EXHIBIT 2
452
piler; Pavement marker (button setter); Maintenance, repair track and road beds; Streetcar and railroad construction track laborer; Temporary air and water lines, Victaulic or similar; Tool room attendant (jobsite only)
GROUP 4: Final clean-up work of debris, grounds and building including but not limited to: street cleaner; cleaning and washing windows; brick cleaner (jobsite only); material cleaner (jobsite only). The classification ""material
cleaner"" is to be utilized under the following conditions:
A: at demolition site for the salvage of the material.
B: at the conclusion of a job where the material is to be salvaged and stocked to be reused on another job.
C: for the cleaning of salvage material at the jobsite or temporary jobsite yard.
The material cleaner classification should not be used in the performance of ""form stripping, cleaning and oiling and moving to the next point of erection"".
--------------------------------------------------------
GUNITE LABORER CLASSIFICATIONS
GROUP 1: Structural Nozzleman
GROUP 2: Nozzleman, Gunman, Potman, Groundman
GROUP 3: Reboundman
GROUP 4: Gunite laborer
----------------------------------------------------------
WRECKING WORK LABORER CLASSIFICATIONS
GROUP 1: Skilled wrecker (removing and salvaging of sash, windows and materials)
GROUP 2: Semi-skilled wrecker (salvaging of other building materials)
GROUP 1-g, CONTRA COSTA COUNTY: Pipelayer (including grade checking in connection with pipelaying); Caulker; Bander; Pipewrapper; Conduit layer; Plastic pipe layer; Pressure pipe tester; No joint pipe and stripping of same, including repair of voids; Precast manhole setters, cast in place manhole form setters
---------------------------------------------------------------- LABO0324-014 05/01/2018
CONTRA COSTA COUNTY:
Rates Fringes
Brick Tender.....................$ 35.37 20.70 FOOTNOTES: Work on jobs where heat-protective clothing is required: $2.00 per hour additional. Work at grinders: $.25 per hour additional. Manhole work: $2.00 per day additional. ---------------------------------------------------------------- LABO0324-018 07/01/2021
EXHIBIT D
EXHIBIT 2
453
ALAMEDA AND CONTRA COSTA COUNTIES:
Rates Fringes
Plasterer tender.................$ 38.28 29.43 Work on a swing stage scaffold: $1.00 per hour additional. ---------------------------------------------------------------- LABO1130-002 06/28/2021
MARIPOSA, MERCED, STANISLAUS, AND TUOLUMNE COUNTIES
Rates Fringes
LABORER (TRAFFIC CONTROL/LANE
CLOSURE)
Escort Driver, Flag Person..$ 33.48 26.21
Traffic Control Person I....$ 33.78 26.21
Traffic Control Person II...$ 31.28 26.21
TRAFFIC CONTROL PERSON I: Layout of traffic control, crash cushions, construction area and roadside signage.
TRAFFIC CONTROL PERSON II: Installation and removal of
temporary/permanent signs, markers, delineators and crash cushions.
---------------------------------------------------------------- LABO1130-003 06/26/2017
MARIPOSA, MERCED, STANISLAUS, AND TUOLUMNE COUNTIES
Rates Fringes
Tunnel and Shaft Laborers:
GROUP 1.....................$ 36.60 24.83
GROUP 2.....................$ 36.37 24.83
GROUP 3.....................$ 36.12 24.83
GROUP 4.....................$ 35.67 24.83
GROUP 5.....................$ 35.13 24.83
Shotcrete Specialist........$ 37.12 24.83
TUNNEL AND SHAFT CLASSIFICATIONS
GROUP 1: Diamond driller; Groundmen; Gunite and shotcrete nozzlemen
GROUP 2: Rodmen; Shaft work & raise (below actual or
excavated ground level)
GROUP 3: Bit grinder; Blaster, driller, powdermen, heading; Cherry pickermen - where car is lifted; Concrete finisher in tunnel; Concrete screedman; Grout pumpman and potman; Gunite & shotcrete gunman & potman; Headermen; High
pressure nozzleman; Miner - tunnel, including top and
bottom man on shaft and raise work; Nipper; Nozzleman on slick line; Sandblaster - potman, Robotic Shotcrete Placer, Segment Erector, Tunnel Muck Hauler, Steel Form raiser and setter; Timberman, retimberman (wood or steel or substitute materials therefore); Tugger (for tunnel laborer work); Cable tender; Chuck tender; Powderman - primer house
GROUP 4: Vibrator operator, pavement breaker; Bull gang - muckers, trackmen; Concrete crew - includes rodding and
EXHIBIT D
EXHIBIT 2
454
spreading, Dumpmen (any method)
GROUP 5: Grout crew; Reboundman; Swamper/ Brakeman
---------------------------------------------------------------- LABO1130-005 07/01/2022
MARIPOSA, MERCED, STANISLAUS AND TUOLUMNE COUNTIES
Rates Fringes
LABORER
Mason Tender-Brick..........$ 35.29 25.21
---------------------------------------------------------------- LABO1130-007 06/25/2018
MARIPOSA, MERCED, STANISLAUS, AND TUOLUMNE , COUNTIES
Rates Fringes
LABORER (CONSTRUCTION CRAFT
LABORERS - AREA B:)
Construction Specialist
Group.......................$ 30.49 23.20
GROUP 1.....................$ 29.79 23.20
GROUP 1-a...................$ 30.01 23.20
GROUP 1-c...................$ 29.84 23.20
GROUP 1-e...................$ 30.34 23.20
GROUP 1-f...................$ 29.37 23.20
GROUP 2.....................$ 29.64 23.20
GROUP 3.....................$ 29.54 23.20
GROUP 4.....................$ 23.23 23.20
See groups 1-b and 1-d under laborer classifications.
LABORER (GARDENERS,
HORTICULTURAL & LANDSCAPE
LABORERS - AREA B:)
(1) New Construction........$ 29.54 23.20
(2) Establishment Warranty
Period......................$ 23.23 23.20
LABORER (GUNITE - AREA B:)
GROUP 1.....................$ 29.75 22.31
GROUP 2.....................$ 29.25 22.31
GROUP 3.....................$ 28.66 22.31
GROUP 4.....................$ 28.54 22.31
LABORER (WRECKING - AREA B:)
GROUP 1.....................$ 29.79 23.20
GROUP 2.....................$ 29.64 23.20
FOOTNOTES:
Laborers working off or with or from bos'n chairs, swinging scaffolds, belts shall receive $0.25 per hour above the applicable wage rate. This shall not apply to workers
entitled to receive the wage rate set forth in Group 1-a below.
---------------------------------------------------------
LABORER CLASSIFICATIONS
CONSTRUCTION SPECIALIST GROUP: Asphalt ironer and raker; Chainsaw; Laser beam in connection with laborers' work; Cast-in- place manhole form setter; Pressure pipelayer; Davis trencher - 300 or similar type (and all small
trenchers); Blaster; Diamond driller; Multiple unit drill;
EXHIBIT D
EXHIBIT 2
455
Hydraulic drill
GROUP 1: Asphalt spreader boxes (all types); Barko, Wacker and similar type tampers; Buggymobile; Caulker, bander, pipewrapper, conduit layer, plastic pipelayer; Certified hazardous waste worker including Leade Abatement;
Compactors of all types; Concrete and magnesite mixer, 1/2 yd. and under; Concrete pan work; Concrete sander; Concrete saw; Cribber and/or shoring; Cut granite curb setter;
Dri-pak-it machine; Faller, logloader and bucker; Form
raiser, slip forms; Green cutter; Headerboard, Hubsetter, aligner, by any method; High pressure blow pipe (1-1/2"" or over, 100 lbs. pressure/over); Hydro seeder and similar type; Jackhammer operator; Jacking of pipe over 12 inches; Jackson and similar type compactor; Kettle tender, pot and worker applying asphalt, lay-kold, creosote, lime, caustic and similar type materials (applying means applying,
dipping or handling of such materials); Lagging, sheeting, whaling, bracing, trenchjacking, lagging hammer; Magnesite, epoxyresin, fiberglass, mastic worker (wet or dry); No
joint pipe and stripping of same, including repair of
voids; Pavement breaker and spader, including tool grinder; Perma curb; Pipelayer (including grade checking in
connection with pipelaying); Precast-manhole setter;
Pressure pipe tester; Post hole digger, air, gas and
electric; Power broom sweeper; Power tampers of all types (except as shown in Group 2); Ram set gun and stud gun; Riprap stonepaver and rock-slinger, including placing of sacked concrete and/or sand (wet or dry) and gabions and similar type; Rotary scarifier or multiple head concrete chipping scarifier; Roto and Ditch Witch; Rototiller;
Sandblaster, pot, gun, nozzle operators; Signalling and rigging; Tank cleaner; Tree climber; Turbo blaster;
Vibrascreed, bull float in connection with laborers' work; Vibrator; Hazardous waste worker (lead removal); Asbestos and mold removal worker
GROUP 1-a: Joy drill model TWM-2A; Gardner-Denver model DH143 and similar type drills; Track driller; Jack leg driller; Wagon driller; Mechanical drillers, all types regardless of type or method of power; Mechanical pipe layers, all types regardless of type or method of power; Blaster and powder; All work of loading, placing and blasting of all powder and explosives of whatever type regardless of method used for such loading and placing; High scalers (including drilling of same); Tree topper; Bit grinder
GROUP 1-b: Sewer cleaners shall receive $4.00 per day above Group 1 wage rates. ""Sewer cleaner"" means any worker who handles or comes in contact with raw sewage in small
diameter sewers. Those who work inside recently active, large diameter sewers, and all recently active sewer
manholes shal receive $5.00 per day above Group 1 wage
rates.
GROUP 1-c: Burning and welding in connection with laborers' work; Synthetic thermoplastics and similar type welding GROUP 1-d: Maintenance and repair track and road beds. All employees performing work covered herein shall receive $ .25 per hour above their regular rate for all work
performed on underground structures not specifically
covered herein. This paragraph shall not be construed to apply to work below ground level in open cut. It shall apply to cut and cover work of subway construction after
EXHIBIT D
EXHIBIT 2
456
the temporary cover has been placed.
GROUP 1-e: Work on and/or in bell hole footings and shafts thereof, and work on and in deep footings. (A deep footing is a hole 15 feet or more in depth.) In the event the
depth of the footing is unknown at the commencement of
excavation, and the final depth exceeds 15 feet, the deep footing wage rate would apply to all employees for each and every day worked on or in the excavation of the footing from the date of inception.
GROUP 1-f: Wire winding machine in connection with guniting or shot crete
GROUP 2: Asphalt shoveler; Cement dumper and handling dry cement or gypsum; Choke-setter and rigger (clearing work); Concrete bucket dumper and chute; Concrete chipping and grinding; Concrete laborer (wet or dry); Driller tender, chuck tender, nipper; Guinea chaser (stake), grout crew; High pressure nozzle, adductor; Hydraulic monitor (over 100 lbs. pressure); Loading and unloading, carrying and hauling of all rods and materials for use in reinforcing concrete construction; Pittsburgh chipper and similar type brush shredders; Sloper; Single foot, hand-held, pneumatic
tamper; All pneumatic, air, gas and electric tools not
listed in Groups 1 through 1-f; Jacking of pipe - under 12 inches
GROUP 3: Construction laborers, including bridge and general laborer; Dump, load spotter; Flag person; Fire watcher; Fence erector; Guardrail erector; Gardener, horticultural and landscape laborer; Jetting; Limber, brush loader and piler; Pavement marker (button setter); Maintenance, repair track and road beds; Streetcar and railroad construction track laborer; Temporary air and water lines, Victaulic or similar; Tool room attendant (jobsite only)
GROUP 4: Final clean-up work of debris, grounds and building including but not limited to: street cleaner; cleaning and washing windows; brick cleaner (jobsite only); material cleaner (jobsite only). The classification ""material
cleaner"" is to be utilized under the following conditions:
A: at demolition site for the salvage of the material.
B: at the conclusion of a job where the material is to be salvaged and stocked to be reused on another job.
C: for the cleaning of salvage material at the jobsite or temporary jobsite yard.
The material cleaner classification should not be used in the performance of ""form stripping, cleaning and oiling and moving to the next point of erection"".
--------------------------------------------------------
GUNITE LABORER CLASSIFICATIONS
GROUP 1: Structural Nozzleman
GROUP 2: Nozzleman, Gunman, Potman, Groundman
GROUP 3: Reboundman
GROUP 4: Gunite laborer
----------------------------------------------------------
EXHIBIT D
EXHIBIT 2
457
WRECKING WORK LABORER CLASSIFICATIONS
GROUP 1: Skilled wrecker (removing and salvaging of sash, windows and materials)
GROUP 2: Semi-skilled wrecker (salvaging of other building materials)
---------------------------------------------------------------- LABO1130-008 07/01/2021
CALAVERAS, FRESNO, KINGS, MADERA, MARIPOSA, MERCED, SAN
JOAQUIN, STANISLAUS & TUOLUMNE
Rates Fringes
Plasterer tender.................$ 35.82 28.45 Work on a swing stage scaffold: $1.00 per hour additional. ---------------------------------------------------------------- LABO1130-009 07/01/2021
MARIPOSA, MERCED, STANISLAUS, AND TUOLUMNE COUNTIES
Rates Fringes
LABORER (Plaster Tender).........$ 35.82 28.45 Work on a swing stage scaffold: $1.00 per hour additional. ---------------------------------------------------------------- PAIN0016-001 01/01/2021
ALAMEDA, CONTRA COSTA, MONTEREY, SAN BENITO, SAN MATEO, SANTA
CLARA, AND SANTA CRUZ COUNTIES
Rates Fringes
Painters:........................$ 45.22 25.48 PREMIUMS:
EXOTIC MATERIALS - $1.25 additional per hour.
SPRAY WORK: - $0.50 additional per hour.
INDUSTRIAL PAINTING - $0.25 additional per hour
[Work on industrial buildings used for the manufacture and processing of goods for sale or service; steel construction (bridges), stacks, towers, tanks, and similar structures] HIGH WORK:
over 50 feet - $2.00 per hour additional
100 to 180 feet - $4.00 per hour additional
Over 180 feet - $6.00 per houir additional
---------------------------------------------------------------- PAIN0016-003 07/01/2021
AREA 1: ALAMEDA, CONTRA COSTA, SAN FRANCISCO, SAN MATEO & SANTA
CLARA COUNTIES
AREA 2: CALAVERAS, MARIPOA, MERCED, MONTEREY, SAN BENITO, SAN
JOAQUIN, SANTA CRUZ, STANISLAUS & TUOLUMNE COUNTIES
EXHIBIT D
EXHIBIT 2
458
Rates Fringes
Drywall Finisher/Taper
AREA 1......................$ 54.91 29.49
AREA 2......................$ 50.78 28.09
---------------------------------------------------------------- PAIN0016-012 07/01/2022
ALAMEDA, CONTRA COSTA, MARIPOSA, MERCED, MONTEREY, SAN BENITO,
SAN FRANCISCO, SAN MATEO, SANTA CLARA AND SANTA CRUZ COUNTIES Rates Fringes
SOFT FLOOR LAYER.................$ 54.25 32.28 ---------------------------------------------------------------- PAIN0016-015 01/01/2021
CALAVERAS, MARIPOSA, MERCED, SAN JOAQUIN, STANISLAUS & TUOLUMNE
COUNTIES
Rates Fringes
PAINTER
Brush.......................$ 35.88 21.16
FOOTNOTES:
SPRAY/SANDBLAST: $0.50 additional per hour.
EXOTIC MATERIALS: $1.25 additional per hour.
HIGH TIME: Over 50 ft above ground or water level $2.00 additional per hour. 100 to 180 ft above ground or water level $4.00 additional per hour. Over 180 ft above ground or water level $6.00 additional per hour.
---------------------------------------------------------------- PAIN0016-022 01/01/2021
SAN FRANCISCO COUNTY
Rates Fringes
PAINTER..........................$ 48.84 25.48 ---------------------------------------------------------------- PAIN0169-001 06/01/2020
FRESNO, KINGS, MADERA, MARIPOSA AND MERCED COUNTIES:
Rates Fringes
GLAZIER..........................$ 40.00 26.76 ---------------------------------------------------------------- PAIN0169-005 01/01/2022
ALAMEDA CONTRA COSTA, MONTEREY, SAN BENITO, SAN FRANCISCO, SAN
MATEO, SANTA CLARA & SANTA CRUZ COUNTIES
Rates Fringes
GLAZIER..........................$ 54.77 31.45 ---------------------------------------------------------------- PAIN0294-004 01/01/2021
EXHIBIT D
EXHIBIT 2
459
FRESNO, KINGS AND MADERA COUNTIES
Rates Fringes
PAINTER
Brush, Roller...............$ 31.36 20.33
Drywall Finisher/Taper......$ 40.10 25.00
FOOTNOTE:
Spray Painters & Paperhangers recive $1.00 additional per hour. Painters doing Drywall Patching receive $1.25
additional per hour. Lead Abaters & Sandblasters receive $1.50 additional per hour. High Time - over 30 feet (does not include work from a lift) $0.75 per hour additional. ---------------------------------------------------------------- * PAIN0294-005 08/01/2022
FRESNO, KINGS & MADERA
Rates Fringes
SOFT FLOOR LAYER.................$ 37.12 22.10 ---------------------------------------------------------------- PAIN0767-001 01/01/2022
CALAVERAS, SAN JOAQUIN, STANISLAUS AND TUOLUMNE COUNTIES:
Rates Fringes
GLAZIER..........................$ 41.78 33.09 PAID HOLIDAYS: New Year's Day, Martin Luther King, Jr. Day, President's Day, Memorial Day, Independence Day, Labor Day, Veteran's Day, Thanksgiving Day, and Christmas Day.
Employee rquired to wear a body harness shall receive $1.50 per hour above the basic hourly rate at any elevation.
---------------------------------------------------------------- PAIN1176-001 07/01/2021
HIGHWAY IMPR0VEMENT
Rates Fringes
Parking Lot Striping/Highway
Marking:
GROUP 1.....................$ 39.48 16.98
GROUP 2.....................$ 33.56 16.98
GROUP 3.....................$ 33.95 16.98
CLASSIFICATIONS
GROUP 1: Striper: Layout and application of painted traffic stripes and marking; hot thermo plastic; tape, traffic
stripes and markings
GROUP 2: Gamecourt & Playground Installer
GROUP 3: Protective Coating, Pavement Sealing
---------------------------------------------------------------- PAIN1237-003 01/01/2021
EXHIBIT D
EXHIBIT 2
460
CALAVERAS; SAN JOAQUIN COUNTIES; STANISLAUS AND TUOLUMNE COUNTIES:
Rates Fringes
SOFT FLOOR LAYER.................$ 41.81 23.39 ---------------------------------------------------------------- PLAS0066-002 07/01/2019
ALAMEDA, CONTRA COSTA, SAN MATEO AND SAN FRANCISCO COUNTIES:
Rates Fringes
PLASTERER........................$ 42.41 30.73 ---------------------------------------------------------------- PLAS0300-001 07/01/2018
Rates Fringes
PLASTERER
AREA 188: Fresno...........$ 32.70 31.68
AREA 224: San Benito,
Santa Clara, Santa Cruz.....$ 32.88 31.68
AREA 295: Calaveras & San
Joaquin Couonties...........$ 32.70 31.68
AREA 337: Monterey County..$ 32.88 31.68
AREA 429: Mariposa,
Merced, Stanislaus,
Tuolumne Counties...........$ 32.70 31.68
---------------------------------------------------------------- PLAS0300-005 07/01/2016
Rates Fringes
CEMENT MASON/CONCRETE FINISHER...$ 32.15 23.27 ---------------------------------------------------------------- PLUM0038-001 07/01/2022
SAN FRANCISCO COUNTY
Rates Fringes
PLUMBER (Plumber,
Steamfitter, Refrigeration
Fitter)..........................$ 82.00 48.18 ---------------------------------------------------------------- PLUM0038-005 07/01/2022
SAN FRANCISCO COUNTY
Rates Fringes
Landscape/Irrigation Fitter
(Underground/Utility Fitter).....$ 69.70 33.15 ---------------------------------------------------------------- PLUM0062-001 07/01/2022
MONTEREY AND SANTA CRUZ COUNTIES
Rates Fringes
PLUMBER & STEAMFITTER............$ 48.95 38.65 ---------------------------------------------------------------- PLUM0159-001 07/01/2022
EXHIBIT D
EXHIBIT 2
461
CONTRA COSTA COUNTY
Rates Fringes
Plumber and steamfitter
(1) Refrigeration...........$ 56.93 41.04
(2) All other work..........$ 62.12 45.24
---------------------------------------------------------------- PLUM0246-001 07/01/2022
FRESNO, KINGS & MADERA COUNTIES
Rates Fringes
PLUMBER & STEAMFITTER............$ 46.05 37.84 ---------------------------------------------------------------- * PLUM0246-004 01/01/2017
FRESNO, MERCED & SAN JOAQUIN COUNIES
Rates Fringes
PLUMBER (PIPE TRADESMAN).........$ 13.00 ** 10.74 PIPE TRADESMAN SCOPE OF WORK:
Installation of corrugated metal piping for drainage, as well as installation of corrugated metal piping for culverts in connection with storm sewers and drains; Grouting, dry
packing and diapering of joints, holes or chases including paving over joints, in piping; Temporary piping for dirt work for building site preparation; Operating jack hammers, pavement breakers, chipping guns, concrete saws and spades to cut holes, chases and channels for piping systems;
Digging, grading, backfilling and ground preparation for all types of pipe to all points of the jobsite; Ground
preparation including ground leveling, layout and planting of shrubbery, trees and ground cover, including watering, mowing, edging, pruning and fertilizing, the breaking of concrete, digging, backfilling and tamping for the
preparation and completion of all work in connection with lawn sprinkler and landscaping; Loading, unloading and
distributing materials at jobsite; Putting away materials in storage bins in jobsite secure storage area; Demolition of piping and fixtures for remodeling and additions;
Setting up and tearing down work benches, ladders and job shacks; Clean-up and sweeping of jobsite; Pipe wrapping and waterproofing where tar or similar material is applied for protection of buried piping; Flagman
---------------------------------------------------------------- PLUM0342-001 07/01/2022
ALAMEDA & CONTRA COSTA COUNTIES
Rates Fringes
PIPEFITTER
CONTRA COSTA COUNTY.........$ 72.00 45.70
PLUMBER, PIPEFITTER,
STEAMFITTER
ALAMEDA COUNTY..............$ 72.00 45.70
---------------------------------------------------------------- PLUM0355-004 07/01/2022
EXHIBIT D
EXHIBIT 2
462
ALAMEDA, CALAVERAS, CONTRA COSTA, FRESNO, KINGS, MADERA,
MARIPOSA, MERCED, MONTEREY, SAN BENITO, SAN JOAQUIN, SAN MATEO, SANTA CLARA, SANTA CRUZ, STANISLAUS, AND TUOLUMNE COUNTIES:
Rates Fringes
Underground Utility Worker
/Landscape Fitter...........$ 32.22 17.55
---------------------------------------------------------------- PLUM0393-001 07/01/2021
SAN BENITO AND SANTA CLARA COUNTIES
Rates Fringes
PLUMBER/PIPEFITTER...............$ 68.76 46.63 ---------------------------------------------------------------- PLUM0442-001 07/01/2022
CALAVERAS, MARIPOSA, MERCED, SAN JOAQUIN, STANISLAUS & TUOLUMNE
COUNTIES
Rates Fringes
PLUMBER & STEAMFITTER............$ 49.75 34.49 ---------------------------------------------------------------- PLUM0467-001 07/01/2021
SAN MATEO COUNTY
Rates Fringes
Plumber/Pipefitter/Steamfitter...$ 73.10 38.61 ---------------------------------------------------------------- ROOF0027-002 01/01/2022
FRESNO, KINGS, AND MADERA COUNTIES
Rates Fringes
ROOFER...........................$ 38.81 14.81 FOOTNOTE: Work with pitch, pitch base of pitch impregnated products or any material containing coal tar pitch, on any building old or new, where both asphalt and pitchers are used in the application of a built-up roof or tear off:
$2.00 per hour additional.
---------------------------------------------------------------- ROOF0040-002 08/01/2022
SAN FRANCISCO & SAN MATEO COUNTIES:
Rates Fringes
ROOFER...........................$ 49.83 21.14 ---------------------------------------------------------------- ROOF0081-001 08/01/2022
ALAMEDA AND CONTRA COSTA COUNTIES:
Rates Fringes
EXHIBIT D
EXHIBIT 2
463
Roofer...........................$ 50.27 20.66 ---------------------------------------------------------------- ROOF0081-004 08/01/2022
CALAVERAS, MARIPOSA, MERCED, SAN JOAQUIN, STANISLAUS AND TUOLUMNE COUNTIES:
Rates Fringes
ROOFER...........................$ 43.13 19.71 ---------------------------------------------------------------- ROOF0095-002 08/01/2022
MONTEREY, SAN BENITO, SANTA CLARA, AND SANTA CRUZ COUNTIES:
Rates Fringes
ROOFER
Bitumastic, Enameler, Coal
Tar, Pitch and Mastic
worker......................$ 55.16 20.82
Journeyman..................$ 51.16 20.82
Kettle person (2 kettles)...$ 53.16 20.82
---------------------------------------------------------------- SFCA0483-001 08/01/2022
ALAMEDA, CONTRA COSTA, SAN FRANCISCO, SAN MATEO AND SANTA CLARA COUNTIES:
Rates Fringes
SPRINKLER FITTER (FIRE)..........$ 73.05 36.39 ---------------------------------------------------------------- SFCA0669-011 04/01/2022
CALAVERAS, FRESNO, KINGS, MADERA, MARIPOSA, MERCED, MONTEREY,
SAN BENITO, SAN JOAQUIN, SANTA CRUZ, STANISLAUS AND TUOLUMNE COUNTIES:
Rates Fringes
SPRINKLER FITTER.................$ 42.30 26.69 ---------------------------------------------------------------- SHEE0104-001 07/01/2020
AREA 1: ALAMEDA, CONTRA COSTA, SAN FRANCISCO, SAN MATEO, SANTA CLARA
AREA 2: MONTEREY & SAN BENITO
AREA 3: SANTA CRUZ
Rates Fringes
SHEET METAL WORKER
AREA 1:
Mechanical Contracts
under $200,000.............$ 55.92 45.29
All Other Work.............$ 64.06 46.83
AREA 2......................$ 52.90 36.44
AREA 3......................$ 55.16 34.18
EXHIBIT D
EXHIBIT 2
464
---------------------------------------------------------------- SHEE0104-003 07/01/2021
CALAVERAS AND SAN JOAQUIN COUNTIES:
Rates Fringes
SHEET METAL WORKER...............$ 44.34 39.22 ---------------------------------------------------------------- SHEE0104-005 07/01/2021
MARIPOSA, MERCED, STANISLAUS AND TUOLUMNE COUNTIES:
Rates Fringes
SHEET METAL WORKER (Excluding
metal deck and siding)...........$ 41.28 45.41 ---------------------------------------------------------------- SHEE0104-007 07/01/2021
FRESNO, KINGS, AND MADERA COUNTIES:
Rates Fringes
SHEET METAL WORKER...............$ 44.07 40.79 ---------------------------------------------------------------- SHEE0104-015 07/01/2020
ALAMEDA, CONTRA COSTA, MONTEREY, SAN BENITO, SAN FRANCISCO, SAN MATEO, SANTA CLARA AND SANTA CRUZ COUNTIES:
Rates Fringes
SHEET METAL WORKER (Metal
Decking and Siding only).........$ 44.45 35.55 ---------------------------------------------------------------- SHEE0104-018 07/01/2020
CALAVERAS, FRESNO, KINGS, MADERA, MARIPOSA, MERCED, SAN JOAQUIN, STANISLAUS AND TUOLUMNE COUNTIES:
Rates Fringes
Sheet metal worker (Metal
decking and siding only).........$ 44.45 35.55 ---------------------------------------------------------------- TEAM0094-001 07/01/2021
Rates Fringes
Truck drivers:
GROUP 1.....................$ 35.15 31.42
GROUP 2.....................$ 35.45 31.42
GROUP 3.....................$ 35.75 31.42
GROUP 4.....................$ 36.10 31.42
GROUP 5.....................$ 36.45 31.42
FOOTNOTES:
Articulated dump truck; Bulk cement spreader (with or without auger); Dumpcrete truck; Skid truck (debris box); Dry
pre-batch concrete mix trucks; Dumpster or similar type; Slurry truck: Use dump truck yardage rate.
Heater planer; Asphalt burner; Scarifier burner; Industrial
EXHIBIT D
EXHIBIT 2
465
lift truck (mechanical tailgate); Utility and clean-up
truck: Use appropriate rate for the power unit or the
equipment utilized.
TRUCK DRIVER CLASSIFICATIONS
GROUP 1: Dump trucks, under 6 yds.; Single unit flat rack (2- axle unit); Nipper truck (when flat rack truck is used
appropriate flat rack shall apply); Concrete pump truck (when flat rack truck is used appropriate flat rack shall apply); Concrete pump machine; Fork lift and lift jitneys; Fuel and/or grease truck driver or fuel person; Snow buggy; Steam cleaning; Bus or personhaul driver; Escort or pilot car driver; Pickup truck; Teamster oiler/greaser and/or serviceperson; Hook tender (including loading and
unloading); Team driver; Tool room attendant (refineries) GROUP 2: Dump trucks, 6 yds. and under 8 yds.; Transit
mixers, through 10 yds.; Water trucks, under 7,000 gals.; Jetting trucks, under 7,000 gals.; Single-unit flat rack (3-axle unit); Highbed heavy duty transport; Scissor truck; Rubber-tired muck car (not self-loaded); Rubber-tired truck jumbo; Winch truck and ""A"" frame drivers; Combination winch truck with hoist; Road oil truck or bootperson;
Buggymobile; Ross, Hyster and similar straddle carriers; Small rubber-tired tractor
GROUP 3: Dump trucks, 8 yds. and including 24 yds.; Transit mixers, over 10 yds.; Water trucks, 7,000 gals. and over; Jetting trucks, 7,000 gals. and over; Vacuum trucks under 7500 gals. Trucks towing tilt bed or flat bed pull
trailers; Lowbed heavy duty transport; Heavy duty transport tiller person; Self- propelled street sweeper with
self-contained refuse bin; Boom truck - hydro-lift or
Swedish type extension or retracting crane; P.B. or similar type self-loading truck; Tire repairperson; Combination bootperson and road oiler; Dry distribution truck (A
bootperson when employed on such equipment, shall receive the rate specified for the classification of road oil
trucks or bootperson); Ammonia nitrate distributor, driver and mixer; Snow Go and/or plow
GROUP 4: Dump trucks, over 25 yds. and under 65 yds.; Water pulls - DW 10's, 20's, 21's and other similar equipment when pulling Aqua/pak or water tank trailers; Helicopter pilots (when transporting men and materials); Lowbedk Heavy Duty Transport up to including 7 axles; DW10's, 20's, 21's and other similar Cat type, Terra Cobra, LeTourneau Pulls, Tournorocker, Euclid and similar type equipment when
pulling fuel and/or grease tank trailers or other
miscellaneous trailers; Vacuum Trucks 7500 gals and over and truck repairman
GROUP 5: Dump trucks, 65 yds. and over; Holland hauler; Low bed Heavy Duty Transport over 7 axles
---------------------------------------------------------------- WELDERS - Receive rate prescribed for craft performing
operation to which welding is incidental.
================================================================ ** Workers in this classification may be entitled to a higher
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minimum wage under Executive Order 14026 ($15.00) or 13658 ($11.25). Please see the Note at the top of the wage
determination for more information.
Note: Executive Order (EO) 13706, Establishing Paid Sick Leave for Federal Contractors applies to all contracts subject to the Davis-Bacon Act for which the contract is awarded (and any solicitation was issued) on or after January 1, 2017. If this contract is covered by the EO, the contractor must provide employees with 1 hour of paid sick leave for every 30 hours they work, up to 56 hours of paid sick leave each year.
Employees must be permitted to use paid sick leave for their own illness, injury or other health-related needs, including preventive care; to assist a family member (or person who is like family to the employee) who is ill, injured, or has other health-related needs, including preventive care; or for reasons resulting from, or to assist a family member (or person who is like family to the employee) who is a victim of, domestic violence, sexual assault, or stalking. Additional information on contractor requirements and worker protections under the EO is available at
https://www.dol.gov/agencies/whd/government-contracts.
Unlisted classifications needed for work not included within the scope of the classifications listed may be added after award only as provided in the labor standards contract clauses (29CFR 5.5 (a) (1) (ii)).
---------------------------------------------------------------- The body of each wage determination lists the classification and wage rates that have been found to be prevailing for the cited type(s) of construction in the area covered by the wage determination. The classifications are listed in alphabetical order of ""identifiers"" that indicate whether the particular rate is a union rate (current union negotiated rate for local), a survey rate (weighted average rate) or a union average rate (weighted union average rate).
Union Rate Identifiers
A four letter classification abbreviation identifier enclosed in dotted lines beginning with characters other than ""SU"" or ""UAVG"" denotes that the union classification and rate were prevailing for that classification in the survey. Example:
PLUM0198-005 07/01/2014. PLUM is an abbreviation identifier of the union which prevailed in the survey for this
classification, which in this example would be Plumbers. 0198 indicates the local union number or district council number where applicable, i.e., Plumbers Local 0198. The next number, 005 in the example, is an internal number used in processing the wage determination. 07/01/2014 is the effective date of the most current negotiated rate, which in this example is July 1, 2014.
Union prevailing wage rates are updated to reflect all rate changes in the collective bargaining agreement (CBA) governing this classification and rate.
Survey Rate Identifiers
Classifications listed under the ""SU"" identifier indicate that no one rate prevailed for this classification in the survey and
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the published rate is derived by computing a weighted average rate based on all the rates reported in the survey for that classification. As this weighted average rate includes all rates reported in the survey, it may include both union and non-union rates. Example: SULA2012-007 5/13/2014. SU indicates the rates are survey rates based on a weighted average
calculation of rates and are not majority rates. LA indicates the State of Louisiana. 2012 is the year of survey on which these classifications and rates are based. The next number, 007 in the example, is an internal number used in producing the wage determination. 5/13/2014 indicates the survey completion date for the classifications and rates under that identifier.
Survey wage rates are not updated and remain in effect until a new survey is conducted.
Union Average Rate Identifiers
Classification(s) listed under the UAVG identifier indicate that no single majority rate prevailed for those
classifications; however, 100% of the data reported for the classifications was union data. EXAMPLE: UAVG-OH-0010
08/29/2014. UAVG indicates that the rate is a weighted union average rate. OH indicates the state. The next number, 0010 in the example, is an internal number used in producing the wage determination. 08/29/2014 indicates the survey completion date for the classifications and rates under that identifier.
A UAVG rate will be updated once a year, usually in January of each year, to reflect a weighted average of the current negotiated/CBA rate of the union locals from which the rate is based.
----------------------------------------------------------------
WAGE DETERMINATION APPEALS PROCESS
1.) Has there been an initial decision in the matter? This can be:
* an existing published wage determination
* a survey underlying a wage determination
* a Wage and Hour Division letter setting forth a position on a wage determination matter
* a conformance (additional classification and rate) ruling On survey related matters, initial contact, including requests for summaries of surveys, should be with the Wage and Hour National Office because National Office has responsibility for the Davis-Bacon survey program. If the response from this initial contact is not satisfactory, then the process described in 2.) and 3.) should be followed.
With regard to any other matter not yet ripe for the formal process described here, initial contact should be with the Branch of Construction Wage Determinations. Write to:
Branch of Construction Wage Determinations
Wage and Hour Division
U.S. Department of Labor
200 Constitution Avenue, N.W.
Washington, DC 20210
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2.) If the answer to the question in 1.) is yes, then an interested party (those affected by the action) can request review and reconsideration from the Wage and Hour Administrator (See 29 CFR Part 1.8 and 29 CFR Part 7). Write to:
Wage and Hour Administrator
U.S. Department of Labor
200 Constitution Avenue, N.W.
Washington, DC 20210
The request should be accompanied by a full statement of the interested party's position and by any information (wage payment data, project description, area practice material, etc.) that the requestor considers relevant to the issue.
3.) If the decision of the Administrator is not favorable, an interested party may appeal directly to the Administrative Review Board (formerly the Wage Appeals Board). Write to:
Administrative Review Board
U.S. Department of Labor
200 Constitution Avenue, N.W.
Washington, DC 20210
4.) All decisions by the Administrative Review Board are final. ================================================================ END OF GENERAL DECISIO"
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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
EXHIBIT 12-G: REQUIRED FEDERAL-AID CONTRACT LANGUAGE
(For Local Assistance Construction Projects)
The following language must be incorporated into all Local Assistance Federal -aid construction contracts.
The following language, with minor edits, was taken from the Code of Federal Regulations.
MAINTAIN RECORDS AND SUBMIT REPORTS DOCUMENTING YOUR PERFORMANCE UNDER THIS
SECTION
1. DISADVANTAGED BUSINESS ENTERPRISES (DBE) ................................................................................ 2 A. NONDISCRIMINATION STATEMENT.............................................................................................. 3 B. CONTRACT ASSURANCE ............................................................................................................... 3 C. PROMPT PROGRESS PAYMENT ................................................................................................... 3 D. PROMPT PAYMENT OF WITHHELD FUNDS TO SUBCONTRACTORS ...................................... 3 E. TERMINATION AND SUBSTITUTION OF DBE SUBCONTRACTORS .......................................... 4 F. COMMITMENT AND UTILIZATION ................................................................................................. 5 G. DBE RUNNING TALLY OF ATTAINMENTS ................................................................................... 6
2. BID OPENING ................................................................................................................................................ 6
3. BID RIGGING ................................................................................................................................................. 6
4. CONTRACT AWARD ..................................................................................................................................... 6
5. CONTRACTOR LICENSE.............................................................................................................................. 6
6. CHANGED CONDITIONS .............................................................................................................................. 6 A. DIFFERING SITE CONDITIONS ....................................................................................................... 6 B. SUSPENSIONS OF WORK ORDERED BY THE ENGINEER ......................................................... 6 C. SIGNIFICANT CHANGES IN THE CHARACTER OF WORK.......................................................... 7
7. BEGINNING OF WORK, TIME OF COMPLETION AND LIQUIDATED DAMAGES...................................... 7
8. BUY AMERICA...............................................................................................................................................8
9. QUALITY ASSURANCE................................................................................................................................. 9
10. PROMPT PAYMENT FROM THE AGENCY TO THE CONTRACTORS ....................................................... 9
11. FORM FHWA-1273 REQUIRED CONTRACT PROVISIONS FEDERAL-AID CONTRACTS ...................... 9
12. FEMALE AND MINORITY GOALS .............................................................................................................. 22
13. TITLE VI ASSURANCES..............................................................................................................................23
14. FEDERAL TRAINEE PROGRAM................................................................................................................. 28
15. PROHIBITIONS OF CERTAIN TELECOMMUNICATIONS AND VIDEO SURVEILLANCE EQUIPMENT AND SERVICES ………………………………………………………………………………………………………… .. 29
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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
1. DISADVANTAGED BUSINESS ENTERPRISES (DBE)
The contractor, subrecipient or subcontractor shall take necessary and reasonable steps to ensure that DBEs have opportunity to participate in the contract (49 CFR 26). To ensure equal participation of DBEs provided in 49 CFR 26.5, the Agency shows a contract goal for DBEs. The prime contractor shall make work available to DBEs and select work parts consistent with available DBE subcontractors and suppliers.
The prime contractor shall meet the DBE goal shown elsewhere in these special provisions or demonstrate that they made adequate good faith efforts to meet this goal.
It is the prime contractor’s responsibility to verify that the DBE firm is certified as a DBE on the date of bid opening by using the California Unified Certification Program (CUCP) database and possesses the most specific available North American Industry Classification System (NAICS) codes and Work Code applicable to the type of work the firm will perform on the contract. Additionally, the prime contractor is responsible to document this verification by printing out the CUCP data for each DBE firm. A list of DBEs certified by the CUCP can be found at: https://dot.ca.gov/programs/civil-rights/dbe-search.
All DBE participation will count toward the California Department of Transportation’s federally mandated statewide overall DBE goal.
Credit for materials or supplies the prime contractor purchases from DBEs counts towards the goal in the following manner:
• 100 percent counts if the materials or supplies are obtained from a DBE manufacturer. • 60 percent counts if the materials or supplies are obtained from a DBE regular dealer. • Only fees, commissions, and charges for assistance in the procurement and delivery of materials or supplies count if obtained from a DBE that is neither a manufacturer nor regular dealer. 49 CFR
26.55 defines "manufacturer" and "regular dealer."
The prime contractor receives credit towards the goal if they employ a DBE trucking company that performs a commercially useful function as defined in 49 CFR 26.55(d) as follows:
• The DBE must be responsible for the management and supervision of the entire trucking operation for which it is responsible on a particular contract, and there cannot be a contrived arrangement for the purpose of meeting DBE goals.
• The DBE must itself own and operate at least one fully licensed, insured, and operational truck used on the contract.
• The DBE receives credit for the total value of the transportation services it provides on the Contract using trucks it owns, insures, and operates using drivers it employs. • The DBE may lease trucks from another DBE firm, including an owner-operator who is certified as a DBE. The DBE who leases trucks from another DBE receives credit for the total value of the transportation services the lessee DBE provides on the Contract. • The DBE may also lease trucks from a non-DBE firm, including from an owner-operator. The DBE that leases trucks equipped with drivers from a non-DBE is entitled to credit for the total value of transportation services provided by non-DBE leased trucks equipped with drivers not to exceed the value of transportation services on the contract provided by DBE-owned trucks or leased trucks with DBE employee drivers. Additional participation by non-DBE owned trucks equipped with drivers receives credit only for the fee or commission it receives as a result of the lease arrangement. • The DBE may lease trucks without drivers from a non-DBE truck leasing company. If the DBE leases trucks from a non-DBE truck leasing company and uses its own employees as drivers, it is entitled to credit for the total value of these hauling services. • A lease must indicate that the DBE has exclusive use of and control over the truck. This does not preclude the leased truck from working for others during the term of the lease with the consent of the DBE, so long as the lease gives the DBE absolute priority for use of the leased truck. Leased trucks must display the name and identification number of the DBE.
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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
A. Nondiscrimination Statement
The contractor, subrecipient or subcontractor will never exclude any person from participation in, deny any person the benefits of, or otherwise discriminate against anyone in connection with the award and performance of any contract covered by 49 CFR 26 on the basis of race, color, sex, or national origin. In administering the Local Agency components of the DBE Program Plan, the contractor, subrecipient or subcontractor will not, directly, or through contractual or other arrangements, use criteria or methods of administration that have the effect of defeating or substantially impairing accomplishment of the objectives of the DBE Program Plan with respect to individuals of a particular race, color, sex, or national origin.
B. Contract Assurance
Under 49 CFR 26.13(b): The contractor, subrecipient or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this contract. The contractor shall carry out applicable requirements of 49 CFR 26 in the award and administration of federal -aid contracts. Failure by the contractor to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy as the recipient deems appropriate, which may inc lude, but is not limited to:
(1) Withholding monthly progress payments;
(2) Assessing sanctions;
(3) Liquidated damages; and/or
(4) Disqualifying the contractor from future bidding as non-responsible.
C. Prompt Progress Payment
The prime contractor or subcontractor shall pay to any subcontractor, not later than seven days after receipt of each progress payment, unless otherwise agreed to in writing, the respective amounts allowed the contractor on account of the work performed by the subcontractors, to the extent of each subcontractor’s interest therein. In the event that there is a good faith dispute over all or any portion of the amount due on a progress payment from the prime contractor or subcontractor to a subcontractor, the prime contractor or subcontractor may withhold no more than 150 percent of the disputed amount. Any violation of this requirement shall constitute a cause for disciplinary action and shall subject the licensee to a penalty, payable to the subcontractor, of 2 percent of the amount due per month for every month that payment is not made.
In any action for the collection of funds wrongfully withheld, the prevailing party shall be entitled to his or her attorney’s fees and costs. The sanctions authorized under this requirement shall be separate from, and in addition to, all other remedies, either civil, administrative, or criminal. This clause applies to both DBE and non - DBE subcontractors.
D. Prompt Payment of Withheld Funds to Subcontractors
The Agency may hold retainage from the prime contractor and shall make prompt and regular incremental acceptances of portions, as determined by the Agency, of the contract work, and pay retainage to the prime contractor based on these acceptances. The Agency shall designate one of the methods below in the contract to ensure prompt and full payment of any retainage kept by the prime contractor or subcontractor to a subcontractor. The Agency shall include either Method 1, Method 2, or Method 3 below and delete the other two.
Method 1: No retainage will be held by the Agency from progress payments due to the prime contractor.
Prime contractors and subcontractors are prohibited from holding retainage from subcontractors. Any delay or postponement of payment may take place only for good cause and with the Agency’s prior written approval. Any violation of these provisions shall subject the violating contractor or subcontractor to the penalties, sanctions, and other remedies specified in Section 7108.5 of the California Business and Professions Code and Section 10262 of the California Public Contract Code. This requirement shall not be construed to limit or impair any contractual, administrative or judicial remedies, otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor, deficient subcontractor performance and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.
Method 2: No retainage will be held by the Agency from progress payments due to the prime contractor.
Any retainage kept by the prime contractor or by a subcontractor must be paid in full to the earning subcontractor within seven (7) days after the subcontractor’s work is satisfactorily completed. Any delay or postponement of payment may take place only for good cause and with the Agency’s prior written approval.
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Required Federal-Aid Contract Language
Any violation of these provisions shall subject the violating contractor or subcontractor to the penalties, sanctions, and remedies specified in Section 7108.5 of the California Business and Professions Code and Section 10262 of the California Public Contract Code. This requirement shall not be construed to limit or impair any contractual, administrative or judicial remedies, otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor, deficient subcontractor performance and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.
Method 3: The Agency shall hold retainage from the prime contractor and shall make prompt and regular incremental acceptances of portions, as determined by the Agency of the contract work and pay retainage to the prime contractor based on these acceptances. The prime contractor or subcontractor shall return all monies withheld in retention from all subcontractors within seven (7) days after receiving payment for work satisfactorily completed and accepted including incremental acceptances of portions of the contract work by the Agency. Any delay or postponement of payment may take place only for good cause and with the Agency’s prior written approval. Any violation of these provisions shall subject the violating prime contractor or subcontractor to the penalties, sanctions, and other remedies specified in Section 7108.5 of the California Business and Professions Code and Section 10262 of the California Public Contract Code. This requirement shall not be construed to limit or impair any contractual, administrative or judicial remedies otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor; deficient subcontractor performance and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.
Any violation of these provisions of Prompt Progress Payment and Prompt Payment of Withheld Funds to Subcontractors shall subject the violating prime contractor or subcontractor to the penalties, sanctions and other remedies specified therein. These requirements shall not be construed to limit or impair any contractual, administrative, or judicial remedies otherwise available to the prime contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the prime contractor, deficient subcontract performance, or noncompliance by a subcontractor.
E. Termination and Substitution of DBE Subcontractors
The prime contractor shall utilize the specific DBEs listed to perform the work and supply the materials for which each is listed unless the contractor obtains the Agency’s written consent. The prime contractor shall not terminate or substitute a listed DBE for convenience and perform the work with their own forces or obtain materials from other sources without prior written authorization from the Agency. Unless the Agency’s prior written consent is provided, the contractor shall not be entitled to any payment for work or material unless it is performed or supplied by the listed DBE on the Exhibit 15-G Construction Contract DBE Commitment form, included in the Bid.
The Agency authorizes a request to use other forces or sources of materials if the bidder shows any of the following justifications:
1. Listed DBE fails or refuses to execute a written contract based on plans and specifications for the project.
2. The Local Agency stipulated that a bond is a condition of executing the subcontract and the listed DBE fails to meet the Local Agency’s bond requirements.
3. Work requires a contractor's license and listed DBE does not have a valid license under Contractors License Law.
4. Listed DBE fails or refuses to perform the work or furnish the listed materials (failing or refusing to perform is not an allowable reason to remove a DBE if the failure or refusal is a result of bad faith or discrimination).
5. Listed DBE's work is unsatisfactory and not in compliance with the contract.
6. Listed DBE is ineligible to work on the project because of suspension or debarment.
7. Listed DBE becomes bankrupt or insolvent.
8. Listed DBE voluntarily withdraws with written notice from the Contract
9. Listed DBE is ineligible to receive credit for the type of work required.
10. Listed DBE owner dies or becomes disabled resulting in the inability to perform the work on the Contract.
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Required Federal-Aid Contract Language
11. The Agency determines other documented good cause.
The prime contractor shall notify the original DBE of the intent to use other forces or material sources and provide the reasons, allowing the DBE 5 days to respond to the notice and advise the prime contractor and the Agency of the reasons why the use of other forces or sources of materials should not occur.
The prime contractor’s request to use other forces or material sources must includ e:
1. One or more of the reasons listed in the preceding paragraph.
2. Notices from the prime contractor to the DBE regarding the request.
3. Notices from the DBEs to the prime contractor regarding the request.
If the Agency authorizes the termination or substitution of a listed DBE, the prime contractor must make good faith efforts to find another DBE to substitute for the original DBE. The substitute DBE must (1) perform at least the same amount of work as the original DBE under the contract to the extent needed to meet or exceed the DBE goal, and (2) be certified as a DBE with the most specific available NAICS codes and work codes applicable to the type of work the DBE will perform on the contract at the time of the prime contractor’s request for substitution. The prime contractor shall submit their documentation of good faith efforts within 7 days of their request for authorization of the substitution. The Agency may authorize a 7-day extension of this submittal period at the prime contractor’s request. More guidance can be found at 49 CFR 26 app A regarding evaluation of good faith efforts to meet the DBE goal.
F. Commitment and Utilization
Note: In the Agency’s reports of DBE participation to Caltrans, the Agency must display both commitments and attainments.
The Agency’s DBE program must include a monitoring and enforcement mechanism to ensure that DBE commitments reconcile to DBE utilization.
The bidder shall submit the Exhibit 15-G Construction Contract DBE Commitment, included in the Bid book. This exhibit is the bidder’s DBE commitment form. If the form is not submitted with the bid, the bidder must remove the form from the Bid book before submitting their bid.
The bidder shall complete and sign Exhibit 15-G Construction Contract DBE Commitment included in the contract documents regardless of whether DBE participation is reported. The bidder shall provide written confirmation from each DBE that the DBE is participating in the Contract. A copy of a DBE's quote serves as written confirmation. If a DBE is participating as a joint venture partner, the bidder shall submit a copy of the joint venture agreement.
If the DBE Commitment form, Exhibit 15-G, is not submitted with the bid, it must be completed and submitted by all bidders to the Agency within five (5) days of bid opening. If the bidder does not submit the DBE Commitment form within the specified time, the Agency will find the bidder’s bid nonresponsive.
The prime contractor shall use each DBE subcontractor as listed on Exhibit 12- B Bidder’s List of Subcontractors (DBE and Non-DBE), and Exhibit 15-G Construction Contract DBE Commitment form unless they receive authorization for a substitution.
The Agency shall request the prime contractor to:
1. Notify the Resident Engineer or Inspector of any changes to its anticipated DBE participation
2. Provide this notification before starting the affected work
3. Maintain records including:
• Name and business address of each 1st-tier subcontractor • Name and business address of each DBE subcontractor, DBE vendor, and DBE trucking company, regardless of tier
• Date of payment and total amount paid to each business (see Exhibit 9-F Monthly Disadvantaged Business Enterprise Payment)
If the prime contractor is a DBE contractor, they shall include the date of work performed by their own forces and the corresponding value of the work.
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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
Before the 15th of each month, the prime contractor shall submit a Monthly DBE Trucking Verification (LAPM Exhibit 16-Z1) form.
If a DBE is decertified before completing its work, the DBE must notify the prime contractor in writing of the decertification date. If a business becomes a certified DBE before completing its work, the business must notify the prime contractor in writing of the certification date. The prime contractor shall submit the notifications. Upon work completion, the prime contractor shall complete a Disadvantaged Business Enterprises (DBE) Certification Status Change, Exhibit 17-O, form and submit the form within 30 days of contract acceptance.
Upon work completion, the prime contractor shall complete Exhibit 17-F Final Report – Utilization of Disadvantaged Business Enterprises (DBE), First-Tier Subcontractors and submit it within 90 days of contract acceptance. The Agency will withhold $10,000 until the form is submitted. The Agency releases the withhold upon submission of the completed form.
G. DBE RUNNING TALLY OF ATTAINMENTS
After submitting an invoice for reimbursement that includes a payment to a DBE, but no later than the 10 th of the following month, the prime contractor/consultant shall complete and email the Exhibit 9- F: Disadvantaged Business Enterprise Running Tally of Payments to [email protected] with a copy to the Agency.
2. BID OPENINGThe Agency publicly opens and reads bids at the time and place shown on the Notice to Contractors.
3. BID RIGGING The U.S. Department of Transportation (DOT) provides a toll-free hotline to report bid rigging activities. Use the hotline to report bid rigging, bidder collusion, and other fraudulent activities. The hotline number is (800) 424-9071. The service is available 24 hours 7 days a week and is confidential and anonymous.
The hotline is part of the DOT's effort to identify and investigate highway construction contract fraud and abuse and is operated under the direction of the DOT Inspector General.
4. CONTRACT AWARD If the Agency awards the contract, the award is made to the lowest responsible and responsive bidder.
5. CONTRACTOR LICENSE The Contractor must be properly licensed as a contractor from contract award through Contract acceptance (Public Contract Code §10164).
6. CHANGED CONDITIONS
A. Differing Site Conditions
1. During the progress of the work, if subsurface or latent physical conditions are encountered at the site differing materially from those indicated in the contract or if unknown physical conditions of an unusual nature, differing materially from those ordinarily encountered and generally recognized as inherent in the work provided for in the contract, are encountered at the site, the party discovering such conditions shall promptly notify the other party in writing of the specific differing conditions before the site is disturbed and before the affected work is performed.
2. Upon written notification, the engineer will investigate the conditions, and if it is determined that the conditions materially differ and cause an increase or decrease in the cost or time required for the performance of any work under the contract, an adjustment, excluding anticipated profits, will be made and the contract modified in writing accordingly. The engineer will notify the contractor of the determination whether or not an adjustment of the contract is warranted.
3. No contract adjustment which results in a benefit to the contractor will be allowed unless the contractor has provided the required written notice.
4. No contract adjustment will be allowed under this clause for any effects caused on unchanged work. [This provision may be omitted by the Local Agency, at their option.] B. Suspensions of Work Ordered by the Engineer
1. If the performance of all or any portion of the work is suspended or delayed by the engineer in writing for an unreasonable period of time (not originally anticipated, customary, or inherent to the construction industry) and the contractor believes that additional compensation and/or contract time is due as a result of such suspension or delay, the contractor shall submit to the engineer in writing a request for adjustment within 7 calendar days of receipt of the notice to resume work. The request
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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
shall set forth the reasons and support for such adjustment.
2. Upon receipt, the engineer will evaluate the contractor's request. If the engineer agrees that the cost and/or time required for the performance of the contract has increased as a result of such suspension and the suspension was caused by conditions beyond the control of and not the fault of the contractor, its suppliers, or subcontractors at any approved tier, and not caused by weather, the engineer will make an adjustment (excluding profit) and modify the contract in writing accordingly.
The contractor will be notified of the engineer's determination whether or not an adjustment of the contract is warranted.
3. No contract adjustment will be allowed unless the contractor has submitted the request for adjustment within the time prescribed.
4. No contract adjustment will be allowed under this clause to the extent that performance would have been suspended or delayed by any other cause, or for which an adjustment is provided or excl uded under any other term or condition of this contract.
C. Significant Changes in the Character of Work
1. The engineer reserves the right to make, in writing, at any time during the work, such changes in quantities and such alterations in the work as are necessary to satisfactorily complete the project.
Such changes in quantities and alterations shall not invalidate the contract nor release the surety, and the contractor agrees to perform the work as altered.
2. If the alterations or changes in quantities significantly change the character of the work under the contract, whether such alterations or changes are in themselves significant changes to the character of the work or by affecting other work cause such other work to become significantly different in character, an adjustment, excluding anticipated profit, will be made to the contract. The basis for the adjustment shall be agreed upon prior to the performance of the work. If a basis cannot be agreed upon, then an adjustment will be made either for or against the contractor in such amount as the engineer may determine to be fair and equitable.
3. If the alterations or changes in quantities do not significantly change the character of the work to be performed under the contract, the altered work will be paid for as provided elsewhere in the contract.
4. The term “significant change” shall be construed to apply only to the following circumstances:
• When the character of the work as altered differs materially in kind or nature from that involved or included in the original proposed construction; or
• When a major item of work, as defined elsewhere in the contract, is increased in excess of 125 percent or decreased below 75 percent of the original contract quantity. Any allowance for an increase in quantity shall apply only to that portion in excess of 125 percent of original contract item quantity, or in case of a decrease below 75 percent, to the actual amount of work performed.
7. BEGINNING OF WORK, TIME OF COMPLETION AND LIQUIDATED DAMAGES The Contractor shall begin work within 15 calendar days after the issuance of the Notice to Proceed.
This work shall be diligently prosecuted to completion before the expiration of WORKING DAYS beginning on the fifteenth calendar day after the date shown on the Notice to Proceed.
The Contractor shall pay to the City/County the sum of $ per day, for each and every calendar days’ delay in finishing the work in excess of the number of working days prescribed above.
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Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
8. BUY AMERICA
Buy America Requirements apply to steel and iron, manufactured products, and construction materials permanently incorporated into the project.
Steel and Iron Materials
All steel and iron materials must be melted and manufactured in the United States except:
1. Foreign pig ir
on and processed, pelletized, and reduced iron ore may be used in the domestic production of the steel and iron materials [60 Fed Reg 15478 (03/24/1995)];
2. If the total combined cost of the materials produced outside the United States does not exceed the greater of 0.
1 percent of the total contract amount or $2,500, materials produced outside the United States may be used if authorized.
Furnish steel and iron materials to be incorporated into the work with certificates of compliance and certified mill test reports
. Mill test reports must indicate where the steel and iron were melted and manufactured. All melting and manufacturing processes f
or these materials, including an application of a coating, must occur in the United States. Coating includes all processes that protect or enhance the value of the material to which the coating is applied.
Manufactured Products
Iron and steel used in precast concrete manufactured products must meet the requirements of the above section (Steel and Iron Materials)
regardless of the amount used. Iron and steel used in other manufactured products must meet
the requirements of the above section (Steel and Iron Materials) if the weight of steel and iron components constitute 90 percent or more of the total weight of the manufactured product.
Construction Materials
Buy America requirements apply to the following construction materials that are or consist primarily of:
1. Non-ferrous metals
2. Plastic and polymer-based products (including polyvinylchloride, composite building materials, and polymers used in fiber optic cables)
3. Glass (including opti
c glass)
4. Lumber
5. Drywall
Where one or more of these construction materials have been combined by a manufacturer with other materials through a manufacturing
process, Buy America requirements do not apply unless otherwise specified.
Furnish construction materials to be incorporated into the work with certificates of compliance with each project delivery. Manufacturer’s c
ertificate of compliance must identify where the construction material was manufactured and attest spec
ifically to Buy America compliance.
All manufacturing proces
ses for these materials must occur in the United States.
Buy America
requirements do not apply to the following:
1. Tools and construction equipment used in performing the work
2. Temporary work
that is not incorporated into the finished project
Waivers
If Buy America waivers are granted, use the following language to include in the contract:
The following steel and iron products, manufactured products, or construction materials have received an approved Buy America waiver
for this contract, and therefore, are not subject to Buy America requirements:
1. _______________________________
2. _______________________________
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9. QUALITY ASSURANCE
The Local Agency uses a Quality Assurance Program (QAP) to ensure a material is produced to comply with the Contract. The Local Agency may examine the records and reports of tests the prime contractor performs if they are available at the job site. Schedule work to allow time for QAP.
10. PROMPT PAYMENT FROM THE AGENCY TO THE CONTRACTORS
The Agency shall make any progress payment within 30 days after receipt of an undisputed and properly submitted payment request from a contractor on a construction contract. If the Agency fails to pay promptly, the Agency shall pay interest to the contractor, which accrues at the rate of 10 percent per annum on the principal amount of a money judgment remaining unsatisfied. Upon receipt of a payment request, the Agency shall act in accordance with both of the following:
1. Each payment request shall be reviewed by the Agency as soon as practicable after receipt for the purpose of determining that it is a proper payment request.
2. Any payment request determined not to be a proper payment request suitable for payment shall be returned to the contractor as soon as practicable, but not later than seven (7) days, after receipt. A request returned pursuant to this paragraph shall be accompanied by a document setting forth in writ ing the reasons why the payment request is not proper.
11. FORM FHWA-1273 REQUIRED CONTRACT PROVISIONS FEDERAL-AID CONTRACTS [The following 12 pages must be physically inserted into the contract without modification.
Excluding ATTACHMENT A - EMPLOYMENT AND MATERIALS PREFERENCE FOR APPALACHIAN DEVELOPMENT HIGHWAY SYSTEM OR APPALACHIAN LOCAL ACCESS ROAD CONTRACTS ]
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FHWA-1273 -- Revised July 5, 2022
REQUIRED CONTRACT
PROVISIONS FEDERAL-AID
CONSTRUCTION CONTRACTS
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I. General
II. Nondiscrimination
III. Non-segregated Facilities
IV. Davis-Bacon and Related Act Provisions
V. Contract Work Hours and Safety Standards Act Provisions VI. Subletting or Assigning the Contract
VII. Safety: Accident Prevention
VIII. False Statements Concerning Highway Projects
IX. Implementation of Clean Air Act and Federal Water
Pollution Control Act
X. Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion
XI. Certification Regarding Use of Contract Funds for Lobbying XII. Use of United States-Flag Vessels:
ATTACHMENTS
A. Employment and Materials Preference for Appalachian
Development Highway System or Appalachian Local Access
Road Contracts (included in Appalachian contracts only) I. GENERAL
1. Form FHWA-1273 must be physically incorporated in each construction contract funded under title 23, United States Code, as required in 23 CFR 633.102(b) (excluding emergency
contracts solely intended for debris removal). The contractor (or subcontractor) must insert this form in each subcontract and further require its inclusion in all lower tier subcontracts (excluding purchase orders, rental agreements and other agreements for supplies or services). 23 CFR633.102(e).
The applicable requirements of Form FHWA-1273 are
incorporated by reference for work done under any purchase order, rental agreement or agreement for other services. The prime contractor shall be responsible for compliance by any subcontractor, lower-tier subcontractor or service provider. 23 CFR 633.102(e).
Form FHWA-1273 must be included in all Federal-aid design- build contracts, in all subcontracts and in lower tier subcontracts (excluding subcontracts for design services, purchase orders, rental agreements and other agreements for supplies or
services) in accordance with 23 CFR 633.102. The design- builder shall be responsible for compliance by any
subcontractor, lower-tier subcontractor or service provider.
Contracting agencies may reference Form FHWA-1273 in
solicitation-for-bids or request-for-proposals documents, however, the Form FHWA-1273 must be physically incorporated (not referenced) in all contracts, subcontracts and lower-tier subcontracts (excluding purchase orders, rental agreements and other agreements for supplies or services related to a
construction contract). 23 CFR 633.102(b).
2. Subject to the applicability criteria noted in the following sections, these contract provisions shall apply to all work performed on the contract by the contractor's own organization and with the assistance of workers under the contractor's immediate superintendence and to all work performed on the contract by piecework, station work, or by subcontract. 23 CFR 633.102(d).
3. A breach of any of the stipulations contained in these Required Contract Provisions may be sufficient grounds for withholding of progress payments, withholding of final payment, termination of the contract, suspension / debarment or any other action determined to be appropriate by the contracting agency and FHWA.
4. Selection of Labor: During the performance of this contract, the contractor shall not use convict labor for any purpose within the limits of a construction project on a Federal-aid highway unless it is labor performed by convicts who are on parole, supervised release, or probation. 23 U.S.C. 114(b).The term Federal-aid highway does not include roadways functionally classified as local roads or rural minor collectors. 23 U.S.C. 101(a).
II. NONDISCRIMINATION (23 CFR 230.107(a); 23 CFR Part
230, Subpart A, Appendix A; EO 11246)
The provisions of this section related to 23 CFR Part 230, Subpart A, Appendix A are applicable to all Federal-aid construction contracts and to all related construction
subcontracts of $10,000 or more. The provisions of 23 CFR Part 230 are not applicable to material supply, engineering, or architectural service contracts.
In addition, the contractor and all subcontractors must comply with the following policies: Executive Order 11246, 41 CFR Part 60, 29 CFR Parts 1625-1627, 23 U.S.C. 140, Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C. 794), Title VI of the Civil Rights Act of 1964, as amended (42 U.S.C. 2000d et seq.), and related regulations including 49 CFR Parts 21, 26, and
27; and 23 CFR Parts 200, 230, and 633.
The contractor and all subcontractors must comply with: the requirements of the Equal Opportunity Clause in 41 CFR 60-
1.4(b) and, for all construction contracts exceeding $10,000, the Standard Federal Equal Employment Opportunity Construction Contract Specifications in 41 CFR 60-4.3.
Note: The U.S. Department of Labor has exclusive authority to determine compliance with Executive Order 11246 and the policies of the Secretary of Labor including 41 CFR Part 60, and 29 CFR Parts 1625-1627. The contracting agency and the
FHWA have the authority and the responsibility to ensure compliance with 23 U.S.C. 140, Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C. 794), and Title VI of the Civil Rights Act of 1964, as amended (42 U.S.C. 2000d et seq.), and related regulations including 49 CFR Parts 21, 26, and 27; and 23 CFR Parts 200, 230, and 633.
The following provision is adopted from 23 CFR Part 230, Subpart A, Appendix A, with appropriate revisions to conform to the U.S. Department of Labor (US DOL) and FHWA
requirements. Page 11 of 29
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1. Equal Employment Opportunity: Equal Employment
Opportunity (EEO) requirements not to discriminate and to take affirmative action to assure equal opportunity as set forth under laws, executive orders, rules, regulations (see 28 CFR Part 35, 29 CFR Part 1630, 29 CFR Parts 1625-1627, 41 CFR Part 60 and 49 CFR Part 27) and orders of the Secretary of Labor as modified by the provisions prescribed herein, and imposed pursuant to 23 U.S.C. 140, shall constitute the EEO and specific affirmative action standards for the contractor's project activities under this contract.
The provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) set forth under 28 CFR Part 35 and 29 CFR Part 1630 are incorporated by reference in this contract. In the execution of this contract, the contractor agrees to comply with the following minimum specific requirement activities of EEO:
a. The contractor will work with the contracting agency and the Federal Government to ensure that it has made every good faith effort to provide equal opportunity with respect to all of its terms and conditions of employment and in their review of activities under the contract. 23 CFR 230.409 (g)(4) & (5).
b. The contractor will accept as its operating policy the following statement:
"It is the policy of this Company to assure that applicants are employed, and that employees are treated during employment, without regard to their race, religion, sex, sexual orientation, gender identity, color, national origin, age or disability. Such action shall include: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship, pre-
apprenticeship, and/or on-the-job training."
2. EEO Officer: The contractor will designate and make known to the contracting officers an EEO Officer who will have the responsibility for and must be capable of effectively administering and promoting an active EEO program and who must be assigned adequate authority and responsibility to do so.
3. Dissemination of Policy: All members of the contractor's staff who are authorized to hire, supervise, promote, and discharge employees, or who recommend such action or are substantially involved in such action, will be made fully cognizant of and will implement the contractor's EEO policy and contractual
responsibilities to provide EEO in each grade and classification of employment. To ensure that the above agreement will be met, the following actions will be taken as a minimum:
a. Periodic meetings of supervisory and personnel office employees will be conducted before the start of work and then not less often than once every six months, at which time the contractor's EEO policy and its implementation will be reviewed and explained.
The meetings will be conducted by the EEO Officer or other knowledgeable company official.
b. All new supervisory or personnel office employees will be given a thorough indoctrination by the EEO Officer, covering all major aspects of the contractor's EEO obligations within thirty days following their reporting for duty with the contractor. c. All personnel who are engaged in direct recruitment for the project will be instructed by the EEO Officer in the contractor's procedures for locating and hiring minorities and women. d. Notices and posters setting forth the contractor's EEO policy will be placed in areas readily accessible to employees, applicants for employment and potential employees.
e. The contractor's EEO policy and the procedures to implement such policy will be brought to the attention of employees by means of meetings, employee handbooks, or other appropriate means.
4. Recruitment: When advertising for employees, the contractor will include in all advertisements for employees the notation: "An Equal Opportunity Employer." All such advertisements will be placed in publications having a large circulation among minorities and women in the area from which the project work force would normally be derived.
a.
The contractor will, unless precluded by a valid bargaining agreement,
conduct systematic and direct recruitment through public and private employee referral sources likely to yield qualified minorities and women. To meet this requirement, the contractor will identify sources of potential minority group employees and establish with such identified sources procedures whereby minority and women applicants may be referred to the contractor for employment consideration.
b. In the event the contractor has a valid bargaining agreement providing for exclusive hiring hall referrals, the contractor is expected to observe the provisions of that agreement to the extent that the system meets the contractor's compliance with EEO contract provisions. Where implementation of such an agreement has the effect of discriminating against minorities or women, or obligates the contractor to do the same, such implementation violates Federal nondiscrimination provisions.
c. The contractor will encourage its present employees to refer minorities and women as applicants for employment. Information and procedures with regard to referring such applicants will be discussed with employees.
5. Personnel Actions: Wages, working conditions, and employee benefits shall be established and administered, and personnel actions of every type, including hiring, upgrading, promotion, transfer, demotion, layoff, and termination, shall be taken without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, age or disability. The following procedures shall be followed:
a. The contractor will conduct periodic inspections of project sites to ensure that working conditions and employee facilities do not indicate discriminatory treatment of project site personnel. b. The contractor will periodically evaluate the spread of wages paid within each classification to determine any evidence of discriminatory wage practices.
c.
The contractor will periodically review selected personnel actions in depth to determine whether there is evidence of discrimination.
Where evidence is found, the contractor will promptly take corrective action. If the review indicates that the discrimination may extend beyond the actions reviewed, such corrective action shall include all affected persons.
d. The contractor will promptly investigate all complaints of alleged discrimination made to the contractor in connection with its obligations under this contract, will attempt to resolve such complaints, and will take appropriate corrective action within a reasonable time. If the investigation indicates that the discrimination may affect persons other than the complainant, such corrective action shall include such other persons. Upon completion of each investigation, the contractor will inform every complainant of all of their avenues of appeal.
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6. Training and Promotion:
a. The contractor will assist in locating, qualifying, and increasing the skills of minorities and women who are applicants for employment or current employees. Such efforts should be aimed at developing full journey level status employees in the type of trade or job classification involved.
b. Consistent with the contractor's work force requirements and as permissible under Federal and State regulations, the contractor shall make full use of training programs (i.e., apprenticeship and on-the- job training programs for the geographical area of contract performance). In the event a special provision for training is provided under this contract, this subparagraph will be superseded as indicated in the special provision. The contracting agency may reserve training positions for persons who receive welfare assistance in accordance with 23 U.S.C. 140(a).
c. The contractor will advise employees and applicants for employment of available training programs and entrance
requirements for each.
d. The contractor will periodically review the training and promotion potential of employees who are minorities and women and will encourage eligible employees to apply for such training and promotion.
7. Unions: If the contractor relies in whole or in part upon unions as a source of employees, the contractor will use good faith efforts to obtain the cooperation of such unions to increase opportunities for minorities and women. 23 CFR 230.409. Actions by the contractor, either directly or through a contractor's association acting as agent, will include the procedures set forth below:
a. The contractor will use good faith efforts to develop, in cooperation with the unions, joint training programs aimed toward qualifying more minorities and women for membership in the unions and increasing the skills of minorities and women so that they may qualify for higher paying employment.
b. The contractor will use good faith efforts to incorporate an EEO clause into each union agreement to the end that such union will be contractually bound to refer applicants without regard to their race, color, religion, sex, sexual orientation, gender identity, national origin, age, or disability.
c. The contractor is to obtain information as to the referral practices and policies of the labor union except that to the extent such information is within the exclusive possession of the labor union and such labor union refuses to furnish such information to the contractor, the contractor shall so certify to the contracting agency and shall set forth what efforts have been made to obtain such information.
d. In the event the union is unable to provide the contractor with a reasonable flow of referrals within the time limit set forth in the collective bargaining agreement, the contractor will, through independent recruitment efforts, fill the employment vacancies without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, age, or disability; making full efforts to obtain qualified and/or qualifiable minorities and women. The failure of a union to provide sufficient referrals (even though it is obligated to provide exclusive referrals under the terms of a collective bargaining agreement) does not relieve the contractor from the requirements of this paragraph. In the event the union referral practice prevents the contractor from meeting the obligations pursuant to Executive Order 11246, as amended, and these special provisions, such contractor shall immediately notify the contracting agency.
8. Reasonable Accommodation for Applicants / Employees with Disabilities: The contractor must be familiar with the requirements for and comply with the Americans with Disabilities Act and all rules and regulations established thereunder. Employers must provide reasonable accommodation in all employment activities unless to do so would cause an undue hardship.
9. Selection of Subcontractors, Procurement of Materials and Leasing of Equipment: The contractor shall not discriminate on the grounds of race, color, religion, sex, sexual orientation, gender identity, national origin, age, or disability in the selection and retention of subcontractors, including procurement of materials and leases of equipment. The contractor shall take all necessary and reasonable steps to ensure nondiscrimination in the administration of this contract. a.
The contractor shall notify all potential subcontractors, suppliers, and lessors of their EEO obligations under this contract.
b. The contractor will use good faith efforts to ensure subcontractor compliance with their EEO obligations.
10. Assurance Required:
a. The requirements of 49 CFR Part 26 and the State DOT’s FHWA-approved Disadvantaged Business Enterprise (DBE) program are incorporated by reference.
b. The contractor, subrecipient or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this contract. The contractor shall carry out applicable requirements of 49 CFR part 26 in the award and administration of DOT-assisted contracts. Failure by the contractor to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy as the recipient deems appropriate, which may include, but is not limited to:
(1) Withholding monthly progress payments;
(2) Assessing sanctions;
(3) Liquidated damages; and/or
(4) Disqualifying the contractor from future bidding as non- responsible.
c. The Title VI and nondiscrimination provisions of U.S. DOT Order 1050.2A at Appendixes A and E are incorporated by reference. 49 CFR Part 21.
11. Records and Reports: The contractor shall keep such records as necessary to document compliance with the EEO requirements.
Such records shall be retained for a period of three years following the date of the final payment to the contractor for all contract work and shall be available at reasonable times and places for inspection by authorized representatives of the contracting agency and the FHWA.
a.
The records kept by the contractor shall document the following:
(1) The number and work hours of minority and non-minority group members and women employed in each work
classification on the project;
(2) The progress and efforts being made in cooperation with unions, when applicable, to increase employment opportunities for minorities and women; and
(3) The progress and efforts being made in locating, hiring, training, qualifying, and upgrading minorities and women.
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b. The contractors and subcontractors will submit an annual report to the contracting agency each July for the duration of the project indicating the number of minority, women, and non-minority group employees currently engaged in each work classification required by the contract work. This information is to be reported on Form FHWA-1391. The staffing data should represent the project work force on board in all or any part of the last payroll period preceding the end of July. If on-the-job training is being required by special provision, the contractor will be required to collect and report training data. The employment data should reflect the work force on board during all or any part of the last payroll period preceding the end of July.
III. NONSEGREGATED FACILITIES
This provision is applicable to all Federal-aid construction contracts and to all related construction subcontracts of more than $10,000. 41 CFR 60-1.5.
As prescribed by 41 CFR 60-1.8, the contractor must ensure that facilities provided for employees are provided in such a manner that segregation on the basis of race, color, religion, sex, sexual orientation, gender identity, or national origin cannot result. The contractor may neither require such segregated use by written or oral policies nor tolerate such use by employee custom. The contractor's obligation extends further to ensure that its employees are not assigned to perform their services at any location under the contractor's control where the facilities are segregated. The term "facilities" includes waiting rooms, work areas, restaurants and other eating areas, time clocks, restrooms, washrooms, locker rooms and other storage or dressing areas, parking lots, drinking fountains, recreation or entertainment areas, transportation, and housing provided for employees. The contractor shall provide separate or single-user restrooms and necessary dressing or sleeping areas to assure privacy between sexes.
IV. DAVIS-BACON AND RELATED ACT PROVISIONS
This section is applicable to all Federal-aid construction projects exceeding $2,000 and to all related subcontracts and lower-tier subcontracts (regardless of subcontract size), in accordance with 29 CFR 5.5. The requirements apply to all projects located within the right-of-way of a roadway that is functionally classified as Federal- aid highway. 23 U.S.C. 113. This excludes roadways functionally classified as local roads or rural minor collectors, which are exempt. 23 U.S.C. 101. Where applicable law requires that projects be treated as a project on a Federal-aid highway, the provisions of this subpart will apply regardless of the location of the project. Examples include: Surface Transportation Block Grant Program projects funded under 23 U.S.C. 133 [excluding recreational trails projects], the Nationally Significant Freight and Highway Projects funded under 23 U.S.C. 117, and National Highway Freight Program projects funded under 23 U.S.C. 167.
The following provisions are from the U.S. Department of Labor regulations in 29 CFR 5.5 “Contract provisions and related matters” with minor revisions to conform to the FHWA-1273 format and FHWA program requirements.
1. Minimum wages (29 CFR 5.5)
a. All laborers and mechanics employed or working upon the site of the work, will be paid unconditionally and not less often than once a week, and without subsequent deduction or rebate on any account (except such payroll deductions as are permitted by regulations issued by the Secretary of Labor under the Copeland Act (29 CFR part 3)), the full amount of wages and bona fide fringe benefits (or cash equivalents thereof) due at time of payment computed at rates not less than those contained in the wage determination of the Secretary of Labor which is attached hereto and made a part hereof, regardless of any contractual relationship which may be alleged to exist between the contractor and such laborers and mechanics.
Contributions made or costs reasonably anticipated for bona fide fringe benefits under section 1(b)(2) of the Davis-Bacon Act on behalf of laborers or mechanics are considered wages paid to such laborers or mechanics, subject to the provisions of paragraph 1.d. of this section; also, regular contributions made or costs incurred for more than a weekly period (but not less often than quarterly) under plans, funds, or programs which cover the particular weekly period, are deemed to be constructively made or incurred during such weekly period. Such laborers and mechanics shall be paid the appropriate wage rate and fringe benefits on the wage determination for the classification of work actually performed, without regard to skill, except as provided in 29 CFR 5.5(a)(4). Laborers or mechanics performing work in more than one classification may be
compensated at the rate specified for each classification for the time actually worked therein: Provided, That the employer's payroll records accurately set forth the time spent in each classification in which work is performed. The wage determination (including any additional classification and wage rates conformed under paragraph
1.b. of this section) and the Davis-Bacon poster (WH–1321) shall be posted at all times by the contractor and its subcontractors at the site of the work in a prominent and accessible place where it can be easily seen by the workers.
b. (1) The contracting officer shall require that any class of laborers or mechanics, including helpers, which is not listed in the wage determination and which is to be employed under the contract shall be classified in conformance with the wage determination. The contracting officer shall approve an additional classification and wage rate and fringe benefits therefore only when the following criteria have been met:
(i) The work to be performed by the classification requested is not performed by a classification in the wage determination; and
(ii) The classification is utilized in the area by the construction industry; and
(iii) The proposed wage rate, including any bona fide fringe benefits, bears a reasonable relationship to the wage rates contained in the wage determination.
(2)
If the contractor and the laborers and mechanics to be
employed in the classification (if known), or their
representatives, and the contracting officer agree on the classification and wage rate (including the amount designated for fringe benefits where appropriate), a report of the action taken shall be sent by the contracting officer to the Administrator of the Wage and Hour Division, U.S. Department of Labor, Washington, DC 20210. The Administrator, or an authorized representative, will approve, modify, or disapprove every additional classification action within 30 days of receipt and so advise the contracting officer or will notify the contracting officer within the 30-day period that additional time is necessary.
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(3) In the event the contractor, the laborers or mechanics to be employed in the classification or their representatives, and the contracting officer do not agree on the proposed classification and wage rate (including the amount
designated for fringe benefits, where appropriate), the contracting officer shall refer the questions, including the views of all interested parties and the recommendation of the contracting officer, to the Administrator for determination.
The Administrator, or an authorized representative, will issue a determination within 30 days of receipt and so advise the contracting officer or will notify the contracting officer within the 30-day period that additional time is necessary.
(4) The wage rate (including fringe benefits where
appropriate) determined pursuant to paragraphs 1.b.(2) or
1.b.(3) of this section, shall be paid to all workers performing work in the classification under this contract from the first day on which work is performed in the classification.
c.
Whenever the minimum wage rate prescribed in the contract for a class of laborers or mechanics includes a fringe benefit which is not expressed as an hourly rate, the contractor shall either pay the benefit as stated in the wage determination or shall pay another bona fide fringe benefit or an hourly cash equivalent thereof. d. If the contractor does not make payments to a trustee or other third person, the contractor may consider as part of the wages of any laborer or mechanic the amount of any costs reasonably anticipated in providing bona fide fringe benefits under a plan or program, Provided, That the Secretary of Labor has found, upon the written request of the contractor, that the applicable standards of the Davis-Bacon Act have been met. The Secretary of Labor may require the contractor to set aside in a separate account assets for the meeting of obligations under the plan or program.
2. Withholding (29 CFR 5.5)
The contracting agency shall upon its own action or upon written request of an authorized representative of the Department of Labor, withhold or cause to be withheld from the contractor under this contract, or any other Federal contract with the same prime contractor, or any other federally-assisted contract subject to Davis- Bacon prevailing wage requirements, which is held by the same prime contractor, so much of the accrued payments or advances as may be considered necessary to pay laborers and mechanics, including apprentices, trainees, and helpers, employed by the contractor or any subcontractor the full amount of wages required by the contract. In the event of failure to pay any laborer or mechanic, including any apprentice, trainee, or helper, employed or working on the site of the work, all or part of the wages required by the contract, the contracting agency may, after written notice to the contractor, take such action as may be necessary to cause the suspension of any further payment, advance, or guarantee of funds until such violations have ceased.
3. Payrolls and basic records (29 CFR 5.5)
a. Payrolls and basic records relating thereto shall be maintained by the contractor during the course of the work and preserved for a period of three years thereafter for all laborers and mechanics working at the site of the work. Such records shall contain the name, address, and social security number of each such worker, his or her correct classification, hourly rates of wages paid (including rates of contributions or costs anticipated for bona fide fringe benefits or cash equivalents thereof of the types described in section 1(b)(2)(B) of the Davis-Bacon Act), daily and weekly number of hours worked, deductions made and actual wages paid. Whenever the Secretary of Labor has found under 29 CFR 5.5(a)(1)(iv) that the wages of any laborer or mechanic include the amount of any costs reasonably anticipated in providing benefits under a plan or program described in
section 1(b)(2)(B) of the Davis-Bacon Act, the contractor shall maintain records which show that the commitment to provide such benefits is enforceable, that the plan or program is financially responsible, and that the plan or program has been communica ted in
writing to the laborers or mechanics affected, and records which show the costs anticipated or the actual cost incurred in providing such benefits. Contractors employing apprentices or trainees under approved programs shall maintain written evidence of the registration of apprenticeship programs and certification of trainee programs, the registration of the apprentices and trainees, and the ratios and wage rates prescribed in the applicable programs.
b. (1) The contractor shall submit weekly for each week in which any contract work is performed a copy of all payrolls to the contracting agency. The payrolls submitted shall set out accurately and completely all of the information required to be maintained under 29 CFR 5.5(a)(3)(i), except that full social security numbers and home addresses shall not be included on weekly transmittals. Instead the payrolls shall only need to include an individually identifying number for each employee (e.g., the last four digits of the employee's social security number). The required weekly payroll information may be submitted in any form desired. Optional Form WH–347 is
available for this purpose from the Wage and Hour Division Web site. The prime contractor is responsible for the submission of copies of payrolls by all subcontractors. Contractors and subcontractors shall maintain the full social security number and current address of each covered worker, and shall provide them upon request to the contracting agency for transmission to the State DOT, the FHWA or the Wage and Hour Division of the Department of Labor for purposes of an investigation or audit of compliance with prevailing wage requirements. It is not a violation of this section for a prime contractor to require a subcontractor to provide addresses and s
ocial security numbers
to the prime contractor for its own records, without weekly submission to the contracting agency.
(2) Each payroll submitted shall be accompanied by a
“Statement of Compliance,” signed by the contractor or
subcontractor or his or her agent who pays or supervises the payment of the persons employed under the contract and shall certify the following:
(i) That the payroll for the payroll period contains the information required to be provided under 29 CFR
5.5(a)(3)(ii), the appropriate information is being maintained under 29 CFR 5.5(a)(3)(i), and that such information is correct and complete;
(ii)
That each laborer or mechanic (including each helper,
apprentice, and trainee) employed on the contract during the payroll period has been paid the full weekly wages earned, without rebate, either directly or indirectly, and that no deductions have been made either directly or indirectly from the full wages earned, other than permissible deductions as set forth in 29 CFR part 3;
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(iii) That each laborer or mechanic has been paid not less than the applicable wage rates and fringe benefits or cash equivalents for the classification of work performed, as specified in the applicable wage determination incorporated into the contract.
(3) The weekly submission of a properly executed certification set forth on the reverse side of Optional Form WH–347 shall satisfy the requirement for submission of the “Statement of Compliance” required by paragraph 3.b.(2) of this section. (4) The falsification of any of the above certifications may subject the contractor or subcontractor to civil or criminal prosecution under 18 U.S.C. 1001 and 31 U.S.C. 231.
c.
The contractor or subcontractor shall make the records required under paragraph 3.a. of this section available for inspection, copying, or transcription by authorized representatives of the contracting agency, the State DOT, the FHWA, or the Department of Labor, and shall permit such representatives to interview employees during working hours on the job. If the contractor or subcontractor fails to submit the required records or to make them available, the FHWA may, after written notice to the contractor, the contracting agency or the State DOT, take such action as may be necessary to cause the suspension of any further payment, advance, or guarantee of funds. Furthermore, failure to submit the required records upon request or to make such records available may be grounds for debarment action pursuant to 29 CFR 5.12.
4. Apprentices and trainees (29 CFR 5.5)
a. Apprentices (programs of the USDOL).
Apprentices will be permitted to work at less than the predetermined rate for the work they performed when they are employed pursuant to and individually registered in a bona fide apprenticeship program registered with the U.S. Department of Labor, Employment and Training Administration, Office of Apprenticeship Training, Employer and Labor Services, or with a State Apprenticeship Agency recognized by the Office, or if a person is employed in his or her first 90 days of probationary employment as an apprentice in such an apprenticeship program, who is not individually registered in the program, but who has been certified by the Office of Apprenticeship Training, Employer and Labor Services or a State Apprenticeship Agency (where appropriate) to be eligible for probationary employment as an apprentice.
The allowable ratio of apprentices to journeymen on the job site in any craft classification shall not be greater than the ratio permitted to the contractor as to the entire work force under the registered program. Any worker listed on a payroll at an apprentice wage rate, who is not registered or otherwise employed as stated above, shall be paid not less than the applicable wage rate on the wage determination for the classification of work actually performed. In addition, any apprentice performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed. Where a contractor is performing construction on a project in a locality other than that in which its program is registered, the ratios and wage rates (expressed in percentages of the journeyman's hourly rate) specified in the contractor's or subcontractor's registered program shall be observed.
Every apprentice must be paid at not less than the rate specified in the registered program for the apprentice's level of progress, expressed as a percentage of the journeymen hourly rate specified in the applicable wage determination. Apprentices shall be paid fringe benefits in accordance with the provisions of the apprenticeship program. If the apprenticeship program does not specify fringe benefits, apprentices must be paid the full amount of fringe benefits listed on the wage determination for the applicable classification. If the Administrator determines that a different practice prevails for the applicable apprentice classification, fringes shall be paid in accordance with that determination.
In the event the Office of Apprenticeship Training, Employer and Labor Services, or a State Apprenticeship Agency recognized by the Office, withdraws approval of an apprenticeship program, the contractor will no longer be permitted to utilize apprentices at less than the applicable predetermined rate for the work performed until an acceptable program is approved.
b. Trainees (programs of the USDOL).
Except as provided in 29 CFR 5.16, trainees will not be permitted to work at less than the predetermined rate for the work performed unless they are employed pursuant to and individually registered in a program which has received prior approval, evidenced by formal certification by the U.S. Department of Labor, Employment and Training Administration.
The ratio of trainees to journeymen on the job site shall not be greater than permitted under the plan approved by the Employment and Training Administration.
Every trainee must be paid at not less than the rate specified in the approved program for the trainee's level of progress, expressed as a percentage of the journeyman hourly rate specified in the applicable wage determination. Trainees shall be paid fringe benefits in accordance with the provisions of the trainee program. If the trainee program does not mention fringe benefits, trainees shall be paid the full amount of fringe benefits listed on the wage determinat ion unless
the Administrator of the Wage and Hour Division determines that there is an apprenticeship program associated with the
corresponding journeyman wage rate on the wage determination which provides for less than full fringe benefits for apprentices. Any employee listed on the payroll at a trainee rate who is not registered and participating in a training plan approved by the Employment and Training Administration shall be paid not less than the applicable wage rate on the wage determination for the classification of work actually performed. In addition, any trainee performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed.
In the event the Employment and Training Administration withdraws approval of a training program, the contractor will no longer be permitted to utilize trainees at less than the applicable predetermined rate for the work performed until an acceptable program is approved. c. Equal employment opportunity. The utilization of apprentices, trainees and journeymen under this part shall be in conformity with the equal employment opportunity requirements of Executive Order 11246, as amended, and 29 CFR part 30.
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d. Apprentices and Trainees (programs of the U.S. DOT).
Apprentices and trainees working under apprenticeship and skill training programs which have been certified by the Secretary of Transportation as promoting EEO in connection with Federal-aid highway construction programs are not subject to the requirements of paragraph 4 of this Section IV. 23 CFR 230.111(e)(2). The straight time hourly wage rates for apprentices and trainees under such programs will be established by the particular programs. The ratio of apprentices and trainees to journeymen shall not be greater than permitted by the terms of the particular program.
5. Compliance with Copeland Act requirements. The contractor shall comply with the requirements of 29 CFR part 3, which are incorporated by reference in this contract as provided in 29 CFR 5.5.
6. Subcontracts. The contractor or subcontractor shall insert Form FHWA-1273 in any subcontracts and also require the
subcontractors to include Form FHWA-1273 in any lower tier subcontracts. The prime contractor shall be responsible for the compliance by any subcontractor or lower tier subcontractor with all the contract clauses in 29 CFR 5.5.
7. Contract termination: debarment. A breach of the contract clauses in 29 CFR 5.5 may be grounds for termination of the contract, and for debarment as a contractor and a subcontractor as provided in 29 CFR 5.12.
8. Compliance with Davis-Bacon and Related Act
requirements. All rulings and interpretations of the Davis-Bacon and Related Acts contained in 29 CFR parts 1, 3, and 5 are herein incorporated by reference in this contract as provided in 29 CFR 5.5.
9. Disputes concerning labor standards. As provided in 29 CFR
5.5, disputes arising out of the labor standards provisions of this contract shall not be subject to the general disputes clause of this contract. Such disputes shall be resolved in accordance with the procedures of the Department of Labor set forth in 29 CFR parts 5, 6, and 7. Disputes within the meaning of this clause include disputes between the contractor (or any of its subcontractors) and the contracting agency, the U.S. Department of Labor, or the employees or their representatives.
10. Certification of eligibility (29 CFR 5.5)
a. By entering into this contract, the contractor certifies that neither it (nor he or she) nor any person or firm who has an interest in the contractor's firm is a person or firm ineligible to be awarded Government contracts by virtue of section 3(a) of the Davis-Bacon Act or 29 CFR 5.12(a)(1).
b. No part of this contract shall be subcontracted to any person or firm ineligible for award of a Government contract by virtue of section 3(a) of the Davis-Bacon Act or 29 CFR 5.12(a)(1). c. The penalty for making false statements is prescribed in the U.S. Criminal Code, 18 U.S.C. 1001.
V. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT
Pursuant to 29 CFR 5.5(b), the following clauses apply to any Federal-
aid construction contract in an amount in excess of $100,000 and subject to the overtime provisions of the Contract Work Hours and Safety Standards Act. These clauses shall be inserted in addition to the clauses required by 29 CFR 5.5(a) or 29 CFR 4.6. As used in this paragraph, the terms laborers and mechanics include watchmen and guards.
1. Overtime requirements. No cont ractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. 29 CFR 5.5.
2. Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph 1 of this section, the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph 1 of this section, in the sum currently provided in 29 CFR 5.5(b)(2)* for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph 1 of this section. 29 CFR
5.5. * $27 as of January 23, 2019 (See 84 FR 213-01, 218) as may be adjusted annually by the Department of Labor; pursuant to the Federal Civil Penalties Inflation Adjustment Act of 1990).
3. Withholding for unpaid wages and liquidated damages. The FHWA or the contacting agency shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally-assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph 2 of this section. 29 CFR 5.5.
4. Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraphs 1 through 4 of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for
compliance by any subcontractor or lower tier
subcontractor with the clauses set forth in paragraphs 1 through 4 of this section. 29 CFR 5.5.
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VI. SUBLETTING OR ASSIGNING THE CONTRACT
This provision is applicable to all Federal-aid construction contracts on the National Highway System pursuant to 23 CFR 635.116.
1. The contractor shall perform with its own organization contract work amounting to not less than 30 percent (or a greater percentage if specified elsewhere in the contract) of the total original contract price, excluding any specialty items designated by the contracting agency. Specialty items may be performed by subcontract and the amount of any such specialty items performed may be deducted from the total original contract price before computing the amount of work required to be performed by the contractor's own organization (23 CFR 635.116).
a. The term “perform work with its own organization” in paragraph 1 of Section VI refers to workers employed or leased by the prime contractor, and equipment owned or rented by the prime contractor, with or without operators. Such term does not include employees or equipment of a subcontractor or lower tier subcontractor, agents of the prime contractor, or any other assignees. The term may include payments for the costs of hiring leased employees from an employee leasing firm meeting all relevant Federal and State regulatory requirements. Leased employees may only be included in this term if the prime contractor meets all of the following conditions:
(based on longstanding interpretation)
(1) the prime contractor maintains control over the supervision of the day-to-day activities of the leased employees;
(2) the prime contractor remains responsible for the quality of the work of the leased employees;
(3) the prime contractor retains all power to accept or exclude individual employees from work on the project; and
(4) the prime contractor remains ultimately responsible for the payment of predetermined minimum wages, the submission of payrolls, statements of compliance and all other Federal regulatory requirements.
b.
"Specialty Items" shall be construed to be limited to work that requires highly specialized knowledge, abilities, or equipment not ordinarily available in the type of contracting organizations qualified and expected to bid or propose on the contract as a whole and in general are to be limited to minor components of the overall contract. 23 CFR 635.102.
2. Pursuant to 23 CFR 635.116(a), the contract amount upon which the requirements set forth in paragraph (1) of Section VI is computed includes the cost of material and manufactured products which are to be purchased or produced by the contractor under the contract provisions.
3. Pursuant to 23 CFR 635.116(c), the contractor shall furnish (a) a competent superintendent or supervisor who is employed by the firm, has full authority to direct performance of the work in accordance with the contract requirements, and is in charge of all construction operations (regardless of who performs the work) and (b) such other of its own organizational resources (supervision, management, and engineering services) as the contracting officer determines is necessary to assure the performance of the contract.
4. No portion of the contract shall be sublet, assigned or otherwise disposed of except with the written consent of the contracting officer, or authorized representative, and such consent when given shall not be construed to relieve the contractor of any responsibility for the fulfillment of the contract. Written consent will be given only after the contracting agency has assured that each subcontract is evidenced in writing and that it contains all pertinent provisions and requirements of the prime contract. (based on long-standing interpretation of 23 CFR 635.116).
5. The 30-percent self-performance requirement of paragraph (1) is not applicable to design-build contracts; however, contracting agencies may establish their own self-performance requirements. 23 CFR 635.116(d).
VII. SAFETY: ACCIDENT PREVENTION
This provision is applicable to all Federal-aid construction contracts and to all related subcontracts.
1. In the performance of this contract the contractor shall comply with all applicable Federal, State, and local laws governing safety, health, and sanitation (23 CFR Part 635). The contractor shall provide all safeguards, safety devices and protective equipment and take any other needed actions as it determines, or as the contracting officer may determine, to be reasonably necessary to protect the life and health of employees on the job and the safety of the public and to protect property in connection with the performance of the work covered by the contract. 23 CFR 635.108.
2. It is a condition of this contract, and shall be made a condition of each subcontract, which the contractor enters into pursuant to this contract, that the contractor and any subcontractor shall not permit any employee, in p
erformance of the contract, to work in surroundings
or under conditions which are unsanitary, hazardous or dangerous to his/her health or safety, as determined under construction safety and health standards (29 CFR Part 1926) promulgated by the Secretary o f
Labor, in accordance with Section 107 of the Contract Work Hours and Safety Standards Act (40 U.S.C. 3704). 29 CFR 1926.10.
3. Pursuant to 29 CFR 1926.3, it is a condition of this contract that the Secretary of Labor or authorized representative thereof, shall have right of entry to any site of contract performance to inspect or investigate the matter of compliance with the construction safety and health standards and to carry out the duties of the Secretary under Section 107 of the Contract Work Hours a
nd Safety Standards Act (40
U.S.C. 3704).
VIII. FALSE STATEMENTS CONCERNING HIGHWAY PROJECTS
This provision is applicable to all Federal-aid construction contracts and to all related subcontracts.
In order to assure high quality and durable construction in conformity with approved plans and specifications and a high degree of reliability on statements and representations made by engineers, contractors, suppliers, and workers on Federal-aid highway projects, it is essential that all persons concerned with the project perform their functions as carefully, thoroughly, and honestly as possible. Willful falsification, distortion, or misrepresentation with respect to any facts related to the project is a violation of Federal law. To prevent any misunderstanding regarding the seriousness of these and similar acts, Form FHWA- 1022
shall be posted on each Federal-aid highway project (23 CFR Part 635) in one or more places where it is readily available to all persons concerned with the project:
18 U.S.C. 1020 reads as follows:
"Whoever, being an officer, agent, or employee of the United States, or of any State or Territory, or whoever, whether a person, association, firm, or corporation, knowingly makes any false statement, false representation, or false report as to the character, quality, quantity, or cost of the material used or to be used, or the quantity or quality of the work performed or to be performed, or the cost thereof in connection with the submission of plans, maps, specifications, contracts, or costs of construction on any highway or related project submitted for approval to the Secretary of Transportation; or
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Whoever knowingly makes any false statement, false
representation, false report or false claim with respect to the character, quality, quantity, or cost of any work performed or to be performed, or materials furnished or to be furnished, in connection with the construction of any highway or related project approved by the Secretary of Transportation; or
Whoever knowingly makes any false statement or false
representation as to material fact in any statement, certificate, or report submitted pursuant to provisions of the Federal-aid Roads Act approved July 11, 1916, (39 Stat. 355), as amended and supplemented;
Shall be fined under this title or imprisoned not more than 5 years or both."
IX. IMPLEMENTATION OF CLEAN AIR ACT AND FEDERAL
WATER POLLUTION CONTROL ACT (42 U.S.C. 7606; 2 CFR
200.88; EO 11738)
This provision is applicable to all Federal-aid construction contracts in excess of $150,000 and to all related subcontracts. 48 CFR 2.101; 2 CFR 200.326.
By submission of this bid/proposal or the execution of this contract or subcontract, as appropriate, the bidder, proposer, Federal-aid construction contractor, subcontractor, supplier, or vendor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 U.S.C. 7401-7671q) and the Federal Water Pollution Control Act, as amended (33 U.S.C. 1251-1387). Violations must be reported to the Federal Highway Administration and the Regional Office of the Environmental Protection Agency. 2 CFR Part 200, Appendix II.
The contractor agrees to include or cause to be included the requirements of this Section in every subcontract, and further agrees to take such action as the contracting agency may direct as a means of enforcing such requirements. 2 CFR 200.326.
X. CERTIFICATION REGARDING DEBARMENT, SUSPENSION,
INELIGIBILITY AND VOLUNTARY EXCLUSION
This provision is applicable to all Federal-aid construction contracts, design-build contracts, subcontracts, lower-tier subcontracts, purchase orders, lease agreements, consultant contracts or any other covered transaction requiring FHWA approval or that is estimated to cost $25,000 or more – as defined in 2 CFR Parts 180 and 1200. 2 CFR 180.220 and 1200.220.
1. Instructions for Certification – First Tier Participants:
a. By signing and submitting this proposal, the prospective first tier participant is providing the certification set out below. b. The inability of a person to provide the certification set out below will not necessarily result in denial of participation in this covered transaction. The prospective first tier participant shall submit an explanation of why it cannot provide the certification set out below. The certification or explanation will be considered in connection with the department or agency's determination whether to enter into this transaction. However, failure of the prospective first tier participant to furnish a certification or an explanation shall disqualify such a person from participation in this transaction. 2 CFR 180.320.
c. The certification in this clause is a material representation of fact upon which reliance was placed when the contracting agency determined to enter into this transaction. If it is later determined that the prospective participant knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the contracting agency may terminate this transaction for cause of default. 2 CFR 180.325.
d. The prospective first tier participant shall provide immediate written notice to the contracting agency to whom this proposal is submitted if any time the prospective first tier participant learns that its certification was erroneous when submitted or has become erroneous by reason of changed circumstances. 2 CFR 180.345 and 180.350.
e. The terms "covered transaction," "debarred," "suspended," "ineligible," "participant," "person," "principal," and "voluntarily excluded," as used in this clause, are defined in 2 CFR Parts 180, Subpart I, 180.900-180.1020, and 1200. “First Tier Covered Transactions” refers to any covered transaction between a recipient or subrecipient of Federal funds and a participant (such as the prime or general contract). “Lower Tier Covered Transactions” refers to any covered transaction under a First Tier Covered Transaction (such as subcontracts). “First Tier Participant” refers to the participant who has entered into a covered transaction with a recipient or subrecipient of Federal funds (such as the prime or general contractor). “Lower Tier Participant” refers any participant who has entered into a covered transaction with a First Tier Participant or other Lower Tier Participants (such as subcontractors and suppliers).
f. The prospective first tier participant agrees by submitting this proposal that, should the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the department or agency entering into this transaction. 2 CFR 180.330.
g. The prospective first tier participant further agrees by submitting this proposal that it will include the clause titled "Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier Covered Transactions," provided by the department or contracting agency, entering into this covered transaction, without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions exceeding the $25,000 threshold. 2 CFR 180.220 and 180.300.
h. A participant in a covered transaction may rely upon a certification of a prospective participant in a lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. 2 CFR 180.300; 180.320, and 180.325. A participant is responsible for ensuring that its principals are not suspended, debarred, or otherwise ineligible to participate in covered transactions. 2 CFR 180.335. To verify the eligibility of its principals, as well as the eligibility of any lower tier prospective participants, each participant may, but is not required to, check the System for Award Management website
(https://www.sam.gov/). 2 CFR 180.300, 180.320, and 180.325. i. Nothing contained in the foregoing shall be construed to require the establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and information of the prospective participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.
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j. Except for transactions authorized under paragraph (f) of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies available to the Federal Government, the department or agency may terminate this transaction for cause or default. 2 CFR 180.325. * * * * *
2. Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion – First Tier Participants:
a. The prospective first tier participant certifies to the best of its knowledge and belief, that it and its principals:
(1) Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participating in covered transactions by any Federal department or agency, 2 CFR 180.335;.
(2) Have not within a three-year period preceding this proposal been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (Federal, State, or local) transaction or contract under a public transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property, 2 CFR 180.800;
(3) Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State or local) with commission of any of the offenses enumerated in paragraph (a)(2) of this certification, 2 CFR 180.700 and 180.800; and (4) Have not within a three-year period preceding this
application/proposal had one or more public transactions (Federal, State or local) terminated for cause or default. 2 CFR 180.335(d).
(5) Are not a corporation that has been convicted of a felony violation under any Federal law within the two-year period preceding this proposal (USDOT Order 4200.6 implementing appropriations act requirements); and
(6) Are not a corporation with any unpaid Federal tax liability that has been assessed, for which all judicial and administrative remedies have been exhausted, or have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the authority responsible for collecting the tax liability (USDOT Order 4200.6 implementing appropriations act requirements).
b.
Where the prospective participant is unable to certify to any of the statements in this certification, such prospective participant should attach an explanation to this proposal. 2 CFR 180.335 and 180.340.
3. Instructions for Certification - Lower Tier Participants:
(Applicable to all subcontracts, purchase orders, and other lower tier transactions requiring prior FHWA approval or estimated to cost $25,000 or more - 2 CFR Parts 180 and 1200). 2 CFR 180.220 and 1200.220.
a. By signing and submitting this proposal, the prospective lower tier participant is providing the certification set out below. b. The certification in this clause is a material representation of fact upon which reliance was placed when this transaction was entered into. If it is later determined that the prospective lower tier participant knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the department, or agency with which this transaction originated may pursue available remedies, including suspension and/or debarment.
c. The prospective lower tier participant shall provide immediate written notice to the person to which this proposal is submitted if at any time the prospective lower tier participant learns that its certification was erroneous by reason of changed circumstances. 2 CFR 180.365.
d.
The terms "covered transaction," "debarred," "suspended," "ineligible," "participant," "person," "principal," and "voluntarily excluded," as used in this clause, are defined in 2 CFR Parts 180, Subpart I, 180.900 – 180.1020, and 1200. You may contact the person to which this proposal is
submitted for assistance in obtaining
a copy of those regulations. “First Tier Covered Transactions” refers to any covered transaction between a recipient or subrecipient of Federal funds and a participant (such as the prime or general contract). “Lower Tier Covered Transactions” refers to any covered transaction under a First Tier Covered Transaction (such as subcontracts). “First Tier Participant” refers to the participant who has entered into a covered transaction with a recipient or subrecipient of Federal funds (such as the prime or general contractor). “Lower Tier Participant” refers any participant who has entered into a covered transaction with a First Tier Participant or other Lower Tier Participants (such as subcontractors and suppliers).
e. The prospective lower tier participant agrees by submitting this proposal that, should the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the department or agency with which this transaction originated. 2 CFR 1200.220 and 1200.332. f. The prospective lower tier participant further agrees by submitting this proposal that it will include this clause titled "Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier Covered Transaction," without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions exceeding the $25,000 threshold. 2 CFR 180.220 and 1200.220.
g.
A participant in a covered transaction may rely upon a
certification of a prospective participant in a lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. A participant is responsible for ensuring that its principals are not suspended, debarred, or otherwise ineligible to participate in covered transactions. To verify the eligibility of its principals, as well as the eligibility of any lower tier prospective participants, each participant may, but is not required to, check the System for Award Management website (
https://www.sam.gov/),
which is compiled by the General Services Administration. 2 CFR 180.300, 180.320, 180.330, and 180.335.
h. Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and information of participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.
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i. Except for transactions authorized under paragraph e of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies available to the Federal Government, the department or agency with which this transaction originated may pursue available remedies, including suspension and/or debarment. 2 CFR 180.325.
* * * * *
Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion--Lower Tier Participants:
1. The prospective lower tier participant certifies, by submission of this proposal, that neither it nor its principals:
(a) is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participating in covered transactions by any Federal department or agency, 2 CFR 180.355;
(b) is a corporation that has been convicted of a felony violation under any Federal law within the two-year period preceding this proposal (USDOT Order 4200.6 implementing appropriations act requirements); and
(c) is a corporation with any unpaid Federal tax liability that has been assessed, for which all judicial and administrative remedies have been exhausted, or have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the authority responsible for collecting the tax liability. (USDOT Order 4200.6 implementing appropriations act requirements)
2. Where the prospective lower tier participant is unable to certify to any of the statements in this certification, such prospective participant should attach an explanation to this proposal. * * * * *
XI. CERTIFICATION REGARDING USE OF CONTRACT FUNDS
FOR LOBBYING
This provision is applicable to all Federal-aid construction contracts and to all related subcontracts which exceed $100,000. 49 CFR Part 20, App. A.
1. The prospective participant certifies, by signing and submitting this bid or proposal, to the best of his or her knowledge and belief, that:
a. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress
in connection with the awarding of
any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. b. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions.
2. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into.
Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31 U.S.C. 1
352. Any person
who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.
3. The prospective participant also agrees by submitting its bid or proposal that the participant shall require that the language of this certification be included in all lower tier subcontracts, which exceed $100,000 and that all such recipients shall certify and disclose accordingly.
XII. USE OF UNITED STATES-FLAG VESSELS:
This provision is applicable to all Federal-aid construction contracts, design-build contracts, subcontracts, lower-tier subcontracts, purchase orders, lease agreements, or any other covered transaction. 46 CFR Part 381.
This requirement applies to material or equipment that is acquired for a specific Federal-aid highway project. 46 CFR 381.7. It is not applicable to goods or materials that come into inventories independent of an FHWA funded-contract.
When oceanic shipments (or shipments across the Great Lakes) are necessary for materials or equipment acquired for a specific Federal- aid construction project, the bidder, proposer, contractor, subcontractor, or vendor agrees:
1. To utilize privately owned United States-flag commercial vessels to ship at least 50 percent of the gross tonnage (computed separately for dry bulk carriers, dry cargo liners, and tankers) involved, whenever shipping any equipment, material, or commodities pursuant to this contract, to the extent such vessels are available at fair and reasonable rates for United States-flag commercial vessels. 46 CFR 381.7.
2. To furnish within 20 days following the date of loading for shipments originating within the United States or within 30 working days following the date of loading for shipments originating outside the United States, a legible copy of a rated, ‘on-board’ commercial ocean bill-of-lading in English for each shipment of cargo described in paragraph (b)(1) of this section to both the Contracting Officer (through the prime contractor in the case of subcontractor bills-of- lading) and to the Office of Cargo and Commercial Sealift (MAR- 620), Maritime Administration, Washington, DC 20590. (MARAD requires copies of the ocean carrier's (master) bills of lading, certified onboard, dated, with rates and charges. These bills of lading may contain business sensitive information and therefore may be submitted directly to MARAD by the Ocean Transportation Intermediary on behalf of the contractor). 46 CFR 381.7.
November 2022
EXHIBIT E
EXHIBIT 2
490
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
12. FEMALE AND MINORITY GOALS
To comply with Section II, "Nondiscrimination," of "Required Contract Provisions Federal -Aid Construction Contracts," the following are for female and minority utilization goals for Federal-aid construction contracts and subcontracts that exceed $10,000:
The nationwide goal for female utilization is 6.9 percent.
The goals for minority utilization (45 Fed Reg 65984 (10/3/1980)) are as follows:
MINORITY UTILIZATION GOALS
Economic
Area
Goal
(Percent)
174
Redding CA:
Non-SMSA (Standard Metropolitan Statistical Area) Counties:
CA Lassen; CA Modoc; CA Plumas; CA Shasta; CA Siskiyou; CA Tehama
6.8 175
Eureka, CA
Non-SMSA Counties:
CA Del Norte; CA Humboldt; CA Trinity
6.6 San Francisco-Oakland-San Jose, CA:
SMSA Counties:
7120 Salinas-Seaside-Monterey, CA 28.9
CA Monterey
7360 San Francisco-Oakland
CA Alameda; CA Contra Costa; CA Marin; CA San Francisco; CA San Mateo
25.6 7400 San Jose, CA 19.6
176 CA Santa Clara, CA
7485 Santa Cruz, CA
CA Santa Cruz 14.9
7500 Santa Rosa
CA Sonoma
9.1 8720 Vallejo-Fairfield-Napa, CA
CA Napa; CA Solano
17.1 Non-SMSA Counties:
CA Lake; CA Mendocino; CA San Benito
23.2 177
Sacramento, CA:
SMSA Counties:
6920 Sacramento, CA
CA Placer; CA Sacramento; CA
Yolo Non-SMSA Counties
CA Butte; CA Colusa; CA El Dorado; CA Glenn; CA Nevada; CA Sierra; CA Sutter; CA Yuba
16.1 14.3
Stockton-Modesto, CA:
SMSA Counties:
5170 Modesto, CA 12.3
178 CA Stanislaus
8120 Stockton, CA
CA San Joaquin
24.3 Non-SMSA Counties
CA Alpine; CA Amador; CA Calaveras; CA Mariposa; CA Merced; CA Tuolumne
19.8 Fresno-Bakersfield, CA
SMSA Counties:
179 0680 Bakersfield, CA
CA Kern
2840 Fresno, CA
19.1 26.1
November 2022
EXHIBIT E
EXHIBIT 2
491
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
CA Fresno
Non-SMSA Counties:
CA Kings; CA Madera; CA Tulare
23.6 Los Angeles, CA:
SMSA Counties:
0360 Anaheim-Santa Ana-Garden Grove, CA 11.9
CA Orange
4480 Los Angeles-Long Beach, CA 28.3
180
CA Los Angeles
6000 Oxnard-Simi Valley-Ventura, CA
CA Ventura
6780 Riverside-San Bernardino-Ontario, CA
21.5 19.0
CA Riverside; CA San Bernardino
7480 Santa Barbara-Santa Maria-Lompoc, CA
19.7 CA Santa Barbara
Non-SMSA Counties
CA Inyo; CA Mono; CA San Luis Obispo
24.6 San Diego, CA:
SMSA Counties
181 7320 San Diego, CA
CA San Diego
Non-SMSA Counties
CA Imperial
16.9 18.2
For the last full week of July during which work is performed under the contract, the prime contractor and each non material-supplier subcontractor with a subcontract of $10,000 or more must complete Form FHWA PR -1391 (Appendix C to 23 CFR 230). Submit the forms by August 15.
13. TITLE VI ASSURANCES
The U.S. Department of Transportation Order No.1050.2A requires all federal-aid Department of Transportation contracts between an agency and a contractor to contain Appendix A and E. Appendix B only requires inclusion if the contract impacts deeds effecting or recording the transfer of real property, structures, or improvements thereon, or granting interest therein. Appendices C and D only require inclusion if the contract impacts deeds, licenses, leases, permits, or similar instruments entered into by the recipient.
APPENDIX A
During the performance of this Agreement, the contractor, for itself, its assignees and successors in interest (hereinafter collectively referred to as CONTRACTOR) agrees as follows:
a. Compliance with Regulations: CONTRACTOR shall comply with the regulations relative to nondiscrimination in federally assisted programs of the Department of Transportation, Title 49, Code of Federal Regulations, Part 21, as they may be amended from time to time, (hereinafter referred to as the REGULATIONS), which are herein incorporated by reference and made a part of this agreement.
b. Nondiscrimination: CONTRACTOR, with regard to the work performed by it during the AGREEMENT, shall not discriminate on the grounds of race, color, sex, national origin, religion, age, or disability in the selection and retention of sub-applicants, including procurements of materials and leases of equipment. CONTRACTOR shall not participate either directly or indirectly in the discrimination prohibited by Section 21.5 of the Regulations, including employment practices when the agreement covers a program set forth in Appendix B of the Regulations. c. Solicitations for Sub-agreements, Including Procurements of Materials and Equipment: In all solicitations either by competitive bidding or negotiation made by CONTRACTOR for work to be performed under a Sub- agreement, including procurements of materials or leases of equipment,
November 2022
EXHIBIT E
EXHIBIT 2
492
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
each potential sub-applicant or supplier shall be notified by CONTRACTOR of the CONTRACTOR’S obligations under this Agreement and the Regulations relative to nondiscrimination on the grounds of race, color, or national origin. d. Information and Reports: CONTRACTOR shall provide all information and reports required by the Regulations, or directives issued pursuant thereto, and shall permit access to its books, records, accounts, other sources of information, and its facilities as may be determined by the recipient or FHWA to be pertinent to ascertain compliance with such Regulations or directives. Where any information required of CONTRACTOR is in the exclusive possession of another who fails or refuses to furnish this information, CONTRACTOR shall so certify to the recipient or FHWA as appropriate, and shall set forth what efforts CONTRACTOR has made to obtain the infor mation. e. Sanctions for Noncompliance: In the event of CONTRACTOR’s noncompliance with the nondiscrimination provisions of this agreement, the recipient shall impose such agreement sanctions as it or the FHWA may determine to be appropriate, including, but not limited to:
i. withholding of payments to CONTRACTOR under the Agreement within a reasonable period of time, not to exceed 90 days; and/or
ii. cancellation, termination or suspension of the Agreement, in whole or in part. f. Incorporation of Provisions : CONTRACTOR shall incl ude the provisions of paragraphs (1) through (6) in every sub- agreement, including procurements of materials and leases of equipment, unless exempt by the Regulations, or directives issued pursuant thereto.
CONTRACTOR shall take such action with respect to any sub-agreement or procurement as the recipient or FHWA may direct as a means of enforcing such provisions including sanctions for noncompliance, provided, however, that, in the event CONTRACTOR becomes involved in, or is threatened with, litigation with a sub-applicant or supplier as a result of such direction, CONTRACTOR may request the recipient enter into such litigation to protect the interests of the State, and, in addition, CONTRACTOR may request the United States to enter into such litigation to protect the interests of the United States.
APPENDIX B
CLAUSES FOR DEEDS TRANSFERRING UNITED STATES PROPERTY
The following clauses will be included in deeds effecting or recording the transfer of real property, structures, or improvements thereon, or granting interest therein from the United States pursuant to the provisions of Assurance 4:
NOW THEREFORE, the U.S. Department of Transportation as authorized by law and upon the condition that the recipient will accept title to the lands and maintain the project constructed thereon in accordance with Title 23 U.S.C., the regulations for the administration of the preceding statute, and the policies and procedures prescribed by the FHWA of the U.S. Department of Transportation in accordance and in compliance with all requirements imposed by Title 49, Code of Federal Regulations, U.S. Department of Transportation, Subtitle A, Office of the Secretary, Part 21, Non-discrimination in Federally-assisted programs of the U.S. Department of Transportation pertaining to and effectuating the provisions of Title VI of the Civil Rights Act of 1964 (78 Stat. 252; 42 U.S.C. § 2000d to 2000d-4), does hereby remise, release, quitclaim and convey unto the recipient all the right, title and interest of the U.S. Department of Transportation in and to said lands described in Exhibit A attached hereto and made a part hereof. (HABENDUM CLAUSE)
TO HAVE AND TO HOLD said lands and interests therein unto the recipient and its successors forever, subject, however, to the covenants, conditions, restrictions and reservations herein contained as follows, which will remain in effect for the period during which the real property or structures are used for a purpose for which Federal financial assistance is extended or for another purpose involving the provision of similar services or benefits and will be binding on the recipient, its successors and assigns. The recipient, in consideration of the conveyance of said lands and interest in lands, does hereby covenant and agree as a covenant running with the land for itself, its successors and assigns, that (1) no person
November 2022
EXHIBIT E
EXHIBIT 2
493
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
will on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination with regard to any facility located wholly or in part on, over, or under such lands hereby conveyed [,] [and]* (2) that the recipient will use the lands and interests in lands and interest in lands so conveyed, in compliance with all requirements imposed by or pursuant to Title 49, Code of Federal Regulations, U.S. Department of Transportation, Subtitle A, Office of the Secretary, Part 21, Non-discrimination in Federally-assisted programs of the U.S. Department of Transportation, Effectuation of Title VI of the Civil Rights Act of 1964, and as said Regulations and Acts may be amended[, and (3) that in the event of breach of any of the above-mentioned non-discrimination conditions, the Department will have a right to enter or re-enter said lands and facilities on said lands, and that above described land and facilities will thereon revert to and vest in and become the abs olute property of the U.S. Department of Transportation and its assigns as such interest existed prior to this instruction].*
(*Reverter clause and related language to be used only when it is determined that such a clause is necessary in order to make clear the purpose of Title VI.)
APPENDIX C
CLAUSES FOR TRANSFER OF REAL PROPERTY ACQUIRED OR IMPROVED UNDER THE
ACTIVITY, FACILITY, OR PROGRAM
The following clauses will be included in deeds, licenses, leases, permits, or similar instruments entered into by the recipient pursuant to the provisions of Assurance 7(a):
A. The (grantee, lessee, permittee, etc. as appropriate) for himself/herself, his/her heirs, personal representatives, successors in interest, and assigns, as a part of the consideration hereof, does hereby covenant and agree [in the case of deeds and leases add “as a covenant running with the land”] that:
1. In the event facilities are constructed, maintained, or otherwise operated on the property described in this (deed, license, lease, permit, etc.) for a purpose for which a U.S. Department of Transportation activity, facility, or program is extended or for another purpose involving the provision of similar services or benefits, the (grantee, licensee, lessee, permittee, etc.) will maintain and operate such facilities and services in compliance with all requirements imposed by the Acts and Regulations (as may be amended) such that no person on the grounds of race, color, or national origin, will be excluded from participation in, denied the benefits of, or be otherwise subjected to discrimination in the use of said facilities.
B. With respect to licenses, leases, permits, etc., in the event of breach of any of the above Non- discrimination covenants, the recipient will have the right to terminate the (lease, license, permit, etc.) and to enter, re-enter, and repossess said lands and facilities thereon, and hold the same as if the (lease, license, permit, etc.) had never been made or issued.*
C. With respect to a deed, in the event of breach of any of the above Non-discrimination covenants, the recipient will have the right to enter or re-enter the lands and facilities thereon, and the above described lands and facilities will there upon revert to and vest in and become the absolute property of the recipient and its assigns.*
(*Reverter clause and related language to be used only when it is determined that such a clause is necessary to make clear the purpose of Title VI.)
November 2022
EXHIBIT E
EXHIBIT 2
494
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
APPENDIX D
CLAUSES FOR CONSTRUCTION/USE/ACCESS TO REAL PROPERTY ACQUIRED UNDER THE
ACTIVITY, FACILITY OR PROGRAM
The following clauses will be included in deeds, licenses, permits, or similar instruments/agreements entered into by the recipient pursuant to the provisions of Assurance 7(b):
A. The (grantee, licensee, permittee, etc., as appropriate) for himself/herself, his/her heirs, personal representatives, successors in interest ,and assigns, as a part of the consideration hereof, does hereby covenant and agree (in the case of deeds and leases add, “as a covenant running with the land”) that (1) no person on the ground of race, color, or national origin, will be excluded from participation in, denied the benefits of, or be otherwise subjected to discrimination in the use of said facilities, (2) that in the construction of any improvements on, over, or under such land, and the furnishings of services thereon, no person on the ground of race, color, or national origin, will be excluded from participation in, denied the benefits or, or otherwise be subjected to discrimination, (3) that the (grantee, licensee, lessee, permittee, etc.) will use the premises in compliance with all other requirements imposed by or pursuant to the Acts and Regulations, as amended, set forth in this Assurance.
B. With respect to (licenses, leases, permits, etc.) in the event of breach of any of the above of the above Non-discrimination covenants, the recipient will have the right to terminate the (license, permits, etc., as appropriate) and to enter or re-enter and repossess said land and the facilities thereon, and hold the same as if said (license, permit, etc., as appropriate) had never been made or issued.* C. With respect to deeds, in the event of breach of any of the above Non-discrimination covenants, the recipient will there upon revert to and vest in and become the absolute property of the recipient and its assigns.
(*Reverter clause and related language to be used only when it is determined that such a clause is necessary to make clear the purpose of Title VI.)
APPENDIX E
During the performance of this contract, the contractor, for itself, its assignees, and successors in interest (hereinafter referred to as the “contractor”) agrees to comply with the following non- discrimination statutes and authorities, including, but not limited to:
Pertinent Non-Discrimination Authorities:
• Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21. • The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. § 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects);
• Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), prohibits discrimination on the basis of sex; • Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CR Part 27; • The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), prohibits discrimination on the basis of age);
• Airport and Airway Improvement Act of 1982, (49 U.S.C. § 471, Section 47123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex); • The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms “programs or activities” to include all of the programs or activities of the Federal-aid recipients, sub-recipients and contractors, whether such programs or activities are Federally funded or not);
November 2022
EXHIBIT E
EXHIBIT 2
495
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
• Titles II and III of the Americans with Disabilities Act, which prohibit discrimination of the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. §§ 12131 – 12189) as implemented by Department of Transportation regulations 49 C.F.R. parts 37 and 38; • The Federal Aviation Administration’s Non-discrimination statute (49 U.S.C. § 47123) (prohibits discrimination on the basis of race, color, national origin, and sex); • Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures discrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; • Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100); • Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq).
November 2022
EXHIBIT E
EXHIBIT 2
496
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
Federal Trainee Program Special Provisions
(to be used when applicable)
14. FEDERAL TRAINEE PROGRAM
For the Federal training program, the number of trainees or apprentices is .
This section applies if a number of trainees or apprentices is specified in the special provisions.
As part of the prime contractor’s equal opportunity affirmative action program, provide on- the-job training to develop full journeymen in the types of trades or job classifications involved.
The prime contractor has primary responsibility for meeting this training requirement.
If the prime contractor subcontracts a contract part, they shall determine how many trainees or apprentices are to be trained by the subcontractor. Include these training requirements in each subcontract.
Where feasible, 25 percent of apprentices or trainees in each occupation must be in their 1st year of apprenticeship or training.
Distribute the number of apprentices or trainees among the work classifications on the basis of the prime contractor’s needs and the availability of journeymen in the various classifications within a reasonable recruitment area.
Before starting work, the prime contractor shall submit to the City/County of :
1. Number of apprentices or trainees to be trained for each classification
2. Training program to be used
3. Training starting date for each classification
The prime contractor shall obtain the City/County of approval for this submitted information before the prime contractor starts work. The City/County of credits the prime contractor for each apprentice or trainee the prime contractor employs on the job who is currently enrolled or becomes enrolled in an approved program.
The primary objective of this section is to train and upgrade minorities and women toward journeym an status.
The prime contractor shall make every effort to enroll minority and women apprentices or trainees, such as conducting systematic and direct recruitment through public and private sources likely to yield minority and women apprentices or trainees, to the extent they are available within a reasonable recruitment area and show that they have made the efforts. In making these efforts, the prime contractor shall not discriminate against any applicant for training.
The prime contractor shall not employ as an apprentice or trainee an employee:
1. In any classification in which the employee has successfully completed a training course leading to journeyman status or in which the employee has been employed as a journeyman
2. Who is not registered in a program approved by the US Department of Labor, Bureau of Apprenticeship and Training
The prime contractor shall ask the employee if the employee has successfully completed a training course leading to journeyman status or has been employed as a journeyman. The prime contractor’s records must show the employee's answers to the questions.
In the training program, the prime contractor shall establish the minimum length and training type for each classification. The City/County of and FHWA approves a program if one of the following is met:
1. It is calculated to:
• Meet the equal employment opportunity responsibilities • Qualify the average apprentice or trainee for journeyman status in the classification involved by the end of the training period
2. It is registered with the U.S. Department of Labor, Bureau of Apprenticeship and Training, and it is administered in a way consistent with the equal employment responsibilities of Federal -aid highway construction contracts
November 2022
EXHIBIT E
zero
San Joaquin
San Joaquin
San Joaquin
San Joaquin
EXHIBIT 2
497
Local Assistance Procedures Manual Exhibit 12-G
Required Federal-Aid Contract Language
The prime contractor shall obtain the State's approval for their training program before they start work involving the classification covered by the program.
The prime contractor shall provide training in the construction crafts, not in clerk -typist or secretarial-type positions. Training is allowed in lower level management positions such as office engineers, estimators, and timekeepers if the training is oriented toward construction applications. Training is allowed in the laborer classification if significant and meaningful training is provided and approved by the division office. Off -site training is allowed if the training is an integral part of an approved training program and does not make up a significant part of the overall training.
The City/County of reimburses the prime contractor 80 cents per hour of training given an employee on thiscontract under an approved training program:
1. For on-site training
2. For off-site training if the apprentice or trainee is currently employed on a Federal-aid project and prime contractor does at least one of the following:
a. Contribute to the cost of the training
b. Provide the instruction to the apprentice or trainee c. Pay the apprentice's or trainee's wages during the off-site training period
3. If the prime contractor complies with this section.
Each apprentice or trainee must:
1. Begin training on the project as soon as feasible after the start of work involving the apprentice's or trainee's skill
2. Remain on the project as long as training opportunities exist in the apprentice's or trainee's work classification or until the apprentice or trainee has completed the training program The prime contractor shall furnish the apprentice or trainee with a copy of the program that the prime contractor will comply with in providing the training.
15. PROHIBITION OF CERTAIN TELECOMMUNICATIONS AND VIDEO SURVEILLANCE EQUIPMENT AND
SERVICES
In response to significant national security concerns, the agency shall check the prohibited vendor list before making any telecommunications and video surveillance purchase because recipients and subrecipients of federal funds are prohibited from obligating or expending loan or grant funds to:
• Procure or obtain;
• Extend or renew a contract to procure or obtain; or
• Enter into a contract (or extend or renew a contract) to procure or obtain equipment, services, or systems that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system.
The prohibited vendors (and their subsidiaries or affiliates) are:
• Huawei Technologies Company;
• ZTE Corporation;
• Hytera Communications Corporation;
• Hangzhou Hikvision Digital Technology Company;
• Dahua Technology Company; and
• Subsidiaries or affiliates of the above-mentioned companies.
In implementing the prohibition, the agency administering loan, grant, or subsidy programs shall prioritize available funding and technical support to assist affected businesses, institutions and organizations as is reasonably necessary for those affected entities to transition from covered communications equipment and services, to procure replacement equipment and services, and to ensure that communications service to users and customers is sustained.
The contractors should furnish telecommunications and video surveillance equipment with a certificate of compliance. The certificate must state telecommunications and video surveillance equipment was not procured or obtained from manufacturers identified in the above list.
November 2022
EXHIBIT E
San Joaquin
EXHIBIT 2
498
Appendix E of the Title VI Assurances
(US DOT Order 1050.2A)
Durin
g the performance of this contract, the contractor, for itself, its assignees, and successors in interest (hereinafter referred to as the “contractor”) agrees to comply with the following nondiscrimination statutes and authorities; including but not limited to:
Pertinent Nondiscrimination Authorities:
• Title
VI of the Civ il Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21.
• The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. § 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects);
• Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis of sex);
• Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27;
• The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), (prohibits discrimination on the basis of age);
• Airport and Airway Improv ement Act of 1982, (49 U.S.C. § 4 71, Section 4 7123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex);
• The Civ il Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms “programs or activities” to include all of the programs or activities of the Federal-aid recipients, subrecipients and contractors, whether such programs or activities are Federally funded or not);
• Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. §§ 12131-12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38;
EXHIBIT F
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• The Federal Aviation Administration's Nondiscrimination statute (49 U.S.C. § 47123) (prohibits discrimination on the basis of race, color, national origin, and sex);
• Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures discrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; • Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100);
• Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq).
EXHIBIT F
EXHIBIT 2
500
1 BOND FOR FAITHFUL PERFORMANCE
KNOW ALL MEN BY THESE PRESENTS:
That we, UNIT
ED PAVEMENT MAINTENANCE, INC., a STATE OF CA
CORPORATION, as Principal and __, a
corporation, organized and existing under the laws of the State of and duly authorized to transact business under t he laws of the State of California, as Surety, are held and firmly bound unto the City of Stockton, a municipal corporation, duly created and existing under and by virtue of the laws of the State of California, as obligee, in the just and full sum of ONE MI LLION FOUR HUNDRED TWENTY-THREE THOUSAND FIVE HUNDRED NINETY AND NO/100 DO LLARS ($1,423,590.00), in lawful money of the United States of Americ a (being 100% of the cont ract price) for the payment whereof well and truly to be made to the said CITY, the said Principal and Surety bind themselves, their successors and assigns, jointly and severally, firmly by these presents.
The condition of the foregoing obligation is such that the above bounded Principal has simultaneously entered into a contract with the CITY, to do and perform the following work, to wit:
INSTALL LEFT-TURN LANES AT AIRPORT WAY AND HAZELTON AVENUE (PROJECT NO. WT19002/FEDERAL PROJECT NO. HSIPL-5008(184)) NOW, THEREFORE, if the above bounde d Principal, CONTRACTOR, Company or
Corporation or its Su bcontractor, shall well and truly perf orm the work contracted to be done under said contract, then this obligation to be null and void ; otherwise to remain in full force and effect.
No prepayment or delay in payment and no change, extension, addition or alteration of any provision of said contract, or in said plans or specifications agreed to between the said CONTRACTOR and the said CITY, and no forbearance on the part of the said CITY shall operate to relieve any Surety or Sureties from liability on this bond, EXHIBIT 2
501
2 and consent by said Surety is hereby given, and the said Surety hereby waives the 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:
LORI
M. ASUNCION
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
EXHIBIT 2
502
1 BOND FOR LABOR AND MATERIAL
KNOW ALL MEN BY THESE PRESENTS:
That we, UNIT
ED PAVEMENT MAINTENANCE, INC., a STATE OF CA
CORPORATION, as Principal as Principal and ________, a corporation, organized and existing under the laws of the State of _ and duly authorized to transact business under the laws of the State of California, as Surety, are held and firmly bound unto the City of Stockton, a municipal corporation, duly created and existing under and by virtue of the laws of the State of California, and unto any and all material suppliers, persons, companies, or corporations furnishing materials, provisions, provender or other supplies used in, upon, for or about the performance of the work contemplated to be executed or performed under the contract hereinafter mentioned, and all persons, companies, or cor porations renting or hiring teams, or implements 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 materials, and whose claims have not been paid by the contractor, company or corporation in the just and full sum of ONE MILLION FOUR H UNDRED TWENTY-THREE THOUSAND FIVE HUNDRED NINETY AND NO/100 DOLLARS ( $1,423,590.00), in lawf ul money of the United States of America (being 100% of the contract price) for the payment whereof well and truly to be made to said City of Stockton and to said persons jointly and severally, the said principal and Surety bind themselves, their successors and assigns, jointly and severally, firmly by these presents.
The condition of the foregoing obligations is such that the above bounden Principal has simultaneously entered into a contract of even date herewith, wit h the CITY, to do and perform the following work, to-wit:
INSTALL LEFT-TURN LANES AT AIRPORT WAY AND HAZELTON AVENUE (PROJECT NO. WT19002/FEDERAL PROJECT NO. HSIPL-5008(184)) NOW, THEREFORE, if the abov e bounden Principal, CONTRACTOR, Company or Corporation or its Subcontractor, fail to pay for all materi als, provisions, provender, or other supplies, or teams, used in, upon, for or about the performance of the work EXHIBIT 2
503
2 contracted to be done, or for any work or labor 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 specifications 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 SURET
Y: By
P R I N C I P A L
S U R E T Y
APPROVED AS TO FORM & CONTENT:
LORI M. ASUNCION
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
EXHIBIT 2
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City of Stockton
Legislation Text
File #: 23-0271, Version: 1
COMMUNITY WELL-BEING CRISIS INTERVENTION PROGRAM UPDATE
RECOMMENDATION
Informational only; no action to be taken.
Summary
This will be an informational update on the Care Link Community Well-Being pilot project, funded by the American Rescue Plan Act (ARPA), presented by Community Medical Centers.
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Care Link
Mobile Community
Response Team
CITY COUNCIL
March 21, 2023
Agenda Item 15.1
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Proposed Model
• 911 Alternative response to mental health and
s
ocial service needs
• Expansion of Care Link (mobile health care),
clin
ical response focus
• Collaborative Process with City of Stockton,
S
PD, Fire, County Mental Health
• Community Engagement Approach
• Input from Faith in the Valley and other
co
mmunity partners
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MCRT
Objectives
Care Link Community Response
Objectives
Decrease recidivism or repeat callers
Increase follow-u p with wrap around services
Decrease fear or hesitancy to call for police
Increase community trust
Decrease costs related to emergency calls
Divert individuals away from the criminal
ju
stice system
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Call Types
Care Link Community Response
Call Types
Intoxicated subjects in public places 647(f) PC
Non-v iolent subjects under the influence of controlled substances in public places 11550 H&S
Persons needing non-m edical care or treatment for mental illness 5150 W&I
Persons in need of shelter/housing services occupying public and p
rivate property 602 PC, 647(e) PC
Welfare checks (when no crime is suspected)
At the request for Police or Fire personnel on scene of an incident 509
Connections to
Care
510
Connections to
Care
511
Calls Handled
• Calls Handled by MCRT: 109
• Average Response Time: 10 to 12 minutes
• Average Time on Scene: 40 minutes
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Referral
Sources
911: 0
SPD: 6
St. Mary’s Dinning Hall: 40
Community Medical Centers: 13
Community Members: 15
Prevail: 4
Children’s Home: 2
Community Agencies: 29
SPD
St. Mary's
CMC
CM
Prevail
Ch. Home
Agencies
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Call Outcome
• Crisis Resolved on Scene: 102
• Client Transported to Hospital: 0
• Client Transported to Behavioral
H
ealth Facility: 4
• 5150 Initiated on Scene: 3
Outcome
Resolved BHS 5150
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Follow-up
• Direct Client Follow up: 86
• Connected w/existing Provider
o
r Treatment: 79
• Unable to locate individuals: 13
Follow-up
Direct F/U Connected Not Linked
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City of Stockton
Legislation Text
File #: 23-0231, Version: 1
APPROVE THE 2023 STATE AND FEDERAL LEGISLATIVE PROGRAMS
RECOMMENDATION
It is recommended that the City Council adopt by motion the 2023 State and Federal Legislative Programs and authorize the City Manager to pursue the objectives outlined in these Programs through advocacy efforts in Sacramento and Washington, D.C.
Summary
Maintaining a strong presence in both Sacramento and Washington, D.C. is essential to the City of Stockton to ensure funding, advance beneficial legislation, and prevent harmful legislation or rulemaking. This is most effectively done using consulting services to represent the City of Stockton (City) in carrying out its legislative programs and advocating its public policy, positions, concerns, needs, and recommendations at the state and federal levels.
In recent years the City has developed, and Council had adopted, legislative programs that outline the City’s advocacy priorities and positions. This allows the City to be responsive to developments in state and federal issues and pursue funding and legislation that benefits our community. The State and Federal Legislative Programs have proven to be valuable tools to direct the City’s legislative advocacy efforts.
The legislative programs presented for Council consideration and approval have been updated for the 2023 legislative sessions to adjust for the City’s priorities, leverage advocacy efforts, and address emerging issues.
DISCUSSION
Background
The City of Stockton (City) adopted its first formal State and Federal Legislative Programs for the calendar year 2012. Prior to 2012, the City of Stockton had not adopted formal legislative programs and, as a result, the City’s legislative priorities and the impacts of legislation on the City were not entirely clear to our legislative delegations. Since then, the City has been diligent in developing and adopting State and Federal Legislative Programs to provide a unified focus and establish principles, priorities, and City positions related to state and federal legislative matters.
Throughout each year, the State Legislature and the United States Congress initiate legislation, some of which affects local government. The League of California Cities and contracted legislative advocacy firms keep the City of Stockton informed on proposed legislation from these bodies. The City of Stockton Printed on 3/15/2023Page 1 of 4
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National League of Cities (NLC) also provides information and advocacy for municipalities at the federal level. At times, it is in the City’s best interest to take a position on proposed legislation or funding opportunities. The Council adopts the annual legislative programs to provide the parameters and authority for staff and designated City advocates to pursue the City’s interests in a timely manner within a rapidly changing environment.
Legislative programs are developed by staff in the City Manager’s Office based on previous legislative positions taken by the City, the adopted Council goals, benchmarking of other comparable municipalities, and in anticipation of key issues coming forward in each respective year. The legislative programs are also revised in consultation with City departments, state and federal legislative advocates, and then presented to the City Council for consideration and adoption.
On February 15, 2023, City staff coordinated the annual Strategic Planning workshop with Mayor and Council members to provide an overview of past accomplishments and update the current federal and state administration priorities. During the workshop, the Mayor and Council provided input into the City’s state and federal priorities to refine the most significant issues. The result is the combined efforts of staff and our legislative advocates, which will continue to inform legislative advocacy efforts in Sacramento and Washington D.C.
Some examples of priorities pursued in recent years through our State Legislative Programs include assisting the City by working with Big 13 Cities to secure an additional $1 billion in Statewide Homeless Housing, Assistance and Prevention Program (HHAP) funds; working with Senator Eggman in 2022 to secure an additional $4 million funding for aquatics infrastructure repairs above a previous appropriation; assisting the City in securing $1 million in funding for homeless shelter navigation projects; pursuing opportunities on multiple fronts with Senate and Assembly representatives and State Water Board staff to fund the rehabilitation of two groundwater wells in South Stockton; continuing to advocate for active transportation, infrastructure and affordable housing resources, as well as reasonable and measured relief from state-regulated flood requirements.
Examples of priorities pursued through our Federal Legislative Program in recent years include assistance in securing a $108 million loan through the Water Infrastructure Finance and Innovation Act (WIFIA); working with the US Army Corps of Engineers to expedite permitting of the Alexandria and Five Mile Slough Culvert Replacement project; ongoing work to support public safety grants from the Bureau of Justice Assistance; providing status updates and informational documentation on federal legislation such as American Rescue Plan Act (ARPA); monitoring and advising City staff of federal grant funding opportunities such as Department of Transportation RAISE and Safe Streets for All; and providing guidance on submitting applications for Community Project Funding House appropriations for the 2023 year.
In recent years, the legislative programs were shared by our legislative advocates with all members of our respective legislative delegations as well as with key staffers in both state and federal executive departments. This made our positions and priorities clear and public before legislation began to be drafted and project lists established.
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Present Situation
Over the past year, City Staff has engaged with our advocates to assess the needs and opportunities of the City, determine areas of improvement, and prepare legislative priorities for the coming year.
The proposed 2023 State and Federal Legislative Program (Attachment A) was developed by Staff in the City Manager’s Office in consultation with City Council, City Staff, and with feedback from our legislative advocates. Input from the February Strategic Planning workshop, held on February 15, 2023, has also been incorporated into the State and Federal Legislative Program.
The Legislative Programs continue to follow the outline established in previous years, including Legislative Principles, Priorities, and Positions.
· Legislative Principles are foundational statements of broad legislative objectives or philosophies that form the basis for establishing legislative priorities and positions. · Legislative Priorities are the key issues that the City and contracted advocates will be pursuing; it is the task list or scope of work for advocacy in a given year. · Legislative Positions are statements related to other legislative themes or issues that have come up in the past or that the City anticipates may come up in the future. They are not priority issues, but if legislation arises, and the City needs to issue a letter of support or opposition, the position of the City has already been established.
The intent is to annually update the Legislative Programs at the beginning of each legislative session, which convenes on July 1 for the State Legislature and October 1 for the Federal Legislature.
Legislative Priorities may vary significantly from year to year while Legislative Positions may somewhat change, and Legislative Principles should remain fairly consistent.
Priorities for the City of Stockton established in the State and Federal Legislative Program not only represent the City’s key interests, but they align with present and emerging state and federal administration priorities. The 2023 State Priorities seek funding for improvements to Van Buskirk Park in alignment with the Park Reuse Plan design and community input and to address pedestrian and traffic safety in the heavily traveled roadways of Dr. MLK Jr., Blvd Underpass and Pershing Avenue, as well as securing additional funding for waterway improvements around Mormon Slough and McLeod Lake. As a new initiative, the City will focus on funding for blight abatement activities to incentivize revitalization and economic development opportunities. As was the focus in 2022, the City will continue to target youth resiliency and expand youth workforce development opportunities by increasing access to training programs, technical education, and job placement and retention services. State advocacy efforts include incentivizing missing middle housing stock, pursuing funding for workforce housing, and supporting efforts to increase funding to local government for Homeless Housing, Assistance and Prevention (HHAP) and affordable housing.
The proposed 2023 Federal Legislative Priorities reflect an emphasis on securing funding for improvements to Van Buskirk Park, as well as identifying funding for construction of backbone fiber and ethernet to support traffic operations. The City will actively seek budget allocations for major transportation infrastructure projects to improve roadway efficiency and pedestrian safety at important roadways throughout the City. Federal priorities also include funding for installation of solar and battery storage systems at critical municipal facilities such as the Emergency Operations Center (EOC) and New City Hall, to ensure public safety services remain online during power outages.
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Additionally, the City aims to invest in capital improvements and ADA-compliant upgrades at Pixie Woods to increase appeal and environmental safety for park visitors.
For proposed legislation either consistent with the City’s legislative programs or consistent with legislative positions the City has taken in the past, adoption of the 2023 Legislative Programs will provide the necessary authorization that will allow City staff, under the direction of the City Manager, to prepare position letters for signature. All members of City Council will receive copies of position letters that are sent. The City’s advocacy firms may also be authorized to express the City’s position in person to legislative representatives.
Once adopted, the 2023 State and Federal Legislative Programs will provide the parameters and authority for staff and advocates to pursue City of Stockton interests with the state and federal governments. This will allow the City to act quickly and efficiently in cases where we have simply been unable to represent our interests in the past. As stated before, it will also notify our delegations in advance of our positions and priorities on key issues. Overall, adoption of the 2023 State and Federal Legislative Programs will allow the City to be more organized, transparent, and efficient in our advocacy efforts at both levels of government.
FINANCIAL SUMMARY
There is no financial impact to the City of Stockton directly related to this agenda item.
Attachment A - State and Federal Legislative Program
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ATTACHMENT A
2023 STATE AND FEDERAL LEGISLATIVE
PROGRAM
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ATTACHMENT A
Kevin J. Lincoln II ........................................................................................ Mayor
Michele Padilla ........................................................................................ District 1
Dan Wright ............................................................................................... District 2
Michael Blower ........................................................................................ District 3
Susan Lenz .............................................................................................. District 4
Brando Villapudua ................................................................................... District 5
Kimberly Warmsley ................................................................................. District 6
Harry Black
City Manager
City of Stockton
425 N. El Dorado Street
Stockton, CA 95202
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ATTACHMENT A
TABLE of CONTENTS
Legislative Program Summary and Descriptions .............................................4
State of California Delegation ............................................................................5
Washington, D.C. Delegation .............................................................................6
City Council Strategic Work Plan.......................................................................7
Legislative Program ............................................................................................8
Legislative Principles ..........................................................................................9
2023 State Legislative Priorities ...................................................................... 10
1. Pursue funding for blight abatement activities to incentivize revitalization and economic development opportunities.
2. Address cleanup of water and debris removal in and around waterways of McLeod Lake, Dean DeCarli Plaza and Mormon Slough.
3. Seek funding for construction of backbone fiber and ethernet infrastructure to support City traffic operations.
4. Seek funding for improvements to Van Buskirk Park in conjunction with Park Reuse Plan.
5. Pursue funding for pedestrian and traffic safety improvements along the Dr. MLK Jr., Blvd. Underpass.
6. Pursue funding for pedestrian and traffic safety improvements along Pershing Avenue.
7. Expand youth workforce development opportunities by increasing access to training programs, technical education, and job placement and retention services.
2023 State Legislative Positions ...................................................................... 14
2023 Federal Legislative Priorities .................................................................. 21
1. Seek funding for improvements to Van Buskirk Park in conjunction with Park Reuse Plan.
2. Pursue funding for blight abatement activities to incentivize revitalization and economic development opportunities.
3. Seek funding for construction of backbone fiber and ethernet infrastructure to support City traffic operations.
4. Pursue funding for pedestrian and traffic safety improvements at multiple sites throughout Stockton.
5. Seek funding for emergency preparedness and community resiliency efforts at municipal critical facilities.
522
ATTACHMENT A
6. Invest in infrastructure enhancements at Pixie Woods Park.
7. Expand youth workforce development opportunities by increasing access to training programs, technical education, and job placement and retention services.
2023 Federal Legislative Positions .................................................................. 25
Legislative Program Summary
The Stockton City Council will adopt a Legislative Program in the beginning of each calendar year. The Legislative Program sets forth the City of Stockton’s legislative priorities and interests, and it provides general authority and direction regarding advocacy efforts on behalf of the City to the City Manager’s Office; City departments; and the City’s state and federal legislative advocates.
Legislative Program Descriptions
Legislative Principle
Legislative Principles are foundational statements of broad legislative objectives or philosophies that form the basis for establishing Legislative Priorities and Positions.
Legislative Priority
Items receive designation as Legislative Priorities within the Legislative Program when it is anticipated that they will (1) have a significant impact on the City of Stockton; (2) require significant effort by City staff and/or the City’s state/federal advocates; and (3) have a strategic action identified to address a high-level priority for the City.
Legislative Position
The City of Stockton has numerous legislative interest areas beyond those that rise to the surface as Legislative Priorities. The City prepares position statements for both the themes of legislation and funding that regularly recur on the state level as well as new issues that arise each year in the legislative process. Legislative Positions provide background as to the importance of the issue to the City of Stockton and state the position of the City and any action that will be pursued to address it. 523
ATTACHMENT A
State of California Delegation
Governor Gavin Newsom
State of California
1303 10th Street, Suite 9000
Sacramento, CA 95814
State Senate
The Honorable Susan Talamantes Eggman
Senate District 5
1021 O Street, Suite 8530
Sacramento, CA 95814
State Assembly
The Honorable Carlos Villapudua
Assembly District 13
PO Box 942849
Sacramento, CA 94249-0013
State Advocates:
Emanuels Jones and Associates
David A. Jones, President
1400 K Street, Suite 306
Sacramento, CA 95814
Phone: (916) 444-6789
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ATTACHMENT A
Washington, D.C. Federal Delegation
The Honorable Alex Padilla
United States Senator
112 Hart Senate Office Building
Washington, DC 20510
The Honorable Dianne Feinstein
United States Senator
331 Hart Senate Office Building
Washington, DC 20510
The Honorable Josh Harder
9th Congressional District
U.S. House of Representatives
209 Cannon House Office Building
Washington, DC 20515
Federal Advocates:
Summit Strategies Government Affairs LLC
440 1st Street NW, Suite 440
Washington, DC 20001
(202) 638-3307
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ATTACHMENT A
City Council Strategic Work Plan
Strategic Targets
• Housing / Homelessness
• Crime Reduction
• Economic Development
• Quality of Life / Youth program
• Community Wellness
Council Goals
• Develop solutions to address homelessness, including increasing the affordable housing supply
• Focus on crime reduction in identified areas
• Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents
• Work with partners to improve quality of life, increase literacy, develop the workforce, and expand youth programming
• Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency
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ATTACHMENT A
Legislative Program
Purpose
Throughout each year, the State Legislature proposes and enacts legislation, some of which affects local municipal government. The League of California Cities and contracted legislative advocacy firms keep the City of Stockton informed on proposed legislation from these bodies. At times, it is in the interests of the City to take a position on proposed legislation. The State Legislative P rogram establishes Legislative Principles, Priorities and Positions that provide direction for advocating for the City of Stockton with the state government.
Process
For proposed legislation, either consistent with the City’s Legislative Program or consistent with legislative positions the City has taken in the past, City staff shall be authorized to prepare position letters for the Mayor’s signature. Should availability be an issue, at times in which the city has a Vice Mayor, the Vice Mayor or City Manager shall be authorized to sign position letters in lieu of the Mayor . All members of City Council shall receive copies of s ubmitted position letters. The City’s advoca cy firm may also be authorized to express the City’s position in person to legislative representatives.
Items not addressed in the City’s Legislative Priorities may require they be brought to the City Council for consideration. These legislative priorities may only address issues directly relevant to or impacting the provision of municipal services. Generally, the City will not address matters that are not pertinent to the City’s local government services such as partisan, socially divisive, or international issues.
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ATTACHMENT A
Legislative Principles
In its relationship with the State and Federal governments, the City will always:
• Seek the broadest authority for our citizens and the City Council to make decisions locally
• Seek out, develop, a nd support legislative and budget efforts that protect and/or enhance local governments revenues, maximize the City’s access to funding, and/or increase local funding flexibility
• Support legislative and budget action that will provide robust funding for domestic infrastructure, public safety, community development and environmental programs which support City efforts to maintain and enhance the quality of life
• Encourage and seek legislation to facilitate orderly and sustainable economic expansion and growth, and increase the opportunity for discretionary revenues and programmatic and financial flexibility for the City
• Seek opportunities to help our partners achieve success in order to further improve the community
• Support legislation that furthers the adopted City Council Goals
• Oppose legislative or administrative actions that have negative fiscal impacts to the City
• Oppose legislative or administrative actions which would create unfunded mandates and/or preempt local decision-making authority
It is within this philosophy that the attached State and Federal Legislative Priorities and Positions are adopted.
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ATTACHMENT A
2023 State Legislative Priorities
1. Pursue funding for blight abatement activities to incentivize revitalization and economic development opportunities.
2. Address cleanup of water and debris removal in and around waterways of McLeod Lake, Dean DeCarli Plaza and Mormon Slough.
3. Seek funding for construction of backbone fiber and ethernet infrastructure to support City traffic operations.
4. Seek funding for improvements to Van Buskirk Park, in conjunction with Park Reuse Plan.
5. Pursue funding for pedestrian and traffic safety improvements at the Dr. MLK, Jr.
Blvd. Underpass.
6. Pursue funding for pedestrian and traffic safety improvements along Pershing Avenue.
7. Expand youth workforce development opportunities by increasing access to training programs, technical education, and job placement and retention services.
1. Pursue funding for blight abatement activities to incentivize revitalization and economic development opportunities.
Background: Blight is generally defined as visual blight, which is detrimental to the surrounding area and the property of others, or is detrimental to the health, safety and welfare of indivuals residing within the community. Funding is needed to initiate blight abatement activities, for the purpose of incentivizing revitalization and economic development opportunities.
Action: Funding would provide seed money to establish a multi -year revolving fund for blight abatement activities. Activities would include immediate removal of dangerous and/or unsafe buildings or structures, removal of trash, debris and environmental hazards on private property, address properties persistently and historically of concern by the community and deemed as anchor properties for neighborhoods preventing redevelopment, and funding would enable an illegal dumping rewards program.
2. Address cleanup of water and debris removal in and around waterways of McLeod Lake, Dean DeCarli Plaza and Mormon Slough.
Background: McLeod Lake is a unique waterfront feature that has been present since the City’s beginnings and is the center of the City’s waterfront development. The invasion of water hyacinth, harmful algal blooms, and the deposition of trash, debris, and other materials in local waterways, particularly McLeod Lake, is a principal concern for the City.
The State Division of Boating and Waterways is responsible for maintaining local waterways. However, l imited funding and lack of program effectiveness has provide d limited local benefit.
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ATTACHMENT A
Action: The Municipal Utilities Department has i nitiated a long -term waterway maintenance program on McLeod Lake and purchased a trash skimmer/maintenance workboat to remove trash and debris. Additional funding would be used to repair the bubbler system and to purchase, install and maintain a trash boom that would be installed across the Slough near Morelli Park. The boom’s purpose is to stop floating trash from entering the Stockton Deepwater Channel and McLeod Lake.
3. Seek funding for construction of backbone fiber and ethernet infrastructure to support City traffic operations.
Background: Currently the City owns fiber to connect the traffic intersections for traffic management and cameras. The current state of the equipment at intersections varies in age and capability. Overall th e equipment was purchased for primarily traffic management, but not for a future with multiple sensors, and multiple separated data streams. Since bankruptcy, the City has not had sufficient funding to prioritize the creation a fiber network. As a result, S tockton has fallen behind on this vital infrastructure which will impact its ability to attract both businesses and residents . Funding would bring additional capacity and provide needed fiber dependence without reliance on utility providers. Additional funding would supplement an existing ARPA construction appropriation of $3 million.
Action: The City will need additional funding for fiber expansion to allow for the deployment of more sensors in the intersections, such as air quality and more detailed traffic flow data capture. Additional fiber is also needed to allow bandwidth to be provided to institutions that benefit from commercial grade speeds, such as housing projects, business parks, entertainment venues, restaurants. The funding is for core infrastructure investments, such as fiber, but also for updating the existing legacy infrastructure with smart/next generation equipment as well as an overall expansion of the number of fiber runs that are available in the City. Additionally, the investment in Wi -Fi and sensor infrastructure needs funding. This funding will impact economic development and growth through business attraction and retention, educational benefits, and increased capacity of power and bandwidth for residents and businesses.
4. Seek funding for improvements to Van Buskirk Park.
Background: The Van Buskirk property was acquired through several deeds between 1959 and 1967 as gifts to the City of Stockton from Charles and Bertha Van Buskirk for public recreation and public park purposes. The original nine-hole golf course opened in 1961, with a n additional nine holes developed and opened in 1969. The Van Buskirk Community Center opened in 1974 and was renovated and expanded in 2008 . The Van Buskirk Micro Library opened in 2019.
In early 2023, Council accepted the Van Buskirk Master Plan Design for reuse of the Van Buskirk Golf Course. The City has a rendering of the proposed plan for the entire 220 - acre Van Buskirk conversion project that includes passive and recreational opportunities. 530
ATTACHMENT A
Amenities include a bike pump track, basketball courts, skate park, golf training space, exercise course, and multi-use trail as well as a community garden.
Action: Identify funding opportunities and advocate for funding to begin phased redevelopment through Van Buskirk Reuse Plan.
5. Pursue funding for pedestrian and traffic safety improvements along the Dr.
MLK, Jr. Blvd. Underpass.
Background: The Dr. Martin Luther King, Jr. Boulevard roadway, formely known as Charter Way, dates to the original Charles Weber Tract Land Grant in the 1800s. The corridor gradually became more commercialized in the late 1930s, when it was adopted as State Route 4, and the State of California department of Transportation constructed the railroad underpass just west of Airport Way. Dr. MLK Jr. Blvd. continued to be under state jurisdiction until it was relinquished to the City of Stockton in 2000, and the Crosstown Freeway became the new State Route 4.
In the last two decades, there have been limited major transportation improvements to the roadway, including the underpass. In particular, the underpass is unsightly, lacks ADA compliance and is inadequate in supporting multimodal transportation for the surrounding community, including nearby schools.
Action: With the upcoming Stockton Diamond Grade Separation project, there will be partial reconstructon of the underpass structure to facilitate railroad track alignment and installations. Our partners at the San Joaquin Regional Rail Commission recognize the importance in addressing a future full reconstruction of the underpass and are working with the City to collaborate on funding opportunities for design and construction funds through various federal programs.
Action: Continue collaborative efforts made through San Joaquin Counil of Government’s One Voice legislative program advocating for regional project funding.
Action: Continue to track various Notice of Funding Availability opportunities that would be appropriate for grade separation projects.
6. Pursue funding for pedestrian and traffic safety improvements along Pershing Avenue.
Background: The Active Transportation Plan (ATP) has identified portions of Pershing Avenue that pose safety concerns for pedestrians and motorists. Previous roadway design provided for a varied vehicle -centric mobility whereas current Complete Streets Design provides for multimodal access by not only vehicles but pedestrians and cyclists.
Years of overlys have created a high “crown” across Pershing Avenue, creating opportunities to improve drainage. Precise Roading planning efforts aim to protect, 531
ATTACHMENT A
preserve, and provide equitable transporation planning that conforms to the General Plan and community needs, as well as support the Strong Vision Zero commitment.
Action: Seek funding for Precise Roadway Plan efforts to provide the framework to transform Pershing Avenue into a Complete Streets area, with improved sidewalks, crosswalks, signalization, traffic calming features and possibly lane configuration changes.
7. Expand youth workforce development opportunities by increasing access to training programs, technical education, and job placement and retention services.
Background: Significant gaps have been identified in the local workforce landscape that have had detr imental long-term impacts on Stockton’s economy. A middle -skilled jobs report completed by University of the Pacific’s Center for Business and Policy Research explored these gaps, and noted a decrease in median wages from 75% to 69% between 2010 to 2019. S tockton continues to lag behind national and state unemployment and wage growth rates, further demonstrating the need for action. Youth workforce development programs create pathways that result in living wage jobs, reversing brain drain and improving the local economy. The City received a $4.3M CaliforniansForAll Youth Workforce Development grant from the State of California in 2022 and a $1M Congressional Project Funding award in 2023 to create these pathways. Additional investment is needed to sustain and grow these programs in the long-term.
Action: Advocate for funding to expand existing youth workforce development programs to increase access to opportunity and meet labor demand in key industries. Additionally, seek funding for innovative youth workfoce development programs to prepare youth for new and emerging industries. Funding will go toward wages for trainees, wrap -around services, administrative costs, materials & supplies, and other costs associated with accredited programs.
Action: Continue to advocate for equal access to State funding for a California State University (CSU) Stockton campus
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ATTACHMENT A
2023 State Legislative Positions
1. Protect Local Control
2. Protect Local Revenues and Funding for Vital Community Services
3. Public Safety
4. Infrastructure Investment
5. Improve the Quality of Life and Sustainability of the City
6. Delta Protection and Enhancement
1. Protect Local Control
Support efforts that are consistent with the doctrine of "home rule" and the local exercise of police powers, through planning and zoning processes, over local land use.
Oppose legislation that negatively impacts the City Council's authority to manage and control the public right-of-way and for the City to receive compensation for its use.
Oppose any legislation that attempts to limit the ability of the City to avail ourselves of the protections offered under chapter 9 or any other action that undermines the City’s ability to restructure our finances. Oppose any legislation that limits the ability of the City to move beyond chapter 9 protection or places burdens or mandates on municipalities exi ting chapter 9 protection.
2. Protect Local Revenues and Funding for Vital Community Services
Support full reimbursement to cities for all State mandates.
Support legislation that protects the ability of cities to recover the costs of mandated programs through fees that are exempt from Proposition 218 as well as potential exemptions for stormwater infrastructure projects.
Support efforts to restore local a uthority and control over revenues, governance, and service delivery as well as to protect local governments against unfunded mandates.
Support efforts to allocate State Cap -and-Trade revenues to local government projects that will reduce greenhouse gas emissions.
Advocate for grants or loans to upgrade municipal irrigation systems and install smart controls. This will reduce water use due to leakage loss and over-irrigation. Advocate for further grants to upgrade and maintain the urban forest.
Advocate for state taxation policies and procedures that ensure that taxing authorities and services provided by the City are fairly and adequately funded.
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ATTACHMENT A
Support legislative efforts that maximize reimbursement to local governments for medical transport and fire responder paramedic services to individuals that are beneficiaries of state and federal medical coverage.
Support legislation and regulations that protect Proposition 64 funding for local agencies and maintain local control of cannabis regulations, both medicinal and recreational.
Oppose efforts that capture or divert local revenue or efforts which shift responsibility for State services or programs to local government without commensurate revenue.
Oppose legislation that eliminates or restricts the taxing authority of cities; weakens existing Government Code section 66000 fee authority; or redefines any development tax, condition, or other monetary change as development fees.
Oppose any legislation that attempts to allocate additional general liability exposure to cities or that seeks to prohibit the ability of cities to seek maximum indemnification from other parties in the contractual process.
3. Public Safety
Support funding for local law enforcement equipment, services, or personnel.
Support legislation that allows use of state public safety grants for intervention and prevention efforts to curb group gun violence and youth violence.
Support legislation that would provide cities with a greater share of fines and forfeitures.
Support legislation that allows law enforcement to better combat gun violence through investigation, interdiction, and prevention of firearm-related crimes.
Support legislation that allows use of state public safety grants for maintenance efforts in addition to service increases.
Support legislation and administrative actions that protect the City’s interests related to the AB109 public safety realignment initiative, including but not limited to equitable distribution of funding and policies that do not unfairly impact Stockton and San Joaquin County.
Support legislation and administrative actions that protect the City’s interests related to Proposition 47, the Safe Neighborhood and Schools Act of 2014, which reduced penalties for certain lower -level drug possession and thefts under $950 from a felony to a misdemeanor.
Support funding for local emergency operations including equipment, services, and personnel.
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ATTACHMENT A
Ensure local discretion in the adoption and implementation of health and safety standards contained in the building and fire codes.
Oppose legislation that mandates local building and fire code standards which negatively impact the health and safety of the community and add undue burden and investment in the City.
4. Infrastructure Investment
Advocate for state funding and transporta tion re -authorizations that support City infrastructure projects and City programs , including projects adopted in the Capital Improvement Plan (CIP).
Support increased funding to enhance existing public transportation programs.
Advocate for state funding for street, road, and alleyway repair within the City of Stockton.
Advocate that fundamental responsibility for transportation decision-making should be at the local level.
Support equitable long-range, statewide infrastructure investment.
Advocate for fair implementation and distribution of state infrastructure bond funds to assure the City receives an adequate share for local improvements and programs.
Support efforts t o provide high -speed capacity broadband provisions for all libraries to ensure full, equitable electronic services.
Support legislation and regulations that provide addition al funding for public parks , and advocate that Stockton receive equitable funding from statewide revenues.
Advocate for state funding opportunities that support energy -efficient technology initiatives (i.e. Green data center) or those that support Digital Cities initiatives (i.e.
Mobile City Hall, Public Wi-Fi).
Oppose any state reductions to existing transportation grants and programs.
Oppose legislation that limits and/or decreases the existing amount of retention proceeds withheld from any payment by a public entity to a contractor on a public project.
5. Improve the Quality of Life and Sustainability of the City
Support efforts tha t impact the City’s ability to enhance the well -being, quality of life, health, and safety of residents; stabilize and enhance jobs and economic growth; and improve the environment.
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ATTACHMENT A
Support legislation that provides economic development and redevelopment tools and programs for municipalities, particularly tools to assist urban revitalization.
Support legislation and State funding that is consistent with the City’s Economic Development Strategic Action Plan.
Support legislation and State funding that would support educational efforts in the City of Stockton and improve educational outcomes.
Support legislation and State funding that would increase access to higher education for Stockton residents.
Support and work in coalition to bring a CSU Stockton Campus to our community.
Support legislation that provides financial assistance for local public libraries without the imposition of new taxes.
Support legislation that makes funds available to upgrade, remodel existing libraries, and build new libraries.
Ensure that funding and support for technology are present for workforce development efforts, individual learning, entrepreneurial/business centers, and lifelong learning.
Support legislation that provides financial support and incentives , and protects and maintains programs which provide affordable housing for disabled and low -income residents, families, and senior adults.
Support legislation and funding for energy -efficiency projects and programs for public buildings and facilities.
Support legislation providing funding for the acquisition and restoration of wildlife habitat.
Support statewide funding for rehabilitation , development and capital improvements for local and state park and recreation agencies.
Support the enactment of policies and encourage state funding opportunities to assist agencies in meeting sustainability objectives including energy and water efficiencies, non- motorized trail development and connectivity, carbon sequestration through natural environment management, protection, and enhancement.
Advocate for legislation that requires manufacturers and retailers to address hazardous, expensive, or difficult to manage waste streams that are a burden to local governments.
Support access for all Californians to physical activity and nutrition through parks and open space, active transportation (bicycles and pedestrians, trails, complete streets, use of easements), healthy foods, youth programs, and joint use of schools.
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ATTACHMENT A
Reduce barriers to development , including funding for Brownfields cleanup and infrastructure and infill development.
Oppose legislation that reduces funding for libraries, including public library funds.
Oppose legislation that has a negative impact on park and recreation agencies including the sale of parks and open space.
6. Delta Protection and Enhancement
Advocate for balanced processes and equitable sharing of resources related to new State funding sources or State Bond issuances. Advocate for equity in allocating new funding for water resources, groundwater management, floodplain management, and critical utilities.
Support programs and funding opportunities for Integrated Regional Water Management, Delta Water Quality, Drought Protection and Sustainable Groundwater Management within the Eastern San Joaquin Sub-Basin.
Support coalition-building and funding opportunities at the State and Federal level with those that share common interests in prudently and equitably allocating funding for water projects, programs, mitigations and/or those that share common interests in protecting water rights and quality within the Delta.
Support programs and funding opportunities for 200-year level of flood protection in needed areas of the City of Stockton and the San Joaquin Area Flood Control Agency regional floodplain management and protection activities.
Protect the City’s interests in the Sacramento-San Joaquin River Delta
Background: Stockton is the largest municipality wholly within the Sacramento -San Joaquin River Delta. Stockton derives a substantial percentage of its municipal water supply from Delta surface waters. The current and future well -being of the City, its residents, and economy is inextricably linked to the Delta, the quantity and quality of Delta water supplies, and the Delta ecosystem. Stockton and its water supply could be uniquely impacted by the State’s Delta Conveyance Project and a changing climate. It is crit ical that the State’s Water Resilience Portfolio Initiatives prioritize and protect the health and safety of Stockton, its Delta economy and environment.
Position: No actions should be taken related to the Delta that negatively impact the City’s water rights, water supply, water quality, air quality, economic vitality, and local land use control in the Delta.
Advocate for the City’s interests throughout the review and development of the Delta Conveyance Project. Work proactively to protect the City’s rights and interests related to 537
ATTACHMENT A
water resources, flood protection and the achievement of tangible near-term progress on economic benefits and workforce development needs for the community.
Advocate for close interaction and active engage ment with those agen cies responsible for development for the Delta Conveyance Project to ensure that the City of Stockton’s goals and objectives are achieved as a measure of any successful negotiation or discussion.
Support legislation that maintains local control of water r ights, water supplies and land use.
Support legislation and other processes that address the needs and concerns of Delta communities in a balanced and objective manner to i mprove the economics, work-force opportunities, and quality of life for the region.
Oppose any legislation or administrative action that negatively impacts the City of Stockton’s interests in the Delta.
Oppose changes that would alter operation of the Delta Cross Channel in a way that would negatively affect water quality at the Delta Water Supply Project (DWSP) intake or at the discharge location for the RWCF.
Delta Water Supply and Quality Protection
Advocate for the State to take full responsibility and establish concrete assurances in the form of Delta Conveyance Project design and operation commitments that avoid or fully mitigate adverse effects on Stockton’s water supply, including water quality and availability.
Advocate for the State to construct permanent improvements that build the capacity of the City and its sur rounding Delta community to withstand floods, droughts, and a changing climate.
Advocate for the State to take full responsibility and carry out the necessary actions for the remediation of harmful algal blooms (HABs) and the removal of invasive species that negatively impact the Delta, in particular the annual infestation of water hyacinth in local waterways.
Support administrative actions and funding to promote channel dredging, aquatic weed removal and other maintenance of waterways within the Delta.
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ATTACHMENT A
Sustainable Groundwater Management of the Eastern San Joaquin Sub-basin
Support programs and funding opportunities for the Eastern San Joaquin Groundwater Sustainability Plan project investigation, development, and implementation.
Support legislation or other administrative actions that protects the interests of the City regarding groundwater management in the basin, the consolidation of water districts or other agencies and reinforces the powers and improves collaboration between groundwater sustainability agencies.
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ATTACHMENT A
Federal Legislative Priorities
1. Seek funding for improvements to Van Buskirk Park in conjunction with Park Reuse Plan.
2. Pursue funding for blight abatement activities to incentivize revitalization and economic development opportunities.
3. Seek funding for construction of backbone fiber and ethernet infrastructure to support City traffic operations.
4. Pursue funding for pedestrian and traffic safety improvements at multiple sites throughout Stockton.
5. Seek funding for emergency preparedness and community resiliency efforts at municipal critical facilities.
6. Invest in infrastructure enhancements at Pixie Woods Park.
7. Expand youth workforce development opportunities by increasing access to training programs, technical education, and job placement and retention services.
1. Seek funding for improvements to Van Buskirk Park in conjunction with Park Reuse Plan.
Background: The Van Buskirk property was acquired through several deeds between 1959 and 1967 as gifts to the City of Stockton from Charles and Bertha Van Buskirk for public recreation and public park purposes. The original nine-hole golf course opened in 1961, with a n additional nine holes developed and opened in 1969. The Van Buskirk Community Center opened in 1974 and was renovated and expanded in 2008 . The Van Buskirk Micro Library opened in 2019.
In early 2023, Council accepted the Van Buskirk Master Plan Design for reuse of the Van Buskirk Golf Course. The City has a rendering of the proposed plan for the entire 220 - acre Van Buskirk conversion project that includes passive and recreational opportunities.
Amenities include a bike pump track, basketball courts, sk ate park, golf training space, exercise course, and multi-use trail as well as a community garden.
Action: Identify funding opportunities and advocate for funding to begin phased development through Van Buskirk Reuse Plan.
2. Pursue funding for blight abatement activities to incentivize revitalization and economic development opportunities.
Background: Blight is generally defined as visual blight, which is detrimental to the surrounding area and the property of others, or is detrimental to the health, safety and welfare of indivuals residing within the community. Funding is needed to initiate blight abatement activities, with the purpose of incentivizing revitalization and economic development opportunities.
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ATTACHMENT A
Action: Funding would provide seed money to establish a multi -year revolving fund for blight abatement activities. Activities would include immediate removal of dangerous and/or unsafe buildings or structures, removal of trash, debris and environmental hazards on private property, address properties persistently and historically of concern by the community and deemed as anchor properties for neighborhoods preventing redevelopment, and funding would enable an illegal dumping rewards program.
3. Seek funding for construction of backbone fiber and ethernet infrastructure to support City traffic operations.
Background: Currently the City owns fiber to connect the traffic intersections for traffic management and cameras. The current state of the equipment at intersections varies in age and capability. Overall th e equipment was purchased for primarily traffic management, but not for a future with multiple sensors, and multiple separated data streams. Since bankruptcy, the City has not had sufficient funding to prioritize the creation a fiber network. As a result, Stockton has fallen behind on this vital infrastructure which will impact its ability to attract both businesses and residents. Funding would bring additional capacity and provide needed fiber dependenc e without reliance on utility providers. Additional funding would supplement an existing ARPA construction appropriation of $3 million.
Action: The City will need additional funding for fiber expansion to allow for the deployment of more sensors in the in tersections, such as air quality and more detailed traffic flow data capture. Additional fiber is also needed to allow bandwidth to be provided to institutions that benefit from commercial grade speeds, such as housing projects, business parks, entertainment venues, restaurants. The funding is for core infrastructure investments, such as fiber, but also for updating the existing legacy infrastructure with smart/next generation equipment as well as an overall expansion of the number of fiber runs that are av ailable in the City. Additionally, the investment in Wi -Fi and sensor infrastructure needs funding. This funding will impact economic development and growth through business attraction and retention, educational benefits, and increased capacity of power and bandwidth for residents and businesses.
4. Pursue funding for pedestrian and traffic safety improvements at multiple sites throughout Stockton.
Background: Funding is needed for various roadway areas throughout Stockton to optimize accessibility for motor vehicles, bicycles and pedestrians. Roadway infrastructure improvements include Precise Roadway Planning, as well as intersection, sidewalk, and curb repairs, bicycle lanes, ADA wheelchair ramps, streetlights, and traffic signal modifications. The City seeks funding for project development including design, environmental clearance, and right-of-way acquisition.
Action: Advocate for pedestrian and traffic saf ety, and seek funding for transportation infrastructure improvements at multiple sites throughout the City of Stockton. 541
ATTACHMENT A
5. Seek funding for emergency preparedness and community resiliency efforts at municipal critical facilities.
Background: Recent events, such as the January 2023 severe storms and flooding, have demonstrated a significant need to upgrade existing emergency infrastructure, particularly within command and control centers. Sporadi c outages cause communications disruptions and st rain on emergency dispatch and response capacity.
Solar and battery storage ensures a seamless source of energy, as opposed to lengthy set-up time required for an external generator to become operational. Solar panel generation with battery energy storage at key crucial service sites, such as fire, safety and emergency operations, provides access to clean energy solutions and enhances resilience.
Action: Pursue funding to install solar systems with battery storage at municipal critical facilities, such as the City’s Emergency Operations Center (EOC) and New City Hall.
6. Invest in infrastructure enhancements at Pixie Woods Park.
Background: A group of driven Stocktonians formed the Pixie Woods Board in 1954.
With contributions from Stockton’s citizens, businesses, local organizations, and the City, the dream of Pixie Woods launched.The City donated the land and contributed to the creation of the Park, which opened June 12, 1955, and has remained a low-cost mainstay of young children’s play and creativity for the community.
Maintenance continues to keep the park operable, however, some attractions such as the train and boat rides need major improvement or replacement to meet today’s safety expectations. Along with these improvements, the Park could inclusively reach additional children and families with ADA upgrades and a much-needed sensory education area.
Action: Pursue funding to improve and replace Pixie Woods attractions such as the train and boat rides, improve ADA accessibility, and create a children’s sensory area.
7. Expand youth workforce development opportunities by increasing access to training programs, technical education, and job placement and retention services.
Background: Significant gaps have been identified in the local workforce landscape that have had detrimental long -term impacts on Stockton’s economy. A middle -skilled jobs report completed by University of the Pacific’s Center for Business and Policy Research explored these gaps, and noted a decrease in median wages from 75% to 69% between 2010 to 2019. Stockton continues to lag behind national and state unemployment and wage growth rates, further demonstrating the need for action. Youth workforce development programs create pathways that result in living wage jobs, reversing brain 542
ATTACHMENT A
drain and improving the local economy. The City received a $4.3M CaliforniansForAll Youth Workforce Development grant from the State of California in 2022 and a $1M Congressional Project Fund ing award in 2023 to create these pathways. Additional investment is needed to sustain and grow these programs in the long-term.
Action: Advocate for funding to expand existing youth workforce development programs to increase access to opportunity and meet labor demand in key industries. Additionally, seek funding for innovative youth workfoce development programs to prepare youth for new and emerging industries. Funding will go toward wages for trainees, wrap -around services, administrative costs, materia ls & supplies, and other costs associated with accredited programs.
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ATTACHMENT A
2023 Federal Legislative Positions
1. Protect Local Control
2. Protect Local Revenues and Funding for Vital Community Services
3. Public Safety
4. Infrastructure Investment
5. Improve the Quality of Life and Sustainability of the City
6. Delta Protection and Enhancement
1. Protect Local Control
Support efforts that are consistent with the doctrine of "home rule" and the local exercise of police powers, through planning and zoning processes, over local land use.
Oppose legislation that negatively impacts the City Council's authority to manage and control the public right-of-way and for the City to receive compensation for its use.
2. Protect Local Revenues and Funding for Vital Community Services
Support full reimbursement to cities for all federal mandates.
Support efforts to restore local authority and control over revenues, governance, and service delivery as well as to protect local governments against unfunded mandates.
Support legislation that would allow local discretion in expending P ublic Education Government (P EG) Access fee revenues; advocate in particular for legislation that identifies programming and operating costs as allowable expenditures.
Oppose legislation that would negatively impact the City’s ability to issue municipal bonds, including elimination of the tax-exempt status for municipal bonds.
Oppose legislation that would eliminate or limit existing local taxing authority including internet sales tax collection and broadband internet taxes; support legislation that would protect local control of taxing authority and revenue collection.
Oppose reductions to federal agency programs that fund local government services, particularly in instances where communities have come to depend on federal funding to maintain services.
3. Public Safety
Support funding for local law enforcement equipment, services, or personnel.
Support legislation that allows use of federal public safety grants for intervention and prevention efforts to curb gang crime and youth violence.
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ATTACHMENT A
Support legislation that would provide cities with a greater share of fines and forfeitures.
Support legislation that allows law enforcement to better combat gun violence through investigation, interdiction, and prevention of firearm related crimes.
Support legislation that allows the use of federal public safety grants for maintenance efforts in addition to service increases.
Ensure local discretion in the adoption and implementation of health and safety standards contained in the building and fire codes.
Support funding for local emergency operations including equipment, services, and personnel.
4. Infrastructure Investment
Advocate for federal funding for transportation and other infrastructure that support City projects and City programs, including projects adopted in the Capital Improvement Plan (CIP).
Support increased funding to enhance existing public transportation programs.
Advocate for federal funding for street, road, and alleyway repair within the City of Stockton.
Advocate that fundamental responsibility for transportation decision-making should be at the local level.
Advocate for streamlining and greater efficiencies related to environmental restrictions and obstacles on major federally funded projects. Advocate for revisions to the transportation funding process to waive National Environmental Policy Act ( NEPA) requirements in deference to California Environmental Quality Act (CEQA) requirements.
Support executive actions or legislation that streamlines federal transportation and other infrastructure funding processes or the federal stimulus funding process, if applicable.
Advocate to our delegation for legislative adjustments that would streamline the transportation and other infrastructure funding processes.
Support legislation or executive rule-making that balances scarcity of local infrastructure resources, scope of street resurfacing projects and the City’s commitment to enhancing accessibility of City infrastructure. Advocate for revisions to Americans with Disability Act (ADA) rules requiring extensive accessibility modifications on street resurfacing projects without capacity improvements or geometric changes.
Support legislation and executive programs providing funding or tax credits for broadband internet infrastructure to public facilities
545
ATTACHMENT A
Support legislation or executive programs that provide local communitie s with low -cost loans to build networks of sidewalks, bikes lanes and paths.
Support federal funding for parks and recreation infrastructure in metropolitan areas, including appropriate revisions to the Land and Water Conservation Fund that would provide for a larger allocation of state and local grants for recreation and conservation.
Support legislation and regulation that respond to recurring drought conditions and earthquake preparedness and provide increased opportunity for water conservation, storage, watershed planning, and water infrastructure improvement.
Oppose any federal reductions to existing transportation grants and programs.
Oppose legislation that limits and/or decreases the existing amount of retention proceeds withheld from any payment by a public entity to a contractor on a public project.
5. Improve the Quality of Life and Sustainability of the City
Support efforts that impact the City’s ability to enhance the well -being, quality of life, health, and safety of residents; stabilize and enhance jobs and economic growth; and improve the environment.
Support legislation and funding that is consistent wi th the City’s Economic Development Strategic Action Plan.
Support legislation that provides financial support and incentives , and protects and maintains programs t hat provide affordable housing for disabled and low -income residents, families, and senior adults.
Support legislation which addresses the health, welfare, and economic needs of older individuals.
Support federal funding of programs providing nutrition for children, older individuals, and other at-risk populations.
Support legislation or executive programs that strengthen and expand environmental education and encourage partnerships between school districts, parks , and other community-based organizations in an effort to help children and families be more physically active outdoors.
Support legislation and funding for energy-efficiency and water conservation projects and programs for public buildings and facilities.
Support legislation providing funding for the acquisition and restoration of wildlife habitat.
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ATTACHMENT A
Support the enactment of policies and funding opportunities to assist agencies in meeting sustainability objectives including energy and water efficiencies, non -motorized trail development and connectivity, and carbon sequestr ation through natural environment management, protection, and enhancement.
Reduce barriers to development including funding for Brownfields cleanup and infrastructure and infill development.
Oppose legislation that has a negative impact on park and recreation agencies, including the sale of parks and open space.
6. Delta Protection and Enhancement
Action: Advocate for the Federal Government to support programs and continue funding opportunities for water supply and quality protection, groundwater sustainability & management and flood control/protection, planning, investigations and infrastructure projects in the City of Stockton, its Critical Infrastructure and Eastern San Joaquin Hydrologic Region.
Advocate for federal funding for flood protection improvements to protect critical utility infrastructure.
Advocate for federal funding for flood and stormwater protection improvements to critical utility infrastructure and transportation corridors.
Support funding to develop flood protection and resilience mitigation initiatives.
Action: Advocate for the Federal government to es tablish concrete assurances and protections regarding their participation in the Delta Conveyance Project design, permitting and operations that avoid or fully mitigate adverse effects on Stockton’s water supply, including water quality and availability.
Support legislation protecting existing water rights, contracts, and supplies.
Support legislation providing funding and other means for improved delta stewardship and environmental protection.
Flood Control & Protection
Support legislation and regulation that encourages public and private investment in flood control and floodplain management projects.
Support continued authorization and funding of SJAFCA projects including the U.S. Army Corps of Engineers Lower San Joaquin River Project - Phase 1 (City of Stockton) and Phase 2 Feasibility Study (Mossdale Tract).
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ATTACHMENT A
Support administrative actions and funding to promote dredging, aquatic weed removal and other maintenance of waterways within the Delta.
Oppose changes to the Bay Delta Conservation Plan that wou ld alter Central Valley Project, State Water Project or Combined Operations of the Delta Cross Channel in a way that would negatively affect water quality at the Delta Water Supply Project (DWSP) intake or at the discharge location for the RWCF.
548
2023 State and Federal
Legislative Programs
Stockton City Council
Agenda Item #15.2
March 21, 2023
549
Legislative Advocacy
Programs
Objectives
• Advocate in Sacramento and Washington, D.C.
to accurately and persuasively present the
positions of the City of Stockton
• Establish relationships with key Legislators
and Staff
• Provide early intelligence on emerging issues
• Share knowledge of trade-offs impacting
legislative framing and funding
• Target funding allocations and grant
applications
• Achieve the priority State and Federal
objectives of the City
550
Legislative Advocacy
Programs
Scope
• Legislative Program Consultation - Annual Legislative Programs, government relations strategy and funding
strategy development
• Legislative Advocacy – Represent the City; review
executive proposals, legislation, administrative rules; provide regular reports; prepare letters and testimony; facilitate communication and meetings
• Funding Advocacy and Assistance – Advise and assist in the preparation of appropriations, earmarks and other
funding opportunities requests
• Political Reform (State Program) – Register on behalf of the City, and comply with all reporting requirements
mandated by the Lobbying Disclosure Act
551
Legislative Program
Timeline & Process
State Legislative Year: July 1 – June 30
Federal Legislative Year: October 1 – September 30
• Biweekly Meetings: On Team schedules throughout year. • October-December: Discuss City funding and policy
environment in preparation for new calendar year.
• November: Federal consultant trip to Stockton. Tours and meetings with Department Directors and CMO.
• January-February: State bill season. Conduct City staff brainstorming and planning session for appropriations.
• February-March: Develop funding and policy proposals to present to Council at Strategic Planning Workshop.
• March-April: Present Federal and State Legislative Advocacy Programs at Council meeting. Submit appropriation requests. • May: Federal One Voice projects proposed to SJCOG at annual trip to Washington, D.C.
552
State Level Advocacy
Emanuels Jones and Associates (EJA)
• Sacramento-based non-partisan government
relations firm established in 1987
• Consultant has provided state legislative advocacy
services to the City of Stockton since 2012
• Specializes in California local government issues, with experience in local government, municipal law,
municipal finance
• Expertise in areas of public works, transportation,
public safety, telecommunications, environmental
issues and community services issues
• Employs state-of-the-art bill tracking systems for
timely delivery of information to clients
• From policy review, strategic planning to legislative development and regulatory implementation, EJA
assists and positions clients for success
553
Legislative Program
Accomplishments in 2022
State Level
• Assisted the City by working with Big 13 Cities to secure an additional $1 Billion in Statewide Homeless Housing, Assistance, and Prevention Program funds.
• Assisted City staff with navigating the $20 Million appropriation to address improvements in the Miracle Mile District.
• Assisted City staff in securing $4 Million in additional funding for aquatics infrastructure repairs.
• Assisted in securing $1 Million in funding for homeless shelter navigation projects.
• Tracked and reported to the Cityon more than 2,500 proposed legislative bills.
• Supported mental health legislation and mitigated potential effects of SB 656 regarding Stockton East Water District. 554
City of
Stockton
Priorities
2023
State Level
1. Redevelopment and Blight Program: Pur sue funding for blight abatement activities to incentivize revitalization and economic development opportunities.
2. Waterway Improvements: A ddress cleanup of water and debris removal in and around downtown waterways and
Mormon Slough.
3. Fiber Master Plan: S
eek funding for construction of
backbone fiber and ethernet infrastructure to support City traffic operations.
4. Public Park Improvements-V
an Buskirk Park: Seek funding
for improvements to Van Buskirk Park in conjunction with Park Reuse Plan.
5. Pedestrian and Traffic Safety - D
r. MLK, Jr. Blvd Underpass:
Seek funding for pedestrian and traffic safety
improvements along the Dr. MLK, Jr. Blvd. Underpass.
6. Pedestrian and Traffic Safety - P
ershing Avenue: Pursue
funding for pedestrian and traffic safety improvements
along Pershing Avenue.
7. Youth Workforce Development: Expand youth workforce
d
evelopment opportunities by increasing access to training programs, technical education and job placement and
retention services.
555
State
Legislative Threats
• Taxpayers’ Protection and Government
Accountability Act – November 2024 Ballot
• State Budget Shortfall
• HHAP Funding – Budget Trailer Bill Language
on Accountability and Transparency
• AB 52 (Grayson) expansion of Sales Tax
Exemption – a redo of AB 1951
556
Federal Level Advocacy
Summit Strategies Government Affairs
• Washington, D.C. based national strategic government
affairs consulting firm established in 2015
• Specializes in federal and state lobbying, legislative and regulatory monitoring, public policy analysis and
development, grant support and coalition building
• Summit’s practice includes municipal and county
governments, parks and recreation districts, port
authorities, freight rail and transportation agencies,
environmental entities throughout the United States
• Areas of Expertise
• Transportation
• Economic Development
• Environment, Energy & Natural Resources
• Technology
• Labor
• Taxes & Trade
557
Legislative Program
Accomplishments in 2022
Federal Level
• Assisted City staff with preparing Federal Transportation Grants, including Safe Streets and Roads for All and Rebuilding American Infrastructure with Sustainability and Equity (RAISE), and educated delegation on projects.
• Worked with delegation to expedite permitting of the Alexandria and Five Mile Slough Culvert Replacement project.
• Worked with City staff to submit Congressionally-directed spending requests and advocated for requests with delegation. Awarded project: $1 Million for Youth Workforce Development.
• Coordinated meetings and managed Capitol Hill visits for Mayor and Councilmembers during One Voice visit to Washington, D.C. in May 2022.
• Met with City Department Directors to learn about City priorities, reviewed federal programs and monitored federal grant
opportunities for alignment with City needs.
558
City of
Stockton
Priorities
2023
Federal Level
1. Public Park Improvements - V an Buskirk Park: Seek funding for improvements to Van Buskirk Park in conjunction with Park Reuse Plan.
2. Redevelopment and Blight Program: Pur sue funding for blight abatement activities to incentivize revitalization and economic development opportunities.
3. Fiber Master Plan: S
eek funding for construction of backbone
fiber and ethernet infrastructure to support City traffic operations.
4. Pedestrian and Traffic Safety - M
ultiple Sites: Pursue funding
for pedestrian and traffic safety improvements at multiple sites throughout Stockton.
5. Emergency Preparedness and Community Resiliency:
Seek
funding for emergency preparedness and community resiliency efforts at municipal critical facilities.
6. Public Asset Investment – P
ixie Woods: Invest in infrastructure
enhancements at Pixie Woods Park.
7. Youth Workforce Development: E xpand youth workforce development opportunities by increasing access to training programs, technical education, and job placement and
retention services.
559
Questions and
Comments on
2023 Legislative
Advocacy
Programs
560
City of Stockton
Legislation Text
File #: 23-0179, Version: 1
ADOPT A MOTION AUTHORIZING THE CITY TO APPLY FOR A GRANT AWARD FOR A
SHELTER PROGRAM SERVING HOMELESS INDIVIDUALS, AND IF AWARDED, ACCEPT AND APPROPRIATE GRANT AND ARPA FUNDING.
RECOMMENDATION
It is recommended that the City Council consider adopting a motion to:
1. Authorize the City Manager, or designee, to submit a $6,500,000 application for a one-time capital grant through the County of San Joaquin (the “County”) to support the creation of the Pathways shelter program for homeless individuals in partnership with St. Mary’s Dining Room (the “Pathways Program”);
2. Authorize the City Manager, or designee, to enter into, execute, and deliver all documents required or deemed necessary or appropriate with the County of San Joaquin and St. Mary’s Dining Room;
3. Authorize the City Manager, or designee, to accept and appropriate grant revenues and expenditures;
4. Authorize the commitment of $3,600,000 of American Rescue Plan Act funds, and, upon approval from the County, total County grant funds, to St. Mary’s Dining Room for daily costs associated with creating and operating the Pathways Program; and
5. Authorize the City Manager, or designee, to take appropriate and necessary actions to carry out the purpose and intent of this motion, including executing agreements and other documents with the County and St. Mary’s Dining Room.
Summary
In 2019, the City of Stockton declared a local homeless emergency, and in 2020 adopted a strategic plan, outlining the intended community response to homelessness. A key strategy is to increase the number of shelter beds and to strengthen the ability of shelter programs to successfully assist homeless individuals in finding a permanent home.
The general purpose of this recommendation is to authorize the City Manager to pursue funds and, if awarded, enter into agreements with St. Mary’s Dining Room to transform the undeveloped lot across from St. Mary’s Dining Room at South Lincoln and Sonora Streets into a homeless campus comprised of temporary emergency housing units with 24/7 on-site case management. Completion of the project will result in an increase in low-barrier shelter capacity by an anticipated 200-250 units, comprised of non-congregate temporary modular units with 24/7 on-site services and supports.
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DISCUSSION
Background
California is experiencing a homelessness crisis and one-time state and federal funds continue to be made available for communities to address homelessness including federal American Rescue Plan Act (“ARPA”) funds.
On September 14, 2021, Council approved the City of Stockton’s ARPA funding distribution. This approval included $11.25 million for the Homelessness/Housing category, under which $3,600,000 was approved for the Low Barrier Shelter Beds subcategory.
Under the rules issued by the United States Department of Treasury, ARPA funds must be obligated by December 31, 2024, and expended by December 31, 2026.
On December 12, 2021, Council directed the City Manager to pursue capital grant funds from San Joaquin County for at least 125 low barrier shelter beds.
On March 8, 2022, the City’s Department of Economic Development (“EDD”) released a Notice of Request for Project Concepts and Funding Availability for Low Barrier Shelter Beds.
On April 18, 2022, four (4) submissions for the low barrier shelter project were received and reviewed, of which one was forwarded to Council for further consideration.
On June 14, 2022, Council directed the City Manager to pursue negotiations with the Salvation Army for purposes of developing an application for further funding. Despite concerted efforts on both sides, a suitable parcel was not obtained for the proposed low barrier shelter project, and a mutual decision was made to pursue the intent of the project through other avenues.
On November 1, 2022, Council rescinded the prior resolution and contingency appropriation of ARPA shelter funds and authorized the City Manager to take appropriate steps to fulfil the intention of the Council to expand and enhance low barrier sheltering services.
On November 16, 2022, EDD re-released the Notice of Funding Availability for Low Barrier Shelter Beds or Temporary Emergency Housing which was posted to the City’s web page and distributed through the Homeless Continuum of Care.
On January 19, 2023, five (5) new project submissions were received, of which three were deemed ineligible for further consideration due to the following technical factors:
· Proposal arrived after the submission deadline.
· Proposal described a project in an area with a non-compatible zoning designation. · Proposal described a project without sufficient demonstration of site control.
Two proposals were reviewed and ranked with the following findings:
· Uplift Foundation proposed a project concept for 65 non-congregate shelter rooms through the conversion of an existing affordable housing complex, but the review team questioned the City of Stockton Printed on 3/15/2023Page 2 of 5
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tenant re-location plan, budget, and the strategic impact of converting units from permanent housing to shelter housing. Staff has committed to additional meetings to find a path to better utilize the existing affordable housing units.
o Likely maximum capacity: 120 people
o Estimated cost per person per day: $31.08
o Reviewer score: 69
· St. Mary’s Dining Room proposed a project concept for 200-250 non-congregate temporary dwelling units and associated on-site services to be located on a parking lot adjacent to its other facilities, which provide meal and supportive services. The review team noted that this is an ambitious project and will result in most sheltering services concentrated in existing locations.
o Likely maximum capacity: 300 people
o Estimated cost per person per day: $20.09
o Reviewer score: 83
Present Situation
An estimated 800-900 individuals are sleeping outdoors, unsheltered on any given night in Stockton, based on current and historic Point-in-Time count results. There are a total of 554 homeless shelter beds in Stockton with an additional 180 units in development for the Stockton Shelter for the Homeless. If approved, these two new projects will almost double the shelter capacity over current levels.
Shelter Beds in Stockton
Existing Shelter Beds (2022 Count) 554
Beds in the Pipeline (Stockton Shelter Expansion) Previously approved 180 Additional Expansion (St. Mary’s Dining Room)Proposed project 250 Total, if approved 984
Project Summary
If approved, a one-time capital grant will be sought from San Joaquin County for costs associated with improving the empty lot across from the St. Mary’s Dining Room at South Lincoln and Sonora Streets, sometimes referred to as the “parking lot” (herein, the “Site”); purchasing between 250-300 modular temporary housing units and associated shower/bathroom units; and installing all units on- site per building codes and applicable permits.
The Site is comprised of 14 parcels, all of which are owned by St. Mary’s Dining Room and designated for general commercial uses. Homeless shelters and / or temporary emergency shelters are an allowable use through a commission use permit. (Attachment A - Site Map,). Most surrounding parcels are zoned general industrial, and the proposed use is consistent with current uses in the neighborhood.
St. Mary’s Dining Room is creating a master facility plan for its property, that includes the creation of the Pathways Program: a residential temporary housing community operating under shelter City of Stockton Printed on 3/15/2023Page 3 of 5
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guidelines, that is comprised of between 200-250 modular temporary housing units. An estimated 90 units will be ADA accessible with attached bathrooms, and the remaining units will be designed for single individuals and couples. The plan further contemplates 45 recuperative care units in partnership with local health care partners. The campus envisions dedicated spaces for older adults and people with disabilities, women, people seeking sober neighbors, and other people requiring very low-barrier accommodations. All aspects of the design are intended to accommodate pets, partners, possessions, and privacy. Resident guests will have the capacity to stay on-site 24/7 and will receive meals, hygiene support services, and comprehensive case management through existing services of St. Mary’s Dining Room, including through the attached health and dental clinics operated by Community Medical Centers.
St. Mary’s Dining Room is working with Siegfried Engineering, a local construction firm familiar with public sector contracts, to develop a site plan and prepare a request for competitive construction bids for site prep as well as installation and construction of the modular units. The construction funding request is based on preliminary estimates from the engineering team following preliminary site review and analysis and will be used to inform the bid package.
Current funding partners in this endeavor include Health Plan of San Joaquin and HealthNet, which collectively have committed $6,000,000 for the construction of the Pathways campus. Long term operational sustainability is anticipated through CalAIM reimbursable services and various grants / contracts to address the needs of homeless.
Budget Submission by Applicant:
Other
Secured
Funds
City of
Stockton
Request
County of
San Joaquin
Request
Total to be
Applied to the
Project
Pathways Construction $ 8,313,104 0 $ 6,500,000 $ 14,813,104 Pathways Operations (3
years)
$ 3,000,000 $ 3,600,000 $ 0 $ 6,600,000 Total Project Cost $11,313,104 $ 3,600,000 $ 6,500,000 $ 21,413,104 The City’s commitment of $3,600,000 would come from the Council-approved Low Barrier Shelter Beds ARPA category. Those funds have already been received by the City and are available for use.
The annual estimated cost of Pathways operations is $2,200,000, and the three-year cost for operations is $6,600,000. The program anticipates having 200-250 units with space for 300 individuals to be served daily. The majority of the operating costs are for the twenty-five (25) staff members hired to maintain 24/7 operations at the site.
Proposed Annual Operating Costs for the Pathways Project include:
Personnel: $1,580,800
· 10 FTE staff members responsible for guest services and site safety · 10 FTE case managers to develop and manage the housing first case plans City of Stockton Printed on 3/15/2023Page 4 of 5
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· 5 FTE service and maintenance staff, including kitchen assistants and staff for the shower, laundry, and clothing component of operations.
· 1 FTE project manager during project construction
Operations: $419,200
· Personal hygiene and cleaning supplies
· Shelter / bedding
· Food / meal program
· Pet / recreation / social support supplies
· Utilities
· Maintenance
Program Overhead Indirect: $200,000
· 10% of operating budget
The estimated annual cost to operate the proposed St. Mary’s Dining Room shelter is $20.09 per day per person for 300 guests. The per day/per person costs can be so low due to use of a property that is rent free and unencumbered.
FINANCIAL SUMMARY
There is no financial impact to the City's General Fund or any other unrestricted fund as a result of taking this action. If awarded, the County funding will be appropriated in the Special Grant Fund, Housing Division, EDD Administration program. These funds will be used in conjunction with ARPA funding allocated to the Low Barrier Shelter Beds project (EARP302) to support the creation and operation of the Pathways Program.
Attachment A - Site Map
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ATTACHMENT A
SITE
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ADOPT A MOTION
AUTHORIZING THE CITY TO
APPLY FOR A GRANT
AWARD FOR A SHELTER
PROGRAM SERVING
HOMELESS INDIVIDUALS,
AND IF AWARDED, ACCEPT
AND APPROPRIATE GRANT
FUNDING
CITY COUNCIL
AGENDA ITEM 15.3
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Background & Timeline
The City’s Department of Economic
Development (“EDD”) released a
Notice of Request for Project Concepts
and Funding Availability for Low
Barrier Shelter Beds (“NOFA”)
8 Mar. 2022
Council rescinded the prior resolution
and contingency appropriation of ARPA
shelter funds.
1 Nov. 2022
EDD re-released the NOFA, which was
posted to the City’s web page and
distributed through the Homeless
Continuum of Care
16 Nov. 2022
Five new project submissions were
received, of which two advanced for
further consideration.
19 Jan. 2023
EDD seeks approval from City Council
to fund the Pathways project
21 Mar. 2023
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Pathways
Innovative Sheltering for Homeless
Individuals with Special Needs
March 21, 2023
Petra Linden, MPH - Chief Executive Officer
Rocio House, Board President
Steve Herum, Board Building Committee Chair
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Affordable
Housing
Shortfall
Making homelessness rare, brief and non-recurring
570
Clients Served at
St. Mary’s Dining Room
In 2022, 5,169 people were served
(unduplicated)
• 36% are women
• 39% have a disability
• 33% report having a mental illness
• 14% are 62 or older
571
Hundreds of Homeless Individuals Served Every Day
Behavioral Health
PARTNERSHIPS Case Management
Child Care
(HeadStart/Early)
PARTNERSHIP
Dental Services Day Habilitation &
Skill Building
Housing
Navigation
Clothing Laundry
PARTNERSHIP Mailbox Meals PARTNER
Medical
Peer Support
(12-Step)
PARTNERSHIP
Senior Enrichment Showers Social Services SJ Homeless Court PARTNERSHIP Telephones Transportation
572
What’s Still Needed
Pipeline to Affordable and Sustainable Housing
573
Housing Authority of San Joaquin
STAND Affordable Housing
Central Valley Low Income Housing
Visionary Home Builders
Stockton Self-Help Housing/
San Joaquin County Behavioral Health
(Progressive Housing)
Partnerships for Permanent Housing
Private Landlords
574
Leveraging
Resources
• State of California Homeless Funding
• CalAIM / Medicaid reimburses
• Community Partnerships
• Housing subsidies
575
Overcoming Barriers to
Use of Shelters
Partners
Pets
Privacy
Possessions
576
Stabilization in
Modular Bedroom
Units
• New Non-Congregate Shelter
(232 units/326 beds)
• Enhanced Case Management
• Wrap-around services at St. Mary’s
• Housing navigation and placement
577
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Cost
$14 million capital cost
• $11.4
• Single and double units = 187
• Total individuals = 281
• Cost/bed = $40,000
• $2.6 million
• Recuperative care units =45
• Total individuals = 45
• Cost/bed = $58,000
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Timeline
The first phase of concept development is completed
The second phase is the RFQ and RFP process: 2/22/23-5/15/23 The third phase will be obtaining the Use Permit: 3/14/23-7/14/23 The fourth phase will be CEQA IS/MND: 3/28/23-9/4/23
The fifth phase will be Design and Permitting: 5/16/23-1/8/24 The sixth phase will be Construction: 1/9/24-10/14/24
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RECOMMENDATIONS
1. Authorize the City Manager, or designee, to submit an application for $6,500,000 a one-time capital grant through the County of San Joaquin (“County”) to support the creation of the Pathways shelter program for homeless individuals in partnership with St. Mary’s Dining Room (“Pathways Program”)
2. Authorize the City Manager, or designee, to enter into, execute, and deliver all documents required or deemed necessary or appropriate with the County.
3. Authorize the City Manager, or designee to accept and appropriate grant revenues and expenditures.
4. Authorize the commitment of $3,600,000 of American Rescue Plan Act funds, and, upon approval from the County, total County grant funds, to St. Mary’s Dining Room for daily costs associated with creating and operating the Pathways Program.
5. Authorize the City Manager, or designee, to take appropriate and necessary actions to carry out the purpose and intent of this motion, including executing agreements and other documents with the County and St. Mary’s Dining Room.
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City of Stockton
Legislation Text
File #: 23-0280, Version: 1
ADOPT THE FY 2023-24 COUNCIL PRIORITY GOALS, ONE PAGE STRATEGIC PLAN, AND 2023
COUNCIL PLANNING WORKSHOP REPORT
RECOMMENDATION
It is recommended that the City Council adopt by motion the FY 2023-24 One Page Strategic Plan, outlining the City Council’s updated priority goals.
Summary
Each year the City Council holds a Strategic Planning Workshop to review the prior year’s achievements and outline their priorities for the upcoming year. These goals provide the City Manager and staff with a framework to prioritize both the large projects as well as the day-to-day activities in the City.
The FY 2023-24 City Council Priority Goals, with updated Strategies, Plans, and Metrics are included in the One Page Strategic Plan provided as Attachment A.
DISCUSSION
Background
On February 15, 2023, the City Manager facilitated the City Council’s Annual Strategic Goal Setting Workshop at the Civic Auditorium. This workshop provided a review of the City’s financial outlook and updated long range financial plan, proposals for the 2023 State and Federal Legislative Programs, an update on activities related to the City’s Economic Development Strategic Actions Plan, an overview of government performance and accountability, a summary of the 2022 accomplishments and workload statistics, and finally, a discussion to establish the FY 2023-24 City Council Priority Goals.
The presentation materials from the workshop have been included as Attachment C.
Present Situation
Following the workshop, the City Manager conducted follow-up meetings with City staff to update existing or identify new strategies, plans, and metrics to support the Council’s agreed upon priority goals. These updated items are outlined in the FY 2023-24 One Page Strategic Plan.
A summary report of the meeting, with 2022 Accomplishments and Workload Statistics is also provided as Attachment B.
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FINANCIAL SUMMARY
There is no financial impact to the City directly related to approval of this item.
Attachment A - FY 2023-24 One Page Strategic Plan
Attachment B - Workshop Summary with 2022 Accomplishments & Workload Stats Attachment C - Workshop Presentation Materials
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FY 2023-24 METRICS:
1a) Reduce non-fatal injury shootings – 5% reduction
1b) Increase number of overall engagements and interventions (Y/N) 1c) Establish a baseline number of calls for service diverted to CMC through mobile crisis intervention program (Carelink)
1d) Increase overall number of applicants to SPD – 5% increase 1e) Increase successful completions of social services within OVP case management – 5% increase
2a) Increase social media engagement and followers across channels – 15% increase
2b) Increase city website traffic and engagement – 15% increase 2c) Increase building permit project reviews that meet published targets– 75% meet 2d) Expand meaningful linkages and partnerships with various small business partners (Y/N)
2e) Increase attendance across City venues– 10% increase 3a) Increase housing permit project reviews that meet published targets – 75% meet 3b) Establish and enhance partnerships and linkages (Y/N) 3b) Establish baseline measurement through HMIS for the time between assessment for services and placement into a transitional or permanent housing program (Y/N)
3c) Increase the inventory of bed/housing units to reduce the gap of unsheltered homeless
3d) Establish performance-based, equity-informed distribution model for available City funds (Y/N)
4a) Improve Stockton's livability indicators, i.e. vacant properties, abandoned cars, graffiti, weed abatement, per capita code enforcement, and trash (Y/N) 4b) Enhance community cohesion through increased participation in City produced and sponsored events (Y/N)
4c) Increase community center, library, and community-based organization utilization (Y/N)
4d) Emphasize education, awareness, and investment to positively impact community well-being (Y/N)
4e) Increase multilingual programming and services (Y/N) 4f) Expand the City’s environmental and sustainability portfolio (Y/N) 5a) Refresh long range financial plan and increase fiscal transparency (Y/N) 5b) Clean/unmodified audit opinions (Y/N)
5b) Increase Center for Internet Security (CIS) Controls Self-Assessment Tool (CSAT) overall cyber security maturity score – 10% increase 5c) GFOA Certificate of Achievement for Excellence in Financial Reporting for FY21-22 CAFR and Distinguished Budget Presentation Award (Y/N) 5d) Increase workforce retention and recruitment (Y/N)
5e) Develop diversity, equity, inclusion human capital management roadmap (Y/N) FY 2023-24 PLANS:
• Build upon Ceasefire Strategy to reduce shootings and homicides and the city’s crime prevention strategies and tactics through partnership between SPD and OVP • Emphasize use of SPD's ICAP and OVP's case management systems • Continue case management and wrap-around support for high-risk population • Expand Fire Investigation program and partnerships to reduce the incidence of arson fires • Increase community partnerships with a special needs registry focused on youth and elderly
• Utilize Community and Youth Advisory Boards to empower the community • Evolve the City Manager’s Review Board initiative and calibrate the Carelink program • Implement the Economic Development Strategic Plan including but not limited to invigorating entrepreneur ecosystem, expanding business façade improvements, and continuing the Stockton re-branding initiative
• Implement workforce development programming including youth employment and development through strengthening partnerships with local education institutions • Increase space activation through closing the fiber ring, enhanced small business support, and availability of customer self-service solutions
• Complete Development Code (Stockton Municipal Code Title 16) overhaul to streamline and clarify the development process
• Continue to shorten transaction/cycle process times in permit application processing • Provide ongoing support and commitment to adopted homelessness plans • Increase overall program impact and effectiveness emphasizing data-informed decisions • Complete Housing Action Plan to facilitate an d incentivize increased production of market rate and below market rate housing
• Complete the current pipeline of inflight homeless housing projects • Launch an outdoor mural program through Stockton Arts Commission • Produce an annual Citywide community cohesion project • Expand access to resources for youth to enable career development • Increase multilingual materials
• Expand sustainability and environmental to include TCC Round 4 implementation, Climate Action Plan update, and equity-informed sustainable transportation pilot program • Enhance efforts to support community-based organizations capacity building • Expand Clean City initiative and access to related data • Launch Citywide illegal dumping prevention and mitigation efforts • Launch a mobile recreation and library program
• Upgrade bond rating and enhance financial reporting
• Maximize City revenue sources
• Begin ERP system Phase 4 (Utility Billing) planning and preparation • Enhance use of Long-Range Financial Plan in decision making • Continue to operationalize centralized grants administration and coordination • Expand recruitment efforts, retention plan, and workforce planning and development • Optimize organizational Cyber Security maturity for continued protection of digital assets STRATEGIES: (Captain)
䇺䇺How䇻we will Win …
1. Safer Streets (Chief Stanley McFadden/Lora Larson)
a) Reimagine Stockton Police Department (SPD)
b) Increase community partnerships, engagement, and recruitment c) Continue data driven strategies and tactics
d) Reduce violent crime
e) Further address quality of life issues
2. Growing Economy (Stephanie Ocasio/Carrie Wright)
a) Grow jobs
b) Continue to implement the Economic Development Strategic Plan c) Continue to transform the overall development process d) Increase small business development with an equity lens e) Foster and support inclusive entrepreneurship
3. Housing Opportunities for All (Carrie Wright/ Stephanie Ocasio)
a) Continue to transform the overall development process b) Optimize partnerships and linkages
c) Increase investment in high impact affordable and market rate housing strategies
d) Optimize performance-based, equity-informed distribution of available city funds, e.g. grants
4. Thriving and Healthy Neighborhoods (Kris Farro)
a) Establish a City integrated team approach, e.g. cross-departmental team, to optimize clean, sustainable, and safe neighborhoods b) Increase placemaking, space activation, and community engagement c) Optimize alignment of youth programs by prioritizing community interests and needs
d) Optimize overall community well-being with an equity lens e) Continue to evolve the City’s diversity, equity, and inclusion (DEI) efforts f) Expand sustainability and environmental strategies
5. Fiscal Sustainability (Kim Trammel)
a) Continue learning from the past
b) Mitigate risk
c) Optimize resources through innovative business practices d) Optimize city workforce, recruitment, retention, training, and development e) Continue to evolve the City’s diversity, equity, and inclusion (DEI) efforts FY 2023-24 OBJECTIVE:
䇺What䇻 is Winning …
Provide an exceptional level of customer
service to the Stockton community through
accountable, innovative, efficient, and
effective management of City resources to
achieve our vision for Stockton.
One Page Strategic Plan® (OGSP®) DRAFT FY 2023-24
Updated: 3/9/2023
Vision: Stockton will become the best city in America to live, raise a family, and grow a business.
COUNCIL PRIORITY GOALS:
One Page Solutions LLC
© Copyright 2004-20 Format Only
• Work with partners to improve
quality of life, increase literacy,
develop the workforce, and
expand youth programming
• Focus on crime reduction in
focus areas
• Develop solutions to address
homelessness, including
increasing the affordable
housing supply
• Leverage city and partner
resources in impacting overall
public health, community
wellbeing, and community
resiliency
• Prioritize inclusive economic
development to grow the local
economy and create
employment opportunities for
residents
ATTACHMENT A
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ANNUAL
PLANNING
WORKSHOP
SUMMARY REPORT,
ACCOMPLISHMENTS &
WORKLOAD STATISTICS
2023
M A R C H 2 0 2 3
ATTACHMENT B
585
Su
mmary
The Stockton City Council met for their annual goal setting and strategic planning workshop on Wednesday, February 15, 2023, at the Stockton Civic Auditorium, from 8:30 a.m. to 3:00 p.m. This workshop provided an opportunity for Council to review the City’s financial outlook, reach a consensus on priorities for the coming year, and strengthen the team. This report contains a summary of the results of the workshop.
City Manager Harry Black facilitated the workshop. Consultants from Emanuels Jones and Associates, were present to assist with the City’s legislative update and answer questions from the Council. Staff from Administrative Services, Economic Development, and the Office of Performance and Data Analytics were present to assist with other informational sessions. Additional staff was present to support conversation and answer questions, as needed. An audio recording of this meeting is available on the City Council Meetings page of the City’s website, noted as Special Meeting – Strategic Planning Workshop.
Works
hop Objectives, Ground Rules, and Agenda
Objectives
• To understand the City’s financial outlook, context, and principles for setting Council priorities; • Obtain Council consensus on priorities for the next year; and, • Maintain a culture of collegiality and respect among Councilmembers, placing constituent needs and interests in the forefront and above all else.
Workshop Ground Rules
• Assume good intent.
• Stay focused.
• Seek consensus.
• Speak up if a course correction is needed.
• Listen to understand each other’s point of view.
• Items brought up but more appropriate to be discussed at another time will be parked in the “bike rack” and tracked separately for follow-up.
ATTACHMENT B
586
Age
nda
• Mayor’s Welcome
• Public Comment
• Comments from the City Manager
• Fiscal Update and Long-Range Financial Plan
• State and Federal Legislative Programs
• Economic Development Strategic Action Plan
• Government Performance and Accountability
• Review Existing Strategies, Goals & Accomplishments
• Discussion and Identification of Priority Goals for the FY2023-24 City Council
Mayor
Kev
in J. Lincoln II
Distric
t 1 Councilmember
Michele Padilla
Distric
t 2 Councilmember
Dan Wright
Distric
t 3 Councilmember
Michael Blower
Distric
t 4 Councilmember
Susan Lenz
Distric
t 5 Councilmember
Brando Villapudua
Distric
t 6 Councilmember
Kimberly Warmsley
ATTACHMENT B
ATTACHMENT B
587
Ex
ecutive Staff
The following executive staff participated in the workshop:
• Harr
y Black, City Manager
• Lori Asuncion, City Attorney
• Eliza Garza, City Clerk
• Kimberly Trammel, Chief Financial Officer
• Alex Bailey, Program Manager
• Carrie Wright, Director of Economic Development
• Katie Regan, Director of the Office of Performance and Data Analytics Openi
ng Comments
The workshop was initiated with a call to order at 8:36 a.m. and welcome by Mayor Kevin Lincoln, who took a moment to welcome and thank community members in attendance. Mayor also recognized City staff for their diligence, time, and efforts, in not only preparing for this workshop, but for the work completed throughout the year before acknowledging and thanking all of the Councilmembers for their leadership and steadfast commitment to representing their districts and the community. Lastly, Mayor took a moment to restate the vision of Stockton, which is that “Stockton will become the best City in America to live, raise a family, and grow a business” and note that everything we—as Mayor, Council, and staff—is specifically designed and geared to meet those needs and accomplish the vision.
Mayor then opened the session for public comment. Miguel Guillen, Katya Evanhoe, Julie Devincenzi, Jessie Magana, and Dan Richardson all spoke to their concerns regarding their neighborhood, which is traffic and safety on Pershing Avenue near Victory Park. All four of these speakers also thanked the Stockton Police Department (SPD) for their hard work, but expressed their concerns that staffing shortages in SPD are directly related to the issues they are experiencing in their neighborhood.
Paula Sheil also provided public comment regarding the exclusion of arts and culture in the City Council’s previous goals. Ms. Sheil spoke to the who, what, where, when, and why of diversity in the Stockton community and asked that the Council make space to include art and culture in their goals for the upcoming year. She recommended that the City 1) acknowledge the significant role that the arts play in human development, 2) create lasting policy in the City Charter that ensure a place for the arts in civic discourse, 3) recognize that the arts are an economic driver, from the Symphony and the museums, to the jewelry makers and the muralists, and 4) significantly increase the funding support for arts and culture using the mechanisms that already exist in our community.
The final public comment was provided by Mary Elizabeth, who expressed her desire to support healing in the community, her concerns regarding traffic citywide and along Pershing Avenue at Victory Park, Ms. Elizabeth also asked that the City require a shade component in its water conservation plan landscaping development code to offset the City’s heat islands, and lastly, she expressed her concern regarding complaint-based responses.
ATTACHMENT B
588
Cit
y Manager Harry Black set the ground rules and expectations for the day discussing the guiding principles for the workshop and the agenda for the day. The workshop began with a series of four informational presentations from staff on priority topics identified by Council before starting a deep dive discussion of the City’s accomplishments in 2022 and identification of 2023 Priority Goals.
Fiscal Update and Long-Range Financial Plan
Chief
Financial Officer Kimberly Trammel provided context and background regarding the City’s financial health, including an overview of the budget, identifying restricted versus unrestricted funds, and what funds remain available when considering new or increasing services and staffing levels.
• Restr
icted Funds: Funding provided with restrictions
on how the City must spend it, like measure funds,
gas tax and fees for services.
• Keeping the Lights On: Unrestricted dollars used to
fund day to day operations, such as Police and Fire,
electricity, and professional services. Much like the
key essential expenses in one’s personal budget. To
add new expenses to this category, the City often
has to discontinue, or stop funding, something else
that is a current expense.
• Special Grants: These are often one-time funds with
restrictions and reporting requirements. These are programs like ARPA, HUD, and TCC. • New Services: This piece is often the smallest portion of the budget. This category includes maintenance of our facilities and infrastructure, as well as providing new services to our community.
It is
the limited New Services category that allows the City to grow. Because this amount fluctuates year to year, the City has been diligent and strategic about how we grow. Any commitments funded through this category that carry ongoing expenses, such as contracts or salaries, would move into the Keeping the Lights on Category for the next budget cycle.
Sin
ce the bankruptcy, the City has practiced strict
adherence to its Long-Range Financial Plan (L-RFP),
a comprehensive 20-year forecast of revenues and
expenditures related to the City’s General Fund,
which is primarily the New Services and Keeping
the Lights On, portions of the budget. The City of
Stockton forecasts 20-years out to be able to
include the City’s CalPERS costs and other long-
term debt.
ATTACHMENT B
ATTACHMENT B
589
The L-RFP is
a living document that allows the City to calculate scenarios and assumptions to project the outcome and fiscal impact to the City, both short and long term. • High Impac
t with Low Control: One
little swing can make a huge impact,
but the City has very little control over
these items.
• Low Impact and Low Control: Changes
here do not have huge impact on our
financial plans, and we also do not
control the items.
• High Control and High Impact: We
have a lot of control over these items
and they do have a high impact on our
financial plans.
• High Control and Low Impact: We
have a lot of control over these items,
however, they do not have a
significant impact on our financial
plans.
These graphics, along with additional information about specific economic indicators or areas of forecast volatility can found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.
Discu
ssion of Fiscal Update and Long-Range Financial Plan
The fol
lowing comments were noted in support of discussions considering the City’s financial health:
• The cost of inflation is included in the scenarios and assumptions calculated in the L-RFP; however, our projects are also facing other obstacles such as the labor market and supply chain.
It is important for the City to continue to have clear priorities, especially when prioritizing projects.
• Current legislation regarding changes to the current sales tax structure, and personal property taxes, would likely have a huge impact on the City’s revenues, however, the impacts are unknown as discussions at the State level continue. City Manager Black continues to participate in the League of California Cities City Manager’s Sales Tax Working Group, which is analyzing this topic and advocating on behalf of the City. Councilmember Wright continues to participate in the League’s Revenue and Taxation Policy Committee.
• The City does not expect negative sales tax revenue in 3Q of 2023, as the statewide projections are indicating.
• Identifying the top businesses generating our sales tax revenue is confidential, per State law.
However, there is a quarterly sales tax report that will list the top 25 businesses. • CFO Trammel led a discussion on how staffing positions, both full-time and part-time, impact the City’s fund balance and how they are calculated to cover benefits and retention.
ATTACHMENT B
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2023 S
tate and Federal Legislative Programs
Alex B
ailey opened this session by providing background information on the City’s history of establishing annual legislative programs, how the City benefits from contracting with advocacy firms, and how a collaborative relationship among Council, staff, and our advocates can pave a pathway to achieving the City’s goals.
To hel
p set context for priority setting, Ms. Bailey provided background on the City’s State advocate, Emanuels Jones & Associates, and its Federal advocate, Summit Strategies. A timeline for legislative activities taking place throughout the year was also provided, along with updates on achievements in 2022 from both the State and Federal contracted advocates.
Ms.
Bailey also introduced the proposed priority projects for both State and Federal funding in the 2023 season.
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591
Last
ly, State advocates, Kyra Ross and David Jones, from Emanuels Jones and Associates (EJA) of Sacramento, provided information on legislative threats the City may face at the State level. These issues of concern are:
• The Taxpayers’ Protection and Government Accountability Act - qualified for the November 2024 ballot. This initiative would amend the State Constitution, changing the rules on how local governments can apply taxes, fees, and other charges. It would apply to any new or increased tax or fee adopted by the Legislature or City Council after January 1, 2022. The League of California Cities will lead the campaign to oppose this initiative. • State Budget Shortfall – The Governor’s budget is being analyzed at the State level, in conjunction with the health of the national economy and the April/May personal income tax season. Currently, the state is estimating a $24 to $36 billion shortfall. • Homeless Housing Assistance and Prevention (HHAP) Grant Funding – Budget trailer language regarding housing could make this funding difficult to access. • Assembly Bill 52 – Expands an exemption of the local share of sales tax for manufacturing, research and development, and tangible personal property, for the next five years. An initial study completed last year estimated that this bill would cost local governments more than $5 billion in lost revenue during its 5 active years.
Discussi
on of Legislative Programs
The foll
owing comments were noted in support of discussions considering the City’s State and Federal Legislative Priorities:
• The City should consider organizing a larger, joint delegation, of Councilmembers and Staff to better advocate for our projects, both City specific and One Voice projects. • Staff was directed to ensure that the City continue to support youth development and youth workforce programs. The updated list of priority projects will be presented to Council for adoption as part of the annual State and Federal Legislative Programs at the March 21, 2023 meeting.
• Mayor shared that the Big City Mayors are supporting a series of bills related to mental health support, efforts around the fentanyl crisis in the state, in addition to providing continued funding for youth workforce programs.
• Councilmembers inquired about potential one-time, earmark funding, to support deferred maintenance. While a request to fund deferred maintenance may not fit into the earmarks programs, City staff will continue to research and seek other funding sources and opportunities. • EJA provided additional information on the budget shortfall, what they are doing to ensure Stockton maximizes funding opportunities, and options that the State has to minimize its budget shortfall.
These graphics, along with additional information about the City’s State and Federal Legislative Programs can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.
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Econom
ic Development Strategic Action Plan
The C
ity adopted its Economic Development Strategic Action Plan (EDSAP) in January of 2022 (Motion 2022-01-25-0901). This plan supports post-pandemic recovery with 6 key goals, while also outlining 7 investment areas in support of 3 identified focus areas: Economy & Business, Infrastructure, and Image & Branding.
Direc
tor of Economic Development, Carrie Wright, provided a brief presentation on each of the 7 investment areas and accomplishments achieved in each area. While this is a citywide plan, the Economic Development Department is leading the coordination of citywide activities in support of the EDSAP. The list below provides a brief summary of milestones achieved in each of the investment areas.
Inves
tment Area 1: Strengthen Local Business Climate
• Launched an expanded Façade Improvement
Program
• Executed contracts to provide support to
local Chamber partners
• Contracted with Retail Strategies to study and
provide input on retail merchant gaps
Invest
ment Area 2: Develop Workforce Capacity
• Participated in the Community Economic
Resilience Fund (CERF)
• Launched youth Employment and
Development Programs through CA4All Grant
• Participate in workforce development boards in the local industry networks Invest
ment Area 3: Innovation Hub & Entrepreneurship
• Executed contracts with Entrepreneurship Grant recipients • Won the Audrey Nelson Award from the National Community Development Association • Fostering deeper connections with the local
wine industry
Invest
ment Area 4: Transform Downtown
• Continued South Pointe clean-up activities
• Shape Stockton Project, to support the creation
of Neighborhood Action Plans
• Parking Infrastructure Improvements
• Miner Avenue Improvements
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Inves
tment Area 5: Activate Public Spaces
• Developed and launched the
International Award-winning Stockton
Flavor Fest
• Completed the Van Buskirk Golf
Course Strategic Reuse Plan
• Developed Uplift Downtown,
consisting of painting, lighting,
landscaping, and power-washing all of
the downtown area
Inves
tment Area 6: Unify Community
• Website vendor selected and contract
executed
• Consolidation of Special Events within
City operations
Inves
tment Area 7: Promote Brand
• Hired a marketing firm who
completed research and discovery
with stakeholder interviews and
community surveys
• Sponsored more than 10 community
events
Disc
ussion of the Economic Development
Strategic Action Plan
The fol
lowing comments were noted in
support of discussions considering the City’s
Economic Development Strategic Action Plan:
• Staff was able to provide clarification and information on both the South Pointe Development Project, from Economic Development, as well as the Neighborhood Cohesion Event, from the Community Services Department.
• Director Wright also provided additional information on the City’s sponsorship of community events as well as the CERF program.
These graphics, along with additional information about the Economic Development Strategic Action Plan and next steps moving forward can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.
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Gover
nment Performance & Accountability
Kat
ie Regan, Director of the
Office of Performance and Data
Analytics (OPDA) provided an
overview of the 2022-2023 fiscal
year One Page Strategic Plan®
and an update on the first six
months of progress towards the
metrics outlined. The goals set
and outlined in the One Page
Strategic Plan® govern how the
City prioritizes its daily
operations. Additional
information about the Office of
Performance and Data Analytics,
including previous versions of
the One Page Strategic Plan® can
be found on OPDA’s webpage on
the City’s website.
Dir
ector Regan addressed each strategy area’s metrics and the six months of reported data that had been collected from July – December 2022. The five strategies that staff have identified to support Council goals are: Safer Streets (SPD), Growing Economy (CDD/EDD), Housing Opportunities for All (EDD/CDD), Thriving and Healthy Neighborhoods (CSD), and Fiscal Sustainability (ASD). The review then provides examples of plans and metrics that are being outlined and tracked to make sure we are working towards and meeting the goals of Council.
The OPD
A is also partnering with
local universities to include city data
in data science master program
capstone projects. To learn more
about the scorecards and datasets
being tracked by the City, please
visit OPDA’s Open Data Portal
website. Here the public is able to
find and view datasets by
department, by topic, and by
strategy category as outlined in the
Council goals and the One Page
Strategic Plan®.
ATTACHMENT B
595
Council has asked that the City continue to define and clarify our metrics and data points in City Works and Ask Stockton. An interactive map tracking Public Works datasets being logged into City Works can be found at insider.stocktonca.gov.
These graphics, along with additional information about the OPDA, the One Page Strategic Plan®, workload statistics and accomplishments that support Council goals, and next steps moving forward can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.
Review Existing Strategic Goals & 2022 Workload Statistics and Accomplishments City Manager Black provided a review of the FY 2022-23 Council Priority Goals listed below and provided examples of accomplishments achieved throughout the 2022 year that support these priority goals.
FY 2022-23 Tier 1 Priorities
1a. Focus on COVID response and recovery
1b. Develop solutions to address homelessness, including increasing the affordable housing supply
2. Focus on crime reduction in identified areas
3. Prioritize resource allocation to focus areas within Council Districts
4. Prioritize Economic Development
FY 2022-23 Tier 2 Priorities
1. Develop business incentives and tools for underserved neighborhoods
2. Work with education partners to improve quality of life, increase literacy, and develop the workforce
3. Engage private employers and the business community in workforce development and job placement (including people with criminal records) and develop an employment pipeline for Stockton residents to Stockton employers
Staff has prepared and incorporated with this report Appendix 1 – 2022 Accomplishments and Appendix 2 – 2022 Workload Statistics. These reports are not all encompassing but provide good insight into the priority tasks and activities that kept staff busy during the 2022 calendar year. Additional information on 2022 Accomplishments can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.
Community Survey
City Manager Black and Director Regan then introduced a new feature this year, which is the Community Survey to ensure that Council priority goals are in fact in line with the Community wants and needs. This ad-hoc online survey was conducted between December 26, 2022, and January 21, 2023 to measure a representative sample of resident satisfaction and feedback on City Council priority goals. Community surveys of this nature provide valuable context and feedback from residents to ensure alignment of priority goals and identify opportunities for calibration.
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Surv
ey results illustrated that over 70% of respondents reported excellent or fair overall quality-of-life in Stockton and are likely or neutral to be living in Stockton 5 years from now. This further supported the City Council in leveraging survey results to inform their discussion of priority goals for the upcoming fiscal year.
To pu
t this color code into the familiar context of academic grading, green indicates an A to B level of satisfaction, the grey range correlates with a C level of satisfaction, and the red/fuchsia indicates a D to F level of satisfaction on behalf of the survey taker.
ATTACHMENT B
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A ke
y takeaway from the survey was respondents’ ranking of City Council priority goals. City Council discussed the 2023-2024 fiscal year priority goals based on the community’s feedback and updated their goals in the following ways:
• Goals are captured
in a single tier of
priority and, as a
result, focusing
efforts,
• Goals are in a
bulleted list as they
hold equal weight
in their own unique
areas of city life
and services,
• Goal language
around economic
development,
business
incentives, and
employment
pipelines was
condensed for clarity and to incorporate an inclusion lens, • Community public health, wellbeing, and resiliency were added to reflect the ongoing learning from the COVID-19 pandemic and the transition to a phase of resiliency that is equity-informed.
Dis
cussion on Community Survey Results
The following comments were noted in
support of discussions considering the
City’s Community Survey supporting City
Council’s Priority Goal Setting Workshop:
• The City needs to do a better job
communicating our activities,
accomplishments, and projects to the
community.
• Mayor has indicated that he would like
to see the City Manager continue this, or
a similar survey, completed annually or
semi-annually, as part of our tracking and
reporting method.
These gr
aphics, along with additional
information about the current priority
goals and community survey can found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.
ATTACHMENT B
598
Conse
nsus on Council Priority Goals for FY 2023-24
After review of the 2022 accomplishments, and partnered with the community survey results, City Manager Black
facilitated a discussion with the Mayor and Council to refine priority goals for the upcoming year. The Council
determined and agreed upon the following goals for FY
2023-24:
The meet
ing was adjourned at 2:07 p.m.
Next S
teps
City
Manager Black will work with staff to identify and update strategies, plans, and metrics that support the FY 2023-24 Priority Goals as identified by Council. The OPDA will work with staff to ensure that new metrics are being measured, tracked, and reported appropriately. An updated One Page Strategic Plan® will be brought to Council for adoption in March 2023.
FY 2023-24 Council Priority Goals
Work with partners to improve quality of life, increase literacy, develop the workforce, and expand youth programming.
Focus on crime reduction in identified areas.
Develop solutions to address homelessness, including increasing affordable housing supply.
Leverage city and partner resources in impacting overall public health, community wellbeing, and community resiliency.
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents.
ATTACHMENT B
599
Appendix 1:
2022 Accomplishments
ATTACHMENT B
600
CITY OF
STOCKTON
2022 ACCOMPLISHMENTS
Council P
riority Goals Tier 1
1a. Focus on COVID response and recovery
• HOT Team continues educating the homeless about COVID – 19, fire prevention, and unifying homeless outreach resources.
• Manually a
pplied state funded arrearages for water and wastewater services for approximately 8000 customers
• Deployed tools to enable effective work-from-home practices related to meet quarantine requirements.
• Human Resources and Public Outreach Programs
• Hosted 2 on-site COVID-19 vaccination and Flu Shot Clinics Citywide • Curative Kiosk set up for free COVID testing (public & employees). Over 10,000 tests were performed.
• Purchas
ed 7500 Antigen Tests for employees.
• CDBG-CV3
– The City dispersed $99,000 (35 artists and 6 nonprofits) for the Artists and Arts
Nonprofit Grant Program. A contract with the Emergency Food Bank was executed to expand capacity.
• ESG-CV - A total of $7,050,104 was allocated to the City in 2020 to address its sheltered and unsheltered homeless by providing services to reduce the spread of infectious d
isease in their program, the City is in final stages of this grant. The City has
begun wind-down procedures on this grant.
1b. Develop sol
utions to address homelessness, including increasing the affordable housing supply
• Homeless, Housing, Assistance and Prevention (HHAP) - Staff is c urrently managing four rounds of HHAP in various stages. Council adopted a Local Action Plan that forecasts available funding and prioritizes uses. Round 1 allocated to subrecipients,
Round 2 allocated to affordable housing, Round 3 applied for and contract with the State is completed, Round 4 application submitted. • South Pointe – Staff procured a $5.25 million grant to complete Brownfield clean-up work, m
aking the project viable. A term sheet has been finalized with the developer and staff is working to complete the Disposition Development Agreement and CEQA work i
s beginning.
• Housing NOFA - The funding in the City's Affordable Housing NOFA of more than 10 million, w
as comprised of HOME, HOME-ARP, PL HA, CDBG, HHAP 2 and recaptured funds. Seven (7) Affordable Housing applications were approved by Council in
July.
ATTACHMENT B
601
• Emergency Rental Assistance Program (ERAP) – The program is in the wind-down stage after successfully distributing nearly $40 million to more than 5,200 families.
Funding for ev
iction prevention services is ongoing.
• Homekey
- Two additional Homekey awards were procured for projects within the City f
or a total of an additional $30 million to support permanent homeless housing. • Received approximately $365,000 in funding reimbursement of the $2 million awarded SB2, LEAP,
and REAP grant programs.
• New H
ousing & Affordable Housing - The City issued building permits for 605 new housing units, i
ncluding 53 low-income units. Of the permits issued, 60 were accessory
dwelling units (ADUs).
• SESP
Fee Waiver Program
o Single Family Residential - $9,043,502 in fees w aived in 2022 ($42.3M since program i
nception)
o Multi-Family Residential - $116,981 in fees waived in 2022 ($7.8M since program i
nception)
• Completed the significant outreach for the Shape Stockton effort, which includes a Development C
ode and Design Standards overhauls, updated Housing Element, a new Housing Action Plan, and three Neighborhood Area Plans. Outreach includes property o
wner notices, workshops, Go-to-them -Events, stakeholder presentations.
2.Focus on crime reduction in focus areas
• There were 141 non-fatal injury shootings in 2022, which is a 6% decrease from 150 in 2021.
• There was
a total of 3,751 total violent crimes in 2022
o 1.9% dec
rease from 3,824 in 2021.
• 918 firearms were seized in 2022.
• The City Tel
ecommunications Center handled 247,648 9-1-1 calls for service • Conduct
ed an extensive high-profile investigation that led to the capture of serial killer Wesley Brownlee for five homicides and one shooting in Stockton, and for two other hom
icides in Oakland.
• Completed the California Commission on Peace Officer Standards and Training 2020 – 2022 Perishable Skills
and Continuing Professional Training Cycle with all
officers receiving required training. (13 officers who are on long term disability or administrative leave were not c
ounted)
• Achieved a live release rate of 86% at the Animal Shelter • Removed over 826,
233 (6% increase) square feet of graffiti, 98,280 cubic feet of trash, and over 1,527 (118% increase) abandoned vehicles from private property. • Resumed Procedural
Justice Training including community stakeholders, and
incorporated community m
embers into Procedural Justice Training.
• Began the first phase of the pilot project with Community Medical Centers (CMC) with the goal of
ultimately reducing the number of non-emergency m ental health calls for
service away from police dispatch and to CMC. Conducted 5 Community Walks to facilitate communicati
on and relationships with the community. Participated in 8 in- person and 2 virtual
recruiting events.
ATTACHMENT B
602
• Implemented ongoing monthly testing for Police Trainees to increase the eligible candidate pool.
• Conducted
3 Fire Fighter Trainee recruitments.
• Conducted 9 Police Officer Trainee recruitments.
• Hired 59 sworn employees.
• Promoted 16 employees in PD.
Off
ice of Violence Prevention
• Professional development through strategic planning in partnership with Mora Learning Institute (MLI)
and trauma-informed care training sessions for OVP staff. • OVP staff completed MLI’s “Leading Like a Sequoia” training and held two kick-off strategic planning sessions with administration and Peacekeeper staff • OVP s
taff completed “Befriending Your Nervous System for Wellness and Healing” vicarious trauma-informed care training.
• Awarded the California Violence Intervention & Prevention Grant Cohort 4 funds. • The City of
Stockton was awarded $2,019,656 in grant funds to provide hope and opportunity f
or youth through an integrated violence suppression system. • Creation of O
VP Wellness Room for mental health services for both staff and clients • Clinical support
provided to nine staff members for a total of 17 sessions, and a total of
19 clients had at least one individual session and additional follow-up calls for engagement.
• Post COVID-19 reinstitution of O VP Data Café at Stockton community centers • Hosted three OVP D
ata Café meetings at Van Buskirk, Arnold Rue, Stribley
Community
Centers.
• Increased youth engagement t
hrough the creation of a youth focused unit within
OVP.
• About
1/3 of our entire Peacekeeper caseload is now youth.
• 2022 Public S
afety Townhall in October 2022.
• OVP assisted with and presented at the city-wide public safety townhall meeting in October 2022.
SFD O
ne Page Strategic Plan (OGSP) Completed
As identified in the Strategic Plan, the following are the Fire Department's top priorities:
• Establish a sustainable service delivery model
• Supporting internal health and wellness
• Increased recruitment and expanded onboarding
• Emphasized training and education
• Optimized partnerships with all stakeholders
• Increased efficiencies and use of technology
Fire P
revention Bureau Accomplishments
• Implemented New Fee Study
• Trained New Plan Checker
• Increased Public Education (Fire and Life Safety)
• Hired an Office Specialist
ATTACHMENT B
603
• Hired two (2) FIU Team Members
• Social Host Ordinance
• Implemented Food Truck Tracking System
• Trained Two New Inspectors
• Updated Stockton Municipal Code 2022
3.Pri
oritize resource allocation to focus areas within Council Districts Public Works
• Issued 1,581 Encroachment Permits to allow improvements to infrastructure within the City rights-of-way.
• Constructed over 56 ADA curb ramps.
• Replaced sidewalk at over 110 locations.
• Crack sealed over 640,000 square yards of roadway.
• Resurfaced over 25 centerline miles of residential and collector streets. • Replaced over 43 damaged traffic signal detector loops. • Repaired over 370 feet of damaged traffic signal conduit. • Replaced 13 streetlight and traffic signal foundations. • Replaced over 40,000 feet of stolen streetlight wire. • Replaced damaged guardrail at 12 locations.
• Replaced over 3,800 LED streetlight fixtures.
• Replaced play equipment at American Legion, Dentoni, Swenson, and Williams Brotherhood Parks.
• Replaced the field lighting system at Stribley Park.
• Refreshed landscaping and leveled pavers at DeCarli Plaza and Weber Point Events Center in preparation for Flavor Fest.
• Completed major brush and tree trimming in addition to 46 palm tree removals at Pixie Woods Amusement Park.
• Planted 65 trees at Louis, Oak and Sherwood Parks.
• Planted 8 trees for Arbor Day as part of the Transformative Climate Communities Grant at Stribley Park.
• Completed duct cleaning at Van Buskirk Community Center, Emergency Communications Center, and Fire Station 1.
• Installed new carpeting at Dorothy Jones Center.
• Completed rehabilitation of Fire Station 1 for re-opening. • Resurfaced gym and dance floors at Arnold Rue Community Center, Civic Auditorium Main Hall, Oak Park Senior Center, and Seifert Community Center. • Completed repairs to the boat dock at Pixie Woods Amusement Park. • Installed security improvements to City Hall and the Permit Center. • Replaced the HVAC system at Van Buskirk Community Center. • Completed annual preventative maintenance on City facility roofs. • Replaced the Fire Station 10 apparatus bay door.
• Installed new fans and ducting at the Fair Oaks Library. • Installed window tinting at the Troke Library.
• Repaired the penthouse roof at City Hall.
ATTACHMENT B
ATTACHMENT B
604
• Repaired gutters at the Municipal Utilities Substations. • Provided contract administration and oversight over several contractors who provide services including fire extinguishers, security and fire alarms, elevator maintenance, roof m
aintenance, pest control, janitorial services, and overhead doors and gate service/repair.
• Complet
ed Neighborhood Traffic Management Program improvements in 4 communities, including installation of 11 speed cushions, 24 speed humps, 42 speed tables, s
afety channelizer bars at 10 locations, 1,200 feet of centerline striping, and installed 3 speed
feedback signs.
• Neighborhood Traffic Management Program radar trailer was deployed 84 times. • Provided franchise administration and oversight for the City’s two Recycling, Organics,
and Solid Waste collection franchise agreements.
• Implemented the Clean City Initiative with assistance from community volunteers, PW/Operations and Maintenance, Police/Neighborhood Services, Republic Services, and Waste
Management.
• Completed conversion of utility billing services from the City of Stockton to Republic Services
and Waste Management franchise haulers.
• Implemented the new C
hevin Fleet Management System.
• Implemented the installation of Geotab GPS units in fleet vehicles and equipment. • Awarded Purchase Contracts:
o 4 Police Department K
TM Dirt Bikes
o 1 Police Horse Trailer for the Mounted Patrol Unit
o Dump Truck
o Cargo Vans
o Emulsion Sprayers
o 60 CCTV
Traffic/Security Cameras
o 3 Radar Feedbac
k Signs
• Awarded Service Contracts:
o Roof M
aintenance and On-Call R oof Leak Response
o Citywide Custodial Services
• Awarded Design Contracts:
o Zephyr Road Water Main Connection
o Small Diameter Sewer Line Replacement
o Animal S
helter Renovations
o Victory Park Pool Replacement
o Airport Way and Mormon Slough Bridge Fire Repair
o South Stockton Pedestrian HAWK Improvements
o Safe Routes to School Safety and Connectivity Improvements o HSIP Cycle 1
0 Left-Turn Pockets
o Grupe Park Parking Lot Resurfacing
o Oak P
ark Parking Lot Resurfacing
o Transync Tr
affic Signal Timing Evaluation
• Awarded Construction Contracts:
o Safe Routes to School Priorities
o Stockton
Soccer Complex Upgrades
o El Dorado Road Diet and Bicycle Lanes
ATTACHMENT B
605
o Pacific Avenue Raised Median
o Alexandria and Five Mile Slough Culvert Replacement
o New City Hall Renovations and Relocation
o West Lane Traffic Responsive Signal Control System
o Bus Rapid Transit, Phase V
o Rectangular Rapid Flashing Beacons Installations
o Bear Creek and Pixley Slough Bike and Pedestrian Path Improvements o Police Headquarters Women’s Locker Room Remodel
o Lincoln and Eighth Streets Roundabout
o McNair Soccer Complex Improvements, Phase 2
o Bus Rapid Transit, Phase 1B
o Sierra Nevada Sewer Rehabilitation
o Neighborhood Traffic Management Program – Traffic Signals at Harvey and Wait Avenue, and El Camino and El Cajon Avenues
o City Fiber Optic Master Plan Expansion
o ADA Curb Ramp Replacements
o Sidewalk, Curb & Gutter Repair Program 2021-22
o Gospel Center Rescue Mission Sidewalk Replacement
o Street Light Pole Replacements
o LED Street Light Conversion, Phase 5
o Smith Canal Footbridge Fencing Maintenance Plan
o City Street Re-striping 2021-22
o Van Buskirk Gym Floor Replacement
o Fire Station 2 Communication Center UPS Replacement
• Completed Construction Projects:
o El Dorado Road Diet and Bike Lanes
o Pacific Avenue Raised Median
o Alexandria and Five Mile Slough Culvert Replacement
o McNair Soccer Complex Improvements, Phase 2
o Wilson Way Bridge Slope Protection
o March Lane and EBMUD Bike and Pedestrian Path
o Rule 20 Downtown Streetlighting
o Hunter Street Road Diet
o Montauban and Hammertown Roundabout
o Fire Station 3, 4, 5, 7, 10, 11, and 14 Exterior Painting o Raised Median on El Dorado Street
o Howard, Pilgrim, and Union Streets Sanitary Sewer Rehabilitation o West Lane Pedestrian Access Improvements
o Left-Turn Lane Installations at Thornton Road, Lower Sacramento, Hammer and Pacific
o Painting at Oak Park Senior and Van Buskirk Community Centers o Roof Replacements at Teen Center and Fire Station 10
o Weber Point Events Center Re-Painting
o Fire Station 6 Sewer Line Replacement
o Streetlight Knockdown Repairs, Phase 6
o Crack Sealing Various Streets
o Removal of City Street Trees and Stumps
ATTACHMENT B
ATTACHMENT B
606
o ADA Curb Ramp Replacements
o Concrete Sidewalk Saw-cutting and Shaving Program
o Slurry Seal Local Street Resurfacing Program
o Micro-surfacing Local Street Resurfacing Program
o City Street Re-striping 2020-21
o Long Line Re-striping Citywide
o Lower Sacramento Road at Mosher Slough Fence Replacement o Completed the McNair/Misty Holt-Singh Sports Complex project installing four scoreboards, right-of-way gates, and a maintenance yard.
Comm
unity Services
• Launched online payment of fines and fees for Library users. • The Library i
ssued an RFP for new library self-check m achines.
• The Library migrated the Integrated Library System from an on-premise server to a SAAS/Cloud based environment.
• Completed
purchase and installation of back-up power generator for the Morada North Communications
tower for Public Safety radio communications.
Mun
icipal Utilities Department
• DWTP produced 5.2 billion gallons of drinking water
• RWCF treated 8.7 billion gallons of wastewater in compliance with NPDES discharge permit
• Environmental Control by The Numbers:
o 450 Industrial Inspections
o 328 Industrial Sampling Events
o 446 Fats, Oil, and Grease Inspections
o 173 Fats, Oil and Grease Enforcement Actions
o 57.7 Million Gallons of septic waste received
• Water Field Office / Distribution
o Tested 2854 backflow prevention assemblies and repaired 163. o Exercised 383 water main line valves.
o Read 50,602 water meters every month and replaced 654. o Repaired/replaced 125 water service lines, 26 main lines, and 17 main line valves.
o Developed a preventive valve maintenance program.
• Delta Water Treatment Plant (DWTP)
o Completed crack seal and asphalt resurfacing at Delta Water Treatment Plant.
o Received Council approval for water treatment chemical contract for the Delta Water Treatment Plant.
o Annual disposal of sludge from DWTP to ensure the settling basins can function as designed.
o Approval of Delta Water Treatment Plant membrane purchase. • Water Resources
o Completed interior and exterior tank coatings at 14 Mile Slough Reservoir Site.
ATTACHMENT B
607
o Received Sustainable Groundwater Management Grant for the Groundwater Recharge Basin Geotechnical Investigation Project in the amount of $300,000 from t
he Department of Water Resources.
o Applied for $1,600,000 from the State Resources Control Board Water and Wastewater Arrearage Payment Program; and allocated funds to eligible customers.
o Hired and
onboarded the Water Distribution Chief Water System Operator. o Declaration of a Stage 2 Water Shortage Emergency and implementation of education
and outreach efforts.
o Phase I (
geotechnical and feasibility study) of the Delta Water treatment Plant Groundwater R
echarge Basin.
Groundwater Recharge Geotechnical Investigation contract. Cone Penetration (CPT) geotechnical field testing for the Groundwater Recharge Project.
Soil boring and groundwater well installation and sampling for the Groundwater R
echarge Project.
o Submitted an Integrated Regional Water Management grant application for $2,000,000 t
o the Department of Water Resources (DWR).
o Submittal of revised Groundwater Sustainability Plan to DWR addressing DWR'
s comments on the previous version submitted in January 2020. o Awarded contract for Well SSS 3 & 9 backup up power. This will ensure that the wells c
an be run during power outages and improve supply in the south area system.
o Completed
50% design of electrical system at Well 26.
o Awarded contract and completed initial condition assessment and cleaning of Well
33. o Received bids for Well 30 well rehab project.
o Approval of the Public Health Goals Report.
o Completed the Annual Drinking Water Quality Report.
o SSS 8 Well Rehabilitation final Basis of Design Review and construction design.
o Execution
of Local Project Sponsor agreement for SGMA Round I DWR Grant.
o Submitted a grant application for $2,500,000 for SGMA Round II for Groundwater R
echarge Basin Construction phase and 1,000,000 for
Advanced Metering Infrastructure.
• Stormw
ater
o Inspections:
Commercial Facilities: 138
Construction Sites: 757
Industrial Sites: 126
Illicit Discharge Detection and Elimination: 119
Progressive Enforcement: 227
Access & Maintenance Agreement: 29 AMA Sites Inspected Recorded 27 New AMA’s, 243 Total AMA’s on file
o Repaired and tested West Lane South stormwater monitoring site. o Conducted budget analysis for Stormwater Assessment Districts.
ATTACHMENT B
608
o Developed Collections Supervisors Cityworks Dashboards. o Completed Navy Drive sewer line repair and scheduled upcoming CIP upgrade.
o Began new Access and Maintenance Agreement (AMA) stormwater inspection program to evaluate the effectiveness of stormwater treatment devices installed on recently developed properties.
o Finalize the Storm Drainage Basin Maintenance District Budgets. o Amended contract with Baylor Services for downtown waterways cleanups. o Finalized the creation of Cityworks dashboards for Collections crew members to track work order completion progress and increase efficiency. o Purchased Omni Catamaran boat and accessories for the McLeod Lake Cleanup Program.
o Conducted Operational Storm Preparedness – Catch Basin Inspections and Cleaning.
o Submitted the City of Stockton & County of San Joaquin National Pollutant Discharge Elimination System Municipal Stormwater Program 2021-2022 Annual report to the Regional Board.
o Completed a Service Contract to Silva Landscape for Stormwater Drainage Basin Maintenance.
o Attended the Strategic Planning meeting for the San Joaquin Valley Stormwater Quality Partnership (SJVSVSQP).
o Implemented Our Water Our World (OWOW), a joint effort by water pollution prevention agencies, retail stores, pesticide distributors and manufacturers to reduce the risks associated with pesticide use.
o Successfully hosted Annual Coastal Cleanup 2022 event Number of Volunteers – 320
Estimated Weight of Garbage Collected - 5,141 lb.
Estimated Weight of Recyclables Collected - 250 lb.
Total Miles Cleared – 33
Bags Used – 429
o Concluded the data collection phase of the Street Sweeping Study. An estimated 416 curb miles were swept during the study events 13,185 gallons of debris were assessed with an estimated 3,689 gallons trash found for an overall average trash content of 28%. % trash content varied considerably by season, primary PLU type, and route, ranging from 7% - 70%.
108.5 curb miles were visually analyzed during street sweeping with an estimated 4.7 miles missed due to obstacles, primarily cars. 15 catch basins were analyzed after street sweeping with a very consistent amount of debris pushed into catch basins of <0.0625 lbs and an average volume of 3 cubic centimeters.
o Collections Inspections:
Lateral repairs completed: 214
73 total miles of CCTV footage of wastewater pipes
Completed 28,842 hours of preventative and corrective maintenance 259 total miles of wastewater pipes cleaned
98 Sanitary Sewer Overflows (SSOs)
ATTACHMENT B
ATTACHMENT B
609
• Wastewater Operations
o Prepared and submitted 43 regulatory reports to various agencies such as the State Water Resource Control Board, Federal EPA, Central Valley Air Resources Control Board, and Federal Department of Energy. o Transferred operation from the JV to the City for the new Secondary Clarifiers, Aeration Basin, Blowers, RAS Pump Station, and Primaries 1-4, 7, and 8.
o Received over $2.2M in Wastewater Arrearage Payment Program funding accounts. Funds were applied to over 11,700 accounts and final reporting sent to the State.
o Submitted Proposition 50 grant application for $10M to fund construction of the East Bank Outfall at the RWCF and installation of a new water monitoring station at the Intake Pump Station.
o Registered as a participant in the State’s Low Income Household Water Assistance Program (LIHWAP) which aids wastewater customers. In 2022 the wastewater bills of 103 customers was paid by the state for a total of $114,697.
o Conducted a series of power and sewer flow shutdowns at the RWCF to facilitate Modifications Project construction, including connecting a new 3 MW generator.
o Completed a Memorandum of Understanding with San Joaquin County to sample wastewater influent for COVID-19 virus.
o Completed the Wastewater Master Plan.
o Cleaned Digesters A and C.
• MUD Engineering:
o Regional Wastewater Control Facility (RWCF)
Continued construction activities at the Primary Clarifiers 5 & 6, Secondary Clarifiers, Aeration Basin, RAS Pump Station, Blower Electrical Building, Disk Filters, UV Disinfection, Vactor Station, Headworks, and Administration and Laboratory buildings. Purchased equipment for the new Lab and furniture for the Administration and Lab buildings.
Provided operation and maintenance training of the rebuilt Primary Clarifiers 1-4, including programming, in preparation for commissioning into operation.
Reconstructed Primary Clarifiers 7 and 8.
Began construction on the new Vactor Station.
Conducted start-up commissioning of new Aeration Basins and Secondary Clarifiers, including operational and maintenance training. Decommissioned and demolished the two remaining Biotowers. Decommissioned the old Secondary Clarifiers.
Rehabilitated old Biotower Pump Station to newly commissioned Primary Effluent Pump Station.
o Completed:
Proposals for the design of the RWCF 60kV Transformer Replacement project.
Bids for the repairs of the RWCF Odor Control Bio-scrubbers.
ATTACHMENT B
ATTACHMENT B
610
Adoption of Wastewater Master Plan Update.
Contract for the RWCF Digester Gas Pipeline Expansion Joints Replacement, Project No. UW21013.
Request for Proposal for Hydrographic and Ground Penetrating Radar surveys of pipeline crossings as required by the State Lands Commission for lease agreement renewals.
• MUD Maintenance
o Belt press added safety shut down switches to prevent the belts from destroying the belts.
o Designed, bui
lt, and installed new rail systems and new pumps at the recycle pump station.
o Ordered and received four new
Variable Frequency Drives (VFDs) for the
diversion pump station.
o Continued installation of new Membranes at the Delta Water Treatment Plant. o Replaced all of
the Ammonia lines at Delta Water Treatment Plant.
o Removed, rebuilt, and replaced the 500 Hp treated water pump motor. o Rebuilt pu
mps and motors at our DeCarli Square fountain and lagoon. o Rebuilt the #3 pump at Smith Canal Sanitary Pump Station • MUD O
perational Technology (SCADA/CMMS/GIS)
o Created and completed 29 map projects.
o GIS dat
abase updates: 2230 records added, edited, or deleted.
o Processed 164 GIS related requests.
o Updated Block Books
.
• MUD Safety
o Complet
ed annual Hazardous Material Business Programs (HMBP) with San Joaquin County.
o Conducted
a series of employee safety trainings, including Traffic Control and Flagging Training for M
aintenance and Collections, 24-Hour Confined Space
Field Training, H
AZWOPPER 40 Hour Training (Hazardous Material
Response Training), C
onfined Space Training, Chemical Hygiene Safety
Training and Excavation and Trenching Training, Fire Safety Training, Fall Protection Equipment Tr
aining, and Annual Hearing Testing.
o Safety Team Items Completed:
42 Safety Trainings
10 Safety Committee Meetings
168 AED Inspections
19 Annual S
CBA Inspections
81 Fall Protection Equipment Inspections
72 Job Site Observations
Job Hazard Analysis:
• New Primaries
• Ladders at
Stores
• Jack Hammer Assist for Collections
• Employee
Safety/After Hours Work
ATTACHMENT B
611
4.Prioritize Economic Development
• Entrepreneurship NOFA - Released on May 16 for up to $285,000. 81 applications were received between entrepreneurs
and business services and 17 were selected.
• South Pointe – Staff procured a $5.25 million grant to complete Brownfield clean-up work, m
aking the project viable. A term sheet has been finalized with the developer, and staff is working to complete the Disposition Development Agreement and CEQA work i
s beginning.
• Stockton Small Business Week - Completed a successful campaign during the first week of
May, which included 8 events. Gained 280+ social followers and reached
11.9k ac
counts.
• Economic Development Strategic Action Plan was adopted by Council on January 25, 2022,
a progress report was presented in July. The plan was shared by City Manager and staff at community and business events throughout the year. • Team C
alifornia – Staff collaborated Team California to host a site selector event to showcase the County.
• US Small Business
Administration Grant: - The Cit y sought and received a $1 million grant t
o support the expansion of the entrepreneur ecosystem.
• Miracle Mile Community Improvement District was approved by Council after a lengthy pr
ocess.
• American Rescue Plan Act – EDD staff has developed and is managing key programs, i
ncluding Event Programming such as Stockton Flavor Fest, an expanded Business Façade Program, Nonprofit Capacity Building, Marketing Campaign, Community S
upport Grant and Chamber/District Support,
• HUD Annual Entitlement
- Staff submitted the annual action plan and end of the year CAPER report to HUD and launched the FY 23/24 NOFA for the CDBG and ESG entitlement programs in December.
• Shuttered Venue Operators Grant - The total SVOG award in the amount of $359,141.85 was used to assist with the funding of operational and maintenance costs to the Bob Hope Theatre, in response to the impact from the Covid-19 pandemic. S
taff submitted all the final paperwork and completed wind-down procedures.
• Received $60,000 Cannabis Equity Grant.
• Awarded a
$625,000 SB2 Grant.
• Successfully t
ransitioned to new parking operator, LAZ; selected for strong operational pr
otocols and technology.
• Contracted with Neighborly’s Online Grants Management System. Neighborly will allow the EDD’s Housing, Grants and Economic Divisions to issue online Notice of Funding Availability (
NOFA), accept NOFA application submittals, score and rank applications, process
Grantee request for reimbursement, accept quarterly and end of t
he year reports, and store organizational and project documents online. • Partnered with City’s internal auditor, Moss Adams, to successfully validate and close 12 audit findings
• Successfully c
ompleted two debt issuances, $9.78 million & $9.92 million, to finance the public infrastructure in Westlake Village II Community Facilities District (CFD 2018-2
) and Cannery Park II Community Facilities District (CFD 2019-1), r
espectively.
ATTACHMENT B
612
• Awarded $10 million dollar grant from the State Library to assist with the renovation of t
he Chavez Library.
• Procured a robotic sports field liner, Turf Tank, which will reduce the personnel cost to perform the same function.
• Manually converted over 17,000 business licenses from old financial system to the new s
ystem.
• Significant progress made on key ordinance amendments, including, food truck parks
and commissary, repeal of “big box”, mini-storage standards in the Commercial D
owntown zoning district.
• Completed
AB 562 (Subsidies) 2021 Annual Report
• Completed City-initiated general plan and zoning map/code amendments. These amendments c
orrected decades of General Plan and zoning consistencies and affected thousands of
property owners.
• City c
ompleted four projects with annexations, expanding the City Limit boundary by
18.91 acres. Another annexation project for 203.5 acres was approved by the City Council but still requires approval by the Local Agency Formation Commission (LAFCo) before being completed.
• Staff completed the first formalized annual Development Agreement (DA) review to assess t
he status of major development projects in the city.
• Adopted the 2022 triennial edi
tion of the California building and fire codes with
specific local amendments.
• New PFF
Nexus Study for Traffic, Utilities, City Buildings, and Parks. • Development of new
ADA Transition Plan underway
• Revamped the cannabis lottery process – allowing electronic appl ication submissions via citizens online portal and creating an organized tracking procedure that al
lowed for efficient application review. Developed formalized administrative guidelines.
• Cannabis
Regulatory Program update –amendments m ade for business licensing, equity, and land use.
• Successfully completed 2022 Commercial Cannabis Lottery. • Released updated versions of city pre-approved dwelling unit ( ADU) plans, available at no cost to the public.
• Significant process improvements made, see Section XIII Effective Government for details.
• Arena and Bob Hope Theat
re – Bookings were stronger than expected with a
combined
total of 137 events, which brought 202,951 people to the facilities. May realized more than 27,000 attendees at
downtown venues and ASM was able to
book Jo Koy, a sold-out show at the Arena in November with more than 9,000 attendees.
• Oak P
ark Ice Rink- Ho used 1,609, public, team and birthday party events/uses. • Banner Island Ballpark, hosted 66 Ports home games along with other events and attracted 20,000+ fans to the facility.
• Downtown Marina – Average 77%
occupancy, lighting project completed design.
• Buckley C
ove Boat Launch –Staff completed negotiations for a new long-term lease with River Point Landing Marina, and preliminary work on the dredging project has begun.
ATTACHMENT B
613
• Morelli & Louis Park Boat Launch - Louis Park Boat Launch is temporarily closed due to the Smith Canal Project that is part of the State’s plan for flood control. Morelli boat launch free until the project concludes.
• Parking Updates – Capital projects for the parking garages is underway and expected to be complete in 2023.
Council
Priority Goals Tier 2
1.Develop business incentives and tools for underserved neighborhoods • Significant pr
ogress made on updating the Transportation Impact Analysis Guidelines - Ensures the elimination, minimization, or mitigation of transportation impacts br
ought by a project while meeting the City’s General Plan goals and state mandate SB 743 for CEQA type projects.
• Awarded $25,000 Brian M. Stocker grant through the San Joaquin Community Foundation t
o provide free swim lessons.
• US Small Business Administration Grant: - The City s ought and received a $1 million grant to support the expansion of the entrepreneur ecosystem.
2.Work with education partners to improve quality of life, increase literacy, develop the workforce,
and expand youth programming
• Awarded $692,010 Outdoor Equity Program grant from the California Department of Parks
and Recreation for new outdoor youth programming.
• The Community S
ervices Department managed the Digital Equity Project in conjunction with the City’s ARPA efforts.
• Restored full Library Hours and inhouse programming by March of 2022 • The Literacy D
epartment reopened to the public and began matching tutor and learner pairs.
• The City entered into an MOU with SUSD to provide services at Rue and Stribley and Recreation Centers.
• Entered into a collaborative agreement with San Joaquin County Public Health Services CalFresh Program.
• Entered into a Service Agreement with Lodi Unified School District for our after- school program at John Muir Elementary. The annual amount is close to $125,000, which makes t
his a full cost recovery program and free to the students of John Muir
3.Engage private employers and the business community in workforce development
and job placement (including people with criminal records) and develop an employment pipeline for Stockton residents to Stockton employers • Partnered with Catholic C
harities, Little Manila Rising, San Joaquin RTD, GID
Alternatives, Puentes, and others, to provide youth/workforce programs through the City’s
$10.8 Million TCC3 and $24.2 Million TTC4 Implementation Grants.
ATTACHMENT B
614
• Partnered with Rising Sun Center for Opportunity, Parents by Choice, Greater Valley Conservation Corp, and San Joaquin A+ to provide youth workforce development through the City’s Californians for All Youth Workforce Grant. • In an on-going effort t
o recruit and develop local talent, ASD hired 5 interns from University of t
he Pacific for the summer and retained 3 as part-time employees • Held quarterly meetings with the Industry Working Group (IWG), a collaboration between key staff
from multiple city departments and local development industry representatives.
Effect
ive Government
Quality of Life & Community Well-Being
• Continued collaboration among COS Departments establishing roles and developing a plan to address concerns about public accessibility for COS bui ldings and services. • Facilitated United Way C
ampaign for employees with an effort to support local non- profits or
ganizations specifically in the City of Stockton.
• Completed
the pilot project with the National Renewable Energy Laboratory and fully implemented SolarAPP+ resulting in real time online permit issuance for common residential s
olar projects. Continued piloting program for permitting of backup battery systems.
• Artist
and artwork selected for new public art sculpture for Victory Park. • Twelve “Concerts in the Park” in collaboration with Stockton Concerts in Victory Park Inc.
• Added four
traveling concerts to the summer concert offerings.
• Two Dr
ive-in Movies in partnership with Weberstown Mall.
• Added movies to the community center fall festival events. • Monster M
ash Halloween Bash at Pixie Woods.
• Annual tree lighting ceremony for the holidays.
• Expanded July 4th event to incorporate the parade into a full day event. • Expanded congregate s
enior meal program to five days per week.
• Contracted three new
instructors to offer ballet, hi p hop dance and karate. • Parking enforcement resumed full parking patrols following COVID modifications and issued 7,897 citations t
hroughout the City.
City Administration
• Prepared and submitted quarterly reports for $78 million in ARPA funding. • Updated the Water Proforma for the 2021 Water Rate Study. • Collected $2.5 million in delinquent utility accounts with $371,263 from external collections and $2.16 Million by the internal collections team • Recovered $850,000 in sales tax revenues through consultant lead analysis and audits.
ATTACHMENT B
615
• Received Government Finance Officer Association Excellence in Budget Award for both the FY 2022 and FY 2023 Budget documents. The award has been received for the last five budget cycles.
• Utilized the Long-Range Financial Plan to determine affordability of salary and benefit increases for agreements with four public safety unions. • Delivered on time and
structurally balanced budget.
• Improved fiscal solvency with additions to the General Fund reserves with funded reserves t
otaling 63% of the total reserve target at the end of FY 2021-22. • Set aside $5.7 million at the end of FY 2021-22 for us e on Council identified special projects and long-term portfolios to maintain strong credit quality and duration that’s aligned
with the City’s cash flow needs.
• Through a successful competitive procurement, selected two investment managers to collaborate
and guide the City on its future investment strategies and optimize management
of the City’s liquidity and long-term investment portfolios. • Implemented a new r
eporting & reconciliation system to automate the monthly investment activities and streamline the annual reporting on the City’s investment portfolios f
or Annual Comprehensive Financial Statements.
• Instituted a s
hort-term, commercial paper, investment strategy that resulted in $1.7 million i
n additional interest income for the year
• Instituted a l
iquidity forecast to better manage the City’s liquidity position and optimal contributions into the City’s long-term por tfolios; this resulted in $12.3 million investment i
ncome from the City’s long-term portfolio in CY2022, compared to $8.2 million in CY2021.
• Strengthened the Cybers
ecurity posture of the City with updated policies,
procedures, and multiple Department of Defense grade cybersecurity tools • Strategic investments in the network infrastructure to increase capacity and redundance.
• Hired and
onboarded 210 new employees.
• Responded to 8 grievances in 2022. Grievances are at the lowest in 10 years. Only 4 were escalated to Arbitration, which is down 50% from 2021. • Successfully negot
iated successor bargaining agreements for four safety units. • Closed 786 w
orkers compensation claims and completed 38 workers compensation settlements.
• Reviewed
and approved insurance requirements for 1,887 contracts. • Conducted 124 Americans with Disabilities (ADA) Interactive meetings. • Processed 11 Industrial Disability Retirements (IDR). • Closed 229 Li
ability Claims.
• Collected $137,278.80 in Subrogation.
• Conducted 22 Safety Trainings for employees.
• Continued collaboration among COS Departments establishing roles and developing a plan to address concerns about accessibility for COS buildings and services. • Human Resources and Public Outreach Programs
ATTACHMENT B
616
• Vendor Self Service (VSS) web portal deployed allowing vendors to create/update vendor profile and submit invoices digitally for payment that get routed electronically for depar
tment review and approval.
• Transitioned billing for gar
bage services to the two waste hauler companies.
• Went l
ive with a portion of the new ERP Payroll system in March 2022 that is used to track
and monitor changes in Council authorized budgeted staff positions. • Completed
testing, data conversion, and reconciliations in preparation for doing payroll i
n the new ERP system the first week of 2023.
• Deployed the Employee Self Service Portal (ESS) for employees to update their information,
and view their paychecks online.
• Further integrated Business License customer service into the Permit Center operations.
• Executed contract
with and began implementation of OpenCounter, an online software application designed to provide a simple step-by-step explanation of the permitting process for the customer.
• Significant pr
ocess & performance enhancements made to the development and permitting processes. Notable examples include:
• 56 of
85 DevStat iLab action items completed as of 12/31/22.
• Building Plan Check performance improvements
• Continued use of reporting/monitoring tools to track performance. • Average building permit plan check duration reduced from 16.4 working days (2018
-2020) down to 8.9 working days.
• Average number of plan check cycles reduced from 2.52 (2018-2020) down to 1.97. • Published plan check timelines met 72% of the time, improving from 54% of the time from 2018
-2020.
• Of the thirteen permits available for online application, 73% were submitted online. • Updates t
o Improvement Plan processes, enhancing coordination between CDD and Public W
orks on all Development Engineering related projects, established a Dashboard Report al
lowing Public Works and MUD to track progress, timelines, and due dates for reviews.
• Cross-training of Permit Technician staff resulting in fewer "hand-offs" of customers between multiple staff
members at the Permit Center.
• Completed
iLab exercise to identify process improvements for the Site Plan Review process.
• Established an Express Review Program for same day permitting of minor residential and commercial projects
.
• Recruited for
and developed the role of the Deputy Building Official to act as a Project Liaison to provide focused attention to large, complex, or significant projects to act as
a single point of customer contact and coordinate these projects through the development review
process.
• Human Resources
managed all COVID-19 Plan federal, state, county plan
compliance and contracted COVID-19 testing service for employees and the public. • Added PSTI/PSTD C
ounseling vendor with Fire to augment current EAP Counseling services.
• Administered 223 FMLA leaves.
ATTACHMENT B
617
• Administered 794 COVID Supplement Paid Sick Leaves.
• Hosted two on-s
ite Flu Shot and Covid-19 vaccination clinics.
• Revised job flyers to shorter more condensed versions and added more pictures. • Added salary r
anges for higher level positions to job flyers to show growth potential. • Now of
fering multiple test times and dates.
• Administering oral exams through Microsoft Teams.
• Condensing medical/psychological/backgrounds for Police & Fire positions. • Conducted
200+ Applicants oral panel interview for FF Trainee done in 3 days (In person).
• Added a video to job flyer for FF Trainee, plan to add more videos. • Conducted
Open Enrollment in May 2022.
• Facilitated Open Enrollment f
or OE3 in November 2022.
• Completed
a thorough audit on all employee benefits in HTE and Navigate. • Conducted
2 flu shot clinics, one in September and a second clinic in November • Hosted the Benefits Health Fair on 5/13/2022.
• Hosted four in-person sessions for Open Enrollment – four day s, two hours each. • Assisted with ERP/Payroll Recon/ExecuTime.
• Assisted Payroll i
n adjusting pay codes for COVID leaves.
• Conducted
Leaves training for Supervisors.
• Scheduled
and facilitated deferred comp learning sessions for employees with Empower.
• Facilitated transition of
deferred comp from Mass Mutual to Empower.
• Transitioned from G
allagher to Alliant as a new benefit consultant ,and transferred all medical, de
ntal, and fringe benefit data without error.
• Conducted vendor contract training for staff and created an FAQ to improve the contract approval process.
• Implemented COVID s
afety procedures, conducted training, and improved overall reporting process.
• Worked with our t
hird-party vendor to conduct appraisals on all City properties. • Subrogation write-o
ff of uncollectible receivables clean-up of ac counts dating back to 2014; $242,202.15
• Conducted a thorough audit on property inventory for insurance purposes. • Revised/updated Commercial (DOT) Driver Program.
• Reinstated
DMV Pull program.
• Created Hazard Assessment form for PPE.
• Injury
and Illness Prevention Program (IIPP) audited and began addressing deficiencies.
• Posted Insurance Requirements ex
hibits on CityLink.
• Prepared submission to Council to cover volunteers under our WC program.
Public
Safety
• Completed multiple upgrades to the Radio system in Police and Fire • Multiple training programs to ensure effective use of technology, including office productivity t
ools, cyber awareness training, and other tools.
ATTACHMENT B
618
• Fire Technology Enhancements:
o Began utilizing Emergency Reporting software for Fire Prevention Inspections. o Implemented Emergency Reporting for NFIRS reports (National Fire Incident Reporting Systems).
o Applied FirstWatc
h for statistical analysis/dashboard.
o All field units have real-time GPS l ocation tracking and cellular-enabled Wi-Fi. o All
field units have iPad MDC with Tablet Command for incident management and in preparation for real-time unit status.
o Firstwatch Early Event Detection Software - for i mproved 9-1-1 caller data management and reporting.
o Emergency Reporting System – data and performance management software for efficient and timely completion of reports.
o Handtevy Pediatric Emergency Standards System – a s oftware application that addr
esses complex pediatric treatment to reduce paramedic procedural errors.
o Integration of Tabl
et Command and Telestaff. This provides up to the minute updates of actual fire ground personnel assigned to an incident. • Fire Safety:
o Replaced high pressure airbags, rescue harnesses, and rescue ropes as part of equi
pment replacement schedule
o Sent 17 members to various Rescue Technician classes. Five (5) members have been
trained to the Heavy Rescue Technician level.
o Annual Confined Space Technician level refresher training. o 85 members participated in a UOP Summer Study by providing evaluation of body c
omposition and functional movement directed at reducing injuries caused by improper movements. Resulted in the purchase of five (5) Pelotons to
expand aerobic training options to Members.
o Three (3) new treadmills purchased, reducing repair costs from older treadmills.
o Contract w
ith First Alarm Wellness to provide a supplemental to City EAP for a more comprehensive approach to mental health for suppression personnel and dispatch staff.
o Three (3)
year agreement with Scotts PPE to provide advanced cleaning, inspection,
and repairs for firefighter turnout gear.
o Ongoing reviews of
vehicle accidents and firefighter injuries as part of Injury and Illness
Prevention Program.
• Emergency Operations Center (EOC)
o Trained key City staff members in a four-day class on EOC operations. o Installed base station radio equipment at EOC.
o Installed Secured Network l
ines for PD Computer Aided dispatch in EOC.
o Monthly EOC updates related to COVID response.
o Activated EOC on December 31, 2022.
• Logistics A
ccomplishments
o Extractor i
nstallation Co.10
ATTACHMENT B
619
o External fire station painting. Companies 3, 4, 5, 7, 10, 11 and 14. o Roof replacement Co. 10
o Carpet removal and floor polishing: Division of Training. • Grant Performance
o Hired and trained nine (
9) new firefighters under the 2020 SAFER Grant.
o Completed
the 2020 AFG Supplemental for COVID Relief.
o Completed
the 2018 AFG for Paramedic training for ten (10) members. • Emergency C
ommunications Division (ECD)
o Hired and trained a Quality A
ssurance (QA)/Quality Improvement (QI) person.
o Established QA/QI committee to interact with SJCEMSA. o Trained (1) di
spatcher to Quality Assurance Level.
o Procured new Artificial Intelligence (AI)Training Program. o Video monitor project 90% complete.
o Uninterrupted Power Source (UPS) project coordination began with facilities. o ECD back up location meetings to determine alternate location and cost savings.
o Implementation of Automatic Vehicle Location (AVL) with contract agency Lodi Fi
re Department.
o Automatic V
ehicle Location (AVL) in progress with contract agency SCFA Tracy.
o Applied for
International Academies of Emergency Dispatch (IAED).
Accredited Center of E
xcellence ACE Re-Accreditation.
o Provided Customer Service Training to all ECD staff.
o Established n
ew Call Taker Eligibility List.
o Redefined Fire Telecommunicator Call Taker Job specifications. • EMS Accomplishments
o Trauma Response and Tourniquet t
raining to SFD.
o Emergency Response & Responder Safety to the Fentanyl Epidemic. o Full i
mplementation and data collection from ESO EPCR for EMS patient records.
o EMS Deputy Director attended Training for ESO Data Management in Austin, TX
o ECD/EMS
Division Chief attended Training at California Fire EMS & Disaster Conference (CFED) in Indian Wells, CA.
o Participated in the first San Joaquin County Emergency Medical Services Advisory Committee and Continuous Quality Improvement MPDS Committee with Local
EMS Responders and Hospitals for System improvement.
ATTACHMENT B
620
Appendix 2:
2022 Workload Statistics
ATTACHMENT B
621
CITY O
F STOCKTON
2022 WORKLOAD STATISTICS
The foll
owing are 2022 Workload Statistics as reported by the City of Stockton Departments.
The information provides high-level Departmental updates strictly by numbers. The data provides insight into administrative, public safety, community, human resources, municipal utility, economic development, including information technology workload statistics.
Admi
nistrative Services
• Staffed 12 Measure (A/W/M) Committee meetings, provided quarterly financial reports, and assisted with each committee’s annual report
• Provided quarterly budget updates to the City Council • Produced monthly and quarterly reporting on the City’s short-term and long-term investment pools
• Processed 5,534 journal entries
• Issued over 12,258 vendor checks (12% increase YOY) and 1,680 EFT payment transactions
(23% increase) worth $289.2 million
• Issued
670 ACI payment transactions worth $3.4 million
• Processed 6,024 requisitions purchase orders worth $82.9 million • Processed
202 contracts (excluding contract change orders) & 55 Single Source Justifications
• Tracked and processed 12,360 purchasing card transactions worth $4.9 million • Developed and released a total of 37 formal solicitations • Entered
and validated 1,322 vendor profiles through the vendor self-service ( VSS) portal
• Issued over 5,559 inventory items out of Central Stores worth over $223,000 and processed 128 requisition purchase orders totaling over $340,000 • Issued nearly 12,833 inventory items out of MUD Stores totaling over $1.6 million and processed 335 requisition purchase orders totaling $678,000 • Processed over 1.34 million print job copies and over 214,942 pieces of mail • Assisted 19,980
customers in person (all services; business license, utilities, accounts receivable,
and collections)
• Assisted 48,115 telephone customers
• Sent
$1.14 million utility bills totaling over $146 million
• Processed 9,299 invoices totaling approximately $34.8 million • Processed 8,807 department deposits and payments totaling approximately $235
million
• Issued over 3,308 new business licenses
• Collected $2.9 million in cannabis
business taxes.
• Collected $1.8 million
in delinquent utility bills via the property tax roll
• Recorded 1,858 liens with the County Recorder's Office for delinquent utility bills • Accounts Payable full cycle process time (Received invoice by City to payment processed) i
s averaging 16 days
ATTACHMENT B
622
• ASD had 532 (Cherwell tickets) financial system support cases assigned, and closed 490
• Processed 499 budget amendments including the new year budget entry • Reviewed and approved 348 NeoGov requisitions that were subsequently filled via promotions or new hire
Comm
unity Development
• Participate in the San Joaquin Public Agency Consortium Government Contracting & Business Resource Event providing education to businesses on contracting with the City • Served 21,722 individuals at
the Permit Center, providing 31,540 individual services (customers must frequently talk with more than one person at the Permit Center, this averages t
o 1.5 “services” per ticket pulled)
• Issued 9,021 Building Permits
o 7,099 Over-the-Counter permits
615 SolarAPP Permits
o 1,922 Commercial, Residential, and Sign permits issued • Completed 31,642 inspections
• Issued 2,436 Development Engineering permits
o 1,186 Encroachment permits
o 904 Transportation permits
o 59 Final Maps, Improvement Plans, Lot Line Adjustments, and other permit types • Processed
1,005 Planning applications
o 606 Home Occupation Permits
o 334 Projects processed, including:
• Notable projects including Niagara Bottling, KIPP Schools, NOLBEx Assisted Living Facility, Fi
rst Industrial, Mariposa Industrial,
Sanguinetti S
elf-Storage
• 3 approved annexations and 1 pending annexation request o 38 Tree removals, ut
ility service requests, and inquiries
o 27 Cannabis Lot
tery Applications reviewed/screened
• Staffed 220 meetings with 94 items prepared and presented, including 177 projects reviewed
o 15 City C
ouncil meetings staffed, 31 items prepared and presented o 6 Legislative and Environmental C
ommittee meetings staffed
o 18 Planning Commission meetings staffed, 41 items prepared and presented o 7 Cultural H
eritage Board meetings staffed, 22 items prepared and presented o 39 Site Plan Review Committee meetings staffed, 98 projects reviewed o 52 Economic R
eview Committee (ERC) meetings staffed
o 47 Code Enforcement ‘CRP’ meetings staffed, plus follow-ups o 36 Architectural R
eview Committee (ARC) meetings staffed; 79 projects reviewed • Permit V
aluation
o Calendar Year 2017 $385M
o Calendar Year 2018 $350M (-9%)
ATTACHMENT B
623
o Calendar Year 2019 $482M (+27%)
o Calendar Year 2020 $549M (+12%)
o Calendar Year 2021 $673M (+18%)
o Calendar Year 2022 $1.1B (+39%)
Communi
ty Services
(Note: The following numbers reported reflect registered participants per session (not unique participants).
• 14,690 youth registered for bimonthly afterschool programs • 2,507 youth attended weekly
day camps
• 4,881 individuals at
tended in-person community center events
• 8,740 Brown Bags di
stributed to seniors
• 14,557 congregate meals distributed to seniors
• 1,755 bags of
fruits and vegetables distributed in our Mobile Farmers Market program • 8,129 Food
for You boxes of shelf stable food distributed
• 8,444 supper meals provided to youth
• 2,465 youth participated in sports programs
• 8,661 adults participated in adult
sports
• 1550 C
hrome books with 1550 hotspots and 500 tablets
o Collectively
2000 individuals (in digital divide)
• 9 Arts Commission meetings,10 Parks and Recreation Commission meetings • 920,081 items checked out and renewed at Stockton-San Joaquin County Libraries • 173,272 digital dow
nloads
• 66,468 people in attendance at in-person library programs • 14,015 new library cards issued
• 518,479 visitors to libraries
• 476,441 hits
on the library website
Economic D
evelopment
• 82 Events and Meet and Greets
• 52 Economic Review Committee Meetings
• 28 Ribbon Cuttings
• 5 Marketing Videos created
• 11 Business Visits
• 12,000k+ attendees at inaugural Stockton Flavor Fest
• 5 NOFAs issued (Low Barrier, Entrepreneurship, Community Support, Housing and
CDBG/ESG)
• 4 Competitive Grants procured (two homekey, ECRG Equitable Communities Revitalization Grant and SBA)
• 106 Contracts
• 39 Council Staff Reports
• Linkedin - 5,429 (20% increase in 2022)
• Instagram - 2,162
ATTACHMENT B
624
• Twitter - 806
• Facebook - 11K
• YouTube - 493
• 2 program awards earned
• 7,897 Parking Citations issued
• 66 Ports home games and special events at the Banner Island Ballpark • 1,609 public, team and birthday parties at Oak Park Ice Rink • 137 events with 202,951 people attended events at the Bob Hope and Arena Fire D
epartment
• Responded to 57,451 calls.
Apparat
us
• Worked with Fleet to enter contracts with Pierce Manufacturing to build eight (8) new fire engines as part of a fleet replacement/modernization. • Replaced Logistics Officer pickup truck
Traini
ng
• 30,287 Total dept training hours = 175 hours/member
• 179 members trained
• 31 recruits trained in three (3) separate training academies for a cumulative total of 17,982 hours + ten (10) additional recruits for the City of Lodi and Tracy • Five (5) separate Engineer's academies for 28 members • One (1) Captain's academy for ten (10) members
Arso
n
• 231 formal fire investigations completed
• Nine (9) fire investigations determined to be Incendiary • 133 Undetermined
• 15 Accidental
• 74 Open (ongoing)
• $28,323,464 in fire loss (structure, vehicles, other) • 19 persons arrested for arson (5-SFD 14-SPD)
Safe and S
ane Fireworks
• Virtual lottery conducted
• On
-line training for all fireworks vendors
• 58 Social Host citations issued
• 836.5 hours for the fireworks task force
• 500 educational l
awn signs distributed
• 1500 fireworks s
afety cards distributed
• 76 Ask Stockton complaints about illegal fireworks use • 17 tips were received through the Nail 'Em Application
ATTACHMENT B
625
School
Inspections/Public Education
• 119 School Inspections
• Participated in 254.5 hours of public education
• Community Outreach during Fire Prevention Week (4 locations) Fire P
lan Check/New Construction
• 32 Hood and Duct Inspections
• 263 Underground Fire Line/Hydrant Inspections
• 1122 Fire Sprinkler Inspections
• 280 Fire Alarm Inspections
• 26 Special System Inspections
• 802 Building Permit Final Inspections
• 623 Fire Plan Checks
• 455 Building Plan Checks
• 121 Planning Application Review
• 121 Public Works Project Review
Fire I
nspections
• 385 Weed Inspections
• 1624 Residential Occupancy Inspections (Not Hotel/Motel) • 299 Assembly Occupancy Inspections
• 312 Special Inspections (Fireworks, Festivals, Tents) • 1931 Fire Operational Permit Inspections
• 1107 Fire Operational Permit Re-Inspections
• 60 Community Care License Inspections
• 39 Hotel/Motel Inspections
• 386 New Fire Operational Permit Inspections
Stat
e Mandates R-2 Inspect ions
• 1935 R-2 Inspections
Staffi
ng
• Hired 58 new employees
o Fire Fighters 44
o Fire Prevention Insp. I 1
o Plan Checker I 2
o Office Specialist 2
o Fire Tele Supervisor 1
o Fire Tele II 3
o Fire Tele Call Taker 4
o Office Technician 1
• Prom
oted 29 employees
ATTACHMENT B
626
o Deputy Fire Chief II 1
o Battalion Chief 2
o Captain 12
o Engineer 14
• Seven (
7) Retirements
HOT Team
• Made 862 Fiscal year contacts (21/22), 1142 Annual contacts (2022) Water
Rescue Unit
• Trained ten (10) members to River and Flood Technician level • Trained four (4) people to be Boat Operators in a flood environment • Procured new Inflatable Rescue Boat with motor
HazMat
• Multi agency Drill at the Port of Stockton IN conjunction • Seven (7) members trained to Technician level (40 hours) • Replaced 22 one-hour air cylinders
Emergency Communications Division (ECD)
• Hired four (4) new Telecommunicator Call Takers
• Hired three (3) new Lateral Telecommunicators
• Performed 52,381 Emergency Medical Dispatches
• Answered 228,013 telephone calls
EMS Accomplishments
• CPR renewal to 183 members of the SFD
• Hosted HandTevy Pediatric Response System to add four (4) additional Instructors to the SFD
• Took Delivery of four (4) new Zoll Advanced Series EKG Monitors with 12 Lead Capability
• Took Delivery of three (3) new Lucas Devices (Mechanical CPR Devices) for future deployment on E1 and Squads.
• Onboard EMS training of (3) Recruit Fire Academies (CPR, LUCAS, Zoll, X-collar, Handtevy, Registry w/SJCEMSA)
• Sent four (4) Senior Paramedics to SJCEMSA to become Accreditation Officers which adds to our four (4) current Preceptors.
• Worked in Collaboration with the Merced Fire Department and Merced City College to help place four (4) SFD EMT's into Paramedic school beginning Jan. 2023. • Accredited seven (7) Paramedics internally within the SFD response zone. • SFD Continuous Quality Improvement Revamp for Peer Review and Scoring of Electronic Patient Care Reports (PCRs).
• Reviewed 4,500 PCR's
ATTACHMENT B
627
Human R
esources
WORKFORCE PLANNING
• Received 7,878 on-line applications (Up 2,242 from 2021) • Hired and onboarded 151 Miscellaneous employees
• Hired and onboarded 59 Sworn employees
• Conducted 3 Fire Fighter Trainee recruitments
• Conducted 9 Police Officer Trainee recruitments
• Police Hires/Promotions:
• 1 Chief of Police
• 1 Deputy Chief of Police II
• 1 Deputy Chief of Police I
• 2 Captains
• 5 Lieutenants
• 6 Sergeants
• Fire Hires/Promotions:
• 1 Deputy Fire Chief
• 2 Fire Battalion Chiefs
• 11 Fire Captains
• 14 Fire Fighter Engineers
• Conducted 68 classified recruitments
• Conducted 24 continuous recruitments
• Attended 2 Virtual and 8 In-person Career Fairs and Events
RISK SER
VICES
• ADA Interactive Process Meetings: 134
• Contracts/Requisitions: Number Approved: 1887
• Industrial Disability Retirements (IDR) Processed: 11 • Liability Claims Closed: 229
• Subrogation Collected: $137,278.80
• Training Sessions Held: 22 - Total Attendees 416
• Workers’ Comp Claims Closed: 786
• Workers’ Comp Settlements: 38
BENEFI
TS
• Completed an audit on 2439 voluntary benefits and 1516 medical deductions in vendor and COS systems
• Held 2 flu shot clinics
• Processed 306 terminations
• Processed 368 new hires
• Processed 223 FMLA leaves
• Processed 794 COVID leaves
• Processed 47 new deferred comp loan requests
ATTACHMENT B
628
LABOR
• Completed 23 Administrative Investigations. Following the completion of our investigations, 0 cases were referred to the Department of Civil Rights or the EEOC by the complainants.
• Facilitated 6 Meet and Confer Meetings with the Unions. • An additional 10 Meet and Confer notices were sent to the Unions. The Unions did not have concerns with the changes we communicated to them, and they elected not to meet.
• Responded to 8 Grievances in 2022. Grievances are at the lowest in 10 years. Only 4 were escalated to Arbitration which is down 50% over the previous year. • Successfully negotiated successor bargaining agreements for four safety units with a brand-new City bargaining team.
• Improved relationships with the Unions through transparent communication and productive Joint Labor Meetings.
Infor
mation Technology
Data Center
• 7,849 cases created, 3,826 incidents, and 4,023 service requests • 7,720 cases closed, 3,629 incidents, and 4,091 service requests • 573 desktops, laptops, and tablets purchased and delivered • 453 desktops, laptops, and tablets disposed
• 45 ruggedized laptops for police vehicles installed
• 1,430 desktop computers in service, average age 3.55 years • 568 laptops in service, average age 3.10 years
• 115 Windows tablets in service, average age 4.63 years • 340 iPads in service, average age 3.18 years
• 260 Police vehicle computers in service, average age 2.90 years IT C
ybersecurity
• Received 25.9 Million emails – Blocked 21.2 Million emails (81.98%) • Sent 1.6 Million safe emails
• 2 semi-annual security awareness campaigns (94% of participants completed) • 4 quarterly
phishing campaigns, 1633 participants, 83 failed in last campaign • 12 vulnerable phishing campaigns (
monthly), 8.1% phish prone last campaign
• 2,850 end-u
ser devices installed with Cisco AMP for endpoints (22.3% • increase)
• 23,454 Security Thr
eat hunts to identify and protect City based on Threat intelligence indicators of Compromise (IOC)
• 4199 reported using Phishing Alert Button (1791 emails identified as threats) Enter
prise Portfolio Management
ATTACHMENT B
629
• 3 Stockton Technology Oversight Committee (STOC) meetings were conducted (Maximum scheduled per year)
• 17 business and KTLO projects closed (50% decrease over the previous year) • 30 project concept statements received (57% increase over the previous year) • 1,194training contact hours delivered
• 395 training sessions delivered
IT Financ
e and Administration
• 50 contracts managed
• 285 purchase orders created
• 1007 invoices processed
Munic
ipal Utilities
Wastewater Operations
• Prepared and submitted 43 regulatory reports to various agencies such as the State Water R
esource Control Board, Federal EPA, Central Valley Air Resources Control Board, and Federal Department of Energy.
• Transferred operation f
rom the JV to the City for the new Secondary Clarifiers, Aeration Basin, Blowers, RAS Pump Station, and Primaries 1-4, 7, and 8. • Received over $2.2M in Wastewater Arrearage Payment Program funding accounts.
Funds w
ere applied to over 11,700 accounts and final reporting sent to the State. • Submitted Proposition 50 grant application for $10M to fund construction of the East Bank Outfall at the RWCF and installation of a new water monitoring station at the Intake Pump Station.
• Registered
as a participant in the State’s Low Income Household Water Assistance Program (LIHWAP) which aids wastewater customers. In 2022 the wastewater bi lls of 103 customers was paid by the State for a total of $114,697. • Conducted
a series of power and sewer flow shutdowns at the RWCF to facilitate Modifications Project construction, including connecting a new 3 MW generator. • Completed
a Memorandum of Understanding with San Joaquin County to sample wastewater i
nfluent for COVID-19 virus.
• Completed the Wastewater Master Plan.
• Cleaned Digesters A and C.
Regional
Wastewater Control Facility (RWCF) Modifications Project • Continued construction activities at
the Primary Clarifiers 5 & 6, Secondary Clarifiers,
Aeration B
asin, RAS Pump Station, Blower Electrical Building, Disk Filters, UV Disinfection, Vactor Station, Headworks, and Administration and Laboratory buildings. • Purchased equipment for the new Lab and furniture for the Administration and Lab buildings.
• Provided operation and maintenance training of the rebuilt Primary Clarifiers 1-4, including programming, in preparation for commissioning into operation. • Reconstructed Primary C
larifiers 7 and 8.
• Began construction on the new V
actor Station.
ATTACHMENT B
630
• Conducted start-up commissioning of new Aeration Basins and Secondary Clarifiers, including operational and maintenance training.
• Decommissioned and demolished the two remaining Biotowers. • Decommissioned the old Secondary Clarifiers.
• Rehabilitated old Biotower Pump Station to newly commissioned Primary Effluent Pump Station.
Water R
esources
• Completed interior and exterior tank coatings at 14 Mile Slough Reservoir Site. • Received Sustainable Groundwater Management Grant for the Groundwater Recharge Basin Geotechnical Investigation Project in the amount of $300,000 from the Department of Water Resources.
• Applied for $1,600,000 from the State Resources Control Board Water and Wastewater Arrearage Payment Program; and allocated funds to eligible customers. • Hired and onboarded the Water Distribution Chief Water System Operator. • Declaration of a Stage 2 Water Shortage Emergency and implementation of education and outreach efforts.
• Phase I (geotechnical and feasibility study) of the Delta Water treatment Plant Groundwater Recharge Basin.
• Groundwater Recharge Geotechnical Investigation contract. • Cone Penetration (CPT) geotechnical field testing for the Groundwater Recharge Project.
• Soil boring and groundwater well installation and sampling for the Groundwater Recharge Project.
• Submitted an Integrated Regional Water Management grant application for $2,000,000 to the Department of Water Resources (DWR).
• Submittal of revised Groundwater Sustainability Plan to DWR addressing DWRs comments on the previous version submitted in January 2020. • Awarded contract for Well SSS 3 & 9 backup up power. This will ensure that the wells can be run during power outages and improve supply in the south area system. • Completed 50% design of electrical system at Well 26. • Awarded contract and completed initial condition assessment and cleaning of Well 33. • Received bids for Well 30 well rehab project.
• Approval of the Public Health Goals Report.
• Completed the Annual Drinking Water Quality Report.
• SSS 8 Well Rehabilitation final Basis of Design Review and construction design. • Execution of Local Project Sponsor agreement for SGMA Round I DWR Grant. • Submitted a grant application for $2,500,000 for SGMA Round II for Groundwater Recharge Basin Construction phase and 1,000,000 for Advanced Metering Infrastructure.
Delt
a Water Treatment Plant (DWTP)
• Completed crack seal and asphalt resurfacing at Delta Water Treatment Plant. • Received Council approval for water treatment chemical contract for the Delta Water Treatment Plant.
ATTACHMENT B
631
• Annual disposal of sludge from DWTP to ensure the settling basins can function as designed.
• Approval of
Delta Water Treatment Plant membrane purchase.
Water Fi
eld Office (Distribution)
• Tested 2854 backflow prevention assemblies and repaired 163. • Exercised
383 water main line valves.
• Read 50,602 water meters every month and replaced 654. • Repaired/replaced 125 water
service lines, 26 main lines, and 17 main line valves.
• Developed
a preventive valve maintenance program.
Stormwater
• Repaired and tested
West Lane South stormwater monitoring site.
• Conducted budget analysis for Stormwater Assessment Districts. • Developed
Collections Supervisors Cityworks Dashboards.
• Completed Navy Drive sewer line repair and scheduled upcoming CIP upgrade. • Began new A
ccess and Maintenance Agreement (AMA) stormwater inspection program to evaluate the effectiveness of stormwater treatment devices installed on recently developed properties.
• Finalized
the Storm Drainage Basin Maintenance District Budgets.
• Amended contract w
ith Baylor Services for downtown waterways cleanups.
• Finalized the creation of Cityworks dashboards for Collections crew members to track work or
der completion progress and increase efficiency.
• Purchased Omni Catamaran boat and accessories for the McLeod Lake Cleanup Program.
• Conduct
ed Operational Storm Preparedness – Catch Basin Inspections and Cleaning. • Submitted the City of Stockton & County of San Joaquin National Pollutant Discharge Elimination System Municipal Stormwater Program 2021-2022 Annual report to the Regional B
oard.
• Completed a Service Contract to Silva Landscape for Stormwater Drainage Basin Maintenance.
• Attended the Strategic P
lanning meeting for the San Joaquin Valley Stormwater Quality Partnership (SJVSVSQP).
• Implemented Our W
ater Our World (OWOW), a joint effort by water pollution prevention agencies, r
etail stores, pesticide distributors and manufacturers to reduce the risks associated
with pesticide use.
• Successfully hosted Annual Coastal Cleanup 2022 event o Number
of Volunteers – 320
o Estimated Weight of Garbage Collected - 5,141 lb.
o Estimated Weight of Recyclables Collected - 250 lb.
o Total M
iles Cleared – 33
o Bags Used – 429
• Concluded
the data collection phase of the Street Sweeping Study. o An estimated 416 curb miles were swept during the study events.
ATTACHMENT B
632
o 13,185 gallons of debris were assessed with an estimated 3,689 gallons trash found for a
n overall average trash content of 28%.
o Percentage of trash content varied considerably by season, primary PLU type, and route, ranging from
7% - 70%.
o 108.5 curb miles w
ere visually analyzed during street sweeping with an
estimated 4.7 miles missed due to obstacles, primarily cars. o 15 catch basins w
ere analyzed after street sweeping with a very consistent amount of
debris pushed into catch basins of <0.0625 lbs and an average volume of 3 cubic centimeters.
MUD
Engineering:
• Completed:
o Proposals for the design of the RWCF 60kV Transformer Replacement project. o Bids for the repairs of the RWCF Odor Control Bio-scrubbers. o Adoption of Wastewater Master Plan Update.
o Contract for the RWCF Digester Gas Pipeline Expansion Joints Replacement, Project No. UW21013.
o Request for Proposal for Hydrographic and Ground Penetrating Radar surveys of pipeline crossings as required by the State Lands Commission for lease agreement renewals.
MUD Saf
ety
• Completed annual Hazardous Material Business Programs (HMBP) with San Joaquin County.
• Conducted
a series of employee safety trainings, including Traffic Control and Flagging Training for M
aintenance and Collections, 24-Hour Confined Space Field Training,
HAZWOPPER
40 Hour Training (Hazardous Material Response Training), Confined Space Training, Chemical Hygiene Safety Training and Excavation and Trenching Training, Fi
re Safety Training, Fall Protection Equipment Training, and Annual Hearing Testing.
• Safety Team
Items Completed:
o 42 Safety Trainings
o 10 Safety Committee Meetings
o 168 AED Inspections
o 19 Annual S
CBA Inspections
o 81 Fall Protection Equipment Inspections
o 72 Job Site Observations
o Job Hazard Analysis:
o New Primaries
o Ladders at
Stores
o Jack Hammer Assist for Collections
o Employee Safety/After Hours Work
MUD Oper
ational Technology (SCADA/CMMS/GIS)
• Created and completed 29 map projects.
• GIS database updates: 2230 records added, edited, or deleted.
ATTACHMENT B
633
• Processed 164 GIS related requests.
• Updated Block Books
MUD
Maintenance
• Belt press added safety shut down switches to prevent the belts from destroying the belts.
• Designed, built, and installed new rail systems and new pumps at the recycle pump station.
• Ordered and received four new Variable Frequency Drives (VFDs) for the diversion pump station.
• Continued installation of new Membranes at the Delta Water Treatment Plant. • Replaced all of the Ammonia lines at Delta Water Treatment Plant. • Removed, rebuilt, and replaced the 500 Hp treated water pump motor. • Rebuilt pumps and motors at our DeCarli Square fountain and lagoon. • Rebuilt the #3 pump at Smith Canal Sanitary Pump Station. • Replaced several roofs on the outlying pump stations.
Mun
icipal Utilities Department
• DWTP produced 5.2 billion gallons of drinking water
• RWCF treated 8.7 billion gallons of wastewater in compliance with NPDES discharge permit
• Environmental Control by The Numbers:
o 450 Industrial Inspections
o 328 Industrial Sampling Events
o 446 Fats, Oil, and Grease Inspections
o 173 Fats, Oil and Grease Enforcement Actions
o 57.7 Million Gallons of septic waste received
• Stormwater Inspections:
o Commercial Facilities: 138
o Construction Sites: 757
o Industrial Sites: 126
o Illicit Discharge Detection and Elimination: 119
o Progressive Enforcement: 227
o Access & Maintenance Agreement: 29 AMA Sites Inspected o Recorded 27 New AMA’s, 243 Total AMA’s on file
• Collections Inspections:
o Lateral repairs completed: 214
o 73 total miles of CCTV footage of wastewater pipes
o Completed 28,842 hours of preventative and corrective maintenance o 259 total miles of wastewater pipes cleaned
o 98 Sanitary Sewer Overflows (SSOs)
Police Department
• 8,311 code enforcement cases opened with a 91% clearance rate
ATTACHMENT B
634
• 5,686 hotel/motel and rental property permits issued
• 1,527 abandoned vehicles abated
• 826,233 square feet of graffiti removed from private property • 98,280 cubic f
eet of trash removed through SJGVCC partnership
• 1,004 tons of trash removed from over 41 locations by the Strategic Operations Section and Public
Works
• 138 high-risk search warrants served by SWAT
• Special Team Ca
ll Outs & Mutual Aid
• 8 Explosive Ordnance Detail team callouts
• 944 Unmanned Aerial
System (UAS) deployments
• 31 Crisis
Negotiation Team call outs
• 5 Mutual aid response
• 25 Traffic
fatality investigation call outs
• 5,740 arrests m
ade
• 13,888 investigative
reports by the Crimes Against Persons/Property
SIS/Ceasefire Sections
• 2,883 Robbery Homicide
• 5,111
General Crimes
• 5,326
Family Crimes
• 563 VICE/Gangs/CRT
• 2 Ceasefire C
all-Ins held with 24 of those highest at risk of violence attending • 100 Joint Customs given in partnership with Office of Violence Prevention • City Tel
ecommunication Center handled 654,463 requests for service • 247,648 9-1-1
calls (total)
• 373,710 calls for service created (total)
• 198,454 dispatched calls for service (total) 544 daily average • 4,161 court w
ork requests processed for DA’s office
o 1,708 total hour
s spent
• 35,172 crime reports written
• 35,115 Police Reports reviewed (w/supplementals 49,231) • 16,045
requests for police records
• 4,391 Telephone Report Unit reports taken
• 4,647
Online Reports reviewed
• 1,398
Stolen Vehicle Reports taken
• 1,141 Missing Person reports taken
• 1,606 Public R
ecords responses
• 8,372 Evidence calls responded to
• 4,375 Casings
collected from crime scenes and processed by Integrated Ballistics Identification System, Firearms Unit
• Firearms IBIS Unit produced 495 investigative leads on firearm related crimes • 10% increase from 2021
• 21,528 items booked into Property Room
• Over 950 Crime Analysis reports produced
• 918 Firearms book
ed into evidence
ATTACHMENT B
635
• Camera Room Operators monitored 5,870 incidents and created 508 DVDs for evidence.
• Collaborated
with OPDA to provide statistics for crime, use of force, demographics, calls for service, arrests, department policies and response data to the City Manager’s Review
Board and PDStat.
• Participated and presented information at
two City Manager’s Review Board meetings
( June and November 2022) and provided data and information for a CMRB update (March 2022)
• 51Community Engagement Events Attended by Strategic Operations • 148
Neighborhood Impact Team meetings
• 2,744 Crime Stoppers’ tips received, a 64% increase
• 38 cases cleared
• 30 arrests made
• 142,909 Stockton PD Facebook followers, an increase of 4% • 56,290 Stockton PD Twitter Followers
• 31,184 Stockton PD Instagram Followers
• Re-established the Chief’s
Community Advisory Board, conducted 5 Community Walks,
participated in a townhall and community meeting on violent crime. Established the Inter- cultural
Engagement/ Multi-media Specialist pos ition for community and social media outreach. 157
Business Watch, Neighborhood Watch and Community Meetings • 2
Crime Prevention Through Environmental Design (CPTED) surveys • 1 Signage posting assessments
• 14
Educational presentations by Bikes and Crime Prevention • 4,883 vehicles were towed
• 135 traffic
enforcement missions (DUI, distracted driver, motorcycle safety, etc.) • Provided traffic management/control for 11community events • 6,908
animals taken into the shelter
• 86% live release rate
• 1,714
animals adopted
• 3,243 animals transferred/ sent to rescue
• 664
animals returned to owners
• 524
spayed/ neutered community cats returned
• 4 Neighborhood Betterment Team Meetings. Two clean up days, and two NBT Kickoff meetings
• Continued implementation of the multi-phase City R adio Infrastructure Project (PD/Fire/ IT)
• Continued the implementation of
the National Incident-Based Reporting System
(NIBRS) program and obtained full NIBRS certification through the California Department of
Justice and Federal Department of Justice/ FBI
• Completed
implementation of the Racial and Identity Profiling Advisory Board (RIPA) / AB 953 stop data reporting project
• Completed
and transmitted 7,493 RIPA reports to DOJ
• 40 sworn officers hired; 42 civilians hired
• Participated in
9 Police Trainee examinations
ATTACHMENT B
636
• Implemented ongoing monthly testing for Police Trainee • Attended
136 in person events, and 5 virtual recruiting events
• Hosted
16 in person recruiting events, and 22 virtual recruiting sessions • Visited
31 National Night Out events for recruiting purposes
• Hired the first African American Chief of Police. Promoted the first Deputy Chief of Police with Pacific Islander heritage.
• In collaboration with Human Resources s
treamlined the testing and hiring process for
Police Trainee with the goal to take a candidate from test to hire within four months • Conducted
three high school campus walks to build relationships for future hiring. • 1,507
firearm qualification tests
• 2,320
aggregate officers attended multiple day-long trainings for a total of 18,560 hours of training provided by the Training Section
• 145
employees attended training/ schools offsite
• 386
employees attended virtual/online training
• 55 officers trained in Procedural Justice
• Completed the California Commission on Peace Officer Standards and Training 2020 – 2022 Perishable Skills and Continuing Professional Training Cycle with all officers receiving
required training (13 officers who are on long term disability or administrative leave were
not counted)
Off
ice of Violence Prevention:
• “Reflective Travel” trips including fishing trips, snow skiing, lake kayaking, caverns, and bowling
• Clients who participated in Reflective Travel trips: 46 • Achieved our C
easefire Communication goal of 100 high-risk i ndividuals for CY 2022 • Safety Meeting communications with high-risk i ndividuals: 76 • Call-i
n communications with high-risk individuals: 24
• Transfer r
ate to engage in services with a Peacekeeper: 73%
• Community engagem
ent through feeding the folks and hitting the blocks of Stockton most impacted by gang and gun violence through our partnership with Bread of Life and other c
ommunity-based organizations to provide food, r esources and healing • Groceries to high-risk families: 1070
• Hot meals to high-risk individuals: 1297
• Social Services: 109
• Culturally s
ensitive Healthy Wealthy & Wise Cognitive Behavioral Training in partnership with Empowering M
arginalized Asian Communities (EMAC) focused on better dec ision making, overcoming trauma, and financial literacy with our API community • Cognitive Behavioral Training participants: 55
• Effective conflict mediations in key neighborhoods preventing further retaliation which would have r
esulted in someone being shot or killed while following-up with high-risk individuals to provide supportive services
• Conflict M
ediations: 45
• Referral Follow-ups: 134
ATTACHMENT B
637
• Effective hospital-based intervention and response to shooting incidents • Peacekeeper
Responses to Shootings: 91
• Obtaining clients' vital documentation (ID, birth certificate, driver’s license, social security card, etc.) to provide a necessary foundation for achieving their goals • ID & DMV Issues: 9
6 • Assisting and motivating clients to graduate high school and receive their diploma or GED
and connecting clients to trade schools and navigating college processes through OVP Scholars program
• Educational Advancement: 20
• Trauma-informed care
and mental health services for clients
• Mental H
ealth Services provided to clients: 28
• Partnerships with our employment, education, and substance abuse partners including WorkNet. S
an Joaquin Delta College, Eckerd Connects, Five Keys, and Point Break. • Employment Services: 115
• Relocation and housing assistance for clients and families at imminent risk of gun violence
• Family Relocations: 31
• Housing Assistance: 48
Publi
c Works
Transportation
• Removed over 2,415 tons of illegally dumped debris from the street right-of-way through over 5,811 completed work orders. Removed over 1,101 tons of waste, totaling 642 truckloads, from Mormon Slough and other homeless encampments through 26 scheduled cleanup ev
ents.
• Removed over 954 cathode-ray tube televisions; 1,995 mattresses; 676 large appliances, and
2,975 tires from the street right-of-way.
• Removed over 205,600 square feet of graffiti.
• Created 3,421 signs/decals through over 274 completed work orders. • Installed
3,236 signs through over 2,289 completed work orders.
• Filled 8,373 potholes through over 1,067 completed work orders. • Patched over 689 sidewalk locations through over 227 completed work orders to address t
ripping hazards.
• Shaved over 405 sidewalk locations to address tripping hazards. • Constructed over
56 ADA curb ramps.
• Replaced sidewalk at
over 110 locations.
• Crack s
ealed over 640,000 square yards of roadway.
• Resurfaced ov
er 25 centerline miles of residential and collector streets. • Recovered
approximately $74,480 in signal and streetlight property damage claims through
subrogation.
• Replaced over 43 damaged traffic signal detector loops. • Replaced 13 streetlight f
oundations.
• Completed 105 streetlight knock downs.
• Completed 1,214 streetlight work orders.
• Completed
105 traffic signal knock downs.
• Completed
809 traffic signal work orders.
ATTACHMENT B
638
• Completed preventative maintenance on 333 traffic signals including RFB’s. • Closed over 31,582 USA Tickets.
• Removed over 445 dead or hazardous trees from City rights-of-way and parks. • Removed over 1,064 broken tree limbs in streets.
• Cleared over 345 traffic devices and streetlights of obstructing tree limbs. • Responded to over 457 calls for street tree service inspections.
Traff
ic Engineering
• Reviewed over 95 Traffic Control Plans for Encroachment Permits. • Reviewed over 115 offsite development construction improvement plans for conformance to City of Stockton Standards and Specifications. • Addressed over 40 traffic signal timing complaints.
• Addressed over 160 traffic engineering requests, including but not limited to stop signs, no parking zones, speeding, crosswalk installations, striping and signage. • Issued 21 Service Requests to install/enhance signing, striping and other safety devices.
• Completed Neighborhood Traffic Management Program improvements at 4 communities, including installation of: 11 speed cushions, 24 speed humps, 2 speed tables, 10 safety channelizer bars, 1,200 feet of centerline striping, 3 speed feedback display signs, and deployed the speed feedback trailer 84 times to various locations.
Parks
• Completed tree trimming at Pixie Woods Amusement Park and removed 46 palm trees throughout the park..
• Repaired playground structure components at 11 parks. • Replaced play equipment at American Legion, Dentoni, Swenson and Williams Brotherhood Parks.
• Replaced the field lighting system at Stribley Park.
• Tested, repaired, and certified over 352 backflow prevention devices citywide. • Replenished 786 cubic yards of engineered wood fiber fall surfacing in playgrounds at 26 City parks.
• Planted 65 park trees at Louis, Oak and Sherwood Parks. • Planted 8 trees for Arbor Day as part of the Transformative Climate Communities Grant at Stribley Park.
• Hosted Community Park Beautification events at Angel Cruz, Atherton, Matt Equinoa, Mattie Harrell, Pixie Woods and Stribley Parks.
Fac
ilities
• Resurfaced gym and dance floors at Arnold Rue, Civic Auditorium Main Hall, Oak Park Senior Center and Seifert Community Center.
ATTACHMENT B
639
Wast
e and Recycling
• Completed 6 Drive-Thru Recycling events in each City Council District providing free collection of e-waste, yard waste, bulky appliances, mattresses, tires, plus paper shredding services, and compost giveaway.
• Completed 11 Community Cleanup and Beautification events with the assistance of community volunteers performing litter abatement and restoration of park infrastructure. • Assisted Police Neighborhood Services to provide 3 Code Enforcement and 2 Neighborhood Betterment Team events.
• Completed 866 service requests for service.
• Provided over 6,720 residential households with one free bulky waste pick-up through the Clean Sweep by Appointment program.
• Removed over 2,100 illegally dumped mattress and box spring units. • Managed 25 hazardous waste collections from City facilities. • Managed mitigation of 1 emergency hazardous waste cleanup in the downtown area. • Managed over 23 e-waste collections with over 93,000 lbs. of e-waste recycled. • Completed over 3,164 work orders for repairs and maintenance on City facilities. • Completed over 4,950 work orders for repairs and maintenance on 985 vehicles and equipment.
• Coordinated COVID decontamination services for 85 City vehicles. • Conducted outreach to 58 residential customers to address uncontainerized roadway leaf piles. Referred 5 of these cases to Code Enforcement for further compliance assistance.
• Referred 62 oversized Clean Sweep by Appointment piles to Code Enforcement for further compliance assistance.
• Provided 9 virtual school assemblies to promote litter reduction, recycling, and positive behavioral change at school and at home to 9 elementary schools using CalRecycle Beverage Container Grant funds.
• Conducted 321 site visits to business and multi-family units to educate and explain requirements about mandatory recycling laws.
• Attended 14 business watch meetings to present information about mandatory recycling laws.
• Mailed 377 letters of non-compliance to business owners encouraging them to take action or contact staff for assistance with mandatory commercial recycling and organics recycling laws.
ATTACHMENT B
640
Annual City Council Planning Workshop
Wednesday, February 15, 2023 - 8:30 am to 3:30 pm
Civic Auditorium
ATTACHMENT C
641
Mayor’s Welcome8:30
Public Comment8:40
Comments from the City Manager8:50
Fiscal Update and Long-Range Financial Plan 9:00
State and Federal Legislative Programs9:40
Economic Development Strategic Action Plan10:00
Government and Performance Accountability 10:30
Review Existing Strategic Goals & Accomplishments11:00
LUNCH12:00
Continue: Existing Strategic Goals & Accomplishments12:30 Discuss and Identify 2023 Priority Goals and Strategies1:30 Wrap-up3:30
TODAY’S AGENDA
ATTACHMENT C
642
Welcome
by Mayor
Kevin J.
Lincoln II
ATTACHMENT C
643
Public Comment
ATTACHMENT C
644
Comments from
City Manager
Harry Black
ATTACHMENT C
645
Workshop
Ground Rules
• Listen to understand
each
other’s point of
view.
• Seek consensus.
• Assume good intent.
• Speak up if course
corr
ection is needed.
• Stay focused.
• Items brought up but are
more
appropriate to be
discussed at another
time, will be parked in
the “bike rack” and
tracked separately for
follow up.
ATTACHMENT C
646
Guiding
Principles
established at
prior Council
Workshops
Implement Implement voter-approved decisions on taxes and other laws fully with integrity: honor voter intent
Measure Measure successes and communicate them to the community Foster
Foster performance management, customer service, and
continuous improvement while supporting the professional development of our employees
Maintain and
expand
Maintain and expand relationships with partner agencies, private sector, and organizations to extend capacity in carrying out and funding priority projects
Understand Understand the City’s financial outlook. Follow our long-term financial plan to ensure financial stability and sustainability.
Create
Create long-term vision while focusing on meeting day-to-day challenges. Place constituent needs and interest in the forefront.
Taking care of the “small things” that matter to the community.
Transparency
Operate in a transparent and open manner to earn and keep trust of our community. Maintain a culture of collegiality and respect among Council members and staff.
ATTACHMENT C
647
Fiscal Update and
Long-Range Financial
Plan (L-RFP)
Kimberly Trammel, Chief Financial Officer
ATTACHMENT C
648
City of Stockton Funding
FY 2022-23 Budget =$899 Million
New
Services = 3%
Special Grants =
14%
Keep the Lights On = 36%
Restricted Funds = 47%
ATTACHMENT C
649
Long-Range Financial Plan
• Forecasts revenue & expenses
• 20-year forecast
• Only General Fund and related funds
• Supported by General Fund – Librar y, Recreation,
Marina, Entertainment Venues, Golf, etc.
• Measure W and Measure M sales tax
• Created during bankruptcy
• Based on a wide range of assumptions
• New assumptions = new outcome
• A tool for financial decision making
ATTACHMENT C
650
Major Areas of Forecast Volatility
Vacancy Savings
Cost Allocation Plan
Use of ARPA Funds
Economy/Pandemic
Sales Tax Revenue
Pension Costs
TOT Revenue
Fees/Other Revenue
Property Tax Revenue
COLAs/Benefits
Staffing Levels
Capital Spending
← Low Control High Control →
← Low Control High Control →
← Low Impact High Impact →
← Low Impact High Impact →
ATTACHMENT C
651
Long-Range Financial Plan
Forecast Considerations
• Economy/Global Dynamics
• Measure A
• Pension costs
• Increasing cost of current services
• Labor market pressures
• Catch-up with:
• Deferred infrastructure and
maintenance
• Workforce and service deficiencies
• Increase service delivery capacity
ATTACHMENT C
652
Long-Range Financial Plan
Forecast Considerations
Economic Indicators
• Recession Risk is
Yellow
• I
nflation
• Interest Rates
• Savings &
Dispo
sable Income
ATTACHMENT C
653
Economic Indicators
Savings & Disposable Income
ATTACHMENT C
654
Economic Indicators
ATTACHMENT C
655
Long-Range Financial Plan
Revenue Forecast – Total General Fund
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
00 02 04 06 08 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 LT Trend ST Trend Forecast
FY 2021-22
$297 million
Great Recession
FY 2012-13
$160 million
First full year of Measure A
FY 2014-15 $201 million
ATTACHMENT C
656
Long-Range Financial Plan
Revenue Forecast - Sales Tax
• Double digit growth in the last 2
years
• Projections flat for the next 2 years
• Top 10 businesses make up 35% of
tax revenues
• Initiatives to change tax structure
• There may be negative impacts on
local revenues as consumers seek
“experiences”
17 ATTACHMENT C
657
Long-Range Financial Plan
Forecast Considerations
Measure A Sales Tax
• Revenues $46 million
• Up for renewal by
April 2024
• If not renewed,
significant service
cuts will be needed
• If no cuts, fund balance
goes negative in 2028
($70)
($60)
($50)
($40)
($30)
($20)
($10)
$0
23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 Net Annual Impact of Assumption
Change (mil.)
ATTACHMENT C
658
Long-Range Financial Plan
Pension Risks
• CalPERS approved 6.8% discount
rate starting FY 2023-24
• Continuing historical trend would
hit 6% in 20 years
• Forecast assumes decline to 6%
over 10 years
10.50% last 5 yrs
8.65% last 10 yrs
7.49% last 20 yrs
8.86% last 30 yrs
Average Returns
ATTACHMENT C
659
Long-Range Financial Plan
As of February 2023
ATTACHMENT C
660
Long-Range Financial Plan
Increasing Service Delivery Capacity
• Going from
2 new FTEs per
year to 3 FTEs
drops the fund
balance to the
5% warning level
at the end of the
20-year period
ATTACHMENT C
661
Fiscal
Planning
• Updates to the model will continue with
budget
development
• Continue long-term financial planning
approach with a focus on a strategic and
balanced approach to growth
• Maintain the City’s ability to recruit and retain
emplo
yees
• Plan for future CalPERS cost increases
• Catch-up on infrastructure and deferred
mai
ntenance
• Maximize use of one-time and ongoing federal
and state funds
• Balancing act - priorit izing service demands
within available resources
ATTACHMENT C
662
Questions and
Comments on
the Fiscal
Update and
L-RFP
ATTACHMENT C
663
State and Federal
Legislative
Programs
Harry Black, City Manager
Alex Bailey, Program Manager
ATTACHMENT C
664
Legislative Advocacy
Programs
Objectives
• Advocate in Sacramento and Washington, D.C.
to accurately and persuasively present the
positions of the City of Stockton
• Establish relationships with key Legislators
and Staff
• Provide early intelligence on emerging issues
• Share knowledge of trade-offs impacting
legislative framing and funding
• Target funding allocations and grant
applications
• Achieve the priority State and Federal
objectives of the City
ATTACHMENT C
665
Legislative Advocacy
Programs
Scope
• Legislative Program Consultation - Annual Legislative Programs, government relations strategy and funding
strategy development
• Legislative Advocacy – Represent the City; review
executive proposals, legislation, administrative rules; provide regular reports; prepare letters and testimony; facilitate communication and meetings
• Funding Advocacy and Assistance – Advise and assist in the preparation of appropriations, earmarks and other
funding opportunities requests
• Political Reform (State Program) – Register on behalf of the City, and comply with all reporting requirements
mandated by the Lobbying Disclosure Act
ATTACHMENT C
666
Legislative Program
Timeline & Process
State Legislative Year: July 1 – June 30
Federal Legislative Year: October 1 – September 30
• Biweekly Meetings: On Team schedules throughout year. • October-December: Discuss City funding and policy
environment in preparation for new calendar year.
• November: Federal consultant trip to Stockton. Tours and meetings with Department Directors and CMO.
• January-February: State bill season. Conduct City staff brainstorming and planning session for appropriations.
• February-March: Develop funding and policy proposals to present to Council at Strategic Planning Workshop.
• March-April: Present Federal and State Legislative Advocacy Programs at Council meeting. Submit appropriation requests. • May: Federal One Voice projects proposed to SJCOG at annual trip to Washington, D.C.
ATTACHMENT C
667
State Level Advocacy
Emanuels Jones and Associates (EJA)
• Sacramento-based non-partisan government
relations firm established in 1987
• Consultant has provided state legislative advocacy
services to the City of Stockton since 2012
• Specializes in California local government issues, with experience in local government, municipal law,
municipal finance
• Expertise in areas of public works, transportation,
public safety, telecommunications, environmental
issues and community services issues
• Employs state-of-the-art bill tracking systems for
timely delivery of information to clients
• From policy review, strategic planning to legislative development and regulatory implementation, EJA
assists and positions clients for success
ATTACHMENT C
668
Legislative Program
Accomplishments in 2022
State Level
• Assisted the City by working with Big 13 Cities to secure an additional $1 Billion in Statewide Homeless Housing, Assistance, and Prevention Program funds.
• Assisted City staff with navigating the $20 Million appropriation to address improvements in the Miracle Mile District.
• Assisted City staff in securing $4 Million in additional funding for aquatics infrastructure repairs.
• Assisted in securing $1 Million in funding for homeless shelter navigation projects.
• Tracked and reported to the Cityon more than 2,500 proposed legislative bills.
• Supported mental health legislation and mitigated potential effects of SB 656 regarding Stockton East Water District.
ATTACHMENT C
669
City of
Stockton
Priorities
2023
State Level
1. Redevelopment and Blight Program: Reques t seed funding to establish a multi-year revolving fund to be used for blight elimination activities.
Investment will focus on the abatement of blight throughout the City for the purposes of revitalization and economic development opportunities.
2. Waterway Improvements: Seek funding to address clean-up of water and debris removal in and around waterways of Mormon Slough and Dean DeCarli Plaza in downtown Stockton.
3. Fiber Master Plan: Reques
t funding for construction of backbone fiber and
ethernet infrastructure to support traffic operations. Funding would bring additional capacity and provide needed fiber dependence without reliance on utility providers.
4. Public Park Improvements-Van
Buskirk Park: Request funding for
improvements to Van Buskirk Park. First phase of project would include site grading and preparation, addition of basketball courts, community garden, skate park, and parking.
5. Pedestrian and Traffic Safety - Dr. ML
K, Jr. Blvd. Underpass: Seek funding
to obtain environmental clearance and design for roadway reconstruction under the Union Pacific Railroad Underpass on Dr. MLK, Jr. Boulevard. Built in the 1930s, the heavily-traveled underpass is antiquated and does not support accessibility standards for vehicles, bikes and pedestrians.
6. Pedestrian and Traffic Safety - Pers
hing Avenue: Seek funding for Precise
Roadway Plan and environmental clearance to address need for a Complete Streets concept. Funding will optimize accessibility for motor vehicles and pedestrians.
ATTACHMENT C
670
State Environment
Legislative Threats
• Taxpayers’ Protection and Government
Accountability Act – November 2024 Ballot
• State Budget Shortfall
• HHAP Funding – Budget Trailer Bill Language
on Accountability and Transparency
• AB 52 (Grayson) expansion of Sales Tax
Exemption – a redo of AB 1951
• Note: Last day to introduce new bills in State Legislature is February 17
ATTACHMENT C
671
Federal Level Advocacy
Summit Strategies Government Affairs
• Washington, D.C. based national strategic government
affairs consulting firm established in 2015
• Specializes in federal and state lobbying, legislative and regulatory monitoring, public policy analysis and
development, grant support and coalition building
• Summit’s practice includes municipal and county
governments, parks and recreation districts, port
authorities, freight rail and transportation agencies,
environmental entities throughout the United States
• Areas of Expertise
• Transportation
• Economic Development
• Environment, Energy & Natural Resources
• Technology
• Labor
• Taxes & Trade
ATTACHMENT C
672
Legislative Program
Accomplishments in 2022
Federal Level
• Assisted City staff with preparing Federal Transportation Grants, including Safe Streets and Roads for All and Rebuilding American Infrastructure with Sustainability and Equity (RAISE), and educated delegation on projects.
• Worked with delegation to expedite permitting of the
Alexandria and Five Mile Slough Culvert Replacement project. • Worked with City staff to submit Congressionally-directed spending requests and advocated for requests with delegation.
Awarded project: $1 Million for Youth Workforce Development. • Coordinated meetings and managed Capitol Hill visits for Mayor and Councilmembers during One Voice visit to Washington, D.C. in May 2022.
• Met with City Department Directors to learn about City priorities, reviewed federal programs and monitored federal grant opportunities for alignment with City needs.
ATTACHMENT C
673
City of
Stockton
Priorities
2023
Federal Level
1. Public Park Improvements - Van Buskirk Park: Request funding for improvements to Van Buskirk Park. First phase of project would include site grading and preparation, addition of basketball courts, community garden, skate park, and parking.
2. Redevelopment and Blight Program: Reques
t seed funding to establish a
multi-year revolving fund to be used for blight elimination activities.
Investment will focus on the abatement of blight throughout the City for the purposes of revitalization and economic development opportunities.
3. Fiber Master Plan: Reques
t funding for construction of backbone fiber and
ethernet infrastructure to support traffic operations. Funding would bring additional capacity and provide needed fiber dependence without reliance on utility providers.
4. Pedestrian and Traffic Safety - Multip
le Sites: Seek funding for various
Stockton roadway areas to optimize accessibility for motor vehicles, bicycles and pedestrians. Roadway infrastructure improvements include Precise Roadway planning as well as intersection, sidewalk, and curb repairs, bicycle lanes, ADA wheelchair ramps, streetlights, and traffic signal modifications.
5. Emergency Preparedness and Community Resiliency: Re
quest funding for
solar and battery storage systems to be installed at critical municipal facilities, such as City Hall, EOC, and community centers. These systems will bolster the resiliency of facilities that are vital during emergencies/ disasters by ensuring public safety service remain online during power outages.
6. Public Asset Investment – Pixi
e Woods: Foster youth development
through recognized local attraction, Pixie Woods. Seek funding for capital improvements, equipment replacement and enhancement, landscaping, and ADA-compliant upgrades to increase user appeal and safety.
ATTACHMENT C
674
Questions and
Comments on
2023 Legislative
Advocacy
Programs
ATTACHMENT C
675
Economic
Development
Strategic Action Plan
Carrie Wright, Economic Development
ATTACHMENT C
676
EDSAP
Background
Council Approval: January 24, 2022
Supports Stockton’s post-pand emic recovery
• Anchored by Six Key Goals
Seven Investment Areas, three Focus Areas
• Economy & Business
• Infrastructure
• Image & Branding
Interdepartmental Collaboration
Exploration of Data Tools & Resources
ATTACHMENT C
677
Investment Area #1
Milestones
Launched Façade Improvement Program
Executed Chamber support contracts
San Joaquin County / Team California Event
Retail Strategies contract executed
Next Steps
Robust Small Business Week in May
Promote City-funded Chamber programs
StrengthenLocalBusiness
Climate
ATTACHMENT C
678
Investment Area #2
Milestones
Community Economic Resilience Fund
(CERF) participation
$5 million for Northern San Joaquin Valley
Youth Employment and Development
California For All Youth Workforce
Development Grant contracts approved for
external subrecipients (CMO)
Next Steps
Participate in Workforce Development
Board and present at Builder's Exchange
Youth Employment and Development
Citywide internal summer internship program for
youth (HR)
Develop Workforce Capacity
ATTACHMENT C
679
Investment Area #3
Milestones
Executed contracts with Entrepreneurship Grant
recipients
Won the Audrey Nelson Award from the
National Community Development Association
Built deeper connections to Wine Industry
Next Steps
Implement SBA Earmark Grant
Complete National League of Cities
Inclusive Entrepreneurship Program
Planning for Pitch Event in the Fall
Innovation Hub /
Entrepreneurship
ATTACHMENT C
680
Investment Area #4
Milestones
South Pointe clean-up grant and
activities
Negotiations & DDA development
Shape Stockton (CDD)
Parking infrastructure
improvements
Miner Street Improvements (PW)
Next Steps
Caltrans Sustainable Transportation
Grant Application
USDOT RAISE Grant Application (PW)
EPA Planning Activities
North Shore Area-Wide Plan
Downtown Infrastructure Analysis
South Shore Site-Specific Reuse
Transform Downtown
ATTACHMENT C
681
Activate Public Spaces
Investment Area #5
Milestones
International Award-winning
Stockton Flavor Fest
• Van Buskirk Conceptual Plan
approved by Council (CSD)
• Uplift Downtown
• Arena Video Boards RFP
• Painting, lighting, landscaping and
power-washing
Next Steps
Issue RFI for City owned sites
Food Truck Ordinance (CDD)
Bring Victory Park design work
to Council for approval (CDD
and CSD)
ATTACHMENT C
682
Investment Area #6
Milestones
Website Contract executed
(CMO)
Consolidated Special Events
Next Steps
2023 Flavor Fest
Planning Neighborhood
Cohesion event (CSD)
Revamp Activity Guide to be
more user-friendly,
accessible, comprehensive
and inclusive (CSD)
Unify Community
ATTACHMENT C
683
EDSAP
Promote Brand
Investment Area #7
Milestones
Research and Discovery for Marketing:
10 stakeholder interviews
Online survey
Digital footprint audit
Sponsored 10+ Community Events
$5.25M for South Pointe clean-up
Next Steps
Continue Marketing Campaign
Submission of Logos Round 1
Community Feedback Sessions
Video production
ATTACHMENT C
684
Questions and
Comments on
the Economic
Development
Strategic Action
Plan
ATTACHMENT C
685
Government
Performance and
Accountability
Katie Regan, Office of Performance
and Data Analytics
ATTACHMENT C
686
FY 2022-23 METRICS:
1a) Reduce homicides and non-fatal injury shootings – 5% reduction
1a) Reduce Crimes Against Persons – 5% reduction
1b) Increase number of engagements and interventions (Y/N) 1c) Emphasize use of SPD's ICAP and OVP's life coaching and case management system (Y/N)
1d) Reduce Crimes Against Property – 5% reduction
1d) Reduce Crimes Against Society – 5% reduction
2a) Stabilize small businesses through COVID recovery efforts (Y/N)
2b) Develop economic development toolkit (Y/N)
2c) Reduce average duration for building permit project reviews, target – 25% reduction
2d) Establish meaningful linkages and partnerships with various small business partners (Y/N)
2e) Expand the City’s Smart Cities initiatives (Y/N)
3a) Increase residential permits, target – 10% increase 3b) Establish and enhance partnerships and linkages (Y/N) 3b) Establish baseline measurement through HMIS for the time between assessment for services and placement into a
transitional or permanent housing program (Y/N)
3c) Transform data-rich environment to useful insights (Y/N) 3d) Establish performance-based distribution model for available city funds, e.g. grants (Y/N)
4a) Improve Stockton's livability indicators, i.e. vacant properties, abandoned cars, graffiti, weed abatement, per capita code enforcement, and trash (Y/N)
4b) Enhance community cohesion through increased
participation in City produced and sponsored events (Y/N) 4c) Increase community center utilization and library circulation (Y/N)
4d) Emphasize education, awareness, and investment to
positively impact community well-being (Y/N)
4d) Expand the City’s environmental and sustainability portfolio (Y/N)
5a) Refresh long range financial plan (Y/N)
5a) Increase fiscal transparency (Y/N)
5b) Clean/unmodified audit opinions (Y/N)
5c) GFOA Certificate of Achievement for Excellence in Financial Reporting for FY21-22 CAFR (Y/N)
5c) GFOA Distinguished Budget Presentation Award (Y/N)
5c) Increase workforce retention and recruitment (Y/N)
FY 2022-23 PLANS:
• Build upon Ceasefire Strategy to reduce shootings and homicides • Build on Intelligence, Communication, and Planning (ICAP) • Pursue pre-pandemic c ommunity engagement and outreach • Enhance case management and wrap-around support services for high-risk population
• Implement case management system for increased data collection, analysi
s, and reporting
• Expand of the Fire Invest igation program to reduce the incidence of arson fires
• Implement the Economic Development Strategic Plan including but not lim
ited to invigorating entrepreneur ecosystem, expanding
business façade improvements, and launching Stockton re-branding initiative
• Launch workforce development programming including youth employm
ent and development
• Increase space activation through expanded free Wi-Fi, clos ing the fiber ring, enhanced small business support, and availability of customer self-service solutions
• Increase Cyber Security maturity for continued protection of digital assets
• I
mprove usability of the Development Code (Stockton Municipal Code Tit
le 16) emphasizing plain language
• Continue to shorten transaction/cycle process times in permit applicat
ion processing
• Provide ongoing support and commitment to the CoC Homeless Strat
egic Plan
• Increase overall program impact and effectiveness emphasizing data-inf
ormed decisions
• Identify strategies to facilitate and incentivize increas ed production of market rate and below market rate housing
• Pursue pre-pandemic engagement emphasizing programming for children and families
• Produce an annual citywide community cohesion project • C
ollaborate with San Joaquin Delta College to reinstate the Emergenc
y Medical Technician and Fire Technology programs
• Increase access resources for youth to enable career development • Expand sustainability and environmental strategy including a major green, energy
efficiency initiative
• Enhance efforts to support community-based organi zations capacity building
• Expand Clean City initiative and access to related data • Upgrade bond rating
• Enhance financial reporting
• Maximize City revenue sources
• Implement Payroll and Utility Billing phases of the ERP system • Enhance use of Long-Range Financ ial Plan in decision making • Implement centralized grants administration and coordination • Optimize City workforce retention, development, and recruitment STRATEGIES: (Captain)
‘How’ we will Win …
1. Safer Streets (Chief McFadden)
a)Reduce violent crime
b)Increase community partnerships &
engagemen
t
c) Increase data driven strategies & tactics
d)Reduce property crime
2. Growing Economy (Stephanie
Ocasio/Carrie Wright
)
a)Grow jobs
b)Increase economic development
incentive
s
c) Reduce the barriers to entry
d)Increase small business development
e)Foster and support entrepreneurship
3. Housing Opportunities for all
(Carrie Wright/ S
tephanie Ocasio)
a)Reduce the barriers to entry
b)Optimize partnerships & linkages
c) Increase investment in high impact
affordable
and market rate housing
strategies
d)Optimize performance-based distribution
of availab
le city funds, e.g. grants
4. Thriving and Healthy Neighborhoods
(Kris Farro)
a)Establi
sh a City integrated team
approach,
e.g. cross-departmental
team, to optimize clean and safe
neighborhoods
b)Increase placemaking and space
activation
c) In
crease community engagement
d)Positively impact overall community well-
being
5. Fiscal S
ustainability (Kim Trammel)
a)Continue learning from the past
b)Mitigate risk
c) Optimize resources through innovative
business p
ractices
FY 2022-23 OBJECTIVE:
‘What’ is Winning …
Provide an exceptional level of customer
service to the Stockton community through
accountable, innovative, efficient, and
effective management of City resources to
achieve our vision for Stockton.
One Page Strategic Plan® (OGSP®) DRAFT FY 2022-23
Updated: 06/29/2022
Vision: Stockton will become the best city in America to live, raise a family, and grow a business.
COUNCIL PRIORITY GOALS (Tier 1 & 2):
One Page Solutions LLC
© Copyright 2004-20 Format Only
1a. Focus on COVID response
and recovery
1b. Develop solutions to address
homelessness, including
increasing the affordable
housing supply
2. Focus on crime reduction in
focus areas
3. Prioritize resource allocation to
focus areas within Council
Districts
4. Prioritize Economic
Development
1. Develop business incentives and
tools for underserved
neighborhoods
2. Work with education partners to
improve quality of life, increase
literacy, develop the workforce,
and expand youth programming
3. Engage private employers and
the business community in
workforce development and job
placement (including people with
criminal records) and develop an
employment pipeline for Stockton
residents to Stockton employers
ATTACHMENT C
687
Next48Back
FY 2022 – 2023 OGSP Metric Progress-to-Date
Safer Streets
ATTACHMENT C
688
Next49Back
Safer Streets Cont.
FY 2022 – 2023 OGSP Metric Progress-to-Date
ATTACHMENT C
689
Next50Back
Growing Economy
FY 2022 – 2023 OGSP Metric Progress-to-Date
ATTACHMENT C
690
Next51Back
Growing Economy Cont.
FY 2022 – 2023 OGSP Metric Progress-to-Date
ATTACHMENT C
691
Next52Back
Housing Opportunities for All
FY 2022 – 2023 OGSP Metric Progress-to-Date
ATTACHMENT C
692
Thriving & Healthy Neighborhoods
Next53Back
4a) Improve Stockton’s livability indicators
FY 2022 – 2023 OGSP Metric Progress-to-Date
ATTACHMENT C
693
Next54Back
Thriving & Healthy Neighborhoods Cont.
FY 2022 – 2023 OGSP Metric Progress-to-Date
ATTACHMENT C
694
Next55Back
Fiscal Sustainability
FY 2022 – 2023 OGSP Metric Progress-to-Date
ATTACHMENT C
695
Questions and
Comments on
Government
Performance and
Accountability
ATTACHMENT C
696
Review Existing
Strategic Goals &
2022 Accomplishments
Harry Black, City Manager
Katie Regan, Office of Performance
and Data Analytics
ATTACHMENT C
697
2022 -23 TIER 1 GOALS
1a.
Focus on COVID response and
recovery
1b.
Develop solutions to address
homelessness, including increasing
the affordable housing supply
2. Focus on crime reduction in focus
areas
3. Prioritize resource allocation to focus
areas within Council Districts
4. Prioritize Economic Development
58 ATTACHMENT C
698
1a. Focus on COVID response and recovery
2022 Accomplishments
5,200+ Families | $40M+
Emergency Rental
Assistance 1
43,000+
Meals/bags of
food distributed 2
$2.2M+
Allocated to 11,700
customer
past due sewer bills3
59 10,090
COVID-19 tests
provided at city kiosk 5
$1.6M+
Applied for and allocated
to 4,182 customer past
due water bills3
7,500
Rapid antigen made
available for city
employees4
ATTACHMENT C
699
2022 Accomplishments Notes
Reference 2022 Detail 2021 Detail
1 Emergency
Rental
Assistance
The program is in the wind-down stage after
successfully distributing nearly $40 million to
more than 5,200 families. Funding for eviction
prevention services in ongoing.
3917 households have received funding; More
than $35 million has been disbursed on behalf of
eligible households
2 Meals/food
distributed
• 14,557 congregate meals distributed to
seniors
• 8,444 supper meals provided to youth
• Hot meals to high-risk individuals: 1297
• Groceries to high-risk families: 1070
• 8,740 Brown Bags distributed to seniors
• 1,755 bags of fruits and vegetables distributed
in our Mobile Farmers Market program
• 8,129 Food for You boxes of shelf-stable food
distributed
• 11,000+ meals distributed with food program
partners
• 16,740 congregate meals distributed to
seniors
• 1,485 bags of fruits and vegetables distributed
in Mobile Farmers Market program
• 10,906 Food for You boxes of shelf stable
food distributed
• 3,901 supper meals provided to youth
3 Past due
water and
sewer bills
State Water Board Water and Wastewater
Arrearage Payment Program to cover past due
water bills from residential and commercial
accounts accrued during the COVID-19
pandemic. Received over $2.2M in Wastewater
Arrearage Payment Program funding accounts.
Funds were applied to over 11,700 accounts.
Received over $1.6M in Water Arrearage
Payment Program funding accounts. Allocated
funds to eligible customers (4,182).
Submitted application to the State Water Board
Water and Wastewater Arrearage
Payment Program to cover past due water bills
from residential and commercial accounts
accrued during the COVID-19 pandemic
emergency totaling $1,623,889.31
ATTACHMENT C
700
Reference Detail
4 COVID-19 rapid antigen
tests
2022: The City of Stockton provided COVID-19 rapid antigen tests for City employees’ use while at work and after a potential COVID exposure. 7,500 tests total, approximately 4/employee
5 COVID-19 Tests 2022:
2021: Curative Kiosk set up and testing began January 10, 2022 2021 City Flu Shot Clinics
• September 29, 2021: 98 flu shots, 11 COVID-19 vaccines • November 24, 2021: 27 flu shots, 34 booster shots, 13 booster/flu shots Stribley Community Center vaccination events open to the public (173 days open in 2021)
• 22,413 total vaccinations (1
st dose, 2nd dose, boosters) administered:
• 8,926 Moderna
• 13,301 Pfizer
• 186 J&J
2022 Accomplishments Notes
ATTACHMENT C
701
1b.
Develop solutions to address homelessness,
including increasing the affordable housing
supply
$29M
Additional Homekey
awards to support
permanent housing 7
605
New housing units on issued building
permits, including 53 low -income units
and 60 accessory dwelling units
$14M+
HHAP grant funds allocated,
received, and applied for to
address homelessness 8
62 5,200+ Families | $40M
Emergency Rental
Assistance 1
$10M+
Affordable Housing
NOFA with 7 approved
applications 6
2022 Accomplishments
ATTACHMENT C
702
Reference 2022 Detail 2021 Detail
6 Affordable
Housing NOFA
Seven (7) Affordable Housing applications were
approved by Council on July 26 for a recommended
total of $10.3M
• Sonora Square ($1.4M) – New
Construction/Adaptive Reuse 37 units
• Sierra Vista Apartments Phase III ($2.2M) – New
Construction/Preservation 73 units
• Casa de Mariposa ($600,000) – New Construction
71 units
• Park-Center Apartments ($2.2M) – New
Construction/Adaptive Reuse 50 units
• Fontana Towers ($2.2M) – New Construction 105
units
• Grand View Village ($770,000) – New
Construction 74 units
• Shared Housing Infill for Homeless ($816,621) –
New Construction 30 units
Nine (9) Affordable Housing applications were
approved by Council on June 22 for a recommended
total of $8.4M
• Town Center Studios ($700,000) – Rehabilitation
40 units
• Sierra Vista Apartments ($793,286) – Preservation
74 units
• Sonora Square ($456,714) – New Construction 37
units
• Liberty Square ($600,000) – New Construction 31
units
• Shared Permanent Housing for Homeless ($1M) –
New Construction 30 units
• Grand View Village ($2M) – New Construction 75
units
• The Hunter House ($1.2M) – New Construction
120 units
• La Passeggiata ($600,000) – New Construction
94 units
• Fontana Towers ($1.04M) – New Construction 105
units
7 Homekey
awards
• Awarded $4,072,280 for Villa d'Flore
• Supported HASJC's successful application for
$24.98M for Calaveras Quarters
Awarded $3,609,091 for Town Center Studios
8 HHAP grant
funds
During 2022, City submitted (and received) a HHAP
3 base award of $7,893,270; and submitted for a
HHAP 4 base award of $6,196,518. Total = $14M
2022 Accomplishments Notes
ATTACHMENT C
703
1b.
Develop solutions to address homelessness,
including increasing the affordable housing
supply
46% Reduction
Average building permit plan
check duration (8.9 working
days down from 16.4)
$116K+ Fees Waived
Multi-Family Residential 9
$9M+ Fees Waived
Single-Family
Residential 9
1,182
HOT Team
contacts made 10
Housing Action Plan
Contract awarded
Housing Element
Contract awarded
64 2022 Accomplishments
ATTACHMENT C
704
Reference 2022 Detail 2021 Detail
9 Fees waived Stockton Economic Stimulus Plan (SESP Fee Waiver Program)
• Single Family Residential - $9,043,502 in fees
waived in 2022 ($42.3M since program
inception)
• Multi-Family Residential - $116,981 in fees
waived in 2022 ($7.8M since program
inception)
Stockton Economic Stimulus Plan (SESP Fee
Waiver Program)
• Single Family Residential - $10,546,808 in
fees waived in 2021 ($33.3M since program
inception)
• Amount waived per unit: Single-Family
Residential (SFR) - $19,246
• Multi-Family Residential - $2,365,440 in fees
waived in 2021 ($7.7M since
program inception)
• Amount waived per unit: Multi-Family
Residential (MFR) - $14,080
10 HOT Team HOT Team continues educating the homeless
about COVID-19, fire prevention, and unified
homeless outreach resources
• Made 862 Fiscal year contacts (21/22),
• 1,182 Annual contacts (2022)
• Made 1,034 Contacts in 2021
2022 Accomplishments Notes
ATTACHMENT C
705
LUNCH
BREAK
ATTACHMENT C
706
2. Focus on crime reduction in focus areas
918
Firearms seized
2% Decrease
Violent Crime 11
245K+
911 Calls 12
150+
Business Watch,
Neighborhood Watch,
and Community
Meetings
1M+ Square Feet
Graffiti removed 17
1,900+
Vehicles abated 16
48,000+
Hours of internal
PD & Fire
training15
$690K+
Outdoor Equity
Program Grant for
youth programming 14
10,000+
Fire
inspections 13
67 2022 Accomplishments
ATTACHMENT C
707
Reference 2022 Detail 2021 Detail
11 Violent
Crime
There was a total of 3,751 total violent crimes in
2022
• 1.9% decrease from 3,824 in 2021.
There were 3,694 total violent crimes in 2021
• 8% decrease from 4,023 in 2020
12 911 Calls City Telecommunication Center handled 657,793 requests for service
• 247,648 9-1-1 calls (total)
• 373,710 calls for service created (total)
• 198,454 dispatched calls for service
(total) 544 daily average
• 4,161 court work requests processed for DA’s
office
• 1,708 total hours spent
City Telecommunication Center handled 654,463
requests for service
245,073 911 calls (total)
382,792 calls for service created (total)
208,571 dispatched calls for service (total) 571
daily average
4,448 court work requests processed for DA’s
office
1,883 total hours spent
2022 Accomplishments Notes
ATTACHMENT C
708
Reference 2022 Detail 2021 Detail
13 Fire
inspections
2022: Fire Inspections
• 119 School Inspections (Fire)
• 32 Hood and Duct Inspections
• 263 Underground Fire Line/Hydrant
Inspections
• 1122 Fire Sprinkler Inspections
• 280 Fire Alarm Inspections
• 26 Special System Inspections
• 802 Building Permit Final Inspections
• 385 Weed Inspections
• 1624 Residential Occupancy Inspections (Not
Hotel/Motel)
• 299 Assembly Occupancy Inspections
• 312 Special Inspections (Fireworks, Festivals,
Tents)
• 1931 Fire Operational Permit Inspections
• 1107 Fire Operational Permit Re-Inspections
• 60 Community Care License Inspections
• 39 Hotel/Motel Inspections
• 386 New Fire Operational Permit Inspections
• 1935 R-2 Inspections
Total 10,722
Fire Inspections
Conducted 122 school inspections.
52 Hood and Duct Inspections.
171 Underground Fire Line/Hydrant Inspections.
1,290 Fire Sprinkler Inspections.
188 Fire Alarm Inspections.
53 Special System Inspections.
528 Building Permit Final Inspections.
123 School Inspections
1,082 Weed Inspections.
1,936 Residential Occupancy Inspections (Not
Hotel/Motel).
206 Assembly Occupancy Inspections.
528 Special Inspections (Fireworks, Festivals,
Tents).
2,165 Fire Operational Permit Inspections.
1,732 Fire Operational Permit Re-Inspections.
69 Community Care License Inspections.
31 Hotel/Motel Inspections.
586 New Fire Operational Permit Inspections.
Total: 10,862
2022 Accomplishments Notes
ATTACHMENT C
709
Reference 2022 Detail 2021 Detail
14 Youth
programming
Awarded $692,010 Outdoor Equity Program grant
from the California Department of Parks and
Recreation for new outdoor youth programming
Launched SPD’s Youth Engagement Strategy
• Hosted a youth focused virtual engagement
• Held 3 volunteer efforts (Youth and SPD staff
working together)
15 PD & Fire
training
• 179 Fire personnel trained
• 30,287 total hours of training (175
hours/member)
• Not included in total: 31 recruits trained
in three (3) separate training academies
for a cumulative total of 17,982 hours
+ ten (10) additional recruits for the City
of Lodi and Tracy
• 2,320 aggregate SPD officers attended multiple
day-long trainings
• 18,560 total hours of training provided by
the Training Section
• Not included in total: 145 employees
attended training/ schools offsite; 386
employees attended virtual/online
training; 55 officers trained in Procedural
Justice; Completed the California
Commission on Peace Officer Standards
and Training 2020 – 2022 Perishable
Skills and Continuing Professional
Training Cycle with all officers receiving
required training. (13 officers who are on
long term disability or administrative
leave were not counted)
• 172 firefighters trained
• 20,886 total hours of training (122 hours per
FF)
• 1,401 aggregate police officers attended multiple
day long trainings
• 11,208 total hours of training provided by the
Training Section
2022 Accomplishments Notes
ATTACHMENT C
710
Reference 2022 Detail 2021 Detail
16 Abandoned
vehicles
1,527 private property abatements by Code
Enforcement
403 Right-of-way abatements by SPD Traffic
• Registration expired over 6 months: 345
• Not moved in 72 hours: 42
• Non-Motive: 16
736 private property abatements by Code
Enforcement
644 Right-of-way abatements by SPD Traffic
17 Graffiti • 826,233 square feet abated on private property by Code Enforcement
• 205,600 square feet abated on public property by
Public Works
• 775,151 square feet abated on private property by
Code Enforcement
• 316,900 square feet abated on public property by
Public Works
2022 Accomplishments Notes
ATTACHMENT C
711
3. Prioritize resource allocation to focus areas
within Council Districts
11 Parks with repaired
playground structures
6,720
Free bulky
waste pick -ups
73 Trees
planted22
654
Water meters
replaced
72 10.5B
Gallons of
drinking water
produced21
700+
Volunteers
coordinated for
Coastal Cleanup 18
768 Cubic Yards
Playground fall
surfacing
replenished 19
416
Curb miles swept in
Street Sweeping
Study20
2022 Accomplishments
ATTACHMENT C
712
Reference 2022 Detail 2021 Detail
18 Volunteers Annual Coastal Cleanup 2022 event
• Number of Volunteers – 320
• Estimated Weight of Garbage Collected - 5,141 lb.
• Estimated Weight of Recyclables Collected - 250 lb.
• Total Miles Cleared – 33
• Bags Used – 429
Clean City Initiative volunteer-assisted Community Cleanup and Beautification events details:
•11 events
•409 volunteers
•38 trees planted
•65 litter bags collected
•.28 tons of trash collected
Coordinated over 200 volunteers from
Amazon, Puentes, community faith-
based organizations, and Stockton
residents for park improvement and
clean-up projects at American
Legion, Atherton, and Laughlin Parks.
19 Playground
fall surfacing
2022: Replenished 786 cubic yards of engineered wood fiber fall surfacing in playgrounds at 26 City parks.
Replenished 1373 cubic yards of
engineered wood fiber fall surfacing in
playgrounds at 43 City parks.
20 Street
Sweeping
Study
Concluded the data collection phase of the Street Sweeping Study.
• An estimated 416 curb miles were swept during the study events
• 13,185 gallons of debris were assessed with an estimated 3,689 gallons trash found for an overall average trash content of 28%.
• % trash content varied considerably by season, primary PLU type, and route, ranging from 7% - 70%.
• 108.5 curb miles were visually analyzed during street sweeping with an estimated 4.7 miles missed due to obstacles, primarily cars.
2022 Accomplishments Notes
ATTACHMENT C
713
Reference 2022 Detail 2021 Detail
21 Water
treatment
• Delta Water Treatment Plant produced 10.5 billion
gallons of drinking water
• Regional Wastewater CF treated 8.7 billion gallons
of wastewater in compliance with NPDES
discharge permit
• Delta Water Treatment Plant produced 8.9 billion
gallons of drinking water
• Regional Wastewater CF treated 9.2 billion gallons
of wastewater in compliance with NPDES
discharge permit
22 Trees
planted
• Planted 65 park trees at Louis, Oak and Sherwood
Parks.
• Planted 8 trees for Arbor Day as part of the
Transformative Climate Communities Grant at
Stribley Park.
• 30 heritage oaks planted
2022 Accomplishments Notes
ATTACHMENT C
714
37 Speed cushions,
humps, tables installed
56 ADA curb ramps
installed
93,000
Pounds of e-
waste recycled
110
Locations with
replaced sidewalk
1,200 Feet
Centerline
striping
1000+
Sidewalk tripping
hazards addressed
2000+
Traffic signal &
street light work
orders closed
3200+
Signs installed
3. Prioritize resource allocation to focus areas
within Council Districts
75 2022 Accomplishments
ATTACHMENT C
715
3. Prioritize resource allocation to focus areas
within Council Districts
640,000 Sq. Yds.
Roadway cracks sealed
1M+ Square Feet
Graffiti removed 17
2,400+ Tons
Trash removed
8,373
Potholes filled
76 2022 Accomplishments
2975
Tires removed
from the street
445
Dead or hazardous
trees removed
1,995
Illegally dumped
mattresses
removed
954
TVs removed
from the street
103
Wastewater
customers’
bills paid 23
ATTACHMENT C
716
Reference 2022 Detail 2021 Detail
23 Wastewater
bills
Registered as a participant in the State’s Low
Income Household Water Assistance Program
(LIHWAP) which aids wastewater customers. In
2022 the wastewater bills of 103 customers was
paid by the state for a total of $114,697
2022 Accomplishments Notes
ATTACHMENT C
717
4. Prioritize Economic Development
1,300+
Vendors registered &
validated through
online vendor portal
3,300+
New business
licenses
7,000+
Over-the-Counter
permits issued
$1.1B
2022 Total permit
valuation (up 39%)
$5.25M
Grant funding to
complete Brownfields
clean-up24
78 2022 Accomplishments
Commercial Façade
Improvement Program
1 project in Downtown Core 25
ATTACHMENT C
718
Reference 2022 Detail 2021 Detail
24 Brownfield
clean-up
South Pointe – Staff procured a $5.25 million
grant to complete brownfield clean-up work,
making the project viable. A term sheet has been
finalized with the developer and staff is working
to complete the Disposition Development
Agreement and CEQA work is beginning.
25 Commercial
Façade
Improvement
Program
Under the existing Commercial Facade
Improvement Forgivable Loan Program, there
were $43,025.85 in disbursements for 1 project
in the Downtown Core during 2022.
Built the foundation for the 2-million-dollar
facade program.
Waterfront Warehouse project at 445 W. Weber
Avenue, completed in 2021.
One Active project for 2022 and six other
potential projects have been identified.
• Active project: Ruhl Building Facade –
$37,900
2022 Accomplishments Notes
ATTACHMENT C
719
4. Prioritize Economic Development
82 Events and meet
and greets
57 Economic Review
Committee Meetings
8 Events for Small
Business Week 27
12,000+
Attendees at
Stockton Flavor Fest
$1M
US Small Business
Administration Grant
$285,000
Entrepreneurship
funding awarded 26
80 2022 Accomplishments
ATTACHMENT C
720
Reference 2022 Detail 2021 Detail
26 Entrepreneur
ship NOFA
Released on May 16, 2022, for up to $285,000. 81
applications were received between entrepreneurs
and business services and 17 were selected.
27 Small
Business
Week
Stockton Small Business Week - Completed a
successful campaign during the first week of May,
which included 8 events. Gained 280+ social
followers and reached 11.9k accounts.
Coordinated 17 Events for Small Business Week and
hosted the following 3:
• Two (2) SizeUp Stockton Overview Webinars
• City of Stockton Business Resources Webinar
2022 Accomplishments Notes
ATTACHMENT C
721
4. Prioritize Economic Development
225,000+
Attendees at 137 events at
the Bob Hope and Arena
1600+
Public and team
events at Oak Park
Ice Rink
66 Ports home games and
special events at Banner
Island Ballpark
41 Artists and Arts
Nonprofit Grant
recipients 28
28 Ribbon cuttings
82 2022 Accomplishments
ATTACHMENT C
722
Reference 2022 Detail 2021 Detail
28 Artists and
Arts Nonprofit
Grant Program
The City dispersed $99,000 (35 artists and 6
nonprofits) for the Artists and Arts Nonprofit Grant
Program.
The Artists and Arts Nonprofit Grant Program
launched on October 18 and has been extended to
January 15, 2022, administered by CSD.
2022 Accomplishments Notes
ATTACHMENT C
723
1. Develop business incentives and
tools for underserved neighborhoods
2. Work with education partners to
improve quality of life, increase
literacy, and develop the workforce
3. Engage private employers and the business community in workforce development and job placement (including people with criminal records) and develop an employment pipeline for Stockton residents to Stockton employers 2022-23 TIER 2 GOALS
84 ATTACHMENT C
724
1. Develop business incentives and tools for
underserved neighborhoods
85 2022 Accomplishments
Stockton Community Kitchen
National Community Development
Association (NCDA) recognition 29
15 Nonprofits
Sponsored for
capacity building 30
$5.25M
Grant funding to
complete Brownfields
clean-up24
Commercial Façade
Improvement Program
1 project in Downtown Core 25
ATTACHMENT C
725
Reference 2022 Detail 2021 Detail
29 Stockton
Community
Kitchen
The "Stockton Community Kitchen" was recognized
by the National Community Development Association
(NCDA) and received the Audrey Nelson Community
Development Achievement Award at the NCDA 2023
Winter Meeting (1/27/2023).
30 Nonprofit
Capacity
Building
United Way launched the Nonprofit Enterprise
Support Team (NEST), providing support to
nonprofits to enhance capacity. The City sponsored
15 nonprofits with ARPA funding as part of the first
cohort of nonprofit capacity building.
2022 Accomplishments Notes
ATTACHMENT C
726
2. Work with education partners to improve
quality of life, increase literacy, and develop
the workforce
8,661
Times adults participated
in sports leagues
14,690
Times youth participated
in bi-monthly
afterschool programs
2,501
Times youth participated
in weekly day camps
87 920,081
Items checked out and
renewed from Stockton -
San Joaquin libraries
173,272
Library digital
downloads
518,479
Library visitors
$25K
Grant to provide
free swim lessons
2022 Accomplishments
ATTACHMENT C
727
2. Work with education partners to improve
quality of life, increase literacy, and develop
the workforce
$10M
State Library grant to
assist with Chavez
Library renovation
2000
Individuals received
Chromebooks with
hotspots and tablets 31
520
Attendees at 1
Drive-in and 4
Outdoor Movies
14,015
New library
cards issued
17,000
Attendees at 4th of
July Celebration
320
Attendees at 2
Traveling Concerts
in the Park
88 $690K+
Outdoor Equity
Program Grant for
youth programming 14
2022 Accomplishments
ATTACHMENT C
728
Reference 2022 Detail 2021 Detail
31 Digital
Divide
Recipients received:
• 1550 chrome books with an associated 1550
hotspots (1 chrome book and 1 hotspot to each of
the 1500 recipients)
• 500 tablets
2022 Accomplishments Notes
ATTACHMENT C
729
3. Engage private employers and the business
community in workforce development and job
placement (including people with criminal
records) and develop an employment pipeline
for Stockton residents to Stockton employers
$2.6M+
CAForAll funds
awarded to youth
workforce programs
to employ 200+
youth32
$1.7M
CAForAll funds
allocated toward pilot
City Summer Jobs
Program to employ
100+ youth 32
$500,000+
Allocated to workforce
development through
Rising Sun Center for
Opportunities and
other partners 33
90 2022 Accomplishments
200+
Stockton
residents hired
by the City 34
ATTACHMENT C
730
Reference 2022 Detail 2021 Detail
32 Californians
ForAll
City executed grant agreement with State in
June 2022 and subsequently issued an RFP and
identified subgrantees to implement workforce
programs. Council approved contracts on
February 7, 2023. City staff began planning for a
Summer Jobs pilot program for youth that will
offer a 5-week opportunity for high school-aged
youth to work within the City.
Using federal stimulus dollars, the State
proportionately awarded grants to the 13 largest
cities in California based on population, resulting
in a $4,355,097 grant for Stockton.
33 Rising Sun
Center for
Opportunities
• Rising Sun trainees: 25 youth workforce
participants have completed energy and water
saving training. Spent $30K
• GRID trainees: 8 trainees in solar installation
skills (hands-on training) and additional
training in job readiness skills (resumes,
interview skills, etc.) Spent $32,287
• Insight Garden Program: 46 enrolled
participants in programming, teaching life
skills including interpersonal communication,
leadership development, community-building,
and emotional processing. Spent $10K
• San Joaquin Regional Transit District: 3
enrolled apprentices in bus mechanic training.
Spent $19,712. This program is no longer
active in TCC Round 3.
$541,724 allocated as part of TCC grant.
• Rising Sun Center for Opportunity - $170,675
• GRID Alternatives North Valley - $48,815.60
• Insight Garden Program - $87,476.90
• San Joaquin Regional Transit District -
$234,757.00
34 Stockton
residents
hired by the
City
Throughout 2022, the City hired 213 Stockton
residents:
• 202 new hires
• 11 re-hired
2022 Accomplishments Notes
ATTACHMENT C
731
Community Survey
Feedback
Harry Black, City Manager
Katie Regan, Office of Performance
and Data Analytics
ATTACHMENT C
732
93 ATTACHMENT C
733
94 ATTACHMENT C
734
95 ATTACHMENT C
735
Overall quality of life: Over 70% of respondents reported excellent or fair quality-of-life in Stockton and are likely or neutral to be living in Stockton 5 years from now.
96 ATTACHMENT C
736
97 ATTACHMENT C
737
Satisfaction with life in Stockton: Most respondents reported excellent or fair satisfaction with almost 90% of the following categories.
98 Overall safety and cleanliness are the two are areas where most respondents are not satisfied.
ATTACHMENT C
738
99 ATTACHMENT C
739
About 7 out of every 10 respondents reported excellent or fair handling the COVID-19 response and recovery by the City.
Tier 1
Council Goal 1a. Focus on COVID response and recovery
100
Council Goal 1b. Develop solutions to address
homelessness, including increasing the affordable
housing supply
Responses indicate the community would support continued effort toward this Council goal.
ATTACHMENT C
740
Based on responses, continued focus on crime reduction is warranted.
Tier 1
Council Goal 2. Focus on crime reduction in focus areas 101
Based on responses, continued focus on economic development is warranted.
Council Goal 4. Prioritized Economic Development
ATTACHMENT C
741
Based on responses, continued focus on Tier 2 Council goal 3 is warranted.
Tier 2
Council Goal 3. Work with education partners to
improve quality of life, increase literacy, develop the workforce, and expand youth programming
102
ATTACHMENT C
742
75% of respondents chose youth programming,
homelessness and housing solutions, and crime reduction as one of their top priorities.
103
ATTACHMENT C
743
When asked about other priorities, respondents reiterated their prioritization of homelessness, crime, and cleanliness. 104
ATTACHMENT C
744
General Discussion:
A Quick Look Back
A Quick Look Forward
Harry Black, City Manager
ATTACHMENT C
745
FY 2021-22 OBJECTIVE:
‘What’ is Winning …
Provide an exceptional level of customer service to the Stockton community through accountable, innovative, efficient, and ef fective management of City resources to achieve our vision for Stockton.
One Page Strategic Plan® (OGSP®) DRAFT FY 2022-23 Worksheet Vision: Stockton will become the best city in America to live, raise a family, and grow a business.
FY 2022-2023
COUNCIL PRIORITY GOALS (Tier 1 & 2):
1a.Focus on COVID response and recovery
1b.Develop solutions to address
homelessness, including increasing the
affordable housing supply
1. Focus on crime reduction in focus areas
2. Prioritize resource allocation to focus areas
within Council Districts
3. Prioritize Economic Development
1. Develop business incentives and tools
for underserved neighborhoods
2. Work with education partners to improve quality
of life, increase literacy, develop the workforce,
and expand youth programming
3. Engage private employers and the
business community in workforce development
and job placement (including people with criminal
records) and develop an employment pipeline for
Stockton residents to Stockton employers
FY 2023-2024
PROPOSED COUNCIL PRIORITY GOALS (Tier 1 & 2):
ATTACHMENT C
746
75% of respondents chose youth programming,
homelessness and housing solutions, and crime reduction as one of their top priorities.
107
ATTACHMENT C
747
When asked about other priorities, respondents reiterated their prioritization of homelessness, crime, and cleanliness. 108
ATTACHMENT C
748
ATTACHMENT C
749
City of Stockton
Legislation Text
File #: 23-0274, Version: 1
ACCEPT FISCAL YEAR 2022-23 FIRST QUARTER BUDGET STATUS UPDATE AND AUTHORIZE
BUDGET AMENDMENTS
RECOMMENDATION
It is recommended that the City Council adopt a resolution to:
1. Accept this budget status report on the unaudited results of the first quarter of Fiscal Year (FY) 2022-23.
2. Approve three budget amendments and associated transfers in the Community Services Department Recreation Fund, the Police Department Animal Services division and a Police Department capital project.
It is recommended that the City Manager be authorized to take appropriate and necessary actions to carry out the purpose and intent of the resolution.
Summary
City staff reviewed the financial results for the first quarter of Fiscal Year (FY) 2022-23. That review indicates General Fund revenues are within budgeted levels and expenditures are slightly under budget. General Fund revenues totaled $36.9 million in the first quarter, and expenses totaled $60.6 million. Staffing levels in the first quarter were lower than the level anticipated in the budget resulting in expenditure savings. Overall, first quarter expenditures of $60.6 million were at 18% of the budget and are projected to end the year within the total adjusted annual expenditure budget of $333.3 million. First quarter revenue and expenditure activity is consistent with the same period in prior years.
Staff reviewed all other City funds to determine significant budget variances. Budget adjustments are needed in the Recreation Fund, the Other Special Revenue Fund, and Police Department capital project.
DISCUSSION
Background
Regular analysis and reporting of the City’s financial status supports the City Council’s strategic goal of Fiscal Sustainability and is a key component to maintaining a fiscally healthy organization.
Council adopted the FY 2022-23 annual city-wide budget of $898.7 million on June 21, 2022. The adopted General Fund expenditure budget was $282.9 million of the total City budget.
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Present Situation
General Fund Budget Status Update
Attachment A presents the revised annual General Fund budget with actual revenues and expenditures for the first three months of the current fiscal year. Year-to-date activity through September 30, 2022, was consistent with the same period in prior fiscal years. The first three months of revenue and expenditure transactions do not typically provide enough information to draw precise conclusions and judgments regarding year-end outcomes. Consequently, this report does not include a revised Long-Range Financial Plan (L-RFP) projection or a year-end projection.
Subsequent quarterly reports will include updated year-end projections. The City does not receive General Fund tax revenues in a regular monthly pattern, evidenced by first quarter revenues being less than 25% of annual budgeted revenues. The timing of monthly expenses is more evenly distributed. Still, the General Fund includes some budgeted items paid in large lump sums that cause variances when reviewed quarterly. The information below is based on an analysis of the trends in the first few months of available data. Staff continues to monitor revenue collections and expenditure trends in all categories against the annual budget, the L-RFP, and department projections.
Budget Adjustments
Throughout the fiscal year, the City Council can authorize adjustments to the budget. Attachment A summarizes the Adopted Budget, adjustments made in the first quarter, and the resulting Approved Budget of the General Fund.
Below are the details of those approved changes.
Adopted General Fund Expenditure Budget . . . . . . . . . . . . $282.88 million Encumbrance/Contract Rollover . . . . . . . . . . . . . . . . . . . . . . . +6.54 million Capital and Grant Rollover . . . . . . . . . . . . . . . . . . . . . . . . . . +33.43 million Approved Carryover . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . +1.63 million Safety Unit MOUs +8.79 million Total Revised Expenditure Budget . . . . . . . . . . . . . . . . . .. $333.27 million The first adjustment is the encumbrance and contract rollover from the prior fiscal year. The City uses encumbrance accounting to avoid exceeding the budget by earmarking appropriations for expenses before paying for products or services. On a budgetary basis, encumbrances are reported as a reduction to available appropriations in the fiscal year they are committed, even if not paid for by year-end. At the end of FY 2021-22, the General Fund had $6.54 million encumbered for approved purchases not yet received or paid for during the fiscal year. The appropriations related to those encumbrances are re-appropriated in the FY 2022-23 budget.
Capital and Grant budgets continue on until the associated project is complete. The General Fund is the funding source for $33.43 million in ongoing capital projects, including special projects designated by Council last year and the New City Hall project. The unspent funds from FY 2021-22 have been added back to the General Fund budget in FY 2022-23.
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The Approved Carryover of $1.63 million is related to projects and priorities from the prior fiscal year that were not yet encumbered. These continuations were approved by Council in July 2022.
Subsequent to the adoption of the FY 2022-23 budget, the City entered into agreements with four unions representing the Police and Fire sworn employees. The total General Fund cost of these agreements in FY 2022-23 was $8.79 million, including an offset from additional vacancy savings.
The adopted budget plus subsequent Council-approved budget amendments increased the total budget to $333.3 million. In the adopted budget, revenues exceeded expenditures by $2.5 million.
With the budget revisions, expenditures now exceed the revenues by $47.9 million, of which $41.5 million is covered by prior year fund balance restrictions. The balance of $6.4 million is due to the approved labor agreements where use of fund balance was needed to reach agreement. The labor agreements terms were shown to be affordable in the long-term using the Long-Range Financial Plan. The projected ending balance with the revised expenditure budget is $41.4 million. The City’s target ending available balance at 16.7% of the adopted budget is $47.2 million. The use of reserves and restricted balances is primarily for one-time items such as capital projects and Council priority projects.
Revenues
First quarter revenue collections for significant General Fund categories (sales tax, property tax, utility users tax, franchise fees, business license tax, hotel/motel tax, and program revenues) were in line with the amounts received in the same period in prior years. General Fund revenues of $36.9 million were 13% of budget compared to 10% in the same period of FY 2021-22. As the graph below shows, revenues have ranged from 10% to 15% for the same period in the last four fiscal years.
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Most revenue categories are below a 25% pro-rated monthly collection rate because the receipt of funds is seasonal. For example, San Joaquin County remits the majority of property tax revenue to the City in December and May, in line with the December 10 and April 10 due dates for property owners to pay annual taxes. Thus, the City received $238,000 in the first three months of the year of an expected $70.7 million. Early property tax data from San Joaquin County and the City’s property tax consultants indicate FY 2022-23 property tax revenues are likely to be higher than the 5.0% growth assumed in the budget.
Each major category has different collection schedules, and the City receives almost all the larger revenue sources in the later months of the fiscal year.
Sales tax revenue received from the State in the first quarter are primarily revenues related to the prior fiscal year and are accrued to the prior year appropriately. Thus, only July 2022 sales tax revenues were posted as of September 30, 2022. The City does not accrue its sales tax revenue quarterly. Statewide, the City’s sales tax consultant is projecting high growth for the first two quarters of FY 2022-23 and low or stagnant growth for the last two quarters. The FY 2022-23 budget for sales tax revenues is $9.6 million less than actual receipts in FY 2021-22. It is expected that FY 2022-23 sales tax revenues will end the year close to or slightly above the prior year receipts.
Receipts from Program Revenues were $3.7 million or 23% of the budget as of September 30, 2022.
This category includes Fire District Contracts, Code Enforcement fees, License & Permits, Fines, Sale of Fixed Assets, and other charges for services.
Interfund reimbursements consist of billings to outside agencies, indirect cost recovery, and a lump sum payment from the Municipal Utilities Department for property rentals. As of September 30, 2022, interfund reimbursements were $2.0 million, approximately 22% of the budgeted revenues.
Revenues in this category earned in the first quarter of the fiscal year are billed for reimbursement but are generally received in the following quarter or later.
Year-to-date collections and information from the City’s revenue consultants indicate that most significant General Fund revenues are likely to be slightly above the budget estimates. Staff will continue to monitor revenues and report performance in future quarterly reports.
Expenditures
Staff reviewed the first three months of General Fund expenditure data reported in Attachment A.
Actual expenditures of $60.6 million were 18% of the Approved Budget. As is the case with revenues, it is too early in the fiscal year to draw firm conclusions or judgments about observed trends, especially in salaries and benefits, as vacancies often take months to fill. However, expenditure trends in many departments are running close to or just below expectations. The chart below summarizes total departmental and program spending as a percent of the total budget.
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As shown above, most departments are below the 25% expenditure level.
Filling and retaining employees in a very competitive market continues to be a challenge. The General Fund, personnel expenditure budget anticipates 9% of Police positions and 8% of all other positions will be vacant throughout the year. In the first quarter, vacancy savings were 17.9% of the salary and benefits budget, with actual costs coming in approximately $6.4 million less than anticipated. The departments experiencing high vacancy rates include Police, Fire, Administrative Services, Economic Development, City Manager’s Office, and Public Works. Employee labor contracts for sworn positions approved in September 2022 increased the General Fund budget by $8.8 million. Retroactive payments for police employees for the July through September period were not paid until the second quarter of the fiscal year. As a result of this timing difference, actual savings are overstated in this analysis of the first quarter results.
First Quarter % Realized
Department Annual 1 Quarter Savings of Budget
General Fund
Other Departments 404,972 101,243 180,645 9.2% Administrative Services 192,559 48,140 198,545 15.7% Human Resources 65,286 16,321 22,927 5.6% Police 6,182,180 1,545,545 5,536,183 20.8%
Fire 1,535,411 383,853 1,054,359 9.8%
Public Works 308,520 77,130 129,499 6.6% 8,688,928 2,172,232 7,122,159 16.6%
Marshall Plan
Office of Violence Prevention - - 35,338 15.3% Police 1,696,203 424,051 1,823,407 25.1%
1,696,203 424,051 1,858,744 24.8%
Total 10,385,131 2,596,283 8,980,903 17.9%
Total Savings above/(below) Budget 6,384,620 13.4% Budgeted Vacancy
Savings
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First Quarter % Realized
Department Annual 1 Quarter Savings of Budget
General Fund
Other Departments 404,972 101,243 180,645 9.2% Administrative Services 192,559 48,140 198,545 15.7% Human Resources 65,286 16,321 22,927 5.6% Police 6,182,180 1,545,545 5,536,183 20.8%
Fire 1,535,411 383,853 1,054,359 9.8%
Public Works 308,520 77,130 129,499 6.6% 8,688,928 2,172,232 7,122,159 16.6%
Marshall Plan
Office of Violence Prevention - - 35,338 15.3% Police 1,696,203 424,051 1,823,407 25.1%
1,696,203 424,051 1,858,744 24.8%
Total 10,385,131 2,596,283 8,980,903 17.9%
Total Savings above/(below) Budget 6,384,620 13.4% Budgeted Vacancy
Savings
Crime Reduction is one of the City Council’s highest priorities, and the StocktonPolice Department (SPD) continues to hire sworn officers to meet its Marshall Plan goals. Although the department hired 7 new officers throughout the first quarter, 25 officers left (sixteen for other agencies, two retired, two resigned, and five were released from probation). At the end of the first quarter, 79% of sworn positions were filled, with 381 sworn staff positions out of 485 authorized positions. Hiring for sworn and non-sworn personnel will continue throughout the fiscal year. As there has been a nationwide dilemma for law enforcement retention and recruiting, SPD has been experiencing a consistent decline in the number of applicants and the number of eligible candidates attained from those lists.
The SPD Recruiting team has increased the number of in-person recruiting events significantly over the last year but is still experiencing an unceasing decline in the number of applicants. SPD Recruiting is seeking to expand efforts through digital platforms and partnering with outside marketing resources. During this time, SPD has reorganized to redeploy officers back to field operations, adjust the deployment model, and educate the public and civic leaders on service levels.
Overall, the Police Department is within budget at 21% as of September 30, 2022. This amount is about 2% less than the same period last fiscal year. Employee labor contracts for sworn positions approved in September 2022 increased the Police Department budget by $5.7 million. Retroactive payments for July through September were not paid until the second quarter of the fiscal year.
The Fire Department's overall actual expenditures amounted to $13.8 million or 24% of the budget at the end of the first quarter. The percentage spent out of the current budget is approximately 3% more than the same period last year. The first of the 2 firefighter training academies conducted by the department each year started approximately one and half months earlier than past year.
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instructors mainly contributed to the higher expenses for this period. Out of the 27 vacant sworn positions at the beginning of the fiscal year, twenty-one firefighters were successfully recruited for the academy that started on August 16, 2022. The department is focusing on increasing Firefighter recruitment efforts and associated training needed to address the continuing attrition of sworn personnel.
Actuals for Economic Development Department are trending lower than budgeted primarily due to the $1.9 million budget commitment to Open Windows Project, LLC. for Downtown Infill Infrastructure support. This obligation makes up approximately 60% of the Economic Development budget and has gone unspent for several years. In February 2023, City Council approved the termination of the agreement with Open Window Project, LLC, approving the de-obligation and reprogramming of these funds. These funds will continue to support the Downtown Infill Infrastructure under Economic Development but will allow more flexibility for spending down.
In the Program Support for Other Funds category, most transfers are completed on a monthly basis. The Capital Improvement line is under budget because the Council Priority projects will be transferred in a later quarter as expended. The Grant Match transfer is only recorded if needed when grants with required matching funds are expended. The Fire Emergency Communications and Radio ISF transfers are related to debt payments that will be one-time payments made in future quarters.
The City Auditor budget does not include any salaries, and the expenses post as the City receives invoices from its internal and external audit firms. Approximately 8% of the budget was expensed as of September 30, 2022, as audit work performed during the first quarter is typically invoiced between October and February of each fiscal year.
Tax Collection expenses are, for the most part, incurred later in the year. The City typically pays property tax administration fees to San Joaquin County in December and May. Sales tax administration fees will be paid quarterly starting in December. Payment for taxes and assessments on City-owned properties will begin in November.
Election expenses budgeted in FY 2022-23 are for the spring primary election that has not yet occurred.
The Other Administration category holds various city-wide costs that are not attributable to an individual or specific group of programs or departments. By far, the largest amounts are offsets to expenditures in other areas of the budget, such as indirect costs allocated to the Fire Department for reimbursement by fire districts. This offset activity caused total expenditures as of September 30, 2022, to be negative $313,465.
General Legal expenses of $28,015 reflect two months of legal fees for various lawsuits and bankruptcy-related legal advice. Labor negotiations with the City’s non safety units will start in March and continue through the end of FY 2022-23, adding more in monthly expenses for the last half of the year.
Debt Service payments associated with the Assured Guaranty settlement are generally due in the last half of the year, so no funds had been transferred to the Debt Service Fund as of September 30, 2022.
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The City did not need to access Contingency funds in the first quarter. The City Council authorized the use of Contingency funds for the Winter Storm Emergency declared in January 2023. As needed, funds may be utilized in the latter half of the fiscal year.
Staff will continue to monitor General Fund expenditures and return later in the year with quarterly reports that include year-end projections, additional Council appropriations, and any necessary budget adjustments.
Other Funds - Technical Corrections
The adopted budget resolution authorizes technical corrections to be processed administratively with a follow-up report to the City Council on any correction over $100,000. The following technical correction was processed in the first quarter of the fiscal year.
1. The Successor Agency is making payments on a loan from the General Capital Fund. Under State dissolution law, 20% of the debt payment needs to be paid to the Low/Moderate Income Housing Fund. At least four budget entries are involved in this transaction using transfer in and out accounts. Two transfer entries were missed and were found during the reconciliation of the new year budget. The first one was a Transfer In from General Capital Fund of $202,469 was entered; however, the Transfer Out to Low/Moderate Income Housing Fund in the amount of $202,469 was not. The second entry was a Transfer Out to the General Capital Fund of $1,012,346 was entered however, the Transfer In from the Successor Agency for the amount of $1,012,346 was not. As the total debt budgets did not change from the amounts authorized by the City Council and the Successor Agency Board, adjustments were completed under the technical correction authority of the adopted budget resolution.
Budget Adjustments
Staff have identified three budget amendments needed.
1. During completion of the FY 2022-23 budget, a technical error prevented $102,064 of baseline budget requests from posting to final budget reports for the Recreation Fund (100-125). Two community centers, one senior center, and the Civic Auditorium were impacted by this issue.
The community centers and senior center FY 2022-23 baseline budget amendments are needed for materials and supplies expense for programming materials, including sports and after-school programs. The Civic Auditorium baseline budget amendment is needed in Building Maintenance expense which will provide required repairs at the Civic Auditorium.
2. The Police Department received Council authorization through Resolution 2022-07-26-1218 for the Police Headquarters Women’s Locker Room Remodel project. In addition, Resolution 2022-12-13-1206 amended a purchase agreement to purchase new lockers for the Stockton Police Department Women’s Locker Room. The Police Department would like to add a quiet room which was not part of the original project scope to the project. This component would be added to promote police officers’ wellness. An additional $200,000 needed for the project will come from Measure A funding that is the result of additional Measure A revenues.
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3. The Police Department received donations and fees in the Animal Services division in FY 2021-22. The department needs to appropriate the $54,190 received to be able to spend in FY 2022-23.
FINANCIAL SUMMARY
This report provides an analysis of FY 2022-23 General Fund's first quarter results. Staff review indicates revenues are consistent with budget projections, and the City expenditures are estimated to be slightly below the approved budget. Three budget amendments have been identified.
1. Appropriate $102,064 from the Recreation Fund (100-125) fund balance for materials and supplies at community centers and building maintenance at the Civic Auditorium as follows:
Account Description Budget
Request
5021-900-650001-100-125-50-50-000-000- Arnold Rue Community Center
$10,853
5021-901-650001-100-125-50-50-000-000- Seifert Community Center
$13,014
5021-904-650001-100-125-50-50-000-000- Oak Park Senior Center $8,350 5023-908-630012-100-125-50-50-000-000- Civic Auditorium $69,847 Total $102,064
2. Transfer and appropriate $200,000 to the Police Department Women’s Locker Room Remodel Project PO15035 CON-CONCRT (Account 4510-000-800007-300-000-30-45-000-000-) from the General Fund available fund balance as a Mashal Plan expense.
3. Appropriate $54,190 in the Other Special Revenue Fund (260-263), Police Department, Animal Services expenditure accounts from fund balance derived from prior year animal shelter donations and fees.
The identified funding sources have sufficient balance to cover the above increases in budget appropriation.
Staff will continue to monitor trends and potential budget variances and will return to the Council with future recommendations for changes where appropriate.
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ATTACHMENT A
City of Stockton
FY 2022-23 Budget Update - First Quarter
General Fund - 100 by Program (Budgetary Basis)
Year to Date
Adopted Approved Activity % of
Budget Budget As of 9/30/22 Budget
Beginning Available Balance 47,200,000$ 47,769,598$ 47,769,598$ Release of Funds* - 41,524,041 41,524,041 47,200,000 89,293,639 89,293,639
Revenues
General Tax Revenues 217,851,365 217,851,365 25,603,622 12% Measure A/B Sales Tax 42,080,000 42,080,000 5,643,407 13% Program Revenues 16,387,447 16,387,447 3,704,050 23% Interfund Reimbursements 9,091,873 9,017,873 1,988,429 22% 285,410,685 285,336,685 36,939,508 13%
Expenditures
Programs
Police 148,950,532 156,090,331 33,168,660 21% Fire 52,678,905 57,270,581 13,806,664 24% Public Works 19,301,426 19,854,657 3,947,864 20% Economic Development 1,768,168 3,957,610 313,911 8% Office of Violence Prevention 2,205,530 2,244,915 465,728 21% 224,904,561 239,418,094 51,702,827 22%
Program Support for Other Funds
Library 4,109,000 4,109,000 1,027,250 25% Recreation 3,542,000 3,542,000 885,500 25% Entertainment Venues 3,318,000 3,318,000 829,500 25% Downtown Marina 262,000 262,000 65,500 25% Capital Improvement 12,100,000 45,529,792 3,025,000 7% Golf Course 110,000 110,000 27,500 25% Grant Match 100,000 100,000 - 0% Development Services 800,000 800,000 200,000 25% Fire Emergency Communications 720,000 720,000 - 0% Radio ISF 5,135,000 5,134,542 - 0% 30,196,000 63,625,334 6,060,250 10%
Administration
City Council 1,022,320 1,124,328 227,878 20% City Manager 2,827,103 2,873,738 604,929 21% City Attorney 1,351,384 1,352,865 269,760 20% City Clerk 1,191,058 1,214,561 250,455 21% City Auditor 456,400 821,828 68,350 8% Administrative Services 6,414,191 6,448,485 1,164,574 18% Human Resources 2,636,086 4,223,219 585,210 14% Tax Collection 2,509,450 2,595,756 224,183 9% Elections 650,000 650,000 (315,230) -48% Other Administration (734,832) (533,252) (313,465) 59% General Legal 500,000 500,000 28,015 6% 18,823,160 21,271,528 2,794,659 13%
Debt Service 6,953,050 6,953,050 - 0% Contingency 2,000,000 2,000,000 - 0% Total Expenditures 282,876,771 333,268,006 60,557,736 18% Net Annual Activity 2,533,914 (47,931,321) (23,618,228) Proj. Ending Available Balance 49,733,914 41,362,319 $ 65,675,411 $ Fund Balance as % of Expenses 18% 12%
759
Resolution No.
STOCKTON CITY COUNCIL
RESOLUTION ACCEPTING THE FISCAL YEAR 2022-23 FIRST QUARTER BUDGET
STATUS UPDATE REPORT, AND AUTHORIZE BUDGET AMENDMENTS
Fiscal Sustainability is one of the City Council’s goals; and
City Council adopted the Fiscal Year (FY) 2022 -23 Annual Budget on June 21, 2022, following a duly noticed budget study session and a public hearing; 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) Accept this budget status report on the results of the first quarter of Fiscal Year 2022-23.
2) Appropriate $102,064 from the Recreation Fund (100 -125) fund balance for materials and supplies at community centers and building maintenance at the Civic Auditorium.
3) Transfer and appropriate $200,000 to the Police Department Women’s Locker Room Remodel Project from the General Fund available fund balance as a Mashal Plan expense.
4) Appropriate $54,190 in the Other Special Revenue Fund (260 -263), Police Department, Animal Services expenditure accounts from fund balance derived from prior year animal shelter donations and fees.
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760
5) The City Manager is hereby authorized to take whatever actions are necessary and to carry out the purpose and intent of this Resolution.
PASSED, APPROVED, and ADOPTED March 21, 2023 .
KEVIN J. LINCOLN II
Mayor of the City of Stockton
ATTEST:
ELIZA R. GARZA, CMC
City Clerk of the City of Stockton
761
FY 2022-23
First Quarter
Budget
Update
March 21, 2023
Item 15.5
762
1st Quarter FY 2022-23
General Fund Budget
As of September 30, 2022:
• Adopted Budget increased from
$282.9 millio
n to $333.3 million
• Revenues = $36.9 million
• 13% of the $285.3 million budget
• Expenditures = $60.6 million
• 18% of the $333.3 million budget
763
1st Quarter Revenues
764
1st Quarter FY 2022-23
General Fund Expenditures
765
1st Quarter Budget
Adjustments
1. Appropriate $102, 064 from the Recreation Fund
(100-125) fund balance for Community Services
Department expenses - materials and supplies at
community centers and building maintenance at
the Civic Auditorium
2. Transfer and appropriate $200, 000 to the Police
Department Women’s Locker Room Remodel
Project from the General Fund available fund
balance
3. Appropriate $54, 190 in the Other Special
Revenue Fund, Police Department, Animal
Services expenditure accounts from fund balance
derived from prior year animal shelter donations
and fees.
766
1st Quarter FY 2022-23
Recommendation
• Accept 1st Quarter Budget Status
Update
• Approve 3 budget amendments
1. $102,064 from the Recreation Fund (100-125 ) fund
balance for materials and supplies at community
centers and building maintenance at the Civic
Auditorium
2. $200,000 to the Police Department Women’s Locker
R
oom Remodel Project from the General Fund
available fund balance
3. $54,190 in the Other Special Revenue Fund (260-263), Police Department, Animal Services expenditure
accounts from fund balance derived from prior year
animal shelter donations and fees
767