City Council and Concurrent Authorities
January 25, 2022

January 2021

EXHIBIT E

EXHIBIT 2
199

Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language

1. DISADVANTAGED BUSINESS ENTERPRISES (DBE)
The contractor, subrecipient or subcontractor shall take necessary and reasonable steps to ensure that DBEs have opportunity to participate in the contract (49 CFR 26). To ensure equal participation of DBEs provided in 49 CFR 26.5, the Agency shows a contract goal for DBEs. The prime contractor shall make work available to DBEs and select work parts consistent with available DBE subcontractors and suppliers.

The prime contractor shall meet the DBE goal shown elsewhere in these special provisions or demonstrate that they made adequate good faith efforts to meet this goal.

It is the prime contractor’s responsibility to verify that the DBE firm is certified as DBE at date of bid opening and document the record by printing out the California Unified Certification Program (CUCP) data for each DBE firm. A list of DBEs certified by the CUCP can be found here.

All DBE participation will count toward the California Department of Transportation’s federally mandated statewide overall DBE goal.

Credit for materials or supplies the prime contractor purchases from DBEs counts towards the goal in the following manner:
• 100 percent counts if the materials or supplies are obtained from a DBE manufacturer. • 60 percent counts if the materials or supplies are obtained from a DBE regular dealer. • Only fees, commissions, and charges for assistance in the procurement and delivery of materials or supplies count if obtained from a DBE that is neither a manufacturer nor regular dealer. 49 CFR

26.55 defines "manufacturer" and "regular dealer."
The prime contractor receives credit towards the goal if they employ a DBE trucking company that performs a commercially useful function as defined in 49 CFR 26.55(d)(1) as follows:
• The DBE must be responsible for the management and supervision of the entire trucking operation for which it is responsible on a particular contract, and there cannot be a contrived arrangement for the purpose of meeting DBE goals.
• The DBE must itself own and operate at least one fully licensed, insured, and operational truck used on the contract.
• The DBE receives credit for the total value of the transportation services it provides on the Contract using trucks it owns, insures, and operates using drivers it employs. • The DBE may lease trucks from another DBE firm, including an owner-operator who is certified as a DBE. The DBE who leases trucks from another DBE receives credit for the total value of the transportation services the lessee DBE provides on the Contract. • The DBE may lease trucks without drivers from a non-DBE truck leasing company. If the DBE leases trucks from a non-DBE truck leasing company and uses its own employees as drivers, it is entitled to credit for the total value of these hauling services. • A lease must indicate that the DBE has exclusive use of and control over the truck. This does not preclude the leased truck from working for others during the term of the lease with the consent of the DBE, so long as the lease gives the DBE absolute priority for use of the leased truck. Leased trucks must display the name and identification number of the DBE. a. Nondiscrimination Statement
The contractor, subrecipient or subcontractor will never exclude any person from participation in, deny any person the benefits of, or otherwise discriminate against anyone in connection with the award and performance of any contract covered by 49 CFR 26 on the basis of race, color, sex, or national origin. In administering the Local Agency components of the DBE Program Plan, the contractor, subrecipient or subcontractor will not, directly, or through contractual or other arrangements, use criteria or methods of administration that have the effect of defeating or substantially impairing accomplishment of the objectives of the DBE Program Plan with respect to individuals of a particular race, color, sex, or national origin.

January 2021

EXHIBIT E
https://dot.ca.gov/programs/civil-rights/dbe-search

EXHIBIT 2
200

Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
b. Contract Assurance
Under 49 CFR 26.13(b):

The contractor, subrecipient or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this contract. The contractor shall carry out applicable requirements of 49 CFR 26 in the award and administration of federal-aid contracts. Failure by the contractor to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy as the recipient deems appropriate, which may include, but is not limited to:
(1) Withholding monthly progress payments;
(2) Assessing sanctions;
(3) Liquidated damages; and/or
(4) Disqualifying the contractor from future bidding as non-responsible. c. Prompt Progress Payment
The prime contractor or subcontractor shall pay to any subcontractor, not later than seven days after receipt of each progress payment, unless otherwise agreed to in writing, the respective amounts allowed the contractor on account of the work performed by the subcontractors, to the extent of each subcontractor’s interest therein. In the event that there is a good faith dispute over all or any portion of the amount due on a progress payment from the prime contractor or subcontractor to a subcontractor, the prime contractor or subcontractor may withhold no more than 150 percent of the disputed amount. Any violation of this requirement shall constitute a cause for disciplinary action and shall subject the licensee to a penalty, payable to the subcontractor, of 2 percent of the amount due per month for every month that payment is not made.

In any action for the collection of funds wrongfully withheld, the prevailing party shall be entitled to his or her attorney’s fees and costs. The sanctions authorized under this requirement shall be separate from, and in addition to, all other remedies, either civil, administrative, or criminal. This clause applies to both DBE and non-DBE subcontractors.
d. Prompt Payment of Withheld Funds to Subcontractors
The Agency may hold retainage from the prime contractor and shall make prompt and regular incremental acceptances of portions, as determined by the Agency, of the contract work, and pay retainage to the prime contractor based on these acceptances. The Agency shall designate one of the methods below in the contract to ensure prompt and full payment of any retainage kept by the prime contractor or subcontractor to a subcontractor. The Agency shall include either Method 1, Method 2, or Method 3 below and delete the other two.

Method 1: No retainage will be held by the Agency from progress payments due to the prime contractor.

Prime contractors and subcontractors are prohibited from holding retainage from subcontractors. Any delay or postponement of payment may take place only for good cause and with the Agency’s prior written approval. Any violation of these provisions shall subject the violating contractor or subcontractor to the penalties, sanctions, and other remedies specified in Section 7108.5 of the California Business and Professions Code and Section 10262 of the California Public Contract Code. This requirement shall not be construed to limit or impair any contractual, administrative or judicial remedies, otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor, deficient subcontractor performance and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.

Method 2: No retainage will be held by the Agency from progress payments due to the prime contractor.

Any retainage kept by the prime contractor or by a subcontractor must be paid in full to the earning subcontractor within seven (7) days after the subcontractor’s work is satisfactorily completed. Any delay or postponement of payment may take place only for good cause and with the Agency’s prior written approval. Any violation of these provisions shall subject the violating contractor or subcontractor to the penalties, sanctions, and remedies specified in Section 7108.5 of the California Business and Professions Code and Section 10262 of the California Public Contract Code. This requirement shall not be construed to limit or impair any contractual, administrative or judicial remedies, otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor, deficient subcontractor performance and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.

January 2021

EXHIBIT E

EXHIBIT 2
201

Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
Method 3: The Agency shall hold retainage from the prime contractor and shall make prompt and regular incremental acceptances of portions, as determined by the Agency of the contract work and pay retainage to the prime contractor based on these acceptances. The prime contractor or subcontractor shall return all monies withheld in retention from all subcontractors within seven (7) days after receiving payment for work satisfactorily completed and accepted including incremental acceptances of portions of the contract work by the Agency. Any delay or postponement of payment may take place only for good cause and with the Agency’s prior written approval. Any violation of these provisions shall subject the violating prime contractor or subcontractor to the penalties, sanctions, and other remedies specified in Section 7108.5 of the California Business and Professions Code and Section 10262 of the California Public Contract Code. This requirement shall not be construed to limit or impair any contractual, administrative or judicial remedies otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor; deficient subcontractor performance and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.

Any violation of these provisions shall subject the violating prime contractor or subcontractor to the penalties, sanctions and other remedies specified therein. These requirements shall not be construed to limit or impair any contractual, administrative, or judicial remedies otherwise available to the prime contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the prime contractor, deficient subcontract performance, or noncompliance by a subcontractor. e. Termination and Substitution of DBE Subcontractors
The prime contractor shall utilize the specific DBEs listed to perform the work and supply the materials for which each is listed unless the contractor obtains the Agency’s written consent. The prime contractor shall not terminate or substitute a listed DBE for convenience and perform the work with their own forces or obtain materials from other sources without prior written authorization from the Agency. Unless the Agency’s prior written consent is provided, the contractor shall not be entitled to any payment for work or material unless it is performed or supplied by the listed DBE on the Exhibit 15-G Construction Contract DBE Commitment form, included in the Bid.

The Agency authorizes a request to use other forces or sources of materials if the bidder shows any of the following justifications:

1. Listed DBE fails or refuses to execute a written contract based on plans and specifications for the project.

2. The Local Agency stipulated that a bond is a condition of executing the subcontract and the listed DBE fails to meet the Local Agency’s bond requirements.

3. Work requires a contractor's license and listed DBE does not have a valid license under Contractors License Law.

4. Listed DBE fails or refuses to perform the work or furnish the listed materials (failing or refusing to perform is not an allowable reason to remove a DBE if the failure or refusal is a result of bad faith or discrimination).

5. Listed DBE's work is unsatisfactory and not in compliance with the contract.

6. Listed DBE is ineligible to work on the project because of suspension or debarment.

7. Listed DBE becomes bankrupt or insolvent.

8. Listed DBE voluntarily withdraws with written notice from the Contract

9. Listed DBE is ineligible to receive credit for the type of work required.

10. Listed DBE owner dies or becomes disabled resulting in the inability to perform the work on the Contract.

11. The Agency determines other documented good cause.

The prime contractor shall notify the original DBE of the intent to use other forces or material sources and provide the reasons, allowing the DBE 5 days to respond to the notice and advise the prime contractor and the Agency of the reasons why the use of other forces or sources of materials should not occur.

January 2021

EXHIBIT E

EXHIBIT 2
202

Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
The prime contractor’s request to use other forces or material sources must include:

1. One or more of the reasons listed in the preceding paragraph.

2. Notices from the prime contractor to the DBE regarding the request.

3. Notices from the DBEs to the prime contractor regarding the request.

If a listed DBE is terminated or substituted, the prime contractor must make good faith efforts to find another DBE to substitute for the original DBE. The substitute DBE must perform at least the same amount of work as the original DBE under the contract to the extent needed to meet or exceed the DBE goal. f. Commitment and Utilization
Note: In the Agency’s reports of DBE participation to Caltrans, the Agency must display both commitments and attainments.

The Agency’s DBE program must include a monitoring and enforcement mechanism to ensure that DBE commitments reconcile to DBE utilization.

The bidder shall submit the Exhibit 15-G Construction Contract DBE Commitment, included in the Bid book.

This exhibit is the bidder’s DBE commitment form. If the form is not submitted with the bid, the bidder must remove the form from the Bid book before submitting their bid.

The bidder shall complete and sign Exhibit 15-G Construction Contract DBE Commitment included in the contract documents regardless of whether DBE participation is reported. The bidder shall provide written confirmation from each DBE that the DBE is participating in the Contract. A copy of a DBE's quote serves as written confirmation. If a DBE is participating as a joint venture partner, the bidder shall submit a copy of the joint venture agreement.

If the DBE Commitment form, Exhibit 15-G, is not submitted with the bid, it must be completed and submitted by all bidders to the Agency within five (5) days of bid opening. If the bidder does not submit the DBE Commitment form within the specified time, the Agency will find the bidder’s bid nonresponsive.

The prime contractor shall use each DBE subcontractor as listed on Exhibit 12-B Bidder’s List of Subcontractors (DBE and Non-DBE), and Exhibit 15-G Construction Contract DBE Commitment form unless they receive authorization for a substitution.

The Agency shall request the prime contractor to:

1. Notify the Resident Engineer or Inspector of any changes to its anticipated DBE participation

2. Provide this notification before starting the affected work

3. Maintain records including:
• Name and business address of each 1st-tier subcontractor • Name and business address of each DBE subcontractor, DBE vendor, and DBEtrucking company, regardless of tier
• Date of payment and total amount paid to each business (see Exhibit 9-F Monthly Disadvantaged Business Enterprise Payment)
If the prime contractor is a DBE contractor, they shall include the date of work performed by their own forces and the corresponding value of the work.

Before the 15th of each month, the prime contractor shall submit a Monthly DBE Trucking Verification (LAPM Exhibit 16-Z1) form.

If a DBE is decertified before completing its work, the DBE must notify the prime contractor in writing of the decertification date. If a business becomes a certified DBE before completing its work, the business must notify the prime contractor in writing of the certification date. The prime contractor shall submit the notifications. Upon work completion, the prime contractor shall complete a Disadvantaged Business Enterprises (DBE) Certification Status Change, Exhibit 17-O, form and submit the form within 30 days of contract acceptance.

January 2021

EXHIBIT E

EXHIBIT 2
203

I
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
Upon work completion, the prime contractor shall complete Exhibit 17-F Final Report – Utilization of Disadvantaged Business Enterprises (DBE), First-Tier Subcontractors and submit it within 90 days of contract acceptance. The Agency will withhold $10,000 until the form is submitted. The Agency releases the withhold upon submission of the completed form.
g. DBE RUNNING TALL

Y OF ATTAINMENTS
After s
ubmitting an invoice for reimbursement that includes a payment to a DBE, but no later than the 10th of the following month, the prime contractor/consultant shall complete and email the Exhibit 9- F: Disadvantaged Business Enterprise Running Tally of Payments to [email protected] with a copy to the Agency.

2. BID OPENINGThe Agency publicly opens and reads bids at the time and place shown on the Notice to Contractors.

3. BID RIGGING The U.S. Department of Transportation (DOT) provides a toll-free hotline to report bid rigging activities. Use the hotline to report bid rigging, bidder collusion, and other fraudulent activities. The hotline number is (800) 424-9071. The service is available 24 hours 7 days a week and is confidential and anonymous. The hotline is part of the DOT's effort to identify and investigate highway construction contract fraud and abuse and is operated under the direction of the DOT Inspector General.

4. CONTRACT AWARD If the Agency awards the contract, the award is made to the lowest responsible and responsive bidder.

5. CONTRACTOR LICENSE
The Contractor must be properly licensed as a contractor from contract award through Contract acceptance (Public Contract Code § 10164).

6. CHANGED CONDITIONS
a. Differing Site Conditions

1. During the progress of the work, if subsurface or latent physical conditions are encountered at the site differing materially from those indicated in the contract or if unknown physical conditions of an unusual nature, differing materially from those ordinarily encountered and generally recognized as inherent in the work provided for in the contract, are encountered at the site, the party discovering such conditions shall promptly notify the other party in writing of the specific differing conditions before the site is disturbed and before the affected work is performed.

2. Upon written notification, the engineer will investigate the conditions, and if it is determined that the conditions materially differ and cause an increase or decrease in the cost or time required for the performance of any work under the contract, an adjustment, excluding anticipated profits, will be made and the contract modified in writing accordingly. The engineer will notify the contractor of the determination whether or not an adjustment of the contract is warranted.

3. No contract adjustment which results in a benefit to the contractor will be allowed unless the contractor has provided the required written notice.

4. No contract adjustment will be allowed under this clause for any effects caused on unchanged work. (This provision may be omitted by the Local Agency, at their option.) b. Suspensions of Work Ordered by the Engineer

1. If the performance of all or any portion of the work is suspended or delayed by the engineer in writing for an unreasonable period of time (not originally anticipated, customary, or inherent to the construction industry) and the contractor believes that additional compensation and/or contract time is due as a result of such suspension or delay, the contractor shall submit to the engineer in writing a request for adjustment within 7 calendar days of receipt of the notice to resume work. The request shall set forth the reasons and support for such adjustment.

2. Upon receipt, the engineer will evaluate the contractor's request. If the engineer agrees that the cost and/or time required for the performance of the contract has increased as a result of such suspension and the suspension was caused by conditions beyond the control of and not the fault of the contractor, its suppliers, or subcontractors at any approved tier, and not caused by weather, the engineer will make an adjustment (excluding profit) and modify the contract in

January 2021

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
writing accordingly. The contractor will be notified of the engineer's determination whether or not an adjustment of the contract is warranted.

3. No contract adjustment will be allowed unless the contractor has submitted the request for adjustment within the time prescribed.

4. No contract adjustment will be allowed under this clause to the extent that performance would have been suspended or delayed by any other cause, or for which an adjustment is provided or excluded under any other term or condition of this contract. c. Significant Changes in the Character of Work

1. The engineer reserves the right to make, in writing, at any time during the work, such changes in quantities and such alterations in the work as are necessary to satisfactorily complete the project.

Such changes in quantities and alterations shall not invalidate the contract nor release the surety, and the contractor agrees to perform the work as altered.

2. If the alterations or changes in quantities significantly change the character of the work under the contract, whether such alterations or changes are in themselves significant changes to the character of the work or by affecting other work cause such other work to become significantly different in character, an adjustment, excluding anticipated profit, will be made to the contract.

The basis for the adjustment shall be agreed upon prior to the performance of the work. If a basis cannot be agreed upon, then an adjustment will be made either for or against the contractor in such amount as the engineer may determine to be fair andequitable.

3. If the alterations or changes in quantities do not significantly change the character of the work to be performed under the contract, the altered work will be paid for as provided elsewhere in the contract.

4. The term “significant change” shall be construed to apply only to the following circumstances:
• When the character of the work as altered differs materially in kind or nature from that involved or included in the original proposed construction; or • When a major item of work, as defined elsewhere in the contract, is increased in excess of 125 percent or decreased below 75 percent of the original contract quantity. Any allowance for an increase in quantity shall apply only to that portion in excess of 125 percent of original contract item quantity, or in case of a decrease below 75 percent, to the actual amount of work performed.

7. BEGINNING OF WORK, TIME OF COMPLETION AND LIQUIDATED DAMAGES The Contractor shall begin work within 15 calendar days after the issuance of the Notice to Proceed.

This work shall be diligently prosecuted to completion before the expiration of WORKING DAYS beginning on the fifteenth calendar day after the date shown on the Notice to Proceed.

The Contractor shall pay to the City/County the sum of $ per day, for each and every calendar days’ delay in finishing the work in excess of the number of working days prescribed above.

8. BUY AMERICA
Furnish steel and iron materials to be incorporated into the work with certificates of compliance and certified mill test reports. Mill test reports must indicate where the steel and iron were melted and manufactured. Steel and iron materials must be produced in the U.S. except:

1. Foreign pig iron and processed, pelletized, and reduced iron ore may be used in the domestic production of the steel and iron materials [60 Fed Reg 15478 (03/24/1995)];

2. If the total combined cost of the materials does not exceed the greater of 0.1 percent of the total bid or $2,500, materials produced outside the U.S. may be used.

Production includes:

January 2021

EXHIBIT E

EXHIBIT 2
205

Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language

1. Processing steel and iron materials, including smelting or other processes that alter the physical form or shape (such as rolling, extruding, machining, bending, grinding, and drilling) or chemical composition;

2. Coating application, including epoxy coating, galvanizing, and painting, that protects or enhances the value of steel and iron materials.

9. QUALITY ASSURANCE
The Local Agency uses a Quality Assurance Program (QAP) to ensure a material is produced to comply with the Contract. The Local Agency may examine the records and reports of tests the prime contractor performs if they are available at the job site. Schedule work to allow time for QAP.

10. PROMPT PAYMENT FROM THE AGENCY TO THE CONTRACTORS
The Agency shall make any progress payment within 30 days after receipt of an undisputed and properly submitted payment request from a contractor on a construction contract. If the Agency fails to pay promptly, the Agency shall pay interest to the contractor, which accrues at the rate of 10 percent per annum on the principal amount of a money judgment remaining unsatisfied. Upon receipt of a payment request, the Agency shall act in accordance with both of the following:

1. Each payment request shall be reviewed by the Agency as soon as practicable after receipt for the purpose of determining that it is a proper payment request.

2. Any payment request determined not to be a proper payment request suitable for payment shall be returned to the contractor as soon as practicable, but not later than seven (7) days, after receipt. A request returned pursuant to this paragraph shall be accompanied by a document setting forth in writing the reasons why the payment request is not proper.

11. FORM FHWA-1273 REQUIRED CONTRACT PROVISIONS FEDERAL-AID CONTRACTS (Excluding ATTACHMENT A - EMPLOYMENT AND MATERIALS PREFERENCE FOR APPALACHIAN

DEVELOPMENT HIGHWAY SYSTEM OR APPALACHIAN LOCAL ACCESS ROAD CONTRACTS) [The following 12 pages must be physically inserted into the contract without modification.]

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
FHWA-1273 -- Revised May 1, 2012

REQUIRED CONTRACT

PROVISIONS FEDERAL-AID

CONSTRUCTION CONTRACTS

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207

Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
I. General
II. Nondiscrimination
III. No segregated Facilities
IV. Davis-Bacon and Related Act Provisions
V. Contract Work Hours and Safety Standards Act Provisions VI. Subletting or Assigning the Contract
VII. Safety: Accident Prevention
VIII. False Statements Concerning Highway Projects
IX. Implementation of Clean Air Act and Federal Water Pollution Control Act
X. Compliance with Government wide Suspension and Debarment Requirements
XI. Certification Regarding Use of Contract Funds for Lobbying

ATTACHMENTS
A. Employment and Materials Preference for Appalachian Development Highway System or Appalachian Local Access Road Contracts (included in Appalachian contracts only)
I. GENERAL

1. Form FHWA-1273 must be physically incorporated in each construction contract funded under Title 23 (excluding emergency contracts solely intended for debris removal). The contractor (or subcontractor) must insert this form in each subcontract and further require its inclusion in all lower tier subcontracts (excluding purchase orders, rental agreements and other agreements for supplies or services).

The applicable requirements of Form FHWA-1273 are incorporated by reference for work done under any purchase order, rental agreement or agreement for other services. The prime contractor shall be responsible for compliance by any subcontractor, lower-tier subcontractor or service provider.

Form FHWA-1273 must be included in all Federal-aid design-build contracts, in all subcontracts and in lower tier subcontracts (excluding subcontracts for design services, purchase orders, rental agreements and other agreements for supplies or services). The design-builder shall be responsible for compliance by any subcontractor, lower-tier subcontractor or service provider.

Contracting agencies may reference Form FHWA-1273 in bid proposal or request for proposal documents, however, the Form FHWA-1273 must be physically incorporated (not referenced) in all contracts, subcontracts and lower-tier subcontracts (excluding purchase orders, rental agreements and other agreements for supplies or services related to a construction contract).

2. Subject to the applicability criteria noted in the following sections, these contract provisions shall apply to all work performed on the contract by the contractor's own organization and with the assistance of workers under the contractor's immediate superintendence and to all work performed on the contract by piecework, station work, or by subcontract.

3. A breach of any of the stipulations contained in these Required Contract Provisions may be sufficient grounds for withholding of progress payments, withholding of final payment, termination of the contract, suspension / debarment or any other action determined to be appropriate by the contracting agency and FHWA.

4. Selection of Labor: During the performance of this contract, the contractor shall not use convict labor for any purpose within the limits of a construction project on a Federal-aid highway unless it is labor performed by convicts who are on parole, supervised release, or probation. The term Federal-aid highway does not include roadways functionally classified as local roads or rural minor collectors.

II. NONDISCRIMINATION
The provisions of this section related to 23 CFR Part 230 are applicable to all Federal-aid construction contracts and to all related construction subcontracts of $10,000 or more. The provisions of 23 CFR Part 230 are not applicable to material supply, engineering, or architectural service contracts.

In addition, the contractor and all subcontractors must comply with the following policies: Executive Order 11246, 41 CFR 60, 29 CFR 1625- 1627, Title 23 USC Section 140, the Rehabilitation Act of 1973, as amended (29 USC 794), Title VI of the Civil Rights Act of 1964, as amended, and related regulations including 49 CFR Parts 21, 26 and 27; and 23 CFR Parts 200, 230, and 633.

The contractor and all subcontractors must comply with: the requirements of the Equal Opportunity Clause in 41 CFR 60-1.4(b) and, for all construction contracts exceeding $10,000, the Standard Federal Equal Employment Opportunity Construction Contract Specifications in 41 CFR 60-4.3.

Note: The U.S. Department of Labor has exclusive authority to determine compliance with Executive Order 11246 and the policies of the Secretary of Labor including 41 CFR 60, and 29 CFR 1625-1627.

The contracting agency and the FHWA have the authority and the responsibility to ensure compliance with Title 23 USC Section 140, the Rehabilitation Act of 1973, as amended (29 USC 794), and Title VI of the Civil Rights Act of 1964, as amended, and related regulations including 49 CFR Parts 21, 26 and 27; and 23 CFR Parts 200, 230, and 633.

The following provision is adopted from 23 CFR 230, Appendix A, with appropriate revisions to conform to the U.S. Department of Labor (US DOL) and FHWA requirements.

1. Equal Employment Opportunity: Equal employment opportunity (EEO) requirements not to discriminate and to take affirmative action to assure equal opportunity as set forth under laws, executive orders, rules, regulations (28 CFR 35, 29 CFR 1630, 29 CFR 1625-1627, 41 CFR 60 and 49 CFR 27) and orders of the Secretary of Labor as modified by the provisions prescribed herein, and imposed pursuant to 23 U.S.C. 140 shall constitute the EEO and specific affirmative action standards for the contractor's project activities under this contract. The provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) set forth under 28 CFR 35 and 29 CFR 1630 are incorporated by reference in this contract. In the execution of this contract, the contractor agrees to comply with the following minimum specific requirement activities of EEO:
a. The contractor will work with the contracting agency and the Federal Government to ensure that it has made every good faith effort to provide equal opportunity with respect to all of its terms and conditions of employment and in their review of activities under the contract.
b. The contractor will accept as its operating policy thefollowing statement:
"It is the policy of this Company to assure that applicants are employed, and that employees are treated during employment, without regard to their race, religion, sex, color, national origin, age or disability. Such action shall include: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship, pre-apprenticeship, and/or on-the-job training." FHWA-1273 -- Revised May 1, 2012

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language

2. EEO Officer: The contractor will designate and make known to the contracting officers and EEO Officer who will have the responsibility for and must be capable of effectively administering and promoting and active EEO program and who must be assigned adequate authority and responsibility to do so.

3. Dissemination of Policy: All members of the contractor's staff who are authorized to hire, supervise, promote, and discharge employees, or who recommend such action, or who are
substantially involved in such action, will be made fully cognizant of, and will implement, the contractor's EEO policy and contractual responsibilities to provide EEO in each grade and classification of employment. To ensure that the above agreement will be met, the following actions will be taken as a minimum:
a. Periodic meetings of supervisory and personnel office employees will be conducted before the start of work and then not less often than once every six months, at which time the contractor's EEO policy and its implementation will bereviewed and explained. The meetings will be conducted by the EEO Officer.
b. All new supervisory or personnel office employees will be given a thorough indoctrination by the EEO Officer, covering all major aspects of the contractor's EEO obligations within thirty days following their reporting for duty with the contractor. c. All personnel who are engaged in direct recruitment for the project will be instructed by the EEO Officer in the contractor's procedures for locating and hiring minorities and women. d. Notices and posters setting forth the contractor's EEO policy will be placed in areas readily accessible to employees, applicants for employment and potential employees.
e. The contractor's EEO policy and the procedures to implement such policy will be brought to the attention of employees by means of meetings, employee handbooks, or other appropriate means.

4. Recruitment: When advertising for employees, the contractor will include in all advertisements for employees the notation: "An Equal Opportunity Employer." All such advertisements will be placed in publications having a large circulation among minorities and women in the area from which the project work force would normally be derived.
a. The contractor will, unless precluded by a valid bargaining agreement, conduct systematic and direct recruitment through public and private employee referral sources likely to yield qualified minorities and women. To meet this requirement, the contractor will identify sources of potential minority group employees, and establish with such identified sources
procedures whereby minority and women applicants may be referred to the contractor for employment consideration. b. In the event the contractor has a valid bargaining agreement providing for exclusive hiring hall referrals, the contractor is expected to observe the provisions of that agreement to the extent that the system meets the contractor's compliance with EEO contract provisions. Where implementation of such an agreement has the effect of discriminating against minorities or women, or obligates the contractor to do the same, such implementation violates Federal nondiscrimination provisions. c. The contractor will encourage its present employees to refer minorities and women as applicants for employment.

Information and procedures with regard to referring such applicants will be discussed with employees.

5. Personnel Actions: Wages, working conditions, and employee benefits shall be established and administered, and personnel actions of every type, including hiring, upgrading, promotion, transfer, demotion, layoff, and termination, shall be taken without regard to race, color, religion, sex, national origin, age or disability.

The following procedures shall be followed:
a. The contractor will conduct periodic inspections of project sites to insure that working conditions and employee facilities do not indicate discriminatory treatment of project site personnel. b. The contractor will periodically evaluate the spread of wagespaid within each classification to determine any evidence of discriminatory wage practices.
c. The contractor will periodically review selected personnel actions in depth to determine whether there is evidence ofdiscrimination.

Where evidence is found, the contractor will promptly take corrective action. If the review indicates that the discrimination may extend beyond the actions reviewed, such corrective action shall include all affected persons.
d. The contractor will promptly investigate all complaints of alleged discrimination made to the contractor in connection with its obligations under this contract, will attempt to resolve such complaints, and will take appropriate corrective action within a reasonable time. If the investigation indicates that the discrimination may affect persons other than the complainant, such corrective action shall include such other persons. Upon completion of each investigation, the contractor will inform every complainant of all of their avenues of appeal.

6. Training and Promotion:
a. The contractor will assist in locating, qualifying, and increasing the skills of minorities and women who are applicants for employment or current employees. Such efforts should be aimed at developing full journey level status employees in the type of trade or job classification involved.
b. Consistent with the contractor's work force requirements and as permissible under Federal and State regulations, the contractor shall make full use of training programs, i.e., apprenticeship, and on-the-job training programs for the geographical area of contract performance. In the event a special provision for training is provided under this contract, this subparagraph will be superseded as indicated in the special provision. The contracting agency may reserve training positions for persons who receive welfare assistance in accordance with 23 U.S.C. 140(a). c. The contractor will advise employees and applicants for employment of available training programs and entrance
requirements for each.
d.

The contractor will periodically review the training andpromotion potential of employees who are minorities and women and will encourage eligible employees to apply for such training and promotion.

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Required Federal-Aid Contract Language

7. Unions: If the contractor relies in whole or in part upon unions as a source of employees, the contractor will use good faith efforts to obtain the cooperation of such unions to increase opportunities for minorities and women. Actions by the contractor, either directly or through a contractor's association acting as agent, will include the procedures set forth below:
a. The contractor will use good faith efforts to develop, in cooperation with the unions, joint training programs aimed toward qualifying more minorities and women for membership in the unions and increasing the skills of minorities and women so that they may qualify for higher paying employment.
b. The contractor will use good faith efforts to incorporate an EEO clause into each union agreement to the end that such union will be contractually bound to refer applicants without regard to their race, color, religion, sex, national origin, age or disability. c. The contractor is to obtain information as to the referral practices and policies of the labor union except that to the extent such information is within the exclusive possession of the labor union and such labor union refuses to furnish such information to the contractor, the contractor shall so certify to the contracting agency and shall set forth what efforts have been made to obtain such information.
d. In the event the union is unable to provide the contractor with a reasonable flow of referrals within the time limit set forth in the collective bargaining agreement, the contractor will, through independent recruitment efforts, fill the employment vacancies without regard to race, color, religion, sex, national origin, age or disability; making full efforts to obtain qualified and/or qualifiable minorities and women. The failure of a union to provide sufficient referrals (even though it is obligated to provide exclusive referrals under the terms of a collective bargaining agreement) does not relieve the contractor from the requirements of this paragraph. In the event the union referral practice prevents the contractor from meeting the obligations pursuant to Executive Order 11246, as amended, and these special provisions, such contractor shall immediately notify the contracting agency.

8. Reasonable Accommodation for Applicants / Employees
with Disabilities: The contractor must be familiar with the requirements for and comply with the Americans with Disabilities Act and all rules and regulations established there under.

Employers must provide reasonable accommodation in all
employment activities unless to do so would cause an undue hardship.

9. Selection of Subcontractors, Procurement of Materials and Leasing of Equipment: The contractor shall not discriminate on the grounds of race, color, religion, sex, national origin, age or disability in the selection and retention of subcontractors, including procurement of materials and leases of equipment. The contractor shall take all necessary and reasonable steps to ensure nondiscrimination in the administration of this contract. a. The contractor shall notify all potential subcontractors and suppliers and lessors of their EEO obligations under this contract. b. The contractor will use good faith efforts to ensure subcontractor compliance with their EEO obligations.

FHWA-1273 -- Revised May 1, 2012

10. Assurance Required by 49 CFR 26.13(b):
a. The requirements of 49 CFR Part 26 and the State DOT’s U.S.

DOT-approved DBE program are incorporated by reference. b. The contractor or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this contract. The contractor shall carry out applicable requirements of 49 CFR Part 26 in the award and administration of DOT-assisted contracts. Failure by the contractor to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy as the contracting agency deems appropriate.

11. Records and Reports: The contractor shall keep such records as necessary to document compliance with the EEO requirements.

Such records shall be retained for a period of three years following the date of the final payment to the contractor for all contract work and shall be available at reasonable times and places for inspection by authorized representatives of the contracting agency and the FHWA.
a. The records kept by the contractor shall document the following:
(1) The number and work hours of minority and non-minority group members and women employed in each work classification on the project;
(2) The progress and efforts being made in cooperation with unions, when applicable, to increase employment opportunities for minorities and women; and
(3) The progress and efforts being made in locating, hiring, training, qualifying, and upgrading minorities and women.
b. The contractors and subcontractors will submit an annual report to the contracting agency each July for the duration of the project, indicating the number of minority, women, and non- minority group employees currently engaged in each work classification required by the contract work. This information is to be reported on Form FHWA-1391. The staffing data should represent the project work force on board in all or any part of the last payroll period preceding the end of July. If on-the-job training is being required by special provision, the contractor will be required to collect and report training data. The employment data should reflect the work force on board during all or any part of the last payroll period preceding the end of July.

III. NONSEGREGATED FACILITIES
This provision is applicable to all Federal-aid construction contracts and to all related construction subcontracts of $10,000 or more.

The contractor must ensure that facilities provided for employees are provided in such a manner that segregation on the basis of race, color, religion, sex, or national origin cannot result. The contractor may neither require such segregated use by written or oral policies nor tolerate such use by employee custom. The contractor's obligation extends further to ensure that its employees are not assigned to perform their services at any location, under the contractor's control, where the facilities are segregated. The term "facilities" includes waiting rooms, work areas, restaurants and other eating areas, time clocks, restrooms, washrooms, locker rooms, and other storage or dressing areas, parking lots, drinking fountains, recreation or entertainment areas, transportation, and housing provided for employees. The contractor shall provide separate or single-user restrooms and necessary dressing or sleeping areas to assure privacy between sexes.

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
IV. DAVIS-BACON AND RELATED ACT PROVISIONS
This section is applicable to all Federal-aid construction projects exceeding $2,000 and to all related subcontracts and lower-tier subcontracts (regardless of subcontract size). The requirements apply to all projects located within the right-of-way of a roadway that is functionally classified as Federal-aid highway. This excludes roadways functionally classified as local roads or rural minor collectors, which are exempt. Contracting agencies may elect to apply these requirements to other projects.

The following provisions are from the U.S. Department of Labor regulations in 29 CFR 5.5 “Contract provisions and related matters” with minor revisions to conform to the FHWA-1273 format and FHWA program requirements.

1. Minimum wages
a. All laborers and mechanics employed or working upon the site of the work, will be paid unconditionally and not less often than once a week, and without subsequent deduction or rebate on any account (except such payroll deductions as are permitted by regulations issued by the Secretary of Labor under the Copeland Act (29 CFR part 3)), the full amount of wages and bona fide fringe benefits (or cash equivalents thereof) due at time of payment computed at rates not less than those contained in the wage determination of the Secretary of Labor which is attached hereto and made a part hereof, regardless of any contractual relationship which may be alleged to exist between the contractor and such laborers and mechanics.

Contributions made or costs reasonably anticipated for bona fide fringe benefits under section 1(b)(2) of the Davis-Bacon Act on behalf of laborers or mechanics are considered wages paid to such laborers or mechanics, subject to the provisions of paragraph 1.d. of this section; also, regular contributions made or costs incurred for more than a weekly period (but not less often than quarterly) under plans, funds, or programs which cover the particular weekly period, are deemed to be constructively made or incurred during such weekly period. Such laborers and mechanics shall be paid the appropriate wage rate and fringe benefits on the wage
determination for the classification of work actually performed, without regard to skill, except as provided in 29 CFR 5.5(a)(4).

Laborers or mechanics performing work in more than one
classification may be compensated at the rate specified for each classification for the time actually worked therein: Provided, That the employer's payroll records accurately set forth the time spent in each classification in which work is performed. The wage determination (including any additional classification and wage rates conformed under paragraph 1.b. of this section) and the Davis-Bacon poster (WH–1321) shall be posted at all times by the contractor and its subcontractors at the site of the work in a prominent and accessible place where it can be easily seen by the workers.
b.
(1) The contracting officer shall require that any class of laborers or mechanics, including helpers, which is not listed in the wage determination and which is to be employed under the contract shall be classified in conformance with the wage determination. The contracting officer shall approve an additional classification and wage rate and fringe benefits therefore only when the following criteria have been met:

FHWA-1273 -- Revised May 1, 2012
(i) The work to be performed by the classification requested is not performed by a classification in the wage determination; and (ii) The classification is utilized in the area by the construction industry; and
(iii) The proposed wage rate, including any bona fide fringe benefits, bears a reasonable relationship to the wage rates contained in the wage determination.
(2) If the contractor and the laborers and mechanics to be employed in the classification (if known), or their
representatives, and the contracting officer agree on the classification and wage rate (including the amount designated for fringe benefits where appropriate), a report of the action taken shall be sent by the contracting officer to the Administrator of the Wage and Hour Division, Employment Standards
Administration, U.S. Department of Labor, Washington, DC 20210. The Administrator, or an authorized representative, will approve, modify, or disapprove every additional classification action within 30 days of receipt and so advise the contracting officer or will notify the contracting officer within the 30-day period that additional time is necessary.
(3) In the event the contractor, the laborers or mechanics to be employed in the classification or their representatives, and the contracting officer do not agree on the proposed classification and wage rate (including the amount designated for fringe benefits, where appropriate), the contracting officer shall refer the questions, including the views of all interested parties and the recommendation of the contracting officer, to the Wage and Hour Administrator for determination. The Wage and Hour Administrator, or an authorized representative, will issue a determination within 30 days of receipt and so advise the contracting officer or will notify the contracting officer within the 30-day period that additional time is necessary.
(4) The wage rate (including fringe benefits where appropriate) determined pursuant to paragraphs 1.b.(2) or 1.b.(3) of this section, shall be paid to all workers performing work in the classification under this contract from the first day on which work is performed in the classification.
c. Whenever the minimum wage rate prescribed in the contract for a class of laborers or mechanics includes a fringe benefit which is not expressed as an hourly rate, the contractor shall either pay the benefit as stated in the wage determination or shall pay another bona fide fringe benefit or an hourly cash equivalent thereof.
d. If the contractor does not make payments to a trustee or other third person, the contractor may consider as part of the wages of any laborer or mechanic the amount of any costs reasonably anticipated in providing bona fide fringe benefits under a plan or program, Provided, That the Secretary of Labor has found, upon the written request of the contractor, that the applicable standards of the Davis-Bacon Act have been met. The Secretary of Labor may require the contractor to set aside in a separate account assets for the meeting of obligations under the plan or program.

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language

2. Withholding
The contracting agency shall upon its own action or upon written request of an authorized representative of the Department of Labor, withhold or cause to be withheld from the contractor under this contract, or any other Federal contract with the same prime contractor, or any other federally-assisted contract subject to Davis- Bacon prevailing wage requirements, which is held by the same prime contractor, so much of the accrued payments or advances as may be considered necessary to pay laborers and mechanics, including apprentices, trainees, and helpers, employed by the contractor or any subcontractor the full amount of wages required by the contract. In the event of failure to pay any laborer or mechanic, including any apprentice, trainee, or helper, employed or working on the site of the work, all or part of the wages required by the contract, the contracting agency may, after written notice to the contractor, take such action as may be necessary to cause the suspension of any further payment, advance, or guarantee of funds until such violations have ceased.

3. Payrolls and basic records
a. Payrolls and basic records relating thereto shall be maintained by the contractor during the course of the work and preserved for a period of three years thereafter for all laborers and mechanics working at the site of the work. Such records shall contain the name, address, and social security number of each such worker, his or her correct classification, hourly rates of wages paid (including rates of contributions or costs anticipated for bona fide fringe benefits or cash equivalents thereof of the types described in section 1(b)(2)(B) of the Davis-Bacon Act), daily and weekly number of hours worked, deductions made and actual wages paid.

Whenever the Secretary of Labor has found under 29 CFR

5.5(a)(1)(iv) that the wages of any laborer or mechanic include the amount of any costs reasonably anticipated in providing benefits under a plan or program described in section 1(b)(2)(B) of the Davis-Bacon Act, the contractor shall maintain records which show that the commitment to provide such benefits is enforceable, that the plan or program is financially responsible, and that the plan or program has been communicated in writing to the laborers or mechanics affected, and records which show the costs anticipated or the actual cost incurred in providing such benefits. Contractors employing apprentices or trainees under approved programs shall maintain written evidence of the registration of apprenticeship programs and certification of trainee programs, the registration of the apprentices and trainees, and the ratios and wage rates prescribed in the applicable programs.
b. (1) The contractor shall submit weekly for each week in which any contract work is performed a copy of all payrolls to the contracting agency. The payrolls submitted shall set out accurately and completely all of the information required to be maintained under 29 CFR 5.5(a)(3)(i), except that full social security numbers and home addresses shall not be included on weekly transmittals.

Instead the payrolls shall only need to include an individually identifying number for each employee ( e.g. , the last four digits of the employee's social security number). The required weekly payroll information may be submitted in any form desired. Optional Form WH–347 is available for this purpose from the Wage and Hour Division Web site at
http://www.dol.gov/esa/whd/forms/wh347instr.htm or its successor site. The prime contractor is responsible for the submission of copies of payrolls by all subcontractors. Contractors and subcontractors shall maintain the full social security number and FHWA-1273 -- Revised May 1, 2012
current address of each covered worker, and shall provide them upon request to the contracting agency for transmission to the State DOT, the FHWA or the Wage and Hour Division of the Department of Labor for purposes of an investigation or audit of compliance with prevailing wage requirements. It is not a violation of this section for a prime contractor to require a subcontractor to provide addresses and social security numbers to the prime contractor for its own records, without weekly submission to the contracting agency.
(2) Each payroll submitted shall be accompanied by a “Statement of Compliance,” signed by the contractor or subcontractor or his or her agent who pays or supervises the payment of the
persons employed under the contract and shall certify the following:
(i) That the payroll for the payroll period contains the information required to be provided under §5.5 (a)(3)(ii) of Regulations, 29 CFR part 5, the appropriate information is being maintained under §5.5 (a)(3)(i) of Regulations, 29 CFR part 5, and that such information is correct and complete;
(ii)That each laborer or mechanic (including each helper, apprentice, and trainee) employed on the contract during the payroll period has been paid the full weekly wages earned, without rebate, either directly or indirectly, and that no deductions have been made either directly or indirectly from the full wages earned, other than permissible deductions as set forth in Regulations, 29 CFR part 3;
(iii) That each laborer or mechanic has been paid not less than the applicable wage rates and fringe benefits or cash equivalents for the classification of work performed, as specified in the applicable wage determination incorporated into the contract. (3) The weekly submission of a properly executed certification set forth on the reverse side of Optional Form WH–347 shall satisfy the requirement for submission of the “Statement of Compliance” required by paragraph 3.b.(2) of this section. (4) The falsification of any of the above certifications may subject the contractor or subcontractor to civil or criminal prosecution under section 1001 of title 18 and section 231 of title 31 of the United States Code.
c. The contractor or subcontractor shall make the records required under paragraph 3.a. of this section available for inspection, copying, or transcription by authorized
representatives of the contracting agency, the State DOT, the FHWA, or the Department of Labor, and shall permit such representatives to interview employees during working hours on the job. If the contractor or subcontractor fails to submit the required records or to make them available, the FHWA may, after written notice to the contractor, the contracting agency or the State DOT, take such action as may be necessary to
cause the suspension of any further payment, advance, or guarantee of funds. Furthermore, failure to submit the required records upon request or to make such records available may be grounds for debarment action pursuant to 29 CFR 5.12.

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4. Apprentices and trainees
a. Apprentices (programs of the USDOL).

Apprentices will be permitted to work at less than the predetermined rate for the work they performed when they are employed pursuant to and individually registered in a bona fide apprenticeship program registered with the U.S. Department of Labor, Employment and Training Administration, Office of Apprenticeship Training, Employer and Labor Services, or with a State Apprenticeship Agency recognized by the Office, or if a person is employed in his or her first 90 days of probationary employment as an apprentice in such an apprenticeship program, who is not individually registered in the program, but who has been certified by the Office of Apprenticeship Training, Employer and Labor Services or a State Apprenticeship Agency (where appropriate) to be eligible for probationary employment as an apprentice.

The allowable ratio of apprentices to journeymen on the job site in any craft classification shall not be greater than the ratio permitted to the contractor as to the entire work force under the registered program. Any worker listed on a payroll at an apprentice wage rate, who is not registered or otherwise employed as stated above, shall be paid not less than the applicable wage rate on the wage determination for the classification of work actually performed. In addition, any apprentice performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed. Where a contractor is performing construction on a project in a locality other than that in which its program is registered, the ratios and wage rates (expressed in percentages of the journeyman's hourly rate) specified in the contractor's or subcontractor's registered program shall be observed.

Every apprentice must be paid at not less than the rate specified in the registered program for the apprentice's level of progress, expressed as a percentage of the journeymen hourly rate specified in the applicable wage determination. Apprentices shall be paid fringe benefits in accordance with the provisions of the apprenticeship program. If the apprenticeship program does not specify fringe benefits, apprentices must be paid the full amount of fringe benefits listed on the wage determination for the applicable classification. If the Administrator determines that a different practice prevails for the applicable apprentice classification, fringes shall be paid in accordance with that determination.

In the event the Office of Apprenticeship Training, Employer and Labor Services, or a State Apprenticeship Agency recognized by the Office, withdraws approval of an apprenticeship program, the contractor will no longer be permitted to utilize apprentices at less than the applicable predetermined rate for the work performed until an acceptable program is approved.
b. Trainees (programs of the USDOL).

Except as provided in 29 CFR 5.16, trainees will not be permitted to work at less than the predetermined rate for the work performed unless they are employed pursuant to and individually registered in a program which has received prior approval, evidenced by formal certification by the U.S. Department of Labor, Employment and Training Administration.

FHWA-1273 -- Revised May 1, 2012
The ratio of trainees to journeymen on the job site shall not be greater than permitted under the plan approved by the Employment and Training Administration.

Every trainee must be paid at not less than the rate specified in the approved program for the trainee's level of progress, expressed as a percentage of the journeyman hourly rate specified in the applicable wage determination. Trainees shall be paid fringe benefits in accordance with the provisions of the trainee program. If the trainee program does not mention fringe benefits, trainees shall be paid the full amount of fringe benefits listed on the wage determination unless the Administrator of the Wage and Hour Division determines that there is an apprenticeship program associated with the corresponding journeyman wage rate on the wage determination which provides for less than full fringe benefits for apprentices. Any employee listed on the payroll at a trainee rate who is not registered and participating in a training plan approved by the Employment and Training Administration shall be paid not less than the applicable wage rate on the wage determination for the classification of work actually performed. In addition, any trainee performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed.

In the event the Employment and Training Administration withdraws approval of a training program, the contractor will no longer be permitted to utilize trainees at less than the applicable predetermined rate for the work performed until an acceptable program is approved.
c. Equal employment opportunity. The utilization of apprentices, trainees and journeymen under this part shall be in conformity with the equal employment opportunity requirements of Executive Order 11246, as amended, and 29 CFR part 30.
d. Apprentices and Trainees (programs of the U.S. DOT).

Apprentices and trainees working under apprenticeship and skill training programs which have been certified by the Secretary of Transportation as promoting EEO in connection with Federal-aid highway construction programs are not subject to the requirements of paragraph 4 of this Section IV. The straight time hourly wage rates for apprentices and trainees under such programs will be established by the particular programs. The ratio of apprentices and trainees to journeymen shall not be greater than permitted by the terms of the particular program.

5. Compliance with Copeland Act requirements. The contractor shall comply with the requirements of 29 CFR part 3, which are incorporated by reference in this contract.

6. Subcontracts. The contractor or subcontractor shall insert Form FHWA-1273 in any subcontracts and also require the subcontractors to include Form FHWA-1273 in any lower tier subcontracts. The prime contractor shall be responsible for the compliance by any subcontractor or lower tier subcontractor with all the contract clauses in 29 CFR 5.5.

7. Contract termination: debarment. A breach of the contract clauses in 29 CFR 5.5 may be grounds for termination of the contract, and for debarment as a contractor and a subcontractor as provided in 29 CFR 5.12.

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8. Compliance with Davis-Bacon and Related Act requirements.

All rulings and interpretations of the Davis-Bacon and Related Acts contained in 29 CFR parts 1, 3, and 5 are herein incorporated by reference in this contract.

9. Disputes concerning labor standards. Disputes arising out of the labor standards provisions of this contract shall not be subject to the general disputes clause of this contract. Such disputes shall be resolved in accordance with the procedures of the Department of Labor set forth in 29 CFR parts 5, 6, and 7. Disputes within the meaning of this clause include disputes between the contractor (or any of its subcontractors) and the contracting agency, the U.S.

Department of Labor, or the employees or their representatives.

10. Certification of eligibility.
a. By entering into this contract, the contractor certifies that neither it (nor he or she) nor any person or firm who has an interest in the contractor's firm is a person or firm ineligible to be awarded Government contracts by virtue of section 3(a) of the Davis- Bacon Act or 29 CFR 5.12(a)(1).
b. No part of this contract shall be subcontracted to any person or firm ineligible for award of a Government contract by virtue of section 3(a) of the Davis-Bacon Act or 29 CFR 5.12(a)(1). c. The penalty for making false statements is prescribed in theU.S.

Criminal Code, 18 U.S.C. 1001.

V. CONTRACT WORK HOURS AND SAFETY STANDARDS
ACT
The following clauses apply to any Federal-aid construction contract in an amount in excess of $100,000 and subject to the overtime provisions of the Contract Work Hours and Safety Standards Act.

These clauses shall be inserted in addition to the clauses required by 29 CFR 5.5(a) or 29 CFR 4.6. As used in this paragraph, the terms laborers and mechanics include watchmen and guards.

1. Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives
compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek.

2. Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (1.) of this section, the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth inparagraph(1.) of this section, in the sum of $10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1.) of this section.

FHWA-1273 -- Revised May 1, 2012

3. Withholding for unpaid wages and liquidated damages. The FHWA or the contacting agency shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally-assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2.) of this section.

4. Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1.) through (4.) of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1.) through (4.) of this section.

VI. SUBLETTING OR ASSIGNING THE CONTRACT
This provision is applicable to all Federal-aid construction contracts on the National Highway System.

1. The contractor shall perform with its own organization contract work amounting to not less than 30 percent (or a greater percentage if specified elsewhere in the contract) of the total original contract price, excluding any specialty items designated by the contracting agency. Specialty items may be performed by subcontract and the amount of any such specialty items performed may be deducted from the total original contract price before computing the amount of work required to be performed by the contractor's own organization (23 CFR 635.116).
a. The term “perform work with its own organization” refers to workers employed or leased by the prime contractor, and equipment owned or rented by the prime contractor, with or without operators. Such term does not include employees or equipment of a subcontractor or lower tier subcontractor, agents of the prime contractor, or any other assignees. The term may include payments for the costs of hiring leased employees from an employee leasing firm meeting all relevant Federal and State regulatory requirements. Leased
employees may only be included in this term if the prime contractor meets all of the following conditions:
(1) the prime contractor maintains control over the supervision of the day-to-day activities of the leased employees;
(2) the prime contractor remains responsible for the quality of the work of the leased employees;
(3) the prime contractor retains all power to accept or exclude individual employees from work on the project; and
(4) the prime contractor remains ultimately responsible for the payment of predetermined minimum wages, the submission of payrolls, statements of compliance and all other Federal regulatory requirements.
b. "Specialty Items" shall be construed to be limited to work that requires highly specialized knowledge, abilities, or equipment not ordinarily available in the type of contracting organizations qualified and expected to bid or propose on the contract as a whole and in general are to be limited to minor components of the overall contract.

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2. The contract amount upon which the requirements set forth in paragraph (1) of Section VI is computed includes the cost of material and manufactured products which are to be purchased or produced by the contractor under the contract provisions.

3. The contractor shall furnish (a) a competent superintendent or supervisor who is employed by the firm, has full authority todirect performance of the work in accordance with the contract requirements, and is in charge of all construction operations (regardless of who performs the work) and (b) such other of its own organizational resources (supervision, management, and engineering services) as the contracting officer determines is necessary to assure the performance of the contract.

4.No portion of the contract shall be sublet, assigned orotherwise disposed of except with the written consent of the contracting officer, or authorized representative, and such consent when given shall not be construed to relieve the contractor of any responsibility for the fulfillment of the contract. Written consent will be given only after the contracting agency has assured that each subcontract is evidenced in writing and that it contains all pertinent provisions and requirements of the prime contract.

5. The 30% self-performance requirement of paragraph (1) is not applicable to design-build contracts; however, contracting agencies may establish their own self-performancerequirements.

VII. SAFETY: ACCIDENT PREVENTION
This provision is applicable to all Federal-aid construction contracts and to all related subcontracts.

1. In the performance of this contract the contractor shall comply with all applicable Federal, State, and local laws governing safety, health, and sanitation (23 CFR 635). The contractor shall provide all safeguards, safety devices and protective equipment and take any other needed actions as it determines, or as the contracting officer may determine, to be reasonably necessary to protect the life and health of employees on the job and the safety of the public and to protect property in connection with the performance of the work covered by the contract.

2. It is a condition of this contract, and shall be made a condition of each subcontract, which the contractor enters into pursuant to this contract, that the contractor and any subcontractor shall not permit any employee, in performance of the contract, to work in surroundings or under conditions which are unsanitary, hazardous or dangerous to his/her health or safety, as determined under construction safety and health standards (29 CFR 1926)
promulgated by the Secretary of Labor, in accordance with Section 107 of the Contract Work Hours and Safety Standards Act (40 U.S.C. 3704).

3. Pursuant to 29 CFR 1926.3, it is a condition of this contract that the Secretary of Labor or authorized representative thereof, shall have right of entry to any site of contract performance to inspect or investigate the matter of compliance with the construction safety and health standards and to carry out the duties of the Secretary under Section 107 of the Contract Work Hours and Safety Standards Act (40 U.S.C.3704).

VIII. FALSE STATEMENTS CONCERNING HIGHWAY

PROJECTS
This provision is applicable to all Federal-aid construction contracts and to all related subcontracts.

In order to assure high quality and durable construction in conformity with approved plans and specifications and a high degree of reliability on statements and representations made by engineers, contractors, suppliers, and workers on Federal-aid highway projects, it is essential that all persons concerned with the project perform their functions as carefully, thoroughly, and honestly as possible.

Willful falsification, distortion, or misrepresentation with respect to any facts related to the project is a violation of Federal law. To prevent any misunderstanding regarding the seriousness ofthese and similar acts, Form FHWA-1022 shall be posted on each Federal-aid highway project (23 CFR 635) in one or more places where it is readily available to all persons concerned with the project:
18 U.S.C. 1020 reads as follows:
"Whoever, being an officer, agent, or employee of the United States, or of any State or Territory, or whoever, whether a person, association, firm, or corporation, knowingly makes any false statement, false representation, or false report as to the character, quality, quantity, or cost of the material used or to be used, or the quantity or quality of the work performed or to be performed, or the cost thereof in connection with the submission of plans, maps, specifications, contracts, or costs of construction on any highway or related project submitted for approval to the Secretary of Transportation; or
Whoever knowingly makes any false statement, false
representation, false report or false claim with respect to the character, quality, quantity, or cost of any work performed or to be performed, or materials furnished or to be furnished, in connection with the construction of any highway or related project approved by the Secretary of Transportation; or
Whoever knowingly makes any false statement or false
representation as to material fact in any statement, certificate, or report submitted pursuant to provisions of the Federal-aid Roads Act approved July 1, 1916, (39 Stat. 355), as amended and
supplemented;
Shall be fined under this title or imprisoned not more than 5 years or both."
IX. IMPLEMENTATION OF CLEAN AIR ACT AND FEDERAL

WATER POLLUTION CONTROL ACT
This provision is applicable to all Federal-aid construction contracts and to all related subcontracts.

By submission of this bid/proposal or the execution of this contract, or subcontract, as appropriate, the bidder, proposer, Federal-aid construction contractor, or subcontractor, as appropriate, will be deemed to have stipulated as follows:

1. That any person who is or will be utilized in the
performance of this contract is not prohibited from receiving an award due to a violation of Section 508 of the Clean Water Act or Section 306 of the Clean Air Act.

2. That the contractor agrees to include or cause to be included the requirements of paragraph (1) of this Section X in every subcontract, and further agrees to take such action as the contracting agency may direct as a means of enforcing such requirements.

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
FHWA-1273 -- Revised May 1, 2012
X. CERTIFICATION REGARDING DEBARMENT, SUSPENSION,

INELIGIBILITY AND VOLUNTARY EXCLUSION
This provision is applicable to all Federal-aid construction contracts, design-build contracts, subcontracts, lower-tier subcontracts, purchase orders, lease agreements, consultant contracts or any other covered transaction requiring FHWA approval or that is estimated to cost $25,000 or more – as defined in 2 CFR Parts 180 and 1200.

1. Instructions for Certification – First Tier Participants:
a. By signing and submitting this proposal, the prospective first tier participant is providing the certification set out below. b. The inability of a person to provide the certification set out below will not necessarily result in denial of participation in this covered transaction. The prospective first tier participant shall submit an explanation of why it cannot provide the certification set out below.

The certification or explanation will be considered in connection with the department or agency's determination whether to enter into this transaction. However, failure of the prospective first tier participant to furnish a certification or an explanation shall disqualify such a person from participation in this transaction. c. The certification in this clause is a material representation of fact upon which reliance was placed when the contracting agency determined to enter into this transaction. If it is later determined that the prospective participant knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the contracting agency may terminate this
transaction for cause of default.
d. The prospective first tier participant shall provide immediatewritten notice to the contracting agency to whom this proposal is submitted if any time the prospective first tier participant learns that its certification was erroneous when submitted or has become erroneous by reason of changed circumstances.
e. The terms "covered transaction," "debarred," "suspended," "ineligible," "participant," "person," "principal," and "voluntarily excluded," as used in this clause, are defined in 2 CFR Parts 180 and 1200. “First Tier Covered Transactions” refers to any covered transaction between a grantee or subgrantee of Federal funds and a participant (such as the prime or general contract). “Lower Tier Covered Transactions” refers to any covered transaction under a First Tier Covered Transaction (such as subcontracts). “First Tier Participant” refers to the participant who has entered into a covered transaction with a grantee or subgrantee of Federal funds (such as the prime or general contractor). “Lower Tier Participant” refers any participant who has entered into a covered transaction with a First Tier Participant or other Lower Tier Participants (such as subcontractors and suppliers).
f. The prospective first tier participant agrees by submitting this proposal that, should the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the department or agency entering into this transaction.
g. The prospective first tier participant further agrees by submitting this proposal that it will include the clause titled "Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier Covered Transactions," provided by the department or contracting agency, entering into this covered transaction, without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions exceeding the $25,000 threshold.
h. A participant in a covered transaction may rely upon a certification of a prospective participant in a lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. A participant is responsible for ensuring that its principals are not suspended, debarred, or otherwise ineligible to participate in covered transactions. To verify the eligibility of its principals, as well as the eligibility of any lower tier prospective participants, each participant may, but is not required to, checkthe Excluded Parties List System website (https://www.epls.gov/), which is compiled by the General Services Administration. i. Nothing contained in the foregoing shall be construed to require the establishment of a system of records in order to render ingood faith the certification required by this clause. The knowledge and information of the prospective participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.
j. Except for transactions authorized under paragraph (f) of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies available to the Federal Government, the department or agency may terminate this transaction for cause or default.
* * *

2. Certification Regarding Debarment, Suspension,Ineligibility and Voluntary Exclusion – First Tier Participants:
a. The prospective first tier participant certifies to the best of its knowledge and belief, that it and its principals:
(1) Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participating in covered transactions by any Federal department or agency;
(2) Have not within a three-year period preceding this proposal been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (Federal, State or local) transaction or contract under a public transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property;
(3) Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State or local) with commission of any of the offenses enumerated in paragraph (a)(2) of this certification; and
(4) Have not within a three-year period preceding this
application/proposal had one or more public transactions (Federal, State or local) terminated for cause or default. b. Where the prospective participant is unable to certify to any of the statements in this certification, such prospective participant shall attach an explanation to this proposal.

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language

2. Instructions for Certification - Lower Tier Participants:
(Applicable to all subcontracts, purchase orders and other lower tier transactions requiring prior FHWA approval or estimated to cost $25,000 or more - 2 CFR Parts 180 and 1200)
a. By signing and submitting this proposal, the prospective lowertier is providing the certification set out below.
b. The certification in this clause is a material representation of fact upon which reliance was placed when this transaction was entered into. If it is later determined that the prospective lower tier participant knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the department, or agency with which this transaction originated may pursue available remedies, including suspension and/or debarment.
c. The prospective lower tier participant shall provide immediate written notice to the person to which this proposal is submitted if at any time the prospective lower tier participant learns that its certification was erroneous by reason of changed circumstances. d. The terms "covered transaction," "debarred," "suspended," "ineligible," "participant," "person," "principal," and "voluntarily excluded," as used in this clause, are defined in 2 CFR Parts 180 and 1200. You may contact the person to which this proposal is submitted for assistance in obtaining a copy of those regulations. “First Tier Covered Transactions” refers to any covered transaction between a grantee or subgrantee of Federal funds and a participant (such as the prime or general contract). “Lower Tier Covered Transactions” refers to any covered transaction under a First Tier Covered Transaction (such as subcontracts). “First Tier Participant” refers to the participant who has entered into a covered transaction with a grantee or subgrantee of Federal funds (such as the prime or general contractor). “Lower Tier Participant” refers any participant who has entered into a covered transaction with a First Tier Participant or other Lower Tier Participants (such as subcontractors and suppliers). e. The prospective lower tier participant agrees by submitting this proposal that, should the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the department or agency with which this transaction originated.
f. The prospective lower tier participant further agrees by submitting this proposal that it will include this clause titled "Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier Covered Transaction," without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions exceeding the $25,000 threshold. g.

A participant in a covered transaction may rely upon a
certification of a prospective participant in a lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. A participant is responsible for ensuring that its principals are not suspended, debarred, or otherwise ineligible to participate in covered transactions. To verify the eligibility of its principals, as well as the eligibility of any lower tier prospective participants, each participant may, but is not required to, check the Excluded Parties List System website (https://www.epls.gov/), which is compiled by the General Services Administration.

FHWA-1273 -- Revised May 1, 2012
h. Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and normally possessed by a prudent person in the ordinary course of business dealings.
i. Except for transactions authorized under paragraph e of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies available to the Federal Government, the department or agency with which this transaction originated may pursue available remedies, including suspension and/or debarment.
* * * * *
Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion--Lower Tier Participants:

1. The prospective lower tier participant certifies, by submission of this proposal, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from participating in covered transactions by any Federal department or agency.

2. Where the prospective lower tier participant is unable to certify to any of the statements in this certification, such prospective participant shall attach an explanation to this proposal. * * * * *
XI. CERTIFICATION REGARDING USE OF CONTRACT FUNDS

FOR LOBBYING
This provision is applicable to all Federal-aid construction contracts and to all related subcontracts which exceed $100,000 (49 CFR 20).

1. The prospective participant certifies, by signing and submitting this bid or proposal, to the best of his or her knowledge and belief, that:
a. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in
connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. b. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions.

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language

2. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31 U.S.C. 1352.

Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

3.The prospective participant also agrees by submitting its bid or proposal that the participant shall require that the language of this certification be included in all lower tier subcontracts, which exceed information of participant is not required to exceed that which is $100,000 and that all such recipients shall certify and disclose accordingly.

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language

12. FEMALE AND MINORITY GOALS
To comply with Section II, "Nondiscrimination," of "Required Contract Provisions Federal-Aid Construction Contracts," the following are for female and minority utilization goals for Federal-aid construction contracts and subcontracts that exceed $10,000:

The nationwide goal for female utilization is 6.9 percent.

The goals for minority utilization [45 Fed Reg 65984 (10/3/1980)] are as follows:

MINORITY UTILIZATION GOALS
Economic
Area
Goal
(Percent)
174
Redding CA:

Non-SMSA (Standard Metropolitan Statistical Area) Counties:

CA Lassen; CA Modoc; CA Plumas; CA Shasta; CA Siskiyou; CA Tehama

6.8 175
Eureka, CA
Non-SMSA Counties:

CA Del Norte; CA Humboldt; CA Trinity

6.6 San Francisco-Oakland-San Jose, CA:

SMSA Counties:
7120 Salinas-Seaside-Monterey, CA 28.9
CA Monterey
7360 San Francisco-Oakland
CA Alameda; CA Contra Costa; CA Marin; CA San Francisco; CA San Mateo

25.6 176
7400 San Jose, CA
CA Santa Clara, CA
7485 Santa Cruz, CA
CA Santa Cruz

19.6 14.9
7500 Santa Rosa
CA Sonoma

9.1 8720 Vallejo-Fairfield-Napa, CA
CA Napa; CA Solano

17.1 Non-SMSA Counties:

CA Lake; CA Mendocino; CA San Benito

23.2 177
Sacramento, CA:

SMSA Counties:
6920 Sacramento, CA
CA Placer; CA Sacramento; CA
Yolo Non-SMSA Counties
CA Butte; CA Colusa; CA El Dorado; CA Glenn; CA Nevada; CA Sierra; CA Sutter; CA Yuba

16.1 14.3
Stockton-Modesto, CA:

SMSA Counties:
5170 Modesto, CA 12.3
178 CA Stanislaus
8120 Stockton, CA
CA San Joaquin

24.3 Non-SMSA Counties
CA Alpine; CA Amador; CA Calaveras; CA Mariposa; CA Merced; CA Tuolumne

19.8 Fresno-Bakersfield, CA
SMSA Counties:
179 0680 Bakersfield, CA
CA Kern
2840 Fresno, CA

19.1 26.1

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
CA Fresno
Non-SMSA Counties:

CA Kings; CA Madera; CA Tulare

23.6 Los Angeles, CA:

SMSA Counties:
0360 Anaheim-Santa Ana-Garden Grove, CA 11.9
CA Orange
4480 Los Angeles-Long Beach, CA 28.3
180
CA Los Angeles
6000 Oxnard-Simi Valley-Ventura, CA
CA Ventura
6780 Riverside-San Bernardino-Ontario, CA

21.5 19.0
CA Riverside; CA San Bernardino
7480 Santa Barbara-Santa Maria-Lompoc, CA

19.7 CA Santa Barbara
Non-SMSA Counties
CA Inyo; CA Mono; CA San Luis Obispo

24.6 San Diego, CA:

SMSA Counties
181 7320 San Diego, CA
CA San Diego

16.9 Non-SMSA Counties
CA Imperial

18.2 For the last full week of July during which work is performed under the contract, the prime contractor and each non material-supplier subcontractor with a subcontract of $10,000 or more must complete Form FHWA PR-1391 (Appendix C to 23 CFR 230). Submit the forms by August 15.

13. TITLE VI ASSURANCES
During the performance of this Agreement, the contractor, for itself, its assignees and successors in interest (hereinafter collectively referred to as CONTRACTOR) agrees as follows:
a. Compliance with Regulations: CONTRACTOR shall comply with the regulations relative to nondiscrimination in federally assisted programs of the Department of Transportation, Title 49, Code of Federal Regulations, Part 21, as they may be amended from time to time, (hereinafter referred to as the REGULATIONS), which are herein incorporated by reference and made a part of this agreement.
b. Nondiscrimination: CONTRACTOR, with regard to the work performed by it during the AGREEMENT, shall not discriminate on the grounds of race, color, sex, national origin, religion, age, or disability in the selection and retention of sub-applicants, including procurements of materials and leases of equipment. CONTRACTOR shall not participate either directly or indirectly in the discrimination prohibited by Section 21.5 of the Regulations, including employment practices when the agreement covers a program set forth in Appendix B of the Regulations. c. Solicitations for Sub-agreements, Including Procurements of Materials and Equipment: In all solicitations either by competitive bidding or negotiation made by CONTRACTOR for work to be performed under a Sub- agreement, including procurements of materials or leases of equipment, each potential sub-applicant or supplier shall be notified by CONTRACTOR of the CONTRACTOR’S obligations under this Agreement and the Regulations relative to nondiscrimination on the grounds of race, color, or national origin. d. Information and Reports: CONTRACTOR shall provide all information and reports required by the Regulations, or directives issued pursuant thereto, and shall permit access to its books, records, accounts, other sources of information, and its facilities as may be determined by the California Department of Transportation or FHWA to be pertinent to ascertain compliance with such

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
Regulations or directives. Where any information required of CONTRACTOR is in the exclusive possession of another who fails or refuses to furnish this information, CONTRACTOR shall so certify to the California Department of Transportation or the FHWA as appropriate, and shall set forth what efforts CONTRACTOR has made to obtain the information. e. Sanctions for Noncompliance: In the event of CONTRACTOR’s noncompliance with the nondiscrimination provisions of this agreement, the California Department of Transportation shall impose such agreement sanctions as it or the FHWA may determine to be appropriate, including, but not limited to:
i. withholding of payments to CONTRACTOR under the Agreement within a reasonable period of time, not to exceed 90 days; and/or
ii. cancellation, termination or suspension of the Agreement, in whole or in part. f. Incorporation of Provisions: CONTRACTOR shall include the provisions of paragraphs (1) through (6) in every sub- agreement, including procurements of materials and leases of equipment, unless exempt by the Regulations, or directives issued pursuant thereto.

CONTRACTOR shall take such action with respect to any sub-agreement or procurement as the California Department of Transportation or FHWA may direct as a means of enforcing such provisions including sanctions for noncompliance, provided, however, that, in the event CONTRACTOR becomes involved in, or is threatened with, litigation with a sub-applicant or supplier as a result of such direction, CONTRACTOR may request the California Department of Transportation enter into such litigation to protect the interests of the State, and, in addition, CONTRACTOR may request the United States to enter into such litigation to protect the interests of the United States.

14. USE OF UNITED STATES-FLAG VESSELS (CARGO PREFERENCE ACT) The CONTRACTOR agrees-

1. To utilize privately owned United States-flag commercial vessels to ship at least 50 percent of the gross tonnage (computed separately for dry bulk carries, dry cargo liners, and tankers) involved, whenever shipping any equipment, material, or commodities pursuant to this contract, to the extent such vessels are available at fair and reasonable rates for United States-flag commercial vessels.

2. To Furnish within 20 days following the date of loading for shipments originating within the United State or within 30 working days following the date of loading for shipments originating outside the United States, a legible copy of a rated “on-board” commercial ocean bill-of-lading in English for each shipment of cargo described in paragraph (1) of this section to both the Contracting Officer (through the prime contractor in the case of subcontractor bills-of-lading) and to the Division of National Cargo, Office of Market Development, Maritime Administration, Washington, DC 20590.

3. To insert the substance of the provisions of this clause in all subcontracts issued pursuant to this contract.

Federal Trainee Program Special Provisions
(to be used when applicable)

15. FEDERAL TRAINEE PROGRAM
For the Federal training program, the number of trainees or apprentices is .

This section applies if a number of trainees or apprentices is specified in the special provisions.

As part of the prime contractor’s equal opportunity affirmative action program, provide on-the-job training to develop full journeymen in the types of trades or job classifications involved.

The prime contractor has primary responsibility for meeting this training requirement.

If the prime contractor subcontracts a contract part, they shall determine how many trainees or apprentices are to be trained by the subcontractor. Include these training requirements in each subcontract.

Where feasible, 25 percent of apprentices or trainees in each occupation must be in their 1st year of apprenticeship or training.

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
Distribute the number of apprentices or trainees among the work classifications on the basis of the prime contractor’s needs and the availability of journeymen in the various classifications within a reasonable recruitment area.

Before starting work, the prime contractor shall submit to the City/County of :

1. Number of apprentices or trainees to be trained for each classification

2. Training program to be used

3. Training starting date for each classification
The prime contractor shall obtain the City/County of approval for this submitted information before the prime contractor starts work. The City/County of credits the prime contractor for each apprentice or trainee the prime contractor employs on the job who is currently enrolled or becomes enrolled in an approved program.

The primary objective of this section is to train and upgrade minorities and women toward journeyman status.

The prime contractor shall make every effort to enroll minority and women apprentices or trainees, such as conducting systematic and direct recruitment through public and private sources likely to yield minority and women apprentices or trainees, to the extent they are available within a reasonable recruitment area and show that they have made the efforts. In making these efforts, the prime contractor shall not discriminate against any applicant for training.

The prime contractor shall not employ as an apprentice or trainee an employee:

1. In any classification in which the employee has successfully completed a training course leading to journeyman status or in which the employee has been employed as a journeyman

2. Who is not registered in a program approved by the US Department of Labor, Bureau of Apprenticeship and Training
The prime contractor shall ask the employee if the employee has successfully completed a training course leading to journeyman status or has been employed as a journeyman. The prime contractor’s records must show the employee's answers to the questions.

In the training program, the prime contractor shall establish the minimum length and training type for each classification. The City/County of and FHWA approves a program if one of the following is met:

1. It is calculated to:
 Meet the your equal employment opportunity responsibilities  Qualify the average apprentice or trainee for journeyman status in the classification involved by the end of the training period

2. It is registered with the U.S. Department of Labor, Bureau of Apprenticeship and Training, and it is administered in a way consistent with the equal employment responsibilities of Federal-aid highway construction contracts
The prime contractor shall obtain the State's approval for their training program before they start work involving the classification covered by the program.

The prime contractor shall provide training in the construction crafts, not in clerk-typist or secretarial-type positions. Training is allowed in lower level management positions such as office engineers, estimators, and timekeepers if the training is oriented toward construction applications. Training is allowed in the laborer classification if significant and meaningful training is provided and approved by the division office. Off-site training is allowed if the training is an integral part of an approved training program and does not make up a significant part of the overall training.

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Stockton
Stockton
Stockton

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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
The City/County of reimburses the prime contractor 80 cents per hour of training given an employee on thiscontract under an approved training program:

1. For on-site training

2. For off-site training if the apprentice or trainee is currently employed on a Federal-aid project and prime contractor does at least one of the following:
a. Contribute to the cost of the training
b. Provide the instruction to the apprentice or trainee c. Pay the apprentice's or trainee's wages during the off-site training period

3. If the prime contractor complies with this section.

Each apprentice or trainee must:

1. Begin training on the project as soon as feasible after the start of work involving the apprentice's or trainee's skill

2. Remain on the project as long as training opportunities exist in the apprentice's or trainee's work classification or until the apprentice or trainee has completed the training program The prime contractor shall furnish the apprentice or trainee with a copy of the program that the prime contractor will comply with in providing the training

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Appendix E of the Title VI Assurances
(US DOT Order 1050.2A)

During the performance of this contract, the contractor, for itself, its assignees, and successors in interest (hereinafter referred to as the “contractor”) agrees to comply with the following nondiscrimination statutes and authorities; including but not limited to:

Pertinent Nondiscrimination Authorities:

• Title VI of the Civ il Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21.
• The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. § 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects);
• Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis of sex);
• Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27;
• The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), (prohibits discrimination on the basis of age);
• Airport and Airway Improv ement Act of 1982, (49 U.S.C. § 4 71, Section 4 7123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex);
• The Civ il Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms “programs or activities” to include all of the programs or activities of the Federal-aid recipients, subrecipients and contractors, whether such programs or activities are Federally funded or not);
• Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. §§ 12131-12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38;

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• The Federal Aviation Administration's Nondiscrimination statute (49 U.S.C. § 47123) (prohibits discrimination on the basis of race, color, national origin, and sex);
• Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures discrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; • Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100);
• Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq).

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BOND FOR FAITHFUL PERFORMANCE
KNOW ALL MEN BY THESE PRESENTS:

That we, VSS INT
ERNATIONAL, INC., a STATE OF CA CORPORATION, as
Principal and , a corporation,
organized and existing under the laws of the State of and duly authorized to transact business under the laws of the State of California, as Surety, are held and firmly bound unto the City of Stockton, a municipal corporation, duly created and existing under and by virtue of the laws of the State of California, as obligee, in the just and full sum of FOUR HUNDRED SIXTY EIGHT THOUSAND AND NO/100 DOLLARS ($468,000.00), in lawful money of the United Stat es of America (being 100% of the contract price) for the payment whereof well and truly to be made to the said CITY, the said Principal and Surety bind themselves, their successors and assigns, jointly and severally, firmly by these presents.

The condition of the foregoing obligation is such that the above bounded Principal has simultaneously entered into a contract with the CITY, to do and perform the following work, to wit:

ROAD DIET ON NORTH EL DORADO STREET, TURN AND BIKE LANES (PROJECT NO. WT17019/FEDERAL PROJECT NO. HSIPL-5008(162) NOW, THEREFORE, if the above bounde d Principal, CONTRACTOR, Company or
Corporation or its Su bcontractor, shall well and truly perf orm the work contracted to be done under said contract, then this obligation to be null and void ; otherwise to remain in full force and effect.

No prepayment or delay in payment and no change, extension, addition or alteration of any provision of said contract, or in said plans or specifications agreed to between the said CONTRACTOR and the said CITY, and no forbearance on the part of the said CITY shall operate to relieve any Surety or Sureties from liability on this bond, and consent by said Surety is hereby given, and the said Surety hereby waives the 1 EXHIBIT 2
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2 provisions of Sections 2819 and 2845 of the Civil Code of the State of California.

SIGNED AND SEALED
on

APPROVED AS TO
SURETY: By

P R I N C I P A L

S U R E T Y
APPROVED AS TO FORM & CONTENT:

JOHN M. LUEBBERKE

OFFICE OF THE CITY ATTORNEY
B y

A T T O R N E Y - I N - F A C T
B y

DEPUTY CITY ATTORNEY
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1 BOND FOR LABOR AND MATERIAL
KNOW ALL MEN BY THESE PRESENTS:

That we , VSS INT
ERNATIONAL, INC., a STATE OF CA CORPORATION as
Principal and _________ ___, a corporation, organized and existing under the laws of the State of and duly authorized to transact business under the laws of the State of California, as Surety, are held and firmly bound unto the City of Stockton, a municipal corporation, duly created and existing under and by virtue of the laws of the State of California, and unto any and all material suppliers, persons, companies, or corporations furnishing materials, provisions, provender or other supplies used in, upon, for or about the performance of the work contemplated to be executed or performed under the contract hereinafter mentioned, and all persons, companies, or corporations rent ing or hiring teams, or impl ements of machinery, for or contributing to said work and all persons who perform work or labor upon the same, and all persons who supply both work and mate rials, and whose claims have not been paid by the contractor, company or cor poration in the just and full sum of FOUR HUNDRED SIXTY EIGHT THOUSAND AND NO/100 DOLLARS ($468,000.00), in lawful money of the United States of America (being 100% of the contract price) for the payment whereof well and truly to be made to said City of Stockton and to said persons jointly and severally, the said principal and Surety bind themselves, their successors and assigns, jointly and severally, firmly by these presents.

The condition of the foregoing obligations is such that the above bounden Principal has simultaneously entered into a contract of even date herewith, wit h the CITY, to do and perform the following work, to-wit:

ROAD DIET ON NORTH EL DORADO STREET, TURN AND BIKE LANES (PROJECT NO. WT17019/FEDERAL PROJECT NO. HSIPL-5008(162) NOW, THEREFORE, if the abov e bounden Principal, CONTRACTOR, Company or Corporation or its Subcontractor, fail to pay for all materi als, provisions, provender, or other supplies, or teams, used in, upon, for or about the performance of the work contracted to be done, or for any work or labor done thereon of any kind, the Surety on EXHIBIT 2
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2 this bond will pay the same, in an amount not exceedin g the sum specified in this bond,
provided that any and all claims hereunder shall be filed and pr oceedings had in connection therewith as required by the provisions of Division 3, Part 4, Title 15, Chapter 5, Article 1 of the Civil Code of California, provided that in case suit is brought upon this bond, a reasonable attorney's fee shall be awarded by the Court to the prevailing party in said suit; said attorney's fee to be fixed as costs in said suit, and to be included in the judgment therein rendered.

No prepayment or delay in payment and no change, extension, addition or alteration of any provision of said contract or in said plans or specifications agreed to between the said CONTRACTOR and the said CITY and no forbearance on the part of the said CITY shall operate to relieve any sure ty or sureties from liability on this bond, and consent to make such alterations without further notice to or consent by any such surety is hereby given, and the said sureties hereby waive the provisions of Sections 2819 and 2845 of the Civil Code of the State of California.

S I G N E D A N D S E A L E D o n .

APPROVED AS TO
SURETY: By

P R I N C I P A L

S U R E T Y
APPROVED AS TO FORM & CONTENT:

JOHN M. LUEBBERKE

OFFICE OF THE CITY ATTORNEY
B y

A T T O R N E Y - I N - F A C T
B y

DEPUTY CITY ATTORNEY
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City of Stockton
Legislation Text
File #: 21-0948, Version: 1
APPROVE PURCHASE OF 60 BOSCH IP CAMERAS AND HARDWARE

RECOMMENDATION
It is recommended that the City Council approve a motion to purchase 60 Bosch IP cameras and hardware from Ojo Technology, Inc. of Fremont, CA, in the total amount of $156,882.38.

It is also recommended that the City Manager be authorized to take appropriate and necessary actions to carry out the purpose and intent of this motion.

Summary
The Traffic Signal Control System Program, Project No. WT15022, is a multi-year project budgeted in the 2021-26 Five-Year Capital Improvement Plan (CIP). The Traffic Signal Control System Program is used to provide necessary upgrades to the City’s Traffic Signal Management System which includes traffic signal controllers and cameras, together with other system hardware and software components. Public Works has used cameras at signalized intersections to monitor traffic. Cameras have also been installed for the Police Department in strategic locations for monitoring safety and security. Today, the City has 377 cameras at various locations citywide. Recently, staff identified 60 cameras throughout the City that need upgrading to high-definition IP-based digital cameras.

On November 12, 2021, the City requested bids for the purchase of 60 Bosch IP cameras. On December 2, 2021, six bids were received. Ojo Technology, Inc. submitted the lowest bid. The recommended motion authorizes the purchase of 60 Bosch IP cameras and hardware from Ojo Technology, Inc. in the total amount of $156,882.38.

DISCUSSION
Background
The Traffic Signal Control System Program, Project No. WT15022, is a multi-year project budgeted in the 2021-26 Five-Year CIP. The Traffic Signal Control System Program is used to provide necessary upgrades to the City’s Traffic Management System which includes traffic signal controllers and cameras, together with other system hardware and software components. Public Works has used cameras at signalized intersections to monitor traffic since the mid-1990’s. Live traffic monitoring allows the City to remotely diagnose field conditions and adjust timing of signals to improve traffic flows. Since 2003, cameras have also been installed for the Police Department in strategic locations for monitoring safety and security. This has included the installation of cameras in parks, community centers, and neighborhood “hot spots” through the use of wireless camera technology. The City continues to expand the camera system with various roadway improvements, City building projects, City of Stockton Printed on 1/18/2022Page 1 of 3
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and development projects. Today, the City’s existing security and traffic video monitoring system includes 377 cameras at various locations citywide and is used by both the Public Works and Police Departments to monitor traffic, safety, and security.

Several of the 377 cameras are obsolete and require constant maintenance. Staff from the Public Works and Police Departments have identified 60 cameras that need upgrading to high-definition IP- based digital cameras.

Present Situation
A Notice Inviting Bids for the purchase of 60 Bosch IP cameras and hardware was published in The Record on November 12, 2021. An additional notification about the bid opportunity was e-mailed through Ask Stockton.

On December 2, 2021, six bids were received with the following results:

COMPANY NAME BID AMOUNT ADJUSTED BID AMOUNT
(including all taxes and fees) (local preference applied) Ojo Technology, Inc. $156,882.38 $156,882.38
(Fremont, CA)
HEI Security $188,414.84 $188,414.84
(Salt Lake City, UT)
Pro Sound, Inc. $200,214.41 $200,214.41
(Miami, FL)
AnSurTech $208,073.08 $208,073.08
(Folsom, CA)
CMP Telecom, Inc. $210,595.27 $210,595.27
(Napa, CA)
American Integrated $231,752.55 $231,752.55
Security Group
(Monterey Park, CA)
Stockton Municipal Code section 3.68.090 gives a five percent bid preference to businesses located within the City of Stockton, and a two percent bid preference to businesses located within San Joaquin County. Application of the Local Business Preference has no effect on the bid order.

The bid from Ojo Technology, Inc. meets the bid specification. There were a few mathematical errors on the bid, but the revised total amount did not change the bid’s ranking. It is recommended that Council approve a motion authorizing the purchase of 60 Bosch IP cameras and hardware from Ojo Technology, Inc. in the total amount of $156,882.38 (Attachment A). Installation of the cameras will be completed by a separate contract.

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FINANCIAL SUMMARY
There are sufficient funds available in Traffic Signal Control System Program, Project No. WT15022 (formerly Project No. PW1522), Account No. 4570-000-800007-300-000-30-45-000-000, for the purchase of 60 Bosch IP cameras and hardware from Ojo Technology, Inc. in the total amount of $156,882.38.

There is no impact to the City’s General Fund or any other unrestricted fund as a result of taking the recommended action.

Attachment A - Ojo Technology, Inc. Bid
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ATTACHMENT A

ATTACHMENT A
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ATTACHMENT A
$7,928.44
$127,850.40
$434.08
$3,206.52
$2,859.48
$143,653.56

ATTACHMENT A
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ATTACHMENT A
$156,882.38
$12,928.82

ATTACHMENT A
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ATTACHMENT A

ATTACHMENT A
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ATTACHMENT A

ATTACHMENT A
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City of Stockton
Legislation Text
File #: 21-0950, Version: 1

ADOPT RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AND SUBMIT THE TRANSPORTATION DEVELOPMENT ACT CLAIM FOR FISCAL YEAR 2021-22

RECOMMENDATION
It is recommended that the City Council adopt a resolution to:

1. Authorize the City Manager or his Designee to execute and submit a claim to the San Joaquin Council of Governments for the Transportation Development Act tax revenue for the 2021-22 fiscal year.

2. Authorize the City Manager or his Designee to receive and deposit the proceeds in the Transportation Development Act Fund 245 pursuant to State of California requirements.

It is also recommended that the City Manager be authorized to take appropriate and necessary actions to carry out the purpose and intent of this resolution.

Summary
The City is entitled to a formula-based apportionment of the statewide Transportation Development Act (TDA) tax revenue to offset costs related to transportation projects. The San Joaquin Council of Governments (SJCOG) administers the State apportionment on an annual basis to agencies within the county. No matching funds are required. SJCOG requires that the claim documents include a Council resolution authorizing the claim. The recommended action would authorize the City Manager or his Designee to submit a claim to SJCOG for the TDA funds.

DISCUSSION
Background
The SJCOG is responsible for the ongoing administration of TDA funds provided from a State Tax allocation to its Local Transportation Fund (LTF) established in 1972. The funding is for local public transit and bicycle/pedestrian projects. The LTF receives revenue from a 1/4 percent retail sales tax collected by the State of California in accordance with the TDA legislation.

TDA regulations require that 98 percent of the LTF funding is allocated to the City’s transit provider, San Joaquin Regional Transit District, to fund public transit services. Two percent of the apportionment can be allocated for bicycle/pedestrian purposes. This “non-motorized” apportionment is distributed within San Joaquin County by SJCOG to cities and unincorporated areas based on population. The City uses these funds for bicycle paths, sidewalk repairs, and wheelchair ramps.

Public Works maintains a database of wheelchair ramps and sidewalks in need of repair, and the non City of Stockton Printed on 1/18/2022Page 1 of 2
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-motorized LTF-TDA funding is allocated entirely to these projects and includes the TDA resources when compiling its annual Capital Improvement Plan (CIP).

The SJCOG calculates the apportionments, allocates the resources, and notifies the agencies of the value of available funding. To receive TDA funds, the City is required to submit a claim to SJCOG, along with a Council resolution.

Present Situation
The total amount to be claimed by the City for the 2021-22 fiscal year is $1,056,388. This includes $650,391 previously claimed and received by the City that must be reclaimed as part of the annual process.

The current TDA available balance for the City held by SJCOG is $405,997. The balance includes the 2020-21 previous year’s unclaimed apportionment of $86,508 and the 2021-22 current year’s apportionment of $319,489.

FINANCIAL SUMMARY
The TDA revenues and expenditures are allocated to a special revenue fund (Fund 245). Projects are allocated funding through the annual CIP budget or other Council action. The recommended action authorizes a 2021-22 TDA reimbursement claim, upon receipt of which, the funds will be deposited into TDA Fund 245 for the Sidewalk, Curb and Gutter Repair Program, Project No.

WD21004, account number 4570-715-800007-245-000-30-45-000-000. No matching funds are required to receive TDA funds.

There is no impact to the City’s General Fund or any other unrestricted fund as a result of taking the recommended actions.

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Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AND SUBMIT THE TRANSPORTATION DEVELOPMENT ACT CLAIM FOR FISCAL YEAR 202 1-22 AND

AUTHORIZING THE DEPOSIT OF FUNDS FOR THE SIDEWALK, CURB, AND

GUTTER REPAIR PROGRAM PURSUANT TO STATE OF CALIFORNIA

REQUIREMENTS

The San Joaquin Council of Governments (SJCOG) is responsible for the ongoing administration of Transportation Development Act (TDA) funds provided from a State Tax allocation to its Local Transportation Fund (LTF) established in 1972. The funding is for local public transit and bicycle/pedestrian projects; and

The LTF receives revenue from a 1/4 percent retail sales tax collected by the State of California in accordance with the TDA legislation; and

The City is entitled to a formula -based apportionment of the statewide TDA tax revenue to offset costs related to transportation projects; and

To receive TDA funds, the City is required to submit a claim to SJCOG, along with a Council resolution; now, therefore,

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF STOCKTON, AS FOLLOWS:

1. The City Manager or his Designee is hereby authorized and directed to execute and submit a claim to SJCOG for the TDA tax revenue for Fiscal Year 2021-22.

2. The City Manager or his Designee is authorized to receive and deposit the proceeds in the TDA Fund 245 pursuant to State of California requirements for the Sidewalk, Curb and Gutter Repair Program (Project No. WD21004).

3. The City Manager is hereby authorized to take whatever actions are necessary and appropriate to carry out the purpose and intent of this Resolution.

PASSED, APPROVED, and ADOPTED January 25, 2022 .

ATTEST: KEVIN J. LINCOLN II
Mayor of the City of Stockton

ELIZA R. GARZA, CMC
City Clerk of the City of Stockton
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City of Stockton
Legislation Text
File #: 21-0956, Version: 1

ADOPT RESOLUTION TO AWARD A PROFESSIONAL SERVICES CONTRACT FOR THE STREET RESURFACING ON FEDERAL-AID STREETS FISCAL YEAR 2020-21 PROJECT

RECOMMENDATION
It is recommended that the City Council adopt a resolution to:

1. Award a Professional Services Contract to CSG Consultants, Inc., of Foster City, CA, in the amount of $254,860, for design of the Street Resurfacing on Federal-Aid Streets Fiscal Year 2020-21, Project No. WD21006.

2. Approve findings pursuant to Stockton Municipal Code section 3.68.070 in support of an exception to the competitive bidding process.

3. Reallocate Measure K funds in the amount of $304,167 from the Street Resurfacing on Federal-Aid Streets Fiscal Year 2019-20, Project No. WD19016, to the Street Resurfacing on Federal-Aid Streets Fiscal Year 2020-21, Project No. WD21006.

It is also recommended that the City Manager be authorized to take appropriate and necessary actions to carry out the purpose and intent of this resolution.

Summary
The Street Resurfacing on Federal-Aid Streets Fiscal Year (FY) 2020-21 project will resurface three street segments located on Benjamin Holt Drive, Carolyn Weston Boulevard, and Hammer Lane for a total distance of approximately .84 miles (Attachment A - Project Vicinity Map). The project was included in the 2020-25 Five-Year Capital Improvement Plan (CIP).

On August 26, 2021, the City advertised a Request for Proposals (RFP) for design of the Street Resurfacing on Federal-Aid Streets FY 2020-21 project. On September 15, 2021, two firms submitted proposals for this project. The Selection Committee evaluated the proposals and found CSG Consultants, Inc., of Foster City, CA, to be the most qualified and highest-ranked firm.

It is recommended that Council adopt a resolution authorizing the City Manager to execute a Professional Services Contract in the amount of $254,860 with CSG Consultants, Inc. It is anticipated that design will be complete in April 2022, and construction will begin in August 2022 and be completed by December 2022, weather permitting.

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DISCUSSION
Background
The City of Stockton receives an annual allocation of federal Regional Surface Transportation Program (RSTP) funds. The project was included in the 2020-25 Five-Year CIP. These funds must be used on streets classified by the Federal Highway Administration as arterial or collector Federal Aid Urban (FAU) routes. The City typically uses RSTP funds for resurfacing of FAU street segments that have a poor pavement condition rating. This rating is established by the City’s pavement management system, which rates the pavement condition of all streets on a scale ranging from poor (Pavement Condition Index (PCI) = 0) to excellent condition (PCI = 100).

The City’s pavement management system identified the following roadway segments that warrant resurfacing:

Benjamin Holt Drive (0.19 Miles)
· from Grigsby Place to Plymouth Road (PCI = 21)
Carolyn Weston Boulevard (0.25 Miles)
· from Manthey Road 350 feet east of French Camp Slough to Manthey Road 840 feet west of French Camp Slough (PCI = 51)
Hammer Lane (0.40 Miles)
· from Kelley Drive to 460 feet west of Mariners Drive (PCI = 40) Resurfacing preserves the pavement structure and improves driving conditions and roadway aesthetics. Resurfacing at appropriate intervals prevents severe deterioration from occurring resulting in maximum infrastructure duration at the lowest life cycle cost. Resurfacing is a multi-step process that may involve the following preservation techniques: crack seal; base failure repair; slurry seal; micro-surface seal; rubberized cape-seal; and pavement overlay. Resurfacing projects also typically include other ancillary improvements such as the installation of wheelchair ramps (as required by the Americans with Disabilities Act); curb, gutter, and sidewalk replacement; adjustment of utility covers; removal and replacement of existing pavement striping; and installation of traffic signal detector loops.

Present Situation
On August 26, 2021, the City advertised an RFP for design services of the Street Resurfacing on Federal-Aid Streets FY 2020-21 project. On September 15, 2021, two proposals were received from the following engineering firms:
· CSG Consultants, Inc. (Pleasanton, CA)
· Siegfried Engineering, Inc. (Stockton, CA)
A Selection Committee comprised of Public Works’ staff evaluated and ranked all proposals based on each firm’s understanding of work, experience with similar kinds of work, staff qualifications and City of Stockton Printed on 1/18/2022Page 2 of 4
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technical ability, project approach, and familiarity with federal transportation funding procedures.

CSG Consultants, Inc. received the highest ranking, based on the noted criteria, and was determined to be the most qualified firm for this project. CSG Consultants, Inc. demonstrated a clearer understanding of the project approach, included the most experienced team, and provided an appropriate schedule to meet the project’s milestones. Staff negotiated a fee in the amount of $254,860 with CSG Consultants, Inc. for design services. This fee is approximately 10 percent of the estimated construction cost, which is commensurate for a project of this size and complexity.

Staff recommends that Council adopt a resolution to award a Professional Services Contract in the amount of $254,860 to CSG Consultants, Inc. for design services of the Street Resurfacing on Federal-Aid Streets FY 2020-21 project. It is anticipated that design will be complete in April 2022, and construction will begin in August 2022 and be completed by December 2022, weather permitting.

Findings
Pursuant to Stockton Municipal Code (SMC) section 3.68.070, Council may approve findings which support an exception to the competitive bidding process. These findings include:

1. The City does not have sufficient staff available to design this project within the required federal-aid project funding deadlines.

2. The scope of the design services requires an experienced engineering firm who specializes in pavement design.

3. Use of the RFP process is appropriate for this Professional Services Contract because it relies on the evaluation of professional qualifications and performance as the basis for selection of a vendor. Use of the criteria helps ensure selection of a vendor that will provide the highest quality professional service, which is in the public interest.

4. The City negotiated a contract following solicitation of competitive proposals in accordance with SMC section 3.68.070.A.3.

FINANCIAL SUMMARY
There is sufficient funding in the Street Resurfacing on Federal-Aid Streets FY 2020-21, Project No.

WD21006, Account No. 4570-000-800007-300-000-30-45-000-000, to award a Professional Services Contract in the amount of $254,860 to CSG Consultants, Inc. The future construction contract and associated engineering costs will be entirely funded by the CIP project account.

The following action is also needed:

Reallocate Measure K funds in the amount of $304,167 from the Street Resurfacing on Federal-Aid Streets FY 2019-20, Project No. WD19016, Account No. 4570-000-800007-300-000-30-45-000-000, to the Street Resurfacing on Federal-Aid Streets FY 2020-21, Project No. WD21006, Account No. 4570-000-800007-300-000-30-45-000-000.

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There is no impact to the City’s General Fund or any other unrestricted fund as a result of taking the recommended action.

Attachment A - Project Vicinity Map
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HAMMER LNHAMMER LN

BEN HOLT DR

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MARCH LN

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WATERLOO RD

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PARK ST

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PACIFIC AV

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CITY OF STOCKTON
STREET RESURFACING ON FEDERAL-AID STREETS FISCAL YEAR 2020-21,

IVAD WER
PROJECT NO. WD21006 - VICINITY MAP
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LEGEND

PROJECT LIMIT
0 0.7 1.4 2.1 2.80.35
Miles

BENJAMIN HOLT DR

CAROLYN WESTON BLVD

HAMMER LN

ATTACHMENT A
245
Resolution No:

STOCKTON CITY COUNCIL

RESOLUTION AWARDING A PROFESSIONAL SERVICES CONTRACT, APPROVING

FINDINGS, AND REALLOCATING FUNDING FOR THE STREET RESURFACING ON FEDERAL-AID STREETS FISCAL YEAR 2020-21, PROJECT NO. WD21006

On August 26, 2021, the City advertised a Request for Proposals (RFP) for design services for the Street Resurfacing on Federal -Aid Streets F iscal Year (FY) 2020-21, Project No. WD21006 . T he project will resurface three street segments located on Benjamin Holt Drive, Carolyn Weston Boulevard, and Hammer Lane for a total distance of approximately .84 miles; and

On September 15, 2021, the City received two proposals . The Selection Committee evaluated the proposals and found CSG Consultants, Inc., of Foster City, CA, to be the most qualified and highest-ranked firm. Staff negotiated a fee of $254,860 with CSG Consultants, Inc. for design services; now, therefore,

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF STOCKTON, AS FOLLOWS:

1. The City Council awards a Professional Services Contract between the City of Stockton and CSG Consultants, Inc., in the amount of $254,860, and the City Manager is authorized and directed to execute same, a copy of which is attached as Exhibit 1 and incorporated by this reference.

2. The City Council approves reallocation of available Measure K funds in the amount of $ 304,167 from the Street Resurfacing on Federal -Aid Streets FY 2019 -20, Project No. WD19016, Account No. 4570 -000-800007-300-000-30-45-000-000, to the Street Resurfacing on Federal-Aid Streets FY 2020-21, Project No. WD21006, Account No. 4570-000-800007-300-000-30-45-000-000.

3. Pursuant to Stockton Municipal Code (SMC) section 3.68.070, City Council approves the following findings in support of an exception to the competitive bidding process:

a. The City does not have sufficient staff available to design this project within the required federal-aid project funding deadlines.

b. The scope of the design services requires an experienced engineering firm who specializes in pavement design.

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c. Use of the RFP process is appropriate for this Professional Services Contract because it relies on the evaluation of professional qualifications and performance as the basis for selection of a vendor. Use of the criteria helps ensure sel ection of a vendor that will provide the highest quality professional services, which is in the public interest.

4. The City Manager is hereby authorized to take whatever actions are necessary and appropriate to carry out the purpose and intent of this Resolution.

PASSED, APPROVED, and ADOPTED January 25, 2022 .

KEVIN J. LINCOLN II
Mayor of the City of Stockton
ATTEST:

ELIZA R. GARZA, CMC
City Clerk of the City of Stockton

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CSG has reviewed the RFP for the Street Resurfacing on Federal-Aid Streets FY20-21 Project (Project) and agrees with the revised scope of work identified by the City of Stockton (City). To clarify and organize the scope into separate ch will be
reviewed by a QA/QC Reviewer/Manager for completeness, paying attention to see that all bid items are properly defined, and payment sections of the specifications cover all significant cost elements and major items of work. The staff members identified in the organization chart will be assigned to specific tasks, outlined below, according to their strengths and experience to increase task completion efficiency and coordination. The proposed schedule is provided at the end of this section. The scope of services for this project shall consist of the following major tasks, as described in more detail below:

TASK 1 Project Management
Upon issuance of a Notice to Proceed, CSG will schedule a Kickoff meeting with the City and relevant utility companies to clearly identify and discuss the project objectives, scope, schedule and budget. At this meeting, points of contact will be established; schedules reviewed; standards and guidelines identified; and expectations communicated. CSG will continue to set up and manage the project, attend design team meetings and provide Project Manager will act as the single point of contact to coordinate the project with the City.

Services under this task may include the following:

Kick-off Meeting coordination and attendance
File Setup and Maintenance, Management, and Sharing
Schedule updates using Microsoft Project
Monthly invoices
Task Deliverables:

Schedule Updates, Invoices, Meeting Minutes
TASK 2 Background Research
CSG will identify and collect existing base maps, right-of-way information, record drawings, as-built plans, topographic mapping, photos, utility information, assessor and subdivision maps, survey notes, sample plans and specifications from the City and other agencies. Review and determine the extent of any extraordinary maintenance or reconstruction that may be needed. Conduct site reconnaissance of the project site and perform visual assessment of existing site condition and evaluate project impacts to existing roadway and utility improvements and confirm the project scope and approach with City staff.

2.1 Field Investigation
CSG will conduct field investigation to develop base mapping for the Project and identify any project issues. Street and lane widths will be determined based on field measurements taken at representative cross sections to supplement available existing high-resolution imagery. Existing surface facility locations and types will be field verified to assist in utility coordination efforts.

Visual field assessment of existing site conditions will include the following:

Existing surface facilities (curb ramps, sidewalk, driveways, drainage swale, pavement markings, aboveground and underground utilities boxes and covers, storm drain inlets, monuments, traffic signals, street furniture, traffic signs, street trees)
Features on adjacent properties (fences, gates, driveways, walls, walkways, signage, tree roots, mailboxes) Pavement conditions and limits of base failure repairs needed

2.2 Topographic Survey
Ridgeline Engineering will perform land surveying services which include horizontal and vertical controls along with topographic survey. Coordinate with the City to attain the necessary permitting and documentation required.

Ridgeline Engineering will perform field survey up to a total of forty-one (41) existing curb return locations within the public right of way areas. The limits will include the existing curb ramps to be upgraded and up to 25 feet from each end of the existing and new curb return locations. Locate visible utilities such as utility covers, lids, pull boxes, traffic poles, cabinets, signs, drain inlets, trees, light poles, wood poles, fences, walls, manholes, inlets, monuments, and other visible features within the curb ramps. Map topographic survey data in an AutoCAD based drawing.

Task Deliverables:

AutoCAD Base File
Survey Data Point Files
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2.3 Right of Way and Mapping
CSG will collect and review available right of way and boundary mapping and record documentation. It is anticipated that the proposed improvements will be constructed within the public right of way. However, if any proposed improvements are outside the public right of way, for example, curb ramp conforms may be necessary within proposed temporary construction easements on private properties, CSG will establish the temporary construction easements as additional services if needed.

Task Deliverables:

Review Available Right of Way Maps, Records of Survey, Parcel Maps and Subdivision Maps AutoCAD file with Topographic Survey Data, and Right of Way Information if necessary

2.4 Utility Research
Department, PG&E, AT&T, Comcast, to the maximum extent possible that have facilities within the project area to request mapping of their facilities in the area. Utilities impacted by the proposed improvements within the project area will be shown on base map and improvement plans. Copies of utility maps, data and correspondence received firm the utility companies will be submitted to the City for record.

Task Deliverables:

Utility Maps, Data and Correspondences with Utility Companies TASK 3 Utility Coordination
CSG will coordinate with various utility companies, including Cal Water Service Company, Department, PG&E, AT&T, Comcast, that have facilities within the project area to request mapping of their facilities in the area, identify and minimize utility conflicts, and notify utility companies of facilities or covers which need to on High and Low Risk Underground Facility within Highway Right of Way. Utilities impacted by the proposed improvements within the project area will be shown on improvement plans.

CSG will meet with utility companies to discuss proposed improvements and any potential conflicts, adjustments and relocations of their facilities, potential service interruptions and deadlines for receiving correspondences from utility companies at each design phase. Prepare and submit a project limit map showing the project area to request utility information from utility companies. During preliminary 50% design stage, prepare and submit Utility Letter utility companies will be shown on a base map in both plan and profile views. During 90% design phase, prepare and -sized 90% plan
tility conflicts and whether any future
utilities are proposed. These plans will show existing surface features, utilities, and proposed improvements to the existing roadway and utility facilities. Comments from the reviews by the utility companies will be addressed on the subsequent design plan sets for their review and approval. During 100% design phase, prepare and submit Utility -sized 100% plan will be
submitted
relocation schedule. Provide copies of all utility data obtained from the utility companies to the City for record.

CSG will prepare and submit relocation exhibits if deemed necessary and Utility A, B, and C letters with correspondences to utility companies and the City. CSG will meet with representatives from utility companies, if needed, to discuss and resolve any potential conflicts.

Task Deliverables:

Correspondences with various utility companies
Prepare Utility A, B and C Letters
Prepare Relocation Exhibits if needed
TASK 4 Geotechnical Investigations and Analysis
CSG will perform visual assessments of the existing pavement conditions and determine appropriate pavement rehabilitation alternatives for each street segment, and recommend cost effective pavement treatment alternatives and identify base/pavement failure locations for each street.

4.1 Geotechnical Investigations
Wallace Kuhl & Associates (WKA) will perform geotechnical investigation with up to two cores to depths ranging between five and ten feet below existing grades to determine the existing pavement structural sections for Hammer Lane only. The borings would be drilled with a standard truck-mounted drilling rig equipped with hollow-stem

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augers. Traffic control with flaggers and appropriate traffic control devices would be utilized to provide a safe working area for the drilling rig, support equipment, pedestrians, and vehicular traffic. Soil samples would be collected from the borings at various intervals or at significant changes in lithology by using a modified California split spoon sampler and/or Standard Penetration Test sampler. Soil samples from the field exploration would be taken to our laboratory for additional classification and testing to determine the engineering properties of the on- site soils. Selected soil samples would be tested for in-situ dry densities, natural moisture content, and Resistance values. Prior to the field explorations, WKA would obtain a soil boring permit from the San Joaquin County Environmental Health Department (SJCEHD) and an encroachment permit from the City of Stockton. A traffic control plan would be prepared and submitted with the encroachment permit application. WKA will also mark the boring locations and contact Underground Service Alert to identify existing underground utility lines within the proposed exploration locations. A private utility locator will be retained to assist in identifying any existing underground utility that may conflict with the proposed boring locations. At the completion of the borings, the boreholes would be grout backfilled with a slurry of neat cement, bentonite, and water as required by SJCEHD. Borings drilled in the pavement areas would be restored to grade with a non-shrink grout, dyed black to match the existing pavements. Soil cuttings from the boreholes would be placed in labeled, 55-gallon metal drums to be temporarily stored at an approved area provided by the City. Samples of the soil cuttings would be collected for waste characterization purposes. Once the laboratory analytical test results are received, WKA would coordinate the removal and disposal of the investigation- derived waste at an appropriate facility. The results of the field exploration and laboratory testing would be analyzed, and a pavement rehabilitation report prepared for the proposed improvements presenting:
vicinity map;
site Plan showing approximate boring locations;
logs of borings;
laboratory test results;
findings regarding site, soil, and groundwater conditions; and conclusions and recommendations including excavation conditions, material suitability for backfill construction, pavement subgrade qualities, effect of groundwater on site development, preliminary soil corrosion potential, pavement design based on various traffic indices, and site drainage.

Assumptions: WKA will take precautions not to disturb underground utilities that are clearly marked in the field or brought to our attention; however, we cannot be responsible for damage to unmarked underground utilities or those that are not known to us. Assumed that the drummed soil cuttings would be characterized as non- hazardous waste and
-appointment event by WKA s
subcontractor. Costs for special pick up of the drum would incur an appointment fee by the subcontractor. These additional costs would be billed on a time-and-expense basis. Assumed that contaminated soils would not be . Costs
City would provide a pre-
approved designated area onsite to store the drummed IDW. Anticipate one drum of IDW would need onsite storage for about two to three weeks.

4.2 Life Cycle Cost Analysis
CSG will explore possible rehabilitation options, including pulverization and resurfacing, milling and filling, conventional HMA & RHMA overlays, cold-in-place recycling (CIR) and full depth replacement to strengthen existing pavement sections that are failing. CSG will perform life cycle cost analysis for the recommended alternatives and identify the locations and dimensions of base failure repairs for each street segment.

4.3 Pavement Treatment R ecommendations
After the life cycle cost analysis is completed, CSG will prepare a memorandum which includes the findings from site observation, photos of each street segment, rehabilitation and reconstruction options and estimated costs for the options for City to determine the best rehabilitation approach.

Task Deliverables:

Pavement Investigation and Rehabilitation Report
Life Cycle Cost Analysis Estimate
Memo of Pavement Rehabilitation Treatment Recommendations TASK 5 Plans, Specifications and Estimate (PS&E)
Google Maps) to prepare base map showing
existing street improvements, and existing utility information to facilitate for the design of necessary improvements.

The team will coordinate with City staff to determine the format and setup of plan sheets for the project. A preliminary index schematic will be prepared for City review and concurrence.

5.1 Design Process Intermediate Reviews
CSG will prepare base map and develop plans in AutoCAD, specifications in Word in Excel formats at the 50% and 90% design levels in accordance with the latest City, Caltrans, and California MUTCD

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Memo of Pavement Rehabilitation Treatment Recommendations 50% and 90%
259
Standard. The 50% design plans only show the proposed limits and types of the selected pavement rehabilitation treatments, and preliminary geometric layouts of the proposed curb ramp upgrades with only flowline elevations shown along the face of curb returns. on the 50%
design at the 90% design
level. The original redlined comments from the City will be returned with the succeeding submittals. At 90% design level, the plans will provide sufficient curb ramp details to construct the proposed improvements. A 100% check print will be prepared and submitted for editorial purposes. The plans will be based on the following table which reflects the types and numbers of anticipated plan sheets:

SHEET DESCRIPTION ESTIMATED SHEETS
Title/General Notes/Key Map/Typical Sections 2
Demolition Plan 4
Layout Plan 8
Drainage/Utility Plans 4
Construction Details 8
Signing and Striping 4
Erosion Control/Pollution Prevention Plan 2
Total 32
Assumption: The number of sheets shown in above table may change based on the final determination during design
CSG will also provide technical specifications. The special specification will be prepared in Caltrans format and in accordance with applicable City Standa
provided by the City in Microsoft Word document format for a similar type of project. CSG will tailor these general provisions for the project, incorporating any required specifications to conform to local funding requirements.

Task Deliverables:

Base Map
One (1) set of Plans in PDF format at each submittal stage City design review comment matrix along with red-lined mark-up in each submittal stage

5.2 Final PS&E (100% Complete)
CSG will review comments from the 90% submittal and prepare a Final, bid and construction-ready set of documents, including P al of the PS&E on mylars
for approval by the City. The final submittal incorporates all previous review comments, survey information, technical requirements, right of way information, utility verifications and protection, minimum contractor qualifications, regulatory agency permits and mitigation monitoring requirements, and any application encroachment permit requirements and City requirements.

Task Deliverables:

One (1) hard copy set of the specifications, signed and stamped in Word and PDF formats in Excel and PDF formats
One (1) CD with digital copy of all drawings in AutoCAD and PDF formats

5.3 Quality Control
CSG will perform quality assurance and quality control prior to each milestone submittal and in conformance to City, Caltrans and California MUTCD Standards. All deliverables will be reviewed by a QA/QC Reviewer/Manager for completeness, paying attention to see that all bid items are properly defined, and payment sections of the specifications cover all significant cost elements and major items of work. QA/QC Reviewer/Manager will sign Quality Control Checklist at each deliverable submittal.

Task Deliverables:

Signed Quality Control Checklist
TASK 6 Public Outreach
CSG will prepare and send public notices with right of entry to Caltrans and the affected property owners along Carolyn Weston Boulevard, Benjamin Holt Drive and Hammer Lane in order to access their properties during field reconnaissance and topographic survey. Identify any impacts including service interruptions, encroachments, access restriction and potential impacts to Caltrans, residential and business properties and recommend any necessary mitigation measures during the design stage.

Task Deliverables:

Public Notices with Right of Entry Letters to Affected Properties

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TASK 7 Coordination/Meetings
CSG will attend up to three (3) design review meetings or conference calls after receiving the City review comments at 50%, 90% and 100% submittals, and up to additional five (5) bi-weekly meetings, and prepare meeting minutes for each meeting. CSG will attend pre-construction and investigation and/or field meetings as requested by the City.

CSG will be responsible for coordination with clear and consistent communication with the City and subconsultants to discuss progress of design.

Task Deliverables:

Design Review Meeting Notes
TASK 8 Design Support During Construction

8.1 Bidding Support S ervices
CSG will assist the City
supplemental design drawings, addenda and letters of
clarifications, as needed.

Task Deliverables:

Responses to RFIs
Supplemental Design Drawings, Addendum and Letters of Clarifications, if needed

8.2 Construction Support Services
CSG staff is highly responsive to requests received during construction and understands that timely are crucial in avoiding construction delays and claims. CSG will assist the City during construction and provide the following support services:

Attend Pre-Construction Meeting.

Provide clarifications with sketches.

R
Review and approval of shop drawing submittals specified in Construction Documents.

Perform field observations during construction if needed.

Assist the City Inspector with specific design issues during construction.

Task Deliverables:

Responses to RFI, Clarifications with Sketches, Approval of Shop Drawing Submittals

8.3 As-Built Drawings
CSG will prepare As-Built Drawings in AutoCAD format per redlines provided by the Contractor. The As-Built Drawings will reflect all change orders, accommodations and adjustments to all improvements constructed on the mylars either by hand or a new printed sheet.

Task Deliverables:

One set of re-signed As-Built Drawings o , and in AutoCAD and PDF formats TASK 9 Preserving and Perpetuating Survey Monuments
CSG Team will perform up to three (3) monument perpetuations if needed. State law, as defined in Section 8771 of PLS Act, requires that survey monuments in roadways that may be compromised by construction be preserved and/or re-set. o construction and submit to the County Surveyors Office.

After Construction, any monument proven to have been compromised by the project be re-set by the contractor. character
of the new monument. All existing monuments will be shown on construction package with a language to preserve all monumentation affected by the proposed improvements per Section 8771 of PLS Act.

Task Deliverables:

Corner Records, up to three (3) Monument Perpetuations
TASK 10 Rights of Entry
CSG will assist the City to obtain encroachment permit/rights of entry from Caltrans and property owners where the construction works will be required on their properties. It is determined that the proposed Project will encroach onto Caltrans right of way at the I-5 Interchanges at Carolyn Weston Boulevard, Benjamin Holt Way and Hammer Lane. CSG will assist the City to coordinate with Caltrans to discuss the proposed improvements and obtain approval on the design of the proposed improvements by providing exhibits including construction staging and traffic handling plans upon requested by the City. CSG can also assist the City to secure necessary Caltrans permit for construction if requested. Attendance of any meetings with Caltrans and property owners is not part of the scope.

Task Deliverables:

Rights of Entry from Caltrans, Property Owners (if needed)

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three (3) design review meetings
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Principal Engineer
Senior Engineer
Associate Engineer
Ridgeline
Engineering
(Survey)
Wallace Kuhl &
Associates
(Geotechnical)
Grand Totals
(CSG & Subs)
$200 $170 $140 Hours Cost Cost Cost Cost
Kickoff Meeting 2 2 4 $740 $740
Project Management 8 8 $1,600 $1,600
Schedule Updates 2 2 $400 $400
Subtotal - Task 1 12 2 0 14 $2,740 $0 $0 $2,740
Field Investigation 4 8 8 20 $3,280 $3,280
Topographic Survey (up to 41 Curb Ramps) 0 $0 $30,000 $30,000 Right of Way and Mapping 2 16 24 42 $6,480 $6,480
Utility Research 4 16 20 $2,920 $2,920
0 $0 $0
Subtotal - Task 2 6 28 48 82 $12,680 $30,000 $0 $42,680 Utility Coordination 4 8 16 28 $4,400 $4,400
Utility Map Review 2 8 16 26 $4,000 $4,000
Subtotal - Task 3 6 16 32 54 $8,400 $0 $0 $8,400
Geotechnical Investigations (2 Pavement Cores on Hammer Lane) 0 $0 $16,800 $16,800 Life Cycle Cost Analysis 4 24 28 $4,880 $4,880
Pavement Recommendations 4 16 20 $3,520 $3,520
Subtotal - Task 4 8 40 0 48 $8,400 $0 $16,800 $25,200
Base Map 2 8 24 34 $5,120 $5,120
50% PS&E Package 16 100 160 276 $42,600 $42,600
90% PS&E Package 32 160 240 432 $67,200 $67,200
100% PS&E Package 8 42 80 130 $19,940 $19,940
Quality Control Reviews 16 16 $3,200 $3,200
Subtotal - Task 5 74 310 504 888 $138,060 $0 $0 $138,060 Public Notices Caltrans/Property Owners for Field Investigations 2 8 16 26 $4,000 $4,000 0 $0 $0
Subtotal - Task 6 2 8 16 26 $4,000 $0 $0 $4,000
Design Review & Bi-Weekly Virtual Meetings (up to 8 total) 8 8 16 $2,960 $2,960 Attend Pre-Construction Meeting 2 2 4 $740 $740
Subtotal - Task 7 10 10 0 20 $3,700 $0 $0 $3,700
Bidding Support Services 1 2 2 5 $820 $820
Construction Support Services 1 4 4 9 $1,440 $1,440
As-Built Drawings 1 2 8 11 $1,660 $1,660
Subtotal - Task 8 3 8 14 25 $3,920 $0 $0 $3,920
Monument Perpetuation (up to 3 total) 4 8 16 28 $4,400 $4,400 Subtotal - Task 9 4 8 16 28 $4,400 $0 $0 $4,400
Assistance for Construction Right of Entry from Property Owners 2 4 4 10 $1,640 $1,640 Assistance to Caltrans Design Review & Encroachment Permit 14 36 80 130 $20,120 $20,120 Subtotal - Task 10 16 40 84 140 $21,760 $0 $0 $21,760
$0 $0
Subtotal - Task 11 0 0 0 0 $0 $0 $0 $0
TOTAL ALL TASKS (without Optional Task) 131 422 698 1251 $208,060 $30,000 $16,800 $254,860 TASK 10 - Rights of Entry
Task 11 - Other Optional Services

CITY OF STOCKTON - STREET RESURFACING ON FEDERAL-AID STREETS PROJECT No. WD21006
RESOURCE ALLOCATION ESTIMATE (REVISED BY CSG Consultants, 10/7/2021) Task Description CSG
Totals
TASK 6 - Public Outreach
Category
TASK 1 - Project Management
TASK 3 - Utility Coordination
TASK 4 - Geotechnical Investigations and Analysis
TASK 5 - Plans, Specifications and Estimate
Sub-consultantsCSG Consultants, Inc.

TASK 7 - Coordination/Meetings
TASK 8 - Design Support During Construction
TASK 9 - Preserving and Perpetuating Survey Monuments
TASK 2 - Background Research

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NOTE: The City of Stockton is now using the online insurance program PINS Advantage. Once you have been awarded a contract you will receive an email from the City’s online insurance program requesting you to forward the email to your insurance provider(s).

Exhibit :

Insurance Requirements for Professional Services
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, its agents, representatives, or employees.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form Number CA 0001 covering, Code 1 (any auto), or if Contractor has no owned autos, Code 8 (hired) and 9 (non- owned), with limit no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Professional Liability (Errors and Omissions) Insurance appropriate to the Contractor’s profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate. (If Claims-made, see below.)
It shall be a requirement under this agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to the Additional Insured. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any Insurance policy or proceeds available to the named insured; whichever is greater. No

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representation is made that the minimum insurance requirements of this agreement are sufficient to cover the obligations of the Contractor under this agreement.

Limits of Insurance

The limits of insurance required in this agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

The City of Stockton, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10 11 85 or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 if a later edition is used). Additional insured Name of Organization shall read “City of Stockton, its officers, officials, employees, and volunteers.” Policy shall cover City of Stockton, its officers, officials, employees, and volunteers for all locations work is done under this contract.

The Additional Insured coverage under the Contractor’s policy shall be “primary and non-contributory” and will not seek contribution from the City’s insurance or self- insurance and shall be at least as broad as CG 20 01 04 13. The City of Stockton does not accept endorsements limiting the Contractor’s insurance coverage to the sole negligence of the Named Insured.

Each insurance policy required above shall state that coverage shall not be canceled, except with notice to the City of Stockton.

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Contractor hereby grants to City of Stockton a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City of Stockton by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Stockton has received a waiver of subrogation endorsement from the insurer. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Stockton for all work performed by the Contractor, its employees, agents and subcontractors.

All Self-insured retentions must be disclosed to Risk Management for approval and shall not reduce the limits of liability. The City of Stockton may require the Contractor to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City of Stockton.

Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City of Stockton.

If any of the required policies provide coverage on a claims-made basis:

1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.

2. Insurance must be maintained and evidence of insurance must be provided .

3. If coverage is canceled or non-renewed, and not
prior to the contract effective date, the
Contractor must purchase “extended reporting” coverage for a minimum of years after completion of contract work.

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Contractor shall furnish the City of Stockton with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City of Stockton Risk Services before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The City of Stockton reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Contractor shall, prior to the commencement of work under this Agreement, provide the City of Stockton with a copy of its declarations page(s) and endorsement page(s) for each of the required policies.

Contractors shall require and verify that all subcontractors, or other parties hired for this work, purchase and maintain coverage for indemnity and insurance requirements as least as broad as specified in this agreement to the extent they apply to the scope of the subcontractor’s work with the same certificate of insurance requirements and naming as additional insureds all parties to this contract. Contractor shall include the following language in their agreement with Subcontractors: “S Contractor shall provide proof of such compliance and
verification to the City upon request.

City of Stockton reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Proper address for mailing certificates, endorsements and notices shall be:

City of Stockton Attn: City Risk Services
400 E Main Street, 3rd Floor – HR
Stockton, CA 95202

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City of Stockton
Legislation Text
File #: 22-0107, Version: 1
CONSOLIDATION OF THE 2022 PRIMARY AND GENERAL MUNICIPAL ELECTIONS

RECOMMENDATION
It is recommended that Council adopt a resolution authorizing the following actions:

1. Authorize the City Clerk to call for and consolidate the June 7, 2022, primary municipal election and the November 8, 2022, general municipal election with the respective statewide direct primary and general elections;

2. Adopt a fee, as set by the San Joaquin Registrar of Voters, for the printing and handling of the Candidate’s Statement of Qualifications;

3. Adopt the deadlines for filing of any direct arguments and rebuttal arguments as set by the San Joaquin Registrar of Voters, which deadlines shall coincide with the City Clerk’s Office posted hours of operation for both the primary and general elections;

4. Authorizing the San Joaquin County Registrar of Voters to conduct the elections on behalf of the City of Stockton.

Summary
Adoption of the recommended resolution as required by the Elections Code authorizes the City Clerk to call for the election consolidation, sets the Candidate Statement regulations, coordinates the deadlines for arguments with the San Joaquin Registrar of voters, and authorizing the fee as set by the San Joaquin Registrar of Voters.

DISCUSSION
The terms for the incumbent Council Members in Districts 1, 3, and 5, will end in December of 2022.

Pursuant to established procedures and in accordance with Stockton City Charter Article VII, Section 702, the Office of the City Clerk is calling for the municipal elections to be held in accordance, except as otherwise expressed in the City’s Charter, with provisions of the Elections Code of the State of California.

Pursuant to the California Election Code, the charges to the candidate for printing and handling of the Candidate’s Statement of Qualifications are estimated by the San Joaquin Registrar of Voters. The Code also requires that the argument deadlines be set before the conduct of the elections. By adopting this Resolution, the Council will adopt the established fee as well as the argument deadlines.

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File #: 22-0107, Version: 1
The following filing provisions are applicable to candidates and remain consistent with the California Elections Code:

1. Each Candidate’s Statement of Qualifications shall be limited to 200 words, and the candidates shall pay in advance the estimated pro rata share of costs for handling, printing, etc., at the time nomination papers are filed. The fees are estimated and set by the San Joaquin County Registrar of Voters.

District 1 $1500.00
District 3 $1500.00
District 5 $1500.00

2. Exemption from advance payment for the candidate’s statement shall be provided for candidates proving indigence. Candidates proving indigence will be allowed additional time to pay for the candidate’s statement. Proof of indigence is based upon the candidate’s federal income tax report. Nonpayment at the specified time will cause the statement to be deleted before the voter’s pamphlet is printed.

FINANCIAL SUMMARY
The overall cost of the Primary and General Municipal Elections are billed post-election dates and are funded by the City’s General Fund Non-Departmental Election Costs account.

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Resolution No.

STOCKTON CITY COUNCIL
RE

SOLUTION OF THE CITY OF STOCKTON CALLING FOR AND CONSOLIDATING THE JUNE 7 , 2022, PRIMARY MUNICIPAL ELECTION AND THE
NOVEMBER 8, 2022, GENERAL MUNICIPAL ELECTION WITH THE RESPECTIVE STATEWIDE DIRECT PRIMARY AND GENE RAL ELECTIONS; APPROVING THE ESTIMATED FEE FOR THE PRINTING AND HANDLING OF THE CANDIDATE’S STATEMENT OF QUALIFICATIONS; SETTING THE DEADLINES FOR THE DIRECT

ARGUMENTS AND THE REBUTTAL ARGUMENTS FOR BOTH THE PRIMARY AND GENERAL ELECTIONS; AND AUTHORIZING T HE SAN JOAQUIN COUNTY

REGISTRAR OF VOTERS TO CONDUCT THE ELECTIONS
The City Council of the City of Stockton, in San Joaquin County, State of California, is calling for a Primary Municipal Election in the City of Stockton to be held on Tuesday, June 7, 2022, to elect candidates for Councilmembers in Council Districts 1, 3, and 5 and a General Municipal Election to be held on Tuesday, November 8, 2022, to conduct a runoff election of the two candidates receiving the highest number of votes cast if no candidate for Councilmember from a district receives a majority of the votes cast at the primary election; and
A
State of California Primary Election will be held on Tuesday, June 7, 2022, and a State of California General Election will be held on Tu esday, November 8, 2022, and it is the desire of the City Council that said Primary and General Municipal Elections be consolidated with the California Primary and General Elections; now, therefore, B

E IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF STOCK TON, AS FOLLOWS:

1. T
he City of Stockton’s Primary Municipal Election shall be consolidated with the State of California Primary Election to be held on Tuesday, June 7 , 2022, to elect candidates for Councilmembers in Council Districts 1, 3, and 5; and the City of Stockton’s General Municipal Election shall be consolidated with the State of California General Election to be held on Tuesday, November 8 , 2022, to hold the runoff election of the two candidates receiving the highest number of votes cast if no candidate for Councilmember from a district receives a majority of the votes cast at the primary election

2. T he City Council of the City of Stockton authorizes the estimated fee as set by the San Joaquin County Registrar of Voters for the printin g and handling of the Candidate’s Statement of Qualifications as follows:
284
J une 7, 2022 Primary Election
Council District #1 candidate (by District) $ 1,500
Council District #3 candidate (by District) $ 1,500
Council District #5 candidate (by District) $ 1,500
November 8, 2022 General Election
Council District #1 candidate (by District) $ 1,800
Council District #3 candidate (by District) $ 1,800
Council District #5 candidate (by District) $ 1,800

3. D
eadlines will be coordinated for direct arguments and rebuttal arguments with the dates as set by the San Joaquin County Registrar of Voters, taking into consideration the City Clerk’s Office posted hours of for b oth the primary and general elections.

4. The San Joaquin County Registrar of V oters is authorized to conduct the elections and canvass of the vote.
5 . The City Clerk is authorized and directed to certify the adoption of this Resolution and to transmit a certified copy to the Board of Supervisors of San Joaquin County and to file a certified copy of said Resolution with the County Registrar of Voters of San Joaquin County.

PASSED, APPROVED, and ADOPTED January 25, 2022 .
___
________________________
KEVIN J. LINCOLN, II Mayor
of the City of Stockton
ATTEST:
___
_______________________
ELIZA R. GARZA, CMC
City Clerk of the City of Stockton
285
City of Stockton
Legislation Text
File #: 21-0544, Version: 1

APPROVE AN ECONOMIC DEVELOPMENT STRATEGIC ACTION PLAN FOR THE CITY OF

STOCKTON

RECOMMENDATION
It is recommended that the City Council by motion:

1. Approve a comprehensive Economic Development Strategic Action Plan for the City of Stockton.

2. Authorize the City Manager, or designee, to take necessary and appropriate actions to carry out the purpose and intent of the motion.

Summary
In July 2021, the City Council approved a contract with Deloitte & Touche LLP for the development of an Economic Development Strategic Action Plan. Since then, Deloitte has conducted focused workshops and interviews with community organizations and City leadership to better understand community context, opportunities, and challenges for improving and advancing economic recovery initiatives in the City of Stockton.

The three-phased approach undertaken by Deloitte allowed them to analyze the current Stockton economic landscape, examine opportunities to activate key assets, identify initiatives to support pandemic recovery, and provide actionable recommendations to develop the Activation Roadmap.

DISCUSSION
Background
In March 2020, the City Council identified a list of Guiding Principles and tiered priorities that focused on fiscal sustainability, community prosperity, economic development, and workforce access. The City of Stockton leadership team also developed a one-page strategic plan to accomplish City Council goals to help guide and measure results and support the vision of making Stockton the best city in America to live, raise a family, and grow a business The development of a new Economic Development Strategic Action Plan looks to help fulfill Council’s goals and catalyze economic recovery in responding to the COVID-19 pandemic. The completed plan creates an Activation Roadmap that includes actionable items that will enhance the economic base and quality of life for the Stockton community.

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In February 2021, the City released a Request for Proposals (RFP) for the development of a comprehensive Economic Development Strategic Action Plan. Fourteen proposals were received in response to the RFP. The Selection Committee, which was comprised of City Manager’s Office and Economic Development Department staff, selected four firms to be interviewed. In May, the Selection Committee conducted interviews and selected Deloitte & Touche LLP as the most qualified respondent.

In July 2021, Council approved the execution of an agreement with Deloitte & Touche LLP to develop an Economic Development Strategic Action Plan for the City of Stockton.

Deloitte began the process with a “deep dive” into Stockton’s community context and areas of focus by conducting interviews with community leaders and City Council members. They also engaged with four different sectors: community-based organizations, businesses, education systems, and government. These engagements resulted in the capturing of more than 150 unique insights, including economic development challenges and opportunities that were crafted into initial investment areas. Based on the key insights collected during the stakeholder interviews, Deloitte identified key data points for analysis to refine opportunities for actionable initiatives.

The second phase involved the hosting of three focus groups, organized around three focus areas, where community stakeholders shared their vision for future success in Stockton. These focus areas included:
· Inclusive Economy: People and Business
· Smart and Resilient Infrastructure
· Stockton Branding
With the insight gleaned from the interviews and focus groups, Deloitte held a Greenhouse Lab with City staff and key community organization partners. The Lab was attended by representatives from the City Manager’s Office, Economic Development, Community Development, Public Works, and Community Services, in addition to leaders from Downtown Stockton Alliance and San Joaquin A+.

The exercises conducted helped to validate and prioritize key insights from stakeholders, resulting in the finalization of core initiatives that encompass the Economic Development Strategic Action Plan.

Present Situation
The final outcome is a collaborative and comprehensive Economic Development Strategic Action Plan with defined Investment Areas that will spur economic development and recovery in Stockton over the next five years. The Action Plan is broken down into three focus areas, each containing a series of detailed Investment Areas:
· Economy & Business
o Investment Area 1: Strengthen Local Business Climate
o Investment Area 2: Develop Local Workforce Capacity
o Investment Area 3: Create Innovation Hub
· Infrastructure
o Investment Area 4: Transform Downtown
o Investment Area 5: Invest in Key Assets
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· Image & Branding
o Investment Area 6: Unify Community
o Investment Area 7: Promote Brand
Included in each Investment Area is a defined set of initiatives for the City to guide and monitor over the coming years. The Investment Areas are supported by data analytics, including industry trends and job sector growth, to help the City attract specific industries, capture emerging markets, advance recovery efforts, and understand current and future workforce dynamics. The Investment Areas also specify the anticipated outcomes, resources, and level of effort required to implement each initiative, with Key Performance Indicators (KPIs) being defined to enable the City to use data-driven processes to measure the success of each initiative. The Industry and Workforce Trends, which guided development of the Investment Areas, are included as an Appendix in the Action Plan.

The Action Plan also includes a Communication Plan, highlighting how the initiatives will help to promote inclusion, awareness, engagement, pride, and advocacy on behalf of residents, stakeholders, and community partners. Within each phase, the Communication Plan describes residents’ current mindsets and desired perception shifts, as well as objectives, supporting activities, communications channels, and measurements of success. The goal of this component is to strengthen the community’s perception of itself and provide a pathway for residents to contribute to the City’s economic recovery.

The final Economic Development Strategic Action Plan for the City of Stockton is included as Attachment A.

FINANCIAL SUMMARY
In July 2021, Council approved to award Deloitte & Touche LLP, a one-time appropriation of $220,000 to develop an Economic Development Strategic Action Plan for the City of Stockton. The Attachment A is the fiscal year 2021-22 final five-year action plan. There is no additional financial impact associated with the adoption of the Economic Development Strategic Action Plan.

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City of Stockton
Economic Development Strategic Action Plan
Activation Roadmap
Prepared in partnership with Deloitte Consulting
DECEMBER 28. 2021
Community - Based
Organizations
Education
Business
Residents

ATTACHMENT A
289
2 | City of Stockton Economic Development Strategic Action Plan Table of Contents| Activation Roadmap
Activation Roadmap
Executive Summary 3
Initiative Inventory 7
Execution Timeline 15
Implementation Considerations 18
Acknowledgements 22
Appendix 23

ATTACHMENT A
290
3 | City of Stockton Economic Development Strategic Action Plan Executive
Summary

ATTACHMENT A
291
4 | City of Stockton Economic Development Strategic Action Plan Over the last decade, Stockton, California has recovered from bankruptcy and shifted its narrative from economic uncertainty to one focused on lasting prosperity for all residents.

Stockton has made impressive strides. Notably, it has been ranked the 4 th most fiscally healthy
city in the United States and awarded as an “All-American City” three times over the last 10 years.

Given Stockton’s resources, rich cultural diversity and heritage, and strategic assets, the City has an opportunity to become a thriving, 21st- Century City for all. At the same time, during the past two years, Stockton has grappled with the profound health and economic impacts of COVID, whose consequences and recovery efforts will continue. Included in this document is the Economic Development Strategic Action Plan (EDSAP), developed by the City of Stockton with the support of Deloitte Consulting, using an inclusive, innovative activation approach to enable purposeful economic development results by residents, businesses, and public leaders. This Action plan, which seeks to support Stockton’s post-pandemic recovery, was anchored by six key goals:
• Tell the Stockton Story. Stoc
kton will become a community of choice for residents and visitors, and be rebranded as a best city in America to live, raise a family, and grow a business • Support Small Business. Stoc ktonians will have all the resources and support they need to start and grow a small business
• Continue to Build a Thriving Entrepreneurship Ecosystem. Stoc kton will become a hub for innovation and entrepreneurship, developing the next generation of local entrepreneurs • Attract and Retain High Caliber Businesses. Stoc kton will attract multiple large businesses in the social sciences, healthcare, and utilities industries that provide high-paying jobs for residents • Make Data-Driven Decisions. Stockton will incorporate data-driven decision-making to measure policy results and progress in executing the EDSAP initiatives • Define Our Role in Workforce Development. Stoc kton will become a local convener for community stakeholders to enhance Workforce Development Executive Summary| City of Stockton Economic Development Strategic Action Plan Figure 1. Stockton EDSAP Investment Areas and Initiatives To activate these goals, the EDSAP defines targeted investment areas and initiatives guided by a deep commitment to inclusionand equity; aligns targets with actionable and measurable outcomes; and organizes all initiatives into a strategic roadmap. Seven key investment areas were identified across Stockton,which are outlined in Figure 1. These investment areas tie together a detailed set of recommendations, broken down into actionable initiatives to activate Stockton’s core assets and accelerate economic success.

ATTACHMENT A
292
5 | City of Stockton Economic Development Strategic Action Plan Stockton is at a unique moment in time. In the wake of the COVID-19 pandemic, the City has an opportunity to leverage its resources to build a more resilient, inclusive, and prosperous economy for all Stocktonians. This EDSAP builds upon Stockton’s economic development goals and focuses on strategic investment in Stockton following a three-phased approach to analyze the current economic landscape; identify opportunities to activate key assets; and provide actionable recommendations to developthe Activation Roadmap. During Phase 1: Activate, working with the City, Deloitte carried out a series of stakeholder interviews with key community leaders to better understand the Stockton context. Phase 2: Build centered around three focus groups to validate data collection and preliminary insights. In Phase 3: Activate, Deloitte synthesized findings into prioritized initiatives through an all-day, interactive “Greenhouse Lab” session with City leaders.

Throughout these phases, the project approach centered around three focus areas:
• Entrepreneurship, Future of Business, Inclusive Economy, and Future of Work; • Smart and Resilient Infrastructure; and,
• Image and Branding
Succ
essfully delivering actionable initiatives in these three areas will require significant financial, physical, and institutional collaboration and investment from the City, existing partners and new entrants into the Stockton market.

Figure 2. Stockton EDSAP Approach
Executive Summary| City of Stockton Economic Development Strategic Action Plan As a part of the EDSAP, Deloitte Digital’s creative agency, HEAT, proposed brand positioning recommendations to rethink how the City “tells the Stockton story.” Addressing Stockton’s brand perception began with an extensive quantitative and qualitative research process, which led to defining a new mental model for the Stockton brand that enhances the impact of new experiences.

As a part of the HEAT Branding Process, our efforts included:

1. Identifying aspirations and pain points that impact economic development planning

2. Defining what is driving perception challenges and underlying opportunities; leveraging winning strategies from other city branding efforts

3. Conducting deep dives into key constituent mindsets; exploring brand mission and values; identifying key brand attributes for Stockton

4. Identifying 2-3 brand positioning direction options; discussing integration with initiatives to drive believability and new experience

5. Providing marketing recommendations inclusive of activation strategies, cadence, and tactics
Relaunching the City’s brand will create a chance to reassess the City’s legacy and ensure the impact and future success of key EDSAP investment areas.

ATTACHMENT A
293
6 | City of Stockton Economic Development Strategic Action Plan As the City of Stockton looks to drive industry growth and economic vitality for its citizens, there needs to be a focused effort towards occupational intentionality. For example, Figure 4 shows the top five highest-paying jobs for Stocktonians in 2019. All have median earnings above Stockton’s 2019 median income. These jobs are high paying, and many do not require advanced degrees, yet they are not among Stockton’s most common jobs. The EDSAP initiatives seek to holistically rectify this gap.

Executive Summary| City of Stockton Economic Development Strategic Action Plan To inform initiatives and investment areas as part of ourthree-phased approach, including robust primary research, we employed Data USA to provide insights into Stockton’s economic, business, and labor trends. To help deliver such insights in a visual, interactive way, specialists from Deloitte and Datawheel joined MIT Media Lab Faculty Cesar Hidalgo to create Data USA—a destination and visualization engine that retrieves data from various US government data sources, organizes and analyzes it, and helps leaders visualize answers in seconds.

As shown graphically in Figure 3 at right, since 2013, there has been a shift from Sales and Office Occupations to more specialized occupations in Management, Business, Science, and Arts. Additionally, the labor force grew from 109k employees to 130k employees.

While this paints a picture of more specialized work, the most common job groups, by number of people living in Stockton, CA, are Office & Administrative Support Occupations, Sales & Related Occupations, and Material Moving Occupations, which is the same as reported in 2013. The shift in specialized occupations can be harnessed to provide Stocktonians with more head of household jobs.

Employment by Occupation, 2013 Employment by Occupation, 2019 While data demonstrates job growth and the opportunity for future prosperity in Stockton, the City of Stockton needs to focus on workforce development to prepare for the post- pandemic labor force.

Figure 3. Shifts in Stockton Employment by Occupation
Figure 4. Highest Paid Jobs for Stockton
Residents, 2019
In looking at the sectors impacted by COVID-19, Information Services and Financial Activities, among others, are underrepresented in Stockton but are stable and high earning potential opportunities.

However, jobs alone are no longer enough to attract today’s skilled laborers. It is vital to build out supporting attributes—through “Creative Placemaking”—such as downtown amenities, parks, and public infrastructure to support qualify of life and work-life balance.

Figure 5. COVID-19 Impact on Employment by Industry Sector, California

ATTACHMENT A
294
7 | City of Stockton Economic Development Strategic Action Plan Initiative
Inventory

ATTACHMENT A
295
8 | City of Stockton Economic Development Strategic Action Plan Strengthen local
business climate to
drive economic activity
Investment
Area 1
• US Bureau of Labor Statistics reports Stockton’s October 2021 Unemployment Rate at 7.2%, 2.6% above the national rate, and dropping from 10% in December 2020, showing a positive post-recovery trend.
• Due to COVID-19, occupations that afford a “work from home” option have an increased share of labor participation.
• Compared to the national average, Stockton, CA has a high number of residents working in Farming, Fishing, &
Forestry (6.77 times), Material Moving (1.85 times), and Transportation Occupations (1.44 times).

For the City of Stockton to become a city of choice for all, community leaders identified the importance of
attracting new businesses to further diversity the
occupational opportunities for residents. This initiative focuses on specific efforts to support business
enablement, such as creating an inventory of ongoing
efforts to support collaboration and developing a
central hub to promote ease of information-sharing.

SUPPORTING DATA/RESEARCH:

INITIATIVES OUTCOMES METRICS RESOURCES
Build inventory of business
and workforce development
efforts to streamline initiatives
in Stockton and increase
collaboration
Create additional capacity,
align on key priorities, and
maximize impact among
various groups working
towards similar goals
• # of users and % increase
over time for central
business hub
• # of business supported
through technical
assistance, networking, and
financial assistance
Estimated Start-up Cost:
$
A
Key Stakeholders:

City & State Entities,
Economic Development
Organization
Develop a central business
hub/case management
approach to guide businesses
through common processes
(i.e., permitting process,
starting a small business)
Make Stockton the most
accessible City in the region to
conduct business and create a
clear guide for new builders to
navigate permitting process
• 10% increase in unique
engagements among
workforce development
organizations over five
years
• # of new business licenses
Estimated Start-up Cost:
$-$$
Key Stakeholders:

City & State Entities,
Economic Development
Organization
Develop sector-specific
outreach strategy and
communications by identifying
criteria to attract desired
businesses to Stockton
Attract new businesses to
Stockton that will provide
residents with higher-
value/head of household jobs
and stimulate economic
growth
• Develop prospect list of 500
and substantial leads on at
least 1% of targets
Estimated Start-up Cost:
$-$$
B
Key Stakeholders:

City & State Entities,
Economic Development
Organizations
Standup an equity initiative
focused on South Stockton
and explore opportunities to
grow business footprint
through Business & Innovation
Park and a Retail/Services
Attraction Plan
Identify business opportunities
and a set of businesses that
could enter South Stockton to
increase business traffic and
indirectly advance the
socioeconomic status of
Stocktonians
• Increase in household
income by census tract
• Increase in business sales
tax per census tract
Estimated Start-up Cost:
$$
B
Key Stakeholders:

Developers & Investors,
Economic Development
Organizations
Initiative 2022 2023 2024 2025 2026
Business Inventory
Central Business Hub
Attract Desired Businesses
South Stockton Initiative
2 - 3 Months
4 - 6 Months
Ongoing6 Months – 1 Year
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ Superscript Letter: Identifies potential funding sources on slide 30 1 – 2 Years

ATTACHMENT A
296
9 | City of Stockton Economic Development Strategic Action Plan Investment
Area 2
• In 2019, Stockton’s Median household income was $59.504, roughly $10,000 below national average.
• Based on US Bureau of Labor Statistics (May 2020) data, 72% of occupations are underrepresented in Stockton (as
compared to the US), 27% of which have a higher median
income than Stockton’s median income in 2019.

Developing Stockton’s workforce will build individual
and collective prosperity for the City. Stockton can serve as a convening partner for various workforce
development efforts in the City. Additionally, the City can support partners in equipping Stockton’s
workforce with the necessary tools to identify higher-
wage jobs. As partners develop career pathways for
residents, including youth labor participants, to foster job advancement, they should play a role in ensuring an equity lens for underserved communities.

SUPPORTING DATA/RESEARCH:

INITIATIVES OUTCOMES METRICS RESOURCES
Establish workforce alliance
with the County, local
businesses, community groups,
and educational institutions to
identify skills needed for the
future of work, advance
workforce development
opportunities, and support job
seekers through a case
management approach
Build and sustain high-impact
job pathways for students
entering the workforce and mid-
career professionals; Increase
job-ready candidates in the
Stockton job market
• # new jobs created and
retained
• Refined vision for workforce
development within Stockton
Estimated Start-up Cost:
$-$$$
AC
Key Stakeholders:

Education Organizations,
University & Colleges,
Economic Development
Organizations, Workforce
Development Organizations
Convene employers and other
partners to develop targeted
outreach strategies and realign
or distribute actionable
roadmaps for job seekers in
high-impact industries and
organizations
Foster both lateral and job
advancement to build strong
workforce in Stockton
• # employers engaged; %
employment rate
• % increase in family income
over time in under-resourced
neighborhoods
Estimated Start-up Cost:
$-$$
B
Key Stakeholders:

Workforce Development
Organization, University &
Colleges
Enliven Stockton Unified School
District’s Career Pathways
program by creating
internship opportunities to
expose Stockton’s youth to a
variety of vocational
opportunities
Create internship/educational
co-op track with public and
private partners to show youth
that there are many
opportunities
• # of internships created
• # of internships completed
• % of program participants
who accept a job offer or
pursue continued education
Estimated Start-up Cost:
$$$
I
Key Stakeholders:

Workforce Development
Organization, University &
Colleges
Develop local
workforce capacity to
build resident wealth
Initiative 2022 2023 2024 2025 2026
Workforce Alliance
Actionable Roadmaps
Career Pathways Internships
8 Months - 1 Year
Ongoing4 - 6 Months
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 6 Months - 1 Year Ongoing
Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
297
10 | City of Stockton Economic Development Strategic Action Plan Create Innovation Hub
to build next generation
of entrepreneurs
Investment
Area 3
Stimulating Stockton’s entrepreneurship culture
creates additional career pathways for Stocktonians,
especially those from underserved communities. This
initiative focuses on catalyzing cross-cutting
innovation activities to build a culture of
entrepreneurship in the City, empowering the local
workforce, and developing a sense of ownership in
Stockton's prosperity.

INITIATIVES OUTCOMES METRICS RESOURCES
Invest in Stockton Innovation
Accelerator that will provide
workspace, trainings, and
mentorship support for
Stockton entrepreneurial
ventures
Provide comprehensive and
centralized resources to support
success of Stockton
entrepreneurs
• Increase in start-ups based in
Stockton
• Track new business ventures
operations semi-annually*
Estimated Start-up Cost:
$$$$-$$$$$
F
Key Stakeholders:

Innovation/Entrepreneurship
Organizations, University &
Colleges, Economic
Development Organizations
Create local Innovation
Challenge for entrepreneurs to
submit proposals to address a
key Stockton Challenge
Build Stockton’s reputation as a
hub for innovation through
galvanizing resources for
promising startups (ex: connect
with angel investors, increase
access to capital)
• % increase in
participants/investors
• % increase in participants
from underserved
communities
• Funding awarded towards
entrepreneurship program
Estimated Start-up Cost:
$$
D
Key Stakeholders:

Innovation/Entrepreneurship
Organizations, University &
Colleges, Developer &
Investors
Establish annual
entrepreneurship summit and
awards program
Expand culture of
entrepreneurship in Stockton
and increase peer to peer
learning and funding sources
for aspiring entrepreneurs
• % increase in
participants/investors
• % increase in participation
from underserved
communities
• # of and % increase in new
ventures started
Estimated Start-up Cost:
$$-$$$
Key Stakeholders:

Innovation/Entrepreneurship
Organizations
Support new ventures for
aspiring horticultural and
agricultural entrepreneurs
through city-wide incentives
(i.e., accelerator residence) and
grant programs
Develop pipeline of
entrepreneurs; Stimulate job
creation in Stockton
• % increase in horticulture,
and agricultural projects
launched
Estimated Start-up Cost:
$$-$$$
E
Key Stakeholders:

Innovation/Entrepreneurship
Organizations, Economic
Development Organizations
Initiative 2022 2023 2024 2025 2026
Innovation Accelerator
Innovation Challenge
Entrepreneurship Summit
Support Ventures
Ongoing1 - 2 Years
Ongoing4 - 6 Months
Ongoing8 Months - 1 Year
Ongoing4 - 6 Months
Metric Applies to all Initiative: *
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ • The Aspen Network of Development Entrepreneurs (ANDE), part of the Aspen Institute, has completed detailed research and findings on incubation and accelerators for early-
state innovators to bridge the “Pioneer Gap.”
• Targeted accelerator and innovation programs can help Stockton start-ups and early-stage entrepreneurs,
providing capabilities in: “(a) business development …; (b) infrastructure support …; (c) network support … and (d) financial support.”
SUPPORTING DATA/RESEARCH:

Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
298
11 | City of Stockton Economic Development Strategic Action Plan Transform downtown
into a thriving,
connected City Center
Investment
Area 4
Embolden downtown Stockton as the central,
identifying hub for the City. Through infrastructure
improvements and placemaking efforts, downtown
Stockton can enable businesses to thrive, attract
residents and external visitors alike, and ultimately
improve the Stockton experience and brand. Bold
investments in this geography will help Stockton
improve its image while creating an environment
suitable for business and leisure, reducing costs, and
providing opportunities for revenue enhancements.

SUPPORTING DATA/RESEARCH:

Initiative 2022 2023 2024 2025 2026
DSA Ambassadors
Lighting infrastructure
Full spectrum development
Smart Corridor
Wayfinding/Smart Parking
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+

INITIATIVES OUTCOMES METRICS RESOURCES
Deploy additional downtown
ambassadors through funding
and formalized partnership
Enhance Downtown experience
through providing visitors and
businesses a resource to obtain
assistance, receive directions,
and report undesirable activity
• % increase in sales tax
revenue downtown
• % reduction in calls to
ambassador program
Estimated Startup Cost: $$$
Key Stakeholders:

Economic Development
Organizations
Identify lighting
infrastructure upgrades,
specifically, smart/connected
lighting and funding allocations
Improve perception of safety in
this geography; Increase
visitation (both residents and
visitors) in the Downtown
Stockton district outside
daylight hours
• # of proposed streetlight
retrofits
• % of retrofits complete
• $ cost savings
• Additional Revenue
Estimated Start-up Cost:
$- $$
Key Stakeholders:

City & State Entities
Incentivize full-spectrum
housing development by
partnering with regional
developers and obtaining
brownfield redevelopment
grants
Increase commercial activity
Downtown; Increase residential
housing downtown; Bolster
feasibility for a Downtown
grocery store (long-term)
• % increase in population via
Census Tract data mapped to
downtown region(s)
• % increase in first time
homebuyers
• Standardize housing mix for
new developments
Estimated Start-up Cost:
$$$ - $$$$$
Key Stakeholders: City &
State Entities, Developers &
Investors, Housing
Organizations
Implement a smart,
multimodal corridor complete
with interconnected traffic
signals, vehicle detection, and
micro-mobility options, that
runs North-South through
downtown to South Stockton
Unlock state and federal funds
to provide equitable access to
Stockton’s downtown, while
enabling growth in both
downtown and south Stockton
• # of potential projects
identified
• % increase of identified
projects accelerated to
shovel worthy
Estimated Start-up Cost:
$$$$$
Key Stakeholders: City &
State Entities, Developers &
Investors
Accelerate deployment of
signage, and smart parking
infrastructure throughout
downtown
Enable pedestrian and vehicle
traffic among intra-downtown
destinations, and facilitate
movement to Stockton’s
downtown
• # of wayfinding kiosks/signs
deployed in downtown
Stockton
• Increase in parking usage
Estimated Start-up Cost:
$$$$ -$$$$$
Key Stakeholders:

City & State Entities
1 - 2 Years
6 Months
2 - 3 Years
3 - 4 Years
6 - 9 Months Ongoing
• Stockton's housing expense is 37% higher than the national average, driven in part by limited supply and high demand; growing business will require new housing stock.
• Conversion of public lighting to LED and creating smart lighting controls can reduce energy costs up to 50% and improve public safety perceptions.
• Further build-out of the public lighting system can enable multimodal corridor development, and smart parking, with estimated potential revenue increases of 10-35%.

Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
299
12 | City of Stockton Economic Development Strategic Action Plan Invest in Stockton’s
key assets to activate
public spaces and
attract activity
Investment
Area 5
• The Urban Land Institute (ULI) states 55% of US residents say access to green space is a top or high priority when
deciding where to live.
• National Recreation and Parks Association identify “quality parks and recreation” as one of the top three reasons that business cite in relocation decisions.
• Gensler survey of 350 private investors shows 73% believed that “open space could act as a crucial catalyst for
economic development.”
Supporting Stockton to be the best city in America to
live, raise a family, and grow a business requires
additional investment in its key assets and public
spaces. Expanding Stockton’s portfolio of public
spaces, beginning with beautifying existing spaces,
will support the creation of nationally renowned
recreation facilities and boost internal and external
perception in the process.

SUPPORTING DATA/RESEARCH:

INITIATIVES OUTCOMES METRICS RESOURCES
Implement new, well-lit park
improvements that create
usable space for the
community while inviting
visitors to engage across
socioeconomic boundaries
Improve internal perception of
Stockton and increase the
utilization of existing parks by
local and regional users
while increasing land values
adjacent to public spaces
• % increase in park event
permits requested
• % increase local land value
• % increase in local weekend
spending
Estimated Start-up Cost:
$$$ - $$$$$
Key Stakeholders:

City & State Entities,
Community Development
Organizations
Explore the creation of a special
services district (SSD) or an
entertainment overlay district
around Stockton’s Waterfront,
focused on infrastructure
development, art installation,
and entertainment/events
Through targeted measure,
activate Stockton’s natural
assets through public private
collaboration while increasing
outward appeal and investment,
and successful operation of a
sustainably financed SSD
• Number of events hosted
• Revenue from physical assets
(theater, arena) - # tickets
sold
Estimated Start-up Cost:
$$$
Key Stakeholders:

City & State Entities,
Economic Development
Organizations
Activate existing public
spaces such as Weber Point
Event Center, Janet Leigh Plaza,
Dean DeCarli Square,
Downtown Marina, the Joan
Darrah Promenade
Leveraging successes from
Investment Area 6, provide
citizens with a channel to City-
owned spaces for public use,
leading to improvements in
both internal and external
perception
• % of distinct Stockton
neighborhoods with
neighborhood councils
• % of neighborhood councils
with an ambassador
program
Estimated Start-up Cost:
$
Key Stakeholders:

Economic Development
Organizations, Neighborhood
Councils
Initiative 2022 2023 2024 2025 2026
Park Redevelopment
Special Services District
Activate Public Spaces
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 2 - 3 Years
6 months - 1 Year Ongoing
6 Months - 1 Year Ongoing
Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
300
13 | City of Stockton Economic Development Strategic Action Plan Build unified
community to drive
ownership and pride in
Stockton’s identity
Investment
Area 6
Stakeholder interviews illuminated a gap that some
Stocktonians do not feel connected to a “unified”
Stockton, as the City includes a myriad of diverse
communities. This investment area builds cohesion
amongst various pockets of the City and supports
residents to develop ownership over their role in the
City’s future success.

INITIATIVES OUTCOMES METRICS RESOURCES
Launch neighborhood grants
competition program to
generate community
engagement and foster
innovative solutions to local
challenges
Create enthusiasm and
momentum among various
constituent groups; Build
community cohesion and pride
and begin formation of
neighborhood identities
• % increase in grants
competition ideas submitted
• # ideas activated from grants
competition
Estimated Start-up Cost:
$-$$$
Key Stakeholders:

City & State Entities,
Developers & Investors
Economic Development
Organizations
Create and institutionalize
weekly Stockton Saturdays
event (branded “farm to fork” or
“vineyard to glass”) with
Farmer’s Market, food trucks
and/or pop-up street vendors in
centralized Downtown hub
Celebrate Stockton’s local food
culture and promote pride in
one of Stockton’s greatest
assets, its people; Provide
opportunities to keep Stockton
residents in the City during
leisure time (long-term)
• % increase in vendors
engaged
• % increase in parking revenue
and visitor perception survey
for those who regularly attend
events
• Community perception survey
Estimated Start-up Cost:
$$
H
Key Stakeholders:

Economic Development
Organizations, Local
Business & Tourism
Initiative 2022 2023 2024 2025 2026
Neighborhood Grants
Competition
Stockton Saturdays
6 - 9 Months
6 Months - 1 Year
Ongoing
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ • According to the 2020 ULI study Creative Placemaking: “Creative placemaking provides triple-bottom-line benefits—financial, social, and environmental—for all stakeholders. Developers and their partners report higher market values, lower turnover rates, faster approval cycles and lease-ups, greater community buy-in, and better branding and market recognition. Local governments see gains in job growth, improved public
safety, and increased tax revenues that pay for more
resident services. And communities benefit from
community cohesion and the creative energy and
aesthetics of vibrant new places that are enhanced with arts and culture.”
SUPPORTING DATA/RESEARCH:

Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
301
14 | City of Stockton Economic Development Strategic Action Plan Promote a brand
celebrating Stockton’s
strengths that
resonates externally
Investment
Area 7
Stockton’s external brand perception is affected by the City’s challenges, including crime perception and
misinformation. Improving Stockton’s reputation, by
highlighting Stockton’s key attributes, will bolster pride among residents and aid in driving tourism from other
parts of the state and country. Initiatives in this
investment area span the digital and community
spheres, driving positive perception externally.

INITIATIVES OUTCOMES METRICS RESOURCES
Revitalize Stockton's online
presence through social content
creation and targeting,
enhanced website
approachability and a monthly
newsletter, Search Engine
Optimization
Improve the City’s digital
footprint to bolster perception
internally and externally
• Search volume and % increase
annually
• # site visits
• % increase in organic online
mentions and positive
sentiment annually
• % increase in follow count and
engagement rate annually
Estimated Start-up Cost:
$$
Key Stakeholders:

Digital strategy specialists,
City & State Entities
Launch state-facing activities
in Sacramento to attract
funding for City of Stockton
Foster Stockton visibility at the
state-level to build momentum
around prioritized investment
areas and fund key projects
• % increase in state funding
allocated to Stockton
programs
Estimated Start-up Cost:
$$
Key Stakeholders:

City & State Entities
Facilitate frequent “Stockton
Style” cultural events through
community partnerships to
create quintessentially Stockton
dishes, art, and music
Create a culture of City pride
around key attributes, such as
diversity, history, resilience, and
grit
• Event attendance volume (pre-
registration/QR code tracking)
and % increase
Estimated Start-up Cost:
$
Key Stakeholders:

Economic Development
Organizations, Local
Business & Tourism,
Community Development
Organizations
Launch City marketing
campaign to increase
engagement around priority
events and attractions
Build internal and external
awareness around major proof
points of City attractiveness
• Qualitative and quantitative
data captured through brand
awareness and perception
surveys
• % increase in positive online
City reviews
Estimated Start-up Cost:
$$-$$$
Key Stakeholders: Local
Business & Tourism,
Advertising Agency
Initiative 2022 2023 2024 2025 2026
Online Footprint
State-Facing Activities
“Stockton Style”
Marketing Campaign
1 Year
6 Months
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 6 Months Ongoing
Ongoing
6 Months Ongoing
Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
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15 | City of Stockton Economic Development Strategic Action Plan Execution
Timeline

ATTACHMENT A
303
16 | City of Stockton Economic Development Strategic Action Plan 2022 2023 2024 2025 2026
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Execution Timeline| Proposed Roadmap to 2026
Innovation Hub
Creation
Local Business Climate
Develop Workforce
Transform Downtown
Invest in Key Assets
Unify Community
Promote Brand
Initiative: Smart Corridor
Initiative: Workforce Alliance*
Initiative: Neighborhood Grants Program*
Initiative: Restore Public Parks
Initiative: Stockton Saturdays*
Initiative: Smart Parking and Wayfinding
Initiative: Revitalize online footprint
Initiative: Stockton Style*
Initiative: State-facing activities*
Initiative: Entrepreneurship Summit*
Initiative: DSA Ambassadors*
Initiative: Innovation Challenge*
Initiative: Support Ventures*
Initiative: Special Services District*
Initiative: Activate Public Spaces*
Initiative: Lighting Infrastructure
Initiative: Full-spectrum Development
Initiative: Actionable Roadmaps*
Initiative: Marketing Campaign*
Key Startup Phase * Ongoing Activity after Startup Phase Initiative: Innovation Accelerator*
Initiative: Business Inventory
Initiative: Central Business Hub*
Initiative: Attract Targeted Businesses*
Initiative: South Stockton Initiative
Initiative: Career Pathway Internships*

ATTACHMENT A
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17 | City of Stockton Economic Development Strategic Action Plan Inclusion Awareness Engagement Pride Advocacy
Current Mindset
“I believe Stockton has potential, but the
City feels stagnant and there’s not much I
can do about it”
“Among the perception of crime, lack of
opportunities and amenities, and
homelessness, Stockton has many challenges
to tackle”
“There’s not much going on in Stockton, so I
primarily look to surrounding cities to fulfill
my needs”
“Stockton is my home, but it’s certainly
not my favorite city”
“I rarely invite my family or friends to
Stockton because there isn’t much to
see or do”
Desired Perception
Shift
“My city is being reborn and I’m excited to
contribute to this journey”
“I can envision Stockton becoming the city for
me and my family”
“Stockton has everything I need to live
happily, raise a family proudly, and grow a
business successfully”
“Stockton is my city of choice and there’s
no place I’d rather be”
“I sing the City’s praises to non-
residents incessantly; I can’t wait for
my friends to visit”
Communications
Objective
Inform residents of intent to “relaunch”
Stockton and solicit collaboration
Introduce Stockton’s 2026 vision and build
excitement around the City’s future
Entice the rediscovery of, immersion into
Stockton and its communities
Celebrate the unique attributes that
make Stockton, Stockton
Prompt residents to share love and
pride in Stockton to drive tourism
Proposed Initiatives
• Establish workforce alliance with the
County, local businesses, community
groups, and educational institutions
to identify skills needed for the
future of work.
• Revitalize Stockton's online presence
and drive engagement through social
content creation and targeting,
enhanced website approachability
and a monthly newsletter, Search
Engine Optimization
• Launch City marketing campaign to
increase engagement around priority
events and attractions
• Create a special services district (SSD)
around Stockton’s Waterfront
• Implement a smart, multimodal
corridor, and accelerate deployment of
signage and smart parking
infrastructure throughout Downtown
• Create local Innovation Challenge for
entrepreneurs to address key Stockton
Challenges
• Support new ventures for aspiring
wine, horticultural, and agricultural
entrepreneurs
• Implement park improvements to
support cross-City engagement
• Launch neighborhood grants
competition program to build
community cohesion
• Create and institutionalize Stockton
Saturdays events in Downtown
• Facilitate frequent “Stockton Style”
cultural events through
community partnerships to create
quintessentially Stockton dishes, art,
and music
• Activate existing public spaces to
increase community engagement
and internal/external perception
• Establish annual entrepreneurship
summit and awards program
• Launch state-facing activities in
Sacramento to attract funding
for City of Stockton
• Urge residents to amplify
positive Stockton experiences
within their communities and
among non-residents
Marketing Channels OLV, Social, OOH, Website, Print, Local Influencer, Community Events/WOM
TV, OLV, Social, OOH, Radio, Website, Print,
Local Influencer, Community Events/WOM,
Display
Social, Radio, Website, Local Influencer,
Community Events/WOM, Newsletter, Search
Search, Social, WOM, Earned Media,
Statewide Outreach Social, Visit Stockton
Key Performance
Indicators
Attendee Volume & Participation,
Sentiment & Emotion Analysis,
Community Champion Buy-In
Search Volume, Site Visits, Organic Mentions,
Vid/Influencer Engagement & Completion
Rate, Event Attendee Volume, Brand
Awareness Survey
Search Volume, Site Visits, Organic Mentions,
Vid/Influencer Engagement & Completion
Rate, Event Attendee Volume & Participation
Organic Mentions & Sentiment, Search
Volume, Online City Reviews, Brand
Perception Survey
NPS, Organic Mentions & Sentiment
Orchestrating the roll-out of the Stockton Communications Plan involves obtaining brand buy-in from key community champions in the Inclusion phase, meeting residents in their current state (Awareness phase), and then eventually supporting residents to become their brand champions (Advocacy phase). Each phase highlights residents’ current mindsets and desired perception shifts and aligns them with supporting objectives and activities, roll-out communications channels, and measurements of success.

Execution Timeline| Proposed Communication Plan

ATTACHMENT A
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18 | City of Stockton Economic Development Strategic Action Plan Implementation
Considerations

ATTACHMENT A
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19 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Community Ownership: To fully integrate initiatives and receive an optimal outcome, Stockton residents and local organizations must feel a sense of ownership over key initiatives and next steps.

City Sponsored: For implementation success, the City of Stockton must prioritize and fully own the Activation Roadmap.

This ownership will require socializing the plan to various City departments and soliciting—then incorporating—feedback on key initiatives as appropriate.

Iteration: The Activation Roadmap is iterative; quick wins will help determine future investment priorities and decisions. Approaching implementation with this mindset will be critical for success.

Accountability: Defining a project management approach for the Activation Roadmap will allow key City owners to track progress against defined milestones and associated metrics. Through this process, the City can hold itself accountable to ultimately activate long-term success for Stockton.

Activation Roadmap Implementation| Key Principles
Several tenets, including City ownership, accountability, community ownership, equity, and iteration will allow Stocktonians—both residents and local organizations—to unify around a core vision for success and provide an equitable foundation for successful Activation Roadmap implementation.

Equity: For the Activation Roadmap to support ALL residents and communities within Stockton, the City must commit to applying an equitable and inclusive lens with the implementation of each initiative. Organizations rooted in Stockton’s diverse communities must have a seat at the table throughout each initiative's implementation to accomplish this goal.

ATTACHMENT A
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20 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Business Inventory
Central Business Hub
Attract Desired Business
South Stockton Taskforce
Workforce Alliance
Actionable Roadmaps
Career Pathway Internships
Innovation Accelator
Innovation Challenge
Entrepreneurship Summit
Support Venture
DSA Ambassadors
Lighting Infrastructure
Full-spectrum Development
Downton Public Infrastructure
Wayfinding/Smart Parking
Park Redevelopment
Special Services District
Activate Public Spaces
Neighborhood Grant Competition
Stockton Saturdays
Online Presence
State-facing Activities
Stockton Style
Marketing Campaign
Descriptions of Axes
Potential Cost:
• Identified cost range to implement initiative
Duration to Implement:
• The time allocated to developing, testing and scaling initiatives.

Timelines for initiatives range from 0 months – 2+ years.

Quadrant Description
Quick Wins:
• Short implementation duration and low potential costs; quick to build momentum within investment areas
Strategic Investments:
• Long duration to implement but low potential cost; these represent long-term, strategic investments for the City Growth Opportunities:
• Long implementation duration and high potential costs; City should opportunistically pursue these as long-term strategic growth opportunities
Catalysts:
• Short implementation duration and high potential costs; City should pursue rapidly to activate priority focus areas
Duration to ImplementShort Long
Potential CostLow High
Quick Wins
Activation Roadmap Implementation| Opportunity Matrix
When considering Activation Roadmap implementation, it is important to align potential opportunities with City objectives. This matrix plots all proposed initiatives based on the effort required to complete said initiatives. Refining this analysis will help the City identify the impact of these initiatives.

Strategic Investments
Catalysts Growth Opportunities
Indicator Range
$ < $100,000
$$ $100,000 - $500,000
$$$ $500,000 - $1,000,000
$$$$ $1,000,000 - $2,000,000
$$$$$ > $2,000,000
Key: Initiatives are Grouped by Focus Area
Inclusive Economy: People and Business Smart and Resilient Infrastructure Stockton Branding

ATTACHMENT A
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21 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Activation Roadmap Implementation| What’s Next?
Defining a robust Activation Roadmap implementation plan is critical to ensuring community buy-in and fostering the success of prioritized initiatives over a five-year timeline. This timeline builds upon the framework outlined in the Roadmap; each of these next steps is dependent on the various identified components.

Short Term
(6 months)
• Develop Activation Roadmap
Impl
ementation Plan to assign
roles and responsibilities for
prioritized initiatives; Build a
core Implementation team that
oversees strategic rollout
• Secure “Quick Wins,” as
iden
tified in the opportunity
matrix, to gain positive
momentum for the City and lay
the groundwork for long-term
success
• Consider “Catalyst”
opportun
ities that require more
investment but drive
monumental change
Medium Term
(6 – 12 months)
• Implement results management
approac
h for regular progress
reporting, milestone and
budget tracking, and risk
monitoring; Develop public
dashboards for consistent City
and community reporting and
consistent buy-in
• Budget and plan for the
impleme
ntation of priority
“Growth Opportunities” and
“Strategic Investments”
• Scale early investments to drive
transformational changes for
the City of Stockton
Long Term
(1 – 5 years)
• Launch priority “Growth
Opportu
nities” and “Strategic
Investments” based on work
plans and staff capacity, as well
as resources required
• Utilize Project Management
system
through the Office of
Performance and Data Analytics
to track success against defined
metrics
• Iterate on defined initiatives
and ass
ociated activities as
necessary to realign Activation
Roadmap based on lessons
learned and resources available
to the City

ATTACHMENT A
309
22 | City of Stockton Economic Development Strategic Action Plan Acknowledgements
The Deloitte Team, on behalf of the City of Stockton, would like to recognize the notable contributions of the various partners that Deloitte engaged with while developing the Economic Development Strategic Action Plan. This includes local Stockton leaders within the Government, Education, Business, and Nonprofit sectors who participated in stakeholder interviews, Focus Groups, and the Greenhouse Lab session. Thank you!

ELECTED OFFICIALS

1. Stockton Mayor and City Council

GOVERNMENT

1. City of Stockton, CA

2. Port of Stockton

3. San Joaquin Council of
Governm
ents

EDUCATION

1. CSU Stanislaus, Stockton Campus

2. San Joaquin A+

3. San Joaquin County Office of Education

4. San Joaquin Delta Community College,
Small
Business Development Center

5. Stockton Unified School District

6. University of the Pacific

BUSINESS

1. ASM Global

2. BAC Community Bank

3. BIA Greater Valley

4. Cast Iron

5. Grupe Huber Company

6. H D Arnaiz Corporation

7. San Joaquin Regional Transit District

8. St. Joseph’s Medical Center

9. Via Ventures

10. Weberstown Mall

COMMUNTITY -BASED

ORGANIZATIONS

1. African American Chamber of
Comm
erce of San Joaquin

2. Central Valley Asian-American
Chambe
r of Commerce

3. Community Foundation of San
Joaq
uin

4. Downtown Stockton Alliance

5. Greater Stockton Chamber of
Commer
ce

6. HATCH Workshop

7. Housing Authority of San Joaquin

8. Little Manila

9. Miracle Mile Improvement District

10. San Joaquin Business Council

11. San Joaquin County Hispanic
Chambe
r of Commerce

12. San Joaquin Partnership

13. San Joaquin County WorkNet

14. Stockton Community Kitchen

15. Third City Coalition

16. United Way

17. Visit Stockton

ATTACHMENT A
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23 | City of Stockton Economic Development Strategic Action Plan Appendix

ATTACHMENT A
311
24 | City of Stockton Economic Development Strategic Action Plan Investment Area Initiatives Supporting Data/Research Data USA Profiles (see following slides) + Relevant Linking Notes
Business Inventory
Central Business Hub
Attract Targeted Businesses
South Stockton Initiative
• US Bureau of Labor Statistics reports Stockton’s October 2021 Unemployment Rate at 7.2%, 2.6% above the national rate, and dropping from 10% in December 2020, showing a positive post-recovery trend. • Due to COVID-19, occupations that afford a “work from home” option have an increased share of labor participation. • Compared to other places, Stockton, CA has an unusually high number of residents working in Farming, Fishing, & Forestry (6.77 times higher than expected), Material Moving (1.85 times), and Transportation Occupations (1.44 times).

There is the opportunity to attract new business in
emerging occupations in Management, Business,
Science, and Arts, in industry sectors such as Trade
& Logistics, Manufacturing (advanced), and
Technology, among others.

See: Economic, Occupations, Industry Profiles
Workforce Alliance
Actionable Roadmaps
Career Pathway Internships
• In 2019, Stockton’s Median household income was $59.504, roughly $10,000 below national average. • Based on US Bureau of Labor Statistics (May 2020) data, 72% of occupations are underrepresented in Stockton (as compared to the US), 27% of which have a higher median income than Stockton’s median income in 2019.

There is the opportunity to diversify the
workforce. As one example, Information Services
and Financial Activities, among others, are
underrepresented in Stockton but are stable and
high earning potential opportunities.

See: Economic, Occupations, Industry Profiles
Innovation Accelerator
Innovation Challenge
Entrepreneurship Summit
Support Ventures
• The Aspen Network of Development Entrepreneurs (ANDE), part of the Aspen Institute, has completed detailed research and findings on incubation and accelerators for early-state innovators to bridge the “Pioneer Gap.” • Targeted accelerator and innovation programs can help Stockton start-ups and early-stage entrepreneurs, providing capabilities in: “(a) business development …; (b) infrastructure support …; (c) network support … and (d) financial support.” The start-up ecosystem and supporting
infrastructure can support bridging the “Pioneer
Gap” and enable new business growth and absorb
new workforce talent/skills, as linked to the
“Develop Workforce” investment area.

DSA Ambassadors
Lighting Infrastructure
Full-Spectrum Development
Smart Corridor
• Stockton's housing expense is 37% higher than the national average, driven in part by limited supply and high demand; growing business will require new housing stock.
• Conversion of public lighting to LED and creating smart lighting controls can reduce energy costs up to 50% and improve public safety.
• Further IoT build-out of the public lighting system can enable multimodal corridor development, and smart parking, with estimated potential revenue increases of 10-35%.

Infrastructure and program investments in
housing and to improve quality of life are critical
enablers to grow and expand business and the
economy more broadly–-making Stockton one of
the best cities to work and live in the United
States. Affordable housing stock must be
increased, and improved lighting/parking can
reduce costs and enhance revenues, while
improving public safety perception. Investments in
parks and open space not only improve quality of
life, but also will support business attraction
efforts.

Smart Parking and Wayfinding
Restore Public Parks
Special Services District
• The Urban Land Institute (ULI) states 55% of US residents say access to green space is a top or high priority when deciding where to live.
• National Recreation and Parks Association identify “quality parks and recreation” as one of the top three reasons that business cite in relocation decisions.
• Gensler survey of 350 private investors shows 73% believed that “open space could act as a crucial catalyst for economic development.”
Neighborhood Grants Program
Stockton Saturdays
• According to the 2020 ULI study Creative Placemaking: “Creative placemaking provides triple-bottom-line benefits—financial, social, and environmental—for all stakeholders. Developers and their partners report higher market values, lower turnover rates, faster approval cycles and lease-ups, greater community buy-in, and better branding and market recognition. Local governments see gains in job growth, improved public safety, and increased tax revenues that pay for more resident services. And communities benefit from community cohesion and the creative energy and aesthetics of vibrant new places that are enhanced with arts and culture.”
Investments in soft infrastructure and cultural
programming enhances Stockton as a place and
brand, yielding a range of benefits grouped under
“creative placemaking.”
Revitalize Online Footprint
State-Facing Activities
Stockton Style
Marketing Campaign
Research and Data | Context & Approach
Innovation Hub
Creation
Local Business Climate
Develop Workforce
Transform Downtown
Invest in Key Assets
Unify Community
Promote Brand
A robust process of assessment and stakeholder consultation helped define and prioritize investment areas and initiatives. Secondary research and data were used to understand the context of Stockton’s evolving economy, occupations, industry, and specialization. While some investment areas and initiatives can be more directly linked to support the requirements of business, workforce, and residents for Stockton’s post-COVID growth, others are “place-making” initiatives that drive broader economic and social impacts. The table below summarizes Investment Areas, Initiatives, Supporting Data/Research, and Data USA Profile considerations.

ATTACHMENT A
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25 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Economy
Median Household Income
2019 VALUE: $59,504 1 YEAR GROWTH: 9.59%
Households in Stockton, CA have a median annual income of $59,504, which is less than the median annual income of $65,712 across the entire United States. This is in comparison to a median income of $54,297 in 2018, which represents a 9.59% annual growth.

The following chart shows how the median household income in Stockton, CA compares to that of its neighboring and parent geographies.

Source: the Census Bureau ACS 1-year Estimate.

Income by Location

HIGHEST MEDIAN HOUSEHOLD INCOME (TOTAL)

1. Census Tract 31.14 ($105,766)

2. Census Tract 40.02 ($101,319)

3. Census Tract 32.08 ($99,975)
The
following map shows all of the places in Stockton, CA colored by their Median Household Income (Total).

Source: the Census Bureau ACS 5-year Estimate.

Median household income in Stockton, CA is $59,504. In 2019, the place with the highest median household income in Stockton, CA was Census Tract 31.14 with a value of $105,766, followed by Census Tract 40.02 and Census Tract 32.08, with respective values of $101,319 and $99,975.

Males in California have an average income that is 1.26 times higher than the average income of females, which is $64,688. The income inequality in California (measured using the Gini index) is 0.497, which is higher than the national average.

The economy of Stockton, CA employs 130k people. The largest industries in Stockton, CA are Health Care & Social Assistance (20,865 people), Retail Trade (15,586 people), and Transportation & Warehousing (13,392 people), and the highest paying industries are Utilities ($76,760), Public Administration ($56,892), and Finance & Insurance ($44,733).

ATTACHMENT A
313
26 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Occupations
Employment by Occupation, 2013 Employment by Occupation, 2019 Employment by Occupations
2019 VALUE: 130K 1 YEAR GROWTH: 1.12% (From 2018 to 2019, employment in Stockton, CA grew at a rate of 1.12%, from 129k employees to 130k employees.) Most Common
The most common jobs held by residents of Stockton, CA, by number of employees, are Office & Administrative Support Occupations (15,162 people), Sales & Related Occupations (12,613 people), and Material Moving Occupations (8,808 people) Most Specialized
Compared to other places, Stockton, CA has unusually high number of residents working in Farming, Fishing, & Forestry (6.77 times higher than expected), Material Moving (1.85 times), and Transportation Occupations (1.44 times).

Highest Paid
By median earnings, Health Diagnosing & Treating
Practitioners & Other Technical Occupations ($110,413), Life, Physical, & Social Science ($109,464), and Law
Enforcement Workers Including Supervisors ($100,951).

ATTACHMENT A
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27 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Industry
Employment by Industry, 2013 Employment by Industry, 2019 Most Common
The most common industries in Stockton, CA, by number of employees, are Health Care & Social Assistance (20,865 people), Retail Trade (15,586 people), and Transportation & Warehousing (13,392 people).

Most Specialized
Compared to other places, Stockton, CA has an unusually high number of Agriculture, Forestry, Fishing & Hunting (3.87 times higher than expected), Transportation & Warehousing (2.12 times), and Public Administration (1.35 times) industries.

Highest Paid
The highest paying industries in Stockton, CA, by median earnings, are Utilities ($76,760), Public Administration ($56,892), and Finance & Insurance ($44,733).

ATTACHMENT A
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28 | City of Stockton Economic Development Strategic Action Plan Data USA & BLS| Stockton Data Profile: Occupation Deep Dive and COVID-19 Source: the DOL Unemployment Insurance Weekly Claims Data Unemployment insurance weekly claims by state.

Aggregated Through Data USA
Unemployment Insurance Claims Employment by Industry Sector (Seasonally Adjusted) Source: the Bureau of Labor Statistics Current Employment Statistics (CES). Aggregated through Data USA When reviewing the U.S. Bureau of Labor Statistics occupation report for Stockton-Lodi, CA, the location quotient provides further insights into potential opportunities for Stockton to invest.

For clarification, the location quotient represents the ratio of an occupation’s share of employment in each area to that occupation’s share of employment in the U.S. For example, an occupation that makes up 10 percent of employment in a specific metropolitan area compared with 2 percent of U.S. employment would have a location quotient of 5 for the area in question.

The table to the right identifies all major occupation categories that have a location quotient below 1.0 and thus a theoretical opportunity for increased participation, in line with economic development trends. The line items highlighted in green are major occupation categories with an annual median wage greater than Stockton’s 2019 average.

Occupation Title Est. total employment Location Quotient Annual median wage Management Occupations 10,070 0.71 $105,910
Healthcare Practitioners and Technical Occupations 13,550 0.89 $89,920 Architecture and Engineering Occupations 1,820 0.41 $88,670 Legal Occupations 770 0.37 $88,610
Computer and Mathematical Occupations 1,720 0.21 $78,340 Business and Financial Operations Occupations 8,690 0.58 $66,250 Construction and Extraction Occupations 9,810 0.93 $57,780 Community and Social Service Occupations 3,770 0.95 $54,450 Installation, Maintenance, and Repair Occupations 9,440 0.97 $53,280 Arts, Design, Entertainment, Sports, and Media Occupations 1,350 0.41 $48,620 Office and Administrative Support Occupations 28,220 0.85 $41,220 Production Occupations 13,040 0.86 $37,690
Building and Grounds Cleaning and Maintenance Occupations 6,050 0.83 $31,860 Sales and Related Occupations 20,090 0.86 $31,510
Personal Care and Service Occupations 3,430 0.71 $31,100 Food Preparation and Serving Related Occupations 18,670 0.93 $28,620 Below is relevant content from Data USA used to support decision making throughout the engagement relating to the COVID-19 pandemic and the associated employment impact on California’s industries and labor force.

ATTACHMENT A
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29 | City of Stockton Economic Development Strategic Action Plan Marketing Terms Glossary
Below is an explanation of the marketing terms and abbreviations identified on Page 17 NPS: Net Promotor Score. measures customer experience and predicts business growth. This proven metric transformed the business worldand now provides the core measurement for customer experience management programs the world round.

OLV: Online Video. A marketing tactic that used by developing engaging ad format for broad brand awareness campaigns.

OOM: One-to-one Marketing. Also known as personalized marketing or individual marketing, this is a marketing strategy by which companies leverage data analysis and digital technology to deliver messages and product offerings tailored to customers.

Social: Social Media. Interactive technology delivered through websites and applications that enable users to create and share contentor to participate in social networking.

WOM: Word of Mouth. Marketing that is driven when consumer's interest in a company's product or service is reflected in daily dialogues.

ATTACHMENT A
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30 | City of Stockton Economic Development Strategic Action Plan Investment Areas| Potential Funding Sources
Below is a list of all potential funding sources identified through the EDSAP development processes. These funding sources will be further developed in the Economic Development Toolkit.

Identifier Potential Funding Source
A Coronavirus Local Fiscal Recovery Fund – Messaging and Public Outreach B Coronavirus Local Fiscal Recovery Fund – Counseling
C Coronavirus Local Fiscal Recovery Fund – Educational Services D Coronavirus Local Fiscal Recovery Fund – Negative Economic Impacts E Coronavirus Local Fiscal Recovery Fund – Economic Development F CARES CESF - Training
G Coronavirus Local Fiscal Recovery Fund – Affordable Housing Development H Coronavirus Local Fiscal Recovery Fund – Outdoor Spaces I City of Stockton Internship Program
J City of Stockton Public Facilities Fees
K San Joaquin Councils of Government
L City of Stockton General Fund
M California Clean Fund
N HUD Neighborhood Stabilization Program Grant
Source Example
Cost: $$$BL
The example above indicates that the Coronavirus
Local Fiscal Recovery Fund – Counseling AND City of
Stockton General Fund

ATTACHMENT A
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31 | City of Stockton Economic Development Strategic Action Plan Metric Sources| Stockton Open Data
Deloitte utilized many data sources for potential metrics, and ultimately identified three tiers throughout the process: 1. Metrics currently captured through the Stockton Open Data; 2. Leading Practice Metrics identified by Deloitte’s Data Advisory team; 3. New metrics developed organically though net new initiatives. The list below highlights the metrics defined through Stockton’s current data management efforts. The sources below outline where Stockton Open Data isrelevant INVESTMENT AREA 1: STREGTHEN LOCAL BUSINESS CLIMATE TO ECONOMIC ACTIVITY

1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2D

2. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.a.2

3. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.1

4. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2a2.7 INVESTMENT AREA 2: DEVELOP LOCAL WORKFORCE CAPACITY TO BUILD RESIDENTIAL WEALTH

1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Grow Jobs, ID: 2.a2.1 and 2.a.2.2 INVESTMENT AREA 3: CREATE INNOVATION HUB TO BUILD NEXT GENERATION OF ENTREPRENURS

1. FY 2020 – 2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.2 INVESTMENT AREA 4: TRANSFORM DOWNTOWN INTO A THRIVING, CONNECTED CITY CENTER

1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.4

2. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods Establish a City Integrated Team Approach, ID: 4.a.9 INVESTMENT AREA 5: INVEST IN STOCKTONS KEY ASSETS TO ACTIVIATE PUBLIC SPACES AND ATTRACT ACTIVITY

1. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods, ID: 4a.47

2. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods, ID: 4b

ATTACHMENT A
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32 | City of Stockton Economic Development Strategic Action Plan References
Aspen Network of Development Entrepreneurs and Village Capital, & Pontencia Ventures. (2003, July). Bridging the “Pioneer Gap”: The Role of Accelerators in Launching High-Impact Enterprises.

The Aspen Network of Development Entrepreneurs. https://www.aspeninstitute.org/wp- content/uploads/files/content/docs/ande/Bridging%20the%20Pioneer%20Gap%20The%20Role%20of%20Accelerators%20in%20Launching%20High%20Impact%20Enterprises%20.pdf Barua, A. The tech workforce is expanding—and changing—as different sectors battle for talent. Deloitte Insights. https://www2.deloitte.com/us/en/insights/economy/spotlight/tech-workforce- expanding.html
Bureau of Labor Statistics. May 2020 Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates Stockton-Lodi, CA. https://www.bls.gov/oes/current/oes_44700.htm Bureau of Labor Statistics.Labor Force Statistics from the Current Population Survey. https://www.bls.gov/cps/ Bureau of Labor Statistics. Databases, Tables & Calculators by Subject. (2021, November). Bureau of Labor Statistics. https://www.bls.gov/data/#employment Carr, T. (2021, July 2). Online Video Advertising Guide: How to Use Video to Drive Business Results. Criteo. https://www.criteo.com/blog/online-video-advertising- guide/#:%7E:text=Online%20video%20(OLV)%20advertising%20is,features%20and%20full%2Dfunnel%20measurement Cost of Living in Stockton, CA | PayScale. (2021a). Payscale. https://www.payscale.com/cost-of-living-calculator/California-Sacramento Is Your Company Ready for One-to-One Marketing?(2014, August 1). Harvard Business Review. https://hbr.org/1999/01/is-your-company-ready-for-one-to-one-marketing Karthik Ramachandran and Jeanette Watson,Tech looks to analytics skills to bolster its workforce: Addressing the analysis talent shortage, Deloitte Insights, March 10, 2021.View in Article Li, J. (2021). Stockton, CA. Data USA. https://datausa.io/profile/geo/stockton-ca#about McCormick, Kathleen, Juanita Hardy, and Marilee Utter. Creative Placemaking: Sparking Development with Arts and Culture. Washington, D.C.: Urban Land Institute, 2020.

Newcombe, T. (2021, April 23). 5 Strategies for Rethinking Smart City ROI (Contributed). GovTech. https://www.govtech.com/smart-cities/5-strategies-for-rethinking-smart-city-roi-contributed.html Stockton Unified School District. (2019).Career Pathways: Career Technical Education Brochure].

US Census Bureau. (2021, December 15). American Community Survey (ACS). Census.Gov. https://www.census.gov/programs-surveys/acs/ Urban Land Institute. The Case for Open Space: Why the Real Estate Industry Should Invest Parks and Open Spaces. Washington, DC: Urban Land Institute, 2018.

What Is Net Promoter?(2021). Net Promoter Network. https://www.netpromoter.com/know/ What Is Social Media Marketing?(2021, July 29). Investopedia. https://www.investopedia.com/terms/s/social-media-marketing-smm.asp What Is Word-of-Mouth Marketing?(2021, March 29). Investopedia. https://www.investopedia.com/terms/w/word-of-mouth-marketing.asp

ATTACHMENT A
320
Community - Based
Organizations
Education
Business
Residents

ATTACHMENT A
321
City of Stockton
Economic Development Strategic Action Plan
Activation Roadmap
Prepared in partnership with Deloitte Consulting
J A N U A R Y 2 5 , 2 0 2 2

C I T Y C O U N C I L M E E T I N G
A G E N D A I T E M 9 . 1
C o m m u n i t y - B a s e d
O r g a n i z a t i o n s
E d u c a t i o n
B u s i n e s s
R e s i d e n t s
322
2 | City of Stockton Economic Development Strategic Action Plan Overview| City Council Presentation - January 25, 2022
EDSAP Summary
Activation Roadmap Implementation Considerations
Acknowledgements
323
3 | City of Stockton Economic Development Strategic Action Plan The Economic Development Strategic Action Plan (EDSAP) seeks to support Stockton’s post-pandemic recovery and economic prosperity. Anchored by six key goals, the EDSAP defines targeted investment areas and initiatives guided by a deep commitment to inclusion and equity; aligns targets with actionable and measurable outcomes; and organizes all initiatives into a strategic roadmap. Seven key investment areas tie together a detailed set of recommendations, broken down into actionable initiatives to activate Stockton’s core assets and accelerate economic success.

Executive Summary| City of Stockton Economic Development Strategic Action Plan Tell the Stockton Story
Stockton will become a community of choice for residents and visitors, and be rebranded as a best city in America to live, raise a family, and grow a business Support Small Business
Stocktonians will have all the resources and support they need to start and grow a small business
Continue to Build a Thriving Entrepreneurship Ecosystem Stockton will become a hub for innovation and entrepreneurship, developing the next generation of local entrepreneurs
Attract and Retain High Caliber Businesses
Stockton will attract multiple large businesses in the social sciences, healthcare, and utilities industries that provide high-paying jobs for residents Make Data-Driven Decisions
Stockton will incorporate data-driven decision-making to measure policy results and progress in executing the EDSAP initiatives
Define Our Role in Workforce Development
Stockton will become a local convener for community stakeholders to enhance Workforce Development
Strengthen Local Business
Climate
Inventory of Business and Workforce Development Efforts; Central Business Hub; Sector-Specific Outreach Strategies Develop Local Workforce
Capacity
Workforce Alliance; Employer Convenings and Actionable
Roadmaps
Create Innovation Hub
Stockton Innovation Accelerator; Innovation Challenge; Annual Entrepreneurship Summit; Support for Wine, Horticultural, and Agricultural Ventures
Transform Downtown DSA Ambassadors; Photometric Study; Full-Spectrum Housing Development; Multimodal Corridor; Signage and Parking
Invest in Key Assets Park Improvements; Special Services District; Activate Public Spaces
Unify Community Leadership Capacity Building and Civic Engagement Program; Neighborhood Grants Competition Program; Stockton Saturdays Promote Brand Online Footprint; State-Facing Activities; Stockton Style; Marketing Campaign
Key
Focus Area: Image & Branding Focus Area: Infrastructure Focus Area: Economy & Business Goals Investment Areas & Initiatives
324
4 | City of Stockton Economic Development Strategic Action Plan Community Ownership: To fully integrate initiatives and receive an optimal outcome, Stockton residents and local organizations must feel a sense of ownership over key initiatives and next steps .

City Sponsored: For implementation success, the City of Stockton must prioritize and fully own the Activation Roadmap.

This ownership will require socializing the plan to various City departments and soliciting—then incorporating—feedback on key initiatives as appropriate.

Iteration: The Activation Roadmap is iterative; quick wins will help determine future investment priorities and decisions. Approaching implementation with this mindset will be critical for success.

Accountability: Defining a project management approach for the Activation Roadmap will allow key City owners to track progress against defined milestones and associated metrics. Through this process, the City can hold itself accountable to ultimately activate long-term success for Stockton.

Activation Roadmap Implementation| Key Principles
Several tenets, including City ownership, accountability, community ownership, equity, and iteration will allow Stocktonians—both residents and local organizations—to unify around a core vision for success and provide an equitable foundation for successful Activation Roadmap implementation.

Equity: For the Activation Roadmap to support ALL residents and communities within Stockton, the City must commit to applying an equitable and inclusive lens with the implementation of each initiative. Organizations rooted in Stockton’s diverse communities must have a seat at the table throughout each initiative's implementation to accomplish this goal. 325
5 | City of Stockton Economic Development Strategic Action Plan DE LOI T TE | C I TY OF S TOC KTON
Business Inventory
Central Business Hub
Attract Desired Business
South Stockton Taskforce
Workforce Alliance
Actionable Roadmaps
Career Pathway Internships
Innovation Accelator
Innovation Challenge
Entrepreneurship Summit
Support Venture
DSA Ambassadors
Lighting Infrastructure
Full-spectrum Development
Downton Public Infrastructure
Wayfinding/Smart Parking
Park Redevelopment
Special Services District
Activate Public Spaces
Neighborhood Grant Competition
Stockton Saturdays
Online Presence
State-facing Activities
Stockton Style
Marketing Campaign
Descriptions of Axes
Potential Cost:
• Identified cost range to implement initiative
Duration to Implement:
• The time allocated to developing, testing and scaling initiatives.

Timelines for initiatives range from 0 months – 2+ years.

Quadrant Description
Quick Wins:
• Short implementation duration and low potential costs; quick to build momentum within investment areas
Strategic Investments:
• Long duration to implement but low potential cost; these represent long-term, strategic investments for the City Growth Opportunities:
• Long implementation duration and high potential costs; City should opportunistically pursue these as long-term strategic growth opportunities
Catalysts:
• Short implementation duration and high potential costs; City should pursue rapidly to activate priority focus areas
Duration to ImplementShort Long
Potential CostLow High
Quick Wins
Activation Roadmap Implementation| Opportunity Matrix
When considering Activation Roadmap implementation, it is important to align potential opportunities with City objectives. This matrix plots all proposed initiatives based on the effort required to complete said initiatives. Refining this analysis will help the City identify the impact of these initiatives.

Strategic Investments
Catalysts Growth Opportunities
Indicator Range
$ < $100,000
$$ $100,000 - $500,000
$$$ $500,000 - $1,000,000
$$$$ $1,000,000 - $2,000,000
$$$$$ > $2,000,000
Key: Initiatives are Grouped by Focus Area
Inclusive Economy: People and Business Smart and Resilient Infrastructure Stockton Branding 326
6 | City of Stockton Economic Development Strategic Action Plan DE LOI T TE | C I TY OF S TOC KTON
Activation Roadmap Implementation| What’s Next?
Defining a robust Activation Roadmap implementation plan is critical to ensuring community buy-in and fostering the success of prioritized initiatives over a five-year timeline. This timeline builds upon the framework outlined in the Roadmap; each of these next steps is dependent on the various identified components.

Short Term
(6 months)
• Develop Activation Roadmap
Implementation Plan to assign
roles and responsibilities for
prioritized initiatives; Build a
core Implementation team that
oversees strategic rollout
• Secure “Quick Wins,” as
identified in the opportunity
matrix, to gain positive
momentum for the City and lay
the groundwork for long-term
success
• Consider “Catalyst”
opportunities that require more
investment but drive
monumental change
Medium Term
(6 – 12 months)
• Implement results management
approach for regular progress
reporting, milestone and
budget tracking, and risk
monitoring; Develop public
dashboards for consistent City
and community reporting and
consistent buy-in
• Budget and plan for the
implementation of priority
“Growth Opportunities” and
“Strategic Investments”
• Scale early investments to drive
transformational changes for
the City of Stockton
Long Term
(1 – 5 years)
• Launch priority “Growth
Opportunities” and “Strategic
Investments” based on work
plans and staff capacity, as well
as resources required
• Utilize Project Management
system through the Office of
Performance and Data Analytics
to track success against defined
metrics
• Iterate on defined initiatives
and associated activities as
necessary to realign Activation
Roadmap based on lessons
learned and resources available
to the City
327
7 | City of Stockton Economic Development Strategic Action Plan Acknowledgements
The Deloitte Team, on behalf of the City of Stockton, would like to recognize the notable contributions of the various partners that Deloitte engaged with while developing the Economic Development Strategic Action Plan. This includes local Stockton leaders within the Government, Education, Business, and Nonprofit sectors who participated in stakeholder interviews, Focus Groups, and the Greenhouse Lab session. Thank you!

EL ECTED OF FICIAL S

1. Stockton Mayor and City Council

GOVER NMENT

1. City of Stockton, CA

2. Port of Stockton

3. San Joaquin Council of
Governments

EDU CATION

1. CSU Stanislaus, Stockton Campus

2. San Joaquin A+

3. San Joaquin County Office of Education

4. San Joaquin Delta Community College,
Small Business Development Center

5. Stockton Unified School District

6. University of the Pacific

B U S I N E S S

1. ASM Global

2. BAC Community Bank

3. BIA Greater Valley

4. Cast Iron

5. Grupe Huber Company

6. H D Arnaiz Corporation

7. San Joaquin Regional Transit District

8. St. Joseph’s Medical Center

9. Via Ventures

10. Weberstown Mall

CO MMU NTITY -BAS ED

O RGANIZATIO NS

1. African American Chamber of
Commerce of San Joaquin

2. Central Valley Asian-American
Chamber of Commerce

3. Community Foundation of San
Joaquin

4. Downtown Stockton Alliance

5. Greater Stockton Chamber of
Commerce

6. HATCH Workshop

7. Housing Authority of San Joaquin

8. Little Manila

9. Miracle Mile Improvement District

10. San Joaquin Business Council

11. San Joaquin County Hispanic
Chamber of Commerce

12. San Joaquin Partnership

13. San Joaquin County WorkNet

14. Stockton Community Kitchen

15. Third City Coalition

16. United Way

17. Visit Stockton
328
City of Stockton
Economic Development Strategic Action Plan
Activation Roadmap
Prepared in partnership with Deloitte Consulting
DECEMBER 28. 2021
Community - Based
Organizations
Education
Business
Residents

ATTACHMENT A
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2 | City of Stockton Economic Development Strategic Action Plan Table of Contents| Activation Roadmap
Activation Roadmap
Executive Summary 3
Initiative Inventory 7
Execution Timeline 15
Implementation Considerations 18
Acknowledgements 22
Appendix 23

ATTACHMENT A
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3 | City of Stockton Economic Development Strategic Action Plan Executive
Summary

ATTACHMENT A
331
4 | City of Stockton Economic Development Strategic Action Plan Over the last decade, Stockton, California has recovered from bankruptcy and shifted its narrative from economic uncertainty to one focused on lasting prosperity for all residents.

Stockton has made impressive strides. Notably, it has been ranked the 4 th most fiscally healthy
city in the United States and awarded as an “All-American City” three times over the last 10 years.

Given Stockton’s resources, rich cultural diversity and heritage, and strategic assets, the City has an opportunity to become a thriving, 21st- Century City for all. At the same time, during the past two years, Stockton has grappled with the profound health and economic impacts of COVID, whose consequences and recovery efforts will continue. Included in this document is the Economic Development Strategic Action Plan (EDSAP), developed by the City of Stockton with the support of Deloitte Consulting, using an inclusive, innovative activation approach to enable purposeful economic development results by residents, businesses, and public leaders. This Action plan, which seeks to support Stockton’s post-pandemic recovery, was anchored by six key goals:
• Tell the Stockton Story. Stoc
kton will become a community of choice for residents and visitors, and be rebranded as a best city in America to live, raise a family, and grow a business • Support Small Business. Stoc ktonians will have all the resources and support they need to start and grow a small business
• Continue to Build a Thriving Entrepreneurship Ecosystem. Stoc kton will become a hub for innovation and entrepreneurship, developing the next generation of local entrepreneurs • Attract and Retain High Caliber Businesses. Stoc kton will attract multiple large businesses in the social sciences, healthcare, and utilities industries that provide high-paying jobs for residents • Make Data-Driven Decisions. Stockton will incorporate data-driven decision-making to measure policy results and progress in executing the EDSAP initiatives • Define Our Role in Workforce Development. Stoc kton will become a local convener for community stakeholders to enhance Workforce Development Executive Summary| City of Stockton Economic Development Strategic Action Plan Figure 1. Stockton EDSAP Investment Areas and Initiatives To activate these goals, the EDSAP defines targeted investment areas and initiatives guided by a deep commitment to inclusionand equity; aligns targets with actionable and measurable outcomes; and organizes all initiatives into a strategic roadmap. Seven key investment areas were identified across Stockton,which are outlined in Figure 1. These investment areas tie together a detailed set of recommendations, broken down into actionable initiatives to activate Stockton’s core assets and accelerate economic success.

ATTACHMENT A
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5 | City of Stockton Economic Development Strategic Action Plan Stockton is at a unique moment in time. In the wake of the COVID-19 pandemic, the City has an opportunity to leverage its resources to build a more resilient, inclusive, and prosperous economy for all Stocktonians. This EDSAP builds upon Stockton’s economic development goals and focuses on strategic investment in Stockton following a three-phased approach to analyze the current economic landscape; identify opportunities to activate key assets; and provide actionable recommendations to developthe Activation Roadmap. During Phase 1: Activate, working with the City, Deloitte carried out a series of stakeholder interviews with key community leaders to better understand the Stockton context. Phase 2: Build centered around three focus groups to validate data collection and preliminary insights. In Phase 3: Activate, Deloitte synthesized findings into prioritized initiatives through an all-day, interactive “Greenhouse Lab” session with City leaders.

Throughout these phases, the project approach centered around three focus areas:
• Entrepreneurship, Future of Business, Inclusive Economy, and Future of Work; • Smart and Resilient Infrastructure; and,
• Image and Branding
Succ
essfully delivering actionable initiatives in these three areas will require significant financial, physical, and institutional collaboration and investment from the City, existing partners and new entrants into the Stockton market.

Figure 2. Stockton EDSAP Approach
Executive Summary| City of Stockton Economic Development Strategic Action Plan As a part of the EDSAP, Deloitte Digital’s creative agency, HEAT, proposed brand positioning recommendations to rethink how the City “tells the Stockton story.” Addressing Stockton’s brand perception began with an extensive quantitative and qualitative research process, which led to defining a new mental model for the Stockton brand that enhances the impact of new experiences.

As a part of the HEAT Branding Process, our efforts included:

1. Identifying aspirations and pain points that impact economic development planning

2. Defining what is driving perception challenges and underlying opportunities; leveraging winning strategies from other city branding efforts

3. Conducting deep dives into key constituent mindsets; exploring brand mission and values; identifying key brand attributes for Stockton

4. Identifying 2-3 brand positioning direction options; discussing integration with initiatives to drive believability and new experience

5. Providing marketing recommendations inclusive of activation strategies, cadence, and tactics
Relaunching the City’s brand will create a chance to reassess the City’s legacy and ensure the impact and future success of key EDSAP investment areas.

ATTACHMENT A
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6 | City of Stockton Economic Development Strategic Action Plan As the City of Stockton looks to drive industry growth and economic vitality for its citizens, there needs to be a focused effort towards occupational intentionality. For example, Figure 4 shows the top five highest-paying jobs for Stocktonians in 2019. All have median earnings above Stockton’s 2019 median income. These jobs are high paying, and many do not require advanced degrees, yet they are not among Stockton’s most common jobs. The EDSAP initiatives seek to holistically rectify this gap.

Executive Summary| City of Stockton Economic Development Strategic Action Plan To inform initiatives and investment areas as part of ourthree-phased approach, including robust primary research, we employed Data USA to provide insights into Stockton’s economic, business, and labor trends. To help deliver such insights in a visual, interactive way, specialists from Deloitte and Datawheel joined MIT Media Lab Faculty Cesar Hidalgo to create Data USA—a destination and visualization engine that retrieves data from various US government data sources, organizes and analyzes it, and helps leaders visualize answers in seconds.

As shown graphically in Figure 3 at right, since 2013, there has been a shift from Sales and Office Occupations to more specialized occupations in Management, Business, Science, and Arts. Additionally, the labor force grew from 109k employees to 130k employees.

While this paints a picture of more specialized work, the most common job groups, by number of people living in Stockton, CA, are Office & Administrative Support Occupations, Sales & Related Occupations, and Material Moving Occupations, which is the same as reported in 2013. The shift in specialized occupations can be harnessed to provide Stocktonians with more head of household jobs.

Employment by Occupation, 2013 Employment by Occupation, 2019 While data demonstrates job growth and the opportunity for future prosperity in Stockton, the City of Stockton needs to focus on workforce development to prepare for the post- pandemic labor force.

Figure 3. Shifts in Stockton Employment by Occupation
Figure 4. Highest Paid Jobs for Stockton
Residents, 2019
In looking at the sectors impacted by COVID-19, Information Services and Financial Activities, among others, are underrepresented in Stockton but are stable and high earning potential opportunities.

However, jobs alone are no longer enough to attract today’s skilled laborers. It is vital to build out supporting attributes—through “Creative Placemaking”—such as downtown amenities, parks, and public infrastructure to support qualify of life and work-life balance.

Figure 5. COVID-19 Impact on Employment by Industry Sector, California

ATTACHMENT A
334
7 | City of Stockton Economic Development Strategic Action Plan Initiative
Inventory

ATTACHMENT A
335
8 | City of Stockton Economic Development Strategic Action Plan Strengthen local
business climate to
drive economic activity
Investment
Area 1
• US Bureau of Labor Statistics reports Stockton’s October 2021 Unemployment Rate at 7.2%, 2.6% above the national rate, and dropping from 10% in December 2020, showing a positive post-recovery trend.
• Due to COVID-19, occupations that afford a “work from home” option have an increased share of labor participation.
• Compared to the national average, Stockton, CA has a high number of residents working in Farming, Fishing, &
Forestry (6.77 times), Material Moving (1.85 times), and Transportation Occupations (1.44 times).

For the City of Stockton to become a city of choice for all, community leaders identified the importance of
attracting new businesses to further diversity the
occupational opportunities for residents. This initiative focuses on specific efforts to support business
enablement, such as creating an inventory of ongoing
efforts to support collaboration and developing a
central hub to promote ease of information-sharing.

SUPPORTING DATA/RESEARCH:

INITIATIVES OUTCOMES METRICS RESOURCES
Build inventory of business
and workforce development
efforts to streamline initiatives
in Stockton and increase
collaboration
Create additional capacity,
align on key priorities, and
maximize impact among
various groups working
towards similar goals
• # of users and % increase
over time for central
business hub
• # of business supported
through technical
assistance, networking, and
financial assistance
Estimated Start-up Cost:
$
A
Key Stakeholders:

City & State Entities,
Economic Development
Organization
Develop a central business
hub/case management
approach to guide businesses
through common processes
(i.e., permitting process,
starting a small business)
Make Stockton the most
accessible City in the region to
conduct business and create a
clear guide for new builders to
navigate permitting process
• 10% increase in unique
engagements among
workforce development
organizations over five
years
• # of new business licenses
Estimated Start-up Cost:
$-$$
Key Stakeholders:

City & State Entities,
Economic Development
Organization
Develop sector-specific
outreach strategy and
communications by identifying
criteria to attract desired
businesses to Stockton
Attract new businesses to
Stockton that will provide
residents with higher-
value/head of household jobs
and stimulate economic
growth
• Develop prospect list of 500
and substantial leads on at
least 1% of targets
Estimated Start-up Cost:
$-$$
B
Key Stakeholders:

City & State Entities,
Economic Development
Organizations
Standup an equity initiative
focused on South Stockton
and explore opportunities to
grow business footprint
through Business & Innovation
Park and a Retail/Services
Attraction Plan
Identify business opportunities
and a set of businesses that
could enter South Stockton to
increase business traffic and
indirectly advance the
socioeconomic status of
Stocktonians
• Increase in household
income by census tract
• Increase in business sales
tax per census tract
Estimated Start-up Cost:
$$
B
Key Stakeholders:

Developers & Investors,
Economic Development
Organizations
Initiative 2022 2023 2024 2025 2026
Business Inventory
Central Business Hub
Attract Desired Businesses
South Stockton Initiative
2 - 3 Months
4 - 6 Months
Ongoing6 Months – 1 Year
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ Superscript Letter: Identifies potential funding sources on slide 30 1 – 2 Years

ATTACHMENT A
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9 | City of Stockton Economic Development Strategic Action Plan Investment
Area 2
• In 2019, Stockton’s Median household income was $59.504, roughly $10,000 below national average.
• Based on US Bureau of Labor Statistics (May 2020) data, 72% of occupations are underrepresented in Stockton (as
compared to the US), 27% of which have a higher median
income than Stockton’s median income in 2019.

Developing Stockton’s workforce will build individual
and collective prosperity for the City. Stockton can serve as a convening partner for various workforce
development efforts in the City. Additionally, the City can support partners in equipping Stockton’s
workforce with the necessary tools to identify higher-
wage jobs. As partners develop career pathways for
residents, including youth labor participants, to foster job advancement, they should play a role in ensuring an equity lens for underserved communities.

SUPPORTING DATA/RESEARCH:

INITIATIVES OUTCOMES METRICS RESOURCES
Establish workforce alliance
with the County, local
businesses, community groups,
and educational institutions to
identify skills needed for the
future of work, advance
workforce development
opportunities, and support job
seekers through a case
management approach
Build and sustain high-impact
job pathways for students
entering the workforce and mid-
career professionals; Increase
job-ready candidates in the
Stockton job market
• # new jobs created and
retained
• Refined vision for workforce
development within Stockton
Estimated Start-up Cost:
$-$$$
AC
Key Stakeholders:

Education Organizations,
University & Colleges,
Economic Development
Organizations, Workforce
Development Organizations
Convene employers and other
partners to develop targeted
outreach strategies and realign
or distribute actionable
roadmaps for job seekers in
high-impact industries and
organizations
Foster both lateral and job
advancement to build strong
workforce in Stockton
• # employers engaged; %
employment rate
• % increase in family income
over time in under-resourced
neighborhoods
Estimated Start-up Cost:
$-$$
B
Key Stakeholders:

Workforce Development
Organization, University &
Colleges
Enliven Stockton Unified School
District’s Career Pathways
program by creating
internship opportunities to
expose Stockton’s youth to a
variety of vocational
opportunities
Create internship/educational
co-op track with public and
private partners to show youth
that there are many
opportunities
• # of internships created
• # of internships completed
• % of program participants
who accept a job offer or
pursue continued education
Estimated Start-up Cost:
$$$
I
Key Stakeholders:

Workforce Development
Organization, University &
Colleges
Develop local
workforce capacity to
build resident wealth
Initiative 2022 2023 2024 2025 2026
Workforce Alliance
Actionable Roadmaps
Career Pathways Internships
8 Months - 1 Year
Ongoing4 - 6 Months
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 6 Months - 1 Year Ongoing
Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
337
10 | City of Stockton Economic Development Strategic Action Plan Create Innovation Hub
to build next generation
of entrepreneurs
Investment
Area 3
Stimulating Stockton’s entrepreneurship culture
creates additional career pathways for Stocktonians,
especially those from underserved communities. This
initiative focuses on catalyzing cross-cutting
innovation activities to build a culture of
entrepreneurship in the City, empowering the local
workforce, and developing a sense of ownership in
Stockton's prosperity.

INITIATIVES OUTCOMES METRICS RESOURCES
Invest in Stockton Innovation
Accelerator that will provide
workspace, trainings, and
mentorship support for
Stockton entrepreneurial
ventures
Provide comprehensive and
centralized resources to support
success of Stockton
entrepreneurs
• Increase in start-ups based in
Stockton
• Track new business ventures
operations semi-annually*
Estimated Start-up Cost:
$$$$-$$$$$
F
Key Stakeholders:

Innovation/Entrepreneurship
Organizations, University &
Colleges, Economic
Development Organizations
Create local Innovation
Challenge for entrepreneurs to
submit proposals to address a
key Stockton Challenge
Build Stockton’s reputation as a
hub for innovation through
galvanizing resources for
promising startups (ex: connect
with angel investors, increase
access to capital)
• % increase in
participants/investors
• % increase in participants
from underserved
communities
• Funding awarded towards
entrepreneurship program
Estimated Start-up Cost:
$$
D
Key Stakeholders:

Innovation/Entrepreneurship
Organizations, University &
Colleges, Developer &
Investors
Establish annual
entrepreneurship summit and
awards program
Expand culture of
entrepreneurship in Stockton
and increase peer to peer
learning and funding sources
for aspiring entrepreneurs
• % increase in
participants/investors
• % increase in participation
from underserved
communities
• # of and % increase in new
ventures started
Estimated Start-up Cost:
$$-$$$
Key Stakeholders:

Innovation/Entrepreneurship
Organizations
Support new ventures for
aspiring horticultural and
agricultural entrepreneurs
through city-wide incentives
(i.e., accelerator residence) and
grant programs
Develop pipeline of
entrepreneurs; Stimulate job
creation in Stockton
• % increase in horticulture,
and agricultural projects
launched
Estimated Start-up Cost:
$$-$$$
E
Key Stakeholders:

Innovation/Entrepreneurship
Organizations, Economic
Development Organizations
Initiative 2022 2023 2024 2025 2026
Innovation Accelerator
Innovation Challenge
Entrepreneurship Summit
Support Ventures
Ongoing1 - 2 Years
Ongoing4 - 6 Months
Ongoing8 Months - 1 Year
Ongoing4 - 6 Months
Metric Applies to all Initiative: *
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ • The Aspen Network of Development Entrepreneurs (ANDE), part of the Aspen Institute, has completed detailed research and findings on incubation and accelerators for early-
state innovators to bridge the “Pioneer Gap.”
• Targeted accelerator and innovation programs can help Stockton start-ups and early-stage entrepreneurs,
providing capabilities in: “(a) business development …; (b) infrastructure support …; (c) network support … and (d) financial support.”
SUPPORTING DATA/RESEARCH:

Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
338
11 | City of Stockton Economic Development Strategic Action Plan Transform downtown
into a thriving,
connected City Center
Investment
Area 4
Embolden downtown Stockton as the central,
identifying hub for the City. Through infrastructure
improvements and placemaking efforts, downtown
Stockton can enable businesses to thrive, attract
residents and external visitors alike, and ultimately
improve the Stockton experience and brand. Bold
investments in this geography will help Stockton
improve its image while creating an environment
suitable for business and leisure, reducing costs, and
providing opportunities for revenue enhancements.

SUPPORTING DATA/RESEARCH:

Initiative 2022 2023 2024 2025 2026
DSA Ambassadors
Lighting infrastructure
Full spectrum development
Smart Corridor
Wayfinding/Smart Parking
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+

INITIATIVES OUTCOMES METRICS RESOURCES
Deploy additional downtown
ambassadors through funding
and formalized partnership
Enhance Downtown experience
through providing visitors and
businesses a resource to obtain
assistance, receive directions,
and report undesirable activity
• % increase in sales tax
revenue downtown
• % reduction in calls to
ambassador program
Estimated Startup Cost: $$$
Key Stakeholders:

Economic Development
Organizations
Identify lighting
infrastructure upgrades,
specifically, smart/connected
lighting and funding allocations
Improve perception of safety in
this geography; Increase
visitation (both residents and
visitors) in the Downtown
Stockton district outside
daylight hours
• # of proposed streetlight
retrofits
• % of retrofits complete
• $ cost savings
• Additional Revenue
Estimated Start-up Cost:
$- $$
Key Stakeholders:

City & State Entities
Incentivize full-spectrum
housing development by
partnering with regional
developers and obtaining
brownfield redevelopment
grants
Increase commercial activity
Downtown; Increase residential
housing downtown; Bolster
feasibility for a Downtown
grocery store (long-term)
• % increase in population via
Census Tract data mapped to
downtown region(s)
• % increase in first time
homebuyers
• Standardize housing mix for
new developments
Estimated Start-up Cost:
$$$ - $$$$$
Key Stakeholders: City &
State Entities, Developers &
Investors, Housing
Organizations
Implement a smart,
multimodal corridor complete
with interconnected traffic
signals, vehicle detection, and
micro-mobility options, that
runs North-South through
downtown to South Stockton
Unlock state and federal funds
to provide equitable access to
Stockton’s downtown, while
enabling growth in both
downtown and south Stockton
• # of potential projects
identified
• % increase of identified
projects accelerated to
shovel worthy
Estimated Start-up Cost:
$$$$$
Key Stakeholders: City &
State Entities, Developers &
Investors
Accelerate deployment of
signage, and smart parking
infrastructure throughout
downtown
Enable pedestrian and vehicle
traffic among intra-downtown
destinations, and facilitate
movement to Stockton’s
downtown
• # of wayfinding kiosks/signs
deployed in downtown
Stockton
• Increase in parking usage
Estimated Start-up Cost:
$$$$ -$$$$$
Key Stakeholders:

City & State Entities
1 - 2 Years
6 Months
2 - 3 Years
3 - 4 Years
6 - 9 Months Ongoing
• Stockton's housing expense is 37% higher than the national average, driven in part by limited supply and high demand; growing business will require new housing stock.
• Conversion of public lighting to LED and creating smart lighting controls can reduce energy costs up to 50% and improve public safety perceptions.
• Further build-out of the public lighting system can enable multimodal corridor development, and smart parking, with estimated potential revenue increases of 10-35%.

Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
339
12 | City of Stockton Economic Development Strategic Action Plan Invest in Stockton’s
key assets to activate
public spaces and
attract activity
Investment
Area 5
• The Urban Land Institute (ULI) states 55% of US residents say access to green space is a top or high priority when
deciding where to live.
• National Recreation and Parks Association identify “quality parks and recreation” as one of the top three reasons that business cite in relocation decisions.
• Gensler survey of 350 private investors shows 73% believed that “open space could act as a crucial catalyst for
economic development.”
Supporting Stockton to be the best city in America to
live, raise a family, and grow a business requires
additional investment in its key assets and public
spaces. Expanding Stockton’s portfolio of public
spaces, beginning with beautifying existing spaces,
will support the creation of nationally renowned
recreation facilities and boost internal and external
perception in the process.

SUPPORTING DATA/RESEARCH:

INITIATIVES OUTCOMES METRICS RESOURCES
Implement new, well-lit park
improvements that create
usable space for the
community while inviting
visitors to engage across
socioeconomic boundaries
Improve internal perception of
Stockton and increase the
utilization of existing parks by
local and regional users
while increasing land values
adjacent to public spaces
• % increase in park event
permits requested
• % increase local land value
• % increase in local weekend
spending
Estimated Start-up Cost:
$$$ - $$$$$
Key Stakeholders:

City & State Entities,
Community Development
Organizations
Explore the creation of a special
services district (SSD) or an
entertainment overlay district
around Stockton’s Waterfront,
focused on infrastructure
development, art installation,
and entertainment/events
Through targeted measure,
activate Stockton’s natural
assets through public private
collaboration while increasing
outward appeal and investment,
and successful operation of a
sustainably financed SSD
• Number of events hosted
• Revenue from physical assets
(theater, arena) - # tickets
sold
Estimated Start-up Cost:
$$$
Key Stakeholders:

City & State Entities,
Economic Development
Organizations
Activate existing public
spaces such as Weber Point
Event Center, Janet Leigh Plaza,
Dean DeCarli Square,
Downtown Marina, the Joan
Darrah Promenade
Leveraging successes from
Investment Area 6, provide
citizens with a channel to City-
owned spaces for public use,
leading to improvements in
both internal and external
perception
• % of distinct Stockton
neighborhoods with
neighborhood councils
• % of neighborhood councils
with an ambassador
program
Estimated Start-up Cost:
$
Key Stakeholders:

Economic Development
Organizations, Neighborhood
Councils
Initiative 2022 2023 2024 2025 2026
Park Redevelopment
Special Services District
Activate Public Spaces
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 2 - 3 Years
6 months - 1 Year Ongoing
6 Months - 1 Year Ongoing
Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
340
13 | City of Stockton Economic Development Strategic Action Plan Build unified
community to drive
ownership and pride in
Stockton’s identity
Investment
Area 6
Stakeholder interviews illuminated a gap that some
Stocktonians do not feel connected to a “unified”
Stockton, as the City includes a myriad of diverse
communities. This investment area builds cohesion
amongst various pockets of the City and supports
residents to develop ownership over their role in the
City’s future success.

INITIATIVES OUTCOMES METRICS RESOURCES
Launch neighborhood grants
competition program to
generate community
engagement and foster
innovative solutions to local
challenges
Create enthusiasm and
momentum among various
constituent groups; Build
community cohesion and pride
and begin formation of
neighborhood identities
• % increase in grants
competition ideas submitted
• # ideas activated from grants
competition
Estimated Start-up Cost:
$-$$$
Key Stakeholders:

City & State Entities,
Developers & Investors
Economic Development
Organizations
Create and institutionalize
weekly Stockton Saturdays
event (branded “farm to fork” or
“vineyard to glass”) with
Farmer’s Market, food trucks
and/or pop-up street vendors in
centralized Downtown hub
Celebrate Stockton’s local food
culture and promote pride in
one of Stockton’s greatest
assets, its people; Provide
opportunities to keep Stockton
residents in the City during
leisure time (long-term)
• % increase in vendors
engaged
• % increase in parking revenue
and visitor perception survey
for those who regularly attend
events
• Community perception survey
Estimated Start-up Cost:
$$
H
Key Stakeholders:

Economic Development
Organizations, Local
Business & Tourism
Initiative 2022 2023 2024 2025 2026
Neighborhood Grants
Competition
Stockton Saturdays
6 - 9 Months
6 Months - 1 Year
Ongoing
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ • According to the 2020 ULI study Creative Placemaking: “Creative placemaking provides triple-bottom-line benefits—financial, social, and environmental—for all stakeholders. Developers and their partners report higher market values, lower turnover rates, faster approval cycles and lease-ups, greater community buy-in, and better branding and market recognition. Local governments see gains in job growth, improved public
safety, and increased tax revenues that pay for more
resident services. And communities benefit from
community cohesion and the creative energy and
aesthetics of vibrant new places that are enhanced with arts and culture.”
SUPPORTING DATA/RESEARCH:

Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
341
14 | City of Stockton Economic Development Strategic Action Plan Promote a brand
celebrating Stockton’s
strengths that
resonates externally
Investment
Area 7
Stockton’s external brand perception is affected by the City’s challenges, including crime perception and
misinformation. Improving Stockton’s reputation, by
highlighting Stockton’s key attributes, will bolster pride among residents and aid in driving tourism from other
parts of the state and country. Initiatives in this
investment area span the digital and community
spheres, driving positive perception externally.

INITIATIVES OUTCOMES METRICS RESOURCES
Revitalize Stockton's online
presence through social content
creation and targeting,
enhanced website
approachability and a monthly
newsletter, Search Engine
Optimization
Improve the City’s digital
footprint to bolster perception
internally and externally
• Search volume and % increase
annually
• # site visits
• % increase in organic online
mentions and positive
sentiment annually
• % increase in follow count and
engagement rate annually
Estimated Start-up Cost:
$$
Key Stakeholders:

Digital strategy specialists,
City & State Entities
Launch state-facing activities
in Sacramento to attract
funding for City of Stockton
Foster Stockton visibility at the
state-level to build momentum
around prioritized investment
areas and fund key projects
• % increase in state funding
allocated to Stockton
programs
Estimated Start-up Cost:
$$
Key Stakeholders:

City & State Entities
Facilitate frequent “Stockton
Style” cultural events through
community partnerships to
create quintessentially Stockton
dishes, art, and music
Create a culture of City pride
around key attributes, such as
diversity, history, resilience, and
grit
• Event attendance volume (pre-
registration/QR code tracking)
and % increase
Estimated Start-up Cost:
$
Key Stakeholders:

Economic Development
Organizations, Local
Business & Tourism,
Community Development
Organizations
Launch City marketing
campaign to increase
engagement around priority
events and attractions
Build internal and external
awareness around major proof
points of City attractiveness
• Qualitative and quantitative
data captured through brand
awareness and perception
surveys
• % increase in positive online
City reviews
Estimated Start-up Cost:
$$-$$$
Key Stakeholders: Local
Business & Tourism,
Advertising Agency
Initiative 2022 2023 2024 2025 2026
Online Footprint
State-Facing Activities
“Stockton Style”
Marketing Campaign
1 Year
6 Months
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 6 Months Ongoing
Ongoing
6 Months Ongoing
Superscript Letter: Identifies potential funding sources on slide 30

ATTACHMENT A
342
15 | City of Stockton Economic Development Strategic Action Plan Execution
Timeline

ATTACHMENT A
343
16 | City of Stockton Economic Development Strategic Action Plan 2022 2023 2024 2025 2026
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Execution Timeline| Proposed Roadmap to 2026
Innovation Hub
Creation
Local Business Climate
Develop Workforce
Transform Downtown
Invest in Key Assets
Unify Community
Promote Brand
Initiative: Smart Corridor
Initiative: Workforce Alliance*
Initiative: Neighborhood Grants Program*
Initiative: Restore Public Parks
Initiative: Stockton Saturdays*
Initiative: Smart Parking and Wayfinding
Initiative: Revitalize online footprint
Initiative: Stockton Style*
Initiative: State-facing activities*
Initiative: Entrepreneurship Summit*
Initiative: DSA Ambassadors*
Initiative: Innovation Challenge*
Initiative: Support Ventures*
Initiative: Special Services District*
Initiative: Activate Public Spaces*
Initiative: Lighting Infrastructure
Initiative: Full-spectrum Development
Initiative: Actionable Roadmaps*
Initiative: Marketing Campaign*
Key Startup Phase * Ongoing Activity after Startup Phase Initiative: Innovation Accelerator*
Initiative: Business Inventory
Initiative: Central Business Hub*
Initiative: Attract Targeted Businesses*
Initiative: South Stockton Initiative
Initiative: Career Pathway Internships*

ATTACHMENT A
344
17 | City of Stockton Economic Development Strategic Action Plan Inclusion Awareness Engagement Pride Advocacy
Current Mindset
“I believe Stockton has potential, but the
City feels stagnant and there’s not much I
can do about it”
“Among the perception of crime, lack of
opportunities and amenities, and
homelessness, Stockton has many challenges
to tackle”
“There’s not much going on in Stockton, so I
primarily look to surrounding cities to fulfill
my needs”
“Stockton is my home, but it’s certainly
not my favorite city”
“I rarely invite my family or friends to
Stockton because there isn’t much to
see or do”
Desired Perception
Shift
“My city is being reborn and I’m excited to
contribute to this journey”
“I can envision Stockton becoming the city for
me and my family”
“Stockton has everything I need to live
happily, raise a family proudly, and grow a
business successfully”
“Stockton is my city of choice and there’s
no place I’d rather be”
“I sing the City’s praises to non-
residents incessantly; I can’t wait for
my friends to visit”
Communications
Objective
Inform residents of intent to “relaunch”
Stockton and solicit collaboration
Introduce Stockton’s 2026 vision and build
excitement around the City’s future
Entice the rediscovery of, immersion into
Stockton and its communities
Celebrate the unique attributes that
make Stockton, Stockton
Prompt residents to share love and
pride in Stockton to drive tourism
Proposed Initiatives
• Establish workforce alliance with the
County, local businesses, community
groups, and educational institutions
to identify skills needed for the
future of work.
• Revitalize Stockton's online presence
and drive engagement through social
content creation and targeting,
enhanced website approachability
and a monthly newsletter, Search
Engine Optimization
• Launch City marketing campaign to
increase engagement around priority
events and attractions
• Create a special services district (SSD)
around Stockton’s Waterfront
• Implement a smart, multimodal
corridor, and accelerate deployment of
signage and smart parking
infrastructure throughout Downtown
• Create local Innovation Challenge for
entrepreneurs to address key Stockton
Challenges
• Support new ventures for aspiring
wine, horticultural, and agricultural
entrepreneurs
• Implement park improvements to
support cross-City engagement
• Launch neighborhood grants
competition program to build
community cohesion
• Create and institutionalize Stockton
Saturdays events in Downtown
• Facilitate frequent “Stockton Style”
cultural events through
community partnerships to create
quintessentially Stockton dishes, art,
and music
• Activate existing public spaces to
increase community engagement
and internal/external perception
• Establish annual entrepreneurship
summit and awards program
• Launch state-facing activities in
Sacramento to attract funding
for City of Stockton
• Urge residents to amplify
positive Stockton experiences
within their communities and
among non-residents
Marketing Channels OLV, Social, OOH, Website, Print, Local Influencer, Community Events/WOM
TV, OLV, Social, OOH, Radio, Website, Print,
Local Influencer, Community Events/WOM,
Display
Social, Radio, Website, Local Influencer,
Community Events/WOM, Newsletter, Search
Search, Social, WOM, Earned Media,
Statewide Outreach Social, Visit Stockton
Key Performance
Indicators
Attendee Volume & Participation,
Sentiment & Emotion Analysis,
Community Champion Buy-In
Search Volume, Site Visits, Organic Mentions,
Vid/Influencer Engagement & Completion
Rate, Event Attendee Volume, Brand
Awareness Survey
Search Volume, Site Visits, Organic Mentions,
Vid/Influencer Engagement & Completion
Rate, Event Attendee Volume & Participation
Organic Mentions & Sentiment, Search
Volume, Online City Reviews, Brand
Perception Survey
NPS, Organic Mentions & Sentiment
Orchestrating the roll-out of the Stockton Communications Plan involves obtaining brand buy-in from key community champions in the Inclusion phase, meeting residents in their current state (Awareness phase), and then eventually supporting residents to become their brand champions (Advocacy phase). Each phase highlights residents’ current mindsets and desired perception shifts and aligns them with supporting objectives and activities, roll-out communications channels, and measurements of success.

Execution Timeline| Proposed Communication Plan

ATTACHMENT A
345
18 | City of Stockton Economic Development Strategic Action Plan Implementation
Considerations

ATTACHMENT A
346
19 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Community Ownership: To fully integrate initiatives and receive an optimal outcome, Stockton residents and local organizations must feel a sense of ownership over key initiatives and next steps.

City Sponsored: For implementation success, the City of Stockton must prioritize and fully own the Activation Roadmap.

This ownership will require socializing the plan to various City departments and soliciting—then incorporating—feedback on key initiatives as appropriate.

Iteration: The Activation Roadmap is iterative; quick wins will help determine future investment priorities and decisions. Approaching implementation with this mindset will be critical for success.

Accountability: Defining a project management approach for the Activation Roadmap will allow key City owners to track progress against defined milestones and associated metrics. Through this process, the City can hold itself accountable to ultimately activate long-term success for Stockton.

Activation Roadmap Implementation| Key Principles
Several tenets, including City ownership, accountability, community ownership, equity, and iteration will allow Stocktonians—both residents and local organizations—to unify around a core vision for success and provide an equitable foundation for successful Activation Roadmap implementation.

Equity: For the Activation Roadmap to support ALL residents and communities within Stockton, the City must commit to applying an equitable and inclusive lens with the implementation of each initiative. Organizations rooted in Stockton’s diverse communities must have a seat at the table throughout each initiative's implementation to accomplish this goal.

ATTACHMENT A
347
20 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Business Inventory
Central Business Hub
Attract Desired Business
South Stockton Taskforce
Workforce Alliance
Actionable Roadmaps
Career Pathway Internships
Innovation Accelator
Innovation Challenge
Entrepreneurship Summit
Support Venture
DSA Ambassadors
Lighting Infrastructure
Full-spectrum Development
Downton Public Infrastructure
Wayfinding/Smart Parking
Park Redevelopment
Special Services District
Activate Public Spaces
Neighborhood Grant Competition
Stockton Saturdays
Online Presence
State-facing Activities
Stockton Style
Marketing Campaign
Descriptions of Axes
Potential Cost:
• Identified cost range to implement initiative
Duration to Implement:
• The time allocated to developing, testing and scaling initiatives.

Timelines for initiatives range from 0 months – 2+ years.

Quadrant Description
Quick Wins:
• Short implementation duration and low potential costs; quick to build momentum within investment areas
Strategic Investments:
• Long duration to implement but low potential cost; these represent long-term, strategic investments for the City Growth Opportunities:
• Long implementation duration and high potential costs; City should opportunistically pursue these as long-term strategic growth opportunities
Catalysts:
• Short implementation duration and high potential costs; City should pursue rapidly to activate priority focus areas
Duration to ImplementShort Long
Potential CostLow High
Quick Wins
Activation Roadmap Implementation| Opportunity Matrix
When considering Activation Roadmap implementation, it is important to align potential opportunities with City objectives. This matrix plots all proposed initiatives based on the effort required to complete said initiatives. Refining this analysis will help the City identify the impact of these initiatives.

Strategic Investments
Catalysts Growth Opportunities
Indicator Range
$ < $100,000
$$ $100,000 - $500,000
$$$ $500,000 - $1,000,000
$$$$ $1,000,000 - $2,000,000
$$$$$ > $2,000,000
Key: Initiatives are Grouped by Focus Area
Inclusive Economy: People and Business Smart and Resilient Infrastructure Stockton Branding

ATTACHMENT A
348
21 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Activation Roadmap Implementation| What’s Next?
Defining a robust Activation Roadmap implementation plan is critical to ensuring community buy-in and fostering the success of prioritized initiatives over a five-year timeline. This timeline builds upon the framework outlined in the Roadmap; each of these next steps is dependent on the various identified components.

Short Term
(6 months)
• Develop Activation Roadmap
Impl
ementation Plan to assign
roles and responsibilities for
prioritized initiatives; Build a
core Implementation team that
oversees strategic rollout
• Secure “Quick Wins,” as
iden
tified in the opportunity
matrix, to gain positive
momentum for the City and lay
the groundwork for long-term
success
• Consider “Catalyst”
opportun
ities that require more
investment but drive
monumental change
Medium Term
(6 – 12 months)
• Implement results management
approac
h for regular progress
reporting, milestone and
budget tracking, and risk
monitoring; Develop public
dashboards for consistent City
and community reporting and
consistent buy-in
• Budget and plan for the
impleme
ntation of priority
“Growth Opportunities” and
“Strategic Investments”
• Scale early investments to drive
transformational changes for
the City of Stockton
Long Term
(1 – 5 years)
• Launch priority “Growth
Opportu
nities” and “Strategic
Investments” based on work
plans and staff capacity, as well
as resources required
• Utilize Project Management
system
through the Office of
Performance and Data Analytics
to track success against defined
metrics
• Iterate on defined initiatives
and ass
ociated activities as
necessary to realign Activation
Roadmap based on lessons
learned and resources available
to the City

ATTACHMENT A
349
22 | City of Stockton Economic Development Strategic Action Plan Acknowledgements
The Deloitte Team, on behalf of the City of Stockton, would like to recognize the notable contributions of the various partners that Deloitte engaged with while developing the Economic Development Strategic Action Plan. This includes local Stockton leaders within the Government, Education, Business, and Nonprofit sectors who participated in stakeholder interviews, Focus Groups, and the Greenhouse Lab session. Thank you!

ELECTED OFFICIALS

1. Stockton Mayor and City Council

GOVERNMENT

1. City of Stockton, CA

2. Port of Stockton

3. San Joaquin Council of
Governm
ents

EDUCATION

1. CSU Stanislaus, Stockton Campus

2. San Joaquin A+

3. San Joaquin County Office of Education

4. San Joaquin Delta Community College,
Small
Business Development Center

5. Stockton Unified School District

6. University of the Pacific

BUSINESS

1. ASM Global

2. BAC Community Bank

3. BIA Greater Valley

4. Cast Iron

5. Grupe Huber Company

6. H D Arnaiz Corporation

7. San Joaquin Regional Transit District

8. St. Joseph’s Medical Center

9. Via Ventures

10. Weberstown Mall

COMMUNTITY -BASED

ORGANIZATIONS

1. African American Chamber of
Comm
erce of San Joaquin

2. Central Valley Asian-American
Chambe
r of Commerce

3. Community Foundation of San
Joaq
uin

4. Downtown Stockton Alliance

5. Greater Stockton Chamber of
Commer
ce

6. HATCH Workshop

7. Housing Authority of San Joaquin

8. Little Manila

9. Miracle Mile Improvement District

10. San Joaquin Business Council

11. San Joaquin County Hispanic
Chambe
r of Commerce

12. San Joaquin Partnership

13. San Joaquin County WorkNet

14. Stockton Community Kitchen

15. Third City Coalition

16. United Way

17. Visit Stockton

ATTACHMENT A
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23 | City of Stockton Economic Development Strategic Action Plan Appendix

ATTACHMENT A
351
24 | City of Stockton Economic Development Strategic Action Plan Investment Area Initiatives Supporting Data/Research Data USA Profiles (see following slides) + Relevant Linking Notes
Business Inventory
Central Business Hub
Attract Targeted Businesses
South Stockton Initiative
• US Bureau of Labor Statistics reports Stockton’s October 2021 Unemployment Rate at 7.2%, 2.6% above the national rate, and dropping from 10% in December 2020, showing a positive post-recovery trend. • Due to COVID-19, occupations that afford a “work from home” option have an increased share of labor participation. • Compared to other places, Stockton, CA has an unusually high number of residents working in Farming, Fishing, & Forestry (6.77 times higher than expected), Material Moving (1.85 times), and Transportation Occupations (1.44 times).

There is the opportunity to attract new business in
emerging occupations in Management, Business,
Science, and Arts, in industry sectors such as Trade
& Logistics, Manufacturing (advanced), and
Technology, among others.

See: Economic, Occupations, Industry Profiles
Workforce Alliance
Actionable Roadmaps
Career Pathway Internships
• In 2019, Stockton’s Median household income was $59.504, roughly $10,000 below national average. • Based on US Bureau of Labor Statistics (May 2020) data, 72% of occupations are underrepresented in Stockton (as compared to the US), 27% of which have a higher median income than Stockton’s median income in 2019.

There is the opportunity to diversify the
workforce. As one example, Information Services
and Financial Activities, among others, are
underrepresented in Stockton but are stable and
high earning potential opportunities.

See: Economic, Occupations, Industry Profiles
Innovation Accelerator
Innovation Challenge
Entrepreneurship Summit
Support Ventures
• The Aspen Network of Development Entrepreneurs (ANDE), part of the Aspen Institute, has completed detailed research and findings on incubation and accelerators for early-state innovators to bridge the “Pioneer Gap.” • Targeted accelerator and innovation programs can help Stockton start-ups and early-stage entrepreneurs, providing capabilities in: “(a) business development …; (b) infrastructure support …; (c) network support … and (d) financial support.” The start-up ecosystem and supporting
infrastructure can support bridging the “Pioneer
Gap” and enable new business growth and absorb
new workforce talent/skills, as linked to the
“Develop Workforce” investment area.

DSA Ambassadors
Lighting Infrastructure
Full-Spectrum Development
Smart Corridor
• Stockton's housing expense is 37% higher than the national average, driven in part by limited supply and high demand; growing business will require new housing stock.
• Conversion of public lighting to LED and creating smart lighting controls can reduce energy costs up to 50% and improve public safety.
• Further IoT build-out of the public lighting system can enable multimodal corridor development, and smart parking, with estimated potential revenue increases of 10-35%.

Infrastructure and program investments in
housing and to improve quality of life are critical
enablers to grow and expand business and the
economy more broadly–-making Stockton one of
the best cities to work and live in the United
States. Affordable housing stock must be
increased, and improved lighting/parking can
reduce costs and enhance revenues, while
improving public safety perception. Investments in
parks and open space not only improve quality of
life, but also will support business attraction
efforts.

Smart Parking and Wayfinding
Restore Public Parks
Special Services District
• The Urban Land Institute (ULI) states 55% of US residents say access to green space is a top or high priority when deciding where to live.
• National Recreation and Parks Association identify “quality parks and recreation” as one of the top three reasons that business cite in relocation decisions.
• Gensler survey of 350 private investors shows 73% believed that “open space could act as a crucial catalyst for economic development.”
Neighborhood Grants Program
Stockton Saturdays
• According to the 2020 ULI study Creative Placemaking: “Creative placemaking provides triple-bottom-line benefits—financial, social, and environmental—for all stakeholders. Developers and their partners report higher market values, lower turnover rates, faster approval cycles and lease-ups, greater community buy-in, and better branding and market recognition. Local governments see gains in job growth, improved public safety, and increased tax revenues that pay for more resident services. And communities benefit from community cohesion and the creative energy and aesthetics of vibrant new places that are enhanced with arts and culture.”
Investments in soft infrastructure and cultural
programming enhances Stockton as a place and
brand, yielding a range of benefits grouped under
“creative placemaking.”
Revitalize Online Footprint
State-Facing Activities
Stockton Style
Marketing Campaign
Research and Data | Context & Approach
Innovation Hub
Creation
Local Business Climate
Develop Workforce
Transform Downtown
Invest in Key Assets
Unify Community
Promote Brand
A robust process of assessment and stakeholder consultation helped define and prioritize investment areas and initiatives. Secondary research and data were used to understand the context of Stockton’s evolving economy, occupations, industry, and specialization. While some investment areas and initiatives can be more directly linked to support the requirements of business, workforce, and residents for Stockton’s post-COVID growth, others are “place-making” initiatives that drive broader economic and social impacts. The table below summarizes Investment Areas, Initiatives, Supporting Data/Research, and Data USA Profile considerations.

ATTACHMENT A
352
25 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Economy
Median Household Income
2019 VALUE: $59,504 1 YEAR GROWTH: 9.59%
Households in Stockton, CA have a median annual income of $59,504, which is less than the median annual income of $65,712 across the entire United States. This is in comparison to a median income of $54,297 in 2018, which represents a 9.59% annual growth.

The following chart shows how the median household income in Stockton, CA compares to that of its neighboring and parent geographies.

Source: the Census Bureau ACS 1-year Estimate.

Income by Location

HIGHEST MEDIAN HOUSEHOLD INCOME (TOTAL)

1. Census Tract 31.14 ($105,766)

2. Census Tract 40.02 ($101,319)

3. Census Tract 32.08 ($99,975)
The
following map shows all of the places in Stockton, CA colored by their Median Household Income (Total).

Source: the Census Bureau ACS 5-year Estimate.

Median household income in Stockton, CA is $59,504. In 2019, the place with the highest median household income in Stockton, CA was Census Tract 31.14 with a value of $105,766, followed by Census Tract 40.02 and Census Tract 32.08, with respective values of $101,319 and $99,975.

Males in California have an average income that is 1.26 times higher than the average income of females, which is $64,688. The income inequality in California (measured using the Gini index) is 0.497, which is higher than the national average.

The economy of Stockton, CA employs 130k people. The largest industries in Stockton, CA are Health Care & Social Assistance (20,865 people), Retail Trade (15,586 people), and Transportation & Warehousing (13,392 people), and the highest paying industries are Utilities ($76,760), Public Administration ($56,892), and Finance & Insurance ($44,733).

ATTACHMENT A
353
26 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Occupations
Employment by Occupation, 2013 Employment by Occupation, 2019 Employment by Occupations
2019 VALUE: 130K 1 YEAR GROWTH: 1.12% (From 2018 to 2019, employment in Stockton, CA grew at a rate of 1.12%, from 129k employees to 130k employees.) Most Common
The most common jobs held by residents of Stockton, CA, by number of employees, are Office & Administrative Support Occupations (15,162 people), Sales & Related Occupations (12,613 people), and Material Moving Occupations (8,808 people) Most Specialized
Compared to other places, Stockton, CA has unusually high number of residents working in Farming, Fishing, & Forestry (6.77 times higher than expected), Material Moving (1.85 times), and Transportation Occupations (1.44 times).

Highest Paid
By median earnings, Health Diagnosing & Treating
Practitioners & Other Technical Occupations ($110,413), Life, Physical, & Social Science ($109,464), and Law
Enforcement Workers Including Supervisors ($100,951).

ATTACHMENT A
354
27 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Industry
Employment by Industry, 2013 Employment by Industry, 2019 Most Common
The most common industries in Stockton, CA, by number of employees, are Health Care & Social Assistance (20,865 people), Retail Trade (15,586 people), and Transportation & Warehousing (13,392 people).

Most Specialized
Compared to other places, Stockton, CA has an unusually high number of Agriculture, Forestry, Fishing & Hunting (3.87 times higher than expected), Transportation & Warehousing (2.12 times), and Public Administration (1.35 times) industries.

Highest Paid
The highest paying industries in Stockton, CA, by median earnings, are Utilities ($76,760), Public Administration ($56,892), and Finance & Insurance ($44,733).

ATTACHMENT A
355
28 | City of Stockton Economic Development Strategic Action Plan Data USA & BLS| Stockton Data Profile: Occupation Deep Dive and COVID-19 Source: the DOL Unemployment Insurance Weekly Claims Data Unemployment insurance weekly claims by state.

Aggregated Through Data USA
Unemployment Insurance Claims Employment by Industry Sector (Seasonally Adjusted) Source: the Bureau of Labor Statistics Current Employment Statistics (CES). Aggregated through Data USA When reviewing the U.S. Bureau of Labor Statistics occupation report for Stockton-Lodi, CA, the location quotient provides further insights into potential opportunities for Stockton to invest.

For clarification, the location quotient represents the ratio of an occupation’s share of employment in each area to that occupation’s share of employment in the U.S. For example, an occupation that makes up 10 percent of employment in a specific metropolitan area compared with 2 percent of U.S. employment would have a location quotient of 5 for the area in question.

The table to the right identifies all major occupation categories that have a location quotient below 1.0 and thus a theoretical opportunity for increased participation, in line with economic development trends. The line items highlighted in green are major occupation categories with an annual median wage greater than Stockton’s 2019 average.

Occupation Title Est. total employment Location Quotient Annual median wage Management Occupations 10,070 0.71 $105,910
Healthcare Practitioners and Technical Occupations 13,550 0.89 $89,920 Architecture and Engineering Occupations 1,820 0.41 $88,670 Legal Occupations 770 0.37 $88,610
Computer and Mathematical Occupations 1,720 0.21 $78,340 Business and Financial Operations Occupations 8,690 0.58 $66,250 Construction and Extraction Occupations 9,810 0.93 $57,780 Community and Social Service Occupations 3,770 0.95 $54,450 Installation, Maintenance, and Repair Occupations 9,440 0.97 $53,280 Arts, Design, Entertainment, Sports, and Media Occupations 1,350 0.41 $48,620 Office and Administrative Support Occupations 28,220 0.85 $41,220 Production Occupations 13,040 0.86 $37,690
Building and Grounds Cleaning and Maintenance Occupations 6,050 0.83 $31,860 Sales and Related Occupations 20,090 0.86 $31,510
Personal Care and Service Occupations 3,430 0.71 $31,100 Food Preparation and Serving Related Occupations 18,670 0.93 $28,620 Below is relevant content from Data USA used to support decision making throughout the engagement relating to the COVID-19 pandemic and the associated employment impact on California’s industries and labor force.

ATTACHMENT A
356
29 | City of Stockton Economic Development Strategic Action Plan Marketing Terms Glossary
Below is an explanation of the marketing terms and abbreviations identified on Page 17 NPS: Net Promotor Score. measures customer experience and predicts business growth. This proven metric transformed the business worldand now provides the core measurement for customer experience management programs the world round.

OLV: Online Video. A marketing tactic that used by developing engaging ad format for broad brand awareness campaigns.

OOM: One-to-one Marketing. Also known as personalized marketing or individual marketing, this is a marketing strategy by which companies leverage data analysis and digital technology to deliver messages and product offerings tailored to customers.

Social: Social Media. Interactive technology delivered through websites and applications that enable users to create and share contentor to participate in social networking.

WOM: Word of Mouth. Marketing that is driven when consumer's interest in a company's product or service is reflected in daily dialogues.

ATTACHMENT A
357
30 | City of Stockton Economic Development Strategic Action Plan Investment Areas| Potential Funding Sources
Below is a list of all potential funding sources identified through the EDSAP development processes. These funding sources will be further developed in the Economic Development Toolkit.

Identifier Potential Funding Source
A Coronavirus Local Fiscal Recovery Fund – Messaging and Public Outreach B Coronavirus Local Fiscal Recovery Fund – Counseling
C Coronavirus Local Fiscal Recovery Fund – Educational Services D Coronavirus Local Fiscal Recovery Fund – Negative Economic Impacts E Coronavirus Local Fiscal Recovery Fund – Economic Development F CARES CESF - Training
G Coronavirus Local Fiscal Recovery Fund – Affordable Housing Development H Coronavirus Local Fiscal Recovery Fund – Outdoor Spaces I City of Stockton Internship Program
J City of Stockton Public Facilities Fees
K San Joaquin Councils of Government
L City of Stockton General Fund
M California Clean Fund
N HUD Neighborhood Stabilization Program Grant
Source Example
Cost: $$$BL
The example above indicates that the Coronavirus
Local Fiscal Recovery Fund – Counseling AND City of
Stockton General Fund

ATTACHMENT A
358
31 | City of Stockton Economic Development Strategic Action Plan Metric Sources| Stockton Open Data
Deloitte utilized many data sources for potential metrics, and ultimately identified three tiers throughout the process: 1. Metrics currently captured through the Stockton Open Data; 2. Leading Practice Metrics identified by Deloitte’s Data Advisory team; 3. New metrics developed organically though net new initiatives. The list below highlights the metrics defined through Stockton’s current data management efforts. The sources below outline where Stockton Open Data isrelevant INVESTMENT AREA 1: STREGTHEN LOCAL BUSINESS CLIMATE TO ECONOMIC ACTIVITY

1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2D

2. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.a.2

3. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.1

4. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2a2.7 INVESTMENT AREA 2: DEVELOP LOCAL WORKFORCE CAPACITY TO BUILD RESIDENTIAL WEALTH

1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Grow Jobs, ID: 2.a2.1 and 2.a.2.2 INVESTMENT AREA 3: CREATE INNOVATION HUB TO BUILD NEXT GENERATION OF ENTREPRENURS

1. FY 2020 – 2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.2 INVESTMENT AREA 4: TRANSFORM DOWNTOWN INTO A THRIVING, CONNECTED CITY CENTER

1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.4

2. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods Establish a City Integrated Team Approach, ID: 4.a.9 INVESTMENT AREA 5: INVEST IN STOCKTONS KEY ASSETS TO ACTIVIATE PUBLIC SPACES AND ATTRACT ACTIVITY

1. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods, ID: 4a.47

2. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods, ID: 4b

ATTACHMENT A
359
32 | City of Stockton Economic Development Strategic Action Plan References
Aspen Network of Development Entrepreneurs and Village Capital, & Pontencia Ventures. (2003, July). Bridging the “Pioneer Gap”: The Role of Accelerators in Launching High-Impact Enterprises.

The Aspen Network of Development Entrepreneurs. https://www.aspeninstitute.org/wp- content/uploads/files/content/docs/ande/Bridging%20the%20Pioneer%20Gap%20The%20Role%20of%20Accelerators%20in%20Launching%20High%20Impact%20Enterprises%20.pdf Barua, A. The tech workforce is expanding—and changing—as different sectors battle for talent. Deloitte Insights. https://www2.deloitte.com/us/en/insights/economy/spotlight/tech-workforce- expanding.html
Bureau of Labor Statistics. May 2020 Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates Stockton-Lodi, CA. https://www.bls.gov/oes/current/oes_44700.htm Bureau of Labor Statistics.Labor Force Statistics from the Current Population Survey. https://www.bls.gov/cps/ Bureau of Labor Statistics. Databases, Tables & Calculators by Subject. (2021, November). Bureau of Labor Statistics. https://www.bls.gov/data/#employment Carr, T. (2021, July 2). Online Video Advertising Guide: How to Use Video to Drive Business Results. Criteo. https://www.criteo.com/blog/online-video-advertising- guide/#:%7E:text=Online%20video%20(OLV)%20advertising%20is,features%20and%20full%2Dfunnel%20measurement Cost of Living in Stockton, CA | PayScale. (2021a). Payscale. https://www.payscale.com/cost-of-living-calculator/California-Sacramento Is Your Company Ready for One-to-One Marketing?(2014, August 1). Harvard Business Review. https://hbr.org/1999/01/is-your-company-ready-for-one-to-one-marketing Karthik Ramachandran and Jeanette Watson,Tech looks to analytics skills to bolster its workforce: Addressing the analysis talent shortage, Deloitte Insights, March 10, 2021.View in Article Li, J. (2021). Stockton, CA. Data USA. https://datausa.io/profile/geo/stockton-ca#about McCormick, Kathleen, Juanita Hardy, and Marilee Utter. Creative Placemaking: Sparking Development with Arts and Culture. Washington, D.C.: Urban Land Institute, 2020.

Newcombe, T. (2021, April 23). 5 Strategies for Rethinking Smart City ROI (Contributed). GovTech. https://www.govtech.com/smart-cities/5-strategies-for-rethinking-smart-city-roi-contributed.html Stockton Unified School District. (2019).Career Pathways: Career Technical Education Brochure].

US Census Bureau. (2021, December 15). American Community Survey (ACS). Census.Gov. https://www.census.gov/programs-surveys/acs/ Urban Land Institute. The Case for Open Space: Why the Real Estate Industry Should Invest Parks and Open Spaces. Washington, DC: Urban Land Institute, 2018.

What Is Net Promoter?(2021). Net Promoter Network. https://www.netpromoter.com/know/ What Is Social Media Marketing?(2021, July 29). Investopedia. https://www.investopedia.com/terms/s/social-media-marketing-smm.asp What Is Word-of-Mouth Marketing?(2021, March 29). Investopedia. https://www.investopedia.com/terms/w/word-of-mouth-marketing.asp

ATTACHMENT A
360
Community - Based
Organizations
Education
Business
Residents

ATTACHMENT A
361
City of Stockton
Legislation Text
File #: 22-0016, Version: 1

AMENDMENT TO THE AGREEMENT WITH TYLER TECHNOLOGIES FOR THE

IMPLEMENTATION OF AN ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM AND INCREASE THE FISCAL YEAR 2021/22 OPERATING BUDGET

RECOMMENDATION
It is recommended that the City Council approve a resolution to:

1. Authorize the City Manager to execute Amendment No. 12 to the Agreement with Tyler Technologies, Inc. in the amount of $1,061,800 to extend the project schedule and professional services through December 2022 to implement the Enterprise Resource Planning (ERP) Human Resources and Payroll solution.

2. Authorize the transfer of $1,061,800 from ERP Salary Savings for Project #IS21002 to Special Services.

3. It is further recommended that the City Manager be authorized to take all necessary and appropriate actions to carry out the purpose and intent of this resolution.

Summary
Under the Professional Services Agreement with Tyler Technologies, Inc., the scope of work consisted of the following phases:

Phase 1 - Core Financials
Phase 2 - Revenue, Billing, and Collections
Phase 3 - Core Human Capital Management (HR) & Payroll
The City successfully implemented Phase 1 and Phase 2 in February 2021 and July 2021, respectively, and is implementing Phase 3 supporting the City’s new ERP solution for Human Capital Management and Payroll. In 2020 and 2021, the COVID-19 pandemic had an unprecedented impact on staff and the City is currently recovering; however, the economic recovery has caused a workforce shortage in 2021. The City’s Human Resources Department and Administrative Services Department experienced critical staff departures resulted in the loss of institutional knowledge essential to the implementation of Phase 3. As such, the project scope for Phase 3 is being modified to remove specific modules to focus primarily on payroll. Based on the revised scope and Phase 3 timeline, staff recommend Council approve Amendment No. 12 with Tyler and authorize the transfer of $1,061,800 in salary savings from the ERP Project Budget, Regular Salaries account to the Special Services account to complete the implementation of Phase 3. This amount will fund the extended project schedule and professional services an additional ten months, from February 2022 to the end of December 2022.

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File #: 22-0016, Version: 1
The recommended contract extension is within the total ERP Project funding of $30,118,168 previously approved by Council approved amount under Resolution 2019-04-02-1402.

DISCUSSION
Background
On January 12, 2016, Council approved Resolution 2016-01-02-1203 that authorized the City to complete an ERP Assessment which consisted of the following five tasks: 1) Gap Analysis; 2) Plan of Action; 3) Evaluation and Selection of an ERP Software Vendor; 4) Contract Negotiations, and followed by 5) Implementation Support, to assess the impact of replacing the current ERP System.

On April 2, 2019, Council approved Resolution 2019-04-02-1402 authorizing the City Manager to enter into an agreement with Tyler Technologies, Inc. in the amount of $13,357,635 to implement an ERP solution. The approved funding was intended to support the required professional services, software licenses, and hosting for seven years. Subsequent contract amendments requiring augmentations totaling $667,630 have been executed since the initial agreement with Tyler. As such, the total contract value is currently $14,025,265.

Under the Professional Services Agreement with Tyler Technologies, Inc., the scope of work consisted of the following phases:

Phase 1 - Core Financials
Phase 2 - Revenue, Billing, and Collections
Phase 3 - Core Human Capital Management (HR) & Payroll
Phase 1 activities started in June 2019, and the system went live in February 2021. Phase 2 activities started in May 2020 and went live in July 2021. Phase 1 is now closed and phase 2 is expected to close out in January 2022. City staff is currently using the Tyler Munis System for most fiscal transactions.

Phase 3 kicked off in May 2020 and was targeted to be completed in September 2021. Phase 3 accomplishments include: Current and Future State Assessment, review and acceptance of Tyler Best Practice Recommendations, acceptance of System Design Testing, Tyler Change Impact Report, and Business Process Improvements Report. However, due to the COVID-19 pandemic and ongoing staffing challenges, the project team determined that additional time is needed to implement Phase 3 successfully.

Present Situation
On December 6, 2021, the ERP Executive Stakeholders, which include the Human Resources Director, Director of Administrative Services and Deputy City Manager, unanimously recommended adjusting the scope of Phase 3 due to staffing challenges affecting the Human Resources Department, Administrative Services Department and the ERP Project Team.

Phase 3 efforts will now focus on the following high priority items:

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· Payroll
· HR: Time and Attendance (Timesheets)
· HR: Employee Expense Reimbursement
· HR: Position Control and Salary Benefits Projection
The following modules that were originally within the Phase 3 scope will be postponed and re- assessed in fiscal year 2022-23 for business readiness:
· HR: Management & Employee Self Service
· HR: Benefits Enrollment
· HR: Recruitment & Talent Management
· HR: Risk Management
Implementation of Phase 3 is critical and necessary for the City to resolve outstanding auditing findings, eliminate manual processes, and utilize modern technology to create efficiencies.

Based on current staffing levels, City staff and the Tyler Implementation Team reviewed the timeline and proposed a new schedule that allows Phase 3 to go live in July 2022, with close out of the phase in December 2022.

In the first quarter of 2022, staff will complete building and validating the system’s modules and begin developing Process Manuals and End User Guides. Staff will also perform User Acceptance Testing, conduct End User Training, and prepare for cutover activities for go-live.

FINANCIAL SUMMARY
There is no financial impact to the City’s General Fund or any other unrestricted funds as a result of this action. Due to the workforce shortage, sufficient funds were budgeted in the ERP program’s personnel and support services to cover the additional costs associated with Amendment #12 of the Tyler Technologies agreement to successfully implement Phase 3. Staff recommend Council approve the transfer of $1,061,800 from the Technology fund Enterprise Resource Planning program Technology Capital account to Special Services account and approve the use of the transferred funds to extend the contract with Tyler an additional ten months to ensure successful completion of the revised Phase 3 scope. With the execution of Amendment #12, total Tyler contract costs will amount to $15,087,065.

Attachment A - Tyler Amendment #12
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ATTACHMENT A
1 CITY OF STOCKTON

STANDARD AGREEMENT AMENDMENT

This Amendment Number 12 (Amendment) to the above referenced Agreement is entered into on , between the City of Stockton (“City”) and Tyler Technologies “Contractor”.

RECITALS

Exhibit A, Statements of Work (SOW), Section 4.1 Project Scope states if any services, tasks, or responsibilities not specifically described in this SOW are inherent or necessary sub-activities of the tasks or are otherwise required for proper performance of the services or tasks they will also be included within the scope; and

The City needs to amend the terms specified in Exhibit G Investment Summary of the Standard Agreement to include the additional services per the attached Sales Quote No. 2021 -292871-X7Y7D4 (Extension of Resources for Phase 3 in the amount not to exceed $1,061,800); and

The City needs to amend the payment terms specified in Exhibit H Invoicing and Payment Policy to account for the additional services added pursuant to this Amendment.

Now therefore, the City and the Contractor mutually agree as follows:

1. Exhibit G Investment Summary of the Standard Agreement is amended to include the following services associated with the extension of Phase 3 in the not to exceed amount of $1,061,800 as follows:

Description Quantity Unit Price Extended Price

HCM Lead Services 1416 $175 $247,800
Payroll Lead Services 1280 $175 $224,000
Payroll Phase – Implementation Consulting Services 1280 $175 $224,000 Project Management Services 12 $20,750 $249,000
Report Writing (HCM) Services 240 $175 $42,000
Technical Lead Services 10 $7,500 $75,000
Total $1,061,800

Payment of fees for such services shall be invoiced as set forth below in Sections 2, 3 and 4 of this Amendment. Travel expenses shall be invoiced in accord with the Agreement.

2. The Milestones by Deliverables chart set forth in Section 2.1 of Exhibit H Invoicing and Payment Policy is amended as follows:

ID PHASE WBS DESCRIPTION MILESTONES

CURRENT REVISED

3.1 3 3.1.6 Prepare & Plan Stage
Acceptance
- -

3.2 3 3.2.23 Assess & Define Stage
Acceptance
- -

3.3 3 3.3.11 Build & Validate Stage
Acceptance
- -

3.4 3 3.4.11 Training & Testing
Stage Acceptance
$483,077.90 $868,477.90

3.4 Payroll [$607,934.53]

3.4 ET
Time/Attendance
& EER
[$260,543.37]

3.5 3 3.5.10 Production Cutover
Stage Acceptance
$193,231.62 $347,391.98

3.6 3 3.6.7 Project Closure &
Acceptance
$289,846.29 $521,085.92

Agreement Number: Amendment
Number:
2019-04-02-1402-01 12

365

ATTACHMENT A
2 Totals $966,155.81 $1,736,955.80
366

ATTACHMENT A
3 3. Invoicing and payment of the Project Management Services fees shall be in accord with Section 2.2 of Exhibit H Invoicing and Payment Policy. Accordingly, Section 2.2 of Exhibit H is amended as follows:

Other Services
Type
Terms Amount Total
Current Revised
Dedicated Full
Time Project
Manager
Invoiced monthly in arrears,
beginning on the first day of
the month immediately
following initiation of project
planning.
$20,750
(monthly)
$622,500 $871,500

4. Invoicing and payment for the Report Writing (HCM) Services fees shall be in accord with Section 2.4 of Exhibit H Invoicing and Payment Policy.

5. Exhibit 1 (Statement of Work) is hereby amended as follows:

A. Section 1.3 Project Timeline, Phase 3 Go Live Schedule:

1. First Payroll Check Date: 7/22/2022

2. ExecuTime Time & Attendance / Advanced Scheduling: TBD

3. PAFs - Benefit Enrollment/Salary and Benefit: TBD

4. Human Resources: TBD (Note, this needs to be funded before a Go Live date can be set.)

6. All other terms and conditions of the Agreement shall remain unchanged and remain in full force and effect unless modified by a written amendment signed by both parties.

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SIGNATURE PAGE TO FOLLOW
367

ATTACHMENT A
4 IN WITNESS WHEREOF, the authorized parties have executed this Agreement.

CONTRACTOR
Tyler Technologies Inc.

Contractor’s Name (if other than an individual, state whether a corporation, partnership, etc.):

December 23, 2021
Authorized Signature Date

Jisel Lopez, Sr. Corporate Attorney
Name and Title of Person Signing

One Tyler Drive, Yarmouth, Maine 04096 Address

CITY OF STOCKTON

Harry Black, City Manager Date

ATTEST:

Eliza R. Garza CMC, City Clerk
APPROVED AS TO FORM:

John M. Luebberke, City Attorney

BY:
368

ATTACHMENT A
5 Exhibit 1
Amendment Investment Summary

The following Amendment Investment Summary details the software and services to be delivered by us to you under this Amendment. This Amendment Investment Summary is effective as of the Amendment Effective Date. Capitalized terms not otherwise defined will have the meaning assigned to such terms in the Agreement.

In the event a comment in the following sales quotation conflicts with a provision of this Amendment, the provision in this Amendment shall control.

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ATTACHMENT A
6 Quoted By: Kyle M. Johnson
Quote Expiration: 05/17/22
Quote Name: City of Stockton-ERP-Munis
(Extension of resources for phase
3)
Quote Description: 11-18-21 - Stockton Extension of
Resources - Phase 3

Sales Quotation For:

City of Stockton
425 N El Dorado St
Stockton CA 95202-1997
Phone: +1 (209) 937-8212

Professional Services

Description

Quantity

Unit Price

Extended Price

Maintenance
HCM Lead Services 1416 $ 175 $ 247,800 $ 0
Payroll Lead Services 1280 $ 175 $ 224,000 $ 0
Payroll Phase – Implementation Consulting Services 1280 $ 175 $ 224,000 $ 0 Project Management Services 12 $ 20,750 $ 249,000 $ 0
Report Writing (HCM) Services 240 $ 175 $ 42,000 $ 0
Technical Lead Services 10 $ 7,500 $ 75,000 $ 0
TOTAL $ 1,061,800 $ 0

Summary One Time Fees Recurring Fees
Total Tyler Software $ 0 $ 0
370

ATTACHMENT A
7 Total Annual $ 0 $ 0
Total Tyler Services $ 1,061,800 $ 0
Total Third-Party Hardware, Software, Services $ 0 $ 0
Summary Total $ 1,061,800 $ 0
Contract Total $ 1,061,800

Unless otherwise indicated in the contract or amendment thereto, pricing for optional items will be held For six (6) months from the Quote date or the Effective Date of the Contract, whichever is later.

Customer Approval: Date:

Print Name: P.O.#:

All Primary values quoted in US Dollars
371

ATTACHMENT A
8 Comments

Client agrees that items in this sales quotation are, upon Client's signature or approval of same, hereby added to the existing agreement ("Agreement") between the parties and subject to its terms. Additionally, payment for said items, as applicable but subject to any listed assumptions herein, shall conform to the following terms:
• License fees for Tyler and third party software are invoiced upon the earlier of (i) deliver of the license key or (ii) when Tyler makes such software available for download by the Client;
• Fees for hardware are invoiced upon delivery;
• Fees for year one of hardware maintenance are invoiced upon delivery of the hardware; • Annual Maintenance and Support fees, SaaS fees, Hosting fees, and Subscription fees are first payable when Tyler makes the software available for download by the Client (for Maintenance) or on the first day of the month following the date this quotation was signed (for SaaS, Hosting, and Subscription), and any such fees are prorated to align with the applicable term under the Agreement, with renewals invoiced annually thereafter in accord with the Agreement.
• Fees for services included in this sales quotation shall be invoiced as indicated below. • Implementation and other professional services fees shall be invoiced as delivered. • Fixed-fee Business Process Consulting services shall be invoiced 50% upon delivery of the Best Practice Recommendations, by module, and 50% upon delivery of custom desktop procedures, by module. • Fixed-fee conversions are invoiced 50% upon initial delivery of the converted data, by conversion option, and 50% upon Client acceptance to load the converted data into Live/Production environment, by conversion option. Where conversions are quoted as estimated, Tyler will invoice Client the actual services delivered on a time and materials basis. • Except as otherwise provided, other fixed price services are invoiced upon complete delivery of the service. For the avoidance of doubt, where "Project Planning Services" are provided, payment shall be invoiced upon delivery of the Implementation Planning document.

Dedicated Project Management services, if any, will be invoiced monthly in arrears, beginning on the first day of the month immediately following initiation of project planning.
• If Client has purchased any change management services, those services will be invoiced in accordance with the Agreement. • Notwithstanding anything to the contrary stated above, the following payment terms shall apply to services fees specifically for migrations:

Tyler will invoice Client 50% of any Migration Fees listed above upon Client approval of the product suite migration schedule. The remaining 50%, by line item, will be billed upon the go-live of the applicable product suite. Tyler will invoice Client for any Project Management Fees listed above upon the go-live of the first product suite. Unless otherwise indicated on this Sales quotation, annual services will be invoiced in advance, for annual terms commencing on the date this sales quotation is signed by the Client. If listed annual service(s) is an addition to the same service presently existing under the Agreement, the first term of the added annual service will be prorated to expire coterminous with the existing annual term for the service, with renewals to occur as indicated in the Agreement. • Expenses associated with onsite services are invoiced as incurred. 372

ATTACHMENT A
9 Tyler's quote contains estimates of the amount of services needed, based on our preliminary understanding of the scope, level of engagement, and timeline as defined in the Statement of Work (SOW) for your project. The actual amount of services required may vary, based on these factors.

Tyler's pricing is based on the scope of proposed products and services contracted from Tyler. Should portions of the scope of products or services be altered by the Client, Tyler reserves the right to adjust prices for the remaining scope accordingly.

Unless otherwise noted, prices submitted in the quote do not include travel expenses incurred in accordance with Tyler's then-current Business Travel Policy.

Tyler's prices do not include applicable local, city or federal sales, use excise, personal property or other similar taxes or duties, which you are responsible for determining and remitting. Installations are completed remotely but can be done onsite upon request at an additional cost.

In the event Client cancels services less than two (2) weeks in advance, Client is liable to Tyler for (i) all non-refundable expenses incurred by Tyler on Client's behalf; and (ii) daily fees associated with the cancelled services if Tyler is unable to re-assign its personnel.

Implementation hours are scheduled and delivered in four (4) or eight (8) hour increments.

Tyler provides onsite training for a maximum of 12 people per class. In the event that more than 12 users wish to participate in a training class or more than one occurrence of a class is needed, Tyler will either provide additional days at then-current rates for training or Tyler will utilize a Train-the- Trainer approach whereby the client designated attendees of the initial training can thereafter train the remaining users. 373
Enterprise Resources
Planning (ERP)
City Council – January 25, 2022
Agenda Item 9.2
1 374
Recommendation
• Authorize the City Manager to execute Amendment No. 12 with Tyler Technologies in the amount of $1,061,800 to extend the project schedule and professional services through December 2022 to implement ERP Human Resources and Payroll solution.
• Authorize the transfer of $1,061,800 from ERP personal and support services for Project #IS21002 to Special Services to fund the project extension.
• Authorize the City Manager to take all necessary and appropriate actions to carry out the purpose and intent of this resolution. 2 375
Background
• On January 2016, Council approved Resolution 2016-01-02-1203 that authorized the City to complete an ERP Assessment.
• In April 2019, Council approved resolution No. 2019-04-02-1402-01 to implement an Enterprise Resource Planning (ERP) solution including professional services, software licenses, and hosting for seven (7) years with Tyler Technologies.
oTotal ERP Project funding approved by Council: $30.1 million 3 376
Summary
• Professional Services Agreement with Tyler Technologies scope consisted of Phase(s)
• 1) Core Financial Phase
• 2) Revenue, Billing, and Collections
• 3) Core Human Capital Management (HR) & Payroll
• Phase 1 & 2 are live!
• Phase 3 was unable to complete the implementation on time due to ongoing staffing challenges brought on by the Covid-19 pandemic. 4 377
Present Situation
• Staff recommend reducing the scope of Phase 3 due to staffing challenges affecting Human Resources. Phase 3 will shift resources to focus on the following:
• Payroll
• HR: Time and Attendance (Timesheets)
• HR: Employee Expense Reimbursement
• HR: Position Control & Salary Benefits Projection
• The Project delays also result in the need to extend the contract with Tyler Technologies by ten months (through December 2022) to implement and close out the revised Phase 3 scope.
5 378
Revised Phase 3 Timeline
6 379
Financial Summary
• The cost to extend professional services provided by Tyler Technologies through December 2022 for Phase 3 implementation is $1,061,800. • Sufficient funds are available in the ERP budget for staffing and support service costs to fund the additional contract costs.
• No increase to the total Council-approved funding level of $30,118,168 for ERP .
• No impact to the City's General Fund or any other unrestricted funds. 7 380
Recommendation
• Authorize the City Manager to execute Amendment No. 12 with Tyler Technologies in the amount of $1,061,800 to extend the project schedule and professional services through December 2022 to implement ERP Human Resources and Payroll solution.
• Authorize the transfer of $1,061,800 from ERP staffing and support services for Project #IS21002 to Special Services to fund the project extension.
• Authorize the City Manager to take all necessary and appropriate actions to carry out the purpose and intent of this resolution. 8 381
Q & A
Thank you
9 382
City of Stockton
Legislation Text
File #: 21-0815, Version: 1

CONSIDERATION OF PREZONE AND ANNEXATION REQUESTS FOR THE PROPOSED O'REILLY RETAIL STORE AT 9147 THORNTON ROAD (APN 080-290-39) (APPLICATION NO.

P20-0793)

RECOMMENDATION
It is recommended that the City Council:

1. Find no further environmental review is necessary from the California Environmental Quality Act (CEQA) pursuant to Section 15183 (Projects Consistent with a Community Plan, General Plan, or Zoning);

2. Adopt an ordinance for the Pre-zoning of APN 080-290-39 to Commercial, General (CG); and

3. Adopt a resolution authorizing the filing of an Annexation application with the San Joaquin Local Agency Formation Commission Annexation to incorporate one parcel (APN APN 080- 290-39) totaling ±1.70-acres into the Stockton’s City Limit boundary and detachment from the Lincoln Rural Fire District.

It is further recommended that the City Manager be authorized to take appropriate and necessary actions to carry out the purpose and intent of the resolution.

Summary
The project applicant, O'Reilly Auto Enterprises, LLC proposes to develop a ±7,022 square foot auto parts retail store and commercial center on a 1.70-acre vacant parcel located at 9147 Thornton Road, at the northwest corner of Thornton Road and Waudman Avenue. The Project site is presently within the jurisdiction of the County of San Joaquin, but contiguous to Stockton City Limit boundaries.

The proposed auto parts retail store and commercial center will include accompanying drive aisles, parking stalls, landscaping, pedestrian access, lighting, and utility services.

To develop the Project, the City Council is asked to find no further environmental review is necessary, consider pre-zoning the proposed project site to Commercial General, and authorize the filing of an Annexation application with the San Joaquin Local Agency Formation Commission (LAFCo). The Annexation would include a detachment from the Lincoln Rural Fire District.

The Project is consistent with the property's General Plan Land Use Map designation of Commercial.

The design is consistent with the development standards within Stockton Municipal Code (SMC) Title 16 (Development Code) and the City's Design Guidelines. The Project also furthers General Plan policies to attract employment and tax-generating businesses in the City (Policy LU-4.2). No further environmental review is necessary pursuant to the California Environmental Quality Act (CEQA), City of Stockton Printed on 1/18/2022Page 1 of 6
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Section 15183 (Projects Consistent with a Community Plan, General Plan, or Zoning).

DISCUSSION
Background
The subject site consists of a vacant parcel identified as Assessor's Parcel Number (APN) 080-290- 39 and is located at 9147 Thornton Road, presently within the jurisdiction of the County of San Joaquin, but contiguous to Stockton City Limit boundaries. (Attachment A - Location Map and Aerial Photo). The site is bounded to the:
· North (across Lucile Avenue) by a single-family dwelling on land designated as Commercial in the General Plan, in the County of San Joaquin;
· West by two single-family dwellings on land designated as Low-Density Residential in the General Plan, in the County of San Joaquin;
· South (across Waudman Avenue) by a single-family dwelling on land designated as Commercial in the General Plan, in the County of San Joaquin; and · East (across Thornton Road) by a 7-11 and strip shopping center zoned Commercial, General (CG), in the City Limits.

A Zoning Map designation has not been previously assigned because the subject site sits just outside the City Limits but within the City's Sphere of Influence. The Applicant has proposed a Commercial- General (CG) zoning designation consistent with the nearby commercial properties within the City Limits. The Zoning Map designations for properties located in the City Limits nearby the Project site and referenced above are identified at Attachment B - Zoning Map. The 2040 General Plan Land Use Map designates the subject site as Commercial (Attachment C - General Plan Land Use Map).

Project Description
O'Reilly Auto Enterprises, LLC, has applied for all required entitlements to establish a commercial retail store located at 9147 Thornton Road. The proposed project site consists of a vacant 1.70 acres parcel (APN 080-290-39).

The proposed retail store will be placed on the southern half of the parcel located at the northwest corner of Thornton Road and Waudman Avenue. The northern half of the proposed commercial center will remain undeveloped for a future tenant (Attachment D - Project Plans). The existing homes along the western boundary of the proposed retail center will be buffered by a new eight (8) feet tall masonry wall with landscaping toward the west end of the parking area. Thirty-three (33) parking stalls will be provided throughout the site, including two (2) ADA stalls and one (1) clean air vehicle parking space. Bicycle parking will be provided near the northeast corner of the building, approximately 36 feet away from the building entrance. Pedestrian access will be available from Waudman Avenue. Vehicle access will be provided from driveways on both Thornton Road and Waudman Avenue.

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Overall, storm drain and sanitary sewer utility connections have already been extended to the annexation area. Water service is readily available as an existing main within Waudman Avenue is adequate to serve the property. Public Utility and Street Access Easements will be dedicated in accordance with City of Stockton Standards.

The proposed retail use is consistent with the existing General Plan designation and proposed pre- zoning of the site, and the necessary development approvals are within the range of probable development-related activities considered in the 2040 General Plan Environmental Impact Report (GPEIR).

ANALYSIS
To develop the retail Project, the City Council is asked to find no further environmental review is necessary, consider approval of Pre-zoning the subject site to the Commercial, General (CG) Zone, and authorize the filing of an annexation application with LAFCo. Each request and analysis are provided below.

Environmental Clearance
The proposed Prezone is a discretionary "project" under the California Environmental Quality Act (CEQA) and therefore requires analysis. CEQA Guidelines section 15183 states projects that are consistent with the development intensity established by a General Plan or Zoning for which an environmental impact report (EIR) has been certified "shall not require additional environmental review, except as might be necessary to examine whether there are project-specific significant effects which are peculiar to the project or its site." The City Council certified the GPEIR as part of the Stockton General Plan Update Project (SCH# 2017062058) on December 4, 2018.

The Project proposes to construct a 7,022 square foot retail auto parts store on a portion of a 1.70- acre site, with thirty-three (33) total parking stalls. The Project site is in an area developed with similarly sized lots with associated commercial uses. The property does not support any peculiar environmental features, and the Project would not result in any peculiar effects beyond what is allowed per City standards or previously addressed in the General Plan for commercial uses. The proposed Project is consistent with the commercial vehicle trips and use characteristics of development considered by the GPEIR and would represent a small portion of trips that were forecast for build-out along Thornton Road. Moreover, the City-initiated Thornton Road Widening Project, completed in 2018, widened Thornton Road from Pershing Avenue to Bear Creek from two to four vehicle lanes, plus new bicycle lanes, signals, streetlights, curbs, gutters, driveways, and sidewalks.

The Project is consistent with the commercial development density established by existing zoning district standards and General Plan policies for which an EIR was certified. The proposed Project has been conditioned to comply with all City standards and will provide a new commercial service to the community. There are no Project-specific effects peculiar to the Project or its site, which the GPEIR failed to analyze as significant effects. No potential new impacts related to the Project have been identified, requiring further environmental review beyond the impacts and issues already disclosed and analyzed in the GPEIR. Therefore, no additional environmental review is required per CEQA City of Stockton Printed on 1/18/2022Page 3 of 6
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Guidelines section 15183 (Consistency with General Plan or Community Plan).

Prezone
Because the Project site is presently located within the County of San Joaquin, Annexation must occur and be preceded by "Prezoning" to establish City zoning through a Zoning Map Amendment.

The Project, therefore, includes a request to Prezone the site to the Commercial, General (CG) Zone (Attachment E - Prezone Map). The 2040 General Plan Land Use Map designates the project site as Commercial. Pursuant to Table 2-1 (General Plan Relationship to Development Code) of the General Plan, the CG Zone is compatible with the General Plan Land Use Map designation of Commercial. As reflected in the Proposed Resolution, all necessary findings can be made to support the proposed Prezone action.

Upon approval of the Annexation by the LAFCo, the Zoning Map Amendment would become effective and applicable.

Annexation
As the project site is presently located within the jurisdiction of San Joaquin County, the Applicant has requested Annexation of the project site into the City of Stockton (Attachment F - Annexation Map).

The project site is located within the City's Sphere of Influence and is designated Commercial by the General Plan Land Use Map.

The 1.7-acre project site is within the Wagner-Heights South Unincorporated Island (hereafter Island). The 68.19-acre Island contains approximately 79 existing housing units for about 222 residents, four commercial properties (one being the project site), 1.17 miles of street/roads, and generates approximately $176,035 in annual tax dollars currently collected by the County. Based on the recommendation of LAFCo staff, the Applicant initially submitted a request to annex the entire Island.

City General Plan policies require private development to pay for proposed improvements to not overburden planned fiscal resources. If the entire Island were required to be annexed into the City, the Applicant would be responsible for costs of upgrading the existing infrastructure to meet City standards. City staff has estimated improvement costs to be around $15-million dollars or $180,000 per parcel. While the Island is within the City’s ultimate growth boundary, the estimated $15 million costs have not been analyzed in the City’s existing utility master plans or included in any future Capital Improvement Projects. While staff supports the dissolution of Islands into their neighboring City, it was determined that the additional cost was not a reasonable burden to place on the 1.7-acre auto parts commercial store to address the deficiencies of a ±63-acre Island area.

Therefore, City staff recommends the Annexation of just the 1.7-acre property and incremental reduction of the Island area. The City will continue to make good-faith efforts to explore the dissolution of Islands within the City Limits. Future efforts could include, amend current master plans, fiscal and policy analysis of Island areas, public outreach, exploring financing options, and partnership with LAFCo and the County.

Pursuant to SMC Section 16.212.050(C)(1), the City Council is the Review Authority for annexation requests upon recommendation from the Development Review Committee (DRC). On November 10, City of Stockton Printed on 1/18/2022Page 4 of 6
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2021, the DRC considered the Project's City Services Plan for the project site and forwarded an approval recommendation to the City Council (Attachment G - City Service Plan).

If approved by the City Council, the City Manager would be authorized to file an annexation application with the LAFCo.

Development Permits
By code, the Director is the Review Authority for Design Review requests. However, given that the Project’s physical development plans are integral to the environmental review and zoning aspects, the Director elevated the Design Review request to the Planning Commission for decision, as provided by SMC Section 16.88.050(B)(5) and 16.136.020.

On November 18, 2021, the Planning Commission approved the Design Review request subject to conditions. This action is not effective unless and until the City Council approves the requests presently under review and LAFCO approves Annexation.

Public Comments
On August 4, 2021, per SMC Section 16.88.025, the Applicant held a neighborhood meeting to present the development proposal and receive feedback. Mailing notice was provided to property owners within 300 feet of the project site at least ten days in advance. The meeting was scheduled remotely via Zoom. City staff attended the meeting along with two members of the public. Questions were raised at the meeting; however, no formal comment on the Project has been submitted to staff in opposition or support.

Notice for the City Council public hearing for this request was published in The Record and mailed notice was sent to all property owners within a 300-foot radius at least ten days prior. As of the writing of this staff report, no written comments have been submitted.

Planning Commission
On November 18, 2021, the Stockton Planning Commission approved the proposed Project design.

No written comments were submitted prior to the Planning Commission hearing. One person, representing the applicant, provided comments in support of the project during the public hearing.

The Planning Commission voted 6-0 (Commissioner Garcia Absent) to approve a finding of no further environmental review, in addition to approval of Resolution 2021-11-18-0503-01, recommending the City Council adopt an Ordinance for the Pre-zoning of APN 080-290-39 to Commercial, General (CG); and Resolution 2021-11-18-0502-02, approving Design Review, subject to conditions (Attachment H - Planning Commission Resolution). Construction of the retail building is contingent on City Council and LAFCO approval.

FINANCIAL SUMMARY
All application fees were paid to cover staff time for processing the requested actions. The proposed Project will result in a positive effect on City revenues as a result of sales and property taxes.

When building permits are obtained to construct the Project, Utility connection and Public Facilities City of Stockton Printed on 1/18/2022Page 5 of 6
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Fees (PFF) will be generated and received in the Utility and PFF revenue accounts. In addition, plan check and permit fees will be generated based on the building construction valuation.

Attachment A - Location Map and Aerial Photo
Attachment B - Zoning Map
Attachment C - General Plan Land Use Map
Attachment D - Project Plans
Attachment E - Prezone Map
Attachment F - Annexation Map
Attachment G - City Services Plan
Attachment H - Planning Commission Prezone Resolution
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City of Stockton, CA October 1, 2021
Locati on Map and Aerial Photo
Property Information
Property ID 08029039-117543
Location 9147 THORNTON RD
Owner OREILLY AUTO ENTERPRISES LLC

MAP FOR REFERENCE ONLY

NOT A LEGAL DOCUMENT
City of Stockton, CA makes no claims and no warranties, expressed or implied, concerning the validity or accuracy of the GIS data presented on this map.

Geometry updated 09/16/2021
Data updated 09/08/2021
Print map scale is approximate.

Critical layout or measurement
activities should not be done using
this resource.
1" = 496.04992017886235 ft
Attachment A
389
Zon
ing Map
Property Information
Property ID 08029039-117543
Location 9147 THORNTON RD
Owner OREILLY AUTO ENTERPRISES LLC

MAP FOR REFERENCE ONLY

NOT A LEGAL DOCUMENT
City of Stockton, CA makes no claims and no warranties, expressed or implied, concerning the validity or accuracy of the GIS data presented on this map.

Geometry updated 09/16/2021
Data updated 09/08/2021
Print map scale is approximate.

Critical layout or measurement
activities should not be done using
this resource.
1" = 496.0491752368683 ft
Attachment B
390
Map Theme Legends
Zoning
City of Stockton, CA Zoning Data

COMMERCIAL AUTO DISTRICT (CA)

DOWNTOWN COMMERCIAL (CD)

GENERAL COMMERCIAL (CG)

LARGE SCALE COMMERCIAL (CL)

NEIGHBORHOOD COMMERCIAL (CN)

OFFICE COMMERCIAL(CO)

GENERAL INDUSTRIAL(IG)

LIMITED INDUSTRIAL (IL)

PORT (PT)

LOW DENSITY RESIDENTIAL (RL/P)

MEDIUM DENSITY RESIDENTIAL (RM/P)

HIGH DENSITY RESIDENTIAL (RH/P)

MIXED USE (MX)

OPEN SPACE (OS)

PUBLIC FACILITIES (PF)
Attachment B
391
Genera l Plan Land Use Map
Property Information
Property ID 08029039-117543
Location 9147 THORNTON RD
Owner OREILLY AUTO ENTERPRISES LLC

MAP FOR REFERENCE ONLY

NOT A LEGAL DOCUMENT
City of Stockton, CA makes no claims and no warranties, expressed or implied, concerning the validity or accuracy of the GIS data presented on this map.

Geometry updated 09/16/2021
Data updated 09/08/2021
Print map scale is approximate.

Critical layout or measurement
activities should not be done using
this resource.
1" = 371.9334516580021 ft
Attachment C
392
Map Theme Legends
General Plan Map
City of Stockton GIS data

ECONOMIC AND EDUCATION ENTERPRISE

RESIDENTIAL ESTATE

LOW DENSITY RESIDENTIAL

MEDIUM DENSITY RESIDENTIAL

HIGH DENSITY RESIDENTIAL

ADMINISTRATIVE-PROFESSIONAL

COMMERCIAL

INDUSTRIAL

INSTITUTIONAL

OPEN SPACE/ AGRICULTURE

PARKS AND RECREATION

MIXED USE
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REVISION
DATE:

DATE: 04-13-18
COMM # 3867
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Attachment D
396
N27°31'27"W300.25'
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PROJECT:

NEW O'REILLY AUTO PARTS STORE

THORNTON ROAD
STOCKTON, CA #6 CORPORATE OFFICES
233 SOUTH PATTERSON
SPRINGFIELD, MISSOURI 65802
(417) 862-2674 TELEPHONE

REVISION
DATE:

DATE:

COMM # 3867
Know what's
R
Signature
Renewal Date
Date
3-31-22
L2 OF 6
04-29-21
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Attachment D
397
LEGEND
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VICINITY MAP (NOT TO SCALE)

DAVIS RD

THORNTON RD

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CITY OF STOCKTON

APN ASSESSOR'S PARCEL NUMBER

GP GENERAL PLAN

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SAN JOAQUIN DESIGNATIONS

C/G GENERAL COMMERCIAL

R/L LOW DENSITY RESIDENTIAL

CITY OF STOCKTON DESIGNATIONS

CG COMMERCIAL, GENERAL

AREA OF PREZONE

ABBREVIATIONS
Attachment E
398
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399
LEGEND
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CITY OF STOCKTON

A PORTION OF THE SOUTH HALF OF SECTION
8, TOWNSHIP 2 NORTH, RANGE 6 EAST,

MOUNT DIABLO BASE AND MERIDIAN, SAN

JOAQUIN COUNTY, STATE OF CALIFORINA
BEING NORTH 62'36'00" EAST ALONG THE

CENTERLINE OF WAUDMAN AVENUE AS

SHOWN ON THAT PERCEL MAP FILED IN
BOOK 13 OF PARCEL MAPS, PAGE 167. SAN
JOAQUIN COUNTY RECORDS.

BASIS OF BEARINGS
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Attachment F
401

CITY SERVICE PLAN

City of Stockton –O’Reilly Annexation Project 1

O’REILLY ANNEXATION PROJECT–CITY SERVICE PLAN

EXECUTIVE SUMMARY
Introduction
This City Service Plan (CSP) is designed to provide important background information to allow for a thorough justification of this annexation proposal, and to ensure that it complies with all San Joaquin Local Agency Formation Commission (LAFCO) rules and regulations, and other all applicable regulatory requirements (including the State Government Code).

O’Reilly Auto Enterprises (hereafter Applicant) proposes to construct a new 7,000 sq uare foot O’Reilly Auto Parts retail store on the parcel located on the northwest corner of Waudman Avenue and Thornton Street. The parcel currently resides within unincorporated San Joaquin County and is being required to annex into the City to receive City provided water, sanitary sewer, and storm drain services. The annexation includes one parcel (APN 080-290-39) totaling 1.7-acres and the adjacent Lucile Avenue and Waudman Avenue Right-of-Ways. The annexation area is within the City of Stockton ’s 10-Year Planning Horizon per the City’s Sphere of Influence (SOI) Map. The Envision Stockton 2040 General Plan designates the annexation area as Commercial. The Proposed Annexation is surrounded by existing residential neighborhood with commercial development s along Thornton Road corridor. Each of the two components of the annexation proposal (hereinafter “Annexation Project”) are described below.

COMMERCIAL
The Commercial Zone Annexation is a 1.7 acre vacant commercial lot that is currently under City review for a proposed O’Reilly Auto Parts. The vacant parcel already has storm and sanitary sewer stubs provided to the site and will tap into the existing 12-inch water main within Waudman Avenue for water service.

The vacant lot will be developed after the annexation is approved. CEQA exemptions are being evaluated for the annexation area.

RIGHT-OF-WAY
The Right-of-Way Annexation includes the portions of Waudman Avenue and Lucile Avenue that front the parcel. Lucile Avenue consists of approximately 210 feet of roadway at the current Right-of-Way width of 60 feet. Waudman Avenue consists of approximately 270 feet of roadway at the current Right -of-Way width of 50 feet plus an additional two feet of Right -of-Way that will be dedicated to the City with the proposed development. The additional two feet of Right -of-Way will bring the Applicant’s side of the street in compliance with the City’s standard street section for local commercial roadways. The Right-of- Way dedication for this development and any required public easements will be finalized through the site plan review and adhere to the City of Stockton’s Municipal Code. All adjacent unincorporated areas will be evaluated for Right-of-Way dedication and public easements at time of application and subject to the City of Stockton’s Municipal Code

Attachment G
402

PLAN FOR SERVICES

2 City of Stockton – O’Reilly Annexation Project

Plan for Services Contents
This Plan for Services includes the following sections:

1. OPEN SPACE (AG) LAND CONVERSION
This section provides background on the Annexation Project, describes the existing agricultural characteristics, uses of the annexation area, and provides an analysis of the agricultural and conservation-related fees that the City of Stockton would be required to pay.

2. PROPERTIES IN AND AROUND THE ANNEXATION AREA
This section provides a discussion of the existing commercial and right -of-way parcels included in the proposed annexation request.

3. CITY SERVICES PLAN
The City Services Plan (CSP) has been prepared to fulfill the following requirement:
“Pursuant to California Government Code Section 56653, the San Joaquin Local Agency Formation Commission (LAFCO) requires that any application for a change of organization or reorganization be accompanied by a plan for providing services. In accordance with Section 56653, the plan shall include:
• an enumeration and description of services to be extended to the affected territory; • the level and range of those services;
• an indication of when those services can feasibly be extended to the affected territory; • an indication of any improvements or upgrading of structures, roads, sewer or water facilities, or other conditions that the local agency would impose or require within the affected territory if the change of organization or reorganization is completed; and • information with respect to how those services will be financed.” Overall, storm drain and sanitary sewer utility connections have already been extended to the annexation area. Water service is readily available as an existing main within Waudman Avenue is adequate to serve the property. The project annexation area would require extension of various other services provided by the City, including public safety. The level and range of these public services is described in this document.

Lastly, a discussion on the feasibility of annexing the entire Wagner Heights South Subdivision is provided.

4. TIMELY AVAILABILITY OF WATER SUPPLY
The Timely Availability of Water Supplies section describes the City’s ability to serve the annexation area with adequate water supplies. The project proposes the construction of a new 7,000 square foot O’Reilly Auto Parts retail store and already has sanitary and storm sewers extended to the site for service. Water service is the only other City provided utility not extended to the site. The water use factors, per the City of Stockton’s Water Master Plan 2021 Update, are 1.62 afy/ac and 1.85 afy/ac for domestic and irrigation use, respectively. This estimates the demand for the 1. 7 acre annexation area being 2. 75 ac-ft per year for domestic use and 3.15 ac-ft per year for irrigation use. The proposed O’Reilly development would generate an annual average total demand of approximately 0.37 acre-feet (0.14 ac-ft for domestic use Attachment G
403

PLAN FOR SERVICES

City of Stockton – Wagner Heights South Annexation 3

and 0.23 ac-ft for irrigation) from the City's water supply system in 2035. This provides the remainder of the parcel, if it is further developed, 2.61 ac-ft and 2.92 ac-ft per year for domestic and irrigation service, respectively. The existing water supplies are sufficient to serve the annexation area in a timely manner.

5. FAIR SHARE HOUSING NEEDS
The Annexation Project will be subject to the City of Stockton’s Hous ing Element upon annexation. The Housing Element for Stockton anticipates there is sufficient housing capacity to accommodate the new employees of the proposed development.

6. FINANCING OF CITY SERVICES AND FISCAL IMPACTS
California Government Code Section 56653 requires that the required plan for services to a subject site include information on how the extension services would be financed.

7. CONCLUSION
This section includes the findings and justification for approval.

1. OPEN SPACE (A G) LAND CONVERSION
The proposed Annexation Project consists of one undeveloped commercial property and the adjacent rights-of-way. No areas of the project are designated open space or agricultural as recognized by the City of Stockton or the San Joaquin County , th erefore the proposed project is not converting any existing open/farm/agricultural space. Furthermore, the State of California Department of Conservation Farmland Mapping and Monitoring Program and San Joaquin County GIS date do not classify the site nor t he surrounding area as being prime farmland or any other farmland classification.

2. Properties In and Around the Annexation Area

COMMERCIAL PROJECT AREA
The Annexation Project consists of a single commercial lot approximately 1. 7 acres in size in which is currently under review by the City for a proposed O’Reilly Auto Parts. The proposed O’Reilly Auto Parts will be developed on the southern portion of the lot and will leave the remaining portion on the northern end undeveloped. The existing lot is zoned commercial under the County’s jurisdiction and is proposed to remain commercial zoning once annexed into the City. The annexation area is within the 10 -year Planning Horizon of Stockton’s SOI. The proposed zoning and land use are consistent with the City’s General Plan. The current annexation area is adjacent to existing infrastructure and able to serve the local demand of the project. As noted previously, the Annexation Project already has sanitary and storm services stubbed to the site for use.

RIGHT-OF-WAY
The Right-of-Way Annexation site is broken into two sections: Lucile Avenue and Waudman Avenue. The Lucile Avenue Annexation consists of the portion of roadway adjacent to the project site and is approximately 210 feet long and 60 feet wide. The Waudman Avenue Annexation consists of the portion Attachment G
404

PLAN FOR SERVICES

4 City of Stockton – O’Reilly Annexation Project

of roadway adjacent to the project site and is approximately 270 feet long and 50 feet wide plus an additional 2 feet of Right-of-Way that will be dedication to the City with the proposed development. The additional two feet of Right-of-Way will bring the Applicant’s side of Waudman Avenue into compliance with the City’s standard street section for local commercial roadways. The Right-of-Way dedication for this development and any required public easements will be finalized through the site plan review and adhere to the City of Stockton’s Municipal Code. All adjacent unincorporated areas will be evaluated for Right-of-Way dedication and public easements at time of application and subject to the City of Stockton’s Municipal Code

FIGURE 1 – CITY AND COUNTY LIMITS
Attachment G
405

PLAN FOR SERVICES

City of Stockton – Wagner Heights South Annexation 5

FIGURE 2 – PROPOSED ANNEXATION PROJECT AREA IN STOCKTON 10-YEAR HORIZON AREA

FIGURE 3 – EXISTING GENERAL PLAN LAND USE MAP
Attachment G
406

PLAN FOR SERVICES

6 City of Stockton – O’Reilly Annexation Project

FIGURE 4 – PROPOSED ANNEXATION AREA

FIGURE 5 – PROPOSED PREZONE OF ANNEXATION PROJECT SITE
Attachment G
407

PLAN FOR SERVICES
City of Stockton – Wagner Heights South Annexation 7
FIGURE 6 – PROPOSED C OMMERCIAL DEVELOPMENT PROJECT (O'REILLY APN 080-2 90-39) Attachment G
408

PLAN FOR SERVICES

8 City of Stockton – O’Reilly Annexation Project

3. CITY SERVICES PLAN
Introduction
Pursuant to California Government Code Section 56653, the San Joaquin LAFCO requires that any application for a change of organization or reorganization be accompanied by a plan for providing services.

In accordance with Section 56653, the plan shall include:
• an enumeration and description of services to be extended to the affected territory; • the level and range of those services;
• an indication of when those services can feasibly be extended to the affected territory; • an indication of any improvements or upgrading of structures, roads, sewer or water facilities, or other conditions that the local agency would impose or require within the affected territory if the change of organization or reorganization is completed; and • information with respect to how those services will be financed.

This City Services Plan has been prepared to fulfill this requirement.

Discussion
The annexation area includes existing roadway s and a vacant commercial property for the future development of commercial use . Figure 1 depicts the existing City and County limits. The entire annexation area is located inside the 10 -year Planning Horizon of Stockton’s existing SOI ( see Figure 2).

Figure 2 depicts the 10 and 20-year Planning Horizons of the LAFCO -approved SOI boundaries. Figure 3 depicts the existing Stockton General Plan land use map. Figure 4 depicts the proposed annexation area.

Figure 5 depicts the proposed prezone map indicating existing and proposed zoning and land uses. The last figure, Figure 6, depicts to proposed O’Reilly Auto Parts development currently under review by the City. Overall, storm drain and sanitary sewer utility connections have already been ex tended to the annexation area. Water service is readily available as an existing main within Waudman Avenue is adequate to serve the property. The project annexation area only requires extension of various other non- utility related services provided by the City, such as public safety. The level and range of existing facilities and providing City public services are described in detail below.

TABLE 3 – O’REILLY PROJECT LAND USE SUMMARY
O’REILLY PROJECT

DESIGNATIONS

APPROXIMATE
ACRES

UNITS PER GROSS
ACRE
MAX.

F.A.R

PROJECTED NUMBER OF
UNITS
GC – General Commercial 1.7 1.7 N/A 7,000 square feet
ROW 0.63 0.63 N/A N/A
*F.A.R.= Floor Area Ratio
The City provides a full range of municipal services, including public safety (fire, police, and building), sanitation (wastewater treatment and collection ), libraries, parks, and recreation services. Municipal services would be extended to the annexation area within a few years upon annexation of the area. The Attachment G
409

PLAN FOR SERVICES

City of Stockton – Wagner Heights South Annexation 9

following discussion includes a description of existing city public services and utilities (including those to be extended), the level and range of these services (where applicable), when these services can feasibly be extended into the affected territory, improvements, or other conditions that the local agency would improve or require within the affected territory, and information on how these services would be financed, and planned improvements.

Water
The City provides water service for the residential, commercial, commercial, and public users in Stockton.

Approximately 49,500 connection customers are served, with an average daily usage of approximately 8.1 billion gallons, which is equivalent to 3,682 ac-ft per year. The current total pumping capacity is 88,592 gallons per minute (gpm) , the required total pumping capacity at the 2035 buildout is 238,67 9 gpm .

Stockton’s municipal water supply system is based on an interconnected grid design, wherein new development expands the existing grid system and new municipal water wells are added as they are needed to maintain an adequate water supply.

The City of Stockton Water Master Plan Update dated January 2021 and adopted February 23, 2021 (2021 WMPU) compares current and projected water supply and demand . It indicates that in average water years, the City has sufficient water to meet its customers’ needs, through 2040. This is based on continued development of groundwater wells and purchased water allocations from Stockton East Water District (SEWD) and Woodbridge Irrigation District (WID). The City of Stockton’s projected population growth by 2040 is 102,898 with 1.44% every year for a total population of 432,627

1. This is a reduction in population
growth by 25% from the 2035 General Plan. Th e North Stockton projected Near -Term (2030) for an Average Day Demand is 23.8 mgd, a Maximum Day Demand of 38.1 mgd with a Peak Hour Demand of 41,296 gpm3. The North Stockton Projected Future (2040) for an Average Day Demand of 29.3 mgd, a Maximum Day Demand of 46.9 mgd with a Peak Hour Demand of 50,857 gpm3.

The City’s previous Master Plan, 2015 Urban Water Management Plan (2015 UWMP), addressed dry year conditions. Under the normal year supply, it is assumed the City’s full allocation of surface water from Delta Water Supply Project (DWSP) is fully available. Under the single-dry year supply, it is assumed that the City’s full allocation of surface water from the DWSP is reduced to 69% of normal supply (2015 UWMP). Under the multiple-dry year analysis, it is assumed that the City experiences three dry years, and that the City’s full allocation of surface water from the DWSP is reduced to 69 percent of normal supply in the first dry year, to 100 percent of normal supply in the second dry year, and to 69 percent of normal supply in the third dry year (2015 UWMP). Through the multiple dry years City water will be supplemented by well water.

The applicant will be responsible for bringing domestic and irrigation services to the property. The project currently proposes one tap from the existing 12 -inch main within Waudman Avenue that will tee off to provide domestic service to the building and irrigation. Any future development of the remainder of the parcel will be required to tap of the existing 8” main within Lucile Avenue.

1 City of Stockton Water Master Plan update January 2021 Attachment G
410

PLAN FOR SERVICES

10 City of Stockton – O’Reilly Annexation Project

A. GROUND WATER
The City operates a system of wells interconnected with a transmission/distribution pipe system.

Stockton’s groundwater supply is pumped from groundwater resources, from the Eastern San Joaquin County Basin, a sub -basin of the San Joaquin Valley Basin. The City’s annual potable groundwater production is maintained by the Sustainable Groundwater Management Act (SGMA) enacted in 2014 to monitor the groundwater usage during non-dry years to ensure sufficient water supply during dry years.

The sustainable annual groundwater extraction capacity is approximately 50,000 ac-ft per year (MWH, 2003). To establish the projected groundwater supply that is reasonably available. COSMUD assumes that the available groundwater is pumped at approximately 23,100 ac-ft per year. The City has been proactive to protect groundwater supplies per the groundwater recharge efforts pertaining to the California Statewide Groundwater Elevation Monitoring (CASGEM), and Sustainable Groundwater Management Act (SGMA) activities. There are seven active groundwater wells with design flows ranging from 900 to 2,500 gallons per minute. This groundwater supply is indirectly affected by annual rainfall, and a multiple -year drought could decrease groundwater supplies. Despite this possibility, groundwater supplies have been available at a consistent level.

P

ROJECT SUMMARY
The proposed development is not proposing to add or remove any wells and will be utilizing the existing 12-inch main in Waudman Avenue for water services. In addition, multiple t est borings were performed onsite to depths of approximately 15 feet in which free groundwater was not encountered. The historic groundwater depth of 22 feet has been determined for the property . Due to these reasons the proposed development is not anticipated to negatively affect the groundwater supplies within the City.

B. SURFACE WATER
Stockton has developed a surface water supply, Delta at the DWSP intake facility from the San Joaquin River. The City has rights to Delta water because portions of the COSMA fall within the legally defined area and the water rights application address a long- term planning horizon through to 2050 with diverting a total of 160 mgd (125,900 ac-ft per year). The City’s application was divided into two separate applications by the State Water Resources Control Board (SWRCB). The existing allotment is 30 mgd (33,600 ac-ft per year) under the initial phase. In 2006 the City was issued a permit from the SWRCB for 33,600 ac -ft per year supply from the Sacramento/San Joaquin Delta. The Delta intake and treatment plant has an in itial capacity of 30 mgd with plans to expand to 90 mgd by 2035.

PROJECT SUMMARY
The proposed development will increase the imperviousness of the parcel and ultimately the amount of surface water leaving the site. Water quality BMPs will be utilized onsite to treat surface water prior to releasing, undetained, into existing City storm drain infrastructure. Overall, the project will have a negligible effect on the City’s surface water supply.

C. RECYCLED WATER
The City of Stockton’s Regional Wastewater Control Facility ( RWCF) treats influent to be used again for beneficial purposes. The RWCF discharges into the Delta and used for irrigation on a privately owned farm.

Attachment G
411

PLAN FOR SERVICES

City of Stockton – Wagner Heights South Annexation 11

The City does no t currently operate a recycled water system and is not likely to market recycled in the future.

PROJECT SUMMARY
In the absence of a recycled water system, the proposed development will utilize the existing 12-inch main in Waudman Avenue for irrigation services.

D. EXISTING TRANSMISSION AND DISTRIBUTION SYSTEM
The City’s existing water distribution system consists of a buried network split into the North and South Areas with water storage capabilities. The distribution system conveys water from the sources to customers and must provide capacity to meet all domestic, commercial, irrigation, fire suppression , and emergency demands. Due to the distributed nature of the groundwater wells, large transmissions were not needed to move large volumes of water around the City.

PROJECT SUMMARY
The proposed development will utilize the existing 12 -inch main within Waudman Avenue for domestic, irrigation, and fire service which has sufficient capacity to service the demands of the development . No new mains are proposed with this development.

E. WATER CONSERVATION
The City is a signatory member of the California Urban Water Conservation Council (CUWCC) and has active water conservation program that includes the following CUWCC Best Management Practices. • BMP 1-Water Survey Program for Single-Family and Multi-Family Residential Customers • BMP 2-Residential Plumbing Retrofit
• BMP 3-System Water Audits, Leak Detection and Repair
• BMP 4-Metering with Commodity Rates
• BMP 5-Large Landscape Conservation Programs
• BMP 6-High Efficiency Washing Machine Rebate Programs • BMP 7-Public Information Programs
• BMP 8-School Education Programs
• BMP 11- Conservation Pricing
• BMP 12-Conservation Coordinator
• BMP 13-Water Waste Prohibition
• BMP 14-Residential ULFT Replacement
Total water use throughout the City service area was projected in the City’s 2021 WMPU to increase to 44,465 AFY by 2040. The City’s water demand estimated incorporates the City’s water conservation plan and compliance with the Water Conservation Act of 2009, known as SBx7- 7. The COSMUD has met and expects to be able to continue to meet annual water demands within its service area.

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12 City of Stockton – O’Reilly Annexation Project

PROJECT SUMMARY
The proposed developm ent has minimal daily water use , 127 ga/day, mostly associated with the two employee restrooms. Landscape and irrigation is designed to meet current MWELO requirements.

F. GENERAL PLAN
The City's General Plan includes policies and implementation programs related to maintaining an adequate water supply for the City's population. Following adoption of the General Plan, the City updated its Water Management Plan based on the growth projections of the General Plan. Based on existing water use patterns the wat er supply is reasonably available through 20 40. The area served would include all potential development within the 10-year Planning Horizon which includes the project location. The City's Water Master Plan also makes it clear that additional areas of the C ity, including the 20 -year Planning Horizon, could be served by using more surface water.

PROJECT SUMMARY
Existing water mains already exist adjacent to the site in both Waudman Avenue and Lucile Avenue in which the City has sufficient capacity to serve the proposed site. This development is consistent with the City’s General Plan.

Stormwater
Stockton’s stormwater drainage system is managed by the City’s Public Works Department. Most storm drains and pump stations within the service areas have adequate capacity to collect stormwater drainage.

A. EXISTING STORMWATER DRAINAGE SYSTEM
The City depends on drains and laterals to collect and convey stormwater runoff to South Bear Creek. The South Bear Creek flows at or near capacity that results in flooding during peak storm events.

The City’s drainage facilities consist of:
• Detention Basins
• Stormwater Quality Treatment Systems
• Pump Stations
• Water Level Monitoring Stations
St
ormwater Quality Treatment Systems: Stormwater quality standards imposed and monitored by the Environmental Protection Agency ( EPA) and the State Water Resources Board through the City’s stormwater NPDES permit require treatment of stormwater runoff prior to its release into the sloughs, creeks, rivers, or the Delta. Treatment is often provided within detention basins in a separate “wet” area that is part of or adjacent to the main basin. Other treatment may be provided by on -si
te source control
and by site specific facilities. Stormwater quality is an integral part of the City’s stormwater management system.

Pum
p Stations: Most existing stormwater is pumped into the South Bear Creek. Pumps are sized according to City design criteria and their operation is controlled by water levels in downstream drains.

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City of Stockton – Wagner Heights South Annexation 13

Water Level Monitoring Stations: There are 1 1 existing water level monitoring stations throughout the City’s storm drainage systems that are used to obtain real-tim e water level measurements at critical low
points in the system to prevent flooding.

Th
e proposed stormwater distribution system may utilize Best Management Practices (BMP) and design control features, including the following Low Impact Development (LID) measures:

1. Implementation of the City of Stockton water Stormwater Management Plan.

2. Conserving natural areas and reducing imperviousness.

3. Runoff storage

4. Hydro-modification to mimic pre-development runoff volume and flow rate.

B. FUTURE STORMWATER DRAINAGE DEMANDS AND SYSTEM IMPROVEMENTS 200-Year Flood Protection in the Central Valley
Portions of the City of Stockton lie within the 200-year flood hazard area. However, the annexation area is not located within the 200-year flood hazard area, due to protection from the levee.

PROJECT SUMMARY
The proposed annexation will not affect the 200-year flood hazard area.

C. CAPITAL IMPROVEMENT PROGRAM/FINANCING
The capital improvement pr ojects (CIP) process contained in the City of Stockton Stormwater Management Plan (2009) is the same for private development. If the CIP meets the criteria for a priority project per the SWQCCP, the project must conform to new development standards. If the project site is equal to or greater than one acre, the site must obtain coverage under the General Construction Permit.

The City addresses project sites less than one acre and may be a threat to water quality through responses to water pollution complaints, enforcement of erosion and sediment control ordinance, and providing the small construction site handout from the county.

The City evaluates the Public Facilities and Facility Pollution Prevention Plan (FPPP) for public facilities to minimize or eliminate flows to the storm drain system . The FPPP include a site a site description and BMPs that address potential sources of pollutants to the storm drain system and procedures for dealing with any onsite spills.

The storm drainage improvements serving future growth are consistent with the City’s current regulations. The City’s CIP includes all water, wastewater, storm drainage, and transportation facilities required to meet the City’s targets for Level of Service. It ensures that infrastructure required for growth is constructed in a timely manner and financed in a way that equitably divides financial responsibility in proportion to the demands placed on new facilities.

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14 City of Stockton – O’Reilly Annexation Project

The Technical Memorandum presents the Stormwater Master Plan Supplement for the Stockton General Plan Update (GPU) addresses stormwater drainage through recommended future actions. • The City shall continue to complete gaps in the drainage system in areas of existing development. • The City shall require the improvement of drainage detention basins as a condition of development approval according to the standards of the Stockton’s Stormwater Quality Control Criteria Plan.
• Stormwater drainage systems within new development areas shall include open drainage corridors where feasible to supplement or replace an underground piped drainage system. The drainage systems would provide for short -term stormwater detention, conveyance for stormwaters exceeding a 10-year event, stormwater quality treatment, bike and pedestrian paths, and visual open space within neighborhoods.
• The City shall update the Storm Drainage Master Plan, regarding stormwater drainage, every five years. The update shall be reviewed annually for adequacy and consistency with the General Plan.

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ROJECT SUMMARY

UTILITY MAINS AND ACCESS HAVE ALREADY BEEN PROVIDED TO THE PROPERTY , THEREFORE NO CIPS ARE PROPOSED. In addition, the development will be required to obtain a General Construction Permit and will prepare a SWQCCP to comply with City and State requirements as the total disturbed area including the Waudman Avenue improvements is around one acre.

D. TIMING
Drainage improvements will be constructed to maintain the service level standard. This is accomplished by constructing the storm drainage and flood protection facilities for each new area that is developed , and by ensuring that necessary facilities are developed efficiently prior to and during construction activities.

E. STORM DRAINAGE WITHIN THE ANNEXATION AREA
Existing drainage patterns on the parcel generally sheet flow south to Waudman Avenue Right -of-Way and into an existing ditch that collects and infiltrates the flows. Waudman Avenue and Lucile Avenue generally direct storm water runoff west, while small portions of the roadways direct flows east to be captured by existing storm inlets along Thornton Road. The proposed development will construct a 7,000 square foot building wit h associated parking lot and landscaping. Stormwater will be directed east to a series of water treatment BMPs prior to discharging undetained to the City’s existing storm drain infrastructure. A portion of Waudman Avenue will be improved as part of this d evelopment and will include curb and gutter as well as a storm inlet to better capture offsite flows. The collected flows will then discharge to an existing 12’ culvert at the west end of the site. Flows within Waudman Avenue will primarily continue to follow existing drainage patterns.

Project Summary
The proposed development was designed in accordance with local and State guidelines and requirements The City’s existing infrastructure has sufficient capacity to take on the additional flows generated from the Attachment G
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City of Stockton – Wagner Heights South Annexation 15

site. Furthermore, in 2009 an agreement was made with the City in which the City provided storm drain connections to the site for future connection. It is the intent of this development to utilize these stubs.

Wastewater
The City of Stock ton does not currently provide wastewater collection and treatment for the unincorporated areas within the City of Stockton. The City of Stockton 2040 General Plan and the Technical Memorandum provided by West Yost Associates dated December 2017 to the City of Stockton are the primary sources for the information included in this section. The General Plan outlines a long -term strategy for meeting future discharge and capacity requirements in orde r to meet community needs for buildout of the General Plan.

A. WASTEWATER COLLECTION
The only existing sanitary sewer collection system adjacent to the site resides within Thornton Road , however during the Thornton Road Widening Project a 6 -inch sanitary sewer stub was extended to the southeast corner of the O’Reilly site. It is the intent of this development to utilize this stub. The existing main and associated treatment facilities have sufficient capacity to serve the site. Wastewater flow from various sections of the City will be directed via gravity sewer, force main, or pump station. The system generally flows from the north, east, and south to the RWCF. Additional facilities will be constructed as needed for developments to connect to the proposed sewers.

PROJECT SUMMARY
In 2009 an agreement was made with the City in which the City would provide a sanitary sewer connection to the site for future connection. This stub was installed with the adjacent Thornton Road Widening Project and will be utilized for by this development. The 6-inch stub will be extended north to serve the remainder of the parcel in the event of future development.

B. Wastewater Treatment Plant Permitting and Capacity
The RWCF facility has a design flow capacity of 55 mgd and an average daily flow rate of 31.7 mgd. The existing RWCF facility is over 60 years old, and the sewer system has already undergone several upgrades and the City will continue to make upgrades per the General Plan. For treatment plant planning the City has adopted a predicted ADWF of 40.2 mgd for 2035 and 46.3 mgd for 2045. The RWCF provides primary, secondary, and tertiary treatment of municipal wastewater gathered from the city as a whole. The RWCF treated effluent from the RWCF is dechlorinated and discharged to the San Joaquin River. For new developments, the developer would be required to pay appropriate connection fees upon issuance of a building permit and will be billed for usage on a monthly basis.

P

ROJECT SUMMARY
The City has sufficient capacity to serve the waste generated by the proposed development therefore this development is not anticipated to have any negative impacts on the existing infrastructure or its capacity.

C. WASTEWATER QUALITY
The City’s wastewater treatment plant is governed by a Federal NPDES permit. The City is required by law to have its permit rev iewed every five years by the Regional Water Quality Control Board (the State’s Attachment G
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PLAN FOR SERVICES

16 City of Stockton – O’Reilly Annexation Project

regulating agency for the NPDES permit program). The RWCF discharges treated water to the Sacramento/San Joaquin River Delta in accordance with NPDES permit No. CA0079138. Upgr ades to the existing system have already been completed and the design allows for improvement in the secondary treatment system as part of the long-term plan.

D. FUTURE WASTEWATER DEMAND AND SYSTEMS IMPROVEMENT
Per the memo to the Utility Master Plan Sup plements dated October 1, 2018 by Placeworks, the 2040 projected improvements differ greatly from those stated in the 2035 General Plan. Due to this discrepancy some sewer system infrastructure could be undersized causing overflows, and some may be oversized causing unnecessary capital expenditure and an increase in the operations and maintenance efforts and costs. The memo suggests a new model plan that may consist of industry standard calibration procedures, on field -verified sewer invert elevation data, and the use of software to compute dynamic hydraulic conditions to more accurately represent the system.

The last revision to the 2040 General Plan was in 2018. There have been areas around Stockton that have been annexed into the City and sewer services have been provided to these areas.

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ROJECT SUMMARY
Per the 2009 agreement, connection and use of the City’s sewer system was planned for and therefore not anticipated to negatively affect the existing infrastructure.

E. WASTEWATER SYSTEM WITHIN ANNEXATION PROJECT AREA
The annexation area does not currently connect to the City’s sewer system as it is an undeveloped parcel.

There are no existing sewer mains within Waudman Avenue nor Lucile Avenue. The only main adjacent to the site in Thornton Road. During a road widening projects a sewer lateral and stub to the annexation area was installed for use future connection. The stub was brought to the southeast corner of the the site.

The Annexation area is located within System 2 , which is not projected t o have many improvement measures take place.

P

ROJECT SUMMARY
The annexation area is to be serviced by the 6-inch stub brought to the southeast corner of the site via the Thornton Road widening project and per the 2009 agreement with the City to provide service. The stub is of sufficient size and able to service the proposed use with sufficient capacity. The stub will also be extended to the north to serve any future development on the remainder of the parcel.

Solid Waste
The City does not provide solid-waste service for the Stockton area. There are two companies servicing neighborhoods in the City of Stockton to ensure that the City's residential and commercial demands are met effectively, and that landfill use remains available for future generations by helping residents and businesses to recycle, compost, and reduce the overall solid waste load. Republic Ser vices and Waste Management provides the following solid-waste services:
• residential recycling pickup on a biweekly schedule;
• residential biweekly curbside pickup of compost materials; Attachment G
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City of Stockton – Wagner Heights South Annexation 17

• leaf and Christmas tree pickup;
• commercial recycling; and
• household hazardous waste collection.

The private companies use one of three landfill locations to process and ship some of its solid waste and materials.

PROJECT SUMMARY
The proposed development will construct a trash enclosure to house one dumpster for solid waste and one dumpster for recycling. The property lies within Republic Services service area and has sufficient resources to service the site.

Electricity and Natural Gas
Pacific Gas and Electric Company (PG&E) is responsible for provision of electricity and natural gas to the City and the annexation area. PG&E delivers approximately 86,179 million kilowatt -hours (kWh) of electricity to its 15 million customers throughout the 70,000 -square-mile service area in northern and central California. The service area is divided into seven distribution areas, with Stockton located in the Stockton Division of PG&E's Operations, Maintenance, and Construction Area 5. Gas is delivered to the City and the City Planning Area through portions of PG&E's 48, 198 miles of natural gas pipelines.

P

ROJECT SUMMARY
There are no existing gas or electric laterals servicing the property, however transmission lines run adjacent to the property in Waudman Ave, Lucile Ave, and Thornton Road. There is also an underground power line traversing the southern portion of the property that will be relocated during development.

The proposed development will coordinate with PG&E to extend services to the property at time of construction.

Police Services
Police protection services in the City of Stockton are provided by the Stockton Police Department. The Stockton Police Department is a full-service law enforcement agency comprised of 485 sworn officers, 41 police telecommunicators , and 186 civilian staff. With a population of approximately 291,707, that equates to a staffing level of .64 officers per 1,000 residents. The staffing level is determined each year by the Stockton City Council and is subject to change as the Council, City Manager, and Chief of Police determine the needs of the City. At full build- out, this project would increase the City's population by approximately 279 people. Additionally, the City has been steadily increasing the number of sworn officers at the Police Department in recent years.

Police services outside of the City of Stockton city limits are provided by the San Joaquin County Sheriff's Department, located in French Camp approximately 7.5 miles southwest of Stockton. Police patrol services are provided 24 hours a day by 138 uniformed deputies as of 2019 . The County is divided into eight geographical areas or "beats." These beats are staffed around the clock and provide emergency response capability to citizens in the unincorporated area of the County. The Stockton Police Department provides mutual aid to the San Joaquin County Sheriff's Office, and vice versa when a situation exceeds the capabilities of either department. Mutual aid is coordinated through the San Joaquin County Sheriff.

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18 City of Stockton – O’Reilly Annexation Project

The Stockton Police D epartment, Bear Creek Division, does not classify calls for service. The Police Department’s policy is to respond to all calls within three – five minutes. Even though there are no classification of calls , it is understood that a higher level of service may be required as population increases. The project will receive City provided law enforcement services after annexation.

The Stockton Police Department defines offences for statistical purposes using the Uniform Crime Reporting Code of California. Crimes are classified as Part 1 or Part 2 offences, depending on the priority of the crime. In 2020, 13,601 Part 1 offences, which include homicide, rape, burglary, and larceny, were reported. Auto Larceny – Theft and Aggravated Assault were the most common crimes in Stockton , combined accounting for over 69 % of offen ses in 2020 . Between 201 9 and 20 20, Part 1 offences in Stockton decreased by about 19.4 percent.

The FY 2020-2022 budget for the Police Department is $135,600,000. The need for additional personnel in the future will be addressed by the Chief of Police, the City Manager, and the City Council as response times are reassessed annually and as budget allows. The budget for the Police Department is expected to increase, as development of the City of Stockton continues.

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ROJECT SUMMARY
The Stockton Police Department has sufficient resources to serve the annexation area. Staffing levels at the Stockton Police Department are adjusted based on Police Department response times and new hiring is expected to occur as the population of Stockton grows. The Police Department will begin receiving additional revenue through property taxes once the parcel is annexed into the City.

Fire Services
Fire protection services for the Stockton Area are provided by City of Stockton Fire Department, French Camp-McKinley Fire District, Eastside Rural County Fire Protection District, Montezuma Fire Protection District, and Waterloo-Morada Fire Protection District. The Stockton Fire Department (SFD) is responsible for the primary provision of fire service and emergency medical response for the City of Stockton and the unincorporated areas inside the city limits and its residents. The SFD serves approximately 350,000 residents throughout approximately 87.0 square miles. The SFD operates out of twelve (12) stations that are strategically located throughout the City of Stockton. The SFD is headquartered in Station 2 located at 110 West Sonora Street. The annexation area is expected to be served primarily by Station 7 , which is located approximately 1.2 miles due south of the annexation area.

The SFD’s Emergency Communications Division (ECD) was voted unanimously by the Board of Accreditation of the International Academies of Emergency Dispatch (IAED) as an accredited Center of Excellence. The ECD is the 129th center in the world to be awarded this highest distinction for ECD's comprehensive implementation and compliance with the Medical Priority Dispatch system (MPDS).

The City of Stockton General Plan 2040 includes policies and implementation measures that would allow for the Department to continue providing adequate facilities and staffing levels. Below is a list of relevant policies:
• Maintain adequate staffing levels to support achieving the City’s service level goals for police and fire protection. (Action LU-6.1G).

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PLAN FOR SERVICES
City of Stockton – Wagner Heights South Annexation 19
• Require development to mitigate any impacts to existing sewer, water, stormwater, street, fire station, park, or library infrastructure that would reduce service levels. (Action LU-6.3A). • A portion of sales tax from retail and business-to-business transactions goes directly into the City’s General Fund, where it can be used to support services such as law enforcement, fire suppression, and street maintenance.
• The various station houses are responsible for different emergency services. Specialty apparatus and personnel for the Haz ardous Materials Team are assigned to Fire Company 3 , the Water Rescue Team is Fire Company 6, etc.
• 1.23 sworn firefighters per 1,000 residents for a population up to 500,000 people. • Update the City’s Design Guidelines and Development Code to require new a nd retrofitted development to support effective police and fire protection response and services. (Action SAF -

1.2A)
• SB 244 added the following requirements to Government Code Section 65588: For each identified community, an analysis of water, wastewater, stormwater drainage, and structural fire protection needs or deficiencies.

Per the General Plan 2040 the following are fire response times for various events. 240 seconds or less travel time for the arrival of the first arriving engine company at a fire suppression incident, for other than high-rise, 480 seconds or less travel time for the deployment of an initial full alarm assignment at a fire suppression incident, and for high-rise, 610 seconds or less travel time for the deployment of an initial full alarm assignment at a fire suppression incident.

The SFD has a growing department that, according to the adopted General Plan, has plans and a budget to continue to provide the City of Stockton with fire and emergency services to an excellent standard.

PROJECT SUMMARY
The property is located in unincorporated San Joaquin County and currently s erviced by the Lincoln Rural Fire District. The property requires detachment from this fire district in order to be serviced by SFD once annexed. The subject site is l ocated in between Fire Stations 7 & 14 with both having an approximate 3 minute travel time. The SFD has the capacity and resources to service this additional property.

School Services
The annexation area is located within the boundaries of the Lodi Unified School District.

The Lodi Unified School District provides services to approximately 29,000 students across 46 schools within Stockton , Lodi, and the surrounding County areas . The School District consists of seven high schools, seven middle schools, a nd thirty two elementary schools.

PROJECT SUMMARY
The
annexation is not proposing any new residential developments and therefore will not have an impact on the school district.

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PLAN FOR SERVICES
20 City of Stockton – O’Reilly Annexation Project
Wagner Heights South Annexation
This development has analyzed the feasibility of annexing the entire Wagner Heights South Subdivision (Island Annexation) as part of an effort to eliminate unincorporated islands. However, due to scope, current infrastructure, and financial impact associated with annexing the entire island both the Applicant and City of Stockton have determined annexation to be infeasible at this point in time. The following is a brief summary of what the Island Annexation would entail.

The Island Annexation consists of 87 parcels located between Don Avenue and Thornton Road along Waudman Ave, Lucile Ave, and Alpha Drive. The entire area is approximately 64 acres and composed of mostly existing single -family residences with commercial use s along Thornton Road. T he Island Annexation is currently zoned for low density residential and commercial (for the lots along Thornton Road). The City’s General Plan specifies the same designations. The majority of the Island Annexation area is currently developed with only a few undeveloped parcels.

There are no water, sanitary sewer, or storm drain mains within Lucile Ave and Alpha Drive. An existing 12” water main within Waudman Ave runs throughout the Island Annexation area, but only has sanitary sewer and storm drain mains extended from Don Ave to Agate Ct. The majority of the existing parcels are serviced by existing septic tanks and wells. The Island Annexation would require extending these services throughout the annexation area and would be dependent on funding. The majority of existing residences and businesses have private wells and septic systems which would be required to connect to the City’s utilities (once available) but only after existing private water and septic systems break down and become inoperable. Existing water tanks and wells are located on the developed sites and will remain until water mains can be extended.

Storm drainage for the Island Annexation area currently consists of mostly roadside ditches that convey flows west toward D on Ave. The full buildout of storm drain infrastructure would consist of extending underground storm drain mains as well as providing catch basins throughout the annexation area to collect and convey stormwater runoff west towards Don Avenue.

Lastly, the majority of Lucile Ave, Waudman Ave, and Alpha Drive are not consistent with the City’s current roadway sections as they do not have curb, gutter, and sidewalk. These roadway sections would be required to meet current City standards when annexed.

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ROJECT SUMMARY
The lack of existing utility infrastructure and amount of street improvements needing to be made to provide City’s services within a timely manner makes Island Annexation infeasible. At the time of this application, the City of Stockton had no previous or current plans on extending services to this area.

Funding is also another hurdle for the Island Annexation as the City has other more urgent priorities and limited funding. It is not anticipated that utility and street improvements could be installe d in a timely manner which is a main requirement of any annexation and therefore only the 1. 7 acre commercial property and the adjacent rights-of-way are proposed to be annexed at this time.

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PLAN FOR SERVICES
City of Stockton – Wagner Heights South Annexation 21

4. T IMELY AVAILABILITY OF WATER SUPPLY
As noted, California Government Code Section 56668(l) requires an assessment of the timely availability of water supplies for an annexation area. The UWMP for the City of Stockton’s water system assessed the reliability of its water supply for its service area, whic h includes the subject site. The UWMP includes a description of the water supply sources, projected water use, and a comparison of water supply water demands during normal, single -dry, and multiple -dry years. The definitions of the three water year scenarios, as described by the State Department of Water Resources, are provided below.

1. Average year is a year, or an averaged range of years in the historical sequence that most closely represents median water supply availability to the agency. Normal and averag e are used interchangeably within the Department of Water Resources guidebook.

2. Single dry year is the year with the lowest water supply availability to the agency.

3. Multiple dry year is the lowest average water supply availability to the agency for a consecutive multiple-year period (three years or more) for a watershed since 1903.

The City of Stockton currently has two water sources, surface water and ground water. The City operates the Delta at the DWSP intake facility for surface water and the City operates and maintains its own ground water system of wells.

The City's General Plan includes policies and implementation programs related to maintaining an adequate water supply of the City's population. Based on existing water use patterns the water supply is reasonably available through 2040. This is based on continued development of groundwater wells surface water allocations by the Delta at the DWSP.

The area served would include all potential development within the 10 -year Planning Horizon which includes the annexation area. The City's Water Master Plan also makes it clear that additional areas of the City, including the 20-Year Planning Horizon, could be served by using more surface water. At a projected population of 432,6267 in 2040, with a projected annual water requirement of 43.1 mgd, the City would be able to exceed this water requirement with a sustainable supply, as provided in the City’s most recently adopted WMP (the City’s 2021 WMP). In addition, the City could further reduce water demand through implementation of a Water Shortage Contingency Plan, as needed.

The City’s 2021 WMP was adopted by the Stockton City Council on January 2021. The 2021 WMP included existing and projected water demands for existing and projected future land uses to be developed within the City’s SOI through 2040. The water demand projections in the City’s 2021 WMP included existing City water demands, future water demands for developments within the existing City limit, and future water demands for future service areas outside the existing City limit.

According to the City of Stockton, the City has adequate water supplies to support existing demand in the City in addition to the build out of the annexation area, under average daily and maximum daily demand conditions. The water demand for current and proposed uses in the City of Stockton is 36,856 AFY. The City calculates separately that it has a projected total supply of 75,700 AFY in the year 2025, leaving 38,844 AFY available.

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ROJECT SUMMARY
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22 City of Stockton – O’Reilly Annexation Project

The proposed development anticipates generating approximately 127 gal/day or roughly 0.14 acre-ft/year excluding irrigation. The development will connect into the existing 12 -inch main in Waudman Avenue which has the capacity to accommodate the proposed demand. If the remainder of the parcel should be further developed, it would be able to connect into an existing main within Lucile Avenue that has been extended from Thornton Road to service the commercial complex at 1943 and 1955 Lucile Avenue. The construction of new mains are not required to service the site as the adjacent infrastructure is readily available and has ample capacity.

5. FAIR SHARE HOUSING NEEDS
The annexation area is currently under San Joaquin County Jurisdiction and would be subject to the City of Stockton’s Housing Element upon annexation. The Housing Element for Stockton has accounted for adequate housing spaces, new housing development, affordable housing, infill/downtown housing, preserving existing houses especially residences coming from annexed areas, housing for special needs, and promoting fair housing practice.

PROJECT SUMMARY
The proposed development will be constructed on a vacant parcel that has been designated for commercial use for over 30 years. Therefore, this development is not removing any existing or future designated housing. In addition, the City currently has sufficient housing to accommodate the workforce generated by this development.

6. FINANCING OF CITY SERVICES AND FISCAL IMPACTS
California Government Code Section 56653 requires that the required plan for servic es to a subject site include information on how the extension services would be financed. For the purposes of this analysis, services extensions are classified as public road improvements and utility services such as water, wastewater, storm water, electri cal, gas and communication systems that require construction of new pipelines, power lines, pump stations or other physical facilities needed to extend urban services to the subject site, and general City services such as police and fire protection would, generally speaking, be provided without major improvements to capital facilities.

Roads and Utility Improvements
As prescribed in the project conditions of approval, the project will be responsible for design and construction of required improvements to City roads and utility systems in accordance with adopted City standards. Unless improvements are deferred per a specific agreement with the City, they will be constructed prior to occupancy of the project site. The costs of extending electrical, gas and communication facilities will be borne by the project and the responsible franchise utility as prescribed in adopted rules and regulations. Costs of operating public infrastructure for the benefit of the project will be met through existing monthly service fee systems established by the City and franchise utilities.

Long-term capital improvement needs associated with new development, including the proposed project, are met through the City's adopted Public Facilities Fees (PFFs), which provide for expansion of City offices, libraries, community recreation centers, fire and police stations, street improvements, park land, surface water resource development improvement, air quality, and related administrative costs as these needs Attachment G
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PLAN FOR SERVICES
City of Stockton – Wagner Heights South Annexation 23
are identified . Similarly, the City has also adopted development fees for sanitary sewer and water connections, traffic signals, and street trees, and various local benefit district fees. PFF and connection fee payments are required when building permits are issued, in accordance with the City ’s adopted fee schedule, which is annually updated to keep pace with infrastructure and public facility costs. As a result, the City operates from year to year with a fee structure that reasonably anticipates and collects fees sufficient to meet capital improvement needs associated with new development.

Estimated PFFs and connection fees for proposed commercial development of the subject site are summarized in Table 1 below.

Along with the PFFs and connection fees, the City also collects development-related fees for the following:
• Air q
uality
• County facilities
• Surface water for SEWD ($0.283 per square feet of retail/0.30) • Related administrative costs
Table 2 summarizes the e stimated development-related fees for proposed commercial development of the subject site. These also include development impact fees collected by other agencies, such as the Stockton Unified School District and SJCOG.

TABLE 2- ESTIMATED PUBLIC FACILITY AND CONNECTION FEES

FEE CATEGORY ESTIMATED PROJECT FEES
City of Stockton Fees
Community Recreation Center $200.40
City Office Space $4,368.00
Fire Stations $4,358.60
Libraries $7,713.00
Parkland $0
Police Stations $8,952.00
Street Improvement $0
Regional Transportation $96,537.00
Traffic Signal $39,079.00
Sewer Connection $39,037.80
Water Connection $28,932.00
Delta Water Supply $96,539.00
TOTAL CITY CAPITAL FEES $793,489.80
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PLAN FOR SERVICES
24 City of Stockton – O’Reilly Annexation Project
TABLE 3- ESTIMATED DEVELOPMENT RELATED FEES

FEE ESTIMATED PROJECT FEES
Agricultural Land Mitigation $0
Air Quality $16,920.40
County Facilities $35,545.20
Surface Water $91,029.60
Administration $20,645.40
School Impact Fees (SUSD) $35,860.20
Habitat/Open Space (SJCOG) $30,777.60
TOTAL OTHER FEES $230,778.00
General Services
The anticipated revenues to the City of Stockton, which would be the main provider of services, is presented here, along with the anticipated fees that be collected for capital improvements supporting these services. As noted above, the design, engineering, and construction of these services and infrastructure improvements will be financed by developers of the subject site, subject to approval by the City. This section also analyzes financial impacts on the Lincoln Rural Fire District, which currently provides fire protection services to the subject site and from which the subject site would be detached upon annexation to the City.

As a charter city, the City of Stockton benefits from the same revenue sources as general law cities, as well as a utility user tax. The City receives a portion of the property tax collected within the City limits, and it receives franchise payments from electrical distribution, cable television and solid waste collection franchises. The City operates its public utilities (i.e., water and sanitary sewer) as enterprise functions, and it engages in public recreation activities on a quasi- enterprise basis, subsidized by its General Fund (e.g., golf courses, ice arena, civic auditorium). Revenue estimates were generated primarily on a person-served basis, which accounts for project-related population and employee growth.

T
ABLE 4- ESTIMATED CITY REVENUES RESULTING FROM ANNEXATION OF PROJECT SITE .

CA

TEGORY AMOUNT
Property Taxes
Secured Property Tax $23,370.00
Unsecured Property Tax $2,337.00
Property Transfer Tax $676.80
Property Tax in-Lieu of Motor Vehicle Fees $28,290.00
Other Revenue Sources
Attachment G
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PLAN FOR SERVICES
City of Stockton – Wagner Heights South Annexation 25

CATEGORY AMOUNT
Sales Tax $450,000
Utility Users Tax $4,352.40
Franchises $1,698.00
Business Licenses $8,032.20
Document Transfer $229
Motor Vehicle Licenses $0
Investment Proceeds $672
Fire Contracts $918
Code Enforcement $749
Charges for Services $434
Fines & Forfeitures $74
Revenues from Other Agencies $525
Licenses & Permits $97
Sale of Fixed Assets $62
Miscellaneous Other Revenues $0
Indirect Cost Allocations $1,115
Refunds & Reimbursements $305
Rents/Leases/Concessions $748
Loan Repayment $105
TOTAL $524,789.20
Property Tax
Property tax rates are set at 1% of assessed property value. The potential property tax revenues resulting from the project were based on information provided by the project applicant and the current City/County Revenue Sharing Agreement for annexations.

Approximately 50% of every property tax dollar from the subject site is allocated among the Stockton Unified School District, San Joaquin Delta Community College, the State’s educational fund, and other agencies. This leave an “available share” of approximately 50% of the overall property tax revenue, which is currently divided between the County, the Lincoln Rural Fire District, and other County agencies. This division of the property tax is the basis for estimating the property tax the City will receive upon annexation and development of the subject site.

Secured Property Tax
Attachment G
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PLAN FOR SERVICES
26 City of Stockton – O’Reilly Annexation Project
Based upon information from the San Joaquin County Auditor -Controller’s Office, upon annexation, approximately 6% of total property tax revenue from the subject site would go to the City. Based on this information, the City’s share of the total secured property tax amount after annexation and development would be $23,370. Current property taxes paid to the County on the subject site are approximately $12,407.87.

Unsecured Property Taxes
Unsecured property taxes are derived from property that is not real estate such as business equipment, boats, aircraft, and possessory interests. For this analysis, it is assumed that the unsecured property tax is 10% of the secured property tax and that the amount of unsecured property tax the City would receive after annexation and development of the subject site would be $2,337.

Other Property Taxes
Property transfer taxes are taxes charged as a percentage of the value of property that has a transfer of title. It is estimated that the amount of property transfer tax the City would receive after annexation of the subject site would be $676.80.

In 2004, the State Legislature and the Governor agreed to a swap of city and county vehicle license fee revenue for an additional share of property tax revenue to be provided to the local governments. This Property Tax in-Lieu of Motor Vehicle Fees is a substantial source of revenue based on property taxes. It is estimated that the amount of property tax in-l
ieu of motor vehicle fees associated with the subject site would be $0.

Sales Tax
The current sales tax rate in the City of Stockton is 9.00%, with the City receiving 2.25% of taxable sales,

1.25%
of which is a result of measures approved by City voters (Measure A – 0.75%, Measure W (police and fire) – 0.25%, Measure M (library and recreation) – 0.25%). The estimated tax revenue received by the City would be approximately $450,000.

Utility User Tax
A utility user tax is levied against utility charges for all non-public users of gas, electric, water, telephone, and cable television services. This tax is 6% of a customer’s monthly bill. Future development on the subject site would generate an estimated $4,352 annually in utility user tax revenues.

Franchise Tax
Franchise taxes are levied upon the providers of natural gas, electric, refuse removal and cable television service. The franchise tax, which is 2% for most utilities and 3% for cable TV, is levied upon the provider rather than the customer and is charged against all utility revenues. The anti cipated future development on the subject site would generate approximately $1,698 in franchise tax revenue annually.

Business License Tax
Attachment G
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PLAN FOR SERVICES
City of Stockton – Wagner Heights South Annexation 27
The City of Stockton assesses a business registration fee and a license tax on any person engaged in or carrying on any profession, trade, calling, occupation, or business in the City. Beyond a registration fee of $24, businesses are assessed at varying rates based typically on their gross receipts; gross receipts information for the annexation area is unknown. Future development on the subject site is estimated to yield an annual revenue of $8,032.

Other Revenue Sources
The City has a variety of other revenue sources , which are listed in the City’s budget. These include document transfer fees, licenses and permits, fines and forfeitures, rents/leases and concessions, sales of fixed assets, investment proceeds, and revenues from fire service contracts and from other agencies, among others. Not all these rev enue sources would be associated with annexation and development of the subject site. However, to simplify the analysis, revenues from each of these sources have been estimated based upon the service population anticipated to be on the subject site at full development.

Estimated revenues from these other sources would be $6,033.

Estimated Change in Annual Expenditures for City of Stockton As discussed, immediate and future capital costs of the project would be met through developer i
mprovements to public ro ad and utility systems and through payment of the City PFFs and connection fees. The project is commercial in nature and would not result in increases in the resident population of Stockton, with concurrent costs in providing City services. However, the a ddition of project -related employees would contribute to the “service population” of the City, which could contribute to service costs.

Impacts of proposed future development on the City’s water, sanitary sewer, and storm drainage systems would be less than significant. The City’s sanitary sewer system has adequate capacity to accommodate additional wastewater from the project, and existing sewer lines in the area can carry the anticipated flow.

The City’s water system has sufficient supplies to satisfy pote ntial project demand, and no new supplies would need to be obtained. In accordance with City requirements, the project developer would construct the necessary improvements and connections to the City’s water and sewer systems and storm drainage facilities to accommodate runoff in accordance with City standards. Expenses to operate the required City utilities to the subject site are expected to be minimal and would be covered by monthly utility billing to the project activities.

Impacts to public services pr ovided by the City, primarily fire and police protection, would be less than significant with the installation of the fire sprinkler systems required by the City. Expenses to provide City fire and police services to the subject site are also expected to be minimal. While the project would place an incremental demand for City fire and police services, no new or expanded services would be required as
a result of the project. Future capital costs for these services would be met through payment of PFFs.

The proposed annexation would include the segments of ROW that front the subject site, approximately 210’ of Lucile Avenue and approximately 270’ of Waudman Avenue. Lucile Avenue Right-of-Way is 60 feet in width while Waudman Avenue is 50 feet in width. Additional Right -of-Way is not anticipated to be required for Lucile Avenue it meets or exceeds the required Right- of-Way widths for all local roadway sections. Waudman Aven ue does not meet the required Right -of-Way width for local commercial road Attachment G
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PLAN FOR SERVICES

28 City of Stockton – O’Reilly Annexation Project

which is 54 feet, therefore the O’Reilly development is dedicating 2 feet of Right- of-Way so that the Applicant’s side of Waudman Avenue conforms to the City’s standard roadway section. It is anticipated that the addition 2 feet of Right-of-Way will be required to be dedicated once the property on the south side of Waudman Avenue re-develops. The Applicant will be responsible for the frontage improvements along the applicant’s side o f Waudman Avenue which include minor widening of the roadway, curb, gutter, sidewalk, drainage, and landscaping. The annexed segments would increase costs to the City for ongoing road maintenance. A rough approximation of the increased maintenance cost ass ociated with these road sections was obtained by dividing the total miles currently maintained by the City of Stockton into total street maintenance cost, then applying the results to the segments to be annexed. According to the FY 2019/20 budget for the City of Stockton, the City maintains 763 miles of streets at a cost of $6,911,421. Based on these figures, the additional cost to maintain the annexed segments would be approximately $781 annually. Road maintenance costs are met from a variety of sources.

The project is not expected to result in additional costs for schools or parks and recreation, as the project would not increase the resident population. Nonetheless, the project would contribute to future school and park capital needs through payment of school mitigation fees and park and recreation PFFs.

An approximation of maximum potential increases in City services costs associated with the project was calculated by dividing total general fund expenditures by the City service population, and by multiply ing that factor by the increase in service population on the subject site.

Overall Impact of Project on City Budget
The proposed future development of the subject site is expected to generate approximately $870,627in annual revenues to the City. With esti mated annual expenditures of $540,023, the City would have adequate annual revenues to provide services to the subject site. In addition, as indicated in Table 1, proposed future development would generate $ 569,322 in one-time capital facility fees to the City to cover expenses associated with new or expanded public facilities and services. Additional fees would be paid to SUSD and SJCOG.

In summary, the City would be expected to expect to receive substantial revenue s from proposed development of the subject site, while the expenses incurred in providing City services to the subject site would be less than the anticipated revenues. Thus, at the project level, the City would likely operate at a budget surplus.

Property Tax Impacts to the Rural Fire District
Based on information provided by the County Auditor -Controller' s Office, the Lincoln Rural Fire District currently receives approximately 2.4 percent of the general one-percent property tax levy on the subject site, which generates approximately $92 of property tax revenue annually for the Fire District. This amount is based on current valuation of the property. Upon annexation and development of the subject site, the assessed valuation of the site would increase substantially. However, the Fire districts currently is under contract with the City to provide services for the subject site. While a part of the annexation process would be detached from the Fire District, a dditional revenue reimbursement would not be required as the Fire District would no longer require a contract with the City to service the project site.

Attachment G
429

PLAN FOR SERVICES

City of Stockton – Wagner Heights South Annexation 29

LAFCo policy dictates that adverse fiscal impacts resulting from such detachments from special districts or annexations that fail to provide adequate mitigation of the adverse impact on the district will not be approved would apply to this proposed detachment. It is expected that the City and the Fire District will reach an agreement that will reduce adverse revenue impacts on the Fire District resulting from the proposed annexation. LAFCo may determine appropriate temporary mitigation, if any, and impose that temporary mitigation to the extent it is within its powers.

7. CONCLUSION
The Cortese-Knox-Hertzberg (CKH) Local Government Reorganization Act of 2000 is the section of the State Government Code (Government Code §§ 56000 et seq.) that provides LAFCO with its authority, procedures, and functions. This law gives LAFCO power to “approve or disapprove with or without amendment, wholly, partially or conditionally” proposals concerning the formation of cities and special districts, annexation, or detachment of territory to cities and special districts, and other changes in jurisdiction or organization of local government agencies.

Consistent with the requirement that LAFCO review the proposed annexation request pursuant to the criteria provided in Government Code Section 56375, the following justification and findings are made in support of approval of the annexation request.
1) Lands within the annexation area are planned for urban uses in the Stockton General Plan. 2) The project is located within the City of Stockton 10-year Planning Horizon. 3) The project does not exceed 150 acres in area, and the area constitutes the entire island. 4) The project constitutes an entire unincorporated island located within the limits of the City of Stockton.
5) The project is surrounded by the City to which annexation is proposed. 6) The project is substantially developed due to the presence of physical improvements upon the parcels within the area.
7) The project is not prime agricultural land, as defined by section 56064. 8) The project will benefit from the change of organization from the annexation into the City. 9) The project does not belong to a gated community where services are provided by a community services district.

Findings
Overall, existing public services, with improvements proposed as a part of the project, would be adequate to serve the project. The project would require extension of non-utility services provided by the City, such as public safety.

Justification for Approval
The annexation area is within the City’s General Plan Sphere of Influence (SOI) and is included within the Municipal Services Review (MSR) Report 10 -year Planning Horizon. LAFCO has adopted a policy, in line with State Policy, encouraging the dissolvement of unincorporated islands within Cities. Although this annexation p roject does not remove the entire Wagner Heights South unincorporated island for the reasons previously mentioned, it reduces the island overall footprint and promotes an orderly and logical boundary for annexation that is contiguous to the City limits. Consistent with the requirement that LAFCO Attachment G
430

PLAN FOR SERVICES

30 City of Stockton – O’Reilly Annexation Project

review the proposed annexation request pursuant to the criteria provided in Government Code Section 56337, the following justification and findings are made in support of approval of the annexation request. 1) Lands within the annexation area are planned for Commercial uses in the Stockton General Plan. 2) The project is located within the City of Stockton 10-year Planning Horizon. 3) The project proposes an orderly and logical boundary for annexation and is contiguous to the City limits and has access to existing City services and utility stubs. 4) The project creates a logical extension of the City boundaries and extends the existing infrastructure.

Attachment G
431

PLAN FOR SERVICES

City of Stockton – Wagner Heights South Annexation 31

APPENDIX A - LEGAL DESCRIPTION AND BOUNDARIES

ALL that certain real property situate in the unincorporated area of San Joaquin County, State of California, Described as follows:

Being a portion of the South Half of Section 8, Township 2 North, Range 6 East of the Mount Diablo Meridian, county of San Joaquin, State of California, being more particularly described as follows:

BEGINNING at a southeast corner of Lot 67 of Wagner Heights Subdivision, said Point of Beginning; thence South 38°43’40” East along the west right-of-way line of Thornton Road a distance of 458.94 feet; thence Northwest on a non-tangent curve to the left having a radius of 20.00 feet, a central angle of 78°40'29" and an arc length of 27.46 feet, the chord of said arc bears North 78°03'53" West a distance of 25.36 feet to the south right-of-way line of Waudman Avenue; thence South 62°35’51” West along the south right-of-way line of Waudman Avenue a distance of 270.85 feet; thence North 27°31’27” West a distance of 410.00 feet to the north right-of-way line of Lucile Avenue; thence North 62°35’51” East along the north right-of-way line of Lucile Avenue a distance of 181.59 feet; thence Northwest on a curve to the left having a radius of 20.00 feet, a central angle of 101°19'31" and an arc length of 35.37 feet, the chord of said arc bears North 11°56'04" West a distance of 30.94 feet to the west right-of-way line of Thornton Road and the Point of Beginning;

Containing 2.33 acres more or less.

This legal description is for assessment purposes only.

Attachment G
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PLAN FOR SERVICES

32 City of Stockton – O’Reilly Annexation Project

APPENDIX B – PROPOSED DEVELOPMENT PLAN

Attachment G
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Attachment H
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Attachment H
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Attachment H
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EXHIBIT 1

ORDINANCE NO.

AN ORDINANCE AMENDING TITLE 16 OF THE STOCKTON MUNICIPAL CODE RELATED TO THE “ZONING MAP,” IN SECTION 16.16.030 OF THE STOCKTON

MUNICIPAL CODE, TO PREZONE A PROPERTY TO COMMERCIAL GENERAL (CG) LOCATED AT 9147 THORNTON ROAD AT ASSESSOR’S PARCEL NUMBER 080- 290-39 (APPLICATION NO. P20-0793)

On August 31, 2020, the applicant, O’Reilly Auto Enterprises , LLC, submitted a request to, amongst other requests, Prezone Assessor’s Parcel Number 080-290-39 to General, Commercial (CG) Zone; and

On November 18, 2021 , the Planning commission held a duly noticed public hearing, pursuant to Stockton Municipal Code (SMC) Section 16.116.040(D), to consider the proposed Prezoning, at which all times all interested parties had the opportunity to be heard; and

On November 18, 2021, and prior to acting on this request, the Planning Commission considered and recommended exemption from further environmental review pursuant to the California Environmental Quality Act (CEQA) Guidelines Section 15183; and

BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF STOCKTON, AS FOLLOWS:

SECTION 1. FINDINGS AND INTENT

The City Council of the City of Stockton finds, pursuant to SMC Section 16.116.050(B), that:

A. The proposed Prezone action ensures and maintains internal consistency with the general land uses, objectives, policies, programs, and actions of all elements of the General Plan on balance. The 2040 General Plan Land Use Map designates the subject site Commercial. Pursuant to Table 2-1 (General Plan Relationship to Development Code) of the General Plan, the CG Zone is compatible with the Commercial General Plan Land Use Map designation of Commercial.

B. The proposed Prezone action would not create any inconsistencies with SMC Title 16 ( Development Code) since it pertains to the Zoning Map only. The text of Title 16 (Development Code) would remain unchanged under this action.

C. The proposed Prezone action would further the following General Plan policies:

Attachment H
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EXHIBIT 1

i. Goal LU-4: Attract and retain companies that offer high -quality jobs with wages that are competitive with the region and state.

ii. Policy LU-4.2: Attract employment- and tax-generating businesses that support the economic diversity of the city.

iii. Policy LU-6.2: Prioritize development and redevelopment of vacant, underutilized, and blighted infill areas.

D. The proposed Prezon e action will not endanger, jeopardize, or otherwise constitute a hazard to the public convenience, health, interest, safety or general welfare of persons residing or working in the City because the CG Zone designation will, as noted above, be compatible with General Plan Land Use Map designation applicable to the site.

E. The proposed Prezone action complies with the California Environmental Quality Act (CEQA) and the City’s CEQA Guidelines, because the project satisfies the requirements of C EQA Guidelines Section 15183, demonstrating no significant environmental effects would result from either the Prezone action or other related actions constituting the project.

F. Based on the information included in the General Plan EIR, the subject site would be physically suita ble (including access, provision of utilities, compatibility with adjoining land uses, and absence of physical constraints) for the requested zoning designation and anticipated land use development.

SECTION II. PREZONE CLASSIFICATION

G. That the Zoning Map, particularly referred to in SMC Section 16.16.030, and by reference made a part hereof, said Code is hereby amended to provide a Commercial, General (CG) Zone designation for Assessor’s Parcel Number 080-290-39 upon annexation to the City of Stockton.

SECTION III. SEVERABILITY

If any part of this Ordinance is held invalid for any reason, such decision shall not affect the validity of the remaining portion of this Ordinance, and the City Council hereby declares that it would have passed the remainder of this Ordinance, if such invalid portion thereof had been deleted.

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Attachment H
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EXHIBIT 1

SECTION IV. EFFECTIVE DATE

This Ordinance shall take effect and be in full force thirty (30) days after its passage.

ADOPTED:

EFFECTIVE:

KEVIN J. LINCOLN II
Mayor of the City of Stockton

ELIZA R. GARZA, CMC
City Clerk of the City of Stockton

Attachment H
439
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION AUTHORIZING THE FILING OF AN APPLICATION WITH THE LOCAL

AGENCY FORMATION COMMISSION FOR THE ANNEXATION OF ASSESSOR'S PARCEL NUMBER 080-290-39, ABUTTING PORTIONS OF THORNTON ROAD,

WAUDMAN AVENUE , AND LUCILE AVENUE WITH RELATED CITY SERVICES

PLAN, INCLUDING DETACHMENT OF THE LINCOLN RURAL FIRE DISTRICT

On November 13, 2019, the applicant, O'Reilly Auto Enterprises , LLC submitted a request to, amongst other requests, annex Assessor 's Parcel Number (APN) 080- 290-39, abutting portions of Thornton Road, Waudman Avenue, and Lucile Avenue into the City of Stockton; and

The petition for annexation is for the purposes of obtaining general City services as outlined in the City Services Plan; and

The subject territory will, upon annexation, be able to receive normal City services as required by section 56653 of the Cortese/Knox Local Government Reorganization Act of 1985; and

In accordance with section 56375(a)(7) of the Cortese/Knox Local Government Reorganization Act of 1985 and the policies of the San Joaquin County Local Agency Formation Commission, the City Council has concurrently with this resolution adopted an ordinance to prezone APN 080-290-39 to Commercial, General (CG) Zone; and

The annexation action would also include the applicant’s requested detachment from the Lincoln Fire District. The detachment will be subject to an agreement by the developer to mitigate the District’s loss of property taxes. Future services will be provided by the City of Stockton; and

Pursuant to Stockton Municipal Code Section 16.216.070(H)(2), the following findings of fact are made to support the annexation request:

a) The subject territory is located within the urban services area of the City, as shown in Exhibit 2: Prezone Map and Legal Description;

b) APN 080-290-39 has been prezoned, as described above;

c) The subject territory is contiguous to the existing City limits, as shown in Exhibit 2: Prezone Map and Legal Description;

d) The proposed annexation does not split a line of assessment and would, 440
as described in the Addendum to the 2040 General Plan Environmental Impact Report, prepared for the overall project, include a future subdivision map application to ensure property ownership lines align with the City limit boundary established by the annexation. This finding is supported by San Joaquin County Local Formation Agency Commission Policy 10 (Definite and Certain Boundaries) which requires:
(a) all boundaries shall be and certain and conform to lines of assessment or ownership; and (b) acknowledgement by the City of Stockton that the Commission may impose a condition on the annexation requiring the recordation of a parcel map to avoid creating remnants of legal lots.

e) The proposal does not create islands or areas in which it would not be easy to provide City services. The subject territory includes a corner parcel abutting two public roads within the requisite infrastructure (e.g., water, sewer, stormwater) located within or in immediate proximity. The proposal utilizes said services without creating a feature that may make their delivery difficult to other areas.

f) The 2040 General Plan Land Use Map designates the subject site Commercial. Pursuant to Table 2-1 (General Plan Relationship to Development Code) of the General Plan, the CG Zone is compatible with Commercial's Commercial General Plan Land Use Map
designation.

The proposed annexation would further the following General Plan policies:

 Goal LU-4: Attract and retain companies that offer high-quality jobs with wages that are competitive with the region and state.

 Policy LU-4.2: Attract employment- and tax-generating businesses that support the economic diversity of the City.

 Policy LU-6.2: Prioritize development and redevelopment of vacant, underutilized, and blighted infill areas.

Consistency of the annexation proposed with these policies is demonstrated through its ability to enable development of a new commercial land use in a vacant and contiguous location to the existing City limits. Said commercial zoning is capable of providing high -quality jobs and tax-generating business(es) now absent from the subject site.

On January 25, 202 2, the City Council held a duly noticed public hearing pursuant to Stockton Municipal Code Section 16.216.070, at which time all interested parties had the opportunity to be heard . After consideration of the project, the City Council considered and found no further environmental review is necessary under the California En vironmental Quality Act (CEQA) pursuant to section 15183 (Projects 441
Consistent with a Community Plan, General Plan, or Zoning); now, therefore,

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF STOCKTON, AS FOLLOWS:

1. As referenced above, per SMC 16.216.070(H)(2), all findings of fact can be made to approve the annexation request.

2. The City Manager is authorized to file with the San Joaquin County Local Agency Formation Commission, as illustrated in Exhibit 1 (Annexation Boundary) and described in Exhibit 2 (City Services Plan), to execute a Detachment agreement on behalf of the City between the City of Stockton, the Applicant, and Lincoln Rural Fire Protection District regarding detachment of property from the District to the City of Stockton.

3. The San Joaquin County Local Agency Formation Commission is hereby requested to approve: (a) the above -noted annexation of territory to the City of Stockton as depicted on Exhibit 2.

4. The City Manager is authorized to take all necessary and appropriate steps to carry out the purpose and intent of this resolution.

PASSED, APPROVED, and ADOPTED January 25, 2022 .

KEVIN J. LINCOLN II
Mayor of the City of Stockton

ATTEST:

ELIZA R. GARZA, CMC
City Clerk of the City of Stockton
442
O’REILLY ANNEXATION PROJECT–CITY SERVICE PLAN

EXECUTIVE SUMMARY
Introduction
This City Service Plan (CSP) is designed to provide important background information to allow for a thorough justification of this annexation proposal, and to ensure that it complies with all San Joaquin Local Agency Formation Commission (LAFCO) rules and regulations, and other all applicable regulatory requirements (including the State Government Code).

O’Reilly Auto Enterprises (hereafter Applicant) proposes to construct a new 7,000 sq uare foot O’Reilly Auto Parts retail store on the parcel located on the northwest corner of Waudman Avenue and Thornton Street. The parcel currently resides within unincorporated San Joaquin County and is being required to annex into the City to receive City provided water, sanitary sewer, and storm drain services. The annexation includes one parcel (APN 080-290-39) totaling 1.7-acres and the adjacent Lucile Avenue and Waudman Avenue Right-of-Ways. The annexation area is within the City of Stockton ’s 10-Year Planning Horizon per the City’s Sphere of Influence (SOI) Map. The Envision Stockton 2040 General Plan designates the annexation area as Commercial. The Proposed Annexation is surrounded by existing residential neighborhood with commercial development s along Thornton Road corridor. Each of the two components of the annexation proposal (hereinafter “Annexation Project”) are described below.

COMMERCIAL
The Commercial Zone Annexation is a 1.7 acre vacant commercial lot that is currently under City review for a proposed O’Reilly Auto Parts. The vacant parcel already has storm and sanitary sewer stubs provided to the site and will tap into the existing 12-inch water main within Waudman Avenue for water service.

The vacant lot will be developed after the annexation is approved. CEQA exemptions are being evaluated for the annexation area.

RIGHT-OF-WAY
The Right-of-Way Annexation includes the portions of Waudman Avenue and Lucile Avenue that front the parcel. Lucile Avenue consists of approximately 210 feet of roadway at the current Right-of-Way width of 60 feet. Waudman Avenue consists of approximately 270 feet of roadway at the current Right -of-Way width of 50 feet plus an additional two feet of Right -of-Way that will be dedicated to the City with the proposed development. The additional two feet of Right -of-Way will bring the Applicant’s side of the street in compliance with the City’s standard street section for local commercial roadways. The Right-of- Way dedication for this development and any required public easements will be finalized through the site plan review and adhere to the City of Stockton’s Municipal Code. All adjacent unincorporated areas will be evaluated for Right-of-Way dedication and public easements at time of application and subject to the City of Stockton’s Municipal Code

Exhibit 1
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Plan for Services Contents
This Plan for Services includes the following sections:

1. OPEN SPACE (AG) LAND CONVERSION
This section provides background on the Annexation Project, describes the existing agricultural characteristics, uses of the annexation area, and provides an analysis of the agricultural and conservation-related fees that the City of Stockton would be required to pay.

2. PROPERTIES IN AND AROUND THE ANNEXATION AREA
This section provides a discussion of the existing commercial and right -of-way parcels included in the proposed annexation request.

3. CITY SERVICES PLAN
The City Services Plan (CSP) has been prepared to fulfill the following requirement:
“Pursuant to California Government Code Section 56653, the San Joaquin Local Agency Formation Commission (LAFCO) requires that any application for a change of organization or reorganization be accompanied by a plan for providing services. In accordance with Section 56653, the plan shall include:
• an enumeration and description of services to be extended to the affected territory; • the level and range of those services;
• an indication of when those services can feasibly be extended to the affected territory; • an indication of any improvements or upgrading of structures, roads, sewer or water facilities, or other conditions that the local agency would impose or require within the affected territory if the change of organization or reorganization is completed; and • information with respect to how those services will be financed.” Overall, storm drain and sanitary sewer utility connections have already been extended to the annexation area. Water service is readily available as an existing main within Waudman Avenue is adequate to serve the property. The project annexation area would require extension of various other services provided by the City, including public safety. The level and range of these public services is described in this document.

Lastly, a discussion on the feasibility of annexing the entire Wagner Heights South Subdivision is provided.

4. TIMELY AVAILABILITY OF WATER SUPPLY
The Timely Availability of Water Supplies section describes the City’s ability to serve the annexation area with adequate water supplies. The project proposes the construction of a new 7,000 square foot O’Reilly Auto Parts retail store and already has sanitary and storm sewers extended to the site for service. Water service is the only other City provided utility not extended to the site. The water use factors, per the City of Stockton’s Water Master Plan 2021 Update, are 1.62 afy/ac and 1.85 afy/ac for domestic and irrigation use, respectively. This estimates the demand for the 1. 7 acre annexation area being 2. 75 ac-ft per year for domestic use and 3.15 ac-ft per year for irrigation use. The proposed O’Reilly development would generate an annual average total demand of approximately 0.37 acre-feet (0.14 ac-ft for domestic use Exhibit 1
444
and 0.23 ac-ft for irrigation) from the City's water supply system in 2035. This provides the remainder of the parcel, if it is further developed, 2.61 ac-ft and 2.92 ac-ft per year for domestic and irrigation service, respectively. The existing water supplies are sufficient to serve the annexation area in a timely manner.

5. FAIR SHARE HOUSING NEEDS
The Annexation Project will be subject to the City of Stockton’s Hous ing Element upon annexation. The Housing Element for Stockton anticipates there is sufficient housing capacity to accommodate the new employees of the proposed development.

6. FINANCING OF CITY SERVICES AND FISCAL IMPACTS
California Government Code Section 56653 requires that the required plan for services to a subject site include information on how the extension services would be financed.

7. CONCLUSION
This section includes the findings and justification for approval.

1. OPEN SPACE (A G) LAND CONVERSION
The proposed Annexation Project consists of one undeveloped commercial property and the adjacent rights-of-way. No areas of the project are designated open space or agricultural as recognized by the City of Stockton or the San Joaquin County , th erefore the proposed project is not converting any existing open/farm/agricultural space. Furthermore, the State of California Department of Conservation Farmland Mapping and Monitoring Program and San Joaquin County GIS date do not classify the site nor t he surrounding area as being prime farmland or any other farmland classification.

2. Properties In and Around the Annexation Area

COMMERCIAL PROJECT AREA
The Annexation Project consists of a single commercial lot approximately 1. 7 acres in size in which is currently under review by the City for a proposed O’Reilly Auto Parts. The proposed O’Reilly Auto Parts will be developed on the southern portion of the lot and will leave the remaining portion on the northern end undeveloped. The existing lot is zoned commercial under the County’s jurisdiction and is proposed to remain commercial zoning once annexed into the City. The annexation area is within the 10 -year Planning Horizon of Stockton’s SOI. The proposed zoning and land use are consistent with the City’s General Plan. The current annexation area is adjacent to existing infrastructure and able to serve the local demand of the project. As noted previously, the Annexation Project already has sanitary and storm services stubbed to the site for use.

RIGHT-OF-WAY
The Right-of-Way Annexation site is broken into two sections: Lucile Avenue and Waudman Avenue. The Lucile Avenue Annexation consists of the portion of roadway adjacent to the project site and is approximately 210 feet long and 60 feet wide. The Waudman Avenue Annexation consists of the portion Exhibit 1
445
of roadway adjacent to the project site and is approximately 270 feet long and 50 feet wide plus an additional 2 feet of Right-of-Way that will be dedication to the City with the proposed development. The additional two feet of Right-of-Way will bring the Applicant’s side of Waudman Avenue into compliance with the City’s standard street section for local commercial roadways. The Right-of-Way dedication for this development and any required public easements will be finalized through the site plan review and adhere to the City of Stockton’s Municipal Code. All adjacent unincorporated areas will be evaluated for Right-of-Way dedication and public easements at time of application and subject to the City of Stockton’s Municipal Code

FIGURE 1 – CITY AND COUNTY LIMITS
Exhibit 1
446

FIGURE 2 – PROPOSED ANNEXATION PROJECT AREA IN STOCKTON 10-YEAR HORIZON AREA

FIGURE 3 – EXISTING GENERAL PLAN LAND USE MAP
Exhibit 1
447

FIGURE 4 – PROPOSED ANNEXATION AREA

FIGURE 5 – PROPOSED PREZONE OF ANNEXATION PROJECT SITE
Exhibit 1
448
FIGURE 6 – PROPOSED C OMMERCIAL DEVELOPMENT PROJECT (O'REILLY APN 080-2 90-39) Exhibit 1
449

3. CITY SERVICES PLAN
Introduction
Pursuant to California Government Code Section 56653, the San Joaquin LAFCO requires that any application for a change of organization or reorganization be accompanied by a plan for providing services.

In accordance with Section 56653, the plan shall include:
• an enumeration and description of services to be extended to the affected territory; • the level and range of those services;
• an indication of when those services can feasibly be extended to the affected territory; • an indication of any improvements or upgrading of structures, roads, sewer or water facilities, or other conditions that the local agency would impose or require within the affected territory if the change of organization or reorganization is completed; and • information with respect to how those services will be financed.

This City Services Plan has been prepared to fulfill this requirement.

Discussion
The annexation area includes existing roadway s and a vacant commercial property for the future development of commercial use . Figure 1 depicts the existing City and County limits. The entire annexation area is located inside the 10 -year Planning Horizon of Stockton’s existing SOI ( see Figure 2).

Figure 2 depicts the 10 and 20-year Planning Horizons of the LAFCO -approved SOI boundaries. Figure 3 depicts the existing Stockton General Plan land use map. Figure 4 depicts the proposed annexation area.

Figure 5 depicts the proposed prezone map indicating existing and proposed zoning and land uses. The last figure, Figure 6, depicts to proposed O’Reilly Auto Parts development currently under review by the City. Overall, storm drain and sanitary sewer utility connections have already been ex tended to the annexation area. Water service is readily available as an existing main within Waudman Avenue is adequate to serve the property. The project annexation area only requires extension of various other non- utility related services provided by the City, such as public safety. The level and range of existing facilities and providing City public services are described in detail below.

TABLE 3 – O’REILLY PROJECT LAND USE SUMMARY
O’REILLY PROJECT

DESIGNATIONS

APPROXIMATE
ACRES

UNITS PER GROSS
ACRE
MAX.

F.A.R

PROJECTED NUMBER OF
UNITS
GC – General Commercial 1.7 1.7 N/A 7,000 square feet
ROW 0.63 0.63 N/A N/A
*F.A.R.= Floor Area Ratio
The City provides a full range of municipal services, including public safety (fire, police, and building), sanitation (wastewater treatment and collection ), libraries, parks, and recreation services. Municipal services would be extended to the annexation area within a few years upon annexation of the area. The Exhibit 1
450
following discussion includes a description of existing city public services and utilities (including those to be extended), the level and range of these services (where applicable), when these services can feasibly be extended into the affected territory, improvements, or other conditions that the local agency would improve or require within the affected territory, and information on how these services would be financed, and planned improvements.

Water
The City provides water service for the residential, commercial, commercial, and public users in Stockton.

Approximately 49,500 connection customers are served, with an average daily usage of approximately 8.1 billion gallons, which is equivalent to 3,682 ac-ft per year. The current total pumping capacity is 88,592 gallons per minute (gpm) , the required total pumping capacity at the 2035 buildout is 238,67 9 gpm .

Stockton’s municipal water supply system is based on an interconnected grid design, wherein new development expands the existing grid system and new municipal water wells are added as they are needed to maintain an adequate water supply.

The City of Stockton Water Master Plan Update dated January 2021 and adopted February 23, 2021 (2021 WMPU) compares current and projected water supply and demand . It indicates that in average water years, the City has sufficient water to meet its customers’ needs, through 2040. This is based on continued development of groundwater wells and purchased water allocations from Stockton East Water District (SEWD) and Woodbridge Irrigation District (WID). The City of Stockton’s projected population growth by 2040 is 102,898 with 1.44% every year for a total population of 432,627

1. This is a reduction in population
growth by 25% from the 2035 General Plan. Th e North Stockton projected Near -Term (2030) for an Average Day Demand is 23.8 mgd, a Maximum Day Demand of 38.1 mgd with a Peak Hour Demand of 41,296 gpm3. The North Stockton Projected Future (2040) for an Average Day Demand of 29.3 mgd, a Maximum Day Demand of 46.9 mgd with a Peak Hour Demand of 50,857 gpm3.

The City’s previous Master Plan, 2015 Urban Water Management Plan (2015 UWMP), addressed dry year conditions. Under the normal year supply, it is assumed the City’s full allocation of surface water from Delta Water Supply Project (DWSP) is fully available. Under the single-dry year supply, it is assumed that the City’s full allocation of surface water from the DWSP is reduced to 69% of normal supply (2015 UWMP). Under the multiple-dry year analysis, it is assumed that the City experiences three dry years, and that the City’s full allocation of surface water from the DWSP is reduced to 69 percent of normal supply in the first dry year, to 100 percent of normal supply in the second dry year, and to 69 percent of normal supply in the third dry year (2015 UWMP). Through the multiple dry years City water will be supplemented by well water.

The applicant will be responsible for bringing domestic and irrigation services to the property. The project currently proposes one tap from the existing 12 -inch main within Waudman Avenue that will tee off to provide domestic service to the building and irrigation. Any future development of the remainder of the parcel will be required to tap of the existing 8” main within Lucile Avenue. 1 City of Stockton Water Master Plan update January 2021 Exhibit 1
451
A. GROUND WATER
The City operates a system of wells interconnected with a transmission/distribution pipe system.

Stockton’s groundwater supply is pumped from groundwater resources, from the Eastern San Joaquin County Basin, a sub -basin of the San Joaquin Valley Basin. The City’s annual potable groundwater production is maintained by the Sustainable Groundwater Management Act (SGMA) enacted in 2014 to monitor the groundwater usage during non-dry years to ensure sufficient water supply during dry years.

The sustainable annual groundwater extraction capacity is approximately 50,000 ac-ft per year (MWH, 2003). To establish the projected groundwater supply that is reasonably available. COSMUD assumes that the available groundwater is pumped at approximately 23,100 ac-ft per year. The City has been proactive to protect groundwater supplies per the groundwater recharge efforts pertaining to the California Statewide Groundwater Elevation Monitoring (CASGEM), and Sustainable Groundwater Management Act (SGMA) activities. There are seven active groundwater wells with design flows ranging from 900 to 2,500 gallons per minute. This groundwater supply is indirectly affected by annual rainfall, and a multiple -year drought could decrease groundwater supplies. Despite this possibility, groundwater supplies have been available at a consistent level.

P

ROJECT SUMMARY
The proposed development is not proposing to add or remove any wells and will be utilizing the existing 12-inch main in Waudman Avenue for water services. In addition, multiple t est borings were performed onsite to depths of approximately 15 feet in which free groundwater was not encountered. The historic groundwater depth of 22 feet has been determined for the property . Due to these reasons the proposed development is not anticipated to negatively affect the groundwater supplies within the City.

B. SURFACE WATER
Stockton has developed a surface water supply, Delta at the DWSP intake facility from the San Joaquin River. The City has rights to Delta water because portions of the COSMA fall within the legally defined area and the water rights application address a long- term planning horizon through to 2050 with diverting a total of 160 mgd (125,900 ac-ft per year). The City’s application was divided into two separate applications by the State Water Resources Control Board (SWRCB). The existing allotment is 30 mgd (33,600 ac-ft per year) under the initial phase. In 2006 the City was issued a permit from the SWRCB for 33,600 ac -ft per year supply from the Sacramento/San Joaquin Delta. The Delta intake and treatment plant has an in itial capacity of 30 mgd with plans to expand to 90 mgd by 2035.

PROJECT SUMMARY
The proposed development will increase the imperviousness of the parcel and ultimately the amount of surface water leaving the site. Water quality BMPs will be utilized onsite to treat surface water prior to releasing, undetained, into existing City storm drain infrastructure. Overall, the project will have a negligible effect on the City’s surface water supply.

C. RECYCLED WATER
The City of Stockton’s Regional Wastewater Control Facility ( RWCF) treats influent to be used again for beneficial purposes. The RWCF discharges into the Delta and used for irrigation on a privately owned farm.

Exhibit 1
452
The City does no t currently operate a recycled water system and is not likely to market recycled in the future.

PROJECT SUMMARY
In the absence of a recycled water system, the proposed development will utilize the existing 12-inch main in Waudman Avenue for irrigation services.

D. EXISTING TRANSMISSION AND DISTRIBUTION SYSTEM
The City’s existing water distribution system consists of a buried network split into the North and South Areas with water storage capabilities. The distribution system conveys water from the sources to customers and must provide capacity to meet all domestic, commercial, irrigation, fire suppression , and emergency demands. Due to the distributed nature of the groundwater wells, large transmissions were not needed to move large volumes of water around the City.

PROJECT SUMMARY
The proposed development will utilize the existing 12 -inch main within Waudman Avenue for domestic, irrigation, and fire service which has sufficient capacity to service the demands of the development . No new mains are proposed with this development.

E. WATER CONSERVATION
The City is a signatory member of the California Urban Water Conservation Council (CUWCC) and has active water conservation program that includes the following CUWCC Best Management Practices. • BMP 1-Water Survey Program for Single-Family and Multi-Family Residential Customers • BMP 2-Residential Plumbing Retrofit
• BMP 3-System Water Audits, Leak Detection and Repair
• BMP 4-Metering with Commodity Rates
• BMP 5-Large Landscape Conservation Programs
• BMP 6-High Efficiency Washing Machine Rebate Programs • BMP 7-Public Information Programs
• BMP 8-School Education Programs
• BMP 11- Conservation Pricing
• BMP 12-Conservation Coordinator
• BMP 13-Water Waste Prohibition
• BMP 14-Residential ULFT Replacement
Total water use throughout the City service area was projected in the City’s 2021 WMPU to increase to 44,465 AFY by 2040. The City’s water demand estimated incorporates the City’s water conservation plan and compliance with the Water Conservation Act of 2009, known as SBx7- 7. The COSMUD has met and expects to be able to continue to meet annual water demands within its service area.

Exhibit 1
453

PROJECT SUMMARY
The proposed developm ent has minimal daily water use , 127 ga/day, mostly associated with the two employee restrooms. Landscape and irrigation is designed to meet current MWELO requirements.

F. GENERAL PLAN
The City's General Plan includes policies and implementation programs related to maintaining an adequate water supply for the City's population. Following adoption of the General Plan, the City updated its Water Management Plan based on the growth projections of the General Plan. Based on existing water use patterns the wat er supply is reasonably available through 20 40. The area served would include all potential development within the 10-year Planning Horizon which includes the project location. The City's Water Master Plan also makes it clear that additional areas of the C ity, including the 20 -year Planning Horizon, could be served by using more surface water.

PROJECT SUMMARY
Existing water mains already exist adjacent to the site in both Waudman Avenue and Lucile Avenue in which the City has sufficient capacity to serve the proposed site. This development is consistent with the City’s General Plan.

Stormwater
Stockton’s stormwater drainage system is managed by the City’s Public Works Department. Most storm drains and pump stations within the service areas have adequate capacity to collect stormwater drainage.

A. EXISTING STORMWATER DRAINAGE SYSTEM
The City depends on drains and laterals to collect and convey stormwater runoff to South Bear Creek. The South Bear Creek flows at or near capacity that results in flooding during peak storm events.

The City’s drainage facilities consist of:
• Detention Basins
• Stormwater Quality Treatment Systems
• Pump Stations
• Water Level Monitoring Stations
Sto
rmwater Quality Treatment Systems: Stormwater quality standards imposed and monitored by the Environmental Protection Agency ( EPA) and the State Water Resources Board through the City’s stormwater NPDES permit require treatment of stormwater runoff prior to its release into the sloughs, creeks, rivers, or the Delta. Treatment is often provided within detention basins in a separate “wet” area that is part of or adjacent to the main basin. Other treatment may be provided by on -site
source control
and by site specific facilities. Stormwater quality is an integral part of the City’s stormwater management system.

Pump S
tations: Most existing stormwater is pumped into the South Bear Creek. Pumps are sized according to City design criteria and their operation is controlled by water levels in downstream drains.

Exhibit 1
454
Water Level Monitoring Stations: There are 1 1 existing water level monitoring stations throughout the City’s storm drainage systems that are used to obtain real-time water level measurements at critical low
points in the system to prevent flooding.

The
proposed stormwater distribution system may utilize Best Management Practices (BMP) and design control features, including the following Low Impact Development (LID) measures:

1. Implementation of the City of Stockton water Stormwater Management Plan.

2. Conserving natural areas and reducing imperviousness.

3. Runoff storage

4. Hydro-modification to mimic pre-development runoff volume and flow rate.

B. FUTURE STORMWATER DRAINAGE DEMANDS AND SYSTEM IMPROVEMENTS 200-Year Flood Protection in the Central Valley
Portions of the City of Stockton lie within the 200-year flood hazard area. However, the annexation area is not located within the 200-year flood hazard area, due to protection from the levee.

PROJECT SUMMARY
The proposed annexation will not affect the 200-year flood hazard area.

C. CAPITAL IMPROVEMENT PROGRAM/FINANCING
The capital improvement pr ojects (CIP) process contained in the City of Stockton Stormwater Management Plan (2009) is the same for private development. If the CIP meets the criteria for a priority project per the SWQCCP, the project must conform to new development standards. If the project site is equal to or greater than one acre, the site must obtain coverage under the General Construction Permit.

The City addresses project sites less than one acre and may be a threat to water quality through responses to water pollution complaints, enforcement of erosion and sediment control ordinance, and providing the small construction site handout from the county.

The City evaluates the Public Facilities and Facility Pollution Prevention Plan (FPPP) for public facilities to minimize or eliminate flows to the storm drain system . The FPPP include a site a site description and BMPs that address potential sources of pollutants to the storm drain system and procedures for dealing with any onsite spills.

The storm drainage improvements serving future growth are consistent with the City’s current regulations. The City’s CIP includes all water, wastewater, storm drainage, and transportation facilities required to meet the City’s targets for Level of Service. It ensures that infrastructure required for growth is constructed in a timely manner and financed in a way that equitably divides financial responsibility in proportion to the demands placed on new facilities.

Exhibit 1
455
The Technical Memorandum presents the Stormwater Master Plan Supplement for the Stockton General Plan Update (GPU) addresses stormwater drainage through recommended future actions. • The City shall continue to complete gaps in the drainage system in areas of existing development. • The City shall require the improvement of drainage detention basins as a condition of development approval according to the standards of the Stockton’s Stormwater Quality Control Criteria Plan.
• Stormwater drainage systems within new development areas shall include open drainage corridors where feasible to supplement or replace an underground piped drainage system. The drainage systems would provide for short -term stormwater detention, conveyance for stormwaters exceeding a 10-year event, stormwater quality treatment, bike and pedestrian paths, and visual open space within neighborhoods.
• The City shall update the Storm Drainage Master Plan, regarding stormwater drainage, every five years. The update shall be reviewed annually for adequacy and consistency with the General Plan.

P

ROJECT SUMMARY

UTILITY MAINS AND ACCESS HAVE ALREADY BEEN PROVIDED TO THE PROPERTY , THEREFORE NO CIPS ARE PROPOSED. In addition, the development will be required to obtain a General Construction Permit and will prepare a SWQCCP to comply with City and State requirements as the total disturbed area including the Waudman Avenue improvements is around one acre.

D. TIMING
Drainage improvements will be constructed to maintain the service level standard. This is accomplished by constructing the storm drainage and flood protection facilities for each new area that is developed , and by ensuring that necessary facilities are developed efficiently prior to and during construction activities.

E. STORM DRAINAGE WITHIN THE ANNEXATION AREA
Existing drainage patterns on the parcel generally sheet flow south to Waudman Avenue Right -of-Way and into an existing ditch that collects and infiltrates the flows. Waudman Avenue and Lucile Avenue generally direct storm water runoff west, while small portions of the roadways direct flows east to be captured by existing storm inlets along Thornton Road. The proposed development will construct a 7,000 square foot building wit h associated parking lot and landscaping. Stormwater will be directed east to a series of water treatment BMPs prior to discharging undetained to the City’s existing storm drain infrastructure. A portion of Waudman Avenue will be improved as part of this d evelopment and will include curb and gutter as well as a storm inlet to better capture offsite flows. The collected flows will then discharge to an existing 12’ culvert at the west end of the site. Flows within Waudman Avenue will primarily continue to follow existing drainage patterns.

Project Summary
The proposed development was designed in accordance with local and State guidelines and requirements The City’s existing infrastructure has sufficient capacity to take on the additional flows generated from the Exhibit 1
456
site. Furthermore, in 2009 an agreement was made with the City in which the City provided storm drain connections to the site for future connection. It is the intent of this development to utilize these stubs.

Wastewater
The City of Stock ton does not currently provide wastewater collection and treatment for the unincorporated areas within the City of Stockton. The City of Stockton 2040 General Plan and the Technical Memorandum provided by West Yost Associates dated December 2017 to the City of Stockton are the primary sources for the information included in this section. The General Plan outlines a long -term strategy for meeting future discharge and capacity requirements in orde r to meet community needs for buildout of the General Plan.

A. WASTEWATER COLLECTION
The only existing sanitary sewer collection system adjacent to the site resides within Thornton Road , however during the Thornton Road Widening Project a 6 -inch sanitary sewer stub was extended to the southeast corner of the O’Reilly site. It is the intent of this development to utilize this stub. The existing main and associated treatment facilities have sufficient capacity to serve the site. Wastewater flow from various sections of the City will be directed via gravity sewer, force main, or pump station. The system generally flows from the north, east, and south to the RWCF. Additional facilities will be constructed as needed for developments to connect to the proposed sewers.

PROJECT SUMMARY
In 2009 an agreement was made with the City in which the City would provide a sanitary sewer connection to the site for future connection. This stub was installed with the adjacent Thornton Road Widening Project and will be utilized for by this development. The 6-inch stub will be extended north to serve the remainder of the parcel in the event of future development.

B. Wastewater Treatment Plant Permitting and Capacity
The RWCF facility has a design flow capacity of 55 mgd and an average daily flow rate of 31.7 mgd. The existing RWCF facility is over 60 years old, and the sewer system has already undergone several upgrades and the City will continue to make upgrades per the General Plan. For treatment plant planning the City has adopted a predicted ADWF of 40.2 mgd for 2035 and 46.3 mgd for 2045. The RWCF provides primary, secondary, and tertiary treatment of municipal wastewater gathered from the city as a whole. The RWCF treated effluent from the RWCF is dechlorinated and discharged to the San Joaquin River. For new developments, the developer would be required to pay appropriate connection fees upon issuance of a building permit and will be billed for usage on a monthly basis.

P

ROJECT SUMMARY
The City has sufficient capacity to serve the waste generated by the proposed development therefore this development is not anticipated to have any negative impacts on the existing infrastructure or its capacity.

C. WASTEWATER QUALITY
The City’s wastewater treatment plant is governed by a Federal NPDES permit. The City is required by law to have its permit rev iewed every five years by the Regional Water Quality Control Board (the State’s Exhibit 1
457
regulating agency for the NPDES permit program). The RWCF discharges treated water to the Sacramento/San Joaquin River Delta in accordance with NPDES permit No. CA0079138. Upgr ades to the existing system have already been completed and the design allows for improvement in the secondary treatment system as part of the long-term plan.

D. FUTURE WASTEWATER DEMAND AND SYSTEMS IMPROVEMENT
Per the memo to the Utility Master Plan Sup plements dated October 1, 2018 by Placeworks, the 2040 projected improvements differ greatly from those stated in the 2035 General Plan. Due to this discrepancy some sewer system infrastructure could be undersized causing overflows, and some may be oversized causing unnecessary capital expenditure and an increase in the operations and maintenance efforts and costs. The memo suggests a new model plan that may consist of industry standard calibration procedures, on field -verified sewer invert elevation data, and the use of software to compute dynamic hydraulic conditions to more accurately represent the system.

The last revision to the 2040 General Plan was in 2018. There have been areas around Stockton that have been annexed into the City and sewer services have been provided to these areas.

P

ROJECT SUMMARY
Per the 2009 agreement, connection and use of the City’s sewer system was planned for and therefore not anticipated to negatively affect the existing infrastructure.

E. WASTEWATER SYSTEM WITHIN ANNEXATION PROJECT AREA
The annexation area does not currently connect to the City’s sewer system as it is an undeveloped parcel.

There are no existing sewer mains within Waudman Avenue nor Lucile Avenue. The only main adjacent to the site in Thornton Road. During a road widening projects a sewer lateral and stub to the annexation area was installed for use future connection. The stub was brought to the southeast corner of the the site.

The Annexation area is located within System 2 , which is not projected t o have many improvement measures take place.

P

ROJECT SUMMARY
The annexation area is to be serviced by the 6-inch stub brought to the southeast corner of the site via the Thornton Road widening project and per the 2009 agreement with the City to provide service. The stub is of sufficient size and able to service the proposed use with sufficient capacity. The stub will also be extended to the north to serve any future development on the remainder of the parcel.

Solid Waste
The City does not provide solid-waste service for the Stockton area. There are two companies servicing neighborhoods in the City of Stockton to ensure that the City's residential and commercial demands are met effectively, and that landfill use remains available for future generations by helping residents and businesses to recycle, compost, and reduce the overall solid waste load. Republic Ser vices and Waste Management provides the following solid-waste services:
• residential recycling pickup on a biweekly schedule;
• residential biweekly curbside pickup of compost materials; Exhibit 1
458
• leaf and Christmas tree pickup;
• commercial recycling; and
• household hazardous waste collection.

The private companies use one of three landfill locations to process and ship some of its solid waste and materials.

PROJECT SUMMARY
The proposed development will construct a trash enclosure to house one dumpster for solid waste and one dumpster for recycling. The property lies within Republic Services service area and has sufficient resources to service the site.

Electricity and Natural Gas
Pacific Gas and Electric Company (PG&E) is responsible for provision of electricity and natural gas to the City and the annexation area. PG&E delivers approximately 86,179 million kilowatt -hours (kWh) of electricity to its 15 million customers throughout the 70,000 -square-mile service area in northern and central California. The service area is divided into seven distribution areas, with Stockton located in the Stockton Division of PG&E's Operations, Maintenance, and Construction Area 5. Gas is delivered to the City and the City Planning Area through portions of PG&E's 48, 198 miles of natural gas pipelines.

P

ROJECT SUMMARY
There are no existing gas or electric laterals servicing the property, however transmission lines run adjacent to the property in Waudman Ave, Lucile Ave, and Thornton Road. There is also an underground power line traversing the southern portion of the property that will be relocated during development.

The proposed development will coordinate with PG&E to extend services to the property at time of construction.

Police Services
Police protection services in the City of Stockton are provided by the Stockton Police Department. The Stockton Police Department is a full-service law enforcement agency comprised of 485 sworn officers, 41 police telecommunicators , and 186 civilian staff. With a population of approximately 291,707, that equates to a staffing level of .64 officers per 1,000 residents. The staffing level is determined each year by the Stockton City Council and is subject to change as the Council, City Manager, and Chief of Police determine the needs of the City. At full build- out, this project would increase the City's population by approximately 279 people. Additionally, the City has been steadily increasing the number of sworn officers at the Police Department in recent years.

Police services outside of the City of Stockton city limits are provided by the San Joaquin County Sheriff's Department, located in French Camp approximately 7.5 miles southwest of Stockton. Police patrol services are provided 24 hours a day by 138 uniformed deputies as of 2019 . The County is divided into eight geographical areas or "beats." These beats are staffed around the clock and provide emergency response capability to citizens in the unincorporated area of the County. The Stockton Police Department provides mutual aid to the San Joaquin County Sheriff's Office, and vice versa when a situation exceeds the capabilities of either department. Mutual aid is coordinated through the San Joaquin County Sheriff.

Exhibit 1
459
The Stockton Police D epartment, Bear Creek Division, does not classify calls for service. The Police Department’s policy is to respond to all calls within three – five minutes. Even though there are no classification of calls , it is understood that a higher level of service may be required as population increases. The project will receive City provided law enforcement services after annexation.

The Stockton Police Department defines offences for statistical purposes using the Uniform Crime Reporting Code of California. Crimes are classified as Part 1 or Part 2 offences, depending on the priority of the crime. In 2020, 13,601 Part 1 offences, which include homicide, rape, burglary, and larceny, were reported. Auto Larceny – Theft and Aggravated Assault were the most common crimes in Stockton , combined accounting for over 69 % of offen ses in 2020 . Between 201 9 and 20 20, Part 1 offences in Stockton decreased by about 19.4 percent.

The FY 2020-2022 budget for the Police Department is $135,600,000. The need for additional personnel in the future will be addressed by the Chief of Police, the City Manager, and the City Council as response times are reassessed annually and as budget allows. The budget for the Police Department is expected to increase, as development of the City of Stockton continues.

P

ROJECT SUMMARY
The Stockton Police Department has sufficient resources to serve the annexation area. Staffing levels at the Stockton Police Department are adjusted based on Police Department response times and new hiring is expected to occur as the population of Stockton grows. The Police Department will begin receiving additional revenue through property taxes once the parcel is annexed into the City.

Fire Services
Fire protection services for the Stockton Area are provided by City of Stockton Fire Department, French Camp-McKinley Fire District, Eastside Rural County Fire Protection District, Montezuma Fire Protection District, and Waterloo-Morada Fire Protection District. The Stockton Fire Department (SFD) is responsible for the primary provision of fire service and emergency medical response for the City of Stockton and the unincorporated areas inside the city limits and its residents. The SFD serves approximately 350,000 residents throughout approximately 87.0 square miles. The SFD operates out of twelve (12) stations that are strategically located throughout the City of Stockton. The SFD is headquartered in Station 2 located at 110 West Sonora Street. The annexation area is expected to be served primarily by Station 7 , which is located approximately 1.2 miles due south of the annexation area.

The SFD’s Emergency Communications Division (ECD) was voted unanimously by the Board of Accreditation of the International Academies of Emergency Dispatch (IAED) as an accredited Center of Excellence. The ECD is the 129th center in the world to be awarded this highest distinction for ECD's comprehensive implementation and compliance with the Medical Priority Dispatch system (MPDS).

The City of Stockton General Plan 2040 includes policies and implementation measures that would allow for the Department to continue providing adequate facilities and staffing levels. Below is a list of relevant policies:
• Maintain adequate staffing levels to support achieving the City’s service level goals for police and fire protection. (Action LU-6.1G).

Exhibit 1
460
• Require development to mitigate any impacts to existing sewer, water, stormwater, street, fire station, park, or library infrastructure that would reduce service levels. (Action LU-6.3A). • A portion of sales tax from retail and business-to-business transactions goes directly into the City’s General Fund, where it can be used to support services such as law enforcement, fire suppression, and street maintenance.
• The various station houses are responsible for different emergency services. Specialty apparatus and personnel for the Haz ardous Materials Team are assigned to Fire Company 3 , the Water Rescue Team is Fire Company 6, etc.
• 1.23 sworn firefighters per 1,000 residents for a population up to 500,000 people. • Update the City’s Design Guidelines and Development Code to require new a nd retrofitted development to support effective police and fire protection response and services. (Action SAF -

1.2A)
• SB 244 added the following requirements to Government Code Section 65588: For each identified community, an analysis of water, wastewater, stormwater drainage, and structural fire protection needs or deficiencies.

Per the General Plan 2040 the following are fire response times for various events. 240 seconds or less travel time for the arrival of the first arriving engine company at a fire suppression incident, for other than high-rise, 480 seconds or less travel time for the deployment of an initial full alarm assignment at a fire suppression incident, and for high-rise, 610 seconds or less travel time for the deployment of an initial full alarm assignment at a fire suppression incident.

The SFD has a growing department that, according to the adopted General Plan, has plans and a budget to continue to provide the City of Stockton with fire and emergency services to an excellent standard.

PROJECT SUMMARY
The property is located in unincorporated San Joaquin County and currently s erviced by the Lincoln Rural Fire District. The property requires detachment from this fire district in order to be serviced by SFD once annexed. The subject site is l ocated in between Fire Stations 7 & 14 with both having an approximate 3 minute travel time. The SFD has the capacity and resources to service this additional property.

School Services
The annexation area is located within the boundaries of the Lodi Unified School District.

The Lodi Unified School District provides services to approximately 29,000 students across 46 schools within Stockton , Lodi, and the surrounding County areas . The School District consists of seven high schools, seven middle schools, and th irty two elementary schools.

PROJECT SUMMARY
The
annexation is not proposing any new residential developments and therefore will not have an impact on the school district.

Exhibit 1
461
Wagner Heights South Annexation
This development has analyzed the feasibility of annexing the entire Wagner Heights South Subdivision (Island Annexation) as part of an effort to eliminate unincorporated islands. However, due to scope, current infrastructure, and financial impact associated with annexing the entire island both the Applicant and City of Stockton have determined annexation to be infeasible at this point in time. The following is a brief summary of what the Island Annexation would entail.

The Island Annexation consists of 87 parcels located between Don Avenue and Thornton Road along Waudman Ave, Lucile Ave, and Alpha Drive. The entire area is approximately 64 acres and composed of mostly existing single -family residences with commercial use s along Thornton Road. T he Island Annexation is currently zoned for low density residential and commercial (for the lots along Thornton Road). The City’s General Plan specifies the same designations. The majority of the Island Annexation area is currently developed with only a few undeveloped parcels.

There are no water, sanitary sewer, or storm drain mains within Lucile Ave and Alpha Drive. An existing 12” water main within Waudman Ave runs throughout the Island Annexation area, but only has sanitary sewer and storm drain mains extended from Don Ave to Agate Ct. The majority of the existing parcels are serviced by existing septic tanks and wells. The Island Annexation would require extending these services throughout the annexation area and would be dependent on funding. The majority of existing residences and businesses have private wells and septic systems which would be required to connect to the City’s utilities (once available) but only after existing private water and septic systems break down and become inoperable. Existing water tanks and wells are located on the developed sites and will remain until water mains can be extended.

Storm drainage for the Island Annexation area currently consists of mostly roadside ditches that convey flows west toward D on Ave. The full buildout of storm drain infrastructure would consist of extending underground storm drain mains as well as providing catch basins throughout the annexation area to collect and convey stormwater runoff west towards Don Avenue.

Lastly, the majority of Lucile Ave, Waudman Ave, and Alpha Drive are not consistent with the City’s current roadway sections as they do not have curb, gutter, and sidewalk. These roadway sections would be required to meet current City standards when annexed.

P

ROJECT SUMMARY
The lack of existing utility infrastructure and amount of street improvements needing to be made to provide City’s services within a timely manner makes Island Annexation infeasible. At the time of this application, the City of Stockton had no previous or current plans on extending services to this area.

Funding is also another hurdle for the Island Annexation as the City has other more urgent priorities and limited funding. It is not anticipated that utility and street improvements could be installe d in a timely manner which is a main requirement of any annexation and therefore only the 1. 7 acre commercial property and the adjacent rights-of-way are proposed to be annexed at this time.

Exhibit 1
462

4. T IMELY AVAILABILITY OF WATER SUPPLY
As noted, California Government Code Section 56668(l) requires an assessment of the timely availability of water supplies for an annexation area. The UWMP for the City of Stockton’s water system assessed the reliability of its water supply for its service area, whic h includes the subject site. The UWMP includes a description of the water supply sources, projected water use, and a comparison of water supply water demands during normal, single -dry, and multiple -dry years. The definitions of the three water year scenarios, as described by the State Department of Water Resources, are provided below.

1. Average year is a year, or an averaged range of years in the historical sequence that most closely represents median water supply availability to the agency. Normal and averag e are used interchangeably within the Department of Water Resources guidebook.

2. Single dry year is the year with the lowest water supply availability to the agency.

3. Multiple dry year is the lowest average water supply availability to the agency for a consecutive multiple-year period (three years or more) for a watershed since 1903.

The City of Stockton currently has two water sources, surface water and ground water. The City operates the Delta at the DWSP intake facility for surface water and the City operates and maintains its own ground water system of wells.

The City's General Plan includes policies and implementation programs related to maintaining an adequate water supply of the City's population. Based on existing water use patterns the water supply is reasonably available through 2040. This is based on continued development of groundwater wells surface water allocations by the Delta at the DWSP.

The area served would include all potential development within the 10 -year Planning Horizon which includes the annexation area. The City's Water Master Plan also makes it clear that additional areas of the City, including the 20-Year Planning Horizon, could be served by using more surface water. At a projected population of 432,6267 in 2040, with a projected annual water requirement of 43.1 mgd, the City would be able to exceed this water requirement with a sustainable supply, as provided in the City’s most recently adopted WMP (the City’s 2021 WMP). In addition, the City could further reduce water demand through implementation of a Water Shortage Contingency Plan, as needed.

The City’s 2021 WMP was adopted by the Stockton City Council on January 2021. The 2021 WMP included existing and projected water demands for existing and projected future land uses to be developed within the City’s SOI through 2040. The water demand projections in the City’s 2021 WMP included existing City water demands, future water demands for developments within the existing City limit, and future water demands for future service areas outside the existing City limit.

According to the City of Stockton, the City has adequate water supplies to support existing demand in the City in addition to the build out of the annexation area, under average daily and maximum daily demand conditions. The water demand for current and proposed uses in the City of Stockton is 36,856 AFY. The City calculates separately that it has a projected total supply of 75,700 AFY in the year 2025, leaving 38,844 AFY available.

P

ROJECT SUMMARY
Exhibit 1
463
The proposed development anticipates generating approximately 127 gal/day or roughly 0.14 acre-ft/year excluding irrigation. The development will connect into the existing 12 -inch main in Waudman Avenue which has the capacity to accommodate the proposed demand. If the remainder of the parcel should be further developed, it would be able to connect into an existing main within Lucile Avenue that has been extended from Thornton Road to service the commercial complex at 1943 and 1955 Lucile Avenue. The construction of new mains are not required to service the site as the adjacent infrastructure is readily available and has ample capacity.

5. FAIR SHARE HOUSING NEEDS
The annexation area is currently under San Joaquin County Jurisdiction and would be subject to the City of Stockton’s Housing Element upon annexation. The Housing Element for Stockton has accounted for adequate housing spaces, new housing development, affordable housing, infill/downtown housing, preserving existing houses especially residences coming from annexed areas, housing for special needs, and promoting fair housing practice.

PROJECT SUMMARY
The proposed development will be constructed on a vacant parcel that has been designated for commercial use for over 30 years. Therefore, this development is not removing any existing or future designated housing. In addition, the City currently has sufficient housing to accommodate the workforce generated by this development.

6. FINANCING OF CITY SERVICES AND FISCAL IMPACTS
California Government Code Section 56653 requires that the required plan for servic es to a subject site include information on how the extension services would be financed. For the purposes of this analysis, services extensions are classified as public road improvements and utility services such as water, wastewater, storm water, electri cal, gas and communication systems that require construction of new pipelines, power lines, pump stations or other physical facilities needed to extend urban services to the subject site, and general City services such as police and fire protection would, generally speaking, be provided without major improvements to capital facilities.

Roads and Utility Improvements
As prescribed in the project conditions of approval, the project will be responsible for design and construction of required improvements to City roads and utility systems in accordance with adopted City standards. Unless improvements are deferred per a specific agreement with the City, they will be constructed prior to occupancy of the project site. The costs of extending electrical, gas and communication facilities will be borne by the project and the responsible franchise utility as prescribed in adopted rules and regulations. Costs of operating public infrastructure for the benefit of the project will be met through existing monthly service fee systems established by the City and franchise utilities.

Long-term capital improvement needs associated with new development, including the proposed project, are met through the City's adopted Public Facilities Fees (PFFs), which provide for expansion of City offices, libraries, community recreation centers, fire and police stations, street improvements, park land, surface water resource development improvement, air quality, and related administrative costs as these needs Exhibit 1
464
are identified . Similarly, the City has also adopted development fees for sanitary sewer and water connections, traffic signals, and street trees, and various local benefit district fees. PFF and connection fee payments are required when building permits are issued, in accordance with the City ’s adopted fee schedule, which is annually updated to keep pace with infrastructure and public facility costs. As a result, the City operates from year to year with a fee structure that reasonably anticipates and collects fees sufficient to meet capital improvement needs associated with new development.

Estimated PFFs and connection fees for proposed commercial development of the subject site are summarized in Table 1 below.

Along with the PFFs and connection fees, the City also collects development-related fees for the following:
• Air qu
ality
• County facilities
• Surface water for SEWD ($0.283 per square feet of retail/0.30) • Related administrative costs
Table 2 summarizes the e stimated development-related fees for proposed commercial development of the subject site. These also include development impact fees collected by other agencies, such as the Stockton Unified School District and SJCOG.

TABLE 2- ESTIMATED PUBLIC FACILITY AND CONNECTION FEES

FEE CATEGORY ESTIMATED PROJECT FEES
City of Stockton Fees
Community Recreation Center $200.40
City Office Space $4,368.00
Fire Stations $4,358.60
Libraries $7,713.00
Parkland $0
Police Stations $8,952.00
Street Improvement $0
Regional Transportation $96,537.00
Traffic Signal $39,079.00
Sewer Connection $39,037.80
Water Connection $28,932.00
Delta Water Supply $96,539.00
TOTAL CITY CAPITAL FEES $793,489.80
Exhibit 1
465
TABLE 3- ESTIMATED DEVELOPMENT RELATED FEES

FEE ESTIMATED PROJECT FEES
Agricultural Land Mitigation $0
Air Quality $16,920.40
County Facilities $35,545.20
Surface Water $91,029.60
Administration $20,645.40
School Impact Fees (SUSD) $35,860.20
Habitat/Open Space (SJCOG) $30,777.60
TOTAL OTHER FEES $230,778.00
General Services
The anticipated revenues to the City of Stockton, which would be the main provider of services, is presented here, along with the anticipated fees that be collected for capital improvements supporting these services. As noted above, the design, engineering, and construction of these services and infrastructure improvements will be financed by developers of the subject site, subject to approval by the City. This section also analyzes financial impacts on the Lincoln Rural Fire District, which currently provides fire protection services to the subject site and from which the subject site would be detached upon annexation to the City.

As a charter city, the City of Stockton benefits from the same revenue sources as general law cities, as well as a utility user tax. The City receives a portion of the property tax collected within the City limits, and it receives franchise payments from electrical distribution, cable television and solid waste collection franchises. The City operates its public utilities (i.e., water and sanitary sewer) as enterprise functions, and it engages in public recreation activities on a quasi- enterprise basis, subsidized by its General Fund (e.g., golf courses, ice arena, civic auditorium). Revenue estimates were generated primarily on a person-served basis, which accounts for project-related population and employee growth.

T
ABLE 4- ESTIMATED CITY REVENUES RESULTING FROM ANNEXATION OF PROJECT SITE .

CAT

EGORY AMOUNT
Property Taxes
Secured Property Tax $23,370.00
Unsecured Property Tax $2,337.00
Property Transfer Tax $676.80
Property Tax in-Lieu of Motor Vehicle Fees $28,290.00
Other Revenue Sources
Exhibit 1
466

CATEGORY AMOUNT
Sales Tax $450,000
Utility Users Tax $4,352.40
Franchises $1,698.00
Business Licenses $8,032.20
Document Transfer $229
Motor Vehicle Licenses $0
Investment Proceeds $672
Fire Contracts $918
Code Enforcement $749
Charges for Services $434
Fines & Forfeitures $74
Revenues from Other Agencies $525
Licenses & Permits $97
Sale of Fixed Assets $62
Miscellaneous Other Revenues $0
Indirect Cost Allocations $1,115
Refunds & Reimbursements $305
Rents/Leases/Concessions $748
Loan Repayment $105
TOTAL $524,789.20
Property Tax
Property tax rates are set at 1% of assessed property value. The potential property tax revenues resulting from the project were based on information provided by the project applicant and the current City/County Revenue Sharing Agreement for annexations.

Approximately 50% of every property tax dollar from the subject site is allocated among the Stockton Unified School District, San Joaquin Delta Community College, the State’s educational fund, and other agencies. This leave an “available share” of approximately 50% of the overall property tax revenue, which is currently divided between the County, the Lincoln Rural Fire District, and other County agencies. This division of the property tax is the basis for estimating the property tax the City will receive upon annexation and development of the subject site.

Secured Property Tax
Exhibit 1
467
Based upon information from the San Joaquin County Auditor -Controller’s Office, upon annexation, approximately 6% of total property tax revenue from the subject site would go to the City. Based on this information, the City’s share of the total secured property tax amount after annexation and development would be $23,370. Current property taxes paid to the County on the subject site are approximately $12,407.87.

Unsecured Property Taxes
Unsecured property taxes are derived from property that is not real estate such as business equipment, boats, aircraft, and possessory interests. For this analysis, it is assumed that the unsecured property tax is 10% of the secured property tax and that the amount of unsecured property tax the City would receive after annexation and development of the subject site would be $2,337.

Other Property Taxes
Property transfer taxes are taxes charged as a percentage of the value of property that has a transfer of title. It is estimated that the amount of property transfer tax the City would receive after annexation of the subject site would be $676.80.

In 2004, the State Legislature and the Governor agreed to a swap of city and county vehicle license fee revenue for an additional share of property tax revenue to be provided to the local governments. This Property Tax in-Lieu of Motor Vehicle Fees is a substantial source of revenue based on property taxes. It is estimated that the amount of property tax in-li
eu of motor vehicle fees associated with the subject site would be $0.

Sales Tax
The current sales tax rate in the City of Stockton is 9.00%, with the City receiving 2.25% of taxable sales,

1.25% of
which is a result of measures approved by City voters (Measure A – 0.75%, Measure W (police and fire) – 0.25%, Measure M (library and recreation) – 0.25%). The estimated tax revenue received by the City would be approximately $450,000.

Utility User Tax
A utility user tax is levied against utility charges for all non-public users of gas, electric, water, telephone, and cable television services. This tax is 6% of a customer’s monthly bill. Future development on the subject site would generate an estimated $4,352 annually in utility user tax revenues.

Franchise Tax
Franchise taxes are levied upon the providers of natural gas, electric, refuse removal and cable television service. The franchise tax, which is 2% for most utilities and 3% for cable TV, is levied upon the provider rather than the customer and is charged against all utility revenues. The anti cipated future development on the subject site would generate approximately $1,698 in franchise tax revenue annually.

Business License Tax
Exhibit 1
468
The City of Stockton assesses a business registration fee and a license tax on any person engaged in or carrying on any profession, trade, calling, occupation, or business in the City. Beyond a registration fee of $24, businesses are assessed at varying rates based typically on their gross receipts; gross receipts information for the annexation area is unknown. Future development on the subject site is estimated to yield an annual revenue of $8,032.

Other Revenue Sources
The City has a variety of other revenue sources , which are listed in the City’s budget. These include document transfer fees, licenses and permits, fines and forfeitures, rents/leases and concessions, sales of fixed assets, investment proceeds, and revenues from fire service contracts and from other agencies, among others. Not all these rev enue sources would be associated with annexation and development of the subject site. However, to simplify the analysis, revenues from each of these sources have been estimated based upon the service population anticipated to be on the subject site at full development.

Estimated revenues from these other sources would be $6,033.

Estimated Change in Annual Expenditures for City of Stockton As discussed, immediate and future capital costs of the project would be met through developer im
provements to public ro ad and utility systems and through payment of the City PFFs and connection fees. The project is commercial in nature and would not result in increases in the resident population of Stockton, with concurrent costs in providing City services. However, the a ddition of project -related employees would contribute to the “service population” of the City, which could contribute to service costs.

Impacts of proposed future development on the City’s water, sanitary sewer, and storm drainage systems would be less than significant. The City’s sanitary sewer system has adequate capacity to accommodate additional wastewater from the project, and existing sewer lines in the area can carry the anticipated flow.

The City’s water system has sufficient supplies to satisfy pote ntial project demand, and no new supplies would need to be obtained. In accordance with City requirements, the project developer would construct the necessary improvements and connections to the City’s water and sewer systems and storm drainage facilities to accommodate runoff in accordance with City standards. Expenses to operate the required City utilities to the subject site are expected to be minimal and would be covered by monthly utility billing to the project activities.

Impacts to public services pr ovided by the City, primarily fire and police protection, would be less than significant with the installation of the fire sprinkler systems required by the City. Expenses to provide City fire and police services to the subject site are also expected to be minimal. While the project would place an incremental demand for City fire and police services, no new or expanded services would be required as a re
sult of the project. Future capital costs for these services would be met through payment of PFFs.

The proposed annexation would include the segments of ROW that front the subject site, approximately 210’ of Lucile Avenue and approximately 270’ of Waudman Avenue. Lucile Avenue Right-of-Way is 60 feet in width while Waudman Avenue is 50 feet in width. Additional Right -of-Way is not anticipated to be required for Lucile Avenue it meets or exceeds the required Right- of-Way widths for all local roadway sections. Waudman Aven ue does not meet the required Right -of-Way width for local commercial road Exhibit 1
469
which is 54 feet, therefore the O’Reilly development is dedicating 2 feet of Right- of-Way so that the Applicant’s side of Waudman Avenue conforms to the City’s standard roadway section. It is anticipated that the addition 2 feet of Right-of-Way will be required to be dedicated once the property on the south side of Waudman Avenue re-develops. The Applicant will be responsible for the frontage improvements along the applicant’s side o f Waudman Avenue which include minor widening of the roadway, curb, gutter, sidewalk, drainage, and landscaping. The annexed segments would increase costs to the City for ongoing road maintenance. A rough approximation of the increased maintenance cost ass ociated with these road sections was obtained by dividing the total miles currently maintained by the City of Stockton into total street maintenance cost, then applying the results to the segments to be annexed. According to the FY 2019/20 budget for the City of Stockton, the City maintains 763 miles of streets at a cost of $6,911,421. Based on these figures, the additional cost to maintain the annexed segments would be approximately $781 annually. Road maintenance costs are met from a variety of sources.

The project is not expected to result in additional costs for schools or parks and recreation, as the project would not increase the resident population. Nonetheless, the project would contribute to future school and park capital needs through payment of school mitigation fees and park and recreation PFFs.

An approximation of maximum potential increases in City services costs associated with the project was calculated by dividing total general fund expenditures by the City service population, and by multiply ing that factor by the increase in service population on the subject site.

Overall Impact of Project on City Budget
The proposed future development of the subject site is expected to generate approximately $870,627in annual revenues to the City. With esti mated annual expenditures of $540,023, the City would have adequate annual revenues to provide services to the subject site. In addition, as indicated in Table 1, proposed future development would generate $ 569,322 in one-time capital facility fees to the City to cover expenses associated with new or expanded public facilities and services. Additional fees would be paid to SUSD and SJCOG.

In summary, the City would be expected to expect to receive substantial revenue s from proposed development of the subject site, while the expenses incurred in providing City services to the subject site would be less than the anticipated revenues. Thus, at the project level, the City would likely operate at a budget surplus.

Property Tax Impacts to the Rural Fire District
Based on information provided by the County Auditor -Controller' s Office, the Lincoln Rural Fire District currently receives approximately 2.4 percent of the general one-percent property tax levy on the subject site, which generates approximately $92 of property tax revenue annually for the Fire District. This amount is based on current valuation of the property. Upon annexation and development of the subject site, the assessed valuation of the site would increase substantially. However, the Fire districts currently is under contract with the City to provide services for the subject site. While a part of the annexation process would be detached from the Fire District, a dditional revenue reimbursement would not be required as the Fire District would no longer require a contract with the City to service the project site.

Exhibit 1
470
LAFCo policy dictates that adverse fiscal impacts resulting from such detachments from special districts or annexations that fail to provide adequate mitigation of the adverse impact on the district will not be approved would apply to this proposed detachment. It is expected that the City and the Fire District will reach an agreement that will reduce adverse revenue impacts on the Fire District resulting from the proposed annexation. LAFCo may determine appropriate temporary mitigation, if any, and impose that temporary mitigation to the extent it is within its powers.

7. CONCLUSION
The Cortese-Knox-Hertzberg (CKH) Local Government Reorganization Act of 2000 is the section of the State Government Code (Government Code §§ 56000 et seq.) that provides LAFCO with its authority, procedures, and functions. This law gives LAFCO power to “approve or disapprove with or without amendment, wholly, partially or conditionally” proposals concerning the formation of cities and special districts, annexation, or detachment of territory to cities and special districts, and other changes in jurisdiction or organization of local government agencies.

Consistent with the requirement that LAFCO review the proposed annexation request pursuant to the criteria provided in Government Code Section 56375, the following justification and findings are made in support of approval of the annexation request.
1) Lands within the annexation area are planned for urban uses in the Stockton General Plan. 2) The project is located within the City of Stockton 10-year Planning Horizon. 3) The project does not exceed 150 acres in area, and the area constitutes the entire island. 4) The project constitutes an entire unincorporated island located within the limits of the City of Stockton.
5) The project is surrounded by the City to which annexation is proposed. 6) The project is substantially developed due to the presence of physical improvements upon the parcels within the area.
7) The project is not prime agricultural land, as defined by section 56064. 8) The project will benefit from the change of organization from the annexation into the City. 9) The project does not belong to a gated community where services are provided by a community services district.

Findings
Overall, existing public services, with improvements proposed as a part of the project, would be adequate to serve the project. The project would require extension of non-utility services provided by the City, such as public safety.

Justification for Approval
The annexation area is within the City’s General Plan Sphere of Influence (SOI) and is included within the Municipal Services Review (MSR) Report 10 -year Planning Horizon. LAFCO has adopted a policy, in line with State Policy, encouraging the dissolvement of unincorporated islands within Cities. Although this annexation p roject does not remove the entire Wagner Heights South unincorporated island for the reasons previously mentioned, it reduces the island overall footprint and promotes an orderly and logical boundary for annexation that is contiguous to the City limits. Consistent with the requirement that LAFCO Exhibit 1
471
review the proposed annexation request pursuant to the criteria provided in Government Code Section 56337, the following justification and findings are made in support of approval of the annexation request. 1) Lands within the annexation area are planned for Commercial uses in the Stockton General Plan. 2) The project is located within the City of Stockton 10-year Planning Horizon. 3) The project proposes an orderly and logical boundary for annexation and is contiguous to the City limits and has access to existing City services and utility stubs. 4) The project creates a logical extension of the City boundaries and extends the existing infrastructure.

Exhibit 1
472

APPENDIX A - LEGAL DESCRIPTION AND BOUNDARIES

ALL that certain real property situate in the unincorporated area of San Joaquin County, State of California, Described as follows:

Being a portion of the South Half of Section 8, Township 2 North, Range 6 East of the Mount Diablo Meridian, county of San Joaquin, State of California, being more particularly described as follows:

BEGINNING at a southeast corner of Lot 67 of Wagner Heights Subdivision, said Point of Beginning; thence South 38°43’40” East along the west right-of-way line of Thornton Road a distance of 458.94 feet; thence Northwest on a non-tangent curve to the left having a radius of 20.00 feet, a central angle of 78°40'29" and an arc length of 27.46 feet, the chord of said arc bears North 78°03'53" West a distance of 25.36 feet to the south right-of-way line of Waudman Avenue; thence South 62°35’51” West along the south right-of-way line of Waudman Avenue a distance of 270.85 feet; thence North 27°31’27” West a distance of 410.00 feet to the north right-of-way line of Lucile Avenue; thence North 62°35’51” East along the north right-of-way line of Lucile Avenue a distance of 181.59 feet; thence Northwest on a curve to the left having a radius of 20.00 feet, a central angle of 101°19'31" and an arc length of 35.37 feet, the chord of said arc bears North 11°56'04" West a distance of 30.94 feet to the west right-of-way line of Thornton Road and the Point of Beginning;

Containing 2.33 acres more or less.

This legal description is for assessment purposes only.

Exhibit 1
473

APPENDIX B – PROPOSED DEVELOPMENT PLAN

Exhibit 1
474
LEGEND
1 OF 1

CITY OF STOCKTON

A PORTION OF THE SOUTH HALF OF SECTION
8, TOWNSHIP 2 NORTH, RANGE 6 EAST,

MOUNT DIABLO BASE AND MERIDIAN, SAN

JOAQUIN COUNTY, STATE OF CALIFORINA
BEING NORTH 62'36'00" EAST ALONG THE

CENTERLINE OF WAUDMAN AVENUE AS

SHOWN ON THAT PERCEL MAP FILED IN
BOOK 13 OF PARCEL MAPS, PAGE 167. SAN
JOAQUIN COUNTY RECORDS.

BASIS OF BEARINGS
Exhibit 2
475
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Exhibit 2
476

ORDINANCE NO.

AN ORDINANCE AMENDING TITLE 16 OF THE STOCKTON MUNICIPAL CODE RELATED TO THE “ZONING MAP,” IN SECTION 16.16.030 OF THE STOCKTON

MUNICIPAL CODE, TO PREZONE A PROPERTY TO COMMERCIAL GENERAL (CG) LOCATED AT 9147 THORNTON ROAD AT ASSESSOR’S PARCEL NUMBER 080- 290-39 (APPLICATION NO. P20-0793)

On August 31, 2020, the applicant, O’Reilly Auto Enterprises , LLC, submitted a request to, amongst other requests, Prezone Assessor’s Parcel Number 080-290-39 to General, Commercial (CG) Zone; and

On November 18, 2021 , the Planning commission held a duly noticed public hearing, pursuant to Stockton Municipal Code (SMC) Section 16.116.040(D), to consider the proposed Prezoning, at which all times all interested parties had the opportunity to be heard; and

On November 18, 2021, and prior to acting on this request, the Planning Commission considered and recommended exemption from further environmental review pursuant to the California Environmental Quality Act (CEQA) Guidelines sections 15183 and 15183.3; and

BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF STOCKTON, AS FOLLOWS:

SECTION 1. FINDINGS AND INTENT

The City Council of the City of Stockton finds , pursuant to SMC Section

16.116.050(B), that:

A. The proposed Prezone action ensures and maintains internal consistency with the general land uses, objectives, policies, programs, and actions of all elements of the General Plan on balance. The 2040 General Plan Land Use Map designates the subject site Commercial. Pursuant to Table 2-1 (General Plan Relationship to Development Code) of the General Plan, the CG Zone is compatible with the Commercial General Plan Land Use Map designation of Commercial.

B. The proposed Prezone action would not create any inconsistencies with SMC Title 16 ( Development Code) since it pertains to the Zoning Map only. The text of Title 16 (Development Code) would remain unchanged under this action.

C. The proposed Prezone action would further the following General Plan policies:

477

i. Goal LU-4: Attract and retain companies that offer high -quality jobs with wages that are competitive with the region and state.

ii. Policy LU-4.2: Attract employment- and tax-generating businesses that support the economic diversity of the city.

iii. Policy LU-6.2: Prioritize development and redevelopment of vacant, underutilized, and blighted infill areas.

D. The proposed Prezon e action will not endanger, jeopardize, or otherwise constitute a hazard to the public convenience, health, interest, safety or general welfare of persons residing or working in the City because the CG Zone designation will, as noted above, be compatible with General Plan Land Use Map designation applicable to the site.

E. The proposed Prezone action requires no further environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15183(consistency with General or Community Plan).

F. Based on the information included in the accompanying General Plan EIR, the subject site would be physically suitable (including access, provision of utilities, compatibility with adjoining land uses, and absence of physical constraints) for the requested zoning designation and anticipated land use development.

SECTION II. PREZONE CLASSIFICATION

G. That the Prezone to the Citywide Zoning Map, particularly referred to in SMC Section 16.16.030, by reference made a part hereof and illustrated in Exhibit 1, said Code is hereby amended to provide a Commercial, General (CG) Zone designatio n for Assessor’s Parcel Number 080-290-39 upon annexation to the City of Stockton.

SECTION III. SEVERABILITY

If any part of this Ordinance is held invalid for any reason, such decision shall not affect the validity of the remaining portion of this Ordina nce, and the City Council hereby declares that it would have passed the remainder of this Ordinance, if such invalid portion thereof had been deleted.

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478

SECTION IV. EFFECTIVE DATE

This Ordinance shall take effect and be in full force thirty (30) days after its passage.

ADOPTED:

EFFECTIVE:

________________________
KEVIN J. LINCOLN II
Mayor of the City of Stockton

ELIZA R. GARZA
City Clerk of the City of Stockton

479
LEGEND
1 OF 1

VICINITY MAP (NOT TO SCALE)

DAVIS RD

THORNTON RD

DON AVE

WAGNER HEIGHTS RD

LOWER SACRAMENTO RD

THORNTON RD
SITE

CITY OF STOCKTON

APN ASSESSOR'S PARCEL NUMBER

GP GENERAL PLAN

ROW RIGHT-OF-WAY

SAN JOAQUIN DESIGNATIONS

C/G GENERAL COMMERCIAL

R/L LOW DENSITY RESIDENTIAL

CITY OF STOCKTON DESIGNATIONS

CG COMMERCIAL, GENERAL

AREA OF PREZONE

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481

CONSIDERATION OF PREZONE AND ANNEXATION

REQUESTS FOR THE PROPOSED O'REILLY RETAIL STORE
AT 9147 THORNTON ROAD (APN 080-290-39)
(APPLICATION NO. P20-0793)
Stockton City Council
Agenda Item 10.1
January 25, 2021
482
Location
The 1.70-acre O’Reilly property (APN 080-290-39) is located on Thornton Road, at the northwest corner of Thornton Road and Waudman Avenue. 483
Background
• 1.7-acre vacant parcel (APN) 080-290-39.
• Within County of San Joaquin, but
contiguous to Stockton City Limits.
• Applicant proposes Commercial-General
(CG) zoning consistent with nearby
commercial properties within City Limits.
484
Approved Site Plan
485
General Plan (Commercial)
486
Existing Surrounding Uses
487
LAFCo Request (Wagner Heights)
• Applicant requested: 1.7-
acres
• LAFCo requested: 68.12-
acres
• Possible improvements
cost: $15 million
($180k/parcel)
• City and Applicant cannot
absorb additional cost.
• Staff recommends annex
of 1.7-acres
• City will continue to
investigate dissolution of
Islands.
488
Annexation and Detachment (1.7-acre)
489
Prezone (Map Amendment)
490
Conclusion
• Consistent with General Plan and existing
adjacent commercial uses.
• Reviewed by applicable agencies and
departments.
• Public comments have been addressed.
• Conditions of Approval to regulate development
and mitigate impacts during construction.
• No additional environmental review is required
per California Environmental Quality Act (CEQA)
Guidelines section 15183.
491
Recommendation
Staff recommends that City Council:
• Find no further environmental review is necessary
from the California Environmental Quality Act (CEQA)
pursuant to Section 15183 (Projects Consistent with
a Community Plan, General Plan, or Zoning); and
• Adopt an Ordinance for the Pre-zoning of APN 080-
290-39 to Commercial, General (CG); and
• Adopt a Resolution authorizing the filing of an
annexation application with the San Joaquin Local
Agency Formation Commission.
492
City of Stockton
Legislation Text
File #: 22-0081, Version: 1

COUNCIL COMMITTEE/BOARD AND COMMISSION MINUTES

RECOMMENDATION
Information item only. No action required.

City of Stockton Printed on 1/18/2022Page 1 of 1
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