptance Of The Stanislaus HOME Consortium and Stanislaus Urban County FY 2023-2024 Consolidated Annual Performance Evaluation Report (CAPER).

BACKGROUND:

As required by the Department of Housing and Urban Development (HUD), the Stanislaus County Consortium that includes the Cities of Oakdale, Hughson, Patterson, Newman, Ceres, Waterford and Stanislaus County has prepared a Consolidated Annual Performance and Evaluation Report (CAPER) to document progress made in accomplishing goals set forth in the Consolidated Plan and Action Plan. The report includes the accomplishments of the individual jurisdictions participating in the Stanislaus County Community Development Block Grant Program (CDBG) Consortium also known as the Stanislaus Urban County for the FY 2023-2024. The need for a public hearing at each member City is no longer required; however, each city must present their respective CDBG accomplishments to their City Councils on an annual basis.

ANALYSIS:

The Draft CAPER has been made available to the public for review and the comment period which began on August 26, 2024 and ends, September 17, 2024. The Final CAPER is now before the City Council for recommendation of approval to the Stanislaus County Board of Supervisors. Upon approval by the Board of Supervisors, the CAPER will be submitted to HUD for final certification.

During the reporting period, the City continued with the planning and design of the Sunshine Area project and construction is tentatively scheduled to start in the Summer of 2025. The project consists of tree removal, sidewalk, curb, gutter street repair and overlay. These repairs are necessary due to severe damage by tree roots. The work will be performed on both sides of the 1900 block of Leslie Avenue, Sydney Avenue, Pine Street and Pine Court.

FISCAL IMP ACT:

Positive, the City of Newman was allocated $157,558 in FY 2023-2024.

CONCLUSION:

Staff recommends that the City Council Adopt Resolution No. 2024- , A Resolution Of Concurrence And Acceptance Of The Stanislaus County CDBG FY 2023-2024 Consolidated Annual Performance Evaluation Report (CAPER).

ATTACHMENTS:

1. Resolution No. 2024-, A Resolution Of Concurrence And Acceptance Of The Stanislaus HOME Consortium and Stanislaus Urban County FY 2023-2024 Consolidated Annual Performance Evaluation Report (CAPER).

2. Draft Stanislaus HOME Consortium and Stanislaus Urban County FY 2023-2024 Consolidated Annual Performance Evaluation Report (CAPER).

Respectfully submitted,
Michael Holland
City Manager
RESOLUTION NO. 2024-

A RESOLUTION OF THE CITY OF NEWMAN CITY COUNCIL CONCURRENCE AND

ACCEPTANCE OF THE STANISLAUS HOME CONSORTIUM AND STANISLAUS URBAN COUNTY FY 2023-2024 CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT (CAPER).

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 2023-2024; and,
WHEREAS, the Stanislaus County CDBG Consortium is required by HUD to prepare a Consolidated Annual Performance and Evaluation Report (CAPER) to document progress made in accomplishing goals set forth in the Consolidated Plan and Annual Action Plan; and, WHEREAS, the Draft CAPER was available during the public review period from August 16, 2024 to September 17, 2024 to allow the public the opportunity to review and provide comments prior to the public hearing by the Stanislaus County Board of Supervisors.

NOW, THEREFORE, BE IT RESOLVED that the Newman City Council adopts a Resolution of Concurrence and Acceptance Support of the Stanislaus HOME Consortium and Stanislaus Urban County FY 2023-2024 Consolidated Annual Performance and Evaluation Report (CAPER).

The foregoing resolution was introduced at a regular meeting of the City Council of the City of Newman held on the 10th day of September, 2024 by Council Member , who moved its adoption which motion was duly seconded and it was upon roll call carried and the resolution adopted by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:

Mike Maier,
City Clerk of the City of Newman,
County of Stanislaus, State of California
APPROVED:

Casey Graham,
Mayor of the City of Newman,
County of Stanislaus, State of California
Fiscal Year 2023-2024
Stanislaus HOME Consortium and Stanislaus Urban
County Consolidated Annual Performance
and Evaluation Report (CAPER)
for U.S. Housing and Urban Development
Entitlement Programs

DRAFT CAPER
OMB Control No: 2506-0117
August 2024
Prepared by:

Stanislaus County
Planning and Community
Development Department
1010 10th Street, Suite 3400
Modesto, CA 95354
1 STANISLAUS HOME CONSORTIUM AND STANISLAUS URBAN COUNTY FISCAL YEAR 2023-2024 CAPER
Stanislaus County
Chairman - Mani Grewal
Vice Chairman - Buck Condit
Supervisor Vito Chiesa
Supervisor Terry Withrow
Supervisor Channce Condit
City of Newman
Mayor Casey Graham
Councilmember Laroy McDonald
Councilmember Scott Ball
Councilmember Shane Tomlinson
City of Riverbank
Mayor Richard D. O'Brien
Vice Mayor Leanne Jones Cruz
Councilmember Luis Uribe
Councilmember Rachel Hernandez
Councilmember Darlene BarberMartinez
OMB Control No: 2506-0117
City of Ceres
Mayor Javier Lopez
Vice Mayor Bret Silveira
Councilmember James Casey
Councilmember Rosalinda L. Vierra
Councilmember Daniel A. Martinez
City of Oakdale
Mayor Cherilyn Bairos
Councilmember Christopher Smith
Councilmember Fred Smith
Councilmember Kayleigh Gilbert
Councilmember Bob Amaral
City of Waterford
Mayor Charlie Goeken
Vice Mayor Jill Kitchens
Councilmember Jamie Hilton
Councilmember Christine Harris
Councilmember Elizabeth Talbott

DRAFT CAPER
City of Hughson
Mayor George Carr
Mayor Pro Tern Randy Crooker
Council member Samuel Rush
Councilmember Julie Ann Strain
Councilmember Alan McFadon
City of Patterson
Mayor Michael Clauzel
Councilmember Shivaugn Alves
Councilmember Jessica Romero
Councilmember Dominic Farinha
Councilmember Carlos Roque
City of Turlock
Mayor Amy Bublak
Councilmember Kevin Bixel
Councilmember Rebecka Monez
Councilmember Cassandra Abram
Councilmember Pam Franco
2 TABLE OF CONTENTS
INTRODUCTION ............................................................................................................................................................. 5 CR-OS-GOALS AND OUTCOMES ................................................................................................................................... 7 Table 1 - Consolidated Plan Accomplishments - Program Year 4 and Strategic Plan to Date ......................... 9 CR-10 - RACIAL AND ETHNIC COMPOSITION OF FAMILIES ASSISTED .......................................................................... 11 Table 2 - Table of Assistance to Racial and Ethnic Populations by Source of Funds ..................................... 11 Table 2 A - Table of Assistance to Racial and Ethnic Populations by Source of Funds .................................. 12 CR-15 - RESOURCES AND INVESTMENTS 91.520(A) .................................................................................................... 13 Table 3 Resources Made Available ................................................................................................................ 13 Table 4 - Identify the Geographic Distribution and Location of Investments ............................................... 14 CR-20 - AFFORDABLE HOUSING 91.520(8) .................................................................................................................. 16 Table 5 - Number of Households ................................................................................................................... 16 Table 6 - Number of Households Supported ................................................................................................. 17 Table 7 - Number of Persons Served ............................................................................................................. 18 CR-25 - HOMELESS AND OTHER SPECIAL NEEDS 91.220(D, E); 91.320(D, E); 91.520(C) ............................................. 19 CR-30 - Public Housing 91.220(H); 91.320(J) ............................................................................................................... 24 CR-35 - OTHER ACTIONS 91.220(J)-(K); 91.320(1)-(J) ................................................................................................... 25 CR-40 - MONITORING 91.220 AND 91.230 .................................................................................................................. 29 CR-45 - CDBG 91.520(C) ............................................................................................................................................... 31 CR-50- HOME 24 91.520 (d) ....................................................................................................................................... 32 CR-58 - Section 3 ......................................................................................................................................................... 33 CR-60- ESG 91.520(G) (ESG RECIPIENTS ONLY) ........................................................................................................... 35 CR-65 - PERSONS ASSISTED ......................................................................................................................................... 38 Table 8 - Household Information for Homeless Prevention Activities .......................................................... 38 Table 9 - Household Information for Rapid Re-Housing Activities ................................................................ 38 Table 10 - Shelter Information ...................................................................................................................... 38 Table 11 - Household Information for Street Outreach ................................................................................ 39 DRAFT CAPER 3
OMB Control No: 2506-0117
Table12 - Household Information for Persons Served with ESG ................................................................... 39 Table 13 - Gender Information ...................................................................................................................... 39 Table 14 - Age Information ............................................................................................................................ 40 Table 15 - Special Population Served ............................................................................................................ 40 CR-70- ESG 91.520(G) - ASSISTANCE PROVIDED AND OUTCOMES ............................................................................ 41 Table 16 - Shelter Capacity ............................................................................................................................ 41 DRAFT CAPER 4
OMB Control No: 2506-0117
PROGRAM YEAR - 4
CONSOLIDATED PLAN 2020-2025
2023 -2024 STANISLAUS HOIVlE CONSORTIUIVl & STANISLAUS URBAN COUNTY

CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT

INTRODUCTION
The 2023-2024 Consolidated Annual Performance and Evaluation Report (CAPER) constitutes the fourth reporting period (the Fiscal Year covering July 1, 2023 to June 30, 2024) 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, 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 2023-2024, 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 2023-2024 were:

CDBG
ESG
Total:
$2,335,030
s 208,317
$2,543,347
OMB Control No: 2506-0117
DRAFT CAPER 5
The annual HUD Entitlement program funding allocated to the Stanislaus HOME Consortium in Fiscal Year 2023-2024 was:

HOME $1,708,364
Fiscal Year 2023-2024 was the first 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 ofTurlock to coordinate the programming of unallocated City ofTurlock/Stanislaus Urban County HOME Consortium funds (both the annual allocation and program income) held by the City of Turlock and bringing on a consultant to assist the County with program administration ofthe 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.

HU D's distribution plan for CDBG and ESG CARES Act funding included multiple rounds: an initial round (CVl) that would allow for quick access to funding necessary to address the immediate crisis resulting from the pandemic and rounds two and three, CV2 and CV3, that would support post-pandemic community recovery. Below are the amounts that the Stanislaus Urban County was awarded for round one CDBG (CVl) and ESG (CVl), round two ESG (CV2), and round three CDBG (CV3) funding:

CDBG Round One (CVl) Allocation:

CDBG Round Three (CV3) Allocation:

Total
ESG Round One (CVl) Allocation:

ESG Round Two (CV2) Allocation:

Total
$1,358,994
$1,432,755
$2,791,749
$ 683,103 (Original Award $698,717)
$3,292,823 (Original Award $3,891,785)
$3,975,926 (Original Award $4,590,502)*
*$614,576 in ESG CV funding was recaptured by HUD on March 16, 2022 - see discussion in Board Agenda Item 6.1 on September 12, 2023. Board Resolution 2023-0469 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
DRAFT CAPER 6
OMB Control No: 2506-0117
In Fiscal Year 2023-2024, 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 Coe 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 described in the CAPER. On average the local CoC area receives approximately $280,000 annually in CAESG 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.

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 (PSG) (CDBG-PSG) program, the Urban County set aside approximately 10% of its annual CDBG allocation for programs that provide services to low to moderateincome households (families or individuals). In Fiscal Year 2023-2024, a total of $233,503 in funding was awarded to nine 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 3,111 individuals received some form of service, CDBG PSG funded programs ranging from meals and shelter for lowincome households to emergency food assistance.

Throughout Fiscal Year 2023-2024, 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:

DRAFT CAPER 7
OMB Control No: 2506-0117
• 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
In Fiscal Year 2020 CDBG CVl and ESG CVl were awarded and in 2021 CDBG CV3 and ESG CV2, the second round of CARES funding, were awarded through a competitive grant application process. A total of 12 programs provided by eight service providers were funded CDBG CV funding and four activities by four service providers were funded ESG CV funds, including one shelter rehabilitation project. A total of 377 individuals were assisted with annual ESG funds and a total of 20 additional shelter beds were constructed with ESG CV funds. The outcomes for these CARES funded programs are included in the Fiscal Year 2023- 2024 CAPER.

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, goa! outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee's program year goals.
[Space below intentionally left blank.]
DRAFT CAPER 8
OMB Control No: 2506-0117
Consolidated Plan Accomplishments Strategic Plan to Date Program Year 4 Goal Category Source I Amount Indicator Unit of Expected Actual Percent Expected Actual Percent Measure Complete Complete
CDBG: $472,339
ESG: $15,623
Other- HOME: $170,836
Administration Administration CDBG CVl: $271,796 N/A N/A N/A N/A N/A N/A N/A N/A CDBG CV3: $286,551
ESG CVl: $54,257.28
ESG CV2: $343,335.32
Rapid Re-Housing Households 385 35 9% 10 0 Assisted 0%
Other- CDBG CVl: $1,087,198 Homeless Persons Persons
Community Emergency CDBG CV3: $1,146,204 Overnight Shelter Assisted 970 1,631 129.2% 300 377 125.6%
Emergency Response Program Assistance
ESG CVl: $628,846 Homeless Persons
ESG CV2: $2,838,825 Prevention Assisted 900 27 2.5 10 4 40% Other Other 4,361 6,230 97.4% 1,000 1,979 197.9%
Improve Public Non-Housing Infrastructure Households
Infrastructure Community CDBG: $1,862,691 Activities Assisted 7,500 1,061 14.1% 1,500 250 16.6% Development
CDBG Public Services: Public service
Homeless Non- $233,503 activities other than Persons
Provide Public Services Homeless Low/Moderate- 7,000 10,553 106.3% 3,000 3,111 103.7% Special Needs Income Housing Assisted
Benefit
Work to End and Homeless ESG: $192,694 Other Other
Prevent Homelessness 2,100 1,757 65.7% 305 377 123.6%
*Affordable Housing
Affordable HOME: $1,537,528 N/A N/A N/A N/A N/A N/A N/A N/A Housing
Table 1-Consolidated Plan Accomplishments - Program Year 4 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, 2023. All HOME Program funded projects, housing goals and related activities that were funded prior to June 30, 2023 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.

DRAFT CAPER 9
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 this past fiscal year:
• 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 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 contract for technical assistance in establishing program policies and procedures and development of a Request for Proposals (RFP) for housing development projects and services was executed and efforts are underway in establishing the program's administrative foundation.

The following service provider's expenditures and outcomes are reflected in the CAPER:

CDBG-PSG Program Funded Service Providers (Fiscal Year 2023-2024) Court Appointed Special Advocates of Stanislaus County - Direct Services Project Center for Human Services - Westside Family Resource Centers Supportive Services Children's Crisis Center of Stanislaus County - Guardian House Children's Crisis Center of Stanislaus County - Marsha's House Children's Crisis Center of Stanislaus County - Verda's House Haven Women's Center of Stanislaus-Haven Emergency Shelter Program United Samaritans Foundation - Daily Bread Mobile Lunch Program - Ceres/Keyes United Samaritans Foundation - Daily Bread Mobile Lunch Program - Hughson United Samaritans Foundation - Daily Bread Mobile Lunch Program - Westside 2022 ESG Program Funded Service Providers
Center for Human Services - Youth Low Barrier Shelter Program Community Housing and Shelter Services - Rental Assistance Program We Care Program -Turlock - Emergency Shelter Program
2023 ESG Program Funded Service Providers
Community Housing and Shelter Services - Rental Assistance Program We Care Program - Turlock - Emergency Shelter Program
CDBG CVl Program Funded Service Providers
Cambridge Academies - Enterprise Connection Program
Center for Human Services - Family Resource Center Concrete Support Children's Crisis Center - CDBG CARES Program
Family Promise of Greater Modesto - Rent/Utility Assistance Program

DRAFT CAPER
OMB Control No: 2506-0117
$25,944.77
$25,944.77
$25,944.77
$25,944.77
$25,944.77
$25,944.77
$25,944.77
$25,944.77
$25,944.77
$79,364
$90,000
$22,645
$88,010.40
$104,683.60
$201, 731.50
$201, 731.50
$170,691.50
$201, 731.50
10 Salvation Army - Red Shield - Feed the Need Program
United Samaritans Foundation - Employee Hazard Pay
CDBG CV3 Program Funded Service Providers
Cambridge Academies - HOST House Shelter Program
Cambridge Academies - Naomi's House Shelter Program
Center for Human Services - Family Resource Center Concrete Support Community Housing and Shelter Services - Rental Assistance Program Haven Women's Center of Stanislaus-Haven Emergency Shelter Program Salvation Army - Red Shield- Feed the Need Program
ESG CVl Program Funded Service Providers:

Community Housing and Shelter Services - Rental Assistance Family Promise of Greater Modesto - Shelter to Solutions We Care Program - Turlock - Emergency Shelter Program
ESG CV2 Program Funded Service Providers:

United Samaritans Foundation - Shelter Renovation Project We Care Program - Turlock - Emergency Shelter Program
$201, 731.50
$109,578.50
$200,000
$200,000
$200,000
$180,000
$166,204
$200,000
$244,615.34
$264,615.33
$119,615.33
$2,500,000
$338,824.86
As the Urban County's lead entity, county staff administratively supported all of the Urban County members on their paths towards meeting the goals identified by the community during the Con Plan process. 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.

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 Percentage ESG Percentage HOME Percentage White 2,765 88.87% 233 61.80% 0 N/A
Black or African American 130 0.41 29 7.69 0 N/A
Asian 52 1.6 5 1.32 0 N/A
American Indian or American 27 0.86 6 1.59 0 N/A Native Native Hawaiian or Other Pacific
9 0.28 2 0.53 0 N/A Islander
Other 128 4.11 102 27.05 0 N/A
Refused to Answer - - - - 0 N/A
Total 3,111 100 377 100 0 N/A
Hispanic 1,786 57.40 98 25.99 0 N/A
Not Hispanic 1,325 42.59 279 74 0 N/A
Table 2 - Table of Assistance to Racial and Ethnic Populations by Source of Funds DRAFT CAPER 11
OMB Control No: 2506-0117
Race/Ethnicity CDBGCV Percentage ESGCV Percentage
White 1,615 81.60% 233 62.46%
Black or African American 155 7.83 29 7.77
Asian 17 0.85 5 1.34
American Indian or American Native 23 1.16 6 1.60
Native Hawaiian or Other Pacific Islander 14 0.70 2 0.53 Other 155 7.83 98 26.27
Refused to Answer - - - -
Total 1,979 100 373 100
Hispanic 1,415 71.50 94 25.20
Not Hispanic 564 28.49 279 74.79
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 and the ESG programs for Fiscal Year 2023-2024 and is generated by the HUD CAPER template and the information reported reflects demographic information provided by participants and recorded in the HUD Integrated Disbursement and Information System (IDIS) reporting system.

Through CDBG-PSG funds there were several non-profits that addressed the needs of special populations in the Urban County. Of the total 3,111 individuals assisted, approximately 802 individuals with disabilities were assisted with emergency food, shelter, and/or utility assistance. Among the total assisted individuals, there were also 669 female head of households, 109 were veterans, 1,111 were seniors, 305 were domestic violence victims, and 996 were homeless. Of those assisted four were provided with homeless prevention services, 705 were provided case management, and 2,826 were provided emergency food assistance.

Through ESG funds there were 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. Throughout the fiscal year, ESG homeless prevention and rapid rehousing funds placed four homeless individuals into permanent housing with all four being stably housed by the end of the fiscal year. The ESG funded programs assisted a total of 377 individuals throughout 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.

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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 2023
CDBG $2,370,213 $898,058.55
ESG 2023 $207,577 $118,804.50
ESG 2022 $128,213 $128,213
HOME $1,537,528 0
CDBG CVl $1,358,994 $564,293.37
CDBG CV3 $1,432, 755 $678,945.20
ESG CVl $683,103.28 $683' 103. 28
ESG CV2 $3,182,160.18 $3,182,160.18
Table 3 - Resources Made Available

NARRATIVE
In Fiscal Year 2023-2024, the annual entitlement CDBG, HOME and ESG funding and CARES Act CDBG and ESG funding, in the amounts identified in Table 3- Resources Made Available, continued to provide much needed public services in the community and helped to alleviate the impact of COVID-19. 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 2023-2024, CDBG and ESG activities leveraged $5,539,532.21 and $1,459,484 respectively to support service delivery. There was no HOME funding expended in Fiscal Year 2023-2024 and there is no match or leveraged funding to report. [ Space below intentionally left blank. ]
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IDENTIFY THE GEOGRAPHIC DISTRIBUTION AND LOCATION OF INVESTMENTS --,
Target Area Planned Actual Percentage Narrative Description Percentage of of Allocation
Allocation
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, annual entitlement and CARES Act awards, are made available for use throughout the entire Urban County planning area. CDBG annual entitlement funding is also used to fund fair housing services throughout the Urban County.

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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 months of the beginning of each fiscal year. Unencumbered funds will be utilized by the 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.

Stanislaus County will retain an ongoing list of projects, developed from RFPs (to be released to 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
In Fiscal Year 2023-2024, CDBG and ESG activities leveraged $5,539,532 and $1,459,484 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 CARES Act CDBG and ESG funded service providers during the fiscal year, however, awarded agencies were still required to report the amounts were still provided to County staff.

Under the NSP program, the Urban County was provided funding to mitigate the negative effects of high foreclosure rates. The program design took foreclosed and vacant homes that were deteriorating due to neglect, and in turn rehabilitated the homes utilizing local workers and material suppliers. The homes were then resold to qualified first time homebuyers and the sales proceeds were retaine.d by the Urban County as Program Income (Pl); along with the future repayment of first-time down payment assistance provided by the NSP program. NSP Pl is available for housing development activities, including the Abandoned and Dangerous Buildings program.

Collectively, the leveraging of resources assists the Urban County in addressing its affordable housing and infrastructure needs; and to provide services to the most vulnerable of our community. [ Space below intentionally left blank. ]
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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 annual entitlement ESG program (federal and state), 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. County staff reviews quarterly ESG statistical tables, narratives, HMIS activity reports, request for funds forms, and budget printouts that identify the total funds used/requested by each grantee during that reporting period. County staff verifies and cross-references the information with 1015 on the quarterly budget activity reports. Monitoring visits are also scheduled quarterly by County staff for each grantee to ensure appropriate expenditure offunds.

As part of the ESG monitoring process invoices and accompanying receipts are reviewed for reimbursement eligibility.

The HOME Program requires that a contribution or match of no less than 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.

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 LOWINCOME, LOW-INCOME, 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 5 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 5 0
Table 5 - Number of Households
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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 5 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 5 0
Table 6 - Number of Households Supported

DISCUSS THE DIFFERENCE BETWEEN GOALS AND OUTCOMES AND PROBLEMS ENCOUNTERED IN MEETING THESE GOALS.

As the first year of the Stanislaus HOME Consortium, efforts were 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 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 ofTurlock. The RFP will be released in Fiscal Year 2024-2025 and will include the HOME allocations for 2023 and 2024.

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 several planning efforts are underway 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 high cost of developing affordable housing will remain a challenge in getting actual units developed in the volume needed.

New state funding, however, is becoming increasingly dependent on the state certification of jurisdictions (cities and counties) General Plan Housing Elements. During Fiscal Year 2023-2024, the members of the Stanislaus HOME Consortium and Urban County undertook a variety of activities associated with contracting with housing element consultants, preparing, circulating, and seeking state certification of their respective housing elements. In November 2023, Stanislaus County released the Housing Stanislaus report, an Initiative undertaken by the County in collaboration with the nine cities within Stanislaus County and held a Housing Summit focus to highlight the barriers and solutions to increasing housing development throughout Stanislaus County. The Summit included presentations by state and industry leaders in the areas of housing trusts and missing middle housing.

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With respect to HUD funding, there are simply not enough funds available from the yearly CDBG and HOME allocation or remaining NSP Pl 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 2024-2025 the HOME Consortium members will combine their 2023 and 2024 HOME allocations to solicit housing development projects through the RFP process.

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 CDBGActual Percentage HOME Actual Percentage Extremely Low-income 2,559 82% 0 0%
Low-income 549 17% 0 0%
Moderate-income 3 1% 0 0%
Total 3,111 100% 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 for Fiscal Year 2023-2024 is shown in CR- 65 Persons Served.

In Fiscal Year 2023-2024, 3,111 individuals received services from the five non-profit service providers awarded CDBG PSG funding and 1,979 individuals received services from the eight 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.

During Fiscal Year 2023-2024, a total of 58 clients with special needs were assisted in obtaining shelter services through ESG funded programs and a total of four individuals were assisted with ESG funds in finding affordable rental housing.
[ Space below intentionally left blank. ]
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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.

Throughout Fiscal Year 2023-2024, 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 continues to be actively involved is 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 2023-2024, ESG funding was provided to non-profit service providers to assist with Homeless Management Information System (HMIS) data entry. During the fiscal year, a total of 373 individuals were sheltered and four individuals obtained housing through ESG funded programs. All Stanislaus 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 in Fiscal Year 2023-2024 included the annual allocation and the continued expenditure of CA-ESG CARES Act funding used throughout Stanislaus County.

Activities undertaken in Fiscal Year 2023-2024 utilizing CA-ESG CARES Act funding included the final quarter (July 1, 2023 through September 30, 2023) of emergency shelter and street outreach activities, including a youth low barrier shelter with a navigation center that coordinates the needs of homeless and emancipated youth.

The following two programs were funded with CA-ESG CARES Act funding and provided services throughout Stanislaus County:
• Stanislaus County Behavioral Health and Recovery Services (BHRS) Community Program. Through a subcontract with Turning Point Community Program (TPCP), BHRS provided a comprehensive whole person approach program to assist individuals to access shelter in collaboration with the County's Access Center and Emergency Shelter (ACES) and other community homeless outreach partners. The program provides the following services for the homeless: rehabilitation support, case management, psychiatric medication outreach support services, employment and housing assistance, substance use linkage, intervention and supports, and other services and support critical to an individual's ability to access shelter placement. A total of 748 homeless individuals were assisted during the fiscal year.

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• Stanislaus County Probation Department's Community Assessment Response and Engagement (CARE) Team. The CARE Team facilitates the identification, assessment, and linkage of homeless clients to housing and supportive services. In addition, case managers broker access to services and community supports and ensure that each client is tracked throughout the entire engagement process for continuity of care. The program consists of an Outreach Coordinator, three case managers and a licensed nurse.

The case manager positions are filled by three Behavioral Health Specialists. The specialists link homeless clients to community resources and provide case management services. Their duties include linking homeless clients to a primary care physician to facilitate medical appointments and transportation to COVID-19 vaccination sites. They follow up with clients to ensure they receive up to two doses and booster vaccines, if eligible. In addition, they link clients to mental health services and medical services. They also provide support and advocacy for homeless clients, while ensuring they address their level of needs.

The nurse position is filled by a Public Health Nurse. The nurse provides COVID-19 vaccines to homeless individuals in the community, assists with educating the homeless population regarding COVID-19 transmission and prevention. The nurse also conducts rapid COVID-19 tests in the community and assists with contact tracing regarding homeless individuals. A total of 2,161 homeless individuals were assisted during the fiscal year.

The members of the Stanislaus HOME Consortium and Urban County, through its participation in the CSOC, continues to be engaged in homeless discharge coordination from health care facilities through 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 2023-2024, 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 number of the emergency shelter clients subsequently received rapid re-housing assistance and became stably housed.

The Stanislaus HOME Consortium and Urban County have been working in collaboration with the local CoC, currently recognized as the CSOC, for over 23 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, faith-based organizations, and over a dozen housing and supportive service providers.

The HMIS sub-committee of the CSOC, has 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 DRAFT CAPER 20
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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 prioritized based on trends of homeless populations within Stanislaus County.

The County was able to provide support through ESG CV funds to two shelter facilities, three shelter programs, and the rehabilitation of a shelter facility (We Care Program, Turlock) to provide an additional 20 beds, completed in Fiscal Year 2023-2024. In addition to adding beds, the We Care Program shelter project, also included rehabilitating the dining hall to provide overflow beds during excessive heat and cold weather and to allow the shelter to expand its services as a day navigation center.

In total, CA-ESG CV funds were used during the fiscal year to support operations and services to 11 shelter facilities.

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 182 bed, lowbarrier, 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 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 641 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 families at the Empire Cold Weather Family Shelter and has an existing contract with CHSS to DRAFT CAPER 21
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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 90 dwelling units used for farmworker housing from April to October each year. This project allows CSA to use 22 units during the months of November through March. In Fiscal Year 2023-2024 20 families and 77 individuals were served with case management services. Of the families served, 81% 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 23 units and a three-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 2023-2024, the FHF program, running at full capacity, served 42 families receiving case management services and employment services/employment connections.

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 one-stop 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.

Homeless Strategic Plan
The Stanislaus Homeless Alliance (SHA) and CSOC have collaborated to update the Plan to Address Homelessness in Stanislaus County, originally prepared in January 2019. In September 2020, the SHA and the CSOC each appointed three members to serve on a work group to spearhead the DRAFT CAPER 22
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effort. The updated plan, now referred to as the Homeless Strategic Plan, was approved by the CSOC on July 14, 2021 and aims to address the needs of people experiencing homelessness by enhancing community decision-making, supporting organizational and provider capacity, and improving systems coordination. A joint committee made up of members from the CSOC and the SHA has been formed to continue the examination of the plan and begin implementation of the goals outlined in the plan.

The facilities and efforts identified above are ongoing and form a critical piece of the homeless support foundation in Stanislaus County. The Stanislaus Urban County will continue to align its funding strategy with the broader efforts of the CSOC by supporting the service and shelter providers in their efforts to address the emergency shelter and transitional needs of homeless persons.

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.

Throughout Fiscal Year 2023-2024, 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.

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 Urban County partnered with CHSS, CHS, 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 Fiscal Year 2023-2024, ESG shelter, homeless prevention, and rapid re-housing funds placed 37 homeless individuals into permanent housing.

At the end of the fiscal year, four of those individuals were stably housed.

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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.

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) is the largest property manager of multi-family and single household public housing units for the lower income population of Stanislaus County. The SRHA also serves as the administrator of the Housing Authority of the City of Riverbank. The SRHA 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 2023 PHA Plan, the SRHA currently operates a combined total of 5,576 units (647 public housing units and 4,929 housing choice vouchers) as the SRHA and a combined total of 90 units (all public housing units) as the Housing Authority of the City of Riverbank. The Housing Authority of the City of Riverbank operates 60 units for seniors and 30 family units for low-income households.

Of 4,929 vouchers in Stanislaus County, 212 vouchers are specifically for homeless veterans (Veterans Affairs Supportive Housing [VASH] vouchers), 270 vouchers are specifically for reunifying families that are facing homelessness or living in substandard housing with children removed from the home, 380 are project-based vouchers, and 11 are project-based vouchers for a senior complex in the City of Patterson.

The SRHA 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.

The Stanislaus Regional Housing Authority (SRHA) has a Resident Advisory Board (RAB) which is comprised of Public Housing Authority (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. In addition, 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.

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CR-35 - OTHER ACTIONS 91.220(J)-(K); 91.320(1)-(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 strived 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.

In Fiscal Year 2023-2024, 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); and Local Early Action Planning (LEAP). Efforts undertaken with these funding sources included: a countywide initiative to build a shared vision and policy framework for housing in Stanislaus County (Housing Stanislaus), development of Accessory Dwelling Unit (ADU) templates, various housing related ordinance amendments (including ADU ordinances for compliance with state law), and the development and implementation of the state required 6th Cycle Housing Elements. Other HOME Consortium efforts aimed at increasing housing production include the construction of public sewer infrastructure, review of ADU development fees, and the continuation of owner-occupied housing rehabilitation programs which help to maintaining existing affordable housing stock.

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. The Stanislaus County Board of Supervisors adopted fiveyear plan for 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 underserved needs through community and program engagement. CDBG Public Service Grant (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 DRAFT CAPER 25
OMB Control No: 2506-0117
being addressed are reflective of the entire Urban County area and align with efforts being taken by other agencies throughout Stanislaus County.

For Fiscal Year 2023-2024, a total of $233,502 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 $25,000. A total of nine grants were awarded to non-profits to provide services such as: food assistance, emergency shelter, counseling, utility assistance, and tutoring to underserved areas and individuals. CDBG funding in the amount of $25,000 for fair housing services was awarded to Project Sentinel. Over 3,111 individuals received assistance through the CDBG-PSG funded service providers throughout Fiscal Year 2023-2024.

For Fiscal Year 2023-2024, a total of $192,694 in ESG funds were allocated based a competitive grant process. A total of 45% of the grants awarded went towards emergency shelter programs, 40% went toward homeless prevention and rapid re-housing program, 7.5% went towards funding data entry for the Homeless Management and Information System (HMIS), and the remaining 7.5% went to Stanislaus County for the administration of the ESG program. Over 377 homeless persons, or persons at-risk of becoming homeless, were assisted with overnight shelter, emergency food, and housing stability assistance throughout Fiscal Year 2023-2024.

In addition to the allocation of Fiscal Year 2023-2024 CDBG and ESG entitlement funding, the remaining Fiscal Year 2022-2023 ESG entitlement funding contracts along with CDBG CV, and ESG CV contracted funding were used to provide a variety of services aimed at meeting the needs of the underserved. 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 Fiscal Year 2023-2024, approximately 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 Fiscal Year 2023-2024, 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. As well as providing a portion of CDBG and ESG funding, through a competitive process, to eligible non-profits that have a proven track record of assisting the homeless on their path towards employment and permanent housing.

DRAFT CAPER 26
OMB Control No: 2506-0117
During Fiscal Year 2023-2024, the Urban County allocated a total of $233,502 in CDBG-PSG funds and $192,694 in ESG funds to non-profits for various programs aimed at assisting individuals and families experiencing homelessness or at risk of experiencing homelessness; and to assist low- and moderateincome individuals and families achieve self-sufficiency.

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 is 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.

During the Stanislaus Urban County's 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)
The Stanislaus HOME Consortium recognizes it cannot work alone in achieving the 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:

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.

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 DRAFT CAPER 27
OMB Control No: 2506-0117
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. During Fiscal Year 2023-2024, the Stanislaus HOME Consortium continued to 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 HU D'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 HOME Consortium members. 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) In Fiscal Year 2023-2024, Project Sentinel, as the Urban County's fair housing service provider, responded to a total of 319 calls for landlord/tenant mediation and fair housing information within the Urban County area . A total 5 of fair housing cases and 17 tenant/landlord cases were handled by the agency during the fiscal year. Additionally, Project Sentinel fielded 211 fair housing information and service referral calls, benefiting 934 residents. In addition to fair housing services, HUD entitlement jurisdictions are asked to report on any fair housing investigations that may be conducted during the year in the CAPER. 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 2023-2024.

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 and other funding resources that may be available to them. As a result, many organizations and nonprofits have not used HUD funds and other types of financial assistance. In Fiscal Year 2023-2024, 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 underserved needs of the community.

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 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 underserved communities.

DRAFT CAPER 28
OMB Control No: 2506-0117
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. During Fiscal Year 2023-2024, all workshops continued to be conducted online due to COVID-19 safety precautions and to allow for enhanced efficiencies in grantee attendance.

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.

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.

The County regularly monitors progress on activities to ensure compliance with program requirements for all non-profits awarded CDBG-PSG and ESG funds aimed at reducing and ending homelessness.

Funding and service agreements set clear performance measures, reporting procedures, timeliness, and budgets against which goals are measured. County staff regularly monitor compliance with contracting requirements and performance goals through the implementation and review of quarterly performance reports, reimbursement requests and desk and on-site monitoring. Due to ongoing COVID-19 precautions, on-site monitoring performed during the fiscal year remained limited and alternative methods, such as video conference calls in combination with desk audits, were utilized to verify and confirm that grant funds are and were used in an eligible and appropriate manner.

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.

Under the ESG program, 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 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 DRAFT CAPER 29
OMB Control No: 2506-0117
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.

CITliEN PARTICIPATION PLAN. 91.lOS(D); 91.115(0)
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:

Public comment period: August 16, 2024 to September 10, 2024. Written public comments must be submitted to the Stanislaus County Planning and Community Development Department by 4:30 p.m. on Tuesday, September 10, 2024. 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 5, 2024 Meeting Time: 12:00 PM
Meeting Location: 1010 10th Street, Basement Training Room, Modesto, CA 95354 Meeting Date: September 5, 2024 Meeting Time: 5:30 PM
Meeting Location: 1010 10th Street, Basement Training Room, Modesto, CA 95354

VIRTUAL MEETING OPTIONS
Meeting Date: September 4, 2024
Meeting Via Zoom
Location:

Meeting Time: 12:00 PM
Meeting Link: https://us06web.zoom.us/i/85154170533?pwd=2wAb5XzhVaJZDFaghD9omORbkHaY15.1 Meeting ID: Via Zoom
Join by Phone: +1669444 9171 US
Meeting ID: 851 5417 0533
OMB Control No: 2506-0117
Passcode: leGpQS
DRAFT CAPER 30
Meeting Date: September 4, 2024 Meeting Time: 5:30 PM
Meeting Location: Via loom
Meeting Link: https ://us06web .zoom. us/i/82876600667?pwd=N B8bxa KAS EZVb41 MgqS7MY6oyX6Zh w.1
Meeting ID: Via loom
Join by Phone: +1669444 9171 US
Meeting ID: 828 7660 0667
Meeting Date: September 7, 2024
Meeting Location: Via loom
Passcode: nMph4y
Meeting Time: 10:00 AM
Meeting Link: https://us06web.zoom.us/j/84359905634?pwd=LvpHp1FsCZFHcMQhpizU8EHOpUR6a hl
Meeting ID: Via loom
Join by Phone: + 1 669 444 9171 US
Meeting ID: 843 5990 5634 Passcode: PlzQOs
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 15-day public review period. The notice was published in both English and Spanish on August 14, 2024 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 10, 2024, at 9:00 a.m., at the County Administration Building, 1010 10th Street, Board Chambers, Modesto, CA 95354. Notice of the meeting and 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.

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 during Fiscal Year 2023-2024.

DRAFT CAPER 31
OMB Control No: 2506-0117
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No.

CR-SO - 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.

No inspection results to report this fiscal year. The new HOME Consortium has not funded any projects yet that require inspections.

An assessment of the jurisdiction's affirmative marketing actions for HOME units. 91.520 (e) and 92.351 (a )
No marketing actions to assess this fiscal year. No home funds have been used for activities requiring marketing actions. The County will review the marketing plans of HOME-funded projects to be sure that the developed units marketed and if needed continue to market to all diverse populations. The County will also request that project managers annually review their marketing plan and certify when changes are made.

Data on the amount and use of program income for projects, including the number of projects and owner and tenant characteristics?
Not applicable this fiscal year. 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 ) During Fiscal Year 2022-2023, the County's Department of Planning and Community Development and the Department of Behavioral Health and Recovery Services partnered with the SRHA and the City of Modesto on the development of the Central Valley Homes Development Project, an affordable housing project located in the City of Modesto. The project will be completed in Fiscal Year 2024-2025 and consists of 35 units that will be available to seniors and veterans and 15 units that will be made available to individuals in need of behavioral health supportive services. Permanent Local Housing Allocation funding allocated to Stanislaus County will be leveraged with the City's HOME and CDBG funds, along with No Place Like Home Program, Mental Health Services Act funds, and financing from Farmers and Merchants Bank.

DRAFT CAPER 32
OMB Control No: 2506-0117
CR-58 - Section 3
TOTAL LABOR HOURS:

CDBG HOME ESG
Total Number of Activities 4 0 0
Total Labor Hours 15,680 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 0 0 0 Housing.

Outreach efforts to generate job applicants who are Other 0 0 0 Funding Targeted Workers.

Direct, on-the job training (including apprenticeships). 0 0 0 Indirect training such as arranging for, contracting for, or paying 0 0 0 tuition for, off-site training.

Technical assistance to help Section 3 workers compete for jobs. 0 0 0 Outreach efforts to identify and secure bids from Section 3 4 0 0 business.

Technical assistance to help Section 3 businesses understand and 4 0 0 bid on contracts.

Division of contracts into smaller jobs to facilitate participation by 0 0 0 Section 3 businesses.

Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for 0 0 0 interviews, finding job opportunities, connecting residents to job placement services.

Held one or more job fairs. 0 0 0
Provided or connected residents with supportive services that can 0 0 0 provide direct services or referrals.

Assisted residents with finding child care. 0 0 0
Assisted residents to apply for or attend community college or a 0 0 0 4 year educational institution.

DRAFT CAPER 33
OMB Control No: 2506-0117
Provided or connected residents with supportive services that provide one or more of the following: work readiness health 0 0 0 screenings, interview clothing, uniforms, test fees, transportation.

Assisted residents to apply for or attend vocational/technical 0 0 0 training.

Assisted residents to obtain financial literacy training and/or 0 0 0 coaching.

Bonding assistance, guaranties or other efforts to support viable 0 0 0 bids from Section 3 businesses.

Provided or connected residents with training on computer use 0 0 0 or online technologies.

Promoting the use of a business registry designed to create 0 0 0 opportunities for disadvantaged and small businesses.

Outreach, engagement or referrals with the state one-stop system, as designed in Section 121 (e ) (2) of the Workforce 0 0 0 Innovation and Opportunity Act.

Other. 0 0 0

NARRATIVE
During the 2023-2024 the Urban County had three projects that reported hours as required by Section 3 regulations. The County's River Trunk Realignment - Gravity System Project, the City of Hughson's 2nd Street Infrastructure Improvement Project and the City of Waterford's Western Ave., Pecan Ave., and Dorsey Street Improvements Project. 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. ]
DRAFT CAPER 34
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 Turlock/Modesto/Stanislaus Coe assistance:

ESG Contact Name
Prefix: Ms.

First Name: Angela
Last Name: Freitas
ESG Contact Address
Street Address 101010th
1: Street
City: Modesto
Phone (209) 525-6330 Number:

Fax Number: (209) 525-5911
ESG Secondary Contact
Prefix: Ms.

First Name: Ana
Last Name: San Nicolas
Phone (209) 525-6330
Number:

Suffix: -
Middle Name: -
Title: Planning and Community
Development Director
Street Address 2: Suite 3400
State: CA Zip Code: 95354
Extension: -
Email Address: [email protected]
Suffix: -
Middle Name: -
Title: Deputy Director
Extension: -
Email: [email protected]

DRAFT CAPER
OMB Control No: 2506-0117
35 2. REPORTING PERIOD-ALL RECIPIENTS COMPLETE
Program Year Start Date
Program Year End Date
07/01/2023
06/30/2025

3. SUBRECIPIENT FORM - COMPLETE ONE FORM FOR EACH SUBRECIPIENT Fiscal Year 2023 ESG FUNDS
*Balance remaining as of June 30, 2024.

Subrecipient or Contractor Name: Stanislaus County -Administration City: Modesto State: CA
Zip Code: 95354-0859
Is subrecipient a victim services provider: No
DUNS Number: 073136772
Subrecipient Organization Type: Unit of Government
ESG Subgrant or Contract Award Amount: $15,623 (Administration) Subrecipient or Contractor Name: Community Housing and Shelter - Rapid Re-Housing Program
City: Modesto
Zip Code: 95354-3436
Is subrecipient a victim services provider: No
State: CA
DUNS Number: 835658782
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: $83,326 (Rapid Re-Housing) $4,683 (HMIS)
*$88,010.40
Subrecipient or Contractor Name: We Care Program -Turlock- Emergency Shelter Program
City: Turlock
Zip Code: 95380-5413
Is subrecipient a victim services provider: No
State: CA
DUNS Number: 179569772
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: $100,000 (Shelter) $4,683 (HMIS)
*$1,502.10
Reporting Period
Program Vear Start Date: 07 /01/2022
Program Vear end date: 06/30/2024
Fiscal year 2022 ESG Funds - Vear 2 Carry-Over
*Funds remaining.

DRAFT CAPER
OMB Control No: 2506-0117
36 Subrecipient or Contractor Name: Stanislaus County -Administration City: Modesto State: CA
Zip Code: 95354-0859 DUNS 073136772
Number:

Is subrecipient a victim services provider:

Subrecipient Organization Type:

ESG Subgrant or Contract Award Amount:

Subrecipient or Contractor Name:

City:

Zip Code:

Is subrecipient a victim services provider:

Subrecipient Organization Type:

ESG Subgrant or Contract Award Amount:

Subrecipient or Contractor Name:

No
Unit of Government
$15,568 (Administration)
*$0
Community Housing and Shelter Services - Rental
Assistance Program
Modesto
95354-3436
No
State:

DUNS
Number:

Other Non-Profit Organization
$90,000 (Homeless Prevention)
*$0
CA
835658782
Center for Human Services-Youth Low Barrier Shelter
City: Modesto
Zip Code: 95358-5413
State: CA
DUNS 179569772
Number:

Is subrecipient a victim services provider:

Subrecipient Organization Type:

ESG Subgrant or Contract Award Amount:

Subrecipient or Contractor Name:

City:

No
Other Non-Profit Organization
$73,078 (Shelter)
$6,286 (HMIS)
*$0
We Care Program - Turlock - Emergency Shelter
Program
Turlock State: CA
Zip Code: 95380-5413 DUNS 179569772
Number:

Is subrecipient a victim services provider:

Subrecipient Organization Type:

ESG Subgrant or Contract Award Amount:

No
Other Non-Profit Organization
$16,359 (Shelter)
$6,286 (HMIS)
*$0

DRAFT CAPER
OMB Control No: 2506-0117
37 CR-65 - PERSONS ASSISTED

4. PERSONS SERVED
4a. Complete for Homelessness Prevention activities.

Number of Persons Total Percentages
Adults 2 50%
Children 2 50%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 4 100%
Table 8 - Household Information for Homeless Prevention Activities 4b. Complete for Rapid Re-Housing activities
Number of Persons Total Percentages
Adults 0 -
Children 0 -
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 0 - Table 9 - Household Information for Rapid Re-Housing Activities 4c. Complete for Shelter
Number of Persons Total Percentages
Adults 373 100%
Children 0 -
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 373 100%
Table 10 - Shelter Information
[ Space below intentionally left blank. ]
DRAFT CAPER 38
OMB Control No: 2506-0117
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
4e. Totals for all Persons Served with ESG
Number of Persons Total Percentages
Adults 375 99.4%
Children 2 0.6%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 377 100
Table 12 - Household Information for Persons Served with ESG

5. GENDER-COMPLETE FOR ALL ACTIVITIES
Gender Total Percentages
Male 333 88.3%
Female 44 11.6%
Transgender 0 -
Don't Know/Refused/Other 0 -
Gender Non-Confirming Q -
Missing Information 0 -
Total 377 100
Table 13 - Gender Information
[ Space below intentionally left blank. ]
DRAFT CAPER 39
OMB Control No: 2506-0117

6. AGE-COMPLETE FOR ALL ACTIVITIES
Age Total Percentage
Under 18 2 0.5%
18-24 189 50.1%
25-61 173 45.8%
62 and Over 13 3.6%
Don't Know/Refused/Other 0 -
Missing Information 0 -
Total 377 100%
Table 14 - Age Information

7. SPECIAL POPULATIONS SERVED-COMPLETE FOR ALL ACTIVITIES Total Persons Served - Total Persons Served Total Persons Subpopulation Total Homeless Prevention - Rapid Re-Housing Served in Emergency Shelters
Veterans 9 0 0 9
Victims of Domestic Violence 91 1 0 92
Elderly 15 0 0 15
HIV/AIDS 2 0 0 2
Chronically Homeless 116 0 0 116
Persons with Disabilities:

Severely Mentally Ill 113 0 0 113
Chronic Substance Abuse 142 0 0 142
Other Disability 63 0 0 63
Table 15 - Special Population Served
DRAFT CAPER 40
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 26,572
Total Number of bed-nights provided 25,886
Capacity Utilization 97.4%
Table 16 - 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, 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.

DRAFT CAPER 41
OMB Control No: 2506-0117
Honorable Mayor and Members
of the Newman City Council
Agenda Item: 10.c.

City Council Meeting
of September 10, 2024

APPROVE OF USE OF DEVELOPMENT IMPACT FEES FOR INTERSECTION IMPROVEMENTS RECOMMENDATION:

It is recommended that the City Council authorize the City Manager to utilize up to $640,000 in development impact fees to reimburse the developer for improving the Highway 33-Merced Street intersection.

BACKGROUND:

In March 2024, the Planning Commission approved Site Plan Review 23-01 permitting a 3,800 SF fast-foot restaurant with drive-through service on the southeast comer of the intersection of"N" Street (Highway 33) and Merced Street. The subject property is currently developed with a commercial truck-scale business. Since the curb and gutters were installed several decades ago, they do not meet current City standards and must be replaced.

Furthermore, the curb return at the intersection is substandard and often requires large commercial trucks to travel outside their lane to tum onto eastbound Merced Street or from westbound Merced Street onto Highway 33. Lastly, the General Plan designates Merced Street (east of Highway 33) as a 4-lane arterial, which requires the roadway to be widened by five (5') feet. These improvements were included within the conditions of approval for the project.

ANALYSIS:

The City of Newman, like other municipalities, has adopted a development impact fee program to pay for certain improvements that are necessary to develop and/or expand infrastructure as the City grows over time. These fees are collected by the City at the building permit stage and used for projects identified within the program.

Intersection improvements at Highway 33 and Merced Street is one of the projects identified within the traffic impact fee program.

In order to improve the intersection to a width that accommodates safe truck turning movements, a 55' curb radius needs to be installed. However, the widening will trigger additional improvements including relocation of existing traffic signals that require larger support poles, replacement of the traffic signal controller, replacement of signal wiring and loop detectors, new curb ramps on the opposing comers of the intersection, and new crosswalk striping.

These improvements are estimated to cost $640K.

FISCAL IMPACT:
$640,000 from the development impact fee program (Fund 40). The current fund balance is $5.557M.

CONCLUSION:

The Highway 33 - Merced Street intersection needs to be widened to better accommodate truck turning movements.

The City collects a fee for these improvements as part of the traffic component of the City's development impact fee program. Therefore, staff recommends the City Council authorize the City Manager to utilize up to $640,000 in development impact fees to reimburse the developer for improving the Highway 33-Merced Street intersection.

Respectfully Submitted,
Michael Holland
City Manager