Agenda packet — City Council and Concurrent Authorities, May 3, 2022 (part 3 of 5)

Table B-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Estimated Annual Property Tax Revenues (2020$)
Assumption/
Item Source Formula 2025 2030 2035 2040 2050 Buildout (2060) Assessed Value of New Development Table D-2
Assessed Value of New Development in Current City Limits a $1,179,618,758 $2,170,065,092 $3,019,643,625 $3,320,572,292 $3,445,572,292 $3,506,962,292 Assessed Value of New Development in Annexation Area b $137,875,000 $345,375,000 $600,390,200 $714,067,000 $714,067,000 $714,067,000 Total Assessed Value c = a + b $1,317,493,758 $2,515,440,092 $3,620,033,825 $4,034,639,292 $4,159,639,292 $4,221,029,292 Property Tax Revenue (1% of Assessed Value) 1.0000%
Property Tax Revenue in Current City Limits d = a * 1.00% $11,796,188 $21,700,651 $30,196,436 $33,205,723 $34,455,723 $35,069,623 Property Tax Revenue in Annexation Areas e = b * 1.00% $1,378,750 $3,453,750 $6,003,902 $7,140,670 $7,140,670 $7,140,670 Total Property Tax Revenue f = d + e $13,174,938 $25,154,401 $36,200,338 $40,346,393 $41,596,393 $42,210,293 Estimated Property Tax Allocation
Property Tax Allocation in Current City Limits [1]
City of Manteca General Fund 14.2968% g = d * 14.30% $1,686,477 $3,102,498 $4,317,123 $4,747,355 $4,926,065 $5,013,833 Other Agencies/ERAF 85.7032% h = d * 85.70% $10,109,711 $18,598,153 $25,879,313 $28,458,368 $29,529,658 $30,055,790 Property Tax Allocation in Annexation Areas [2]
City of Manteca General Fund 6.6282% i = e * 6.63% $91,386 $228,921 $397,949 $473,296 $473,296 $473,296 Other Agencies/ERAF 93.3718% j = e * 93.37% $1,287,364 $3,224,829 $5,605,953 $6,667,374 $6,667,374 $6,667,374 Total City of Manteca General Fund Property Tax k = g + i $1,777,863 $3,331,419 $4,715,072 $5,220,651 $5,399,361 $5,487,129 EIFD Allocation - Maximum Tax Rate
EIFD Allocation Percentage [3] l 5.0% 20.0% 20.0% 20.0% 20.0% 20.0% EIFD Allocation m = k * l $88,893 $666,284 $943,014 $1,044,130 $1,079,872 $1,097,426 Net City General Fund Property Tax n - k - m $1,688,970 $2,665,135 $3,772,058 $4,176,521 $4,319,489 $4,389,703 EIFD Allocation - Variable Tax Rate
EIFD Allocation Percentage [3] l 5.0% 13.0% 9.5% 9.5% 4.5% 4.5% EIFD Allocation m = k * l $88,893 $433,084 $447,932 $495,962 $242,971 $246,921 Net City General Fund Property Tax n - k - m $1,688,970 $2,898,334 $4,267,141 $4,724,689 $5,156,390 $5,240,208 Estimated Property Tax Revenues (2020$)
City of
Manteca
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Table B-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Estimated Annual Property Tax Revenues (2020$)
Assumption/
Item Source Formula 2025 2030 2035 2040 2050 Buildout (2060) Estimated Property Tax Revenues (2020$)
City of
Manteca
Property Tax In-Lieu of Motor Vehicle In-Lieu Fee Revenue (VLF) l $9,295,356,393 $9,295,356,393 $9,295,356,393 $9,295,356,393 $9,295,356,393 $9,295,356,393 m $1,317,493,758 $2,515,440,092 $3,620,033,825 $4,034,639,292 $4,159,639,292 $4,221,029,292 n = l + m $10,612,850,151 $11,810,796,485 $12,915,390,218 $13,329,995,685 $13,454,995,685 $13,516,385,685 o = m / l 14.17% 27.06% 38.94% 43.40% 44.75% 45.41%
Total Citywide Assessed Value [4]
Total Assessed Value of Project
Total Assessed Value
Percent Change in AV
Property Tax In-Lieu of VLF [5] $7,228,240 p = o * $7,228,240 $1,024,507 $1,956,052 $2,815,005 $3,137,410 $3,234,612 $3,282,350 prop tax
Source: City of Manteca; San Joaquin County Auditor-Controller; EPS. [4] Reflects Assessed Valuation for FY 2019-20. Includes Citywide secured, unsecured, homeowner exemption, and public utility roll. [5] Property tax in-lieu of VLF amount derived from the City of Manteca FY 2019-20 Annual Budget. Refer to Table B-1 for details. [1] Reflects the average property tax allocation to the City's General Fund for all TRAs within the 200-year flood plain that are within the City's boundary and not included in a redevelopment area. TRAs located in Project boundary include: 002-000, 002-005, 002-006, 002-055, 002-057, 002-058, 002-060, 002-063, 002-064, 002-074, 002-076, 002-078, 002-080, 002-087, and 002-088. Project TRAs not included in the redevelopment area include: 002-000, 002-060, 002-063, and 002-088. [2] Reflects the estimated property tax allocation to the City's General Fund of TRAs anticipated to annex into the City of Manteca within the boundary of the flood basin. Refer to Table D-1 for details. [3] EIFD allocation percentage represents the portion of property tax revenues to be diverted to the EIFD. Alocation percentages are negotiated allocation amounts based on discussions between the County, the Cities of Lathrop, Stockton, and Manteca, and Project Consultants. Reflects the Initial Base Rate for the period ending 2029 and the Maximum Tax Allocation Rate for 2030 and beyond.

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Table B-4
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Real Property Transfer Tax (2020$)
Assumption/
Description Source 2025 2030 2035 2040 2050 Buildout (2060) Rate per $1,000 of AV $0.55
Project Assessed Value Table D-2
Low Density Residential $666,500,000 $1,435,500,000 $2,015,500,000 $2,209,500,000 $2,209,500,000 $2,209,500,000 High Density Residential $93,800,000 $147,600,000 $147,600,000 $147,600,000 $147,600,000 $147,600,000 Nonresidential $557,193,758 $932,340,092 $1,456,933,825 $1,677,539,292 $1,802,539,292 $1,863,929,292 Total Assessed Value $1,317,493,758 $2,515,440,092 $3,620,033,825 $4,034,639,292 $4,159,639,292 $4,221,029,292 Turnover Rate
Low Density Residential 14.30%
High Density Residential 6.70%
Nonresidential 5.00%
Annual Transfer Tax Revenue [1]
Low Density Residential $52,420 $112,902 $158,519 $173,777 $173,777 $173,777 High Density Residential $3,457 $5,439 $5,439 $5,439 $5,439 $5,439 Nonresidential $15,323 $25,639 $40,066 $46,132 $49,570 $51,258 Total Annual Transfer Tax Revenu
e $71,200 $143,980 $204,024 $225,349 $228,786 $230,474
transfer
Source: City of Manteca; San Joaquin County Auditor-Controller; EPS. [1] Formula for Transfer Tax = Assessed Value/$1,000 * Rate per $1,000 of Assessed Value * Turnover rate.

Estimated Annual Property Transfer Tax Revenue (2020$)
City of
Manteca
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Table B-5
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Estimated Annual Taxable Sales and Use Tax Revenue (2020$) Item Formula 2025 2030 2035 2040 2050 Buildout (2060)
Estimated Annual Taxable Sales
Annual Taxable Sales from Market Support (Residents and Employees) a $40,347,645 $75,445,812 $103,598,636 $113,935,379 $115,184,129 $115,797,415 Annual Taxable Sales from Onsite Commercial Uses b $121,792,711 $324,229,106 $577,848,534 $675,416,296 $755,012,084 $794,103,167 Annual Taxable Sales from New Development c = a + b $162,140,356 $399,674,918 $681,447,170 $789,351,675 $870,196,213 $909,900,582 Annual Sales Tax Revenue
Bradley Burns Local Sales Tax Revenue d = c * 1.0000% 1.0000% $1,621,404 $3,996,749 $6,814,472 $7,893,517 $8,701,962 $9,099,006 City of Manteca Prop 172 Public Safety Sales Tax Revenue [1] e = d * 2.8912% 2.8912% $46,877 $115,553 $197,018 $228,215 $251,588 $263,067 sales
Source: City of Manteca; California State Board of Equalization; EPS.

Source/
Assumptions
Annual Sales Tax Revenue
[1] Calculated as the ratio of Proposition 172 Public Safety Tax revenue to total sales tax revenue based on the FY 2020-21 Budget. Any variation in the relationship between Proposition 172 Public Safety Tax revenue and total sales tax revenue affecting the estimate of this revenue source is estimated to be nominal.

City of
Manteca
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Table B-5A
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Manteca
Estimated Annual Taxable Sales from Proposed Development, Market Support Method (2020$) Annual Taxable Sales from Market Support Assumption 2025 2030 2035 2040 2050 Buildout (2060) Annual Taxable Sales from New Residents
Residential Development Table A-3
Low Density Residential 1,253 2,699 3,789 4,154 4,154 4,154 High Density Residential 441 694 694 694 694 694
Total Residential Development 1,694 3,392 4,483 4,848 4,848 4,848 Taxable Retail Expenditures per Household [1]
Low Density Residential $24,000 $30,072,480 $64,769,760 $90,939,360 $99,692,640 $99,692,640 $99,692,640 High Density Residential $15,000 $6,612,900 $10,405,800 $10,405,800 $10,405,800 $10,405,800 $10,405,800 Total Taxable Retail Expenditures $36,685,380 $75,175,560 $101,345,160 $110,098,440 $110,098,440 $110,098,440 Estimated Citywide Capture from New Households [2] 80% $29,348,304 $60,140,448 $81,076,128 $88,078,752 $88,078,752 $88,078,752 Estimated Taxable Sales inside Project Area 50% $14,674,152 $30,070,224 $40,538,064 $44,039,376 $44,039,376 $44,039,376 Estimated Taxable Sales outside Project Area 50% $14,674,152 $30,070,224 $40,538,064 $44,039,376 $44,039,376 $44,039,376 Annual Taxable Sales from New Employment
Taxable Sales from New Employment
Employees Table A-4 10,185 14,172 20,854 23,941 25,098 25,665 Average Daily Taxable Sales per New Employee $10.00
Work Days per Year 240
Taxable Sales from New Employees [3] 50%
Total Taxable Sales from New Employees $12,221,490 $17,005,960 $25,025,009 $28,729,586 $30,117,086 $30,798,515 Estimated Citywide Capture from New Employees [2] 90% $10,999,341 $15,305,364 $22,522,508 $25,856,627 $27,105,377 $27,718,663 Estimated Taxable Sales inside Project Area 70% $7,699,539 $10,713,755 $15,765,756 $18,099,639 $18,973,764 $19,403,064 Estimated Taxable Sales outside Project Area 30% $3,299,802 $4,591,609 $6,756,752 $7,756,988 $8,131,613 $8,315,599 Total Annual Taxable Sales from Market Support $40,347,645 $75,445,812 $103,598,636 $113,935,379 $115,184,129 $115,797,415 Taxable City Sales inside Project Area $22,373,691 $40,783,979 $56,303,820 $62,139,015 $63,013,140 $63,442,440 Taxable City Sales outside Project Area $17,973,954 $34,661,833 $47,294,816 $51,796,364 $52,170,989 $52,354,975 sales a
Source: Costar; Gregory Group; Bureau of Labor Statistics; City of Manteca; EPS. [2] Represents the portion of household and employee retail expenditures estimated to take place within the City of Manteca. [3] Taxable sales from employees discounted by 50 percent to account for employees who are also residents.

Estimated Annual Taxable Sales (2020$)
City of
Manteca
Occupied Dwelling Units
Taxable Retail Expenditures
[1] For details pertaining to household taxable expenditure assumptions, refer to Table D-3.

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Table B-5B
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Estimated Annual Taxable Sales from Onsite Nonresidential (2020$) Annual
Taxable Sales
Item per Sq. Ft. [1] 2025 2030 2035 2040 2050 Buildout (2060) Taxable Sales from Commercial Development
Taxable Sales Generating Occupied Commercial
Development Square Feet
Retail Commercial 576,113 1,576,263 2,781,107 3,239,141 3,609,141 3,790,855 Total 576,113 1,576,263 2,781,107 3,239,141 3,609,141 3,790,855 Total Taxable Sales from Onsite Commercial
Development
Retail Commercial $240 $138,267,165 $378,303,037 $667,465,733 $777,393,858 $866,193,858 $909,805,314 Total $138,267,165 $378,303,037 $667,465,733 $777,393,858 $866,193,858 $909,805,314 Less Total Annual Taxable Sales from
Market Support (within the Project) [2] $22,373,691 $40,783,979 $56,303,820 $62,139,015 $63,013,140 $63,442,440 Annual Sales Less Market Support $115,893,474 $337,519,058 $611,161,913 $715,254,843 $803,180,718 $846,362,873 Shift from
Existing Retail
Less Shift of Sales from Existing Regional and
Community Retail to the Project [3] 10% $11,589,347 $33,751,906 $61,116,191 $71,525,484 $80,318,072 $84,636,287 Total Taxable Sales from Retail Commercial Uses $104,304,127 $303,767,152 $550,045,722 $643,729,358 $722,862,646 $761,726,586 Occupied Nonretail Commercial Uses
Office Commercial 144,028 394,066 642,205 721,332 813,832 859,261 Industrial 3,353,689 3,698,325 4,918,358 5,616,055 5,616,055 5,616,055 Total 3,497,717 4,092,391 5,560,562 6,337,388 6,429,888 6,475,316 Total Taxable Sales from Nonretail Commercial
Uses
Office Commercial $5 $720,141 $1,970,328 $3,211,025 $3,606,661 $4,069,161 $4,296,304 Industrial $5 $16,768,443 $18,491,625 $24,591,788 $28,080,277 $28,080,277 $28,080,277 Total $17,488,584 $20,461,954 $27,802,812 $31,686,938 $32,149,438 $32,376,581 Total Taxable Sales from Nonretail Commercial Development $17,488,584 $20,461,954 $27,802,812 $31,686,938 $32,149,438 $32,376,581 Total Taxable Sales from Onsite Commercial Uses $121,792,711 $324,229,106 $577,848,534 $675,416,296 $755,012,084 $794,103,167 sales b
Source: U.S. Department of Labor Bureau of Labor Statistics; Urban Land Institute; EPS. [2] Estimated in Table B-5A.

City of
Manteca
Estimated Annual Taxable Sales (2020$)
[1] See Table D-4 for the taxable retail sales calculation. All retail is assumed to be community serving retail. Sales per square foot for the Retail space is based on average total sales per square foot figure derived from BizMiner and eMarketer data (escalated to 2020$) and converts total sales to taxable sales per square foot to account for a small portion of non-taxable goods sold. [3] Represents a discount factor to account for taxable sales transactions that may shift from the City's existing retail centers to those included in the Project.

Applied only to Retail uses within the Project.

Occupied Building Square Feet
Occupied Building Square Feet
Total Taxable Sales
Total Taxable Sales
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APPENDIX C:

General Fund Expenditure Analysis

Table C-1 Expenditure-Estimating Procedures Based on
City of Lathrop FY 2020-21 Budget ................................ G-16 Table C-2 Estimated Annual General Fund Expendit ures .................. G-17

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Table C-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Expenditure-Estimating Procedures Based on City of Manteca FY 2020-21 Budget (2020$) FY 2020-21 FY 2020-21 Population
Estimating Budgeted Less Offsetting Net Cit y or Persons FY 2020-21 Adjustment Net FY 2019-20 Item Procedure Expenditures [1] Revenue Expenditures Served Avg. Cos t Factor [2] Avg. Cos t General Fund Expenditures
General Government
Legislation and Policy Persons Served $1,569,362 - $1,569,362 95,300 $16.47 100% $16.47 Legal Services Persons Served $920,326 - $920,326 95,300 $9.66 100% $9.66 City Administration Persons Served $1,276,411 ($475,458) $800,953 95,300 $8.40 100% $8.40 Public Works Administration Persons Served $1,709,398 ($1,554,893) $154,505 95,300 $1.62 100% $1.62 Non Departmental Persons Served $9,181,518 - $9,181,518 95,300 $96.34 100% $96.34 Human Resources Persons Served $1,644,221 - $1,644,221 95,300 $17.25 100% $17.25 Fiscal and Revenue Management Persons Served $1,713,751 ($822,631) $891,120 95,300 $9.35 100% $9.35 Economic and Community Development Persons Served $365,978 - $365,978 95,300 $3.84 200% $7.68 Fleet Maintenance Persons Served $450,675 - $450,675 95,300 $4.73 100% $4.73 Subtotal General Government $18,831,640 ($2,852,981) $15,978,659 Public Safety
Police Protection [3] Persons Served $19,436,258 ($840,780) $18,595,478 95,300 $195.13 100% $195.13 Animal Services Persons Served $450,319 ($252,635) $197,684 95,300 $2.07 100% $2.07 Fire Protection [3] [4] Persons Served $10,890,170 ($1,792,064) $9,098,106 95,300 $95.47 100% $95.47 Subtotal Public Safet
y $30,776,747 ($2,885,479) $27,891,268
Parks, Recreation, and Community Services
Parks Maintenance Per Capita $2,988,546 ($55,000) $2,933,546 84,800 $34.59 100% $34.59 Library Per Capita $133,160 - $133,160 84,800 $1.57 100% $1.57 Recreational and Senior Services Per Capita $996,298 - $996,298 84,800 $11.75 100% $11.75 Subtotal Parks, Recreation, and Community Svcs $4,118,004 ($55,000) $4,063,004 Public Utilities
Storm Drainage Persons Served $671,420 - $671,420 95,300 $7.05 100% $7.05 Subtotal Public Utilities $671,420 - $671,420
Transportation
Streets Persons Served $474,170 - $474,170 95,300 $4.98 100% $4.98 Subtotal Transportation $474,170 - $474,170
Total General Fund Expenditures $54,871,981 ($5,793,460) $49,078,521 exp
Source: City of Manteca FY 2020-21 Final Budget including Midyear Budget Amendments (Current as of March 10, 2021); EPS. [1] Includes midyear budget amendments as provided by City staff, current as of March 10, 2021. [2] An adjustment factor may be used to reflect the fact that new employees may not increase certain General Fund department expenditures at a 1:1 ratio. This analysis does not assume an adjustment at this time.

City of
Manteca
[3] Police and Fire protection expenditures included reflect only City General Fund Police expenditures and excludes any Measure M funded expenditures (Fund 320) for one-time capital expenditures included in the public safety endowment fund (Fund 330).
[4] It is anticipated that Project development would result in the need for an additional fire station to serve the Project area to the south of the City prior to development of the first phase of the Project, based on information provided by the Fire Chief. This ongoing operations of a new fire station in the initial phase of Project development (2020 - 2025).

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Table C-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Manteca
Estimated Annual General Fund Expenditures (2020$)
Expenditure Categor
y 2025 2030 2035 2040 2050 Buildout (2060)
General Fund
General Government
Legislation and Policy $170,100 $291,904 $406,182 $451,421 $460,942 $465,617 Legal Services $99,753 $171,182 $238,199 $264,728 $270,311 $273,053 City Administration $86,814 $148,979 $207,303 $230,391 $235,250 $237,636 Public Works Administration $16,747 $28,738 $39,989 $44,443 $45,380 $45,840 Non Departmental $995,169 $1,707,778 $2,376,361 $2,641,030 $2,696,729 $2,724,083 Human Resources $178,214 $305,828 $425,557 $472,954 $482,929 $487,827 Fiscal and Revenue Management $96,587 $165,750 $230,640 $256,328 $261,733 $264,388 Economic and Community Development $79,335 $136,145 $189,445 $210,544 $214,985 $217,166 Fleet Maintenance $48,848 $83,826 $116,644 $129,635 $132,369 $133,712 Subtotal General Government $1,771,567 $3,040,130 $4,230,319 $4,701,475 $4,800,628 $4,849,324 Public Safety
Police Protection $2,015,532 $3,458,790 $4,812,882 $5,348,922 $5,461,729 $5,517,131 Animal Services $21,427 $36,770 $51,165 $56,863 $58,062 $58,651 Fire Protection [2] $1,700,000 $1,692,263 $2,354,772 $2,617,037 $2,672,230 $2,699,336 Subtotal Public Safety $3,736,959 $5,187,822 $7,218,819 $8,022,822 $8,192,021 $8,275,118 Parks, Recreation, and Community Services
Parks Maintenance $181,171 $368,082 $492,561 $534,197 $534,197 $534,197 Library $8,224 $16,708 $22,358 $24,248 $24,248 $24,248
Recreational and Senior Services $61,530 $125,009 $167,285 $181,425 $181,425 $181,425 Subtotal Parks, Recreation, and Community Svcs $250,925 $509,799 $682,204 $739,871 $739,871 $739,871 Public Utilities
Storm Drainage $72,774 $124,885 $173,777 $193,132 $197,205 $199,205 Subtotal Public Utilities $72,774 $124,885 $173,777 $193,132 $197,205 $199,205 Transportation
Streets $51,394 $88,196 $122,725 $136,393 $139,270 $140,682 Subtotal Transportation $51,394 $88,196 $122,725 $136,393 $139,270 $140,682 Total Annual General Fund Expenditures $5,883,619 $8,950,832 $12,427,844 $13,793,693 $14,068,994 $14,204,200 exp est
Source: City of Manteca FY 2020-21 Adopted Budget; EPS. [1] Annual expenditure estimated on a per persons served or per capita basis. Refer to Table C-1 for estimating procedure and Table A-5 for population and employment estimates.

Estimated Annual Expenditure [1]
City of
Manteca
[2] Based on information provided by the Fire Chief, it is anticipated that an additional fire station would be required to service Project development south of the City. Staffing for an additional Fire station would consist of Three Fire Captains, Three Fire engineers, Three Firefighters and two Firefighter floaters. It is estimated that staffing and operations of this station would result in annual expenditures equalling $1,700,000 annually, based on information provided by the Manteca Fire Department. The ongoing annual operational costs of a new fires station is included in the initial phase of the development. It is assumed that this cost is captured in the annual expenditures calculated using the multiplier method for all remaining phases.

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ATTACHMENT A
317

APPENDIX D:

Supporting Tables for
Revenue and Expenditure Analysis

Table D-1 Preliminary Property Tax Allocations for
Annexation Area ......................................................... G-18 Table D-2 Cumulative Asse ssed Valuation ..................................... G-19 Table D-3 Estimated Average Annu al Household Income ................. G-20 Table D-4 Total and Taxable Retail Sales per Square Feet ................ G-21

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Table D-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Preliminary Property Tax Allocations for Annexation Areas Tax Code Entit y TRA 102-136 TRA 102-001 TRA 102-136 TRA 102-001 Total Formula a b e f g = e + f h e = d * $396,888 f = e / $1,197,578 Subject to Detachment
10001 County General 20.32600% 20.29360% $228,594 $14,804 $243,398 80% $317,510 26.51271% 10527 Road District 5 3.97920% 3.97840% $44,751 $2,902 $47,653 - - 0.00000% 14901 Lathrop-Manteca Rural Fire 8.83690% 8.84610% $99,384 $6,453 $105,837 - - 0.00000% 40200 City of Manteca 0.00000% 0.00000% - - - 20% $79,378 6.62818% Subtotal 33.14210% 33.11810% $372,728 $24,160 $396,888 100% $396,888 33.14089% Not Subject to Detachment
10618 County Library 1.63940% 1.63910% $18,437 $1,196 $19,633 - $19,633 1.63940% 12601 Manteca Unified Schools 26.94230% 26.93720% $303,000 $19,651 $322,650 - $322,650 26.94192% 13001 S.J. Delta Comm College 3.64750% 3.64670% $41,021 $2,660 $43,681 - $43,681 3.64745% 13201 County Office Of Education 1.28960% 1.31780% $14,501 $961 $15,463 - $15,463 1.29115% 16001 Sjc Flood Control 0.16000% 0.15990% $1,799 $117 $1,916 - $1,916 0.15997% 21901 Sjc Mosquito Abatement 0.71800% 0.71790% $8,075 $524 $8,598 - $8,598 0.71797% 24601 South San Joaquin Irrigation 5.41160% 5.41660% $60,861 $3,951 $64,813 - $64,813 5.41200% 41100 ERAF - Educational Revenue Augmentation Fund 27.04950% 27.04670% $304,205 $19,731 $323,936 - $323,936 27.04926% Subtotal 66.85790% 66.88190% $751,899 $48,791 $800,690 0% $800,690 66.85911% Total 100.00000% 100.00000% $1,124,627 $72,951 $1,197,578 100% $1,197,578 100.00000% TRA
Source: San Joaquin County Auditor-Controller; EPS.
[1] Provided by the San Joaquin County Auditor-Controller. [2] Based on the most recent tax-sharing agreement between San Joaquin County and the City of Manteca dated November 2018 related to annexed areas to the City.

Post-ERAF
Distribution
Gross Revenue
(FY 2019-20) [1]
City of
Manteca
Property Tax
Sharing
Agreement [2]
Post Annexation AverageExisting Tax Rate Area (TRA)
Post-ERAF Distribution [1] Base
Revenue
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Table D-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Cumulative Assessed Valuation (2020$)
Item 2025 2030 2035 2040 2050 Buildout (2060)
Development Projections in Current City Limits
Residential Land Uses per Unit
Low Density Residential $500,000 $528,625,000 $1,090,125,000 $1,585,625,000 $1,779,625,000 $1,779,625,000 $1,779,625,000 High Density Residential $200,000 $93,800,000 $147,600,000 $147,600,000 $147,600,000 $147,600,000 $147,600,000 Subtotal Residential $622,425,000 $1,237,725,000 $1,733,225,000 $1,927,225,000 $1,927,225,000 $1,927,225,000 Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 $155,706,267 $426,016,933 $694,275,600 $779,818,533 $879,818,533 $928,930,533 Office Commercial $250 $38,926,567 $106,504,233 $173,568,900 $194,954,633 $219,954,633 $232,232,633 Industrial $100 $362,560,925 $399,818,925 $418,574,125 $418,574,125 $418,574,125 $418,574,125 Subtotal Nonresidential $557,193,758 $932,340,092 $1,286,418,625 $1,393,347,292 $1,518,347,292 $1,579,737,292 Total All Land Uses $1,179,618,758 $2,170,065,092 $3,019,643,625 $3,320,572,292 $3,445,572,292 $3,506,962,292 Development Projections in Annexation Areas
Residential Land Uses per Unit
Low Density Residential $500,000 $137,875,000 $345,375,000 $429,875,000 $429,875,000 $429,875,000 $429,875,000 Subtotal Residential $137,875,000 $345,375,000 $429,875,000 $429,875,000 $429,875,000 $429,875,000 Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 - - $57,375,000 $95,625,000 $95,625,000 $95,625,000 Industrial $100 - - $113,140,200 $188,567,000 $188,567,000 $188,567,000 Subtotal Nonresidential - - $170,515,200 $284,192,000 $284,192,000 $284,192,000 Total All Land Uses $137,875,000 $345,375,000 $600,390,200 $714,067,000 $714,067,000 $714,067,000 Total City of Manteca Development Projections
Residential Land Uses per Unit
Low Density Residential $500,000 $666,500,000 $1,435,500,000 $2,015,500,000 $2,209,500,000 $2,209,500,000 $2,209,500,000 High Density Residential $200,000 $93,800,000 $147,600,000 $147,600,000 $147,600,000 $147,600,000 $147,600,000 Subtotal Residential $760,300,000 $1,583,100,000 $2,163,100,000 $2,357,100,000 $2,357,100,000 $2,357,100,000 Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 $155,706,267 $426,016,933 $751,650,600 $875,443,533 $975,443,533 $1,024,555,533 Office Commercial $250 $38,926,567 $106,504,233 $173,568,900 $194,954,633 $219,954,633 $232,232,633 Industrial $100 $362,560,925 $399,818,925 $531,714,325 $607,141,125 $607,141,125 $607,141,125 Subtotal Nonresidential $557,193,758 $932,340,092 $1,456,933,825 $1,677,539,292 $1,802,539,292 $1,863,929,292 Total All Land Uses $1,317,493,758 $2,515,440,092 $3,620,033,825 $4,034,639,292 $4,159,639,292 $4,221,029,292

TRUE TRUE TRUE TRUE TRUE TRUE
AV
Source: Costar; CBRE; The Gregory Group; EPS.
[1] Refer to Table A-5 for details.

Rounded
Value per
Unit/Sq. Ft.
[1]
Total Assessed Value (2020$)
City of
Manteca
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Table D-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Estimated Average Annual Household Income (2020$)
Taxable Annual Taxable
Estimated Total Annual Estimated Expenditures Expenditures Home Mortgage Household as a Percentage per Household
Residential Land Use Value [1] or Rent [2] Income [3] of Income [4] (Rounded) Owner-Occupied Residential
Low Density Residential $500,000 $35,767 $102,000 23% $24,000 Renter-Occupied Residential
High Density Residential $200,000 $18,000 $51,000 30% $15,000 income
Source: Costar; Gregory Group; Bureau of Labor Statistics; EPS. [1] See Table A-5 for detail on estimated values for residential units. [4] Based on household expenditures data from the Bureau of Labor Statistics, 2018 Consumer Expenditure Survey. [2] Based on a 5%, 30-year fixed-rate mortgage with a 20% down payment, $150 monthly Homeowner's association dues and 2% annual taxes and insurance.

High density residential based on an average monthly rent assumption of $1,500 based on data on similar multifamily residential obtained from Costar, September 2019 with an average unit size of 1,000 square feet. [3] Assumes 35% of income dedicated to housing costs (mortgage, taxes, insurance, and HOA dues) or rent payments. Rounded to the nearest $1,000.

City of
Manteca
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Table D-4
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Mantec
a
Total and Taxable Retail Sales per Square Feet (2020$)
Item % [2] No. % [2] No. % [2] No.

Total Retail Sales per Square Foot
Motor Vehicle and Parts Dealers [3] $250 $279 3% $8 2% $6 1% $3 Home Furnishings and Appliance Stores $525 $586 0% $0 7% $41 10% $59 Bldg. Matrl. and Garden Equip. and Supplies $356 $398 0% $0 15% $60 1% $4 Food and Beverage Stores [4] - $578 55% $318 24% $139 3% $17 Gasoline Stations [5] $1,321 $1,664 1% $17 2% $33 1% $17 Clothing and Clothing Accessories Stores $370 $413 2% $8 5% $21 20% $83 General Merchandise Stores $360 $402 5% $20 20% $80 20% $80 Food Services and Drinking Places $492 $550 8% $44 10% $55 20% $110 Other Retail $209 $234 12% $28 7% $16 18% $42
Nonretail [6] NA $0 14% $0 8% $0 6% $0
Total 100% $440 100% $450 100% $410
Taxable Retail Sales per Square Foot by Retail Center Type Percent Taxable by Shopping Center Type [7] 44% 54% 98% Taxable Sales per Square Foot (Rounded) $190 $240 $400
retail sales
Note: Original data is based on an average of multiple sources and is presented in 2016$ unless noted otherwise in footnotes. [1] Sales adjusted to year-end 2020 based on the Consumer Price Index, All items in West urban, all urban consumers, not seasonally adjusted:

Year CPI Adjustment to 2020$
2008 219.65 25.9%
2016 247.71 11.7%
2018 263.26 5.1%
2019 270.35 2.3%
2020 276.59 0.0%
[2] Reflects percentage of total square footage by retail category by retail center type, estimated based on ULI's Dollars & Cents 2008. [3] Reflects motor vehicle parts only; excludes taxable sales per square foot for dealerships. [4]
[5] Estimated using ULI's Dollars & Cents, 2008, escalated to 2020$. [6] Included to account for non-taxable retail space occupants, such as services. [7] Based on BOE Publication 61, March 2018.

Total Retail Sales per Square Foot
Original
Data
[see Note]
Escalated
Data
(2019$) [1]
Total Retail Sales by Shopping Center Typ
e
Neighborhood Community Regional
Source: BizMiner 2016; ULI Dollars & Cents 2008; State of California Board of Equalization (BOE) Publication 61; Bureau of Labor Statistics, "CPI-All Urban Consumers (Current Series) - West Urban"; RetailSails http://retailsails.files.wordpress.com/2011/09/rs_spsf.pdf; eMarketer pulled February 2019; respective annual 10-K reports; EPS.

Sales per square foot for Food and Beverage stores estimated based on the averages from BizMiner, RetailSales, eMarketer, and annual 10-K reports, escalated to 2020$.

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ATTACHMENT H:

Stockton Fiscal Impact Analysis

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List of Tables
Table 1 Summary of Annual Surplus/Deficits ............................................................. H-1 Table 2 Estimated Annual Revenues and Expend itures ............................................... H-2

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Table 1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Summary of Annual Surplus/Deficits (2020$)
Item 2025 [1] 2030 2035 2040 2050 Buildout (2060)
Annual Fiscal Impact Summar
y
Prior to EIFD Allocation
Annual General Fund Revenues $1,352,000 $2,886,000 $4,905,000 $7,103,000 $10,075,000 $11,239,000 Annual General Fund Expenditures $2,988,000 $3,708,000 $4,730,000 $5,582,000 $6,348,000 $6,624,000 Net General Fund Surplus/(Deficit) ($1,639,000) ($920,000) ($6,000) $1,244,000 $3,367,000 $4,238,000 Net of EIFD Allocation - Maximum Tax Rate
EIFD Contribution [2] ($2,800) ($98,700) ($181,000) ($277,600) ($360,600) ($377,700) Net General Fund Surplus/(Deficit) ($1,641,800) ($1,018,700) ($187,000) $966,400 $3,006,400 $3,860,300 Net of EIFD Allocation - Variable Tax Rate
EIFD Contribution [2] ($2,800) ($64,200) ($86,000) ($131,900) ($81,100) ($85,000) Net General Fund Surplus/(Deficit) ($1,641,800) ($984,200) ($92,000) $1,112,100 $3,285,900 $4,153,000 sum
Source: EPS.
[2] EIFD Contribution represents the portion of City property tax revenues diverted to the EIFD. Refer to Table B-3 for details.

Secured and unsecured tax rolls for a fiscal year are based on taxable assessed values with a lien date of the prior January 1. Thus, the initial phase of this analysis includes estimated development occurring in July-December 2022 (50% of development estimated in calendar year 2022) and development occurring in full calendar years for the remainder of the phase (2023-2025). Subsequent phases include 5-year development periods for development occurring from 2026 through 2040 and 10-year development periods from 2041 through 2060.

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Table 2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockto
n
Estimated Annual Revenues and Expenditures (2020$)
Item 2025 [1] 2030 2035 2040 2050 Buildout (2060)
Annual General Fund Revenues
Property Tax $277,700 $493,500 $905,000 $1,388,200 $1,803,100 $1,888,400 Property Tax in Lieu of VLF $196,300 $381,800 $692,400 $1,051,200 $1,417,800 $1,530,300 Property Transfer Tax $9,400 $14,900 $23,700 $33,600 $43,300 $46,300 Sales and Use Tax $657,400 $1,556,300 $2,559,600 $3,636,900 $5,530,500 $6,384,400 Prop. 172 Public Safety Sales Tax $24,400 $57,700 $94,900 $134,800 $205,000 $236,600 Utility User Taxes $103,000 $211,200 $348,000 $474,600 $594,500 $637,800 Franchise Taxes $44,600 $91,400 $150,600 $205,500 $257,400 $276,100 Transient Occupancy Tax $8,200 $16,800 $27,700 $37,800 $47,300 $50,800 Business License Tax $29,900 $61,200 $100,900 $137,500 $172,300 $184,800 Licenses and Permits $600 $1,300 $2,100 $2,900 $3,600 $3,900 Total Annual General Fund Revenu
e $1,351,500 $2,886,100 $4,904,900 $7,103,000 $10,074,800 $11,239,400 Annual General Fund Expenditures
General Government Administration $52,800 $108,200 $178,200 $243,100 $304,500 $326,700 Police Services $404,000 $828,100 $1,364,300 $1,860,600 $2,330,700 $2,500,300 Fire Services $136,500 $279,700 $460,800 $628,500 $787,300 $844,600 Fire Station Expenditures $2,300,000 $2,300,000 $2,300,000 $2,300,000 $2,300,000 $2,300,000 Public Works $50,200 $103,000 $169,600 $231,300 $289,800 $310,900 Economic Development $4,100 $8,500 $13,900 $19,000 $23,800 $25,500 Office of Violence Prevention $6,200 $12,700 $20,900 $28,500 $35,700 $38,300 Library and Recreation (prior to 2034) $17,900 $34,600 - - - - Library and Recreation (2034 and beyond) - - $171,600 $206,800 $206,800 $206,800 Entertainment Venues $11,400 $22,000 $33,200 $40,100 $40,100 $40,100 Downtown Marina $700 $1,400 $2,100 $2,500 $2,500 $2,500 Golf Courses $1,300 $4,200 $7,000 $9,500 $11,900 $12,800 Development Services $2,500 $5,200 $8,500 $11,600 $14,500 $15,600 Total Annual General Fund Expenditures $2,987,600 $3,707,600 $4,730,100 $5,581,500 $6,347,600 $6,624,100 EIFD Contribution [2]
Maximum Tax Rate ($2,800) ($98,700) ($181,000) ($277,600) ($360,600) ($377,700) Variable Tax Rate ($2,800) ($64,200) ($86,000) ($131,900) ($81,100) ($85,000) Net General Fund Surplus/(Deficit)
Prior to EIFD Allocation ($1,636,100) ($821,500) $174,800 $1,521,500 $3,727,200 $4,615,300 Net of EIFD Allocation - Maximum Tax ($1,638,900) ($920,200) ($6,200) $1,243,900 $3,366,600 $4,237,600 Net of EIFD Allocation - Variable Tax ($1,638,900) ($885,700) $88,800 $1,389,600 $3,646,100 $4,530,300 det sum
Source: EPS.
[2] EIFD Contribution represents the portion of City property tax revenues diverted to the EIFD. Refer to Table B-3 for details.

Estimated Annual Revenues/Expenditures (Rounded)
City of
Stockton
[1] This analysis assumes the EIFD will be formed in FY 2022-23 (Base Year) with the first year of revenue accruing to the district in FY 2023-24. Secured and unsecured tax rolls for a fiscal year are based on taxable assessed values with a lien date of the prior January 1. Thus, the initial phase of this analysis includes estimated development occurring in July-December 2022 (50% of development estimated in calendar year 2022) and development occurring in full calendar years for the remainder of the phase (2023-2025). Subsequent phases include 5-year development periods for development occurring from 2026 through 2040 and 10-year development periods from 2041 through 2060.

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APPENDICES:

Appendix A: General Assumptions
Appendix B: General Fund Revenue Analysis
Appendix C: General Fu nd Expenditure Analysis
Appendix D: Supporting Tables for
Revenue and Expenditure Analysis

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APPENDIX A:

General Assumptions

Table A-1 General Assumptions ..................................................... H-3 Table A-2 Cumulative Land Use Projections ..................................... H-4 Table A-3 Cumulative Occupied Dwelling Units and
Building Square Footage ................................................. H-5 Table A-4 Cumulative Estimated Population and Employees ............... H-6 Table A-5 Land Use Assumptions ................................................... H-7

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Table A-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
General Assumptions
Item Assumption
General Assumptions
Fiscal Year of Budget Analysis [1] FY 2020-21
Base Fiscal Year of Potential EIFD [2] FY 2022-23
General Demographic Characteristics
City of Stockton
Population [3] 318,522
Employees [4] 123,000
City of Stockton Persons Served [5] 380,022
gen assumps
Source: California Department of Finance; EDD; U.S. Census LED; EPS. [5] Persons served is defined as total population plus half of total employees. Used to estimate specific revenues and expenditures that are assumed to be impacted by growth in resident and employment populations and to avoid double counting of employees who reside in the City.

City of
Stockton
[1] Reflects the City of Stockton Fiscal Year 2020-21 adopted budget. Revenues and expenditures are in 2020 dollars. This analysis does not reflect changes in values resulting from inflation or appreciation.
[3] Based on population estimates from the California Department of Finance (DOF) data for January 1, 2020.
[4] US Census Onthemap.ces.census.gov estimated a total of 109,746 jobs in Stockton, CA in 2018.

California EDD reports an annual average growth rate of 0.95% since 2018 for the Stockton-Lodi MSA.

EPS adjusted the 2018 employment figure to arrive at a 2020 employment estimate using this growth rate and further increased the total by 10% to account for self-employed workers. Estimate is rounded to the nearest hundred employees.
[2] This analysis assumes the EIFD will be formed in FY 2022-23 (Base Year) with the first year of revenue accruing to the district in FY 2023-24. Secured and unsecured tax rolls for a fiscal year are based on taxable assessed values with a lien date of the prior January 1. Thus, the initial phase of this analysis includes estimated development occurring in July-December 2022 (50% of development estimated in calendar year 2022) and development occurring in full calendar years for the remainder of the phase (2023-2025). Subsequent phases include 5-year development periods for development occurring from 2026 through 2040 and 10-year development periods from 2041 through 2060.

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Table A-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Cumulative Land Use Projections
Land Use
Dwelling
Units
Buildin
g
Sq. Ft.

Dwelling
Units
Building
Sq. Ft.

Development Projections in Current City Limits [2]
Residential Land Uses [4]
Low Density Residential 187 - 187 - 187 - 187 - 187 - 187 - High Density Residential 75 - 375 - 695 - 888 - 888 - 888 - Subtotal Residential 262 - 562 - 882 - 1,075 - 1,075 - 1,075 - Nonresidential Land Uses
Retail Commercial [5] - 151,652 - 239,152 - 326,652 - 414,152 - 589,152 - 609,207 Office Commercial [5] - 64,994 - 102,494 - 139,994 - 177,494 - 252,494 - 261,089 Industrial - - - - - 1,104,150 - 2,864,525 - 3,920,750 - 3,920,750 Subtotal Nonresidential - 216,645 - 341,645 - 1,570,795 - 3,456,170 - 4,762,395 - 4,791,045 Total All Land Uses 262 216,645 562 341,645 882 1,570,795 1,075 3,456,170 1,075 4,762,395 1,075 4,791,045 Development Projections in Annexation Areas [3]
Nonresidential Land Uses
Retail Commercial [5] - 162,500 - 512,500 - 887,500 - 1,287,500 - 2,028,500 - 2,433,600 Subtotal Nonresidential - 162,500 - 512,500 - 887,500 - 1,287,500 - 2,028,500 - 2,433,600 Total All Land Uses - 162,500 - 512,500 - 887,500 - 1,287,500 - 2,028,500 - 2,433,600 Total City of Stockton Development Projections
Residential Land Uses [4]
Low Density Residential 187 - 187 - 187 - 187 - 187 - 187 - High Density Residential 75 - 375 - 695 - 888 - 888 - 888 - Subtotal Residential 262 - 562 - 882 - 1,075 - 1,075 - 1,075 - Nonresidential Land Uses
Retail Commercial [5] - 314,152 - 751,652 - 1,214,152 - 1,701,652 - 2,617,652 - 3,042,807 Office Commercial [5] - 64,994 - 102,494 - 139,994 - 177,494 - 252,494 - 261,089 Industrial - - - - - 1,104,150 - 2,864,525 - 3,920,750 - 3,920,750 Subtotal Nonresidential - 379,145 - 854,145 - 2,458,295 - 4,743,670 - 6,790,895 - 7,224,645 Total All Land Uses 262 379,145 562 854,145 882 2,458,295 1,075 4,743,670 1,075 6,790,895 1,075 7,224,645

TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE lu
Source: City of Stockton; LWA; EPS.
[4] For the purpose of this analysis, low density residential is considered to be owner-occupied and high density residential is assumed to be renter-occupied. [1] This analysis assumes the EIFD will be formed in FY 2022-23 (Base Year) with the first year of revenue accruing to the district in FY 2023-24. Secured and unsecured tax rolls for a fiscal year are based on taxable assessed values with a lien date of the prior January 1. Thus, the initial phase of this analysis includes estimated development occurring in July-December 2022 (50% of development estimated in calendar year 2022) and development occurring in full calendar years for the remainder of the phase (2023-2025). Subsequent phases include 5-year development periods for development occurring from 2026 through 2040 and 10-year development periods from 2041 through 2060. [5] Nonresidential commercial land use projections provided by the City reflect a general commercial land use designation. This analysis assumes general commercial will comprise both retail and office land uses. EPS determined a preliminary estimated allocation of retail and office space based on the existing proportion of retail and office space in the City, the City's current General Plan, and the proposed land use plans of anticipated development projects within the EIFD boundary.

City of
Stockton
Cumulative Dwelling Units/Building Square Footage
2025 [1] 2030 2035 2040 2050 Buildout (2060)
[3] Includes development projections in the future Stockton Annexation Area. [2] Development projections were provided by LWA and are based on land use data provided by the City as of February, 2020. Includes development projections in Weston Ranch and the South Airport Area.

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Table A-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Cumulative Occupied Dwelling Units and Building Square Footag e
Vacancy
Land Use Rate [1] 2025 2030 2035 2040 2050 Buildout (2060) Development Projections in Current City Limits
Residential Land Uses
Low Density Residential 6.0% 176 176 176 176 176 176
High Density Residential 6.0% 71 353 653 835 835 835
Subtotal Residential Land Uses 246 528 829 1,010 1,010 1,010 Nonresidential Land Uses
Retail Commercial 7.5% 140,278 221,215 302,153 383,090 544,965 563,516 Office Commercial 7.5% 60,119 94,806 129,494 164,181 233,556 241,507 Industrial 7.5% - - 1,021,339 2,649,686 3,626,694 3,626,694 Subtotal Nonresidential 200,397 316,022 1,452,985 3,196,957 4,405,215 4,431,717 Development Projections in Annexation Areas
Nonresidential Land Uses
Retail Commercial 7.5% 150,313 474,063 820,938 1,190,938 1,876,363 2,251,080 Subtotal Nonresidential 150,313 474,063 820,938 1,190,938 1,876,363 2,251,080 Total City of Stockton Development Projections
Residential Land Uses
Low Density Residential 6.0% 176 176 176 176 176 176
High Density Residential 6.0% 71 353 653 835 835 835
Subtotal Residential Land Uses 246 528 829 1,010 1,010 1,010 Nonresidential Land Uses
Retail Commercial 7.5% 290,590 695,278 1,123,090 1,574,028 2,421,328 2,814,596 Office Commercial 7.5% 60,119 94,806 129,494 164,181 233,556 241,507 Industrial 7.5% - - 1,021,339 2,649,686 3,626,694 3,626,694 Subtotal Nonresidential 350,709 790,084 2,273,923 4,387,895 6,281,578 6,682,797

TRUE TRUE TRUE TRUE TRUE TRUE
occupied
Source: California Department of Finance; City of Stockton; Costar; LWA; EPS. [1] For details pertaining to vacancy rate assumptions, refer to Table A-5.

Occupied Dwelling Units/Building Square Feet
Occupied Dwelling Units
Occupied Building Square Feet
City of
Stockton
Occupied Building Square Feet
Occupied Dwelling Units
Occupied Building Square Feet
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Table A-4
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Cumulative Estimated Population and Employees
Assumption
Land Use [1] 2025 2030 2035 2040 2050 Buildout (2060)
Project Residents
Residential Land Uses
PPH
Low Density Residential 3.30 580 580 580 580 580 580
High Density Residential 2.50 176 881 1,633 2,087 2,087 2,087 Subtotal Residential Land Uses 756 1,461 2,213 2,667 2,667 2,667 Total Resident Population 756 1,461 2,213 2,667 2,667 2,667 Project Employees
Nonresidential Land Uses Sq. Ft. per Emp.

Retail Commercial 400 726 1,738 2,808 3,935 6,053 7,036 Office Commercial 400 150 237 324 410 584 604
Industrial 2,000 0 0 511 1,325 1,813 1,813
Subtotal Nonresidential 877 1,975 3,642 5,670 8,451 9,454 Total Employee Population 877 1,975 3,642 5,670 8,451 9,454 Project Persons Served 1,195 2,449 4,034 5,502 6,892 7,394 pop
Source: California Department of Finance; EPS.
[1] For persons per household and square feet per employee assumptions, refer to Table A-5.

Estimated Population/Employees
City of
Stockton
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Table A-5
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Land Use Assumptions
Persons Per
Estimated Propert y Household/
Assessed Turnover Vacancy Sq. Ft. per
Land Use Value [1] Rate [2] Rate [3] Employee [4]
Residential Land Uses per Unit PPH
Low Density Residential $425,000 14.3% 6.0% 3.30
High Density Residential $200,000 6.7% 6.0% 2.50
Nonresidential Land Uses per Sq. Ft. Sq. Ft. per Emp.

Retail Commercial $250 5.0% 7.5% 400
Office Commercial $250 5.0% 7.5% 400
Industrial $100 5.0% 7.5% 2,000
lu assum
Source: The Gregory Group; Costar; Colliers, International; CBRE; US Census; EPS. [1] Residential assessed values are based on sales data of comparable products as obtained through The Gregory Group for the last 4 quarters (Q3 2018 through Q2 2019). Nonresidential values per square foot based on comparable transaction data for transactions made in San Joaquin County since 2005 obtained from Costar, data accessed on March 25, 2021. Commercial retail and office categories are a blended average of retail and commercial uses.
[2] Owner-occupied residential (low density) assumed to turn over once every 7 years and renter-occupied (high density) residential is assumed to turn over once every 15 years. Nonresidential uses are assumed to turn over once every 20 years.

City of
Stockton
[3] Residential vacancy rates obtained from the US Census American Community Survey, 2018 estimates, for San Joaquin County. Commercial and industrial vacancy rates based on Q3 2019 Costar and Q3 2019 Colliers International market reports for the Stockton/Modesto area. [4] Persons per household figures obtained from the US Census American Community Survey, 2018 estimates. Square feet per employee values are based on empirical research for proposed land uses.

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APPENDIX B:

General Fund Revenue Analysis

Table B-1 Revenue-Estimating Procedures Based on
City of Lathrop FY 2020-21 Budget .................................. H-8 Table B-2 Estimated Annual Ge neral Fund Revenues ........................ H-9 Table B-3 Estimated Annual Property Tax Revenues (2 pages) ......... H-10 Table B-4 Real Property Transfer Tax ........................................... H-12 Table B-5 Estimated Annual Taxable Sales and Use Tax Revenue ..... H-13 Table B-5A Estimated Annual Taxable Sales from Proposed Development, Market Support Method ............................ H-14 Table B-5B Estimated Annual Taxable Sales from
Onsite Nonresidential ................................................... H-15

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Table B-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Revenue-Estimating Procedures Based on City of Stockton FY 2020-21 Budget (2020$ )
FY 2020-21 FY 2020-21
Budgeted Budgeted
Estimating Case Stud y General Fund Offsetting Net General Service Revenue Item Procedure Reference Revenues Revenue Fund Revenue s Population [1] Multiplier General Fund Revenues
Taxes
Property Tax Case Study Table B-3 $37,023,000 - $37,023,000 N/A - Property Tax in Lieu of VLF Case Study Table B-3 $25,626,000 - $25,626,000 N/A - Property Transfer Tax Case Study Table B-4 $780,000 - $780,000 N/A - Sales and Use Tax Case Study Table B-5 $43,229,000 - $43,229,000 N/A - Measure A Transaction Tax [2] - $28,472,000 - $28,472,000 N/A - Prop. 172 Public Safety Sales Tax Case Study Table B-5 $1,602,000 - $1,602,000 N/A - Utility User Taxes Persons Served - $32,780,000 - $32,780,000 380,022 $86.26 Franchise Taxes Persons Served - $14,191,000 - $14,191,000 380,022 $37.34 Transient Occupancy Tax Persons Served - $2,609,000 - $2,609,000 380,022 $6.87 Business License Tax Persons Served - $9,500,000 - $9,500,000 380,022 $25.00 Total Taxes $195,812,000 - $195,812,000 N/A -
Licenses and Permits Persons Served - $530,735 ($329,550) $201,185 380,022 $0.53 Intergovernmental Revenue [3] - $3,106,730 ($85,000) $3,021,730 N/A - Charges for Services [4] - $9,033,455 ($8,976,275) $57,180 N/A - Uses of Money and Property [3] - $6,111,582 ($378,804) $5,732,778 N/A - Sale of Fixed Assets [3] - $100,000 - $100,000 N/A -
Fines and Forfeitures [4] - $1,057,657 ($843,655) $214,002 N/A - Reimbursements/Other Revenue [3] - $7,330,167 ($2,079,215) $5,250,952 N/A - Subtotal General Fund Revenu
e $223,082,326 ($12,692,499) $210,389,827
Transfers In [3] - $368,000 - $368,000 N/A -
Total General Fund Revenue $223,450,326 ($12,692,499) $210,757,827 rev
Source: City of Stockton Fiscal Year 2020-21 Approved Annual Budget; EPS. [1] Refer to Table A-1.
[4] Based on the City of Stockton Fiscal Year 2020-21 Approved Annual Budget, these revenue categories are fully offset by expenditures as shown on Table C-1. [3] These revenue sources are not anticipated to be impacted by development included in this analysis. [2] Measure A is a 0.75% transaction and use tax approved by voters in November 2013 and is set to expire in 2024 or sooner if certain conditions are met. As it is unknown if Measure A will be extended beyond the initial 10 year period, it has been excluded from this analysis.

City of
Stockton
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Table B-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockto
n
Estimated Annual General Fund Revenues (2020$)
Case Study
Revenue Category Reference 2025 2030 2035 2040 2050 Buildout (2060 ) General Fund Revenues
Property Tax Table B-3 $277,700 $493,500 $905,000 $1,388,200 $1,803,100 $1,888,400 Property Tax in Lieu of VLF Table B-3 $196,300 $381,800 $692,400 $1,051,200 $1,417,800 $1,530,300 Property Transfer Tax Table B-4 $9,400 $14,900 $23,700 $33,600 $43,300 $46,300 Sales and Use Tax Table B-5 $657,400 $1,556,300 $2,559,600 $3,636,900 $5,530,500 $6,384,400 Prop. 172 Public Safety Sales Tax Table B-5 $24,400 $57,700 $94,900 $134,800 $205,000 $236,600 Utility User Taxes - $103,000 $211,200 $348,000 $474,600 $594,500 $637,800 Franchise Taxes - $44,600 $91,400 $150,600 $205,500 $257,400 $276,100 Transient Occupancy Tax - $8,200 $16,800 $27,700 $37,800 $47,300 $50,800 Business License Tax - $29,900 $61,200 $100,900 $137,500 $172,300 $184,800 Licenses and Permits - $600 $1,300 $2,100 $2,900 $3,600 $3,900 Total General Fund Revenue $1,351,500 $2,886,100 $4,904,900 $7,103,000 $10,074,80 0 $11,239,400 EIFD Contribution - Maximum Tax Rate
Less EIFD Contribution ($2,777) ($98,702) ($181,000) ($277,645) ($360,630) ($377,672) Net General Fund Revenues $1,348,723 $2,787,398 $4,723,900 $6,825,35 5 $9,714,170 $10,861,72 8 EIFD Contribution - Variable Tax Rate
Less EIFD Contribution ($2,777) ($64,156) ($85,975) ($131,881) ($81,142) ($84,976) Net General Fund Revenues $1,348,723 $2,821,944 $4,818,925 $6,971,119 $9,993,658 $11,154,424 rev est
Source: City of Stockton Fiscal Year 2020-21 Approved Annual Budget; EPS.

Estimated Annual Revenue (Rounded)
City of
Stockton
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Table B-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Estimated Annual Property Tax Revenues (2020$)
Assumption/
Item Source Formula 2025 2030 2035 2040 2050 Buildout (2060) Assessed Value of New Development Table D-2
Assessed Value of New Development in Current City Limits a $148,619,250 $239,869,250 $445,534,250 $691,421,750 $859,544,250 $866,706,750 Assessed Value of New Development in Annexation Area b $40,625,000 $128,125,000 $221,875,000 $321,875,000 $507,125,000 $608,400,000 Total Assessed Value c = a + b $189,244,250 $367,994,250 $667,409,250 $1,013,296,750 $1,366,669,250 $1,475,106,750 Property Tax Revenue (1% of Assessed Value) 1.0000%
Property Tax Revenue in Current City Limits d = a * 1.00% $1,486,193 $2,398,693 $4,455,343 $6,914,218 $8,595,443 $8,667,068 Property Tax Revenue in Annexation Areas e = b * 1.00% $406,250 $1,281,250 $2,218,750 $3,218,750 $5,071,250 $6,084,000 Total Property Tax Revenue f = d + e $1,892,443 $3,679,943 $6,674,093 $10,132,968 $13,666,693 $14,751,068 Estimated Property Tax Allocation
Property Tax Allocation in Current City Limits [1]
City of Stockton General Fund 16.7111% g = d * 16.71% $248,360 $400,849 $744,539 $1,155,445 $1,436,397 $1,448,367 Other Agencies/ERAF 83.2889% h = d * 83.29% $1,237,833 $1,997,843 $3,710,804 $5,758,772 $7,159,045 $7,218,701 Property Tax Allocation in Annexation Areas [2]
City of Stockton General Fund 7.2320% i = e * 7.23% $29,380 $92,659 $160,459 $232,779 $366,751 $439,992 Other Agencies/ERAF 92.7680% j = e * 92.77% $376,870 $1,188,591 $2,058,291 $2,985,971 $4,704,499 $5,644,008 Total City of Stockton General Fund Property Tax k = g + i $277,740 $493,509 $904,998 $1,388,224 $1,803,148 $1,888,359 EIFD Allocation - Maximum Tax Rate
EIFD Allocation Percentage [3] l 1.0% 20.0% 20.0% 20.0% 20.0% 20.0% EIFD Allocation m = k * l $2,777 $98,702 $181,000 $277,645 $360,630 $377,672 Net City General Fund Property Tax n - k - m $274,962 $394,807 $723,998 $1,110,579 $1,442,518 $1,510,687 EIFD Allocation - Variable Tax Rate
EIFD Allocation Percentage [3] l 1.0% 13.0% 9.5% 9.5% 4.5% 4.5% EIFD Allocation m = k * l $2,777 $64,156 $85,975 $131,881 $81,142 $84,976 Net City General Fund Property Tax n - k - m $274,962 $429,352 $819,023 $1,256,343 $1,722,006 $1,803,383 Estimated Property Tax Revenues (2020$)
City of
Stockton
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Table B-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Estimated Annual Property Tax Revenues (2020$)
Assumption/
Item Source Formula 2025 2030 2035 2040 2050 Buildout (2060) Estimated Property Tax Revenues (2020$)
City of
Stockton
Property Tax In-Lieu of Motor Vehicle In-Lieu Fee Revenue (VLF) Total Citywide Assessed Value [4] l $24,701,295,559 $24,701,295,559 $24,701,295,559 $24,701,295,559 $24,701,295,559 $24,701,295,559 Total Assessed Value of Project m $189,244,250 $367,994,250 $667,409,250 $1,013,296,750 $1,366,669,250 $1,475,106,750 Total Assessed Value n = l + m $24,890,539,809 $25,069,289,809 $25,368,704,809 $25,714,592,309 $26,067,964,809 $26,176,402,309 Percent Change in AV o = m / l 0.77% 1.49% 2.70% 4.10% 5.53% 5.97% Property Tax In-Lieu of VLF [5] $25,626,000 p = o * $25,626,000 $196,329 $381,770 $692,394 $1,051,230 $1,417,831 $1,530,328 prop tax
Source: City of Stockton; San Joaquin County Auditor-Controller; EPS. [2] Refer to Table D-1 for details.
[4] Reflects Assessed Valuation for FY 2020-21. Includes Citywide secured, unsecured, homeowner exemption, and public utility roll. [5] Property tax in-lieu of VLF amount derived from the City of Stockton FY 2020-21 Annual Budget. Refer to Table B-1 for details. [1] Reflects the average property tax allocation to the City's General Fund for all TRAs within the 200-year flood plain that are within the City's boundary. TRAs include: 003-159, 003-206, 003-238, 003,240, 003-289, 003-312, 003-455, 003-463, 003-464, 003-479, and 003-481. [3] EIFD allocation percentage represents the portion of property tax revenues to be diverted to the EIFD. Alocation percentages are negotiated allocation amounts based on discussions between the County, the Cities of Lathrop, Stockton, and Manteca, and Project Consultants. Reflects the Initial Base Rate for the period ending 2029 and the Maximum Tax Allocation Rate for 2030 and beyond.

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Table B-4
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Real Property Transfer Tax (2020$)
Assumption
/
Description Source 2025 2030 2035 2040 2050 Buildout (2060) Rate per $1,000 of AV $0.55
Project Assessed Value Table D-2
Low Density Residential $79,458,000 $79,458,000 $79,458,000 $79,458,000 $79,458,000 $79,458,000 High Density Residential $15,000,000 $75,000,000 $139,000,000 $177,600,000 $177,600,000 $177,600,000 Nonresidential $94,786,250 $213,536,250 $448,951,250 $756,238,750 $1,109,611,250 $1,218,048,750 Total Assessed Value $189,244,250 $367,994,250 $667,409,250 $1,013,296,750 $1,366,669,250 $1,475,106,750 Turnover Rate
Low Density Residential 14.30%
High Density Residential 6.70%
Nonresidential 5.00%
Annual Transfer Tax Revenue [1]
Low Density Residential $6,249 $6,249 $6,249 $6,249 $6,249 $6,249 High Density Residential $553 $2,764 $5,122 $6,545 $6,545 $6,545 Nonresidential $2,607 $5,872 $12,346 $20,797 $30,514 $33,496 Total Annual Transfer Tax Revenue $9,409 $14,885 $23,718 $33,590 $43,308 $46,290 transfer
Source: City of Stockton; San Joaquin County Auditor-Controller; EPS. [1] Formula for Transfer Tax = Assessed Value/$1000 * Rate per $1,000 of Assessed Value * Turnover rate.

Estimated Annual Property Transfer Tax Revenue (2020$)
City of
Stockton
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Table B-5
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockto
n
Estimated Annual Taxable Sales and Use Tax Revenue (2020$) Item Formula 2025 2030 2035 2040 2050 Buildout (2060)
Estimated Annual Taxable Sales
Annual Taxable Sales from Market Support (Residents and Employees) a $5,167,169 $9,737,481 $15,147,354 $19,514,889 $22,517,496 $23,600,786 Annual Taxable Sales from Onsite Commercial Uses b $60,572,394 $145,888,155 $240,817,294 $344,175,286 $530,532,359 $614,835,607 Annual Taxable Sales from New Development c = a + b $65,739,563 $155,625,63 6 $255,964,648 $363,690,17 5 $553,049,855 $638,436,394 Annual Sales Tax Revenue
Bradley Burns Local Sales Tax Revenue d = c * 1.0000% 1.0000% $657,396 $1,556,256 $2,559,646 $3,636,902 $5,530,499 $6,384,364 City of Stockton Prop 172 Public Safety Sales Tax Revenue [1] e = d * 3.7058% 3.7058% $24,362 $57,672 $94,857 $134,778 $204,952 $236,595 sales
Source: City of Stockton; California State Board of Equalization; EPS.

City of
Stockton
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Table B-5A
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Estimated Annual Taxable Sales from Proposed Development, Market Support Method (2020$) Annual Taxable Sales from Market Support Assumption 2025 2030 2035 2040 2050 Buildout (2060) Annual Taxable Sales from New Residents
Residential Development Table A-3
Low Density Residential 176 176 176 176 176 176
High Density Residential 71 353 653 835 835 835
Total Residential Development 246 528 829 1,010 1,010 1,010 Taxable Retail Expenditures
per Household [1]
Low Density Residential $24,000 $4,217,818 $4,217,818 $4,217,818 $4,217,818 $4,217,818 $4,217,818 High Density Residential $15,000 $1,057,500 $5,287,500 $9,799,500 $12,520,800 $12,520,800 $12,520,800 Total Taxable Retail Expenditures $5,275,318 $9,505,318 $14,017,318 $16,738,618 $16,738,618 $16,738,618 Estimated Citywide Capture from New Households [2] 80% $4,220,254 $7,604,254 $11,213,854 $13,390,894 $13,390,894 $13,390,894 Estimated Taxable Sales inside Project Area 50% $2,110,127 $3,802,127 $5,606,927 $6,695,447 $6,695,447 $6,695,447 Estimated Taxable Sales outside Project Area 50% $2,110,127 $3,802,127 $5,606,927 $6,695,447 $6,695,447 $6,695,447 Annual Taxable Sales from New Employment
Taxable Sales from New Employment
Employees Table A-4 877 1,975 3,642 5,670 8,451 9,454
Average Daily Taxable Sales per New Employee $10.00
Work Days per Year 240
Taxable Sales from New Employees [3] 50%
Total Taxable Sales from New Employees $1,052,127 $2,370,252 $4,370,556 $6,804,439 $10,140,669 $11,344,325 Estimated Citywide Capture from New Employees [2] 90% $946,915 $2,133,227 $3,933,500 $6,123,995 $9,126,602 $10,209,892 Estimated Taxable Sales inside Project Area 70% $662,840 $1,493,259 $2,753,450 $4,286,796 $6,388,621 $7,146,925 Estimated Taxable Sales outside Project Area 30% $284,074 $639,968 $1,180,050 $1,837,198 $2,737,981 $3,062,968 Total Annual Taxable Sales from Market Support $5,167,169 $9,737,481 $15,147,354 $19,514,889 $22,517,496 $23,600,786 Taxable City Sales inside Project Area $2,772,967 $5,295,386 $8,360,377 $10,982,243 $13,084,068 $13,842,372 Taxable City Sales outside Project Area $2,394,201 $4,442,095 $6,786,977 $8,532,646 $9,433,428 $9,758,415 sales a
Source: Costar; Gregory Group; Bureau of Labor Statistics; City of Stockton; EPS. [2] Represents the portion of household and employee retail expenditures estimated to take place within the City of Stockton. [3] Taxable sales from employees discounted by 50 percent to account for employees who are also residents. [1] For details pertaining to household taxable expenditure assumptions, refer to Table D-3.

Estimated Annual Taxable Sales (2020$)
Occupied Dwelling Units
Taxable Retail Expenditures
City of
Stockton
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Table B-5B
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockto
n
Estimated Annual Taxable Sales from Onsite Nonresidential (2020$) Annual
Taxable Sales
per Sq. Ft. [1]
Item / Assumption 2025 2030 2035 2040 2050 Buildout (2060) Taxable Sales from Commercial Development
Taxable Sales Generating Occupied Commercial
Development Square Feet
Retail Commercial 290,590 695,278 1,123,090 1,574,028 2,421,328 2,814,596 Total 290,590 695,278 1,123,090 1,574,028 2,421,328 2,814,596 Total Taxable Sales from Onsite Commercial
Development
Retail Commercial $240 $69,741,633 $166,866,633 $269,541,633 $377,766,633 $581,118,633 $675,503,043 Total $69,741,633 $166,866,633 $269,541,633 $377,766,633 $581,118,633 $675,503,043 Less Total Annual Taxable Sales from
Market Support (within the Project) [2] $2,772,967 $5,295,386 $8,360,377 $10,982,243 $13,084,068 $13,842,372 Annual Sales Less Market Support $66,968,666 $161,571,247 $261,181,256 $366,784,390 $568,034,565 $661,660,671 Shift from
Existing Retail
Less Shift of Sales from Existing Regional and
Community Retail to the Project [3] 10% $6,696,867 $16,157,125 $26,118,126 $36,678,439 $56,803,456 $66,166,067 Total Taxable Sales from Retail Commercial Uses $60,271,799 $145,414,122 $235,063,130 $330,105,951 $511,231,108 $595,494,604 Occupied Nonretail Commercial Uses
Office Commercial $60,119 $94,806 $129,494 $164,181 $233,556 $241,507 Industrial - - $1,021,339 $2,649,686 $3,626,694 $3,626,694 Total $60,119 $94,806 $1,150,833 $2,813,867 $3,860,250 $3,868,201 Total Taxable Sales from Nonretail Commercial
Uses
Office Commercial $5 $300,595 $474,032 $647,470 $820,907 $1,167,782 $1,207,534 Industrial $5 - - $5,106,694 $13,248,428 $18,133,469 $18,133,469 Total $300,595 $474,032 $5,754,164 $14,069,336 $19,301,251 $19,341,003 Total Taxable Sales from Nonretail Commercial Developmen t $300,595 $474,032 $5,754,164 $14,069,336 $19,301,251 $19,341,003 Total Taxable Sales from Onsite Commercial Uses $60,572,394 $145,888,155 $240,817,294 $344,175,286 $530,532,359 $614,835,607 sales b
Source: U.S. Department of Labor Bureau of Labor Statistics; Urban Land Institute; EPS. [2] Estimated in Table B-5A.

Estimated Annual Taxable Sales (2020$)
[3] Represents a discount factor to account for taxable sales transactions that may shift from the City's existing retail centers to those included in the Project.

Applied only to the Retail uses within the Project.
[1] See Table D-4 for the taxable retail sales calculation. All retail is assumed to be community serving retail. Sales per square foot for the Retail space is based on average total sales per square foot figure derived from BizMiner and eMarketer data (escalated to 2020$) and converts total sales to taxable sales per square foot to account for a small portion of non-taxable goods sold.

City of
Stockton
Occupied Building Square Feet
Occupied Building Square Feet
Total Taxable Sales
Total Taxable Sales
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ATTACHMENT A
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APPENDIX C:

General Fund Expenditure Analysis

Table C-1 Expenditure-Estimating Procedures Based on
City of Lathrop FY 2020-21 Budget ................................ H-16 Table C-2 Estimated Annual General Fund Expendit ures .................. H-17

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Table C-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Expenditure-Estimating Procedures Based on City of Stockton FY 2020-21 Budget (2020$)

FY 2020-21 FY 2020-21 Population
Estimating Budgeted Less Offsetting Net City or Persons FY 2020-21 Adjustment FY 2020-21 Item Procedure Expenditures [1] Revenue Expenditures Served Avg. Cos t Factor [2] Avg. Cos t General Fund
General Government Administration Persons Served $16,978,158 ($187,500) $16,790,658 380,022 $44.18 100% $44.18 Police Services Persons Served $136,160,466 ($7,648,853) $128,511,613 380,022 $338.17 100% $338.17 Fire Services Persons Served $48,088,874 ($4,678,487) $43,410,387 380,022 $114.23 100% $114.23 Fire Station Expenditures [3] Case Study N/A N/A N/A N/A N/A N/A N/A Public Works Persons Served $16,015,900 ($37,355) $15,978,545 380,022 $42.05 100% $42.05 Economic Development Persons Served $1,452,575 ($140,304) $1,312,271 380,022 $3.45 100% $3.45 Office of Violence Prevention Persons Served $1,967,245 - $1,967,245 380,022 $5.18 100% $5.18 Library and Recreation (prior to 2034) [4] Per Capita $7,550,000 - $7,550,000 318,522 $23.70 100% $23.70 Library and Recreation (2034 and beyond) [4] Per Capita $24,697,929 - $24,697,929 318,522 $77.54 100% $77.54 Entertainment Venues Per Capita $4,785,000 - $4,785,000 318,522 $15.02 100% $15.02 Downtown Marina Per Capita $297,000 - $297,000 318,522 $0.93 100% $0.93 Golf Courses Per Capita $550,000 - $550,000 318,522 $1.73 100% $1.73 Grant Match [5] $100,000 - $100,000 N/A - 100% -
Development Services Persons Served $800,000 - $800,000 380,022 $2.11 100% $2.11 Low and Moderate Income Housing [5] - - - N/A - 100% - Radio and Retirement ISF [5] $5,250,000 - $5,250,000 N/A - 100% - Subtotal Annual General Fund Expenditures $264,693,147 ($12,692,499) $252,000,648 Debt Service [5] $1,837,175 - $1,837,175 N/A - 100% - Contingency [5] $2,000,000 - $2,000,000 N/A - 100% - Total Annual General Fund Expenditures $268,530,322 ($12,692,499) $255,837,823 Available Balance [6] ($45,079,996) ($45,079,996)
exp
Source: City of Stockton Fiscal Year 2020-21 Approved Annual Budget; City of Stockton; EPS. [6] Available Balance reflects surplus annual General Fund Revenues beyond those required to fund all annual General Fund Expenditures. [5] This expenditure category is not expected to be affected by the project and not evaluated as part of this analysis.

City of
Stockton
[1] Represents the approved FY 2020-21 budgeted expenditures. [2] An adjustment factor may be used to reflect the fact that new employees may not increase certain General Fund department expenditures at a 1:1 ratio. This analysis does not assume an adjustment at this time.
[3] Based on conversations with the Fire Chief it is anticipated that an additional fire station would be required to serve the anticipated development south of the City. The annual operating costs related to the operation of the additional fire station have been included as an additional annual expenditure in all phases of development. [4] Under current budget conditions, Library and Recreation funding includes support from Sales Tax Measure M. This sales tax measure is expected to expire in 2034 and is not anticipated to be renewed. As a result all Library and Recreation expenditures currently funded through Measure M are expected to be absorbed by the City General Fund beginning in 2034.

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Table C-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Estimated Annual General Fund Expenditures (2020$)
Expenditure Category 2025 2030 2035 2040 2050 Buildout (2060) General Fund
General Government Administration $52,781 $108,196 $178,247 $243,094 $304,513 $326,672 Police Services $403,972 $828,110 $1,364,263 $1,860,582 $2,330,670 $2,500,269 Fire Services $136,459 $279,730 $460,839 $628,493 $787,285 $844,575 Fire Station Expenditures [2] $2,300,000 $2,300,000 $2,300,000 $2,300,000 $2,300,000 $2,300,000 Public Works $50,228 $102,963 $169,626 $231,336 $289,785 $310,872 Economic Development $4,125 $8,456 $13,931 $18,999 $23,799 $25,531 Office of Violence Prevention $6,184 $12,677 $20,884 $28,482 $35,678 $38,274 Library and Recreation (prior to 2034) [3] $17,924 $34,635 - - - - Library and Recreation (2034 and beyond) [3] - - $171,610 $206,778 $206,778 $206,778 Entertainment Venues $11,360 $21,951 $33,248 $40,061 $40,061 $40,061 Downtown Marina $705 $1,362 $2,064 $2,487 $2,487 $2,487 Golf Courses $1,306 $4,228 $6,966 $9,500 $11,901 $12,767 Development Services $2,515 $5,155 $8,493 $11,582 $14,509 $15,564 Total Annual General Fund Expenditures $2,987,559 $3,707,464 $4,730,170 $5,581,394 $6,347,464 $6,623,849 exp est
Source: City of Stockton Fiscal Year 2020-21 Approved Annual Budget; EPS. [1] Annual expenditure estimated on a per persons served or per capita basis. Refer to Table C-1 for estimating procedure and Table A-5 for population and employment estimates.

Estimated Annual Expenditure [1]
City of
Stockton
[2] Based on conversations with the Fire Chief it is anticipated that an additional fire station would be required to serve the anticipated development south of the City. This analysis assumes the required station will be developed and staffed within the first phase of development. Based on information provided by the Fire Chief, current as of July 2020, the additional station would require nine additional firefighters to staff an engine and company for a total annual expenditure increase of $2,300,000. The fire station expenditures have been included in this analysis in addition to the per persons served multiplier expenditures. [3] Under current budget conditions, Library and Recreation funding includes support from Sales Tax Measure M. This sales tax measure is expected to expire in 2034 and is not anticipated to be renewed. As a result, all Library and Recreation expenditures currently funded through Measure M are expected to be absorbed by the City General Fund beginning in 2034.

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APPENDIX D:

Supporting Tables for
Revenue and Expenditure Analysis

Table D-1 Preliminary Property Tax Allocations for
Annexation Area ......................................................... H-18 Table D-2 Cumulative Asse ssed Valuation ..................................... H-19 Table D-3 Estimated Average Annu al Household Income ................. H-20 Table D-4 Total and Taxable Retail Sales per Square Feet ................ H-21

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Table D-1
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n
Preliminary Property Tax Allocations for Annexation Area Tax
Code Entit y TRA 102-135 TRA 102-032 TRA 102-135 TRA 102-032 Total Formula a b e f g = e + f h e = d * $278,126 f = e / $769,158 Subject to Detachment
10001 County General 22.29650% 22.30610% $172,291 ($796) $171,495 80% $222,501 28.92784% 10527 Road District 1 4.26040% 4.26030% $32,921 ($152) $32,769 - - 0.00000% 14401 French Camp-Mc Kinley Rural Fire 9.60300% 9.60300% $74,205 ($343) $73,862 - - 0.00000% 40400 City of Stockton 0.00000% 0.00000% - - - 20% $55,625 7.23196% Subtotal 36.15990% 36.16940% $279,417 ($1,291) $278,126 100% $278,126 36.15980% Not Subject to Detachment
10618 County Library 1.80010% 1.80010% $13,910 ($64) $13,846 - $13,846 1.80013% 12601 Manteca Unified Schools 29.58380% 29.58380% $228,602 ($1,056) $227,546 - $227,546 29.58378% 13001 S.J. Delta Comm College 4.00510% 4.00510% $30,949 ($143) $30,806 - $30,806 4.00514% 13201 County Office Of Education 1.43850% 1.42890% $11,116 ($51) $11,065 - $11,065 1.43855% 16001 Sjc Flood Control 0.17560% 0.17570% $1,357 ($6) $1,351 - $1,351 0.17564% 21901 Sjc Mosquito Abatement 0.78840% 0.78840% $6,092 ($28) $6,064 - $6,064 0.78838% 41100 ERAF - Educational Revenue Augmentation Fund 26.04860% 26.04860% $201,285 ($930) $200,355 - $200,355 26.04859% Subtotal 63.84010% 63.83060% $493,311 ($2,279) $491,032 - $491,032 63.84020% Total 100.00000% 100.00000% $772,729 ($3,570) $769,158 100% $769,158 100.00000% TRA
Source: San Joaquin County Auditor-Controller; EPS.
[1] Provided by the San Joaquin County Auditor-Controller.

City of
Stockton
Existing Tax Rate Area (TRA)
Post-ERAF Distribution [1]
[2] Based on the most recent tax-sharing agreement between San Joaquin County and the City of Stockton dated August 2015 related to annexed areas to the City.

Gross Revenue
(FY 2019-20) [1]
Property Tax
Sharing
Agreement [2]
Post Annexation Average
Base
Revenue
Post-ERAF
Distribution
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Table D-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockto
n
Cumulative Assessed Valuation (2020$)
Item 2025 2030 2035 2040 2050 Buildout (2060)
Development Projections in Current City Limits
Residential Land Uses per Unit
Low Density Residential $425,000 $79,458,000 $79,458,000 $79,458,000 $79,458,000 $79,458,000 $79,458,000 High Density Residential $200,000 $15,000,000 $75,000,000 $139,000,000 $177,600,000 $177,600,000 $177,600,000 Subtotal Residential $94,458,000 $154,458,000 $218,458,000 $257,058,000 $257,058,000 $257,058,000 Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 $37,912,875 $59,787,875 $81,662,875 $103,537,875 $147,287,875 $152,301,625 Office Commercial $250 $16,248,375 $25,623,375 $34,998,375 $44,373,375 $63,123,375 $65,272,125 Industrial $100 - - $110,415,000 $286,452,500 $392,075,000 $392,075,000 Subtotal Nonresidential $54,161,250 $85,411,250 $227,076,250 $434,363,750 $602,486,250 $609,648,750 Total All Land Uses $148,619,250 $239,869,250 $445,534,250 $691,421,750 $859,544,250 $866,706,750 Development Projections in Annexation Areas
Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 $40,625,000 $128,125,000 $221,875,000 $321,875,000 $507,125,000 $608,400,000 Subtotal Nonresidential $40,625,000 $128,125,000 $221,875,000 $321,875,000 $507,125,000 $608,400,000 Total All Land Uses $40,625,000 $128,125,000 $221,875,000 $321,875,000 $507,125,000 $608,400,000 Total City of Stockton Development Projections
Residential Land Uses per Unit
Low Density Residential $425,000 $79,458,000 $79,458,000 $79,458,000 $79,458,000 $79,458,000 $79,458,000 High Density Residential $200,000 $15,000,000 $75,000,000 $139,000,000 $177,600,000 $177,600,000 $177,600,000 Subtotal Residential $94,458,000 $154,458,000 $218,458,000 $257,058,000 $257,058,000 $257,058,000 Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 $78,537,875 $187,912,875 $303,537,875 $425,412,875 $654,412,875 $760,701,625 Office Commercial $250 $16,248,375 $25,623,375 $34,998,375 $44,373,375 $63,123,375 $65,272,125 Industrial $100 - - $110,415,000 $286,452,500 $392,075,000 $392,075,000 Subtotal Nonresidential $94,786,250 $213,536,250 $448,951,250 $756,238,750 $1,109,611,250 $1,218,048,750 Total All Land Uses $189,244,250 $367,994,250 $667,409,250 $1,013,296,750 $1,366,669,250 $1,475,106,750

TRUE TRUE TRUE TRUE TRUE TRUE
AV
Source: Costar; CBRE; The Gregory Group; EPS.
[1] Refer to Table A-5 for details.

Total Assessed Value (2020$)
Rounded
Value per
Unit/Sq. Ft.
[1]
City of
Stockton
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Table D-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockton
Estimated Average Annual Household Income (2020$)
Taxable Annual Taxable
Estimated Total Annual Estimated Expenditures Expenditures Home Mortgage Household as a Percent o
f per Household
Residential Land Use Value [1] or Rent [2] Income [3] Income [4] (Rounded) Owner-Occupied Residential
Low Density Residential $425,000 $32,202 $92,000 26% $24,000 Renter-Occupied Residential
High Density Residential $200,000 $18,000 $51,000 30% $15,000 income
Source: Costar; Gregory Group; Bureau of Labor Statistics; EPS. [1] See Table A-5 for detail on estimated values for residential units. [4] Based on household expenditures data from the Bureau of Labor Statistics, 2018 Consumer Expenditure Survey. [2] Based on a 5%, 30-year fixed-rate mortgage with a 20% down payment, $150 monthly Homeowner's association dues and 2% annual taxes and insurance.

City of
Stockton
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Table D-4
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - City of Stockto
n
Total and Taxable Retail Sales per Square Feet (2020$)
Item % [2] No. % [2] No. % [2] No.

Source: BizMiner 2016; ULI Dollars & Cents 2008; State of California Board of Equalization (BOE) Publication 61; Bureau of Labor Statistics, "CPI-All Urban Consumers (Current Series) - West Urban"; RetailSails http://retailsails.files.wordpress.com/2011/09/rs_spsf.pdf; eMarketer pulled February 2019; respective annual 10-K reports; EPS.

Sales per square foot for Food and Beverage stores estimated based on the averages from BizMiner, RetailSales, eMarketer, and annual 10-K reports, escalated to 2020$.

Total Retail Sales per Square Foot
Original
Data
[see Note]
Escalated
Data
(2020$) [1]
Total Retail Sales by Shopping Center Typ
e
Neighborhood Community Regional
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ATTACHMENT I:

San Joaquin County Fiscal Impact Analysis

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List of Tables
Table 1 Summary of Annual Surplus/Deficits .............................................................. I-1 Table 2 Estimated Annual Reve nues and Expenditures ................................................ I-2

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Table 1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Summary of Annual Surplus/Deficits (2020$)
Item 2025 [1] 2030 2035 2040 2050 Buildout (2060)
Annual Fiscal Impact Summary
Prior to EIFD Allocation
Annual General Fund Revenues $10,131,000 $20,394,000 $28,056,000 $32,359,000 $37,918,000 $41,536,000 Annual General Fund Expenditures $4,169,000 $7,886,000 $10,502,000 $11,861,000 $14,093,000 $15,827,000 Net General Fund Surplus/(Deficit) $5,962,000 $12,508,000 $17,554,000 $20,498,000 $23,825,000 $25,709,000 Net of EIFD Allocation - Maximum Tax Rate
EIFD Contribution [2] ($2,466,100) ($2,005,300) ($2,718,300) ($3,116,300) ($3,659,600) ($4,037,900) Net General Fund Surplus/(Deficit) $3,495,900 $10,502,700 $14,835,700 $17,381,700 $20,165,400 $21,671,100 Net of EIFD Allocation - Variable Tax Rate
EIFD Contribution [2] ($2,466,100) ($1,303,400) ($1,291,200) ($1,480,200) ($823,400) ($908,500) Net General Fund Surplus/(Deficit) $3,495,900 $11,204,600 $16,262,800 $19,017,800 $23,001,600 $24,800,500 sum
Source: EPS.
[2] EIFD Allocation represents the portion of County property tax revenues diverted to the EIFD. Refer to Table B-3 for details.

Estimated Annual Revenues/Expenditures (Rounded)
San Joaquin
County
[1] This analysis assumes the EIFD will be formed in FY 2022-23 (Base Year) with the first year of revenue accruing to the district in FY 2023-24.

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Table 2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin County
Estimated Annual Revenues and Expenditures (2020$)
Item 2025 [1] 2030 2035 2040 2050 Buildout (2060 )
Annual General Fund Revenues (Prior to EIFD Contribution) Property Tax (without EIFD Contribution) $5,213,700 $10,026,300 $13,591,500 $15,581,500 $18,298,200 $20,189,600 Property Tax in Lieu of VLF $3,002,700 $5,774,400 $7,827,600 $8,973,700 $10,538,300 $11,627,600 Property Transfer Tax $132,200 $243,400 $326,000 $368,800 $452,500 $519,900 Prop. 172 Public Safety Sales Tax $1,704,100 $4,200,700 $6,111,600 $7,210,000 $8,362,500 $8,899,800 Licenses, Permits, and Franchise $45,300 $86,900 $116,200 $131,800 $155,700 $173,700 Motor Vehicle License Fee $6,000 $10,500 $13,600 $15,100 $18,500 $21,600 Fines, Forfeitures and Penalties $26,900 $51,700 $69,100 $78,400 $92,600 $103,300 Total General Fund Revenu
e $10,130,900 $20,393,900 $28,055,600 $32,359,300 $37,918,300 $41,535,500 Annual General Fund Expenditures
General Government
Legislative & Administrative $90,000 $172,700 $231,000 $261,900 $309,400 $345,200 Finance $589,900 $1,131,500 $1,513,900 $1,715,900 $2,027,700 $2,261,900 County Counsel $5,300 $10,200 $13,600 $15,500 $18,300 $20,400 Human Resources $31,700 $60,700 $81,200 $92,100 $108,800 $121,400 Elections $65,500 $125,600 $168,000 $190,400 $225,000 $251,000 Property Management $271,300 $520,400 $696,300 $789,200 $932,600 $1,040,300 Other General $77,800 $149,200 $199,600 $226,300 $267,400 $298,300 Total General Government $1,131,500 $2,170,300 $2,903,600 $3,291,300 $3,889,200 $4,338,500 Public Protection
Judicial $887,500 $1,702,300 $2,277,600 $2,581,500 $3,050,600 $3,403,000 Police Protection $418,300 $802,200 $1,073,400 $1,216,600 $1,437,600 $1,603,700 Detention and Corrections $960,300 $1,841,900 $2,464,500 $2,793,300 $3,300,900 $3,682,200 Protective Inspection $106,100 $203,400 $272,200 $308,500 $364,600 $406,700 Other Protection $4,700 $9,000 $12,000 $13,600 $16,100 $17,900 Total Public Protection $2,376,900 $4,558,800 $6,099,700 $6,913,500 $8,169,800 $9,113,500 Health and Sanitation
Health Services $316,200 $553,800 $717,200 $792,600 $974,000 $1,137,300 Total Health and Sanitation $316,200 $553,800 $717,200 $792,600 $974,000 $1,137,300 Public Assistanc
e
Administration - - - - - -
Aid Programs $184,600 $323,300 $418,700 $462,700 $568,600 $663,900 General Relief $11,200 $19,700 $25,500 $28,100 $34,600 $40,400 Other Assistance $74,100 $129,700 $168,000 $185,700 $228,200 $266,400 Veterans Services $3,900 $6,800 $8,800 $9,700 $11,900 $13,900 Total Public Assistanc
e $273,800 $479,500 $621,000 $686,200 $843,300 $984,600 Education
Agriculture Education $10,000 $18,000 $23,000 $25,000 $31,000 $36,000 Total Education $10,000 $18,000 $23,000 $25,000 $31,000 $36,000 Recreation
Recreation Services $55,000 $96,000 $124,000 $137,000 $168,000 $196,000 Cultural Services $6,000 $10,000 $13,000 $15,000 $18,000 $21,000 Total Recreation $61,000 $106,000 $137,000 $152,000 $186,000 $217,000 Total General Fund Expenditure
s $4,169,400 $7,886,400 $10,501,500 $11,860,600 $14,093,300 $15,826,900 EIFD Contribution [2]
Maximum Tax Rate ($2,466,100) ($2,005,300) ($2,718,300) ($3,116,300) ($3,659,600) ($4,037,900) Variable Tax Rate ($2,466,100) ($1,303,400) ($1,291,200) ($1,480,200) ($823,400) ($908,500) Net General Fund Surplus/(Deficit)
Prior to EIFD Allocation $5,961,500 $12,507,500 $17,554,100 $20,498,700 $23,825,000 $25,708,600 Net of EIFD Allocation - Maximum Ta
x $3,495,400 $10,502,200 $14,835,800 $17,382,400 $20,165,400 $21,670,700 Net of EIFD Allocation - Variable Tax $3,495,400 $11,204,100 $16,262,900 $19,018,500 $23,001,600 $24,800,100 det sum
Source: EPS.
[2] EIFD Contribution represents the portion of County property tax revenues diverted to the EIFD. Refer to Table B-3 for details.

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APPENDICES:

Appendix A: General Assumptions
Appendix B: General Fund Revenue Analysis
Appendix C: General Fu nd Expenditure Analysis
Appendix D: Supporting Tables for
Revenue and Expenditure Analysis

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APPENDIX A:

General Assumptions

Table A-1 General Assumptions ...................................................... I-3 Table A-2 Cumulative La nd Use Projections ...................................... I-4 Table A-3 Cumulative Occupied Dwelling Units and
Building Square Footage .................................................. I-5 Table A-4 Cumulative Estimate d Population and Employees ................ I-6 Table A-5 Land Us e Assumptions .................................................... I-7

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Table A-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin County
General Assumptions
Item Assumption
General Assumptions
Fiscal Year of Budget Analysis [1] FY 2020-21
Base Fiscal Year of Potential EIFD [2] FY 2022-23
General Demographic Characteristics
San Joaquin County
Population [3] 773,632
Employees [4] 282,200
San Joaquin County Persons Served [5] 914,732
gen assumps
Source: California Department of Finance; EDD; U.S. Census LED; EPS. [5] Persons served is defined as total population plus half of total employees. Used to estimate specific revenues and expenditures that are assumed to be impacted by growth in resident and employment populations and to avoid double counting of employees who reside in the City.

San Joaquin
County
[1] Reflects the County of San Joaquin Fiscal Year 2020-21 adopted budget. Revenues and expenditures are in 2020 dollars. This analysis does not reflect changes in values resulting from inflation or appreciation.
[3] Based on population estimates from the California Department of Finance (DOF) data for January 1, 2020.
[4] US Census Onthemap.ces.census.gov estimated a total of 251,730 jobs in San Joaquin County, CA in 2018. California EDD reports an annual average growth rate of 0.95% since 2018 for the Stockton-Lodi MSA. EPS adjusted the 2018 employment figure to arrive at a 2020 employment estimate using this growth rate and further increased the total by 10% to account for self-employed workers. Estimate is rounded to the nearest hundred employees. [2] This analysis assumes the EIFD will be formed in FY 2022-23 (Base Year) with the first year of revenue accruing to the district in FY 2023-24. Secured and unsecured tax rolls for a fiscal year are based on taxable assessed values with a lien date of the prior January 1. Thus, the initial phase of this analysis includes estimated development occurring in July-December 2022 (50% of development estimated in calendar year 2022) and development occurring in full calendar years for the remainder of the phase (2023-2025). Subsequent phases include 5-year development periods for development occurring from 2026 through 2040 and 10-year development periods from 2041 through 2060.

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Table A-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Cumulative Land Use Projections
Land Use
Dwelling
Units
Building
Sq. Ft.

Dwelling
Units
Building
Sq. Ft.

Development Projections in Current City Limits [2]
Residential Land Uses [4]
Low Density Residential 1,946 - 3,169 - 4,236 - 4,793 - 6,483 - 8,004 - High Density Residential 956 - 1,716 - 2,094 - 2,287 - 2,287 - 2,287 - Subtotal Residential 2,902 - 4,885 - 6,330 - 7,080 - 8,770 - 10,291 - Nonresidential Land Uses
Retail Commercial [5] - 1,691,971 - 4,185,528 - 5,750,736 - 6,504,146 - 7,139,848 - 7,356,351 Office Commercial [5] - 832,363 - 2,023,383 - 2,598,924 - 2,937,792 - 3,153,260 - 3,210,967 Industrial - 6,853,240 - 11,328,609 - 14,357,821 - 16,465,698 - 17,521,923 - 17,521,923 Subtotal Nonresidential - 9,377,573 - 17,537,520 - 22,707,480 - 25,907,636 - 27,815,031 - 28,089,241 Total All Land Uses 2,902 9,377,573 4,885 17,537,520 6,330 22,707,480 7,080 25,907,636 8,770 27,815,031 10,291 28,089,241 Development Projections in Annexation Areas [2]
Residential Land Uses [4]
Low Density Residential 276 - 691 - 860 - 860 - 860 - 860 - Subtotal Residential 276 - 691 - 860 - 860 - 860 - 860 - Nonresidential Land Uses
Retail Commercial [5] - 189,953 - 677,218 - 1,391,530 - 1,944,530 - 2,685,530 - 3,090,630 Industrial - - - - - 1,131,402 - 1,885,670 - 1,885,670 - 1,885,670 Subtotal Nonresidential - 189,953 - 677,218 - 2,522,932 - 3,830,200 - 4,571,200 - 4,976,300 Total All Land Uses 276 189,953 691 677,218 860 2,522,932 860 3,830,200 860 4,571,200 860 4,976,300 Total San Joaquin County Development Projections
Residential Land Uses [4]
Low Density Residential 2,221 - 3,859 - 5,095 - 5,652 - 7,342 - 8,863 - High Density Residential 956 - 1,716 - 2,094 - 2,287 - 2,287 - 2,287 - Subtotal Residential 3,177 - 5,575 - 7,189 - 7,939 - 9,629 - 11,150 - Nonresidential Land Uses
Retail Commercial [5] - 1,881,924 - 4,862,746 - 7,142,266 - 8,448,676 - 9,825,378 - 10,446,981 Office Commercial [5] - 832,363 - 2,023,383 - 2,598,924 - 2,937,792 - 3,153,260 - 3,210,967 Industrial - 6,853,240 - 11,328,609 - 15,489,223 - 18,351,368 - 19,407,593 - 19,407,593 Subtotal Nonresidential - 9,567,526 - 18,214,738 - 25,230,412 - 29,737,836 - 32,386,231 - 33,065,541 Total All Land Uses 3,177 9,567,526 5,575 18,214,738 7,189 25,230,412 7,939 29,737,836 9,629 32,386,231 11,150 33,065,541

TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE lu
Source: San Joaquin County; City of Manteca; City of Lathrop; City of Stockton; LWA; EPS. [4] For purposes of this analysis, residential units were categorized as owner- or renter-occupied based on assumed density. [5] Nonresidential commercial land use projections provided by the applicable City reflect a general commercial land use designation. This analysis assumes general commercial will comprise both retail and office land uses. EPS determined a preliminary estimated allocation of retail and office space based on the existing proportion of retail and office space in each City, the City's current General Plan, and the proposed land use plans of anticipated development projects within the EIFD boundary. [3] Includes development projections in the future Stockton annexation area, the future Manteca Annexation area, and the Oakwood Shores and South Lathrop developments. [2] Development projections include development projections in incorporated cities as were provided by LWA based on land use data provided by the Cities of Lathrop, Manteca, and Stockton as of February, 2020.

San Joaquin
County
Cumulative Dwelling Units/Square Footage
2025 [1] 2030 2035 2040 2050 Buildout (2060)
[1] This analysis assumes the EIFD will be formed in FY 2022-23 (Base Year) with the first year of revenue accruing to the district in FY 2023-24. Secured and unsecured tax rolls for a fiscal year are based on taxable assessed values with a lien date of the prior January 1. Thus, the initial phase of this analysis includes estimated development occurring in July-December 2022 (50% of development estimated in calendar year 2022) and development occurring in full calendar years for the remainder of the phase (2023-2025). Subsequent phases include 5-year development periods for development occurring from 2026 through 2040 and 10-year development periods from 2041 through 2060.

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Table A-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin County
Cumulative Occupied Dwelling Units and Building Square Footage Vacancy
Land Use Rate [1] 2025 2030 2035 2040 2050 Buildout (2060) Development Projections in Current City Limits
Residential Land Uses
Low Density Residential 6.0% 1,829 2,979 3,982 4,505 6,094 7,523 High Density Residential 6.0% 899 1,613 1,968 2,150 2,150 2,150 Subtotal Residential 2,728 4,592 5,950 6,655 8,244 9,673 Nonresidential Land Uses
Retail Commercial 7.5% 1,565,073 3,871,613 5,319,430 6,016,335 6,604,359 6,804,624 Office Commercial 7.5% 769,935 1,871,629 2,404,004 2,717,458 2,916,766 2,970,145 Industrial 7.5% 6,339,247 10,478,964 13,280,985 15,230,771 16,207,779 16,207,779 Subtotal Nonresidential 8,674,255 16,222,206 21,004,419 23,964,563 25,728,904 25,982,548 Development Projections in Annexation Areas
Residential Land Uses
Low Density Residential 6.0% 259 649 808 808 808 808
Subtotal Residential 259 649 808 808 808 808
Nonresidential Land Uses
Retail Commercial 7.5% 175,707 626,427 1,287,165 1,798,690 2,484,115 2,858,833 Industrial 7.5% - - 1,046,547 1,744,245 1,744,245 1,744,245 Subtotal Nonresidential 175,707 626,427 2,333,712 3,542,935 4,228,360 4,603,078 Total San Joaquin County Development Projections
Residential Land Uses
Low Density Residential 6.0% 2,088 3,628 4,790 5,313 6,902 8,332 High Density Residential 6.0% 899 1,613 1,968 2,150 2,150 2,150 Subtotal Residential 2,987 5,241 6,758 7,463 9,052 10,481

TRUE TRUE TRUE TRUE TRUE TRUE
Nonresidential Land Uses
Retail Commercial 7.5% 1,740,779 4,498,040 6,606,596 7,815,025 9,088,474 9,663,457 Office Commercial 7.5% 769,935 1,871,629 2,404,004 2,717,458 2,916,766 2,970,145 Industrial 7.5% 6,339,247 10,478,964 14,327,532 16,975,016 17,952,024 17,952,024 Subtotal Nonresidential 8,849,962 16,848,633 23,338,131 27,507,498 29,957,264 30,585,625

TRUE TRUE TRUE TRUE TRUE TRUE
occupied
Source: California Department of Finance; San Joaquin County; Costar; LWA; EPS. [1] For details pertaining to vacancy rate assumptions, refer to Table A-5.

Occupied Dwelling Units/Building Square Feet
San Joaquin
County
Occupied Dwelling Units
Occupied Building Square Feet
Occupied Dwelling Units
Occupied Building Square Feet
Occupied Dwelling Units
Occupied Building Square Feet
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Table A-4
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Cumulative Estimated Population and Employees
Assumption
Land Use [1] 2025 2030 2035 2040 2050 Buildout (2060)
Project Residents
Residential Land Uses PPH
Low Density Residential 3.30 6,891 11,972 15,806 17,534 22,776 27,494 High Density Residential 2.50 2,247 4,033 4,921 5,374 5,374 5,374 Subtotal Residential 9,138 16,005 20,727 22,908 28,150 32,868 Total Resident Population 9,138 16,005 20,727 22,908 28,150 32,868 Project Employees
Nonresidential Land Uses Sq. Ft. per Emp.

Retail Commercial 400 4,352 11,245 16,516 19,538 22,721 24,159 Office Commercial 400 1,925 4,679 6,010 6,794 7,292 7,425 Industrial 2,000 3,170 5,239 7,164 8,488 8,976 8,976
Subtotal Nonresidential 9,447 21,163 29,690 34,820 38,989 40,560 Total Employee Population 9,447 21,163 29,690 34,820 38,989 40,560 Project Persons Served 13,862 26,587 35,572 40,318 47,645 53,148 pop
Source: California Department of Finance; EPS.
[1] For persons per household and square feet per employee assumptions, refer to Table A-5.

Estimated Population/Employees
San Joaquin
County
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Table A-5
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Land Use Assumptions
Persons per
Estimated Property Household/
Assessed Turnove r Vacancy Sq. Ft. per
Land Use Value [1] Rate [2] Rate [3] Employee [4]
Residential Land Uses per Unit
Low Density Residential [5] $510,427 14.3% 6.0% 3.30
High Density Residential $200,000 6.7% 6.0% 2.50
Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 5.0% 7.5% 400
Office Commercial $250 5.0% 7.5% 400
Industrial $100 5.0% 7.5% 2,000
lu assum
Source: The Gregory Group; Costar; Colliers, International; CBRE; US Census; EPS. [5] Estimated Countywide assessed value per unit reflects the weighted average, at buildout, of the assessed values per unit assumptions for Lathrop, Manteca, and Stockton. The assessed value per unit for low density residential is assumed to be $425,000 in the City of Stockton, $500,000 in the City of Manteca, and $525,000 in the City of Lathrop. The assumption varies in each phase based on varying amounts of low density residential development in each jurisdiction by phase.

San Joaquin
County
[1] Residential assessed values are based on sales data of comparable products as obtained through The Gregory Group for the last 4 quarters (Q1 2020 through Q4 2020). Nonresidential values per square foot based on comparable transaction data for transactions made in San Joaquin County since 2005 obtained from Costar, data accessed on March 25, 2021. [2] Owner-occupied residential assumed to turn over once every 7 years and renter-occupied residential is assumed to turn over once every 15 years.

Nonresidential uses are assumed to turn over once every 20 years. [3] Residential vacancy rates obtained from the US Census American Community Survey, 2018 estimates, for San Joaquin County. Commercial and industrial vacancy rates based on Q3 2019 Costar and Q3 2019 Colliers International market reports for the Stockton/Modesto area. [4] Persons per household figures obtained from the US Census American Community Survey, 2018 estimates. Square feet per employee values are based on empirical research for proposed land uses.

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ATTACHMENT A
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APPENDIX B:

General Fund Revenue Analysis

Table B-1 Revenue-Estimating Procedures Based on
City of Lathrop FY 2020-21 Budget ................................... I-8 Table B-2 Estimated Annual General Fund Revenues ......................... I-9 Table B-3 Estimated Annual Property Tax Revenues (2 pages) .......... I-10 Table B-4 Real Property Transfer Tax ............................................ I-12 Table B-5 Estimated Annual Taxable Sales and Use Tax Revenue ...... I-13 Table B-5A Estimated Annual Taxable Sales from Proposed Development, Market Support Method ............................. I-14 Table B-5B Estimated Annual Taxable Sales from
Onsite Nonresidential .................................................... I-15

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Table B-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin County
Revenue-Estimating Procedures Based on San Joaquin County FY 2020-21 Budget (2020$) FY 2020-21 FY 2020-21
Budgeted Budgeted
Estimating Case Study General Fund Off setting Net General Service Revenue Item Procedure Reference R evenues [1] Revenue Fund Revenues P opulation [2] Multiplier General Fund Revenues
Property Tax Case Study Table B-3 $168,865,867 ($190,792) $168,675,075 N/A - Property Tax in Lieu of VLF Case Study Table B-3 $95,777,111 - $95,777,111 N/A - Property Transfer Tax Case Study Table B-4 $5,016,651 - $5,016,651 N/A - Sales and Use Tax [3] - $22,156,588 - $22,156,588 N/A - Prop. 172 Public Safety Sales Tax Case Study Table B-5 $67,134,327 - $67,134,327 N/A - Transient Occupancy Tax [4] - $510,000 ($510,000) $0 N/A - Licenses, Permits, and Franchise Persons Served - $8,598,700 ($5,609,526) $2,989,174 914,732 $3.27 Intergovernmental Revenue [4] - $495,324,122 ($556,335,941) ($61,011,819) N/A - Motor Vehicle License Fee Per Capita - $509,137 - $509,137 773,632 $0.66 Current Service Charges [4] - $45,015,682 ($44,355,867) $659,815 N/A - Fines, Forfeitures and Penalties Persons Served - $5,344,414 ($3,566,648) $1,777,766 914,732 $1.94 Use of Money and Property [4] - $6,471,039 ($946,039) $5,525,000 N/A - Other Taxes - Racehorse [4] - $2,000 - $2,000 N/A -
Miscellaneous Revenues [4] - $2,319,268 ($2,308,468) $10,800 N/A - Other [4] - $57,178,862 ($68,647,404) ($11,468,542) N/A - Subtotal General Fund Revenue $980,223,768 ($682,470,685) $297,753,083 Contingency Fund [4] - $4,974,834 ($4,974,834) $0 N/A - Total General Fund Revenue $985,198,602 ($687,445,519) $297,753,083 rev pro
Source: San Joaquin County Fiscal Year 2020-21 Approved Annual Budget; EPS. [1] Includes midyear budget adjustments as presented to the County Board of Supervisors on February 23, 2021. [2] Refer to Table A-1.
[3] It is assumed that all sales tax revenue generated by the project will be contained within City boundaries; therefore, no sales and use tax is calculated in this analysis. [4] This revenue source is not expected to be affected by anticipated development and therefore is not evaluated in this analy sis.

San Joaquin
County
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Table B-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin County
Estimated Annual General Fund Revenues (2020$)
Case Study
Revenue Category Reference 2025 2030 2035 2040 2050 Buildout (2060) General Fund Revenues
Property Tax (without EIFD Contribution) Table B-3 $5,213,691 $10,026,311 $13,591,493 $15,581,504 $18,298,205 $20,189,567 Property Tax in Lieu of VLF Table B-3 $3,002,700 $5,774,400 $7,827,600 $8,973,700 $10,538,300 $11,627,600 Property Transfer Tax Table B-4 $132,200 $243,400 $326,000 $368,800 $452,500 $519,900 Prop. 172 Public Safety Sales Tax Table B-5 $1,704,067 $4,200,671 $6,111,610 $7,209,969 $8,362,507 $8,899,797 Licenses, Permits, and Franchise - $45,300 $86,900 $116,200 $131,800 $155,700 $173,700 Motor Vehicle License Fee - $6,000 $10,500 $13,600 $15,100 $18,500 $21,600 Fines, Forfeitures and Penalties - $26,900 $51,700 $69,100 $78,400 $92,600 $103,300 Total General Fund Revenue $10,130,859 $20,393,881 $28,055,604 $32,359,273 $37,918,311 $41,535,464 EIFD Contribution - Maximum Tax Rate
Less EIFD Contribution ($2,466,076) ($2,005,262) ($2,718,299) ($3,116,301) ($3,659,641) ($4,037,913) Net General Fund Revenues $7,664,783 $18,388,619 $25,337,305 $29,242,972 $34,258,670 $37,497,551 EIFD Contribution - Variable Tax Rate
Less EIFD Contribution ($2,466,076) ($1,303,420) ($1,291,192) ($1,480,243) ($823,419) ($908,531) Net General Fund Revenues $7,664,783 $19,090,461 $26,764,412 $30,879,030 $37,094,892 $40,626,934 rev
Source: San Joaquin County Fiscal Year 2020-21 Approved Annual Budget; EPS.

Estimated Annual Revenue (Rounded)
San Joaquin
County
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Table B-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Estimated Annual Property Tax Revenues (2020$)
Assumption/
Item Source Formula 2025 2030 2035 2040 2050 Buildout (2060) Assessed Value of New Development Table D-2
Assessed Value of New Development in Current City Limits a $2,483,977,808 $4,618,659,097 $6,067,767,380 $6,872,949,747 $8,078,614,747 $8,945,692,247 Assessed Value of New Development in Annexation Area b $185,363,250 $514,679,500 $890,897,700 $1,104,574,500 $1,289,824,500 $1,391,099,500 Total Assessed Value c = a + b $2,669,341,058 $5,133,338,597 $6,958,665,080 $7,977,524,247 $9,368,439,247 $10,336,791,747

TRUE TRUE TRUE TRUE TRUE TRUE
Property Tax Revenue (1% of Assessed Value) 1.0000%
Property Tax Revenue in Current City Limits d = a * 1.00% $24,839,778 $46,186,591 $60,677,674 $68,729,497 $80,786,147 $89,456,922 Property Tax Revenue in Annexation Areas e = b * 1.00% $1,853,633 $5,146,795 $8,908,977 $11,045,745 $12,898,245 $13,910,995 Total Property Tax Revenue f = d + e $26,693,411 $51,333,386 $69,586,651 $79,775,242 $93,684,392 $103,367,917 Estimated Property Tax Allocation
Estimated Property Tax Allocation in Current City Limits [1] San Joaquin County General Fund 19.5318% g = d * 19.53% $4,851,644 $9,021,051 $11,851,414 $13,424,076 $15,778,951 $17,472,506 Other Agencies/ERAF 80.4682% h = d * 80.47% $19,988,134 $37,165,540 $48,826,260 $55,305,421 $65,007,196 $71,984,417 Property Tax Allocation in Annexation Areas [2]
San Joaquin County General Fund 27.3226% i = e * 27.32% $362,047 $1,005,259 $1,740,079 $2,157,428 $2,519,253 $2,717,061 Other Agencies/ERAF 72.6774% j = e * 72.68% $1,491,586 $4,141,536 $7,168,898 $8,888,317 $10,378,992 $11,193,934 Subtotal San Joaquin County General Fund Property Tax k = g + i $5,213,691 $10,026,311 $13,591,493 $15,581,504 $18,298,205 $20,189,567 EIFD Allocation - Maximum Tax Rate
EIFD Allocation Percentage [3] l 47.3% 20.0% 20.0% 20.0% 20.0% 20.0% EIFD Allocation m = k * l $2,466,076 $2,005,262 $2,718,299 $3,116,301 $3,659,641 $4,037,913 Net San Joaquin County General Fund Property Tax n - k - m $2,747,615 $8,021,048 $10,873,195 $12,465,203 $14,638,564 $16,151,654 EIFD Allocation - Variable Tax Rate
EIFD Allocation Percentage [3] l 47.3% 13.0% 9.5% 9.5% 4.5% 4.5% EIFD Allocation m = k * l $2,466,076 $1,303,420 $1,291,192 $1,480,243 $823,419 $908,531 Net San Joaquin County General Fund Property Tax n - k - m $2,747,615 $8,722,890 $12,300,301 $14,101,261 $17,474,786 $19,281,037 Estimated Property Tax Revenues (2020$)
San Joaquin
County
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Table B-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Estimated Annual Property Tax Revenues (2020$)
Assumption/
Item Source Formula 2025 2030 2035 2040 2050 Buildout (2060) Estimated Property Tax Revenues (2020$)
San Joaquin
County
Property Tax In-Lieu of Motor Vehicle In-Lieu Fee Revenue (VLF) Total Countywide Assessed Value [4] o $85,144,874,422 $85,144,874,422 $85,144,874,422 $85,144,874,422 $85,144,874,422 $85,144,874,422 Total Assessed Value of Project p $2,669,341,058 $5,133,338,597 $6,958,665,080 $7,977,524,247 $9,368,439,247 $10,336,791,747 Total Assessed Value q = o + p $87,814,215,480 $90,278,213,019 $92,103,539,502 $93,122,398,669 $94,513,313,669 $95,481,666,169 Percent Change in AV r = p / o 3.14% 6.03% 8.17% 9.37% 11.00% 12.14% Property Tax In-Lieu of VLF [5] $95,777,111 s = r * $95,777,111 $3,002,668 $5,774,350 $7,827,610 $8,973,696 $10,538,298 $11,627,571 prop tax
Source: San Joaquin County; San Joaquin County Auditor-Controller; EPS. [2] Refer to Table D-1 for details.
[4] Reflects Assessed Valuation for FY 2020-21. Includes countywide secured, unsecured, homeowner exemption, and public utility roll. [5] Property tax in-lieu of VLF amount derived from the San Joaquin County FY 2020-21 Annual Budget. Refer to Table B-1 for details. [1] Reflects the average property tax allocation to the County General Fund for all TRAs within the 200-year flood plain that are within the boundaries of the Cities of Lathrop, Manteca, and Stockton.

TRAs include: 002-000, 002-060, 002-063, 002-064, 002-087, 002-088, 003-159, 003-206, 003-238, 003-240, 003-289, 003-312, 003463, 003-464, 007-000, 007-002, 007-007, 007-008, 007-010, 007-012, 007-013, 007-014, 007-022, 007-029, 007-032, 007-041, 007-043, 007-046, 007-047, 007-048, 007-049, 007-071, and 007-074. [3] EIFD allocation percentage represents the portion of property tax revenues to be diverted to the EIFD. Alocation percentages are negotiated allocation amounts based on discussions between the County, the Cities of Lathrop, Stockton, and Manteca, and Project Consultants. Reflects the Initial Base Rate for the period ending 2029 and the Maximum Tax Allocation Rate for 2030 and beyond.

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Table B-4
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin County
Real Property Transfer Tax (2020$)
Assumption
/
Item Source 2025 2030 2035 2040 2050 Buildout (2060)
Rate per $1,000 of AV $0.55
Project Assessed Value Table D-2
Owner-Occupied Residential $1,114,245,500 $1,935,745,500 $2,555,645,500 $2,838,370,500 $3,725,620,500 $4,524,145,500 Renter-Occupied Residential $191,200,000 $343,200,000 $418,800,000 $457,400,000 $457,400,000 $457,400,000 Nonresidential $1,363,895,558 $2,854,393,097 $3,984,219,580 $4,681,753,747 $5,185,418,747 $5,355,246,247 Total Assessed Value $2,669,341,058 $5,133,338,597 $6,958,665,080 $7,977,524,247 $9,368,439,247 $10,336,791,747 Turnover Rate
Owner-Occupied Residential 14.30%
Renter-Occupied Residential 6.70%
Nonresidential 5.00%
Annual Transfer Tax Revenue [1]
Owner-Occupied Residential $87,635 $152,246 $201,002 $223,238 $293,020 $355,824 Renter-Occupied Residential $7,046 $12,647 $15,433 $16,855 $16,855 $16,855 Nonresidential $37,507 $78,496 $109,566 $128,748 $142,599 $147,269 Total Annual Transfer Tax Revenue $132,188 $243,389 $326,000 $368,841 $452,474 $519,949 transfer
Source: San Joaquin County Auditor Assessor; San Joaquin County; EPS [1] Formula for Transfer Tax = Assessed Value/$1,000 * Rate per $1,000 of Assessed Value * Turnover rate.

Estimated Annual Property Transfer Tax Revenue (2020$)
San Joaquin
County
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Table B-5
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Estimated Annual Taxable Sales and Use Tax Revenue (2020$) Item Formula 2025 2030 2035 2040 2050 Buildout (2060)
Estimated Annual Taxable Sales
Annual Taxable Sales from Market Support (Residents and Employees) a Table B-5A $59,945,710 $109,328,494 $144,085,582 $161,240,158 $195,743,518 $224,702,686 Annual Taxable Sales from Onsite Commercial Uses b Table B-5B $379,767,600 $974,602,038 $1,432,939,055 $1,699,202,239 $1,962,096,751 $2,071,778,709 Annual Taxable Sales from Total Net New Development c = a + b $439,713,310 $1,083,930,532 $1,577,024,637 $1,860,442,397 $2,157,840,269 $2,296,481,395 County Prop 172 Public Safety Sales Tax Revenue
County Prop 172 Sales Tax Rate d 0.50%
County Share of Prop 172 Revenue [1] e 95.00%
Adjustment for Unincorporated County Costs [2] f 81.59% County Prop 172 Public Safety Sales Tax Revenue g = c * d * e * f $1,704,067 $4,200,671 $6,111,610 $7,209,969 $8,362,507 $8,899,797 sales
Source: San Joaquin County; California State Board of Equalization; EPS. [2] Represents an adjustment made to account for the portion of Proposition 172 revenues allocated to services provided only to the unincorporated portions of the County.

Source/
Assumptions
Annual Sales Tax Revenue
[1] Provided by San Joaquin County.

San Joaquin
County
Prepared by EPS 12/20/2021 Z:\Shared\Projects\SAC\192000\192015 Mossdale Tract Financing Plan\Models\San Joaquin\192015 San Joaquin fiscal m7 11.23.21

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Table B-5A
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin County
Estimated Annual Taxable Sales from Proposed Development, Market Support Method (2020$) Annual Taxable Sales from Market Support Assumption 2025 2030 2035 2040 2050 Buildout (2060) Annual Taxable Sales from New Residents
Residential Development Table A-3
Low Density Residential 2,088 3,628 4,790 5,313 6,902 8,332 High Density Residential 899 1,613 1,968 2,150 2,150 2,150 Total Residential Development 2,987 5,241 6,758 7,463 9,052 10,481 Taxable Retail Expenditures per Household [1]
Low Density Residential $24,000 $50,116,138 $87,069,418 $114,953,578 $127,519,498 $165,645,898 $199,959,658 High Density Residential $15,000 $13,479,600 $24,195,600 $29,525,400 $32,246,700 $32,246,700 $32,246,700 Total Taxable Retail Expenditures $63,595,738 $111,265,018 $144,478,978 $159,766,198 $197,892,598 $232,206,358 Estimated Countywide Capture from New Households [2] 80% $50,876,590 $89,012,014 $115,583,182 $127,812,958 $158,314,078 $185,765,086 Estimated Taxable Sales Inside Project Area 50% $25,438,295 $44,506,007 $57,791,591 $63,906,479 $79,157,039 $92,882,543 Estimated Taxable Sales Outside Project Area 50% $25,438,295 $44,506,007 $57,791,591 $63,906,479 $79,157,039 $92,882,543 Annual Taxable Sales from New Employment
Taxable Sales from New Employment
Employees Table A-4 9,447 21,163 29,690 34,820 38,989 40,560 Average Daily Taxable Sales per New Employee $10.00
Work Days per Year 240
Taxable Sales from New Employees [3] 50%
Total Taxable Sales from New Employees $11,336,400 $25,395,600 $35,628,000 $41,784,000 $46,786,800 $48,672,000 Estimated Citywide Capture from New Employees [2] 90% $9,069,120 $20,316,480 $28,502,400 $33,427,200 $37,429,440 $38,937,600 Estimated Taxable Sales Inside Project Area 70% $6,348,384 $14,221,536 $19,951,680 $23,399,040 $26,200,608 $27,256,320 Estimated Taxable Sales Outside Project Area 30% $2,720,736 $6,094,944 $8,550,720 $10,028,160 $11,228,832 $11,681,280 Total Annual Taxable Sales from Market Support $59,945,710 $109,328,494 $144,085,582 $161,240,158 $195,743,518 $224,702,686 Taxable City Sales Inside Project Area $31,786,679 $58,727,543 $77,743,271 $87,305,519 $105,357,647 $120,138,863 Taxable City Sales Outside Project Area $28,159,031 $50,600,951 $66,342,311 $73,934,639 $90,385,871 $104,563,823 sales a
Source: Costar; Gregory Group; Bureau of Labor Statistics; San Joaquin County; EPS. [1] For details pertaining to household taxable expenditure assumptions, refer to Table D-3. [2] Represents the portion of household and employee retail expenditures estimated to take place in San Joaquin County. [3] Taxable sales from employees discounted by 50% to account for employees who also are residents.

Estimated Annual Taxable Sales (2020$)
Occupied Dwelling Units
Taxable Retail Expenditures
San Joaquin
County
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Table B-5B
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Estimated Annual Taxable Sales from On-Site Nonresidential (2020$) Annual
Taxable Sales
Item per Sq. Ft. [1] 2025 2030 2035 2040 2050 Buildout (2060) Taxable Sales from Commercial Development
Taxable Sales Generating Occupied
Commercial Development Square Feet
Retail Commercial 1,740,779 4,498,040 6,606,596 7,815,025 9,088,474 9,663,457 Total 1,740,779 4,498,040 6,606,596 7,815,025 9,088,474 9,663,457 Annual Taxable Sales from
On-Site Commercial Development
Retail $240 $417,787,076 $1,079,529,575 $1,585,582,941 $1,875,605,991 $2,181,233,835 $2,319,229,701 Total $417,787,076 $1,079,529,575 $1,585,582,941 $1,875,605,991 $2,181,233,835 $2,319,229,701 Less Total Annual Taxable Sales from
Market Support (in the Project) [2] $31,786,679 $58,727,543 $77,743,271 $87,305,519 $105,357,647 $120,138,863 Annual Sales Less Market Support $386,000,397 $1,020,802,032 $1,507,839,670 $1,788,300,472 $2,075,876,188 $2,199,090,838 Shift from
Existing Retail
Less Shift of Sales from Existing Regional and
Community Retail to the Project [3] 10% $41,778,708 $107,952,958 $158,558,294 $187,560,599 $218,123,383 $231,922,970 Total Taxable Sales from Retail Commercial Uses $344,221,690 $912,849,074 $1,349,281,376 $1,600,739,873 $1,857,752,804 $1,967,167,868 Occupied Nonretail Commercial Uses
Office Commercial 769,935 1,871,629 2,404,004 2,717,458 2,916,766 2,970,145 Industrial 6,339,247 10,478,964 14,327,532 16,975,016 17,952,024 17,952,024 Total 7,109,182 12,350,593 16,731,536 19,692,473 20,868,789 20,922,168 Total Taxable Sales from Nonretail
Commercial Uses
Office Commercial $5 $3,849,677 $9,358,146 $12,020,021 $13,587,288 $14,583,828 $14,850,723 Industrial $5 $31,696,234 $52,394,818 $71,637,658 $84,875,078 $89,760,119 $89,760,119 Total $35,545,911 $61,752,964 $83,657,679 $98,462,367 $104,343,947 $104,610,842 Total Taxable Sales from Nonretail Commercial Developmen t $35,545,911 $61,752,964 $83,657,679 $98,462,367 $104,343,947 $104,610,842 Total Nonresidential Taxable Sales $379,767,600 $974,602,038 $1,432,939,055 $1,699,202,239 $1,962,096,751 $2,071,778,709 sales b
Source: Costar; Gregory Group; Bureau of Labor Statistics; EPS. [2] Estimated in Table B-5A.

Estimated Annual Taxable Sales (2020$)
[3] Represents a discount factor to account for taxable sales transactions that may shift from the cities' existing Regional- and Community-serving retail centers to those included in the Project.
[1] See Table D-4 for the taxable retail sales calculation. All retail is assumed to be community serving retail. Sales per square foot for the Retail space is based on average total sales per square foot figure derived from BizMiner and eMarketer data (escalated to 2020$) and converts total sales to taxable sales per square foot to account for a small portion of non-taxable goods sold.

San Joaquin
County
Occupied Building Square Feet
Total Taxable Sales
Occupied Building Square Feet
Total Taxable Sales
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ATTACHMENT A
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APPENDIX C:

General Fund Expenditure Analysis

Table C-1 Expenditure-Estimating Procedures Based on
City of Lathrop FY 2020-21 Budget ................................. I-16 Table C-2 Estimated Annual General Fund Expendit ures ................... I-17

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Table C-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin County
Expenditure-Estimating Procedures Based on San Joaquin County FY 2020-21 Budget (2020$) FY 2020-21 FY 2020-21 Population
Estimating Budgeted Less Offsetting Net County or Persons FY 2020-21 Adjustment Net FY 2020-21 Item Procedure Expenditures Revenue Expenditures Served Avg. Cos t Factor [1] Avg. Cos t
General Fund
General Government
Legislative & Administrative Persons Served $6,227,194 ($286,105) $5,941,089 914,732 $6.49 100% $6.49 Finance Persons Served $54,203,124 ($15,273,674) $38,929,450 914,732 $42.56 100% $42.56 County Counsel Persons Served $536,073 ($185,262) $350,811 914,732 $0.38 100% $0.38 Human Resources Persons Served $2,951,843 ($862,982) $2,088,861 914,732 $2.28 100% $2.28 Elections Persons Served $9,613,575 ($5,293,315) $4,320,260 914,732 $4.72 100% $4.72 Property Management Persons Served $18,563,221 ($658,989) $17,904,232 914,732 $19.57 100% $19.57 Economic Promotion [3] $419,781 ($510,000) ($90,219) N/A N/A 100% N/A Other General Persons Served $7,128,467 ($1,994,885) $5,133,582 914,732 $5.61 100% $5.61 Total General Government $99,643,278 ($25,065,212) $74,578,066 Public Protection
Judicial Persons Served $99,942,302 ($41,373,427) $58,568,875 914,732 $64.03 100% $64.03 Police Protection [2]
Countywide Police Protection Persons Served $28,852,310 ($1,250,807) $27,601,503 914,732 $30.17 100% $30.17 Unincorporated County Police Protection [3] $64,810,501 ($35,937,052) $28,873,449 N/A N/A 100% N/A Detention and Corrections Persons Served $125,277,743 ($61,904,073) $63,373,670 914,732 $69.28 100% $69.28 Flood Control Persons Served $670,000 ($670,000) $0 914,732 - 100% - Protective Inspection Persons Served $18,678,578 ($11,679,174) $6,999,404 914,732 $7.65 100% $7.65 Other Protection Persons Served $8,227,084 ($7,918,171) $308,913 914,732 $0.34 100% $0.34 Total Public Protection $346,458,518 ($160,732,704) $185,725,81 4 Public Ways and Facilities [3] $40,000 ($40,000) $0 N/A N/A 100% N/A Health and Sanitation
Health Services Per Capita $96,285,002 ($69,516,326) $26,768,676 773,632 $34.60 100% $34.60 Sanitation Per Capita $9,000 ($9,000) $0 773,632 - 100% - Total Health and Sanitation $96,294,002 ($69,525,326) $26,768,676 Public Assistance
Administration Per Capita $190,949,113 ($190,949,113) $0 773,632 - 100% - Aid Programs Per Capita $215,832,666 ($200,206,142) $15,626,524 773,632 $20.20 100% $20.20 General Relief Per Capita $950,000 $0 $950,000 773,632 $1.23 100% $1.23 Other Assistance Per Capita $39,965,240 ($33,695,007) $6,270,233 773,632 $8.10 100% $8.10 Veterans Services Per Capita $524,873 ($197,210) $327,663 773,632 $0.42 100% $0.42 Total Public Assistance $448,221,892 ($425,047,472) $23,174,420 Education
Agriculture Education Per Capita $846,913 $0 $846,913 773,632 $1.09 100% $1.09 Total Education $846,913 $0 $846,913
Recreation
Recreation Services Per Capita $6,678,208 ($2,059,971) $4,618,237 773,632 $5.97 100% $5.97 Cultural Services Per Capita $495,550 $0 $495,550 773,632 $0.64 100% $0.64 Total Recreation $7,173,758 ($2,059,971) $5,113,787
Contingency Reserve $816,330 ($4,974,834) ($4,158,504) N/A N/A 100% N/A Total General Fund Expenditures $999,494,691 ($687,445,519) $312,049,172 exp pro
Source: San Joaquin County Fiscal Year 2020-21 Approved Annual Budget; San Joaquin County Administrator; EPS. [1] An adjustment factor may be used to reflect the fact that new employees may not increase certain General Fund department expenditures at a 1:1 ratio. This analysis does not assume an adjustment.

San Joaquin
County
[2] A majority of the police protection budget serves the unincorporated County population only. This analysis excludes this portion of the budget and only accounts for countywide cost impacts. [3] These cost categories serve the unincorporated County population only and have been excluded from the analysis.

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Table C-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Estimated Annual General Fund Expenditures (2020$)
Expenditure Category 2025 2030 2035 2040 2050 Buildout (2060) General Fund
General Government
Legislative & Administrative $90,029 $172,677 $231,036 $261,861 $309,446 $345,191 Finance $589,922 $1,131,477 $1,513,884 $1,715,866 $2,027,670 $2,261,889 County Counsel $5,316 $10,196 $13,642 $15,462 $18,272 $20,383 Human Resources $31,654 $60,712 $81,231 $92,069 $108,800 $121,368 Elections $65,468 $125,567 $168,006 $190,421 $225,024 $251,017 Property Management $271,314 $520,383 $696,258 $789,152 $932,555 $1,040,276 Other General $77,792 $149,207 $199,634 $226,269 $267,386 $298,273 Total General Government $1,131,495 $2,170,219 $2,903,692 $3,291,102 $3,889,153 $4,338,396 Public Protection
Judicial $887,530 $1,702,292 $2,277,620 $2,581,499 $3,050,604 $3,402,984 Police Protection $418,263 $802,232 $1,073,364 $1,216,572 $1,437,645 $1,603,710 Detention and Corrections $960,340 $1,841,943 $2,464,468 $2,793,277 $3,300,865 $3,682,154 Protective Inspection $106,066 $203,436 $272,192 $308,508 $364,569 $406,681 Other Protection $4,681 $8,978 $12,013 $13,616 $16,090 $17,949 Total Public Protection $2,376,881 $4,558,882 $6,099,658 $6,913,472 $8,169,773 $9,113,478 Health and Sanitation
Health Services $316,187 $553,794 $717,181 $792,647 $974,027 $1,137,276 Total Health and Sanitation $316,187 $553,794 $717,181 $792,647 $974,027 $1,137,276 Public Assistanc
e
Administration - - - - - -
Aid Programs $184,578 $323,284 $418,663 $462,717 $568,599 $663,898 General Relief $11,221 $19,654 $25,452 $28,130 $34,567 $40,361 Other Assistance $74,063 $129,719 $167,991 $185,668 $228,154 $266,393 Veterans Services $3,870 $6,779 $8,779 $9,702 $11,923 $13,921 Total Public Assistance $273,732 $479,435 $620,885 $686,217 $843,243 $984,573 Education
Agriculture Education $10,004 $17,521 $22,690 $25,078 $30,816 $35,981 Total Education $10,004 $17,521 $22,690 $25,078 $30,816 $35,981 Recreation
Recreation Services $54,550 $95,543 $123,731 $136,751 $168,043 $196,207 Cultural Services $5,853 $10,252 $13,277 $14,674 $18,031 $21,054 Total Recreation $60,403 $105,795 $137,008 $151,424 $186,074 $217,261 Total Annual General Fund Expenditure
s $4,168,701 $7,885,646 $10,501,114 $11,859,939 $14,093,087 $15,826,964 exp
Source: San Joaquin County Fiscal Year 2020-21 Approved Annual Budget; EPS.

Estimated Annual Expenditure
San Joaquin
County
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ATTACHMENT A
377

APPENDIX D:

Supporting Tables for
Revenue and Expenditure Analysis

Table D-1 Preliminary Property Tax Allocations for
Annexation Area (2 pages) ............................................ I-18 Table D-2 Cumulative Asse ssed Valuation ...................................... I-20 Table D-3 Estimated Average Annu al Household Income .................. I-21 Table D-4 Total and Taxable Retail Sales per Square Feet ................. I-22

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Table D-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Preliminary Property Tax Allocations for Annexation Area Tax
Code Entity TRA 102-135 TRA 102-032 TRA 102-136 TRA 102-001 TRA 102-100 TRA 102-121 Subject to Detachment
10001 County General 22.29650% 22.30610% 20.32600% 20.29360% 19.80000% 22.38190% 10527 Road District 1 4.26040% 4.26030% 0.00000% 0.00000% 0.00000% 0.00000% 10527 Road District 5 0.00000% 0.00000% 3.97920% 3.97840% 3.87760% 4.26700% 14901 Lathrop-Manteca Rural Fire 0.00000% 0.00000% 8.83690% 8.84610% 8.62190% 0.00000% 14401 French Camp-Mc Kinley Rural Fire 9.60300% 9.60300% 0.00000% 0.00000% 0.00000% 9.45470% City General Fund 0.00000% 0.00000% 0.00000% 0.00000% 0.00000% 0.00000% Subtotal 36.15990% 36.16940% 33.14210% 33.11810% 32.29950% 36.10360% Not Subject to Detachment
10618 County Library 1.80010% 1.80010% 1.63940% 1.63910% 1.59760% 1.80310% 12601 Manteca Unified Schools 29.58380% 29.58380% 26.94230% 26.93720% 26.25470% 29.62960% 13001 S.J. Delta Comm College 4.00510% 4.00510% 3.64750% 3.64670% 3.55440% 4.01150% 13201 County Office Of Education 1.43850% 1.42890% 1.28960% 1.31780% 1.26400% 1.38930% 16001 Sjc Flood Control 0.17560% 0.17570% 0.16000% 0.15990% 0.15580% 0.17590% 21901 Sjc Mosquito Abatement 0.78840% 0.78840% 0.71800% 0.71790% 0.69960% 0.78940% 24601 South San Joaquin Irrigation 0.00000% 0.00000% 5.41160% 5.41660% 0.00000% 0.00000% 14901 Lathrop Manteca Fire District 0.00000% 0.00000% 0.00000% 0.00000% 0.00000% 0.00000% 22001 Reclamation District #17 0.00000% 0.00000% 0.00000% 0.00000% 0.00000% 0.00000% 24601 South San Joaquin Irrigation 0.00000% 0.00000% 0.00000% 0.00000% 5.27940% 0.00000% 25301 CSA No. 4 Lathrop 0.00000% 0.00000% 0.00000% 0.00000% 1.54290% 0.00000% 41100 ERAF 26.04860% 26.04860% 27.04950% 27.04670% 27.35210% 26.09760% Subtotal 63.84010% 63.83060% 66.85790% 66.88190% 67.70050% 63.89640% Total 100.00000% 100.00000% 100.00000% 100.00000% 100.00000% 100.00000% Source: San Joaquin County Auditor-Controller; EPS.
[1] Provided by the San Joaquin County Auditor-Controller. [2] Based on the most recent tax-sharing agreements between San Joaquin County and the Cities of Stockton, Lathrop, and Manteca related to annexed areas to the City.

Existing Tax Rate Area (TRA
)
Post-ERAF Distribution [1]
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Table D-1
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Preliminary Property Tax Allocations for Annexation Area Tax
Code Entity TRA 102-135 TRA 102-032 TRA 102-136 TRA 102-001 TRA 102-100 TRA 102-121 Total Subject to Detachment
10001 County General $172,291 ($796) $228,594 $14,804 $12,654 $24,209 $451,756 80% $587,765 27.32264% 10527 Road District 1 $32,921 ($152) - - - - $32,769 - - 0.00000% 10527 Road District 5 - - $44,751 $2,902 $2,478 $4,615 $54,746 - - 0.00000% 14901 Lathrop-Manteca Rural Fire - - $99,384 $6,453 $5,510 - $111,347 - - 0.00000% 14401 French Camp-Mc Kinley Rural Fire $74,205 ($343) - - - $10,226 $84,088 - - 0.00000% City General Fund - - - - - - - 20% $146,941 6.83066% Subtotal $279,417 ($1,291) $372,728 $24,160 $20,642 $39,050 $734,707 100% $734,707 34.15330% Not Subject to Detachment
10618 County Library $13,910 ($64) $18,437 $1,196 $1,021 $1,950 $36,450 - $36,450 1.69441% 12601 Manteca Unified Schools $228,602 ($1,056) $303,000 $19,651 $16,779 $32,048 $599,023 - $599,023 27.84598% 13001 S.J. Delta Comm College $30,949 ($143) $41,021 $2,660 $2,272 $4,339 $81,097 - $81,097 3.76986% 13201 County Office Of Education $11,116 ($51) $14,501 $961 $808 $1,503 $28,838 - $28,838 1.34054% 16001 Sjc Flood Control $1,357 ($6) $1,799 $117 $100 $190 $3,556 - $3,556 0.16532% 21901 Sjc Mosquito Abatement $6,092 ($28) $8,075 $524 $447 $854 $15,963 - $15,963 0.74205% 24601 South San Joaquin Irrigation - - $60,861 $3,951 - - $64,813 - $64,813 3.01287% 14901 Lathrop Manteca Fire District - - - - - $15,249 $15,249 - $15,249 0.70887% 22001 Reclamation District #17 - - - - - $1,507 $1,507 - $1,507 0.07004% 24601 South San Joaquin Irrigation - - - - $3,374 - $3,374 25301 CSA No. 4 Lathrop - - - - $986 - $986
41100 ERAF $201,285 ($930) $304,205 $19,731 $17,480 $28,227 $569,999 - $569,999 26.49675% Subtotal $493,311 ($2,279) $751,899 $48,791 $43,267 $85,867 $1,420,856 - $1,416,496 65.84670% Total $772,729 ($3,570) $1,124,627 $72,951 $63,909 $124,917 $2,155,562 100% $2,151,202 100.00000% TRA
Source: San Joaquin County Auditor-Controller; EPS.
[1] Provided by the San Joaquin County Auditor-Controller. [2] Based on the most recent tax-sharing agreements between San Joaquin County and the Cities of Stockton, Lathrop, and Manteca related to annexed areas to the City.

San Joaquin
County
Gross Revenue
(FY 2019-20) [1]
Property Tax-
Sharing
Agreement [2]
Post Annexation Average
Base
Revenue
Post-ERAF
Distribution
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Table D-2
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Cumulative Assessed Valuation (2020$)
Item 2025 2030 2035 2040 2050 Buildout (2060)
Development Projections in Current City Limits
Residential Land Uses per Unit
Low Density Residential [2] $976,370,500 $1,590,370,500 $2,125,770,500 $2,408,495,500 $3,295,745,500 $4,094,270,500 High Density Residential $200,000 $191,200,000 $343,200,000 $418,800,000 $457,400,000 $457,400,000 $457,400,000 Subtotal Residential $1,167,570,500 $1,933,570,500 $2,544,570,500 $2,865,895,500 $3,753,145,500 $4,551,670,500 Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 $422,992,692 $1,046,381,958 $1,437,683,875 $1,626,036,408 $1,784,961,908 $1,839,087,658 Office Commercial $250 $208,090,642 $505,845,708 $649,730,875 $734,448,008 $788,315,008 $802,741,758 Industrial $100 $685,323,975 $1,132,860,930 $1,435,782,130 $1,646,569,830 $1,752,192,330 $1,752,192,330 Subtotal Nonresidential $1,316,407,308 $2,685,088,597 $3,523,196,880 $4,007,054,247 $4,325,469,247 $4,394,021,747 Total All Land Uses $2,483,977,808 $4,618,659,097 $6,067,767,380 $6,872,949,747 $8,078,614,747 $8,945,692,247 Development Projections in Annexation Areas
Residential Land Uses per Unit
Low Density Residential [2] $137,875,000 $345,375,000 $429,875,000 $429,875,000 $429,875,000 $429,875,000 Subtotal Owner-Occupied Residential $137,875,000 $345,375,000 $429,875,000 $429,875,000 $429,875,000 $429,875,000 Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 $47,488,250 $169,304,500 $347,882,500 $486,132,500 $671,382,500 $772,657,500 Industrial $100 - - $113,140,200 $188,567,000 $188,567,000 $188,567,000 Subtotal Nonresidential $47,488,250 $169,304,500 $461,022,700 $674,699,500 $859,949,500 $961,224,500 Total All Land Uses $185,363,250 $514,679,500 $890,897,700 $1,104,574,500 $1,289,824,500 $1,391,099,500 Total San Joaquin County Development Projections
Residential Land Uses per Unit
Low Density Residential [2] $1,114,245,500 $1,935,745,500 $2,555,645,500 $2,838,370,500 $3,725,620,500 $4,524,145,500 High Density Residential $200,000 $191,200,000 $343,200,000 $418,800,000 $457,400,000 $457,400,000 $457,400,000 Subtotal Residential $1,305,445,500 $2,278,945,500 $2,974,445,500 $3,295,770,500 $4,183,020,500 $4,981,545,500 Nonresidential Land Uses per Sq. Ft.

Retail Commercial $250 $470,480,942 $1,215,686,458 $1,785,566,375 $2,112,168,908 $2,456,344,408 $2,611,745,158 Office Commercial $250 $208,090,642 $505,845,708 $649,730,875 $734,448,008 $788,315,008 $802,741,758 Industrial $100 $685,323,975 $1,132,860,930 $1,548,922,330 $1,835,136,830 $1,940,759,330 $1,940,759,330 Subtotal Nonresidential $1,363,895,558 $2,854,393,097 $3,984,219,580 $4,681,753,747 $5,185,418,747 $5,355,246,247 Total All Land Uses $2,669,341,058 $5,133,338,597 $6,958,665,080 $7,977,524,247 $9,368,439,247 $10,336,791,747

TRUE TRUE TRUE TRUE TRUE TRUE
AV
Source: Costar; CBRE; The Gregory Group; EPS.
[1] Refer to Table A-5 for details.

Rounded
Value per
Unit/Sq. Ft.
[1]
Total Assessed Value (2020$)
San Joaquin
County
[2] Countywide Project assessed value is calculated as the sum of the Project assessed values for Lathrop, Manteca, and Stockton, based on differing assessed value assumptions by jurisdiction. The assessed value per unit for low density residential is assumed to be $450,000 in the City of Stockton and $500,000 in the City of Manteca, and $525,000 in the City of Lathrop. as the phasing of the Project varies from jurisdiction to jurisdiction, the average assessed value per unit for low density residential Countywide varies between phases.

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ATTACHMENT A
381
DRAFT
Table D-3
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Estimated Average Annual Household Income (2020$)
Taxable Annual Taxable
Estimated Total Annual Estimated Expenditures Expenditures Home Mortgage Household as a Percentage of per Household Residential Land Use Value [1] or Rent [2] Income [3] Income [4] (Rounded) Owner-Occupied Residential
Low Density Residential $510,427 $36,514 $104,000 23% $24,000 Renter-Occupied Residential
High Density Residential $200,000 $18,000 $51,000 30% $15,000 income
Source: Costar; The Gregory Group; Bureau of Labor Statistics; EPS. [1] See Table A-5 for detail on estimated values for owner-occupied units. [4] Based on household expenditures data from the Bureau of Labor Statistics, 2018 Consumer Expenditure Survey.

San Joaquin
County
[2] Based on a 5%, 30-year fixed-rate mortgage with a 20% down payment, $150 monthly Homeowners' Association dues and 2% annual taxes and insurance.

High density residential based on an average monthly rent assumption of $1,500 based on data on similar multifamily residential obtained from Costar and an average size of 1,000 square feet. [3] Assumes 35% of income dedicated to housing costs (mortgage, taxes, insurance, and HOA dues) or rent payments. Rounded to the nearest $1,000.

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ATTACHMENT A
382
DRAFT
Table D-4
Mossdale Tract Infrastructure Finance Plan
Fiscal Impact Analysis - San Joaquin Count
y
Total and Taxable Retail Sales per Square Feet (2020$)
Item % [2] No. % [2] No. % [2] No.

Total Retail Sales per Square Foot
Motor Vehicle and Parts Dealers [3] $250 $279 3% $8 2% $6 1% $3 Home Furnishings and Appliance Stores $525 $586 0% $0 7% $41 10% $59 Bldg. Matrl. and Garden Equip. and Supplies $356 $398 0% $0 15% $60 1% $4 Food and Beverage Stores [4] - $578 55% $318 24% $139 3% $17 Gasoline Stations [5] $1,321 $1,664 1% $17 2% $33 1% $17 Clothing and Clothing Accessories Stores $370 $413 2% $8 5% $21 20% $83 General Merchandise Stores $360 $402 5% $20 20% $80 20% $80 Food Services and Drinking Places $492 $550 8% $44 10% $55 20% $110 Other Retail $209 $234 12% $28 7% $16 18% $42
Nonretail [6] NA $0 14% $0 8% $0 6% $0
Total 100% $440 100% $450 100% $410
Taxable Retail Sales per Square Foot by Retail Center Type Percent Taxable by Shopping Center Type [7] 44% 54% 98% Taxable Sales per Square Foot (Rounded) $190 $240 $400
retail sales
Note: Original data is based on an average of multiple sources and is presented in 2016$ unless noted otherwise in footnotes. [1] Sales adjusted to year-end 2019 based on the Consumer Price Index, All items in West urban, all urban consumers, not seasonally adjusted:

Year CPI Adjustment to 2019$
2008 219.65 25.9%
2016 247.71 11.7%
2018 263.26 5.1%
2019 270.35 2.3%
2020 276.59 0.0%
[2] Reflects percentage of total square footage by retail category by retail center type, estimated based on ULI's Dollars & Cents 2008. [3] Reflects motor vehicle parts only; excludes taxable sales per square foot for dealerships. [4]
[5] Estimated using ULI's Dollars & Cents, 2008, escalated to 2020$. [6] Included to account for non-taxable retail space occupants, such as services. [7] Based on BOE Publication 61, March 2018.

Total Retail Sales per Square Foot
Original
Data
[see Note]
Escalated
Data
(2020$) [1]
Total Retail Sales by Shopping Center Typ
e
Neighborhood Community Regional
Source: BizMiner 2016; ULI Dollars & Cents 2008; State of California Board of Equalization (BOE) Publication 61; Bureau of Labor Statistics, "CPI-All Urban Consumers (Current Series) - West Urban"; RetailSails http://retailsails.files.wordpress.com/2011/09/rs_spsf.pdf; eMarketer pulled February 2019; respective annual 10-K reports; EPS.

Sales per square foot for Food and Beverage stores estimated based on the averages from BizMiner, RetailSales, eMarketer, and annual 10-K reports, escalated to 2020$.

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ATTACHMENT A
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1SJAFCA MISSION STATEMENT ‐ Reduce and Manage the Region’s Flood Risk

PROPOSED MOSSDALE TRACT
ENHANCED INFRASTRUCTURE FINANCING DISTRICT –

INFRASTRUCTURE FINANCING PLAN OVERVIEW
City of Stockton
City Council Meeting
May 3, 2022
Agenda Item 9.1
384
Reduce and Manage the Region’s Flood Risk
Presentation Overview
•Purpose of Presentation
•Infrastructure Financing Plan (IFP) - Overview
•Description of IFP Elements
• Estimated Cost and Plan for Financing Facilities
• Development and Tax Increment Revenue Forecast
• Jurisdictional Participation Levels in EIFD
• Fiscal Impact Analysis and Results
•Next Steps in EIFD Formation Process
2 385
Reduce and Manage the Region’s Flood Risk
Infrastructure Financing Plan
3Reduce and Manage the Region’s Flood Risk
As required by Government Code Sections 53398.59–53398.74, the completed IFP contains the following information:

1. The EIFD boundary

2. Public facilities and other forms of development or financial assistance

3. A finding of communitywide significance

4. Financial analyses that summarize:
a. Maximum tax increment committed to the EIFD
b. Amount of tax revenues generated for the EIFD
c. A financing plan and any intention to incur debt
d. A limit on total tax increment allocated to the EIFD e. The date the EIFD will cease to exist
f. An analysis of projected net fiscal impacts of the EIFD on affected taxing entities

5. A dwelling unit replacement plan

6. The goals of the EIFD
386
Proposed
Boundary of
the EIFD
• Reflects the Area of
Benefit of ULOP
• Consistent with the
Area subject to the
Regional Levee
Impact Fee and
Proposed Overlay
Assessment District
4 387
Reduce and Manage the Region’s Flood Risk
Estimated Eligible Infrastructure and Facility Costs*
5Reduce and Manage the Region’s Flood Risk
*Costs obtained from the SJAFCA
Mossdale Tract Area ULDC Climate
Change Adjustment Consolidated Cost
Estimate, prepared by Kjeldsen Sinnock
Neudeck Civil Engineers and Land
Surveyors, dated January 29, 2021.

Eligible Infrastructure and Facility
costs will be funded through a
variety of funding sources including
Assessments and Development
Impact Fee Revenues with
supplemental funding from EIFD
revenues.
388
Reduce and Manage the Region’s Flood Risk
6Reduce and Manage the Region’s Flood Risk
Mossdale Tract Funding Sources
• ULOP Program anticipated to be completed by 2028
• Estimated $230M (2021 $’s) for 200‐Year ULOP Project
• Almost entirely locally funded at this time
• New Local Funding Mechanisms
• Development Impact Fee collected throughout Mossdale Tract Basin • Proposed Overlay Assessment District
• Proposed Mossdale Tract Enhanced Infrastructure Financing District 389
Reduce and Manage the Region’s Flood Risk
Tax Increment Financing Overview
•TIF is permissible through EIFD.
•EIFD may use all or a portion of property tax increment. •Development and assessed value growth forecasts.
•Tax increment revenue forecast (years to accrue).
•Consider fiscal impacts to jurisdictions with EIFD
participation.
7 390
8Reduce and Manage the Region’s Flood Risk
Timing for Tax Increment Revenues
Year 1Y e a r 2Y e a r 3Y e a r 4Y e a r 5Y e a r 6Y e a r 7Y e a r 8Y e a r 9Y e a r 10 EIFD
Formation
Infrastructure and
Other Improvements
Commence
New development and new assessed value growth
Sufficient Tax Revenue
for Project Funding
PAYGO Funding Debt Service Payments
391
Reduce and Manage the Region’s Flood Risk
Tax Increment Revenue Forecast Assumptions
9Reduce and Manage the Region’s Flood Risk
• New residential and nonresidential growth and absorption assumptions from jurisdictions.
• Provided by each jurisdiction and reviewed by all jurisdictions • Assumptions regarding growth of existing development assessed values. • Combined into Assessed Value (AV) growth forecast (by jurisdiction). • Jurisdictional shares of ad valorem property tax (vary by Tax Rate Area). • (New AV Growth x Shar e of Property Tax) = Property Tax Increment forecast (by jurisdiction)
• Determination of share of property tax increment to EIFD. 392
Reduce and Manage the Region’s Flood Risk
Summary of EIFD Land Uses
Cumulative totals as provided by Jurisdictions
10Reduce and Manage the Region’s Flood Risk
Land Use
Dwelling
Units
Building
Sq. Ft.

Dwelling
Units
Building
Sq. Ft.

Residential Land Uses
Low Density Residential 4,258 - 4,419 - 187 - 8,863 - High Density Residential 661 - 738 - 888 - 2,287 -
Subtotal Residential 4,919 - 5,157 - 1,075 - 11,150 - Nonres idential Land Us es
Retail Commercial - 3,305,952 - 4,098,222 - 3,042,807 - 10,446,981 Office Commercial - 2,020,948 - 928,931 - 261,089 - 3,210,967 Industrial - 9,415,432 - 6,071,411 - 3,920,750 - 19,407,593 Subtotal Nonresidential - 14,742,332 - 11,098,564 - 7,224,645 - 33,065,541 Total All Land Uses 4,919 14,742,332 5,157 11,098,564 1,075 7,224,645 11,150 33,065,541 Source: San Joaquin County; City of Manteca; City of Lathrop; City of Stockton; LWA; EPS.

Cumulative Dwelling Units/Square Footage at Buildout (2060) Lathrop Manteca Stockton Total County
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Summary of Ad Valorem Property Tax Shares
11Reduce and Manage the Region’s Flood Risk
• Existing City allocations reflects the average property tax allocation to the County General Fund for all TRAs within the EIFD boundary that are within the boundaries of each City. • Annexation Area allocations are estimated based on the average property tax allocation for each TRA and the terms of the existing mas ter tax‐sharing agreement between the individual city and the County.

Item Existing City Annexation Areas Existing City Annexation Areas Existing City Annexation Areas City General Fund Property Tax Allocation 11.23% 6.94% 14.30% 6.63% 16.71% 7.23% County General Fund Property Tax Allocation 18.76% 27.75% 19.84% 26.51% 20.56% 28.93% Jurisdiction
Lathrop Manteca Stockton
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Reduce and Manage the Region’s Flood Risk
Assessed Value:

Future
Development
Net Fiscal
Surplus
Growth in Property
Tax Revenue
Share of
Property Tax
Determination of EIFD Participation Levels
395
Reduce and Manage the Region’s Flood Risk
Annual EIFD Contribution Rate Scenarios
13Reduce and Manage the Region’s Flood Risk
Affected Taxing Entity 2030 - 2032 2033 - 2043 2044 -2061 Maximum Tax Rate Scenario
City of Lathrop 10.0% 20.0% 20.0% 20.0%
City of Manteca 5.0% 20.0% 20.0% 20.0%
City of Stockton 1.0% 20.0% 20.0% 20.0%
San Joaquin County 47.3% 20.0% 20.0% 20.0%
Variable Tax Rate Scenario
City of Lathrop 10.0% 13.0% 9.5% 4.5%
City of Manteca 5.0% 13.0% 9.5% 4.5%
City of Stockton 1.0% 13.0% 9.5% 4.5%
San Joaquin County 47.3% 13.0% 9.5% 4.5%
EIFD Contribution Rate
Initial Years
(2021-2029)
Tax revenues available to the Mossdale Tract Area EIFD
will be based on each ATE’s share of property tax revenue attributable to the growth in taxable assessed value in the Mossdale Tract Area EIFD beginning FY 2022/23
The IFP estimates annual EIFD under a Maximum Tax
Rate Scenario and a Variable Tax Ra te Scenario.
• The Maximum Tax Rate Scenario reflects the
maximum potential tax rate as committed to by each
ATE.
• The Variable Tax Rate Scenario reflects rates which
vary over time estimated based on annual EIFD
revenue requirements.
396
San Joaquin County – Estimated Annual EIFD Revenues and Rates 14Reduce and Manage the Region’s Flood Risk
397
City of Lathrop – Estimated Annual EIFD Revenues and Rates 15Reduce and Manage the Region’s Flood Risk
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
2058
2059
2060
2061
EIFD Revenue (in Millions$)
Annual EIFD Revenue ‐ Variable Tax Rate Scenario
Annual EIFD Revenue ‐ Maximum Tax Rate Scenario
Allocation Rate ‐ Variable Tax Rate Scenario
Allocation Rate ‐ Maximum Tax Rate Scenario

10.0%

20.0%

13.0%

9.5%

4.5%
398
City of Manteca - Estimated Annual EIFD Revenues and Rates 16Reduce and Manage the Region’s Flood Risk
399
City of Stockton - Estimated Annual EIFD Revenues and Rates 17Reduce and Manage the Region’s Flood Risk
400
Cumulative EIFD Revenues
18Reduce and Manage the Region’s Flood Risk
401
Reduce and Manage the Region’s Flood Risk
Fiscal Impact Analysis
• Fiscal Impact Analysis (FIA) prepared for each jurisdiction. • Examines estimated annual net fiscal impact to each Affected Taxing Entity (ATE). • Analyses are based on the approved Fiscal Year 2020/21 budget for each ATE. • Analyses reflect estimated growth forecasts prepared by each ATE. • Analyses have been reviewed and vetted by ATE staff.
19Reduce and Manage the Region’s Flood Risk
402
Reduce and Manage the Region’s Flood Risk
Fiscal Impact Model Framework
20Reduce and Manage the Region’s Flood Risk
MOSSDALE TRACT
LAND USES IN ATE

CITY/COUNTY
SERVICE LEVELS
Existing LOS
CITY Budget/
Financial Data
FY 20/21 Budget
REVENUE ESTIMATES
Property Tax
Property Tax in Lieu of VTF
Property Transfer Tax
Sales and Use Tax
Transient Occupancy Tax
EXPENSE ESTIMATES
General Government
Police and Fire Services
Community Development
Public Works
EIFD Tax Increment
(If necessary)
FISCAL MITIGATION

MEASURES
NET FISCAL IMPACT BY
ATE
403
Reduce and Manage the Region’s Flood Risk
Estimated Annual General Fund Fiscal Impacts (After EIFD Allocation) 21Reduce and Manage the Region’s Flood Risk
$15,414,000
$18,306,000
$10,861,000
$37,498,000
$17,831,000
$14,204,000
$6,624,000
$15,827,000
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
Lathrop Manteca Stockton San Joaquin County
Annual Revnues and Expenditures
Mossdale Tract EIFD
Fiscal Impact Results by ATE at Buildout (2060) ‐ Max Tax Rate Scenario Annual Revenues Annual Expenditures
Annual General Fund
Surplus/Deficit =
($2,417,000)
Annual General Fund
Surplus/Deficit =
$4,102,000
Annual General Fund
Surplus/Deficit =
$4,237,000)
Annual General Fund
Surplus/Deficit =
$21,671,000)
404
Reduce and Manage the Region’s Flood Risk
Estimated Annual General Fund Fiscal Impacts: City of Stockton 22Reduce and Manage the Region’s Flood Risk
Annual Fiscal Impacts to the City of Stockton’s General Fund Prior to EIFD Allocation and After EIFD Allocation under Maximum Tax Rate and Variable Tax Rate Scenarios
405
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Next Steps
23Reduce and Manage the Region’s Flood Risk
•Draft IFP is available for review and comment by the following:
•Property owners within the proposed boundaries.
•Affected taxing entities (Lathrop, Manteca, Stockton and San Joaquin County). •Mossdale Tract EIFD Public Financing Authority.
•Members of the public.
•Revised Draft IFP will be prepared to reflect comments received. 406
Reduce and Manage the Region’s Flood Risk
Next Steps – Meeting Schedule
24Reduce and Manage the Region’s Flood Risk
Week 1
Week 2
Week 3
Week 4
Week 1
Week 2
Week 3
Week 4
Week 1
Week 2
Week 3
Week 4
Week 1
Week 2
Week 3
Week 4
Public Financing Authority Meetings
Public Hearing No. 1  4/21
Public Hearing No. 2  5/26
Public Hearing No. 3 (Consideration of EIFD formation)  7/21 Affected Taxing Entity EIFD Workshops
City of Lathrop  5/2
City of Manteca  4/18
City of Stockton  5/3
San Joaquin County  5/24
Affected Taxing EIFD IFP Adoption Consideration
City of Lathrop  7/11
City of Manteca  6/21
City of Stockton  6/14
San Joaquin County  6/21
 Workshop or hearing date
12 3 4
TASKS
May June JulyApril
407
Questions?
SJAFCA MISSION STATEMENT ‐ Reduce and Manage the Region’s Flood Risk 25 408
City of Stockton
Legislation Text
File #: 22-0285, Version: 1

ADOPT RESOLUTION TO AUTHORIZE THE NEW CITY HALL RENOVATIONS AND

RELOCATION PROJECT

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

1. Approve the plans and specifications for the New City Hall Renovations and Relocation, Project No. E016015.

2. Appropriate funds in the amount of $12,600,000 from the General Fund Known Contingency Reserves to the New City Hall Renovations and Relocation, Project No. E016015 and authorize the transfer of fund from the General Fund to the General Capital Improvement Fund.

3. Award a Construction Contract in the amount of $42,348,123 to Roebbelen Contracting, Inc., of El Dorado Hills, CA, for the New City Hall Renovations and Relocation, Project No.

E016015.

4. Execute Amendment No. 5 to the Standard Agreement with Indigo, Hammond + Playle Architects, LLP to extend the termination date to December 31, 2024, and increase funding in the amount of $600,000 for design construction support services for the Tenant Improvements to the Waterfront Towers for the Relocation of City Hall, Project No. E016015.

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 New City Hall Renovations and Relocation project site is located at 501 and 509 West Weber Avenue, at the northwest corner of Weber Avenue and Lincoln Street (Attachment A - Vicinity Map).

The project will renovate two five-story buildings (one building includes a basement) including on- and off-site improvements as well as relocate the majority of City Departments into the buildings.

Design was completed in October 2021, and the project was advertised for construction. The project was included in the 2018-23, 2019-24, 2020-25, and 2021-26 Five-Year Capital Improvement Plans (CIPs), and funded by several City funds including the General Fund.

On November 16, 2021, Council adopted Resolution No. 2021-11-16-1205 approving Notice of Exemption No. NOE52-21 under the California Environmental Quality Act (CEQA).

On March 3, 2022, the City received four bids for this project. Staff recommends award of the City of Stockton Printed on 4/26/2022Page 1 of 5
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Construction Contract to the lowest responsible bidder, Roebbelen Contracting, Inc., in the amount of $42,348,123. Staff also recommends that Council adopt a resolution approving the plans and specifications for the project and appropriate funds in the amount of $12,600,000 from the General Fund Known Contingency Reserves to the New City Hall Renovations and Relocation, Project No.

E016015. Staff is presently working on other phases of the project as follows: 1) Furnishings, Fixtures & Equipment; 2) Staff Moves into the new City Hall building; and 3) New parking lot at southwest corner of Lincoln Street & Weber Avenue. To fund these other phases, $12,400,000 in additional funding will be included in the 2022-27 Five-Year CIP scheduled for City Council approval on June 21, 2022. The additional funding will be derived from Public Facility Fees and General Fund allocations. Construction will begin in summer of 2022 and is anticipated to be completed by spring of 2024.

Design construction support services are needed from Indigo, Hammond + Playle Architects, LLP (design architect) during the construction phase. The services include, but are not limited to, attending construction meetings, preparing design revisions, reviewing field questions and/or changes, responding to requests for information, and completing record drawings. Staff recommends that Council authorize the City Manager to execute Amendment No. 5 to the Standard Agreement with Indigo, Hammond + Playle Architects, LLP, in the amount of $600,000, which is necessary to add the design construction support services to their contract. The total contract amount is $2,816,133.

DISCUSSION
Background
The New City Hall Renovations and Relocation project site is located at 501 and 509 West Weber Avenue, at the northwest corner of Weber Avenue and Lincoln Street (Attachment A - Vicinity Map).

The project will renovate two five-story buildings (one building includes a basement) including on- and off-site improvements.

On October 16, 2018, Council adopted Resolution No. 2018-10-16-1105 to award a Professional Services Contract to Indigo Hammond + Playle Architects, LLP, of Davis, CA, for Phase 1, space needs assessment and planning, design concepts, and cost estimates relating to the architectural design and engineering services of tenant improvements for the preparation of relocating City Hall to the Waterfront Towers.

On December 17, 2019, Council approved Motion No. 2019-12-17-1108 to award a Professional Services Contract to Indigo Hammond + Playle Architects, LLP, of Davis, CA, for Phase 2, architectural design and engineering/construction drawings for tenant improvements to the Waterfront Towers for the relocation of City Hall. Design was completed in October 2021, and the project was advertised for construction.

The buildings will be extensively renovated including complete interior tenant improvements and building services including, but not limited to, new and renovated lighting systems, fire alarm system, power systems, data and telecommunication systems, fire sprinkler and fire suppression systems, HVAC mechanical systems, plumbing systems, interior metal wall framing, gypsum board, doors and windows, security systems, audio visual system, interior finishes, accessories, and signage, fireproofing, modernization of the existing elevators, and minor frontage modifications adjacent to the City of Stockton Printed on 4/26/2022Page 2 of 5
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File #: 22-0285, Version: 1
site, and other on-site improvements. The project was included in the 2018-23, 2019-24, 2020-25, and 2021-26 Five-Year CIPs, and funded by several City funds including the General Fund.

The project is in conformance with the City’s General Plan, pursuant to California Government Code, section 65402, and is categorically exempt from the requirements of CEQA as specified under Section 15311 of the CEQA guidelines. On November 16, 2021, Council adopted Resolution No. 2021-11-16-1205 approving Notice of Exemption No. NOE52-21 under the CEQA.

On July 26, 2016, Council adopted a Community Workforce and Training Agreement (CWTA). The CWTA became effective August 25, 2016, and applies to all Public Works projects over $1 million that are bid after that date. On July 16, 2019, by Motion No. 2019-07-16-1403, Council extended the CWTA term to August 25, 2024. The CWTA was applied to this project as the construction cost is over $1 million.

Present Situation
Motion No. 2021-09-14-1213 established a Pre-qualified Bidders List of eight contractors who were eligible to submit a construction bid for the New City Hall Renovations and Relocation, Project No.

E016015.

On December 15, 2021, the New City Hall Renovations and Relocation project was advertised for bids with the pre-qualified bidders list including a bid schedule that has a base bid and two additive bid alternatives (Add Alternative). The two Add Alternative bid items are optional improvements that can be included with the apparent low bidder’s base bid provided there is available funding. The Add Alternatives are:
· Add Alternate 1 consists of performing exterior building envelope improvements. · Add Alternate 2 consists of installing additional Emergency Responder Radio Communications System (ERRCS) Improvements.

On March 3, 2022, four of the eight pre-qualified contractors submitted a bid with the following results:

COMPANY BASE BID ADD ALT 1 TOTAL

NAME AMOUNT AMOUNT BID AMOUNT
ADD ALT 2
AMOUNT
Roebbelen Contracting, Inc. $39,155,142 $2,917,959 $42,348,123 (El Dorado Hills, CA)
$ 275,022
S.J. Amoroso Construction $39,367,000 $5,815,000 $45,602,000 Co., LLC
(Redwood Shores, CA) $ 420,000
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John F. Otto, Inc. $41,494,194 $3,004,000 $44,939,194 dba Otto Construction
(Sacramento, CA) $ 441,000
Zovich & Sons, Inc. $43,440,000 $2,995,000 $47,036,000 (Brentwood, CA)
$ 601,000
Engineer’s Estimate $33,479,850 $4,000,000 $38,079,850 $ 600,000
The requirements of Stockton Municipal Code (SMC) section 3.68.090, Local Business Preference, apply to this project. The Local Employment Ordinance, SMC section 3.68.095, also applies to this contract. Application of the Local Business Preference has no effect on the bid order.

The base bid from Roebbelen Contracting, Inc., the lowest responsible bidder, is responsive and regular in all respects. Roebbelen Contracting, Inc. has the proper license to perform the work. The total bid is approximately 11 percent above the engineer’s estimate. Staff has reviewed the bids and determined there are minimal opportunities to reduce costs, and lower bids are not likely if the project is re-advertised. The bid results reflect a recent trend of increasing costs in the construction industry due to increasing cost for labor and materials. Staff recommends Council approve the plans and specifications for the project and award a Construction Contract to Roebbelen Contracting, Inc., of El Dorado Hills, CA, in the amount of $42,348,123, which includes the base bid and both additive alternates. Construction will begin in summer of 2022 and is anticipated to be completed by spring of 2024.

Awarding the New City Hall Renovations and Relocation, Project No. E016015 will require the Appropriate funds in the amount of $12,600,000 from the General Fund Known Contingency Reserves to the project. This will enable construction work to proceed on Waterfront Office Tower buildings at the northwest corner of Weber Avenue and Lincoln Street (Attachment A - Vicinity Map).

Staff is presently working on other phases of the project as follows:
· Furnishings, Fixtures & Equipment
· Staff Moves into the new City Hall building
· New parking lot at southwest corner of Lincoln Street & Weber Avenue An additional $12,400,000 will be needed to fund the above work together with salaries and contingencies. The $12,400,000 in additional funding will be included in the 2022-27 Five-Year CIP scheduled for City Council approval on June 21, 2022 and derived from the following sources: 1) Office Space Public Facility Fees ($300,000); and 2) General Fund ($12,100,000). The above work will be completed in coordination with the completion of the New City Hall Renovations and Relocation project.

Design construction support services are needed from Indigo, Hammond + Playle Architects, LLP City of Stockton Printed on 4/26/2022Page 4 of 5
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File #: 22-0285, Version: 1
(design architect) during the construction phase. The services include, but are not limited to, attending construction meetings, preparing design revisions, reviewing field questions and/or changes, responding to requests for information, and completing record drawings.

Staff recommends that Council authorize the City Manager to execute Amendment No. 5 to the Standard Agreement with Indigo, Hammond + Playle Architects, LLP, in the amount of $600,000, which is necessary to add the design construction support services to their contract. The total contract amount is $2,816,133.

Staff is working on finalizing the project scoping for the furniture procurement and the departments relocation. Subsequent contracts in procuring the furniture and for the department relocation services will be submitted for future Council approval.

FINANCIAL SUMMARY
The current unencumbered balance in the New City Hall Renovations and Relocation, Project No.

E016015 (formerly PW1615), Account No. 4510-418-800007-300-000-30-45-000-000, is not sufficient to award a Construction Contract to Roebbelen Contracting, Inc. in the amount of $42,348,123.

The resolution includes the appropriation and transfer of funds in the amount of $12,600,000 from the General Fund Known Contingency Reserves to the New City Hall Renovations and Relocation, Project No. E016015 (formerly PW1615), Account No. 4510-418-800007-300-000-30-45-000-000.

The $12,600,000 General Fund allocation will enable awarding the construction contract for the project.

An additional $12,400,000 in funding will be needed for furnishings, staff relocations, parking lot improvements, and remaining salaries and contingencies. This $12,400,000 will be appropriated as part of the 2022-27 Five-Year CIP scheduled for City Council approval on June 21, 2022 and derived from the following sources: 1) Office Space Public Facility Fees ($300,000) and 2) General Fund ($12,100,000).

Attachment A - Vicinity Map
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- VICINITY MAP -

NEW CITY HALL RENOVATIONS AND RELOCATION
Project No. E016015
Project Location
LEGEND:

NEW CITY HALL
Attachment A
414
Resolution No.

STOCKTON CITY COUNCIL
______________________________________________________________________

RESOLUTION APPROVING THE PLANS AND SPECIFICATIONS , TRANSFERRING

FUNDING, AWARDING A CONSTRUCTION CONTRACT , AND APPROVING AMENDMENT NO. 5 TO THE STANDARD AGREEMENT FOR THE NEW CITY HALL RENOVATIONS AND RELOCATION, PROJECT NO. E016015

On March 3, 2022, the City Clerk of the City of Stockton opened, examined, and publicly declared the sealed proposals or bids offered for the New City Hall Renovations and Relocation, Project No. E016015; and

The project will renovate two five -story buildings (one building includes a basement) including on- and off-site improvements as well as relocate the majority of City Departments into the buildings; and

Roebbelen Contracting, Inc. is the lowest responsible bidder in the amount of $42,348,123, and its bid is regular in all respects; and

Design construction support services are needed from Indigo, Hammond + Playle Architects, LLP (design architect) during the construction phase; now, therefore,

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

1. The City Council approves the plans and specifications for the New City Hall Renovations and Relocation, Project No. E016015.

2. The City Council approves the appropriation and transfer of funds in the amount of $12,600,000 from the General Fund Known Contingency Reserves to the New City Hall Renovations and Relocation, Project No. E016015 in the Capital Improvement Fund.

3. The City Coun cil awards a Construction Contract between the City of Stockton and Roebbelen Contracting, Inc. , in the amount of $ 42,348,123, and the City Manager is authorized and directed to execute same, a copy o f which is attached as Exhibit 1 and incorporated by this reference.

4. The City Council approves Amendment No. 5 to the Standard Agreement with Indigo, Hammond + Playle Architects, LLP to extend the termination date to December 31, 2024, and increase funding in the amount of $600,000 for design construction support services for the Tenant Improvements to the Waterfront Towers for the Relocation of City Hall, Project No. E016015, and the City Manager is authorized and 415
directed to execute same, a copy of which is attached as Exhibit 2 and incorporated by this reference.

5. 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 May 3, 2022 .

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

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

416

CONSTRUCTION CONTRACT
This contract is made and enter ed into on _____________, by and between ROEBBELEN CONTRACTING, INC., a STATE OF CALIFORNIA CORPORATION, with a business address at 1241 HAWKS FLIGHT COURT, EL DORADO HILLS, CA 95762, hereinafter called "CONTRACTOR," and CITY OF STOCKTON, a municipal corporation, hereinafter called "CITY."
W I T N E S S E T H:

WHEREAS, plans and specifications for the construction of NEW CIT Y HALL
RENOVATIONS AND RELOCATION, PROJECT NO. E016015 , hereinafter called “PROJECT,” were regularly adopted by Council Motion __________________, on _________________; and
WHEREAS, the contract for said work was regularly awarded to CONTRACTOR, by Council Motion No. __________________, on ________________.

NOW, THEREFORE, in consideration of the promises and of the mutual covenants herein contained, the parties hereto expressly agree as follows:

CONTRACTOR agrees:

1. SCOPE OF SERVICES. To do the work and furnish all the labor, materials, tools, equipment, and insurance required for the construction of PROJECT in accordance with the plans and specific ations adopted on _____________, by Council Motion No. __________________ . The "contract documents," wh ich include the bid documents, project plans, specifications, all letters of cl arification, and the City of Stockton Standard Specifications and Plans, are incorporated into and made a part of this contract by this reference to the same extent as if fully set forth.

2. COMPENSATION. To do and perform the work contemplated hereby in a good and workmanlike manner and to furnish all labor, materials, tools, and equipment necessary therefore at t he prices specified in EXHIBIT A , attached hereto and by reference made a part hereof, under the directi on of and to the complete satisfaction of the Director of Public Works of the City of Stockton. Total compensation for services and reimbursement for costs shall not exceed $42,348,123.00, or as otherwise mutually agreed to in a Contract Change Order.

3. INSURANCE. CONTRACTOR shall not commence any work before obtaining, and shall maintain in force at all times during the duration and performance of this contract, the policies of insurance specified in EXHIBIT B, which is attached to this contract and incorporated by this reference, and as provided in the “contract documents” including Section 7-1.06 of the City of Stockt on Standard Specifications and Plans as adopted on September 27, 2016, by Council Resolution No . 2016-09-27, effective September 27, 2016.

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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.

The Additional Insured coverage under the CONTRACTOR’s policy shall be “primary and non-contributory” and will not seek contribution from the City of Stockton’s insurance or self-insurance and shall be at least as broad as ISO CG 20 01 04 13.

The limits of insurance requir ed in this agreement may be sati sfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contai n a provision that such co verage shall also apply on a primary and non-contributory basis for the benefit of the City of Stockton (if agreed to in a written contract or agreem ent) before the City of Stockton’s own insurance or self- insurance shall be called upon to protect it as a named insured.

All self-insured retentions (SIR) must be disclosed to the CITY’s Risk Management for approval and shall not reduce t he limits of liability. Payment Bond in the amount of the self-insured retention (SIR) may be required.

Policies containing any self-insured retention (SIR) provision shall provide or be endorsed to provide that the SIR may be satisfied by either the named insured or the CITY.

The CITY reserves the right to obtain a full certified copy of any insurance policy and endorsements.

Failure to exercise this right shall not constitute a waiver of right to exercise later.

CONTRACTOR shall maintain insurance as required by this contract to the fullest amount allowed by law and shall maintain insurance for a minimum of five years following the completion of this project. In the event cont ractor fails to obtain or maintain completed operations coverage as requir ed by this agreement, the City at its sole discretion may purchase the coverage required and the cost will be paid by contractor.

CONTRACTOR agrees to include with all Subcont ractors in their subcontract the same requirements and provisions of this agreement including the indemnity and insurance requirements to the extent they apply to the scope of the Subcontractor’s work.

Subcontractors hired by CONTRACTOR ag ree to be bound to CONTRACTOR and the CITY in the same manner and to the same extent as CONTRACTOR is bound to the CITY under the Contract Documents. Subcontractor further agrees to include these same provisions with any Sub-subcontractor. A copy of the CITY Contract Document Indemnity and Insurance provisions will be furnished to the Subcontractor upon request. The General CONTRACTOR shall require all sub-contractors to provide a valid certificate of Local Construction Contract - ROEBBELEN CONTRACTING, INC. - PROJECT NO. E016015 (Updated 12/31/20)
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EXHIBIT 1
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insurance and the required endorsements included in the agreement prior to commencement of any work and contractor will provide proof of compliance to the City.

4. INDEMNITY AND HOLD HARMLESS. With the exception that this section shall in no event be construed to require indemnification by Contractor to a greater extent than permitted under the public policy of the State of California, Contractor shall indemnify, protect, defend with counsel approved by City and at Contractor’s sole cost and expense, and hold harmless City, its Mayo r, Council, official s, representatives, agents, employees, and volunteers from and against any and all claims, causes of action, liabilities, judgments, awar ds, losses, liens, claims, stop notices, damages, expenses, and costs (including without limitation attorne ys’ fees, expert and consultant fees, and other expenses of litigation) of every nature, including, but not limited to, death or injury to persons, or damage to prope rty, which arise out of or are in any way connected with the work performed, ma terials furnished, or services provided under this Agreement, or from any violation of any federal, State, or municipal law or ordinance, or City Policy, by Contractor or Contractor’s of ficers, agents, employees, volu nteers or subc ontractors.

Contractor shall not be obligated to indemnify or defend City for claims finally determined by a court of law or arbitrat or to arise from the active negligence or willful misconduct of the City. It is the intent of the Parties that this indemnity obligation is at least as broad as is permitted under California law. To the extent Califo rnia Civil Code sections 2782, et seq., limit the defense or indemnity obligations of Cont ractor to City, the intent hereunder is to provide the maximum defens e and indemnity obligations allowed by Contractor under the law. The indemnity set forth in this section shall not be limited by insurance requirements or by any other provision of this Agreement.

With exception that this section shall in no event be construed to require indemnification, including the duty to defend, by Contractor to a gr eater extent than permitted under the public policy of the State of California, the parties agree that Contractor’s duty to defend City is immediate and arises upon the filing of any clai m against the City for damages which arise out of or are in any way co nnected with the work performed, materials furnished, or services provided under this Ag reement by Contractor or Contractor’s officers, agents, employees, vo lunteers or subcontractors. Contractor’s duties and obligations to defend the City shall apply regardless of whethe r or not the issue of the City’s liability, breach of this Agreement, or other obligation or fault has been determined.

Contractor shall be immediat ely obligated to pay for City’s defense costs of the claim, including, but not limited to, court costs, attorney’s fees and costs, expert consultant and witness fees and costs, othe r witness fees, document repr oduction costs, arbitration fees, and, if after final judgm ent an appeal is pursued, all of such costs for the appeal.

At the conclusion of the claim, if there is any determination or finding of sole active negligence or willful misconduct on the part of the City, Cit y will then reimburse Contractor for amounts paid in excess of Contractor’s pr oportionate share of responsibility for the damages within 30 days after Contractor prov ides City with copie s
of all bills and expenses incurred in the defense of the claim(s). It is agreed between the parties that this reimbursemen t provision assures Contractor is not obligated to defend or indemnify City in an amount greater than provided for under California law, including, without limitation, California Civil Code sections 2782, 2782.6, and 2782.8.

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(Updated 12/31/20)
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With the exception that this section shall in no event be construed to require indemnification by Contractor to a greater extent than permitted under the public policy of the State of California, and in addition to the other indemnity obligations in this Agreement, Contractor shall indemnify, defend, and hold harmless City, its Mayor, Council, officials, representatives, agents, employees, and volunteers from and against all claims, losses, expenses, and costs including, but not limited to, attorneys’ fees, arising out of any claim brought against the City by an employee, office, agent, or volunteer of Contractor, regardless of whether such claim may be covered by any applicable workers compensation insurance. Contractor’s indemnification obligation is not limited in any way by any limitation on the amount or type of damages, compensation, or benefits payable by or for the Contractor under workers’ compensation acts, disability acts, or other employee benefit acts.

The City’s acceptance of the insurance certificates required under this Agreement does not relieve the CONTRACTOR from its obligation under this paragraph. The indemnification obligations of this section shall survive the termination of this agreement.

Any exceptions to this language may result in a proposal being deemed non-responsive.

CONTRACTOR/Subcontractor's responsibility for such defense and indemnity obligations shall survive the termination or completion of this agreement for the full period of time allowed by law.

The defense and indemnification obligations of this agreement are undertaken in addition to, and shall not in any way be limited by, the insurance obligations contained in this agreement. If any section, subsection, sentence, clause or phrase of this indemnification is for any reason held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this indemnification.

5. STANDARD PLANS AND SPECIFICATIONS. The performance of said work and the furnishing of said materials shall be executed in accordance with Section 8-1.04B of the City of Stockton Standard Specifications and Plans as adopted on September 27, 2016, by Council Resolution No. 2016-09-27-1213, effective September 27, 2016, and the provisions of the issued project specifications.

The Director of Public Works will furnish CONTRACTOR a weekly statement showing the number of days charged to the contract for the preceding week, the number of days specified for completion of the contract, and the number of days remaining to complete the contract. CONTRACTOR will be allowed one (1) week in which to file a written protest setting forth in what respects said weekly statement is incorrect, otherwise the statement shall be deemed to have been accepted by CONTRACTOR as correct.

6. WORKING DAYS. This work shall be diligently prosecuted to completion before the expiration of 370 WORKING DAYS beginning on the tenth calendar day after the date shown on the Notice to Proceed. It is agreed by the parties to the contract that in case all the work called for under the contract in all parts and requirements, is not finished or completed within the number of days as set forth, damage will be sustained by the CITY, and that it is and will be impracticable and extremely difficult to ascertain the actual damage which CITY will sustain in the event of and by reason of such delay; and it is therefore agreed that CONTRACTOR will pay to CITY the sum of TWO THOUSAND EXHIBIT 1
420
a. TITLE VI
Title VI of the Civil Rights Act of 1964 requires that “no person in the United States shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits o f, or be subjected to discrimination under any pr ogram or activity receiving federal financ ial
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FIVE HUNDRED AND NO/100 DOLLARS ($2,500.00) per day for each and every calendar days delay in finishing the work in excess of the number of days prescribed; and CONTRACTOR agrees to pay said liquidated damages as herein provided, and in case the same are not paid, agrees that CITY, may deduct the amount thereof from any monies due or that may become due CONTRACTOR under the contract.

It is further agreed that in case the work called for under the contract is not finished and completed in all parts and requirements within the number of days as specified, the CITY shall have the right to increase the number of days or not, as may seem best to serve the interest of CITY, and if the CITY decides to increase the said number of days, the CITY shall further have the right to charge to CONTRACTOR, CONTRACTOR's heirs, assigns or sureties, and to deduct from the final payment for the work, all or any part, as may be deemed proper, the liquidated damages as specified or the actual cost of engineering, inspection, superintendence, and other overhead expenses which are directly chargeable to the contract, and which accrue during the period of such extension, whichever is greater, except the cost of final surveys and preparation of final estimate shall not be included in such charges.

A working day shall not include, nor shall CONTRACTOR be assessed with liquidated damages nor the additional cost of engineering and inspection during any delay beyond the time named for the completion of the work caused by acts of God or of the public enemy, acts of CITY, fire, floods, epidemics, quarantine restrictions, strikes, and freight embargoes and subject to approval by the Director of Public Works, inability to get materials ordered by CONTRACTOR or subcontractor due to such causes provided that CONTRACTOR shall notify the Director of Public Works in writing of the causes of delay within five (5) working days from the beginning of any such delay, and the Director shall ascertain the facts and the extent of the delay, and Director's findings of the facts thereon shall be final and conclusive.

If CONTRACTOR is delayed by reason of alterations made in these specifications, or by any act of the Director of Public Works or of the CITY, not contemplated by the contract, the time of completion shall be extended proportionately and CONTRACTOR shall be relieved during the period of such extension of any claim for liquidated damages, engineering or inspection charges or other penalties. CONTRACTOR shall have no claim for any other compensation for any such delay.

7. CONFORMANCE TO APPLICABLE LAWS. Contractor shall comply with all applicable Federal, State, and Municipal laws, rules and ordinances. Contractor shall not discriminate in the employment of persons or in the provision of services under this Contract on the basis of any legally protected classification, including race, color, national origin, ancestry, sex or religion of such person.

EXHIBIT 1
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assistance.” (42 USC Section 2000d)
http://www.dol.gov/oasam/regs/statutes/titlevi.htm.

The City of Stockton requires compliance with the requirements of Title VI in all of its programs and activities regardless of funding source. b. DISCRIMINATION AND HA

RASSMENT POLICY
The City of Stockton has a Discrimination
and Harassment Policy
(EXHIBIT C ). The purpose of this policy is to reaffirm the CITY’s commitment to demonstrating respect for all individuals by strictly prohibiting discrimination and harassment, including sexual harassment in the workplace, to define the types of behavior and conduct prohibited by this policy, and to set forth a procedur e for reporting, investigating, and resolving complaints of discrimination and harassment in the workplace. c. LABOR STANDARDS PROVISIO NS/CALIFORNIA LABOR CODE
The bidder shall understand that conditions set forth in Chapter 1, Part 7, Division 2 of the Calif ornia Labor Code shall be considered part of the contract agreement.
https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode= LAB&division=2.&title=&part=7.&chapter=1.&article=2.
d. PREVAILING WAGE
CONTRACTOR and any subcontractor shall pay each employee engaged in the trade or occupation not less than the prevailing hourly wage rate. In accordance with the provis ions of Section 1770 of the Labor Code, the Director of Department of Industria
l Relations of the State of California has
determined the general prevailing rates of wages and employer payments for health and welfare, pension, vacation, travel time, and subsistence pay as provided for in Section 1773. 1, apprenticeship or other training programs authorized by Section 3093 and similar purposes applicable to the work to be done. CONTRACTOR performing the work under this contract shall obtain a copy of t he wage rate determination and shall distribute copies to each subcontract or. As the wage determination for each craft reflects an expiration date, it shall be the prime CONTRACTOR and each subcontractor's responsibility to ensure that the prevailing wage rates of concern is current and paid to the employee.
i. The CONTRACTOR performing the work shall be responsible for obtaining a copy of the State wage rate determination. State wage rates may be obtained at
http://www.dir.ca.gov/OPRL/pwd/Determinations/Northern/Northern.p df. The CONTRACTOR shall be responsible for posting said wage rates at a prominent location at the work site and shall maintain same in a good readable condition for the duration of the work.

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ii. Should the CONTRACTOR choose to work on a Saturday, Sunday or on a holiday recognized by the Labor Unions, the CONTRACTOR shall reimburse the CITY the actual co st of engineering, inspection, superintendence, and or other overhead expenses which are directly chargeable to the contract. Should such work be undertaken at the request of the CITY, reimbursement will not be required. To conform strictly with the provisions of Division 2, Part 7, Chapter 1, Article 2, of the Labor Code of the State of Califo rnia. To forfeit as a penalty to CITY the sum of TWENTY-FIVE AND NO/100 DOLLARS ($25.00) for each laborer, worker, or mechanic employed by CONTRACTOR, or by any subcontractor under CONTRACTOR, in the execution of this contract, for each calendar day during which any laborer, worker, or mechanic is required or permitted to work more than eight (8) hours and who is not paid the general prevailing rate of per diem wages for holiday and overtime work in violat ion of the provisions of Sections 1770 to 1781 of the Labor Code of the State of California. That all sums forfeited under the provisions of the foregoing sections shall be deducted from the payments to be ma de under the terms of this contract.

iii. The CONTRACTOR to whom the cont ract is awarded shall ensure that the prime and each subcontractor will in accordance with Section 1776 of the Labor Code, maintain certified payroll records. A copy of said records shall be provided with each invoice to the Public Works Department, Attention Contract Comp liance Officer. It shall be the CONTRACTOR’S responsibility to obtain copies of the current prevailing wage rate determination for all subcontractors. Additionally, certified payroll records must be uploaded to the DIR website as required by labor code.

iv. The CONTRACTOR shall comply wit h the provisions established in Section 1777.5 of the Labor Code concerning the 1) certified approval by local joint apprenticeship committees for the employment and training of apprentices, and 2) contri bution of funds to administer and conduct apprenticeship programs, if applicable to the job.

e. LOCAL EMPLOYMENT ORDINANCE

Pursuant to Stockton Municipal Code Section 3.68.095 the CONTRACTOR and all subcontractors shall make a good fa ith effort to employ at least 50 percent of the workforce on this proj ect from local residents, as measured by total labor work hours. Failure of any CONTRACTOR or subcontractor to comply with these requirements shall be deemed a material breach of the contract or subcontract. CONT RACTORS and subcontractors shall maintain records necessary for moni toring their compliance with section

3.68.095.

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f. COMMUNITY WORKFORCE TRAINING AGREEMENT
Pursuant to the implementation of the Community Workforce Training Agreement (CWTA) adopted by the Cit y Council on July 26, 2016, the successful bidder shall be required to comply with the provisions of CWTA. For any project subject to this Agreement, the Local Hire, Priority
Apprentice and Workforce Development Program requirements shall apply in lieu of the requirements of Stockton Municipal Code Section 3.68.095 and no separate compliance with Secti on 3.68.095 will be r equired of the Contractors/Employers working on the project (EXHIBIT D).

CITY agrees:

8. COMPENSATION. To pay CONTRACTOR for the work herein
contemplated in the following manner: Progress payments will be made on or about the first day of each calendar month, in such sum as shall make the aggregate of payment up to such day equal to ninety-five percent (95%) of the proportional contract price, upon the basis of the progress certif icate of the Director of Public Works as to the amount of work done and the proportional amount of the contract price represented therefore; and all of the remaining part of t he contract price not as aforesai d paid, shall be paid at the expiration of thirty-five (35) days from the completion of said work of construction and the certification by the Director of Public Works of such completion.

9. SECURITIES. Pursuant to Section 22300 of the Public Contract Code, CONTRACTOR will be permitted, at its request and sole expense, to substitute securities for any monies withheld by the CITY to ensure performance under the contract. Said securities will be deposited either with the CITY or with a State or federally chartered bank as escrow agent. Securities eligible for this substitution are those listed in Section 16430 of the California Government Code or bank or savings and loan certificates of deposit.

CONTRACTOR shall be the beneficial owner of any securities substituted for monies withheld and shall receive any interest thereon.

10. CHANGE ORDERS. CITY reserves the right to make such alterations, deviations, additions to or omissions from the plans and specifications, including the right to increase or decrease the quantity of any item or portion of the work, as may be deemed by the Engineer to be necessary or advisable and to require su ch extra work as may be determined by the Engineer to be required for the proper completion or construction of the whole work contemplated.

Any such changes will be set forth in a contract change order which will specify, in addition to the work done in connection with the change made, adjustment of contract time, if any, and the basis of compensation for such work . A contract change order will not become effective until approved by the City Manager and/or the City Council.

Processing of change orders shall be in accordance with Section 4-1. 05A of the City of Stockton Standard Specifications and Plans as adopted by Council on September 27, 2016, by Resolution No. 2016-09-27-1213, effective September 27, 2016, or as otherwise amended by Council. When the compensation for an item of work is subject to adjustment Local Construction Contract - ROEBBELEN CONTRACTING, INC. - PROJECT NO. E016015 (Updated 12/31/20)
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under the provIsIons of Standard Specifications and Plans, Section 4-1.05A, CONTRACTOR shall, upon request, promptly furnish the Engineer with adequate detailed cost data for such item of work.

11. AUDITS. CITY reserves the right to periodically audit all charges made by CONTRACTOR to CITY for services under the contract. Upon request, CONTRACTOR agrees to furnish CITY, or a designated representative, with necessary information and assistance.

CONTRACTOR agrees that CITY or its delegate will have the right to review, obtain and copy all records pertaining to performance of the contract. CONTRACTOR agrees to provide CITY or its delegate with any relevant information requested and shall permit CITY or its delegate access to its premises, upon reasonable notice, during normal business hours for the purpose of interviewing employees and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under investigation for the purpose of determining compliance with this requirement.

CONTRACTOR further agrees to maintain such records for a period of three (3) years after final payment under the contract.

12. WAIVER. It is expressly understood and agreed by and between the parties hereto that a waiver of any of the conditions of this contract shall not be considered a waiver of any of the other conditions thereof.

It is further understood and agreed by and between the parties hereto that time is of the essence of this contract in all respects.

IN WITNESS WHEREOF, the parties hereto have hereunto affixed their hands and seals the day and year first above written.

ATTEST:

ELIZA R. GARZA, CMC

CITY CLERK
By: _____________ _
APPROVED AS TO FORM & CONTENT:

JOHN M. LUEBBERKE

OFFICE OF THE CITY ATTORNEY
By:------------

DEPUTY CITY ATTORNEY
CITY:

By: ___________ _

HARRY BLACK

CITY MANAGER
Tax Identification No.

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BIDDING SCHEDULE
Only prime contractors enlisted in the Council approved Pre-Qualified Bidder's List are allowed to submit a construction bid for this project.

Each Bidder shall bid each item, including all alternate bid(s). Failure to bid an item shall be just cause for considering the bid as non-responsive. Line-item costs should include all Contractor's overhead and profit and indirect costs. Bids not presented on City forms shall be cause for considering the bid as non-responsive. The basis of the contract award will be the lower responsive and responsible bidder for the Total Base Bid Price. It is the City's sole discretion to add, or not add, the Alternative Bid(s) to the Base Bid contract.

BASE BID
UNIT

ITEM DESCRIPTION UNIT QUANTITY PRICE TOTAL PRICE
1 Building 1, complete LS 1 11l ,cisl 1..,\:1 I 7 1 \C\ '5 1 J<...J 'J.
2 Building 2, complete LS 1 n,111)0,ooc \7 1 \{Q�1 oou
3 Site Work, complete LS 1
L\1 ��o1 ooD l-\1 lliti1 OU 0
4 Allowance No. 1 - Applied Fire LS 1 L\t)1 �OG '--\I;)/ {)C 0 Protection (insert amount shown in
Section 01 21 00 Allowances)
5 Allowance No. 2 - Scanning of LS 1
Existing Post-tensioned Slabs
(insert the amount shown in
':)_� Ol'.f-> ;)_ ?J:::-1 Dou
Section 01 21 00 Allowances)
6 Allowance No. 3 - Additional Site LS 1
\ 7 o, ouCGrading (insert the amount shown \7D1 oot>
in Section 01 21 00 Allowances)

TOTAL BASE BID PRICE
... :Fl I) s ";I J<.) J._
Unit Prices (refer to section 01 22 00 Unit Prices)

UNIT PRICE

ITEM DESCRIPTION UNIT QUANTITY TOTAL PRICE
1 Unit Price No. 1 - EIFS Patch and SF 1 l-\l'D,OD q,o .. oo Repair
2 CY 1
Unit Price No. 2 - Imported 4cn.•,1D lf{i •u"•Engineered Fill Bid Forms Page 4 of 13 Last Revised: 12/31/20

EXHIBIT A
PAGE 10 OF 57
EXHIBIT 1
426
ALTERNATIVE NO. 1 (refer to section 01 23 00 Alternates)

UNIT PRICE

ITEM DESCRIPTION UNIT QUANTITY TOTAL PRICE
1 Add Exterior Building Envelope LS 1 c1ft Ll/1.;;"t :;;2 1 c111,�S'1
Improvements
ALTERNATIVE NO. 2 (refer to section 01 23 00 Alternates) ITEM
2 Bid Forms

UNIT PRICE

DESCRIPTION UNIT QUANTITY TOTAL PRICE
Add Emergency Responder Radio LS 1 Q_ ,":> ,o;;. -a_ Q 1�,o 'Jd,.

Communication System (ERRCS)
Improvements
TOTAL BASE BID �q I I<;') 11--\ "d..

TOTAL ALTERNATIVE BID NO.1 9-,
c
l ll11"3'7
TOTAL ALTERNATIVE BID NO. 2 'd-'l.S, Oc). d
BIDDER'S NAME Roebbelen Contracting, Inc.

Page 5 of 13 ends

EXHIBIT A
PAGE 11 OF 57
EXHIBIT 1
427
The City of Stockton is now using www.PINSAdvantage.com to track Insurance Certiﬁcates and all related documents.

The PINS system starts with The City of Stockton. A Stockton User logs into PINS and emails a request for proof of insurance to the Vendor/Contractor. The Vendor/Contractor forwards the request email to their Insurance Agent(s). The Insurance Agent(s) logs into www.PINSAdvantage.com and completes the insurance certiﬁcate online.
www.pinsadvantage.com
+ 1 626 844 1838
WHAT IS THE PROCESS?
Note: Vendors will receive the insurance request email from: [email protected] Thank you for your compliance!
01 02
03 04
The Vendor/
Contractor forwards
the email to their
insurance agent(s).

PINS notiﬁes
The City of Stockton
that documents have
been submitted and
automatically checks
for compliance.

Agent(s) log into
PINSAdvantage.com
and complete
the insurance
certiﬁcate online
A Stockton User
logs into PINS and
emails a request for
insurance to the
Vendor/Contractor

EXHIBIT B
PAGE 12 OF 57
EXHIBIT 1
428
REV 2017_09_01
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). Please see attached flyer regarding PINS Advantage.

New City Hall Renovations and Relocation
Project No. E016015 (formerly PW1615)
Insurance Requirements for Construction Contracts
Contractor shall procure and maintain for the duration of the contract, and for five (5) years thereafter, 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, their agents, representatives, employees, or subcontractors. In the event contractor fails to obtain or maintain completed operations coverage as required by this agreement, the City, at its sole discretion, may purchase the coverage required and the cost will be paid by the contractor.

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

1. Commercial General Liability (CGL): Insurance Services Office (ISO) 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 $5,000,000 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 CA 0001 covering Code 1 (any auto), with limits no less than $5,000,000 per accident for bodily injury and property damage.

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

4. Builder’s Risk (Course of Construction) insurance utilizing an “All Risk” (Special Perils) coverage form, with limits equal to the completed value of the project and no coinsurance penalty provisions.

5. Surety Bonds as described below.

EXHIBIT B
PAGE 13 OF 57
EXHIBIT 1
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REV 2017_09_01

6. 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.)

7. Contractors’ Pollution Legal Liability and/or Asbestos Legal Liability with limits no less than $2,000,000 per occurrence or claim, and $2,000,000 policy aggregate.

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 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 contai n, the following
provisions:

Additional Insured Status
The City of Stockton, i
ts 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.

EXHIBIT B
PAGE 14 OF 57
EXHIBIT 1
430
REV 2017_09_01
Primary Coverage
The Additional Insured coverage under the Contractor’s policy shall be “primary and non-contri
butory” 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.

Builder’s Risk (Course of Construction) Insurance
Contractor may submit evidence of Builder’s Risk insurance in the f orm of Course of
Construction coverage. Such coverage shall name the City of Stockton as a loss payee as their interest may appear.

If the project does not involve new or major reconstruction, at the option of the City of Stockton, an Installation Floater may be acceptable. For such projects, a Property Installation Floater shall be obtained that provides for the improvement, remodel, modification, alteration, conversion or adjustment to existing buildings, structures, processes, machinery and equipment. The Property Installation Floater shall provide property damage coverage for any building, structure, machinery or equipment damaged, impaired, broken, or destroyed during the performance of the Work, including during transit, installation, and testing at the City of Stockton’s site.

Claims Made Policies – (Note – applicable only to professional and/or pollution liability)
If any coverage required is written on a claims-made coverage for m:

1. The retroactive date must be shown, and this date must be before the execution date of the contract or the beginning of contract work.

2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of contract work.

3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective, or start of work date, the Contractor must purchase extended reporting period coverage for a minimum of five (5) years after completion of contract work.

4. A copy of the claims reporting requirements must be submitted to the City of Stockton for review.

5. If the services involve lead-based paint or asbestos identification/remediation, the Contractors Pollution Liability policy shall not contain lead-based paint or asbestos

EXHIBIT B
PAGE 15 OF 57
EXHIBIT 1
431
REV 2017_09_01
exclusions. If the services involve mold identification/remediation, the Contractors Pollution Liability policy shall not contain a mold exclusion, and the definition of Pollution shall include microbial matter, including mold.

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

Waiver of Subrogation
Contractor hereby grants to Cit
y 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.

Self-Insured Retentions
All Self-insured retent
ions 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.

Acceptability of Insurers
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.

Verification of Coverage
Contractor shall furnis
h 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,

EXHIBIT B
PAGE 16 OF 57
EXHIBIT 1
432
REV 2017_09_01
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.

Subcontractors
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: Subcontractors hired by Contractor agree to be bound to Contractor and City in the same manner and to the same extent as Contractor is bound to City under the contract documents and provide a valid certificate of insurance and the required endorsements included in the agreement as proof of compliance prior to commencement of any work and to include this same requirement for any subcontractors they hire for this work. A copy of the owner contract document indemnity and insurance provisions will be furnished to the subcontractor upon request. Contractor shall provide proof of such compliance and verification to the City upon request.

Surety Bonds
Contractor shall provide the following Surety Bonds:

1. Bid bond

2. Performance bond

3. Payment bond (or Labor and Material bond)

4. Maintenance bond
The Payment Bond and the Performance Bond shall be in a sum equal to one hundred percent (100%) of the contract price. If the Performance Bond provides for a one-year warranty a separate Maintenance Bond is not necessary. If the warranty period specified in the contract is for longer than one year a Maintenance Bond equal to 10% of the contract price is required. Bonds shall be duly executed by a responsible corporate surety, authorized to issue such bonds in the State of California and secured through an authorized agent with an office in California.

EXHIBIT B
PAGE 17 OF 57
EXHIBIT 1
433
REV 2017_09_01
Special Risks or Circumstances
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.

Certificate Holder Address
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
PAGE 18 OF 57

EXHIBIT B
EXHIBIT 1
434
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 1 of 14
DISCRIMINATION AND Effective Date: Revised From:

HARASSMENT POLICY 7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 I. PURPOSE
The purpose of this policy is to reaffirm the City's commitment to demonstrating respect for all individuals by strictly prohibiting discrimination and harassment, including sexual harassment in the workplace. This policy defines prohibited behavior and conduct, and sets forth a procedure for reporting, investigating and resolving complaints of discrimination, harassment, in the workplace, including retaliation and hostile work environment.

II. POLICY
A. The City of Stockton prohibits any form of discrimination and/or harassment of any person based on race, religious creed, color,
national origin, ancestry,
military and veterans status, physical or mental disability, medical condition, genetic characteristics or information, denial of family and medical care leave, marital status, sexual orientation, sex (including gender, gender identity, gender expression, transgender, pregnancy, childbirth and breastfeeding), political affiliation, age (40 and older), concerted labor activity, or any other category or attribute consistent with state or federal law.

All such discrimination and harassment is unlawful and shall not be tolerated. In addition, under the federal Affordable Care Act (ACA), the City of Stockton prohibits discrimination and/or harassment, or retaliation against an employee who obtains coverage, receives a tax credit or subsidy through the Health Care "Market Place" or "Exchange."
B. It is an unlawful employment practice to discriminate against or to harass an unpaid intern or volunteer on the basis of any legally protected classification unless an exception applies, such as a bona fide occupational qualification.

C. The City will neither tolerate nor condone discrimination and/or harassment of employees by managers, supervisors, co-workers, or non-employees with whom City employees have a business service, or professional relationship.

D. All City employees and non-employees share a responsibility to assist in

EXHIBIT C
PAGE 19 OF 57
EXHIBIT 1
435
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 2 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 maintaining an employment environment free of discrimination and harassment. This policy applies to all aspects of City employment, including, but not limited to, hiring, reassignment, placement, promotion, employment action, disciplinary action, layoff, reemployment, transfer, leave of absence, compensation and benefits, training; or other terms of treatment of that person in an unpaid internship, or another limited duration program to provide unpaid work experience for that person, or the harassment of an unpaid intern or volunteer.

E. All allegations of discrimination and/or harassment shall be investigated immediately by the City, in accordance with this policy. If it is determined that any prohibited activity has occurred, remedial action shall be taken. Such action may include discipline up to and including discharge. In addition, under applicable law, individual supervisors and employees may be subject to personal liability and/or punitive damages in any litigation arising as a result of such conduct.

F. All new hires shall attend harassment awareness training, and supervisors and managers shall attend harassment awareness and prevention training for supervisors every two years.

G. The City of Stockton prohibits retaliation against any employee or non employee by another employee, non-employee, supervisor, or manager for reporting, filing, testifying, assisting or participating in any manner in any investigation,
proceeding, or hearing conducted by the employer or a federal or state enforcement agency.

H. This policy applies to all officials, employees, volunteers, unpaid interns, agents, or contractors of the City.

I. This policy shall be administered by the Director of Human Resources.

EXHIBIT C
PAGE 20 OF 57
EXHIBIT 1
436
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 3 of 14
DISCRIMINATION AND Effective Date: Revised
From:

HARASSMENT POLICY 7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment m the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 Ill. DEFINITION AND EXAMPLES OF DISCRIMINATION AND HARASSMENT A. "Discrimination," as used in this policy, is any action, behavior, practice, or process that is intended to deny, or results in the denial of, employment rights, privileges, or benefits because of a person's race, religious creed, color, national origin, ancestry, military and veterans status, physical or mental disability, medical condition, genetic characteristics or information, denial of family and medical care leave, marital status, sexual orientation, sex (including gender, gender identity, gender expression, transgender, pregnancy, childbirth and breastfeeding), political affiliation, age (40 and older), concerted labor activity, or any other prohibition identified under state and federal law. The following are examples of conduct that may constitute discrimination:

1. Soliciting applications from a source where all or most of potential workers are of the same race or color.

2. Considering a person's gender as the basis for differences in pay, work assignments, performance evaluations, training, discipline, or any other area of employment; and

3. Questioning a job applicant about the existence, nature and severity of a disability.

B. "Harassment," as used in this policy, consists of any conduct affecting another person because of his or her race, religious creed, color, national origin, ancestry, military and veterans status, physical or mental disability, medical condition, genetic characteristics or information, denial of family and medical care leave, marital status, sexual orientation, sex (including gender, gender identity, gender expression, transgender, pregnancy, childbirth and breastfeeding), political affiliation, age (40 and older), concerted labor activity, or any other category or attribute identified under state and federal law when such conduct has the purpose or the effect of: (1) creating an intimidating, hostile or offensive work environment; (2) unreasonably interfering with the employee's or non-employee's work performance; or (3)

EXHIBIT C
PAGE 21 OF 57
EXHIBIT 1
437
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 4 of 14

DISCRIMINATION AND

HARASSMENT POLICY
Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 otherwise adversely affecting an employee's or non-employee's employment opportunities.

Harassment may take many forms, including, but not limited to, the following examples:

1. Verbal Harassment: Epithets, derogatory and offensive comments or slurs based on race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

2. Physical Harassment: Assault, impeding or blocking movement that results in the physical interference with normal
work or movement on
the basis of race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

3. Visual Harassment: The displaying of posters, photography, notices, bulletins, e-mails, cartoons or drawings with derogatory and offensive content based on race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

C. "Sexual harassment," as used in this policy, is a subcategory of harassment, and is specifically defined by law as unwanted sexual advances, requests for sexual favors or visual, verbal or physical conduct of a sexual nature when:

1. Submission to such conduct is made a term or condition of employment; or

2. Submission to or rejection of such conduct is used as a basis for employment decisions affecting the individual; or

EXHIBIT C
PAGE 22 OF 57
EXHIBIT 1
438
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 5 of 14

DISCRIMINATION AND

3. Such conduct has the purpose or effect of unreasonably interfering with an employee's or non-employee's work performance or creating an intimidating, hostile or offensive working environment because of the persistent, severe or pervasive nature of the conduct.

Examples of Sexual Harassment include, but are not limited to the following:
a. Unwelcome sexual overtures or propositions.
b. Offering employment benefits or status in exchange for sexual favors.
c. Making or threatening retaliation after a negative response to sexual advances.
d. Visual conduct such as leering, making sexual gestures, displaying sexually suggestive objects or pictures, cartoons, calendars or posters.
e. Verbal conduct such as using epithets or slurs, telling sexually explicit jokes, or making derogatory or suggestive comments about a person's body or dress.
f. Written communications of a sexual nature distributed in hard copy, soft copy or via a computer network.
g. Verbal abuse of a sexual nature, graphic verbal commentary about an individual's body, sexually degrading words to describe an individual, suggestive or obscene letters, notes or invitations.
h. Physical conduct such as touching, assaulting, impeding or blocking movements.

EXHIBIT C
PAGE 23 OF 57
EXHIBIT 1
439
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 6 of 14
DISCRIMINATION AND Effective Date:

HARASSMENT POLICY
Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95. 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 i. Retaliation for making harassment reports or threatening to
report harassment.

D. Affordable Care Act (ACA) Anti-Retaliation
Pursuant to section §1558 of the Affordable Care Act, the City prohibits discrimination or retaliation towards any employee who:

1. Receives a health insurance tax credit or subsidy through the Health Care "Marketplace" or "Exchange", by which can trigger a penalty payable by the employer;

2. Reports potential violations of protections afforded under Title I of the Act, which provides guaranteed availability protections among other things;

3. Testifies in a proceeding concerning such violation;

4. Assists or participates in a proceeding concerning a violation; or

5. Objects to, or refuses to participate in, any activity, policy, practice, or assigned task that the employee reasonably believes to be in violation of any provision of the Title I of the Act.

An employee who believes that he or she has been discharged or otherwise discriminated against in violation of section §1558 of the Affordable Care Act may seek relief in accordance with the procedures, notifications, burdens of proof, remedies, and statutes of limitation set forth in section 2087(b) of title 15, United States Code.

IV. REPORTING AND COMPLAINT PROCEDURES
A. Immediate Action Required
The City's reporting and complaint procedures provide for an immediate, thorough and objective investigation of discrimination or harassment claims, appropriate disciplinary action taken against any person found to have engaged in prohibited behavior, and appropriate alternative remedies to any

EXHIBIT C
PAGE 24 OF 57
EXHIBIT 1
440
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 7 of 14
DISCRIMINATION AND Effective Date: Revised From:

HARASSMENT POLICY 7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 employee or non-employee subject to discrimination or harassment. To accomplish this, such incidents must be reported immediately to a supervisor or manager.

1. Employee's and Non-Employee's Responsibilities when Subjected to Discrimination and/or Harassment
a. Employees or non-employees who believe they have been subjected to discrimination or harassment, or are aware of discrimination or harassment against others, shall report the
situation immediately to his/her supervisor or manager, except as specified in subsection (b), below. Employees and non employees shall report any such incidents occurring in the workplace, whether committed by coworkers, supervisors or managers, or third persons doing business with the City, such as customers or vendors, or other non-employees. If
comfortable doing so, an employee or non-employee who has a complaint of discrimination or harassment is encouraged to directly inform the person(s) engaging in the behavior that such conduct is offensive and insist the behavior to stop.
b. Employees and non-employees must immediately contact a supervisor or manager to register a complaint of discrimination or harassment, unless that supervisor or manager is the individual engaging in the unwanted behavior. In that case, the employee or non-employee may contact someone at the next supervisory level. If the employee or non-employee feels uncomfortable dealing directly with his or her immediate supervisor or manager, he or she may contact the department head, or the Director of Human Resources (or either of their designees) to register a complaint of discrimination or harassment.
c. Employees and non-employees may file a formal complaint of harassment or discrimination with their department head or

EXHIBIT C
PAGE 25 OF 57
EXHIBIT 1
441
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 8 of 14

DISCRIMINATION AND

HARASSMENT POLICY
Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment In the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 with Human Resources. To assist the City in conducting a thorough investigation, complaints shall be submitted in writing and shall include specific
details of the incident(s), the names
of the individuals involved, the names of any witnesses, and any documentary evidence (notes, pictures, cartoons, etc.) that will corroborate the allegations.
d. Employees and non-employees shall immediately report any retaliation to a supervisor, manager, department head or Director of Human Resources (or designee). All retaliation complaints shall be immediately, objectively and thoroughly investigated in accordance with the investigation procedures.

If a report of retaliation is substantiated, appropriate disciplinary action, up to and including discharge shall be taken.

2. Supervisor's or Manager's Responsibilities to Eliminate Discrimination and/or Harassment
a. A supervisor or manager is responsible for enforcing the City's discrimination and harassment policy. Supervisors or
managers must ensure that all employees and non-employees are aware of the City's policy through open discussion of the policy at staff meetings and by posting the policy in a conspicuous location accessible to all staff members.
b. A supervisor or manager shall be cognizant of employees' and non-employees' behavior and shall not permit any employee or non-employee under their supervision to be subjected to or engage in any conduct prohibited by this policy.
c. A supervisor or manager who observes conduct prohibited by this policy shall immediately direct the employee or non employee to cease the conduct.

EXHIBIT C
PAGE 26 OF 57
EXHIBIT 1
442
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 9 of 14
DISCRIMINATION AND Revised From:

HARASSMENT POLICY
Effective Date:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual
Harassment Investigative Procedures) revised from 2/15/93 d. A supervisor or manager who receives a complaint of
prohibited conduct is required to take the complaint seriously, and report the matter immediately to the department head; be supportive of the complainant; ensure there is no retaliation against the complainant; conduct an internal fact-finding review into the allegations; obtain as much detailed information as possible; thoroughly document the findings; communicate in written form to the parties the resolution of the complaint; and report to and consult with the Human Resources Department promptly, without delay.

B. Confidentiality. The City will make every effort to protect the privacy and confidentiality of all parties involved, as well as any information and/or documentation obtained, to the extent possible consistent with a thorough investigation.

C. Penalty for Non-Compliance. The City shall take disciplinary action, up to and including discharge, against any supervisor or manager who fails in his/her responsibility to take immediate action in response to an employee's or non-employee's complaint of discrimination or harassment. Further, such disciplinary action shall be taken against a supervisor or manager who fails to stop discriminatory or harassing conduct committed in his/her presence or to stop such conduct about which the supervisor or manager has knowledge.

V. INVESTIGATION PROCEDURES
A. Determination of Responsibility for Investigation
If a formal complaint is filed with the department head or the Director of Human Resources (or either of their designees), the department head and the Director of Human Resources shall consult with one another to determine whether the department or Human Resources shall conduct the fact-finding investigation into the allegations. Either the department head or the Director of Human Resources (or either of their designees), depending on who is

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Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No.10 of 14
DISCRIMINATION AND Effective Date: Revised From:

HARASSMENT POLICY 7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment In the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 responsible for the investigation, shall
issue written notification to the
complainant and alleged harasser(s). The notification shall specify the nature of the complaint, and inform the parties that an investigation into the allegations of discrimination and/or harassment shall be conducted.

Investigative Guidelines
The investigation shall include the following steps taken in the order best suited to the circumstances:

1. Identify and preserve the evidence.

2. Confirm the name and position of the complainant. Interview the complainant.

3. Allow the complainant the opportunity to place the complaint in writing.

4. Obtain the identity of the alleged harasser(s).

5. Obtain as many details as possible regarding the incident(s) that prompted the complaint, including the number of occurrences, dates, times, locations, and witnesses (if applicable).

6. Ascertain how the complainant felt about the alleged incident when it occurred; complainant's response(s) to the alleged behavior; and witness statements (if applicable).

7. Ascertain if any threats or promises were made in connection with the alleged harassment.

8. Ascertain if the complainant knows of or suspects that there are other victims of harassment by the same person(s).

9. Ascertain whether the complainant has spoken to anyone, especially

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Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 11 of 14

DISCRIMINATION AND

HARASSMENT POLICY
Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment m the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 supervisors, about the harassment.

10. Ascertain what resolution would be acceptable to the complainant.

11. Interview the alleged harasser to get his or her side of the story, including any possible motivation for a false allegation.

12. Interview witnesses who were identified by the complainant regarding the alleged harasser or other persons identified during the investigation.

13. Interview witnesses who were identified by the alleged harasser or other persons identified during the investigation.

14. Advise all participants that the investigation is "confidential" and not to engage in any retaliatory conduct, as such conduct is subject to disciplinary action up to and including discharge. Confidentiality will be maintained to the extent possible. An individual who is interviewed during the course of an investigation is prohibited from discussing the substance of the interview, except as otherwise directed by a supervisor or the Director of Human Resources. Any individual who discusses the content of an investigatory interview will be subject to discipline or other appropriate sanction.

15. Conduct follow-up interviews, if warranted.

16. Prepare report of findings and discuss with management and designated legal staff.

VI. RESPONDING TO THE COMPLAINT
A. Following the completion of the fact-finding investigation, either the department head or the Director of Human Resources (or either of their designees), depending on who is responsible
for the investigation, shall

EXHIBIT C
PAGE 29 OF 57
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Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No.12 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 make a report of findings, along with a recommendation regarding the appropriate remedial action to be taken, if warranted. The recommendation shall be made after reviewing the findings of the investigation, giving consideration to all factual information, the nature of the alleged conduct, and the totality of the circumstances. If the investigation was conducted by the Director of Human Resources, or designee, the Director, or designee, shall confer with the affected department head and both shall concur on the remedial action to be taken, if any. If the investigation was conducted by the department
head, the department head shall confer with the Director of Human Resources prior to making the report of findings and both shall concur on the remedial action to be taken, if any.

B. If either the department head or the Director of Human Resources does not concur with the findings and recommendation of the other, the City Attorney (or designee) shall review and resolve the matter in dispute.

C. Report of findings and recommendation shall be treated as a confidential document and no other distribution shall be made without first consulting with the City Attorney's Office. A completed investigation report will not be disclosed, except as it is deemed necessary to support a disciplinary action, to take remedial action, to defend the City in adversarial proceedings, or to comply with the law or court order.

D. Either the department head or the Director of Human Resources (or either of their designees), depending on who is responsible for the investigation shall provide a written response to the complainant and the person alleged to have committed the misconduct, discrimination and/or harassment. The response shall include a copy of the City's discrimination and harassment policy and a memorandum indicating the City's determination as to whether the complaint is:

1. Unsustained: The investigation failed to disclose sufficient evidence to substantiate the allegation(s).

2. Unfounded: The investigation proved that the act(s) or omission(s)

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PAGE 30 OF 57
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CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Subject: Directive No. HR-15 Page No. 13 of 14
DISCRIMINATION AND Effective Date: Revised From:

HARASSMENT POLICY 7/27/09

3. 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment
Investigative Procedures) revised from 2/15/93
complained of did not occur. The finding also applies when the individual employee(s) named in the complaint were not involved in the act(s) or omission(s) alleged.

Sustained: The investigation disclosed sufficient evidence to substantiate the allegation(s) made in the complaint; appropriate action will be taken.

E. Details regarding any specific fact-findings or disciplinary action to be taken will not be communicated to the complainant. The City Attorney shall review the response for legal sufficiency before dissemination.

F. The City shall close and retain the investigation file, in accordance with applicable laws, regulations, and City policy regarding retention of City records.

VII. DISCIPLINE
Disciplinary action imposed as a result of any investigation conducted pursuant to this policy shall be commensurate with the severity of the offense, up to and including discharge, even for a first offense.

VIII. ALTERNATIVE REMEDIES
If upon exhausting all internal remedies to file, investigate, and respond to a charges of discrimination/harassment, pursuant to title VII of the Federal Civil Rights Act of 1964 (42 U.S.C §§ 2000e et seq.), any person has a right to file a charge of discrimination/harassment with the Equal Employment Opportunity Commission ("EEOC"). In addition, pursuant to the California Fair Employment and Housing Act (Gov. Code §§ 12900 - 12996.) a person may also file a complaint of discrimination/harassment with the California Department of Fair Employment and Housing ("DFEH"). Employees or non-employees who believe that they have been subjected to discrimination/harassment may file a complaint with either of these

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PAGE 31 OF 57
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CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Subject: Directive No. HR-15 Page No. 14 of 14

DISCRIMINATION AND

HARASSMENT POLICY
Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 agencies. Both the EEOC and DFEH serve as neutral fact-finders and attempt to assist parties in resolving disputes
voluntarily.

IX. COMMUNICATION OF POLICY
This policy shall be provided to all managers, supervisors, employees, volunteers, unpaid interns, agents or contractors of the City and shall be posted in the appropriate places. All employees shall participate in City approved harassment awareness training as directed by management or Human Resources; and all supervisors, as required by law, shall participate in City approved interactive harassment awareness training and education sessions at least once every two years, or as otherwise specified by law.

APPROVED:
c:r��SON

CITY MANAGER
::ODMA\GRPWISE\COS.PER.PER_Library:96180.1

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BOND FOR FAITHFUL PERFORMANCE
KNOW ALL MEN BY THESE PRESENTS:

That we, ROEBBELE
N CONTRACTING, INC. a STATE OF CALIFORNIA
CORPORATION, as Principal and
, a corporation, organized and existing under the laws of the State of California 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 St ockton, 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 FORTY-TWO MILLION, THREE

HUNDRED FORTY-EIGHT THOUSAND, ONE HUNDRED TWENTY-THREE AND NO/100 DOLLARS ($42,348,123.00), 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 the said CITY, the said Principal and Sure ty 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:

NEW CITY HALL RENOVATIONS AND RELOCATION
PROJECT NO. E016015
NOW, THEREFORE, if the above bounde d Principal, CONTRACTOR, Company or
Corporation or its subcontract or, shall well and truly perform 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 PAGE 54 OF 57
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provisions of Sections 2819 and 2845 of the Civil Code of the State of California.

SIGNED AND SEALED on

APPROVED AS TO SURET
Y: 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
2 PAGE 55 OF 57
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471

BOND FOR LABOR AND MATERIAL
KNOW ALL MEN BY THESE PRESENTS:

That we, ROEBBELEN CONT
RACTING, INC. a STATE OF CALIFORNIA
CORPORATION, as Principal and _________ , corporation, organized and existing under the laws of the State of California 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 FORTY-TWO

MILLION, THREE HUNDRED FORTY-EIGHT THOUSAND, ONE HUNDRED TWENTY- THREE AND NO/100 DOLLARS ($42,348,123.00), 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 and to said persons jo intly and severally, t he 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:

NEW CITY HALL RENOVATIONS AND RELOCATION
PROJECT NO. E016015
NOW, THEREFORE, if the abov e bounden Principal, CO NTRACTOR, Company or Corporation or its subcontractor, fail to pay for all materials, provisions, provender, or other supplies, or teams, used in, upon, for or about the performance of the work 1 PAGE 56 OF 57
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contracted to be done, or for any work or la bor done thereon of any kind, the Surety on this bond will pay the same, in an amount not exceeding 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 spec ifications agreed to between the said CONTRACTOR and the said CI TY 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
2 PAGE 57 OF 57
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473

CITY OF STOCKTON
STANDARD AGREEMENT AMENDMENT Agreement Number: Amendment Number:
2019-12-17-1108 5
419000420
This Amendment Number 5 to the above referenced Agreement is entered into on · between the City of Stockton ("City") and Indigo, Hammond + Playle Architects, LLP "Consultant" for the Tenant Improvements to the Waterfront Towers for the Relocation of City Hall, Project No. E016015, formerly Project No. PW1615.

RECITALS
Exhibit C General Tem,s and Conditions, Paragraph 7 Changes, states the City may modify the scope of services and any material extension or change in the scope shall be memorialized in a written amendment prior to the perfom,ance of additional work; and
Exhibit C General Tenns and Conditions, Paragraph 8 Amendment, states no variation of the tem,s of this Agreement shall be valid unless an Amendment is made in writing and signed by both parties; and The City needs to renew the tem, specified in Paragraph 2 of the Standard Agreement to provide design support during construction; and
The City needs to increase the Compensation, Not to Exceed amount in Paragraph 3 of Standard Agreement and Exhibit E, Section 1.1, by $600,000 to pay for the Consultant and design construction support services and Now therefore, the City and the Contractor mutually agree as follows:

1. The termination date in Paragraph 2 of the Standard Agreement is amended to:
"December 31, 2024"

2. The maximum not to exceed amount to be paid to the Consultant, including if authorized, reimbursement of expenses, in Paragraph 3 of the Standard Agreement and Exhibit E, Section 1.1, is amended to $2,816,133.

2.1 City shall pay Consultant for additional services outlined in Exhibit A of this Amendment.

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.

IN WITNESS WHEREOF, the authorized parties have executed this Agreement

CONTRACTOR
INDIGO, HAMMOND+ PLAYLE ARCHITECTS, LLP
than an individual, state whether a corporation, partnership, etc.):

Authorized Signature
B tlve-1= ;')L,,t+-'f t..e IM.. ;-r,1.s.tt._,
Printed Name and Title of Person Signing
9o'f yi-'-- 5T. P,,...vl�, CA. 'r5Cl4
Address
Harry Black, City Manager
ATTEST:

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

John M. Luebberke, City Attorney
BY:
(Rev. 2.11.20)

CITY OF STOCKTON
1 .s '2--?i 2,.l--
Date
Date
EXHIBIT 2
474
Mar
ch 14, 2022
John
Chang, P.E., Project Manager
City of Stockton
Public Works Dept.
22 E. Weber Ave, Room 301
Stockton, CA 95202
Re: Amendment #5 – Add Construction Administration Phase services, Tenant Improvement to the Waterfront Towers for the Relocation of City Hall, Stockton, CA, PUR 18-016 Dear John,
This
amendment is for a City-requested change in the scope of work for the project since the execution of the original Phase II contract dated 12/17/19 and through Amendment #4, dated 11/22/21. This amendment has been revised downward to a budgetary cap amount selected by City compared to prior amendment proposals.

Inc
luded are background, description of change in the scope of services, change in contract time and cost. The term Consultant or Indigo where used in this amendment has the same meaning as Contractor in the original agreement, which refers to consultant Indigo and its various engineering team members.

The term Contractor where used in this amendment refers to the licensed building Contractor the City will hire to construct the project. Attached is the following exhibit:
• Exh
ibit E – Compensation Schedule, dated 3/14/21
Description of Scope of Services change
The
se services were not included in the original agreement, rather were to be added as a next step. Step #9 – Construction Administration Phase is now added by this amendment. A general contractor pre- qualification process was conducted by the City, resulting in a list of eight (8) general contractors prequalified and invited to bid the project. Due to bidder requests, the City elected to extend the bid period by three (3) weeks, and on March 3, 2022 five (5) bids were taken resulting in an apparent low bidder whose contract is due for approval by Council in May. This amendment includes bidding service spillover resulting from the extended bid period and not included in Amendment #4. The City has retained the services of a Construction Manager CM who will be responsible for coordination, testing, and inspection, and oversight of day-to-day activities during construction.

Prof
essional architectural and engineering services through the construction support phases of the project are added herewith. These services will be provided when requested by the City’s Project Manager, or where required to discharge the duties and responsibilities of the design professionals involved. Services will be provided at the request of the Construction Manager, where authorized by City.

Not all services listed below will be implemented, depending on actual need and requested services. The Consultant will provide the following professional services as part of the basic scope:
• Arch
itectural Design (Indigo Architects).
• Signage & Graphics Design (Indigo Architects).

EXHIBIT 2
475
John
Chang, P.E.

March 14, 2022

Page 2 ends

• Landscaping Design (Siegfried).
• Structural Engineering (Siegfried).
• Civil Engineering Design including utilities, grading, parking accessibility provisions, fire hydrants and fire service to building, fire service is on a deferred approval design-build basis (Siegfried). • Security CCTV, Access Control Design (Guidepost Solutions), • Audio-visual A/V for conference rooms and Council Chambers (Guidepost Solutions). • Interior Design and furnishings coordination assistance (designTECH). • Electrical Engineering Design including power, data/ telecommunications/ CATV, lighting. Fire alarm systems are deferred approval design-build basis by contractor (M. Neils Engineering). • Mechanical and Plumbing Engineering Design including HVAC mechanical systems and controls, plumbing system, domestic water, waste, and vent. Fire suppression systems including fire sprinkler, dry systems, FM200 gaseous, etc. are deferred approval design-build basis by contractor (Peters Engineering).
• Building Envelope (Ferrari Moe, LLP Architects).

The
following required services will be provided by City’s separate consultants or vendors:
• Geot
echnical observation, testing, and reporting.
• Parcel merger, lot line adjustment or re-mapping of the condominium parcels. • Hazardous material monitoring and oversight.
• CASp accessibility oversight and certification of compliance. • Testing and inspection services.
• Commissioning agent CxA.
• Construction Management CM.
• Other services to be determined or as may become required.

The
following are other services which are not included in the basic scope but available as additional services, if required or requested:
• Consu
ltants in addition to those shown as being included in the basic scope. • Services as indicated above to be provided separately by City. • Further assessment of existing conditions, including destructive testing which may be required. • Assistance in updated assessor records and obtaining title reports. • Testing and inspection services.
• Offsite improvements, including any utility connections to other locations, fiber connectivity, etc. • Service beyond the dates shown on the timeline for completion of the work. • Meeting minutes are assumed by Construction Manager and/or City’s Project Manager. • Fire alarm, fire sprinkler and suppression systems are included in the basic scope as deferred approval design-build items as is customary, detailed design if required by fire marshal is an additional service.
• Design changes requested by the City.
• Printing and delivery are included as reimbursable expense. • Construction duties normally provided by a construction manager. • Other services to be determined or as may become required.

The
Consultant shall complete services following the latest applicable, and non-conflicting building codes, standards, regulations, and approved construction budget constraints as directed by the City. City acknowledges that Consultant will exercise due diligence, will rely on the information resulting from prior site studies, and will use information found in City-provided record documents when performing EXHIBIT 2
476
John
Chang, P.E.

March 14, 2022

Page 3 ends

construction administration services, but Consultant is not otherwise responsible for existing conditions, which remain the responsibility of the City.

The
City further understands that with renovation of existing buildings, previously unidentified existing conditions will be exposed during construction, and that discovery of unidentified existing conditions may precipitate the need for supplemental details or drawings which will be considered normal to the design and construction of remodel work, and not a fault or omission of the Consultant.

Tasks and Deliverables
Cons
truction Phase services will be coordinated with and as-requested by the Construction Manager and/or City’s Project Manager. The Construction Phase shall commence with the award of the construction contract based on the approved Construction Documents, between the City and any prime contractors for the project. It is assumed that the Construction Manager and/or City’s Project Manager will maintain submittal logs, RFI ASI and CCO logs, and review Contractor’s monthly applications for payment. Design support services which may be requested during construction include the following, actual required services may vary:
• Coor
dinate service delivery with the Construction Manager and City’s Project Manager. • Attendance at pre-bid meeting, construction meeting(s), and review of submittals, and requests for information.
• Prepare design revisions as needed, using Architectural Supplemental Instructions ASI. • Attend all relevant construction progress meetings and site visits observation visits as requested by City during the construction and closeout phases of work. • Prepare and distribute to all appropriate persons and entities, any correspondence, bulletins, drawings, supplemental specifications, addenda, etc. necessary to clarify or supplement Construction Documents throughout the construction phase, collectively these are referred to as Field Orders.
• Periodically assess Contractor’s conformance with the design intent and quality requirements of the contract documents, and in coordination with the Inspector of Record IOR and the Construction Manager CM who also have a role in reporting variances thereto. • Prepare Site Observation Reports within five (5) working days after a site visit. The Consultant shall issue reports to the Construction Manager and/or City’s Project Manager and prime contractors, related to deficiencies, errors, non-adherence to schedules, disagreements with pricing or time requests on change orders when requested by the project manager, and other items of importance that Consultant observes during construction, collectively these are referred to as Deficiency Notices.
• When requested by the Construction Manager and/or City’s Project Manager, render written responses and opinions on all claims, addenda, proposals, disputes and all other matters in question between the City, prime contractors, vendors, and others relating to the execution or progress of the work or the interpretation of the Construction Documents, in order to maintain the project schedule and to assist City’s Project Manager in pursuit of completing negotiations and completion of the project.
• Prepare construction punch list, aka list of items requiring correction, for the selected contractor’s use in making corrections.
• Conduct and document one Punch List site walk for Contractor’s use. • Inspector of Record IOR and the Construction Manager CM will be responsible for back check inspections to insure that all Punch List items are corrected by the Contractor and cleared.

EXHIBIT 2
477
John
Chang, P.E.

March 14, 2022

Page 4 ends

• Review closeout construction documentation against the specifications. • Prepare CAD record drawings based on Contractor’s as-builts. • On-call services during warranty period (to be determined). • Project commissioning (to be determined).

Deliverables:

Design support deliverables during the construction phase may include the following, actual required services may vary:
• Attend Pre-construction Meeting (notes by CM).
• Submittal reviews.
• Responses to Contractor’s Request for Information RFI. • Review and respond to Contractor’s Preliminary Change Order PCO. • Prepare design revisions using Architectural Supplemental Instructions ASI. • Issue owner-initiated Proposal Requests.
• Prepare Field Orders on behalf of Construction Manager and/or City’s Project Manager. • Prepare Deficiency Notices on behalf of Construction Manager and/or City’s Project Manager. • Maintain Submittal, RFI, ASI and CCO logs (NIC, by City's Construction Manager and/or City’s Project Manager.
• Site Observation Reports.
• Site visit with inspection and preparation of Punch List. • Notice of Substantial Completion.
• Review of warranties and closeout documents.
• Prepare CAD record drawings based on Contractor’s as-builts, except fire suppression and fire alarm systems, and any other deferred approval record drawings will be prepared by the Contractor.

Changes to Contract Time:

Cont
ract time is also changed by this amendment. The following timeline dates are hereby added to Exhibit F Timeline in the contract: “Step #8 – Bidding Phase 4 month duration, Step #9 – Construction Administration Phase 18 month duration, and all work to be complete by and agreement termination date is extended to December 31, 2023.”
Changes to Contract Cost:

The f
ee for this amendment is a not-to-exceed allowance amount of $600,000 as shown on the table below, and the work will be billed on a time-and-material basis based on the updated rates found on the attached Exhibit E – Compensation Schedule Hourly Billable Rate Schedule, dated 3/14/21. This rate schedule replaces the one of same name found in Item 2. Task Price in the original agreement.

Not
e that the actual work required for construction administration is indeterminate, therefore the fee for this project is a time-and-materials, with a not-to-exceed allowance. The City has arbitrarily chosen the NTE amount of $600,000 which it has budgeted for. Our team will endeavor to manage our work within this fee, however depending on job conditions, contractor quality, calls for service, and other factors outside of our control, there may be the need for a further amendment during construction in order to complete the project.

EXHIBIT 2
478
John
Chang, P.E.

March 14, 2022

Page 5 ends

The additional cost for the scope of services change in this amendment is $600,000.00. Contract Summary follows:

Contract Summary
Original Contract Total NTE amount $1,392,900.

Added by Amendment #1, 6/30/20 $105,743.

Added by Amendment#2, 2/3/21 $527,147.

Added by this Amendment#3, 6/3/21 $14,900.

Added by this Amendment#4, 11/22/21 $175,443.

Added by this Amendment#5, 3/14/22 $600,000.

Total Adjusted NTE amount $2,816,133.

The r
evised Task Price table is as follows, monthly invoicing to be adjusted accordingly.

Current
Authorized Task
Price
Change This
Amendment
Adjusted Task
Price
STEP #1 - KICK-OFF MEETING $13,400.00 $0.00 $13,400.00
STEP #2 - SCHEMATIC PLAN $110,100.00 $0.00 $110,100.00
STEP #3 - CONFIRM DIRECTION $38,293.00 $0.00 $38,293.00 STEP #4 - CONSTRUCTION DOCUMENTS, 30% PS&E $540,550.00 $0.00 $540,550.00 STEP #5 - CONSTRUCTION DOCUMENTS, 60% PS&E $592,516.15 $0.00 $592,516.15 STEP #6 - CONSTRUCTION DOCUMENTS, 90% PS&E $554,116.15 $0.00 $554,116.15 STEP #7 - 100% PS&E AND PERMITTING $284,157.70 $0.00 $284,157.70 STEP #8 - BIDDING PHASE $83,000.00 $0.00 $83,000. 00
S
TEP #9 - CONSTRUCTION PHASE $0.00 $600,000.00 $600,000.00 $2,216,133.00 $600,000.00 $2,816,133.00
Task Description

TOTAL PRICE, NTE FEE
Regards,
Bru
ce Playle, Architect, AIA
Licensed Architect C 15459
INDIGO/ Hammond & Playle Architects, LLP
attachments
EXHIBIT 2
479
1 of 2

EXHIBIT E - COMPENSATION SCHEDULE

HOURLY BILLABLE RATE SCHEDLE
March 14, 2022

3. Hourly Rates (amended as follows)
The foll
owing is a list of hourly billable rates upon which Consultant’s time and material billing will be based for those services that are within the general scope of services of this Agreement, as well as any additional services which City requests or become required. Given the multi-year duration of the work, the current rates shown here are subject to reasonable update from time to time, and City approval to use updated rates shall not be unreasonably withheld.

Title Role on Project
Hourly Billable
Rates
Indigo | Hammond + Playle
Architects, LLP- Architecture Architecture
Principal Architect Architecture $255
Architect / Planner Architecture $208
Senior Designer Architecture $187
Designer/ Drafter- Level 2 Architecture $155
Designer/ Drafter- Level 1 Architecture $135
Clerical Architecture $110
M.Neils Engineering, Inc.

Principal Electrical Engineering $235
Senior Project Manager Electrical Engineering $205
Project Manager Electrical Engineering $190
Senior Engineer Electrical Engineering $190
Engineer Electrical Engineering $175
Senior Designer Electrical Engineering $175
Designer Electrical Engineering $150
Assistant Engineer Electrical Engineering $140
Engineering Technician Electrical Engineering $130
Senior Drafter Electrical Engineering $130
Drafter Electrical Engineering $115
Assistant Drafter Electrical Engineering $105
Clerical Electrical Engineering $105
Guidepost Solutions
Principal Security & A/V $250
Subject Matter Expert Security & A/V $230
Senior Project Manager Security & A/V $200
Project Manager Security & A/V $185
Sr. Designer Security & A/V $185
Professional Engineer Security & A/V $185
Technology Designer Security & A/V $175
Design/Drafting Security & A/V $125
Technical Support Security & A/V $115
Peters Engineering
Principal Mechanical & Plumbing Engineering $185
Senior Engineer Mechanical & Plumbing Engineering $160
EXHIBIT 2
480
2 of 2
Project Manager Mechanical & Plumbing Engineering $135
Senior Designer Mechanical & Plumbing Engineering $105
Designer Mechanical & Plumbing Engineering $95
CADD Mechanical & Plumbing Engineering $85
Clerical Mechanical & Plumbing Engineering $70
Designtech
Principal Interior Design & Furnishings $160
Senior Designer Interior Design & Furnishings $150
Designer Interior Design & Furnishings $120
Junior Designer Interior Design & Furnishings $100
Administrative Staff Interior Design & Furnishings $90
Ferrari Moe, LLP
Partners Building Envelope Consultant $360
Senior Project Architect / Engineer Building Envelope Consultant $240 Senior Project Manager Building Envelope Consultant $200 Architect / Engineer Technician Building Envelope Consultant $180 Project Manager Building Envelope Consultant $160
Field Technician / CAD Building Envelope Consultant $120 Word Processing / Administrative Building Envelope Consultant $80 Siegfried
Managing Principal Structural & Civil Engineering, Landscape $253 Principal Structural & Civil Engineering, Landscape $227 Senior Associate Structural & Civil Engineering, Landscape $199 Associate Structural & Civil Engineering, Landscape $178 Project Engineer Structural & Civil Engineering, Landscape $168 Engineer II Structural & Civil Engineering, Landscape $154 Engineer I Structural & Civil Engineering, Landscape $138 Project Landscape Architect Structural & Civil Engineering, Landscape $166 Landscape Architect II Structural & Civil Engineering, Landscape $144 Landscape Architect I Structural & Civil Engineering, Landscape $118 Project Land Surveyor Structural & Civil Engineering, Landscape $168 Surveyor II Structural & Civil Engineering, Landscape $152 Surveyor I Structural & Civil Engineering, Landscape $134 Survey Crew, 2 Person Structural & Civil Engineering, Landscape $273 Survey Crew, 1 Person Structural & Civil Engineering, Landscape $181 Instrumentman Structural & Civil Engineering, Landscape $194 Chainman/Rodman Structural & Civil Engineering, Landscape $134 Senior Technician Structural & Civil Engineering, Landscape $134 Technician III Structural & Civil Engineering, Landscape $118 Technician II Structural & Civil Engineering, Landscape $102 Technician I Structural & Civil Engineering, Landscape $87 Expert Witness Structural & Civil Engineering, Landscape $400 Clerical Structural & Civil Engineering, Landscape $80
Miscellaneous
reimbursable costs
Consultants and reimbursable expenses are at

1.15x cost. Mileage at $0.585 per mile.

EXHIBIT 2
481
Vendor: Date: 03/21/22
Dept: Contract/PO Number: 419000420
Account: Requestor: Joshua/Johnny
$1,392,900.00
12/17/19
06/30/22
2,816,133.00$
1,423,233.00$
Available CCO Funding:
12/30/25

DM W D CM CC
$1,392,900.00 $239,290.00
1 Design revisions, air/water survey and fire consultant services $105,743.00 6 Y $1,498,643.00 $133,547.00 2 Additional design services for design revisions, HVAC replacement, floor/structural analysis, building waterproofing and exterior paint $527,147.00 Y $2,025,790.00 ($393,600.00) 3 Geotechnical Engineering Services $14,900.00 Y $2,040,690.00 ($408,500.00) 4 Additional design revision and bidding support services $175,443.00 Y $2,216,133.00 ($583,943.00) 5 Design construction support services $600,000.00 36 Y $2,816,133.00 ($1,183,943.00) Total CCO Amount and Time Extension To‐Date ‐‐‐‐‐> $1,423,233.00 42 Public Works
Indigo Hammond + Playle Architects, LLP
E016015‐PLN‐PE‐ENGSVC‐4510‐418‐800007‐300‐000‐30‐45‐000‐000‐ EXISTING & PROPOSED CCOs
Contract Expiration to date:

Contract Amount to date:

Time Extensions
Original Contract Amount:

Original Contract Award Date:

Original Contract Expiration Date:

Authorized CCO Amount to date:

CONTRACT CALCULATOR
Description
Required
Approval by: Date CC Approved
(mm/dd/yy)
Revised
CCO Authority BalanceCCO No.

Requested
CCO Amount
Contract Amount to Date
(Including CCOs)
ENTRIES IN BOLD RED INDICATE
YOUR BALANCE OF CM AUTHORITY CCO AMOUNT IS EXCEEDED.

YOU MUST GO TO COUNCIL FOR APPROVAL.
(Effective 12/02/21: CM Authority = $100,000)

Page 1 of 1 ends

EXHIBIT 2
482
NEW CITY HALL
RENOVATIONS AND RELOCATION PROJECT
Public Works Department
City Council Meeting
May 3, 2022
Agenda Item 9.2
483
PROJECT LOCATION
New City Hall Renovations and Relocation Project
484
PROJECT INFORMATION
New City Hall Renovations and Relocation Project
 Existing Site: 4.83‐acres with two buildings
 501 W. Weber –5 ‐Story building (58,929 sf)
 509 W. Weber –5 ‐Story building over basement (70,690 sf)  Improvements: Tenant, onsite & parking lot across street  2018‐2021 – Space planning, design, construction plans  Indigo Hammond + Playle Architects
 November 2021 – Approve Construction Management Contract  Griffin Structures
 March 2022 – Open construction bids –N e w City Hall
485
 Consolidation of City Departments & Services
 Mayor & Council
 City Manager
 City Attorney
 City Clerk
 Administrative Services
 Community Development
 Economic Development
 Human Resources
 Information Technology
 Fire Administration
 Public Works
PROJECT GOAL
New City Hall Renovations and Relocation Project
486
 May 2022 – Award New City Hall Construction Contract
 Roebbelen Contracting, Inc.
 Construction starts Summer 2022
 May 2022 –A p p r o v ed e s i g n amendment #5
 Indigo Hammond + Playle Architects
 Spring 2023 – Award Parking Lot Construction Contract  Spring 2024 –E s t i m a t e d construction completion for both projects  Spring‐Summer 2024 –P h a s e d department relocations PROJECT NEXT STEPS
New City Hall Renovations and Relocation Project
487
DESIGN ELEMENTS
New City Hall Renovations and Relocation Project
488
DESIGN ELEMENTS
New City Hall Renovations and Relocation Project
489
DESIGN ELEMENTS
New City Hall Renovations and Relocation Project
490
DESIGN ELEMENTS
New City Hall Renovations and Relocation Project
491
DESIGN ELEMENTS
New City Hall Renovations and Relocation Project
492
It is recommended that the City Council adopt a resolution authorizing the City Manager to:
 Approve the plans and specifications
 Transfer $12,600,000 from the General Fund Contingency Reserves to the project E016015
 Award a $42,348,123 Construction Contract to Roebbelen Contracting, Inc. of El Dorado Hills, CA
 Execute Amendment No. 5 to the Standard Agreement with Indigo, Hammond + Playle Architects, LLP in the amount of $600,000 for design construction support services

RECOMMENDATION
New City Hall Renovations and Relocation Project
493
Questions?
494
City of Stockton
Legislation Text
File #: 22-0288, Version: 1
ADOPT RESOLUTION TO AUTHORIZE APPROPRIATION OF $10.2 MILLION IN GENERAL

FUND DOLLARS TO CITY COUNCIL PRIORITY PROJECTS

RECOMMENDATION
It is recommended that the City Council adopt a resolution to authorize a FY 2021-22 General Fund appropriation and any necessary transfers of $10.2 million to seven City Council priority projects to improve sidewalks and parks.

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
At the Council meeting on November 16, 2021, the City Council discussed Agenda Item 15.1 - Accept the Fiscal Year 2020-2021 Fourth Quarter Budget Status Update, Authorize Budget Amendments, and Make Allocations to General Fund Reserve, and acted to reduce the funds allocated to the Reserve accounts by $10.2 million for future appropriation following discussion by the Budget/Finance/Economic Council Committee (Council Committee).

At the December 8, 2021, Council Committee meeting, project concepts were provided to staff for further evaluation and cost estimating to determine next steps for appropriation of $10.2 million from the City’s General Fund. At the follow-up meeting held on February 1, 2022, the Council Committee was presented with potential projects and recommended the following allocation of General Funds:

1. Sidewalk Replacement Option C $2,500,000

2. Fong Park Phase 2 $1,566,000

3. Pixie Woods Train Ride $830,000

4. Pixie Woods Carousel Ride $760,000

5. Pixie Woods Lagoon Dredging $945,000

6. Pixie Woods New Amusement Ride $500,000

7. Oak Park Pool Option A $2,728,500
Based on the above allocation, $370,500 remains available for contingencies. Attached is the list of all projects presented at the last Council Committee meeting (Attachment A). This list is not comprehensive of all potential projects or items in need of funding.

The Council Committee is recommending that the City Council adopt a resolution to authorize a FY 2021-22 General Fund appropriation of $10.2 million to the various sidewalks and parks projects.

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File #: 22-0288, Version: 1

DISCUSSION
Background
One of the strategic initiatives developed to support the City’s long-term fiscal sustainability was to establish and maintain adequate reserves. The City Council adopted the Reserve and Fund Balance Policy - General Fund on March 29, 2016, that establishes reserves for known contingencies, unforeseen revenue changes, infrastructure failures, and catastrophic events in addition to the operating reserve.

At the Council meeting on November 16, 2021, the City Council discussed Agenda Item 15.1 - Accept the Fiscal Year 2020-2021 Fourth Quarter Budget Status Update, Authorize Budget Amendments, and Make Allocations to General Fund Reserve, and reduced the recommended allocation to the Reserve accounts by $10.2 million. Instead, the Council action directed the $10.2 million to Council priority needs with appropriation of the funds to be brought back to the full Council after discussion by the Council Committee.

Delivering another $10.2 million in parks and sidewalk projects will add to the already heavy load of active projects managed by the Public Works Department. One-time additional dollars from the American Rescue Plan Act, the federal infrastructure bill, and the $12.6 million in already approved new Council priority projects have caused a spike in activity that is difficult to deliver with existing staff levels in Public Works and supporting departments. Prioritization of grant funded projects may extend the time needed to complete General Fund supported projects.

The $10.2 million is one-time in nature from unanticipated expenditure savings and revenues therefore it should be used for one-time activities. Recommendations for use of the funds can also include restoring some of the General Fund Reserve categories to previously recommended levels.

The Working Capital reserve currently sits at $37.6 million or 14.7% of expenditures. The recommended level is 16.67% of expenditures which is enough to cover two months of operating expenses. To provide further context, the monthly payroll cost to the General Fund is approximately $14 million. The Known Contingency reserve is funded at $41.8 million and was recommended to be funded at $46.8 million to cover costs associated with retention, recruitment, labor agreements, pensions, new City Hall, and updated technology systems.

Present Situation
At the December 8, 2021, meeting, multiple projects were suggested by the Council Committee for further evaluation and cost estimating. At the follow-up meeting held on February 1, 2022, the Council Committee was presented with potential projects (Attachment A). This is not a comprehensive list of potential projects or items in need of funding.

The Council Committee recommended the following allocation of FY 2021-22 General Funds:

1. Sidewalk Replacement (Option C) $2,500,000

2. Fong Park Phase 2 $1,566,000

3. Pixie Woods Train Ride $830,000

4. Pixie Woods Carousel Ride $760,000

5. Pixie Woods Lagoon Dredging $945,000
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File #: 22-0288, Version: 1

6. Pixie Woods New Amusement Ride $500,000

7. Oak Park Pool (Option A) $2,728,500
Subtotal $9,829,500
Contingency $370,500
Total $10,200,000
At the February 1 Council Committee meeting, limited information was available to provide a reasonable estimate of cost for the requested “thrill ride” for Pixie Woods Amusement Park. Since then, a determination has been made that a thrill ride is not recommended or suitable for Pixie Woods based on the targeted age demographics and limited setback space required for such a ride.

Selecting a new amenity that fits within the theme of Pixie Woods is another consideration. The estimate above for a new amusement ride is based on costs to install a tea cup style ride, relatable version of Disney’s elephant ride, mini Ferris wheel, or large swing. Links to these rides to view examples are available below, respectively:
<https://www.zamperla.com/products/midi-tea-cup/>
<https://www.zamperla.com/products/mini-jet/>
<https://www.zamperla.com/products/mini-ferris-wheel/>
<https://www.zamperla.com/products/super-happy-swing/>
It is recommended that the City Council adopt a resolution to authorize a FY 2021-22 General Fund Reserves appropriation of $10.2 million to the various sidewalks and parks projects recommended by the Council Committee.

FINANCIAL SUMMARY
Following are the budget amendments and transactions needed to complete the recommended actions:

Appropriate up to $10.2 million in FY 2021-22 General Fund Balance to the various sidewalks and parks projects recommended by the Council Committee below.

1. Sidewalk Replacement (Option C) $2,500,000

2. Fong Park Phase 2 $1,566,000

3. Pixie Woods Train Ride $830,000

4. Pixie Woods Carousel Ride $760,000

5. Pixie Woods Lagoon Dredging $945,000

6. Pixie Woods New Amusement Ride $500,000

7. Oak Park Pool (Option A) $2,728,500
Subtotal $9,829,500
Contingency $370,500
Total $10,200,000
A contingency up to $370,500 is available for administrative appropriation to the projects above as needed, for a total appropriation not to exceed $10.2 million.

Attachment A - List for Funding Consideration
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PROGRAMS&PROJECTSFORFUNDINGCONSIDERATION
Additional$10MillioninFiscalYear2021Ͳ22DiscretionaryFunds ZĞǀŝƐĞĚ͗:ĂŶƵĂƌǇϮϲ͕ϮϬϮϮͮϭϮ͗ϬϬƉŵDĂƌĐŚϯϬ͕ϮϬϮϮͮϳ͗ϰϱĂŵ Name Description Cost
TreeMaintenanceProgram
TreeMaintenance
OptionA
($10millionfunding)
EstimatedCityͲownedtreecountcitywideisapproximately92,000.With$10 millionintreemaintenancefunding,approximately50%ofourtreecanopy wouldbeaddressedoveraspanof3Ͳ4yearstoprovideoneͲtimecatchupon deferredmaintenance.
$10,000,000
TreeMaintenance
OptionB
($5millionfunding)
EstimatedCityͲownedtreecountcitywideisapproximately92,000.With$5 millionintreemaintenancefunding,approximately25%ofourtreecanopy wouldbeaddressedoveraspanof2Ͳ3yearstoprovideoneͲtimecatchupon deferredmaintenance.
$5,000,000
SidewalkReplacementProgram
SidewalkReplacement
OptionA
($8millionfunding)
Estimatedsidewalkreplacementbacklogisapproximately1,600locations, whichmayalsoincludesomecurbandgutterimprovements.With$8millionin sidewalkreplacementprogramfunding,theentirebacklogwouldbeaddressed overaspanof2Ͳ3years.
$8,000,000
SidewalkReplacement
OptionB
($4millionfunding)
Estimatedsidewalkreplacementbacklogisapproximately1,600locations, whichmayalsoincludesomecurbandgutterimprovements.With$4millionin sidewalkreplacementprogramfunding,approximately50%oftheentire backlogwouldbeaddressedoveraspanof1Ͳ2years.
$4,000,000
SidewalkReplacement
OptionC
($2.5millionfunding)
Estimatedsidewalkreplacementbacklogisapproximately1,600locations, whichmayalsoincludesomecurbandgutterimprovements.With$2.5million insidewalkreplacementprogramfunding,onlyegregioustrippinghazardsof3Ͳ inchesormorewillbeaddressed,estimatedtorepresentapproximately300 locations.
$2,500,000
ParkBuildoutProjects
FongPark,Phase2
Thisparksite,previouslyreferredtoasBlossomRanchNeighborhoodPark, totals7Ͳacres.Theprojectincludesimprovingtheremainingundeveloped2Ͳ acresoftheparksite.Existingavailablebudgetisapproximately$0.77million. $1,566,000
EquinoaPark,Phase2
Thisparksite,previouslyreferredtoasLaMoradaCommunityPark,totals14.6Ͳ acres.Theprojectincludesimprovingtheremainingundeveloped8.6Ͳacresof theparksite.Existingavailablebudgetisapproximately$1.60million. $2,577,000
Page1of2

ATTACHMENT A
498
PROGRAMS&PROJECTSFORFUNDINGCONSIDERATION
Additional$10MillioninFiscalYear2021Ͳ22DiscretionaryFunds Revised:January26,2022|12:00pmDĂƌĐŚϯϬ͕ϮϬϮϮͮϳ͗ϰϱĂŵ Name Description Cost
PixieWoodsProjects
TrainRide Includesinstallingnewrailroadtracks,crossingsignalsandgates,anelectric locomotivewithtwocoachesforpassengers. $830,000 CarouselRide Includesinstallinga28Ͳfootcarouselandelectricalmodifications. $760,000 LagoonDredging Includesremovalofdeadpalmtreefrondsanddredgingtheentiretyofthe lagoon. $945,000
ThrillRide
EĞǁŵƵƐĞŵĞŶƚZŝĚĞ
StaffcontinuestoworkonsecuringvalidestimatesforsmallerͲfootprint thrillrides./ŶĐůƵĚĞƐŝŶƐƚĂůůĂƚŝŽŶŽĨĂƚĞĂĐƵƉƐƚǇůĞƌŝĚĞ͕ƐŝŵŝůŝĂƌǀĞƌƐŝŽŶŽĨ ŝƐŶĞǇΖƐĞůĞƉŚĂŶƚƌŝĚĞ͕ŵŝŶŝ&ĞƌƌŝƐǁŚĞĞů͕ŽƌůĂƌŐĞƐǁŝŶŐ͘ TBD
ΨϱϬϬ͕ϬϬϬ
OakParkAquaticsProjects
OakParkPoolModernization
OptionA
(currentaquaticsprogram
concept)
Thisincludesupdatingthebathhouse,installingasprayground,anddeepening theexistingpool.Approximately$1.5millionisearmarkedforOakParkPoolin theStrongCommunitiesPlan.
$2,728,500
OakParkRegionalAquatics
Center
OptionB
Thisincludesafeasibilitystudy,publicoutreach,conceptuallayoutsandcost estimatesforaregionalfacilityatthispark.Amenitiesforconsiderationinclude competition,fitness,andrecreationpools,divingplatforms,interactivewater playfeatures,lazyriver,waterslidesandparkingstudies.Approximately$1.5 millionisearmarkedforOakParkPoolintheStrongCommunitiesPlan.Asa sidenote,aregionalfacilityisexpectedtocostupwardsof$20million. $500,000
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ATTACHMENT A
499
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION AUTHORIZING APPROPRIATION OF $10.2 MILLION IN GENERAL

FUND DOLLARS TO CITY COUNCIL PRIORITY PROJECTS

City Council adopted the Fiscal Year (FY) 2021- 22 Annual Budget on June 22, 2021, following a duly noticed budget study session and a public hearing; and

City Council discussed the F Y 2020-2021 Fourth Quarter Budget Status Update on November 16, 2021 and allocated $10.2 million to Council priority projects; and

The City Council Budget/Finance/Economic Development Committee met on December 8, 2021 and February 1, 2022, to discuss potential uses of the $10.2 million and made a recommendation for review by the full City Council; and

By the staff report accompanying this Resolution, incorporated into this Resolution by this reference (Staff Report), the Council has been provided with additional information upon which the actions set forth in this Resolution are based; now, therefore,

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

1. Authorize the a ppropriation and any necessary transfers of $10.2 million in FY 2021-22 General Fund Balance to the various sidewalks and parks projects as follows:

1. Sidewalk Replacement (Option C) $2,500,000

2. Fong Park Phase 2 $1,566,000

3. Pixie Woods Train Ride $830,000

4. Pixie Woods Carousel Ride $760,000

5. Pixie Woods Lagoon Dredging $945,000

6. Pixie Woods New Amusement Ride $500,000

7. Oak Park Pool (Option A) $2,728,500
Subtotal $9,829,500
Contingency $370,500
Total $10,200,000

//
//
//
//
//
500

2. 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 May 3, 2022 .

KEVIN J. LINCOLN II
Mayor of the City of Stockton

ATTEST:

ELIZA R. GARZA, CMC
City Clerk of the City of Stockton
501
Authorize Appropriation of
$10.2 Million for Council Priority
Projects
Budget/Finance/Economic Development
Committee Recommendation
City Council Meeting
May 3, 2022
Agenda Item 9.3
502
Background
•At the November 16, 2021 Council meeting, the
Council discussed Fiscal Year 2020‐21 Fourth
Quarter Budget results and General Fund Reserves
•Council action was taken to reduce the funds
allocated to the Reserve accounts by $10.2 million
which would be appropriated following discussion
by the Budget/Finance/Economic Council
Committee
•The Committee me t in December 2021 and
February 2022
503
Budget/Finance/Economic Dev.

Committee Recommendation
Description Amount
Sidewalk Replacement (Option C) $2,500,000
Fong Park Phase 2 $1,566,000
Pixie Woods Train Ride $830,000
Pixie Woods Carousel Ride $760,000
Pixie Woods Lagoon Dredging $945,000
Pixie Woods New Amusement Ride $500,000
Oak Park Pool (Option A) $2,728,500
Subtotal $9,829,500
Contingency $370,500
Total $10,200,000
504
City of Stockton
Legislation Text
File #: 22-0329, Version: 1
PUBLIC HEARING: FY 2022-23 ANNUAL ACTION PLAN FOR THE COMMUNITY

DEVELOPMENT BLOCK GRANT, HOME INVESTMENT PARTNERSHIP, AND EMERGENCY

SOLUTIONS GRANT PROGRAMS

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

1. Approving the FY 2022-23 Annual Action Plan for the Community Development Block Grant, HOME Investment Partnership, and Emergency Solutions Grant Programs; and

2. Authorizing the City Manager or designee, to appoint staff as the Certifying Officer responsible for completing the environmental review process to ensure compliance with the National Environmental Policy Act (NEPA); and

3. Authorizing the City Manager, or designee, to execute and submit all documents to the U.S.

Department of Housing and Urban Development and to take actions necessary and appropriate to carry out the purpose and intent of the resolution.

Summary
The U.S. Department of Housing and Urban Development (HUD) requires jurisdictions to prepare an Annual Action Plan (Action Plan) (Exhibit 1 to the Resolution) to receive Community Development Block Grant (CDBG), Home Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) funding. The Annual Action Plan identifies the specific projects (Exhibit 2 to the Resolution) that will be funded during the year to help accomplish the goals established in the five-year Consolidated Plan. The Annual Action Plan must be submitted to HUD by May 15, 2022.

For FY 2022- 2023 the City’s Grants Program received twenty nine (29) applications for funding from twenty four (24) agencies requesting a total of $3,280,125.09

DISCUSSION
Background
To receive annual federal entitlement funds (CDBG, HOME, and ESG), HUD requires jurisdictions to prepare an Annual Action Plan. The Annual Action Plan identifies the specific projects and activities that will be funded during that year to help accomplish the goals established in the City’s Five-Year Consolidated Plan. This plan reflects the second year of the 2020-2025 Consolidated Plan. The Annual Action Plan contains funding recommendations for the use of CDBG, HOME, and ESG funds for the upcoming program year 2022-2023. The funding recommendations proposed by the City of Stockton Printed on 4/26/2022Page 1 of 10
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File #: 22-0329, Version: 1
Community Development Committee (CDC), which is an advisory body to the City Council, were unanimously approved to be provided to the City Council in May.

The City anticipates receipt of the following HUD allocations for the 2022-2023 program year:

Funding Sources Program Year
2020-2021
Program Year
2021-2022
Estimate
Program Year
2022-2023
Difference:
2021-2022 to
2022-2023
Community
Development Block
Grant (CDBG)
$3,427,828 $3,388,867 $3,388,867 $0
HOME Investment
Partnership Program
(HOME)
$1,593,808 $1,760,529 $1,760,529 $0
Emergency Solutions
Grant (ESG)
$292,582 $292,379 $292,379 $0
Total $5,314,218 $5,441,775 $5,441,775 $0
Community Input and Funding Process
The process of developing the Annual Action Plan began in December 2021 with the placement of a public notice in The Record notifying the public of a CDC meeting to discuss community needs and the start of the application period for CDBG and ESG funds. HOME funds are allocated to projects through a separate Notice of Funding Availability (NOFA) process. Notices were sent to over 200 agencies, organizations, interested citizens, and posted on the City’s website and social media platforms.

The deadline for submitting CDBG and ESG applications was January 24, 2022, with electronic submittal by applicants through the City’s online grant application program. An online review and score of funding requests are available through the CDC’s online grant portal.

The CDC recognizes that each agency submitting an application provides a critical service to Stockton families and individuals in need. This year, as in previous years, the City received numerous worthy requests for funding from agencies providing a variety of supportive services critical to assisting individuals and families to live independently. Each application was reviewed individually by the CDC and staff against multiple criteria including need and benefit, program evaluation, budget, alternative funding sources, community support, and prior grant management and application completeness. Staff summarized the funding requests and aggregated the review data into a spreadsheet for the CDC. Applications were organized and rated based on the following types of services provided: disabled/special needs, food, housing, medical/health, senior, youth, and capital projects. This spreadsheet included staff recommendations that served as a starting point for discussion and deliberation by the CDC. At the CDC’s March 3rd meeting, each agency that applied for funding was required to make a presentation and respond to questions from CDC members regarding their grant application.

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Public notices regarding the availability of the draft Annual Action Plan began the 30-day review period for the Annual Action Plan for public input. At the time of preparation of this staff report, no comments were received.

Present Situation
FY 2022-23 Annual ACTION PLAN
The following is an overview of each of the funding sources and a summary of recommended funding for each program:

Community Development Block Grant Program (CDBG)
CDBG is a flexible program that provides funding to address a wide range of community development needs that benefit low-income residents. Cities with more than 50,000 people and counties with a population of more than 200,000 are eligible to receive this funding from the federal government. Each year, HUD determines the CDBG allocation using a formula that considers the total population, the number of persons in poverty, housing overcrowding, and the age of the housing units within the jurisdiction. Program regulations require that CDBG entitlement fund programs address one of three national objectives: (1) assisting low-income persons, (2) eliminating slum and blighted property, or (3) meeting needs to be created by a national emergency. The City must annually report to HUD how each organization receiving CDBG funding meets at least one of the three national objectives, as well as all other HUD and Office of Management and Budget (OMB) program guidelines.

HUD restricts the amount of CDBG funds a jurisdiction can allocate within a specific program area.

The City may allocate up to 15 percent to public services that support operational costs and provide supportive services to low-income persons and 20 percent for administration of the program. The remaining funds are allocated for capital projects.

CDBG funds can be used for a wide range of activities, including:
· Rehabilitation of residential and commercial property · Demolition
· Public facilities and improvements
· Economic development
· Public services
The primary eligibility requirement for each activity is that it must benefit low- and moderate-income persons. HUD defines low-and-moderate income as a household that is at or below 80 percent of the area median income (AMI), which in Stockton is an annual income of $59,200 for a family of four.

Generally, ineligible activities include assistance for buildings or portions of buildings used for the conduct of government; general local government operating and maintenance expenses; partisan political purposes, including voter registration; equipment purchases; and new housing construction.

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The total sources of funds available for the 2022-2023 program year is $6,148,736 and includes:
$3,388,867 of new Entitlement, $293,835 of estimated Program Income, $1,397,794 of Successor Agency Repayment Program Income, $1,068,240 of estimated Reprogrammed Funds.

The following is a summary of the activities recommended for funding for the 2022-2023 Program Year.

1. Housing Programs
The City has three active CDBG/HOME funded affordable housing programs:

The Emergency Home Repair Program is designed to assist low-income homeowners to address emergency housing problems that represent an immediate health and safety danger to the occupants. The Emergency Home Repair loans are funded out of the CDBG Revolving Loan (RL) fund, which is a separate fund where CDBG loan repayments are placed, and then reused for new loans.

The Housing Programs provide funds for the City’s housing rehabilitation program, down payment assistance, and support for the development of multi-family housing.

The Homeless Support Program was created three years ago as a source of funds to support small -scale developers to secure scattered-site housing for formerly homeless individuals. The amount of funding has been increased this year to provide additional resources.

Housing Programs Program Year
2021-2022
Program Year
2022-2023
Difference:
2021-2022 to
2022-2023
Percentage:
2021-2022 to
2022-2023
Emergency Repair
Program (RL)
$ 60,000 $ 60,000 $ 0 0%
Housing Rehab
Program (CDBG & RL)
$ 520,000 $ 338,533 $ 181,467 -35%
Housing Program $1,439,372 $ 0 $1,439,372 -100% Homeless Support $ 350,000 $ 696,454 $ 346,454 99% Total $2,369, 372 $1,094,987 $1,274,385 -54%

2. Economic Development Programs
The City is proposing to fund several programs to assist businesses. These include:
· Commercial Façade Improvement Program provides forgivable loan funds for improvements to the exterior of commercial properties.
· Stockton Entrepreneurship Program provides grant funding to new and existing small business service providers that focus on enhancing services for startup businesses and entrepreneurs, as well as providing small grants directly to entrepreneurs. The Stockton City of Stockton Printed on 4/26/2022Page 4 of 10
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Entrepreneurship Program funds will be allocated through a NOFA process. In contrast, funds from the other programs will be allocated on a first-come, first-served basis. · Fresh Produce Access Grant (Stocked Full of Produce) program addresses food insecurity by offering neighborhood convenience stores grant funding to assist with necessary infrastructure upgrades to promote the sale and storage of healthier food options. · Micro Storefront Beautification Grant assists commercial property and/or business owners by providing grant funding for minor storefront improvements. · Food Entrepreneurship & Urban Garden Support program aims to provide grant funding for organizations that support small, local food, beverage, and urban garden entrepreneurs in Stockton.

Economic Development
Programs
Program
Year 2021-
2022
Program
Year 2022-
2023
Difference:
2021-2022 to
2022-2023
Percentage:
2021-2022 to
2022-2023
Commercial Façade
Improvement Program
$450,000 $175,000 $275,000 -61%
Micro Storefront
Beautification Grant
$40,000 $30,000 $10,000 -25%
Stockton Entrepreneurship
Program
$235,000 $200,000 $35,000 -15%
Fresh Produce Access
Grant - Stocked Full of
Produce
$60,000 $30,000 $30,000 -50%
Food Entrepreneurship &
Urban Garden Support
$100,000 $150,000 $50,000 50%

3. Public Service Subrecipient Support
Through the annual Notice of Funding Available process, twenty-nine (29) applications from twenty- four (24) agencies were received and requested $2,568,155.09 in CDBG funding and an additional $711,970 in ESG funding. Applications were submitted by many qualified and deserving organizations through an online portal (Attachment B - Grant Applications Received).

The Community Development Committee (CDC) and staff scored the applications within Neighborly, and two public meetings were held, one for agency program presentations and the other to discuss recommendations. The CDC and staff are recommending funding for fourteen (14) organizations for a total of $758,000 in CDBG funding. The CDC and staff utilized scoring criteria in the selection of projects aligned with the 2020-2025 Consolidated Plan and primarily focused on public service activities related to homeless services, food assistance programs, literacy, services for at-risk youth, the elderly, special needs and/or disabled Stockton residents, affirmative fair housing services, and public facilities for low-income and homeless youth.

The recommendations for CDBG funding are:

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CDBG
FUNDING:

Subrecipient
Assistance
Program
Year 2021-
2022
Program
Year 2022-
2023
Difference:
2021-2022 to
2022-2023
Percentage:2021-
2022 to 2022-2023
Project Type
Gospel Center
Rescue
Mission
$75,000 $75,000 0 0% Public Facility (Shelter
rehab)
Tuleburg
Press
$30,000 $35,000 $5,000 16% Public Service (Literacy)
Second
Harvest Food
Bank
$30,000 $40,000 $10,000 33% Public Service (Food)
Kelly’s Angels
Foundation
$20,000 $15,000 $5,000 -25% Public Service (At-Risk
Youth)
San Joaquin
Fair Housing
$154,851 $90,000 $64,851 -42% Fair Housing
Bread of Life $30,000 $45,000 $15,000 50% Public Service (Food) Child Abuse
Prevention
Council
$70,000 $73,000 $3,000 4% Public Services (At-Risk
Youth)
Boys & Girls
Club at Sierra
Vista-Stockton
$50,000 $20,000 $30,000 -60% Public Services (At-Risk
Youth)
Children’s
Home of
Stockton
$90,000 New Activity Public Services (At-Risk
Youth)
Downtown
Stockton
Alliance
$40,000 New Activity Public Service
(Homelessness)
SJC Aging
and
Community
Services
$15,000 $15,000 $0 0% Public Service
Parents by
Choice
$115,000 New Activity Public Service (At-Risk
Youth)
Uplift All
Foundation
$55,000 New Activity Public Service
(Homelessness)
Visionary
Home
Builders of CA
$50,000 New Activity Public Service
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Attachment A includes a description of all CDBG applications that were received.

4. Debt Service
In the past, the City received two Federal Section 108 loans totaling $25.5 million. Future CDBG entitlements and/or program income were pledged as repayment sources for the loans. Loan repayment began in 2002 and will extend through 2024; projects that were funded with Section 108 loan funds include Dean DeCarli Waterfront Square, the downtown Cineplex, the Stockton Marina, Joan Darrah Promenade, Morelli Boat Launch, Bob Hope (Fox) Theatre, and Gleason Park Apartments. Increase is due to increased payment of surplus income..

Debt Service Program Year
2021-2022
Program Year
2022-2023
Difference: 2021
-2022 to 2022-
2023
Percentage:
2021-2022 to
2022-2023
Debt Service -
Section 108 Loan
$1,885,771 $2,543,183 $657,412 35%

5. CDBG Administration/ Program Delivery Costs
This category includes administration, which are the costs associated with daily operations, such as staff costs to administer the program, materials and supplies, training, and consultant services.

Program Delivery includes staff costs attributed directly to projects and project delivery costs, such as obtaining title reports and appraisals.

Program
Delivery Costs
Program Year
2021-2022
Program Year
2022-2023`
Difference:
2021-2022 to
2022-2023
Percentage:
2021-2022 to
2022-2023
Administration /
Oversight
$996,821 $1,016,099 $19,278 2%
Program Delivery $292,141 $350,000 $57,879 20%
HOME Investment Partnership Program
HOME funds must be used by local governments to create affordable housing for low- and moderate- income households. HOME funds are awarded annually as a formula grant to participating jurisdictions. The Housing and Urban Development Department. (HUD) allows state and local governments to use HOME funds for grants, direct loans, loan guarantees, and other forms of credit enhancement.

HOME funds can be used for four primary types of activities: homebuyer programs, homeowner rehabilitation programs, rental housing programs, and tenant-based rental assistance. The maximum income of a household receiving HOME funds must not exceed 80 percent of AMI.

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The total sources of funds available for the 2022-2023 program year is $2,738,267 and includes:
$1,760,529 of new Entitlement, $200,000 of estimated Program Income, and $777,738 of Prior Year’s Program Income.

HOME Administration/Loan Fund
Administration includes the general costs associated with the administration and oversight of the HOME program. A jurisdiction may spend up to ten percent of its entitlement and program income on administrative costs. Housing Program Delivery includes costs attributed to specific housing projects.

The Loan Fund sets aside HOME funds, which are available as loans for multi-family developments.

The 2022-2023 HOME Loan Fund will be allocated through a NOFA process that will be issued in December 2022, with funding recommendations to be brought to the Council for final approval.

HOME
Administration
Program
Year 2021-
2022
Program Year
2022-2023
Difference:
2021-2022 to
2022-2023
Percentage:
2021-2022 to
2022-2023
HOME
Administration
$176,053 $260,000 $83,947 48%
Housing Program
Delivery
$100,000 $150,000 $50,000 50%
Loan Fund $1,320,397 $1,960,655 $640,258 49%
Community Housing Development Organizations Project Assistance HUD regulations require that 15 percent of the City’s HOME allocation be reserved for affordable housing projects undertaken by Community Housing Development Organizations (CHDO), which are community-based organizations that develop affordable housing. Currently, Visionary Home Builders and STAND are the City’s certified CHDOs. HUD has established requirements for CHDO certification, and the City utilizes a checklist to ensure that all the requirements are met before certifying an organization as a CHDO.

CHDO Assistance
Program
Program Year
2021-2022
Program
Year 2022-
2023
Difference:
2021-2022 to
2022-2023
Percentage:
2021-2022 to
2022-2023
CHDO Set Aside $264,079 $264,079 $0 0%
Emergency Solutions Grant Program
ESG provides funding to emergency shelters, homeless service providers, and homeless prevention and rehousing programs. Eligible activities are street outreach, emergency shelters, homelessness City of Stockton Printed on 4/26/2022Page 8 of 10
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prevention, and rehousing assistance. Funds may also be used to provide the required Homeless Management Information System (HMIS) and for administrative activities. The purpose of the ESG program is to assist people in securing stable, permanent housing after experiencing a housing crisis or homelessness: therefore, HUD limits the amount of a jurisdiction’s ESG grant that can be used for assistance to emergency shelters to not more than 60 percent. Additionally, the City can allocate up to 7.5 percent of the grant for program administration.

The CDC and staff reviewed the ten (10) applications that were received requesting ESG funds. The CDC and staff recommendations are shown below:

ESG Funding Program Year
2021-2022 Base
Allocation
Program Year
2022-2023
Difference:
2021-2022 Base
to 2022-2023
Percentage
2021-2022 to
2022-2023
Emergency Shelter Activity
St. Mary’s Dining
Room
$38,427 $62,500 $24,073 63%
Stockton Shelter
for the Homeless
$40,000 $72,500 32,500 81%
Ready to Work $15,000 $20,000 $5,000 33%

CVLIHC-
Homelessness
Prevention/
Rapid Re-
Housing
$94,452 $102,500 $8,048 8%
CVLIHC-HMIS $14,500 $14,500 $0 $0
Administration $20,000 $20,658 $658 3.3%
Total ESG
Funding
$292,379 $292,658 $279 1%
Notification
In conformance with HUD’s requirements and the City’s Citizen Participation Plan, a summary of the Annual Action Plan and a notice of the public hearing were printed in The Record on March 30, 2022,
and in the Latino Times on April 9th, 2022. Each organization applying for funding was notified in writing of the CDC’s recommendation and of the date and time of this public hearing. A copy of the draft Action Plan and the draft Citizen Participation Plan is posted on the City’s website.

As part of this process, the City Council must hold a public hearing on May 3, 2022 to solicit comments from the public regarding the FY 2022-23 Annual Action Plan activities and proposed funding allocations.

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FINANCIAL SUMMARY
The Annual Action Plan includes actual appropriations from HUD to the Economic Development Department’s FY 2022-23 budget, namely: CDBG, HOME, and ESG. These appropriations will help in the funding of Housing Programs/Affordable Housing, Subrecipient Assistance, Economic Development Programs, and Debt Service - Section 108 Loan. These appropriations are dependent upon federal budget appropriations and receipt of funds from HUD.

To ensure compliance with the broad range of federal and local grant regulations, 20 percent of CDBG funding is projected at $1,016,099, approximately 10 percent of the HOME allocation projected at $260,000, and 7 percent of ESG funds projected at $20,658 will be used to administer the grants. Administration of the CDBG, HOME, and ESG programs includes completion of environmental reviews, monitoring of Federal wage projects, disbursement of funds, contract and invoice management, and monitoring of each sub-recipient to ensure funds are expended according to the City contract, HUD, and OMB regulations.

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Program Overview
Completed by [email protected] on 1/18/2022 1:04 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant (CDBG)
Emergency Solutions Grant (ESG) Program
For Fiscal Year 2022-2023
For more guidance, click here to view the full Application Instructions for Funding for CDBG & ESG General Information and Application Instructions For Funding The City of Stockton anticipates receiving federal funds from the U.S. Department of Housing and Urban Development (HUD) to assist low and moderate-income persons, expand economic opportunities, provide decent housing, and/or provide a suitable living environment. As a recipient of Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and Home Investment Partnerships (HOME) funds, the City allocates these funds to different activities to meet priority needs and the specific objectives identified in the City’s Consolidated Plan.

For the upcoming 2022-2023 Program Year, the City of Stockton expects to allocate approximately $645,000 to Subrecipients under the CDBG program and $292,000 under the ESG Program. These estimates are based on the City’s 2021-2022 allocations so actual amounts may vary.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Emergency Solutions Grant (ESG) provides funding to assist the homeless or those who are about to be homeless. The program places an emphasis on helping people quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

The proposed project must meet one of the following goals identified in the City of Stockton’s 2020-2025 Consolidated Plan, which guides efforts to address Stockton’s priority housing and community needs:

Attachment A
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 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

Expand the housing first model to provide permanent housing units with intense wrap-around services on- site.
 Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income levels. Provide homeownership opportunities for low-income first-time buyers.

Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons.
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure.  Community Development Needs: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Applications must be received by 5:00 p.m., Monday, January 24, 2022. Mailed, e-mailed or facsimiles applications will not be accepted. Applications are available online at http://www.stocktonca.gov/housing. For program information or application assistance, contact City of Stockton – Economic Development Department at (209) 937- 8539 or e-mail [email protected].

Attachment A
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A. Eligibility
Completed by [email protected] on 1/18/2022 1:05 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

Public Service
If using ESG funds
Attachment A
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B. Contact Information
Completed by [email protected] on 1/18/2022 1:26 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Boys & Girls Clubs of Greater Sacramento FBO: Boys & Girls Club at Sierra Vista-Stockton B.2. Mailing Address
5212 Lemon Hill Ave Sacramento, CA 95824

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Kimberly
B.4. Last Name
Key
B.5. Email
[email protected]
B.6. Phone Number
(916) 392-1350

POINT OF CONTACT INFORMATION
B.7. First Name
Kimberly
B.8. Last Name
Key
B.9. Email
[email protected]
B.10. Phone
(916) 392-1350

ORGANIZATION CONTACT INFORMATION
B.11. Website
https://bgcsac.org/our-clubs/sierra-vista-club-stockton.html B.12. DUNS Number
968,257,741
Attachment A
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B.13. EIN Number
680,338,324
B.14. Business License Number and Expiration Date
GNB3200944699 expiration 11-1-24
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
42 B.17. Number of Volunteers
55 Attachment A
519
Printed By: Kayla Martin on 3/30/2022 1 of 1
C. Funding Request
Completed by [email protected] on 1/21/2022 8:21 AM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
Club Connect 2022-Keeping Kids & Families Connected at Sierra Vista C.2. Project Site Location
1700 E 11th Street Stockton, CA 95206
C.3. Funding Requested in this application
$51,375.00
C.4. Other funds already secured for the project
$56,667.00
C.5. Total Cost to Complete Project
$108,042.00
C.6. Other funds not yet secured
$0.00
Attachment A
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D. Organization Information
Completed by [email protected] on 1/19/2022 10:40 AM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

Our mission is to inspire and enable all young people, especially those who need us most, to reach their full potential as productive, caring, and responsible citizens. The Club provides a world-class Club Experience that assures success is within reach of every young person who enters our doors, with all members on track to graduate from high school with a plan for the future, demonstrating good character and citizenship, and living a healthy lifestyle.

D.2. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in each category. (For 2021 HUD income limits for the Stockton area, please refer to them here .

Income Limits Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 300
300
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 125 110
Black/African American 120 0
Asian 35 0
Am. Indian/Alaskan Native 0 0
Native Hawaiian/Other Pacific Islander 0 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 20 0
300 110
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 2
Female Headed Households 50
Seniors 25
Youth 125
Attachment A
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Homeless 0
202
Attachment A
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E. Project Funds
Completed by [email protected] on 1/21/2022 5:09 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
E. Project Funds
Please provide the following information.

N/A
E.3. If you are applying for additional funds for a current program/project, provide a status update on the existing funds and when funds will be fully spent. Please list all CDBG and ESG funds received within the last 3 years including funding amount and their status.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
$0.00 $0.00
FY2017/18
ESG
$0.00 $0.00
FY2018/19
CDBG
$0.00 $0.00
FY2018/19
ESG
$0.00 $0.00
FY2019/20
CDBG
$0.00 $0.00
FY2019/20
ESG
$0.00 $0.00
FY2020/21
CDBG
Club Connect city $50,000.00 underway $28,495.21
FY2020/21 ESG $0.00 $0.00
FY2021/22
CDBG
$0.00 $0.00
FY2021/22 ESG $0.00 $0.00
E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

City of Stockton-proposed
Attachment A
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Cal Water- committed
Raymus Foundation-committed
Boys & Girls Clubs of America-committed
Dignity Health-committed
Individual donors-committed
Downtown Sportsmen Club-committed
Community Foundation San Joaquin-committed
E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds The Boys & Girls Club at Sierra Vista -Stockton is committed to support the ongoing needs of Sierra Vista youth and families. The Club has remained a reliable source of resources and support during the toughest of times thanks to the financial support of our community partners. The Club continues to leverage funding in an effort to not disrupt critical programs and services to families most in need and 2022 will be no exception. Youth and families in Stockton need the Boys & Girls Club more than ever. As the Club continues to demonstrate the ability to provide direct services to Sierra Vista residents, support from the City of Stockton will allow the Club to keep this critical work going. If funding is less than the requested amount, the Club will work to raise additional revenue and potentially adjust the amount of supplies that are being distributed while doing its best to NOT reduce the number of families that will be supported.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

The Boys & Girls Club at Sierra Vista-Stockton is serving low-income youth and families residing at Sierra Vista's public housing community in South Stockton. There are approximately 350 youth that live at Sierra Vista and the Club currently has 100 registered members. The Club is also supporting youth that attend Aspire Charter School located at Sierra Vista and is looking to expand services to another public housing community in South Stockton (Q4 2022).

E.7. How does (will)your organization verify income eligibility of your clients? Area Benefit Project service area has been identified and determined to be statistically low-income based on the 2010 Census. If you use this method, provide all Census Tracts and Block Groups served by your project and a calculation of the low-income percentage. Please utilize the following web application to confirm eligibility . Area benefit applicants are required to confirm block groups/census tracts are eligible. Map depicting area with low/mod % is required with this application.

No
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents Yes
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents No
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Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

No
Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

The Boys & Girls Club continues to make health, safety, and education a top priority. The Club is able to serve youth and families throughout the community by providing Club Connect programs and services in all the ways that make it convenient for families. Whether the Club is facilitating in-person programs, community wide events or making home deliveries, the Club is responding to the ongoing needs of kids and families living at Sierra Vista.

In an effort to support families already strained budgets and ensure that families have meals over the weekend, the Club will continue to provide Club Connect Kits to Sierra Vista youth and their families. Kits will contain PPE supplies, food/snack bags, program and school supplies. Kits will be distributed on Thursday and Friday each week so that resources are available he Club will work with Sierra Vista's Resident Council to distribute supplies and determine families most in need of support.

Funding will support the Club Connect program at Sierra Vista to include: community events, staff outreach, home deliveries, and kit supplies.

E.9. Select the common indicator that your agency will use to track clients.

Persons: unit of measurement for public services/ESG
E.10. Define the primary unit of service (e.g. number of classes provided, hours of case management, number of medical visits, number of meals served, etc.) to be used when tracking this program/project, submitting invoices, etc. Note: Do NOT reiterate the number of clients or number of households served.

The Boys & Girls Club will track the number of youth served each week in addition to the number of family members in the household that receive services, supplies, food, and other resources.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 325
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Households 0
Other 0
325
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

The Boys & Girls Club's service delivery methods include; phone calls, emails, flyers, home delivery, in-person programs and meal pick-up, and community wide events. The Club is serving low-income families residing at Sierra Vista.

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F. Project Impact
Completed by [email protected] on 1/21/2022 3:39 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
F. Project Impact
Please provide the following information.

F.1. Please list the total client income of Stockton clients your agency PROPOSES to serve through this program/project for each category below in fiscal year 2022-2023. (For current HUD income limits for the Stockton area, please refer to the link here.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 325
325
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 135 115
Black/African American 130 0
Asian 40 0
Am. Indian/Alaskan Native 0 0
Native Hawaiian/Other Pacific Islander 0 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 20 0
325
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 5
Female Headed Households 50
Seniors 25
Youth 125
Homeless 0
205
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
0 0 0
2020-2021 (Anticipated) 100 300 300
2021-2022 75 325 325
175 625 625
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

The Boys & Girls Club at Sierra Vista-Stockton will support youth & families via Club Connect weekend meals. In an effort to make sure that the needs of our most at-risk youth and families are being met, the Boys & Girls Club will distribute weekend food and snack boxes each week. Every Thursday and Friday; Club youth, families, and Sierra Vista housing residence will receive a Club Connect Kit that includes meals for the weekend, snack bags, school supplies and PPE supplies. Included with each delivery will be health resources, masks and hand sanitizer for the whole family. The Club will stay connected to families and youth with weekly check-ins and deliveries providing the critical resources necessary to support Sierra Vista families.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

The Boys & Girls Club has established a new charted location at Sierra Vista. The Club is currently serving youth out of a temporary location (at Sierra Vista) while the new Clubhouse is under renovation. The Club serves youth ages 6-18 years old in the after-school hours and summer months; providing academic support and enrichment programs designed to keep kids on track to graduate high school with a plan for their future. While the onset of COVID created challenges and uncertainty, the Club was quick to respond and has successfully developed strong ties in the community. Club Connect has allowed the Boys & Girls Club to build relationships with families while supporting their needs. The Club continues to help youth who are struggling with isolation, food insecurities, and academic challenges.

Club Connect keeps kids excited about school though a weekly incentive program and parents are supported with the resources to help take care of their families; PPE supplies, food, school supplies, and health & wellness resources.

While the Boys & Girls Club is serving hundreds of families, the need for additional support is far and wide. The Club will be collaborating with community partners that are also focused on serving the Sierra Vista community. By teaming up and expanding our reach, our collective efforts will support 325 Stockton youth & families every week.

The Boys & Girls Club, will provide critical resources to help fill the health & wellness gaps created by the ongoing impacts of the pandemic. Resources and support will be focused on health resources, PPE equipment, and fresh food and shelf stable snack boxes to support families over the weekend.

The Club's efforts will help to mitigate food insecurities, strengthen the social and emotional health & well-being of our youth and make sure that there is equitable access to the resources that families rely on. The Boys & Girls Club plays a critical role in the community, adapting and evolving to support kids and families through the most challenging of circumstances. Now the Club will harness the power of our reputation, strength of our relationships in the community, and tremendous experience serving at-risk populations to navigate the evolving nature of COVID-19 and the road to recovery.

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G. Project Narrative
Completed by [email protected] on 1/21/2022 3:48 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

As part of the Club's daily programming, youth participate in Triple Play- a comprehensive health and wellness program that works to improve the overall health of the youth we serve. The Club helps youth increase their daily physical activity, teaches them about good nutrition and making healthy choices. Club Connect 2022 will provide meals for the weekend and critical health resources to youth and families who are struggling to meet their basic needs. The Boys & Girls Club will support the whole child by offering program experiences that promote physical, social and emotional well-being; in addition to the intrinsic motivation to make life-long healthy choices.

Early Intervention:

The Club's focus is to create opportunities where youth can develop, and apply essential skills, with confidence, that will ultimately lead to a sustained desire and the self-efficacy to make healthy lifestyle choices. Programming will be inclusive, culturally- and developmentally- responsive, and adaptable to meet youth and families where they are. The Club understands that there are consequences to household food insecurity for young children as it has detrimental effects on the health and development of young children. Data continues to confirm that ongoing food insecurities increase children’s risk of poor school performance and subsequent health disparities. Club Connect will work to reduce the impacts of food insecurity by providing access to food and education around health and safety.

Maintenance:

Addressing food insecurity is more than just providing an afterschool snack or meal for Club members. We know youth are more likely to make healthy choices when they have access to: activities that encourage them to make healthier choices as they navigate through their day; a safe and supportive relationship with caring adults who models Attachment A
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healthy behaviors and attitudes; and access to critical resources that might not be readily available. The Club also understands that youth make choices based on what they learn from others. Given this, the Club has paired youth programming with complementary resources, such as the Club Connect Kit, to support the Club's ability to effectively engage families and the greater Sierra Vista community to maximize impact.

G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

The Boys & Girls Club continues to closely monitor the impacts of COVID-19 as it continues to impact youth and families that have headed back to school. There continues to be uncertainty, fear, and helplessness in the communities that we serve. Low income families are struggling to meet their basic needs and while vaccinations are helping to keep families protected, youth positivity rates are increasing causing disruptions in learning, anxiety, and additional financial burdens for the household. The Boys & Girls Club will serve and positively impact 325 individuals each week via its Club Connect program. This program will provide meals for the weekend and critical health resources to youth and families who are struggling to meet their basic needs. Club Connect Kits will provide critical resources and support as families navigate challenges throughout 2022. The Club’s goals are to minimize the difficulties faced by our most at-risk populations by:
• Reducing food insecurities
• Increasing access to PPE supplies
• Reducing financial burdens
• Supporting physical and emotional health
The Club is in a unique position to serve youth and families during this time as Club staff have developed strong relationships with families which allow for a quick determination of the needs of the household. As we navigate beyond this crisis, the Club will be vital to helping kids and families stay healthy while also restoring a sense of safety and rebuilding the community.

Timeline/Schedule
Activity Start Date: February 2022
Program Outreach: Club staff and Sierra Resident Council members will do outreach via emails, flyers, community events and phone calls.

Weekly Club Connect distribution: Kits will distributed on Thursday and Friday from 10:00 AM - 6:30PM (day and time will be coordinated with families)
Distribution will continue through Summer 2023
Project Activity or Program
Service #
Describe the Deliverable
1 Provide Club Connect Kits to 325 Sierra Vista youth and families G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

The Boys & Girls Club has successfully serving our region's most at-risk youth for over 26 years. With the Club's expansion to Stockton, we have the opportunity to broaden our reach and deepen the impact we have on youth who Attachment A
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need us most. The Boys & Girls Club at Sierra Vista-Stockton has been made possible because of our partnership with the Housing Authority. Since the onset of the pandemic, the Club has been providing programs and services to help minimize the academic and health gaps that have been growing over the last 18+ months.

The Club has decades of experience managing and facilitating federal grant programs as the Club has a long history working with the Office of Juvenile Justice on our prevention and intervention programs. The Boys & Girls Club has also been successfully managing CDBG funding in the City of Rancho Cordova for both the 2020 and 2021 funding cycle and was just approved for 2022 funding.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
The Boys & Girls Club at Sierra Vista-Stockton has dedicated staff that will be responsible for the Club Connect program. Sierra Vista youth and families will sign up to participate in the program and the staff at the Club coordinates everything else. Club staff will be responsible for assembling and distributing the Kits each week. The Club ensures the safety of all participants by adhering to all health and safety protocols and for families that have challenges with transportation, the Club will deliver directly to their home.

Project Deliverable # Describe the Deliverable
1 Youth and families will be supported with critical resources to reduce food insecurities and stay healthy
G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? The Boys & Girls Club measures success and effectiveness by the ongoing engagement of each participant in program and by tracking the direct impact of the program in the areas of academic success and health and wellness. Data will be collected in the Club's member tracking system along with surveys, data forms and feedback from the community at large.

The process of measuring impact is a year-round, ongoing effort. The Club will collect and analyze data to identify any needed changes so that program quality is consistent and continues to meet the needs of the community. The Club will utilize a Continuous Improvement Cycle as part of monthly and quarterly reporting. The Continuous Improvement Cycle will be an ongoing feedback loop that will include gathering information, making decisions, implementing strategies, assessing how well they work, and then adjusting or trying new strategies based on the results. The cycle is a team-based process with significant opportunities for all Club staff and program participants to actively participate and contribute input. The cycle includes: 1) assessment, 2) action planning and 3) execution.

For the Club Connect program, the Boys & Girls Club will track and measure the following data:
-Member participation: 100 unduplicated youth will be served (minimum) -Sierra Vista families: 225 additional residents will be supported with Club Connect resources -Parent engagement and feedback of support being received from the Club -Completed program surveys and participation forms from both youth and parents Program Results:
-Families are supported
-Youth develop a sense of belonging
-Reduce household food insecurities
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-Increase school attendance
-Youth increase physical activity
-Decrease disparity gaps among residents
-Increase access to critical resources
Deliverable # Task that Support Deliverable
1 The Club will assemble and distribute Club Connect Kits to 325 individuals each week G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
The Boys & Girls Club at Sierra Vista-Stockton is serving youth and families with extremely low incomes; struggling to meet their basic needs. With the help of the Club's program, youth and families will receive resources that help to reduce the challenges that they are currently facing. Participants will benefit from weekly access to food, PPE supplies, and health and wellness resources. The Club has no eligibility requirements and is committed to serving as many youth and family members as possible.

G.8. Briefly explain how this service/activity/project differs from other programs providing similar services in Stockton/San Joaquin County. Also indicate any networking or collaboration which occurs with agencies or programs providing the same or like services AND their role in this specific program/project.

The Boys & Girls Club is partnering with the Housing Authority County of San Joaquin to continue to bring Club programs and services to residents at Sierra Vista. The Club serves youth ages 6-18 years old; providing academic support and enrichment programs designed to keep youth on a positive and productive path. COVID-19 has created challenges and uncertainty for Stockton's most vulnerable communities. The Boys & Girls Club continues to respond quickly by shifting its service delivery model to meet the needs of youth and families during this crisis. Youth are struggling with isolation, food insecurities, and a lack of motivation around their academics. The Club has the unique ability to reach and connect with youth whom other agencies have difficulty reaching. The Club has become a trusted partner in the community and as a result, is well positioned to meet the ongoing needs of youth and families.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

The Club is committed to the long-term sustainability of Club Connect deliveries during these uncertain times. It is important that we continue to provide youth and their families with the resources that they need to stay healthy and connected for as long as it takes. The Club continues to work with the Housing Authority, the Stockton Advisory Council, and local partners to raise funds to support ongoing Club Connect efforts. If awarded funds from the City of Stockton, the Club will continue to leverage support to keep Club Connect deliveries going. The Club has already secured funds to support the project.

G.10. Identify any potential conflict of interest with this application for federal funds. Conflict of interest may exist with employees of the organization who sit on community boards, commission, or committees. Similarly, City of Stockton Council members or City employees who may sit on your board of directors pose possible conflicts of interest.

N/A
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H. ESG
Completed by [email protected] on 1/20/2022 3:15 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:

H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

COVID-19 has caused numerous disruptions to the lives of our youth. These disruptions can have lasting impacts on progress our members had worked so hard to make before the onset of COVID-19. There is hope. The Boys & Girls Club at Sierra Vista is meeting the needs of Stockton youth and their families with Club Connect. Each week, families will safely receive critical resources that help to minimize the challenges created by COVID-19. 2022 Club Connect Kits include food, PPE supplies, and health & wellness resources. Kits will be distributed specifically for weekend meals as that has been identified as a need in the community.

With the support of our generous community partners we will be able to:
• Provide school supplies throughout the year
• Make wellness calls to ensure that Club kids and their families have what they need (including PPE supplies) • Provide weekend meal boxes to help families’ strained budgets.

We know that our response efforts have been successful; creating lasting impact for our Club kids and families. With continued hard work, we know that recovery is possible too. Building resilience is how we will move forward. We will continue to use the strength of our Club and our community to engage our supporters who care deeply about empowering youth to reach their full potential. We are motivated to keep going, to do whatever it takes to make sure our youth have what they need to build Great Futures. The Club’s response, recovery, and resilience efforts will provide the critical support that under-served families need to navigate the ongoing impacts creates by the COVID-19 pandemic.

H.3. Will the service to be provided with these funds fill a service gap needed to be addressed? Yes
H.4. Duplication of Benefits: Federal finance assistance was provided to my organization to addresses losses resulting from a federally declared emergency or disaster, and my organization has not received (or would receive, by acting reasonably to obtain available assistance) financial assistance for the same costs from any other source (including insurance) and the total amount of funding received does not exceed the total needs for those costs.

No
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I. Public Facility Project
Completed by [email protected] on 1/20/2022 3:17 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

I.1. Is your agency requesting funds for a Public Facility project (e.g. construction)? No
I.2. Please describe all planning/predevelopment steps that have been completed to date. (e.g., architectural plans, engineering, land use approvals, permits, funding commitments, etc.) n/a
I.3. Provide a detailed narrative (e.g. rehabilitation or new construction) and a detailed scope of work. n/a
I.4. Does the agency own or lease the property where the project will occur? Who is the legal property owner? If you are leasing, please provide a copy of the lease in the required documents section. If you do not have site control, describe your site control plan.
n/a
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants). n/a
I.7. Has a market study, property needs assessment and/or other evaluation that identifies the need for the proposed project been completed? If so, describe and upload the project reports and schedule). If no reports have been completed, explain how you plan to proceed.
n/a
I.8. When will construction start and end? Provide a timeline with all critical milestones. n/a
I.9. Is this project a multi-phased activity?
No
I.10. Will this project require implementation of Davis-Bacon/Fair Labor Standard Act requirements? Note: Please contact staff immediately if you have questions regarding Davis-Bacon requirement or for more informationclick Attachment A
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here.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain. n/a
I.12. For Economic Development activities only. Indicate the number of full-time and part-time jobs you expect to be created and retain, if your application is funded. Also indicate number of jobs likely to be filled by a low-income person:

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
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J. Policy Consistency
Completed by [email protected] on 1/20/2022 3:20 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

The Boys & Girls Club is creating access to critical resources for low-income youth and families. The Club is safely distributing weekly Club Connect Kits (at no cost) to Sierra Vista residents who are struggling to meet their basic needs.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients For residents with transportation challenges, Club Connect Kits are delivered directly to the doorsteps of Sierra Vista residence.

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 Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

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K. Required Documents
Completed by [email protected] on 1/21/2022 5:18 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Articles of Incorporation/Bylaws
Conflict of Interest Statement (if not included in Bylaws) Organization Chart
Board of Directors Roster – A current roster of the organization’s officers and members of its Board of Directors, which includes their name, position held, address, telephone number, and current employer(s). Please note any conflicts of interest falling under 24 CFR 570.611.

Board of Directors' authorization to request CDBG/ESG/ESG-CV funding Business License Number – The City of Stockton requires all non-profits to maintain a business license. Non-profits may obtain a business license, free of charge, on the 1st floor of City Hall.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Organization Financial Statements – Please submit one of the following:
 For organizations that received City funding in prior years: an audited or reviewed compilation report performed by a Certified Public Accountant for the most recent year.  For all other organizations, an audited report: a compilation report, or the organization’s bookkeeping records in the form outlined above (Balance Sheet, etc.), for the most recent year.

Tax Status – Each applicant must have 501(c)(3) or tax-exempt non-profit status. Please submit one of the following verifying documents:
 A determination letter from the U. S. Internal Revenue Service, confirming 501(c)(3) Tax-exempt status of organization
 A letter from the California State Franchise Tax Board certifying tax-exempt status of organization.

SAM.gov – screen shot of sam.gov registration
Personnel Policies including Affirmative Action Plan and Grievance Procedure Insurance certificate -Type of Insurance Carried, Bonding, Workers ‘Compensation  Project Budget – A copy of the project budget (separate from operational budget) showing all funding sources and uses. Identify specific items that City funds would pay for if approved. For public facility improvement/construction projects; care should be taken in presenting a budget which reflects accurate labor and material costs, including all sources and uses and budget assumption for development phases  Scope of Work including project timeline
 Affirmative Action Plan a written program in which an employer details the steps it has taken and will take to ensure the right of all persons to advance on the basis of merit and ability without regard to race, color, religion, sex, national origin, age, disability.
 Section 504 Handicap Accessibility of the ADA Section 504 states that "no qualified individual with a disability in the United States shall be excluded from or denied the opportunity to receive benefits and services from certain programs.

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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
Stockton CDBG 22-23 Project Budget.pdf
 Organization Operational Budgets *Required
21-22 FY Budget.pdf
2022-2023projected draft budget.pdf
 Organization Financial Statements *Required
Boys and Girls Final 20.pdf
 Tax Status *Required
BGC SAC IRS Letter.pdf
BGC SAC 501c3 Letter.pdf
 Board of Directors Roster *Required
Stockton Advisory Council Roster.pdf
BGCSAC Board Roster 2021-2022.pdf
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 Articles of Incorporation/Bylaws *Required
Articles of Incorporation.pdf
BGCSAC ByLaws.pdf
 Conflict of Interest Statement *Required
Conflict of Interest Statement.pdf
 Organization chart *Required
BGCSAC Org Chart.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required CDBG Letter of Authorization - Board Chair.pdf
 Business License Number *Required
Business license.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required Certificate (003).pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required Policies.pdf
 Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
**No files uploaded
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 Evidence of Site Control
**No files uploaded
 SAM.gov - screen shot of sam.gov registration *Required SAM.gov registration.pdf
 Key Program Staff Resume *Required
Sierra Vista Branch Manager Resume.pdf
 Title Report
**No files uploaded
 Optional Documents
2021 Sierra Vista Impact Report_to print.pdf
Attachment A
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Submit
Completed by [email protected] on 1/21/2022 5:24 PM
Case Id: 48634
Name: Boys & Girls Club at Sierra Vista-Stockton -
2022/23Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Kimberly Key
Title
CEO
Date
01/21/2022
Signature
Kimberly Key
Electronically signed by [email protected] on 1/21/2022 5:19 PM Please download and upload the Certification page here.  Certification Page *Required
certification.pdf
Attachment A
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Program Overview
Completed by [email protected] on 1/24/2022 7:37 AM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
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 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

Attachment A
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A. Eligibility
Completed by [email protected] on 1/24/2022 7:38 AM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

Public Service
If using ESG funds
Attachment A
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B. Contact Information
Completed by [email protected] on 1/23/2022 7:28 PM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Bread of Life
B.2. Mailing Address
P.O. Box 446 Stockton, CA 95201

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Chris
B.4. Last Name
Johnson
B.5. Email
[email protected]
B.6. Phone Number
(209) 482-7098

POINT OF CONTACT INFORMATION
B.7. First Name
Gina
B.8. Last Name
Valadez
B.9. Email
[email protected]
B.10. Phone
(209) 471-4991

ORGANIZATION CONTACT INFORMATION
B.11. Website
www.breadoflifeca.org
Attachment A
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B.12. DUNS Number
71,566,266
B.13. EIN Number
-900,624,281
B.14. Business License Number and Expiration Date
22-001332100 8/31/2022
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
5 B.17. Number of Volunteers
500
Attachment A
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C. Funding Request
Completed by [email protected] on 1/21/2022 1:44 PM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
Bread of Life Food Pantry
C.2. Project Site Location
1006 N. Aurora St Stockton, CA 95202
C.3. Funding Requested in this application
$90,000.00
C.4. Other funds already secured for the project
$115,000.00
C.5. Total Cost to Complete Project
$390,000.00
C.6. Other funds not yet secured
$185,000.00
Attachment A
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D. Organization Information
Completed by [email protected] on 1/19/2022 9:40 PM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

Bread of Life's mission statement is "Bringing hope to families in times of need by providing generous amounts of nutritious, supplemental groceries to all who come regardless of race or religious affiliation. Teaching people to give by showing love and kindness to everyone who comes for food" D.2. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in each category. (For 2021 HUD income limits for the Stockton area, please refer to them here .

Income Limits Clients Served
Moderate Income (More than 80%) 2,007
Low Income (50%-80%) 3,741
Very Low Income (30%-50%) 7,614
Extremely Low Income (Less than 30%) 37,150
50,512
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 24,883 11,031
Black/African American 9,333 212
Asian 192 0
Am. Indian/Alaskan Native 2,035 331
Native Hawaiian/Other Pacific Islander 924 162
Am. Indian/Alaskan Native & White 558 155
Asian & White 236 41
Black/African American & White 885 128
Am. Indian/Alaskan Native & Black/African American 474 20 Other Multi-Racial 10,992 3,321
50,512 15,401
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 13,110
Female Headed Households 20,703
Seniors 12,642
Youth 11,520
Attachment A
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Homeless 621
58,596
Attachment A
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E. Project Funds
Completed by [email protected] on 1/24/2022 8:21 AM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

N/A No other application is being submitted.

E.2. Please indicate if this application is a request for one-time funding and/or “seed” funding. If not applicable, state “N/A.

N/A Request is not for one-time funding and/or seed funding.

E.3. If you are applying for additional funds for a current program/project, provide a status update on the existing funds and when funds will be fully spent. Please list all CDBG and ESG funds received within the last 3 years including funding amount and their status.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
$0.00 $0.00
FY2017/18
ESG
$0.00 $0.00
FY2018/19
CDBG
$0.00 $0.00
FY2018/19
ESG
$0.00 $0.00
FY2019/20
CDBG
Bread of Life
Food Pantry
City $15,000.00 complete $0.00
FY2019/20
ESG
$0.00 $0.00
FY2020/21
CDBG
Bread of Life
Food Pantry
City $30,000.00 complete $0.00
FY2020/21 ESG $0.00 $0.00
FY2021/22
CDBG
Bread of Life
Food Pantry
City $30,000.00 Underway $30,000.00
FY2021/22 ESG $0.00 $0.00
Attachment A
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E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

Current committed funds include: Church/private donations $115,000.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

Although Bread of Life's service area is not strictly defined, we have provided services throughout San Joaquin County and neighboring counties. We began our organization in Stockton to provide the large majority of our services within the city of Stockton (over 90%)
E.7. How does (will)your organization verify income eligibility of your clients? Area Benefit Project service area has been identified and determined to be statistically low-income based on the 2010 Census. If you use this method, provide all Census Tracts and Block Groups served by your project and a calculation of the low-income percentage. Please utilize the following web application to confirm eligibility . Area benefit applicants are required to confirm block groups/census tracts are eligible. Map depicting area with low/mod % is required with this application.

No
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents No
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents No
Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

No
Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Attachment A
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Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

Stockton CDBG funds will be used to help cover general costs for Bread of Life's Food Pantry Program, including rent for our warehouse space, wages for managing and implementing day to day operations including deliveries of food donations and running drop off and pick up events, utility costs for the programs warehouse space, insurance, IT, trucking and supplies. All the funds will directly support the day to day operations of our Food Pantry Program.

E.9. Select the common indicator that your agency will use to track clients.

The primary unit of service is the number of food boxes provided to the clients. We will also track the average weight of food provided ( average box weight). This will allow us to calculate total amount of food provided.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 55,000
Households 0
Other 0
55,000
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

Bread of Life will continue to reach out to the community to inform those in need of our services. Our strategy for 2022 includes social media outreach and digital information including a revised website, and updated client information. We have added staff to increase the number of outreach events held monthly in low income areas within the city of Stockton. Partnering with multiple agencies will allow us to reach more limited English speakers and the disabled population throughout the city. We project an increase of diverse clients by 10%.

Attachment A
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F. Project Impact
Completed by [email protected] on 1/24/2022 8:04 AM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 2,300
Low Income (50%-80%) 4,200
Very Low Income (30%-50%) 7,500
Extremely Low Income (Less than 30%) 41,000
55,000
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 27,250 11,550
Black/African American 9,910 220
Asian 200 0
Am. Indian/Alaskan Native 2,150 340
Native Hawaiian/Other Pacific Islander 800 175
Am. Indian/Alaskan Native & White 590 160
Asian & White 250 50
Black/African American & White 1,000 150
Am. Indian/Alaskan Native & Black/African American 500 30 Other Multi-Racial 12,350 3,200
55,000
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 13,500
Female Headed Households 21,000
Seniors 13,200
Youth 12,000
Homeless 650
60,350
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
90 32,500 30,000
2020-2021 (Anticipated) 140 55,000 50,512
2021-2022 165 65,000 55,000
395 152,500 135,512
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

Bread of Life's Food Pantry provides supplemental food to families and individuals in need of additional food support.

We accomplish this through a basic two-step process of receiving donated food products and then box the items to be distributed at our drop off or pick up events.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

The need for service was determined simply by the response we receive for our services. There is a continued need due to the population growth and the increased housing costs and increased cost of living in Stockton. Stockton's poverty rate at 22.4% continues to be well above the states rate, indicating a higher number of individuals and families struggling to make ends meet.

Attachment A
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G. Project Narrative
Completed by [email protected] on 1/24/2022 8:27 AM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

Bread of Life's main activity is a year round food pantry service. We receive estimated 3.5 million pounds of food donation from local food distributors and farming/packing facilities per year. Food donations are received by the truck load, typically several times a week. These donated items are sorted and then stored in our warehouse. Our few employees then work with are large number of volunteers to repack food items into boxes for distribution to individuals and families who either request a drop off or come to one of our food pick up events. Additionally, surplus food supplies are often shared with other local non-profits to distribute in their programs. Bread of Life also works with other support services to assist with food drop off, especially during COVID, a practice that, if possible, will remain in place as a means to service those unable to attend our food pick-up events. Our goal is to provide as much food assistance as possible to those in need. This depends on a number of factors, including food donation availability, Attachment A
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storage capacity and request for food assistance. Currently, our staff and volunteers drop off food boxes approximately days 5-6 days a week and we run our pick up drive thru events 15-20 times per month between the hours of 8:00am and 1:00pm.

Project Activity or Program
Service #
Describe the Deliverable
1 We have increased our monthly events to multiple drive thru locations (15-20) in social economic areas in Stockton. We average 85-100 families at each event for a total of 1,700 families per month receiving approx. 127,500 lbs of groceries.
2 Our goal is to increase our program by 10%.

G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

Bread of Life has received grants from both the City and County for numerous years. Through these grants we have worked cooperatively with grantors to follow grant agreement requirements to develop our food pantry program.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
Our dedicated board, staff and volunteers work tirelessly to make our program happen. Our paid staff typically receive and organize donated food product with the help of volunteers. Then the same team, with an even larger set of volunteers, will create the donation boxes and provide them through various drop off and pick up events.

Project Deliverable # Describe the Deliverable
1 The program is overseen by Executive Director Chris Johnson. Chris will reach out to community leaders to identify the populations most in need. 2 We are revamping our website to publish dates and locations of our grocery distribution events. We are active social media to draw attention to low-income Stockton residents. 3 We have an active board that participates at events distributing grocery boxes throughout the month. With 5 paid staff and approx. 40-45 monthly volunteers we plan to increase our program by 10%.

G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Our measure of success is the people we serve! Our hope and expectation is to be able to run as effectively and efficiently in 2021. We hope to be able to maintain or increase the number of clients served, if the need is there for our services. We hope to increase outreach with both clients and to increase cooperative efforts with other local non- profit organizations.

Deliverable # Task that Support Deliverable
1 We use a mobile app to register clients at each event. We plan to follow up with our clients throughout the year to let them know we care about their needs and to see if we can offer additional assistance.

Attachment A
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2 Our hope is to develop trusting relationships with our partner locations and clients to ensure people in Stockton are not going hungry.

G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
Our program does not directly target any special group for our program but our general outreach is simply to "people and families in need of assistance" and the large majority of those that receive our services are individuals and families that are in the low to very low income category and self identify as struggling to "make ends meet". We do not have any eligibility requirement to receiving services from our food pantry.

Although Bread of Life's food pantry is similar to other services in our area, we differ in several areas: we do not require an appointment for services, accessibility is free and easy, we do not have any requirements for service, and we provide drop-off service to those that can not make it to one of our pick up event locations.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

At Bread of Life, we strive to utilize our resources to fullest potential. The majority of our labor force are volunteer efforts including that of our main personal running our food pantry services. We also receive the vast majority of our food items through generous donations. Our assurance is providing donated items to those in need has resulted in enormous and continuous donation of products and volunteer efforts. Over the past decade, we have continued to grow as a nonprofit that is supporting our community. We strive to continue in our growth and organizational efforts to continue providing our services to all those in need.

To our knowledge, none of our employees sit on any community boards, commission or committees that would result in a potential conflict of interest. Neither do any of our current board members currently work for the City of Stockton or act as a City of Stockton Council member.

Attachment A
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H. ESG
Completed by [email protected] on 1/24/2022 10:04 AM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:

H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

H.3. Will the service to be provided with these funds fill a service gap needed to be addressed? H.4. Duplication of Benefits: Federal finance assistance was provided to my organization to addresses losses resulting from a federally declared emergency or disaster, and my organization has not received (or would receive, by acting reasonably to obtain available assistance) financial assistance for the same costs from any other source (including insurance) and the total amount of funding received does not exceed the total needs for those costs.

Attachment A
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I. Public Facility Project
Completed by [email protected] on 1/21/2022 4:54 PM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants). n/a
I.7. Has a market study, property needs assessment and/or other evaluation that identifies the need for the proposed project been completed? If so, describe and upload the project reports and schedule). If no reports have been completed, explain how you plan to proceed.
n/a
I.8. When will construction start and end? Provide a timeline with all critical milestones. n/a
I.9. Is this project a multi-phased activity?
No
I.10. Will this project require implementation of Davis-Bacon/Fair Labor Standard Act requirements? Note: Please contact staff immediately if you have questions regarding Davis-Bacon requirement or for more informationclick Attachment A
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here.

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 1/24/2022 10:15 AM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

Bread of Life provides information to our consumers through our website and outreach, such as social media and fliers. We are pursuing a more assertive outreach program including increased social media, emails, and coordination with other local nonprofits. We address barriers that may limit access to our services in several ways. We are eliminating barriers by distributing groceries either by direct drop off (as we did during the height of the pandemic) and by transporting boxed groceries to approximately 19 different locations, making our locations easily accessible to our recipients. We are continuing to expand our network of drop off locations to enhance availability to all.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients As stated in above (J.2.), Bread of Life's food pantry offers food pick up events at several sites throughout Stockton.

We are always looking to add additional pick up locations, especially if we are able to work with other organizations to provide additional service locations.

J.4. Identify AT LEAST ONE City of Stockton U.S. Department of Housing and Urban Development (HUD) FY 2020- 2025 Consolidated Goal that relates to your program/project:
 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap-around services on-site.  Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and Attachment A
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very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/24/2022 2:34 PM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
2022 CBDG Project Budget.v1.xlsx
 Organization Operational Budgets *Required
2022 Operating Budget.xlsx
 Organization Financial Statements *Required
2022 Profit and Loss Report.pdf
 Tax Status *Required
IRS non profit tax id letter.pdf
 Board of Directors Roster *Required
2022 Directors pg 1.docx
 Articles of Incorporation/Bylaws *Required
Bylaws.pdf
Attachment A
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Articles of incorp.pdf
 Conflict of Interest Statement *Required
43689_Conflict-of-Interest-Policy-BOL.docx
 Organization chart *Required
2022 Organizational Chart.docx
 Board of Directors’ authorization to request CDBG/ESG funding *Required 2022 Board of Directors Authorization to Request Funding.docx  Business License Number *Required
2022 business lic.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required 2022 City of Stkn COI A.pdf
2022 City of Stkn COI B.pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required 2022 Bread of Life.Grievance Policy.docx
 Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
Grupe rental agreement.pdf
Attachment A
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 Evidence of Site Control
**No files uploaded
 SAM.gov - screen shot of sam.gov registration *Required 2022 Sam registration.pdf
 Key Program Staff Resume *Required
Chris Johnson Resume.doc
 Title Report
**No files uploaded
 Optional Documents
**No files uploaded
Attachment A
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Submit
Completed by [email protected] on 1/24/2022 2:39 PM
Case Id: 48597
Name: Bread of Life - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Gina Valadez
Title
President
Date
01/24/2022
Signature
Gina Valadez
Electronically signed by [email protected] on 1/24/2022 2:34 PM Please download and upload the Certification page here.  Certification Page *Required
2022 Signature page.pdf
Attachment A
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Program Overview
Completed by [email protected] on 1/10/2022 4:50 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
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 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

Attachment A
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A. Eligibility
Completed by [email protected] on 1/21/2022 4:22 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

Public Service
If using ESG funds
Attachment A
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B. Contact Information
Completed by [email protected] on 1/21/2022 4:24 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Children's Home of Stockton
B.2. Mailing Address
430 N. Pilgrim Street Stockton , CA 95205

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Joelle
B.4. Last Name
Gomez
B.5. Email
[email protected]
B.6. Phone Number
(209) 395-3525

POINT OF CONTACT INFORMATION
B.7. First Name
Joelle
B.8. Last Name
Gomez
B.9. Email
[email protected]
B.10. Phone
(209) 395-3525

ORGANIZATION CONTACT INFORMATION
B.11. Website
www.chstockton.org
B.12. DUNS Number
80,123,839
Attachment A
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B.13. EIN Number
940,382,320
B.14. Business License Number and Expiration Date
21-00051543
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
87 B.17. Number of Volunteers
40 Attachment A
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C. Funding Request
Completed by [email protected] on 1/21/2022 4:32 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
Children's Home of Stockton's Catalyst Program
C.2. Project Site Location
430 N. Pilgrim Street Stockton, CA 95205
C.3. Funding Requested in this application
$200,000.00
C.4. Other funds already secured for the project
$207,800.00
C.5. Total Cost to Complete Project
$1,217,280.00
C.6. Other funds not yet secured
$1,009,480.00
Attachment A
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D. Organization Information
Completed by [email protected] on 1/24/2022 12:53 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

For 140 years, Children’s Home of Stockton has provided at-risk youth an opportunity for a productive life through treatment and education in a safe, nurturing environment.

Income Limits Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 140
140
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 78 35
Black/African American 56 2
Asian 3 0
Am. Indian/Alaskan Native 2 0
Native Hawaiian/Other Pacific Islander 1 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 0 0
140 37
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 0
Female Headed Households 0
Seniors 0
Youth 140
Homeless 0
Attachment A
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140
Attachment A
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E. Project Funds
Completed by [email protected] on 1/24/2022 1:30 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

E.1. If you are submitting more than one application for Stockton funding, enter the numerical ranking of the priority of this proposal and the total number of proposals your agency is submitting for the coming fiscal year. 1 of 2
E.2. Please indicate if this application is a request for one-time funding and/or “seed” funding. If not applicable, state “N/A.
one-time funding
E.3. If you are applying for additional funds for a current program/project, provide a status update on the existing funds and when funds will be fully spent. Please list all CDBG and ESG funds received within the last 3 years including funding amount and their status.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
N/A N/A $0.00 N/A $0.00
FY2017/18
ESG
N/A N/A $0.00 N/A $0.00
FY2018/19
CDBG
N/A N/A $0.00 N/A $0.00
FY2018/19
ESG
N/A N/A $0.00 N/A $0.00
FY2019/20
CDBG
Purchase of
CHS Cafeteria
Tables/Stools
City $22,497.36 Complete $0.00
FY2019/20
ESG
N/A N/A $0.00 N/A $0.00
FY2020/21
CDBG
N/A N/A $0.00 N/A $0.00
FY2020/21 ESG Catalyst
Program
City $1,500,000.00 Underway $1,416,011.00
FY2021/22
CDBG
N/A N/A $0.00 N/A $0.00
FY2021/22 ESG Catalyst
Program
City $1,500,000.00 Underway $819,544.00
Attachment A
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E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

The City of Stockton funded 1.5 million from ESG/CV funding for our Catalyst Program from April 1, 2021, until September 30, 2022. This is an 18-month grant contract. The current City of Stockton contract is attached. We do not have any committed funding sources after September 30, 2022, but will continue to pursue funding and secure donations to support our Catalyst Program. We are applying for the City of Stockton’s ESG funding along with a San Joaquin County CDBG grant funding request for our Catalyst Program.

Private grants and fundraising efforts such as special events and campaigns help to supplement public funding for Catalyst. CHS will apply annually for public and private funding to support Catalyst. However, funding from government sources can fluctuate greatly and be unreliable from year-to-year, pending the federal and state budgets.

The pandemic has resulted in an increased demand for services and the opening of Catalyst has provided immediate shelter and safety for 18 homeless youth. Any loss of funding could affect the core operations for Catalysts, and downsizing the program could be a possibility, leaving at-risk youth homeless and without supportive services. All three Catalyst homes operate 24-hour programs requiring round-the-clock staffing. Over the past year, Catalyst has been operating at capacity. If funded for less than the requested amount, the agency will seek out additional streams of public and private funds to help offset the funding deficit. However, Children’s Home of Stockton may be forced to reduce beds and services at Catalyst. Catalyst (and the safety and services they provide) are often the only thing standing between youth and homelessness. Children’s Home of Stockton Catalyst Program is a necessary resource for the health and safety of homeless youth.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

Children’s Home of Stockton’s Catalyst Program serves homeless youth who are identified and referred from within the City of Stockton. Catalyst will accept you who are from the City of Stockton or from San Joaquin County. A Referral Committee was created to introduce this new resource to the community and help to refer Transition Age Youth to the Catalyst program. The committee is made up of local community-based organizations who serve the Transition Age Youth (TAY) experiencing homelessness in the City of Stockton, law enforcement, city and county departments, system providers, school liaisons to name a few. In addition, we work with local businesses and employment development programs to find employment in Stockton for our youth.

Since the opening of Catalyst, it is the largest housing program for homeless youth in the City of Stockton with 18 beds. Only one other program exists for this specific population with eight beds.

E.7. How does (will)your organization verify income eligibility of your clients? Area Benefit Project service area has been identified and determined to be statistically low-income based on the 2010 Census. If you use this method, provide all Census Tracts and Block Groups served by your project and a calculation of the low-income percentage. Please utilize the following web application to confirm eligibility . Area Attachment A
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benefit applicants are required to confirm block groups/census tracts are eligible. Map depicting area with low/mod % is required with this application.

No
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents Yes
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents No
Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

Yes
Our Catalyst Program serves Transition Age Youth ages 18-24 who have a need of Transitional Housing and are of extremely low-income. Without our programs, these clients would be homeless on the street or at-risk of becoming homeless.

Homeless youth: During the 2021/2022 fiscal year, Children’s Home of Stockton will have served 18 individuals in Catalyst first year of opening the program for homeless youth. Every current Catalyst participant knows at least one homeless youth who is not receiving services, and a waiting list exists at any given time. Homeless youth are often “invisible” to the official entities that track such data and, until recently, no count of homeless youth in the county has been available. The Federal No Child Left Behind Act now requires that schools report the number of homeless students enrolled. In the 2019/2020 school year, San Joaquin County Office of Education reported a total of 2,648 homeless youth enrolled in their schools. It is estimated that there are at least 150 youth on the streets in San Joaquin County every night. Homeless youth have often run away from home due to abuse or neglect, and they are at high risk for substance abuse, poor physical and mental health, sexual abuse and assault, physical abuse and unsafe sexual practices.

Most youth staying at Catalyst have no income, or income from low-income households. Many have run away from home because they were abused or neglected, and many have victimized or forced into prostitution on the streets. At Catalyst, they find a safe place and have their basic and unique needs met. As they learn that there are adults they can trust and they receive supportive services, they begin to see their own potential and have hope for their futures.

Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

Yes
Attachment A
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Catalyst participants self-refer or are referred through community partnerships who work with the extremely low- income, at-risk, and homeless Transition Age Youth in our community. We enter data in the Homeless Management Information System (HMIS) which documents their participation in the program and tracks them within the community. In addition, we are members of the Community Care Network (CCN) of San Joaquin County for referrals.

CCN is designed to help address the 80% of non-clinical factors impacting individual’s health. CCN is a product of United Way of San Joaquin County, 211, and Dignity Health who are working on a community-wide technological solution initiative to help address the social determinants of health that are greatly impacting individual’s ability to live their best lives.

E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

CHS intends to use the City of Stockton CDBG/ESG funds to fund a portion of the Catalyst Program. In 2021, Children’s Home of Stockton, in collaboration with United Way of San Joaquin County, and funding provided by the City of Stockton, opened Catalyst, a 12-bed Transitional Housing Program for homeless Transition Age Youth (TAY) ages 18-

24. The purpose is to provide supportive housing, workforce development, mental health services, case management, education, and resources to other services. The goal is to help prevent youth homelessness and establish self- sufficiency and find permanent housing for Participants as they exit Catalyst. Providing a supportive safe place for our TAY participants allows them to focus on continuing their education or finding employment rather than surviving the streets and being vulnerable to risky and dangerous situations. This funding will be applied to sustain our Catalyst Program, which now has the capacity to serve 18 Transition Age Youth concurrently.

Catalyst fills a critical need in our community help prevent and end youth homelessness. It meets the shelter and service needs of Transition Age Youth who are required by circumstance to live on their own. Many have aged out of the foster care system and are still in need of support including a safe place to live with basic needs met so they can focus on their mental health, employment, or education. Many of our Transition Age Youth have experienced childhood trauma, homelessness, couch surfing, or living in their car. They have endured lack of family support, basic needs for survival, food insecurity and community connection. Many are high school dropouts and without this opportunity they are at risk for continuing the cycle of poverty and crime. Often this age group of 18-24 doesn’t qualify for other shelter or housing services. Before the opening of Catalyst, there were only eight beds for homeless youth in the City of Stockton.

Catalyst gives its participants safe and stable accommodations in a family-style setting while surrounding them with the services they need to achieve independence. Transition Age Youth participants take charge of their case management and transition planning in conjunction to being provided access to services, which are facilitated by dedicated staff including the following: Youth Services Director, TAY Coordinators, TAY Clinicians, TAY Coaches, and TAY Outreach Workers. In addition, referrals and contacts for youth are made to agencies that CHS has formal and informal partnerships with throughout the community. CHS operates in a culturally sensitive, trauma informed environment with case management, mental health, vocational and educational services tailored to each participant’s individual needs, strengths, and growth opportunities.

Catalyst uses a Positive Youth Development and a Trauma-Informed approach, in conjunction with Evidence-Based Practices to increase youth safety, well-being and self-sufficiency. With the support of Catalyst staff, TAY participants can build permanent connections with caring adults and build strong ties to their community. Youth play a key role in program planning and work in partnership with staff.

Transition Age Youth participants have opportunities for meaningful community involvement activities as well as Attachment A
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support in setting and achieving educational and employment goals. Youth can make positive developmental progress as a result of life skills training, counseling support, and the availability of appropriate services. The TAY Coordinators, TAY Coaches, and TAY Outreach Workers work collaboratively with TAY participants to develop comprehensive written transition plans, enabling youth to successfully exit the shelter and achieve safety and stability. Aftercare services ensure follow-up and ongoing support to help youth maintain independence up to six months after they leave the Catalyst Program. Transition Age Youth participants can stay in the Catalyst Program as long as they need to achieve their personal goals within their individual timelines established upon intake. The end goal is to reduce the percentage of Transition Age Youth who are homeless in the City of Stockton. That is why funding from City of Stockton is so imperative.

We collaborate with community organizations and local employers to assist our Transition Age Youth with finding steady employment. One example of this, is the relationship we have with Food-4-Less, which has become a direct pipeline for our Catalyst TAY participants who need employment.

E.9. Select the common indicator that your agency will use to track clients.

The primary unit of service is hours of case management for the services provided. Our performance indicators are as follows:

1. Percentage of TAY participants served.

2. Percentage of TAY participants receiving Transition Planning and needed Aftercare services.

3. Percentage of TAY participants transitioning to stable and permanent living situations.

4. Percentage of TAY participants who demonstrate improvement in basic life skills and increased self-sufficiency and independence.

Catalyst TAY Program measures success in many ways just as each Transition Age Youth is unique. For all individuals our goal is to provide safety, transitional housing, and more independence through supportive services and resources.

To that end, we measure the effectiveness of our efforts by:

1. Intake Assessment and Exit Survey. We will conduct an initial Intake Assessment and exit satisfaction surveys with TAY participants. Results are used to affirm and to improve practices and services to our Transition Age Youth.

2. Use of the Transition to Independence Process (TIP) Model. The use of the TIP Model will track the effectiveness of services by measuring the participant’s progress in the program and attainment of individual goals.

3. Positive Audits. Completion of successful audits and site visits through the City of Stockton. Reviews will reflect the Catalyst Program’s ability to provide a safe and motivating environment that meets the differing needs of the Transition Age Youth.

If awarded, we will continue to submit invoices for budgetary items along with required data into the Homeless Attachment A
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Management Information System (HMIS) for services of case management. All our key program staff have been trained and are experienced in tracking the program and submitting what is necessary.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 18
Households 0
Other 0
18 E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

Children’s Home of Stockton collaborates with other local nonprofits, government entities, medical facilities, law enforcement agencies, service clubs and the business community to conduct outreach, raise awareness, and let those in need know about the services the agency offers. Information about CHS’ services is advertised through print materials handed out at events and distributed in the community, on the agency’s website, in press releases, and radio PSAs.

CHS continues to work to provide trauma informed, culturally sensitive services that are responsive to the growing need of the county’s diverse population.

Catalyst provides housing and supportive services to 18 homeless youth concurrently. Our Catalyst Program is staffed round-the-clock and operates 24 hours a day, 7 days a week, 365 days a year. Catalyst will provide basic necessities, specific services tailored to homeless transition age youth, and case management or exit planning to help participants reach their goals.

Besides providing transitional housing to at least 18 youth aged 18 to 24, Catalyst provides food, clothing and basic necessities; individual therapy, life skills training, vocational learning opportunities, and support groups. Catalyst helps youth work toward their educational goals and secure employment and permanent housing. Clinicians work with youth to identify barriers in their lives and overcome past trauma. TAY Coaches work with youth to take steps toward independence and prepare to exit Catalyst and become self-sufficient.

United Way of San Joaquin County has partnered with Children’s Home of Stockton to assist with the marketing and outreach of the Catalyst Program, which includes assisting CHS in developing ways to showcase the success of the program, highlight TAY participant stories, track outcomes and market the Catalyst Program within the community to increase referrals.

Children’s Home of Stockton created a Catalyst Referral Committee made up of collaborative partners, including the City of Stockton, City of Stockton Police Department, Women’s Center Youth & Family Services, Child Abuse Prevention Council, Delta College, Family Justice Center, Stockton Shelter for the Homeless, and many more, to identify potential Transition Age Youth who are facing homelessness or at risk of becoming homeless. These partners interface on a weekly basis with those in need of shelter and supportive services like the Catalyst Program.

Our Catalyst Program has dedicated TAY Outreach Workers who provide “boots on the ground” work and outreach to those Transition Age Youth ages 18-24 in Stockton who need our program. They collaborate with other community agencies to find information about how TAY homeless youth can be referred to Catalyst.

Attachment A
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In addition, Children’s Home of Stockton as a non-profit organization does outreach to the community in several ways. We mail annual campaign letters, an impact report, and holiday cards each year to a donor base of over 8,000 community members. Also, CHS has a website and utilizes social media platforms to bring awareness to its programs and services. Our in-person large community tours are on hiatus due to COVID-19, but we do offer virtual tours.

Attachment A
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F. Project Impact
Completed by [email protected] on 1/24/2022 12:54 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 18
18 F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 10 5
Black/African American 5 0
Asian 0 0
Am. Indian/Alaskan Native 0 0
Native Hawaiian/Other Pacific Islander 1 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 2 0
18 F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 0
Female Headed Households 0
Seniors 0
Youth 0
Homeless 18
18 Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
145 52 145
2020-2021 (Anticipated) 140 34 140
2021-2022 158 52 158
443 138 443
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

CHS would continue to sustain operations and services for its Catalyst Program which includes providing shelter and supportive services for up to 18 Transition Age Youth age 18-24 who would otherwise be homeless or at-risk of homelessness. Catalyst offers supportive housing, workforce development, job readiness, mental health services, case management, education, and resources to other services so TAY homeless youth can achieve self-sufficiency and permanent housing.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

Children’s Home of Stockton is celebrating its 140th anniversary. CHS has been in existence since 1882. It is the largest licensed Short-Term Residential Therapeutic Program in San Joaquin County, that has been serving at-risk foster youth in San Joaquin County and throughout California. We have remained strong in our mission to provide the highest quality of care to serve the needs of a vulnerable population of youth in our community.

When our Short-Term Residential Therapeutic Program youth leave CHS, we ensure they have a Transition Aftercare plan in place and provide supportive services for our youth and their families for up to six months after they leave our care. But for many high-risk foster youth who age out of the system at age 18, that is not the case. Our Catalyst Program is needed because it addresses San Joaquin County’s growing housing crisis and barriers regarding homeless youth that has only been exacerbated by COVID-19. We formed the Catalyst Referral Committee with local community organizations who serve the TAY homeless population and see a direct need for our program. It serves as a direct way to provide outreach and identify TAY participants who are eligible for our Catalyst Program.

Homelessness in San Joaquin County is an ever-present challenge. According to the 2020 San Joaquin County’s Strategic Plan and the Continuum of Care’s (CoC) Point-in-Time (PIT) Count, from 2015 to 2019, the number of people identified as experiencing homelessness has increased dramatically. It has grown from 1,708 to 2,631 individuals, an increase of 56%. It found that 5.6% of people experiencing homelessness were Transition Age Youth (TAY) between the ages of 18 and 24 years (148 out of 2,631). According to the San Joaquin Continuum of Care, 2019 Homeless Census and Survey, Data Dashboard, the number of people who are experiencing unsheltered homelessness is highest in Stockton (921 individuals). This is not surprising given that Stockton is the largest city in the county and is also the hub for many of the services available in San Joaquin.

The PIT Count may also be an underrepresentation of the young adults facing homelessness. In 2018, San Joaquin County’s Homeless Management Information System (HMIS) tracked a total of 1,000 homeless individuals 18 to 24 Attachment A
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years old who were provided services. This proves there aren’t enough shelters or beds to accommodate the need.

We opened our Catalyst Program because of the significant need for Transition Age Youth within the community to have continued support which includes immediate housing, case management, counseling, mental health services, life skills training, workforce development, assistance with workforce development, job search and preparation, assistance with continued education, and referrals to substance abuse treatment, or other necessary programs. We understand that in addition to safe housing, Transition Age Youth with extensive histories of homelessness often require comprehensive service engagement and relationship-building with supportive staff to establish a foundation of trust and rapport so they can successfully exit homelessness permanently. Our hope for every Transition Age Youth participant is to establish self-sufficiency and permanent housing as they leave the Catalyst Program.

Attachment A
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G. Project Narrative
Completed by [email protected] on 1/24/2022 10:25 AM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.1. How would you characterize your program/project based on the continuum of approaches to housing and public service needs listed below: (Select Top Three)
 PREVENTION - Helps prevent a problem before it emerges  EARLY INTERVENTION - Addresses a problem in its early manifestation to keep it from becoming worse  TRANSITION - Helps move clients toward a better situation, lower level of need, etc.  MAINTENANCE - Helps to ensure that clients do not decline, etc.  SELF-SUFFICIENCY - Helps move clients toward a situation in which they will no longer need the program or service
 STABILIZATION - Helps clients attain stability so that they can work toward a better situation G.2. Describe in detail how the program/project will address each of the 3 housing and public service needs selected above (i.e. how it specifically addresses prevention/early intervention etc.) CHS opened its Catalyst Program, a Transitional Housing Program for homeless Transition Age Youth (TAY). We are addressing the homeless crisis for these young adults by preventing them from living on the streets without easy access to services where they remain at-risk of suffering additional trauma, substance abuse, human trafficking, mental health crisis, becoming victims of crime, and poverty in addition to physical health risks.

The Catalyst Program will provide shelter and supportive services for up to 18 Transition Age Youth who are accepted into the program. The purpose of our Catalyst Program is to provide supportive housing with constant staff support, workforce development, mental health services, case management, education, job training, and linkages to other services for unsheltered Transition Age Youth ages 18-24 years old, experiencing homelessness or at-risk of becoming homeless.

By identifying the needs of our at-risk youth and Transition Age Youth participants and offering them direct services or referrals to direct services within our community we are providing early intervention. Our Catalyst Program houses and assists Transition Age Youth ages 18-24 experiencing homelessness or at-risk of becoming homeless. Through early intervention services we are transitioning clients toward a better living situation and providing housing, preventing homelessness, and helping them to build a solid foundation so they can progress to living independently and become self-sufficient.

Our proposed project includes continuing our services and placement for our TAY population in our Catalyst Program.

This program has been in existence since April 2021. There is no implementation time if we receive funding from the City of Stockton. We would begin our grant year on July 1, 2022, and funding would end on June 30, 2023. There are staff on-site to support the TAY participants including a Youth Services Director, TAY Coordinators, TAY Clinicians, TAY Coaches, TAY Outreach Workers. Maximum amount of time a Transition Age Youth could spend in the Catalyst Program is 12 months or by their 25th birthday, whichever occurs first.

Catalyst participants reside in fully furnished 3-bedroom houses (2 per room) which includes a laundry room, two bathrooms, large communal areas, and a secure parking lot. We employ a Resource Officer for security purposes.

Participants are provided food, clothing, hygiene items, have access to computer stations with printers and Wi-Fi, access to an on-campus gym, pool, and community activities. The program services include life skills, mental health counseling, educational assistance, career assistance, and transportation assistance.

We accept referrals from those participants who either self-refer or a who are referred by another organization.

Participants must complete an application and within 24-48 hours our staff will contact the potential TAY participant to set up a time to interview them. During their interview staff will assess the TAY participant to see if the Catalyst Program would be a good fit for them. There is limited space and applications are accepted on a rolling basis. We currently have a waitlist.

The case management they receive includes goal setting in all areas of employment, housing/living situation, education, community involvement/social skills, personal effectiveness/health and wellbeing, and finally, emotional and behavioral wellbeing. We follow an evidence-based model called the Transition to Independence Process (TIP) model which includes future planning based on individual strengths, needs, and goals. Case management begins when they enter the program and receive constant staff support in the home. Strengths, needs, and goals are assessed and updated weekly during case management with their respective TAY Coaches. They learn basic living skills, participate in daily chores, food shopping, financial literacy, and individual/group therapy as they cohabitate with their peers in the house.

Again, Transition Age Youth participants can stay in the Catalyst Program as long as they need to achieve their personal goals within their individual timelines established upon intake. As each TAY participant reaches their goals, they will acquire what is needed to graduate the program successfully. Once their goals are completely met and they are ready to transition, they will receive assistance with Transitional needs for up to six months.

Project Activity or Program
Service #
Describe the Deliverable
1 see above
G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

CHS has been in existence for 140 years serving at-risk youth. It has a sterling reputation and continues to grow in service provisions to meet the needs presented by an ever-changing population.

We are proud of our accomplishments as the largest 34-bed STRTP in Stockton, licensed by the State of California Department of Social Services, and nationally accredited by the Council on Accreditation. In January 2019, CHS was certified by the San Joaquin County Behavioral Health Services as a Medi-Cal Provider offering Specialty Mental Health Attachment A
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Services. We have a highly successful Transition Aftercare program that ensures our youth and their families’ individual needs are addressed and that they have a successful transition out of the foster care system.

In 2021, we initiated our HOPE (Healing, Overcoming & Providing Empowerment) Program which provides outreach and coordinated supportive services to foster youth ages 12-18 years old who are identified as Commercial Sexual Exploitation of Children (CSEC) or who are at risk of being trafficked. This program specifically addresses the needs of the upward trending population of CSEC youth we serve and ensure safety and resources while in our care. We can address the high risk needs of this population of youth, by creating a stronger infrastructure of supportive services for our CSEC population.

Our latest accomplishment of 2021 was the creation an implementation of our Catalyst Program which is a partnership with United Way of San Joaquin County and funding provided by the City of Stockton. We were able to staff our Catalyst Program with employees who have longevity working at Children’s Home of Stockton and expertise in working with this population of at-risk individuals. Our staff are Trauma-Informed and provide culturally sensitive care.

Our program leadership team includes a seasoned Youth Services Director with over 13 years of experience working with the at-risk homeless youth population in areas of prevention education and Transition Aftercare support. This is followed by a TAY Transition Coordinator with over 30 years’ experience working with at-risk homeless and foster youth. (We are currently recruiting a second TAY Coordinator.) Our TAY Clinicians combined have over 35 years of experience in providing services to at-risk youth, homeless youth, and foster youth. Our TAY Coaches and Outreach workers have worked within the community and with the at a-risk homeless population for multiple years. All our Catalyst Staff are caring and dedicated advocates for the clients we serve.

Currently, we don’t have any Federal Grants but manage several private and public grants for our programs and services including a San Joaquin County Non-Government County General grant for our Transition Aftercare Program, a City of Stockton HHAP 1 grant and San Joaquin County HHAP 2 grant for our HOPE Program, a San Joaquin County Behavioral Health Services grant to provide Specialty Mental Health Services and City of Stockton’s ESG/CV funding for our Catalyst Program. We serve up to 140 youth per year who reside in our STRTP and up to 18 TAY participants in our Catalyst Program. We employ 87 staff (and growing) and operate on a $8.6 million dollar budget. We have the capacity to continue implementation of this existing program, provide timely quarterly reporting and ensuring the funds will be spent appropriately.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
Our Catalyst Program has been in existence since April 2021 and services have been ongoing. There is no start-up time required. Continuation of this program is facilitated by a Youth Services Director, who oversees the program, TAY Coordinators who provide day-to day house and program supervision, TAY Clinicians who provide clinical services, TAY Coaches who provide mentorship and case management to Transition Age Youth participants, and TAY Outreach Workers, who assist the TAY Coaches but also facilitate marketing and outreach efforts throughout the community.

Our Transition Age Youth participants have full access to each service as part of their stay.

In addition, we have support from United Way of San Joaquin County who helps to disseminate information throughout the community regarding services for Catalyst and how potential participants can gain access to our programs and services. Finally, the Catalyst Referral Committee actively refers TAY participants within the City of Stockton to the Catalyst Program.

Attachment A
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Project Deliverable # Describe the Deliverable
1 see above
G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? We will measure the effectiveness of our Catalyst Program by the number of TAY participants we are able to provide critical services to and continue to provide Transitional Housing services for. Their success will be measured by tracking the Transition Age Youth’s progress and achievement of their transitional goals. We also look at how they achieve independence and transition to more permanent housing when they leave. Finally, we measure the basic life skills that they improve upon or obtain while in our program. We track their data in the Homeless Management Information System (HMIS) and submit quarterly reports to the City of Stockton. We have attached the Scope of Work to this application explaining the objectives, activities, outputs, outcomes, and impact we expect to track for the Catalyst Program and its TAY participants.

We document their success stories through our social media, marketing pieces, Impact Reports, and website. The results we expect to achieve are to continue operations as we always have and provide needed services for our TAY participants so that each one can succeed in becoming self-sufficient, find permanent housing, and establish employment before they transition out of our Catalyst Program.

Deliverable # Task that Support Deliverable
1 see above
G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
The Transition Age Youth we serve in our Catalyst Program are 18-24, homeless or at-risk of homelessness, and in need of services where they will receive job preparation, assistance with enrolling into college or trade school, strength-based planning services, learn independent living skills, group therapy, mentorship, and guidance in achieving goals for becoming more independent adults and transitioning to more stable living situations. To be eligible for our program they must be 18-24 and experiencing homelessness or at-risk of becoming homeless. They may self- refer or be referred by another agency. We interview applicants to become familiar with their situation and to decide whether the Catalyst Program is the right fit for them.

Based on the San Joaquin County Continuum of Care and Point-in-Time Count regarding homeless youth and young adults, there are very limited resources within the City of Stockton. We are the largest Transition Age Youth (TAY) shelter in the city. In addition to Catalyst (18 bed capacity), only one other provider offers eight beds to homeless TAY youth in the City of Stockton.

Our Catalyst Transitional Housing Program serves male, female, transgender, and LGBTQ TAY clients, ages 18-24. Most places that offer services and shelter for the TAY population are limited to age 21. Our TAY participants have access to a Youth Services Program Director, TAY Coordinators, TAY Clinicians, TAY Coaches, TAY Outreach Workers, and a Resource Officer for safety. They are provided supportive services, vocational opportunities, and referrals for outside Attachment A
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community resources.

Catalyst is a partnership with the City of Stockton and United Way of San Joaquin County. The list of agencies that we collaborate and partner with on our Catalyst Referral Committee are the following: City of Stockton Police Department, San Joaquin County Family Justice Center, Child Abuse Prevention Council, Parents-by-Choice, San Joaquin Pride Center, Without Permission, Community Partnership for Families of San Joaquin, San Joaquin County Office of Education, Women’s Center-Youth & Family Services, Housing Authority County of San Joaquin, and many more. In addition, these organizations have been oriented and have agreed to be a source of referrals for outside services.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

Children’s Home of Stockton is committed to maintaining funding and staffing in order to sustain its critical services and shelters for homeless youth in the City of Stockton. In addition to annual renewal applications for local government funding, the agency is aggressively seeking out new funding sources to sustain and grow community support for Catalyst. The agency has been successful in securing new private funding sources to better diversify its funding streams.

Additional funds will be raised through private and public grants and charitable donations. Every year, we research and apply to multiple grants to sustain our vital programs and services. Every Fall, CHS initiates a Major Gifts Campaign to raise awareness and unrestricted funds. CHS continues to seek out new funding sources, form strategic partnerships, and build its endowments to sustain the agency’s annual operating budget to support and grow its services throughout the county.

CHS will continue to look to local businesses, civic groups, and service organizations to help to build a strong foundation to sustain the agency long-term.

There is no conflict of interest.

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H. ESG
Completed by [email protected] on 1/21/2022 5:32 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:

H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

During the pandemic, the Catalyst Program provided 18 homeless Transition Age Youth a safe, warm, and clean place to live, instead of on the streets or at a crowded shelter where they would be more likely to be exposed to COVID-19.

We follow safety protocols including promoting and incentivizing vaccinations, sanitizing our houses, requiring all TAY participants and staff to wear masks, social distancing, and providing COVID-19 testing. Our TAY participants safety is the highest priority. In the event of an outbreak, we have a COVID-19 Emergency Response Plan in place to minimize exposure and prevent the spread of COVID-19 amongst the TAY participants and staff. In addition, we provide clean water, healthy food, clothes, and hygiene products for all our Transition Age Youth. If they need medical care, we assist them with finding that care along with transportation to any medical office.

No
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I. Public Facility Project
Completed by [email protected] on 1/24/2022 11:38 AM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

N/A
I.4. Does the agency own or lease the property where the project will occur? Who is the legal property owner? If you are leasing, please provide a copy of the lease in the required documents section. If you do not have site control, describe your site control plan.

We lease the property where we utilize three houses for our Catalyst Program. The Children's Home of Stockton Foundation owns the property. The lease is attached.

I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

N/A
I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

N/A
I.7. Has a market study, property needs assessment and/or other evaluation that identifies the need for the proposed project been completed? If so, describe and upload the project reports and schedule). If no reports have been completed, explain how you plan to proceed.

N/A
I.8. When will construction start and end? Provide a timeline with all critical milestones.

N/A
I.9. Is this project a multi-phased activity?
No
I.10. Will this project require implementation of Davis-Bacon/Fair Labor Standard Act requirements? Note: Please contact staff immediately if you have questions regarding Davis-Bacon requirement or for more informationclick Attachment A
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here.

No
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Catalyst is an existing program and officially opened in April 2021.

I.12. For Economic Development activities only. Indicate the number of full-time and part-time jobs you expect to be created and retain, if your application is funded. Also indicate number of jobs likely to be filled by a low-income person:

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
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J. Policy Consistency
Completed by [email protected] on 1/21/2022 5:36 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

CHS created the Catalyst Referral Committee made up of numerous community organizations within Stockton and San Joaquin County to remove that barrier. We continue to expand participation within the committee to increase our referrals and accept new Transition Age Youth experiencing homelessness or at risk of becoming homeless within our program. Another way we address this barrier is through our TAY Outreach Workers who continue to provide educational and informational presentations throughout the community. CHS’ CEO is the founder and Chair of the San Joaquin County Human Trafficking Task Force which consists of over 40 government and non-government organizations that work rescue, protect, and restore youth involved in human trafficking. CHS is also a member of the Youth Action Committee who is made up of various community-based organizations who serve the target demographic of Transition Age Youth experiencing homelessness or at risk of homelessness.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients We are located by RTD bus stations, and we will provide bus passes, Uber transports, or bicycles. If there is a TAY participant in need of immediate transportation, we will do so in our CHS vehicles to remove any existing barriers for our clients. If needed, we also have funds available to assist our TAY participants with car payments, repairs, insurance, etc.

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 Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/24/2022 2:37 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
CHS Catalyst Program Budget (CDBG).pdf
 Organization Operational Budgets *Required
CHS Operational Budget FY 2021-2022.pdf
CHS Operational Budget FY 2022-2023.pdf
 Organization Financial Statements *Required
CHS Audit 2021.pdf
 Tax Status *Required
CHS_IRS_Determination_Letter.pdf
 Board of Directors Roster *Required
CHS Board Roster 2021-2022.pdf
 Articles of Incorporation/Bylaws *Required
CHS Restated Articles of Incorporation.pdf
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CHS Bylaws.pdf
 Conflict of Interest Statement *Required
CHS Conflict of Interest Policy-Employees.pdf
 Organization chart *Required
CHS Organization Chart 2022.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required CHS Board Authorization.pdf
 Business License Number *Required
CHS Business License 2021.pdf
CHS Business License Statement 2022.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required CHS Liability & Workers Comp Insurance.pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required CHS-EEO, AA, & Conflict Resolution Personnel Policy.pdf  Use Permit/State License (as applicable)
CHS Use Permit-State License Statement.pdf
 Rental or Lease agreement
CHS-Fdn_Lease.pdf
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 Evidence of Site Control
CHS Deed.pdf
 SAM.gov - screen shot of sam.gov registration *Required SAM Statement for Grants.pdf
CHS SAM Screenshot 2022.jpg
 Key Program Staff Resume *Required
Youth Services Director Resume-L.J..pdf
TAY Clinician Resume-M.G..pdf
TAY Clinician Resume-D.S..pdf
TAY Coordinator Resume-D.G..pdf
 Title Report
CHS Title Report Statement.pdf
 Optional Documents
Catalyst TAY Program Scope of Work.pdf
City ESG-CV -Children's Home-United Way-Catalyst Program Contract.pdf Catalyst_TAY_Participant_Policy_and_Procedures.pdf
Catalyst_TAY_Staff_Policy_and_Procedures.pdf
Catalyst_TAY_Intake_Form.pdf
Attachment A
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Submit
Completed by [email protected] on 1/24/2022 3:02 PM
Case Id: 48587
Name: Children's Home of Stockton - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Joelle Gomez
Title
Chief Executive Officer
Date
01/24/2022
Signature
Joelle Gomez
Electronically signed by [email protected] on 1/24/2022 11:39 AM Please download and upload the Certification page here.  Certification Page *Required
CHS Signed City Certification.pdf
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Program Overview
Completed by [email protected] on 12/29/2021 8:12 AM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

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 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

Attachment A
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A. Eligibility
Completed by [email protected] on 12/29/2021 8:13 AM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

If using ESG funds
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B. Contact Information
Completed by [email protected] on 12/29/2021 8:20 AM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Central Valley Low-Income Housing Corporation
B.2. Mailing Address
2431 W. March Lane #350 Stockton, CA, CA 95207

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Jon
B.4. Last Name
Mendelson
B.5. Email
[email protected]
B.6. Phone Number
(209) 472-7200

POINT OF CONTACT INFORMATION
B.7. First Name
Jon
B.8. Last Name
Mendelson
B.9. Email
[email protected]
B.10. Phone
(209) 472-7200

ORGANIZATION CONTACT INFORMATION
B.11. Website
http:\\cvlihc.org
B.12. DUNS Number
158,901,178
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B.13. EIN Number
680,256,280
B.14. Business License Number and Expiration Date
2100102851 12/31/2021
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
29 B.17. Number of Volunteers
0 Attachment A
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C. Funding Request
Completed by [email protected] on 12/29/2021 8:22 AM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
CoS ESG RRH-HP 2022-23
C.2. Project Site Location
2431 W. March Lane #350 Stockton, CA, CA 95207
C.3. Funding Requested in this application
$116,000.00
C.4. Other funds already secured for the project
$0.00
C.5. Total Cost to Complete Project
$255,000.00
C.6. Other funds not yet secured
$139,000.00
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D. Organization Information
Completed by [email protected] on 12/31/2021 1:43 PM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

Central Valley Low Income Housing Corporation provides affordable permanent housing and support services to homeless individuals and families living in San Joaquin County, with core competencies of improving quality of life, reaffirming personal dignity, and enabling self-sufficiency.

Income Limits Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 346
Extremely Low Income (Less than 30%) 849
1,195
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 537 325
Black/African American 514 19
Asian 38 3
Am. Indian/Alaskan Native 13 8
Native Hawaiian/Other Pacific Islander 6 1
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 87 49
1,195 405
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 308
Female Headed Households 378
Seniors 149
Youth 568
Homeless 1,195
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E. Project Funds
Completed by [email protected] on 1/20/2022 2:48 PM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
n/a $0.00 $0.00
FY2017/18
ESG
RRH/HP/HMIS/Outreach City, County,
State
$245,221.00 complete $0.00
FY2018/19
CDBG
n/a $0.00 $0.00
FY2018/19
ESG
RRH/HP/HMIS/Outreach City, County,
State
$256,398.00 complete $0.00
FY2019/20
CDBG
n/a $0.00 $0.00
FY2019/20
ESG
RRH, HMIS, Outreach City, County,
State
$247,026.00 complete $0.00
FY2020/21
CDBG
$0.00 $0.00
FY2020/21
ESG
RRH/HP/HMIS/Outreach City, County,
State
$284,130.00 186630 $97,500.00
FY2021/22
CDBG
$0.00 $0.00
FY2021/22
ESG
RRH/HP/HMIS/Outreach City, County,
State
$257,500.00 103980 $153,520.00
Attachment A
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E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

CVLIHC has applied to San Joaquin County for $80,000 in ESG annual award resources toward the same Rapid Re- Housing/Homelessness Prevention project, though that County funding will be used to exclusively serve residents who live outside Stockton City Limits. CVLIHC will also apply to San Joaquin County for at least $59,000 in ESG annual award resources from the State of California toward the same Rapid Re-Housing/Homelessness Prevention project.

E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds The ability of this project to provide homelessness prevention services to City of Stockton residents is wholly dependent upon the award from this source of funding. If the funding request is not granted, this project will not be able to provide standard rapid re-housing/homelessness prevention services to City of Stockton residents. Should an award be granted by at an amount less than requested, the project would serve fewer households and fewer unduplicated individuals than expected — a reduced award amount would have to be paired with a reduced expectation of performance and effectiveness. A significant reduction in the award amount compared to the request amount could have an exponential impact on services delivered directly to clients. While the utmost effort is made to ensure the majority of grant money is diverted directly to support of clients, services can only be delivered on behalf of clients if staff and organizational infrastructure are adequately supported. This means that significant reductions in the award amount could result in significant reductions in the amount of funds that can be directed to clients.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

ESG funds that are intended to benefit residents of Stockton will only be used to assist persons who can verify Stockton residency. CVLIHC as an agency serves households throughout San Joaquin County. However, CVLIHC operates several projects that are restricted to residents of certain areas within that geography, including projects that are only available to residents of the City of Stockton. These projects include Emergency Solutions Grants funds and emergency COVID-19 related funds. Individuals must verify residency in the City of Stockton before they are eligible for assistance through projects that are restricted to the City of Stockton.

Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents Yes
Attachment A
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Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

Yes
Homeless persons and persons at risk of becoming homeless Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

CVLIHC will provide deposit assistance and rent assistance in accordance with ESG guidelines to help households exit homelessness and avoid homelessness. This includes payment of rent and utility arrears for households seeking homelessness prevention assistance. Payments will be made directly to landlords, property management companies, or appropriate vendors, not directly to households seeking assistance. This reduces potential for fraud and ensures the assistance is used for its intended purpose.

CVLIHC verifies eligibility and need n compliance with ESG regulations. CVLIHC verifies household income through collection of records provided by households seeking assistance, including passports to service (TANF, CalFresh, etc.), check stubs from employment, bank statements, etc. CVLIHC verifies status of homelessness/at imminent risk of homelessness according to standard practices as described by the federal Housing and Urban Development Department, including verification through the Homeless Management Information System, notices to quit/notices of eviction, self-certification, and direct observation by CVLIHC staff.

All data collected and stored physically and digitally. In addition to physical files kept on the CVLIHC premises, CVLIHC utilizes the Homeless Management Information System as its primary database. The HMIS allows CVLIHC to track demographics, homeless status, household characteristics, and other information; detailed, comprehensive reports on clients served are generated directly from this database. The HMIS also enables efficient referral of households seeking assistance through Coordinated Entry.

E.9. Select the common indicator that your agency will use to track clients.

The number of households and individuals provided assistance will be the primary unit of service tracked by this Attachment A
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project. This project is designed to provide direct financial support in order to help households exit homelessness and obtain permanent housing, as well as to help households remain in permanent housing when faced with imminent homelessness. Therefore, it is consistent with the project's design that the number of households provided financial assistance will be the primary unit of service.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 135
Households 50
Other 0
185
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

CVLIHC's engagement and outreach is specifically designed to target households that are homeless, at imminent risk of homelessness, and are low income. CVLIHC has more than 20 years serving these populations, including a significant number of people who are long-term homeless and permanently disabled. CVLIHC engages in direct outreach to homeless service providers and homeless encampments, and embraces a "no wrong door" approach to applying for its assistance. CVLIHC is a participant in the local Coordinated Entry System, 2-1-1, the Homeless Management Information System, and has strong links to emergency shelters and homeless service providers throughout Stockton and San Joaquin County; many of those seeking assistance with housing contact CVLIHC after learning about CVLIHC's services through CES, 2-1-1, or from other service providers. Service providers also refer individuals through CES, the HMIS, and by direct referrals. Individuals also contact CVLIHC through our website at www.cvlihc.org, where individuals can submit an Initial Contact form that helps us delivery timely assistance for eligible households. CVLIHC also employs numerous individuals with personal experience of homelessness or using public assistance, and employs several individuals who speak other languages, including Spanish, Tagalog, and Mandarin
Attachment A
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F. Project Impact
Completed by [email protected] on 12/31/2021 3:00 PM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 75
Extremely Low Income (Less than 30%) 75
150
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 60 33
Black/African American 65 5
Asian 6 0
Am. Indian/Alaskan Native 4 0
Native Hawaiian/Other Pacific Islander 3 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 12 2
150
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 25
Female Headed Households 33
Seniors 27
Youth 57
Homeless 150
292
Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
43 176 176
2020-2021 (Anticipated) 40 150 150
83 326 326
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

This project will provide rent payments, deposit payments, and other payments necessary for households that are literally homeless and at imminent risk of homelessness to obtain permanent housing or remain in permanent housing. Staff will provide wraparound services including case management, navigation, and landlord advocacy in order to help clients remain housed or obtain housing. Payments are made directly to landlords for qualified households, and all housing will meet Housing Quality Standards.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

This project focuses on rapid re-housing and homelessness prevention. These activities directly align with the San Joaquin Community Response to Homelessness Strategic Plan.

The Plan called to create at least 100 more rapid re-housing opportunities than currently provided for, and for an increase of at least 200 homelessness prevention opportunities to be created throughout San Joaquin County. This project proposed by CVLIHC will allow the City of Stockton to keep pace with the amount of assistance made available in prior years, allowing our community to maintain its baseline operations while we strive to increase capacity in keeping with the Strategic Plan.

Maintaining this baseline by funding this project is critical — because since the Plan was adopted by the City of Stockton, the identified need for rapid re-housing and homelessness prevention has only become greater. This need has been driven in large part by the COVID-19 pandemic. As it has worsened, the San Joaquin Continuum of Care has identified an increasing need among local residents for homeless prevention projects/services. This information has been gained through feedback from service providers and direct input from those in need, as well as through data in the Homeless Management Information system.

The position of the SJCoC regarding maintaining and expanding rapid re-housing and homelessness prevention projects is reflected in the Strategic Plan and in further recommendations to the County and the City, and reflects the real crisis that many people face in being unable to maintain or obtain permanent housing without significant intervention. This project provides those intervention resources and will directly allow those impacted households to exit homelessness or avoid homelessness
Attachment A
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G. Project Narrative
Completed by [email protected] on 1/14/2022 1:11 PM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.1. How would you characterize your program/project based on the continuum of approaches to housing and public service needs listed below: (Select Top Three)
 PREVENTION - Helps prevent a problem before it emerges  EARLY INTERVENTION - Addresses a problem in its early manifestation to keep it from becoming worse  TRANSITION - Helps move clients toward a better situation, lower level of need, etc.  MAINTENANCE - Helps to ensure that clients do not decline, etc.  SELF-SUFFICIENCY - Helps move clients toward a situation in which they will no longer need the program or service
 STABILIZATION - Helps clients attain stability so that they can work toward a better situation G.2. Describe in detail how the program/project will address each of the 3 housing and public service needs selected above (i.e. how it specifically addresses prevention/early intervention etc.) This project is designed to address priority components of the San Joaquin CoC Strategic Plan, and fills need gaps identified in the City's Consolidated Plan:
• PREVENTION: The project is designed to prevent homelessness by addressing an urgent need among households that are at risk of homelessness. This project provides assistance for paying for back rent, current rent, or immediate future rent. This targeted investment is often enough to prevent a household from losing their permanent housing, preventing the problem of homelessness.
• EARLY INTERVENTION: The project's focus on rapid re-housing provides assistance to households that can end their homelessness with timely, limited assistance. These households typically have income and personal resiliencies, but do not have the resources to exit homelessness into permanent housing. This project provides deposit support, rent support, and case management to identify the households' barriers and tailoring the assistance provided to meet those needs to the greatest extent possible. By intervening at the early stages of a household's housing crisis, this project is able to reduce the trauma of associated with homelessness. This intervention also leaves more capacity for emergency shelters to provide shelter and services to other households, and improves our system-wide performance when it comes to addressing homelessness.
• SELF-SUFFICIENCY: This project moves clients from a situation in which they need intervention, to a situation in which they no longer need the intervention. CVLIHC's 12+ years experience in administering rapid re-housing and homeless prevention projects has taught us that households often only need brief, one-time intervention in order to overcome a housing crisis. Rapid re-housing is inherently designed to build self-sufficiency, as it is an intervention type that is meant to be short-term in nature as a bridge between needing assistance and not needing assistance.

Homeless prevention is designed similarly as a short-term bridge between a crisis and stability. CVLIHC helps ensure that self-sufficiency following rapid re-housing and homelessness prevention assistance is part of its projects, as a Attachment A
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focus on household sustainability and budgeting is part of the case management services provided to all households that are enrolled in our projects.

The goal is to help households that are homeless quickly exit to permanent housing by providing deposits, tenant- based rental assistance, and case management services or to assist households maintain housing. This project design aligns with priority actions suggested by the San Joaquin CoC Strategic Plan. Rent assistance and other support for households that meet eligibility requirements is provided directly to landlords and appropriate vendors.

Documentation of eligibility and expenditure of funds is maintained in client files. This project will function similarly to the ESG-funded rapid re-housing/homelessness prevention projects that CVLIHC has administered over the past 12 years in the City of Stockton. Four staff are dedicated to CVLIHC’s ESG project components, and have an extensive history assisting households to remain housed and enter housing from homelessness. This staff team is overseen by the CVLIHC management, which has more than 40 combined years’ experience overseeing permanent housing projects. Clients can contact CVLIHC directly, through CES and partner agencies, or via automated assistance tools.

Efforts to identify clients include direct outreach to emergency shelters and other homeless service providers; receipt of referrals from the Coordinated Entry System; referrals from the 2-1-1 system; direct communications with landlords/property managers; by receiving walk-in/phone call self-referrals; and from contacts through the CVLIHC website. CVLIHC also receives referrals via service providers, including mainstream service providers such as the Human Services Agency.

CVLIHC’s office is located at 2431 W. March Lane and is on major bus routes. Regular hours are 9:00 a.m. to 5:00 p.m. , Monday through Friday; extended hours are made available as needed. Clients can also submit applications and paperwork through www.cvlihc.org.

Average assistance usually consists of rental deposits and short term rental assistance, based on the unique household needs. Interaction with clients is sensitive to their schedules. Delivery of checks to landlords and vendors happens as soon as client eligibility is confirmed and all necessary paperwork has been completed according to project standards.

The project will begin serving households as soon as CVLIHC is informed of an award and a sub-recipient contract has been signed. CVLIHC will continue to serve households for the duration of the funding spending window or until funds are exhausted.

Project Activity or Program
Service #
Describe the Deliverable
1 Rapid Re-Housing of homeless households
2 Homelessness Prevention for households at risk of homelessness G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

CVLIHC has successfully administered ESG projects funded through the State, County, and City of Stockton more than 12 years. Since 1999, CVLIHC has managed Permanent Supportive Housing and Transitional Housing/Rapid Re-Housing projects funded through the HUD’s CoC Program Competition; CVLIHC currently manages 7 CoC funded projects.

CVLIHC has also administered Homeless Emergency Aid Program and California Emergency Solutions and Housing projects funded by the State of California and currently partners with Behavioral Health Services to provide housing to Attachment A
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clients. CVLIHC is also the managing partner of Town Center Studios, a Project Homekey partnership with the City of Stockton. CVLIHC has recently implemented ESG-CV rapid re-housing and homelessness prevention projects for the City of Stockton.

CVLIHC is free of findings from any federal or state audit of its practices and finances. CVLIHC staff has significant experience in discharging projects of this type, including the management team, which has more than 40 years experience administering homeless assistance projects with federal and state money.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
Approval of this request will allow for the continuance of a prevention and re-housing program CVLIHC has provided for more than ten years. CVLIHC has an experienced staff team dedicated to providing assistance to Stockton households experiencing homelessness or who are at risk of becoming homeless. Households seeking assistance make contact through the CoC’s "no wrong doors" approach, including 2-1-1, CES, and CVLIHC's website. Households are screened for eligibility based on living situation and income to determine the type and amount of assistance necessary for that household to maintain or obtain housing. CVLIHC staff provide assistance in locating alternate housing as necessary and interact with landlords to assure that housing is safe and decent. Staff contact with clients occurs at regular intervals during and after direct assistance to ensure long-term stability. Staff are also responsible for keeping client files and tracking outcomes through the HMIS.

Project Deliverable # Describe the Deliverable
1 Rapid Re-Housing of homeless households
2 Homelessness Prevention of households at risk of homelessness G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? This project seeks to provide stable permanent housing to all households assisted. CVLIHC expects that at least 90% of the households provided with direct assistance will exit the project to, or retain, permanent housing.

This data will be measured by direct contact with clients and documenting their outcomes. These outcomes will be tracked through the Homeless Management Information System.

Deliverable # Task that Support Deliverable
1 Enrollment of households into RRH project
2 Enrollment of households into HP project
3 Delivery of support to landlords on behalf of clients G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
This project is designed to serve households that are literally homeless or at risk of homelessness as defined by 24 CFR 578. To be eligible, households must meet the criteria for these services as determined by Emergency Solutions Grants regulations as published in the NoFA and in the federal register. This population includes individuals with disabilities, seniors, youth, veterans, and those with other special needs.

Attachment A
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G.8. Briefly explain how this service/activity/project differs from other programs providing similar services in Stockton/San Joaquin County. Also indicate any networking or collaboration which occurs with agencies or programs providing the same or like services AND their role in this specific program/project.

CVLIHC is the sole provider of rapid re-housing and homelessness prevention services funded by annual ESG resources. CVLIHC has provided these services for more than 12 years throughout San Joaquin County.

Collaboration with other agencies providing homelessness prevention is not necessary for the successful implementation of this project. This project is designed to offer complete and effective services on its own, and fits a gap in the local system of homeless support services. However, CVLIHC does ensure this project works in concert with services offered by other agencies. CVLIHC utilizes the Homeless Management Information System as its data system, which aids in avoiding duplication of effort and duplication of benefits. CVLIHC also is part of the San Joaquin Continuum of Care Coordinated Entry System and 2-1-1, and collaborates with service providers that routinely refer households to CVLIHC for homeless prevention and other housing services.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

This project is wholly dependent upon the availability of funding to provide the services envisioned, as the project is sustainable only when funding is available to execute the delivery of deposit, rent, and other direct support. However, this project is able to efficiently sustain its efforts if funded by this request, as CVLIHC staff are already engaged in delivering this project to Stockton residents and will be able to effectively continue this project with funding.

No known conflicts of interest exist.

Attachment A
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H. ESG
Completed by [email protected] on 1/20/2022 9:40 AM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:
0 H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

While this is not an ESG-CV application, homeless prevention and re-housing efforts are critical components in a successful response to COVID-19. Prevention and re-housing help connect households with safe and appropriate living space. Prevention eligibility includes providing help to households living in overcrowded situations, which is a high-risk environment in terms of COVID-19 spread; prevention also ensures households do not end up in other high-risk environments such as congregate shelters and homeless encampments. Re-housing also helps households exit congregate shelters (a high-risk environment) and homeless encampments (an unsanitary high-risk environment) H.3. Will the service to be provided with these funds fill a service gap needed to be addressed? Yes
H.4. Duplication of Benefits: Federal finance assistance was provided to my organization to addresses losses resulting from a federally declared emergency or disaster, and my organization has not received (or would receive, by acting reasonably to obtain available assistance) financial assistance for the same costs from any other source (including insurance) and the total amount of funding received does not exceed the total needs for those costs.

No
Attachment A
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I. Public Facility Project
Completed by [email protected] on 12/29/2021 8:29 AM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

Not applicable
I.4. Does the agency own or lease the property where the project will occur? Who is the legal property owner? If you are leasing, please provide a copy of the lease in the required documents section. If you do not have site control, describe your site control plan.

Not applicable
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

Not applicable
I.7. Has a market study, property needs assessment and/or other evaluation that identifies the need for the proposed project been completed? If so, describe and upload the project reports and schedule). If no reports have been completed, explain how you plan to proceed.

Not applicable
I.8. When will construction start and end? Provide a timeline with all critical milestones.

Not applicable
I.9. Is this project a multi-phased activity?
No
I.10. Will this project require implementation of Davis-Bacon/Fair Labor Standard Act requirements? Note: Please contact staff immediately if you have questions regarding Davis-Bacon requirement or for more informationclick Attachment A
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here.

No
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Not applicable
I.12. For Economic Development activities only. Indicate the number of full-time and part-time jobs you expect to be created and retain, if your application is funded. Also indicate number of jobs likely to be filled by a low-income person:

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 12/29/2021 8:31 AM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

The population served by rapid re-housing and homelessness prevention projects often has barriers to accessing services, including but not limited to transportation, time, and cost. This project addresses those barriers in a strategic fashion. CVLIHC allows and encourages households to apply for and become qualified for services via a web portal (www.cvlihc.org) , which enables households to overcome barriers to transportation; this also enables individuals to access services while avoiding personal trips that might expose individuals to COVID-19. This virtual-remote approach also enables a quicker turnaround time in processing individual requests for assistance, and reduces costs associated with seeking services (such as gas, bus passes, etc.) CVLIHC has also employed individuals with lived experience as homeless and receiving public assistance, and can effectively meet the individual needs of people who are seeking assistance.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients CVLIHC is within one-quarter mile of major bus routes serviced by San Joaquin Rapid Transit District. CVLIHC attempts to
reduce transportation barriers to the population it serves by making it possible to request assistance through a web portal (www.cvlihc.org) or over the phone, and obtain assistance without needing to physically come to the CVLIHC office.

J.4. Identify AT LEAST ONE City of Stockton U.S. Department of Housing and Urban Development (HUD) FY 2020- 2025 Consolidated Goal that relates to your program/project:
 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to Attachment A
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improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap-around services on-site.  Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/20/2022 2:48 PM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
HP-RP budget.xls
 Organization Operational Budgets *Required
2020-21 CVLIHC agency budget.xlsx
 Organization Financial Statements *Required
2020 CVLIHC - Consolidated FS - signed.pdf
 Tax Status *Required
Nonprofit Status - CVLIHC.pdf
 Board of Directors Roster *Required
CVLIHC Board of Directors bios 11-01-2021.docx
Attachment A
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 Articles of Incorporation/Bylaws *Required
Bylaws - CVLIHC - Amended 11-29-21.pdf
 Conflict of Interest Statement *Required
Conflict of Interest - 08-20-2020.doc
 Organization chart *Required
Org chart 2022 - CVLIHC.xlsx
 Board of Directors’ authorization to request CDBG/ESG funding *Required Funding Application Authorization - Resolution 2021-22.pdf  Business License Number *Required
Stockton Business License 2022.pdf
Stockton Business License 2021.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required Insurance Certificate - City of Stockton.PDF
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required Policies and Procedures Handbook -11-10-22.DOC
 Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
**No files uploaded
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 Evidence of Site Control
**No files uploaded
 SAM.gov - screen shot of sam.gov registration *Required SAM screen shot.docx
 Key Program Staff Resume *Required
Ferreira, Raul - resume.pdf
Rosenquist, Jennifer - resume.docx
 Title Report
**No files uploaded
 Optional Documents
**No files uploaded
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Submit
Completed by [email protected] on 1/20/2022 4:15 PM Case Id: 48551
Name: CoS ESG (Fed) 2022-23 - CVLIHC - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Jon Mendelson
Title
Executive Director
Date
01/20/2022
Signature
Jon Mendelson
Electronically signed by [email protected] on 1/20/2022 4:15 PM Please download and upload the Certification page here.  Certification Page *Required
Certification.pdf
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Program Overview
Completed by [email protected] on 1/3/2022 8:48 AM
Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned

Program Overview

Please provide the following information.

Community Development Block Grant (CDBG)
Emergency Solutions Grant (ESG) Program
For Fiscal Year 2022-2023

For more guidance, click here to view the full Application Instructions for Funding for CDBG & ESG

General Information and Application Instructions For Funding

The City of Stockton anticipates receiving federal funds from the U.S. Department of Housing and Urban Development (HUD) to assist low and moderate-income persons, expand economic opportunities, provide decent housing, and/or provide a suitable living environment. As a recipient of Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and Home Investment Partnerships (HOME) funds, the City allocates these funds to different activities to meet priority needs and the specific objectives identified in the City’s Consolidated Plan.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

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• Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

Expand the housing first model to provide permanent housing units with intense wrap-around services on- site.

• Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income levels. Provide homeownership opportunities for low-income first-time buyers.

Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.

• Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons.

• Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure.

• Community Development Needs: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

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A. Eligibility
Completed by [email protected] on 1/3/2022 8:49 AM
Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned

A. Eligibility

Please provide the following information.

1. CDBG National Objective

 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one

If using CDBG funds:

If using ESG funds
Homeless Management Information System (HMIS)

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B. Contact Information
Completed by [email protected] on 1/3/2022 8:55 AM
Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned

B. Contact Information

Please provide the following information.

B.1. Organization Name
Ventral Valley Low Income Housing Corp.

B.2. Mailing Address
2431 W. March Lane #350 Stockton, CA 95207

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Jon

B.4. Last Name
Mendelson

B.5. Email
[email protected]

B.6. Phone Number
(209) 472-7200

POINT OF CONTACT INFORMATION
B.7. First Name
Jon

B.8. Last Name
Mendelson

B.9. Email
[email protected]

B.10. Phone
(209) 472-7200

ORGANIZATION CONTACT INFORMATION
B.11. Website
http:\\cvlihc.org

B.12. DUNS Number
158,901,178
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B.13. EIN Number
680,256,280

B.14. Business License Number and Expiration Date
21-00102851

B.15. Type of Agency
501(c)(3)

B.16. Number of Paid Staff
29 B.17. Number of Volunteers
0 Attachment A
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C. Funding Request
Completed by [email protected] on 1/3/2022 8:58 AM
Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned

C. Funding Request

Please provide the following information.

C.1. Title of Proposed Project
Homeless Management Information System

C.2. Project Site Location
2431 W. March Lane #350 Stockton, CA, CA 95207

C.3. Funding Requested in this application
$14,500.00

C.4. Other funds already secured for the project
$98,540.00

C.5. Total Cost to Complete Project
$138,040.00

C.6. Other funds not yet secured
$25,000.00

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D. Organization Information
Completed by [email protected] on 1/3/2022 9:07 AM
Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned

D. Organization Information

Please provide the following information.

D.1. Please describe your agency’s mission.

Income Limits Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 346
Extremely Low Income (Less than 30%) 849
1,195

D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each race
White 537 325
Black/African American 514 19
Asian 38 3
Am. Indian/Alaskan Native 13 8
Native Hawaiian/Other Pacific Islander 6 1
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 87 49
1,195 405

D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 308
Female Headed Households 278
Seniors 149
Youth 568
Homeless 1,195
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2,498

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E. Project Funds
Completed by [email protected] on 1/20/2022 2:50 PM Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned

E. Project Funds

Please provide the following information.

E.2. Please indicate if this application is a request for one-time funding and/or “seed” funding. If not applicable, state “N/A.

N/A

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
n/a $0.00 $0.00
FY2017/18
ESG
RRH/HP/HMIS/Outreach City, County,
State
$245,221.00 complete $0.00
FY2018/19
CDBG
n/a $0.00 $0.00
FY2018/19
ESG
RRH/HP/HMIS/Outreach City, County,
State
$256,398.00 complete $0.00
FY2019/20
CDBG
n/a $0.00 $0.00
FY2019/20
ESG
RRH/HP/HMIS/Outreach City, County,
State
$247,026.00 complete $0.00
FY2020/21
CDBG
$0.00 $0.00
FY2020/21
ESG
RRH/HP/HMIS/Outreach City, County,
State
$284,130.00 183630 $97,500.00
FY2021/22
CDBG
$0.00 $0.00
FY2021/22
ESG
RRH/HP/HMIS/Outreach City, County,
State
$257,500.00 103980 $153,520.00

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E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

Other sources committed to this project are:

Continuum of Care Project Competition (FY2020 & FY 2021 renewal) Other sources sought for this project are:

San Joaquin County ESG annual allotment
State of California ESG annual allotment to San Joaquin County

E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds This funding is important to CVLIHC's ability to provide services as HMIS Lead Agency for the San Joaquin Continuum of Care and to enable other service providers the ability to participate in the HMIS without cost. This funding allows CVLIHC to provide staff to discharge the duties of the HMIS Lead Agency. This funding also helps underwrite software licenses to organizations that provide housing, shelter, and services to the homeless throughout Stockton and would not be able to participate in the HMIS if they were forced to pay for those software licenses. The total annual cost of providing HMIS software licenses to all homeless service providers, a cost that is currently completely borne by CVLIHC, is around $71,000. If this funding is eliminated or reduced, it would impair the organization's ability to operate as HMIS Lead, and would jeopardize the ability of many homeless service providers to participate in the HMIS which is critical to our community's ability to track and measure the effectiveness of our local response to homelessness.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

CVLIHC provides HMIS services as HMIS Lead Agency throughout San Joaquin County. The majority of time and focus, however, is spent upon agencies and upon individuals in Stockton, as the majority of homeless individuals and homeless service providers in this county are located in Stockton.

E.7. How does (will)your organization verify income eligibility of your clients?

Area Benefit Project service area has been identified and determined to be statistically low-income based on the 2010 Census. If you use this method, provide all Census Tracts and Block Groups served by your project and a calculation of the low-income percentage. Please utilize the following web application to confirm eligibility . Area benefit applicants are required to confirm block groups/census tracts are eligible. Map depicting area with low/mod % is required with this application.

Se
lf Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents

Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents

Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm Attachment A
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workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

Yes

Information is recorded in HMIS for those experiencing homelessness or who may be at risk of experiencing homelessness.

Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

The provider of the software that undergirds the HMIS is named Bitfocus, and charges CVLIHC a $575-per-user annual fee for use of the HMIS software (including license creation). This proposed project will defray that cost for agencies within the City of Stockton; this project will also provide, in part, for continuing local administration to discharge this project and provide support and training to HMIS-participating agencies. This proposed project helps ensure nonprofit and community benefit agencies that use the HMIS are able to do so without incurring a user fee.

E.9. Select the common indicator that your agency will use to track clients.

Persons: unit of measurement for public services/ESG

E.10. Define the primary unit of service (e.g. number of classes provided, hours of case management, number of medical visits, number of meals served, etc.) to be used when tracking this program/project, submitting invoices, etc. Note: Do NOT reiterate the number of clients or number of households served.

The primary units of service in this project are the number of unique persons whose information is entered/used by the number of unique agencies that participate in the HMIS.

In the table below, "Persons" should be interpreted to mean "the number of persons whose information will be tracked via the HMIS"; "Other" should be interpreted to mean "the number of agencies that participate in the HMIS."

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 0
Households 0
Other 0
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E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

All entities receiving funding through ESG, the Continuum of Care, new State funded projects, Department of Health & Human Services, and Department of Veterans Affairs are required to enter data in HMIS. CVLIHC ensures that contact is made with these agencies, and that individuals are identified at those agencies who are primarily responsible for ensuring compliance with HMIS requirements. Those agencies and individuals receive copies of the HMIS Policies and Procedures approved by the San Joaquin Continuum of Care, sign MOUs regarding the proper use of the HMIS, and receive individual training to ensure understanding and ability to use the HMIS. CVLIHC also reaches out through the San Joaquin Continuum of Care general membership meetings, as well as partners with providers of funds such as City of Stockton and San Joaquin County, to ensure mandated agencies are participating in the HMIS.

CVLIHC ensures that accommodations are made for agencies who need such accommodations to properly learn about and utilize the HMIS, including translation services and disability accommodations.

The population tracked by the HMIS includes almost exclusively low-income individuals, as well as many individuals with disabling conditions and who have limited ability to speak English. Delivery of HMIS services to agencies are not impacted by these realities.

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F. Project Impact
Completed by [email protected] on 1/19/2022 11:48 AM Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 2,000
Extremely Low Income (Less than 30%) 9,000
11,000
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 6,000 3,000
Black/African American 4,000 300
Asian 200 25
Am. Indian/Alaskan Native 50 20
Native Hawaiian/Other Pacific Islander 50 20
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 700 250
11,000
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 2,900
Female Headed Households 1,300
Seniors 700
Youth 4,500
Homeless 10,000
19,400
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
0 14,240 9,975
2020-2021 (Anticipated) 0 12,947 9,075
2021-2022 0 15,000 11,000
0 42,187 30,050
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

This proposed project will enable CVLIHC to fully operate a Homeless Management Information System on behalf of the San Joaquin Continuum of Care and homeless service provider agencies throughout the City of Stockton. CVLIHC has been appointed the HMIS Lead Agency by the San Joaquin Continuum of Care to establish and manage the HMIS for the entire area covered by the Continuum of Care, which includes the City of Stockton. CVLIHC is dedicated through this project to provide agencies throughout Stockton the support and resources needed to effectively implement use of the HMIS and provide the community with reliable, accurate data regarding the scope and nature of homelessness in Stockton.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

Both federal and state governments have determined that local Homeless Management Information Systems are the primary vehicle with which data will be gathered and reported regarding homelessness, and local governments in our community have supported these determinations through additional policies.

Each Continuum of Care throughout the nation is required to have a HMIS in place that meets standards established by the federal Department of Housing and Urban Development (HUD) to collect and report data on services provided to households experiencing homelessness. All recipients/sub-recipients of Emergency Solutions Grant (ESG) funds or HUD Continuum of Care (CoC) funds are required by federal law and regulation to enter data into the HMIS as a condition of receiving funds. Recently, the state of California has also made entering data into the HMIS a legal requirement of many communities that receive state funding to address the issue of homelessness.

Furthermore, the Stockton City Council and San Joaquin County Board of Supervisors have formally adopted policies — including the San Joaquin Community Response to Homelessness Strategic Plan — that support the HMIS as the primary local database that will be relied upon when it comes to answering quantitative questions regarding households that are homeless. This aligns with the general desire to base policies regarding homelessness on reliable, accurate data. A fully supported and functioning HMIS is the most wide-reaching, reliable way to gather information on households experiencing homelessness.

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G. Project Narrative
Completed by [email protected] on 1/19/2022 11:12 AM Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.1. How would you characterize your program/project based on the continuum of approaches to housing and public service needs listed below: (Select Top Three)
 PREVENTION - Helps prevent a problem before it emerges  EARLY INTERVENTION - Addresses a problem in its early manifestation to keep it from becoming worse  TRANSITION - Helps move clients toward a better situation, lower level of need, etc.  MAINTENANCE - Helps to ensure that clients do not decline, etc.  SELF-SUFFICIENCY - Helps move clients toward a situation in which they will no longer need the program or service
 STABILIZATION - Helps clients attain stability so that they can work toward a better situation G.2. Describe in detail how the program/project will address each of the 3 housing and public service needs selected above (i.e. how it specifically addresses prevention/early intervention etc.) Early Intervention: The HMIS helps individual service providers accurately collect and, under proper protocols and policies, share information to provide intervention to prevent homelessness and quickly end homelessness for households. Collection of individual data in the HMIS allows easier entry to services/housing that have eligibility standards that require documentation of eligibility, including but not limited to permanent supportive housing.

Accurate data community-wide also helps jurisdictions make better plans for disbursing resources to programs and efforts that show quantifiable results in terms of preventing homelessness and ending homelessness, and focus on productive early intervention strategies.

Transition: Collection of individual data in the HMIS allows easier entry to services/housing that have eligibility standards that require documentation of eligibility, including but not limited to transitional housing, rapid re-housing, and permanent supportive housing. The information recorded in HMIS allows service providers to understand more about the clients they serve, including their barriers to self-sufficiency, and transition clients to better housing situations.

Self-Sufficiency: The HMIS is a critical tool for case managers at all levels of service — prevention, crisis response, support services, transitional housing, rapid re-housing, permanent supportive housing — to track the progress clients make toward self-sufficiency. The HMIS allows case managers and service providers to record services provided, update
household information, and see the broad variety of services/programs the client is accessing to move toward greater independence. Tracking of individual data in the HMIS also allows easier entry to services/housing that have eligibility standards that require documentation of eligibility, including but not limited to permanent supportive housing.

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G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

CVLIHC’s office is located at 2431 W. March Lane with regular business hours of 9:00 a.m. to 5:00 p.m., although extended hours are usually made available as needed, Monday through Friday. The HMIS is a web-based system and is
available to users 24 hours per day from any location that has access to the Internet. Administrative support is available
during regular business hours through email, telephone, and virtual contact.

This proposed project will provide support for CVLIHC to operate, administer, and maintain functionality of the local Homeless Management Information System. The project will also allow homeless service provider agencies within the City of Stockton to use the HMIS free of user license fees, and receive training, quality monitoring, and ongoing user support regarding the HMIS.

CVLIHC operates as the HMIS Lead Agency for the San Joaquin Continuum of Care, and is responsible for ensuring the local HMIS is available to all community agencies that are required to enter data in the HMIS. CVLIHC has also committed to help other homeless service providers use the HMIS so the community as a whole can collect and report better, more complete data regarding homelessness. A major responsibility of the HMIS Lead Agency is to ensure agencies such as homeless shelters, housing providers, outreach teams, etc., are trained to use the HMIS and receive ongoing support so that they can gather demographic data, track provision of services, record client outcomes, and issue meaningful reports on data collected.

The provider of the software that undergirds the HMIS is named Bitfocus, and charges CVLIHC a $575-per-user annual fee for use of the HMIS software. This proposed project will defray that cost for agencies within the City of Stockton, ensuring nonprofit and community benefit agencies that use the HMIS are able to do so without incurring a user fee.

Total cost of providing user fees to all HMIS users is about $71,000 annually.

All nonprofit and community benefit organizations within the City of Stockton that utilize the HMIS will be contacted by
CVLIHC. CVLIHC will ensure all agencies understand the HMIS Policies and Procedures and the HMIS Data Quality Plan, will collect and keep signed agency and user agreements for use of the HMIS, will provide training when requested by user agencies or when data collection/quality/accuracy issues are identified, and will provide ongoing support to ensure
agencies are able to fully utilize the HMIS. There are currently thirty (30) agencies based in Stockton, with more than 110 active users, currently entering data in HMIS. Around 130 active users overall currently utilize the HMIS.

As part of a continuing service dating back to 2005, HMIS services will commence immediately upon execution of the agreement with the City and continue until all funds are expended. All funds will be expended prior to the end of the agreement period.

Project Activity or Program
Service #
Describe the Deliverable
1 Provide HMIS users licenses
G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

CVLIHC has served as the local HMIS Lead Agency for the San Joaquin Continuum of Care since 1999. CVLIHC has received Continuum of Care and Emergency Solutions Grants funds for many years to operate this project. All staff Attachment A
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and
administrative procedures are in place to successfully implement this project. Being awarded this grant would represent
a continuation of CVLIHC’s operations. The program funded under this application would be would begin immediately upon the issuance of a contract.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
CVLIHC will continue to implement this project as it currently does. CVLIHC appoints a lead individual to make contact with participating HMIS agencies and to provide outreach, support, and guidance. Agencies will receive this service on a
continuing, ongoing basis throughout the length of the contract with City of Stockton.

Individuals and families who are homeless will be served by this project on a daily basis. Each individual who is assisted
by a shelter or service provider will have their data tracked through the HMIS.

Project Deliverable # Describe the Deliverable
1 Provide HMIS users licenses
G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? CVLIHC will measure effectiveness of this program in several ways. The primary benchmark for success is to continue to have nonprofit and community-based homeless service providers that operate in Stockton and serve Stockton residents be able to use the Homeless Management Information System, without having to pay user fees.

Secondary measures of success include having all HMIS-participating agencies adhere to the standards sought by the HMIS Policies and Procedures and fully implement the HMIS Data Quality Plan adopted by the San Joaquin Continuum of Care.

Deliverable # Task that Support Deliverable
1 Training for HMIS licenses; administration of HMIS system G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
By serving projects that collect information through the Homeless Management Information System and participate in Coordinated Entry, this HMIS project serves: households that are homeless; households at imminent risk of homelessness; households with very low- and extremely low-incomes; individuals with disabilities; special need populations such as those with developmental, mental, or other health conditions; the elderly; youth; and other populations as defined by ESG- and CoC-standard data elements. This program will abide by all mandated eligibility requirements of these funding sources.

The Homeless Management Information System is singular in Stockton and San Joaquin County. There is only one Attachment A
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HMIS, and it is overseen and operated by CVLIHC. The San Joaquin Continuum of Care selects the local HMIS Lead Agency, which in this community is CVLIHC. The HMIS is identified by federal and state law, as well as local policy, as the database used to gather and report data regarding homelessness and efforts to end homelessness. Without this system, Stockton and San Joaquin County would not be in compliance with federal and state statues, and would be ineligible for significant sources of funding that are used to address homelessness.

CVLIHC is the only agency in Stockton and San Joaquin County that has operated an HMIS or that has served as the HMIS Lead Agency. No other local agencies provide this service. By its nature, operating the HMIS involves extensive networking and collaboration, including with all active homeless service providers within Stockton and San Joaquin County, to ensure that agencies are aware of the HMIS and properly equipped to participate in the HMIS.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

CVLIHC continues to seek ongoing funding for this project from other sources, and continually strengthens its own internal capacity to implement the HMIS-CES by corresponding with Housing and Urban Development and the creator of the HMIS software. CVLIHC leverages technical assistance from Bitfocus, Housing and Urban Development, a partnership with the San Joaquin Data Co-op, and other community partners.

The San Joaquin Continuum of Care has also prioritized annual CoC Program Competition funding to ensure the long- term viability of the Homeless Management Information System. The SJCoC also engages in a performance review of the HMIS Lead Agency to ensure the HMIS operates in a manner that best supports agencies working to end homelessness, as well as the community’s understanding of homelessness. These activities and priorities have been adopted at the urging of CVLIHC.

No conflicts of interest have been identified.

Attachment A
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H. ESG
Completed by [email protected] on 1/19/2022 11:50 AM Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:
0 H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

This project provides a mechanism to collect data that can be used to respond to COVID-19 H.3. Will the service to be provided with these funds fill a service gap needed to be addressed? Yes
H.4. Duplication of Benefits: Federal finance assistance was provided to my organization to addresses losses resulting from a federally declared emergency or disaster, and my organization has not received (or would receive, by acting reasonably to obtain available assistance) financial assistance for the same costs from any other source (including insurance) and the total amount of funding received does not exceed the total needs for those costs.

No
Attachment A
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I. Public Facility Project
Completed by [email protected] on 1/4/2022 2:35 PM
Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

I.3. Provide a detailed narrative (e.g. rehabilitation or new construction) and a detailed scope of work.

Not Applicable.

I.4. Does the agency own or lease the property where the project will occur? Who is the legal property owner? If you are leasing, please provide a copy of the lease in the required documents section. If you do not have site control, describe your site control plan.

Not Applicable.

I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

Not Applicable.

I.7. Has a market study, property needs assessment and/or other evaluation that identifies the need for the proposed project been completed? If so, describe and upload the project reports and schedule). If no reports have been completed, explain how you plan to proceed.

Not Applicable.

I.8. When will construction start and end? Provide a timeline with all critical milestones.

Not Applicable.

I.9. Is this project a multi-phased activity?
No
I.10. Will this project require implementation of Davis-Bacon/Fair Labor Standard Act requirements? Note: Please contact staff immediately if you have questions regarding Davis-Bacon requirement or for more informationclick Attachment A
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here.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Not Applicable.

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 1/18/2022 9:03 PM Case Id: 48564
Name: CoS ESG (Fed) HMIS - 2022-23 - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

Agencies that utilize the Homelessness Management Information System regularly face the burden of finding the internal capacity to accurately record client data on an ongoing basis. This project proposal enables the HMIS Lead Agency to provide training and support to help those agencies secure the expertise necessary to enter more accurate and timely data. CVLIHC continually advocates for additional resources so that participating agencies can underwrite staff to perform data-gathering; CVLIHC also researches and implements data-reporting practices with partner agencies that reduce the burden on agencies.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients The HMIS is accessible by agencies and users anywhere Internet access is available, eliminating the need for transportation. Trainings can also be done via video and other electronic media.

J.4. Identify AT LEAST ONE City of Stockton U.S. Department of Housing and Urban Development (HUD) FY 2020- 2025 Consolidated Goal that relates to your program/project:
 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap-around services on-site.  Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time Attachment A
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buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

City Council and Concurrent AuthoritiesMay 3, 2022

City Council and Concurrent Authorities
May 3, 2022